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  02-10-2020 01:34 PM 863
Twrterwte     B   g gh dfhgdfgh d hdgsh


Tom Peters
Director of Business Development
Housing & Healthcare Finance, LLC
500 East Broadway
Suite 410
Vancouver WA 98660

Cell: 360-609-1166
Email: tpeters@HHCFinance.com<mailto:tpeters@HHCFinance.com>
Web: www.hhcfinance.com</a>&lt;http://www.hhcfinance.com>

This message, including any attachments, contains information from Housing & Healthcare Finance, LLC and/or any affiliated entity ("HHC"), and may include information that is non-public, privileged, confidential, proprietary, and/or otherwise protected from disclosure or review. Any review, distribution, or use of this message by anyone other than the intended recipient(s) is strictly prohibited unless authorized by HHC and may be unlawful. Receipt by anyone other than the intended recipient(s) shall not be deemed a loss or waiver of the confidential, privileged, or proprietary nature of the communication. If you are not the intended recipient or you suspect you have received this communication in error, please (i) do not read or retain it or open any attachments, (ii) reply to the sender that you received the message in error, and (iii) destroy and erase all copies of the message and the reply from your system. This message cannot be guaranteed to be secure or free of errors or viruses, and may not be relied upon by any unintended recipient.
  01-26-2020 12:53 AM 862
This is a test email     Fsdfsdf p‚??obj p[ioxcvu [poixcuvb[poixcbv uopxicvu poxz[icu bvopixzcu vp[ioxzu cvpo[izx Uvcop[iz ucvopzIX cvuopzxICv up[oviuZXP{Ocv u{IOPcv uZOXI{Cv uOIvu s[o0iFVU SOP[DIVU POXV UXZP[OV IUZXCP U ZXPVUZX PVOZXU PV OZXU CVPOIUX P[OEWi rt-o we irpoewi po[ ip[oi


Tom Peters
Director of Business Development
Housing & Healthcare Finance, LLC
500 East Broadway
Suite 410
Vancouver WA 98660

Cell: 360-609-1166
Email: tpeters@HHCFinance.com<mailto:tpeters@HHCFinance.com>
Web: www.hhcfinance.com</a>&lt;http://www.hhcfinance.com>

This message, including any attachments, contains information from Housing & Healthcare Finance, LLC and/or any affiliated entity ("HHC"), and may include information that is non-public, privileged, confidential, proprietary, and/or otherwise protected from disclosure or review. Any review, distribution, or use of this message by anyone other than the intended recipient(s) is strictly prohibited unless authorized by HHC and may be unlawful. Receipt by anyone other than the intended recipient(s) shall not be deemed a loss or waiver of the confidential, privileged, or proprietary nature of the communication. If you are not the intended recipient or you suspect you have received this communication in error, please (i) do not read or retain it or open any attachments, (ii) reply to the sender that you received the message in error, and (iii) destroy and erase all copies of the message and the reply from your system. This message cannot be guaranteed to be secure or free of errors or viruses, and may not be relied upon by any unintended recipient.
  01-26-2020 12:42 AM 861
  test.rtf test.rtf

Thanks,

Mimi Stern
Highstone Equity Group LLC
15 America Ave. Suite 110
Lakewood, New Jersey 08701
Phone: 732-987-4117<tel:732-987-4117> |
mstern@hsequitygroup.com<mailto:mstern@hsequitygroup.com>


sa
  12-26-2019 12:48 PM 860
test 123    

  06-17-2019 02:33 PM 859
test    

Regards,
John W. Burlingham
Senior International Buyer
[cid:image002.png@01D4A8F4.F352E650]

Specialty Bolt & Screw Inc.
235 Bowles Road
Agawam, MA 01001-2964
Email  jwburlingham@specialtybolt.com<mailto:jwburlingham@specialtybolt.com>
*   413-789-6700 x 1131
Direct: 413-278-6980
Fax 413-789-9319

  06-17-2019 01:30 PM 858
Test     Yo

Get Outlook for Android&lt;https://aka.ms/ghei36>

  06-17-2019 01:21 PM 857
test 18055 LaGloria Rd, Elmendorf - RB.pdf 18055 LaGloria Rd, Elmendorf - RB.pdf

Tara Derek
Director, REO Division
1651 N Collins Blvd, Ste 220
Richardson, Texas 75080
Office:  469-498-6888 ext 3038
Cell:  469-831-5777
tara@ovationfinancialservices.com<mailto:tara@ovationfinancialservices.com>

One click away from viewing all of our active properties.
http://www.ovationservicing.com/reo.html













  04-22-2019 10:24 AM 856
test dummy.txt dummy.txt

______________________________________________
Matthew Warren | IT Manager
DataPartners
Toll Free: 866.423.1818 x220 | Local: 239.267.8762 | Fax: 239.267.9883
matthew.warren@DataPartners.com<mailto:matthew.warren@DataPartners.com> | www.DataPartners.com</a>&lt;http://www.datapartners.com/>


Hello from the Comcast Team.

Reply:

Hello from Datapartners
  04-17-2019 04:10 PM 855
Re:(1) Want a million in 3 steps... | –•–ĺ—?–Ķ—?—? –ľ–ł–Ľ–Ľ–ł–ĺ–Ĺ –∑–į 3 —?–į–≥–į...     Want a million in 3 steps [psivjkl] 
[nlmqkbjd] 
1. Buy a database of 170 million e-mail addresses from business sites all over the world. + 10,000 SMTP Relay. [vxrnxvxx] 
[iikzszv] 
2. Do it yourself or order from us a dispatch using this database of an advertising letter with the offer of your product or service. [rgmkxni] 
[imsohkx] 
3. Get your million. [oqhvm] 
[kfnwsyo] 
Our e-mail : andrey100077@gmail.com
7753191[wswrpr] 

–•–ĺ—?–Ķ—?—? –ľ–ł–Ľ–Ľ–ł–ĺ–Ĺ –∑–į 3 —?–į–≥–į [nkfdckhj] 
[qpopyllg] 
1. –?—?–Ņ–ł —? –Ĺ–į—Ā –Ī–į–∑—? 170 –ľ–Ľ–Ĺ e-mail –į–ī—?–Ķ—Ā–ĺ–≤ —Ā –Ī–ł–∑–Ĺ–Ķ—Ā —Ā–į–Ļ—?–ĺ–≤ –≤—Ā–Ķ–≥–ĺ –?–ł—?–į. + 10 000 SMTP Relay. [ikfnw] 
[mztunlhp] 
2. –°–ī–Ķ–Ľ–į–Ļ —Ā–į–ľ –ł–Ľ–ł –∑–į–ļ–į–∂–ł —? –Ĺ–į—Ā –ĺ—?–Ņ—?–į–≤–ļ—? –Ņ–ĺ —ć—?–ĺ–Ļ –Ī–į–∑–Ķ, —?–Ķ–ļ–Ľ–į–ľ–Ĺ–ĺ–≥–ĺ –Ņ–ł—Ā—?–ľ–į —Ā –Ņ—?–Ķ–ī–Ľ–ĺ–∂–Ķ–Ĺ–ł–Ķ–ľ —Ā–≤–ĺ–Ķ–≥–ĺ —?–ĺ–≤–į—?–į –ł–Ľ–ł —?—Ā–Ľ—?–≥–ł. [jztqm] 
[yvtxw] 
3. –?–ĺ–Ľ—?—?–ł —Ā–≤–ĺ–Ļ –ľ–ł–Ľ–Ľ–ł–ĺ–Ĺ. [ikqyvtyl] 
[ovxkl] 
–Ě–į—? e-mail : andrey100077@gmail.com
7753191[zmsznox]  
  01-24-2019 10:15 AM 854
ZD Test Attachments AttachmenImage.jpg AttachmenImage.jpg Sample Body Text with an attachment.


________________________________

This message is for the designated recipient only and may contain privileged, proprietary, or otherwise confidential information. If you have received it in error, please notify the sender immediately and delete the original. Any other use of the e-mail by you is prohibited. Where allowed by local law, electronic communications with Accenture and its affiliates, including e-mail and instant messaging (including content), may be scanned by our systems for the purposes of information security and assessment of internal compliance with Accenture policy. Your privacy is important to us. Accenture uses your personal data only in compliance with data protection laws. For further information on how Accenture processes your personal data, please see our privacy statement at https://www.accenture.com/us-en/privacy-policy.
______________________________________________________________________________________

www.accenture.com
  12-03-2018 10:08 AM 853
Test 1 2 3     Service Portal Email Testing  123
Liz

  09-14-2018 10:01 AM 852
Re: Lock     I will be out of the office the week of August 13th.  Please call the office @ 631-617-5060 or email info@juicedtech.com for immediate assistance.

Thank you,
Keith 

  08-18-2018 07:20 PM 851
Lock PastedGraphic-3.png PastedGraphic-3.png





Harold Jeffers
Covenant Air Systems, Inc.
714-990-1799
harold@covenantair.com
CSLB# 657733







            


CONFIDENTIALITY NOTICE: This message is intended only for the use of the individual or entity to which it is addressed and may contain information that is privileged, confidential and exempt from disclosure under applicable law.  If the reader of this message is not the intended recipient, you are hereby notified that any dissemination, distribution or copying of this communication is strictly prohibited.  If you have received this communication in error, please notify us immediately by telephone at the above mentioned number, return the original message to us at the above address via US Postal Service and delete the message from your email accounts and servers. Thank you.

















  08-18-2018 07:17 PM 850
Re:     I will be out of the office the week of August 13th.  Please call the office @ 631-617-5060 or email info@juicedtech.com for immediate assistance.

Thank you,
Keith 

  08-14-2018 08:16 PM 849
Test plot.log plot.log

Best regards,

Thomas Stannus P. Eng.

[Lundberg | A Dustex Company]
8271 154th Ave NE Suite 250
Redmond, WA 98052
Tel: (425) 283-5070


R:\2017\175242\175242-T010-D01-S2-R0.dwg,AL (22x34) SHT.2,6/25/2018 2:42:31 PM, ,AutoCAD PDF (General Documentation).pc3,ANSI full bleed B (11.00 x 17.00 Inches),1:1.92289,
R:\2017\175242\175242-T010-D01-S3-R0.dwg,AL (22x34) SHT.4,6/25/2018 2:42:58 PM, ,AutoCAD PDF (General Documentation).pc3,ANSI full bleed B (11.00 x 17.00 Inches),1:1.92296,
R:\2017\175242\175242-T020-D01-S1-R0.dwg,AL (22x34) SHT.1,6/25/2018 2:43:29 PM, ,AutoCAD PDF (General Documentation).pc3,ANSI full bleed B (11.00 x 17.00 Inches),1:1.92289,

  08-14-2018 08:13 PM 848
  plot.log plot.log

Best regards,

Thomas Stannus P. Eng.

[Lundberg | A Dustex Company]
8271 154th Ave NE Suite 250
Redmond, WA 98052
Tel: (425) 283-5070


R:\2017\175242\175242-T010-D01-S2-R0.dwg,AL (22x34) SHT.2,6/25/2018 2:42:31 PM, ,AutoCAD PDF (General Documentation).pc3,ANSI full bleed B (11.00 x 17.00 Inches),1:1.92289,
R:\2017\175242\175242-T010-D01-S3-R0.dwg,AL (22x34) SHT.4,6/25/2018 2:42:58 PM, ,AutoCAD PDF (General Documentation).pc3,ANSI full bleed B (11.00 x 17.00 Inches),1:1.92296,
R:\2017\175242\175242-T020-D01-S1-R0.dwg,AL (22x34) SHT.1,6/25/2018 2:43:29 PM, ,AutoCAD PDF (General Documentation).pc3,ANSI full bleed B (11.00 x 17.00 Inches),1:1.92289,

  08-14-2018 08:13 PM 847
test RFI submisison 9ers skull.jpg 9ers skull.jpg Here is a request for a closet entry change.
  04-15-2018 04:40 PM 846
test IMG_0796.jpg IMG_0796.jpg     04-07-2018 11:27 PM 845
Test 2 Red Generic (No CoBrand) Card_Visa_Comment Test.pdf Red Generic (No CoBrand) Card_Visa_Comment Test.pdf Test 2


  02-20-2018 05:11 PM 844
Test 1 Red Generic (No CoBrand) Card_Visa.pdf Red Generic (No CoBrand) Card_Visa.pdf Test 1


  02-20-2018 05:08 PM 843
test 2018-02-19_13-40-31.png 2018-02-19_13-40-31.png test
  02-19-2018 03:23 PM 842
test1 IMG_3803 (002) (1).pdf IMG_3803 (002) (1).pdf Notes: test 2

Blah Blah Blah


  02-06-2018 02:24 PM 841
  IMG_3803 (002).pdf IMG_3803 (002).pdf



  02-06-2018 02:18 PM 840
FW: 960CL 0993_001.pdf 0993_001.pdf

Best regards,

Colin Poe
Maintenance Manager

Dumont JETS
2000 Brett Road
New Castle, DE 19720
O +1.302.356.9898
M +1.610.653.8573
F +1.888.502.0662

colin.poe@dumontde.com<mailto:colin.poe@dumontde.com>
dacmx@dumontde.com<mailto:dacmx@dumontde.com>
www.dumontde.com</a>&lt;http://www.dumontde.com/>

[cid:AB769C9F-C51F-4A22-BC46-BBA5FA2784C9]

NOTICE: This e-mail, the information contained herein, and any attachments transmitted with it: (i) are the property of Dumont Group, LLC, (ii) may contain confidential and/or privileged material, and (iii) are intended solely for the addressee. Access to this e-mail, the contents, or any attachments, by anyone other than the intended recipient is unauthorized. If you are not the intended recipient, any disclosure, copying, distribution or any action taken or omitted to be taken in reliance on it, is prohibited and may be unlawful. If you have received this e-mail in error, please notify the sender by reply e-mail and delete the message and any attachments. If this communication concerns negotiation of a contract or agreement, this communication is not intended as a signature, and unless otherwise expressly agreed in writing, contract formation in such matter shall occur only with manually-affixed original signatures on original documents.


From: Beck, Shaun [mailto:Shaun.Beck@StandardAero.com]
Sent: Thursday, November 16, 2017 10:12 AM
To: Colin Poe <colin.poe@dumontgroup.com>
Subject: FW: 960CL

FYI ...

Shaun P. Beck
Project Manager
StandardAero
1200 North Airport Drive
Springfield, Illinois 62707
United States of America
Office: +1.217.535.3606
Fax: +1.217.541-3389
Mobile: +1.217.306.5750
shaun.beck@standardaero.com<mailto:shaun.beck@standardaero.com>
www.standardaero.com</a>&lt;http://www.standardaero.com>


[Logos - SA_color]

"The trusted service partner"


Disclaimer:
This email, including attachments, is confidential and intended solely for the use of the individual(s) to whom it is addressed. If you are not the intended recipient, be advised that you have received  this email in error and that any use, dissemination, forwarding, printing, or copying of this email is strictly prohibited. If you have received this email in error, please contact the sender and then delete it from your system. Although this email and any attachments are believed to be free of any viruses or other defects, it cannot be guaranteed to be secure and error free as it can be intercepted, amended, lost or destroyed.  StandardAero and Veritas Capital accept no responsibility for any loss or damage arising in any way from its receipt or use.

From: Beck, Shaun
Sent: Wednesday, November 15, 2017 5:46 PM
To: 'DACMX'
Subject: RE: 960CL

Mark,

I have attached the OPM agreement and a request for service form for the crew noted discrepancies.
So far, these are the only items that would be need to work for return to service.

If anything comes from the evaluation, has yet t be determined.

Regards,

Shaun Beck

Shaun P. Beck
Project Manager
StandardAero
1200 North Airport Drive
Springfield, Illinois 62707
United States of America
Office: +1.217.535.3606
Fax: +1.217.541-3389
Mobile: +1.217.306.5750
shaun.beck@standardaero.com<mailto:shaun.beck@standardaero.com>
www.standardaero.com</a>&lt;http://www.standardaero.com>


[Logos - SA_color]

"The trusted service partner"


Disclaimer:
This email, including attachments, is confidential and intended solely for the use of the individual(s) to whom it is addressed. If you are not the intended recipient, be advised that you have received  this email in error and that any use, dissemination, forwarding, printing, or copying of this email is strictly prohibited. If you have received this email in error, please contact the sender and then delete it from your system. Although this email and any attachments are believed to be free of any viruses or other defects, it cannot be guaranteed to be secure and error free as it can be intercepted, amended, lost or destroyed.  StandardAero and Veritas Capital accept no responsibility for any loss or damage arising in any way from its receipt or use.

From: DACMX [mailto:dacmx@dumontgroup.com]
Sent: Wednesday, November 15, 2017 5:42 PM
To: Beck, Shaun
Subject: RE: 960CL

Are we doing any RII work?  I don't know if anything was added since the other night when I issued the WA.  If so I will send that paperwork and start the approval.

Warm regards,

Mark Rager
Maintenance Coordinator

Dumont JETS
2000 Brett Road
New Castle, DE 19720
O +1.302.356.9898
M +1.267.461.3996
F +1.888.502.0662

mark.rager@dumontgroup.com<mailto:mark.rager@dumontgroup.com>
www.dumontgroup.com</a>&lt;http://www.dumontgroup.com/>

[cid:AB769C9F-C51F-4A22-BC46-BBA5FA2784C9]

NOTICE: This e-mail, the information contained herein, and any attachments transmitted with it: (i) are the property of Dumont Group, LLC, (ii) may contain confidential and/or privileged material, and (iii) are intended solely for the addressee. Access to this e-mail, the contents, or any attachments, by anyone other than the intended recipient is unauthorized. If you are not the intended recipient, any disclosure, copying, distribution or any action taken or omitted to be taken in reliance on it, is prohibited and may be unlawful. If you have received this e-mail in error, please notify the sender by reply e-mail and delete the message and any attachments. If this communication concerns negotiation of a contract or agreement, this communication is not intended as a signature, and unless otherwise expressly agreed in writing, contract formation in such matter shall occur only with manually-affixed original signatures on original documents.





From: Beck, Shaun [mailto:Shaun.Beck@StandardAero.com]
Sent: Wednesday, November 15, 2017 5:35 PM
To: DACMX <dacmx@dumontgroup.com<mailto:dacmx@dumontgroup.com>>
Subject: FW: 960CL

FYI...

Shaun P. Beck
Project Manager
StandardAero
1200 North Airport Drive
Springfield, Illinois 62707
United States of America
Office: +1.217.535.3606
Fax: +1.217.541-3389
Mobile: +1.217.306.5750
shaun.beck@standardaero.com<mailto:shaun.beck@standardaero.com>
www.standardaero.com</a>&lt;http://www.standardaero.com>


[Logos - SA_color]

"The trusted service partner"


Disclaimer:
This email, including attachments, is confidential and intended solely for the use of the individual(s) to whom it is addressed. If you are not the intended recipient, be advised that you have received  this email in error and that any use, dissemination, forwarding, printing, or copying of this email is strictly prohibited. If you have received this email in error, please contact the sender and then delete it from your system. Although this email and any attachments are believed to be free of any viruses or other defects, it cannot be guaranteed to be secure and error free as it can be intercepted, amended, lost or destroyed.  StandardAero and Veritas Capital accept no responsibility for any loss or damage arising in any way from its receipt or use.

From: Beck, Shaun
Sent: Monday, November 13, 2017 1:58 PM
To: 'Drew Kornreich'; Kevin Wargo
Cc: Kara Arslain
Subject: RE: 960CL

Good Afternoon Kevin,

I spoke with your DOM, Colin, today.
I mention to him I would be sending our Ops Specification and other documentation you require from our repair station.
I didn't get his e-mail, so if you would please, forward these items to him.

Also, the person performing the records review does not have a copy of the Airplane Flight Manual (AFM),Performance
or Operating manual for the plane.
Can you direct us where to find these manuals?

I looked in the crew closet and these items were not there.

Regards,

Shaun Beck

Shaun P. Beck
Project Manager
StandardAero
1200 North Airport Drive
Springfield, Illinois 62707
United States of America
Office: +1.217.535.3606
Fax: +1.217.541-3389
Mobile: +1.217.306.5750
shaun.beck@standardaero.com<mailto:shaun.beck@standardaero.com>
www.standardaero.com</a>&lt;http://www.standardaero.com>


[Logos - SA_color]

"The trusted service partner"






  11-16-2017 11:31 AM 839
  GDPR Dummies Guide.pdf GDPR Dummies Guide.pdf

--
Mark Hirst
Head of IT
HCL Workforce Solutions   

T: 020 7861 8989 ext 8989
F: 02074511452
M: 
http://www.hclworkforce.com

HCL Workforce Solutions ‚?? winner of Best Temporary Recruitment Agency at the Recruiter Awards 2016
 
At HCL Workforce Solutions we are always looking at ways to improve our service delivery. If you have any comments or feedback, please complete the HCL Survey:
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This message is intended for files@qbtext.com

This message contains confidential information and is intended only for the individual named. If you are not the named addressee you should not disseminate, distribute or copy the e-mail. Please notify the sender immediately by e-mail if you have received this e-mail by mistake and delete this e-mail from your system. 

----------






GDPR 

MetaCompliance Special Edition 

by Chad Russell, 

Data Privacy Expert 
Shane Fuller,  

CIPP/E, CIPM


GDPR For Dummies¬ģ, MetaCompliance Special Edition 
Published by:   
John Wiley & Sons, Ltd.,   
The Atrium, Southern Gate Chichester, West Sussex,    
www.wiley.com
© 2017 by John Wiley & Sons, Ltd., Chichester, West Sussex
Registered Office
John Wiley & Sons, Ltd., The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ,    
United Kingdom
All rights reserved No part of this publication may be reproduced, stored in a retrieval system or 
transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning 
or otherwise, except as permitted by the UK Copyright, Designs and Patents Act 1988, without the 
prior written permission of the Publisher. For information about how to apply for permission to 
reuse the copyright material in this book, please see our website http://www.wiley.com/go/
permissions.
Trademarks: Wiley, For Dummies, the Dummies Man logo, The Dummies Way, Dummies.com, 
Making Everything Easier, and related trade dress are trademarks or registered trademarks of John 
Wiley & Sons, Inc. and/or its affiliates in the United States and other countries, and may not be used 
without written permission. All other trademarks are the property of their respective owners. John 
Wiley & Sons, Ltd., is not associated with any product or vendor mentioned in this book. 
LIMIT OF LIABILITY/DISCLAIMER OF WARRANTY : WHILE THE PUBLISHER AND AUTHOR HAVE  
USED THEIR BEST EFFORTS IN PREPARING THIS BOOK, THEY MAKE NO REPRESENTATIONS 
OR WARRANTIES WITH RESPECT TO THE ACCURACY OR COMPLETENESS OF THE CONTENTS 
OF THIS BOOK AND SPECIFICALLY DISCLAIM ANY IMPLIED WARRANTIES OF MERCHANTABILITY 
OR FITNESS FOR A PARTICULAR PURPOSE.¬†IT IS SOLD ON THE UNDERSTANDING THAT THE 
PUBLISHER IS NOT ENGAGED IN RENDERING PROFESSIONAL SERVICES AND NEITHER THE 
PUBLISHER NOR THE AUTHOR SHALL BE LIABLE FOR DAMAGES ARISING HEREFROM.¬†IF 
PROFESSIONAL ADVICE OR OTHER EXPERT ASSISTANCE IS REQUIRED, THE SERVICES OF A 
COMPETENT PROFESSIONAL SHOULD BE SOUGHT. 
For general information on our other products and services, or how to create a custom For Dummies   
book for your business or organisation, please contact info@dummies.biz.
ISBN 978‚?ź1‚?ź119‚?ź41925‚?ź9 (pbk); ISBN 978‚?ź1‚?ź119‚?ź41926‚?ź6 (ebk)
Printed in Bell & Bain Ltd, Glasgow
10 9 8 7 6 5 4 3 2 1 
Publisher‚??s Acknowledgments 
Some of the people who helped bring this book to market include the following: 
Project Editor: Claire Ruston
Acquisitions Editor: Katie Mohr
Editorial Manager: Rev Mengle
Business Development Representative:  
Frazer Hossack 

MetaCompliance review team:   
Robert O‚??Brien and Ellen Mackay 
Production Editor:   
Selvakumaran Rajendiran


Contents at a Glance 

Introduction     ............................................................................................... 1 
Chapter 1: Introducing the GDPR and the Data   
Privacy Challenge 

  

............................................................................... 3 
Chapter 2: Summarising GDPR Best Practices 

  

.................................... 11 
Chapter 3: Putting in Place a Privacy Management Programme 

  

....... 19 
Chapter 4: The Preparation Phase¬†‚?? Establishing   
Organisational Readiness 

  

................................................................ 29 
Chapter 5: The Operational Phase¬†‚?? Embedding Compliant  
Operational Behaviours 

  

................................................................... 37 
Chapter 6: The Maintenance Phase ‚?? Demonstrating   
Accountability through Oversight 

  

.................................................. 49 
Chapter 7: Ten Things to do now to Prepare for GDPR 

  

..................... 57



Introduction 
A

s a line of business leader within your organisation, 
you‚??re focused on your core area of responsibility.  
That could be marketing, human resources, operations or a 
number of other functions within the company.
You may have heard rumblings around the office about a new 
data privacy regulation coming from the EU called GDPR.¬†If 
you‚??re wondering what GDPR is and how it might impact your 
area of responsibility, GDPR For Dummies is for you. 

About This Book 

In the pages of this book, we explain to you what GDPR is and 
its potential impact across the various departments and divi-
sions of your business.
GDPR is the General Data Protection Regulation. It‚??s a new EU 
mandate designed to ensure data privacy and enhance con-
trol of personal data for EU citizens.
If your organisation interacts with EU citizens or businesses in 
any way, then you‚??re subject to the obligations defined in this 
mandate. 

Icons Used in This Book 

What are icons? They‚??re those little pictures you find in the 
margins of this book. They‚??re there to make a special point. 
Here are the icons you‚??ll come across:
This icon identifies useful bits of information that will help 
you understand the impact of GDPR and get handy tips on 
how to manage this.




Even if you don‚??t read every word in this book, you‚??ll want to 
take in the key points about GDPR that are marked with these 
icons.
There are lots of technical details around data privacy and 
GDPR.¬†This icon indicates particularly technical information 
that might interest you.
This icon points out situations that just could get you and 
your organisation into trouble, so heed the advice. 

Where to Go from Here 

It‚??s important that you gain an understanding of how your 
organisation as a whole will need to address GDPR so you can 
understand your place and part in addressing what needs to 
be done. Reading this book cover to cover will help you do 
just that.
However, if your time is tight and you‚??re not able to read 
every word at this very minute, feel free to skip around to 
whichever section of the book addresses your particular 
needs. Pick what you want, and you‚??ll find that you have the 
basic facts you need to evaluate the areas that might be rel-
evant to your area of responsibility.


Introducing the GDPR and  
the Data Privacy Challenge 

In This Chapter 

‚?∂ ‚?∂ An overview of GDPR 

‚?∂ ‚?∂ Understanding the relevance of GDPR for your organisation 
T

he General Data Protection Regulation (GDPR) is an 
iteration of the existing data protection law defined and  
enforced by the EU.¬†The purpose of GDPR is to safeguard EU 
citizens along with their corresponding private information.
GDPR is a substantial overhaul of the data protection laws 
that have evolved over the past three decades, bringing it in 
line with the new digital world of Google, Facebook, Twitter 
and the like.
GDPR allows for EU Data Subjects (EU citizens whose data 
is being processed) to be granted certain rights and protec-
tions relative to their personal information. As you‚??ll see in 
this book, personal information can include a myriad of data 
types, including but not limited to: 

  

‚?? First and last name 

  

‚?? Bank account information 

  

‚?? Address 

  

‚?? Medical records 

  

‚?? Passport information 

  

‚?? Personal email addresses 

Chapter 1




   ‚?? Credit card information 
  

‚?? Photos and videos 

  

‚?? Usernames and passwords 

An Overview of the GDPR 

The GDPR replaces the EU‚??s Data Protection Directive and 
unifies a patchwork of 28 differing privacy laws that cur-
rently exist across the EU into a consolidated and enforceable 
Regulation. 

Looking at the history of GDPR 

As shown in Figure¬†1‚?ź1, GDPR is an evolution of European data 
privacy laws that began in 1970 with the first Data Protection 
Law, which was legislated in Hessen, Germany during the 
mainframe era. 

Figure¬†1-1:¬†     GDPR  timeline.


   Chapter¬†1: Introducing the GDPR and the Data Privacy Challenge 5 

In 1983, the Right of Information Self‚?źDetermination was 
proclaimed by Germany‚??s highest court, and in 1995, the EU 
Directive on Data Protection was formally established, placing 
restrictions on the processing of personal data and the move-
ment of this data. 

The ‚??Safe Harbour‚?? framework 
Implementation of the EU Directive proved to be cumbersome 
considering the technology boom of the early 2000s and the 
increased electronic communications and commerce taking 
place between US- and European‚?źbased corporations and 
citizens.
In order to ensure adequate protections while reducing  
compliance‚?źrelated friction, the US Department of Commerce 
and the European Commission developed the ‚??Safe Harbour‚?? 
Framework.
In short, the ‚??Safe Harbour‚?? framework ensured minimal busi-
ness interruptions between US and EU organisations. 

Numerous breaches in the latter 2000s 
While the initial idea with ‚??Safe Harbour‚?? was to streamline 
business interactions between EU and US organisations, it 
arguably relaxed definitions and enforcement relative to EU 
citizens‚?? data privacy.
Numerous US companies that processed EU citizens‚?? data 
were breached in the latter 2000s, which caused great con-
cern for the EU. 

Mass surveillance disclosures 
In addition to the numerous breaches of US companies, there 
were revelations and disclosures that brought to light the 
existence of various mass surveillance programmes that col-
lected data of EU citizens. This brought the issue right to the 
forefront for EU regulators, politicians and citizens.
One example of these mass surveillance programmes came 
from Edward Snowden‚??s revelations regarding the ‚??Five Eyes‚?? 
network, which comprises the US, Britain, Australia, New 
Zealand and Canada.




Another revelation regarding mass surveillance was PRISM, an 
electronic data mining program operated by the NSA.
The PRISM program purportedly collects internet communica-
tions from at least nine major US internet companies. These 
companies are required to turn over this data to the govern-
ment pursuant to Section¬†702 of the US FISA Amendments Act 
of 2008. 

GDPR key changes 

Some of the key changes outlined by GDPR include:  
  

‚?? Increased territorial scope 

  

‚?? Enhanced data inventory requirements 

  

‚?? Increased penalties 

  

‚?? Appointment of a Data Protection Officer (DPO) 

  

‚?? Broader obligations for Data Controllers (organisations 
that collect and manage EU citizen data) 

  

‚?? Direct obligations for Data Processors (any company that 
processes personal data on behalf of a Data Controller) 

  

‚?? More timely data breach reporting 

  

‚?? Right to data portability 

  

‚?? Right to erasure (‚??right to be forgotten‚??) 

  

‚?? Stronger Data Subject consent 

Timeline for compliance 

Any project plan starts with the end date in mind. Therefore, 
it‚??s important to understand the timelines associated with 
GDPR compliance.
As at May 2018, GDPR will need to be fully implemented 
within your organisation. By this point, your team members 
should be fully versed in their roles and responsibilities as 
they relate to GDPR‚?źcompliant personal data handling and 
compliance.


   Chapter¬†1: Introducing the GDPR and the Data Privacy Challenge 7 

To prepare for this, it‚??s recommended that by Q1 of 2017 your 
organisation should have started preparations for GDPR com-
pliance, including management education and buy‚?źin. Also, 
it is recommended that your organisation should have con-
sidered appointing a DPO by this point. In addition, company 
policies and procedures should have been reviewed to ensure 
that they are up to date with compliance requirements as set 
out in the GDPR.
By Q2 of 2017 you should have started the gap analysis and 
risk assessment process. This phase involves analysing exist-
ing compliance levels. Organisations should have a clear 
understanding of the gaps between current compliance levels 
and compliance required once GDPR comes into full effect.
The third phase of GDPR preparation involves the prioritisa-
tion of risks and resource allocation. Items that have been 
deemed as high priority should receive immediate attention. 
Organisations should have completed this phase by the end 
of Q3 of 2017.
In Q4 of 2017 you should be executing remediation efforts 
focused on the high‚?źpriority risks identified in phase three. 
You can find more on GDPR preparation in Chapter 4.
GDPR comes into full effect on 25 May 2018. By this point, as 
a minimum, you should have remediated your high‚?źpriority 
risks and have all necessary personal data policies and con-
trols in place.
Beyond May 2018, you‚??re in the procedural and maintenance 
phase, which involves the ongoing management of personal 
data in line with the GDPR obligations. Head to Chapter¬†5 for 
more information on this phase. 

Penalties for non‚?źcompliance 

GDPR     will be enforced from 25 May 2018. Companies who are  
in breach after this point will see a significant increase in fines 
as a result of the newly implemented Regulation.




GDPR states that ‚??The amount of the administrative fine shall 
be fixed with due regard to the nature, gravity and duration 
of the breach, the intentional or negligent character of the 
infringement, the degree of responsibility of the natural or 
legal person and of previous breaches by this person, the 
technical and organisational measures and procedures imple-
mented pursuant to Article 23 and the degree of co‚?źoperation  
with the Supervisory Authority in order to remedy the 
breach.‚??
In the case of a breach, fines could be as high as ‚?¨20 million or 
4 per cent of annual global turnover, whichever is the highest 
of the two. 

Understanding the Relevance of 
GDPR for your Organisation 

The relevance of GDPR to your organisation will depend on 
several factors. Obviously, if you handle data for European 
citizens then it is in scope for you. In this book, we assume 
that you do handle data for European citizens.
GDPR relates to personal data. This is any information relat-
ing to an individual, whether it‚??s in connection to his or her 
private, professional or public life. According to the European 
Commission, this can include but isn‚??t limited to a home 
address, a photo, an email address, bank details, posts on 
social networking websites, medical information, or a com-
puter‚??s IP address (the unique number that identifies any 
computer using the internet). As you can see, it‚??s a very broad 
definition. Thus, there is a high likelihood that any data you 
process for EU citizens is in scope.
With this in mind, it‚??s important that your initial discovery 
exercise identifies the nationality of individuals associated 
with the personal data that you process across your business 
systems.


   Chapter¬†1: Introducing the GDPR and the Data Privacy Challenge 9 

Scope and reach 

The scope of GDPR in comparison to the initial EU directives 
is defined as being ‚??extra‚?źterritorial‚??.
GDPR determines whether processing falls within its 
geographical reach by taking the following factors into 
consideration: 

  

‚?? The location in which the personal data is being 
processed 

  

‚?? The location of the individual whose personal data is 
being processed 
The intent is to make the Regulation equally applicable for 
organisations both inside and outside the EU where the per-
sonal data of an EU citizen is in scope.
If Data Controllers or Data Processors outside of the EU 
process personal EU citizen data in order to sell goods and 
services to EU citizens or monitor their behaviour, then it‚??s 
deemed as being in scope.
This should be interpreted very carefully. For example, in sev-
eral cases the simple use of web browser cookies is defined 
as a monitoring activity, therefore bringing the respective 
processing into the scope of GDPR.¬†Web cookies are bits of 
information that are stored on your computer that track your 
activities when you browse websites.
Specifically, any non‚?źEU company that tracks EU citizens 
using cookies is exercising behavioural monitoring as per 
GDPR guidelines.
The use of web cookies is just one example of behavioural 
monitoring. For example, tracking the IP addresses of EU citi-
zens can also be interpreted as monitoring personal data. 

Exceptions 

GDPR does not apply directly to law enforcement agencies. 
GDPR exceptions also are afforded in other particular cases.


10 

For instance, if a company outside of the EU (a US‚?źbased com-
pany, for example) has a website that is in English but only 
collects currency in US dollars and only accepts payment 
from US residents, then this would likely be out of scope for 
GDPR, even though an EU citizen still might be able to find a 
way to make a purchase on the site.
The GDPR allows member states to introduce exemptions on 
issues including national and public security, judicial indepen-
dence and the enforcement of civil law as deemed necessary 
and appropriate.


Summarising GDPR  
Best Practices 

In This Chapter 

‚?∂ ‚?∂ Getting to grips with the data privacy lifecycle 

‚?∂ ‚?∂ The ‚??Prepare‚?? phase¬†‚?? scoping and assessment 

‚?∂ ‚?∂ The ‚??Operate‚?? phase¬†‚?? data management 

‚?∂ ‚?∂ The ‚??Maintain‚?? phase¬†‚?? reporting and accountability 
F

irst and foremost, data privacy is a process that involves 
the incorporation of people, processes and technology.  
There are various best practices that can be incorporated 
covering people, processes and technology, which are cov-
ered throughout this chapter.
As you study this content, be sure to take into account your 
line of business and who might be impacted and how. This 
will allow you to thoughtfully interact with your respective 
team(s), which will need to be tasked with managing GDPR 
compliance for your area of responsibility. 

Getting to Grips with the    
Data Privacy Lifecycle 

The lifecycle can be broken down into three phases. In the 
first phase, stakeholders should be engaged to ensure organ-
isational readiness. Next, the operational teams will imple-
ment procedures that are GDPR compliant. In the last phase, 
assurance criteria are reviewed and updated, then the entire 
lifecycle repeats itself. 

Chapter 2


12 

Ensuring ongoing data privacy is a journey rather than a des-
tination. It‚??s an ongoing process of discovery, implementation 
and refinement. 

Looking at the ‚??Prepare‚?? Phase 

The first phase involves several distinct activity sets in order 
to get the process of GDPR compliance underway. Along with 
ensuring stakeholder engagement, a GDPR readiness team 
should be assembled.
Relevant business function and third‚?źparty data processing 
activities need to be identified and a Personal Data Register 
should be created. Privacy policies and notices should be 
updated and internal personnel should be educated regarding 
GDPR as it relates to their specific job role. You can find more 
on this in Chapter¬†4. 

Ensuring business engagement 
and stakeholder education 

As with any major organisational project, the buy‚?źin and spon-
sorship of senior management and executive teams is essen-
tial when putting a GDPR programme into place.
They should be educated as to the context of the regula-
tion and the specific financial impacts associated with 
non‚?źcompliance.
Additionally, there should be representation from all lines of 
business within the organisation, such as: 

  

‚?? Human resources 

  

‚?? Procurement 

  

‚?? Sales and marketing 

  

‚?? Information technology 

  

‚?? Information security 

  

‚?? Development teams 

  

‚?? Legal, risk and compliance 

  

‚?? Customer services


13 

Depending on the scope of your company, you might have a 
regional or global business presence. In smaller companies, 
it would be recommended to engage directly with senior 
managers and relevant peers to discuss the potential impact 
of GDPR on your organisation. If your company is larger or 
global in nature, then online training sessions may be a more 
practical way to initiate awareness and readiness across your 
organisation.
After the initial engagement process has been undertaken, a 
GDPR readiness team should be organised. If you‚??re a business 
unit manager, you‚??ll likely serve as a representative on the 
readiness team. The team should also consist of board‚?źlevel 
sponsors, the Data Protection Officer (DPO), representatives 
from legal, risk and compliance and a programme manager who 
will be managing the overall GDPR compliance programme.
Once the team is in place, it‚??s a matter of planning goals, 
objectives, milestones and resources, and ensuring adequate 
funding for the programme. Remember that there are costs 
associated with the initiation of the programme, but there 
will also be ongoing costs associated with GDPR compliance 
operations and maintenance. 

Identifying personal data 
repositories 

A Personal Data Register will need to be established by your 
company that tracks personal data associated with business pro-
cesses, both internally and across third parties. As part of this, 
your organisation will need to begin ascertaining the relevance 
and reasoning behind storing and processing personal data.
Here is some of the information your organisation will need to 
know regarding personal data-related datasets: 

  

‚?? What data is being collected? 

  

‚?? Where is the data being sourced? 

  

‚?? Why is the data being collected? 

  

‚?? How is it processed?


14 

   ‚?? Who has access? 
  

‚?? How long is the data retained? 

  

‚?? Where is the data being transferred to? 
Gathering this information into a common repository will pro-
vide your organisation with a central Personal Data Register, 
containing a common set of documentation regarding your 
personal data datasets, where they‚??re sourced from, how 
they‚??re processed and why.
The GDPR states that all organisations must implement appro-
priate data protection policies outlining the technical and 
organisational measures needed to ensure that personal data 
processing is performed in accordance with the Regulation. 
In addition, you must provide privacy notices as a means of 
being transparent with your customers, ensuring that they 
know how their information will be used. 

Understanding your    
information lifecycle 

It‚??s important to understand your personal data‚?źimpacting 
business processes and the information life cycle (collection, 
processing, storage and transfer) associated with these pro-
cesses. Once understood, these business processes will need 
to be risk assessed and a set of remediation actions defined 
where compliance gaps are uncovered. 

Looking at the ‚??Operate‚?? Phase 

When instituting a compliance programme, guiding principles 
can help show the strategy and direction of an organisation‚??s 
efforts. 

Understanding the six guiding 
principles of GDPR 

GDPR can be broken down into six overall guiding principles:


15 

1.     Lawfulness, transparency and fairness 
2. 

  

Purpose limitation 
3. 

  

Data minimisation 
4. 

  

Accuracy 
5. 

  

Storage limitation 
6. 

  

Confidentiality and integrity 
Adhering to these guiding principles during design, implemen-
tation and operations will help to ensure that individuals and 
departments are following both the spirit and letter of the law.
In addition to adhering to the six guiding principles outlined 
above, the Data Controller must be able to demonstrate com-
pliance with these principles. This relates to accountability, 
which could be considered a seventh principle. 

Embedding compliant    
operational behaviours 

Deep organisational incorporation of compliant behaviours 
ensures that employees at all levels operate in compliance 
with policies and procedures according to their respective 
roles in the organisation.
For example, the marketing department likely processes dif-
ferent personal data‚?źrelated datasets than the corporate HR 
department, and in a different context. As such, there should 
be operational procedures in place for each line of business, 
and these should be contextual in nature. 

Managing Data Subject requests 

Clear instructions for handling Data Subject requests need to 
be defined and implemented in order to ensure consistency, 
predictability and accountability of these requests.


16 

Data Subjects have certain defined rights according to GDPR 
that include: 
  

‚?? The right to information and transparency 

  

‚?? The right of access and rectification 

  

‚?? The right to erasure (‚??right to be forgotten‚??) 

  

‚?? The right to restrict processing 

  

‚?? The right to data portability 

  

‚?? The right to object 
As such, it‚??s important that your staff and those of any third 
party acting on your behalf can quickly recognise circum-
stances that engage a Data Subject‚??s defined rights as outlined 
by the GDPR. 

Handling privacy breaches 

Handling privacy breaches is a critical operational pillar of 
GDPR compliance. GDPR defines a data breach as ‚??a breach 
of security leading to the accidental or unlawful destruction, 
loss, alteration, unauthorised disclosure of, or access to, per-
sonal data transmitted, stored or otherwise processed‚??.
If a breach is identified, GDPR dictates that documentation 
must be provided ‚??comprising the facts relating to the data 
breach, its effects and the remedial action taken‚??.
Having an incident response programme in place and modi-
fying it to incorporate procedures specific to GDPR breach 
identification and notification allows organisations to leverage 
existing processes and procedures when managing relevant 
privacy incidents. You can read more about this phase in 
Chapter¬†5. 

Looking at the ‚??Maintain‚?? Phase 

This phase operates broadly in parallel to the Operations phase. 
The Maintenance phase involves periodic analysis of all per-
sonal data operational practices. As part of this, you must also 
consider potential changes in the both the organisation and 
global compliance landscape. There‚??s more on this in Chapter¬†6.


17 

Establishing organisational 
accountability 

Accountability in GDPR terms requires that you can demon-
strate how you fulfil your obligations in relation to: 
  

‚?? Processing personal data lawfully and accurately in a 
transparent manner 

  

‚?? Having specific and legitimate reason to process the per- 
sonal data 

  

‚?? Keeping personal data for no longer than is necessary 

  

‚?? Securing personal data against unauthorised use or acci-
dental loss 
A chain of accountability should be established at a depart-
ment, company and organisation level in order to maintain 
consistent handling of incidents, operational processes and 
reporting activities. 

Reporting on ongoing    
compliance efforts 

GDPR requires that you evaluate the effectiveness of your 
personal data‚?źrelated operational practices. Carrying out 
regular evaluations of your compliance efforts and reporting 
on such allows you to evidence accountability to your senior 
management team, board‚?źlevel stakeholders and Supervisory 
Authorities whenever the need arises.
The effectiveness of the ongoing compliance programme 
requires tracking measurable metrics and adjusting processes 
accordingly when deviations are identified. 

Understanding business changes 
and their privacy impacts 

Most businesses find themselves in an almost constant 
state of change. As such, changes in the business need to 
be accounted for as to how they impact GDPR compliance 
activities.


18 

It‚??s good to stay close to major projects and initiatives within an 
organisation and incorporate representation by the DPO where 
relevant¬†‚?? especially when it comes to large projects or projects 
that clearly will involve the manipulation of personal data.
Examples of key business changes include the deployment of 
a new application, a business process re-engineering initia-
tive, the acquisition of a new company, or even a divestiture. 
Or perhaps your company will move into an altogether new 
market. These are the types of changes, among many others, 
that can necessitate further review of compliance policies and 
processes.
The GDPR mandates that organisations have procedures in 
place that define when Data Protection Impact Assessments 
(DPIAs) need to be initiated in relation to business change 
events. The DPIA process must consider the impact of the 
new or altered processing operations on the protection of 
personal data. 

Managing third‚?źparty data 
processing activities 

In addition to instructing and educating third parties when 
initially engaged as to how to handle personal data, there 
should also be periodic reviews in order to ensure up‚?źto‚?źdate 
handling in accordance with regulatory changes or changes in 
processing procedures.
GDPR‚?źcompliant obligations should be captured contractu-
ally at the outset of engaging a third party, and then reviewed 
periodically on an agreed schedule.
A third‚?źparty Data Processor should be periodically audited to 
measure effectiveness and adherence to GDPR personal data 
handling requirements.


Putting in Place a Privacy  
Management Programme 

In This Chapter 

‚?∂ ‚?∂ Defining a Privacy Management Programme 

‚?∂ ‚?∂ Embedding corporate privacy behaviours 

‚?∂ ‚?∂ What line of business leaders need to know 
A

 Privacy Management Programme (PMP) is not directly 
required under the GDPR, but it does simplify and  
streamline the process. It can also drive efficiency and 
improve accuracy, thereby enhancing compliance. In this 
chapter we look at why PMPs are important and how they 
relate to business unit leaders. 

Defining a Privacy Management 
Programme 

A PMP promotes transparency and accountability, and it 
should involve thorough planning and consideration of cus-
tomers, employees and stakeholders. All employees will play 
a role in implementing the plan, some more so than others.
Having a PMP in place demonstrates a strong commitment 
to privacy and corporate governance practices. Having such 
a programme promotes a culture that respects privacy. 
Customers, regulators and business partners will take notice 
and interact accordingly. In addition, a PMP promotes an 
attitude of prevention as opposed to detection. If a breach or 
mishandling of personal data can be prevented, that can save 
your organisation money and protect its reputation. 

Chapter 3


20 

A PMP is not a one‚?źsize‚?źfits-all endeavour. Each company is 
unique and will therefore need to implement a programme 
that fits its needs. 

Embedding Corporate    
Privacy Behaviours 

One of the fundamental aspects of a PMP involves appointing 
someone to be a Programme Manager. A PMP Manager over-
sees the development, planning, implementation and ongoing 
maintenance of the programme. Ideally, having a PMP in place 
will not only be of benefit for GDPR purposes, but will serve as 
an enabling mechanism for future privacy‚?źrelated compliance 
mandates that may come into effect in the future.
Implementing a PMP begins the process of embedding a 
privacy mindset into the DNA of a corporation. Employees 
should be trained during the induction process as to how to 
recognise and handle personal information as per the com-
pany‚??s defined policies and procedures.
Those within your organisation who are identified as deter-
mining how personal data is managed or are authorised to 
handle and process personal data will require special training 
and serve key roles as part of an ongoing PMP.
Because technology is a driving force, it‚??s crucial that line of 
business managers and the PMP Manager have a direct line 
to IT to look for opportunities to automate the PMP where 
possible. 

What Line of Business    
Leaders Need to Know 

As a line of business leader or business unit manager, you‚??ll 
need to assess the personal data that you‚??re responsible for, 
the personal data your team processes and the personal data 
your team ingests and forwards to other entities.


21 

You therefore need to think through how your team interacts 
with customers or employees and how this might potentially 
change moving forward as a result of GDPR.
Customer service and marketing departments are typically on 
the front lines of Data Subject interaction and personal data 
handling. 

Understanding the key roles 
defined by the GDPR 

If your organisation determines the purposes and manner 
in¬†which personal data is processed, it‚??s considered to be a 
Data Controller.
Data Controllers play a key role in GDPR compliance, because 
of the customer and employee personal data that they retain 
and collect.
Data Controller duties include: 

  

‚?? Facilitating increased transparency of privacy data han-
dling relative to Data Subject requests 

  

‚?? Ensuring that Data Subject requests are handled within 
the timelines defined by GDPR 

  

‚?? Carrying out privacy assessments and appointing DPOs 

  

‚?? Notifying Supervisory Authorities of data breaches 
within 72 hours of breach discovery 

  

‚?? Monitoring and responding to changes in compliance 
mandates 

  

‚?? Implementing pseudonymisation (replacing identifying 
data fields with pseudonyms) and encryption of personal 
data 

  

‚?? Maintaining records of personal data processing via a 
Personal Data Register 

  

‚?? Managing and governing third‚?źparty interaction relative 
to the processing and handling of personal data


22 

If a person, organisation, agency or other body acts on behalf 
of a Data Controller, then they are considered to be a Data 
Processor.
Common examples of a Data Processor include: 

  

‚?? An outside agency (e.g. a company responsible for dis-
posing of client information) 

  

‚?? A cloud provider that stores personal data 

  

‚?? Any service provider acting on your behalf with access 
to personal data of a customer or employee 
Data Processors are subject to several direct new obligations 
within the scope of the GDPR, which include maintaining mea-
sures that allocate adequate levels of security for personal 
data relative to the potential risk.
Data Processors are required to abide by the instructions of 
Data Controllers unless such instructions conflict with the 
GDPR itself. Think of the Data Controller as the responsible 
party for the data and the Data Processors as those that pro-
cess said data per a Data Controller‚??s request and in line with 
the manner prescribed.
Although not mandatory in all cases under GDPR, most organ-
isations will designate a Data Protection Officer (DPO). The 
DPO should be an expert in GDPR and privacy practices, as 
they are responsible for monitoring and reporting of GDPR 
compliance. DPOs are expected to help guide Data Controllers 
and Data Processors by auditing internal compliance and 
suggesting suitable corrective recommendations where 
necessary. DPOs are also expected to operate in an inde-
pendent manner within an organisation. Arguably, this role 
is best suited to an internal audit and compliance manager 
or a member of your legal team, although there is still much 
debate on this topic. 

Understanding your role in data 
privacy management 

Your role in a PMP will differ based upon your role within 
the company. If you‚??re the Chief Information Security Officer 
or Head of Legal for example, you‚??ll likely play a larger, more


23 

comprehensive role than an employee who works on the man-
ufacturing floor who doesn‚??t interact with personal data.
Responsibilities are often assigned on a departmental 
basis. Ideally, each line of business will have a Data Privacy 
Champion, who is someone in a management role that under-
stands personal data handling, processing and privacy prac-
tices. If such a person doesn‚??t exist, consider finding someone 
who is the most qualified and fill the gaps with training where 
needed.
A Data Privacy Champion will typically serve as part of an 
overall PMP committee and help to fashion and enact privacy 
controls within their respective lines of business. 

Establishing the personal data 
elements under your control 

In order to establish the personal data elements under your 
control, each line of business should conduct a business pro-
cess review and analyse these processes to see whether they 
involve any interaction with personal data.
If this sounds like a daunting task, it is. Don‚??t, however, let 
it overwhelm you. Start with some of the obvious high‚?źlevel 
processes and work your way down into the details. This 
may involve several iterations of discovery in the form of 
employee interviews and group discussions.
Keep in mind that it‚??s not just customer data that‚??s affected¬†‚??  
it could very well be employee data. Think of HR departments 
that manage data for employees who are EU citizens, for 
instance.
To conduct surveillance of employees lawfully, employers 
must demonstrate that such monitoring is required, transpar-
ent and legitimate.
There can be some interesting considerations when it comes 
to employee rights, privacy and freedoms and how they relate 
to GDPR.¬†For instance, many companies will block employee 
access to certain websites or track employees‚?? web browsing 
activities. These activities aren‚??t necessarily non‚?źcompliant,


24 

but they do require careful consideration regarding the con-
text in which they‚??re being done and the awareness and con-
sent of the employee. 

Cataloguing and recording 
your personal data processing 
activities 

Cataloguing personal data processing should involve the 
establishment of a Personal Data Register. While you may not 
be responsible for establishing the Personal Data Register in 
your company, you may be required to contribute to it.
Each line of business will not only need to catalogue their 
personal data processing and implement controls that comply 
with GDPR, they must also be able to clearly document and 
evidence them.
For instance, if a customer service representative receives 
a request from a Data Subject to erase their data, then that 
request will need to be recorded, tracked and managed to 
completion.
An interesting and often overlooked area of personal data pro-
cessing involves CCTV footage. While GDPR grants exceptions 
for law‚?źenforcement purposes, if this data is used for other 
purposes, such as profiling, then these activities can be con-
stituted as a breach of the GDPR mandate. 

Managing customer and    
employee rights requests 

Data Subject requests need to be managed in accordance with 
the timeframes and request parameters defined in the GDPR.
Customers and employees have a broad range of rights under 
GDPR, such as the right to request erasure of their personal 
data, also known as the right to be forgotten. In addition, cus-
tomers can request exports of their data and information as 
to why their data is being processed.


25 

Importantly, customers can also withdraw consent to the use 
of their personal data.
Now that you have an idea of what needs to happen, you need 
to determine how it will happen. How will you handle these 
requests? How will they be tracked and recorded? What are 
your departmental and organisational escalation procedures?
Departmentally and organisationally, you‚??ll need processes 
in place that not only handle these requests but also address 
the requests within the parameters as defined in the GDPR 
mandate.
These parameters include response times, the format of the 
responses, procedures for identification of the Data Subject 
and the management of unfounded or excessive requests. 

Educating your Personal    
Data Handlers 

For the purposes of this book we are defining Personal Data 
Handlers as anyone within an organisation authorised to handle 
and process personal data. To educate these people, you need to 
know who they are. This is determined by analysing your busi-
ness processes in relation to GDPR‚?źaffected datasets.
This process will define who is handling the personal data and 
how. Once this information is captured, the person respon-
sible (e.g. the designated Data Privacy Champion), needs to 
explicitly define the processes and procedures that the Data 
Handlers should use to facilitate compliance. 

Controlling personal    
data transfers 

Unless pre‚?źapproved in organisation policies, decisions regard-
ing data transfers should involve the DPO, in order to provide 
guidance and inform those ultimately responsible within your 
organisation. The DPO will advise you regarding data transfers 
based on which third country (if any) is involved and what 
safeguards and controls are in place, and determine whether 
those safeguards are considered appropriate as per European 
Commission guidelines. GDPR defines a third country as any 
country outside the European Economic Area.


26 

Handling privacy‚?źrelated 
incidents and breaches 

The handling and management of privacy‚?źrelated breaches 
will be a team effort within an organisation. Your organisation 
should have an Incident Response Team¬†‚?? indeed, you may 
already have one if yours is a large or medium‚?źsized company.
Even if such a team already exists, it will likely need to modify 
its processes in order to comply with GDPR.¬†In particular, 
the way in which supporting data is collected and preserved 
and the manner in which notifications take place will require 
enhancement to comply with GDPR.
The GDPR states that:
‚??In the case of a personal data breach, the Controller shall 
without undue delay and, where feasible, not later than 
72 hours after having become aware of it, notify the personal 
data breach to the Supervisory Authority.‚??
‚??The Processor shall notify the Controller without undue 
delay after becoming aware of a personal data breach.‚??
The basis for notification to Data Subjects is not quite so well 
defined, however. The GDPR describes anything that consti-
tutes a high risk to the rights and freedoms of an individual 
as a basis for notification. This arguably leaves quite a bit of 
room for interpretation. There‚??s more on this in Chapter¬†5. 

Instituting a ‚??Privacy    
by Design‚?? mindset 

Privacy by Design is imposed as a key requirement in the 
GDPR.¬†As such, it makes sense to start thinking of privacy as 
a key part of all your new processes, projects and contracts. 
You should actively ensure that privacy has priority in the 
initial discussions for these activities. As part of your organ-
isation‚??s PMP, these should serve as guiding principles when 
planning out the programme and selecting tools.


27 

It is now known that privacy is a key aspect of doing busi-
ness in the digital world. In the past, privacy was an item that 
was given scant regard by many organisations. However, a 
cultural shift in organisational behaviour is required. This 
involves making Privacy by Design a key step that must be 
considered as part of the setup of each new policy, business 
process, project and contract under development. Starting 
now, mandating a Privacy by Design approach will ensure 
that new business activities are automatically fit for purpose 
from a GDPR perspective. This will save significant effort and 
cost through avoiding the need to retrofit privacy into these 
activities.
Now, where do you start? As business solutions or capabilities 
are developed, the datasets that they will interact with should 
be identified and the business processes should be modelled. 
When modelling these processes and their interaction with 
personal data, the requirements of GDPR and privacy best 
practices should be incorporated at the outset. 

Ensuring consent and 
transparency 

Consent is a mechanism of building trust between a user and 
an organisation. As defined via GDPR, consent is a ‚??freely 
given, specific, informed and unambiguous indication of the 
Data Subject‚??s wishes by which he or she, by a statement or 
by clear affirmative action, signifies agreement to the process-
ing of personal data relating to him or her‚??.
Consent is defined as being fairly narrow from a GDPR per-
spective. For instance, if a user supplies consent for their data 
to be used for the purpose of cyber‚?źfraud detection and their 
data is later used for marketing purposes without their knowl-
edge or choice, then that is a violation of the personal privacy 
of the Data Subject.
Also, consent cannot be embedded in lengthy ‚??Terms of 
Service‚?? agreements. To ensure transparency, consent forms 
must be separate, specific and explicit in nature.


28


The Preparation Phase¬†‚??  
Establishing Organisational  
Readiness 

In This Chapter 

‚?∂ ‚?∂ An overview of the GDPR Preparation phase 

‚?∂ ‚?∂ Establishing the organisation‚??s GDPR readiness position 

‚?∂ ‚?∂ The role of technology in the Preparation phase 
A

s described in this chapter, preparation for GDPR 
involves awareness, education, the identification of  
personally identifiable datasets and the current processing 
of those datasets.
A comprehensive Personal Data Register should be estab-
lished to store the processing of the personal data‚?źrelated 
datasets. The register becomes your centralised ‚??single 
source of truth‚??, detailing the characteristics of the processing 
for all personal data‚?źrelated activities for which your organisa-
tion is ultimately accountable. The register must be regularly 
checked and updated to ensure its integrity over time.
It‚??s likely that discovery will take place on an individual 
business unit basis and roll up into an overall Personal Data 
Register maintained by your company. 

Chapter 4


30
An Overview of the GDPR 
Preparation Phase 

The Preparation phase heavily involves the establishment of 
awareness and education regarding GDPR concepts, as well as 
an initial analysis of organisational readiness.
Increasing awareness of and educating staff regarding the 
GDPR requirements relevant to their role is key to success-
fully implementing and maintaining GDPR compliance.
Identifying and educating key stakeholders from the outset is 
crucial. It‚??s important to look broadly across your organisa-
tion to ensure that you identify and educate all relevant stake-
holder groups. Stakeholders from customer relations, human 
resources, marketing, procurement, systems development, IT, 
information security, legal, and risk and compliance are obvi-
ous candidates for inclusion. In addition, you should consider 
other business functions specific to your industry, such as 
research and development.
While these stakeholders don‚??t need to understand all the 
fine‚?źgrained details, they should at least have an understand-
ing of key concepts such as: 

  

‚?? Consent and transparency 

  

‚?? Data Subjects‚?? rights 

  

‚?? Lawful processing 

  

‚?? Privacy incident handling 

  

‚?? Data transfer procedures 
Likewise, those that are on the front lines handling personal 
data don‚??t necessarily need to understand the entire scope of 
GDPR.¬†However, as a minimum, these Personal Data Handlers 
need to understand GDPR as it relates to their specific job 
function. If a help desk agent, for instance, needs to solicit 
personal data as part of a password reset procedure, then 
there should be procedures in place to document and account 
for this.


31 

Consider leveraging pre‚?źpackaged online training or hiring 
outside training firms to assist your organisation in this 
regard. Make sure that your legal team or representative is 
involved in this part of the process from a vetting standpoint. 

Establishing the Organisation‚??s 
GDPR Readiness Position 

Here we focus on how you can help your organisation deter-
mine, in the most efficient way possible, its current compli-
ance position in relation to the requirements set forth in 
the GDPR.
Until you know where you currently stand, you can‚??t map out 
a path to achieving GDPR readiness, either at a business unit 
level, or ultimately at an organisation level. 

Identifying your personal    
data touch points 

GDPR expands the definition of personal data. This can now 
include online identifiers and even genetic and biometric data 
such as fingerprints, retina scans, voice recognition and facial 
recognition. Passwords are also considered to be personal 
data under GDPR.
During the Preparation phase, your organisation must identify 
and map out where personally identifiable data is sourced and 
how it is used. You must also have appropriate consent and a 
justification as to why the data is being processed.
It‚??s a good idea to consider at this stage not only how you‚??re 
going to do the initial personal data discovery exercise, but 
also how you‚??re going to collate this information into a central 
Personal Data Register to ensure that you are correctly cata-
loguing your personal data processing activities.


32 

Considering where your    
third parties fit in 

When identifying personal data touch points, it‚??s important 
to also consider situations that involve third parties who in 
any way interface with the personal data for which you are 
responsible. In this context, the third parties are considered 
Data Processors.
One of the key changes that GDPR brings for all Data 
Processors is a level of direct accountability and liability 
that does not apply under the previous EU Data Protection 
Directive. In addition, the GDPR imposes significant new 
Data Processor requirements that must be included by Data 
Controllers in all Data Processor agreements.
The increased level of direct accountability and liability for 
Data Processors will lead to the negotiation of contracts 
becoming more complex. Data Processors will likely be more 
careful about agreement terms. Be careful not to underesti-
mate the time it may take to re‚?źnegotiate your Data Processor 
agreements. 

Understanding your current 
personal data processing 
activities 

Each business unit must assess all their relevant business 
processes to fully understand the information life cycle (col-
lection, processing, storage and transfer) of the personal 
data associated with those processes. Procedurally, this will 
involve mapping data, business processes and data flows 
within your organisation. This will also involve analysing how 
the data comes into and goes out of your company. To do this 
efficiently and effectively, you must consult those people who 
perform the relevant operational tasks on a day‚?źto‚?źday basis.
The personal data assessments carried out for the relevant 
business processes will need to establish answers to the fol-
lowing questions:


33 

   ‚?? What data is being collected? 
  

‚?? Where is the data being sourced? 

  

‚?? Why is the data being collected? 

  

‚?? How is it processed? 

  

‚?? Who has access? 

  

‚?? How long is the data retained? 

  

‚?? Where is the data being transferred to? 
Lawful processing of personal data is a key tenet of 
GDPR.¬†From a consent standpoint, this means that: 

  

‚?? Data processing consent forms require explicit action 
from the user. For example, a check box must be explic-
itly checked by the user and not checked by default. 

  

‚?? Before soliciting consent, the affected individual (Data 
Subject) must be informed of specific rights as defined in 
GDPR. 

  

‚?? You should have processes in place that allow for users 
to withdraw consent at any time. 

  

‚?? Your organisation must track consent‚?źrelated activities 
such as establishment and withdrawal of consent. 

  

‚?? Parental consent is required if a child is below 16 years 
of age. 
In order to lawfully process personally identifiable informa-
tion of a Data Subject, there must be a legal basis for doing so: 

  

‚?? The Data Subject must have granted consent. 

  

‚?? Processing is required to protect the interests of the Data 
Subject or another person where the Data Subject is inca-
pable of providing consent. 

  

‚?? Processing is for specific preventative or occupational 
medical reasons in order to medically diagnose or pro-
vide health treatment or social services. 

  

‚?? Processing of data is within the realm of public interest 
(specifically public health).


34 

GDPR also introduces the use of pseudonyms. This involves 
processing data in such a way that the personal data cannot 
be attributed to a particular user without the use of additional 
data, such as an encryption key.
Note that using pseudonyms does not preclude the data from 
being subject to GDPR, nor is it intended to be a sole means of 
data protection.
It‚??s also important to understand that pseudonymisation is 
not the same as anonymisation. This is because some level 
of re‚?źidentification is still possible with pseudonymisation. 
Anonymisation in the strictest sense does not allow for 
re‚?źidentification. 

Assessing the risk associated    
with your personal data 
processing activities 

The GDPR states, ‚??In assessing data security risk, consid-
eration should be given to the risks that are presented by 
personal data processing, such as accidental or unlawful 
destruction, loss, alteration, unauthorised disclosure of, or 
access to, personal data transmitted, stored or otherwise pro-
cessed which may in particular lead to physical, material or 
non‚?źmaterial damage.‚??
This essentially means that the protection mechanisms for 
the data should be commensurate with the potential risk. In 
other words, the GDPR represents a risk‚?źbased approach to 
privacy and data protection.
Let‚??s analyse this a bit further. All items of personally iden-
tifiable information as defined in GDPR represent different 
potential levels of risk. For instance, a national identifier could 
potentially be used for identity theft. Arguably this is a high 
level of risk. A first name and last name may not fully repre-
sent a unique identifier in and of themselves, and may there-
fore carry somewhat less of a security risk.
As this data is stitched together into a larger collective which 
describes a Data Subject, then the data privacy risk increases 
accordingly.


35 

Only once you have established the privacy risk associated 
with the personal data processing activities that take place 
within your business unit, are you able to prioritise those 
most deserving of your attention.
In practice, if you have a system with first and last name data 
and another with a national identifier, the privacy impact is 
lessened. If these data points are combined in a single dataset, 
the risk is increased.
Additionally, if there is a data point in common that could be 
used to logically join the records together, then that could 
represent an elevated privacy risk as well. 

Updating your policies    
and notices 

The GDPR states that all organisations must implement appro-
priate data protection policies outlining the technical and 
organisational measures needed to ensure that personal data 
processing is performed in accordance with the regulation. 
In addition, you must provide privacy notices as a means of 
being transparent with your customers, ensuring that they 
know how their information will be used.
It‚??s unlikely that your current policies and notices will be fully 
GDPR compliant so it‚??s important to factor in time to update 
and redistribute them to your staff and customers. 

Understanding the Role    
of Technology in the    
Preparation Phase 

Based on what you‚??ve read in this chapter, you may have 
concluded that technology will likely play an important role in 
compliance¬†‚?? and you‚??re right.
People and processes obviously play a part, but technology 
can automate and solidify processes to ensure better compli-
ance outcomes.


36 

Additional technology can be used to save time and resources 
when engaging in compliance activities. If employees have 
access to an electronic Personal Data Register, for example, 
then compliance activities will likely be more efficient and 
effective.
The right technology can also streamline reporting and 
accountability in relation to GDPR compliance activities.
Privacy management solutions exist that can assist in auto-
mating both the discovery and ongoing management activities 
necessary to ensure ongoing compliance.


The Operational Phase¬†‚??  
Embedding Compliant  
Operational Behaviours 

In This Chapter 

‚?∂ ‚?∂ An overview of the GDPR Operational phase 

‚?∂ ‚?∂ Living with GDPR within your organisation 

‚?∂ ‚?∂ The role of technology in the Operational phase 
I

n the Operational phase, your respective departments and 
the company at large will be fully engaged in implement- 
ing GDPR operationally. This means that there will need to be 
policies and procedures in place that are clearly defined and 
deployed at all levels within the company. 

An Overview of the GDPR 
Operational Phase 

The Operational phase consists of activities specific to:  
  

‚?? Managing personal data on an ongoing basis 

  

‚?? Understanding consent and transparency obligations 

  

‚?? Handling Data Subject requests 

  

‚?? Identifying and responding to privacy breaches 

  

‚?? Managing personal data transfers 

  

‚?? Operational data handling processes and procedures 

Chapter 5


38 

Putting in place a register    
of processing activities 

From the Data Controller‚??s perspective, the minimum content 
of a Personal Data Register should include: 
  

‚?? Name and address of the Controller 

  

‚?? Name of the DPO 

  

‚?? Name of the EU Representative (if the Data Controller is 
not present in the EU) 

  

‚?? Relevant corporate department (IT, marketing, etc.) 

  

‚?? Details of related IT systems and software 

  

‚?? Name and address of the Joint Controller (another Data 
Controller who is controlling the same data), if applicable 

  

‚?? Categories of personal data 

  

‚?? Purpose of processing 

  

‚?? Categories of recipients 

  

‚?? Transfers to third countries (i.e. those outside of the EU) 

  

‚?? Documentation of safeguards for third-country transfers 

  

‚?? General description of data protection safety measures 
While this information could be captured in a simple spread-
sheet, unless you are a very small organisation it‚??s unlikely 
to adequately serve the desired purpose. Using a third‚?źparty 
application or service is likely to make it easier to track this 
data and evidence compliance with the GDPR ‚??records of pro-
cessing‚?? obligation.
When recording the categories of personal data, the register 
should include both employee data and customer data.
Examples of employee data could include (but are not limited 
to) data such as: 

  

‚?? Name 

  

‚?? Job title


   Chapter¬†5: The Operational Phase ‚?? Embedding Compliant Operational Behaviours 39 

   ‚?? Passport data 
  

‚?? Address 
Examples of customer data could include (but are not limited 
to) data such as: 

  

‚?? Name 

  

‚?? Address 

  

‚?? Telephone number 

  

‚?? Contract details 

Ensuring lawful processing 

Any data that‚??s processed that falls under GDPR must be pro-
cessed according to the ‚??lawful processing‚?? principle. Under 
GDPR, ‚??lawful processing‚?? is only possible when: 

  

‚?? There is consent from the Data Subject 

  

‚?? Processing is necessary for the performance of a con-
tract with the Data Subject 

  

‚?? Processing is necessary to comply with a legal obligation 

  

‚?? Processing is necessary to protect the vital interests of a 
Data Subject or another person 

  

‚?? Processing is necessary for the performance of a task 
carried out in the public interest or in the exercise of offi-
cial authority vested in the Controller 

  

‚?? Processing is necessary for the purposes of legitimate 
interests pursued by the Controller or a third party, 
except where such interests are overridden by the inter- 
ests, rights or freedoms of the Data Subject 
Some examples of ‚??lawful processing‚?? in practice include: 

  

‚?? Employee administration 

  

‚?? Employee training and development 

  

‚?? Customer IT support services


40 

Understanding Data Subject 
consent and transparency 
obligations 

GDPR emphasises explicit consent, meaning active agreement 
by the user (e.g. checking a box that isn‚??t already checked). 
The consent must be verifiable in some manner, which means 
that the consent must be recorded for reporting and auditing 
purposes.
Where processing is based on a Data Subject‚??s consent, they 
can withdraw consent at any time. They also have the right to 
know how long their personal data will be retained for future 
processing. Parental or parental guardian consent is generally 
required for those under 16, although the ages required for 
consent vary by EU participating country. In addition, ‚??rea-
sonable efforts‚?? should be made to verify the identity of the 
person providing consent on behalf of the child.
GDPR states that data be handled ‚??lawfully, fairly and in a trans-
parent manner in relation to a Data Subject‚??. Transparency is 
provided by GDPR in the form of various Data Subject rights, 
which include the right of information access, the right to know 
the existence of their rights and the right to rectification of 
inaccurate personal data.
Data Subjects should be provided notifications in a manner 
that‚??s clear and understandable. Data Subjects also have the 
right to know what safeguards are in place to protect their 
personal data and whether any third parties are involved with 
processing their personal data. 

Managing Data Subject requests 

The GDPR extends a number of existing individual rights that 
Data Subjects can exercise against Data Controllers, as well 
as introducing a number of new rights. Organisations need to 
consider all aspects of their personal data processing activi-
ties in light of the rights afforded to Data Subjects.


   Chapter¬†5: The Operational Phase ‚?? Embedding Compliant Operational Behaviours 41 

Data Subjects must be allowed to exercise their rights free 
of charge, and the Data Controller receiving the request in 
connection with an individual right must comply without 
undue delay, which means within one month, with a maximum 
two‚?źmonth extension depending on the complexity and the 
number of requests.
If a Data Controller is to decline a Data Subject‚??s request, they 
must inform the Data Subject within one month and explain 
why they‚??re denying the request.
Responses from Data Controllers must be clear and plain. If 
directed towards a child, communications with the guardian 
need to be considered as part of the process. Responses can 
be in written, oral or electronic form. If a response is provided 
orally, there should be a record of the communication.
Data Controllers also have the right to request additional 
identifying information from the Data Subject requestor in 
order to verify the requestor‚??s identity.
As part of the response, the Data Controller must provide the 
following information to the Data Subject requestor: 

  

‚?? Lawful purpose of the data being processed 

  

‚?? Category of personal data in question 

  

‚?? The recipients to which the data has been disclosed 

  

‚?? Any third country recipients 

  

‚?? The time frame that their personal data will be retained 

  

‚?? The Data Subject‚??s rights, such as the right to erasure 
and restriction 

  

‚?? The Data Subject‚??s right to file a grievance with a 
Supervisory Authority 

  

‚?? Whether or not the user‚??s data is being used for auto-
mated decision-making and profiling purposes (many 
times this is in a marketing context, but not always) 

  

‚?? Substantive information regarding the logic and reason-
ing behind the processing of the user‚??s data and the 
intended use of the processed data


42 

Data Controllers are protected from excessive or unfounded 
consumer requests, which can represent an undue burden. 
For numerous requests, the Data Controller has the right to 
charge additional fees or refuse to act upon the request. In 
order to exercise this right, the Data Controller carries the 
burden of proving that the requests by the Data Subject have 
been excessive or unfounded. 

Managing privacy incidents    
and breaches 

The GDPR definition of a personal data breach was given in 
Chapter¬†2. Essentially, a personal data breach involves the 
compromise of information to an unauthorised party. In many 
cases these are cyber breaches: electronic data breaches 
via hackers, malware, phishing and other devious means. 
Examples of breaches include breaches of credit card data, 
personal health records, financial information and many other 
personal data types.
Sometimes, breaches occur by way of external sources but 
in many instances these breaches are a result of ‚??insider 
threats‚??, that is, personnel such as employees, contractors 
and business partners that have existing access to a compa-
ny‚??s data processing environment.
Personal data breaches cost organisations and consumers 
billions of dollars annually. So, when it comes to managing 
breaches, it‚??s important to be proactive. Your organisation 
should use processes and technology where appropriate to 
mitigate a breach before it happens.
Companies should have an Incident Response Plan in 
place outlining how incidents will be identified, who will be 
engaged, how the threat will be contained and eradicated, 
and how the business will document and report on the breach 
and to whom. Companies should also have a defined Incident 
Response Team in place comprising: 

  

‚?? An Executive with decision‚?źmaking authority 

  

‚?? Departmental team leaders 

  

‚?? Information security and IT personnel


   Chapter¬†5: The Operational Phase ‚?? Embedding Compliant Operational Behaviours 43 

   ‚?? A Media Relations and Communication Officer 
  

‚?? The Chief Information Security Officer 

  

‚?? Legal, forensic and cyber experts as needed 
Once it‚??s known that a privacy breach is in process, the main 
immediate concern is to contain and stop the breach from 
continuing.
Executing the Incident Response Plan is likely to be the 
primary responsibility of the information security team in 
combination with the IT department. Other business unit 
stakeholders should work with these teams (or equivalents 
in your organisation) to manage the breach and then institute 
procedural enhancements to improve the security of personal 
data on a preventive basis.
Incidents should never be ignored. If a serious breach occurs, 
all Data Subjects and relevant authorities must be notified 
within 72 hours of discovery of the incident. This means that 
you should have a pre‚?źdefined process for notification in 
place to streamline the communications, such as the one set 
out in Figure¬†5‚?ź1 below.
The first 24 hours are critical. The longer a breach has taken 
place without mitigating measures, the greater the risk to the 
Data Subject in terms of privacy impact.
Best practice dictates that any weaknesses in processing and/
or technology controls that led to the breach should be iden-
tified and remediated in order to prevent the same type of 
incident from happening again. 

Managing personal data transfers 

As the GDPR enables the free transfer of personal data within 
the EU, the data transfers that we discuss here are specific to 
the transfer of Data Subjects‚?? personal data records outside 
of the EU to a third country. Additionally, this includes the 
onward transfer of data from a third country to another coun-
try outside of the EU.


44 

Fundamentally, there are three requisite considerations when 
transferring data outside of EU boundaries: adequacy of data 
protection, application of appropriate safeguards and the 
application of any derogations or exceptions.
First, the adequacy of protection must be considered. 
Decisions specific to adequacy are based upon assessment 
and analysis of third country laws and enforcement. If a given 
country has been identified as having laws that meet the  

Figure¬†5-1:¬†     GDPR notification requirements in the event of a breach.


   Chapter¬†5: The Operational Phase ‚?? Embedding Compliant Operational Behaviours 45 

European standard of protection, then by default it will meet 
the ‚??adequate protection‚?? standard as defined in the GDPR.
The European Commission is the standards body that makes 
decisions as to which third countries meet the standards of 
adequate protection. The European Commission‚??s standards 
for adequate protections involve but are not limited to: 

  

‚?? The establishment of the rule of law within that country 

  

‚?? Access to justice 

  

‚?? International human rights standards 

  

‚?? General and sectoral laws 

  

‚?? Enforceable rights for individuals 

  

‚?? Effective judicial redress 

  

‚?? Data protection rules and measures 
There is a publicly available list of countries that are deemed 
adequate by the European Commission on their website.
Where you‚??re looking to make a data transfer to a third coun-
try not on the European list of adequate countries, you need 
to look at the deployment, enforcement and auditing of  
appropriate safeguards to ensure the protection of EU citizen 
personal data transferred to third countries.
These safeguards are primarily legal constructs. They include: 

  

‚?? Binding corporate rules: These are developed to allow 
large multinational corporations to adopt a system of 
policies for handling personal data that bind the com-
pany from an accountability standpoint. If a Supervisory 
Authority signs off on these rules, this helps simplify how 
multinationals manage and address global compliance 
issues. 

  

‚?? Standard contractual clauses: Sometimes referred to as 
model clauses, essentially these are template clauses 
provided by the European Commission that can be used 
by Data Controllers and Data Processors. The templates 
must be used and implemented as‚?źis and are therefore 
non‚?źnegotiable in nature.


46 

   ‚?? Approved codes of conduct: These codes of conduct 
must be approved by the Supervisory Authority. 
  

‚?? Ad‚?źhoc contractual clauses: These must also be 
approved by the Supervisory Authority. The purpose of 
these clauses is to account for the individual needs and 
nuances of a given company. 

  

‚?? Reliance on international agreements: This assumes 
that countries may engage in a distinct agreement that 
allows for the protection of data. Many times these agree-
ments exist for reasons specific to national security and 
defence. 
Finally, if a third country is not captured in the list of coun-
tries that are deemed adequate by the European Commission, 
and the safeguards listed above are not available to you, the 
only recourse for legally transferring EU citizen data is by way 
of derogation or exemption.
Derogations were initially defined in the EU Data Protection 
Directive, but the constraints are more narrowly defined in 
the GDPR mandate. 

Scenarios outlining operational 
data handling 

Certain lines of business within your organisation will be 
more impacted by GDPR than others. Let‚??s explore a couple 
of the potential impacts of GDPR on various lines of business 
likely to be the most significantly impacted. 

Marketing 
Marketing departments are perhaps the most impacted line of 
business when it comes to GDPR.
The current EU Data Protection Directive allows for a soft opt‚?ź
in approach in relation to Data Subject consent (i.e. assumed 
consent). However, the GDPR requires explicit opt‚?źin. This 
means a clear, affirmative action must be taken by the Data 
Subject. A pre‚?źchecked box or inactivity is not adequate. In 
addition, the GDPR requires that you:


   Chapter¬†5: The Operational Phase ‚?? Embedding Compliant Operational Behaviours 47 

   ‚?? Clearly indicate that they will be receiving continuous 
marketing communications from you by opting in 
  

‚?? Give the identity of those who will have access to their 
personal data (this includes any third parties that will 
have access) and a way to contact them about their data 

  

‚?? Have an unsubscribe/opt‚?źout message that has no nega-
tive connotations attached (i.e. a cost) 
It‚??s recommended that marketing departments immediately 
begin updating their opt‚?źin processes.
Opt‚?źins must be provable, meaning that there should be  

  

adequate tracking of opt‚?źin activities.
Existing customers will also need to provide you with their 
explicit opt‚?źin for you to be able to continue to send them 
your electronic marketing communications. 

Human resources 
HR departments will also be heavily impacted by 
GDPR.¬†Perhaps the most relevant area to HR is consent. 
Typically, consent has been assumed on the basis of employ-
ment with a company. Now, HR teams will need to create  

  
consent forms for employees to sign outlining explicit consent 
for certain personal data processing activities.
Like customers, employees must be provided with a clear 
understanding of how their personal data is processed within 
the company and why.
Employees will also have increased rights under GDPR, includ-
ing the right to be forgotten. In certain cases, an employer 
may be required to erase certain employee data when an 
employee has withdrawn consent for processing.
Employers will need to reconsider the ‚??lawful purposes‚?? by 
which employee data is processed. This will likely require 
review and approval by your legal team.


48
Understanding the Role    
of Technology in the    
Operational Phase 

Technology is fundamental to success in the Operational 
phase. While simple spreadsheets and paper‚?źdefined pro-
cesses might be adequate for smaller business, these solu-
tions will likely not scale‚?źup for medium‚?źsized and large 
organisations.
Technology offers the value of automation. Key areas which 
can benefit from automation from a GDPR standpoint include: 

  

‚?? Automation of consent management 

  

‚?? Automation of the Personal Data Register 

  

‚?? Compliance reporting and accountability 

  

‚?? Automation of Data Subject requests 

  

‚?? Automation of breach identification 

  

‚?? Network and data safeguards


The Maintenance  
Phase ‚?? Demonstrating  
Accountability through  
Oversight 

In This Chapter 

‚?∂ ‚?∂ An overview of the GDPR Maintenance phase 

‚?∂ ‚?∂ Oversight and staying GDPR compliant over time 

‚?∂ ‚?∂ The role of technology in the Maintenance phase 
R

eporting and accountability represent the mainstay 
of activities you‚??ll be engaged in throughout the  
Maintenance phase. The work isn‚??t over yet! 

An Overview of the GDPR 
Maintenance Phase 

The Maintenance phase assumes that both the Preparation 
and Operations phases have been implemented. In this phase, 
your organisation will constantly need to review any major 
changes across your business or customer landscape that 
may affect ongoing operations and then adjust those opera-
tions accordingly. 

Chapter 6


50
Oversight and staying GDPR 
compliant over time 

This final phase of the GDPR compliance lifecycle incorpo-
rates a series of recurring activities that address the need 
to evidence accountability with GDPR on an ongoing basis. 
As mentioned earlier, accountability involves assessing your 
organisation‚??s implementation of GDPR and demonstrating, to 
external stakeholders and Supervisory Authorities, the quality 
of that implementation.
The ability to demonstrate the quality of your GDPR imple-
mentation requires forward planning regarding the areas that 
need to be assessed and the performance metrics that will be 
used to measure and evidence effectiveness. 

Evidencing understanding    
of data protection policies 

Organisationally, you should be able to prove that there is an 
actual understanding of GDPR‚?źrelated policies you have put 
in place¬†‚?? in other words, that the recipients of those policies 
have both read and understood them.
Being able to provide this evidence puts you in a strong posi-
tion to show that privacy has become an integral part of your 
organisation‚??s ‚??business as usual‚?? model.
Ensuring policy understanding is often best achieved through 
measurable e‚?źlearning programmes. These programmes not 
only help to conduct knowledge transfer but also measure 
and audit a learner‚??s comprehension and retention of the poli-
cies as they relate to GDPR compliance.
Having these types of programmes in place will not only help 
ensure effectiveness in terms of the learning experience but 
also allow you to prove that policies have been properly  

  
disseminated throughout the organisation in a meaningful 
and measurable way.


51 

Assessing your personal data 
processing practices 

Assessing your personal data processing practices is an 
important factor to consider for demonstrating account-
ability. Types of operational assessments might include self‚?ź
assessment at a business unit level, internal audit reviews and 
third‚?źparty audits.
Benchmarking is a best practice when it comes to ongoing 
accountability. You need to establish a baseline position and 
then improve your results in comparison to the last audit. If 
you‚??re making a mistake, it needs to be corrected procedur-
ally, and then be shown at the next audit to have been cor-
rected operationally (i.e. in practice).
Some examples of metrics you might track include: 

  

‚?? Data Subject complaint handling 

  

‚?? Timeliness of Data Subject request handling 

  

‚?? Privacy incident and breach handling 
Similar to benchmarking, where such metrics show a need for 
improvement, the next audit should indicate that the required 
improvements have been made and the issues corrected. 

Ensuring ongoing integrity of    
your Personal Data Register 

As stated in previous chapters, the purpose of the Personal 
Data Register is to keep track of the personal data that resides 
across your various business systems, identify how it‚??s pro-
cessed, when it‚??s processed, by whom and for what purpose.
Naturally, there will be many changes that take place within 
an organisation. Say, for example, your company moves your 
marketing activities from an on‚?źsite solution to a cloud pro-
vider. An event such as this should trigger a Data Privacy 
Impact Assessment (DPIA) as covered in the next section. 
Identifying related changes in IT systems is also a critical 
consideration.


52 

These changes may be at a department level (such as the mar-
keting example above), across the entire organisation (e.g. an 
acquisition) or even relate to third parties (e.g. change of an 
IT outsourcing provider). The personal data‚?źrelated informa-
tion pertaining to these types of business change events also 
needs to be kept up to date in the Personal Data Register.
Periodic business system reviews and interviews with front‚?ź
line staff can help ensure that the information in the Personal 
Data Register remains current and up to date.
You cannot assume that data that has been captured remains 
valid or current. It‚??s estimated that data quality typically  
deteriorates at a rate of 15 per cent or more annually. This can 
be due to many factors, but particularly changing life circum-
stances for Data Subjects. People move, people are born and 
pass away¬†‚?? and all these changes affect the quality and accu-
racy of your data. 

Triggering Data Privacy Impact 
Assessments for business changes 

Businesses do not operate in a vacuum. They‚??re subject to 
changing market conditions, regulations and global stability. 
As a result, most businesses will be in an almost constant 
state of change. As part of the team responsible for GDPR 
within your company, you need to have mechanisms in place 
for identifying and dealing with significant business change 
events that could potentially impact GDPR‚?źrelated processes.
Examples of such business change events could include: 

  

‚?? Acquisition 

  

‚?? Divestiture 

  

‚?? New product offerings 

  

‚?? Changes in marketing activities 

  

‚?? Entering new market types 

  

‚?? Entering new market geographies 

  

‚?? Changes in providers and suppliers


53 

   ‚?? Updated procurement activities 
  

‚?? Establishing new business capabilities 

  

‚?? Development of new software 

  

‚?? Deployment of new or updated business systems 

  

‚?? Significant business process changes 
Best practice is to have someone from the organisation‚??s 
GDPR team involved in all personal data‚?źrelated projects at 
the Programme Management Office (PMO) level. This ensures 
that all business changes that are considered significant 
enough to warrant their own project include representation 
by someone on the GDPR team, and are reviewed and consid-
ered accordingly from a personal data perspective.
If a new or modified personal data processing activity is iden-
tified as a result of any of the change triggers identified above, 
then a discovery process should be initiated in order to iden-
tify potential GDPR compliance issues.
These discovery processes might include: 

  

‚?? A systematic review of the personal data processing and 
its lawful purpose 

  

‚?? Identification of the necessity and proportionality of the 
personal data processing 

  

‚?? A risk assessment of the personal data processing rela-
tive to the rights afforded to the affected Data Subjects 

  

‚?? Measures required to safely address identified risks asso-
ciated with the new or modified personal data processing 

Controlling third‚?źparty data 
processing activities 

Your organisation will be required to provide ongoing report-
ing specific to the compliance of third‚?źparty data processing 
activities.
Your company should have ongoing due diligence and com-
munication procedures in place with third‚?źparty suppliers and 
providers to ensure that they‚??re operationally delivering as 
outlined in contractual agreements.


54 

These agreements, of course, will need to have clearly defined 
GDPR‚?źcompliant data processing requirements.
Ideally, metrics should be in place that assess third‚?źparty risk 
on a periodic basis and trigger review activities as needed 
based upon assigned risk ratings.
Some things to look out for when monitoring third‚?źparty data 
processing include: 

  

‚?? Identifying any changes in third‚?źparty personal data pro-
cessing activities 

  

‚?? Collecting evidence indicating that controls adhere to 
personal data protection requirements operationally 

  

‚?? Identifying any compliance gaps relative to contractual 
agreements 
It‚??s important that contracts with third parties are periodi-
cally reviewed and revised to ensure that they remain  
fit‚?źfor‚?źpurpose relative to any changes in business require-
ments or personal data processing activities. 

Providing assurance reporting    
to evidence accountability 

As previously stated, accountability involves the ability of an 
organisation to prove that a proper privacy protection pro-
gramme has been deployed and is functioning operationally in 
accordance with the Regulation.
The GDPR mandates that Data Controllers have a personal 
data protection programme in place. The GDPR specifically 
states, ‚??Taking into account the nature, scope, context and 
purposes of processing as well as the risks of varying likeli-
hood and severity for the rights and freedoms of natural 
persons, the Controller shall implement appropriate technical 
and organisational measures to ensure and to be able to dem-
onstrate that processing is performed in accordance with this 
Regulation. Those measures shall be reviewed and updated 
where necessary.‚??


55 

It‚??s important that your business unit and the company as a 
whole can evaluate and measure the ongoing effectiveness of 
your personal data processing practices by providing assur-
ance internally to senior management, the board and, in some 
cases, to external Supervisory Authorities.
If your organisation is acting in a Data Processor capac-
ity, either as a whole or in particular business scenarios, 
there are also accountability requirements when it comes 
to record keeping. These include the obligation to maintain 
records stating the categories of processing activities being 
performed, information regarding transfers of personal 
data abroad, and a general description of the technical and 
organisational security measures applied to the processing 
activities. 

Understanding the Role    
of Technology in the 
Maintenance Phase 

As discussed in Chapter¬†3, an effective Privacy Management 
Programme involves a combination of people, processes and 
technology to achieve the greatest levels of efficiency and 
effectiveness.
Paper‚?źbased processes should be avoided whenever possible 
and technology should form a significant part of the solution. 
That said, all electronic processing should have its own set of 
safeguards to protect the systems that facilitate GDPR opera-
tions and reporting.
These systems should leverage the Privacy by Design princi-
ple as set forth in the GDPR (see Chapter¬†3). This begins when 
designing any GDPR compliance technology solution.
In relation to Privacy by Design, the GDPR outlines that 
organisations should build data protection into products 
throughout their lifecycle and that all necessary safeguards 
be integrated into those systems. The GDPR also specifi-
cally highlights data minimisation and pseudonymisation 
as privacy‚?źenhancing tools. As such, these should also be


56 

considered when designing any GDPR compliance technology 
solution and leveraged where feasible and/or necessary to 
maximise compliance.
When determining the feasibility of implementing a Privacy by 
Design approach, you should bear in mind: 

  

‚?? The availability of appropriate technology 

  

‚?? The nature of the personal data processing being carried 
out 

  

‚?? The risks to individuals (and their severity) 

  

‚?? The cost of implementation 
Ideally, a GDPR compliance technology solution, whether it‚??s 
off‚?źthe‚?źshelf or custom‚?źdeveloped in‚?źhouse, should incorpo-
rate automation, workflow, audit and reporting capabilities 
in order to prove accountability relative to GDPR compliance 
activities.


Ten Things to do now  
to Prepare for GDPR 

In This Chapter 

‚?∂ ‚?∂ Ten things you can be doing now to help you prepare for GDPR 
Y

ou‚??ve learned throughout this book that GDPR incorpo-
rates quite a bit of terminology and legalese, as well as  
processes and procedures. It‚??s easy to get caught up in the 
details and not know where to start, so here are ten things 
you should do now to get your GDPR preparation underway. 

Increase Awareness of GDPR 
Within Your Team 

Education should start at the top and filter down in order 
to gain key stakeholder buy‚?źin. Remember that business 
unit stakeholders don‚??t need to understand all of the subtle 
nuances of GDPR, but they do need to have a general grasp of 
the terminology, required controls and desired outcomes. 

Appoint Your GDPR Data 
Privacy Champions 

In accordance with GDPR requirements, a Data Protection 
Officer (DPO) may need to be formally appointed for your 
organisation. Irrespective of whether or not this is the case, 
the appointments shouldn‚??t stop there. 

Chapter 7


58 

Your organisation should have a GDPR Data Privacy 
Champion within each line of business. The Data Privacy 
Champion appointed for your department will need to work 
with the appointed DPO, PMP team members and other key 
GDPR stakeholders to ensure organisational harmony and 
cohesiveness in terms of GDPR compliance activities. 

Get to Know the Personal Data 
Elements Under Your Control 

Whether you‚??re in marketing, HR, customer services, procure-
ment or one of the many other divisions within your organisa-
tion where GDPR will be a focal point, you should immediately 
start identifying all the personal data relating to EU citizens 
that is under your control. 

Catalogue Your Personal Data 
Processing Activities 

GDPR‚?źcompliant personal data processing procedures can 
be implemented centrally or departmentally. There are no 
hard and fast rules but you can‚??t create procedures until 
you understand how you or your department processes the 
personal data that‚??s under your control. You must also under-
stand the context of that processing as it relates to lawfulness 
of processing in according with GDPR (see Chapter¬†5). 

Engage Your Legal, Compliance 
and Information Security Teams 

This almost goes without saying. Since GDPR is a regulatory 
mandate, your legal, compliance and information security 
teams should be deeply involved from the outset. They 
should already be working with senior business stakeholders 
and the DPO to ensure organisational buy‚?źin and be engaged 
with IT in relation to personal data discovery and safeguards.


59 

It‚??s important that you engage with these teams to ensure that 
you fully understand what‚??s expected of you from a depart-
mental perspective. 

Review Your Consent Requests 
and Transparency Notifications 

Make sure you identify how your part of the business is cur-
rently obtaining consent and providing notifications of process-
ing. Review your personal data collection processes and the 
wording of your existing privacy notices with your legal team. 

Identify and Educate Your 
Personal Data Handlers 

Once the senior stakeholder buy‚?źin is in place, you should 
start engaging and educating those employees within your 
area of the business that handle or process personal data as 
part of their everyday responsibilities. Consider e‚?źlearning as 
an efficient and effective means of achieving this. 

Plan for Privacy Breach 
Identification and Response 

In order to provide breach notification as per GDPR, you 
need to actually know that a breach occurred. That sounds 
straightforward and maybe even common sense, but knowing 
that a breach has occurred can be challenging.
To help you determine whether you know what‚??s happening 
with the personal data under your control, here are some 
questions you and those in your department should be asking: 

  

‚?? How do we know if personal data has been accessed by 
unauthorised personnel? 

  

‚?? Do we have any personal data stored in the form of 
unstructured data, such as word documents?


60 

   ‚?? How are we managing the flow of personal data in and 
out of our department? 
  

‚?? Are we accounting for the transfer of personal data 
across email and cloud applications? 

Update Your Procedures for Data 
Subject Request Handling 

If your customers and employees (i.e. Data Subjects) are not 
already asking for the data you store and process about them 
today, it‚??s very likely they will be once GDPR is fully in effect.
You should have well‚?źdefined, consistent processes and 
procedures for handling requests related to the Data Subject 
rights covered by GDPR. Ideally, in order to streamline opera-
tions and maximise accountability, these processes should be 
the same across your various lines of business. 

Identify and Assess any External 
Data Processing Activities 

Lastly, start documenting any third‚?źparty data processing ser-
vices leveraged by your department. Do you use third parties 
to consolidate your marketing data and manage mailing lists, 
for instance? Make sure that you‚??re considering all potential 
third‚?źparty data processing scenarios.




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