Thank you for your kind introduction. I welcome the opportunity to join you for this 50th anniversary celebration, and to offer my perspective on some of the current privacy issues affecting multinational companies operating in Canada.
Before I do, allow me to applaud your association for recognizing the importance of protecting private information. I was pleased to see that my invitation included a link to IBM Canada's online privacy education site. I know that many of your member firms are at the forefront of promoting privacy protection.
I'm the first to concede that safeguarding Canadians' personal data is a challenge when technological innovations are coming at us at warp speed.
When the Personal Information Protection and Electronic Documents Act became law in 2001, tweeting was something that birds did, and social networking meant meeting people in bars. Mobile phones, for the most part, were used to make phone calls….
The fact is that the online revolution has made personal information a sizzling hot commodity. The business world knows it. Governments, including regulators, know it. So do identity thieves and fraudsters.
Ordinary people, however, haven't fully grasped the whole picture.
They generally assume that whatever personal information they elect to provide online is kept confidential. They don't expect their personal data will be collected, collated, analyzed and sold to the highest bidder.
Nor do they get that up to 90 percent of the digital data that exists about them is not the stuff they post about themselves. It's their digital shadow, the billowing cloud of bits and bytes that emerge from their web browsing history, their credit card transactions and so forth.
Many Canadians don't know what's happening behind their computer or mobile phone screens, let alone consent to it. So they are understandably dismayed when something as simple as playing a video game put their personal information at risk.
As you may know, we conducted some groundbreaking public consultations last year on the emerging technologies and business models that will have the greatest impact on the privacy of Canadians.
We looked at online tracking, profiling and targeting, and cloud computing. The most frequent issue we encountered was the blurring of public and private lives, and the effect this has on people's reputations.
We heard particular concerns about children online. Children of all ages increasingly have a digital presence and their personal information needs to be protected. We were told that privacy needs to be part of digital literacy or digital citizenship strategies.
At any age, though, it's unreasonable to expect people to understand the privacy implications of all of the online products and services they use. They can't consent to them in any meaningful way, without a strong baseline of privacy protection.
And so, organizations that track the online activities of Canadians must be more upfront about their practices.
They should collect personal information only for reasonable and appropriate purposes, and with the consent of the affected individuals. They also should restrict the use of the data to the stated purposes, and develop technical measures to prevent the indefinite storage of personal information.
We heard a lot of discussion about the challenges individuals face when online data about them is retained permanently. This is why the Europeans are discussing the "right to be forgotten" – or the right of individuals to have their data fully removed when it is no longer needed for the purposes for which it was collected.
The fact that we're dealing with entirely new business models online adds another layer of complexity to the whole privacy issue.
In that context, our consultations concluded there is a need for strong standards to ensure the security of personal information stored or processed on cloud servers, given that these companies often operate in multiple jurisdictions with varying levels of information security.
So that is the backdrop in which we operate. Personal information has become a commodity. And finding ways to monetize our information has become a big business.
As a regulator, I would say that most major companies here in Canada are generally committed to meeting their obligations under the privacy laws.
Even so, I have to confess to concerns about how some of them are operating in this world of borderless communications.
More often than we'd like, we've seen cases where significant organizations, with international reach, have launched online products and services with insufficient regard for our privacy laws. Some companies, it seems, appear content to let the innovators innovate, and leave the cleaning up to the lawyers after the fact.
And that's just not good enough.
We need companies to step up. We need them to show accountability for their privacy practices, for the way they collect, use, disclose and retain personal information.
The notion of accountability means that an organization does more than merely comply with legal requirements. It has to take responsibility for the personal information that customers and clients entrust to its care. It has to demonstrate that privacy considerations are built into business decisions and that people's privacy rights are being respected.
Accountability is a central tenet in PIPEDA, making Canada a pioneer in this area. And other countries are increasingly stepping aboard.
The European Data Protection Supervisor, for instance, has explicitly requested the insertion of an accountability principle in the EU's legal framework and the same thing is happening in New Zealand.
In the United States, the Department of Commerce's Green Paper on Internet privacy, released last December, contains numerous references to accountability, including the development of verifiable evaluation and accountability programs.
Indeed, the principle of accountability raises a range of possibilities – from self-assessment processes, to internal audits, to third-party evaluations and validation.
And I suggest to you that it is very much in the business community's interests to develop robust internal privacy compliance processes.
A good track record instills public trust in a company's products and services. That, in turn can translate into a competitive advantage.
Making privacy protection a standard operating procedure is, moreover, substantially less costly than the alternative.
Consider, for example, that a payment card data breach a couple of years ago at retail giant TJX, which owns Winners and HomeSense stores in Canada, was estimated to have cost the company in the tens of millions, when you tote up the fines, legal fees, notification expenses and injury to the brand.
More recently we saw the Sony PlayStation Network breach, in which the accounts of hundreds of thousands of Canadians, and more than 100 million users around the world, were hacked. In the days following the incident, shares of Sony – and, indeed, other companies that specialize in cloud computing – took a hit.
While Sony has been active in mitigating the damage stemming from this breach, I was very disappointed that the company did not proactively notify my Office.
As you may know, before the federal election campaign, Parliament was considering legislation to create a requirement for private-sector organizations to report significant breaches to my Office and affected individuals.
With the election over, I am writing to Industry Minister Christian Paradis to request that implementing a mandatory breach notification requirement be made a priority. I would also like to see the requirement bolstered with significant monetary consequences for organizations that fail to meet their legal obligations.
But again, that's just part of the picture.
As a regulator observing the frequency and scale of some data breaches in recent years, I have come to the conclusion that too many companies are still collecting more personal information than they are able to effectively protect.
And I've further concluded that other mechanisms are needed to make companies sit up and take notice.
One compliance incentive advanced by privacy advocates is the naming of the organizations we investigate.
As you know, PIPEDA permits me to name organizations where it is in the public interest. In the early days of the legislation, we chose to take a conservative approach to public interest naming to respect the confidential ombudsman process and to allow organizations and my Office time to learn through experience how the law should be interpreted and applied.
A decade has now passed since the law was enacted and the honeymoon is over.
Organizations today should be well aware of their responsibilities and obligations under PIPEDA and of the role of my Office.
Canadians expect and deserve to make informed choices about the commercial transactions they enter into. It's a complex world and people need to be properly educated about the impacts of emerging information technologies, in order to make better sense of how their personal information is being used.
There is a significant public interest in the creation of a marketplace in which organizations are accountable for their privacy practices and individuals understand the privacy implications of their choices.
The time has come to be more open and transparent about organizations' privacy practices and lessons learned – where it is warranted in the public interest.
The notion of accountability shifts the onus for privacy where it properly rests: with the organizations that collect – and profit from – people's personal information. Regulators are coming up with interesting ways to make sure that words and good intentions turn into actions and good deeds.
For example, I was intrigued by the US Federal Trade Commission's recent settlement with Google, which requires the company to submit to regular, independent privacy audits once every two years for the next 20 years.
This approach certainly speaks to the principle of corporate accountability. But, from a practical standpoint, it also addresses the increasing complexity of organizations' personal information management systems. Given the scope and nature of current privacy challenges, it is becoming untenable for regulators to apply the specialized expertise, significant resources, and close oversight necessary to ensure compliance with the law in every case.
Indeed, until now, we've tended to take organizations at their word when we find them violating the privacy law, provided they promise to take certain corrective actions.
And yet, I have become concerned, in some cases, to hear nothing back from organizations… or worse, to see problems recurring – problems that I would have expected to see corrected on the basis of what the company promised.
Again, we're not satisfied by words; we want deeds.
In the not-too-distant future, you'll start to see us applying a new approach to accountability, where we find that an organization has mishandled personal information.
Going forward, I will be expecting organizations that I have found in violation of PIPEDA to not only comply fully with my recommendations, but to prove that they have done so.
In appropriate cases, for instance, I will expect them to file independent, third-party reports, attesting to the fact that they have indeed lived up to the commitments they have made – to me as the regulator, and to the Canadians whose personal information they have misused.
The onus must be on them. That is a fundamental principle of corporate accountability.
And with that onus comes the associated cost. Any compliance certification by a reputable third party is going to cost money, and that inevitably helps focus the minds of corporate leaders.
Indeed, if an organization has committed a serious violation of our act, it's not fair to ask Canadian taxpayers to pick up the tab so that my Office can chase after it to verify compliance. The organization should rightfully invest its own resources in order to demonstrate its compliance with the privacy law.
In conclusion, I want to say that, for the average Canadian, the sale, purchase and processing of their personal information is a completely hidden world. Few fully understand how their personal information has become a commodity, for sale to the highest bidder.
That's why it's up to individual companies to step up. To respect our country's private-sector privacy laws, and to do so in a transparent and accountable way.
You, as the legal leaders have a vital role to play in this regard. With your direct pipeline to CEOs, you can influence decision making at the top.
Innovation is essential for industry to thrive. Good privacy practices support innovation because they help build consumer trust.
We need to ensure that Canadians continue to enjoy strong privacy protection, while also taking advantage of emerging technologies.
I look forward to exploring with you how best to advance this goal.


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Aereo and What It Mean
A Better Mousetrap for Web Video?
The genius behind Aereo's victory in a court decision that said, at least for now, that it does not violate copyright law, lies in the fact that it uses the public airwaves to originate its delivery of broadcasted content.
The loophole exploited here by Barry Diller's firm, InterActiveCorp (IAC), is that they are doing neither a "retransmission," nor a "public performance" of the broadcasters' intellectual property. Instead, they are sending the data to a subscriber, and therefore, this is a private performance of the work.
CNN explained it well here back in April.
For now this is a very clever, and very local test of the intent and language of the Federal Communications Act. Touché Monsieur Diller, but keep in mind that what you're offering for $144 per year, is capability anyone can get for a one time cost of about $20 for a digital antenna.
Underlying question: Who would pay 12$ a month to get local channels which are already available for basically free?
Disturbing answer: Generation Y, Millennials, and the yet to be named, people younger than Millennials.
They've never known of TV without cable, or a home without a computer. If you spoke the words "public airwaves" to these youngsters, they would have no idea what you are talking about.
T.W. Business, Media
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T.W. Li, Producer Director
T.W. has been making video and film for more than 25 years. Since 1989 he has directed or photographed over 500 videos for businesses, including Reebok, VH-1, Chanel Fine Jewelry, Discovery Channel, Sears, and MTV Productions.
As a lighting and camera specialist, he directed the photography of 13 feature films including What's the Matter with Kansas, based on the best selling book by Thomas Frank, and Pilot Season, directed by Sam Seder, and starring Sarah Silverman, Marc Maron, David Cross, and Isla Fisher.
T.W. has taught Cinematography at the School of the Art Institute of Chicago, and Columbia College Chicago, and his technical articles have been published in International Cinematographer, the magazine of the International Cinematographers Guild Local 600.
Suzanna Boelter, Project Manager
After getting her degree in electrical engineering from University of Illinois Chicago, Suzanna started her career supervising projects for a video game production company in Atlanta.
She then traveled all over the US, Canada, and Europe, managing tours for folk/roots bands.
Audio is often the least considered when making a video. But without the proper equipment and care, bad sound can sink your video project. Our microphones and mixers are of the highest quality. Good sound is a high priority for us, and that's what separates the experienced from the newcomers.
We have several cameras and we know how to use them. Some are best for 4K quality, while others are best for running and gunning. Ultimately, gear is the easy part; it's our people and their skills, both technical and personal, that set us apart.
We're big believers in being well prepared. From scouting locations and casting talent, to storyboarding and pre-visualization, there's no such thing as too much planning.
Messaging & Scripting
Words are still the basic building blocks of all communication. You cannot make a good video with a bad script. Our writing starts with a deep understanding of your message and audience, and we keep it clear and concise.
Good lighting is one of the most important ingredients in a high quality video. We're experts at lighting and approach it with great care. All the people in your video deserve to look their best (not just your CEO).
Kenneth Reed, Post-Production Supervisor
Kenny earned his MFA from the School of the Art Institute of Chicago in 2007. He has done camera and audio work for several networks, including MTV, Food Network, Fox, as well as several Chicago based production companies.
Kenny is an experimental filmmaker, and his short films have been shown in Italy, Germany, Canada, Australia, the Ukraine, and all over the United States.
Ernest J. Ramon, Image Specialist
Ernest is from Texas. He shoots photographs, makes documentaries, and draws graphic novels. He's been a creative and technical consultant for nearly two decades. His creative work has shown at South by Southwest Media Festival, Chicago Underground Film Festival, Dallas Film & Video Festival, and the Field Museum of Natural History, among others. In 2007, he received his MFA from the School of the Art Institute of Chicago.
Dawn Kraemer-Meseck, Accounts Manager
After high school, Dawn began her career in the automotive industry, where she learned the intricacies of accounting on 12 column green ledger paper. This experience led her to a degree in finance, which she obtained magna cum laude from the University of Wisconsin Platteville. She has broad experience in several finance and accounting roles, focusing on client services.
Charles Jevremovic, Producer Director
Plying his craft behind the camera, producer/director Charles Jevremovic has been creating compelling images for more than three decades. He has worked on a broad spectrum of award winning projects, from web-based content, commercials and industrials to corporate presentations for clients including MIT, Jeep, Motorola, Invisalign and CVS.
Jevremovic draws on his expertise and background in teaching, fine art and broadcast engineering to help a range of diverse clients achieve their communication goals and reach their intended audience. His own work has been screened at The Museum of Modern Art, The American Film Institute and Artprize.
Adam Villani, Co-Producer
With a degree from Columbia College Chicago, Adam has primarily worked in documentary, both directing and shooting for many different series and films. He is interested in exploring unique perspectives and giving a voice to social issues.
Adam brings his passion for people and nonfiction storytelling to Video Parachute with the goal of instilling life and story to all the content he produces.

redpajama_set_name: RedPajamaCommonCrawl


A 240cm sling is a versatile bit of kit. The DMM 16mm x 240cm Nylon sling is excellent value for money and ideal for instructors.
Have you found the DMM 16mm x 240cm Nylon Sling Cheaper?
A 240cm sling is a versatile bit of kit. Ideal for rigging belays and for looping around big flakes (or trees). The DMM 16mm x 240cm Nylon sling is excellent value for money and ideal for instructors. These big slings are perfect for groupwork and teaching novices, as the chunkier width inspires greater confidence than skinny dyneema slings.
Nylon slings have equal strength to thinner Dyneema slings, however they provide a higher safety margin as there is physically more material and can also be knotted safely (any knot in a dyneema sling will seriously reduce its strength).
What do you think of DMM 16mm x 240cm Nylon Sling?


The very popular Wp Instagram client, Itsdagram has a new name Instance. The developer Daniel Gary was in a tough situation he had to come up with a name change or face being removed from the WP Store, he had less that 24hrs to do so. The folks over at WPcentral had a contest for the consumers to vote on the new name. They then took the best 5 and had another vote for which 1 out of the 5 will be crowned champ & Instance won the vote. Below are the 5 finalist as well as the voting results.


The Chichester High School Tri-M Music Honor Society is hosting a benefit concert for the National Alliance on Mental Illness on April 27th, 2018 to help raise awareness about mental illness and support all those who suffer from it. Admission is any donation of your choosing, and merchandise and refreshments will be available for purchase. Enjoy live entertainment from Chichester High School's Music Department and multiple partnering schools, and join us in taking the stage to break the stigma!


The former chief executive of 1 nvocas is launching a new recruitment service focussed on business recovery and insolvency professionals.
John Hall has joined Carlyle Associates, part of Head Resourcing Group, to set up the division.
Previously the chartered accountant took debt solutions company Invocas from start-up to AIM flotation and is still a non-executive director at the company.
But having stepped down as chief executive last year he took ti me to consider options for his next project.
He said: "Recruitment was something which was always in the back of my mind simply because of my experience on the other side of the desk. "I used to get really hacked off with the scattergun approach to CVs which landed in my inbox because people don't understand the insolvency market."
Carol-Ann Massie, managing director of Carlyle Associates, said: "This is a window of opportunity. "Business recovery and insolvency is one of the few growing areas within the financial sector in the current economic environment, and one where I believe there is an opportunity for us to become the provider of choice.
'John has a unique perspective on the business recovery and insolvency market and we intend to leverage this knowledge to help us develop a market."