This document provides descriptions, context, and examples for selected concepts of innovation management defined in ISO 56000, chosen to provide understanding of the most essential concepts in innovation management. This document does not explain “how to” innovate or manage innovation, but it enables understanding of the language and concepts used in communication related to innovation and innovation management. Descriptions, examples, and infographics are used throughout this document, both to illustrate concepts and to differentiate between concepts. The examples have been chosen from a variety of industries and sectors with a focus on different types of innovations and are non-exhaustive. The document is intended to be used by: a) organizations implementing an innovation management system, or performing innovation management assessments; b) organizations that need to improve their ability to effectively manage innovation activities; c) users, customers, and other interested parties (internal and external) seeking to ground and improve communication through a common understanding of the vocabulary used in innovation management; d) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems; e) developers of innovation management and related standards. This document uses examples to make concepts more comprehensible and is intended to be used as: — An introduction: Interested parties can be onboarded to the documents published as part of the ISO 56000 family of standards, bridging the gaps between alternative views, beliefs, and conceptions of innovation and the science and practice of innovation management. — A guideline: This document presents key technical definitions and concepts in a descriptive format suited to broad and non-technical audiences and can be used to provide basic understanding to organizations, academia, media, and other interested parties as the agreed upon standards become available to the world.

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This document provides guidance on managing opportunities and ideas by:
—     explaining the reasons for and the value of managing ideas effectively;
—     describing how to prepare for front end innovation activities;
—     addressing people and organization issues, including innovation leadership, culture and strategy;
—     detailing innovation activities and their interrelationships;
—     outlining activity and process evaluation considerations that are important for innovation success.
A sub-set of processes are addressed as described in ISO 56002, i.e. identifying opportunities, creating concepts, and validating them. The activities within these processes, when managed together, bring forward viable innovation concepts for development. Developing these innovation concepts into solutions and deploying these solutions is addressed by ISO 56002 and is outside the scope of this guidance document.
This document provides guidance for any innovation type along the continuum from incremental to radical innovation, as defined in ISO 56000.
This guidance is intended for:
—     any user involved in innovation, whether for an organization or individual;
—     any organization type or scale;
—     any understanding of value creation and realization, whether for profit, social impact, changes in strategic direction, or any other purpose.
This document can help organizations to systematically manage their opportunities and ideas to realize greater value from front end innovation activities to arrive at go/no–go decisions for development. There is no one method or set of tools for use in all situations. Choice is impacted by a range of related considerations to be addressed in this document.

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This document provides guidance on managing opportunities and ideas by: — explaining the reasons for and the value of managing ideas effectively; — describing how to prepare for front end innovation activities; — addressing people and organization issues, including innovation leadership, culture and strategy; — detailing innovation activities and their interrelationships; — outlining activity and process evaluation considerations that are important for innovation success. A sub-set of processes are addressed as described in ISO 56002, i.e. identifying opportunities, creating concepts, and validating them. The activities within these processes, when managed together, bring forward viable innovation concepts for development. Developing these innovation concepts into solutions and deploying these solutions is addressed by ISO 56002 and is outside the scope of this guidance document. This document provides guidance for any innovation type along the continuum from incremental to radical innovation, as defined in ISO 56000. This guidance is intended for: — any user involved in innovation, whether for an organization or individual; — any organization type or scale; — any understanding of value creation and realization, whether for profit, social impact, changes in strategic direction, or any other purpose. This document can help organizations to systematically manage their opportunities and ideas to realize greater value from front end innovation activities to arrive at go/no–go decisions for development. There is no one method or set of tools for use in all situations. Choice is impacted by a range of related considerations to be addressed in this document.

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This document defines the conditions necessary for the interoperable deployment of visible digital seals (VDSs). It describes the structure, possible forms of representation, production process and verification process applicable to VDSs, for any type of document or object to which they relate. This document does not establish requirements for users that issue and verify documents or for users that implement and deploy VDSs. This document does not apply to detailed response formatting functions (RFFs). These requirements and functions are defined by the trust service operator (TSO) and generally cover functionalities such as the security levels of certificates and governance rules to be applied to document issuers and trust service providers (TSPs) intervening in the VDS ecosystem. This document does not apply to the governance related to the operation of the VDS scheme. It is not intended to replace the specifications from Agence Nationale des Titres Sécurisés (ANTS), Bundesamt für Sicherheit in der Informationstechnik (BSI) and International Civil Aviation Organization (ICAO) documents.

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This document gives guidance on developing and maintaining security plans. The security plan describes how an organization establishes effective security planning and how it can integrate security within organizational risk management practices. This document is applicable to all organizations regardless of type, size and nature, whether in the private, public or not-for-profit sectors, that wish to develop effective security plans in a consistent manner. This document is applicable to any organization intending to implement measures designed to protect their assets against malicious acts and mitigate their associated risks. This document does not provide specific criteria for identifying the need to implement or enhance prevention and protection measures against malicious acts. It does not apply to services and operations delivered by private security companies.

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This document gives guidance on how to develop meaningful recovery activities and renewal initiatives from any type of major emergency, disaster or crisis, no matter what type of impact or damage it has. It provides guidelines on how to identify the short-term, transactional activities needed to reflect and learn, review preparedness of parts of the system impacted by the crisis, and reinstate operations to build preparedness to future emergencies. It distinguishes a longer-term perspective, called “renewal”, and provides guidelines on how to identify visionary initiatives to be addressed through transformation to change lives and futures. The guidelines cover how, in both recovery and renewal, there is a need to identify scalable activity on people, places, processes, power and partners. This document is applicable to all organizations, particularly those involved in recovery and renewal and that are responsible for human welfare and community development (e.g. public, voluntary, community and social enterprise sectors).

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This document establishes a framework for a trustworthy environment for information processing and communication that protects integrity along the supply chain of physical and related electronic documents, products, software and services life cycle to mitigate product fraud and counterfeit goods, by using object identification techniques. This document gives guidelines to establish a framework for ensuring trust, interoperability and interoperation via secure and reliable electronically signed encoded data set (ESEDS) schemes for multi-actor applications which are even applicable in multi-sector environment. This document does not interfere with existing traceability and identification and authentication systems but is able to support interoperations between them by introducing an ESEDS scheme.

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This document specifies requirements for a security management system, including aspects relevant to the supply chain.
This document is applicable to all types and sizes of organizations (e.g. commercial enterprises, government or other public agencies and non-profit organizations) which intend to establish, implement, maintain and improve a security management system. It provides a holistic and common approach and is not industry or sector specific.
This document can be used throughout the life of the organization and can be applied to any activity, internal or external, at all levels.

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This document establishes high-level requirements for privacy by design to protect privacy throughout the lifecycle of a consumer product, including data processed by the consumer. This document does not contain specific requirements for the privacy assurances and commitments that organizations can offer consumers nor does it specify particular methodologies that an organization can adopt to design and-implement privacy controls, nor the technology that can be used to operate such controls.

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This document provides illustrative use cases, with associated analysis, chosen to assist in understanding the requirements of 31700-1. The intended audience includes engineers and practitioners who are involved in the development, implementation or operation of digitally enabled consumer goods and services.

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This document gives guidelines for the implementation of a community-based disaster early warning system (EWS) for tsunamis. It complements the generic guidelines in ISO 22328-1[5]. It describes the methods, procedures, implementation measures and activities specifically related to tsunamis. This document is applicable to communities vulnerable to tsunamis, without taking secondary/indirect effects into consideration.

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This document gives guidance on developing, managing and implementing public warning before, during and after incidents. This document is applicable to any organization responsible for public warning. It is applicable at all levels, from local up to international. Before planning and implementing the public warning system, the risks and consequences of potential hazards are assessed. This process is not part of this document.

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This document gives guidance on the use of colour codes to inform people at risk as well as first response personnel about danger and to express the severity of a situation. This document is applicable to all types of hazard in any location. This document does not apply to the method for displaying colour codes, detailed ergonomic considerations related to viewing displays or safety signs covered by ISO 3864-1.

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This document specifies a process to qualify the suitability, reliability and effectiveness of artefact metrics as well as artefact metric recognition principles for identification and verification. The artefact metric recognition described in this document can be used to identify or verify artefacts using one or more measurements of their characteristics, each of which is unique to an individual artefact and is supposedly impossible to reproduce. This document is applicable to artefact metrics throughout the life cycle processes of products. Measurement of the resilience of the system where the distinguishing characteristic is degraded is out of the scope of this document. This document is applicable to performance testing of artefact metric systems and algorithms through analysis of the comparison scores and decisions output by the system, without requiring detailed knowledge of the system’s algorithms or of the underlying distribution of characteristics in the objects of interest. This document excludes performance testing where deliberate attacks undermine the artefact metric system.

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This document provides guidance on good practice for crisis management to help the strategic decision makers of an organization to plan, implement, establish, operate, monitor, review, maintain and continually improve a crisis management capability. It is intended for any organization regardless of location, size, type, industry, structure, or sector.
This document provides guidance for:
—   understanding the context and challenges of crisis management;
—   developing an organization’s crisis management capability through preparedness (see 5.5);
—   recognizing the complexities facing a crisis team in action;
—   communicating successfully during a crisis; and
—   reviewing and learning.
It is intended for management with strategic responsibilities for the delivery of a crisis management capability. It is for those who operate under the direction and within policy of top management in:
—   implementing the crisis plans and structures; and
—   maintaining and assuring the procedures associated with the capability.
It is not intended for emergency and incident response - these require the application of operational procedures whereas crisis management relies on an adaptive, agile, and flexible strategic response).  It does not cover interoperability or command and control or business continuity management systems. While it is important to be aware of human and cultural factors as they can cause stress when working as individuals and as part of groups, it is not the purpose of this document to examine aspects of these areas in detail.

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This document provides guidance on crisis management to help organizations plan, establish, maintain, review and continually improve a strategic crisis management capability. This guidance can help any organization to identify and manage a crisis. Elements for consideration include:
—    context, core concepts, principles and challenges (see Clause 4);
—    developing an organization’s crisis management capability (see Clause 5);
—    crisis leadership (see Clause 6);
—    the decision-making challenges and complexities facing a crisis team in action (see Clause 7);
—    crisis communication (see Clause 8);
—    training, validation and learning from crises (see Clause 9).
It is applicable to top management with strategic responsibilities for the delivery of a crisis management capability in any organization. It can also be used by those who operate under the direction of top management.
This document acknowledges the relationship and interdependencies with various disciplines but is distinct from these topics.

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This document provides guidance on crisis management to help organizations plan, establish, maintain, review and continually improve a strategic crisis management capability. This guidance can help any organization to identify and manage a crisis. Elements for consideration include: — context, core concepts, principles and challenges (see Clause 4); — developing an organization’s crisis management capability (see Clause 5); — crisis leadership (see Clause 6); — the decision-making challenges and complexities facing a crisis team in action (see Clause 7); — crisis communication (see Clause 8); — training, validation and learning from crises (see Clause 9). It is applicable to top management with strategic responsibilities for the delivery of a crisis management capability in any organization. It can also be used by those who operate under the direction of top management. This document acknowledges the relationship and interdependencies with various disciplines but is distinct from these topics.

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This document provides a gap analysis between existing areas of standardization and the needs of
human-centred sustainable societies enabled by cyber physical systems. This document does not cover
the technical requirements of cyber physical systems.

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This document gives guidance on hosting and organizing citywide or regional events. It provides principles applicable to any host and organizer of citywide or regional events. This document will help hosts and organizers to plan and execute a safe, secure and sustainable event by: — introducing a process for cooperation between the host and organizer; — identifying and involving relevant interested parties; — identifying the economic, environmental and societal impact caused by the event; — establishing necessary measures to manage risks introduced by or affecting the event; — establishing necessary measures to deliver the event; — providing critical services to the public and to the event; — providing interested parties and the public with information; — providing future hosts and organizers of similar events with lessons identified; — introducing an event legacy plan consistent with the long-term objectives for the city or region. This document is general and strategic and does not include detailed descriptions or how to plan and execute specific tasks.

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This document provides guidelines for alternative water services (AWS) and alternative wastewater services (AWWS) to temporary settlements for displaced persons e.g. refugee/internally displaced persons (IDP) camps, for drinking, sanitation and hygiene purposes. It addresses AWS and AWWS principles and methods, operational planning and implementation. This document provides guidelines for drinking water supply to temporary settlements, and the disposal of wastewater, by implementation of different methods; it does not deal with the ways of using water inside the temporary settlements. This document deals with drinking water quantity but does not provide methods for quality testing. Water quality test methods are included in the scope of ISO TC 147. The document does make recommendations regarding public safety with respect to the location of distribution and collection points. On-site treatments are not discussed in this document but, depending on circumstances, they can be suitable. In such case, helpful technical guidelines are provided in the bibliography of this document. This document complements ISO 24527, whose scope excludes drinking water supplied to temporary settlements. It also complements other ISO TC 224's documents such as ISO 24518 and ISO/TS 24520. This document is intended to be used by the responsible body for the provision of the water service. It can be used by interested parties such as water utilities, governments and governmental organizations, security bodies, international refugee agencies, related NGOs and relevant industry stakeholders.

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This document provides a gap analysis between existing areas of standardization and the needs of human-centred sustainable societies enabled by cyber physical systems. This document does not cover the technical requirements of cyber physical systems.

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IEC 31010:2019 is published as a double logo standard with ISO and provides guidance on the selection and application of techniques for assessing risk in a wide range of situations. The techniques are used to assist in making decisions where there is uncertainty, to provide information about particular risks and as part of a process for managing risk. The document provides summaries of a range of techniques, with references to other documents where the techniques are described in more detail. This second edition cancels and replaces the first edition published in 2009. This edition constitutes a technical revision. This edition includes the following significant technical changes with respect to the previous edition: • more detail is given on the process of planning, implementing, verifying and validating the use of the techniques; • the number and range of application of the techniques has been increased; • the concepts covered in ISO 31000 are no longer repeated in this standard. Keywords: uncertainty, risk management

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This document defines a technology independent model for a set of abstract services that is
located above the application layer of the OSI model, and that is used for exchanging
transaction messages based on the transaction models defined in IEC 62264-5. The model,
which is called the Messaging Service Model (MSM), is intended for interoperability between
manufacturing operations domain applications and applications in other domains.
NOTE It is recognized that other sets of services not defined in accordance with this document are possible for the
exchange of MOM information and are not deemed invalid as a result of this document.

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This document belongs to the documents going along with EN 9200 relating to Project Management Specification.
The aims of this document are as follows:
-   to specify/remind the concept of (Need) Technical Specification (N)TS;
-   to define the principles and conditions for drawing up, approving, using and updating a (N)TS;
-   to propose a template of (N)TS.
The template identifies topics and types of related requirements to be covered in a (N)TS without being completely exhaustive or mandatory. It is due to be analysed like a check-list and tailored according to the type of the product of interest, the context of the bodies involved and the contractual details.
The principle of drawing up a (N)TS applies to both tangible and intangible products (e.g. services).
The customer/supplier relationship addressed by these principles may also apply within a single organization. The concepts of customer and supplier are discussed in this document without distinction between internal or external relationship.
This document implements and adapts EN 16271 to the context, in order to meet the specific needs of the aeronautical field and more generally the needs of other fields.
This document is more explicit about certain aspects of ISO/IEC/IEEE 29148 dedicated to requirements engineering, such as the responsibility for drawing up a (N)TS on a contractual basis and also the process of drawing it up within a programme (stages and milestones). It also supplements the technical specification framework proposed by ISO/IEC/IEEE 29148, in particular with requirements relating to safety of operation and result assurance.
The relationships existing between Functional Performance Specification (FPS) and (N)TS for expression of needs are given in Annex A.

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Efficient management of IP is key to support the process of innovation, is essential for organizations' growth and protection, and is their engine for competitiveness.
This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels:
—     Creating an IP strategy to support innovation in an organization;
—     Establishing systematic IP management within the innovation processes;
—     Applying consistent IP tools and methods in support of efficient IP management.
This document can be used for any type of innovation activities and initiatives.

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This document specifies requirements for a valuation of energy related investments (VALERI). It provides a description on how to gather, calculate, evaluate and document information in order to create solid business cases based on Net Present Value calculations for ERIs. The standard is applicable for the valuation of any kind of energy related investment.
The document focusses mainly on the valuation and documentation of the economic impacts of ERIs. However, non-economic effects (e.g. noise reduction) that can occur through undertaking an investment are also considered. Thus, qualitative effects (e.g. impact on the environment) - even if they are non-monetisable - are taken into consideration.

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This document specifies requirements for a security management system, including aspects relevant to the supply chain. This document is applicable to all types and sizes of organizations (e.g. commercial enterprises, government or other public agencies and non-profit organizations) which intend to establish, implement, maintain and improve a security management system. It provides a holistic and common approach and is not industry or sector specific. This document can be used throughout the life of the organization and can be applied to any activity, internal or external, at all levels.

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This document defines generic terms related to the management of risks faced by organizations.

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This document gives guidance on programme management. It is applicable to any type of organization including public or private and any size or sector, as well as any type of programme in terms of complexity. This document provides high-level descriptions of relevant terms, definitions, concepts, prerequisites and practices, including roles and responsibilities that form good practice in programme management. It does not provide guidance on processes, methods and tools.

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This document gives guidance on the principles of project and programme portfolio management. This document is relevant to any type of organization including public or private and any size organization or sector. The guidance presented in this document is intended to be adapted to suit the specific environment of each project and programme portfolio. This document does not provide guidance on project management, programme management, or other specific types of portfolio management (such as financial portfolio management).

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This document specifies methods and procedures when applying physical asset management as a framework to take maintenance into account as an influencing factor within an organizations’ strategic and tactical decisions on its physical assets, and when applying physical asset management as a framework to maintenance activities. It also specifies the relationship between organizational strategic plan and the maintenance management system at a methodological level and describes the interrelations between maintenance process and all the other physical asset management processes at a procedural level.
This document is applicable to managing the physical assets of organizations of all sizes especially organizations producing goods and services with physical assets. It introduces methods and procedures for all the levels and functions of the organizations’ management such as corporate planning management, plant management, technical management, production management, financial management, asset management, maintenance management, quality management, etc. The focus of the document is at the asset portfolio and system levels and consists of guidance and recommendations. It does not apply to certification, regulatory, or contractual use.
However, if specific documents exist for a particular domain, it is important to also consider those documents.

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This document specifies the competence requirements for personnel involved in the audit and certification process for compliance management systems (CMS). It complements the existing requirements of ISO/IEC 17021‑1.

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This document gives guidance on methods for understanding and extending the principles of business continuity embodied in ISO 22301 and ISO 22313 to the management of supplier relationships. It enables an organization to develop and document the strategy to be better prepared to manage supply chain continuity. This document is generic and applicable to all organizations. It is applicable to suppliers of products, services and resources, both upstream and downstream. Supply chain continuity management (SCCM) specifically considers the issues faced by an organization which relies on the continuity of supply of resources as well as the ability to continue delivery of its products and services. The objective of SCCM is to protect the organization’s business activities from supply chain disruption.

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This document provides guidelines for supporting strategic intelligence within innovation management. It aims at addressing the following areas concerning strategic intelligence at strategic and operational levels: — creating a strategic intelligence management strategy to support innovation in an organization; — establishing strategic intelligence management in support of the innovation activities and initiatives within the innovation management system and the related innovation processes; — applying strategic intelligence tools and methods in support of the innovation activities and initiatives within the innovation management system and the related innovation processes. Strategic intelligence is transversal and cross-sectorial by nature. It is not limited to innovation activities and can apply to all areas where knowledge is required for strategic decision-making and consequent actions. This document is not applicable to: — certification; — data protection.

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This document gives guidelines for an organization to implement and maintain a formal and documented business impact analysis (BIA) process appropriate to its needs. It does not prescribe a uniform process for performing a BIA. This document is applicable to all organizations regardless of type, size and nature, whether in the private, public or not-for-profit sectors. The guidance can be adapted to the needs, objectives, resources and constraints of the organization.

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This document gives guidance to organizations on how to manage the risk(s), to the organization and
its travellers, as a result of undertaking travel.
This document provides a structured approach to the development, implementation, evaluation and
review of:
— policy;
— programme development;
— threat and hazard identification;
— opportunities and strengths;
— risk assessment;
— prevention and mitigation strategies.
This document is applicable to any type of organization, irrespective of sector or size, including but not
limited to:
— commercial organizations;
— charitable and not-for-profit organizations;
— governmental organizations;
— non-governmental organizations;
— educational organizations.
This document does not apply to tourism and leisure-related travel, except in relation to travellers
travelling on behalf of the organization.

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This document gives guidelines for establishing, implementing and maintaining an effective whistleblowing management system based on the principles of trust, impartiality and protection in the following four steps:
a) receiving reports of wrongdoing;
b) assessing reports of wrongdoing;
c) addressing reports of wrongdoing;
d) concluding whistleblowing cases.
The guidelines of this document are generic and intended to be applicable to all organizations, regardless of type, size, nature of activity, and whether in the public, private or not-for profit sectors.
The extent of application of these guidelines depends on the factors specified in 4.1, 4.2 and 4.3. The whistleblowing management system can be stand-alone or can be used as part of an overall management system.

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This document gives guidance on the use of social media in emergency management. It gives guidance on how organizations and the public can use, and interact through, social media before, during and after an incident as well as how social media can support the work of emergency services. This document is applicable to governmental and non-governmental organizations involved in emergency management and crisis communication.

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This document belongs to the documents going along with EN 9200 relating to Project Management Specification.
The aims of this document are as follows:
-   to specify/remind the concept of (Need) Technical Specification (N)TS;
-   to define the principles and conditions for drawing up, approving, using and updating a (N)TS;
-   to propose a template of (N)TS.
The template identifies topics and types of related requirements to be covered in a (N)TS without being completely exhaustive or mandatory. It is due to be analysed like a check-list and tailored according to the type of the product of interest, the context of the bodies involved and the contractual details.
The principle of drawing up a (N)TS applies to both tangible and intangible products (e.g. services).
The customer/supplier relationship addressed by these principles may also apply within a single organization. The concepts of customer and supplier are discussed in this document without distinction between internal or external relationship.
This document implements and adapts EN 16271 to the context, in order to meet the specific needs of the aeronautical field and more generally the needs of other fields.
This document is more explicit about certain aspects of ISO/IEC/IEEE 29148 dedicated to requirements engineering, such as the responsibility for drawing up a (N)TS on a contractual basis and also the process of drawing it up within a programme (stages and milestones). It also supplements the technical specification framework proposed by ISO/IEC/IEEE 29148, in particular with requirements relating to safety of operation and result assurance.
The relationships existing between Functional Performance Specification (FPS) and (N)TS for expression of needs are given in Annex A.

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This document specifies requirements for a valuation of energy related investments (VALERI). It provides a description on how to gather, calculate, evaluate and document information in order to create solid business cases based on Net Present Value calculations for ERIs. The standard is applicable for the valuation of any kind of energy related investment.
The document focusses mainly on the valuation and documentation of the economical impacts of ERIs. However, non-economical effects (e.g. noise reduction) that may occur through undertaking an investment are considered as well. Thus, qualitative effects (e.g. impact on the environment)– even if they are non-monetisable – are taken into consideration.

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Efficient management of IP is key to support the process of innovation, is essential for organizations' growth and protection, and is their engine for competitiveness.
This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels:
— Creating an IP strategy to support innovation in an organization;
— Establishing systematic IP management within the innovation processes;
— Applying consistent IP tools and methods in support of efficient IP management.
This document can be used for any type of innovation activities and initiatives.

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This document gives guidance for large organizations seeking to engage micro, small and medium-sized enterprises (MSMEs) within their collaborative relationship programmes. It uses the 12 collaborative relationship management principles given in ISO 44001.

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This document defines terms used in security and resilience standards.

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This document gives guidance to organizations on how to manage the risk(s), to the organization and its travellers, as a result of undertaking travel. This document provides a structured approach to the development, implementation, evaluation and review of: policy; programme development; threat and hazard identification; opportunities and strengths; risk assessment; prevention and mitigation strategies. This document is applicable to any type of organization, irrespective of sector or size, including but not limited to: commercial organizations; charitable and not-for-profit organizations; governmental organizations; non-governmental organizations; educational organizations. This document does not apply to tourism and leisure-related travel, except in relation to travellers travelling on behalf of the organization.

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1.1  This document provides the vocabulary, fundamental concepts and principles of innovation management and its systematic implementation. It is applicable to:
a)   organizations implementing an innovation management system or performing innovation management assessments;
b)   organizations that need to improve their ability to effectively manage innovation activities;
c)   users, customers and other relevant interested parties (e.g. suppliers, partners, funding organizations, investors, universities and public authorities) seeking confidence in the innovation capabilities of an organization;
d)   organizations and interested parties seeking to improve communication through a common understanding of the vocabulary used in innovation management;
e)   providers of training in, assessment of, or consultancy for, innovation management and innovation management systems;
f)    developers of innovation management and related standards.
1.2  This document is intended to be applicable to:
a)   all types of organizations, regardless of type, sector, maturity-level or size;
b)   all types of innovations, e.g. product, service, process, model and method, ranging from incremental to radical;
c)   all types of approaches, e.g. internal and open innovation, user-, market-, technology- and design-driven innovation activities.
This document specifies the terms and definitions applicable to all innovation management and innovation management system standards developed by ISO/TC 279.

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1.1    This document provides guidance for the establishment, implementation, maintenance, and continual improvement of an innovation management system for use in all established organizations. It is applicable to:
a)    organizations seeking sustained success by developing and demonstrating their ability to effectively manage innovation activities to achieve the intended outcomes;
b)    users, customers, and other interested parties, seeking confidence in the innovation capabilities of an organization;
c)    organizations and interested parties seeking to improve communication through a common understanding of what constitutes an innovation management system;
d)    providers of training in, assessment of, or consultancy for, innovation management and innovation management systems;
e)    policy makers, aiming for higher effectiveness of support programs targeting the innovation capabilities and competitiveness of organizations and the development of society.
1.2    All the guidance within this document is generic and intended to be applicable to:
a)    all types of organizations, regardless of type, sector, or size. The focus is on established organizations, with the understanding that both temporary organizations and start-ups can also benefit by applying these guidelines in all or in part;
b)    all types of innovations, e.g. product, service, process, model, and method, ranging from incremental to radical;
c)    all types of approaches, e.g. internal and open innovation, user-, market-, technology-, and design-driven innovation activities.
It does not describe detailed activities within the organization, but rather provides guidance at a general level. It does not prescribe any requirements or specific tools or methods for innovation activities.

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This document provides a guidance for innovation partnerships. It describes the innovation partnership framework (see Clause 4 to Clause 8) and the sample corresponding tools (see Annex A to Annex E) to
—          decide whether to enter an innovation partnership,
—          identify, evaluate and select partners,
—          align the perceptions of value and challenges of the partnership,
—          manage the partner interactions.
The guidance provided by this document is relevant for any type of partnerships and collaborations and it is intended to be applicable to any organizations, regardless of its type, size, product/service provided, such as:
a)    start-ups collaborating with larger organizations;
b)    SMEs or larger organizations;
c)    private sector entities with public or academic entities;
d)    public, academic or not-for-profit organizations.
Innovation partnerships start with a gap analysis, followed by the identification, and engagement, of potential innovation partners and the governance of their interaction.
NOTE       The essence of an innovation partnership is for all parties to mutually benefit from working together in the context of an opportunity for innovation.
This document is not applicable to organizations seeking innovation by merger or acquisition.

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This document gives guidelines for establishing, implementing and maintaining an effective whistleblowing management system based on the principles of trust, impartiality and protection in the following four steps: a) receiving reports of wrongdoing; b) assessing reports of wrongdoing; c) addressing reports of wrongdoing; d) concluding whistleblowing cases. The guidelines of this document are generic and intended to be applicable to all organizations, regardless of type, size, nature of activity, and whether in the public, private or not-for profit sectors. The extent of application of these guidelines depends on the factors specified in 4.1, 4.2 and 4.3. The whistleblowing management system can be stand-alone or can be used as part of an overall management system.

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This document provides a visual identity to be displayed by European tourist organizations in accordance with CWA 5643-1 and establishes requirements and guidance on the use of the visual identity.
This document also includes informative annexes relating to implementation (checklist), references to national standards and protocols and information addressed to the user of the service offered by the tourist organizations.

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This CWA will consist of two parts:
- Part 1: will be an endorsement of ISO/PAS 5643 Measures to reduce the spread of Covid-19 in the tourism industry
- Part 2: will include other elements not covered by the ISO/PAS in order to complement it with European needs.
The task of this Workshop is to identify gaps or additional requirements, elements, or sectors to be added to those outlined in CWA 5643 – Part 1.
In alignment with ISO DPAS 5643, the CWA will apply to the whole tourism value chain, including the following subsectors:
- Accommodation, including campsites, hostels, hotels and rural accommodation
- Catering services and restaurants
- Medical spas
- Golf courses
- Ski areas
- Yacht harbours and nautical activities
- Adventure and ecotourism
- Beaches
- Natural protected areas
- Unique public spaces
- Museums and heritage sites
- Night leisure
- Tourist bus companies, rent a car, cableway and tourism water transport
- Tourist guides
- Tourist information offices
- Tourist visits
- Travel agencies
- MICE tourism
- Theme and leisure parks (including water parks, animal parks (zoos and aquariums) and family entertainment centres.

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