An assessment of the usability of biometric signature systems using the human-biometric sensor interaction model’

Signature biometrics is a widely used form of user authentication. As a behavioural biometric, samples have inherent inconsistencies which must be accounted for within an automated system. Performance deterioration of a tuned biometric software system may be caused by an interaction error with a biometric capture device, however, using conventional error metrics, system and user interaction errors are combined, thereby masking the contribution by each element. In this paper we explore the application of the Human-Biometric Sensor Interaction (HBSI) model to signature as an exemplar of a behavioural biometric. Using observational data collected from a range of subjects, our study shows that usability issues can be identified specific to individual capture device technologies. While most interactions are successful, a range of common interaction errors need to be mitigated by design to reduce overall error rates

Novartis and the United Nations Global Compact Initiative

The spirit of the Global Compact found fertile ground and has become an integral part of Novartis corporate strategy since the enterprise was formed by the merger of the two large Swiss pharmaceutical companies, Sandoz and Ciba, in 1996. Following a four-year concentration on economic consolidation and performance, Daniel Vasella (Chairman and CEO) signed the Global Compact. Together, productivity-based economic performance and a proactive approach to the expectations of society are envisioned as the key to long-term corporate success in the rapidly integrating global economic, political, and social environment of today’s large multinational corporation. This paper outlines the Novartis strategy and its implementation including the coalescing role of the Global Compact in the drive for sustainable corporate development. Following a review of extending corporate strategy to incorporate social concerns into the economic business model, the process of implementing the strategy will be assessed. In part three, specific examples of this strategic positioning will be outlined.http://deepblue.lib.umich.edu/bitstream/2027.42/39911/3/wp526.pd