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How to create a custom list style in a Microsoft Word document
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Adding a numbered list to a Microsoft Word document is usually simple and quick, but it might not look the same on someone else’s system. Learn how to ensure that the list you create is the same viewers see.
Have you ever sent a document with numbered lists to your home account or to a co-worker and noticed that the lists don’t look the same on another system? That’s because Microsoft Word’s numbered list feature stores properties locally. That means you can’t control how Word renders numbered lists on other systems. In many cases, it won’t matter, but occasionally, the differences will cause flow errors that you can’t resolve.
In this tutorial, I’ll show you a way around this problem by creating a custom list style. Then you can access this custom list style from Word’s Multilevel List dropdown in the Paragraph group as you would a pre-built list style. A custom list style goes with the document, so the list(s) will look exactly the way you want when opened elsewhere.
SEE: Windows, Linux, and Mac commands everyone needs to know (free PDF) (TechRepublic)
I’m using Microsoft 365 desktop on a Windows 10 64-bit system, but you can use older versions. You can’t create custom list styles in Word for the web. However, a custom list style will show up in the library if the document has one. There’s no demonstration file: You won’t need one.
Microsoft Word comes with several pre-built list styles out of the box. Most of us use these lists a lot — I know that I do. Figure A shows the gallery of pre-built choices. When working with a single document that you don’t plan to distribute electronically, these lists are adequate.
Figure A
If you’re going to distribute the document electronically, meaning other viewers will open it on their own systems, consider creating a list style and applying it. Word stores list properties locally and the default list on a viewer’s system is likely to be different than yours. Sometimes the difference will be subtle and won’t matter. On the other hand, the viewer’s system could seriously distort a list.
Another problem is that Word’s pre-built lists are notorious for breaking, especially in long documents. You might never see it, but when it happens, you rarely can fix it. Everything happens behind the scenes, and you don’t have access to what Word is doing. My best advice is to start over.
A custom list is one that you design yourself. You control how many levels the lists support (up to nine), the font, the font size, the color, indentions and much more. After creating your custom list, it will be available in the Numbering gallery and free from pre-built lists problems.
Before we move on, notice the circle in Figure A in the top-right corner — List Library. This dropdown filters the lists available in the gallery. If you build a custom list and it doesn’t show up in the gallery, check this filtering option to make sure the filter allows custom lists.
You might be wondering about the two options at the bottom of the dropdown: Define New Multilevel List and Define New List Style. The truth is, there is little difference between the results when you apply either. However, a style is a bit superior because you can name it, share it, modify it and even delete it.
It’s important to remember that lists are a paragraph format, and the paragraph marks determine the beginning and ending of a paragraph. That means that each item in your numbered list is a paragraph. In a nutshell, numbering is a paragraph formatting, but paragraphs are in lists because a list comprises multiple paragraphs — the list items.
We’re going to create a custom list style because it’s easier to control. If you create a new list format, that list will be available in the List Library, but you can’t do anything to it once it’s in play. If it doesn’t work out, you must start over. You can, however, remove it from the List Library.
A custom list is easy to build and access once you’re done. If you’re building a template, users will have no idea they’re not using a pre-built list. Let’s build a two-level custom list, with the following properties:
It’s a simple list on purpose so we can focus on the steps rather than aesthetics. Now, let’s build the list style as follows:
Figure B
Figure C
Now that you’ve added a custom list style, let’s use it.
Word automatically adds your custom list style to the numbering list interface. To access it, click the Multilevel List dropdown. If you don’t see it, remember the filtering dropdown that we discussed earlier and change it. However, a custom list style should always be visible.
Figure D shows NumberListTwoLevels in the dropdown. Click it and start entering data. Figure E shows the custom list style applied.
Figure D
Figure E
The first thing you might notice is that all the formatting applies to only the numbers. Remember, we create a custom numbered list style, so the style formats only the numbers. This is consistent with Word’s pre-built list styles.
Are you surprised to see a third level? Word supports nine levels, and we only formatted the first two. If you add more levels to the actual list, Word applies the default formatting for those levels. But what if you want to change something?
One of the huge benefits of using a list style is that you can modify it. However, in the case of custom list styles, you can’t access it through Word’s Styles pane. For better or worse, when you apply the new list style, the Styles pane will default to the default Paragraph List when the custom list style is in use. However, you can apply it using the Apply Styles pane:
Either way displays the Apply Styles pane shown in Figure F.
Figure F
As you can see, it still displays Paragraph List as the style. Click the dropdown and you’ll see the new custom list style, NumberListTwoLevels. Click it and you’ll notice that there’s no change to the list. However, you can’t modify the style this way.
In the Styles pane, click Manage Styles at the bottom. In the resulting dialog box, choose Alphabetical as the sort order and thumb down until you find NumberListTwoLevels, as shown in Figure G. Click Modify and Word will display the earlier dialog (Figure B).
Now you can format the third or any other level. After making changes, every instance of NumberListTwoLevels will update accordingly.
Figure G
Save the custom list style technique for complex numbered lists and templates and documents that you share with others. Using a custom list style is the only way to ensure that the list formatting doesn’t change a bit from one system to another.
If you’re numbering section headings, don’t use a custom list style. In a future article, I’ll show you how to create a custom paragraph style with numbering.
Be your company’s Microsoft insider by reading these Windows and Office tips, tricks, and cheat sheets.
How to create a custom list style in a Microsoft Word document
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FormKiQ Document Management System
WINNIPEG, Manitoba (PRWEB) September 06, 2022
Enterprises looking for a highly flexible and customizable software solution to meet their document storage and management needs now have an innovative new product to consider. FormKiQ has announced the launch of FormKiQ Enterprise, its advanced open-source document management system with robust functionality, professional onboarding, and operational support to provide better scalability and customization for enterprise clients.
FormKiQ Enterprise builds off of FormKiQ’s foundational product FormKiQ Core, which delivers complete electronic document management system (EDMS) functionality, including document collection and storage, organization and classification, processing and transformation, and discovery, presentation, and integration. FormKiQ Enterprise offers an enhanced solution for more complex enterprise use cases, including deploying a customizable enterprise content management system (ECMS), adding EDMS features to existing applications, ensuring safety and compliance, and providing advanced functionality for document capture, processing, indexing, and more.
Beyond its powerful core capabilities, FormKiQ revolutionizes the entire philosophy of how EDMSs are built and powered. While other EDMSs offer a standalone product that doesn't integrate into the client's existing infrastructure, FormKiQ installs directly into the client’s existing structure, giving them complete control over the product’s code and data. The system is also built on Amazon Web Services' serverless model, eliminating any server configuration or maintenance since AWS manages these features.
This new cloud-based approach to EDMSs is something FormKiQ’s founders hope transforms how organizations think about, operate, and purchase EDMSs. FormKiQ’s leadership team sees incredible potential in their product to lead the charge in the next generation of EDMSs that can reduce the total cost of ownership and create better reliability and scalability for enterprises.
The concept is so new and revolutionary that the team believes it deserves its own name: Software-In-Your-Cloud.
"We're continually surprised by how many possibilities this new model for enterprise applications is opening up,” said Regan Wolfrom, co-founder of FormKiQ. “With our Software-In-Your-Cloud model, it's never been easier to customize software and integrate with services and vendors. While we initially aimed to improve web forms, we soon realized that the true potential for industry change lies in managing documents and other information. We’re now recognizing that FormKiQ provides the building blocks for a multitude of enterprise content management requirements."
To learn more about FormKiQ and its open-source document management system, visit https://www.formkiq.com/.
About FormKiQ
FormKiQ is a document management startup based in Winnipeg, Canada. Launched in 2016, FormKiQ has evolved from its original intent to give the leasing industry a better way to process multi-step forms to developing a full-scale electronic document management system to provide the most value to its clients. Today, FormKiQ is a complete and robust document management system integrated with the infrastructure and applications of both Core and Enterprise clients, using a headless design to allow for as much flexibility and customization as possible and built using AWS serverless computing for cost efficiency and scalability.
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By Johanna Blair
For as long as humans have been making groundbreaking discoveries and developing life altering technologies, we’ve needed ways to document, preserve, and share our hard work. A scientific breakthrough is only as good as its repeatability. A new way of doing things can only effect widescale change if it is documented accurately. And regulatory bodies will only let you get so far without a trail of due diligence.
Throughout modern history there have been major advances in the way we store and distribute knowledge. Hard-copy paper in filing cabinets was at one time kind of a big deal. However, it wasn’t without its setbacks. Scanning became part of the lexicon in the 1980s allowing for easier tracking and storage of documents. Adding to that, email sharing and document management software is a more recent development with more room to grow. These have ultimately led to the cloud-based document management storage of today’s advanced digital document management systems.
Continue reading to learn more about the history and purpose of a document management system and look into the future with cloud-based electronic document software.

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From developing user-friendly legal tools for colleagues across the business, to facilitating an initiative to support Ukrainian refugees, these case studies of the most innovative legal teams highlight examples of lawyers’ work in the following areas:
People management
Operational efficiency
Risk management
Commercial and strategic partners
Sustainable and responsible business
Digital innovation
Researched, compiled and ranked by RSGI. ‘Winner’ indicates the organisation won an FT Innovative Lawyers 2022 award.
Originality: 9 Leadership: 8 Impact: 8 — Total 25
The French video game company’s legal team sets out to deploy resources flexibly so that it can align its professionals with the product development teams. The legal team includes product designers, user interface experts and software developers, along with lawyers, to help ensure that it can develop user-friendly legal tools for the business. The team designed a legal “front door” that allows the business to access legal services, many of which — such as the drafting of non-disclosure agreements and release forms — have been fully automated. Suitably, the team have introduced gamification techniques for training all Ubisoft staff on legal topics, such as data privacy.
Bayer
O: 8 L: 8 I: 8 — Total 24
Employees can learn more about a company by spending time in other departments, so the legal team at the Germany-based pharmaceuticals and biotechnology business runs a virtual secondment programme that is open to all employees. Anyone can gain legal department experience, while legal team members benefit from others’ skills in IT, finance and more. The virtual programme is easier to administer than physical secondments and is being rolled out to other departments.
Diageo
O: 8 L: 8 I: 6 — Total 22
Tom Shropshire, general counsel at the multinational drinks company, has created four “centres of excellence” in the legal team to align with the strategy of the business. The core legal function has been organised according to business topics, such as brands or innovation, rather than legal practice areas. The legal department’s development programme builds on four principles: leading; enabling; accelerating; and protecting. Each focuses on behaviours, such as relationship building or intelligent risk taking, which are honed through training sessions.
Anheuser-Busch InBev
O: 6 L: 7 I: 8 — Total 21
The digital ethics team at global drinks company AB InBev uses gamification to make training in data privacy and cyber security more memorable for the company’s staff. So far, 6,500 staff have been trained via the scheme, in which techniques include real-life scenarios and role-playing. Training is delivered via a digital platform, which allows the team to track completion and gather feedback. Some 95 per cent of senior leadership and all employees have taken the course.
Government Legal Department (UK)
O: 6 L: 8 I: 7 — Total 21
The UK government’s legal department introduced a programme to improve the skills of its 2,000-plus lawyers. For example: participants in an annual hackathon called Innovation Challenge develop ideas to improve efficiency; the department also has an innovation manager who ensures money for improving operations is spent wisely; and an upskilling programme recently involved lawyers going on a course to learn more about artificial intelligence and its public law implications.
Laing O’Rourke
O: 7 L: 7 I: 7 — Total 21
Madeleina Loughrey-Grant, group director of legal at Laing O’Rourke, the UK construction company, is encouraging staff to think more strategically and to feel more engaged. Senior team members were trained on working collaboratively and increasing efficiency. New job roles were created to align with the structure of the business rather than legal practice areas.
Coca-Cola HBC
O: 6 L: 7 I: 6 — Total 19
The bottling company’s legal team led the establishment of “cross-practice groups”, which are networks that bridge legal teams across various countries and Coca-Cola companies. The groups provide opportunities to share knowledge on topics such as legal operations, engage with a broad network of peers, and have helped lawyers from Coca-Cola HBC to develop their careers across other departments.
Originality: 7 Leadership: 9 Impact: 9 — Total 25
The outside counsel management team at UBS overhauled the bank’s approach to buying legal services to gain greater oversight and control. The changes led to an estimated 15-20 per cent saving on costs. A concierge service handles case admin while a “smart framework” helps to decide whether to engage legal advisers. Persuit, a specialist IT platform, helps law firms bid for work and gathers data to assess their performance. The team has a database of historical law firm rates and an AI tool to estimate future fees.
Britvic
O: 7 L: 8 I: 8 — Total 23
At drinks company Britvic, the legal team found it was losing significant value each year, because manual processes meant lawyers were failing to catch lapsed counterparty obligations, such as payments and late fees. So the team worked with procurement and IT colleagues to develop automated systems for contract drafting and approval, with technology-friendly contract templates. The legal team expects the moves will save up to £12mn over the next few years.
Iberdrola
O: 7 L: 8 I: 6 — Total 21
The Spanish utility company’s new operations unit has modernised the legal department, making it a leader in Spain’s utilities sector. Contract management and spending on outside counsel have been automated and the legal operations team has experimented with the use of new technologies — such as blockchain — for signing documents.
The team has also developed ways to measure the legal department’s performance. A new knowledge management team has implemented learning programmes centred on leadership and agile working.
Commended
Eon UK
O: 6 L: 6 I: 6 — Total 18
The legal team used its existing tech to develop a new way to triage legal work, which has standardised how anyone in the business requests legal support. The team uses Microsoft Planner to assign work and oversee priorities, providing a simple, easy way to view the workload. A new matter management tool has centralised interactions and document sharing with the business and external counsel.
Scotia Gas Networks
O: 6 L: 6 I: 6 — Total 18
Processes across the legal department at the UK gas distribution company have been divided into different areas of work.
The legal tech platform HighQ automates lower value work, such as the drafting of non-disclosure agreements using templates, while assigning medium level work to lawyers, with the rest being sent via HighQ to outside counsel. Automatic triage of legal queries from the business has speeded up the department’s response time. Using HighQ as a matter management tool allows the general counsel to oversee and reassign workloads easily.
Originality: 8 Leadership: 9 Impact: 8 — Total 25
The digital ethics team, which is responsible for compliance at the global drinks company, has developed a platform called Lighthouse to analyse the risks associated with data processing. Issues such as the quality of an asset’s underlying code can raise concerns over cyber security or data privacy.
The Lighthouse dashboard uses a risk matrix to calculate whether the risk from a digital asset in different regions and business areas is high, medium or low.
The platform shows which regions need more resources to mitigate risk, and where greater adoption of Lighthouse is needed.
Carlyle
O: 8 L: 8 I: 8 — Total 24
When sanctions were imposed on Russia after its invasion of Ukraine, the global legal team for investments at the private equity group had to assess possible knock-on effects on the 360-plus companies in its portfolio.
Fortunately, the team was already working on a platform that brought together data regarding Ukraine, Russia and Belarus — such as deal due diligence and antitrust responses — and mapped out any potentially risky exposures.
It automatically monitored possible disruptions in the region, which helped Carlyle lawyers co-ordinate mitigation strategies ranging from heightened cyber security to external communications. The risk exposure of Carlyle and its investments was ultimately found to be limited.
The legal team’s platform became a central information hub that was used by the entire organisation.
Bayer
O: 7 L: 8 I: 8 — Total 23
The legal team worked with colleagues in compliance, data privacy, IT and procurement on a new risk assessment platform for the 100,000-plus external parties with which the pharmaceuticals company does business.
The tool combines due diligence assessments from all these departments and systematically requests data from suppliers. It also links to third-party databases that flag up any company on sanctions lists or receive adverse media coverage.
Assessments are now faster, more thorough and easier to oversee.
Colt Technology Services
O: 7 L: 6 I: 7 — Total 20
Colt was the first telecoms company globally to implement “binding corporate rules” approved by the European Data Protection Board — a move that ensures a high standard of protection. The legal department helped Colt achieve the certification.
The policies implemented had to be embedded in the business, which required cross-company working to change core processes.
Fujitsu
O: 7 L: 7 I: 6 — Total 20
A new tool launched by the legal team uses statistical modelling to analyse the risk of potential deals and provides useful information for negotiations and helping the IT business decide on strategy. It has generated more than 300 reports providing initial insights and extending the legal team’s market data.
The team also uses dashboards to track workflows and performance across the legal department.
Originality: 7 Leadership: 8 Impact: 8 — Total 23
Lawyers helped develop Aviva Zero, a programme that matches customers’ use of petrol and diesel cars with carbon offsetting projects — enabling the insurer to advertise “carbon-neutral insurance”. They worked on calculating motorists’ emissions based on annual mileage and matching them with contributions towards buying carbon credits. By working closely with the rest of the business, the lawyers helped Aviva launch the product after four months of development, in February 2022. They also made improvements based on customer feedback.
Anheuser-Busch InBev
O: 8 L: 7 I: 6 — Total 21
The digital ethics team at drinks company AB InBev developed a “fairness toolkit” to assess risk in new technology projects where the regulatory implications are unpredictable. The toolkit is based on core values decided by the team. It then draws on consumer surveys and the team’s knowledge of best practice to anticipate compliance risks, such as data or diversity considerations, even if they are not yet solid legal risks.
Diageo
O: 7 L: 8 I: 6 — Total 21
The legal team at Diageo, the distiller, sees its mission as “clearing the path” for the business, with lawyers providing clarity when regulatory regimes are ambiguous. One example was the lawyers’ work with the innovation team on the launch of a new alcohol-free spirit. They talked with the European Commission about the best way to market the product responsibly, taking into account its trace alcohol content. This work has set a standard not just for Diageo but for the broader industry.
Vodafone
O: 7 L: 7 I: 7 — Total 21
Lawyers helped to create a digital process to replace manual contract negotiation with the UK telecoms group’s smaller-company customers. They looked at how they could separate product lines to let clients choose which services they want via a user-friendly online interface. The automated process works out the best deal for the customer and builds a bespoke contract using a rules-based algorithm that draws on precedent. The time taken to contract has been cut from about four days to one hour.
European Investment Fund
O: 6 L: 7 I: 7 — Total 20
The European Investment Fund, a subsidiary of the European Investment Bank, has created a “venture centre of excellence” to channel more funding into life sciences, especially those that support recovery from the Covid pandemic. The system uses an artificial intelligence tool to process new investments. The legal team resolved complex questions about data privacy and intellectual property for ideas developed on the platform. They also helped collaboration between a wide range of parties.
International Fund for Agricultural Development
O: 6 L: 6 I: 7 — Total 19
The legal team helped the fund to secure a credit rating, making it the only UN entity to have a credit rating — apart from the World Bank.
The fund can now use its rating to borrow at lower costs and lend directly to the private sector, increasing the ways it can provide funding to farmers.
Originality: 8 Leadership: 8 Impact: 8 — Total 24
When Airbnb.org, the not-for-profit arm of the home-sharing platform, pledged to accommodate 100,000 Ukrainian refugees internationally, Airbnb’s legal team helped facilitate the initiative. The lawyers designed legal protections for hosts and guests and used their network of law firms to connect with non-governmental organisations that could provide vetting. The legal team realised they could not expand fast enough if relying solely on NGOs and so implemented faster processes, such as self-verification. Some 48,000 Airbnb hosts offered temporary accommodation, which enabled the business to achieve its goal.
Vodafone
O: 7 L: 8 I: 8 — Total 23
The UK telecoms company is giving free internet connections to 1mn people in 2022. Vodafone’s legal team led the initiative, working with charities that seek to end digital exclusion. Lawyers designed bespoke contractual agreements so that connections could be set up as quickly as possible, and the company had made 500,000 by July. The lawyers also helped to provide 200,000 free Sim cards to Ukrainian refugees.
NatWest
O: 6 L: 8 I: 8 — Total 22
Lawyers at NatWest, the UK banking group, have made its legal documents more accessible. Terms and conditions are now shorter and easier to read, as well as gender-neutral and easier for dyslexic readers to navigate. The lawyers also worked with the Chancery Lane Project, a collaborative legal initiative, on introducing requirements into its supplier agreements around energy use — the first UK bank to do so.
Laing O’Rourke
O: 6 L: 9 I: 6 — Total 21
Keen to tackle both the construction sector’s harmful impact on the environment and its lack of employee diversity, the legal team at the UK-based building and engineering group drove the introduction of a sustainability policy, which won approval from the board. This policy includes goals to achieve operational net zero carbon emissions by 2030 and total net zero by 2050. The business is also aiming for a 50/50 gender balance among global staff by 2033.
Colt Technology Services
O: 6 L: 7 I: 6 — Total 19
The legal department has helped the company in its strategy to cut its carbon emissions, including work on the procurement process for making three-quarters of transportation electric by 2030. The lawyers set up an environmental, social and governmental criteria team to help create a Q&A and a “sustainability bot”, to inform customers about Colt’s ESG strategy.
Diageo
O: 6 L: 7 I: 6 — Total 19
The legal team has facilitated projects to help the drinks business improve its corporate social responsibility efforts. These include the promotion of Diageo’s ESG credentials in a way that avoids accusations of greenwashing and the creation of sustainable packaging.
European Investment Fund
O: 6 L: 7 I: 6 — Total 19
The UN agency’s lawyers helped Médicins du Monde, a French non-governmental organisation, to design a pioneering social-impact investor product. Its payout is linked to goals being met, such as whether the NGO has cut reconviction rates among offenders through its work in communities.
Coca-Cola HBC
O: 6 L: 6 I: 6 — Total 18
Several sustainability initiatives have been handled by the legal team. These include gaining EU approval for a new type of recycled packaging, introducing contract terms that require suppliers to have external sustainability assessments, and negotiating the contracts for a programme to fund postgraduate research on recycling.
Originality: 8 Leadership: 8 Impact: 8 — Total 24
Since April 2021, the legal department’s digital services team has taken significant steps to increase efficiency at the Japan-based IT specialist, starting in Europe. For example, it has standardised more documentation to enable automation. In addition, the team has automated more than 1,500 workflows using digital platform ServiceNow, with data presented through dashboards. More than half of the day-to-day work has been automated. The team launched an automated chatbot for legal queries from the business that can handle the most common topics. It also established a round-the-clock service desk so that questions needing a human response can be answered promptly.
Bayer
O: 7 L: 8 I: 8 — Total 23
The chemicals group built a system last year that collects legal and compliance data centrally, which is helping the legal team to improve its operations. It now has real-time information on the number and type of requests coming from across the business, how long tasks take, satisfaction with legal services, and more. The team shares progress reports and performance metrics with the business through a user-friendly dashboard.
Coca-Cola HBC
O: 6 L: 6 I: 7 — Total 19
The bottling company’s legal team introduced tools to automate approval processes for marketing materials and the management of the business’s relationships with law firms. It has also introduced contract management software SAP Ariba for the company’s procurement team and developed a separate tool in-house to handle more than 20,000 commercial contracts. The sales team can now access “preapproved” contracts that do not need input from a lawyer.
Vodafone
O: 6 L: 6 I: 6 — Total 18
The telecoms group’s legal team has developed a resource that allows staff across the business to access up-to-date contractual terms that they can offer to customers. This has nearly halved the number of bespoke mobile phone contracts that are issued to business customers requiring a lawyer’s sign-off.
The lawyers have also rolled out a tool that flags any time-sensitive matters — from reminders about forthcoming payments to failure to meet minimum spending levels.
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TORONTO, Sept. 22, 2022 /CNW/ – Cybeats Technologies Inc. (“Cybeats” or the “Company”) is pleased to comment on the memorandum (M-22-18) issued by the White House’s Office of Management and Budget on September 14, 2022 under President Biden’s May 2021 Cybersecurity Executive Order.
The memorandum, intended for the heads of executive departments and agencies, focuses on enhancing the security of the software supply chain through secure software development practices.¹
The memo requires all federal agencies to complete a NIST-approved standardized self-attestation form before using any vendor’s or third-party software, including software renewals and major version changes. It also sets new deadlines for federal agencies with regards to their software inventory processes, communication and attestation processes, as well as organizational training needs. The memo further calls on the Cybersecurity and Infrastructure Security Agency (CISA) and the General Services Administration (GSA) to help develop a program plan for a government-wide central repository where software attestations and artifacts can be stored with mechanisms for information protection and sharing among federal agencies.
“By strengthening our software supply chain through secure software development practices, we are building on the Biden-Harris Administration’s efforts to modernize agency cybersecurity practices, including our federal zero trust strategy, improving our detection and response to threats, and our ability to quickly investigate and recover from cyberattacks,^“2 stated the Federal CISO and Deputy National Cyber Director, Chris DeRusha.
“Following the recent rise of cyber-threats and an increased scrutiny of software supply chains, this memorandum comes at a crucial time for federal agencies and critical infrastructure departments” stated Yoav Raiter, CEO of Cybeats. “Cybeats applauds this memorandum and we will continue to put our efforts towards supporting the development of best practices for software supply chain intelligence and security.”
The full memorandum can be read here:
https://www.whitehouse.gov/wp-content/uploads/2022/09/M-22-18.pdf
The National Institute of Standards and Technology have released a Secure Software Development Framework (SSDF) on recommendations for mitigating the risk of software vulnerabilities. The SSDF Framework provides a core set of high-level secure software development practices that can be integrated into each SDLC implementation. The Framework highlights that “following these practices should help software producers reduce the number of vulnerabilities in released software, mitigate the potential impact of the exploitation of undetected or unaddressed vulnerabilities, and address the root causes of vulnerabilities to prevent future recurrences, and to foster communications with suppliers in acquisition processes and other management activities.^“3
Cybeats SBOM Studio, already deployed commercially, helps companies to achieve compliance with the NIST SP 800-218 SSDF Framework as well as with U.S. and North American cybersecurity regulation at large.
SBOM Studio provides organizations with the capability to efficiently manage SBOM (Software Bill of Materials) and software vulnerabilities, and provides proactive mitigation of risks to their software supply chain. Key product features include robust software supply chain intelligence, universal SBOM document management and repository, continuous vulnerability, threat insights, precise risk management, software license infringement and utilization and SBOM exchange with regulatory authorities, customers and vendors.
Cybeats is a leading software supply chain intelligence technology provider, helping organizations manage risk, meet compliance and secure software from procurement, development through operation. Our platform provides customers with deep visibility and universal transparency into their software supply chain, as a result enables them to increase operational efficiencies and revenue. Cybeats.
Software Made Certain. Website: www.cybeats.com
Except for statements of historic fact, this news release contains certain “forward-looking information” within the meaning of applicable securities law. Forward-looking information is frequently characterized by words such as “plan”, “expect”, “project”, “intend”, “believe”, “anticipate”, “estimate” and other similar words, or statements that certain events or conditions “may” or “will” occur. Forward-looking statements are based on the opinions and estimates at the date the statements are made, and are subject to a variety of risks and uncertainties and other factors that could cause actual events or results to differ materially from those anticipated in the forward-looking statements including, but not limited to delays or uncertainties with regulatory approvals, including that of the CSE.
There are uncertainties inherent in forward-looking information, including factors beyond the Company’s control. There are no assurances that the commercialization plans for the technology described in this news release will come into effect on the terms or time frame described herein. The Company undertakes no obligation to update forward-looking information if circumstances or management’s estimates or opinions should change except as required by law. The reader is cautioned not to place undue reliance on forward-looking statements. Under the parent company, Scryb Inc., company filings are available at sedar.com.
______________________________
¹ https://www.whitehouse.gov/wp-content/uploads/2022/09/M-22-18.pdf 
²  https://governmentciomedia.com/white-house-issues-new-memo-secure-supply-chain
³ https://csrc.nist.gov/publications/detail/sp/800-218/final
SOURCE Cybeats Technologies Inc.
For further information: James Van Staveren, Corporate Development, Phone: 647-244-7229, Email: [email protected]
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Cybeats Announces Partnership with Veracode, an Industry-Leading Application Security Firm
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Next-generation platforms help contractors create efficiencies and manage risk.
Though naturally skeptical of new technologies that too often promise more than they deliver, Turner Construction Chief Innovation Officer James Barrett has reason to be optimistic about AI’s ability to enhance preconstruction tools.
“We see a lot of startups with very bold, ambitious, broad claims,” said Barrett, who helped launch Turner’s’s virtual design and construction team 15 years ago. “But when people show up and say, ‘Look, I’ve got this very specific problem to solve, and I’m using AI for it,’ that’s more credible — far more credible.”
AI Clearing uses drone-based data and advanced analytics to automate infrastructure construction progress reporting.
ALICE Technologies provides an AI-powered construction simulation platform.
Assemble Systems offers cloud-based BIM and data-management services.
B2W Software’s ONE Platform manages estimating, scheduling, field tracking, equipment maintenance, data capture and business intelligence.
Beck Technology offers estimating software DESTINI Estimator.
Bentley Systems produces software for digital construction management.
BuildingConnected automates bidding, qualifies vendors and tracks opportunities.
Corecon Technologies offers cloud-based software for estimating, scheduling and collaboration functionality.
Faro Technologies enables high-precision 3D capture, measurement and analysis.
Join is focused on decision making throughout preconstruction.
Proplanner offers a platform for planning, scheduling and receiving real-time analytics.
SolidWorks offers integrated analysis tools for bidding and visualizing project feasibility in both construction and manufacturing.
Stack provides a centralized hub for plan management, takeoff and estimating.
StratusVue offers a cloud-based platform for project and document management from design through building operation.
Strayos provides aerial data analytics for drilling, blasting and mining.
Togal.AI uses machine learning to analyze blueprints during estimating.
ALICE Technologies, an AI-powered construction simulation platform that enables contractors to set up projects and “build” them virtually with a variety of different inputs before physical construction begins, is one of the tools that meets Barrett’s credibility test.
“We’re talking to them quite a bit because we like that it can also be used during production, as you’re putting your budgets together,” Barrett said. “By bringing that into preconstruction, we can fix problems as we’re planning a project so we avoid having to deal with them during construction.” 
Preconstruction — the initial phase of a project when contractors plan and schedule a job’s entire scope, estimate costs and analyze needs — has always been a crucial part of the construction process. But only recently have technology developers turned their attention to how it can make an entire project run more smoothly. 
Using cloud technology as well as machine learning, AI, drones and 3D modeling, the new generation of preconstruction technologies improves efficiency and saves time by eliminating the need for manual cost estimating and reporting, reducing errors, improving accuracy, mitigating risk and making curated data available for real-time decision-making throughout a project’s life. 
Many contractors have some catching up to do when it comes to preconstruction technology.
“I think a lot of people still use Excel and very homegrown platforms” for preconstruction, said Michael Boren, chief technology officer for Beck Technology, a preconstruction data lifecycle company that recently partnered with Togal.AI, which offers machine-learning takeoff software, to improve the speed and quality of 2D takeoffs while simultaneously building construction estimates. 
“All it takes is for one estimator to accidentally delete a cell in a spreadsheet, and all of a sudden, nothing’s calculating correctly, but you don’t know it,” Boren said. “Technologies like ours maintain data integrity as you pass it off downstream to the jobsite.”
In its quest to be “America’s most skilled builder,” Tempe, Arizona-based Sundt Construction has worked closely with Beck to help create DESTINI Estimator, a one-stop estimating platform that allows contractors to pull reports, execute takeoffs and see cost history on one platform.
“Now, more than ever, we’re chasing more work with the same amount of people,” said Melissa Love, Sundt’s project controls manager. “So, my goal is to make every estimate as efficient as possible.”
Faro Technologies helps contractors in the precon phase bring the real-world environment back to the office so that more eyes can collaborate on it without going to a jobsite, said Kyle Tarr, Faro senior business development manager. The Lake May, Florida-based company offers hardware and software that enables high-precision 3D capture, measurement and analysis of projects and sites. 
“The teams on large construction projects are getting bigger and bigger, so being able to essentially bring that real-world project digitally to everybody is a huge collaborative benefit for the contractor,” he said.
At Turner, Barrett said, the preconstruction process is becoming more and more granular. “Some day, we will plan down to the nuts and bolts — everything — because that’s the opportunity.” 
As he’s watched preconstruction technology take big leaps forward over the past five years, he’s grown more optimistic about the possibilities. 
“It’s easy to just fall into the hype and rattle off names of software,” he said. “But I think over the next five years, we’re going to see transformational change come to the industry because these new technologies are addressing real problems.” 
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