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  "sourcesContent": ["import{jsx as e,jsxs as i}from\"react/jsx-runtime\";import{Link as t}from\"framer\";import{motion as n}from\"framer-motion\";import*as a from\"react\";export const richText=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/NqQR8KoAfBDlC7GZQrnZYdk0eU.jpg\",srcSet:\"https://framerusercontent.com/images/NqQR8KoAfBDlC7GZQrnZYdk0eU.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/NqQR8KoAfBDlC7GZQrnZYdk0eU.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/NqQR8KoAfBDlC7GZQrnZYdk0eU.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"The world looks very different now compared to April 16, 2018. That was the last time the NIST (National Institute of Standards and Technology) released a new version of its \",/*#__PURE__*/e(t,{href:\"https://nvlpubs.nist.gov/nistpubs/CSWP/NIST.CSWP.04162018.pdf\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"cybersecurity framework (CSF)\"})}),\". Some of the biggest security concerns remain the same\u2014software vulnerabilities, data breaches, and phishing attempts are still a common part of life\u2014but many new threats have risen to keep security professionals busier than ever. Recognizing this, NIST issued a request for information (RFI) earlier this year, asking for insights from security professionals to bring the CSF up to date and make it stronger.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Supply Wisdom\u2019s Three Recommendations for a Stronger NIST CSF\"}),/*#__PURE__*/e(\"h2\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"At Supply Wisdom, we keep a close eye on the risks businesses face daily. Based on that knowledge, we have three recommendations for how the NIST can modernize the CSF for 2022.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"em\",{children:\"Make the supply chain a key part of the updated framework.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Risk professionals have been paying attention to the vulnerabilities of the supply chain for years, but the impacts of the COVID-19 pandemic have forced supply chain concerns into the mainstream. Chances are that your teenage cousin and great aunt alike are talking about \u201Csupply chain issues\u201D these days. But while they\u2019re mostly concerned about the consumer end of the supply chain\u2014which products make it to their local stores or front porch\u2014organizations are aware of every step.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The existing version of the CSF addresses cyber risk management for third-party relationships. That\u2019s one component of creating a strong supply chain\u2014and an important one, for sure. But it\u2019s only one part of the larger picture.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"em\",{children:\"Don\u2019t stop at addressing the cyber risks of the supply chain\u2014go broader.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The CSF\u2019s focus is on cybersecurity risks\u2014it\u2019s right there in the name. But modern risk management requires a broader approach. Cybersecurity risks should be treated as part of a full-spectrum approach to risk. To truly minimize and prepare for supply chain risks, organizations need to account for an array of\\xa0 considerations, including:\"}),/*#__PURE__*/e(\"ul\",{children:/*#__PURE__*/i(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Financial health\"}),\" - Do your third parties have a good credit profile and a secure enough financial situation to fulfill your contract and deal with adversity?\"]}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"ESG\"}),\" (Environmental, Social, and Corporate Governance) - Do your third parties have responsible policies and practices in terms of environmental impact? Are they addressing sustainability? What about their diversity and inclusion practices?\\xa0\\xa0As more ESG mandates unfold, there will be greater emphasis on due diligence and disclosure.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Operational issues\"}),\" \u2013 Are your third parties experiencing significant employee attrition? Do they face staffing concerns, trouble hiring, and a negative reputation with former employees?\\xa0What about their resilience posture?\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Geography\"}),\" - Where are your third parties based? Are local laws, weather trends, or political realities likely to impact business in that location? The Russia-Ukraine conflict has highlighted the importance of understanding location-based risk and the cascading effects.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Compliance\"}),\" \u2013 Are our third parties in compliance with laws and regulations relevant to their industry and location? This is a rapidly changing dynamic.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Nth Parties\"}),\" \u2013 Do you have visibility into the vendors and suppliers of your third parties?\\xa0 Identification of your Nth parties helps to better quantify risk and mitigate potential disruptions.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})})})]})]})}),/*#__PURE__*/e(\"p\",{children:\"These issues can be as disruptive to a business as a cybersecurity event and can often be an early indicator of challenges at a third party. A comprehensive risk framework should address them all.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"h3\",{children:[/*#__PURE__*/e(\"em\",{children:\"Recommend organizations incorporate \"}),/*#__PURE__*/e(t,{href:\"https://old.supplywisdom.com/products/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"em\",{children:\"real-time monitoring\"})})}),/*#__PURE__*/e(\"em\",{children:\" into their supply chain risk management processes.\"})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Information that impacts the supply chain will change \",/*#__PURE__*/e(\"em\",{children:\"fast\"}),\".\\xa0When Russia invaded Ukraine earlier this year, people around the world watched with shock. But beyond their concern for the many people hurt by the war, organizations worldwide also had to consider how the war would affect various supply chains. As one example, Russia and Ukraine combined export over a \",/*#__PURE__*/e(t,{href:\"https://www.nytimes.com/2022/02/24/business/ukraine-russia-wheat-prices.html\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"quarter of the world\u2019s wheat production\"})}),\", meaning the war has made a notable and sudden impact on the world\u2019s food supply. For the many businesses that produce wheat products, the sooner they learn about a shift in its global production, the faster they can adapt their strategy to account for it.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The world doesn\u2019t stand still, and organizations need the agility to recognize and address changes and potential disruptions as they happen. That\u2019s the power of real-time monitoring.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"How Organizations Can Reduce Supply Chain Risks\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The CSF has been a useful guideline for organizations across industries for years. Regardless of whether NIST takes our recommendations in creating its updated version, organizations should consider supply chain risks beyond cyber.\\xa0Staying on guard against cyber-attacks should absolutely remain a priority. But in addition, take steps to look at the bigger picture of how your supply chain works and the kinds of issues that could cause disruptions in each link in the chain.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Make a point of fully understanding who you work with. Determine which of your vendors are the most critical so that you can keep a close eye on them. And set up continuous monitoring for all crucial third parties, so you get an early warning when an issue arises and can proactively work to minimize problems. Organizations are learning, often the hard way, about the real financial stakes of not being prepared. Reacting to something you didn\u2019t expect is far more costly and disruptive than handling a problem you predicted was a possibility. There are many risks your organization can\u2019t prevent entirely, but you can make sure you\u2019re better prepared for them.\"})]});export const richText1=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/21vYRpRu3sqBiT0LfHAmuwIVZ4Y.png\",srcSet:\"https://framerusercontent.com/images/21vYRpRu3sqBiT0LfHAmuwIVZ4Y.png?scale-down-to=512 512w,https://framerusercontent.com/images/21vYRpRu3sqBiT0LfHAmuwIVZ4Y.png?scale-down-to=1024 1024w,https://framerusercontent.com/images/21vYRpRu3sqBiT0LfHAmuwIVZ4Y.png 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Supply Wisdom is hosting a panel discussion featuring \",/*#__PURE__*/e(t,{href:\"https://www.linkedin.com/in/dawntiura/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Dawn Tiura,\"})}),\" President and CEO, Sourcing Industry Group (SIG), and \",/*#__PURE__*/e(t,{href:\"https://www.linkedin.com/in/mkrasmussen/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Michael Rasmussen\"})}),\", The GRC Pundit, GRC 2020, and moderated by \",/*#__PURE__*/e(t,{href:\"https://www.linkedin.com/in/sandeep-suresh-b17ba139/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Sandeep Suresh\"})}),\", Head of Operations and Technology, Supply Wisdom.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"With the SEC\u2019s proposed climate disclosures on the horizon, particularly Scope 3 and its effect on supply chains, a lot of firms are building their ESG programs in response. But there is more to ESG than just climate reporting. Social and governance-related metrics today have a significant bearing on a company\u2019s ESG perception and performance. They also pose potential risks to reputation. They are also harder to measure, especially because many factors can be location-dependent.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The state of ESG across the sourcing and supply chains will directly impact resilience and competitive advantage. In this webinar, experts will discuss what this means for companies and why the Procurement and TPRM functions are natural fits for an externally focused ESG program.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Key Takeaways\"})}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Third-party intelligence as a cornerstone for your TPRM program\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"The role of ESG in third-party risk management\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"A frameworks-based approach for ESG ratings\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"A unified view of risk from your third parties\"})})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Date:\"}),\" Aug 31, 2022\"]}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Time:\"}),\" 12 PM ET/9 AM PT\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Panelists\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.linkedin.com/in/dawntiura/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Dawn Tiura\"})}),\", President and CEO, Sourcing Industry Group (SIG)\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(t,{href:\"https://www.linkedin.com/in/mkrasmussen/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Michael Rasmussen\"})}),\", The GRC Pundit, GRC 2020\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(t,{href:\"https://www.linkedin.com/in/sandeep-suresh-b17ba139/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Sandeep Suresh\"})}),\", Head of Operations and Technology, Supply Wisdom\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(t,{href:\"https://www.supplywisdom.com/contact\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!0,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"Want the recording? Reach out to our team here.\"})})})})]});export const richText2=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"539\",src:\"https://framerusercontent.com/images/YZf2bSNANbU9oO7Ggbi6mZqGBY.jpg\",srcSet:\"https://framerusercontent.com/images/YZf2bSNANbU9oO7Ggbi6mZqGBY.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/YZf2bSNANbU9oO7Ggbi6mZqGBY.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/YZf2bSNANbU9oO7Ggbi6mZqGBY.jpg 1920w\",style:{aspectRatio:\"1920 / 1079\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"The \",/*#__PURE__*/e(\"strong\",{children:\"AHRMM22\"}),\" is the leading education and networking event for health care supply chain. The event brings together providers, affiliates, academics and vendors for four days of insightful keynotes, practical learning labs, new product presentations and face-to-face discussions and networking activities.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"At AHRMM22, we will explore the latest health care supply chain trends, tools and resources and discuss new and innovative approaches to building a more connected, resilient and efficient health care supply chain.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Supply Wisdom will be presenting a session on \",/*#__PURE__*/e(\"strong\",{children:\"Preventing Healthcare Supply Chain Disruptions with Actionable Risk Intelligence \"}),\"on Day 2 of the conference (August 8).\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Kumar Chandramohan, Field CTO, HealthCare & Life Sciences, Supply Wisdom will discuss:\"}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What challenges are plaguing the healthcare supply chain?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Location as a critical cascading risk vector\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Early warning for supply chain disruptions with AI and automation\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Seeing the full spectrum of supply chain risk in real-time\"})})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Dates:\"}),\" August 7 - 10, 2022\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Looking to attend the conference? Register \",/*#__PURE__*/e(t,{href:\"https://web.cvent.com/event/77b2ca40-d8f8-4671-9483-1f701e3b2892/summary\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"here.\"})})]})]});export const richText3=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/OswrUT3X87mLo5XtZeC2b3mdHk.jpg\",srcSet:\"https://framerusercontent.com/images/OswrUT3X87mLo5XtZeC2b3mdHk.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/OswrUT3X87mLo5XtZeC2b3mdHk.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/OswrUT3X87mLo5XtZeC2b3mdHk.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"CefPro's 7th Annual Vendor & Third-Party Risk is the premier third-party and vendor risk event in Europe. The event brings together industry leaders and risk practitioners to examine regulations and other complexities and how technology can solve them.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The event is a great place to discuss new approaches to risk management and how they can help mitigate many of the layered problems facing the industry in a VUCA world.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Supply Wisdom is a proud sponsor of the conference.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Supply Wisdom will be presenting a session on \",/*#__PURE__*/e(\"strong\",{children:\"The Value of Adopting Full Spectrum Continuous Risk Intelligence\"}),\" on Day 2 of the conference (June 16).\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.linkedin.com/in/atulvashistha/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Atul Vashistha,\"})}),\" CEO, Supply Wisdom will moderate a discussion with \",/*#__PURE__*/e(t,{href:\"https://www.linkedin.com/in/steve-marwood-3677661/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Steve Marwood,\"})}),\" Head of TPRM, LSEG and \",/*#__PURE__*/e(t,{href:\"https://www.linkedin.com/in/victor-meyer-5b4b73/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Victor Meyer,\"})}),\" COO, Supply Wisdom.\"]}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Cascading risks and business disruptions\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"The need for continuous risk intelligence for early warning\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Taking a full-spectrum approach to risk monitoring\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Preventing disruptions with your TPRM program\"})})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Dates:\"}),\" June 15 - 16, 2022\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Looking to attend the conference? 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Register \",/*#__PURE__*/e(t,{href:\"https://sharedassessments.org/summit/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"here.\"})})]})]});export const richText7=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/Y3kSMyAfCnqIWtHo0rsoIRMO6s.jpg\",srcSet:\"https://framerusercontent.com/images/Y3kSMyAfCnqIWtHo0rsoIRMO6s.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/Y3kSMyAfCnqIWtHo0rsoIRMO6s.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/Y3kSMyAfCnqIWtHo0rsoIRMO6s.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://old.supplywisdom.com/resources/business-case-for-a-new-third-party-risk-model/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"A New Model for Managing Third-party Risk\"})}),\" \u2013 I covered why legacy risk management approaches and quickly stale assessment data are no longer effective in today\u2019s dynamic risk environment. Now to overcome these shortcomings and improve operations resiliency, leading CROs are seeking to modernize their approach to third-party risk management by accelerating the adoption of continuous monitoring for real-time risk intelligence.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Today\u2019s technology that combines RPA, ML, AI with data science can enable true continuous monitoring and to provide the real-time comprehensive intelligence CROs and their teams need to ensure business continuity and resiliency. 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This headline flashed across the US and the Philippines between April and June 2016.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/i(\"em\",{children:[/*#__PURE__*/e(\"strong\",{children:\"The reason:\"}),\" \"]}),\"\\xa0Workers, mostly installers, electricians, and call center resources protested against a number of issues including low wages, hiring non-union contractors and outsourcing jobs to low-cost locations including Mexico, the Philippines and the Dominican Republic. The strike was the largest that the US had seen since 2011 according to the U.S. Bureau of Labor Statistics.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"em\",{children:/*#__PURE__*/e(\"strong\",{children:\"The result:\"})}),\" Verizon conceded to several of the workers\u2019 demands including hiring union workers, protection against outsourcing of call-center jobs, and employee benefits such as salary hikes and higher pension contributions, among others and thus bringing an end to the strike in June.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"em\",{children:/*#__PURE__*/e(\"strong\",{children:\"The repercussion:\"})}),\" The strike witnessed several instances of social disorder, violence and clashes, ultimately calling for third party intervention (Secretary of Labor - Thomas Perez) to initiate negotiations between the parties. Also, as a result of the strike, Verizon reported lower than expected revenues in the second quarter of 2016.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Trade unions/ labor unions aren\u2019t just this millennia\u2019s product and has been in vogue since times immemorial. Unions, to ensure fairness to the working class, have gone on strike for better working conditions and employee benefits since the industrial revolution and are as strong today as they were last century. With the advent of technology and advancement in artificial intelligence, machines are grabbing the jobs which were once the bastion of the humans. So, questions that arise here are, what relevance do unions have in today\u2019s work scenario? And, are the strikes organized by them avoidable?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"As long as the concept of labor exists and employees feel that they are not receiving their fair share of dues, unions will exist and thrive. \"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Global Union Strikes: The Ripple Effects on Businesses and Economies\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Union protests in most cases cause work stoppages, and in certain cases, disruption of law and order. Like in March 2016, public servants at Federal Government departments across Australia went on a series of strikes over failed pay negotiations, disrupting operations of many government departments for a few days.\\xa0 Besides such direct effects, there are many indirect effects as well such as strained employee relations, slower work processes, lesser productivity and unnecessary legal hassles.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Also, union strikes can never be taken too lightly as they have prompted major overturn of decisions, on a few occasions. Besides the Verizon incident that was a crucial example of this, nationwide strikes were witnessed in India in March and April this year when the national government introduced reforms related to the withdrawal regulations and interest rate of employee provident fund, terming it as \u2018anti-working class\u2019. This compelled the government to withhold the reform for further review. In France, strike against labor law reforms in May turned violent, resulting in riots and significant damage to property. The incident prompted the government to consider modifications to the proposed reforms.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"However, aside from employee concerns, such incidents are also determined by a number of other factors such as the country\u2019s political scenario, economy, size of the overall workforce and the unions, history of unionization, labor laws, and culture. For example, it is a popular saying that the French are always on strike as per tradition (although recent statistics indicate a decline in frequency). In a communist government like China, strikes have steadily risen in number. In 2015, China Labor Bulletin (CLB), a Hong Kong-based workers' rights group recorded 2,700 incidents of strikes and protests, compared to 1,300 incidents in 2014. Most of them have stemmed out of failure by the\\xa0government to respect the basic rights of employees and address labor concerns.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Interestingly, unions have not been able to gain a strong foothold in the IT-BPO industry. While many countries do have a separate union to represent workers from the sector, incidents of strikes like Verizon have been relatively low.\\xa0 However, workplace regulations, in addition to other factors mentioned could be a trigger for such incidents, even if on a smaller scale. For example, a recent survey that interviewed several BPO employees in India revealed that while forming a union in the BPO sector was difficult, irksome workplace regulations such as constant surveillance, irregular timings and incentives have prompted employees to express their resentment in smaller ways such as corruption of internal servers and so on.\\xa0 Such risks are further enhanced in a city like Kolkata, which carries a strong trade union culture.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"What can companies do?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Before setting up operations in a location, assessing the labor laws in the country, their effectiveness, regulations to be adhered to and the union culture of the place can be of help. In some countries, strikes are often the last resort as workers stand the chance of losing pay as a result of them, owing to the strict implementation of labor laws.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"However, in other countries, union strikes are common and can be violent. A general assessment of the location can help firms come up with preemptive action against unforeseen circumstances. Companies also need to have clear regulations in place and improve transparency, leaving little room for speculation.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"However, prioritizing employee satisfaction is a key requirement to help companies avoid major confrontations. Employee engagement, recreational management and satisfaction are of utmost significance in this strategy and this helps not only keep them happy but also retain talent. In many cases, companies have suggested making unions part of the solution rather than the problem, by forming partnerships with bigger trade unions and improve workplace collaboration.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.supplywisdom.com/solution/product\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"Supply WisdomSM\"})})}),\"\\xa0regularly helps businesses by providing such valuable insights and developing preemptive risk management methodologies.\\xa0\",/*#__PURE__*/e(t,{href:\"https://www.supplywisdom.com\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"Contact us\\xa0\"})})}),\"for more information or to get started with a free trial.\"]})]});export const richText9=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/m0N5mY3xrOtNBmB0a7l7TMNHw.jpg\",srcSet:\"https://framerusercontent.com/images/m0N5mY3xrOtNBmB0a7l7TMNHw.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/m0N5mY3xrOtNBmB0a7l7TMNHw.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/m0N5mY3xrOtNBmB0a7l7TMNHw.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"COVID-19 will go down in history as an epochal event: a pivotal point after which business will probably never operate or function quite the same again. For risk professionals, Covid-19 is requiring a sustained effort to monitor and manage all risk actions and is laying bare the need for all enterprises to have a sustainable rapid risk response mechanism. What does this mean for the future of risk management? We must think beyond the immediate crisis and look to enhance our ongoing risk management operations.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"The threat of a global pandemic is not new. In May 2006, the Homeland Security Council issued the National Strategy for Pandemic Influenza Implementation Plan. The chapter devoted to Continuity of Operations urged the private sector to plan with the assumption that up to 40% of their staff may be absent for periods of 2 weeks or longer at the height of a pandemic wave. The \",/*#__PURE__*/e(t,{href:\"https://www.cdc.gov/flu/pandemic-resources/pdf/pandemic-influenza-implementation.pdf\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"report\"})}),\" further elaborated that in addition to those who are incapacitated by the virus itself, absences may be due to employees under voluntary quarantine, employees caring for ill family members, or employees simply feeling safer at home. Ironically, absenteeism that many businesses are currently facing due to workers mandated to stay home as a result of government restrictions was not included. Unfortunately, most companies did not heed the recommendations of this 2006 report and were largely ill prepared for a large percentage of employees and contractors to work remotely when the COVID-19 pandemic did arrive.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"We believe that COVID-19 is a watershed moment for business. A turning point from which managing business disruption risk should never be the same. Many companies will recognize this in hindsight, but we urge you NOT to treat this outbreak as an anomaly. In our current interconnected business ecosystem, it is unlikely to be the last disease outbreak with global business ramifications. On top of that, add the increasing likelihood of other catastrophic natural disasters like extreme weather events or geo-political events with global impact and thus the need for a new risk management model is evident.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"In a crisis like COVID, enabling employees to effectively work remotely is just the tip of the iceberg. It\u2019s become clear because of COVID that the impact to business is not limited to a specific area. It is impacting the entire organization, from the way companies provide instructions, enable people to work, enable third parties to meet contractual obligations, deal with absenteeism, technology shortcomings and much more. This isn\u2019t simply a HR and Technology issue of protecting employees\u2019 health and enabling secure remote working capabilities. When all is said and done, it will involve every aspect and business function within a company.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Any serious disruption or crisis requires immediate attention, whether it has arrived or is imminent. But situations like COVID are novel. This crisis is constantly changing if not by the hour, by the day. COVID is not an incident that happened in the past, like an earthquake or storm, and we simply have to react to a single event. COVID lives in the present, future and is changing every day much like a chain reaction. This situation is new and different and cannot be treated as a routine emergency. Specialized, experienced and expert thinking is critical. These types of crises unfold faster than we have experienced, and companies need a dynamic nerve center to be able to respond effectively.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Unlike others who propose setting up a COVID specific center, we are thinking beyond this crisis and are proposing a permanent Risk Operations Center (ROC) that can be staffed up or down as the risk environment requires but is always functioning, planning, acting and ready to react instantly to risk changes or an actual crisis. The nerve center that is only activated when a crisis reaches a certain threshold is reactive by design. We believe treating risk mitigation in a reactionary manner is a mistake. By the time you re-establish the nerve center you have lost critical time to collect data and make timely mitigation decisions. You will be behind the eight ball so to speak instead of ahead of the curve.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Risk Operations Center (ROC)\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"We believe the answer is a proactive risk identification, management and mitigation response program with a ROC at the center, comprised of the following components:\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"640\",src:\"https://framerusercontent.com/images/gAmSet6gUsI8FbTVFTnUKuL0o.jpg\",srcSet:\"https://framerusercontent.com/images/gAmSet6gUsI8FbTVFTnUKuL0o.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/gAmSet6gUsI8FbTVFTnUKuL0o.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/gAmSet6gUsI8FbTVFTnUKuL0o.jpg?scale-down-to=2048 2048w,https://framerusercontent.com/images/gAmSet6gUsI8FbTVFTnUKuL0o.jpg 2606w\",style:{aspectRatio:\"2606 / 1280\"},width:\"1303\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Risk Intelligence Monitoring Post\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The Monitoring Post component is the nerve center of the ROC and collects data and intelligence on all risk types and categories that matter to your businesses. The data collection must be dynamic in that it is real-time and continuous. Additionally, it must take a multi-vector approach and be applied against a broad framework of risks. The process and system validate the truth in data obtained from multiple sources. Risk Intelligence collection can be automated; however, a combination of automation and Subject Matter Expert type analysts offer the best solution. When there is a confirmed risk event or validated change in risk, an alert is issued.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"A suggested risk framework should include at a minimum, monitoring the following risks:\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"397\",src:\"https://framerusercontent.com/images/uf4YIXxmj2B1Jz81JSmWYcFEA.jpg\",srcSet:\"https://framerusercontent.com/images/uf4YIXxmj2B1Jz81JSmWYcFEA.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/uf4YIXxmj2B1Jz81JSmWYcFEA.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/uf4YIXxmj2B1Jz81JSmWYcFEA.jpg 1920w\",style:{aspectRatio:\"1920 / 795\"},width:\"960\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Workflow Tool\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Relevant and validated information has to be routed to the right people depending on the type and the level of risk. A workflow tool could be a Governance, Risk & Compliance (GRC) platform or Incident Management System.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Response Center\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The Response Center is staffed with Intelligent Digital Technologies, Analysts and Crisis Managers. Their job is to quickly assess the intelligence collected for relevance to the organization. The analysts trigger actions to be taken, both internal and external, and provide guidance to the relevant business functions and manage the Incident to closure. For instance, the circumstances might warrant an internal BCP activation or perhaps a BCP activation at an external third party.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The Response Center would focus, at a minimum, on one or more of the following workstreams depending on the current situation:\"}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Progression\"}),\" of the incident or issue\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Workforce:\"}),\" availability, location, communications, etc. for both internal and third parties\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Technology\"}),\": availability, capacity, access, security, etc.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Location Health:\"}),\" geo-political, legal, financial, scalability, macro-economic, infrastructure, business, quality of life\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Financial Health:\"}),\" real-time financial reports* plus added stress scenarios\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Authorities:\"}),\" actions, restrictions, rules, compliance, coordination\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Facilities Health:\"}),\" access, capabilities, policies, etc.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Third-Party Health:\"}),\" financial, cyber, people, client, solutions maturity, and governance, regulatory & compliance\"]})})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"*During a dynamic crisis such as the current COVID pandemic, it\u2019s more critical than ever that financial reports are updated with real-time intelligence. Financial reports that rely on static and historical point-in-time data have extremely limited, if any, value when managing risk during a fluid crisis situation. For many third parties, we anticipate their financial health and even the health of their people to deteriorate in the coming months. This necessitates continuous monitoring and not one-time assessments.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Feedback Loop\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Whatever the action taken, it\u2019s important to know what is working and what is not. In the previous example of a BCP activation, results would need to be fed back into the workflow tool. There may be triggers and notices of what needs to be done in the next stage. It\u2019s important to know what alternative actions are available in case something isn\u2019t working. Multistage After Action Reports (AARs) are a critical component of the Feedback Loop.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"What\u2019s Next\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Now that you understand the need for a ROC and what\u2019s inside the ROC, the next step is how to set up a ROC. That will be the subject of our next article on this topic.\"}),/*#__PURE__*/i(\"p\",{children:[\"In the meantime, please read an article Supply Wisdom published recently, \",/*#__PURE__*/e(t,{href:\"https://old.supplywisdom.com/coronavirus-pandemic-business-continuity-best-practices/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Responding to Coronavirus 2019 (COVID -19): Business Continuity and Resilience\"})}),\" where we provide guidance and best practices. Since 2012, Supply Wisdom has been monitoring location-based and third party risks around the world and alerting our clients to these risks of disruption in real-time, including those controlled by Mother Nature (who we like to refer to as the \",/*#__PURE__*/e(t,{href:\"https://old.supplywisdom.com/how-businesses-can-prepare-for-environmental-risks/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Ultimate Regulator\"})}),\") such as natural disasters, extreme weather, and even disease outbreaks. For years, we have been evangelizing the \",/*#__PURE__*/e(t,{href:\"https://old.supplywisdom.com/supply-chain-risk-management-and-geopolitical-risk/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"critical need for businesses to monitor location-based risks\"})}),\" to minimize business disruption risks.\"]}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Supply Wisdom's Location and Third-Party Disruption Alerts Related to COVID-19 Available for Free\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"All COVID-19 alerts from Supply Wisdom, which are usually subscriber only, are now available for free on our\\xa0website.\\xa0Please visit:\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(t,{href:\"/covid19\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"supplywisdom.com/COVID19\"})})}),/*#__PURE__*/e(\"strong\",{children:\"\\xa0\"})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"About the Authors\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Atul Vashistha\"}),\" is recognized globally as one of the leading experts on global business services, sourcing and risk. Atul was named to Consulting Magazine\u2019s \u201CTop 25 Most Influential Consultants\u201D and \u201CTop 6 IT Powerbrokers\u201D. He is the\\xa0founder and Chairman of Supply Wisdom and Neo Group. Supply\\xa0Wisdom is a leading real-time and continuous risk intelligence and monitoring solution used by the largest banks, health care,\\xa0insurance and others such firms to manage third party and location risks. Atul serves on the Shared\\xa0Assessments Board of Advisors and is also the Vice Chairman of the Defense Business Board at the USA\\xa0Department of Defense.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Bree\"}),\" is Chief Evangelist for Supply Wisdom. Prior to joining Supply Wisdom, John held senior positions in New York, Tokyo, Singapore and London for Citi and Deutsche Bank covering corporate, investment, commercial and consumer banking operations. John has managed global staffs and corresponding budgets in multiple locations and delivered cost efficient and operationally effective programs ensuring compliance with local and global regulatory requirements. Through interaction with Business Units, Internal Audit and regulatory agencies, John resolved MRIAs, MRAs and Findings, on time and without penalty. John is a member of the Shared Assessments US and UK Steering Committees and Co-Chair of the Financial Industry Vertical Strategy Group. He has authored numerous articles and blogs on Third-Party Risk Management and Governance in the Digital era.\"]})]});export const richText10=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/urM8h3y51UXBuVV30UXTiEqTn4.jpg\",srcSet:\"https://framerusercontent.com/images/urM8h3y51UXBuVV30UXTiEqTn4.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/urM8h3y51UXBuVV30UXTiEqTn4.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/urM8h3y51UXBuVV30UXTiEqTn4.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Most enterprises are now leveraging third parties to play key operational roles. Third parties can drive greater efficiency, functionality and productivity often with much less effort and at a lower cost than a proprietary solution.\\xa0 Unfortunately, there\u2019s a downside to third-party relationships, and that\u2019s the inherent and potentially significant increase in risks that they bring to your organization. While risk mitigation is important, enterprises that run heavy on risk-avoidance behaviors, may take so many precautions that they fail to realize the benefits they seek.\\xa0 That\u2019s why realization of your organization\u2019s key strategic initiatives requires a third-party risk-management program that balances risk control with risk appetite.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"What Is Risk Appetite, and Why Does It Matter?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Simply put, risk appetite is how much risk your organization is willing to accept to advance its strategic business goals. Most banking institutions, for example, take on additional risk by offering online banking options to their customers.\\xa0 Although, online banking adds a significant increase in risk related to cyberattacks and hacked client accounts, the added customer-service value of convenience and cost savings for the banks are sufficient to create an appetite (or tolerance) for this risk.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"According to KPMG\u2019s\\xa0\",/*#__PURE__*/e(t,{href:\"https://advisory.kpmg.us/content/dam/advisory/en/pdfs/erm-benchmarking-brochure.pdf\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"2019 Enterprise Risk Management Benchmark Study\"})}),\", organizations cite practical applications of risk management as a top challenge. Deciding where to draw the line when it comes to risk appetite can be difficult, especially since risks vary based on the type of third-party solution and are continuously evolving over time. Additionally, different stakeholders inherently have different risk appetites.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Who Should Be Involved in Aligning Risk Appetite?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"One of the first steps in laying the foundation for success is aligning risk appetite across all stakeholders. Take sales for instance, which is more likely to push the envelope on risk in favor of driving revenues. If they have a much greater appetite for risk than other stakeholders such as compliance and legal, the result can be internal misunderstandings and slow decision-making.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"To minimize these internal struggles, risk-appetite conversations should involve the Three Lines of Defense, senior leadership and industry experts.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Three Lines of Defense\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Based on a systemic framework for risk management, the Three Lines of Defense model involves three levels of defense against risks and threats within your organization:\"}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Operational management who owns the day-to-day management of risk\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Compliance, Risk management, and other control departments who support operations by setting goals, providing education about managing risk and facilitating implementation of compliant processes.\"})}),/*#__PURE__*/i(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/e(\"p\",{children:\"Internal audit who assesses the performance of other lines of defense and report on potential gaps that need to be addressed.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})})]})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Senior Leadership\\xa0\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The highest-level decision-makers should be involved in setting risk expectations across your organization as they most likely will be held ultimately responsible for any issues that arise.\\xa0 Additionally, they may need to champion projects or implementations that involve taking on some risk.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Industry Experts\\xa0\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Whether they are in-house subject matter experts, consultants or members of the third-party team, industry experts can help all other stakeholders understand in greater detail the actual risks that would be assumed under a specific third-party solution or relationship.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"How Can Stakeholders Align on Risk Appetite?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Understandably, risk can be a topic that sparks controversy between stakeholders. For example, compliance\u2019s risk-avoidance tendencies are often higher than those of operations, and, therefore, you can expect some friction between these areas. Some suggestions for productive risk appetite conversations include:\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Involve enough people to get a full picture about the overall risk appetite of the enterprise.\"}),\" That means including all stakeholders in the discussion.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Ensure that your regulatory risk matrix is current. \"}),\"When expectations regarding compliance are clearly defined, it makes it easier for all stakeholders to understand where the lines are so they can manage risk while remaining safely within the bounds of the law and industry regulations.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Create or update your sourcing policy framework.\"}),\" Each stakeholder should understand the strategic goals of your organization and how much risk is appropriate in the journey to fulfill those goals.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Create rule sets for monitoring and managing risk.\"}),\" Focused on financial institutions, \",/*#__PURE__*/e(t,{href:\"https://www.occ.gov/news-issuances/bulletins/2017/bulletin-2017-21.html\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"OCC Bulletin 2013-29\"})}),\" notes that the OCC expects banks to adopt an effective third-party risk management process commensurate with the level of risk and complexity of their third-party relationships.\\xa0 Tiering your third parties from low, moderate, high to critical- based on the risk their relationship poses to your organization is important to ensure risk management processes, including ongoing monitoring, are appropriate for each level of risk.\"]})}),/*#__PURE__*/i(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Set thresholds for reconsidering the risk.\"}),\" When aligning risk appetite, it\u2019s important to remember that risk is not static. All stakeholders might be able to agree that using a certain third-party service app is worth the risks and can be appropriately managed \",/*#__PURE__*/e(\"em\",{children:\"at this point in time\"}),\". But third-party apps get updated and relationships and risks change. It\u2019s critical to create a plan with thresholds for reevaluating risks and also ongoing monitoring of risks to know when risks change.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})})]})]}),/*#__PURE__*/i(\"p\",{children:[\"According to PwC\u2019s \",/*#__PURE__*/e(t,{href:\"https://www.pwc.com/us/en/services/risk-assurance/library/risk-study.html\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"2019 Risk in Review Study\"})}),\", organizations with \",/*#__PURE__*/e(t,{href:\"https://old.supplywisdom.com/how-to-enhance-your-comprehensive-third-party-risk-management-process/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"the most dynamic risk-management\"})}),\", audit and compliance professionals are more likely to make better decisions, provide improved customer service, meet revenue-growth goals and have greater appetites for risk that let them achieve more in the future.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"How Can Supply Wisdom Help Manage Risk?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Supply Wisdom is a real-time and continuous risk intelligence and monitoring solution.\\xa0 With the most comprehensive risk framework in the industry - more than 300 risk parameters are continuously monitored across 14 categories of third-party and location-based risks - you can be assured that you will know in real-time when risks for your third-party relationships change. Additionally, Supply Wisdom is a tiered solution offering appropriate risk coverage for each level of risk posed by your third party relationships - from low to medium too high to critical. By matching your third-parties\u2019 risk levels to our risk monitoring tiers, your organization can monitor your third-party universe efficiently and cost effectively for risk.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Interested in learning more? \",/*#__PURE__*/e(t,{href:\"mailto:info@supplywisdom.com?subject=Request%20a%20free%20demo%20of%20Supply%20Wisdom\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Request a demo\"})}),\" today.\"]})]});export const richText11=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/bpMHHfw6LN1Rn9ZEdxJqdN8j1Q.jpg\",srcSet:\"https://framerusercontent.com/images/bpMHHfw6LN1Rn9ZEdxJqdN8j1Q.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/bpMHHfw6LN1Rn9ZEdxJqdN8j1Q.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/bpMHHfw6LN1Rn9ZEdxJqdN8j1Q.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Infrastructure Leasing & Financial Services Limited (IL&FS) is an Indian infrastructure development and finance company. Founded in 1987 as an \u2018Reserve Bank of India (RBI) registered Core Investment Company\u2019 by three financial institutions, namely the Central Bank of India, Housing Development Finance Corporation (HDFC) and Unit Trust of India (UTI), it provides finance and loans for major infrastructure projects. The company operates through more than 250 subsidiaries including IL & FS Investment Managers, IL & FS Financial Services and IL & FS Transportation Networks India Limited (ITNL). IL&FS has several projects in different sectors including Transportation, Area Development, e-Governance, Health Initiatives, Cluster Development, Finance, Power, Ports, Water and Wastewater, Urban Infrastructure, Environment, Education, and Tourism.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The following blog will be centered around the major events and involvement of Deloitte and KPMG in the IL&FS insolvency case.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"The Liquidity Crisis in IL&FS\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"IL&FS defaulted on payment to lenders, with dues standing at more than INR910 B (~US$12.7 B), facing a severe liquidity crisis. Between July 2018 and September 2018, two of the subsidiaries of IL&FS Group reported having trouble in paying back loans and inter-corporate deposits to banks/lenders.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"In July 2018, the road arm of IL&FS was facing difficulty in making repayments due on its bonds. Further, in early September 2018, one of the subsidiaries of IL&FS Group was unable to repay a short-term loan of INR10 B (~US$0.14 B) taken from Small Industries Development Bank of India (SIDBI). Also, certain group companies defaulted in repayments of various short and long-term deposits, inter-corporate deposits, and commercial papers.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"On October 1, 2018, the Government of India took steps to take control of the company. A new board was constituted as the earlier board was deemed to have failed to discharge its duties. The new board consisted of Kotak Mahindra Bank Managing Director Uday Kotak, former IAS officer & Tech Mahindra boss Vineet Nayyar, former SEBI Chief G N Bajpai, former ICICI Bank Chairman G C Chaturvedi, former IAS officers Malini Shankar and Nand Kishore.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"India\u2019s Serious Fraud Investigation Office (SFIO) initiated investigations into procedural lapses. On April 2, 2019, former Vice Chairman of IL&FS, Hari Sankaran, was arrested by SFIO in Mumbai, India for fraud and causing wrongful loss to the troubled infrastructure lender. He was accused of granting loans to entities that were not credit-worthy or declared as non-performing accounts causing loss to the company and its creditors.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"The Role of Auditors Deloitte and BSR & Co\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"On April 9, 2019, an anonymous whistleblower, who claimed to be part of the senior management at Deloitte, told Money life that he was \u2018\",/*#__PURE__*/e(t,{href:\"https://www.moneylife.in/article/whistleblower-alleges-deloitte-has-helped-ilfs-fudge-its-accounts-year-after-year/56834.html\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"privy to several internal irregularities in providing professional services to IL&FS\"})}),\"\u2019.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Outlining how the audit firm benefited the IL&FS by helping the group fudge its accounts year after year, the anonymous whistleblower said Deloitte Haskins and Sells LLP (Deloitte) ensured a clean chit to the firm even when the RBI had red flagged issues and asked IL&FS to reduce its outstanding debt.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Deloitte had audited IL&FS Financial Services Ltd (IFIN), the lending arm of IL&FS, for 10 years and remained the auditor until 2018. The audit report had no adverse findings even in 2017-18.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Deloitte strongly disagreed with the issues raised.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"The SFIO Probe\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The whistleblower complaint was followed by a probe by India\u2019s SFIO on April 12, 2019. The probe included Deloitte\u2019s top officials for questioning to find out whether the IL&FS Group\u2019s auditor deliberately ignored several red flags in the company's books, recommended creating complex structures, and in return received high fees from the bankrupt company.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"SFIO also questioned an audit partner of BSR Co LLP (BSR), an affiliate of KPMG in India. The probe was related to 2018 audit of IFIN, which was jointly conducted by BSR and Deloitte. Later, on May 31, 2019, SFIO filed its first chargesheet in the IL&FS case against 30 individuals and entities, including businessman C Sivasankaran and nine former directors of IFIN.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"It accused auditors BSR and Deloitte along with others of concealing information and falsifying accounts. The charges are under sections of the Companies Act and the Indian Penal Code, including those for cheating and criminal conspiracy.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"SFIO said the IL&FS unit\u2019s management knew that a crisis was building, however, senior executives covered up the information. Also, the auditors did not raise any red flags.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"MCA Proceedings against Auditors\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The Ministry of Corporate Affairs (MCA) authorized its regional unit to begin proceedings against nine auditors and audit partners, including BSR and Deloitte.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:'This came after these auditors were charged with \"colluding with the management of IL&FS\" and falsifying its books. The ministry said in an order that the Regional Director was authorized to begin proceedings under section 140 (5) of the Companies Act before National Company Law Tribunal (NCLT) against Deloitte, BSR, and auditor partners for their role in the fraud and seeking their debarment.'}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"SFIO was directed to commence disciplinary proceedings against them before the Institute of Chartered Accountants of India and the National Financial Reporting Authority.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"MCA sought NCLT\u2019s approval to freeze assets, including bank lockers, of Deloitte and BSR. The tribunal, after hearing the MCA\u2019s argument, adjourned the matter till August 28, 2019, as its order permitting the prosecution of the auditors was stayed by the National Company Law Appellate Tribunal (NCLAT). The Mumbai Bench of the NCLT categorically stated that it would not pass any order in the case until NCLAT decided on whether permission should be granted to the MCA to prosecute the auditors.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The MCA said it was necessary to do so to prevent diversion of funds. The MCA said the audit firms could be granted relief so that they could meet their operational costs such as salaries, electricity bills, transportation, and rental costs.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"On June 11, 2019, the central government took the unprecedented step of \",/*#__PURE__*/e(\"strong\",{children:\"seeking a ban on auditors Deloitte and BSR\"}),\" for their alleged role in helping hide bad loans at the bankrupt IL&FS Financial Services. The government sought a five-year ban under Section 140 of the Companies Act. The proposed ban, if accepted, would prevent the two firms from auditing any listed or unlisted company, including banks and non-banking financial companies (NBFCs), for five years.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"NCLT had rejected Deloitte's and BSR's applications challenging the tribunal's jurisdiction to ban them from the business for five years for their omissions and commissions in the ILFS Group scam. Deloitte said that it had planned to review the NCLT order and decide on a course of action shortly. The case was decided to be heard by the NCLT on September 5, 2019.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"On September 5, 2019, the Bombay High Court granted interim relief to audit firms Deloitte and BSR and restrained the Ministry of Corporate Affairs from continuing its proceedings which sought a ban on the two companies before NCLT. Corporate Affairs Ministry, which sought a 5-year ban on the auditors, was restrained from continuing its proceedings.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"h2\",{children:[\"Potential Third-party Risks for Deloitte and KPMG Clients\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"p\",{children:\"It is hard to ignore the third-party risk arising from audit failures. Such events need regular monitoring because they assist companies in critical decision support for supplier consolidation, contract re-negotiations, bid evaluations, third party selections etc. Events involving faulty audits can have adverse repercussions on the company in limelight as well as on business operations. They may result in material adverse effects on\\xa0 business, annual and interim results of operations, additional incurred debts, costs, cash flows, and financial condition. Possible outcomes also include reputational damage, which could hurt revenue growth via client loss/limited client wins, fines, lawsuits and potential limits on operations in certain areas.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Supply Wisdom tracked the entire event, keeping customers informed through \",/*#__PURE__*/e(t,{href:\"/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"real-time alerts.\"})}),\" These alerts were also accompanied by our analysts\u2019 expert guidance.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Supply Wisdom also includes an objective third-party risk scoring mechanism to assess and quantify risks and impact, driven by such events. The IL&FS events majorly influenced risk scores across two of our six categories of third-party risk: Client Risk, and Governance, Regulatory & Compliance Risk.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Supply Wisdom\u2019s \",/*#__PURE__*/e(\"strong\",{children:\"Governance, Risk & Compliance\"}),\" \",/*#__PURE__*/e(\"strong\",{children:\"Risk\"}),\" scores for both audit giants witnessed an increase and moved from Low to Moderate in the latest quarter.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Client Risk\"}),\" for Deloitte increased from Negligible to Low in its latest quarter. This was chiefly driven by a series of client losses during Q2 and Q3 2019 including DHFL, McLeod Russel India Ltd & McNally Bharat Engineering Co Ltd, Anglo American, Ferrexpo, Sygnia and FirstGroup.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"KPMG witnessed a similar trend of client losses as well wherein the company quit as auditors for clients including Ricoh India, BHP, Patisserie Valerie, GAIN Capital Holdings, Inc., AJ Bell, Cineworld Group plc, Papa John's, French Connection and IL&FS Financial Services.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Any one of your third parties could create business risk for you. Governance and TPRM professionals at several client organizations use our \",/*#__PURE__*/e(t,{href:\"/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"real-time and continuous risk monitoring solution\"})}),\" to monitor their third parties so that they can mitigate potential damages to their operations and reputation.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"If you use any of the Big 4 auditors, \",/*#__PURE__*/e(t,{href:\"https://supplywisdom.com\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"ask us for a free demo\"})})}),\" today!\"]})]});export const richText12=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/KDzKvBxHznw95DTCFosHr8tF0s.jpg\",srcSet:\"https://framerusercontent.com/images/KDzKvBxHznw95DTCFosHr8tF0s.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/KDzKvBxHznw95DTCFosHr8tF0s.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/KDzKvBxHznw95DTCFosHr8tF0s.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The credit reporting system in the US recently came under surveillance on various fronts, from a lack of clarity into credit scoring systems for customers and flawed credit reporting to cyber security risk incidents. IT infrastructure is evolving rapidly, transforming the way the cloud, traditional data centers, and data endpoints interact. Blockchain is the newest kid on the technology block.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Blockchain is rewriting traditional approaches for managing data, ownership, and transparency. Blockchain could well have a significant impact on how credit bureaus function by addressing the gaps with ID verification, ownership of data, and data security.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Prevailing Issues in the Credit Reporting System\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Cyber security risk for consumers\u2019 personal data\"}),/*#__PURE__*/i(\"p\",{children:[\"Cyber security risk is a major issue within the centralized credit system, evident from the 2017 Equifax breach and its \",/*#__PURE__*/e(t,{href:\"http://fortune.com/2018/09/07/equifax-data-breach-one-year-anniversary/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"fallout\"})}),\". The big credit reporting agencies such as Equifax, Experian, and TransUnion, are an integral part of the US financial systems. These credit bureaus collect and maintain credit information of consumers and then sell it to other businesses in the form of credit reports. In September 2017, Equifax disclosed that the personal data of 146.6 million Americans was stolen, including information such as social security numbers, addresses, credit card details, amongst other personal data.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Costs of a centralized credit facility\"}),/*#__PURE__*/e(\"p\",{children:\"Equifax, Experian, and TransUnion earn their revenue by receiving fees, paid for mostly by banks to access credit histories. Banks usually pass on these charges and fees to the end user, via higher lending Annual Percentage Rates (APRs), for the privilege of getting credit access.\"}),/*#__PURE__*/e(\"h3\",{children:\"Absence of consumer transparency and control\"}),/*#__PURE__*/e(\"p\",{children:\"Consumers have little to no clarity on how credit scoring works or the sharing of their personal information to lenders by credit reporting agencies. Lenders receive credit scores that might be different from what a consumer may receive and are customized for the nature of credit product the lender is applying for. The lender can also share the consumers\u2019 personal data with other lenders, creating a marketplace where the consumer has no control.\"}),/*#__PURE__*/e(\"h3\",{children:\"Errors in credit reports\"}),/*#__PURE__*/i(\"p\",{children:[\"Credit reports have enormous implications on a consumer's life. Credit scores affect loans, mortgage interest rates, renting apartments, etc. However, a Federal Trade Commission \",/*#__PURE__*/e(t,{href:\"https://www.ftc.gov/news-events/press-releases/2015/01/ftc-issues-follow-study-credit-report-accuracy\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"study\"})}),\" highlighted consumers pointing out \u2018material errors\u2019 in their credit reports. Such mistakes can directly influence a borrower's ability to obtain credit.\"]}),/*#__PURE__*/e(\"h2\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Blockchain: The Problem Solver?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Advocates of blockchain say that it can address the broken and outdated data practices followed by the credit bureaus.\"}),/*#__PURE__*/e(\"p\",{children:\"Blockchains immutably record transactions of members of a shared network without any central authority or intermediary, for example, a bank. Rather than having an intermediary record, oversee, and protect such transactions, every transaction is verified by consensus of majority of members in the decentralized network. Every time a party updates a copy of the ledger, every other party\u2019s ledger copies are also automatically updated.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Blockchain records transaction data in a sequential chain of blocks. Each block is encoded and has information of the previous block, and therefore all verified blocks are linked to an unchangeable chain from the most recent block all the way back to the first block.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Data storage in a blockchain can eliminate integrity risks from centralized storage systems. Without a central point of failure, hacking and data breaches become substantially more difficult. Blockchain also has the potential to reduce cost of access to data. Consumers get direct access to the credit data, allowing them to ensure integrity of the data that lenders access.\"}),/*#__PURE__*/e(\"h2\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Is this the End of Credit Agencies?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Not likely; or at least not yet. While the blockchain can change radically change credit reporting, the technology is still relatively new and could take years to go mainstream. There are still hurdles for a full-scale blockchain transformation, including the scalability of IT infrastructure required to store hundreds of millions of consumers\u2019 data. However, a variety of credit reporting blockchain startups are tacking the problems and the credit reporting industry will, no doubt, be an interesting area in the coming years.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"For more insights/updates on disruptive technologies and on the credit reporting industry, subscribe to\\xa0\",/*#__PURE__*/e(t,{href:\"https://supplywisdom.com/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"Supply Wisdom's Continuous Risk Intelligence\"})})}),/*#__PURE__*/e(\"strong\",{children:\".\\xa0\"}),/*#__PURE__*/e(t,{href:\"http://supplywisdom.com\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"Take a free trial\"})})}),/*#__PURE__*/e(\"strong\",{children:\"\\xa0\"}),\"to see how we can help you stay up to date on latest trends and be more proactive about monitoring and managing risks across your global locations and suppliers.\"]})]});export const richText13=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/iu2F2SQm3MGG5npwu2Fsi4alZk.jpg\",srcSet:\"https://framerusercontent.com/images/iu2F2SQm3MGG5npwu2Fsi4alZk.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/iu2F2SQm3MGG5npwu2Fsi4alZk.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/iu2F2SQm3MGG5npwu2Fsi4alZk.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"KEY HIGHLIGHTS\"}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Accounting Industry Transition Led by Motives of Revenue Growth, Market Share, and Competitiveness.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Global Accounting Firms Begin to Look Beyond Their Existing Comfortable Sources of Income.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"The Big Four Explore the Consulting Landscape by Leveraging Its Existing Pool of Expertise and Brand Name\"})}),/*#__PURE__*/i(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"New Ventures Bring New Risks to the Management Table:\"})}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"The Enron Scandal Hits Global Accounting Firms\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Questions are Raised on the Credibility of Accounting Firms for Dual Role of Auditor and Consultant\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"KPMG, E&Y, PwC Sell Their Consulting Businesses\"})})]})]}),/*#__PURE__*/i(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Overcoming Risks: The Big Four Return Back to the Consulting Game\"})}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"The Sarbane Oxley Regulation Helps Bring Transparency and Trust Back to Clients\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Financial Crisis of 2009 Opens Path for Consultants to Join the Big Four to Share Their Business Risks\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Importance of Client Relations is Re-established\"})})]})]})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Who Are the Big Four?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The Big Four (known by this name since 2002) are the four largest global accounting firms, namely Ernst & Young (E&Y), PricewaterhouseCoopers (PwC), Deloitte, and Klynveld Peat Marwick Goerdeler (KPMG). Deloitte Touche Tohmatsu (Deloitte) was founded by William Deloitte in 1845. KMPG was formed in 1987 through the merger of Peat Marwick International and Klynveld Main Goerdeler (KMG). Ernst & Whinney merged with Arthur Young to create Ernst & Young in 1989. PwC was formed in 1998 through the merger of Price Waterhouse, and Coopers & Lybrand.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"The Shift from Auditing to Consulting and Advisory\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The Big Four had successfully established their initial brand as accounting and auditing service providers by the 1980\u2019s. Then during the late 1980\u2019s and 1990\u2019s, the Big Four witnessed a transition from providing traditional services to consulting and advisory.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The companies leveraged their financial and personnel capabilities to expand into advisory and thereby create new sources of revenue. Based on the Big Four\u2019s past performance in providing traditional services and their brand and credibility in the global markets, it made it somewhat easier for clients to trust these companies in providing consulting advice and implementing the same.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"In the context of the current business environment, a traditional service such as auditing is not much lucrative in terms of revenue expansion. Moreover, auditing services can easily be automated and may become obsolete in the coming future. Hence, it made sense for these companies to explore the consulting territory.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Global Accounting Firms Face the Brunt of the Enron Controversy with the Enactment of the Sarbanes Oxley Act\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"The Enron scandal (Enron was an energy trading company with Arthur Andersen (previously part of the big five) as its auditor) in early 2001 exposed the fraudulent multi-billion-dollar financial scheme of Enron which cost investors billions of dollars after the company was exposed and forced to go into bankruptcy. While Arthur Andersen was not implicated in directly assisting Enron in manipulating its accounting books, the company was found to have been negligent in its role of overseeing and auditing Enron\u2019s financials. However, Andersen was found guilty of obstruction of justice because it shredded documents related to its audits of Enron.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:'Arthur Andersen had the dual role of auditor and consultant and hence the market wondered if it was appropriate for an accounting firm to offer \"non-audit\" services to the clients it already audits. The distrust arose since market experts suspected that the auditing firms would not be vocal about the concerns that may arise during the process of auditing a client, so as to avoid conflict with the clients and ultimately losing on existing or potential consulting contracts.'}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Post the occurrence of various scandals, including Enron, WorldCom, and a developing scandal involving Tyco, in July 2002, the US Congress enacted the Public Company Accounting Reform and Investor Protection Act, also known as Sarbanes Oxley. Sarbanes Oxley required corporate leaders to personally certify the accuracy of their company\u2019s financials. Some of the notable requirements included auditor reporting duties, and a restriction which prohibits auditing firms from providing non-audit related services to companies which they audit.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"To eliminate confusion and regain market trust, all 3 firms except Deloitte divested their consulting divisions. During early 2000\u2019s, PwC sold its consulting unit \u2018Monday\u2019 to IBM, KPMG\u2019s consulting division became BearingPoint, and E&Y\u2019s consulting business was acquired by Capgemini.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"The Big Four Overcome the Enron Controversy to Re-surge as Consultancy Experts\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"In the year 2013, the Big Four regained its momentum and confidence in the consulting and advisory practice and it was the first time any one of these companies\u2019 consulting revenue shadowed their traditional accounting practice. The reason was that the global financial crisis in 2009 changed the consulting scene with mid-sized strategy consultants now being open to come under the wings of the Big Four firms who offered a bigger platform and client pool.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"In 2014, client spending on the management consultancy services increased. The Big Four held the biggest share of global consultancy income, with a combined 40% of the market. This was possible through the route of acquisitions (with acquisition of both niche and mainstream consulting businesses), organic growth, and recruitment of experienced professionals. According to the companies, with regard to the hurdle of audit contradicting with consulting was somewhat resolved after the enactment of the Sarbane Oxley regulation. Companies felt that the act provided more clarity and guidelines so that a transparent system was put in place, for clients to trust the Big Four for obtaining consultancy services.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"In 2015, the Big Four witnessed strong growth in the cyber security consulting business. This was also achieved through the path of hiring experienced talent and acquiring businesses. The companies wanted to offer all kinds of broader services, to become the go-to place for clients.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Closing Thoughts\"})}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"When we think about expanding a business\u2019s market share, firstly we do so to invite opportunities that will help the company to remain relevant and increase revenue growth.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Now talking about entering new areas, the shift from auditing to consulting was somewhat easier for the Big Four, or so the market believed. Like any other strategic plans, it sometimes brings along business risks which even the big brand like the Big Four did not see coming.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How did they adapt to these risks, they chose to rely on the Sarbane Oxley regulation as an opportunity to bring transparency to their contract terms.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Once the client trust was regained, from a selling point of view i.e. convenience and quality, the Big Four again tried to push their new ideas that we are good at what we do and can offer various solutions from a single platform.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Based on this, we saw these companies begin to offer services such as cyber security, leading them to capture a significant portion of the market share.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Market experts believe that in the professional services business, more than expanding sources of revenue, long-term and satisfied client relations remains the key to success. This in-turn leads to more business for the company. Hence, a balance between happy clients and innovation needs to be maintained.\"})})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"em\",{children:\"In Part\\xa0Two of the blog coming up soon, we will discuss how technology has entered the Big Four\u2019s businesses in the form of cloud, analytics etc. over the last 3 years and the future outlook.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"For more insights and updates on global accounting firms, subscribe to\\xa0\",/*#__PURE__*/e(t,{href:{webPageId:\"lSla8DMQ6\"},motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Supply Wisdom\"})}),\".\\xa0\",/*#__PURE__*/e(t,{href:{webPageId:\"AeehWDQQS\"},motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Contact us today\"})}),\"\\xa0to see how we can help you stay up-to-date on the latest company changes and be more proactive about monitoring and managing risks across your global suppliers.\"]})]});export const richText14=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/BH6EhISCJFB0s6XgCuL3VRXZg.jpg\",srcSet:\"https://framerusercontent.com/images/BH6EhISCJFB0s6XgCuL3VRXZg.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/BH6EhISCJFB0s6XgCuL3VRXZg.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/BH6EhISCJFB0s6XgCuL3VRXZg.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"In this digital era, the internet has facilitated the quick adoption of technology by businesses making online transactions easier. However, with increasing digitalization, the number of cyber-attacks is on the rise. It seems organizations are not fully equipped to manage IT security and tackle security threats to their business operations. Cyber-attacks can adversely impact businesses as they can compromise sensitive data and disrupt operations causing detrimental consequences. Nowadays, hackers understand these cyber vulnerabilities and know how to exploit them. Hence, businesses need to rethink their cyber security strategy in order to cope with the growing menace of cybercrime and reduce cyber risk.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Let\u2019s take a look at the recently reported global cyber-attacks:\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Several countries were hit by the \u201CWannacry\u201D ransomware attack in May 2017 that locked the computers and held users' files for ransom at a multitude of hospitals, companies, and government agencies and affected more than 100,000 organizations in 150 countries. According to experts, the attack was caused by a self-replicating piece of software that enters organizations when employees click on email attachments which then spreads quickly and internally from computer to computer when employees share files. Affected users can restore their files from backups, if they have it, or pay the ransom; otherwise they would risk losing their data entirely.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"About a month after WannaCry ransomware attack, a new wave of ransomware called \u2018Petya\u2019 targeted many businesses across the world, including India and Europe. Several companies in the UK, Russia, Ireland, France, and Spain, suffered this cyber-attack in June 2017.\\xa0 The malicious software spread through large firms in these countries and the firms confirmed that their computer systems crashed following the attack. Furthermore, in the month of June, Chinese malware Fireball infected over 250 million computers across the world and its biggest victim was India, followed by Brazil. The malware manipulated the hijacked browser in order to turn the default search engines into fake ones. It was designed to run any programming code on the infected computer and download files. Thus, it was capable of spying on users of infected computers and installing more malware. Such cyber spying could also lead to theft of banking credentials, patents, and other confidential data.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Top Cyber Threats Businesses Face Today and How to Combat Them\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Cyber threats have changed drastically over the past few years. Top trends in cyber security risk include:\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Intellectual property theft (IP theft involves stealing people or companies of their ideas, inventions, and creative expressions, known as \u201Cintellectual property\u201D which could include everything ranging from trade secrets to proprietary products),\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Cyber extortion risk (cyber extortionis a kind of cyber-attack coupled with a demand for money to avert or stop the attack),\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Malware and ransomware attacks (malware or malicious software, refers to a variety of forms of hostile or intrusive software, including computer viruses, worms, Trojan horses, ransomware, spyware, adware, scareware, and other malicious programs etc., which act against the requirements of the computer user, and it is specifically designed to disrupt, damage, or gain unauthorized access to a system),\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Industrial IoT technologies hacks (hacking - a practice of modifying or altering software and hardware technology to accomplish a goal that is considered to be outside of the creator's original objective),\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"DDoS attacks (a type of attack where multiple compromised systems, often infected with a Trojan virus, are used to target a single system causing a Denial of Service (DoS) attack. Now, in a distributed denial-of-service attack (DDoS attack), the incoming traffic that floods the victim\u2019s system originates from different sources. This effectively makes it impossible to stop the attack simply by blocking a single source), and\"})}),/*#__PURE__*/i(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/e(\"p\",{children:\"Data breach (a security incident in which sensitive or confidential data is viewed, copied, transmitted, stolen, or used by an unauthorized individual).\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})})]})]}),/*#__PURE__*/e(\"p\",{children:\"Cybersecurity is constantly evolving and it is important for IT security departments to stay updated on the latest kind of threats. One of the crucial steps in cybersecurity management is to understand security risks in the context of business. It is critical for the businesses to implement appropriate control over their infrastructure security. According to Ernst & Young\u2019s Global Information Security Survey 2015, more than 50% of organizations consider their own employees as the most likely source of cyber-attacks, a reported increase of 12% from 2014. In most cases, employees disclose sensitive information and compromise on security unintentionally. \"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"Empowering Employees: The Key to Reducing Cybersecurity Risks\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"This implies that cybersecurity awareness and education is one of the most important steps in reducing the cybersecurity risk posed by the employees. Firms must instruct employees to not open unknown attachments and personal emails on firm computers/laptops and they should not download or open any unauthorized software. Another vital strategy should be using a robust identity and access management system which could help in limiting the threat of cyber-attack by limiting the employees\u2019 access to sensitive data.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"With the IT landscape in organizations growingly increasingly complex, it is crucial that the data security teams choose the right processes and tools to safeguard themselves from potential cyber threats. The need for safe and secure network architecture is a necessity. It is necessary to have backup of important data on a removable hard drive. Given the rising incidences of cybercrime globally, suppliers/vendors/third parties should also be instructed to regularly test their networks for vulnerabilities and potential security risks. They should invest in technology that includes antivirus, spyware, intrusion prevention etc. and also use an efficient firewall. If the contract with the supplier/third party provides for it, then clients should ask for reports from internal audit of security, Business Continuity Plan (BCP)/Disaster Recovery (DR); as well as conduct their own audits.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Please visit our previous blog titled \",/*#__PURE__*/e(t,{href:\"http://old.supplywisdom.com/blog/global-ransomware-attack-cautions-organizations-to-increase-security-of-critical-systems/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"\u201CGlobal Ransomware Attack Cautions Organizations to Increase Security of Critical Systems\u201D\"})}),\" to understand more on Ransomware attacks and how to minimize these impacts.\"]})]});export const richText15=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/LbLWe4VcTaYLVKX2Zt5546ApA7k.jpg\",srcSet:\"https://framerusercontent.com/images/LbLWe4VcTaYLVKX2Zt5546ApA7k.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/LbLWe4VcTaYLVKX2Zt5546ApA7k.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/LbLWe4VcTaYLVKX2Zt5546ApA7k.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"em\",{children:\"\u201CIt takes years to build up a reputation while it takes minutes to destroy it\u201D - Warren Buffett\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Reputation of a business is fundamental for a company\u2019s survival. The trust and confidence of consumers and partners can have a direct and profound effect on a company\u2019s bottom line. Firms with robust positive reputation attract better people. They are perceived as providing more value which allows them to stand out from the rest. Customers of these companies are more loyal and buy broader range of products and services. Moreover, in an economy where 70% to 80% of market value is derived from hard-to-assess intangible assets such as brand equity, goodwill, and intellectual capital, organizations are especially vulnerable to anything that might damage their reputation.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"It is inevitable that at some point or the other, most of the businesses will face a legal dispute. Business litigation takes many forms, including contract disputes, misrepresentation, IPR issues, premises liability, employment matters, data breach, false advertising, gender discrimination, etc. All these have the potential to bring about unwanted consequences for both large and small businesses.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Ideally, business conflicts can be settled without resorting to litigation through direct negotiations, arbitration, or mediation, which are often faster, more private, and less expensive than litigation. However, at times litigation is unavoidable when parties are not ready to consider other choices or have found substitutes to litigation unsuccessful.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"For every business, lawsuits have major drawbacks including:\"}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Costs\"}),\": Lawsuits can be a drain on finances, energy, time, resources, and emotions. A number of small businesses have limited operating budgets and the effects of a time-consuming, costly lawsuit can be disastrous.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Relationships\"}),\": Disputes often drive a rift between parties and relationships may end up severed.\"]})}),/*#__PURE__*/i(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"The bottom line\"}),\": Lawsuits, in all its forms, can have a negative effect on the company\u2019s bottom line. Publicized disputes can tarnish a company\u2019s reputation. Contract disputes and accusations of fraud can force a company to put business on hold. Litigation can ultimately decline a company\u2019s value, drive down sales, or even cause a business to fold.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})})]})]}),/*#__PURE__*/e(\"p\",{children:\"The sheer output of resources needed to defend a brand or organization in litigation can be draining to companies of any size. While large organizations are not necessarily the most susceptible to litigation, they are often the most likely to suffer a loss of public image when their cases hit the news.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"While a certain extent of legal proceedings are probably par for the course of any business, ongoing lawsuits can be damaging to long-term investor interest. And today, when litigation related to data security and racial discrimination are on the rise, an excess of court proceedings may damage a brand\u2019s value, public offerings, and other long-term prospects.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Many customers are hesitant to do business with an organization that has been slapped with a lawsuit. As far as employment lawsuits go, it generally involves some kind of discrimination charge and most people do not want to be associated with that. Once the news spreads, the organization may lose a certain part of its existing customer base and new customers researching about the organization will hear about the lawsuit at some point.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"High-profile discrimination settlements have cost large organizations hundreds of millions of dollars along with a tarnished brand image. While small businesses are unlikely to be forced to pay an amount that extreme, discrimination can still have a significant impact on the reputation of the organization. Perception among customers can be negatively affected by discriminatory practices.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Even when a judge dismisses a lawsuit because there is not enough evidence, the lawsuit still costs an organization precious time, money, and negative publicity.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Let us see some of the recent litigations which have dented several companies\u2019 image:\"}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"A lawsuit was filed against KPMG over hiring and gender discrimination\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"US Labour Department sued Oracle for discriminatory hiring practices\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Google was fined US$2.7 B by European Union for breaching antitrust rules\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Infosys\u2019 management was accused of alleged employee discrimination\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Vodafone, Cognizant, Tech Mahindra, and Wipro were accused of forceful lay-offs\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"McKesson was accused in Opioid addiction and crisis in several US States\"})}),/*#__PURE__*/i(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/e(\"p\",{children:\"Target\\xa0Corporation was to pay US$18.5 M after settlement with 47 US States and the District of Columbia over a massive data breach\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})})]})]}),/*#__PURE__*/i(\"p\",{children:[\"All these accusations/penalties will likely leave a bigger dent in the companies pride and reputation than their finances.\",/*#__PURE__*/e(\"br\",{}),\"Earning and maintaining reputation is challenging for new and established businesses. When negative publicity emerges, businesses can be portrayed as dishonest, irresponsible, or appear to be only looking out for their best interest. Even though it is possible to make a good name for a business on a local or on national scale, doing so can be an uphill battle, especially in the face of negative publicity.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Risks of negative publicity:\"}),/*#__PURE__*/i(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Loss of Trust\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Negative effect on Sales\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Damage on Brand Equity\"})}),/*#__PURE__*/i(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/e(\"p\",{children:\"Damage on Brand Association\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})})]})]}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Avoiding a Lawsuit:\"}),\" While there is no sure-fire method to avoid a lawsuit, taking precautions can help an organization in the long-run. Precautions can be effective without taking all the company\u2019s time. It simply requires the company to do things a bit differently, or set slightly different standards on how/who it hires, how it conducts business, being careful of whom it chooses to do business with, setting goals to help lower costs and reduce errors, and building trust which will not only reduce costs and friction in things done but will also significantly decrease the chance of a lawsuit when something goes wrong. It is also helpful to follow advice from experts which will not only help an organization in avoiding lawsuits, but can reduce the possible damages in a lawsuit or can completely diminish a cause of action in court.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Restoring Brand Image: \"}),\"Following a scandal or lawsuit, the company\u2019s management who launch communication programs to repair the damaged reputations stand the best chance of restoring tainted brand image. Depending on the nature of the crisis/situation, companies can take a slow and reliable approach for repairing the brand, or a swift \u201Csilver bullet\u201D solution. Samsung faced a crisis with its Note 7 catching fire, Volkswagen was involved in an emission scandal, Whirlpool had to modify five million faulty tumble dryers which caught fire, and Nestle Maggi was accused of excess amount of lead and MSG (Monosodium Glutamate). These types of crisis have caused incalculable damage to the companies\u2019 reputation. All these companies either withdrew their products, rectified their errors, or went to their public relation departments and launched communication programs which have helped in slowly rebuilding their tarnished brand image. Any crisis situation needs a strong leader to come out and reassure the public of their presence, their delivery, and their response to a crisis. It is all about being quick and confident and taking responsibility instead of being in denial and hiding things which have caused companies in the past to pay a much higher price in terms of loss of brand value.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.supplywisdom.com/\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Supply Wisdom \"})}),\"continuously monitors companies for lawsuits and other regulatory action that may harm reputation for their clients.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[\"Contact Supply Wisdom today to\",/*#__PURE__*/e(\"strong\",{children:\" \"}),/*#__PURE__*/e(t,{href:{webPageId:\"Iqany7VWe\"},motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!0,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"continuously monitor your third-party risks and stay ahead of disruptions\"})})}),\"\\xa0from similar events.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Explore the Legal Maze of Data Breaches - Discover the regulatory and litigation consequences in the aftermath of a data breach article by Supply Wisdom. Read it here: \"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(t,{href:\"https://www.supplywisdom.com/resources/moveit-data-breach-regulatory-and-litigation-repercussions\",motionChild:!0,nodeId:\"UVNsBi96_\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"MOVEit Data Breach: Regulatory and Litigation Repercussions\"})})})}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"})]});export const richText16=/*#__PURE__*/i(a.Fragment,{children:[/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/PpDSmlgu51nBhyh8n8fODKR49w.jpg\",srcSet:\"https://framerusercontent.com/images/PpDSmlgu51nBhyh8n8fODKR49w.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/PpDSmlgu51nBhyh8n8fODKR49w.jpg?scale-down-to=1024 1024w,https://framerusercontent.com/images/PpDSmlgu51nBhyh8n8fODKR49w.jpg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/i(\"p\",{children:[/*#__PURE__*/e(\"em\",{children:/*#__PURE__*/e(\"strong\",{children:\"\u201CIf you deprive yourself of outsourcing and your competitors do not, you're putting yourself out of business.\u201D\"})}),\"- Lee Kuan Yew, Former Prime Minister of Singapore\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Outsourcing has become an extremely popular business formula in the highly competitive world, over the past decade.\\xa0It is a business strategy, through which an organization contracts out key tasks to service providers, for achieving a business solution. In the present era, every other sector leverage outsourcing policies in some form or the other. The financial and banking sector is also not lagging behind. Amplifying competition in the banking sector has compelled banks to outsource some of their activities.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"In 2005 the Reserve Bank of India (RBI) drafted the \u2018Outsourcing\u2019 policy which mentions the usage of third party in the Indian banking sector. This \u2018third party\u2019 is defined as either an associated body within a corporate group or an external entity, which can execute operations on a continuing basis. By outsourcing activities, banks can shrink its risk by assigning activities to others with better capabilities and scale to manage the associated risk. Since then, the Indian banks have started outsourcing their services to be on the top of the race. This blog concentrates around the outsourcing challenges faced by Indian banks and what measures can be taken to avoid it.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Indian banks mostly outsource non-core services.\\xa0 This includes conserving and managing of software and hardware, maintaining data centers, supporting software application, disaster management and smooth execution of ATM networks across the country. \\xa0Non-core support services such as help-desk support, call-support services, credit card processing, ATM Cash replacement, loan servicing, data mining, etc., are taken care of through outsourcing. Lately, Axis Bank has outsourced its technical services. Often a team of professionals looks after the performance of ATM from a distant center and externally supports the banks through their domain expertise. The public sector banks of India are also not untouched by the policy of outsourcing. Bank of India (BoI) signed an outsourcing contract with India Switch Company in 2002. State Bank of India (SBI) outsources its networking services of ~1,500 branches and ~3,000 ATMs to Data craft. Similarly, Yes Bank, a private bank has signed an outsourcing deal with Wipro InfoTech. Thus, Indian banks outsource in order to enhance efficiency by reducing cost, and focus more on core banking. Indian banks save around 30-40% through outsourcing compared to any other captive outsourcing units.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"The Challenges: \\xa0\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"With the increasing outsourcing activities in the Indian banking sector, there lies inherent risks that needs to be identified and requires attention for risk mitigation. \\xa0A huge section of banks creates in-house working center, known as Captive BPO\u2019s. These Captive BPOs are like small firms that create their own delivery center internally at a fixed cost. The first and foremost risk associated with such a process is security. There must be a complete security mechanism to deal with the huge amount of data that are available with them. Over reliance on such centers can lead to leakage of important information and eventually, loss of control over the business. \\xa0Insufficient knowledge to supervise the service provider, poor service from the third-party, third-party practices not in line with listed bank practices, operational risk from the service provider\u2019s end, insufficient financial capability to fulfill requirements, inappropriate credit assessments, are some of the most commonly associated risks. Additionally, political, social climate and complex business continuity planning bring out further challenges.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"The Solution:\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"To overcome the challenges, the banks should not enter into an agreement with the service provider where there might be a clash of interests. Adequate control over the service provider is highly essential. Crucial activities which includes, account opening, sanctioning loans, investment portfolio management, should never be outsourced. The bank should ensure that the service provider does not leak information or data such as asset records, deposits and withdrawals. A service provider or third party should not have a stake in the bank. Additionally, the senior management should be bestowed with powers to evaluate the risks involved in outsourcing and a board should be responsible for its approval. The board should intermittently review the outsourcing arrangement and keep a check on its relevance. The capabilities of the service provider should be evaluated and made sure that they match the expected standard of the bank. The third party should only be involved after sufficient research. 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In the US, the primary participants were Domestic Managers, Runners, and Payment Processors. Domestic Managers guided the activities of Runners and supplied them with resources, including vehicles and credit cards to be used to pay business expenses. Runners acquired provisional \"GPR cards\" (General Purpose Reloadable) and then sent the information about these cards to the scammers who were working in call centers in India.\\xa0 When they reached the \"disbursement\" portion of the scam, the funds would be transferred from the victim to the Runner\\'s GPR card. 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The most vulnerable victims are reportedly recent immigrants to the US and the elderly, who quickly obey any order of authority, even when it seems suspicious.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"IT-BPO Industry versus Scamming Call Centers\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"Companies which were involved in the scam had not disclosed any statutory documents such as annual financial reports, profit and loss statements, and board resolutions of the firms since their incorporation in 2012. It should be noted that these centers, though termed as call centers, are not involved in providing any sourcing services, but are rather similar to the internet companies that con people. This is not the first time that companies in India have been accused of perpetrating the telephone impersonation scam. US law enforcement agencies first uncovered such a scam in October 2013 and exposed various fake entities in December 2013. India\u2019s trade association National Association of Software and Services Companies (NASSCOM) stated that it is proactively creating steps and recommendations with industry members and the government to deal with these illegal activities. It is also coming up with specifications with the US Federal Trade Commission by conducting training sessions to better tackle the situation in order to ensure long-term health of the industry.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"With rise in such frauds in the country, it is wise to be cautious. Proper due diligence must be conducted before partnering with call centers or choosing new suppliers. 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