Tag: pandemic

By Londiwe Buthelezi for News24

With Covid-19 waging a brutal war on human life, 2020 became one of the toughest years for insurers as death claims surged to levels not seen in recent history.

Insurers paid R522.7-billion to policyholders and beneficiaries in 2020 after fielding almost half a million (434 216) legitimate death claims.

But the industry had to deal with another epidemic: fraudulent claims which sought to fleece the industry R587.3 million.

Those providing funeral insurance were the hardest hit as 2 282 of the reported 3 186 cases of fraudulent claims related to funeral cover.

From a desperate family that laid a dead body on the road so that it can claim accidental cover to syndicates who buy dead bodies or prey on drug addicts, fraudsters had plenty of tricks up their sleeves.

The insurance industry’s representative body, the Association for Savings and Investment South Africa (Asisa), said it was not surprised. Even before the desperation brought by Covid-19 as people lost incomes and some stayed with bodies they didn’t know how they’d bury, insurance fraud was rife in SA. In 2019, SA insurers reported 2 837 fraudulent and dishonest claims to the value of R537.1 million.

READ | Unlawful for insurers to push exorbitant funeral cover increases, says regulator
Megan Govender, the convenor of the Asisa forensics standing committee, said funeral insurance has always been a soft target for fraudsters. But the Covid-19 pandemic has made it worse as the desperation due to job losses drove more people to resort to crime, especially because the excess deaths last year made it easier to source dead bodies for fraudulent claims.

“Since funeral insurance policies do not require blood tests and medical examinations and are designed to pay out quickly and without hassle when an insured family member dies, criminals and dishonest individuals most commonly try their luck in this space,” said Govender.

Some hair-raising cases

Asisa said the buying of dead bodies often involves syndicates and mortuary employees. The syndicates buy dead bodies and then use them to claim against policies that were fraudulently taken out some months earlier. They usually buy unclaimed bodies.

Another modus operandi involving syndicates targets drug addicts and alcoholics from poor communities with a promise of a job to obtain their personal details and fraudulently buy funeral cover for them.

When the waiting period lapses, the syndicates then have to find a body, which could be done through the purchase from a mortuary. But Govender said in one incident, the syndicate tried to murder the addict they’d covered. But the victim escaped.

However, it’s not just the syndicates that insurers have to worry about. One family collected the body from the mortuary before the death was registered and “purposefully” placed it on the road. It reported a hit and run accident and submitted a claim.

Govender said cases of families so desperate for funeral cover payouts are common, especially when the person died while they were still under the waiting period that insurers impose. Some resort to these tricks as accidental death benefits have no waiting period.

As for the other insurance products, Asisa said there were 388 fraudulent life insurance death claims totalling R264.3 million. Policyholders submitted 325 fraudulent and misrepresented disability claims, 141 hospital cash-back claims, and 50 retrenchment claims. KwaZulu-Natal had the highest number of detected fraudulent claims, followed by the Eastern Cape.

 

By Londiwe Buthelezi for News24

Consumers are facing heavy debt pressure as the impact of the pandemic continues to hit home.

DebtBusters says the number of people approaching it with debt counselling inquiries rose 18% in the second quarter of 2021, compared to the same time last year when SA was under the harshest lockdown level.

DebtBusters said while more people might be back at work now, many consumers are seeking help because of the after-effects of the lockdowns. Reduced incomes because of stop-and-go economic activities in the past year meant that many people’s ability to borrow has narrowed.

“It is clear that the debt situation of SA consumers has further deteriorated recently. In the absence of a meaningful increase in real income growth, SA consumers continue to supplement their income with more unsecured credit,” wrote DebtBusters.

But the company also attributes this pressure on consumers to the long-standing decline in real incomes in SA.

According to DebtBusters’ calculations, while nominal incomes in the country have increased 3% compared to 2016 levels, the cumulative inflation growth of 24% over the same period means that real incomes have shrunk by 21% over those five years.
With real incomes moving the opposite direction of living expenses, more people have been borrowing to supplement their incomes just to get by.

Unsecured debt, which includes credit cards, overdrafts and personal loans – debt usually used for consumption – has increased by 32% for the average client who approached DebtBusters since the second quarter of 2016. Top earners’ unsecured debt levels are now 49% higher than five years ago.

As the debt mounts, more consumers consistently need to spend around 60% of their take-home pay to service their debt, at least until they turn to debt counsellors for help.

DebtBusters said in the second quarter, the debt-to-income ratio for all income bands (among their clients) increased to its highest levels to date. This is the percentage of people’s gross monthly income that goes towards paying their monthly debt obligations.

Among their clients, the debt-to-income ratio sat at the average of 122% across the income bands. But for those taking home R20 000 or more per month, it increased to 152%. In the second quarter of 2016, these consumers’ debt-to-income ratio stood at 126%.

“With all this said, there is some positive news. The number of clients completing debt counselling successfully has increased by sevenfold over the last five years,” wrote DebtBusters.

 

Nearly 18 months after we left the office, businesses should not simply try to pick up where they left off and hope people return to the workplace environment as it was before.

Linda Trim, director at Giant Leap, says: “There are no precedents to follow in the aftermath of a global pandemic. Giant Leap has devised a list of 7 ‘must do’ actions that corporations, large and small, should consider when attracting new employees and welcoming back old staff, in light of unfamiliar working reality.”

Have a clear idea of who needs to be present in the office

Do you really need an in-office presence to order supplies or make cold calls? Smart business have learned that productivity is not a function of location; many job functions are location independent. “Identifying groups that can re-enter the workplace in phased stages is critical, based on the impact of location on the job function,” says Trim.

Begin to make the workplace ‘work ready’

In keeping with the primary goal of promoting a seamless transition back into the workplace, what needs must you address? Dedicated spaces for phone conversations? Expanded access to Wi-Fi? White Boards and erasable markers? A primed, well-prepared workplace evokes the feeling of homecoming as an alternative to yet another upheaval in the normal routine of life.

Creatively repurpose under-utilised space

The key to repurposing space is to ensure that it still benefits your company in its new incarnation. “For example, the addition of a coffee bar, ping-pong, day car or fitness room may seem like the perfect choice for repurposing empty space. It’s easy, inexpensive employee-centred fix,” says Trim.

Consider a workplace in the absence of assigned offices and/or dedicated seating

“The traditional office model of mazes of assigned workspaces has run its course and will be discarded in favour of a looser, more utilitarian work environment,” Trim notes.

“For anyone over the age of 40, this will likely be the most disruptive change they will encounter, while for those younger than 30, this will be welcomed as an engaging, community oriented working environment.” Strategies designed to allay anxieties, and promote acceptance, will require corporate investment and in-house promotion to accelerate acceptance and usage and promote well-being.

Create on-demand workplace services

In the absence of a full time onsite workforce, you no longer need a fully stocked canteen to feed employees that have opted for remote work settings. The same principle applies to workstations, conference rooms and lounging areas and parking garages. “The focus should be on adjusting workplace solutions for employees from an ‘on-site’ suite of services to ‘on-demand’ services,” Trim adds.

Make employee wellbeing a top priority

Employee wellbeing is a vital element for companies that want to attract and maintain top talent. A new generation of millennials entering the workforce seek companies that offer the right environment and values. “These workers need a workplace environment that is energising, engaging, and connected to the broader corporate community. Wellbeing is a theme that cuts across multiple aspects (safety, health, morale) of the workplace.

“Wellbeing is of paramount interest to executives today. The benefits of any post-pandemic workplace strategy must equally apply to all employees, regardless of income, education, or location,” Trim concludes.

Emerging successfully from an economic downturn and global pandemic is no easy feat, especially if you are an SME business without large cash reserves to see you through. How do entrepreneurs combat these difficult times and come out the other side relatively unscathed?

Warren Bonheim, MD of Zinia, a leading ICT and telecoms provider, shares his strategies for success that have seen Zinia thrive through tough times.

Embrace customer reviews

Word of mouth has to a certain extent been digitised with many customers often deciding who to contact off of google and social media reviews. This strategy embraces transparency by asking customers to go public with their experience across digital platforms.

Bonheim says feedback directly from the mouths of the customer has a unique way of driving a culture of continuous improvement and dedication to customer excellence.

By focusing on customer experience as a priority in your business, you can determine if you are delivering on your service promise or not. Simply asking what your customers are saying about your business also allows you to benchmark your service and find a starting point to improve. However, exposing your business by actively seeking out customer reviews is not without risk.

“Opening your business up to customer feedback is daunting because there is absolutely no control over what people will say,” says Bonheim. “In addition, it is human nature to criticize and not take the time to give positive feedback.”

Whilst this approach may open a business up to negative reviews, these reviews allow business decision-makers to create targeted intervention programmes to improve their services that are far more resource-efficient in the long run.

Invest in people and service

During tough times leaders may seek to cut costs through their wage bill. However, making a strategic decision to not carry out retrenchments may be better as it allows you to protect the livelihood of employees who make a high level of customer service possible.

This also proves that you are loyal to your employees, preserving employee satisfaction and motivation which leads to a productive and positive company culture.

Zinia made the decision to stand by their employees and demonstrate their commitment to personalized service by limiting retrenchment during the Lockdown. They also improved the customer experience by incorporating easy to understand tools, sales documents, processes, checks, SLAs, and customer satisfaction surveys to make dealing with the company effortless. In the same way, links to provide customer feedback are readily available at a variety of touchpoints, making it easy for customers to share their thoughts.

Give recognition

Getting buy-in from executive-level members is also imperative to implementing these strategies. Reviews both positive and negative should be monitored regularly by executive level company members. This allows positive reviews and the employees responsible for them to be given validation and recognition. Negative reviews can be investigated and the challenge properly identified – be it in processes, people, or systems – to inform future strategies on how to improve the business.

Bonheim says, “When we get a positive review everyone at Zinia celebrates, and when we get a negative one, we see it as an opportunity to learn. It is difficult not to take a negative review personally at Zinia because every staff member is so passionate about customer service. However, we know we are doing something right when 97% of our customers rate us a 4 out of 5 and above for service excellence.”

Creating a positive service culture internally through internal communication initiatives and leading by example is essential. After all, if your company members don’t believe in what you are doing you will struggle to implement any strategy within the company.

Digitise appropriately

Another strategic decision that paid off for Zinia was investing in a digitization strategy in 2018 that carefully considered which key business processes could be automated to support, manage, and sustain the businesses growth.

Automation has an incredible capacity to drive efficiencies and ensure that customer service is not compromised by lightening some of the manual administrative load. Investments in IT systems, customer engagement and ticketing, productivity monitoring and more, allowed Zinia to remain strong during 2020 when other businesses struggled.

The leader’s investment in an IT managed services platform known as ZMS allowed them to virtually manage their customer’s IT and network environments; improve efficiency and productivity of their own internal resources; proactively service their customers and minimise their downtime.

Effective digitisation has the benefit of allowing a company to be flexible and pivot according to challenges, big or small, that they may face. During a crisis situation like the pandemic, a solid digital infrastructure allows for remote working when needed, providing everything that the employee needs – internet, access to business systems, telephony and so on – so they can work productively.

Any good business strategy should focus on implementing the systems and controls necessary for the company to scale and provide the flexibility to react quickly. In Zinia’s case, their combination of systems and entrepreneurial flair allowed their team to quickly investigate the implications and opportunities within the crises when international rumours of a lockdown first began.

This resulted in the company being ready for lockdown with remote working solutions that included hosted VoIP (Voice over IP) PBX and custom productivity tools that could be delivered virtually. These solutions answered a very real business need in the market: How to manage employee’s remote activities and identify operational inefficiencies, productivity trends and prevent any IT security risks of remote working.

Embracing a digital way of interacting includes benefits such as increased sales activity and output of work, reduced travelling costs, reduced time spent travelling, reduced printing costs and so on.

Using these business strategies above can combat downturns in the economy, provide consistent feedback on business health and help clients trust organisations that deliver value in today’s world. Creativity and innovation are key to running any business, but especially in rapidly changing climates, they can make or break your success.

Businesses with strong growth strategies, forward-thinking decision-makers and positive workplace culture are emerging from the pandemic stronger than ever. Whilst many will agree that a fully work from home approach is not sustainable, with the correct strategy and investment in infrastructure we can effectively marry in office and work from home scenarios and create more resilient companies, with leaner operating models and more positive culture that recognise and support the human element of successful businesses.

Kulula flights stopped until September

Source: MyBroadband

Comair has extended the suspension of Kulula.com and British Airways flights until 31 August 2021, following President Cyril Ramaphosa’s announcement that South Africa will remain on lockdown level 4.

Comair said the prohibition of all non-essential travel in and out of Gauteng means there is limited demand for business travel.

Comair suspended all scheduled flights from 5 July 2021 with the intention to start flying again on 30 July 2021.

However, given the uncertainty of the expected length of the recently adjusted level 4 lockdown, Comair decided to suspend flight operations until 31 August 2021.

“This decision has been taken in the interest of the well-being of employees and customers,” Comair said.

“Without Government engagement with or support for the aviation sector and associated services, the ability to plan constructively for a meaningful service beyond 30 July 2021 is exceptionally challenging.”

“Taking the potential variables into consideration, Comair plans to resume scheduled operations on Wednesday 1 September 2021.”

Comair CEO, Glenn Orsmond, apologised to customers affected by the suspension, adding that the decision was not made lightly.

Tickets for travel with Kulula.com from 28 June 2021 to 31 August 2021 will remain valid for 12 months until 31 August 2022. No change of booking fee or fare difference will be charged.

 

As many South African workers continue to work from home, many feel increasingly tired, stressed and uncertain about the future which is leading to rise in mental health concerns.

Linda Trim, director at Giant Leap, says: “Coronavirus and the imposition of lockdowns year has significantly raised mental health challenges.

“These are some of the major factors that have contributed to the stress and anxiety during this time:

  • Disrupted work-life balance: Balancing the work and personal life has become a major issue during this period. Extended hours of work just to finish off the task has led to the severe disruption of work-life balance.
  • Uncertain future: “Uncertainty about one’s career prospects for the future can be frustrating and worrying,” Trim said. “And it’s especially challenging for younger workers trying to learn from more experienced workers and trying to get ahead in their careers.”
  • Financial uncertainty: The economic impact of lockdowns has proved ruinous for many economies. “Many people live in fear of losing their jobs,” said Trim.

But there are ways to push back against the anxiety. This is how you can preserve the mental health while working from home:

Have separate areas for work and play: It is recommended to have a dedicated workspace to help you stay focused when working remotely.
“Having separate areas for work and play also makes it easier to mentally move from work mode to home mode,” says Trim.

Don’t use your work computer in your free time: Just like having different locations for work and private life, it’s important to separate your work tools from your play tools. The most obvious example is your laptop. “If you can afford it, make sure you don’t use the laptop where you are drafting your best selling novel for any other activity,” Trim advises.

Go for a walk after the workday is over: “If it’s safe and you can observe covid rules, go put for a walk or bike ride as soon as the workday is over. This will help you mentally switch to ‘home mode’ by getting you focused on a different activity, thereby relaxing your mind,” says Trim.

Do exercise to keep both your body and mind healthy: If you cannot or are worried about going out, do some exercises or stretches at home. Not only will physical activity help you divert your mind from work, but it will help you stay in shape and help you relax.

Plan your after-work time: When everyone is locked in and there isn’t much life outside your home, it’s difficult to break yourself away from work. Says Trim:” It’s essential to keep a check on what you are doing after work. Make plans beforehand so that it makes you look forward to finishing off the work.”

“It’s also really important to stay in touch, keep connecting and talking to each other, particularly friends and family,” Trim concludes.

By Rudolph Nkgadima for IOL

While Gauteng premier David Makhura considers imposing further restrictions in the province, in an effort to curb the increasing number of Covid-19 infections, some health experts are saying they will not be enough.

In the past few weeks, Gauteng has seen a sustained steady increase in Covid-19 cases and is the epicentre of the third wave, accounting for about 60% of the latest daily increase.

Welcoming the military health personnel deployed to help health-care professionals in the province on Monday, Makhura said a stricter lockdown could be announced soon as the number of new cases and hospitalisations continued to soar.

However, health expert Dr Kgosi Letlape said Gauteng was left with only one option.

“The only thing that we can resort to are the non-pharmaceutical intervention methods which have worked for us during the first and second wave. People should be behaving as if we are on level 5 because the numbers are too high,” he said.

Letlape said restrictions on social gatherings needed to be tightened.

Life Healthcare group chief executive Peter Wharton-Hood said further restrictions would not improve the situation.

“The infections are already in the system; a hard lockdown is not going to prevent the peak. The social consequences of a hard lockdown and the economic consequences are grave for those people who are not able to work,” he said.

“Prevention is better than cure. I think that the learnings of wave 3, for us, is a direct result of social behaviour and people not taking the necessary guidelines and following the obvious advice that has been given to them for months. Social distancing, wearing masks and responsible behaviour are the best ways to prevent this outcome,” he said.

The provincial coronavirus command council is set to meet on Tuesday when further restrictions are expected to be discussed.

 

By Theo Leggett for BBC News

Disruption in the global container shipping industry shows no sign of being resolved quickly and could lead to shortages in the run-up to Christmas, say industry experts.

An outbreak of Covid-19 in Guangdong province in southern China has caused acute congestion at the region’s ports.

As a result, shipments have been delayed, exacerbating tensions within global supply chains.

And the knock-on effects could take many months to resolve.

The problems in Guangdong are just the latest in a series of severe setbacks for the industry. Shipping firms have been struggling to cope with dramatic fluctuations in demand triggered by the pandemic, as well as the consequences from the recent blockage of the Suez Canal.

The global nature of the sector, and the lack of spare capacity within it, means that problems in one region can have ripple effects around the world for several months.

Diversions
Yantian International Container Terminal is one of a number of ports in the Shenzhen region, which collectively form a vital gateway for exports from the Pearl River Delta, a major Chinese centre for manufacturing and technology.

Since late May, the terminal has been operating at a fraction of its normal capacity, with operations restricted due to controlling the spread of Covid. This has led to severe congestion, with dozens of ships waiting outside the port for a berth to become available.

“One of the biggest ports in China has basically closed down for close to three weeks. They have some berths in operation, but nowhere near enough”, says Nils Haupt, communications director at the German shipping line Hapag-Lloyd.

Over the past few days, shipping lines have been diverting vessels away from Yantian to other nearby terminals in the Delta area. But, according to Mr Haupt, that has been creating its own problems.

“You can use ports like Shekhou, you can use Nansha, you can use Hong Kong; but what we’re seeing right now is that delays are piling up there as well,” he says.

Jams
The growing crisis in southern China is just the latest blow to hit the shipping industry, which has been suffering from acute disruption for more than a year.

A dramatic slowdown in the early stages of the pandemic was followed by a frenzy of activity, as customers, unable to travel or socialise in their normal ways, ordered more consumer goods.

This sudden shift in demand, from famine to feast, threw delicately balanced supply chains out of kilter. Ports in Europe and North America became clogged, with too many vessels arriving at the same time, while the supply of empty containers for new consignments dried up, because too many of them were sitting at quaysides around the world.

Then came the blockage of the Suez Canal in March. The closure of one of the world’s busiest shipping lanes delayed hundreds of ships. But when it reopened the sudden arrival of the delayed vessels triggered new congestion at European hubs such as Rotterdam and Antwerp.

UK shoppers warned of summer products shortage
The cost of the Suez Canal blockage
“We were just beginning to see light at the end of the tunnel,” says Mr Haupt. “But then unfortunately we ran into this situation in Yantian.”

Constant crisis
According to Peter Sands, chief shipping analyst at the industry organisation Bimco, the sector is used to responding to crises.

“On a global network scale, these states of emergency are a permanent situation right now,” he explains.

“But the issue with Yantian is, we need more transparency and openness from the local authorities. And we aren’t getting that, which means there is a lot of uncertainty in developing contingency plans.”

The hope within the industry is that the situation in Yantian will be resolved as rapidly as possible, although experts warn that when that happens, it will lead to a surge in shipments from the region, which could cause further bottlenecks elsewhere in the supply chain.

“Because the system is so overloaded, every time one of these things happens now, the system is already at breaking point, or past breaking point, so anything else just adds grist to the mill,” explains James Baker, containers editor at shipping industry publication, Lloyd’s List.

For this reason he expects the disruption to continue for at least another 12 months, with consumers in Europe and North America continuing to face much longer waits than normal for their goods.

Crazy Christmas
For UK retailers, this raises the real prospect of a shortage of goods ahead of the Christmas shopping period. Even under normal circumstances, they begin to acquire seasonal stocks from China months in advance, with the process beginning in the late summer.

“One of the issues at the moment, which is aiding the congestion, is the fact that everyone knows that the lead times are really slow, so retailers are booking their Christmas goods already,” says Mr Baker.

“Traditionally, the peak season for container shipping starts in the third quarter as everyone stocks up for the holiday season in the west, but this year we’re just in a permanent peak season already, and heaven knows what’s going to happen come August or September. It could get crazy. It’s very hard to tell.”

The situation could improve, he says. But, slightly tongue-in-cheek perhaps, he has some advice for consumers: “If you want to get something for your family for Christmas, start shopping now.”

 

Final dates set for the 2021 school year

By Se-Anne Rall for IOL

Thousands of learners are expected to head back to school next week following a delayed start due to a second wave of the deadly Covid-19 pandemic in South Africa.

Based on the approved and final school calendar for 2021 that has been released, learners are expected to hit the ground running from Monday until the end of the first term, April 23.

The second term is expected to start on May 3 and will continue until July 9, while the third term will run between July 26 and October 1. The fourth term starts on October 11 and ends on December 15. Learners are being given 40 weeks of learning in total.

While learners are due back only next week, school management teams returned last month to prepare for the year ahead.

KwaZulu-Natal Premier Sihle Zikalala said schools in the province were ready to open for the 2021 academic year.

He said considerable progress was being made to address minor outstanding issues. Oversight committees would visit schools on the first day back.

“The main aim is to have the first lesson during the first hour of the first day of school,” he said.

For the safety of school communities (learners, teachers and non-teaching staff), the Department of Education has made good progress to ensure that all the Covid-19 essentials are delivered to schools before the arrival of learners. This includes the provision of water and sanitation facilities.

The department has also confirmed that a media briefing on the approval of the results of the 2020 national examination is due to be held next week.

The briefing will be livestreamed via the UmalusiSA Facebook and YouTube accounts.

 

By Johan Scheepers, country head at Commvault South Africa

The Covid-19 pandemic forced many businesses to swiftly adapt to a digital world. Working from home is set to become the ‘new normal’ for many workers who previously went into a corporate office environment. But protecting businesses from the effects of the pandemic goes beyond simply keeping employees safe and healthy. In addition to driving a growing Work From Home (WFH) movement, the rapid digital shift also sent cybercrime into overdrive. Businesses that do not prioritise data management in this digital world place themselves at a serious risk of security and compliance issues.

Data governance has not changed

Although the physical boundaries of many organisations have shifted to include a remote workforce, the policies around data governance and data protection have not changed. In fact, it is important to be more vigilant than ever, and actively work to extend these policies and processes to the edge.

WFH makes data more vulnerable, because of the many new toolsets it introduces as well as the potential for data to be stored in unsanctioned locations and on unsecured devices. Collaboration tools by their nature require the sharing of data, which can create a sensitive data risk if these tools are not brought into the data management strategy. Remote workers may also be saving sensitive files on the endpoint devices, which further complicates data governance. Endpoints are one of the biggest data risks, especially when it comes to highly targeted spear phishing attacks.

Access and permissions need to be managed

WFH highlights the risk of data access and permission – for example, a person may download a file, and then email it to their personal account, save it on their laptop and then send it to colleagues for comment. This generates multiple versions of files that may contain sensitive information. In turn, this not only creates additional vulnerabilities, but makes compliance with the Protection of Personal Information Act (PoPIA) and other data protection legislation like the General Data Protection Regulation (GDPR) practically impossible.

Organisations need to be able to identify sensitive data as well as whether or not employees actually need to be able to access it. It is also important to put policies in place around what can be done with the data if it is permissible to access it. Should employees be able to download it? Where should they be able to save it? How should they be permitted to share it? This is crucial for governance as well as compliance purposes.

On the hotlist

Security and compliance are always essential, but even more so in the current climate. South Africa is a hot target at present, and many large organisations have been hit with ransomware in recent times. Security is obviously paramount, but alongside it is the need to educate users about security risks. An organisation’s network is like an egg – the shell is tough, but once it is penetrated the insides are an easy target. The WFH movement has simply increased the attack surface, or the soft part of the egg, and bad actors are using this to their benefit to speed up ransomware attacks.

Compliance regulations enforce the protection of company data by law, but the reality is that data management is necessary and even beneficial, even without the risk of fines and reputational damage. Data protection itself has come a long way over the years and is now offered as a service that runs seamlessly in the background, so it is not an invasive practice. This needs to be combined with a single, cohesive view of data across the organisation, to improve efficiency and mitigate risk.

At the edge

The edge is the most vulnerable point of any network, and with the edge now extended into homes and remote offices, data management is key. This multi-cloud hybrid environment means that data is scattered across locations, so a proper toolset to provide a single view of risk is paramount. If you cannot see your data, you cannot manage it. It is essential to identify data, understand where you are at risk and what your exposure is, and know how to apply regulations to ensure adherence and compliance. Preventing the pandemic from affecting your business is about more than social distance – you need to look after your data as well.

 

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