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News

COVID-19 is both a health crisis and economic crisis. Lockdowns caused GDP to plunge 12% in the EU and 33% in the US in the second quarter of 2020.

Experts rank durable mass unemployment first, and think that, in the long term, younger people who are just entering the job market are likely to be affected most.

In the UE, macroeconomic risk is felt most acutely in Spain, followed by Mexico. Unemployment in the US has risen to above 10%; notwithstanding, just a few US experts consider macroeconomic risk to be important (*).

By other hand, financial risks have also risen up. Global net public debt is expected to rise to 85.3% this year from 69.4% last year. This will change the playing field for younger generations, who will inherit unprecedented levels of debt. In the future, when normal monetary policy resumes, it may cause a crisis particularly hard for emerging markets.

Concerned and vulnerables

(*) AXA Future Risk Report

Experts think that risks will continue to force governments to respond to and recover from shocks that are already realized and prevent and mitigate the impact of those that are still to come. Insufficient responses will prolong the economic and financial damage from the pandemic and, in some cases, will cause political instability as dissatisfied citizens punish ineffective governments.

Beyond health, the pandemic is acting as an accelerant of existing geopolitical themes and trends. These pre-existing trends now accelerated by COVID-19 include the trajectory of China’s relationship with the world (and especially the United States), technology competition, supply chain reordering, policy responses to global climate change, nationalist and protectionist policies, and the role and appropriate use of industrial policy, among many other themes.

In words of Renaud Guidée (AXA Group Chief Risk Officer), “The pandemic has exacerbated inequality. The fact that white-collar workers could safely work from home during lockdowns, but blue-collar workers couldn’t, and were therefore more exposed to the virus, symbolized this. It’s another factor that may undermine social cohesion in many Western countries.”

The pandemic has showcased the strength of the internet, despite some early concerns about how telecommunication and data networks would handle substantially increased loads, in general, internet infrastructure has held up well during the crisis. Cybersecurity has fallen one place to be the third-most- important risk to society, but it is still considered to be a major threat. Despite this notable success, business continuity is now increasingly reliant on a small number of influential technology companies. As lockdowns took hold, previously unknown videoconferencing apps became household names overnight, as millions of companies and households came to rely on their services to conduct business and stay in touch with friends and family.

Geopolitical risk drives businesses to reassess supply chains; so that, many of them are looking at their supply chains, reducing their dependency on certain suppliers, or suppliers from particular countries, and creating more flexible and/or regionalized supply chains. By other side, many governments around the world have taken ownership stakes in strategically important businesses to prevent them from going bankrupt during the pandemic. With greater control of businesses, they may be tempted to use protectionist measures.

 

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News

The CIP (Confederation of Portuguese Business), once again expresses its concern about the lack of agreement in the negotiations between the United Kingdom (UK) and the European Union (EU).

 

CIP reiterates the great importance of reaching an agreement to protect trade relations between the EU and the UK this week before the last negotiation round of 15 and 16 October.

 

The CIP Chairman also recalls companies and economies’ notable weakness arising from the current Covid-19 pandemic scenario. He warns of the cost burden that would result from a failure in the negotiations. He adds, however, an emphasis of hope when he says he considers “that it is still possible to reach a reasonable agreement in good time, but to achieve it is needed political will.” 

 

A study promoted by CIP in 2018 “Brexit: The Consequences for the Portuguese Economy and Business”, pointed a negative impact on exports of around 26% if there was no agreement between the EU and the UK. 

In order to help companies prepare for the end of the transition period, the Commission has developed guides which can be consulted here.

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News

Representatives from a wide range of areas warned of the No-DEAL risks and the short time remaining for negotiations between the United Kingdom and the European Union. Given the increasing tensions between the two sides, British economic players are beginning to reveal the value of increased costs they will face shortly.

The British Retail Consortium (BRC), a trade association representing UK retailers, warns that if the BREXIT agreement fails, the tariffs on food and drink imports will impact around £3.1 billion a year. It is also expected that this additional cost will be passed on to the final consumer, i.e., food prices will necessarily get higher. Food retailers say there is no other way.

A government speaker has already said that “it would be beneficial for both parties” to avoid rising food prices. And he argues that “the UK is a major importer of food and other goods and avoiding tariffs would be good for both sides, particularly given our commitment to high regulatory standards.”

On its side, European companies are also concerned about the absence of a trade agreement, pointing to considerable losses.

The possible chaos at the Kent border is further exacerbated. Although transportation by lories has been considered from the outset and seen as an extremely sensitive factor, plans such as the Kent Access Permit, which includes monitoring plate registrations to avoid queues of thousands of trucks, are still being worked on in recent days. The truth is that if there is no agreement and the tariffs are applied, the supply of food, fuel, and other products essential for the functioning of the economy may be affected.

Expectations are growing every day as alerts to economic actors multiply. Are they really prepared for the No-Deal? What opportunities are there for the new reality?

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News, SECURITY

Cybersecurity is directly related to a company’s reputation. Suppose an organization is the victim of such an attack or incident due to a recognized security breach. In that case, the consequence is a loss of confidence in that organization because it is in sight of the lack of attention or care of its responsible persons regarding protecting its clients’ information and personal data.

Consumers are increasingly aware that their personal information is valuable and should be protected; failure by an organization to take adequate measures for such protection represents a breach of that trust, which is essential for establishing and maintaining business relationships.

In some cases, the reputational damage can even be considerably more significant than the economic damage since it affects the company’s commercial image and its potential to generate business relationships.

Thus, information security has become an essential element of the organization’s strategy, whether public or private, which must include control policies and procedures to ensure the integrity, access, and confidentiality of the information used in their activities. 

So it’s evident the need to implement a phased process to identify and assess risks, improve security procedures, quantify the burden of an eventual transfer of risks, and respond to attacks and other incidents that lead to the loss of information. Only a correct definition and implementation of this process will ensure the limitation of technological, legal, regulatory, financial, and reputational impacts.  

The identification and evaluation phase aims to map risks, analyze them and quantify their impacts. Main threats and vulnerabilities, the sources of the risks, the probability of their occurrence and the impact they may have on the business, as well as the priority actions to take, must be documented.

The next phase focuses on improving control mechanisms to limit the probability of occurrence and the impacts of previously identified risks. This work will culminate in a set of tools that will allow changes to management processes: a list of control mechanisms and objectives, a risk management plan (which includes accepting residual risks), and an implementation plan for the control mechanisms.

  The third stage is the economic quantification of the impact of risks, using a detailed analysis to determine the financial consequences of a loss of information in the previously identified contexts, evaluating the losses in the extreme scenario of a total loss and the intermediate hypotheses that estimate maximum probable losses. The aim is to evaluate the cost of a risk transfer to the insurance market and, if necessary, to facilitate such transfer procedures.

The last step is to define the response process to detect, communicate, evaluate, and manage incidents. This process’s results should be used to improve and strengthen other change management plans, namely internal awareness and training of the organization’s employees. Furthermore, internal training programs are essential elements to consolidate the organization’s awareness of cybersecurity and mitigate its breakdown risks.

The fact that companies often use external entities to provide IT services deserves special mention. These service providers have access to the company’s technological systems and are intimately familiar with its information management architectures and models. For this reason, the creation of security policies must pay special attention to relations with entities outside the organization. There is no point in having sophisticated security measures and control procedures if they are not respected by external entities with access to the company’s information systems.The last step is to define the response process to detect, communicate, evaluate and manage incidents. The results of this process should be used to improve and strengthen other change management plans, namely internal awareness and training of the organization’s employees. Furthermore, internal training programs are essential elements to consolidate the organization’s awareness of cyber security and mitigate the risks of its breakdown.

The fact that companies often use external entities to provide IT services deserves special mention. These service providers have access to the company’s technological systems and are intimately familiar with its information management architectures and models. For this reason, the creation of security policies must pay special attention to relations with entities outside the organization. There is no point in having sophisticated security measures and control procedures if they are not respected by external entities with access to the company’s information systems.

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