The Covid-19 pandemic has everyone rethinking what steps to take for resilience today, and how to safeguard that resilience for an uncertain energy future. Nearly every oil and gas executive said, in the just released EY Oil and Gas Digital Transformation and the Workforce Survey, that their company will have to change how it operates coming out of the downturn. What’s implied by that result is that oil and gas executives don’t expect the market to ever go back to where it was.
They are right. Oil demand is unlikely to return to the path it was on before the pandemic. New ways of living, working and operating our day-to-day lives have taken hold and are likely to permanently transform traditional choices. When we get to
Accenture Security lists five other “extreme but plausible threat scenarios in financial services” in a new report.
Financial institutions have interdependent supply chains that offer a “broad, target-rich attack surface that adversaries can undermine,” a new report from Accenture warns. The firm listed it as the latest security trend gaining significance.
The six threats identified by Accenture are:
Supply chains, which introduce increasingly interconnected attack surfaces
Credential and identity theft, which continue to accelerate
Data theft and data manipulation, which stem from new vulnerabilities and cybercriminal behaviors
Emerging technologies, especially deepfakes and 5G, advance cyberthreats
Destructive and disruptive malware attacks, which spur multiparty and cross-sector targeting
Misinformation that is shaking trust in retail and government-backed banks
Attackers have been conducting supply chain attacks for years, the Accenture report noted. “However, supply chain threats to financial institutions in the past year have primarily involved technology service providers
They’re called either the Diaoyu Archipelago or the Senkaku Islands — eight rocks just a few miles wide, if that, situated about 125 miles southwest of Okinawa. They’re uninhabited, and generally so strategically unimportant that during negotiations for the Treaty of San Francisco in 1951 that established Japan’s territorial borders, diplomats forgot to mention them. They remained “occupied” by the US until 1972. Today, Japan claims them, but so does China and so does Taiwan. From a distance, they look like the tops of old furniture floating just above the waterline after a flood.
Submerged reefs make for wonderful fishing. During the first week of September 2010, several unlicensed Chinese trawlers were spotted operating in what Japan calls the Senkaku. Depending on who tells the story, there may have been as
At the beginning of 2020, things were really falling into place for Boston-based Fortify. The young 3D printing company was planning a springtime move to a new headquarters with triple the floor space and room to grow, planning to start shipping their first 3D printers in the summer. Such big moves are significant milestones for any company, and all the more so when they represent the first tangible strides into the market for a four-year-old startup. That was, of course, all the plan before Covid-19 grabbed the globe.
While the pandemic has obviously been a hard-hitting operational disruption on top of the devastating health consequences so many have faced, Fortify has achieved its goals anyway — and then some.
“At a high level, everything became more logistically intensive,” Co-Founder and CEO Josh Martin, PhD, said with a laugh as we discussed the strategic shifts undertaken. The Fortify team has not
From toilet paper to industrial chemicals, there’s no doubt the COVID-19 pandemic has been disruptive to global supply chains.
But how important are large, multinational companies in maintaining both local and international logistic networks and should governments be so focused on maintaining larger organisations through subsidies and bail-outs over their smaller counterparts?
A new network analysis by researchers from the University of Sydney’s School of Project Management and the Centre for Complex Systems within the School of Civil Engineering has found that large, multi-national organisations are not always as crucial to local supply chains, and that it’s sometimes the smaller operators that can deliver the hardest logistic shocks to a community when disrupted.
“In the current context where a pandemic is spreading in the world, industry output has already been severely impacted and supply chains have been disrupted. The full effect of this will only become apparent in coming months