The Institute of Internal Auditors is pushing back against part of a proposed new standard on audit confirmations from the Public Company Accounting Oversight Board, saying it would jeopardize the traditional relationship between internal and external auditors and criticizing the implication that internal auditors are untrustworthy.
IIA president and CEO Anthony Pugliese sent a comment letter Friday to the PCAOB acknowledging that "although the recommended policy change minimally impacts the provision of internal audit services, it represents a significant departure from the regulatory status quo regarding the relationship between internal and external auditors."
The IIA is objecting to a section of the PCAOB's proposed confirmation standard that states, "Involving internal auditors or other company employees in these activities would create a risk that information exchanged between the auditor and the confirming party is intercepted and altered."
He believes that implies internal auditors are "untrustworthy or incapable of exhibiting due care in the performance of their duties."
Pugliese also objected to comments in a Wall Street Journal article in which unnamed PCAOB officials were cited as saying that the goal of the proposed standard is "to make sure that internal auditors don't manipulate the confirmation requests before they go out or the responses after they come back."
Pugliese denounced that characterization as "false and inflammatory" and "completely unwarranted."
The PCAOB proposed the standard in December, replacing an interim standard that hasn't changed for two decades. The proposed auditing standard would take into account advances in auditing technology, but would apply to all methods of confirmation, including paper-based and electronic communications. The older interim standard is one of the many inherited by the PCAOB in 2003 from the American Institute of CPAs after the Sarbanes-Oxley Act of 2002 created the government-backed audit regulator (see story).
Pugliese objected to the proposal soon after it was issued in December, contending it would unfairly put internal auditors at the center of an effort to regulate issues within CPA firms (see story). However, the comment letter takes aim at the implications of the standard as far as the role of internal auditors, arguing that the proposed change in the standard was presented without any apparent explanation or evidence for the need for such a change.
The PCAOB did not immediately respond to a request for comment.
Previously, the PCAOB's standard for evaluating internal auditors has been the Accounting Standard 2605 (AS 2605), "Consideration of the Internal Audit Function," in which the PCAOB specifically acknowledges that "internal auditors maintain objectivity with respect to the activity being audited."
Pugliese contended the "incongruity between the PCAOB's positions in AS 2605 and the present proposal creates regulatory mixed messages" and "jeopardizes longstanding collaborations between external audit firms and internal auditors."
To address these issues, the letter calls upon the PCAOB to maintain AS 2605 as the standard for evaluating internal auditors' involvement in the confirmation process and to make modifications in the proposed language for the new standard.
"While the scope of responsibilities for each profession is different, internal and external auditors must work in harmony to ensure that the governance, risk and control processes are in place and adequately working," Pugliese wrote. "Disparagement of either audit function — particularly from a government regulatory agency — undermines this partnership and risks engendering public mistrust in the auditing profession."
He called for an open dialogue with PCAOB chair Erica Williams and other PCAOB members to discuss the internal audit profession's concerns about the proposal and to work together to address them.
LAKE MARY, Fla., Dec. 28, 2022 /PRNewswire/ -- The Institute of Internal Auditors (IIA) – the internal audit profession's leader in standards, certifications, education, research, and technical guidance worldwide – commends the Business 20's (B20) Integrity & Compliance Taskforce for their recommendations to the Group of Twenty (G20) it's accurate summit in Indonesia. The recommendations, intended to help create a global framework for compliance and integrity as the foundation for sound growth, highlight the internal audit function's critical role in this process.
The G20 is an intergovernmental forum that addresses global economic issues and the B20 serves as the global business community's official G20 dialogue forum to formulate policy recommendations. The IIA is a Network Partner for the B20's Integrity & Compliance Task Force and has been meeting regularly to advance policy discussions.
Internal audit is included in all the Task Force's recommendations, including:
- Promoting sustainable governance in business to support ESG initiatives
- Strengthening governance to mitigate exacerbated cybercrime risks
- Fostering collective action to alleviate integrity risks
- Fostering agility in counteracting measures to combat money laundering/terrorist financing risk factors identification
"The IIA applauds the B20 for recognizing that a robust internal audit function is critical to providing a sustainable platform for growth for businesses globally," said Anthony Pugliese, CIA, CPA, CGMA, CITP, President and CEO of The IIA. "The B20's recommendations to the G20 underscore the internal audit function's role in adding value to their organizations by providing assurance that organizations have effective controls and governance over emerging issues that are critical to businesses globally."
Sustainable Governance and ESG
The IIA commends the B20 for their recommendation on sustainable governance, which references The IIA's Three Lines Model:
The report states, "the Three Lines Model describes how the accountability of the governing body, actions by management, and independent assurance by internal audit provide the foundation for effective governance. Together, they need to work effectively through appropriate coordination, communication, and collaboration to ensure their activities are appropriately aligned without undue overlap, duplication, and gaps, and without conflict or incompatibility."
The IIA strongly supports the B20's acknowledgment and recommendation that "internal audit can and should play a significant role in an organization's ESG journey. It can add value in an advisory capacity by helping to identify and establish a functional ESG control environment. It also can offer critical assurance support by providing an independent and objective review of the effectiveness of ESG risk assessments, responses, and controls."
Internal Audit's Role in Cybersecurity
The IIA agrees with the B20's stance that the G20 should "encourage business to enhance existing resources to uphold whilst realign cybersecurity policies and protocols to better meet changing business needs. The effort may include strengthening the role of internal audit to actively provide assurance over management's ability to identify and manage risks and respond against cyber-attacks incidents."
"The B20's recommendations highlight the importance of the internal audit function to businesses and the value they add to their organizations," added Pugliese. "The IIA remains committed to supporting our more than 218,000 members and the global internal audit profession in their important work to mitigate risk and facilitate strong governance, which helps organizations meet their objectives."
Read the B20's full recommendations here.
About The Institute of Internal Auditors
The IIA is a nonprofit international professional association that serves more than 218,000 global members and has awarded 180,000 Certified Internal Auditor (CIA) certifications worldwide. Established in 1941, The IIA is recognized as the internal audit profession's leader in standards, certifications, education, research, and technical guidance. For more information, visit theiia.org.
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SOURCE The Institute of Internal Auditors
For the last two years I've had the opportunity to represent the incredible men and women of the internal audit profession. You don't often read about the invaluable contributions that internal auditors make, which means our profession is often misunderstood. This misunderstanding often leaves internal auditors in a gray area when it comes to legislation and regulation — either inadvertently caught up in efforts aimed at other functions/professions, or left out of conversations in which we should have a leading voice.
One accurate example took place just before the holidays when the Public Company Accounting Oversight Board released a proposed standard that completely missed the mark on internal audit, misrepresenting our role in an organization and taking an unnecessary swipe at the integrity of internal auditors. You can read the IIA's official response to better understand the details, but in short:
As part of the PCAOB's efforts to oversee CPA firms, the proposed standard says that external auditors (who are hired by an organization) should not work with internal auditors (who are employed by the same organization) to get direct assistance in certain parts of the confirmation process. The most concerning part of the proposal is the PCAOB's reason for why external auditors shouldn't work with internal auditors: "Involving internal auditors or other company employees in these activities [confirmation process] would create a risk that information exchanged between the auditor and the confirming party is intercepted and altered."
It's misleading to include internal auditors in the broad bucket of "company employees," considering the internal audit function is intentionally structured to be independent from an organization's management. To ensure their independence from management, the internal audit function reports directly to the board of directors or its audit committee. That puts internal auditors in a unique and incredibly valuable position and enables them to maintain organizational independence and individual objectivity. Because of their broad access to proprietary information, systems and processes, internal auditors, like CPAs, are bound by a strict code of ethics.
Considering that the internal audit profession is built upon integrity and independence, more than 230,000 IIA members were understandably upset to learn a regulatory body had suggested that their entire profession couldn't be trusted and might intercept and manipulate information.
Proposed solution misses the mark
While the suggestion that internal auditors would manipulate data was inflammatory to many of our members, the PCAOB's proposed solution to that unfounded concern — eliminating the internal auditor from certain parts of the confirmation process — makes even less sense. Internal auditors are independent from management and, just like external auditors, report directly to the board of directors to ensure they provide objective, independent insight.
This proposal reveals a lack of understanding of the very foundation of internal audit as well as our role within an organization. Our profession is committed to transparency, accountability, and serving the public interest. Internal auditors are valuable partners who should be among the first at the table working to solve whatever problem presents itself. When regulators and other stakeholders better understand our profession, they'll realize that we're after the same outcome. Then we can work together on solutions, which is where the value of internal audit really shines through.
While an external auditor is often hired to come in to do a postmortem analysis after an organizational crisis to determine what went wrong, an internal auditor works for the board of directors to try to prevent something from going wrong in the first place. An organization that has a robust internal audit function has someone constantly testing, exploring and evaluating, which makes the organization healthier and stronger. It's like getting a physical every day, which improves your organizational health and minimizes the likelihood that you'll develop a serious problem later.
The path forward
This PCAOB proposal is a reminder that we still have work to do in terms of building relationships and educating stakeholders about our profession. As we Improve the general understanding of the work we do, there will be a greater appreciation of the value of internal audit. I look forward to working with the board to amend their proposal and build a strong working relationship.
President and CEO, The Institute of Internal Auditors
Good governance is critical to business success. However, organisations are often let down by their business practices, and a key culprit is poor (or no) data and analytics (D&A) governance.
Organisations that are successful in D&A governance have a data-driven culture. They actively engage and influence their stakeholders, promote data sharing, break down silos and evangelise data literacy. Gartner’s Seventh Annual CDO Survey found that chief data officers (CDOs) who link D&A to prioritised and quantified business outcomes and metrics are more successful than their peers. There are five key steps to achieve this.
1. Identify unachievable business outcomes due to poor D&A governance
First, present business leaders with a problem statement that they can recognise and own. The organisational business strategy should be used as a primary source to understand the goals and direction the organisation expects to take, the market drivers and the regulatory landscape. Following this, engage with key business leaders to find out where D&A is working well, and where it is not, and focus on the business implications of poor D&A governance.
Next, obtain internal audit reports that show the audit observations, audit points and risks that have been raised in the enterprise and assess these in relation to the governance of D&A – within and across business areas – and their cost.
Before proceeding, explore high-level findings to key business leaders and ensure the problem statement is expressed in the right business language and business priorities, and valid assumptions are correctly understood.
2. Connect business performance with information value through metrics
The causal relationship between poor data and analytics and poor business performance must be highlighted if a compelling business case for governance is to be made.
Initially, look to identify the business processes and process owners that are critical in addressing the problem statement. These will often span multiple business areas, so look to focus on key processes rather than on lines of business. This will help break down the silos that have led to the insular and disconnected governance of data and analytics.
Determine the most impactful key performance indicators (KPIs) and key risk indicators (KRIs) for business success, and then identify the specific data and analytics assets that are used in the KPIs and KRIs. These assets are the ones that must fall within the scope of the data and analytics governance proposal.
3. Outline the scope and footprint for governance through people, process and technology
A key characteristic of highly successful D&A governance initiatives is their ability to effectively define and manage scope. Be clear on what is in scope and what is out of scope for governance while identifying the key stakeholders needed in the D&A governance steering group. Also highlight the need for a governance footprint within the business areas, so that decision-making and decision-execution are properly aligned through roles such as the information steward.
Look to then create and evaluate all potential models for delivering key business outcomes for D&A governance, analysing the benefits, costs, risks and assumptions for each of these options. In addition, use knowledge and experience of how the organisation works to select the best option.
Finally, assess the likelihood of success of the proposed governance solution by testing it with the key business stakeholders who will require to share their initial insights and final approval on the proposal.
>See also: Three pillars for scaling intelligent automation: process, technology, people
4. Define the approach, deliverables, time scales and outcomes
To define the approach, use the statement of governance scope to segment the delivery of business outcomes into manageable phases. For each of these planned deployments, identify the business value that will be delivered, to whom it will be delivered and the specific business impact on the organisation.
Select the adaptive D&A governance approach as the governance deployment model, recognising that the application landscape is complex and contains multiple platforms. Identify the deliverables produced through the phases of governance and their specific contribution to business value improvement. Connect these deliverables to data-driven business decisions, improvement in organisational behaviour and the ability to drive new business value.
5. Complete the financials for the proposal
Ultimately, a clear set of financials that numerically demonstrate the value of the governance proposal and the financial implications of not proceeding are crucial – and this will take time and effort. Look to assess the governance proposal in terms of the total cost of ownership (TCO) and develop the return on investment (ROI) model based on a spread of possible outcomes.
Before presenting the final business case to senior business stakeholders, review the storyline, logic and evidence for the governance business case. Include a “do nothing” as one scenario and project the financial implications of this option. Engage supportive business stakeholders to help find the holes in the proposal before it is presented to the formal decision-making board and be prepared to update the business case based on actuals, new data and new issues raised by the review team.
Saul Judah is vice-president analyst at Gartner.
Related:
How to drive business value from edge analytics — With data exponentially outgrowing the capabilities of centralised storage and management, here’s how edge analytics can help organisations overcome this challenge.
IoT governance: how to deal with the compliance and security challenges — As the Internet of Things becomes more prevalent across an organisation’s network, the question of effective IoT governance becomes increasingly relevant.
When it comes to data, the first question isn’t whether you can measure something, it’s whether you should. What you can or should measure impacts what you can do as a business, potentially affecting your business model. Along with respecting regulatory compliance requirements and the privacy rights of individuals, it’s necessary to consider the business value of data. You can’t run a business if you’re unsure about data protection mandates or what can be measured. That’s why data governance must underpin the business model and strategy. It needs a seat in the executive suite.
The introduction of GDPR and other data protection regulations have forced every business to be aware of data privacy boundaries: What data can be measured and stored, and who has access? Data governance ensures only authorized individuals have access to specific data, with controls to protect sensitive data such as personally identifiable information (PII).
Getting it wrong has serious legal, financial, and reputational implications for your business. A strong legal team with data privacy experience is fundamental to understanding the risk and interpreting what laws affect your business. It’s a complex landscape with no single regulatory body and rules that vary from country to country.
There must be a specific group within IT operations, a data team, that ensures your business collects and stores the right information and controls accessibility. With those guardrails in place, only then can a data analyst or data scientist safely access and interpret that information to create business value.
The Benefits of Data Governance
Data governance delivers a straight quantifiable return on investment with improved operational efficiency and reduced business risk. For example, having employees searching through reams of data that have no impact on business outcomes is a waste of time and money. But with structured policies in place that determine who should have access to what data, you can avoid that problem. Plus, access to confidential information is carefully controlled, reducing the risk of costly data breaches and compliance failures while providing measurable financial benefits. Effective data governance also creates a competitive advantage. As a compliant business, you’re able to enhance your brand by building trust with consumers and partners.
Key Steps to Building a Data Governance Strategy
Comprehensive data governance must be planned and implemented as early as possible. Here are key steps to building an effective strategy:
- Appoint a data champion on the executive team to lead the charge and incorporate data governance into your business.
- Build SMART (specific, measurable, achievable, relevant, time-bound) data goals that add business value.
- Develop a data dictionary with a well-documented glossary of metrics for your business.
- Categorize and determine what data is confidential to reduce legal risk, Improve operational efficiency, and build a competitive advantage.
- Establish privacy and governance policies to ensure you collect the right data at the right time and limit access to necessary individuals.
- Build infrastructure and systems to back up your policies along with the budget to support them.
- Base all infrastructure and data platforms on security to ensure data is used responsibly at all times.
- Communicate with the business. Data governance should be well understood by company executives and respected as a critical part of day-to-day operations.
Streamlining Data Use
Data access can be streamlined by establishing workflows that automatically route requests to the right people and instantaneously grant access once approved. This takes pressure off the data team, empowers data owners, and ensures everything is monitored and governed.
Preparing for the Future
Data privacy is complicated. Security will continue as an essential part of the data governance journey. Data governance must continually evolve in step with regulatory changes and new business opportunities. Subsequently, businesses should consider future scenarios, create a multi-year plan and shore up data protection defenses.
To achieve enduring success, companies must have the technology, people, and processes in place to support data governance, enable analytics, and drive business growth. Get your data governance program blueprint for the five components every data governance program must have, including pitfalls to avoid and six best practices to employ. Download the whitepaper.
The MarketWatch News Department was not involved in the creation of this content.
Feb 09, 2023 (The Expresswire) -- As per Market Growth Report, The high demand for Cloud-Based Information Governance in the ICT sector is driving the growth of the Cloud-Based Information Governance Market. The Global Cloud-Based Information Governance Market report provides a holistic evaluation of the market. The report offers a comprehensive analysis of key segments, trends, drivers, restraints, competitive landscape, and factors that are playing a substantial role in the market. Cloud-Based Information Governance Market Size is projected to Reach Multimillion USD by 2029, In comparison to 2021, at unexpected CAGR during the forecast Period 2022-2029.
Browse Detailed TOC, Tables and Figures with Charts which is spread across 128 Pages that provides exclusive data, information, vital statistics, trends, and competitive landscape details in this niche sector.
What are the Key Industry Development in Cloud-Based Information Governance Market?
Cloud-Based Information Governance Marketsize, segment (mainly coveringMajorType (, Information collection, Information transmission, Information processing, Information storage, Others, ,),End Users (, BFSI, Public Sector, Retail, Manufacturing, IT and telecom, Healthcare, Others,), and regions), accurate status, development trendsa and competitor landscape. Furthermore, the 128 pages report provides detailed cost analysis, supply chain.
Technological innovation and advancement will further optimize the performance of the product, making it more widely used in downstream end users. Also, Consumer behaviour analysis and market dynamics (drivers, restraints, opportunities) provides crucial information for knowing the Cloud-Based Information Governance market.
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Which are the prominent Cloud-Based Information Governance Market players across the Globe?
● Along with this survey you also get their Product Information Types (, Information collection, Information transmission, Information processing, Information storage, Others, , ), Applications (RenewData, FTI, Cicayda, Guidance Software, Ernst and Young, Proofpoint, Mitratech, Iron Mountain, ZyLAB, Zetta Discovery, Valora, Google, Gimmal, RSD, Daegis, ViewPointe, HP Autonomy, Konica Minolta, EMC, Kroll Ontrak, Amazon, Williams Mullen, Index Engines, AccessData, Mimecast, Symantec, Deloitte, TransPerfect, BIA, Catalyst, IBM, Microsoft, ), and Specification. Detailed profiles of the Top major players in the industry:BFSI, Public Sector, Retail, Manufacturing, IT and telecom, Healthcare, Others,Cloud-Based Information Governance Market Effect Factor Analysis.
● Technology Process/Risk Considering Substitute Threat and Technology Progress InCloud-Based Information Governance Industry. ● Cloud-Based Information Governance Market research contains an in-depth analysis of report complete data on factors influencing demand, growth, opportunities, challenges, and restraints, and Analysis of Pre and Post COVID-19 Market.What Overview Cloud-Based Information Governance Market Says?
● This Overview Includes Diligent Analysis of Scope, Types, Application, Sales by region, types and applications. ● Cloud-Based Information Governance Market, USD Forecast till Cloud-Based Information GovernanceWhat Is Cloud-Based Information Governance Market Competition
● considering Manufacturers, Types and Application? Based on Thorough Research of Key FactorsCloud-Based Information Governance Market Manufacturing Cost Analysis
● This Analysis is done by considering prime elements like Key RAW Materials, Price Trends, Market Concentration Rate of Raw Materials, Proportion of Raw Materials and Labour Cost in Manufacturing Cost Structure. ● Political/Economical Change. with unexpected CAGR during the forecast period. ● Cloud-Based Information Governance Market size is expected to extent multi million by 2029, in comparison to 2022To Know How Covid-19 Pandemic and Russia Ukraine War Will Impact This Market- REQUEST SAMPLE
What are Industry Insights?
The Global Cloud-Based Information Governance market is expected to rise at a considerable rate during the forecast period, between 2022 and Cloud-Based Information Governance. In 2021, the market is rising at a steady rate and with the expanding adoption of strategies by key players, the market is expected to rise over the projected horizon.
What are the top key players in the Cloud-Based Information Governance Market?
● BFSI
● Public Sector
● Retail
● Manufacturing
● IT and telecom
● Healthcare
● Others
●
and more…
Key Stakeholders:
● Raw material suppliers ● Distributors/traders/wholesalers/suppliers ● Regulatory bodies, including government agencies and NGO ● Commercial research and development institutions ● Importers and exporters ● Government organizations, research organizations, and consulting firms ● Trade associations and industry bodies ● End-use industriesGet a trial PDF of report -https://www.marketgrowthreports.com/enquiry/request-sample/19994971
Moreover, it helps new businesses perform a positive assessment of their business plans because it covers a range of courses market participants must be aware of to remain competitive.
Cloud-Based Information Governance Market Report identifies various key players in the market and sheds light on their strategies and collaborations to combat competition. The comprehensive report provides a two-dimensional picture of the market. By knowing the global revenue of manufacturers, the global price of manufacturers, and the production by manufacturers during the forecast period of 2022 to Cloud-Based Information Governance, the reader can identify the footprints of manufacturers in the Cloud-Based Information Governance industry.
Cloud-Based Information Governance Market - Competitive and Segmentation Analysis:
As well as providing an overview of successful marketing strategies, market contributions, and accurate developments of leading companies, the report also offers a dashboard overview of leading companies' past and present performance. Several methodologies and analyses are used in the research report to provide in-depth and accurate information about the Cloud-Based Information Governance Market.
The current market dossier provides market growth potential, opportunities, drivers, industry-specific challenges and risks market share along with the growth rate of the global Cloud-Based Information Governance market. The report also covers monetary and exchange fluctuations, import-export trade, and global market
status in a smooth-tongued pattern. The SWOT analysis, compiled by industry experts, Industry Concentration Ratio and the latest developments for the global Cloud-Based Information Governance market share are covered in a statistical way in the form of tables and figures including graphs and charts for easy understanding.
Get a trial Copy of the Cloud-Based Information Governance Market Report 2022
Research Methodology:
Research report world follows a primary and secondary methodology that involves data based on top-down, bottom-up approaches, and validation of the estimated numbers through research. The information used to estimate market size, share, and forecast of various segments-sub segments at the global, country level, regional level is derived from the unique sources and the right stakeholders.
Cloud-Based Information Governance Market Growth rate or CAGR exhibited by a market certain forecast period is calculate on the basic types, application, company profile and their impact on the market. Secondary Research Information is collected from a number of publicly available as well as paid databases. Public sources involve publications by different associations and governments, annual reports and statements of companies, white papers and research publications by recognized industry experts and renowned academia, etc. Paid data sources include third-party authentic industry databases.
On the basis of product typethis report displays the production, revenue, price, market share and growth rate of each type, primarily split into:
● RenewData
● FTI
● Cicayda
● Guidance Software
● Ernst and Young
● Proofpoint
● Mitratech
● Iron Mountain
● ZyLAB
● Zetta Discovery
● Valora
● Google
● Gimmal
● RSD
● Daegis
● ViewPointe
● HP Autonomy
● Konica Minolta
● EMC
● Kroll Ontrak
● Amazon
● Williams Mullen
● Index Engines
● AccessData
● Mimecast
● Symantec
● Deloitte
● TransPerfect
● BIA
● Catalyst
● IBM
● Microsoft
●
On the basis of the end users/applicationsthis report focuses on the status and outlook for major applications/end users, consumption (sales), market share and growth rate for each application, including:
● Information collection
● Information transmission
● Information processing
● Information storage
● Others
● ●
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Target Audience of Cloud-Based Information Governance Market:
● Manufacturer / Potential Investors ● Traders, Distributors, Wholesalers, Retailers, Importers and Exporters. ● Association and government bodies.Cloud-Based Information Governance Market - Regional Analysis:
Geographically, this report is segmented into several key regions, with sales, revenue, market share and growth Rate of Cloud-Based Information Governance in these regions, from 2015 to 2029, covering
● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia and Vietnam) ● South America (Brazil, Argentina, Columbia etc.) ● Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)This Cloud-Based Information Governance Market Research/Analysis Report provide Answers to following Questions:
● How Porter's Five Forces model helps you to study Cloud-Based Information Governance Market? ● What Was Global Market Status of Cloud-Based Information Governance Market? What Was Capacity, Production Value, Cost and PROFIT of Cloud-Based Information Governance Market? ● What is the major industry objective of the report? What are the critical discoveries of the report? ● What are the TOP 10 KEY PLAYERS of Cloud-Based Information Governance Market? ● What Should Be Entry Strategies, Countermeasures to Economic Impact, and Marketing Channels for Cloud-Based Information Governance Industry? ● On what Parameters Cloud-Based Information Governance Market research is carried out? ● Which Manufacturing Technology is used for Cloud-Based Information Governance? What Developments Are Going On in That Technology? Which Trends Are Causing These Developments? ● Which PLAYERS hold a LION’s SHARE in the Cloud-Based Information Governance Market? ● What is the market size and growth rate of Cloud-Based Information Governance Market by various segmentation? ● What are the Key Industry Development in Cloud-Based Information Governance Market?Get a trial PDF of report -https://www.marketgrowthreports.com/enquiry/request-sample/19994971
Our research analysts will help you to get customized details for your report, which can be modified in terms of a specific region, application or any statistical details. In addition, we are always willing to comply with the study, which triangulated with your own data to make the market research more comprehensive in your perspective.
With tables and figures helping analyse worldwide Global Cloud-Based Information Governance market trends, this research provides key statistics on the state of the industry and is a valuable source of guidance and direction for companies and individuals interested in the market.
Detailed TOC of Global Cloud-Based Information Governance Market Research Report 2022
1 Introduction
1.1 Objective of the Study
1.2 Definition of the Market
1.3 Market Scope
1.3.1 Market Segment by Type, Application and Marketing Channel
1.3.2 Major Regions Covered (North America, Europe, Asia Pacific, Mid East and Africa)
1.4 Years Considered for the Study (2015-2029)
1.5 Currency Considered (U.S. Dollar)
1.6 Stakeholders
2 Key Findings of the Study
3 Market Dynamics
3.1 Driving Factors for this Market
3.2 Factors Challenging the Market
3.3 Opportunities of the Global Cloud-Based Information Governance Market (Regions, Growing/Emerging Downstream Market Analysis)
3.4 Technological and Market Developments in the Cloud-Based Information Governance Market
3.5 Industry News by Region
3.6 Regulatory Scenario by Region/Country
3.7 Market Investment Scenario Strategic Recommendations Analysis
4 Value Chain of the Cloud-Based Information Governance Market
4.1 Value Chain Status
4.2 Upstream Raw Material Analysis
4.3 Midstream Major Company Analysis (by Manufacturing Base, by Product Type)
4.4 Distributors/Traders
4.5 Downstream Major Customer Analysis (by Region)
5 Global Cloud-Based Information Governance Market-Segmentation by Type
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6 Global Cloud-Based Information Governance Market-Segmentation by Application
7 Global Cloud-Based Information Governance Market-Segmentation by Marketing Channel
7.1 Traditional Marketing Channel (Offline)
7.2 Online Channel
8 Competitive Intelligence Company Profiles
9 Global Cloud-Based Information Governance Market-Segmentation by Geography
9.1 North America
9.2 Europe
9.3 Asia-Pacific
9.4 Latin America
9.5 Middle East and Africa
10 Future Forecast of the Global Cloud-Based Information Governance Market from 2022-2029
10.1 Future Forecast of the Global Cloud-Based Information Governance Market from 2022-2029 Segment by Region
10.2 Global Cloud-Based Information Governance Production and Growth Rate Forecast by Type (2022-2029)
10.3 Global Cloud-Based Information Governance Consumption and Growth Rate Forecast by Application (2022-2029)
11 Appendix
11.1 Methodology
12.2 Research Data Source
Continued….
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Jan 25, 2023 (The Expresswire) -- Global Information Governance in Social Business MarketNEW REPORT 2023 presents an exclusive overview of the current market situation and forecast till 2029. The analysis is perhaps a perfect mixture of qualitative and quantitative information highlighting key market developments, challenges, competition industry analysis and new opportunities available and trends within the Information Governance in Social Business Market. Further, this report gives Information Governance in Social Business Market size, accurate trends, growth, share, development status, market dynamics, cost structure, and competitive landscape. The research report also includes the present market and its growth potential in the given period of forecast. An exhaustive and professional study of the global Information Governance in Social Business market report has been completed by industry professionals and presented in the most particular manner to present only the details that matter the most. The report mainly focuses on the most dynamic information of the global market.
The Global Information Governance in Social Business Market is anticipated to rise at a considerable rate during the forecast period, between 2023 and 2029. In 2021, the market is growing at a steady rate and with the rising adoption of strategies by key players, the market is expected to rise over the projected horizon. Ask for trial Report
Information Governance in Social Business Market research report offers New Insight updates on Business Strategies including Mergers, Acquisitions, Partnerships, R and D, Expansion Plans and Collaborations adopted by these Major Global Players, Revenue by Type (Software, Service), Forecasted Market Size by Application (Trading Enterprises, Financial Institutions, Community Organisations, Non-Government Organisation (NGOs) and Charities)
Global Information Governance in Social Business Market Research Report 2023 is spread across106pages and provides Size, Share, Growth, and Forecast with exclusive vital statistics, data, information, trends, and competitive landscape details in this niche sector. The global Information Governance in Social Business market size is segmented on the basis of application, end user, and region, with focus on manufacturers in different regions. The study has detailed the analysis of different factors that increase the industries growth. This study also provides the scope of different segments and applications that can potentially influence the industry in the future. Pricing analysis is covered in this report according to each type, manufacturer, regional analysis, price. Information Governance in Social Business Market Share report provides overview of market value structure, cost drivers, various driving factors and analyze industry atmosphere, then studies global outline of industry size, demand, application, revenue, product, region and segments. In addition, this report introduces market competition situation among the distributers and manufacturers profile, besides, market value analysis and cost chain structure are covered in this report.
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Brief Description of Information Governance in Social Business Market:
Information governance is the management of organizational information. Information governance balances the use and security of information. Information governance contributes to legal compliance, operational transparency, and reduced spending related to legal discovery. Organizations can establish a consistent and sensible framework for employees to process data through their information governance strategies and processes.The Information Governance in Social Business market revenue was Million USD in 2016, grew to Million USD in 2021, and will reach Million USD in 2026, with a CAGR of during 2021-2026.Considering the influence of COVID-19 on the global Information Governance in Social Business market, this report analyzed the impact from both global and regional perspectives. From production end to consumption end in regions such as North America, Europe, China, and Japan, the report put emphasis on analysis of market under COVID-19 and corresponding response policy in different regions.This report also analyzes the strategies for different companies to deal with the impact of COVID-19 in detail to seek a path to recovery.
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TOP Manufactures in Information Governance in Social Business Market are: -
● KCura ● Mega International ● HP Autonomy ● Accenture ● ASG ● Gimmal ● IBM ● FTI Consulting ● Oracle ● Exterro ● Metric Stream ● OpenText ● Intelex Technologies ● EMC ● Iron Mountain ● EnablonInformation Governance in Social Business Market Forecast by regions, type and application, with sales and revenue, from 2021 to 2029. Information Governance in Social Business Market Share, distributors, major suppliers, changing price patterns and the supply chain of raw materials is highlighted in the report.Information Governance in Social Business Market Size report provides important information regarding the total valuation that this industry holds presently and it also lists the segmentation of the market along with the growth opportunities present across this business vertical.This Report Focuses on the Information Governance in Social Business Market manufacturers, to study the sales, value, market share and development plans in the future. It is Define, describe and forecast the Information Governance in Social Business Market Growth by type, application, and region to Study the global and key regions market potential and advantage, opportunity and challenge, restraints and risks. Know significant trends and factors driving or inhibiting the Information Governance in Social Business Market growth opportunities in the market for stakeholders by identifying the high growth segments. Strategically it examines each submarket with respect to individual growth trend and their contribution to the Information Governance in Social Business Market.
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On the basis of product, this report displays the production, revenue, price, market share and growth rate of each type, primarily split into
● Software ● ServiceOn the basis of the end users/applications, this report focuses on the status and outlook for major applications/end users, consumption (sales), market share and growth rate for each application, including
● Trading Enterprises ● Financial Institutions ● Community Organisations ● Non-Government Organisation (NGOs) and CharitiesThe Global Information Governance in Social Business Market Trends,development and marketing channels are analysed. Finally, the feasibility of new investment projects is assessed and overall research conclusions offered.The global Information Governance in Social Business Market Growth is anticipated to rise at a considerable rate during the forecast period, between 2021 and 2029. In 2021, the market was growing at a steady rate and with the rising adoption of strategies by key players, the market is expected to rise over the projected horizon.
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Information Governance in Social Business Market Trend for Development and marketing channels are analysed. Finally, the feasibility of new investment projects is assessed and overall research conclusions offered. Information Governance in Social Business Market Report also mentions market share accrued by each product in the Information Governance in Social Business market, along with the production growth.
Regions are covered in Chapter 5, 6, 7, 8, 9, 10, 13:
North America (Covered in Chapter 6 and 13)
Europe (Covered in Chapter 7 and 13)
Asia-Pacific (Covered in Chapter 8 and 13)
Middle East and Africa (Covered in Chapter 9 and 13)
South America (Covered in Chapter 10 and 13)
Key Benefits for Industry Participants and Stakeholders:
● Industry drivers, restraints, and opportunities covered in the study ● Neutral perspective on the market performance ● accurate industry trends and developments ● Competitive landscape and strategies of key players ● Potential and niche segments and regions exhibiting promising growth covered ● Historical, current, and projected market size, in terms of value ● In-depth analysis of the Information Governance in Social Business MarketChapters Included in Information Governance in Social Business Market Report: -
Chapter 1 mainly defines the Information Governance in Social Business market scope and introduces the macro overview of the industry, with an executive summary of different market segments ((by type, application, region, etc.), including the definition, market size, and trend of each market segment.
Chapter 2 provides a qualitative analysis of the current status and future trends of the market. Industry Entry Barriers, market drivers, market challenges, emerging markets, consumer preference analysis, together with the impact of the COVID-19 outbreak will all be thoroughly explained.
Chapter 3 analyzes the current competitive situation of the Information Governance in Social Business market by providing data regarding the players, including their sales volume and revenue with corresponding market shares, price and gross margin. In addition, information about market concentration ratio, mergers, acquisitions, and expansion plans will also be covered.
Chapter 4 focuses on the regional market, presenting detailed data (i.e., sales volume, revenue, price, gross margin) of the most representative regions and countries in the world.
Chapter 5 provides the analysis of various market segments according to product types, covering sales volume, revenue market share and growth rate, plus the price analysis of each type.
Chapter 6 shows the breakdown data of different applications, including the consumption and revenue with market share and growth rate, with the aim of helping the readers to take a close-up look at the downstream market.
Chapter 7 provides a combination of quantitative and qualitative analyses of the market size and development trends in the next five years. The forecast information of the whole, as well as the breakdown market, offers the readers a chance to look into the future of the industry.
Chapter 8 is the analysis of the whole market industrial chain, covering key raw materials suppliers and price analysis, manufacturing cost structure analysis, alternative product analysis, also providing information on major distributors, downstream buyers, and the impact of the COVID-19 pandemic.
Chapter 9 shares a list of the key players in the market, together with their basic information, product profiles, market performance (i.e., sales volume, price, revenue, gross margin), accurate development, SWOT analysis, etc.
Chapter 10 is the conclusion of the report which helps the readers, to sum up the main findings and points.
Chapter 11 introduces the Information Governance in Social Business market research methods and data sources.
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Some of the Key Questions Answered in this Report:
● What is the Information Governance in Social Business market size at the regional and country-level? ● What are the key drivers, restraints, opportunities, and challenges of the Information Governance in Social Business market, and how they are expected to impact the market? ● What is the global (North America, Europe, Asia-Pacific, South America, Middle East and Africa) sales value, production value, consumption value, import and export of Information Governance in Social Business? ● Who are the global key manufacturers of the Information Governance in Social Business Industry? How is their operating situation (capacity, production, sales, price, cost, gross, and revenue)? ● What are the Information Governance in Social Business market opportunities and threats faced by the vendors in the global Information Governance in Social Business Industry? ● Which application/end-user or product type may seek incremental growth prospects? What is the market share of each type and application? ● What focused approach and constraints are holding the Information Governance in Social Business market? ● What are the different sales, marketing, and distribution channels in the global industry? ● What are the upstream raw materials and manufacturing equipment of Information Governance in Social Business along with the manufacturing process of Information Governance in Social Business? ● What are the key market trends impacting the growth of the Information Governance in Social Business market? ● Economic impact on the Information Governance in Social Business industry and development trend of the Information Governance in Social Business industry. ● What are the Information Governance in Social Business market opportunities, market risk, and market overview of the Information Governance in Social Business market?Detailed TOC of Global Information Governance in Social Business Market Development Strategy Pre and Post COVID-19, by Corporate Strategy Analysis, Landscape, Type, Application, and Leading 20 Countries
1 Information Governance in Social Business Introduction and Market Overview
1.1 Objectives of the Study
1.2 Overview of Information Governance in Social Business
1.3 Information Governance in Social Business Market Scope and Market Size Estimation
1.3.1 Market Concentration Ratio and Market Maturity Analysis
1.3.2 Global Information Governance in Social Business Revenue and Growth Rate from 2016-2026
1.4 Market Segmentation
1.4.1 Types of Information Governance in Social Business
1.4.2 Applications of Information Governance in Social Business
1.4.3 Research Regions
1.5 Market Dynamics
1.5.1 Information Governance in Social Business Industry Trends
1.5.2 Information Governance in Social Business Drivers
1.5.3 Information Governance in Social Business Market Challenges
1.5.4 Information Governance in Social Business Market Restraints
1.6 Industry News and Policies by Regions
1.6.1 Industry News
1.6.2 Industry Policies
1.7 Mergers and Acquisitions, Expansion Plans
1.8 Information Governance in Social Business Industry Development Trends under COVID-19 Outbreak
1.8.1 Global COVID-19 Status Overview
1.8.2 Influence of COVID-19 Outbreak on Information Governance in Social Business Industry Development
2 Industry Chain Analysis
2.1 Upstream Raw Material Supply and Demand Analysis
2.1.1 Global Information Governance in Social Business Major Upstream Raw Material and Suppliers
2.1.2 Raw Material Source Analysis
2.2 Major Players of Information Governance in Social Business
2.2.1 Major Players Manufacturing Base of Information Governance in Social Business in 2020
2.2.2 Major Players Market Distribution in 2020
2.3 Information Governance in Social Business Manufacturing Cost Structure Analysis
2.3.1 Production Process Analysis
2.3.2 Manufacturing Cost Structure of Information Governance in Social Business
2.3.3 Labor Cost of Information Governance in Social Business
2.4 Market Channel Analysis of Information Governance in Social Business
2.5 Major Down Stream Customers by Application
3 Global Information Governance in Social Business Market, by Type
3.1 Global Information Governance in Social Business Revenue and Market Share by Type (2016-2021)
3.2 Global Information Governance in Social Business Production and Market Share by Type (2016-2021)
3.3 Global Information Governance in Social Business Revenue and Growth Rate by Type (2016-2021)
3.3.1 Global Information Governance in Social Business Revenue and Growth Rate of Software
3.3.2 Global Information Governance in Social Business Revenue and Growth Rate of Service
3.4 Global Information Governance in Social Business Price Analysis by Type (2016-2021)
3.4.1 Explanation of Different Type Product Price Trends
4 Information Governance in Social Business Market, by Application
4.1 Downstream Market Overview
4.2 Global Information Governance in Social Business Consumption and Market Share by Application (2016-2021)
4.3 Global Information Governance in Social Business Consumption and Growth Rate by Application (2016-2021)
4.3.1 Global Information Governance in Social Business Consumption and Growth Rate of Trading Enterprises (2016-2021)
4.3.2 Global Information Governance in Social Business Consumption and Growth Rate of Financial Institutions (2016-2021)
4.3.3 Global Information Governance in Social Business Consumption and Growth Rate of Community Organisations (2016-2021)
4.3.4 Global Information Governance in Social Business Consumption and Growth Rate of Non-Government Organisation (NGOs) and Charities (2016-2021)
5 Global Information Governance in Social Business Consumption, Revenue ($) by Region (2016-2021)
5.1 Global Information Governance in Social Business Revenue and Market Share by Region (2016-2021)
5.2 Global Information Governance in Social Business Consumption and Market Share by Region (2016-2021)
5.3 Global Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.4 North America Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.4.1 North America Information Governance in Social Business Market Under COVID-19
5.4.2 North America Information Governance in Social Business SWOT Analysis
5.5 Europe Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.5.1 Europe Information Governance in Social Business Market Under COVID-19
5.5.2 Europe Information Governance in Social Business SWOT Analysis
5.6 China Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.6.1 China Information Governance in Social Business Market Under COVID-19
5.6.2 China Information Governance in Social Business SWOT Analysis
5.7 Japan Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.7.1 Japan Information Governance in Social Business Market Under COVID-19
5.7.2 Japan Information Governance in Social Business SWOT Analysis
5.8 Middle East and Africa Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.8.1 Middle East and Africa Information Governance in Social Business Market Under COVID-19
5.8.2 Middle East and Africa Information Governance in Social Business SWOT Analysis
5.9 India Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.9.1 India Information Governance in Social Business Market Under COVID-19
5.9.2 India Information Governance in Social Business SWOT Analysis
5.10 South America Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.10.1 South America Information Governance in Social Business Market Under COVID-19
5.10.2 South America Information Governance in Social Business SWOT Analysis
5.11 South Korea Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.11.1 South Korea Information Governance in Social Business Market Under COVID-19
5.11.2 South Korea Information Governance in Social Business SWOT Analysis
5.12 Southeast Asia Information Governance in Social Business Consumption, Revenue, Price and Gross Margin (2016-2021)
5.12.1 Southeast Asia Information Governance in Social Business Market Under COVID-19
5.12.2 Southeast Asia Information Governance in Social Business SWOT Analysis
6 Global Information Governance in Social Business Production by Top Regions (2016-2021)
6.1 Global Information Governance in Social Business Production by Top Regions (2016-2021)
6.2 North America Information Governance in Social Business Production and Growth Rate
6.3 Europe Information Governance in Social Business Production and Growth Rate
6.4 China Information Governance in Social Business Production and Growth Rate
6.5 Japan Information Governance in Social Business Production and Growth Rate
6.6 India Information Governance in Social Business Production and Growth Rate
7 Global Information Governance in Social Business Consumption by Regions (2016-2021)
7.1 Global Information Governance in Social Business Consumption by Regions (2016-2021)
7.2 North America Information Governance in Social Business Consumption and Growth Rate
7.3 Europe Information Governance in Social Business Consumption and Growth Rate
7.4 China Information Governance in Social Business Consumption and Growth Rate
7.5 Japan Information Governance in Social Business Consumption and Growth Rate
7.6 Middle East and Africa Information Governance in Social Business Consumption and Growth Rate
7.7 India Information Governance in Social Business Consumption and Growth Rate
7.8 South America Information Governance in Social Business Consumption and Growth Rate
7.9 South Korea Information Governance in Social Business Consumption and Growth Rate
7.10 Southeast Asia Information Governance in Social Business Consumption and Growth Rate
8 Competitive Landscape
8.1 Competitive Profile
8.2 KCura Market Performance Analysis
8.2.1 Company Profiles
8.2.2 Information Governance in Social Business Product Profiles, Application and Specification
8.2.3 KCura Sales, Revenue, Price, Gross Margin 2016-2021
8.2.4 Company accurate Development
8.2.5 Strategies for Company to Deal with the Impact of COVID-19
8.3 Mega International Market Performance Analysis
8.3.1 Company Profiles
8.3.2 Information Governance in Social Business Product Profiles, Application and Specification
8.3.3 Mega International Sales, Revenue, Price, Gross Margin 2016-2021
8.3.4 Company accurate Development
8.3.5 Strategies for Company to Deal with the Impact of COVID-19
8.4 HP Autonomy Market Performance Analysis
8.4.1 Company Profiles
8.4.2 Information Governance in Social Business Product Profiles, Application and Specification
8.4.3 HP Autonomy Sales, Revenue, Price, Gross Margin 2016-2021
8.4.4 Company accurate Development
8.4.5 Strategies for Company to Deal with the Impact of COVID-19
8.5 Accenture Market Performance Analysis
8.5.1 Company Profiles
8.5.2 Information Governance in Social Business Product Profiles, Application and Specification
8.5.3 Accenture Sales, Revenue, Price, Gross Margin 2016-2021
8.5.4 Company accurate Development
8.5.5 Strategies for Company to Deal with the Impact of COVID-19
8.6 ASG Market Performance Analysis
8.6.1 Company Profiles
8.6.2 Information Governance in Social Business Product Profiles, Application and Specification
8.6.3 ASG Sales, Revenue, Price, Gross Margin 2016-2021
8.6.4 Company accurate Development
8.6.5 Strategies for Company to Deal with the Impact of COVID-19
8.7 Gimmal Market Performance Analysis
8.7.1 Company Profiles
8.7.2 Information Governance in Social Business Product Profiles, Application and Specification
8.7.3 Gimmal Sales, Revenue, Price, Gross Margin 2016-2021
8.7.4 Company accurate Development
8.7.5 Strategies for Company to Deal with the Impact of COVID-19
8.8 IBM Market Performance Analysis
8.8.1 Company Profiles
8.8.2 Information Governance in Social Business Product Profiles, Application and Specification
8.8.3 IBM Sales, Revenue, Price, Gross Margin 2016-2021
8.8.4 Company accurate Development
8.8.5 Strategies for Company to Deal with the Impact of COVID-19
8.9 FTI Consulting Market Performance Analysis
8.9.1 Company Profiles
8.9.2 Information Governance in Social Business Product Profiles, Application and Specification
8.9.3 FTI Consulting Sales, Revenue, Price, Gross Margin 2016-2021
8.9.4 Company accurate Development
8.9.5 Strategies for Company to Deal with the Impact of COVID-19
8.10 Oracle Market Performance Analysis
8.10.1 Company Profiles
8.10.2 Information Governance in Social Business Product Profiles, Application and Specification
8.10.3 Oracle Sales, Revenue, Price, Gross Margin 2016-2021
8.10.4 Company accurate Development
8.10.5 Strategies for Company to Deal with the Impact of COVID-19
8.11 Exterro Market Performance Analysis
8.11.1 Company Profiles
8.11.2 Information Governance in Social Business Product Profiles, Application and Specification
8.11.3 Exterro Sales, Revenue, Price, Gross Margin 2016-2021
8.11.4 Company accurate Development
8.11.5 Strategies for Company to Deal with the Impact of COVID-19
8.12 Metric Stream Market Performance Analysis
8.12.1 Company Profiles
8.12.2 Information Governance in Social Business Product Profiles, Application and Specification
8.12.3 Metric Stream Sales, Revenue, Price, Gross Margin 2016-2021
8.12.4 Company accurate Development
8.12.5 Strategies for Company to Deal with the Impact of COVID-19
8.13 OpenText Market Performance Analysis
8.13.1 Company Profiles
8.13.2 Information Governance in Social Business Product Profiles, Application and Specification
8.13.3 OpenText Sales, Revenue, Price, Gross Margin 2016-2021
8.13.4 Company accurate Development
8.13.5 Strategies for Company to Deal with the Impact of COVID-19
8.14 Intelex Technologies Market Performance Analysis
8.14.1 Company Profiles
8.14.2 Information Governance in Social Business Product Profiles, Application and Specification
8.14.3 Intelex Technologies Sales, Revenue, Price, Gross Margin 2016-2021
8.14.4 Company accurate Development
8.14.5 Strategies for Company to Deal with the Impact of COVID-19
8.15 EMC Market Performance Analysis
8.15.1 Company Profiles
8.15.2 Information Governance in Social Business Product Profiles, Application and Specification
8.15.3 EMC Sales, Revenue, Price, Gross Margin 2016-2021
8.15.4 Company accurate Development
8.15.5 Strategies for Company to Deal with the Impact of COVID-19
8.16 Iron Mountain Market Performance Analysis
8.16.1 Company Profiles
8.16.2 Information Governance in Social Business Product Profiles, Application and Specification
8.16.3 Iron Mountain Sales, Revenue, Price, Gross Margin 2016-2021
8.16.4 Company accurate Development
8.16.5 Strategies for Company to Deal with the Impact of COVID-19
8.17 Enablon Market Performance Analysis
8.17.1 Company Profiles
8.17.2 Information Governance in Social Business Product Profiles, Application and Specification
8.17.3 Enablon Sales, Revenue, Price, Gross Margin 2016-2021
8.17.4 Company accurate Development
8.17.5 Strategies for Company to Deal with the Impact of COVID-19
9 Global Information Governance in Social Business Market Analysis and Forecast by Type and Application
9.1 Global Information Governance in Social Business Market Revenue and Volume Forecast, by Type (2021-2026)
9.1.1 Software Market Revenue and Volume Forecast (2021-2026)
9.1.2 Service Market Revenue and Volume Forecast (2021-2026)
9.2 Global Information Governance in Social Business Market Revenue and Volume Forecast, by Application (2021-2026)
9.2.1 Trading Enterprises Market Revenue and Volume Forecast (2021-2026)
9.2.2 Financial Institutions Market Revenue and Volume Forecast (2021-2026)
9.2.3 Community Organisations Market Revenue and Volume Forecast (2021-2026)
9.2.4 Non-Government Organisation (NGOs) and Charities Market Revenue and Volume Forecast (2021-2026)
10 Information Governance in Social Business Market Supply and Demand Forecast by Region
10.1 North America Market Supply and Demand Forecast (2021-2026)
10.2 Europe Market Supply and Demand Forecast (2021-2026)
10.3 China Market Supply and Demand Forecast (2021-2026)
10.4 Japan Market Supply and Demand Forecast (2021-2026)
10.5 Middle East and Africa Market Supply and Demand Forecast (2021-2026)
10.6 India Market Supply and Demand Forecast (2021-2026)
10.7 South America Market Supply and Demand Forecast (2021-2026)
10.8 South Korea Market Supply and Demand Forecast (2021-2026)
10.9 Southeast Asia Market Supply and Demand Forecast (2021-2026)
10.10 Explanation of Market Size Trends by Region
10.11 Information Governance in Social Business Market Trends Analysis
11 New Project Feasibility Analysis
11.1 Industry Barriers and New Entrants SWOT Analysis
11.2 Analysis and Suggestions on New Project Investment
12 Expert Interview Record
13 Research Finding and Conclusion
14 Appendix
14.1 Methodology
14.2 Research Data Source
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……Continued
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Everyone is vulnerable in some way, whether it's to natural disasters, chronic diseases or hunger. But some are more at risk than others because of what they are exposed to socially, economically and environmentally. This phenomenon is known as social vulnerability. It refers to the attributes of society that make people and places susceptible to natural disasters, adverse health outcomes and social inequalities.
In terms of income distribution, South Africa is one of the most unequal countries in the world. The impact of COVID-19 on the economy has worsened this inequality and increased social vulnerability among poor people. Poverty is inherently associated with food insecurity—a state in which socially vulnerable people can't get enough nutritious and safe food.
Although these social inequalities are well documented in South Africa, not enough is known about the link between social vulnerability and food insecurity for the country as a whole.
Previous studies that investigated the relationship between social vulnerability and food insecurity have been limited to certain places, such as the poor and rural Eastern Cape province or the crowded urban area of Soweto. A better understanding of social inequalities at a national level might help the government provide social relief where it's needed most.
With this in mind, we conducted a nationally representative survey of the prevalence of social vulnerability in the country. We looked at a range of socio-economic, demographic and geographical variables to see who is socially vulnerable. We also investigated the associations between social vulnerability and household food insecurity.
Questions about food
We conducted our study in October 2021 with 3,402 individuals we recruited across the nine provinces of the country. We used a statistical technique to transform the trial of 3,402 into a nationally representative trial of 39.6 million people, aged 18 years and older.
We measured social vulnerability using a social vulnerability index tool developed by the United States Centers for Disease Control and Prevention, which we adapted for South Africa.
We also used a modified version of the Community Childhood Hunger Identification Project questionnaire to quantify food insecurity.
All the respondents were asked:
Vulnerable and food insecure
The study showed high levels of social vulnerability in the country linked to food insecurity. Over 20.6% of the South Africans in our trial were socially vulnerable, and 20.4% food insecure. This amounts to about 7.8 million people out of our trial of 39.6 million people.
We also found that the most vulnerable groups in the country were Africans—as opposed to white people or people of Asian or mixed descent.
Also most vulnerable were
- females
-
people living in rural areas
-
those with low socio-economic status
-
people without high school certificates
-
adults older than 45.
These findings are not surprising, given that these groups are known to have higher levels of poverty. But the findings are still important because they paint a troubling picture in which social inequality remains a major and persisting national challenge. It needs urgent and efficient solutions.
Addressing social inequalities
The government uses various initiatives to address social inequalities in the country to good effect. These include public education and health services, school feeding schemes and the tax exemption of staple foods such as brown bread and rice.
Social grants are the largest source of support for many vulnerable groups. They are the government's primary response to poverty, food insecurity and inequality.
The well-established grants system reaches 18.4 million beneficiaries (about 31% of the population).
Despite such efforts, social inequalities have consistently remained high. They are also unlikely to be eradicated with the current social initiatives because of several complex factors. These include the fact that social grants are unable to keep up with inflation in food prices.
Another problem is that recipients use the funds for many non-food necessities—such as clothing and transport costs. Other contributing factors are the gaps in the formulation and implementation of policies to address food insecurity.
There's also a lack of collaboration from different stakeholders in the food system. For example, policymakers often view food insecurity as a rural issue. So, a majority of initiatives to address the problem focus on solutions related to food production. Yet, urban areas are also vulnerable to food insecurity as they depend more on the cash economy than rural areas.
In view of our findings, government and other stakeholders need to implement creative and targeted social strategies to reduce and eliminate food insecurity in highly vulnerable groups. Improving the economy and education system should be the main areas of focus in addressing social inequalities in the country.
This article is republished from The Conversation under a Creative Commons license. Read the original article.
Citation: Hunger in South Africa: Study shows 1 in 5 are at risk (2023, February 16) retrieved 19 February 2023 from https://phys.org/news/2023-02-hunger-south-africa.html
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LAKE MARY, Fla., Feb. 8, 2023 /PRNewswire/ -- The Institute of Internal Auditors - (IIA) - the internal audit profession's leader in standards, certifications, education, research, and technical guidance worldwide – today signed a Memorandum of Understanding (MoU) with the newly-formed Arab Confederation of Institutes of Internal Auditors or 'ARABCIIA.' The new ARABCIIA functions as a regional body that will help existing IIA affiliates in 10 countries – Kuwait, Lebanon, Qatar, Oman, United Arab Emirates, Jordan, Egypt, Morocco, Sudan, and The Kingdom of Saudi Arabia - to better share resources and enhance collaboration. It will also help drive global adoption of The IIA's Standards and Certified Internal Auditor (CIA) certification and drive many other collaboration initiatives between the region and the Global IIA Headquarters.
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Leadership from The IIA and newly-formed Arab Confederation of Institutes of Internal Auditors (ARABCIIA) sign their new Memorandum of Understanding. Back row: Benito Ybarra (L) and Dr. Hussam Alangari (R) Front row: Anthony Pugliese (L) and Abdullah S. Alshebeil (R)
Anthony Pugliese, The IIA's President and CEO, and Benito Ybarra, The IIA's Global Board Chair were both in Jeddah, Saudi Arabia to sign the MoU. The ARABCIIA was represented by His Excellency Dr. Hussam Alangari, Chairman of the ARABCIIA and Abdullah S. Alshebeil, Secretary General of ARABCIIA.
'We're excited to welcome the new Arab Confederation to our IIA family,' said Pugliese. 'This agreement with the newly-created ARABCIIA will better enable our affiliates to collaborate among one another and with IIA Global Headquarters on research, events, and translation, facilitate continuous profession education, and support our shared efforts to grow the internal audit profession. This is a great example of our 'OneIIA' approach in action – our profession benefits when we work together.'
The new Confederation will strengthen the link between its associate members and it will represent those members before international bodies and organizations. Additionally, the Confederation will promote, develop and Improve internal audit practices in member states through the following:
- Increasing the level of awareness of internal auditing standards and the techniques and methods of their application. Institutional support for members through workshops, training, translation, and upgrading of knowledge Issuing directives and instructions for the implementation of internal audit work Increasing the level of professional qualification of internal audit personnel and issuing profession certificates Preparing research, studies, and publications related to the internal audit profession
Dr. Alangari stressed that the ARABCIIA is developing cooperation with the entities within the Arab region for strategic alignment that adds professional and practical value to the internal audit profession, enabling it to achieve its functional mission, goals, and delivering its mandate. He stated that signing this MOU with IIA Global at this early stage in the establishment of the Confederation, and having The IIA's Global Board Chair and CEO present in the signing ceremony, clearly reflect the vision to carry this strategic alignment forward. He indicated that the MoU signing is a major opportunity for enhancing cooperation and developing the profession in the Arab region, considering that IIA Global is the leader for all internal auditing profession around the world.
The IIA has existing MoUs with regional bodies in Europe, Asia-Pacific, Africa, Latin America, and francophone countries. The new agreement with ARABCIIA covers a vital and rapidly-growing region and ensures that the profession's fastest growing region will adhere to – and be supported by – the best-in-class standards established by The IIA.
'The IIA and the affiliates that comprise the ARABCIIA regional body all recognize the value of maintaining a strong relationship,' said Ybarra. 'This agreement will allow our affiliates to maintain local organization, while also benefitting from regional collaboration. We're all excited about the potential for future growth that this agreement will enable.'
About The Institute of Internal Auditors
The Institute of Internal Auditors (IIA) is an international professional association that serves more than 230,000 global members and has awarded more than 185,000 Certified Internal Auditor (CIA) certifications worldwide. Established in 1941, The IIA is recognized throughout the world as the internal audit profession's leader in standards, certifications, education, research, and technical guidance. For more information, visit theiia.org .
SOURCE The Institute of Internal Auditors
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