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Home Depot Confirms Massive Data Breach

Home Depot Data Breach

On Monday, Home Depot confirmed that a breach of its payment data systems may have exposed customer card data across the United States and Canada. The breach appears to have begun in April, allowing hackers to steal an untold amount of shopper information including credit card numbers.

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The home improvement giant disclosed on Sept. 2 that it was investigating reports of “unusual activity” and, a week later, determined that any customers who used a card in the U.S. or Canada is at risk, though the breach does not appear to impact shoppers online or at retail stores in Mexico. In an official statement, the company assured that no one would be held responsible for fraudulent charges and offered free identity protection services, including credit monitoring, to anyone who has shopped at one of its locations since April.

As with the massive Target data breach, the Home Depot news was first broken by cybersecurity journalist Brian Krebs. The data went up for sale on rescator. So, the same underground store that sold credit card information from the Target and P.

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F. Chang’s breaches, and may have been stolen by the same group of hackers. Krebs reported, “In what can only be interpreted as intended retribution for U.S. and European sanctions against Russia for its aggressive actions in Ukraine, this crime shop has named its newest batch of cards ‘American Sanctions.’ Stolen cards issued by European banks that were used in compromised U.S. store locations are being sold under a new batch of cards labeled ‘European Sanctions.'”

Given the five-month duration, this breach may be many times larger than the Target attack, which exposed 40 million credit and debit cards and the personal data of 70 million customers in three weeks. The Target breach led to the resignation of its CEO and cost the company almost $150 million in the second quarter alone, according to the New York Times. In fact, the toll may reach ever higher. “I don’t see how they’re getting out of this for under a billion, over time,” John Kindervag, the vice president and principal analyst with Forrester Research, told the Times, adding, “$150 million in a quarter seems almost like a bargain.” Beyond the company itself, Javelin Strategy and Research reported at the time that total damage to banks and retailers could surpass billion, and consumers could be liable for more than billion in uncovered losses and other costs.

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One of the most promising ways to increase point-of-sale security is through the adaptation of EMV chip technology, as discussed in the March issue of Risk Management. In Europe, 81% of cards have EMV chips, and countries that have adopted the technology saw sharp declines in credit card fraud. In England, for example, the amount of fraud per transaction has dropped 57% since 2002, while it has risen almost 70% in the United States over the same period, according to consulting firm Celent. As part of its breach response, Home Depot announced plans to escalate adoption of EMV, installing “chip and PIN” checkout terminals throughout its U.S. stores by the end of the year. Target made a similar move in April, saying that it will issue its branded REDcard credit, debit and co-branded credit cards with MasterCard chip technology beginning next year.

Strength in Numbers: Internet Risk Detection and Brand Protection

Many of the attacks launched against today’s brands are as covert as they are debilitating. In today’s connected age, savvy cyber criminals often blitz companies with a flurry of activity across an array of online channels.

To make matters worse, employees who are using the Internet casually or personally create a vulnerability for businesses: workers could click on a phishing link sent to their personal account and unknowingly be exploited by cyber criminals, or they could bring harm to the business via a social media post they thought to be harmless.

And, let’s not forget that brands can also inflict damage on themselves, such as through executive scandals, accounting errors or failing to protect customers and investors.

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Even though these events may not involve a malevolent, third-party attacker, the resulting fallout can be just as severe as if they fell prey to one.

Given these circumstances, companies could face a barrage of both external and internal threats to their brand, customer loyalty and bottom line.

So, how can they defend themselves? The same crisis management procedures brands use following an external attack should also extend to self-inflicted events. Every reliable, robust brand defense strategy should begin with an Internet Reputation Management Council (IRMC).

The Power of Many

No one stakeholder within a company can be solely responsible for online brand reputation management. Instead, businesses need to bridge the gap between departments, creating an environment in which employees across the marketing, security/IT, finance and legal departments unite and share resources to defend the brand—and it all begins with an IRMC.

Council members representing departments throughout the organization will become Internet reputation champions who work collaboratively, from within their individual departments, to ensure that ownership and management of the brand is carried out across the enterprise.

As such, an IRMC has the range and visibility to combat the multitude of Internet-based threats. To borrow a term from the military, an enterprise that deploys an IRMC is essentially following a “defense-in-depth” strategy, by creating a redundant, layered web of defenders.

The Members of an IRMC

Once a company decides to launch a cross-departmental IRMC, who makes up its members? Executive-level sponsorship will provide the vision for an Internet reputation strategy, facilitate cross-functional and resource collaboration, and build a brand-aware organizational culture. A team leader is responsible for executing that vision on a day-to-day basis and marshaling the resources needed to protect the brand. Area leaders will protect the brand from various departments within a business, including marketing, legal, investor relations, compliance, e-business, human resources, public relations, security and fraud, and IT.

Although all IRMC roles are important, it’s these area leaders who can make or break a brand’s Internet reputation.

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A successful response demands the full participation of every member of an IRMC. Even though response actions may be centered in one department, these crises are full-company situations.

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After all, it’s not as though the public would only render judgment in isolation, for example, against “Target’s security team” or “Yahoo’s executive search committee”—the entire brand is put under a microscope following an incident.

A Defender at Every Position

With an effective IRMC, companies like these can use the “power of many” to combat such Internet-based threats to their brand, even when they’re self-inflicted. An IRMC operates by:

  • Identifying key internal stakeholders and inviting them to collaboratively establish the guidelines of Internet reputation management within the company
  • Meeting regularly to keep abreast of industry and technology changes, as well as emerging forms of Internet-based threats
  • Establishing goals and targets, such as building a structure to set up a “Best of Breed Governance Policy,” and setting metrics to track performance
  • Preparing emergency response protocols
  • Implementing training policies and communication within each department
  • Reviewing, measuring, evaluating and managing progress against objectives

Although a fairly new concept, there are already real-world examples of effective IRMCs. AstraZeneca’s reputation council, for example, comprises a diverse group of those with “stakeholder responsibilities,” including representatives from sales, marketing, finance, human resources and communications. It reports directly to the CEO, and because of this structure, long-term risk management and prevention are infused into the company’s corporate focus.

Ultimately, the true value of an IRMC like AstraZeneca’s isn’t in how many attacks it directly neutralizes, but that it creates an organizational culture of Internet reputation management excellence, starting with the heads of core departments and working its way throughout the rest of the enterprise.

By the time the IRMC is engaged responding to an incident, significant damage has already occurred. The best-protected brands are those that have identified brand protection as a central part of their mission statements. Their investment in a culture of excellence, led by their IMRC, mitigates risks before they become reality, improves profits and creates value for customers, employees and other stakeholders.

Cybercrime Costs Global Economy Up to $575 Billion

Cybersecurity

Cybercrime costs the global economy about $445 billion every year, though the damage may be up to $575 billion, according to a new report from the Center for Strategic and International Studies and software company McAfee. Further, the damage to businesses exceeds the $160 billion loss to individuals.

“Cyber crime is a tax on innovation and slows the pace of global innovation by reducing the rate of return to innovators and investors,” said Jim Lewis of CSIS. “For developed countries, cyber crime has serious implications for employment.”

Indeed, the biggest economies have suffered the most – the losses in the United States, China, Japan and Germany totaled at least $200 billion.

Businesses are sitting up and taking notice. A recent survey from Munich Re found that 77% of mid-size to large companies have or will have cyberinsurance in the next year. Yet, of the 23% that do not plan to buy insurance, nine out of 10 said this was because current coverage available does not meet their needs or would not be relevant for their business.

What are companies doing to manage cyber risk? Munich Re found:

Munich Re graph

Reputational damage has emerged as one of the biggest sources of loss from cyberbreach. Respondents said the biggest risk an incident would have pose to their business’s reputation is:

Munich Re reputational risk of cyberbreach

 

Counterintelligence Now Riskier Than Terrorism, Intelligence Officials Report

National Security

During a Senate hearing yesterday, top U.S. intelligence officials released a new threat assessment report that outlines the top risks to national security. While cybersecurity remains the greatest threat for a second year, the report said dangers from foreign spies and from leakers have surpassed terrorism as threats.

This revision follows a year that illustrated just how vulnerable the United States is to counterintelligence—both foreign spying and the leaking of information. In May, the Defense Department explicitly accused the Chinese government of launching cyberattacks against the U.S. government computer systems and defense contractors “in a deliberate, government-developed strategy to steal intellectual property and gain strategic advantage.”

According to Rep. Mike Rogers (R-Mich.), chair of the House Intelligence Committee, the theft of proprietary information and technology by the Chinese constitutes “the largest transfer of wealth illegally in the world’s history” and has cost the U.S. an estimated $2 trillion. “We are in a cyber war today,” Rogers said in July. “Most Americans don’t know it. They go about their lives happily. But we are in a cyber war today.”

Director of National Intelligence James Clapper also pointed to leaks from National Security Agency contractor Edward Snowden to illustrate the danger posed by the exposure of classified information. Terrorists are “going to school” on the information revealed, he claimed, calling Snowden’s act the “most damaging theft of intelligence information in our history.”

According to Clapper’s report, the top five threats from 2013 and for 2014 are:

2013

  1. Cyber-attacks, cyber-espionage
  2. Terrorism and Transnational Organized Crime
  3. WMD Proliferation
  4. Counterintelligence
  5. Counterspace (attacks on satellites, communications)

2014

  1. Cyber-attacks, cyber-espionage
  2. Counterintelligence
  3. Terrorism
  4. WMD Proliferation
  5. Counterspace