December 2024

SGV thought leadership on pressing issues faced by chief executives in today’s economic landscape. Articles are published every Monday in the Economy section of the BusinessWorld newspaper.
30 December 2024 Aaron C. Escartin

Enhancing payroll management with AI

IN BRIEF: AI-driven payroll solutions streamline complex international payroll operations, reducing errors and enhancing efficiency.Automating payroll processes with AI improves accuracy, compliance, and employee satisfaction.AI-powered chatbots provide quick, accurate responses to payroll inquiries, simplifying workloads and enhancing the employee experience. PULL QUOTE: "AI is revolutionizing payroll management by providing real-time insights, reducing errors, and enhancing employee satisfaction." Managing payroll for a global workforce presents a myriad of challenges due to constantly evolving political, legal, social, and economic factors. These changes impact regulatory requirements and reporting, making it difficult to navigate diverse labor laws, tax regulations, data privacy standards, and payment procedures. Consequently, the dynamic conditions increase employee inquiries, complicating payroll management. Companies need efficient, accurate, and cost-effective methods to address these inquiries, enhancing employee satisfaction and trust.The challenges of global payroll managementPayroll errors and delayed responses can lead to fines, damage organizational reputation, and frustrate employees, affecting costs and related functions like recruitment and retention. While preventing errors is crucial, traditional methods for handling these challenges are often costly and ineffective. Businesses are ready for an innovation – a solution that offers something greater than the sum of its parts. Finding a time-efficient, cost-effective, innovative, and globally adaptable solution that can grow with the organization demands taking stock of the entire system and adding something more: an ecosystem approach.How AI can helpArtificial intelligence (AI) presents a significant opportunity to transform payroll functions and enhance efficiency. By automating data collection and analysis, AI can identify trends and anomalies, providing real-time insights into payroll performance. This technology can help monitor payroll metrics, track progress against targets, and identify areas where additional investment or action is needed. By leveraging AI, companies can improve the accuracy and reliability of their payroll processes while freeing up time and resources for more strategic activities.Case study: AI-driven payroll solutionsMany organizations face the challenge of managing complex international payroll operations. One company needed a quick and accurate communication platform with their employees that would answer country- and employee-specific payroll questions within a broader global payroll operations environment. Weighing the desired outcomes and challenges, the company implemented an AI-driven payroll chatbot. This chatbot addressed employee payroll questions efficiently and accurately, providing accessible answers to employee questions easily and quickly. The cloud-enabled development of a large language model helped create a payroll chatbot capable of answering complex employee questions. The chatbot solved the company’s payroll needs in a way that was efficient for them as the employer, but it was also incredibly effective and beneficial for their employees. After the initial launch of a pilot version, the company scaled it to an enterprise-ready payroll chatbot that answered complex payroll questions by using an underlying large language model and vast compliance data. This solution helped reduce the burden on the employer while personalizing the employee experience.In very real terms, there were improvements across the board in providing accurate answers to queries, employee satisfaction, and first call resolution. There was also an overwhelming decrease in cost to serve. This is just one example of how AI can help accelerate and improve payroll management while simplifying the workload.An integrated global payroll solution Taking control and driving efficiency with an integrated global payroll solution involves transforming global payrolls through a unified managed services approach, integrating domestic, mobile, and global payroll services. A centralized, modular platform handles the complexities of an international workforce, connecting legal, advisory, and compliance knowledge for an integrated payroll experience.In today's fast-paced world, where talent is the key resource, managing the payroll of an increasingly international workforce has become very complex and time-consuming. The rapid pace of regulatory compliance, labor and privacy law changes, managing the life experience of employees, and the scarcity of payroll talent are just a few of the hurdles that organizations face. Traditional payroll models struggle to keep up with modern business demands and new ways of working. The risks of non-compliance, data privacy issues, and the high costs and inefficiency of managing multiple vendors are significant challenges.Taking initiative involves governance, oversight, and control. It means having single process ownership across employee entitlement, compliance requirements, and pay distribution. This approach provides a unified view of data, reduces duplication, ensures consistent decisions and reporting, and offers a holistic view of talent and compliance, enabling organizations to plan. Driving efficiency requires providing direct access to all subject-matter-experts and enabling effective risk management across the entire employee population. It helps reduce cost and labor leakage that occurs with disparate vendors, duplication of effort, gaps in essential knowledge and process, and inadequate business controls. Additionally, it improves in-house technology and data assets. Planning enhances the employee experience through advanced technology, streamlined processes, and easy access to on-the-ground knowledge. It also reduces the cost of developing and modifying technology.The future of payrollA next-generation payroll managed service approach combines global reach and deep capabilities, consistent multi-service integration, and direct access to teams across the globe. Across payroll, labor and employment law, and mobility, teams can work together collaboratively to meet workforce compliance needs wherever they are. Global processes, technology, and data models are smoothly integrated, providing a single, cohesive, high-quality service. Access to core service delivery without subcontracting to third parties helps ensure effective communication and improved performance. Being part of an ecosystem facilitates the provision of comprehensive solutions beyond payroll, leveraging deep knowledge to address unique challenges.Organizations can address global payroll operational and service challenges by leveraging AI technology to create innovative solutions, such as a payroll chatbot. The proper use of AI can help simplify employer workload, answer complex payroll employee queries, provide regulatory compliance information, and enhance employee experience, leading to increased operational efficiency.  Aaron C. Escartin is a Tax Partner and Philippine Payroll Operate Leader of SGV & Co.This article is for general information only and is not a substitute for professional advice where the facts and circumstances warrant. The views and opinions expressed above are those of the author and do not necessarily represent the views of SGV & Co.

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23 December 2024 Anna Maria Rubi B. Diaz

Future-proofing finance with future-ready controllers

IN BRIEF:Financial controllers need to step beyond compliance to create value and remain indispensable copilots to CFOs in driving organizational innovation and growth.AI adoption enhances controller impact on enterprise-wide operational efficiency, contributing to macroeconomic growth.PULL QUOTE: “Organizations are sitting on a goldmine of financial data, yet this resource often remains underutilized. This is a crucial area where the expertise of controllers can be fully harnessed.” The rapid acceleration of digital transformation is reshaping the business landscape, compelling finance teams to manage returns on investment goals, meet customer demands for innovation, and align with long-term sustainability objectives — all at the same time.This intersection of often-competing demands characterizes today’s Age of And, where success relies on an organization’s ability to effectively navigate and excel in managing these demands simultaneously. This evolving landscape necessitates a strategic shift in roles. Financial controllers, in particular, are moving beyond their traditional focus on operational tasks such as bookkeeping, compliance, and resource allocation and are now positioned as strategic enablers of value creation.According to the 2024 EY DNA of the Financial Controller Report, 86% of surveyed controllers across 28 countries recognize that their responsibilities will evolve substantially over the next five years. To execute their redefined responsibilities, controllers must harness tools such as analytics, automation, and artificial intelligence (AI) to transform vast amounts of data into actionable insights that can support strategic decision-making. Predictive analytics enables controllers to identify trends, forecast scenarios, and optimize budgeting. For example, analyzing historical financial data facilitates cash flow prediction and improves financial planning, allowing for agile responses to business challenges.Automation tools like robotic process automation (RPA) streamline reconciliations and report generation, reducing errors and accelerating processes. Automating financial statement consolidation enhances accuracy and delivers timely insights, empowering controllers to focus on strategic activities.AI-powered solutions, such as machine learning algorithms, detect anomalies, assess credit risks, and anticipate market trends. These capabilities help controllers proactively manage risks and capitalize on strategic opportunities, reinforcing their role as value creators.However, the successful integration of these tools requires controllers to adapt their skillsets and embrace a more collaborative role with Chief Financial Officers (CFOs) as copilots in driving innovation and organizational agility. This shift fosters greater cohesion within finance teams, breaking down traditional silos that often hinder efficiency and strategic alignment.Creating value from dataOrganizations are sitting on a goldmine of financial data, yet this resource often remains underutilized. Controllers can unlock this value using AI tools to transform complex datasets into actionable strategies. AI automates routine workflows, such as data consolidation and reporting, enhancing accuracy and freeing controllers to concentrate on strategic responsibilities like risk assessment and planning. Additionally, AI-driven analysis empowers controllers to forecast trends and develop proactive strategies, elevating their role as strategic contributors.Beyond its micro-level benefits, AI has the potential to stimulate macroeconomic growth. In fact, a global tech study by a global tech company estimates that AI adoption among local businesses could contribute Php2.8 trillion to the Philippine economy by 2030.In the vital sector of micro, small, and medium enterprises (MSMEs), which account for 99.63% of the Philippine business landscape according to the 2023 List of Establishments by the Philippine Statistics Authority, a data-driven ecosystem is essential for streamlining operations, boosting productivity, and achieving sustainable growth.AI tools play a pivotal role by automating routine financial tasks such as accounts receivable (AR) collections. For instance, an AI-powered AR Collection Assistant helps prioritize accounts, identify at-risk customers, and recommend optimal actions. Integration with enterprise resource planning (ERP) systems creates a unified platform for agents, improving efficiency and simplifying follow-up processes. By leveraging AI and automation, businesses can strengthen governance, reduce costs, and enhance operational efficiency, leading to long-term value creation. Additionally, integrating AI into business processes allows MSMEs to analyze complex datasets swiftly, uncovering actionable insights for strategic decision-making. For example, AI-driven predictive analytics can forecast financial trends, enabling businesses to proactively align strategies with organizational goals.Upskilling for the futureWhile many companies understand the importance of digital transformation, recognition alone will not drive progress. Delayed implementation risks leave organizations mired in inefficiency while competitors advance toward innovation and growth.In the Philippines, a disconnect between ambition and readiness for AI adoption stalls digital transformation among companies. A survey by a different global tech company found that although 65% of local companies allocate 10-30% of their IT budgets to AI adoption, only 22% are fully prepared to implement AI technologies.One critical obstacle is the skills gap, with only 23% of survey respondents reporting employee proficiency in managing AI tools. Within finance teams, this shortfall hinders controllers from meeting their redefined responsibilities, ultimately limiting their contributions and impacting organizational success in an increasingly complex business landscape.Reimagining talent strategiesRedefined roles often encounter resistance, particularly as traditional roles for controllers have focused primarily on value protection (e.g. regulatory compliance) and value optimization (e.g. budget planning, cost analysis, and investment evaluation).To address this, organizations must prepare teams for future-oriented responsibilities in value creation. One clear step is articulating a compelling vision for the controller role, emphasizing how their redefined responsibilities can contribute to the company’s long-term growth strategy. This approach not only clarifies their evolving responsibilities but also motivates teams to align with broader organizational objectives.For new hires, prioritizing adaptable mindsets and a willingness to learn over rigid credentials ensures a more future-ready workforce. Meeting evolving role expectations also requires targeted upskilling through robust training programs, mentorship, and leadership opportunities, enabling controllers to excel in their redefined roles.Actions for finance leadersOrganizational support is critical to empower controllers and their teams to develop the necessary skills while managing day-to-day responsibilities. According to the EY report, 59% of controllers state that their organizations encourage them to evolve into value creators to a large extent. However, many feel they lack adequate resources and support to make the transition.CFOs and senior leaders can address this gap by allocating budgets for technology adoption and fostering cross-functional collaboration. Providing autonomy and facilitating engagement with the C-suite and key stakeholders can transform controllers into strategic drivers of value.CFOs can further empower financial controllers by:Integrating innovation into roles. Redefine job descriptions to include innovation as a core responsibility, directly linking it to performance metrics to ensure that controller efforts contribute to enterprise-wide value creation.Leading transformative projects. Provide controllers with leadership opportunities in transformation initiatives, supported by adequate budgets, staffing, and mentorship. These experiences cultivate strategic thinking and innovation capabilities.Focusing on future-ready skills. Equip controllers with expertise in data analytics, AI, and strategic decision-making. These skills will prepare them for evolving financial landscapes and amplify their organizational impact.Expanding responsibilities strategically. Gradually assign controllers additional responsibilities to deepen their expertise and prepare them for future leadership roles, including the position of CFO.Developing a talent pipeline. Build a robust talent pipeline by identifying high-potential candidates for controllership roles. Provide these individuals with targeted training and mentorship to ensure the role remains a source of innovation and leadership.The future-ready controllerControllers must take an active role in their evolution. By embracing opportunities to view value creation through a broader lens, they can enhance their contributions to financial planning and analysis (FP&A) and investor relations.Strengthening engagement with the C-suite and other key internal and external stakeholders is equally essential. Successful transformation into a redefined role ultimately requires a commitment to continuous personal development. To achieve this, controllers should focus on the following key areas:Embracing uncertainty and disruption. Proactively seek new opportunities to create organizational value, balancing these initiatives with compliance oversight and operational efficiencies.Exploiting the potential of data and AI. Leverage financial data alongside operational and external data sources to generate insights that enable informed executive decision-making. Additionally, develop a roadmap for an AI-enabled controllership team, identifying the necessary data, processes, and controls. Equipping teams for the future. Encourage agility by fostering diverse skills within teams, including business, personal, and technological capabilities. Inspire team members to view themselves as innovators and problem-solvers beyond their roles as financial and compliance experts.Prioritizing cultural adaptabilityOrganizations must embrace a cultural shift that prioritizes adaptability and a growth-oriented mindset over reliance on legacy processes. To complement this shift, organizations must integrate a digital-first culture to break down silos and enhance operational efficiency, giving way for better, data-driven decision-making across all functions. In doing so, controllers can leverage their redefined roles to streamline processes, provide actionable trends and insights, and drive innovation, making them integral contributors to sustainable growth and organizational success.  Anna Maria Rubi B. Diaz is an Assurance Partner under the Financial Accounting Advisory Services (FAAS) of SGV & Co.This article is for general information only and is not a substitute for professional advice where the facts and circumstances warrant. The views and opinions expressed above are those of the author and do not necessarily represent the views of SGV & Co.

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16 December 2024 Maria Kathrina S. Macaisa-Peña

Shopper spending trends this season

IN BRIEF: According to EY research, 69% of global consumers will participate in this year’s value hunt, with one-third indicating they will spend more than last year. Smart, savvy, and shrewd consumers are willing to switch between channels for what they want, intensifying shopping channel fragmentation.PULL QUOTE: “Shoppers are becoming more strategic, concentrating on value, utilizing various shopping channels, and being selective with promotions.”  Despite low consumer confidence, shoppers eagerly anticipate this year’s holiday sales. According to the EY Future Consumer Index, which surveys 13,000 respondents, 69% of global consumers intend to participate in this year’s value hunt. The data also reveals subtle yet significant shifts in consumer shopping plans, expectations, and values – trends that are expected to influence consumer behavior well beyond the holiday sales. Shoppers are considered “smart” for utilizing a full range of channels and technologies to obtain what they want; “savvy” for their ability to evaluate marketing and promotional offers; and “shrewd” for being more discerning about what value means to them.Consumers anticipate deals and stretch budgetsThe value hunt began earlier this year, with companies initiating seasonal sales in September or October partly in response to the US Thanksgiving holiday falling at the end of November, shortening the traditional five-week spending period by a week. Despite this, 52% of global consumers will delay spending holiday budgets, anticipating better deals. Most global consumers plan to only purchase products on sale this year, with 67% actively tracking market offers – a figure that rises to 73% among consumers with children.In the Philippines, two local online shopping platforms have seen year on year growth surges, with customers anticipating monthly deals such as 11.11 and 12.12 sales. One shopping platform saw a nine-fold increase in customer engagement throughout its 11.11 sale as customers earned discounts by participating in daily check-ins and challenges. One food and beverage corporation observed strong consumer Christmas spending based on the sales of their gift packages, predicting an increase in sales from the previous year. Shoppers are also more deliberate about when and how they spend, often due to cost concerns. Nearly half will be using loans, credit cards, and buy-now-pay-later solutions to defer shopping costs. However, not all consumers are borrowing; about half report having saved for the festive season. Regardless of the source of their funds, more consumers are determined to spend wisely this year, preferring to purchase items with lasting value and invest more in technology. For many consumers, festive shopping behavior is not driven by bargain hunting, with 48% of global consumers stating they will purchase the ideal gift regardless of whether it is on sale. Additionally, 64% of consumers often question the real value of promotions they encounter in festive sales, while 58% believe that their preferred items will not be on sale anyway.To optimize value, consumer products companies and retailers should concentrate on digital promotions and messaging. They should continuously refine digital promotions to match the consumer quest for value, and create distinctive sales promotions to quickly broaden audience reach and enhance perceived value. In addition, ensure that messaging remains current, integrated, and easily accessible throughout the holidays.Balance physical and social media commerce A physical store remains the primary shopping destination for 68% of consumers, but they are willing to switch between channels for what they want, intensifying ongoing fragmentation of shopping channels. The value of physical stores extends beyond the holiday atmosphere they provide, with many consumers preferring to physically experience a product before purchasing. Nevertheless, platforms such as TikTok, YouTube, and Instagram are set to become significant sales channels this season, particularly among Chinese consumers. In China, 50% of consumers plan to purchase through social media, compared to 24% in the US and 17% globally. According to a TikTok-commissioned study conducted by research company Kantar Profiles, which studied shopping behaviors in Southeast Asia during the festive season, 81% of Philippine TikTok users rely on TikTok to find new brands and products for the holidays while 77% of users use the platform for their Christmas shopping. Notably, 84% of local TikTok users participated in its mega sales events last year, and they are 2.3 times more likely to increase spending in 2024. Global consumers will increasingly adopt social sales channels as new capabilities enable brands to replicate the in-store experience. Leading brands are already using livestreams to create competitor-free spaces where consumers can ask about a product in real-time and click to purchase.While the range of channels might seem overwhelming, data indicates that consumers are adept at selecting the right one for their needs. Consumers are now prioritizing price over product, a shift from the norm as the value from promotions becomes a key differentiator in deciding where to shop. Although this approach works for shoppers, it exacerbates the ongoing challenge of channel fragmentation.To navigate the increasingly complex brand experience, companies must adopt a holistic approach to actively analyze, prioritize, and support the channels delivering the most value. Experiment with shoppable social content to accelerate the purchase journey and take advantage of impulse buying, then incorporate these insights into planning for next year.Gen Z preferences signal a future of sustainable choices Younger consumers are expected to be the most active shoppers this festive season. Gen Z, in particular, plan to increase their spending across nearly every category, including clothing, technology, and experiences. These consumers can be particularly demanding, as they are impatient, seek convenience, and value sustainability, indicating trends that more consumers will likely adopt in the coming years.Gen Z is prioritizing organic or sustainably sourced products, actively seeking brands that align with their values. A third plan to purchase second-hand goods as gifts, either to stretch their budgets or invest in higher-quality items they couldn’t afford if new.The rise of second-hand shopping and gifting could significantly impact categories such as fashion, while popular resale platforms offer Gen Z opportunities to find unique, affordable, and environmentally-friendly gifts. Some brands already capitalize on this trend by establishing or investing in resale platforms for their own goods. These platforms boost sales while helping brands, especially luxury ones, maintain a high-quality experience and limit counterfeit sales.As digital natives, younger consumers prefer using online channels with access to peer reviews and influencer content about potential purchases. Seeing someone relatable unboxing and using items eliminates the need to see them instore.Companies can focus on meeting Gen Z’s expectations for convenience, as they value having more control over deliveries and are likely to choose faster options, free shipping, and flexible delivery windows. For instance, 40% of Gen Z consumers value same-day delivery, compared to just 25% of Baby Boomers.While these expectations are challenging to meet profitably, data shows that 47% of younger consumers are willing to buy extra items to qualify for free shipping, compared to 35% of consumers over the age of 60. Companies that optimize their delivery logistics to meet this demand can drive additional purchases and increase their margins simultaneously.Moreover, themes of self-care and self-reward resonate more deeply with younger consumers. Gen Zers are more interested in beauty and personal care products than clothing, possibly because they are more discerning towards what needs to be new and what can be bought used. To connect with them during the holiday season, rethink product mixes and business models to incorporate preloved items, private labels, and emerging brands aligned with Gen Z values. Companies can create cost and distribution strategies that address their desire for control and convenience, and collaborate with influencers to enhance brand transparency and showcase value.Consumer behavior shifts beyond the holidays Despite global economic uncertainty, most consumers are enthusiastic about this year's festive sales while also becoming more strategic, concentrating on value, utilizing various shopping channels, and being selective with promotions. These trends signify a consumer behavior shift that will persist beyond the holidays. As consumers become more discerning, tech-savvy, and intentional towards deals, retail and consumer product companies must note how this influences their future strategies. Maria Kathrina S. Macaisa-Peña is a Business Consulting Partner and the Consumer Products and Retail Sector Leader of SGV & Co.This article is for general information only and is not a substitute for professional advice where the facts and circumstances warrant. The views and opinions expressed above are those of the author and do not necessarily represent the views of SGV & Co.

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09 December 2024 Carlo Kristle G. Dimarucut

Guiding Philippine SMEs through the cybersecurity journey

IN BRIEF: Attacks targeting small businesses are on the rise, and a single successful breach could jeopardize operations, customer trust, and business continuity.Rather than try to build a comprehensive security team from scratch — which can be prohibitively expensive — many small businesses are benefiting from "CISO-as-a-Service" models.This model allows companies to bring in experienced security professionals who offer strategic guidance, oversee critical cybersecurity activities, and provide access to a broader team of security specialists, all on a shared-service basis.PULL QUOTE: “By outsourcing key functions, adopting best practices step by step, and focusing on tools that blend security with usability, Philippine SMEs can more effectively protect themselves without overextending their resources.”  In the Philippines, medium and small businesses (SMEs) often face significant challenges when it comes to cybersecurity. With fewer than 20 IT personnel on staff, many organizations may only have basic protections — such as antivirus software programs and a firewall — in place. It’s common for these businesses to not have implemented services like Active Directory, and handle cybersecurity as an afterthought rather than a priority.Yet, in today’s increasingly digital economy, these businesses are at risk. Attacks targeting small businesses are on the rise, and a single successful breach could jeopardize operations, customer trust, and business continuity. With that in mind, this article will discuss how Philippine SMEs with limited resources can embark on a cybersecurity journey that’s practical, achievable, and cost-effective.An effective approach: outsource for efficiencyOne of the most effective approaches towards cybersecurity for SMEs in the Philippines is to consider outsourcing cybersecurity functions. Rather than try to build a comprehensive security team from scratch — which can be prohibitively expensive — many small businesses are benefiting from "CISO-as-a-Service" models.A Chief Information Security Officer (CISO) as a service allows SMEs to access top-tier security expertise without having to hire full-time specialists. Through this model, companies can bring in experienced security professionals who offer strategic guidance, oversee critical cybersecurity activities, and provide access to a broader team of security specialists, all on a shared-service basis. This reduces costs while still ensuring that the business benefits from industry best practices.The cybersecurity journeyAssess current state. Begin by assessing the current capabilities of the company. Understand what assets must be protected, identify any existing vulnerabilities, and evaluate all current tools and configurations. An outsourced partner can help facilitate this process, providing an unbiased, thorough review of the company’s security posture.Focus on the fundamentals. For organizations that have limited resources and basic tools, starting with strong foundational controls is key. This includes the following:Endpoint Security: Go beyond simple antivirus programs by considering endpoint detection and response (EDR) tools. These can provide more visibility into potential threats and help respond to attacks quickly. Choose EDR solutions that are simple to deploy and have an intuitive interface, making them easy for the IT team to manage.Network Segmentation and Firewalls: Reinforce the company’s firewall setup and consider segmenting its network. This way, even if an attacker gains access to one part of the system, they won’t be able to move freely. Look for firewalls that offer user-friendly dashboards, allowing the IT team to easily understand and manage network activity.Prioritize identity and access management. Many Philippine SMEs may not have any form of identity management system yet in place. Implementing a cloud-based solution, such as a simple single sign-on (SSO) or even managed identity access solutions, can significantly reduce risk. These solutions simplify login processes for users while enhancing security. An outsourced partner can make these systems easy to deploy and manage, reducing the burden on the internal team.Embrace managed security services. As part of the company’s journey, outsourcing Managed Detection and Response (MDR) can be particularly valuable. Managed service providers have dedicated security operations centers (SOCs) and can monitor the company network 24/7 for suspicious activity — something most SMEs can’t do on their own. The MDR tools often come with simplified reporting and alerts that are easy for the internal team to understand, ensuring that even non-specialist staff can grasp the current security state.Employee awareness and training. Many attacks target employees through phishing or social engineering tactics. Implement regular training sessions for company employees to teach them how to recognize threats. This is also something that a managed partner can easily help facilitate. Look for training programs that are interactive and easy to understand, ensuring employees find them engaging rather than overwhelming.Adopt user-friendly security controls. One concern that often arises when discussing cybersecurity is that it may hinder productivity. However, many of today’s solutions focus on enhancing both security and usability. Multi-Factor Authentication (MFA), for example, may seem like an extra step, but when integrated properly, it makes logging in faster while also being more secure. Choose MFA tools that are simple to use and integrate seamlessly with the company’s existing systems. Prioritize tools that simplify administration and are transparent to users, ensuring security isn’t seen as a burden but rather as an enabler of efficient work.Benefits of outsourcing cybersecurity for SMESCost efficiency. Rather than investing in full-time employees and costly infrastructure, outsourcing enables paying only for what the company needs, when it is needed.Access to expertise. Cybersecurity is complex and constantly evolving. Partnering with a provider provides access to specialists who are on top of the latest threats and trends.Scalable solutions. Outsourcing allows the scaling of security capabilities as the business grows, meaning companies do not have to worry about outgrowing their protections.Faster implementation. Leveraging external resources means that new security controls can be implemented faster, helping the business reach an improved level of security in weeks, rather than months or years.Transforming security for growthAs an example, a local medium-sized business had started with just an antivirus program and a basic firewall. They began their cybersecurity journey by gradually adopting outsourced cybersecurity services, such as MDR and a CISO-as-a-Service. Over time, they were assisted in implementing more sophisticated controls — including endpoint detection, identity management, and cloud security. While their footprint is smaller compared to global organizations, their level of protection is now at par with international standards.Throughout the journey, their service provider kept a focus on ease of administration and usability. The goal of their journey wasn’t just to make the organization more secure but also to make it easy for their employees to operate securely — resulting in a more productive and safer environment for everyone.Beginning the cybersecurity journey todayThe path to cybersecurity doesn’t have to be overwhelming. By outsourcing key functions, adopting best practices step by step, and focusing on tools that blend security with usability, Philippine SMEs can more effectively protect themselves without overextending their resources. Remember, it’s not about where the company starts — it’s about taking that first step towards securing the business for the future.  Carlo Kristle G. Dimarucut is a Technology Consulting Partner of SGV & Co.This article is for general information only and is not a substitute for professional advice where the facts and circumstances warrant. The views and opinions expressed above are those of the author and do not necessarily represent the views of SGV & Co.

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02 December 2024 Joseph Ian M. Canlas and Christiane Joymiel C. Say-Mendoza

Integrating ESG into risk management

IN BRIEF: Integrating environmental, social, and governance (ESG) into risk management is not just a moral imperative but a strategic necessity.As companies are increasingly required to outline their ESG policies and positions, it is crucial to evaluate how these commitments are being assessed and judged.There is a growing consensus that sustainability risk is also a financial risk, and corporate strategies need to reflect this broader perspective. PULL QUOTE: "By integrating ESG principles into risk management, companies can safeguard their operations against climate-related risks and promote inclusive growth, driving real and positive change." Integrating environmental, social, and governance (ESG) into risk management is not just a moral imperative but a strategic necessity. As businesses navigate a landscape where ESG considerations significantly impact operations and reputation, integrating ESG into risk management becomes crucial. This article explores how companies can integrate ESG into risk management to build resilient, sustainable, and ethically grounded business practices.The crucial role of ESG in risk managementAs companies are increasingly required to outline their ESG policies and positions, it is crucial to evaluate how these commitments are being assessed and judged. Most companies release an annual ESG report, which customers and other key stakeholders review to ensure alignment with their values, and which investors use to support their investment decisions. Companies that pursue management system certification (e.g., ISO Management Standards, Environmental and Energy certifications, etc.) can integrate ESG goals from the initial planning stage of the PDCA (Plan-Do-Check-Act) cycle. The check phase allows them to evaluate the effectiveness of their policies and processes in meeting their commitments and take appropriate actions. This approach also helps proactively address potential risks, build resilience against ESG-related shocks, and comply with regulatory requirements. Enhancing existing risk management practices is vital because negative ESG incidents are increasingly damaging and costly. Research by international ratings firm Morningstar Sustainalytics indicates that companies experiencing significant ESG incidents lost an average of 6% of their market capitalization. Additionally, incorporating ESG into risk management is not just about avoiding negative outcomes; it also involves seizing opportunities to create value and drive innovation. Companies that effectively manage their ESG risks are well-positioned to succeed in a rapidly changing global business environment.According to the 2025 Asia Pacific Risk in Focus study, a survey conducted by the Institute of Internal Auditors, organizations consider climate change or environmental risk to be in their top ten risk expectations this year but consider it to be in their top five in the next three years, highlighting its increasing significance and the need to address it sooner than later. Companies with effective ESG practices are less likely to encounter harmful controversies and are better equipped to respond when incidents occur. Medium and smaller firms may not face the same level of stakeholder scrutiny or regulatory requirements, but they are equally at risk from ESG incidents, which can be even more damaging. Without the support of major investors, smaller companies may struggle to recover from adverse events. In essence, ESG risk is a material risk, and failing to address it promptly and appropriately can lead to severe consequences.Integrating ESG principles in the ERM processAccording to the 2023 EY Global Board Risk Survey, highly resilient boards are more aware of the potential of ESG governance to create long term value as well as more aware of the sustainability risks their organization may face. Integrating ESG factors into enterprise risk management (ERM) process is crucial for enhancing executive management’s understanding of risk, encouraging a collaborative relationship with risk owners and risk management units, ensuring regulatory compliance, protecting reputation, mitigating risks, and ensuring long-term sustainability.Boards can accomplish this by incorporating ESG risk assessments into regular risk identification processes and exploring how climate change impacts the business model. Companies should adopt a comprehensive approach encompassing internal and external factors, identifying financially material ESG risk exposures through a materiality assessment. In addition, create strategies to mitigate any identified ESG risks, and regularly monitor these and report progress to stakeholders. The current regulatory landscape In recent years, government regulators have introduced various ESG-related regulations, primarily focusing on reporting and disclosure requirements. However, laws and regulations that mandate a more proactive approach towards ESG were deemed essential. Two significant steps in this direction are the Extended Producer Responsibility (EPR) Act of 2022 and the proposed Local Carbon Economy Law.The EPR Act of 2022 addresses the Philippines' plastic pollution problem by requiring large enterprises to establish programs for the effective recovery of plastic waste. Companies must meet target recovery rates, starting at 40% in 2024 and increasing by 10% annually until 2028. This act aims to ensure that producers take responsibility for the entire lifecycle of their products, particularly in managing post-consumer waste.The proposed Local Carbon Economy Law seeks to create a framework for reducing carbon emissions at the local level, promoting sustainable practices, and encouraging the development of a low-carbon economy. This law aims to align local initiatives with national and international climate goals, fostering a more sustainable and resilient economy.Over the years, the Philippines has made significant strides in promoting ESG practices. In 2019, the Securities and Exchange Commission (SEC) issued Memorandum Circular No. 04, requiring publicly listed companies (PLCs) to submit sustainability reports. These reports assess and manage non-financial performance across economic, environmental, and social aspects, enabling PLCs to measure and monitor their contributions towards achieving universal sustainability targets and national policies.The Philippine government is actively working to enhance its ESG regulatory framework. The country has expressed its intention to adopt the International Sustainability Standards Board (ISSB) standards, demonstrating a commitment to align with international best practices. In October 2021, the Sustainable Finance Taxonomy Guidelines (SFTG) for the Philippines were developed through cooperative efforts between the SEC, the Bangko Sentral ng Pilipinas (BSP), and the Insurance Commission (IC). These guidelines, drawing on the ASEAN Taxonomy’s Foundation Framework, initially focus on climate change mitigation and adaptation, with plans to include ecosystems, biodiversity, circular economy, and potential social objectives in future iterations. Additionally, the SEC plans to fully implement the Association of Southeast Asian Nations Sustainable and Responsible Fund Standards (ASEAN SRFS) to enhance transparency and uniformity in reporting.With climate risks looming, the business community has also increasingly integrated ESG into their operations and reporting over the past few years. Several companies in the Philippines have been recognized for leading the way in adopting ESG practices, setting examples for others to follow. To help their organizations manage ESG risks, Chief Audit Executives (CAEs) can help define the Board’s role in sustainability requirements, overseeing the processes around approving disclosure reports. Greenwashing, or the act or practice of making something appear more environmentally friendly than it actually is, poses a new kind of risk that must be incorporated into the overall risk assessment. CAEs can provide assurance for the accuracy of sustainability reporting and guard against potential greenwashing. Driving real and positive changeCompanies that prioritize ESG have been shown to have a positive correlation with financial performance and attractiveness to investors. Many business leaders recognize the importance of strong ESG governance, oversight, and accountability. There is a growing consensus that sustainability risk is also a financial risk, and corporate strategies need to reflect this broader perspective. By integrating ESG principles into risk management, companies can safeguard their operations against climate-related risks and promote inclusive growth, driving real and positive change. Joseph Ian M. Canlas is a Risk Consulting Partner and ASEAN Core Consulting Quality Leader, and Christiane Joymiel C. Say-Mendoza is a Risk Consulting Partner, both of SGV & Co.This article is for general information only and is not a substitute for professional advice where the facts and circumstances warrant. The views and opinions expressed above are those of the authors and do not necessarily represent the views of SGV & Co.

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