Samsung GALAXY devices achieve highest-level of security certification
Samsung Electronics South Africa, announced it has reached a new milestone for its enterprise customers by becoming the first in the mobile industry to achieve a Common Criteria Certification on its GALAXY devices embedded with security platform KNOX.
Common Criteria is the international “gold standard” for secure and trusted systems, specifically to ensure that they satisfy the predefined set of security requirements designed for enterprises.
Samsung KNOX confers enhanced security upon mobile devices, helping enterprises protect mobile access to high-value information assets.
Common Criteria (CC) certification assures that certified devices are independently evaluated and verified to meet fundamental security requirements specified in the Protection Profile.
The current CC certification targets the new Mobile Device Fundamentals Protection Profile (MDFPP) of National Information Assurance Partnership (NIAP) published in October 2013, which addresses the security requirements of mobile devices for use in enterprise.
The components certified in CC form a strong cryptographic foundation on which more advanced KNOX security features are implemented.
This certification validates that enterprises can safely provide their workers access to networks and high-value information assets using CC-certified GALAXY devices with KNOX embedded.
The focus of KNOX for Samsung has been bringing enhanced security to Android mobile devices.
Paulo Ferreira, Enterprise Mobility Head at Samsung Electronics, South Africa, said: “This endeavour is about more than just security, but is also centred on the pursuit of driving the entire mobile ecosystem, providing the enterprise customer with a better, high-assurance solution than they have ever had access to.”
With the successful attainment of the Common Criteria certification, Samsung has gone a step further in reinforcing its commitment to enterprise and government structures – to deliver a protected network security which is evaluated against the industry’s highest standards, further enhancing business partners’ confidence in the brand.
Jim Arnold Director of Gossamer Security Solutions, Jim Arnold, said: “In my 25 years of doing security evaluations, I have rarely seen a company that could complete an entire Common Criteria evaluation, from the very first meeting to conclusion, in under four months.
“At Gossamer we pride ourselves on our responsiveness and Samsung’s speed and agility as a company certainly challenged us.”
Billionaire Kumar Birla Champions Regional Supply Chains
As the head of the Aditya Birla Group, a US$46bn firm that operates in 36 countries, Kumar Mangalam Birla is no stranger to splashy strategic moves. Yet his recent announcement that he no longer wants to acquire globally distributed supply chains stood out. While many companies have struggled to cope with shipping backlogs, his firm has chosen to pivot and focus on regional networks. Said Birla: ‘We wouldn’t look at a company or a business where you source in one corner of the world and sell in another’.
He cited protectionism, the pandemic, and the limited movement of products and people around the world as ABG’s primary causes of lost profits. And they aren’t alone. Over the past year, 900 of the U.S. and Europe’s biggest IT, defence, and financial services firms have lost an average of US$184mn apiece.
An Era of Global Disruption
Over the past few decades, low shipping rates and rapid delivery times have lulled multinational firms into a false sense of security. In the early 2000s, companies chose to take on significant global supply chain risks in exchange for increased profits. First, it made sense to manufacture higher-value goods, such as electronics, in low-cost regions throughout Southeast Asia, India, and Africa. Second, first-tier suppliers started to outsource the manufacturing of specific components to second-, third-, and even fourth-tiers—leaving supply chains with extremely limited visibility.
So when COVID-19 disruptions struck certain regions, companies were caught unprepared. Usually, these events come few and far between. But over the past ten years, we’ve seen a number of ‘black swan’ events that have thrown the supply chain industry into chaos. Here’s a quick history of the most significant events in recent years, thanks to the MIT Sloan Management Review:
- 2010. China creates export quotas for rare earth elements.
- 2011. The Tōhoku Earthquake hits East Japan; flooding sweeps throughout Thailand.
- 2016-present. Trade wars between the U.S. and China hurt suppliers.
- 2020-present. COVID-19 pandemic shuts down international shipping ports.
Now, Kumar Birla is one of many who want to re-evaluate how we run our supply chains. Though his company has acquired 40+ companies in the last quarter decade, Birla intends to build up local hubs rather than expand operations.
Why Pursue Regionalisation?
Combine Chinese economic dominance, global supply chain vulnerabilities, and major government policy shifts around the world, and you have a storm brewing on the horizon for big multinational firms. As Brookings noted, ‘the biggest risk for trading opportunities in the developing world is growing protectionism in more advanced economies, often dressed up as national security protection’.
Altogether, from the U.S. to the European Union, governments are trying to protect their domestic supply chains, secure adequate stockpiles of materials, and build world-class local networks. Consider Biden’s recent executive order, which seeks to bring semiconductor manufacturing back to home soil, or Japan’s bid to open more memory chip fabrication factories near Tokyo. The Aditya Birla Group intends to react in kind. Said Birla: ‘We’re looking at regionalism as a very big theme’.
Will Others Follow Suit?
In the post-pandemic economy, global businesses must decide whether to expand or contract. On one hand, the Alibaba Group’s Cainiao Smart Logistics Network recently launched a direct flight between Hong Kong, China, and Lagos, Nigeria. On the other, the Japanese government is desperate to make its chip manufacturing domestic. Indeed, as two supply chain strategies diverge in a post-pandemic world, the one businesses take may make all the difference.
Yet Birla is confident that regionalisation is the right call. According to his words at the Qatar Economic Forum, even necessary cross-border transactions should be smaller in scope. And as the Bloomberg Billionaires Index now lists his net wealth at US$10.4bn, up 52% from 2020, he may have the cash to test his theories out. ‘Regional hubs, regional presence, regional employment, catering to regional demand’, he stated. ‘We’re a global company rooted in local economics’.