Canadian Lawyer InHouse

JULY/AUGUST 2018 20 INHOUSE three-year cycle and we're just coming to the end of the cycle. For the last three years and for the next three years, resiliency dominates our strategic initiatives. That's resiliency both from critical systems and recovery. We have a third data centre mod - el with automatic failover and with cyber it's not only in terms of protecting our own system, but the interconnectedness of the financial system has now become an issue. So, we have a project with the chartered banks, for example, to try and address re - siliency within the actual financial system. There is also the whole interdependency — you are only as safe as your weakest link. ACKROYD: That's consistent with what we are trying to do. We are in the midst of roll- ing out, with the co-operation of the seven largest financial institutions and the three mobile players, a digital identity network. It's critical, like our concierge service, in that we don't see the clients — it's a triple- blind model. SecureKey is a concierge ser - vice that provides online authentication. It allows you to sign in to a government agency using your banking credentials via online or mobile banking system. We don't know your information — we never see it. There are identifiers that are transmitted. Now we're moving to identification verifica - tion where there is information shared by a trusted source — how does it get from point A to Point B across an ecosystem network without us seeing it? The system we are rolling out later this year is an ecosystem — if someone wants to send her information to a company she wants to do business with, it gets there safe - ly without us having the information stored in a database. We're using blockchain/dis- tributed ledgers. The good news I guess is that every party we're dealing with is very, very interested and focused on cyber-risk — what is the weakest link? The bad news is every party is really interested — it just makes it difficult because there are different parameters, different standards and tech - nologies. GEARING: I think we have very strong se- curity and privacy protocols. We're collect- ing personal information; not just personal information but personal health informa- tion from people, so we're subject to dif- ferent privacy laws that deal with collection and use of that information. As an organi- zation, it's very important for our custom- ers to know their information is protected and safe. Having said that, there is always room for improvement. For example, the collection and storage of data at indepen- dent stores is something I think about a lot. Overall, I think our central privacy breach protocols are quite good. BABIN: Ontario Power Generation doesn't have any end users, per se, so we're not like the local distribution companies who would have customer information. Our privacy is focused on employee information, and our cybersecurity needs tend to focus on nuclear security or security and safety of our facili - ties. We have a robust cybersecurity program in place that's run by our chief information officer with support from the legal team. INHOUSE: Is anyone using technology to better manage the legal department, beyond spreadsheets? FARR: We have a "mobility first" strategy, so everyone has remote access including Skype for business on their laptop and that means they can literally work anywhere and be ful - ly connected — it just automatically happens and that has transformed the way the bank works and not just in the legal department but across the bank. People can work from home or they can work anywhere within the building in collaboration spaces. It sounds trite, but it has made a huge impact on the workforce and in particular the younger workforce that expects that to be there. LAWAL: We're working toward a tool that will be multi-purpose. We have a lot of manual systems, but as an organization, there is a movement toward enabling tech - nology that will allow for communications within the organization. We also have Skype for business on everyone's laptop and that promotes the mobility of working. BABIN: When I joined the company, no- body had a laptop and remote access only worked sometimes. We are geographi- cally dispersed as an organization and so it really was challenging to be out working with business partners face to face if they didn't have the ability to be connected, so that has changed. We now have a seamless system and Skype for business, which re - ally does help — it doesn't clutter up your inbox with PowerPoint presentations, it's really been a great tool. We also rolled out a document management system last year. It's not a solution to everything, but it really does help because everyone was using their own way to share documents. Some stored them on SharePoint, some on hard drive and now we have this single source of truth for documents that come through the legal department. We're trying to make sure that whatever tools we look to help us with or - ganization can have functionality with our DM tool. INHOUSE: Is anyone working their external law firms using any tools, such as portals to monitor a deal without email? I think we have very strong security and privacy protocols. BETH GEARING, McKesson Canada (Rexall)

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