scale

Leveraging Scale And Reach To Create Global Connectivity

Global Finance (GF): What are the highlights of your professional journey, and what was appealing about your move to Scotiabank?

Francisco Aristeguieta (FA): Before joining Scotiabank in April 2023 to lead the group’s International and Global Transaction Banking (IGTB) businesses, I was CEO for custody services at State Street. Prior to that, I spent 25 years at Citibank, where I held several senior leadership roles including CEO for Asia, overseeing retail bank operations in the Middle East, Eastern Europe, and the UK. Earlier at Citi, I was CEO for Latin America, and previously led transaction banking at Citi in the region.

After about 30 years as a global banker, joining Scotiabank was a natural progression in my career. The bank’s focus around innovation, client-centricity, and global connectivity, mandated by the newly appointed CEO, aligned with my professional values and aspirations. It’s exciting for a bank of this scale to take this approach, and it plays to my strengths and experience in managing change, building strong teams, and improving performance.

GF: What role does Global Transaction Banking play in Scotiabank’s global strategy?

FA: Global Transaction Banking (GTB) plays a transformational role in Scotiabank’s global strategy. It enables us to deliver the full force of our footprint across corporate, commercial, and SME clients—supporting their needs in managing payrolls, collecting payments, paying suppliers, transacting in multiple currencies, and creating capital efficiency in their supply chains.

As a growth engine and anchor for client primacy, we are embedding Scotiabank into the operational and financial lifeblood of our clients by providing a full suite of transaction solutions like cash management, trade finance, liquidity, and digital integration.

Companies seek straightforward onboarding, a seamless digital interface that feels as intuitive as consumer platforms, and attentive, personalized service at every stage. In response, we’ve enhanced the end-to-end journey:

  • Clients now benefit from the Treasury Management Sales Officer (TMO) model that offers a single global point of contact to guide them through their banking needs wherever they operate.
  • We have organized our product implementations and servicing team across our footprint to ensure that clients experience the same high standard of service, regardless of their location.
  • And ongoing technology upgrades enable an always-on digital experience for managing payroll, payments, and multi-currency transactions.

By bringing these elements together, GTB delivers Scotiabank’s extensive footprint and capabilities in a way that puts client needs at the center—making us a differentiated leader in Canada and an increasingly competitive partner internationally.

GF: With products and services spanning the Americas, Europe, and APAC, how do you take advantage of this unique footprint?

Francisco Aristeguieta, Scotiabank
Francisco Aristeguieta, Group Head, International & Global Transaction Banking | Scotiabank

FA: We are leveraging the acquisitions we have historically made around the world by creating a connected network to become truly client centric, rather than product led. This involves using our footprint to create solutions and value propositions that are relevant to our clients, positioning us to become their primary banking partner.

Clients today expect a consistent digital experience wherever they operate. This includes having a single set of login credentials, the ability to view and take action on their cash positions across all markets, and straightforward access to products and services.

Driven by this evolution of client demands, we’re investing heavily in our digital platforms to ensure that, whether a client is in Canada, Mexico, the US, or further afield, they have a unified and intuitive experience. We do this by building a treasury platform that enables seamless connectivity, allowing clients to manage transactions and liquidity across borders with ease. Our platforms also provide data-driven insights, empowering clients to make informed decisions and optimise their cash flow. By integrating these capabilities, we’re not just connecting geographies—we’re connecting clients to the information and functionality they need to thrive globally.

GF: As businesses pursue cross-border opportunities across Canada, the US, and Mexico, how is Scotiabank supporting them in the current global trade environment?

FA: As the old playbook for global trade is being rewritten, our deep, hands-on knowledge of the markets in which we operate has never been more essential. This expertise—honed across Mexico, the US, and Canada—positions us uniquely to guide clients through today’s uncertainty. With around 10,000 employees in Mexico, where we are the fifth largest bank, and strong presence in the US and Canada, our understanding is comprehensive and current.

Our awareness of shifting trade dynamics, such as the growing significance of regional corridors and the rise of new partnerships, allows us to anticipate market needs and offer strategic advice. For example, the US–Canada–Mexico corridor alone accounts for more than US$1 trillion in annual cross-border trade, underscoring the increasing importance of interconnected regional markets.

As treasury teams face leaner structures and greater complexity—juggling technology, innovation, and risk management—our role as a bank is to act as a trusted advisor. We help clients navigate new markets, manage documentation, and simplify integration, deploying our balance sheet to support working capital and Capex financing, and optimizing treasury management for lasting resilience.

In a rapidly evolving environment, our market knowledge is the foundation for enabling clients to adapt, thrive, and seize opportunity amidst uncertainty.

GF: What is your perspective on Scotiabank’s GTB role as a connector of global capital and trade between Europe, APAC, and the Americas?

FA: Europe–particularly Spain–is a key investor in Latin America and the US. We also have a lot of clients from the UK, France, and Italy. In addition to our traditional role of financing these investments, we provide offshore CAD cash management and trade finance.

We also have presence in Asia. A lot of sovereign wealth funds and Asian companies are investing in Canada, Latin America, Mexico, and the US, so we can connect these flows.

Another example is our recent partnership with Davivienda, one of the largest banks in Colombia, which will enable us to participate in a business with greater scale and to provide clients with cash management services across its footprint.

Scotiabank’s commitment to the North America corridor, combined with our retail, commercial, and corporate banking strategy deployed at scale across our markets, positions us as a leading partner for globally connected businesses seeking a seamless treasury experience.

GF: How do you envisage the next stage of Scotiabank’s GTB transformation?

FA: Moving forward, our priority will be to keep the client experience front and center as we invest in our team and build an integrated vision to drive the next stage of GTB’s transformation.  In everything we do, we’re looking to make transaction banking simpler, faster, and more transparent.

Technology will be an important part of this plan as it continues to disrupt traditional cash management services. For example, a major focus of our strategy is the rollout of ScotiaConnect, our advanced digital banking portal now live in Colombia, Mexico, and in the US, with expansion planned across markets. ScotiaConnect delivers secure, single sign-on access for treasurers and CFOs, enabling real-time balance and transaction reporting.

Another key upcoming initiative is the enhancement of our cash management capabilities in the US, which allows us to transition from transactional deposit relationships to deeper, day-to-day cash management partnerships, ultimately increasing client primacy. With this launch, we are excited to service US-based needs of our clients. To address this significant opportunity, we have developed a robust roadmap of new capabilities and are committed to continued investment into 2026. We will be closely tracking adoption to ensure we are effectively meeting our client’s evolving needs and maximizing our impact on this market. 

Scotiabank logo

Source link

My bathroom scale and book sales are rigged. Expect lawsuits, layoffs

I stepped on my bathroom scale the other morning and could not believe the three digits staring up at me.

And I mean that literally — the scale was rigged.

I know this because I’ve been dieting my butt off, and I swear I’ve dropped 20 pounds. So the first thing I did was ask my wife whether she messed with the scale as some kind of prank.

She said no, adding, “Maybe you’re retaining liquids.”

Steve Lopez

Steve Lopez is a California native who has been a Los Angeles Times columnist since 2001. He has won more than a dozen national journalism awards and is a four-time Pulitzer finalist.

I threw the scale out immediately. Then I went back into the bathroom, took one look in the mirror, and got another shock.

That couldn’t be me in the reflection. No way.

I’ve got more hair than that. Everybody knows it, and people comment on it. I go onto social media and people are asking one another, almost every day: “How does he maintain such a full mane and youthful glow?”

I called my barber and fired him.

It’s not the barber, my wife said. You should take another look in the mirror.

Two Holy Bibles, with dark red covers

Our columnist was dismayed when he discovered the Bible ranks higher in book sales than his own works. “That should be on the list of fake miracles, right up there with the loaves and fishes,” he writes.

(Marta Lavandier / Associated Press)

She’s been somewhat out of sorts lately, ever since I went on Nextdoor to wish all my neighbors a happy Independence Day, including “all you scum I wouldn’t speak to IF YOU WERE THE LAST ONES at the picnic.”

Half the time, my wife doesn’t even live with me, and I don’t know where she is. It’s odd, because the marriage is perfect. People ask us what the secret is, and I say it’s hospitality. We open our hearts and our home to others, and we were planning on building a backyard ballroom until our financial advisor told us we were already running up massive debt.

I sued him for negligence and financial fraud.

My wife brought home a couple of refugees sponsored by her church, and I went along with it, even though I think it’s wrong to blame coyotes every time a neighborhood pet disappears. We were having a cup of coffee and a few pastries, and one of them took a second almond croissant. And then, even before he finished it, he reached out and grabbed a bear claw.

There I am, watching it disappear, and between bites, this freeloader starts telling us our country has to offer more help to his country.

I couldn’t take it anymore.

“I wanted the bear claw!” I said. “You didn’t even say thanks for the croissant, and now you want a third pastry? Get out of my house!”

To calm myself, I slipped into the living room to relax with a book. I picked one that was on a shelf next to three books I’ve written, which made me curious about how sales have been going lately.

So I went to Amazon to check the rankings.

The first book I checked was ranked 3,907,369. I swear on the Bible, which, by the way, was ranked 206 on the bestsellers list.

Really?

Matthew, Mark, Luke and John have been in the ground for what, a couple of thousand years? Nobody can tell you whether any of them knew a Magi from a Musketeer, not to mention that the Roman Empire they worked under was a failed administration. And their book is selling better than mine by a mile?

That should be on the list of fake miracles, right up there with the loaves and fishes.

A dispute with a neighbor over a property line ? "The boundaries are rigged."

A dispute with a neighbor over a property line ? “The boundaries are rigged.”

(A dispute with a neighbor over a property line ? “The boundaries are rigged.”)

My book is a great book. It’s already listed up there with the all-time classics, and it got starred reviews everywhere. At Barnes & Noble, they keep it in the Beautiful Books section. When I was on a book tour, I had the biggest crowds ever. Way bigger than Hemingway. People are still talking about it.

So to cut to the chase, I gave my sales rank a Triple F rating.

Fake.

False.

Fony.

And I fired my book agent.

I checked out some of the books ranked higher than mine — other than the “holy” Bible — and it didn’t take long to figure out what’s going on.

First of all, a lot of the people allegedly “buying” books don’t exist. Somewhere between 30% and 40% of the people who go onto the review section and claim they love Stephen King books are actually dead.

And then you have a lot of people coming into this country illegally, ghastly people, and they are voting in elections and they are voting on books, too, because they’re being put up to it, and being well-compensated, I might add.

Little-known fact:

The vote-counting machines and the book-counting machines are made by the same company.

You know what they should call that company?

RIGGED!

Not to be obsessive, but I’ve heard it said that Stephen King doesn’t care for me much, and that’s fine. Water off a duck’s back. My dog has more talent than that guy. All he does is write stories about killers and horrible, sick people.

He should write a book about my neighbor, if he likes deranged people so much. Most neighbors love me; they’re kissing my you-know-what. But then there’s this guy, whom I’m having investigated. I went out to the curb to throw the bathroom scale away, and what do I see? That jackalope is putting his trash can on my property. I’m the one who’s encroaching, he tells me, and I should go to the county offices and check the property records.

Well, it just so happens that I already checked the records, and they’re inaccurate. It figures, because that last county administration was the worst in history. A bunch of corrupt, evil people. Who should have been impeached. They hired incompetents as surveyors, so don’t stand on the street and tell me where I can and can’t put my trash can, because the boundaries are rigged and I’m having them rewritten.

My lawyers are on it, and we will win this case on Day One, guaranteed, with time left over for a round of golf.

Note to self:

On the way home, pick up a bathroom scale.

[email protected]

Source link

Inch by Inch, Ginsburg Set Gender Scale Toward Center : Law: Supreme Court nominee started from scratch on sex bias cases. But some fault her equality approach.

On the morning of Nov. 22, 1971, Ruth Bader Ginsburg’s usually stern expression dissolved into a satisfied smile when she read the New York Post’s banner headline: “High Court Outlaws Sex Discrimination.”

As plaintiff’s lawyer in a case before the Supreme Court, Ginsburg had succeeded in writing a new chapter in the history of women’s rights by asserting a simple philosophy that she learned from her mother: Women and men are equal.

That idea, which Ginsburg applied in case after case, made her the principle architect of a legal strategy that achieved many of the early legal gains for women. As a result, today’s women live in a world that bears the stamp of her personality, training and experience.

To be sure, despite three decades of progress for women, the Supreme Court still will be struggling with gender issues when Ginsburg–if confirmed by the Senate, as expected–takes her seat on the nine-member panel next fall. Men and women still do not fully agree on what that seemingly simple idea of equality should mean when it is applied to gender.

Further, many modern feminists have criticized Ginsburg’s approach even as they acknowledge what she achieved. Her line of argument, they have contended, has served in some ways to perpetuate discrimination against women. By emphasizing equality of men and women under the law instead of recognizing their differences, they have argued, Ginsburg inadvertently affirmed a system in which women must adhere to male standards to succeed, as she has done.

Nonetheless, her life story has shaped the lives of every woman in America. And the careful, one-deliberate-step-at-a-time approach to a complex and controversial issue that is revealed in the fine print of her arguments on the women’s rights cases casts valuable light on how she is likely to approach her work on the Supreme Court.

Certainly, Ginsburg was well-prepared to succeed in a man’s world. Nurtured by a mother who valued her daughter as much as any son, she graduated Phi Beta Kappa from Cornell in 1954.

Yet like so many bright women of her era, Ginsburg had been encouraged to venture down a path of scholarship and achievement that inevitably would lead to disappointment. After graduating from Columbia Law School in 1959, she could not get a job practicing law because the law firms she contacted in New York City thought married women were mostly interested in having babies.

“It was a classic case of discrimination,” said Kathleen Peratis, a New York City attorney who worked with Ginsburg on litigation in the 1970s.

While teaching civil procedure at Rutgers and doing volunteer work as counsel for the American Civil Liberties Union, Ginsburg began to see a new kind of legal complaint being filed around the country and sensed a changing mood among American women.

A teacher was challenging a school’s right to remove her from the classroom when she got pregnant; a woman worker was objecting that her employer provided health insurance only to men, and parents were complaining when their school-age daughters were excluded from publicly funded education programs that were offered to boys.

In those complaints, Ginsburg saw a compelling legal strategy that would win equal rights for women. She would help to challenge a variety of laws based on gender stereotypes, arguing that they violated the right of equal protection under the law provided in the 14th Amendment of the Constitution.

In essence, Ginsburg decided to duplicate what she described as “the orderly, step-by-step campaign” of the civil rights litigation that led to Brown vs. Board of Education in 1954, which overturned the “separate but equal” principle. But she would substitute gender for race.

To understand just how novel Ginsburg’s approach was, it helps to remember that gender issues were never even mentioned in her constitutional law classes. Nor did she have the benefit of the vast fund of information that is now available on types of sex bias.

Law school courses on women’s rights issues did not begin appearing regularly on the curriculum until later. When Ginsburg set out to teach such a course at Rutgers, she found that reading the available literature “proved not to be a burdensome venture.”

Until 1971, the courts had held that because men and women had different responsibilities in our society, they could be treated differently under the law. This so-called “separate spheres” doctrine held that men were, by nature, the breadwinners and women the homemakers.

The turning point came when Ginsburg argued the case of Sally Reed of Idaho, who sought to be appointed administrator of the estate of a son who committed suicide at age 19. Her estranged husband, Cecil, also applied as administrator under an Idaho law that said: “As between persons equally entitled to administer a decedent’s estate, males must be preferred to females.”

By arguing that the Idaho law violated the 14th Amendment, Ginsburg persuaded the Supreme Court for the first time to declare that gender stereotyping was inconsistent with the equal protection principle. Ginsburg viewed Reed vs. Reed as the “awakening” of the court to gender issues.

But despite the enormous impact of the decision, Ginsburg had couched her arguments in such fine lines that Chief Justice Warren E. Burger’s opinion on behalf of a unanimous court did not explicitly acknowledge a break with precedent.

A close friend, Herma Hill Kay, now dean of UC Berkeley’s Boalt Hall School of Law, recalls that while Ginsburg was pleased by her victory, “she did not paint the town red.” It was still not clear to her whether women would prevail in similar cases involving other restrictions.

Kay noted that Ginsburg’s legal legacy for women was built on an accumulation of small gains, not one decisive victory. During the 1970s, as head of the ACLU Women’s Rights Project, she litigated a total of 20 cases that succeeded in establishing heightened constitutional scrutiny over gender-based distinctions written into federal, state and local laws.

In one case, the court ignored a warning from the solicitor general that thousands of laws would be jeopardized under the scheme advocated by Ginsburg. In fact, the Justice Department submitted a list to the court of more than 800 laws that contained gender references.

“The list proved extraordinarily helpful,” Ginsburg later recalled. “First, it provided a ready answer to those who claimed that with Title VII (of the 1964 Civil Rights Act) and the Equal Pay Act on the books, no more law-sanctioned sex discrimination existed. Second, it provided a stimulus for a next set of constitutional challenges.”

Ginsburg succeeded in challenging laws on jury service, military benefits and Social Security benefits, among other things. She was so successful, in fact, that she predicted at one point that women would achieve the full equality they sought under the law by 1978.

In the case of Frontiero vs. Richardson, an equal pay case that Ginsburg won, 8 to 1, the court stopped short of declaring that gender restrictions deserved “strict scrutiny” similar to those based on race. When only four justices supported strict scrutiny, it was assumed the court was waiting to see whether the proposed Equal Rights Amendment would be ratified by the states.

ERA later foundered amid a conservative backlash, and the court never permitted strict scrutiny of gender differences. As a result, while many gender-based laws have been eliminated, Ginsburg still sees the battle for women’s rights as “a story in the making.”

By precipitating a sea change in the historical balance between the sexes, Ginsburg won the admiration of many young women who aspired to break out of their traditional roles but also inspired the enmity of millions of other men and women who preferred the status quo.

Barbara Allen Babcock, law professor at Stanford University, remembered that some people viewed her as “something of a crank.”

As the years have passed, many of Ginsburg’s own allies also have begun to second-guess her approach to women’s rights. Some are critical of her for pressing cases that were either too trivial or dealt essentially with discrimination against men.

The case of Stephen Wiesenfeld, for example, involved a man who had played the role of homemaker while his wife worked. When the wife died in childbirth, Wiesenfeld was denied the Social Security benefits to which a widowed homemaker would have been entitled. The court struck down the Social Security regulation preventing him from getting benefits.

Ginsburg often chose cases in which gender stereotypes hurt men, according to her defenders, because she thought these cases would be more likely to persuade nine men sitting on the Supreme Court of her basic point: that gender stereotypes hurt both men and women.

Perhaps the most trivial-sounding case Ginsburg brought to the court was Craig vs. Boren, which challenged an Oklahoma law allowing girls to drink 3.2% beer at age 18 while boys had to wait until they were 21. “It’s hard to see that as a burning social issue,” said Deborah Rhode, a Stanford law professor and author of the book “Justice and Gender.”

Although Rhode is an admirer of the Supreme Court nominee, she noted that many younger women legal experts think Ginsburg should have challenged laws that were of more importance to women. She said that the cases chosen by Ginsburg “left us with a limited doctrinal legacy.”

But the most fundamental criticism heard of Ginsburg’s work is that she encouraged the court to preserve discriminatory laws applying to child bearing and other activities that mark differences between men and women through her arguments that men and women are equal. For example, the court has refused to outlaw the all-male military draft.

“Formal equality has not produced real equality,” Rhode noted. “Men remain the standard of analysis.”

Ginsburg’s critics also assert that formal equality has succeeded in opening doors only for the well-educated, comfortably situated women who are willing and able to play by men’s rules. Rhode said that it has been of less value to low-paid women.

In the face of such criticism, Ginsburg is uncharacteristically apologetic.

In a speech to the University of Chicago Legal Forum in 1989, she explained that in 1970 she “was hardly so bold or so prescient as to essay articulation of a comprehensive theoretical vision of a world in which men did not define women’s place. The endeavor was less lofty, more immediately and practically oriented.”

Ginsburg said that her approach was the only way to shake the notion that men and women naturally operate in different spheres.

Likewise, Ginsburg has angered feminists by criticizing the court’s 1973 Roe vs. Wade ruling, which established the right to an abortion.

In a speech earlier this year at New York University, she lamented that the lawyers challenged a Texas anti-abortion law on privacy grounds instead of challenging it under the equal protection clause. The Constitution does not explicitly mention a right to privacy.

Ginsburg’s views on abortion and her adherence to the concept of strict equality between men and women have fostered a widely held perception of her among younger feminists that she is old-fashioned and out-of-date.

“They call us equality feminists; we feel like dinosaurs,” quipped Peratis.

Still, most feminists are hoping that as a justice, Ginsburg will do what she failed to accomplish as an lawyer: persuade the court to declare gender bias a matter for strict scrutiny.

Source link

Scale AI CEO leaving after $14B deal with Meta

June 13 (UPI) — Tech giant Meta is investing more than $14 billion to acquire a 49% stake in artificial intelligence firm Scale AI, the San Francisco-based company’s CEO confirmed on X.

“As you’ve probably gathered from recent news, opportunities of this magnitude often come at a cost. In this instance, that cost is my departure. It has been the absolute greatest pleasure of my life to serve as you CEO,” co-founder Alexandr Wang wrote on X earlier this week.

Scale Chief Strategy Officer will take over as chief executive, while Wang will move to Meta as part of the deal, which is reportedly worth $14.3 billion.

“As to what’s next for me, I will be leaving Scale to join Meta to work on Meta’s AI efforts along with a few other Scaliens. While it is bittersweet to depart as CEO, I would never leave Scale behind. I’ll stay on as a director on the Board, continuing to support Scale’s mission and long-term vision,” the outgoing CEO wrote on X.

Wang helped co-found Scale AI in 2016.

Meta also confirmed the transaction, which values the data labeling and model evaluation AI company at $29 billion.

“Meta has finalized our strategic partnership and investment in Scale AI. As part of this, we will deepen the work we do together producing data for AI models and Alexandr Wang will join Meta to work on our superintelligence efforts. We will share more about this effort and the great people joining this team in the coming weeks,” Meta said in a statement to TechCrunch.

Meta will not have voting rights, despite its 49% stake in Scale, NBC News reported.

Last year, Scale raised $1 billion from investors, giving the company a $13.8 billion valuation at the time.

Scale has previously provided its training data to Meta, as well as other competitors in the AI space like OpenAI, Microsoft and Google.

Earlier this year, the U.S. Department of Defense awarded the tech firm a multi-million-dollar contract for one of its flagship military programs.

The company’s shares remained unchanged on Friday, trading at $18.50.

Source link

Football and other premium TV being pirated at ‘industrial scale’

Graham Fraser

Technology Reporter

Getty Images Liverpool football players celebrate winning the English Premier League titleGetty Images

Liverpool won the English Premier League this season, and live football is the focus on many illegal streams

A lack of action by big tech firms is enabling the “industrial scale theft” of premium video services, especially live sport, a new report says.

The research by Enders Analysis accuses Amazon, Google, Meta and Microsoft of “ambivalence and inertia” over a problem it says costs broadcasters revenue and puts users at an increased risk of cyber-crime.

Gareth Sutcliffe and Ollie Meir, who authored the research, described the Amazon Fire Stick – which they argue is the device many people use to access illegal streams – as “a piracy enabler”.

Amazon told BBC News that it remained “vigilant in our efforts to combat piracy”. The BBC has also contacted Google, Meta and Microsoft for comment.

The piracy problem

Sports broadcasting is big business, with the total value of media rights across the world passing the $60bn (£44bn) mark last year.

The increasing cost of rights deals results in higher prices for fans at home, especially if they choose to pay for multiple services to watch their team play.

To get round this, some resort to illegal streams of big events.

Enders say there are often multiple streams of individual events – such as high profile football games – each of which can have tens of thousands of people watching them.

Bosses of big rights holders, Sky and DAZN, have previously warned piracy is causing a financial crisis in the broadcast industry.

There is a risk for users too.

The Enders report says fans watching football matches, for instance, via illegal streams are typically providing information such as credit card details and email addresses, leaving them vulnerable to malware and phishing scams.

Fire Stick in the firing line

The researchers looked at the European market and focussed on Amazon, Google, Meta and Microsoft.

While Meta, the owner of Facebook, was criticised for being the source of adverts for illegal streams, the technology of the other three was blamed for the increase in piracy.

The Amazon Fire Stick is a major cause of the problem, according to the report.

The device plugs into TVs and gives the viewer thousands of options to watch programmes from legitimate services including the BBC iPlayer and Netflix.

They are also being used to access illegal streams, particularly of live sport.

In November last year, a Liverpool man who sold Fire Stick devices he reconfigured to allow people to illegally stream Premier League football matches was jailed.

After uploading the unauthorised services on the Amazon product, he advertised them on Facebook.

Another man from Liverpool was given a two-year suspended sentence last year after modifying fire sticks and selling them on Facebook and WhatsApp.

According to data for the first quarter of this year, provided to Enders by Sky, 59% of people in UK who said they had watched pirated material in the last year while using a physical device said they had used a Amazon fire product.

The Enders report says the fire stick enables “billions of dollars in piracy” overall.

A spokesperson from Amazon, who are sports rights holders themselves, told BBC News: “Pirated content violates our policies regarding intellectual property rights, and compromises the security and privacy of our customers.”

They said Amazon worked hard to protect customers from the risks associated with pirated content, and warned customers about installing or using apps from “unknown sources”.

Amazon has also made changes to its Fire devices to make it harder for people to stream pirated content, they added.

Depreciation of tech allows piracy to flourish

Getty Images Children watch football on TVGetty Images

The researchers also pointed to the role played by the “continued depreciation” of Digital Rights Management (DRM) systems, particularly those from Google and Microsoft.

This technology enables high quality streaming of premium content to devices. Two of the big players are Microsoft’s PlayReady and Google’s Widevine.

The authors argue the architecture of the DRM is largely unchanged, and due to a lack of maintenance by the big tech companies, PlayReady and Widevine “are now compromised across various security levels”.

Mr Sutcliffe and Mr Meir said this has had “a seismic impact across the industry, and ultimately given piracy the upper hand by enabling theft of the highest quality content”.

They added: “Over twenty years since launch, the DRM solutions provided by Google and Microsoft are in steep decline.

“A complete overhaul of the technology architecture, licensing, and support model is needed. Lack of engagement with content owners indicates this a low priority.”

A green promotional banner with black squares and rectangles forming pixels, moving in from the right. The text says: “Tech Decoded: The world’s biggest tech news in your inbox every Monday.”

Source link