#compliance

Government has clearly mandated with a rule that if they layoff an American protected worker (Citizen, Permanent Resident) and they keep on hiring and promoting H1Bs fines in millions are incoming. If actions are believed to deviate from the interests of the people of this country there is some one paying the penalty.

It looks like credentialing is also getting outsourced to India, can't wait to see how many regulatory and compliance issues this could create.

https://www.fiercehealthcare.com/payers/unitedhealthcare-cigna-centene-sign-certifyos-new-provider-credentialing-model

The current response quality coming from TPO is deeply concerning. The level of inaccuracies and inadequate handling of queries by Pune from global regions is not acceptable for an organization operating at our scale.This is not just a matter of operational inefficiency. it exposes the company to real legal and financial risks, especially in Europe, where labor law is strict, employee rights are strongly protected and violations can lead to significant penalties.Is the company fully aware of the potential consequences of maintaining such low-quality support in areas directly connected to compliance, employee rights? Why regional TPOs are not responding properly!

How's everyone complying with the new 8 hours/no consecutive remote day rules? How long are you staying in office? Any coffee badgers still? Lol

I missed last month's required in office days by one. I can still go in and book a day off if I need to make myself compliant. Do I need to do that though or will I get a free warning/one free strike? Or is it too risky? I was only off by a day and Ive met or exceeded the days for the last few years.

The company is currently liquidating legacy assets, rewriting its core operational script, or letting go of divisions that no longer serve it. It is a period of internal "rewiring" that paves the way for massive efficiency. Expect a major battle with corporate compliance, tax authorities, or intense competitive pressure in early 2027. However, this trial-by-fire will actually result in the company restructuring into a dominant market leader. Massive cash flow or funding injections are highly likely by mid-2027. Will win many govt contracts, and pivot well. Do not dilute the brand, there will be a strong temptation in 2027 to jump into completely unrelated Canadian market niches. Resist this. Double down on the core product or service that made the company resilient in the first place.

I understand there have already been many posts about the VSP and involuntary separations (layoffs). Some posts provide information people need at the moment, while others are more focused on sharing opinions or experiences. Either way, there was a post some time ago about SIU suggesting that the changes there might only be the beginning, and that the broader Compliance & Ethics organization may need to be reevaluated, reorganized, and reassessed to ensure its policies, procedures, and processes are current and effective.

I don't want to beat a dead horse, but recent departures within Compliance & Ethics caught my attention.

I understand that the Vice President overseeing the Conflict of Interest (COI) team and Compliance Investigations Unit (CIU) is no longer with the company. I also understand that certain management personnel within Special Investigations Unit (SIU) are no longer there, and that the former Chief Risk & Compliance Officer, is no longer with Centene.

Any one departure can happen for many different reasons, and I don't think it would be appropriate to speculate about why individuals have left. However, when there are multiple departures across different levels of a Compliance organization, I think it is reasonable to ask whether the organization itself should be taking a closer look at its structure, processes, and leadership.

Perhaps this is an opportunity for Centene to take a step back and conduct a comprehensive review of Compliance & Ethics before simply continuing with business as usual.

Some questions worth asking:
• Are the policies and procedures current, comprehensive, and consistently applied?
• Are there clear guidelines and quick-reference resources for investigators and management?
• Are investigations being conducted and closed using consistent and documented standards?
• Are employees given clear and consistent expectations for handling cases?
• Are investigators receiving the appropriate training and qualifications for the responsibilities they are performing?
• Are compliance standards being applied consistently within Compliance & Ethics itself?
• Are management decisions consistently supported by established policies and procedures?

If Compliance & Ethics is responsible for ensuring that other departments follow policies, regulations, and established standards, shouldn't the same level of scrutiny be applied internally?

This isn't about pointing fingers at individual employees. It's about asking whether the organization has the right structure, leadership, policies, procedures, training, and oversight in place to effectively perform one of the most important functions within the company.

When there are departures at different levels of Compliance & Ethics, perhaps the appropriate response isn't simply to fill the vacancies and move forward. Perhaps it's time to stop, look at the bigger picture, and ask whether there is something within the organization that needs to be addressed.

Before Compliance can effectively hold the rest of the organization accountable, Compliance should be willing to hold itself accountable as well.

Thoughts?? SUMO at it again

If you were laid off and are a private side employee, how can you submit pre clearance requests for selling stocks? My access will be shutdown after Friday. I know others have brought this up before on here so don’t need to hear cr-p about posting a topic again. There are too many posts and didnt see any when I scrolled.

I don’t want to lose my severance because I didn’t follow protocol. Not sure if that they would hold it back but I can’t afford to give up that money.

Anyone knows what the impact is?

Oracle’s Licensing Terms Draw the Same EU Scrutiny that Just Cost SAP Concessions
https://www.insidermonkey.com/blog/oracle-orcls-licensing-terms-draw-the-same-eu-scrutiny-that-just-cost-sap-concessions-1834238/

"Business as usual" is going to cost them! EU customers will get some relief.

Look at yourselves in the mirror. If you are actually real human beings, how do you look at your family after a day of destroying people's lives?
You are paid to run fake interviews, lie to honest applicants, and play with people's futures just to check a compliance box. Where is your guilt?

Where is your basic human morale? If you have even a shred of decency left inside you, stop being a coward. Stand up, refuse to do this dirty work, and expose this fraud. Change before you completely lose your humanity

Recently re-orged to Security and GRC from Cerner. Should we expect layoffs? Last rounds security teams were hit but not as strong as other groups.

I can't be the only one.

After some of legal was forcibly merged with compliance, people originally from legal are jumping ship and it has been one of the most satisfying things to watch. Especially knowing the egotistical “head of the table” has to be scratching his head as to why everyone is running away with two middle fingers held high.

On September 8, 2026, DOL Inspector General Anthony D'Esposito announced the suspension of permanent labor certification (PERM) filings for IT services giant Cognizant, as well as software firm Cloudera. The enforcement action is part of an ongoing federal crackdown on alleged visa fraud, wage kickbacks, and worker exploitation involving H-1B and PERM employment-based immigration programs.

" The investigation is being conducted alongside the White House Fraud Task Force. While the restriction prevents new filings, the government is also reviewing previously approved PERMs across IT consulting, staffing, and third-party placement agencies. ""

This suspension program may extend to other big employers as well.

Like dr-g tests/criminal history check etc.. why aren't H1B/STEM visa holders' background is not being checked IF they had maintained the 'legal status' prior to being a Fiserv employee ??

1. Creating fake pay stubs while on H1B with an 'uncle's garage consulting' company is not Legal. Hiring them even through Infinite is not legally approved since they already violated the H1B visa requirement ( lied to USCIS to have a paid position ).

2. STEM visa has a time limit. Prior long breaks make it invalid for not meeting the requirements and the individual becomes out of legal status.

x.com/ChiefEngineerCE/status/2095181456184316130
People ask what actually happens if you report a visa coworker to USCIS anonymously. Here is the process. It is not a movie. It is paperwork that becomes the employer’s problem.
You find you or an American colleague is carrying the weight of a staff full of unqualified H1B while they are working their way through firing and hiring more and more...
So-
You file the tip at the USCIS form:
https://uscis.gov/report-fraud/uscis-tip-form
You can submit without your name. Give the worker’s name, employer, worksite, job title, and specific examples of missing skills, wrong duties, or a title that does not match the degree. Vague reports die. Specific reports can be checked against the petition the company already filed.
Honestly, multiple reports are better and if its a safety or fraud issue then it is going to carry more weight.
Understand-
You will not get a status update. No case number. No email that says the visa was pulled. That is by design.
USCIS screens the tip. If it looks like benefit fraud, it can go to Fraud Detection and National Security. They already have the LCA, the claimed degree, the wage, and the worksite. They compare your facts to the employer’s attestations. If it looks criminal or worksite-related, it can go to ICE. Wage and location issues can also go to the Department of Labor.
What the company sees is the headache. At first it's HR then its time gathering documents and scheduled meetings. Then it gets expensive as attorneys get involved and the longer it takes the more they make.
An unannounced site visit. Officers asking who works there, what they actually do, and whether it matches the petition. Interviews with managers and the visa worker. Document requests. A Request for Evidence. A Notice of Intent to Revoke. Immigration counsel on the clock. HR locked in a conference room explaining why the “engineer” does not have an engineering degree. If the company refuses to cooperate, USCIS can use that against petitions at that worksite.
The coworker usually does not hear “your colleague reported you.” Truth is they may not even know they were reported. HR might call and ask some questions but avoid tipping him off, because there is a risk as to what he might divulge. The last thing the employer needs is for it to get out and for others to follow suit.
Even if he is told the person impacted is not likely to tell anyone or may be compelled to cooperate and disclose information about his manager and colleagues.
They hear that renewal got harder, the border got colder, or FDNS showed up at reception. That process can drag. It is still expensive. Counsel, lost time, and a compliance file that now exists are costs the employer pays whether the petition ultimately survives or not.
That is the point. Employers treated these H1B filings as cheap and low-risk. A documented tip turns a quiet staffing choice into a federal review of the story they told the government.
Report wage and LCA problems to DOL at 1-866-487-9243. Worksite and identity issues to ICE at 1-866-347-2423 or https://ice.gov/webform/ice-tip-form.
Finally, do not invent facts. Crying wolf might get legitimate complaints ignored. A false federal report is its own problem. Real examples, dates, and duties are what make a tip land on someone who can act

Some teams may have already been subjective to for a few months this but official communications have surfaced the power apps In Office Insights portal.

Policy is 4 days in office.

Out of compliance may get disciplinary action, hit on performance rating, termination….

Anyone in GFCCP/GI/Compliance affected? It seems a few in Risk and that was all? Seems a little worrisome and hence supports the rumors that there are additional layoffs to waterfall this week. Anyone have news from these departments?

you guys hired one of the worst managers in your compliance teams to fill up the role in the compliance team . she was one of the worst managers I ever had plus zero understanding of the space. glad she was hired by frost. enjoy ruining your culture & program. soon it will be realized. I hope she hires the baby ducks left here.

Meanwhile in the Compliance department we are reviewing contracts under "mission simplify" to see what is needed at health plan level, corporate, or can be outsourced.

I don’t see anything listed. Do they skirt around this requirement? Of might this be an indication that tomorrow there will not be layoffs?

If Centene is serious about understanding what is happening within Corporate Ethics & Compliance, then stop looking at individual employees and start looking at the people making the decisions. The problem is much bigger than SIU. It extends across CIU, SIT, COI, InTP, Privacy, Corrections, and other areas that are supposed to protect the company and ensure compliance.

At some point, leadership needs to take a hard look in the mirror. There is a growing perception that advancement, opportunities, protection, and even how employees are treated can depend too heavily on who leadership likes, who they know, who agrees with them, and who does not challenge their decisions. That is not leadership. That is creating an environment where employees learn very quickly that speaking up can have consequences.

And perhaps the biggest problem is that employees are sometimes expected to follow processes that are not clearly documented, have changed repeatedly, are outdated, or in some cases do not exist at all.

Ask for the policy. Ask for the procedure. Ask for the written guideline. Ask for the reference material. The response is often some version of, “We’re working on it.” Well, if you are still working on the policy, then why are you enforcing it as though it already exists? Why are employees being held accountable for standards that have not been clearly communicated? Why are decisions being made based on “how we’ve always done it” when Compliance should be operating from documented, consistent, and defensible standards?
That is not compliance. That is inconsistency disguised as compliance.

Leadership cannot constantly change expectations and then blame employees for failing to meet them.

You cannot move the goalposts and then criticize people for not knowing where the goalposts are. You cannot demand documentation from everyone else while operating without clear documentation yourselves. And you cannot build an effective Compliance organization through fear, favoritism, secrecy, micromanagement, or a culture where challenging leadership is treated as being difficult or disloyal.

The uncomfortable question is this: Who is holding Compliance leadership accountable? If Compliance is supposed to identify risk, investigate misconduct, enforce standards, and protect the organization, then its own leadership should be subject to an equally rigorous level of scrutiny.

Maybe it is time for an independent, top-to-bottom assessment of Corporate Ethics & Compliance.
Not another internal review where the same leadership structure reviews itself. Look at the leadership. Look at hiring and promotion decisions. Look at turnover. Look at why experienced employees have left. Look at how investigations are handled. Look at whether expectations are consistently applied. Look at whether policies actually exist and are current. Look at how employees who raise concerns are treated. Look at whether qualifications, experience, credentials, training, and resources actually match the responsibilities employees are being asked to perform. And most importantly, look at the leadership culture.

Replacing a few employees while leaving the leadership structure, decision-making practices, and underlying culture untouched does not fix the problem. It simply moves the problem around.

Sometimes you don't need another reorganization. You need accountability. You need new leadership. You need policies and procedures that are actually written, current, accessible, and consistently applied. You need qualified people in the right positions with the right experience and tools. And you need leaders who are willing to hear “no,” accept criticism, answer difficult questions, and admit when something is wrong.

Compliance cannot demand from the rest of the company what Compliance leadership is unwilling or unable to demonstrate itself.

If Centene truly wants to rebuild trust, then it needs to start at the top.
Clean house where necessary. Rewrite what is broken. Create what is missing. Remove outdated practices. Establish clear standards. Put qualified people in the right positions. And hold leadership accountable to the same standards imposed on everyone else.
Anything less is just rearranging the furniture while the foundation continues to crack.

To report corporate collusion or anticompetitive market manipulation to the U.S. Securities and Exchange Commission (SEC), you must use Form TCR (Tip, Complaint, or Referral).

How to File Form TCR

• Online Portal: Submit your information directly through the digital SEC Tips, Complaints, and Referrals Portal

https://www.sec.gov/submit-tip-or-complaint/tcr-disclaimer

• By Mail or Fax: Complete the printable SEC Form TCR PDF

https://www.sec.gov/files/formtcr.pdf

• and send it to the SEC Office of the Whistleblower.

Important Details to Include

• Entity Information: Full names, addresses, and identifiers of both corporations involved in the collusion.
• Violation Description: A clear, detailed timeline of how, when, and why the collusion or market manipulation occurred.
• Supporting Evidence: Attach relevant documents (such as emails, internal memos, or financial records), but do not send physical originals.

To report corporate collusion or anticompetitive market manipulation to the U.S. Securities and Exchange Commission (SEC), you must use Form TCR (Tip, Complaint, or Referral).

How to File Form TCR

• Online Portal: Submit your information directly through the digital SEC Tips, Complaints, and Referrals Portal

https://www.sec.gov/submit-tip-or-complaint/tcr-disclaimer

• By Mail or Fax: Complete the printable SEC Form TCR PDF

https://www.sec.gov/files/formtcr.pdf

• and send it to the SEC Office of the Whistleblower.

Important Details to Include

• Entity Information: Full names, addresses, and identifiers of both corporations involved in the collusion.
• Violation Description: A clear, detailed timeline of how, when, and why the collusion or market manipulation occurred.
• Supporting Evidence: Attach relevant documents (such as emails, internal memos, or financial records), but do not send physical originals.

If you’ve been watching Centene’s Special Investigation Unit fall apart over the past few months, you already know we are staring at a textbook operational breakdown. What should be Centene’s strongest defense against Fraud, Waste, and Abuse has been systematically dismantled by executive mismanagement, nepotism, and a culture of fear.

It all started when Ashlee hired Christa Marshall Jewsbury and Sabrina Vera. Almost overnight, executive leadership shifted away from operational integrity to favoritism. Director positions were filled with personal friends and "minions" rather than qualified internal and external talent who actually understand the business.

Since then, middle management has been getting crushed under uncompensated scope creep. Managers are now forced to absorb duties traditionally handled by senior investigators and leads, including reviewing preliminary reports, drafting education letters, and handling complex case reviews, with zero adjustments to job descriptions, zero extra resources, and zero bump in pay.

Meanwhile, the environment under Christa and Sabrina has devolved into micromanagement and intimidation. Staff are dealing with:

--Arbitrary restrictions on earned PTO and medical leave

--Inconsistent, we-ponized performance ratings and bonus distributions

--Direct threats that anyone who questions decisions can leave or risk losing their job

Now, the situation is reaching a tipping point. Christa is actively preparing to pitch Chris on a total department restructuring. This proposed "reorg" isn't about efficiency, it is a calculated push to eliminate legacy positions, purge seasoned SIU veterans, wipe out institutional knowledge, and replace experienced staff with Humana hires who won't question executive overreach.

When you fire experienced investigators and systematically gut an oversight unit, the work fails. This isn't just an internal morale issue, it is a massive regulatory, contractual, and legal liability for Centene.

Sarah London and Chris, how can you sit back and watch this happen?

As CEO, Sarah London cannot ignore the toxic leadership destroying this unit. An immediate executive pause must be placed on any proposed SIU reorg. An independent, external third-party audit must be launched immediately to investigate Christa Marshall Jewsbury, Sabrina Vera, and review the hiring and management practices of the SIU before Centene’s regulatory compliance is completely compromised. DO THE RIGHT THING!!

If you’ve been watching Centene’s Special Investigation Unit fall apart over the past few months, you already know we are staring at a textbook operational breakdown. What should be Centene’s strongest defense against Fraud, Waste, and Abuse has been systematically dismantled by executive mismanagement, nepotism, and a culture of fear.

It all started when Ashlee hired Christa Marshall Jewsbury and Sabrina Vera. Almost overnight, executive leadership shifted away from operational integrity to favoritism. Director positions were filled with personal friends and "minions" rather than qualified internal and external talent who actually understand the business.

Since then, middle management has been getting crushed under uncompensated scope creep. Managers are now forced to absorb duties traditionally handled by senior investigators and leads, including reviewing preliminary reports, drafting education letters, and handling complex case reviews, with zero adjustments to job descriptions, zero extra resources, and zero bump in pay.

Meanwhile, the environment under Christa and Sabrina has devolved into micromanagement and intimidation. Staff are dealing with:

--Arbitrary restrictions on earned PTO and medical leave

--Inconsistent, we-ponized performance ratings and bonus distributions

--Direct threats that anyone who questions decisions can leave or risk losing their job

Now, the situation is reaching a tipping point. Christa is actively preparing to pitch Chris on a total department restructuring. This proposed "reorg" isn't about efficiency, it is a calculated push to eliminate legacy positions, purge seasoned SIU veterans, wipe out institutional knowledge, and replace experienced staff with Humana hires who won't question executive overreach.

When you fire experienced investigators and systematically gut an oversight unit, the work fails. This isn't just an internal morale issue, it is a massive regulatory, contractual, and legal liability for Centene.

Sarah London and Chris, how can you sit back and watch this happen?

As CEO, Sarah London cannot ignore the toxic leadership destroying this unit. An immediate executive pause must be placed on any proposed SIU reorg. An independent, external third-party audit must be launched immediately to investigate Christa Marshall Jewsbury, Sabrina Vera, and review the hiring and management practices of the SIU before Centene’s regulatory compliance is completely compromised. DO THE RIGHT THING!!

What’s life like these days within the compliance organization?

Can someone explain what the difference is? For example Central Supervision, Specials Surveillance , Compliance people in the Markets, Finet branch supervisors, internal branch exams etc. Who is who?

Be mindful that some employees are carrying undercover cameras on them and recoding workplace infractions. Belk can be liable for these workplace violations.

I've heard 5, 6 and 7 as the minimun required for in-office RTO compliance
But someone just said 6.5

In January 2026, after I raised concerns about two years of workplace abuse and discrimination, three leaders retaliated against me by falsifying the record and signing a written warning built on a fabricated narrative.

For two years, I repeatedly asked for one thing: to no longer report to the person whose conduct I had reported. They said no every time.

Then, after I raised the issue again, I was disciplined. My bonus was taken away. My career mobility was frozen. And a written warning was placed in my personnel file to justify whatever comes next.

I kept the underlying record. It speaks for itself. A leadership title does not make evidence disappear.

Whole teams in Risk and Compliance are gone.

Here to shear that there is a massively supportive corporate level campaign to monitor and manage compliance with the RTW mandates. This includes the 5-day requirement for employees who have always been assigned to an office to badge in five days a week, and the January 2027 requirement for former remote employees close enough to an office to work 5 days a week in office.

Leaders are cautioned to monitor dashboard activity and use non-compliance for employee exits. HR is also monitoring aggressively. If you have an under table agreement with you direct manager, HR is overseeing it all. Plan accordingly.

Apparently some Raytheon programs have, get this, TWO SETS of actual costs incurred under cost-type contracts: one set of #'s for the government and another set of #'s internal to Raytheon. These actuals do not remotely match and it's not due to lag-time in applying the accruals. Something to look out for as this is not a limited or one-off activity.

What happens next year or in two years? Will the bank eventually care a little less or still fire people for not complying?

This is a company stuck in amber. Old school processes, old school thinking, old school resistance to anything new. Propose a fresh idea and watch it get crushed. Try to work differently and see how fast you get shut down. Individual contribution isn't rewarded, compliance is. And we're all slowly suffocating under the weight of "this is how we've always done it."

I’m checking the dashboard. I am at 57.4% for some reason.

I am in compliance every other week except one week where I came into office one day, had two home days, had used sick leave one day, and had an approved non office work day.

Why would that drop me below 60% average? all are approved days.

Zillow has reached a new data licensing agreement with Realtracs, an MLS serving agents in six southeastern states. This deal addresses concerns regarding Zillow's use of broker-created data in AI models and market analytics. The agreement includes specific provisions for flagging when an agent triggers listing suppression thresholds. Realtracs had previously identified Zillow as a non-compliant vendor, leading to extended negotiations. This resolution marks an end to a period of stand-off over access to listing data.

Nashville, Tennessee

https://www.onlinemarketplaces.com/articles/zillow-signs-realtracs-data-deal-while-chicago-feed-fight-grinds-on/