#compliance

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that employees are sometimes expected to follow processes that are not clearly documented, have changed repeatedly, are outdated, or in some cases do not exist at all.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/

Ubisoft Entertainment is facing scrutiny regarding its recent workforce reductions at its Red Storm Entertainment studio. This follows an earlier wave of job cuts, raising questions about the aggregation of layoffs under the federal WARN Act. The Act mandates 60-day notice for mass layoffs or plant closings, with significant penalties for violations. Employers must consider all employment losses within a 90-day window to determine WARN Act applicability. This situation highlights the complexities of multi-round reductions and legal compliance for employers.

Cary, North Carolina

https://www.marketscreener.com/news/when-the-layoffs-come-what-north-carolina-employers-need-to-know-about-the-warn-act-ce7f50d3d18cf726

Any word on the SIU and similar departments? I was told there would be changes in all departments related to compliance like SIU, etc. my understanding was that there was going to be a reporting structure and work shift because of the people that took the VSP. I haven't heard anything yet for the ones that stayed behind but, has anyone heard anything?

The Indian Enforcement Directorate (ED) says more than 1,000 Truist Bank debit cards were allegedly distributed in India in the name "Santosh Kumar” and alleges this change was made to conceal the identities of the actual users and avoid drawing attention from law enforcement.

How is this possible from an internal controls PoV? Does that mean we have special accounts that can have multiple cards issued and the previous cards not automatically cancelled?

Any spreading of rumors or claims of critical infrastructure damaged or being taken offline, is a violation of Saudi Aramco policy and Kingdom Law.

The lifting of consent order on Citibank by the OCC and the Federal Reserve this year is not quite a sure thing.

That "90%" complete line from the C suite is more about checking the boxes and implementing controls, not actually achieving clean data.

Here's a pet peeve. Why isn't company policy being enforced? Company policy explicitly says that 2 people must be in the store at all times. Why is this policy not being enforced? And why are DL's conveniently looking the other way on this? Strictly following this policy would help a lot, because then corporate would see how bad things really are when they see the amount of stores that would open late and close early every day.

The CEO and his imps are now using draconian methods to ensure compliance to the new order. They are tracking attendance to stupid things like claude presenations. If you don't attend you may find yourself on the next "restructuring" list

Reference: https://www.ftc.gov/system/files/ftc_gov/pdf/Publicis-StipulatedOrder.pdf

This may be of interest to Publicis employees, job seekers, advertisers, and investors.

On April 15, 2026, the FTC and the Attorneys General of Florida, Indiana, Iowa, Montana, Nebraska, Texas, Utah, and West Virginia filed an antitrust complaint against Publicis, Inc., alleging violations of Section 5 of the FTC Act and Section 1 of the Sherman Act.

Rather than litigate, Publicis entered into a stipulated permanent injunction on the same day. The company did not admit wrongdoing, but agreed to extensive compliance obligations, including:

A 10-year federal court order
An FTC-approved independent monitor for 5 years
Annual compliance reports for 5 years
FTC access to records, personnel, and compliance documentation
Restrictions on coordinating with competitors or third parties regarding advertiser spending based on political, ideological, journalism-rating, or DEI-related criteria
Prohibition on using or encouraging exclusion/inclusion lists based on those criteria, except where expressly directed by individual clients

There were no fines or damages in this settlement. Instead, the focus is on long-term oversight and changes to business practices.

From a legal perspective, this is a significant civil antitrust settlement. While it avoids an admission of liability and allows Publicis to continue operating normally, a decade-long injunction and five years of independent monitoring are substantial remedies that typically increase compliance costs, legal oversight, and regulatory scrutiny.

For employees, job seekers, and investors, it's worth understanding that this is not a criminal case, nor does it mean Publicis was found liable after trial. However, it is a notable regulatory action that will likely influence the company's governance and compliance processes for years to come.

I just found this. There are proposed rules in the making via the FCC but the comment period has ended.
https://www.ictbroadcast.com/fcc-offshore-call-center-rules-2026/

This was mentioned obliquely in other posts, but I wanted to get it into the title of this post. The NJ WARN Act requires that certain employers (including Verizon) provide 90 days' notice of layoffs. If you are a New Jersey employee laid off on June 16 and were told your last day is in August, they are in violation of the law and they have to give you until September 14 which is 90 days from June 16th.

Questions: How many were affected? What metric was used to decide who? Will there be any more groups hit this week or month?

Some posts get deleted for obvious reasons, come less so. Are the Terms of Service (TOS) available to read?

The 2LOD has gone mad! Dare you ask them to explain their risk concern or interpret guidance in a consistent and unbiased manner. Instead they manipulate the narrative to inflate their egos. They will be the demise of the bank as they are a hinderence to the business obtaining business. They make unreasonable decisions for risk they dont understand or own. Best of luck under their leadership.

https://violationtracker.goodjobsfirst.org/?company=Centene&order=pen_year&sort=

The New York Legislature passed a bill called the "No Severance Ultimatums Act." This bill imposes new requirements on employers offering severance agreements to employees. Employers must provide 21 calendar days for consideration and a 7-day revocation period. The Act expands federal protections, like those in OWBPA, to all New York employees regardless of age. If signed into law, non-compliant severance agreements would be void and unenforceable immediately.

https://www.jdsupra.com/legalnews/new-york-s-no-severance-ultimatums-act-1086745/

Long Term Boca Retiree here. The Florida Office of Insurance Regulation released it market conduct investigations report in April 26. Truspire is going out with a literal bang !

Florida cited and fined both Mutual of America & Truspire over a collective $60,000 in fines for violating Florida law & insurance statues. These were over some BS LTC filing. But, MoA & Truspire received more fines (5) then any other insurance company. Not sure who in the legal area w/the states dropped the ball but this is very embarrasing. For more details go to:

FLOIR.gov

and read for yourselves.

Someone was asleep at the switch. time to dock his pay or ship his role to India.

My friend is a director in compliance and works with facilities CHQ & coming in 2027 hearing we’ll be implementing badge in badge out to ensure people are in the office. Also being said Q4 they’re advised to review reports of people who are not in 4 days a week. They were originally pursuing the idea of tying in office personnel, bonuses to days in office, but couldn’t make it equitable for the work from home employees..

https://www.beckerspayer.com/legal/elevance-pays-cms-342m-amid-medicare-

Elevance Health paid CMS $342 million following a Medicare Advantage sanction notice alleging the insurer did not properly address overpayments for years.

June 22 filings in a New York federal court included an email from an Elevance vice president to CMS, confirming the payment was a “remittance of the total overpayment amount” related to the Risk Adjustment Overpayment Reporting module. Elevance conducted the wire transfer May 27, and CMS confirmed receipt the next day.

On May 29, a separate CMS letter informed Elevance that it had received the company’s attestation, but it did not specify the payment amount at the time. That step, along with initial submissions to the appropriate electronic systems, temporarily staved off intermediate sanctions. However, CMS said the insurer has until the end of June and July to complete further tasks — such as resolving issues across other risk-adjustment modules and addressing additional overpayment issues — before sanctions kick in.

The most recent filings also included a June 22 letter from the U.S. attorney’s office to the judge, challenging Elevance’s desire for additional discovery regarding the sanction notice.

“To the extent Anthem [now Elevance] wishes to challenge CMS’ administrative action, this is not the appropriate forum to do so,” the letter said.

CMS told Elevance in February that it would impose sanctions affecting MA prescription dr-g plan enrollment and communications due to a lack of compliance with risk-adjustment data submission requirements, interfering with the return of overpayments.

Elevance CFO Mark Kaye previously said the company had set aside $935 million to address the dispute. As of February, Elevance had about 2 million MA members.

This case is not the only source of tension between Elevance and the federal government right now. A Justice Department lawsuit first filed in 2020 alleges False Claims Act violations.

“Elevance Health continues to engage in constructive dialogue with the Centers for Medicare & Medicaid Services,” an Elevance spokesperson told Becker’s June 26. “We remain optimistic that a resolution can be reached and value our longstanding relationship with CMS.”

CMS said, if any sanctions take effect, current MA beneficiaries will continue to access their coverage and benefits as usual, since the sanctions would only apply to new enrollments and communications.

“CMS is committed to ensuring accurate Medicare Advantage (MA) payments, compliance with federal requirements and the protection of taxpayer dollars. Accurate and timely submission of MA risk adjustment data is essential to ensure Medicare pays appropriately for the beneficiaries they serve,” CMS told Becker’s in a June 29 statement.

Typical Citi, their FAQ to fired employees says you still have to receive trade preclearance while on Garden leave. But when you call compliance they have no idea how to preclear you because you're no longer in the system and HR just sends an auto reply that they'll get back to you at their convenience .....

So, if I sell stocks am I going to lose my Severance because Citi is too incompetent to put proper procedures in place to pre-clear those in let go?

I'm so glad I was let go. It's like I was in a bad relationship but needed to be broken up with. I just can't wait to be done with this place.

Just got hit with two emails about two CU trainings that are "required to be completed" by October 27: Annual Ethics and Compliance Training and, naturally, Annual Security & AI Risk.

Read the room, Sarah. Read the room.

Our L3 shared the 2 part guidance he was given in May for making a surplus recommendation. This was delivered to us as tough-love-don't-be-this-guy kind of advice.

1. Out of compliance on anything.
   or
2. Weakest link on a team for 2 consecutive Qtrs.

You will volunteer through your actions. I will no longer choose who leaves.

If plans have contracts with states, how will this affect those? They can't pull out of a state until the contract ends, can they? What happens when staff leave or are let go & the company can't fulfill the contract requirements? Can states sue? Would Centene do that?