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Inparticular, it regulates issues related to credit services and credit purchasers, their relationships, the supervision of their activities, the cross-border activity of credit servicers and their relationships with borrowers, thereby promoting the fair treatment of borrowers, good faith in transactions, transparency and respect of their rights.

The Law enters into force on the date of its publication, i.e., 4.12.2023. With the implementation of the provisions of Articles 3 to 41 of the Law, comprising Part B, Articles 1 to 3 of Law 4354/2015 on Credit Servicing Firms and Credit Acquiring Firms are repealed.

However, when the assignment of the servicing is initiated by a credit or financial institution, the above publication is not required. The format and content of the publication form of servicing agreements will be defined by a decision of the Ministry of National Economy and Finance, following the opinion of the BoG.

Article 15 of the Law establishes the possibility of outsourcing credit servicing activities to a third entity, which operates as a credit services provider, subject to certain requirements. Specifically, the Law requires, inter alia, the conclusion of a written outsourcing agreement between the credit servicer and the credit services provider, the outsourcing of certain and not all activities, and that the supervision of the credit servicer is not hindered. It is noted that credit service providers are not permitted to receive and hold funds of borrowers.

With article 115 of the Law, the legislator seeks to remove any uncertainty surrounding the legal standing of credit managers, which has arisen from recent decisions of Greek courts pertaining to the servicing of claims securitized in accordance with Law 3156/2003. In particular, it is expressly stated that credit servicers have legal standing as non-beneficiary parties to proceed with judiciary actions and participate in pre-bankruptcy and insolvency proceedings. In fact, the legal standing of credit servicers is solely demonstrated through the publicity formalities stipulated in Article 3 of Law 2844/2000, eliminating the need for further documentation. In cases where the credit servicing agreement is not published (when the servicing is assigned by a credit or financial institution), then a summary or extract of the agreement is deemed sufficient.

E.D.A.D.P. must disclose specific information to the BoG, such as the address of the branch, the identity details and address of the credit service provider in the host Member State, if applicable, as well as their anti-money laundering procedures. The above information is communicated by the BoG to the competent authorities of the host Member State. The BoG is designated as the body responsible for monitoring and evaluating the continuous compliance of the E.D.A.D.P. that exercise activities to host Member States, for conducting investigations and imposing sanctions and corrective measures.

Specifically, apart from the BoG, which has the main supervisory role and supervises the licensing of credit servicers and purchasers, representatives and credit service providers, the following competent authorities have been added:

The Law is a part of the broader strategy to address the issue of non-performing loans, reduce their elevated levels and prevent their future buildup. This aligns with the overarching objective of maintaining financial stability, fostering lending activity, and propelling economic growth within the European Union.

The Greek legislator had already extensively dealt with the issue of managing the volume of non-performing loans through Law 4354/2015, which also serves as a basis for this new Law. The new legislation further enriches the existing legal framework by establishing protective measures for consumers in their interactions with purchasers and credit servicers. At the same time, it introduces provisions that eliminate key obstacles to the lawful purchase of cross-border credits within the EU, fostering competition in the internal market and attracting a wider pool of potential credit purchasers.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.

EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.

This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specific advice.

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BackgroundOil and gas organizations generate enormous electronic records that lead to difficulties in managing them without any system or digitalization procedure. The need to use a system to manage big data and records affects information security and creates several problems. This study supports decision-makers in oil and gas organizations to use ERMS to enhance organizational performance.

ContributionThis study contributes significantly to theory and practice by providing advancements in identity theory in the context of big data management and electronic records management. This study is a foundation for further research on the role of ERMS in operations performance and Big Data Management (BDM). This research makes a theoretical contribution by studying a theory-driven framework that may serve as an essential lens to evaluate the role of ERMS in performance and increase its potentiality in the future. This research also evaluated the combined impacts of general technology acceptance theory elements and identity theory in the context of ERMS to support data management.

Recommendations for PractitionersThis study contributes significantly to the theory and practice of ERMS potentiality and BDM by developing and validating a new framework for adopting ERMS to support the performance and production of oil and gas organizations. The current study adds a new framework to identity theory in the context of ERMS and BDM. It increases the perceived benefits of using ERMS in protecting the credibility and authenticity of electronic records in oil and gas organizations.

Recommendation for ResearchersThis study serves as a foundation for future research into the function and influence of big data management on ERMS that support the organizational performance. Researchers can examine the framework of this study in other nations in the future, and they will be able to analyze this research framework to compare various results in other countries and expand ERMS generalizability and efficacy.

Future ResearchIn the future, researchers may be able to examine the impact of BDM and user technology fit as critical factors in adopting ERMS by using different theories or locations. Furthermore, researchers may include the moderating impact of demographical parameters such as age, gender, wealth, and experience into this study model to make it even more robust and comprehensive. In addition, future research may examine the significant direct correlations between human traits, organizational features, and individual perceptions of BDM that are directly related to ERMS potentiality and operational performance in the future.

Now, doing business with our small team we realised we cannot control those messy orders manually anymore, but as we are only few, we are way too small for some serious ERP, and our business app (and many others) do not support the specifics of how we work. So here we think about coding our own app for internal flow of orders support.

I understand that business, business model, business culture, business processes and organization size are factors which may impact the selection of an ERP system if an ERP system is assesses as appropriate. But I wonder why organization size should be the sole factor to determine that an ERP system is appropriate or not, especially as a few ERP systems are open source if I remember correctly.

@hicks8837 Where do you get Laravel is declining? Got some impressive frameworks that are using it. Laravel 9.0 just released. It is used by New York Times, Disney, Liberty Mutual, Twitch, and Warner Bros. It is also much cheaper than running a Node JS server.

In May 2020, CRP was approached by a non-profit community development corporation in Central/Kinsman known as Burton, Bell, Carr Development Inc. (BBC) to partner on a community engagement and public space design initiative known as the "Kingsbury Run Nature Reserve" (KRNR). The focus of the CRP5072 workshop was to understand the surrounding urban context of the KRNR, connect with and listening to the people who call this home, and assess how community-driven improvements to the physical context in terms of economic development, access, and public space connectivity could promote and leverage the realization of the KRNR itself.

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