Oracle Java Audit: What CIOs and CFOs Must Know Now

Oracle Java Audit: What CIOs and CFOs Must Know Now

Why Oracle Is Auditing Java Now

Oracle is turning up the heat on Java licensing audits for one simple reason: money. After decades of Java being free to use, Oracle changed the rules and is now aggressively monetizing Java’s ubiquity in enterprises.

In 2019, Oracle ended free Java updates for commercial users, requiring paid licenses. Then in 2023, Oracle shifted to a pricey per-employee subscription model, meaning companies must pay for every employee, not just those using Java​ The result? Thousands of companies that assumed Java was “free” are suddenly out of compliance and on Oracle’s radar for audits.

Oracle’s Java licensing revenues have exploded – reportedly even surpassing its flagship database licensing revenue – and audits are the weapon driving this growth. Simply put, Oracle sees Java as a massive untapped revenue stream and is using audits to cash in.

How Oracle Audits Java

Oracle’s License Management Services (LMS) team has a well-honed playbook for Java audits. Triggers for a Java audit can include obvious signals like large volumes of Java downloads from Oracle’s website or installing Java updates without a subscription (especially patches released after 2019)​.

Oracle maintains download logs for years and will flag organizations that pull updates without paying. Lapsed Java licenses are another trigger – if you had an Oracle Java SE contract that wasn’t renewed after 2023, expect Oracle to come knocking.

Even ignoring Oracle’s “friendly” emails or calls about Java can escalate into a formal audit notice; Oracle interprets silence as a red flag​. One ironic trigger: having no other Oracle products. Oracle knows almost every large company uses Java somewhere. If you aren’t already an Oracle customer, that makes you a prime target as a new source of revenue​.

Once you’re on the target list, Oracle typically starts with a “soft audit”. This might be a casual outreach by an Oracle rep claiming to check on your Java security or help with updates. It’s a fishing expedition – a tactic to get your IT staff to volunteer information. Oracle may ask how many servers, desktops, or applications you have running Java, and suggest running a “free” assessment tool or script to inventory your Java installs​.

Do not be fooled: if it walks like an audit and talks like an audit, it’s an audit. Several companies have been caught off-guard by these “smelly” audits that didn’t come with an official letter​.

Oracle’s team might sound friendly at first, but if you start sharing data, they will quickly analyze it for any Java usage that isn’t properly licensed. If you refuse to cooperate with a soft audit, Oracle can pivot to a formal audit backed by contract clauses.

In a formal audit, Oracle will send a written notice invoking its audit rights (often giving ~45 days to prepare). They will demand a detailed accounting of all Java installations, versions, and usage across your environment.

This can involve running Oracle’s audit scripts or collecting data manually – effectively an intrusive sweep of desktops, servers, VMs, cloud instances, and even build pipelines for any Oracle Java binaries. Oracle often already has some data (e.g. download records, support requests) and will use that as leverage.

During the audit, LMS analysts compare your Java deployments against what you’ve paid for. They look for any usage of Oracle Java SE that isn’t covered by a license or subscription. This includes Java Runtime Environment (JRE) on employee PCs, Java Development Kit (JDK) on developer machines,

Java embedded in third-party applications, and Java running in servers or containers. Everything counts if it’s Oracle’s code. Oracle’s goal is to find gaps – those gaps become their revenue opportunity.

Oracle’s audit tactics are notoriously aggressive. They often assume worst-case usage to inflate compliance findings, then use fear to pressure you into a quick settlement. For example, Oracle might calculate that your unlicensed Java installs mean you should have been paying for every employee for the last three years.

They’ll present an eye-popping bill for back licenses and support – possibly millions of dollars – and then “graciously” offer a deal if you sign a subscription now. One consultant noted Oracle auditors often quote exorbitant compliance gaps to scare businesses, then propose a slightly less exorbitant price if you agree to a multi-year subscription immediately​.

It’s classic high-pressure sales cloaked as compliance enforcement. Oracle may also leverage broader business relationships in these negotiations. There have been cases where settling a Java audit was made a condition for getting a discount on an Oracle database renewal or cloud contract​.

In other words, Oracle will use every angle – contractual, technical, and sales pressure – to maximize what you pay.

The Financial Stakes: Real-World Exposure

For CIOs and CFOs, the money at stake in Java audits is staggering. If Oracle finds unlicensed Java usage, they will demand you purchase subscriptions for all affected deployments – typically under the new per-employee model – and pay for past unlicensed use (retroactively) as far back as they can argue.

Consider a mid-size company with 5,000 employees. Under Oracle’s January 2023 price list, that’s about $10.50 per employee per month. That equates to $630,000 per year – even if only a fraction of those employees actually use Java.

Now consider a larger enterprise. Oracle gave an example of a company with 28,000 employees (including part-time and contractors) owing approximately $2.27 million per year for a Java SE Universal Subscription​.

And these are just annual subscription costs going forward. If you’ve been out of compliance for, say, three years, Oracle may hit you with three years’ worth of fees plus backdated support costs and penalties. It’s not uncommon for initial audit findings to run into the multi-millions​.

To illustrate the shock many are feeling: one organization was paying about $40,000/year under Oracle’s old Java licensing model; under the new rules, Oracle’s auditors said they should be paying roughly $3 million per year – a jaw-dropping increase.

This kind of exposure can blow a hole in IT budgets and require unplanned approvals from the highest levels (hence why CFOs need to be paying attention). Oracle’s per-employee pricing (ranging from $15 down to $5.25 per employee per month, depending on company size) means even smaller firms face six- or seven-figure bills if they’re caught offside. Table 1 shows Oracle’s current Java SE subscription pricing:

Table 1: Oracle Java SE Universal Subscription pricing tiers (as of 2023). Note: “Employee” count includes all full-time, part-time, contractors, and agents in your organization​.

The table makes it clear why audits are so lucrative for Oracle. Under this model, every employee is a billable unit. It doesn’t matter if only 100 out of 10,000 actually use Java; Oracle will still charge for all 10,000. CFOs should be alarmed at this “blanket” licensing approach – it’s essentially a Java tax on your entire workforce.

And if you refuse to pay and Oracle finds unlicensed usage, the legal terms are on Oracle’s side. Using Oracle’s Java without a license is a breach of contract and possibly copyright infringement once the free-use terms are violated​.

Oracle can demand you stop using Java entirely (not feasible for most) or pay whatever fees they calculate. In extreme cases, Oracle can take legal action for license violations, though most often the threat is enough to force a settlement.

It’s also worth noting the indirect costs. An Oracle audit itself is a heavy burden on IT staff and management. Companies report devoting hundreds of person-hours to data gathering, deployment of discovery tools, endless meetings, and negotiation wrangling. One analysis found that on average about 60 working days of effort are spent responding to an Oracle audit.

That’s time ripped away from strategic projects. For CIOs, this means delays and disruption; for CFOs, it’s wasted labor cost and potentially delayed business initiatives. The process can drag on for months, creating uncertainty and internal stress.

Oracle’s hardball tactics – big compliance bills, threats of penalties, involving executives with scary messages – can also damage the vendor relationship and employee morale. It’s truly a high-stakes game that no one planned to play, especially over a technology as once-benign as Java.

Java Everywhere: Where Auditors Will Find It

A big part of the Java audit headache is simply finding all the Java instances in your organization. Java is ubiquitous – often in places CIOs or CFOs might not realize.

Oracle’s audit will cast a wide net, so you need to know where Java lives:

• Employee Desktops & Laptops: Many users have the Java runtime (JRE) installed on their machines for various business tools or legacy applications. That internal reporting tool or an ancient CRM plugin might require Java. Even if users aren’t actively using it, an installed Oracle JRE is technically a licensable deployment.
• Servers and Back-End Systems: Java powers countless enterprise applications on servers – from WebLogic and Tomcat application servers to custom-developed apps. Batch jobs, middleware, and integration platforms often rely on the Oracle JDK. These server instances are absolutely within audit scope and typically where the biggest license gaps occur.
• Third-Party Software Appliances: A lot of third-party enterprise software comes bundled with Java. For example, an IT monitoring system or an ERP module might ship with an embedded Java runtime. Companies sometimes assume the vendor took care of the license, but that’s not always the case. Oracle may assert that you, the end customer, need a license for that bundled Java unless your vendor has a distribution agreement. This is a hidden trap.
• Developer Workstations and CI/CD Pipelines: Developers need JDKs to build and test software. If they downloaded Oracle’s JDK on their workstations, those count as deployments. Build servers and CI pipelines that use Oracle Java to compile code are also in scope. It’s easy for an organization to overlook dev/test environments, thinking licenses only matter for production – Oracle audits will happily charge you for dev machines too.
• Cloud and Containers: With the shift to cloud, many teams use containerized apps – and a lot of Docker images include Java. If your cloud VMs or containers are using Oracle’s Java (perhaps an older base image that included Oracle JDK), that’s a potential compliance issue. Container sprawl can make this even harder to track. Additionally, PaaS or serverless services might be running Java on your behalf. Oracle’s audit will follow the software, whether on-prem or in the cloud.
• Embedded & IoT Devices: In some industries, Java is embedded in devices (manufacturing systems, medical equipment, etc.). These often run Java SE embedded or ME. Oracle’s licenses for embedded Java are separate, but an audit could cross into checking if proper agreements cover those usages.

In short, Java is likely running in more places than you think. Many CIOs discover during an internal review that they had Oracle Java lurking in “out of sight” areas – a test server here, an old app there. Oracle banks on this; the more sprawling the environment, the greater the chance something was missed.

One best practice is to treat Java like any other licensable software in your asset inventory.

Keep an accurate tally of every instance and what distribution it’s using. If it’s Oracle’s, track it like a hawk.

Common Pitfalls and Mistakes in Java Audit

Why do so many companies get burned by these audits? There are some common traps and mistakes that CIOs and CFOs should be wary of:

• Assuming “Java = Free” (Outdated Knowledge): Perhaps the biggest mistake is not realizing that Oracle Java now requires a paid license in many cases. Teams continue to install updates or new versions thinking the old rules still apply. Oracle’s 2019 and 2023 policy shifts caught a lot of organizations flat-footed​. Many never budgeted for Java licenses at all. This lack of awareness is exactly what Oracle is exploiting. Don’t assume you’re compliant just because “Java was free last time we checked.” Verify against the current rules.
• Ignoring Oracle’s Outreach: Some companies receive emails or calls from Oracle about “Java compliance” and choose to ignore them, hoping it will go away. This is a mistake. Non-response can actually accelerate an audit trigger​. Oracle interprets silence as if you’re hiding something. It’s better to engage (carefully and formally) or at least explicitly decline their “assessment” offer rather than ghosting them. Ignoring Oracle won’t make them lose interest – it will likely invite a formal audit notice delivered to your CFO or legal department.
• Over-sharing Information Too Freely: On the flip side, some teams naively comply with every request in an informal inquiry. Oracle might ask for a list of all installations, versions, infrastructure details, even how your network is configured​​. They might present it as helping you assess security patches, but in reality they’re gathering evidence. You are not obligated to hand over detailed architecture diagrams or allow Oracle to run unapproved tools on your network during a “soft” audit​. Oversharing data without legal guidance is a trap – it can provide Oracle a roadmap straight to your weaknesses. Always ask, “Are we under a formal audit?” and if not, you have no duty to comply with broad fishing requests​.
• Running Oracle’s Scripts Without Review: Oracle may provide scripts or tools and suggest you run them to “discover Java installations for your convenience.” This is a big no-no unless your contract specifically requires it (in formal audits, you might have to run Oracle’s collection tool, but even then, do it under supervision). Running Oracle-supplied scripts in a casual engagement can expose data you didn’t intend to. One advisory firm bluntly states: don’t be bullied into running software from Oracle or doing things not mandated by your contract​. If it’s a formal audit, follow the contract and get guidance on exactly what you must run or share.
• Lack of Internal Records and License Proof: Many companies got hit with audit penalties simply because they couldn’t prove what they were using was legitimate. For instance, if you’re using OpenJDK (the free open-source Java) on some systems but you don’t have documentation, Oracle might assume it’s their commercial Java and count it against you. Or if you downloaded Oracle Java 8 updates back when they were free, you should have records of the date/version to show those were obtained lawfully​. Not having a clear internal log of Java usage, versions, and sources is a mistake that weakens your defense. It’s important to document everything now, before an audit, so you’re not scrambling later.
• Depending on Oracle’s “generosity”: Some might think Oracle will go easy on them because they’re a long-time customer or because the Java use was minor. That’s a risky bet. Oracle’s audit posture on Java has been uncompromising. They see non-compliance as revenue, period. Hoping for leniency or a quiet warning is wishful thinking. If anything, Oracle tends to overstate compliance gaps initially​. Your only leverage is in how well you can contest those findings, which comes from preparation and sometimes pushing back with facts. But don’t expect Oracle to cut you slack out of kindness.
• Last-Minute Scramble: Another common pitfall is waiting until an audit letter arrives to react. Without a plan, companies have made missteps – from rushing to sign a costly subscription out of fear, to giving inconsistent info to Oracle that later hurts their credibility. An unprepared response can lead to conceding more than necessary. This is why having an audit response plan and clear roles before an audit happens is crucial (more on that below).

Defensive Steps CIOs and CFOs Must Take Now

Facing Oracle in a Java audit is like going to battle. Preparation and a strong defensive stance are key.

Here’s what CIOs and CFOs should do immediately to protect their organizations:

• 1. Discover Your Java Footprint: You can’t manage what you don’t know. Do a thorough internal audit of where Oracle Java is installed or in use. Inventory every server, VM, desktop, and application that might be running Java​. Don’t forget developer PCs, test environments, and third-party packaged apps. The goal is to have zero surprises. Identify the version on each instance and how it was obtained (Oracle download or open-source?). This audit risk assessment should highlight any usage of Oracle’s Java SE that is not covered by a current license​. Quantify how many employees/machines are involved so you can estimate the potential financial exposure now, rather than when Oracle does it for you. CFOs should insist on seeing this risk assessment – it’s far better to know internally if there’s a million-dollar liability lurking due to Java.
• 2. Immediate Remediation of Compliance Gaps: If your discovery finds Oracle Java installations that aren’t properly licensed, act on them before Oracle does. This could mean uninstalling Oracle Java from machines that don’t truly need it, or swapping it out for a free OpenJDK alternative. If Java is truly required, you have a decision to make: purchase the necessary Oracle subscriptions or migrate to a non-Oracle platform. In many cases, the faster and cheaper fix is to replace Oracle JDK with an open-source JDK (such as Eclipse Temurin, Amazon Corretto, Azul Zulu, etc.) for those applications. There are plenty of Java distributions that are functionally equivalent but cost nothing in license fees. The sooner you reduce your reliance on Oracle’s binaries, the less exposure you have. Many organizations have found that replacing Oracle Java in non-critical areas is low-hanging fruit that dramatically reduces audit risk and cost​ (for example, swapping out Java on employee laptops for free OpenJDK), where you can’t remove Oracle Java immediately (maybe a mission-critical system), at least mark those for a proper license or future migration plan.
• 3. Lock Down Java Installations: Establish strict controls to prevent any new unlicensed Java deployments. This is a policy and technical control issue. For example, block downloads from Oracle’s Java website at the firewall or proxy unless specifically approved. Make it against IT policy for employees or developers to install Oracle Java on their own​. Instead, provide them with approved open-source JDKs. Use software management tools to whitelist/blacklist software – if someone tries to install Oracle JRE, it should flag a warning. By curbing “rogue” installs, you stop the problem from getting worse. Also, avoid applying Oracle’s Java updates beyond the free public versions if you don’t have a subscription. Applying those updates is what flags you in Oracle’s eyes​. If you need a security patch, consider moving that system to an OpenJDK build that provides updates, rather than pulling Oracle’s update and silently falling out of compliance.
• 4. Get Your Documentation in Order: Gather and organize all documents related to Java usage and licensing. This includes proof of any Oracle Java subscriptions you did buy in the past, records of Oracle Java downloads (dates and versions), and evidence of any transitions to open-source Java. Keep an internal ledger of Java installations noting which are Oracle vs third-party, and which version. Being able to show, for example, that “these 50 servers are running OpenJDK 11 downloaded from AdoptOpenJDK on X date” will help rebut Oracle’s claims if they say you owe licenses for them​. Documentation can turn a potential $500k finding into $0 if you demonstrate those instances aren’t Oracle’s Java. Also archive Oracle’s license terms from the time you downloaded things – Oracle changed terms over time, so having the text from (say) 2018 for Java 8 could be important to interpret your rights. In short, build a paper trail now that you can use in your defense.
• 5. Implement Ongoing Java Governance: Make Java compliance a continuous process, not a one-time project. Assign someone (or a team) in IT asset management or software licensing to be responsible for Java. They should monitor installations regularly, perhaps via automated discovery tools​. Every new deployment of Java should go through a approval process. The goal is to never be caught unaware. CIOs should be able to ask at any time, “Where are we using Oracle Java and are those uses compliant?” and get a confident answer​. This level of oversight will catch issues early. Also, educate your developers and IT staff. Make sure everyone knows that Oracle Java is not free for commercial use beyond certain versions, and that unapproved usage can lead to serious penalties. A bit of internal training can prevent well-intentioned employees from inadvertently putting you at risk (for example, a developer might think grabbing the latest Oracle JDK is fine – you need them to know it’s not, in your environment).
• 6. Prepare an Audit Response Plan: Despite all preventive measures, you must be ready in case Oracle comes knocking. Treat it like a disaster recovery drill. Define a playbook for how to handle an Oracle audit notice​. Key elements should include: who on your side will interface with Oracle’s auditors (ideally a single point of contact, e.g. your software asset manager or a licensing specialist), who will coordinate data gathering internally, and who in management/legal will be looped in. Typically, you’ll want to involve your legal team early – they might insist all communications go through them or be in writing. Have template responses ready for common audit communications (for example, acknowledging receipt of an audit notice and committing to cooperate per contract, etc.). Make sure your IT team knows not to respond to Oracle informally or on their own. All messaging to Oracle should be deliberate and reviewed. If possible, do a mock audit drill. This can reveal gaps in your process and ensure your team isn’t learning the ropes under duress. The CFO and other execs should also be briefed. Suppose Oracle tries to escalate inquiries to an executive. In that case, the exec should know to route that back to the designated audit team rather than casually chatting and divulging info. A united, prepared front will prevent Oracle from divide-and-conquer tactics.
• 7. Explore Escape Routes (Java Alternatives): Strategically, the best long-term defense is reducing or eliminating dependency on Oracle Java. CIOs should actively evaluate migrating systems to OpenJDK or other Java distributions that have no Oracle strings attached. Many organizations find that with planning, they can replace Oracle JDK in most applications without loss of functionality. Some vendors provide paid support for OpenJDK (for example, Red Hat, Azul, Amazon) at much lower costs – or you might find you don’t need paid support at all. The point is to weigh Oracle’s hefty subscription costs against the effort to transition to a liberated Java. Often, even if migration has a short-term cost (testing, validation, etc.), the ROI is strong given the savings on subscriptions. This also gives you leverage: if Oracle knows you have a viable plan to drop their Java, you’re in a better position to negotiate any necessary licenses for the interim. Some companies choose to purchase a short-term Oracle Java subscription for critical systems while they work to migrate off it in the next year or two. CFOs should press for a roadmap here – don’t simply accept Oracle’s Java as an unavoidable cost. Make it a conscious choice: either we pay Oracle because it’s worth it for us (rarely the case), or we invest in an alternative and cut them out. As one advisory firm put it, the surest way to avoid Oracle audits in the future is not to use Oracle’s Java at all​.
• 8. Get Expert Help if Needed: Lastly, if you feel out of depth, seek external expertise. There are consulting firms and licensing experts who deal with Oracle audits daily. They can help interpret your contracts, advise on negotiation strategy, and even communicate with Oracle on your behalf. This can be especially valuable for CFOs who want an independent validation of Oracle’s claims. Sometimes Oracle’s audit findings include errors or overcounts – having an expert who knows Oracle’s playbook can save you from overpaying. Yes, it’s an added cost, but it can pale in comparison to the potential audit fees. Even Oracle’s former executives have suggested not to go into these battles alone.

Oracle’s Audit Tactics: A Blunt Reality Check

CIOs and CFOs need to go into this with eyes wide open: Oracle’s approach to Java audits is not a polite compliance exercise – it’s a revenue extraction operation. Oracle’s posture is aggressive, and at times, borderline punitive. They will leverage contractual fine print (audit clauses, definitions that count every contractor as an “employee” for licensing) to the hilt.

Oracle auditors often come armed with years of data (e.g. every Java download your company ever made from Oracle’s site) and they won’t hesitate to use it as evidence. The tone can quickly shift from cooperative to combative if you challenge their findings. Oracle’s financial leverage is significant: they know most companies would rather settle and buy subscriptions than fight a protracted legal battle or cut off Java usage.

They use that leverage by presenting “pay up or else” scenarios – for instance, implying that non-compliance could result in shutting down critical systems or huge lawsuits. We’ve even seen Oracle reps reach out directly to CEOs or Board members to create panic, painting the CIO as having exposed the company to risk, all to force a deal. Understand that Oracle’s priority here is to maximize their Java subscription sales, not to “make sure you’re secure” (despite how they may frame it initially)​.

As a customer, you must approach any Oracle audit or inquiry with a healthy skepticism and a defensive stance. This is a business negotiation under the guise of an audit. Treat it as such.

Be prepared for Oracle to use time against you as well – they might impose short deadlines for data or for signing a settlement deal, trying to catch you unprepared. Don’t rush into an agreement because of their pressure. And remember, Oracle’s initial demands are often negotiable.

They might claim you owe $5 million; in reality, you might negotiate that down substantially if you have facts on your side (e.g., proving some usage was non-commercial or already covered by an alternative). Oracle’s auditors are incentivized to find revenue, and their sales teams are eager to upsell Java subscriptions – it’s not an unbiased process.

Throughout all this, maintain your independence. It’s easy to feel intimidated by a giant like Oracle, but many companies have successfully pushed back or at least minimized the damage by being firm and factual. Oracle’s tactics can be confrontational, but with preparation, you can level the playing field.

Recommendations

In summary, here are the blunt actions CIOs and CFOs should take now to defend against Oracle’s Java audit onslaught:

• Treat Java as a Compliance Priority: Don’t dismiss Java as “just an IT issue.” It has become a significant financial and legal risk. Make Java licensing a standing item in risk reviews and IT audits.
• Inventory All Java Usage Immediately: Know exactly where Oracle Java is running in your enterprise. Ignorance is expensive. Use automated tools if necessary and repeat this inventory regularly.
• Eliminate Oracle Java Wherever Possible: Every instance of Oracle’s Java you remove or swap out for OpenJDK is one less point of leverage for Oracle. Aim to shrink your Oracle Java footprint before they come to audit you.
• Lock Down New Installations: Implement strict policies: no one downloads or installs Oracle Java without approval. Enforce this via IT controls. This prevents unintentional exposure.
• Educate Your Team: Make sure your IT staff and developers understand that as of now, using Oracle’s JDK in production or for business without a license is not allowed. Dispel the “Java is free” myth internally.
• Respond to Oracle Inquiries Wisely: If Oracle reaches out about Java, involve your legal/licensing team right away. Do not casually chat or send data. Either formally decline the information request or ensure any response is vetted and minimal. If it becomes a formal audit, stick to the contract and don’t volunteer more than necessary.
• Have an Audit Game Plan: Decide who will do what if an audit notice arrives. Who contacts Oracle’s auditors, who gathers data, who reviews findings, and who negotiates the outcome. This avoids panic moves. Simulate an audit if you can – it’s much easier to react when you’ve practiced.
• Budget for Java Compliance (or Remediation): CFOs should set aside some contingency or funding either to cover a potential subscription purchase if absolutely needed or to fund projects to eliminate Oracle Java (e.g., paying for testing of alternatives, hiring a consultant to speed up migration). It’s better to invest proactively than pay penalties later.
• Leverage Alternatives and Partners: Look into third-party support or open-source support vendors for Java if you need the comfort of updates without Oracle. Many companies have found third-party Java support at a fraction of Oracle’s cost​. Also, if you’re unsure about your position, hire an independent expert before Oracle’s audit – they can conduct a confidential compliance review and tell you where you stand.
• Stay Informed: Oracle’s policies can change (as seen in 2019 and 2023). Keep an eye on Java licensing announcements and stay connected with peer groups or advisors. Early knowledge of changes can save you from falling out of compliance.

Finally, and this bears repeating: the best way to avoid an Oracle Java audit is to not use Oracle’s Java at all​. This may not be entirely feasible in the short term for every organization, but it should be the end goal. Every step you take now to reduce reliance on Oracle will pay off in risk reduction.

Oracle is aggressively auditing Java because they see a cash cow – it’s up to you to deny them the opportunity by taking control of your Java usage. CIOs and CFOs who act now will save their organizations from costly surprises, while those who remain complacent are likely to learn an expensive lesson.

Stay vigilant, get your house in order, and don’t let Oracle dictate the terms. The time to act is now, before that audit notice lands on your desk.