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Autism is known as a spectrum disorder because every autistic person is different, with unique strengths and challenges.

Varney says many autistic people experienced education as a system that focused on these challenges, which can include social difficulties and anxiety.

Many autistic children found education focused on their deficits rather than their strengths.Credit:Rodger Cummins

He is pleased this is changing, with exact reforms embracing autistic students’ strengths.

But the unemployment rate of autistic people remains disturbingly high. ABS data from 2018 shows 34.1 per cent of autistic people are unemployed – three times higher than that of people with any type of disability and almost eight times that of those without a disability.

“A lot of the time people hear that someone’s autistic and they assume incompetence,” says Varney, who was this week appointed the chair of the Victorian Disability Advisory Council.

“But we have unique strengths, specifically hyper focus, great creativity, and we can think outside the box, which is a great asset in workplaces.”

In Israel, the defence force has a specialist intelligence unit made up exclusively of autistic soldiers, whose skills are deployed in analysing, interpreting and understanding satellite images and maps.

Locally, organisations that actively recruit autistic talent include software giant SAP, Westpac, IBM, ANZ, the Australian Tax Office, Telstra, NAB and PricewaterhouseCoopers.

Chris Pedron is a junior data analyst at Australian Spatial Analytics, a social enterprise that says on its website “neurodiversity is our advantage – our team is simply faster and more precise at data processing”.

He was hired after an informal chat. (Australian Spatial Analytics also often provides interview questions 48 hours in advance.)

Pedron says the traditional recruitment process can work against autistic people because there are a lot of unwritten social cues, such as body language, which he doesn’t always pick up on.

Australian Spatial Analytics founder Geoff Smith (right) with data analyst Chris Pedron.Credit:Glenn Hunt

“If I’m going in and I’m acting a bit physically standoffish, I’ve got my arms crossed or something, it’s not that I’m not wanting to be there, it’s just that new social interaction is something that causes anxiety.”

Pedron also finds eye contact uncomfortable and has had to train himself over the years to concentrate on a point on someone’s face.

Australian Spatial Analytics addresses a skills shortage by delivering a range of data services that were traditionally outsourced offshore.

Projects include digital farm maps for the grazing industry, technical documentation for large infrastructure and map creation for land administration.

Pedron has always found it easy to map things out in his head. “A lot of the work done here at ASA is geospatial so having autistic people with a very visual mindset is very much an advantage for this particular job.”

Pedron listens to music on headphones in the office, which helps him concentrate, and stops him from being distracted. He says the simpler and clearer the instructions, the easier it is for him to understand. “The less I have to read between the lines to understand what is required of me the better.”

Australian Spatial Analytics is one of three jobs-focused social enterprises launched by Queensland charity White Box Enterprises.

It has grown from three to 80 employees in 18 months and – thanks to philanthropist Naomi Milgrom, who has provided office space in Cremorne – has this year expanded to Melbourne, enabling Australian Spatial Analytics to create 50 roles for Victorians by the end of the year.

Chief executive Geoff Smith hopes they are at the front of a wave of employers recognising that hiring autistic people can make good business sense.

In 2017, IBM launched a campaign to hire more neurodiverse people.Credit:AP

“Rather than focus on the deficits of the person, focus on the strengths. A quarter of National Disability Insurance Scheme plans name autism as the primary disability, so society has no choice – there’s going to be such a huge number of people who are young and looking for jobs who are autistic. There is a skills shortage as it is, so you need to look at neurodiverse talent.”

In 2017, IBM launched a campaign to hire more neurodiverse (a term that covers a range of conditions including autism, Attention Deficit Hyperactivity Disorder, or ADHD, and dyslexia) candidates.

The initiative was in part inspired by software and data quality engineering services firm Ultranauts, who boasted at an event “they ate IBM’s lunch at testing by using an all-autistic staff”.

The following year Belinda Sheehan, a senior managing consultant at IBM, was tasked with rolling out a pilot at its client innovation centre in Ballarat.

“IBM is very big on inclusivity,” says Sheehan. “And if we don’t have diversity of thought, we won’t have innovation. So those two things go hand in hand.”

Eight things workplaces can do for autistic employees

  • Recruit differently. Send applicants interview questions in advance or use work trials and practical assessments
  • Offer flexible hours
  • Provide noise cancelling headphones and quiet spaces
  • Give clear and direct instructions and feedback 
  • Have mentors or a buddy system
  • Don’t make assumptions about autistic people
  • Provide managers with autism training
  • Partner with autism employment experts

Sheehan worked with Specialisterne Australia, a social enterprise that assists businesses in recruiting and supporting autistic people, to find talent using a non-traditional recruitment process that included a week-long task.

Candidates were asked to work together to find a way for a record shop to connect with customers when the bricks and mortar store was closed due to COVID.

Ten employees were eventually selected. They started in July 2019 and work in roles across IBM, including data analysis, testing, user experience design, data engineering, automation, blockchain and software development. Another eight employees were hired in July 2021.

Sheehan says clients have been delighted with their ideas. “The UX [user experience] designer, for example, comes in with such a different lens. Particularly as we go to artificial intelligence, you need those different thinkers.”

One client said if they had to describe the most valuable contribution to the project in two words it would be “ludicrous speed”. Another said: “automation genius.”

IBM has sought to make the office more inclusive by creating calming, low sensory spaces.

It has formed a business resource group for neurodiverse employees and their allies, with four squads focusing on recruitment, awareness, career advancement and policies and procedures.

And it has hired a neurodiversity coach to work with individuals and managers.

Sheehan says that challenges have included some employees getting frustrated because they did not have enough work.

“These individuals want to come to work and get the work done – they are not going off for a coffee and chatting.”

Increased productivity is a good problem to have, Sheehan says, but as a manager, she needs to come up with ways they can enhance their skills in their downtime.

There have also been difficulties around different communication styles, with staff finding some autistic employees a bit blunt.

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Sheehan encourages all staff to do a neurodiversity 101 training course run by IBM.

“Something may be perceived as rude, but we have to turn that into a positive. It’s good to have someone who is direct, at least we all know what that person is thinking.”

Chris Varney is delighted to see neurodiversity programs in some industries but points out that every autistic person has different interests and abilities.

Some are non-verbal, for example, and not all have the stereotypical autism skills that make them excel at data analysis.

“We’ve seen a big recognition that autistic people are an asset to banks and IT firms, but there’s a lot more work to be done,” Varney says.

“We need to see jobs for a diverse range of autistic people.”

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Killexams : IBM Research Rolls Out A Comprehensive AI And Platform-Based Edge Research Strategy Anchored By Enterprise Use Cases And Partnerships

I recently met with Dr. Nick Fuller, Vice President, Distributed Cloud, at IBM Research for a discussion about IBM’s long-range plans and strategy for artificial intelligence and machine learning at the edge.

Dr. Fuller is responsible for providing AI and platform–based innovation for enterprise digital transformation spanning edge computing and distributed cloud management. He is an IBM Master Inventor with over 75 patents and co-author of 75 technical publications. Dr. Fuller obtained his Bachelor of Science in Physics and Math from Morehouse College and his PhD in Applied Physics from Columbia University.

Edge In, not Cloud Out

In general, Dr. Fuller told me that IBM is focused on developing an "edge in" position versus a "cloud out" position with data, AI, and Kubernetes-based platform technologies to scale hub and spoke deployments of edge applications.

A hub plays the role of a central control plane used for orchestrating the deployment and management of edge applications in a number of connected spoke locations such as a factory floor or a retail branch, where data is generated or locally aggregated for processing.

“Cloud out” refers to the paradigm where cloud service providers are extending their cloud architecture out to edge locations. In contrast, “edge in” refers to a provider-agnostic architecture that is cloud-independent and treats the data-plane as a first-class citizen.

IBM's overall architectural principle is scalability, repeatability, and full stack solution management that allows everything to be managed using a single unified control plane.

IBM’s Red Hat platform and infrastructure strategy anchors the application stack with a unified, scalable, and managed OpenShift-based control plane equipped with a high-performance storage appliance and self-healing system capabilities (inclusive of semi-autonomous operations).

IBM’s strategy also includes several in-progress platform-level technologies for scalable data, AI/ML runtimes, accelerator libraries for Day-2 AI operations, and scalability for the enterprise.

It is an important to mention that IBM is designing its edge platforms with labor cost and technical workforce in mind. Data scientists with PhDs are in high demand, making them difficult to find and expensive to hire once you find them. IBM is designing its edge system capabilities and processes so that domain experts rather than PhDs can deploy new AI models and manage Day-2 operations.

Why edge is important

Advances in computing and storage have made it possible for AI to process mountains of accumulated data to provide solutions. By bringing AI closer to the source of data, edge computing is faster and more efficient than cloud. While Cloud data accounts for 60% of the world’s data today, vast amounts of new data is being created at the edge, including industrial applications, traffic cameras, and order management systems, all of which can be processed at the edge in a fast and timely manner.

Public cloud and edge computing differ in capacity, technology, and management. An advantage of edge is that data is processed and analyzed at / near its collection point at the edge. In the case of cloud, data must be transferred from a local device and into the cloud for analytics and then transferred back to the edge again. Moving data through the network consumes capacity and adds latency to the process. It’s easy to see why executing a transaction at the edge reduces latency and eliminates unnecessary load on the network.

Increased privacy is another benefit of processing data at the edge. Analyzing data where it originates limits the risk of a security breach. Most of the communications between the edge and the cloud is then confined to such things as reporting, data summaries, and AI models, without ever exposing the raw data.

IBM at the Edge

In our discussion, Dr. Fuller provided a few examples to illustrate how IBM plans to provide new and seamless edge solutions for existing enterprise problems.

Example #1 – McDonald’s drive-thru

Dr. Fuller’s first example centered around Quick Service Restaurant’s (QSR) problem of drive-thru order taking. Last year, IBM acquired an automated order-taking system from McDonald's. As part of the acquisition, IBM and McDonald's established a partnership to perfect voice ordering methods using AI. Drive-thru orders are a significant percentage of total QSR orders for McDonald's and other QSR chains.

McDonald's and other QSR restaurants would like every order to be processed as quickly and accurately as possible. For that reason, McDonald's conducted trials at ten Chicago restaurants using an edge-based AI ordering system with NLP (Natural Language Processing) to convert spoken orders into a digital format. It was found that AI had the potential to reduce ordering errors and processing time significantly. Since McDonald's sells almost 7 million hamburgers daily, shaving a minute or two off each order represents a significant opportunity to address labor shortages and increase customer satisfaction.

Example #2 – Boston Dynamics and Spot the agile mobile robot

According to an earlier IBM survey, many manufacturers have already implemented AI-driven robotics with autonomous decision-making capability. The study also indicated that over 80 percent of companies believe AI can help Strengthen future business operations. However, some companies expressed concern about the limited mobility of edge devices and sensors.

To develop a mobile edge solution, IBM teamed up with Boston Dynamics. The partnership created an agile mobile robot using IBM Research and IBM Sustainability Software AI technology. The device can analyze visual sensor readings in hazardous and challenging industrial environments such as manufacturing plants, warehouses, electrical grids, waste treatment plants and other hazardous environments. The value proposition that Boston Dynamics brought to the partnership was Spot the agile mobile robot, a walking, sensing, and actuation platform. Like all edge applications, the robot’s wireless mobility uses self-contained AI/ML that doesn’t require access to cloud data. It uses cameras to read analog devices, visually monitor fire extinguishers, and conduct a visual inspection of human workers to determine if required safety equipment is being worn.

IBM was able to show up to a 10X speedup by automating some manual tasks, such as converting the detection of a problem into an immediate work order in IBM Maximo to correct it. A fast automated response was not only more efficient, but it also improved the safety posture and risk management for these facilities. Similarly, some factories need to thermally monitor equipment to identify any unexpected hot spots that may show up over time, indicative of a potential failure.

IBM is working with National Grid, an energy company, to develop a mobile solution using Spot, the agile mobile robot, for image analysis of transformers and thermal connectors. As shown in the above graphic, Spot also monitored connectors on both flat surfaces and 3D surfaces. IBM was able to show that Spot could detect excessive heat build-up in small connectors, potentially avoiding unsafe conditions or costly outages. This AI/ML edge application can produce faster response times when an issue is detected, which is why IBM believes significant gains are possible by automating the entire process.

IBM market opportunities

Drive-thru orders and mobile robots are just a few examples of the millions of potential AI applications that exist at the edge and are driven by several billion connected devices.

Edge computing is an essential part of enterprise digital transformation. Enterprises seek ways to demonstrate the feasibility of solving business problems using AI/ML and analytics at the edge. However, once a proof of concept has been successfully demonstrated, it is a common problem for a company to struggle with scalability, data governance, and full-stack solution management.

Challenges with scaling

“Determining entry points for AI at the edge is not the difficult part,” Dr. Fuller said. “Scale is the real issue.”

Scaling edge models is complicated because there are so many edge locations with large amounts of diverse content and a high device density. Because large amounts of data are required for training, data gravity is a potential problem. Further, in many scenarios, vast amounts of data are generated quickly, leading to potential data storage and orchestration challenges. AI Models are also rarely "finished." Monitoring and retraining of models are necessary to keep up with changes the environment.

Through IBM Research, IBM is addressing the many challenges of building an all-encompassing edge architecture and horizontally scalable data and AI technologies. IBM has a wealth of edge capabilities and an architecture to create the appropriate platform for each application.

IBM AI entry points at the edge

IBM sees Edge Computing as a $200 billion market by 2025. Dr. Fuller and his organization have identified four key market entry points for developing and expanding IBM’s edge compute strategy. In order of size, IBM believes its priority edge markets to be intelligent factories (Industry 4.0), telcos, retail automation, and connected vehicles.

IBM and its Red Hat portfolio already have an established presence in each market segment, particularly in intelligent operations and telco. Red Hat is also active in the connected vehicles space.

Industry 4.0

There have been three prior industrial revolutions, beginning in the 1700s up to our current in-progress fourth revolution, Industry 4.0, that promotes a digital transformation.

Manufacturing is the fastest growing and the largest of IBM’s four entry markets. In this segment, AI at the edge can Strengthen quality control, production optimization, asset management, and supply chain logistics. IBM believes there are opportunities to achieve a 4x speed up in implementing edge-based AI solutions for manufacturing operations.

For its Industry 4.0 use case development, IBM, through product, development, research and consulting teams, is working with a major automotive OEM. The partnership has established the following joint objectives:

  • Increase automation and scalability across dozens of plants using 100s of AI / ML models. This client has already seen value in applying AI/ML models for manufacturing applications. IBM Research is helping with re-training models and implementing new ones in an edge environment to help scale even more efficiently. Edge offers faster inference and low latency, allowing AI to be deployed in a wider variety of manufacturing operations requiring instant solutions.
  • Dramatically reduce the time required to onboard new models. This will allow training and inference to be done faster and allow large models to be deployed much more quickly. The quicker an AI model can be deployed in production; the quicker the time-to-value and the return-on-investment (ROI).
  • Accelerate deployment of new inspections by reducing the labeling effort and iterations needed to produce a production-ready model via data summarization. Selecting small data sets for annotation means manually examining thousands of images, this is a time-consuming process that will result in - labeling of redundant data. Using ML-based automation for data summarization will accelerate the process and produce better model performance.
  • Enable Day-2 AI operations to help with data lifecycle automation and governance, model creation, reduce production errors, and provide detection of out-of-distribution data to help determine if a model’s inference is accurate. IBM believes this will allow models to be created faster without data scientists.

Maximo Application Suite

IBM’s Maximo Application Suite plays an important part in implementing large manufacturers' current and future IBM edge solutions. Maximo is an integrated public or private cloud platform that uses AI, IoT, and analytics to optimize performance, extend asset lifecycles and reduce operational downtime and costs. IBM is working with several large manufacturing clients currently using Maximo to develop edge use cases, and even uses it within its own Manufacturing.

IBM has research underway to develop a more efficient method of handling life cycle management of large models that require immense amounts of data. Day 2 AI operations tasks can sometimes be more complex than initial model training, deployment, and scaling. Retraining at the edge is difficult because resources are typically limited.

Once a model is trained and deployed, it is important to monitor it for drift caused by changes in data distributions or anything that might cause a model to deviate from original requirements. Inaccuracies can adversely affect model ROI.

Day-2 AI Operations (retraining and scaling)

Day-2 AI operations consist of continual updates to AI models and applications to keep up with changes in data distributions, changes in the environment, a drop in model performance, availability of new data, and/or new regulations.

IBM recognizes the advantages of performing Day-2 AI Operations, which includes scaling and retraining at the edge. It appears that IBM is the only company with an architecture equipped to effectively handle Day-2 AI operations. That is a significant competitive advantage for IBM.

A company using an architecture that requires data to be moved from the edge back into the cloud for Day-2 related work will be unable to support many factory AI/ML applications because of the sheer number of AI/ML models to support (100s to 1000s).

“There is a huge proliferation of data at the edge that exists in multiple spokes,” Dr. Fuller said. "However, all that data isn’t needed to retrain a model. It is possible to cluster data into groups and then use sampling techniques to retrain the model. There is much value in federated learning from our point of view.”

Federated learning is a promising training solution being researched by IBM and others. It preserves privacy by using a collaboration of edge devices to train models without sharing the data with other entities. It is a good framework to use when resources are limited.

Dealing with limited resources at the edge is a challenge. IBM’s edge architecture accommodates the need to ensure resource budgets for AI applications are met, especially when deploying multiple applications and multiple models across edge locations. For that reason, IBM developed a method to deploy data and AI applications to scale Day-2 AI operations utilizing hub and spokes.

The graphic above shows the current status quo methods of performing Day-2 operations using centralized applications and a centralized data plane compared to the more efficient managed hub and spoke method with distributed applications and a distributed data plane. The hub allows it all to be managed from a single pane of glass.

Data Fabric Extensions to Hub and Spokes

IBM uses hub and spoke as a model to extend its data fabric. The model should not be thought of in the context of a traditional hub and spoke. IBM’s hub provides centralized capabilities to manage clusters and create multiples hubs that can be aggregated to a higher level. This architecture has four important data management capabilities.

  1. First, models running in unattended environments must be monitored. From an operational standpoint, detecting when a model’s effectiveness has significantly degraded and if corrective action is needed is critical.
  2. Secondly, in a hub and spoke model, data is being generated and collected in many locations creating a need for data life cycle management. Working with large enterprise clients, IBM is building unique capabilities to manage the data plane across the hub and spoke estate - optimized to meet data lifecycle, regulatory & compliance as well as local resource requirements. Automation determines which input data should be selected and labeled for retraining purposes and used to further Strengthen the model. Identification is also made for atypical data that is judged worthy of human attention.
  3. The third issue relates to AI pipeline compression and adaptation. As mentioned earlier, edge resources are limited and highly heterogeneous. While a cloud-based model might have a few hundred million parameters or more, edge models can’t afford such resource extravagance because of resource limitations. To reduce the edge compute footprint, model compression can reduce the number of parameters. As an example, it could be reduced from several hundred million to a few million.
  4. Lastly, suppose a scenario exists where data is produced at multiple spokes but cannot leave those spokes for compliance reasons. In that case, IBM Federated Learning allows learning across heterogeneous data in multiple spokes. Users can discover, curate, categorize and share data assets, data sets, analytical models, and their relationships with other organization members.

In addition to AI deployments, the hub and spoke architecture and the previously mentioned capabilities can be employed more generally to tackle challenges faced by many enterprises in consistently managing an abundance of devices within and across their enterprise locations. Management of the software delivery lifecycle or addressing security vulnerabilities across a vast estate are a case in point.

Multicloud and Edge platform

In the context of its strategy, IBM sees edge and distributed cloud as an extension of its hybrid cloud platform built around Red Hat OpenShift. One of the newer and more useful options created by the Red Hat development team is the Single Node OpenShift (SNO), a compact version of OpenShift that fits on a single server. It is suitable for addressing locations that are still servers but come in a single node, not clustered, deployment type.

For smaller footprints such as industrial PCs or computer vision boards (for example NVidia Jetson Xavier), Red Hat is working on a project which builds an even smaller version of OpenShift, called MicroShift, that provides full application deployment and Kubernetes management capabilities. It is packaged so that it can be used for edge device type deployments.

Overall, IBM and Red Hat have developed a full complement of options to address a large spectrum of deployments across different edge locations and footprints, ranging from containers to management of full-blown Kubernetes applications from MicroShift to OpenShift and IBM Edge Application Manager.

Much is still in the research stage. IBM's objective is to achieve greater consistency in terms of how locations and application lifecycle is managed.

First, Red Hat plans to introduce hierarchical layers of management with Red Hat Advanced Cluster Management (RHACM), to scale by two to three orders of magnitude the number of edge locations managed by this product. Additionally, securing edge locations is a major focus. Red Hat is continuously expanding platform security features, for example by recently including Integrity Measurement Architecture in Red Hat Enterprise Linux, or by adding Integrity Shield to protect policies in Red Hat Advanced Cluster Management (RHACM).

Red Hat is partnering with IBM Research to advance technologies that will permit it to protect platform integrity and the integrity of client workloads through the entire software supply chains. In addition, IBM Research is working with Red Hat on analytic capabilities to identify and remediate vulnerabilities and other security risks in code and configurations.

Telco network intelligence and slice management with AL/ML

Communication service providers (CSPs) such as telcos are key enablers of 5G at the edge. 5G benefits for these providers include:

  • Reduced operating costs
  • Improved efficiency
  • Increased distribution and density
  • Lower latency

The end-to-end 5G network comprises the Radio Access Network (RAN), transport, and core domains. Network slicing in 5G is an architecture that enables multiple virtual and independent end-to-end logical networks with different characteristics such as low latency or high bandwidth, to be supported on the same physical network. This is implemented using cloud-native technology enablers such as software defined networking (SDN), virtualization, and multi-access edge computing. Slicing offers necessary flexibility by allowing the creation of specific applications, unique services, and defined user groups or networks.

An important aspect of enabling AI at the edge requires IBM to provide CSPs with the capability to deploy and manage applications across various enterprise locations, possibly spanning multiple end-to-end network slices, using a single pane of glass.

5G network slicing and slice management

Network slices are an essential part of IBM's edge infrastructure that must be automated, orchestrated and optimized according to 5G standards. IBM’s strategy is to leverage AI/ML to efficiently manage, scale, and optimize the slice quality of service, measured in terms of bandwidth, latency, or other metrics.

5G and AI/ML at the edge also represent a significant opportunity for CSPs to move beyond traditional cellular services and capture new sources of revenue with new services.

Communications service providers need management and control of 5G network slicing enabled with AI-powered automation.

Dr. Fuller sees a variety of opportunities in this area. "When it comes to applying AI and ML on the network, you can detect things like intrusion detection and malicious actors," he said. "You can also determine the best way to route traffic to an end user. Automating 5G functions that run on the network using IBM network automation software also serves as an entry point.”

In IBM’s current telecom trial, IBM Research is spearheading the development of a range of capabilities targeted for the IBM Cloud Pak for Network Automation product using AI and automation to orchestrate, operate and optimize multivendor network functions and services that include:

  • End-to-end 5G network slice management with planning & design, automation & orchestration, and operations & assurance
  • Network Data and AI Function (NWDAF) that collects data for slice monitoring from 5G Core network functions, performs network analytics, and provides insights to authorized data consumers.
  • Improved operational efficiency and reduced cost

Future leverage of these capabilities by existing IBM Clients that use the Cloud Pak for Network Automation (e.g., DISH) can offer further differentiation for CSPs.

5G radio access

Open radio access networks (O-RANs) are expected to significantly impact telco 5G wireless edge applications by allowing a greater variety of units to access the system. The O-RAN concept separates the DU (Distributed Units) and CU (Centralized Unit) from a Baseband Unit in 4G and connects them with open interfaces.

O-RAN system is more flexible. It uses AI to establish connections made via open interfaces that optimize the category of a device by analyzing information about its prior use. Like other edge models, the O-RAN architecture provides an opportunity for continuous monitoring, verification, analysis, and optimization of AI models.

The IBM-telco collaboration is expected to advance O-RAN interfaces and workflows. Areas currently under development are:

  • Multi-modal (RF level + network-level) analytics (AI/ML) for wireless communication with high-speed ingest of 5G data
  • Capability to learn patterns of metric and log data across CUs and DUs in RF analytics
  • Utilization of the antenna control plane to optimize throughput
  • Primitives for forecasting, anomaly detection and root cause analysis using ML
  • Opportunity of value-added functions for O-RAN

IBM Cloud and Infrastructure

The cornerstone for the delivery of IBM's edge solutions as a service is IBM Cloud Satellite. It presents a consistent cloud-ready, cloud-native operational view with OpenShift and IBM Cloud PaaS services at the edge. In addition, IBM integrated hardware and software Edge systems will provide RHACM - based management of the platform when clients or third parties have existing managed as a service models. It is essential to note that in either case this is done within a single control plane for hubs and spokes that helps optimize execution and management from any cloud to the edge in the hub and spoke model.

IBM's focus on “edge in” means it can provide the infrastructure through things like the example shown above for software defined storage for federated namespace data lake that surrounds other hyperscaler clouds. Additionally, IBM is exploring integrated full stack edge storage appliances based on hyperconverged infrastructure (HCI), such as the Spectrum Fusion HCI, for enterprise edge deployments.

As mentioned earlier, data gravity is one of the main driving factors of edge deployments. IBM has designed its infrastructure to meet those data gravity requirements, not just for the existing hub and spoke topology but also for a future spoke-to-spoke topology where peer-to-peer data sharing becomes imperative (as illustrated with the wealth of examples provided in this article).

Wrap up

Edge is a distributed computing model. One of its main advantages is that computing, and data storage and processing is close to where data is created. Without the need to move data to the cloud for processing, real-time application of analytics and AI capabilities provides immediate solutions and drives business value.

IBM’s goal is not to move the entirety of its cloud infrastructure to the edge. That has little value and would simply function as a hub to spoke model operating on actions and configurations dictated by the hub.

IBM’s architecture will provide the edge with autonomy to determine where data should reside and from where the control plane should be exercised.

Equally important, IBM foresees this architecture evolving into a decentralized model capable of edge-to-edge interactions. IBM has no firm designs for this as yet. However, the plan is to make the edge infrastructure and platform a first-class citizen instead of relying on the cloud to drive what happens at the edge.

Developing a complete and comprehensive AI/ML edge architecture - and in fact, an entire ecosystem - is a massive undertaking. IBM faces many known and unknown challenges that must be solved before it can achieve success.

However, IBM is one of the few companies with the necessary partners and the technical and financial resources to undertake and successfully implement a project of this magnitude and complexity.

It is reassuring that IBM has a plan and that its plan is sound.

Paul Smith-Goodson is Vice President and Principal Analyst for quantum computing, artificial intelligence and space at Moor Insights and Strategy. You can follow him on Twitter for more current information on quantum, AI, and space.

Note: Moor Insights & Strategy writers and editors may have contributed to this article.

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Mon, 08 Aug 2022 03:51:00 -0500 Paul Smith-Goodson en text/html https://www.forbes.com/sites/moorinsights/2022/08/08/ibm-research-rolls-out-a-comprehensive-ai-and-ml-edge-research-strategy-anchored-by-enterprise-partnerships-and-use-cases/
Killexams : Ifeoma Ozoma: My experience taught me that tech workers must be Silenced No More

After studying at Yale, Ifeoma Ozoma went to work at Google, Facebook, and Pinterest. But, in 2020, she quit her job in Pinterest’s public policy team after feeling underpaid and under-appreciated — claims she then took public after the company touted its support for racial equity.

Ozoma chose to break her non-disclosure agreement with the company to detail “the racism, gaslighting and disrespect” she felt from managers and HR leaders in a widely cited Twitter thread.

She used her profile as a whistleblower to campaign for the right to disclose harassment and discrimination at powerful tech companies. Ozoma’s three principal achievements, to date, have been: The Silenced No More Act, a new piece of legislation in California making it illegal for companies to bar employees from speaking out about harassment and discrimination; the Tech Worker Handbook, a free online resource for tech workers bringing workplace complaints; and successful campaigns to have companies adopt policies or language enabling workers to speak about discrimination, even if they have signed NDAs.

In this exclusive interview with the FT’s San Francisco correspondent Patrick McGee, Ifeoma explains how her own experience in the US technology sector has influenced her work on behalf of others.

Patrick McGee: Can you describe why the Silenced No More law is so important? Why is it such a big victory?

Ifeoma Ozoma: In 2017/2018 after the Harvey Weinstein revelations [about his sexual abuse of women] and the beginning of the #MeToo movement, there was a lot of momentum behind changing the use of non-disclosure agreements in California, because so many of the celebrities and other women he had assaulted live in California and work in Hollywood. So California passed a bill that addresses the use of non-disclosure agreements.

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But it was not intersectional — it was driven mostly by the predominantly white women who were involved most visibly in the #MeToo movement. If you remember, at that time, there was a lot talked about how Tarana Burke had actually coined the phrase but the people who were front and centre were white women.

The same thing happened legislatively. The state passed this bill that focused on sexual harassment, when we know there are a number of other types of workplace harassment and abuse that take place. It didn’t cover race issues; it didn’t cover age discrimination, or many of the other categories that California law sees as clear forms of identity-based discrimination.

PM: Was that meaningful to you because you found yourself in a grey area when you wanted to speak up against Pinterest?

IO: In many cases, it was a “yes and . . . ” Yes, I was discriminated against based on gender and I filed claims based on that, but also race. It’s really hard to separate those two when you can’t separate that in your identity, and when the treatment you’re receiving is based on both. So what this bill does is address all of the many ways that people can be discriminated against, and it then opens up protections to people who aren’t discriminated against just on the basis of gender.

40mn The population of California covered by the Silenced No More Act, which prevents the use of non-disclosure agreements to cover-up illegal workplace discrimination

That’s why it was so impactful in California, because it does reach all 40mn people now. And it was passed also in Washington state — a version of the bill — earlier this year, and went into effect on June 9. So it’s now in the two states that most broadly cover the tech industry. And my focus, of course, is tech because that’s the industry I’ve been in my entire career.

PM: Have there been any immediate implications, in terms of employees coming forward now that they feel the legal risks are clear?

IO: A number of employees have come forward, and a number of people have spoken to me directly, about their own situations and being able to sign agreements that they’re more comfortable with now. And that’s really what this is about. It’s not really about lawsuits. It is really about the majority of employment cases where you’re an individual who wants to leave and continue in your career, and you just want to be done with it. You should be entitled to the severance [pay], to the health insurance, whatever else it is that you have earned as a worker. But that’s usually what’s held over your head in order to get you to sign these types of [non-disclosure] agreements.

Pinterest whistleblower Ifeoma Ozoma has written a step-by-step guide for those considering speaking out about issues in the tech sector © ADRIA MALCOLM/The New York Times / eyevine

In my case, it was the same: I actually wrote an article two years ago about the issues with tying health insurance to employment — and how this plays into that, as well. Because breaking an agreement, or refusing to sign it, in my case would have meant not having the three extra months of covered Cobra [continuation of health insurance under the Consolidated Omnibus Budget Reconciliation Act]. At $1,200 or $1,000 for me a month as an individual . . . that would have been impossible. I have friends at Google, Facebook and other places who told me they stayed longer in situations where they were being discriminated against, [or] emotionally abused at work — absolutely miserable on antidepressants — because . . . with them being the primary breadwinner having two or three kids, Cobra would have been $4,000 a month. And they just can’t afford it. But, also, they can’t not have health insurance for their children.

PM: Are there people who signed NDAs in the last decade and now feel “I can talk about my current or former employer because of the new California law”?

IO: Yes, and they absolutely should if they feel comfortable doing it and have their own legal representation. One of the reasons why I am so happy about this bill and the one in Washington state, which is actually retroactive, is that companies will have a harder time going after people — even those with older agreements. But I just want to be super clear that the California bill is not retroactive. It wouldn’t have passed in California. Folks think “oh, California, so liberal, so many Democrats”. But a big block of the assembly — where the majority of the votes for any bill are — is moderate and business-aligned, and aligned with the organisations that were working both in front and behind the scenes to kill the bill. So retroactive [legislation] would have been a poison pill.

PM: More workers these days seem to be trying to unionise. What’s happened in the past few years that’s giving rise to this momentum, and shifting the power balance towards workers?

IO: People are fucking miserable!

PM: Because of Covid?

IO: Because of everything. Because of Covid. Because of the economy. People are miserable and people are dying. And when you’re in a situation where you have to work in order to have health insurance, in order to maybe get care if you get long Covid — which you probably got because you were forced into work — the little that you can do is organise with other workers [and] speak up about your own personal situation. The people who can do that, I think, are privileged.

I want to be careful in the way that’s taken because I don’t think that if you are a low-wage worker, you are in a position of privilege. But there are many people who are low-wage workers who can’t speak up because their immigration status would be at risk. There are many people who work in the tech industry who can speak up for that exact same reason. And there’s a lot pointing to the use of H-1B visas [for foreign workers in speciality occupations] as exactly that sort of blackmail.

So, for the folks who have the ability to connect with other workers and to speak up and to get some form of protection, that’s literally the only power that they have in a system where you have to work to eat, you have to work for your housing, you have to work for your healthcare — and, even when you have a job, none of those things are secure.

PM: At what stage did you even see that there was an NDA in your Pinterest contract? Presumably, that’s not one of the first things they highlight . . . then you sit there on day one going over your health benefits and you see the NDA. You are tied in, so how do you speak up?

IO: Well, there are different NDAs. There are some that companies require at the start of employment. There are some that are introduced for continuing employment — so you get a bonus and a condition of the bonus, because they know that you’ve raised concerns, is signing an NDA. In my case at Pinterest, it was part of pushing me out. So the agreement that we came to in mediation when I was leaving [was] used, in essence, to keep me from filing a lawsuit. And think of the timing. This was beginning of 2020. The day of my mediation was the exact same week when everything was shutting down.

So the calculus that I had was “OK, if I move forward and file this lawsuit, I have no income because they’ve made clear they’re gonna fire me. I’m gonna have no health insurance at the beginning of a pandemic when the courts are also closing. And I may not even get a court date until the end of this year if we’re lucky”.

So I was in a no-win position and it was a multi-page document of several clauses that were both non-disclosure and non-disparagement related.

The non-disparagement . . . language was shockingly similar to what was reported from the Harvey Weinstein non-disclosure and non-disparagement [agreements, used to silence the convicted sex offender’s victims]. It was real individuals listed that I could not speak about who worked at the company at the time, some who don’t anymore like the CEO who recently was transitioned out. It was as egregious as it gets. And that’s standard fare for these companies because they’re using the same lawyers that the Weinstein Company and others use.

The lawyer that Pinterest hired to represent the company against me, my former colleague and others, including [former chief operating officer] Françoise Brougher is the exact same lawyer who [venture capital firm] Kleiner Perkins hired to go against Ellen Pao [in a gender discrimination lawsuit in 2012]. And it’s always a woman who they hire as lead counsel, especially when it’s a discrimination case. She stated on the record that she didn’t believe that there’s any sexism in Silicon Valley and [Meta executive] Sheryl Sandberg was the example of that. That’s an interview that’s still online. That was her in her capacity representing a law firm that Pinterest then went on to hire. This is someone who I’m sure is still working cases on behalf of companies against women who have been discriminated.

PM: So that’s the tech version of “there’s no racism because Obama was president”.

IO: Correct. And the same sort of legal position that Bill Cosby’s lawyer used, that Harvey Weinstein’s lawyer used — and I believe the lead counsel was a woman as well.

PM: Are NDAs uniquely ubiquitous among tech companies? And when did companies start abusing them by extending the shroud of secrecy from intellectual property into issues like workplace culture?

IO: They are ubiquitous, particularly in the US and in places outside of the US where US companies operate — which I think says everything about where they started from and how they’re used, though they are not a uniquely American thing: the Catholic Church and many other institutions have used NDAs for years.

So they are not particular to the tech industry. The reason why they have been especially abusive within the tech industry is because of the power that industry has not only on the job market, but in all of our lives. When you are working on a product or working in a company where the company has power and it has a presence within almost everyone’s home, it’s now a public issue when there are data privacy crimes going on within the company — and in the US there is now a public issue when there is “pervasive” discrimination. And companies have understood that and have used the same laws and the same language that was created to protect intellectual property to extend that to keeping secrecy over everything.

As a reporter, I’m sure you’ve been asked to sign NDAs if you’ve gone into Facebook’s office, or Google’s office. It’s part of the sign-in process when you’re just walking into the building. The whole cover is about intellectual property and confidentiality, and there is merit to some of that. But not when what you’re trying to cover up is illegal conduct. That’s been going on for decades now.

PM: Another project you’re behind is the Tech Worker Handbook: a collection of resources for would-be whistleblowers. It includes knowing your rights, tips on working with the media, and getting legal assistance. Can you tell me a bit about it?

IO: That description is partially correct: it is a resource for all tech workers whether or not you end up whistleblowing. Because a big part of my focus was determining whether whistleblowing is the right thing for you. I don’t actually think it’s the right thing for everyone. I’ve written and spoken publicly about how, if I had kids when I was leaving Pinterest, I probably wouldn’t have even hired a lawyer let alone have whistleblown because, as we went into the pandemic I could not have afforded to support anyone else on Cobra [health insurance] or any other of the many needs that you have when you’re running a household without income and without health insurance.

So, what I think is most important — and why preparedness is power — is: understanding your position; understanding the information ecosystem that you’re working in; and understanding first and foremost, no matter how much wool was pulled over your eyes when you first started — particularly for people like me who started in the industry right out of college — you are working for a surveillance company, for the most part, when you think of the large ones at least. They’re surveilling their customers. They’re surveilling people who aren’t even their customers, if you’re thinking about [Amazon’s connected doorbell] Ring and many other examples.

So, what do you think you are under as an employee? One of the things that I was really focused on when putting together the resources for the cyber security section, was getting another device. If you have information that you believe is in the public interest, and you are certain that you want to share this information, are you collecting this and are you making plans on a device that isn’t owned by the company? When I worked at Facebook, I had a phone that Facebook owned and I had a personal phone. Pinterest did not provide phones to workers when I was there so what we were given was an $80 cell phone bill rebate but, in exchange, you had to have the company’s device software on your phone, which meant that at any point in time, they could look at basically anything that was on your personal phone. There are so many ways that they insert themselves into our lives.

So what I want people to think about is whether or not it’s the right decision for you and if it’s the right time to make that decision. If so, then here’s all the info you need to get started. And, if not, then think about what’s best for you and your family because in many cases, your family is implicated in the decisions that you make.

When I was doxxed at Pinterest [having private personal information put online], my biggest concern was my sister. I have a very unique name; it’s not hard to find me; it’s not hard to find where I live. It’s not hard to find my sister’s information and where she lives. And that was my primary concern. If a company like Uber, if a company like Theranos when it existed, if a company like Google wanted to go after you, it’s not hard for them to do it. They often hire private investigators to make sure they can find everything about you online that they don’t already have because they’re your employer; or to actually go to your home, or to your family members’ homes and physically harass them.

PM: You worked at [Facebook owner] Meta and Google — the poster children for surveillance capitalism. What is your take on their business model of tracking you around the internet?

IO: It’s entirely extractive — there’s no other way to describe it. That’s just what the model is: you are the subject of their interest because there are a lot of points of information that they can gather to then sell to people to sell you things. That is the whole way that the business works. And, yes, there are benefits that are provided in addition, but nothing that’s provided as a benefit outweighs the benefit that the company has in you providing information — or in just sucking it up and selling it to others.

PM: Did you have that view when you worked there? Or did that come later?

IO: I sure did. Before I started at Google, I was a political science major at Yale. My focus was on the Fourth Amendment and on privacy rights and on the intersection between privacy and the digital world. And my calculus was: where can I actually learn this? I’m not going to learn this in law school with professors who don’t even understand the tech industry, let alone have ever worked in it. Am I not going to understand this better actually working in the companies and understanding the ways that they then influence policy? I don’t regret the decision to do that because I honestly don’t think I would have considered working on The Silenced No More Act, or had the ability to understand the way that the companies work and the way they influence policy if I hadn’t had the experience of working at Google and Facebook.

PM: You’ve worked with multiple media outlets and helped others speak to media outlets. How do you think we’re doing? What could we be doing better?

IO: It’s actually an interesting conversation now, two years into this period. There’s more reporting on whistleblowers and there’s more reporting on issues within the industry. For a while, there was much fanboying and hero worship — particularly of the figures within the industry, the Marks, the Elons. A little bit of the rose [tint] has been removed from the glasses of reporters, I think.

For so long, whistleblowers were seen as malcontents . . . a company would describe someone as a “leaker”, and language would be used as if you’re talking about illegal behaviour, about something that harms consumers . . . So even the terminology that was used was really skewed in order to demonise the individuals who are working within the industry to make it better. People who whistleblow, for the most part, I think care about the issue and care about changing things.

There’s been better coverage and more balanced coverage in the last two years. And so I have a lot less to complain about there.

PM: You’ve successfully lobbied for change, and changing language — which means policy — at Expensify, Twilio, IBM, Twitter, Microsoft, (Google parent) Alphabet and Salesforce.

IO: Salesforce was the big one. Salesforce was one of the ones that I’m most proud of because they really operated in the way that you’d hope a company would: where the company’s stated values meet the real bureaucracy of moving something within the company. And they did that in good faith and operated in good faith with us the entire way.

PM: Is there any reason why Apple, Meta, Amazon and Tesla have somehow escaped your wrath?

IO: Oh, they haven’t escaped it! Tesla’s Tesla, and is run by and owned by, in large part, Elon — so with his own personal and work issues, and there seems to be a lot of crossover there. There was a [shareholder] proposal that was brought on arbitration at Tesla, that won the majority of non-Elon votes, which is not the majority of votes at Tesla, unfortunately.

Meta is another company where the structure has been designed such that if you are not Mark [Zuckerberg] or the small number of people who own the majority of shares, and you don’t support it, it’s a no-go. But we did get, I believe the majority of the nine non-executive shares on the Meta vote.

Then Amazon was obstinate and difficult in every way and hired an outside firm to write 40 pages stating all of the many ways in which they respect their workers’ rights and why there’s absolutely no reason for a proposal like this to be on the ballot . . . The vote still was not successful because Amazon shareholders do not care yet enough about this issue.

PM: You are one woman somehow taking on the biggest companies in the world, getting them to tweak their policies and language. So I have to ask: what’s next? Of course, you’ve founded [consultancy firm] Earthseed. What else are you thinking?

IO: I really am focused right now on my garden and my livestock. I want to get goats. That is what is immediately next: getting goats!

The above transcript has been edited for brevity and clarity

Mon, 01 Aug 2022 03:06:00 -0500 en-GB text/html https://www.ft.com/content/8a41ec7b-d43e-4fab-bfb3-30d82efed8a8
Killexams : Today’s Premium Stories

POKUTYNE and VINNYTSIA, Ukraine

Zhanna Palahniuk never doubted that her husband – a Ukrainian paratrooper whose bulletproof confidence was honed by years of combat – would be in the thick of the battle, or that he would always prevail.

Then, in late April, Russian forces engaging in a major new offensive bore down on 1st Lt. Oleksandr Palahniuk’s Ukrainian Army unit, on the Izyum front in northeastern Ukraine.

In daily video calls, he began telling his wife of serious challenges and morale-sapping shortages, even of vehicles. A born problem-solver, who grated against hierarchy yet found his calling in the military, the deputy company commander said he resorted to evacuating the wounded on his own motorcycle.

What he didn’t tell her was that the fight was becoming overwhelming – and that he had stepped on a landmine. The device clicked but did not detonate, momentarily sparing the experienced fighter from being added to Ukraine’s soaring daily death toll then of 100 to 200 soldiers.

“I could see that something happened, that he was really deep into his thoughts and depressed,” Mrs. Palahniuk recalls, her voice cracking at the memory of the decorated and exhausted paratrooper, called Sasha by all who knew him, who was long overdue for rotation.

“He was disappointed and stressed. He asked me to bring our daughter to the phone, so he could talk to her,” she says of 6-year-old Yulianna. “I made a screenshot of his face and sent it to him. I said, ‘Look at yourself now. You look pale, tired. ... You should look after yourself.’”

Scott Peterson/Getty Images/The Christian Science Monitor

A portrait of Ukrainian 1st Lt. Oleksandr Palahniuk, killed in late April, and training certificates are kept in his childhood bedroom in the rural village of Pokutyne, south of Vinnytsia, Ukraine, June 21, 2022. A nine-year veteran with extensive combat experience and American and other NATO training, the lieutenant is one face of a Ukrainian death toll that has reached as high as 200 soldiers a day.

If his wife could detect a trace of vulnerability, it was not something he projected in those days to strangers. Dressed for combat, in a brief encounter with this correspondent April 25 in Druzhkivka, Lt. Palahniuk’s handshake was strong and his bearing confident, showing he was no stranger to the front lines.

He offered an “excursion” to the front, then late the next day and again the following messaged that he could not meet because things had escalated dramatically.

On April 28 he was killed when a Russian tank scored a direct hit on his armored vehicle. He was at the village of Kurulky, in Kharkiv Province, carrying orders to front-line troops – not to retreat.

“There was never even one thought that something like this could happen. Never,” says Mrs. Palahniuk, her arms folded protectively around Yulianna, both still reeling from the loss weeks later.

“I was confident in him, that he could find a way out of any hard situation,” she says. “That’s how I coped.”

The weight of sacrifice

Amid the high casualty numbers from Russia’s invasion of Ukraine, the death of a single soldier may appear barely significant, adding just one statistical notch to the toll as this war enters its seventh month.

But, as in any conflict, behind every number is a human face and a colossal impact on each family, which is left to grapple with loss.

In the case of Ukraine, which is being defended against a more powerful aggressor, the weight of sacrifice is clearly articulated in the tidy farmhouse ringed with rose bushes where Sasha Palahniuk was raised, in the rural western village of Pokutyne, near the border with Moldova.

“We have to keep living, we have to believe in victory, to understand that he didn’t go in vain,” says the paratrooper’s father, Mykhailo Palahniuk, whose work on his 15-acre wheat, barley, and soy farm has left his face sun-kissed and his fingers cracked.

Scott Peterson/Getty Images/The Christian Science Monitor

Mykhailo Palahniuk holds flowers in the Ukrainian national colors at his home in the rural village of Pokutyne, south of Vinnytsia, Ukraine, before visiting the grave of his paratrooper son, June 21, 2022.

“Sasha died for Ukraine, he died so that something like Bucha would never happen again,” he says, referring to atrocities committed by Russian troops in the northern Kyiv suburb in March.

“We are Ukrainians, and Sasha defended us,” says the farmer. “That’s worth it. Sasha did something good, he meant something. We think he’s a hero.”

Despite the high personal cost, for this family and so many others, “without such a sacrifice” the country would be occupied by Russia, Mr. Palahniuk says, just as the Ukrainian peninsula of Crimea was captured in 2014 and then annexed by Moscow.

“We live differently, we just want our country to prosper, to live well. That’s all we want,” he says. Nearby a portrait of his son in military dress uniform sits beside a pillow bedecked with medals.

Preserved in Sasha’s former bedroom are pictures of him in fighting gear with a camouflaged head wrap, and several certificates of training with American and other NATO troops. There is a paratrooper beret, a live large-caliber round, and a pair of fake hand grenades, painted black.

“Sasha’s brothers-in-arms are really missing him, because there are very few people like him left,” he says.

High on the wall is a depiction of the winged Angel Gabriel.

Trying to cope

Less than 100 yards from the house, up a cobblestone road covered with cracked asphalt, is the cemetery on the southeast edge of the village. Ukrainian and battalion flags fly over Sasha’s grave.

It is piled high with flower arrangements, and when his family members visit – this time with flowers in the Ukrainian national colors of blue and yellow – they each silently touch and kiss the wooden cross. The official death announcement notes that the “enemy takes the best sons of Ukraine,” but adds: “Eternal memory, heroes don’t die!”

Scott Peterson/Getty Images/The Christian Science Monitor

Larysa and Mykhailo Palahniuk speak about coping with the loss of their son, Ukrainian paratrooper Oleksandr Palahniuk, at their home in Pokutyne, Ukraine, June 21, 2022. “We are Ukrainians, and Sasha defended us,” says Mr. Palahniuk. “That’s worth it. Sasha did something good, he meant something. We think he’s a hero.”

“It’s very hard for us; we are still trying to find a way to cope with it,” says Larysa Palahniuk, the lieutenant’s mother, her tearful face framed by a black headscarf.

“I can’t believe this happened to my son,” she says. “At the same time, we have part of his blood, we have someone to live for,” she adds, referring to her granddaughter.

The challenge of telling Yulianna the news fell to her mother. Throughout the war, the girl would ask: “Has Papa called?”

When her father failed to call on her birthday in early May – just a week after he was killed – Yulianna asked her mother why.

“Our father is already an angel,” she told her.

Weeks later, when the funeral had passed, Yulianna again asked why her father did not call.

Her mother then asked: “How do people become angels?” The girl replied: “So, was Father killed?”

It was an inevitable, excruciating moment: Yes, she was told.

A commander, not a farmer

Sasha was a “regular boy” who enjoyed fishing and camping, his parents recall. A special love was a 650cc motorcycle that still sits in a shed.

The officer-in-waiting rode the bike often, including to dances in nearby villages. But he detested farm work, dismissing it with a common Ukrainian aphorism, “This is not the business of the Czar.”

Sasha only went to college – where he met his wife – at the insistence of his mother.

“He was a commander,” Zhanna Palahniuk recalls of her husband-to-be. “Even when they lived with the boys in the dorm, he was giving orders and managing people, saying, ‘You will be washing dishes, you will be cleaning up,’ and everyone listened to him.”

He surprised her one day in 2013 when he signed up to join the army.

But he also disliked hierarchy, and would come back from training with callouses on his knuckles – from all the push-ups he did as punishment for not following orders.

He was sent to Crimea, and in the winter of 2014-15 was at the Donetsk Airport for a famous last-stand battle in the face of heavy Russian firepower.

“Sasha is a real warrior, and always was a real warrior,” his wife says.

Scott Peterson/Getty Images/The Christian Science Monitor

Zhanna Palahniuk kisses her daughter, Yulianna, as they speak about the April combat loss of her husband, Oleksandr Palahniuk, in a wooded park in Vinnytsia, Ukraine, June 20, 2022.

And while his aversion to what he sometimes considered to be “stupid” orders appears to have slowed his advance to the rank of captain, it helped endear him to men under his command. Indeed, as the war increasingly imposed its will on his unit in April, the lieutenant told his wife he felt he had saved his men’s lives three times by not following all orders.

He told his parents his unit was suffering “very big losses” and had no vehicles; friends even gathered money to donate a car.

Near the end, “Sasha said there was no exit,” says his father. “He said, ‘We have a task, but not the tools to do it.’”

On his last call to his parents, just days before his death, it was “clear something had changed,” recalls his mother. “I saw he wasn’t holding it together, he was down.

“We had an intuition,” she says. “We didn’t sleep all night.”

Neither, in those days, did his wife.

Zhanna Palahniuk today pulls her daughter in tight and kisses her nose, eliciting giggles.

“The child makes me laugh,” she says of her warrior husband’s “beautiful legacy.”

“At least he has a legacy,” she says. “There are many others who don’t.”

Oleksandr Naselenko supported reporting for this story.

Tue, 26 Jul 2022 16:00:00 -0500 en text/html https://www.csmonitor.com/Daily/2022/20220727?icid=web:hpddp:toc:1147639
Killexams : Mobile Campaign Management Market Assessment and Key Insights Analyzed Till 2031

The Mobile campaign management market is set to witness steady growth during 2021-2031. One of the major growth drivers for the mobile campaign management tools and applications happen to be the increasing adoption of smartphones and mobile marketing platforms and tools by the retail industry.

Mobile campaign management helps companies in managing their digital marketing campaigns by communicating offers to users across smartphones, mobile, websites, social media, emails, and through other mediums.

What is Driving Demand for Mobile Campaign Management?

Major factors responsible for driving the growth of mobile campaign management market includes developing trend of mobile based marketing through mobile phones, tablets, and handheld devices coupled with changing trends in digital marketing.

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Additionally, advancements in network and communication are further expected to drive the growth of mobile campaign management applications. Upsurge in customer expectations to view real-time digital advertisements is further expected to drive the market growth.

However, availability of open-source mobile based campaign management platforms is expected to cause hindrance in the growth of the mobile campaign management platforms over the forecasted period.

Furthermore, changing dynamics of advertisement channels, the technological complexities involved in terms of compatibility, and adoption of stringent regulations by increasing number of countries, are few of the major factors restraining the growth of mobile based campaign management tools and applications.

Android is Expected to Hold the Largest Share of the Mobile Campaign Management Market by Operating System

On the basis of operating system, the market for mobile campaign management has been bifurcated in to iOS, android, and windows. Out of which, the android operating system is expected to hold the largest share of the global market for mobile campaign management. The growth of the segment can be attributed to the increasing adoption of smartphones and growing popularity of android based smartphones. The open source software happens to be another major factor driving the growth of the android operating system segment.

US and Canada Mobile Campaign Management Demand Outlook

U.S. happens to be one of the largest markets for mobile campaign management across the globe. The growth in U.S. is attributed to the presence of established players such as IBM Corporation, Adobe, Inc., Salesforce.com Inc., and Oracle Corporation among others in the region.

US happens to be the one of the major countries holding the largest share of the global market for mobile campaign management. The growing popularity of mobile campaign management in the US can be attributed to the increasing adoption of smartphones in the region.

Europe Demand Outlook for Mobile Campaign Management

The European digital advertising market is largely driven by the mobiles. Mobile consumption is on the rise across Europe. In 2020, the conventional offline verticals like education have seen an upsurge in the adoption of mobiles and smartphones.

Mobile-first verticals like video and music streaming, and shopping also observed an intensification in user activity and new mobile users, even more than the global average. Owing to this, there has been rise in demand for mobile campaign management tools and applications, thereby driving the market growth.

Who are the Key Manufacturers and Suppliers of Mobile Campaign Management?

Some of the leading providers of mobile campaign management include

  • SAP SE
  • Adobe
  • Salesforce.com, Inc.
  • Brus Media
  • Braze, Inc.
  • Comarch SA
  • IBM Corporation
  • FollowAnalytics, Inc.
  • IMImobile Europe Ltd.

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Mobile Campaign Management Market Report Highlights:

  • Detailed overview of parent market
  • Changing market dynamics in the industry
  • In-depth market segmentation
  • Historical, current and projected market size in terms of volume and value
  • Recent industry trends and developments
  • Competitive landscape
  • Strategies of key players and products offered
  • Potential and niche segments, geographical regions exhibiting promising growth
  • A neutral perspective on market performance
  • Must-have information for market players to sustain and enhance their market footprint

Key Segments

By Operating System:

By Enterprise Size:

By Industry:

  • BFSI
  • Healthcare
  • Retail
  • Hospitality
  • Automotive
  • IT & Telecom
  • Energy
  • Others

By Region:

  • North America
  • Latin America
  • Europe
  • East Asia
  • South Asia & Pacific
  • Middle East & Africa

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https://wecanchat.mn.co/posts/location-based-marketing-services-market-size-share-trends-application-analysis-and-growth-by-forecast-to-2022-2032

https://bipolarjungle.mn.co/posts/25513184

https://www.homify.co.uk/ideabooks/8916578/location-based-marketing-services-market-size-share-industry-analysis-future-growth-segmentation-competitive-landscape-trends-and-forecast-2022-2032

https://speaknow.tribe.so/post/location-based-marketing-services-market-2022-share-development-by-companie–62e134652c684f76ffd16743

https://domain.tribe.so/post/location-based-marketing-services-market-current-and-future-trends-leading—62e13469a8519ece369d4a9b

About Us

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Killexams : Round 2 in fight to stop development by Pocantico Lake in Mount Pleasant

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Killexams : Pyongyang's [un]H0lyGh0st. Devlopments in the criminal underworld. $10m for troll-farmer info. Hacktivism in a hybrid war.

Dateline Moscow and Kyiv: A shift in momentum during an operational pause.

Ukraine at D+155: A shift in momentum? (The CyberWire) Russia's difficulties filling its depleted ranks (down nearly 50%, the US Intelligence Community is said to have told Congress) and its inability to advance (during what looks more like exhaustion and neutralization than it does operational pause) appear to have given Ukraine an opportunity to take back the initiative in the North, East, and, especially, the South. A look at hacktivism in the Ukrainian interest.

Russia-Ukraine war: List of key events, day 156 (Al Jazeera) As the Russia-Ukraine war enters its 156th day, we take a look at the main developments.

Russia-Ukraine war latest: what we know on day 156 of the invasion (the Guardian) Ukraine steps up campaign to retake Russian-controlled regions in south; Kyiv accuses Russia of a war crime over the deaths of more than 40 prisoners of war

Ukraine steps up counteroffensive against Russian forces (Al Jazeera) Ukrainian officials say campaign to retake parts of Kherson, Zaporizhia oblasts has begun, urging civilians to leave.

Russia-Ukraine war: Zelenskiy says grain exports ready to start; Kyiv and Moscow both launch investigations into PoW deaths – live (the Guardian) Ukraine’s president says Black Sea ports ready to export grain; Kyiv calls on world leaders to condemn Russia over attack that led to death of 40 PoWs

Ukraine could be turning the tide of war again as Russian advances stall (Washington Post) Russian advances in Ukraine have slowed almost to a standstill as newly delivered Western weapons help Ukrainian forces reclaim much of the advantage they had lost in exact months, opening a window of opportunity to turn the tide of the war in their favor again.

Ukraine war: Russian Kalibr cruise missiles strike military base near Kyiv (The Telegraph) Russian forces have struck a military base north of the capital Kyiv, Ukraine has said in a rare admission of a successful attack by Moscow on its military infrastructure.

Northern Ukraine Comes Under Burst of Russian Attacks Far From Front Lines (Wall Street Journal) Missiles and rockets rained down on northern Ukraine, marking the first time in weeks that the Kyiv region, far from the fighting in the country’s east and south, has been hit.

Ukraine war: West's modern weapons halt Russia's advance in Donbas (BBC News) Ukrainian soldiers credit the arrival of modern Western weapons for a sharp fall in Russia's attacks.

‘Half of Russian troops’ sent into Ukraine have been killed or injured (The Telegraph) According to US intelligence, casualties have rocketed to more than 75,000 – a loss equivalent to almost the entire British Army

Russia, Ukraine trade blame for deadly attack on POW prison (AP NEWS) Russia and Ukraine accused each other Friday of shelling a prison in a separatist region of eastern Ukraine, an attack that reportedly killed dozens of Ukrainian prisoners of war who were captured after the fall of a key southern city in May.

The Kremlin’s Plans to Annex Southeastern Ukraine Go into Effect (Wilson Center) After five months of all-out war, the Kremlin appears to have refined its plans for the future of the temporarily occupied territories in southeastern Ukraine.

Climbing the escalation ladder in Ukraine: A menu of options for the West (Atlantic Council) Our experts have assembled a list of possible policy responses the West ought to consider if Russia escalates its war against Ukraine.

Cascading Impacts of the War in Ukraine: Mental, Maternal, and Newborn Health (New Security Beat) This article was originally published as part of the summer 2022 issue of the Wilson Quarterly: Ripples of War.Ukraine and its people will feel the effects of the Russian invasion for years to [...]

Long Read: Russian Youth against War (Wilson Center) Young Russians strongly oppose the war in Ukraine. It is increasingly clear to them that the war is stealing their future and was started only to keep Vladimir Putin, his friends, and their heirs in power for as long as possible.

WSJ News Exclusive | New Group to Promote Open-Source Intelligence, Seen as Vital in Ukraine War (Wall Street Journal) A group of ex-U.S. national security officials has formed a professional association to promote the tradecraft of ‘open-source’ intelligence, the analysis of publicly available data that has helped Western powers understand and track Russia’s war on Ukraine.

Why Russia’s War in Ukraine Is a Genocide (Foreign Affairs) It’s not just a land grab, but a bid to expunge a nation.

Putin believed his own propaganda and fatally underestimated Ukraine (Atlantic Council) Russian President Vladimir Putin likes to pose as an unrivalled expert on Ukrainian history and identity politics. However, it is now apparent that his understanding of Ukraine has been hopelessly distorted by the wishful thinking of his own propaganda. When the Russian dictator gave the order to invade Ukraine five months ago, he seems to have genuinely believed his army would be met with cakes and flowers by a grateful population. Instead, he has plunged Russia into a disastrous war and turned his country’s closest neighbour into an implacable enemy.

Long Read: Russian Youth against War (Wilson Center) Young Russians strongly oppose the war in Ukraine. It is increasingly clear to them that the war is stealing their future and was started only to keep Vladimir Putin, his friends, and their heirs in power for as long as possible.

The Paradoxes of Escalation in Ukraine (Foreign Affairs) Slowly but surely, Russia and the West are drawing their redlines.

Climbing the escalation ladder in Ukraine: A menu of options for the West (Atlantic Council) Our experts have assembled a list of possible policy responses the West ought to consider if Russia escalates its war against Ukraine.

Can Putin Survive? (Foreign Affairs) The lessons of the Soviet collapse.

Is Viktor Orban right about the Ukraine war? (The Telegraph) The Hungarian leader's call for peace may make sense for Hungary now - but long-term it would cripple his country and the West

Putin 'embarrassed' as hackers launch cyber war on Russian President over Ukraine invasion (Express.co.uk) HACKERS are targeting and "embarrassing" Vladimir Putin in a bid to crush the Russian cybersecurity regime as it continues to wage its illegal war on Ukraine.

Is Anonymous Rewriting the Rules of Cyberwarfare? Timeline of Their Attacks Against the Russian Government (Website Planet) Jeremiah Fowler, together with the Website Planet research team, took an in depth look at how the hacker collective has changed the landscape of what

Ukraine’s tech excellence is playing a vital role in the war against Russia (Atlantic Council) Russia’s invasion of Ukraine is now in its sixth month with no end in sight to what is already Europe’s largest conflict since WWII. In the months following the outbreak of hostilities on February 24, the courage of the Ukrainian nation has earned admiration around the world. Many international observers are encountering Ukraine for the first time and are learning that in addition to their remarkable resilience, Ukrainians are also extremely innovative with high levels of digital literacy.

Russia’s pulling the plug on space cooperation. Should the world be worried? (Atlantic Council) Our experts break down Moscow’s extraplanetary plans after it pulls out of the International Space Station.

Crops ‘Stored Everywhere’: Ukraine’s Harvest Piles Up (New York Times) Farmers who have lived under the risk of Russian missile attacks have their doubts about an international agreement to ease a blockade on grain shipments through the Black Sea.

Ukraine to double energy exports amid Russian gas cuts to Europe (Fox Business) Ukraine will double its energy exports to Europe as EU nations cope with an energy standoff with Russia amid an international gas crisis.

Russian economy ‘crippled at every level’ despite Putin’s propaganda (The Telegraph) Country in ‘dire straits’ as exodus of Western firms knocks out 40pc of GDP

Isolation complication? US finds it's hard to shun Russia (AP NEWS) The Biden administration likes to say Russia has become isolated internationally because of its invasion of Ukraine . Yet Moscow's top officials have hardly been cloistered in the Kremlin.

‘Merchant of Death’ offered up by US in exchange for jailed citizens held in Russia (The Telegraph) Viktor Bout has been in US custody for 10 years for running a major arms smuggling operation

Russia has slowed flows of gas to Europe to a trickle - and the energy crisis could drag on until 2025, Goldman Sachs says (Markets Insider) Natural gas prices finally eased Thursday but have soared 145% since the start of June - and the crisis could continue for years, strategists said.

If Putin is using gas prices to fight Europe, how can it fight back? (the Guardian) Analysis: in this massive hybrid war, Europe is preparing its defences before winter and hoping sanctions bite

Attacks, Threats, and Vulnerabilities

How Threat Actors Are Adapting to a Post-Macro World (Proofpoint) In response to Microsoft’s announcements that it would block macros by default in Microsoft Office applications, threat actors began adopting new tactics, techniques, and procedures (TTPs).

CISA Releases Log4Shell-Related MAR (CISA) From May through June 2022, CISA responded to an organization that was compromised by an exploitation of an unpatched and unmitigated Log4Shell vulnerability in a VMware Horizon server. CISA analyzed five malware samples obtained from the organization’s network and released a Malware Analysis Report of the findings. Users and administrators are encouraged to review MAR 10386789-1.v1 for more information. For more information on Log4Shell, see:

MAR-10386789-1.v1 – Log4Shell (CISA) Since December 2021, multiple threat actor groups have exploited Log4Shell on unpatched, public-facing VMware Horizon and Unified Access Gateway (UAG) servers. From May through June 2022, CISA provided remote incident support at an organization where CISA observed suspected Log4Shell PowerShell downloads. During remote support, CISA confirmed the organization was compromised by malicious cyber actors who exploited Log4Shell in a VMware Horizon server that did not have patches or workarounds applied. CISA analyzed five malware samples obtained from the organization’s network: two malicious PowerShell files, two Extensible Markup Language (XML) files, and a 64-bit compiled Python Portable Executable (PE) file.

Threat Advisory: Hackers Are Selling Access to MSPs (Huntress) We’re currently monitoring a situation that entails a hacker selling access to an MSP with access to 50+ customers, totaling 1,000+ servers.

Experts warn of hacker claiming access to 50 U.S. companies through breached MSP (The Record by Recorded Future) Experts have raised alarms about a post on a hacker forum by someone claiming to have access to 50 different U.S. companies through an unknown managed service provider.

Exploit of Log4Shell Vulnerability Leads to Compromise of Major South American Vaccine Distributor (SecurityScorecard) Exploit of Log4Shell Vulnerability Leads to Compromise of Major South American Vaccine Distributor

Exploitation of exact Confluence Vulnerability Underway (SecurityWeek) Security researchers are already seeing the exact Questions for Confluence hardcoded password vulnerability being exploited in attacks.

Moxa NPort Device Flaws Can Expose Critical Infrastructure to Disruptive Attacks (SecurityWeek) Vulnerabilities found in Moxa’s NPort devices could allow attackers to cause significant disruption, including in critical infrastructure organizations.

Nuki Smart Lock Vulnerabilities Allow Hackers to Open Doors (SecurityWeek) NCC Group security researchers have identified 11 vulnerabilities impacting Nuki smart lock products, including some that allow attackers to open doors.

Vulnerability in Dahua’s ONVIF Implementation Threatens IP Camera Security (Nozomi Networks) Nozomi Networks Labs publishes a vulnerability in Dahua's ONVIF standard implementation, which can be abused to take over IP cameras.

Protestware on the rise: Why developers are sabotaging their own code (TechCrunch) A wave of software developers have self-sabotaged their code to protest big corporations to Russia's war in Ukraine.

Italian Insurer's Data Breach Uncovered Sensitive Staff Documents (Website Planet) Italian Insurer's Data Breach Uncovered Sensitive Staff Documents Vittoria Assicurazioni's open buckets exposed hundreds of thousands of files contai

Security Patches, Mitigations, and Software Updates

Google announces new Play Store policies around intrusive ads, impersonation and more (TechCrunch) Google announced new Play Store policies for developers on Wednesday that aim to address issues with intrusive ads, alarms, VPNs and impersonation of brands and other apps. The company said these policies will go into effect during different timeframes so developers have ample time to make changes …

Mitsubishi Electric Factory Automation Engineering Software (Update B) (CISA) 1. EXECUTIVE SUMMARY CVSS v3 8.3 ATTENTION: Exploitable remotely Vendor: Mitsubishi Electric Equipment: Mitsubishi Electric, Multiple Factory Automation Engineering Software products Vulnerability: Permission Issues 2.

Mitsubishi Electric FA Engineering Software (CISA) 1. EXECUTIVE SUMMARY CVSS v3 5.5 ATTENTION: Low attack complexity Vendor: Mitsubishi Electric Equipment: FA Engineering Software Vulnerabilities: Out-of-bounds Read, Integer Underflow 2. RISK EVALUATION Successful exploitation of these vulnerabilities may cause a denial-of-service condition.

Rockwell Products Impacted by Chromium Type Confusion (CISA) 1. EXECUTIVE SUMMARY CVSS v3 4.0 ATTENTION: Low attack complexity/public exploits are available Vendor: Rockwell Automation Equipment: FactoryTalk Software, Enhanced HIM for PowerFlex, Connected Components Workbench Vulnerability: Type Confusion 2. RISK EVALUATION Successful exploitation of this vulnerability could cause a denial-of-service condition.

2022 ForgeRock Consumer Identity Breach Report (ForgeRock) ForgeRock’s Consumer Identity Breach Report found that unauthorized access was the leading cause of breaches, accounting for 50% of all records compromised during 2021. To learn about the current threat landscape, download the report.

The State of Vulnerability Intelligence: 2022 Midyear Edition (Flashpoint) The State of Vulnerability Intelligence report empowers organizations to focus on what matters most, helping them to keep workloads manageable.

Software Supply Chain Risk (Coalfire) Coalfire, in conjunction with survey partner Cyber Risk Alliance, has developed our latest report to advance the cybersecurity community by researching and analyzing the risks currently facing the software supply chain.

Cyberattacks on satellites may only be getting more worrisome (Washington Post) Space is a burgeoning battleground for cyberattacks

It’s Not Just Loot Boxes: Predatory Monetization Is Everywhere (Wired) The UK recently declined to regulate prize draws as a form of gambling, but does it matter? The industry has moved on to more problematic ways to make money.

Marketplace

Cyber insurance is on the rise, and organizational security postures must follow suit (VentureBeat) When it comes to cyber insurance, much like other types of insurance, organizations should know what to look for — as well as what is expected of them. 

Cyber Insurance Price Hike Hits Local Governments Hard (Pew Trusts) Some rates have more than doubled, and many insurers require new security protections.

Cybersecurity Growth Investment Flat, M&A Activity Strong for 2022 (SecurityWeek) While global markets have suffered, sales of cybersecurity software have remained strong. VC investment in cybersecurity has adapted to the world economy rather than stalled.

Decentralized data platform Space and Time raises $10 million in seed round (The Block) Funds raised in the Framework Ventures-led round will be used to expand Space and Time's engineering team and decentralized network.

ThreatX Recognized as a demo Vendor in the 2022 Gartner® Hype Cycle™ for Application Security (Business Wire) ThreatX today announced the company has been acknowledged twice as a demo Vendor in the Gartner Hype Cycle for Application Security, 2022 report.

Axis Named Most Innovative Security Services Company at 2022 Golden Bridge Business and Innovation Awards (PR Newswire) Axis announced today that it has been named Most Innovative Security Services Company at the 2022 Golden Bridge Business and Innovation Awards...

Gartner Magic Quadrant PAM | Delinea Positioned as a Leader (Delinea) Download a complimentary copy of Gartner’s 2020 report on the PAM market and vendors to see why Delinea is recognized as a leader.

Axonius Appoints Tom Kennedy as Vice President of Axonius Federal Systems (Axonius) Axonius today announced it has appointed Tom Kennedy as its Vice President of Axonius Federal Systems LLC, the company’s government-focused subsidiary.

Products, Services, and Solutions

Fastly Partners with HUMAN Security to Protect Customers from Bot Attacks and Fraud (Business Wire) Fastly Partners with HUMAN Security to Protect Customers from Bot Attacks and Fraud

Everything Blockchain Inc. Launches EB Control (Business Wire) Everything Blockchain Inc., (OTCMKTS: OBTX), a technology company that enables real-world use of blockchain to solve critical business issues, today a

Technologies, Techniques, and Standards

Cyber grades bring down agencies’ scores in FITARA 14 (Federal News Network) The 14th version of the FITARA scorecard shows one agency increased their score, while eight earned lower scores, mostly due to cybersecurity shortcomings.

Legislation, Policy, and Regulation

EU to Open San Francisco Office Focused on Tech Regulation (Wall Street Journal) The European Commission is opening a San Francisco office, an effort to Strengthen trans-Atlantic tech policy relations after years of tension between European regulators and U.S. tech firms.

Why Indonesia Has Embraced Huawei (Foreign Policy) If the U.S. wants to compete with China in developing countries, our research shows it needs to offer tangible assistance in response to real needs.

Victim of Private Spyware Warns It Can be Used Against US (SecurityWeek) Months after her father was lured back to Rwanda under false pretenses and jailed, Carine Kanimba discovered her own phone had been hacked using private spyware.

House Passes Cybersecurity Bills Focusing on Energy Sector, Information Sharing (SecurityWeek) The House has passed two cybersecurity bills: the Energy Cybersecurity University Leadership Act and the RANSOMWARE Act.

House Passes Chips Act to Boost U.S. Semiconductor Production (Wall Street Journal) The $280 billion bill passed despite a late push by Republican leaders to block the legislation over a separate Democratic spending proposal.

CHIPS Act clears Congress, ensuring $52 billion boost to US foundries (The Verge) The vote was the long-awaited bill’s final hurdle before Biden.

Congressional Democrats Introduce Net Neutrality Bill (CNET) Senate and House Democrats introduce a bill to reinstate Obama-era net neutrality rules and to provide the FCC authority over broadband networks.

Top White House cyber official says Congress should push for digital security mandates (The Record by Recorded Future) A senior White House official on Thursday said Congress could do more to set basic cybersecurity standards for critical infrastructure sectors to better protect them against digital threats.

Litigation, Investigation, and Law Enforcement

Police to share coding of AN0M app used in Operation Ironside arrests (ABC) Experts for alleged criminals charged in one of Australia's biggest criminal sting operations will be given access to the coding of a messaging app built by the Australian Federal Police to catch those allegedly involved in organised crime.

Rewards for Justice – Reward Offer for Information on Russian Interference in U.S. Elections (United States Department of State) The U.S. Department of State’s Rewards for Justice (RFJ) program, administered by the Diplomatic Security Service, is offering a reward of up to $10 million for information on foreign interference in U.S. elections. The reward offer seeks information leading to the identification or location of any foreign person, including a foreign entity, who knowingly engaged […]

Crackdown on BEC Schemes: 100 Arrested in Europe, Man Charged in US (SecurityWeek) Authorities in Europe announce the arrests of 100 individuals for invoice fraud as the US indicts a Florida man for role in BEC scheme.

U.S. Justice Department probing cyber breach of federal court records system (Reuters) The U.S. Justice Department is investigating a cyber breach involving the federal court records management system, the department's top national security attorney told lawmakers on Thursday.

US DoJ probing 'incredibly significant' breach of federal records (Computing) The breach dates back to early 2020

Justice Department investigating data breach of federal court system (POLITICO) House Judiciary Committee Chair Jerrold Nadler described a "system security failure" of the U.S. Courts' document management system.

France Closes 'Cookies' Case Against Facebook (SecurityWeek) French privacy regulators on Thursday closed a case against Facebook after determining the US tech giant had changed the way it collected user data to comply with the law.

Fri, 29 Jul 2022 04:26:00 -0500 text/html https://thecyberwire.com/newsletters/daily-briefing/11/145
Killexams : India, the investment haven

Is India emerging as a favourite destination for global investors? An emphatic yes is the answer. Shaking off its initial sluggishness, India has fast-forwarded its pace on the investment highway. The proverbial hare and tortoise story seems to have taken a new twist where India has proved to be the new generation tortoise stealing the show with effortless ease.

There is a pertinent question, why should an investor come to India? Why not China? The wall street journal answers this question with analytical insight. It says that India was lagging behind China in creating an investment-friendly ecosystem. But India closed the gap very fast. The Government raised the ceiling on Foreign investment in private banks. India also abolished foreign limits on oil exploration. India reduced the restrictions on marketing companies. The portfolio managers appreciate the fact that India is a much more attractive stock market destination for foreign investors compared to China. The Prime Minister of India, Sri Narendra Modi, has proudly proclaimed at the invest India conference in Canada “with its vibrant democracy, political stability and business-friendly policies, India offers an unparalleled investment destination for foreign investors. We are proactively monetizing assets across sectors- airports, highways, railways, power transmission lines."

Realizing the importance of Foreign Direct Investment in the economic upswing of the nation, India has taken giant strides in liberalizing its FDI policy. UNCTAD is on record that the FDI inflow into India reached an all-time high in 2020. Govt of India has revealed that we received 83.7 billion U.S Dollars as FDI in 2021. India is ranked fifth among the top 20 FDI host countries. India is the largest host in the sub-region. India receives 70 to 80 per cent of the inflowing FDI into this region.

India achieved this because we could shake off the hamlet syndrome ‘ to be or not be ‘.The nation realized that we want action, not an alibi for inaction. Here is the profile of India’s initiatives in creating a new architecture for the FDI regime.

India relaxed its administrative regulations for foreign investors. India lifted the requirement for approval by the Reserve Bank of India, and of course, under certain conditions.

And what is the result? India is now on the list of the 10 most improved economies for the third year in a row. Global Investors focus on India because of its perceptible stability in inflation, fiscal deficit, and growth.No wonder World Bank improved India’s ranking in its ease of business report 2020. India went up by 14 positions from 77th to 63rd.

Saudi Gazette has evaluated India as a preferred investment destination. Why should India be preferred? If the discerning investors prefer India, there must be a reason for that. The main reason is India’s inner strength and resilience.

What are the strong points in favour of investing in India by Foreign Direct investors?

The strength of our democracy ensures political stability. Administrative machinery is well oiled and fighting fit. The old misconception that the Indian Bureaucracy does not deliver is gone with the wind. Particularly in the light of e-governance and the digital revolution.An independent judiciary which ensures justice and the rule of law.

India is a sub-continent much bigger than many of the European nations put together. This vastness makes India a rich repository of varied resources. It is also a vast market for any product. The purchasing power of the country is immense. These factors will certainly attract any investor. The skilled and semi-skilled workforce in India is a great human resource. Labour is cheap, which reduces the cost of production and increases competitiveness. No multinational can lose sight of the fact that Indian manufacturing hubs have easy access to key manufacturing sites and key suppliers. This makes the development cost substantially low. Export to high-growth emerging markets is also facilitated. Transparency International has given corporates top ranking in transparency and compliance. This is extremely important in the globalized scenario.

Why this swift and perceptible improvement in ease of business in India?

India can see what others do not see and hear what others do not hear. Because India is not doctrinaire in its approach to business. India is practical and values its reality checks. There is no denying the fact that infrastructure forms the cornerstone of the development arch. India has made giant strides in Infrastructure development. Finance Minister Nirmala Sitharaman has introduced the National Infrastructure Pipeline in order to attract investment infrastructure. It is crucial to attaining the target of a 5 trillion economy by 2025. Sectors such as Energy, Roads, Urban and Railways amount to around 71 per cent of this package.

The proof of the pudding is in the eating. If India has improved its position as a favoured destination, it is because of the tangible results demonstrated in the field. Let the international organizations bear testimony to the concrete progress India has demonstrated. As per World Intellectual Property Organization, India ranks number 1 in the Central and Southern Asia Region in the Global Innovative index. It improved its rank by two positions at the global level. In the world competitive index also India has fast-forwarded its position(37th rank ). India rank 3rd amongst the Lower Middle-income economy group. India is slated to be the third largest economy in the world by 2030. As per the Lloyd Register, India and China will be the largest manufacturing hubs of the world by 2030. As per Baker Mc Kenzie report in the next five years, India to have greater economic influence across the Asia – Pacific Region.

Enabling policies and system

Covid has forced many corporates to shift their investment to new geographies and destinations. India is seized of the matter and has made elaborate arrangements in the policy, legislative and administrative sectors to make a difference and make it happen.

India knows best to be forewarned is to be forearmed. We have put in place appropriate governance mechanisms and delivery systems to boost investment.
An empowered Committee of Secretaries has already been set up to see that investment proposals are processed and put into action without delay bureaucratic rigmarole. Earlier Indian Governmental system was rule-based. Now it is being transformed into a role-based. Governmental functionaries have to produce a result. Or else they will be shown the exit door, The Prime Minister himself is heading the Mission karma yogi, which is meant to transform the Governmental Rajabhogis into Karmmayogis. Earlier the bureaucratic heads of public undertakings were called public undertakers. It was said Government cannot solve any problem because the government is the problem About the Indian Civil Service it was said that they were taught two golden rules:

An ICS officer is always right

When an ICS officer goes wrong rule 1 will apply

Those days are gone. The empowered committee of Secretaries is there to act and act swiftly and effectively in matters of investment.

To create a shelf of viable projects which will usher in a sea change in India’s economic development. Project Development Cells have been created at the Central Govt level. They will also coordinate with the state governments and make it happen. India has come of age. India means business. The road is long, the goal is far but the march is on and India will attain its goal without let or hindrance.

India’s imaginative initiatives in economic development have proved to be trailblazers. The Make in India campaign has today been transformed into a make the world drive. The Prime minister’s pet project of Athmanirbhar Abhiyaan is fast developing into a self-reliant movement, creating ripples in the whole nation.

Now the Government has launched its flagship project Performance Linked Incentive Scheme (PLI). Under this 14 important areas have been identified for focused development. A whopping outlay of 2lakh forty-four thousand six hundred and thirty-two crores has been set apart for this. This is a gold mine of opportunities for Indian investors.

Digital India offers immense potential for investment. A joint report by IBM and Kalaari capital places India’s digital potential at a trillion dollars. The joint report of Deloitte India and ASSOCHAM also places India’s digital potential at one trillion. With an estimated one billion beneficiaries in the digital ecosystem, India will leapfrog into the digital space, in a big way.

India has shown its Ulysses-like determination, ”to strive, to seek, to find, and not to yield.”

(The writer is a National Policy Advisor. Based on the keynote speech delivered at the US Global Business Forum at Los Angeles on 25 July 2022)

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Killexams : Amazon.com Announces Second Quarter Results

SEATTLE, July 28, 2022--(BUSINESS WIRE)--Amazon.com, Inc. (NASDAQ: AMZN) today announced financial results for its second quarter ended June 30, 2022.

  • Operating cash flow decreased 40% to $35.6 billion for the trailing twelve months, compared with $59.3 billion for the trailing twelve months ended June 30, 2021.

  • Free cash flow decreased to an outflow of $23.5 billion for the trailing twelve months, compared with an inflow of $12.1 billion for the trailing twelve months ended June 30, 2021.

  • Free cash flow less principal repayments of finance leases and financing obligations decreased to an outflow of $33.5 billion for the trailing twelve months, compared with an inflow of $0.6 billion for the trailing twelve months ended June 30, 2021.

  • Free cash flow less equipment finance leases and principal repayments of all other finance leases and financing obligations decreased to an outflow of $26.1 billion for the trailing twelve months, compared with an inflow of $4.2 billion for the trailing twelve months ended June 30, 2021.

  • Common shares outstanding plus shares underlying stock-based awards totaled 10.6 billion on June 30, 2022, compared with 10.4 billion one year ago. All share and per share information throughout this release has been retroactively adjusted to reflect the 20-for-1 stock split effected on May 27, 2022.

  • Net sales increased 7% to $121.2 billion in the second quarter, compared with $113.1 billion in second quarter 2021. Excluding the $3.6 billion unfavorable impact from year-over-year changes in foreign exchange rates throughout the quarter, net sales increased 10% compared with second quarter 2021.

  • Net loss was $2.0 billion in the second quarter, or $0.20 per diluted share, compared with net income of $7.8 billion, or $0.76 per diluted share, in second quarter 2021. Second quarter 2022 net loss includes a pre-tax valuation loss of $3.9 billion included in non-operating expense from our common stock investment in Rivian Automotive, Inc.

"Despite continued inflationary pressures in fuel, energy, and transportation costs, we’re making progress on the more controllable costs we referenced last quarter, particularly improving the productivity of our fulfillment network," said Andy Jassy, Amazon CEO. "We’re also seeing revenue accelerate as we continue to make Prime even better for members, both investing in faster shipping speeds, and adding unique benefits such as free delivery from Grubhub for a year, exclusive access to NFL Thursday Night Football games starting September 15, and releasing the highly anticipated series The Lord of the Rings: The Rings of Power on September 2."

Highlights

Shopping Innovation

  • Prime members worldwide shopped more and saved more this Prime Day than any other Prime Day event, purchasing more than 300 million items and saving more than $1.7 billion. On July 12 and July 13, Prime members worldwide purchased more than 100,000 items per minute, and some of the best-selling categories were Amazon Devices, Consumer Electronics, and Home. Amazon Devices had a record-breaking Prime Day, selling more devices than any other Prime Day event.

  • Prime continued to provide even more value to members around the world. In the U.S., Amazon introduced new offers for Prime members, including a free one-year Grubhub+ membership, a new year-round 20% discount on select everyday essentials at Amazon Fresh stores, and exclusive deals on home entertainment items and merchandise to help prepare for NFL Thursday Night Football. Additionally, Prime Student members get six months free of a LinkedIn Premium subscription.

  • Amazon introduced new ways for customers to support and discover small businesses selling in Amazon’s store, including the Small Business Badge, which helps customers find and shop products from small business brands and artisans, and This Is Small Business, a new podcast dedicated to sharing stories from small business owners about pivotal moments in starting, building, and scaling their businesses. This year was also the biggest Prime Day event for Amazon’s selling partners, most of which are small and medium-sized businesses, whose sales growth in Amazon’s store outpaced Amazon’s first-party sales. Customers spent over $3 billion on more than 100 million small business items included in the Support Small Businesses to Win Big sweepstakes, which offered customers the chance to win prizes when shopping from small businesses leading up to Prime Day.

  • Amazon continues to invent new fashion shopping experiences for customers, launching Virtual Try-On for Shoes, where shoppers can virtually try on thousands of sneaker styles, and Luxury Stores at Amazon in France, Germany, Italy, Spain, and the UK, where customers can shop established and emerging luxury fashion brands online. Amazon Style, Amazon’s first-ever physical store for apparel, opened in Glendale, California, to help customers discover new looks through a personalized shopping experience. Amazon Style uses machine learning algorithms to produce tailored recommendations for customers as they shop. In the fitting room, customers can use touchscreens to browse more options and request additional styles and sizes. Amazon also expanded its selection of size-inclusive fashion to include a collection from designer Jonathan Cohen and a new co-brand between Amazon and Making The Cut Season Two winner Andrea Pitter called TEREA.

  • Amazon announced that later this year, Amazon customers in Lockeford, California, and College Station, Texas, will be among the first to receive Prime Air drone deliveries in the U.S. Customers will have the option to receive free and fast drone delivery on thousands of everyday items—the largest selection of items ever to be available for drone delivery.

  • Amazon continues to collaborate with leading retailers and stadiums to equip third-party locations with Just Walk Out technology for checkout-free shopping and Amazon One for palm recognition and payment service. exact store openings include the Walk-Off Market food and beverage store at T-Mobile Park in Seattle and the Hudson Nonstop store in Nashville International Airport. Additionally, three stores will open at Texas A&M’s Kyle Field later this year. The combination of technologies gives shoppers the option to enter a store by inserting their credit card at the entry gate or hovering their palm over an Amazon One device. Once inside, shoppers can take what they want and leave without stopping to check out.

  • Amazon continued to expand its grocery store footprint by opening 12 Amazon Fresh stores across the U.S. and the UK, and introduced new innovations to Strengthen the shopping experience for customers, including the next generation Amazon Dash Cart. Amazon Dash Cart is a smart shopping cart that uses computer vision algorithms and sensor fusion to help identify items placed in a cart, so customers can skip the checkout line when they are done shopping. With the new Dash Cart, which is also expanding to its first Whole Foods Market store, shoppers can fit more items into their cart, bring the cart to their car, and easily search for specific items on the cart’s screen.

  • Amazon announced Store Analytics, a new service that provides brands with aggregated and anonymized insights about the performance of their products, promotions, and ad campaigns in applicable stores. Store Analytics is available at Amazon Go and Amazon Fresh stores in the U.S. that are enabled with Just Walk Out technology and Amazon Dash Carts.

  • Amazon continues to Strengthen its shopping experience for U.S. customers who use SNAP EBT, the federal program that helps families purchase groceries. The company expanded the program so that beneficiaries in 48 states and Washington, D.C.—covering more than 99% of SNAP households—can now use their SNAP benefits to shop for groceries at Amazon.com, Amazon Fresh, and Whole Foods Market.

  • Amazon released its second Brand Protection Report, which details how the company safeguards customers, brands, and selling partners from counterfeit products. Amazon identified, seized, and appropriately disposed of more than 3 million counterfeit products, preventing them from harming customers or being resold elsewhere in the retail supply chain. In 2021, the company employed more than 12,000 people and invested more than $900 million to protect its store from counterfeit, fraud, and other forms of abuse so customers can continue to shop with confidence.

  • Amazon filed legal action against the administrators of more than 10,000 Facebook groups that attempt to orchestrate fake reviews on Amazon in exchange for money or free products. These groups are set up to recruit individuals willing to post incentivized and misleading reviews on Amazon’s stores in the U.S., the UK, Germany, France, Italy, Spain, and Japan. Amazon will use information discovered from this legal action to identify bad actors and remove fake reviews commissioned by these fraudsters that haven’t already been detected by Amazon’s advanced technology, expert investigators, and continuous monitoring.

  • Amazon Ads launched Amazon Marketing Stream (Beta), a product that automatically delivers hourly Sponsored Products campaign metrics to advertisers or agencies through the Amazon Ads API. The Stream provides near real-time performance insights to enable more effective campaign optimization, more agility in responding to campaign changes, and increased operational efficiency to help drive business growth for advertisers.

  • The second re:MARS conference took place in Las Vegas, and Amazon welcomed nearly 7,000 attendees, in person and virtually, to hear from top academics and experts in machine learning, automation, robotics, and space. This year’s event featured innovations from across Amazon, along with demos of Amazon’s Just Walk Out Experiential Mock Store, Boston Dynamics’ Spot® agile robot on AWS, Alexa Smart Home featuring the Astro household robot, and the Lunar Outpost lunar surface rover built on AWS.

Entertainment

  • Former NFL quarterback Ryan Fitzpatrick and All-Pro cornerback Richard Sherman will join Pro Football Hall of Famer Tony Gonzalez as analysts for Prime Video’s NFL Thursday Night Football pregame, halftime, and postgame coverage. Veteran sports anchor Charissa Thompson will host the shows. Legendary sportscaster Al Michaels and Emmy-winning analyst Kirk Herbstreit will call the live action games.

  • Prime Video received 30 Emmy nominations, and MGM received seven nominations. Prime Video’s nominations included The Marvelous Mrs. Maisel, Lucy and Desi, Lizzo’s Watch Out for the Big Grrrls, The Academy of Country Music Awards, The Boys Presents: Diabolical, Goliath, Savage X Fenty Show, and A Very British Scandal. MGM’s nominations included Vikings: Valhalla, The Voice, Shark Tank, and Survivor.

  • The Boys continued to grow its audience with the debut of Season Three. Over its premiere weekend, the Emmy-nominated superhero drama increased its worldwide audience by 234% from Season One and 17% from Season Two.

  • The Lord of the Rings: The Rings of Power continued to build anticipation in the lead-up to premiere. The release of new images, a teaser trailer, and a 60-second sneak peek for Prime members on Prime Day all preceded the debut of a highly anticipated three-minute trailer at San Diego Comic-Con. The long trailer was unveiled to a crowd of 6,500 fans during a panel with the show’s cast—moderated by Stephen Colbert—in the convention’s largest venue before being released globally. The Lord of the Rings: The Rings of Power launches exclusively on Prime Video in 240 countries and territories and 33 different languages on September 2.

  • Prime Video debuted five new Original series: The Terminal List, starring Chris Pratt; The Summer I Turned Pretty; Chloe; The One That Got Away; and Forever Summer: Hamptons. In addition, adult animated series Undone and Fairfax each returned for second seasons. Prime Video premiered three new Original movies: Sundance Film Festival award-winner Emergency; Don’t Make Me Go, starring John Cho and Mia Isaac; and Anything’s Possible, directed by Billy Porter.

  • Prime Video’s robust international slate grew with the debut of more than 25 local Originals and live sporting events. New global programming includes Yosi, the Regretful Spy (Argentina), The Kids in the Hall (Canada), Modern Love Mumbai (India), Bang Bang Baby (Italy), and Lovestruck High (UK). Sports programming includes Roland-Garros French Open tennis in France, the Australian Swimming Championships, and live boxing in Japan.

  • The ad-supported, free streaming content service Amazon Freevee received its first major award win for Judy Justice, starring Judge Judy Sheindlin, which earned a Daytime Emmy. Freevee also premiered three new Original series—Bosch: Legacy, one of the 10 most-streamed shows across all services in May, according to streaming hub Reelgood; crime drama Troppo; and home-renovation series Hollywood Houselift with Jeff Lewis—and one Original film, Love Accidentally.

  • Prime Video Channels expanded its portfolio to offer more premium Spanish-language content with the addition of Vix+, TelevisaUnivisions’ streaming service. Prime Video Channels offer customers additional paid subscriptions to third-party premium networks and other streaming entertainment channels, such as discovery+, Paramount+, AMC+, Globo, BET+, NBA League Pass, MLB.TV, STARZ, and SHOWTIME.

  • Amazon Music brought epic live performances to customers streaming on the Amazon Music Twitch channel and on Prime Video, including performances from global superstars Maluma and Carrie Underwood, as well as Pharrell Williams’ Something In The Water festival, which featured Tyler The Creator, Jon Batiste, Pusha T, and Pharrell Williams.

  • Amazon’s podcast streaming service, Wondery, partnered with Dolby Atmos, an audio technology provider, to become the first such service in the U.S. to deliver immersive audio. Dolby Atmos-enabled titles will be available to stream exclusively on the Wondery+ subscription service in 30 countries. Wondery also brought more original content to its global audience, including local-language translations of the investigative series Harsh Reality: The Story of Miriam Rivera; Business Wars in Spain and Italy; and original dating show Queen of Hearts worldwide.

  • Audible signed a deal with President Barack Obama and Michelle Obama’s production company, Higher Ground, to create a slate of Audible shows. This new partnership reflects the companies’ shared mission to tell meaningful and entertaining stories that elevate diverse voices and experiences.

Devices and Services

  • Automakers continue to launch Alexa integrations in new vehicle models, including the 2023 Acura Integra, 2023 GM Equinox, and 2022 Lucid Air. With Alexa Built-in, customers can ask Alexa to navigate, play music and audiobooks, share the news, check the weather, control smart home devices, pay for gas, and find parking. Customers can also remotely control their vehicle from home by asking Alexa to lock or unlock the car doors, check gas levels or charging range, and start or stop the engine. These automakers join other companies with existing integrations such as Audi, BMW, Chrysler, Ford, GM, Jaguar-Land Rover, Jeep, Mahindra, Rivian, and Volkswagen.

  • Amazon added new features to Alexa Together, a service that helps aging family members feel more comfortable and confident living independently. Up to 10 caregivers can remotely support their aging loved one’s Alexa devices from afar with the Circle of Support feature, and the Remote Assist feature allows caregivers to remotely set up Alexa Routines, such as locking the door and turning off the lights at a certain time of night.

  • Amazon launched new features to make Alexa smarter, more proactive, and more personal. Customers can now opt in to receive proactive notifications from Alexa about their favorite sports team, weather updates in their area, and when it’s time to refill their prescriptions. Additionally, Call Captioning, which shows captions on Echo Show devices during Alexa video calls, now supports Spanish, French, and Portuguese.

  • Amazon now has over 1 million registered developers, brands, and device makers building with Alexa. The company continues to invent new ways for these builders to increase revenue and customer engagement, including the Alexa Routines Kit, which enables developers to configure and offer Alexa Routines to customers when they interact with a skill. For example, developers can integrate their skills into a customer’s morning routine, along with other Alexa experiences like smart home controls and music.

  • Amazon introduced the next generation of Fire 7 and Fire 7 Kids, bringing more speed, performance, and value to the company’s most popular and affordable tablet.

  • Amazon introduced new smart TVs with Fire TV built-in from Hisense and Xiaomi. With Fire TV built-in, customers get a content-driven viewing experience, a simple and intuitive user interface, Alexa, and hands-free TV control.

  • Blink launched the first Blink Video Doorbell in France, Germany, Italy, the Netherlands, Spain, and the UK.

Amazon Web Services

  • AWS continues to be the most broadly adopted set of cloud infrastructure services and announced new commitments and migrations from customers across many industries and geographies.

    • Travel and hospitality: Delta Air Lines selected AWS as preferred cloud provider to accelerate its digital business transformation and reimagine the travel experience. Using AWS, Delta will deliver new digital travel services, streamline its operations, enhance customer service from the booking process to the flight experience, and provide cloud training to employees globally.

    • Media and entertainment: Riot Games and AWS have teamed up to bring AWS’s data analytics integration to esports broadcasts for the first time, through Riot’s League of Legends, VALORANT, and League of Legends: Wild Rift esports leagues. AWS will also power Riot’s new cloud-first remote broadcast centers, which will support Riot’s current and future ambitions to reimagine entertainment experiences for billions of fans worldwide.

    • Telecommunications: The UK’s largest telecommunications company, BT, selected AWS as preferred cloud provider to transform legacy infrastructure and internal applications to a new cloud-first architecture. This will simplify BT’s current information technology (IT) footprint, enabling it to more rapidly serve customers and reducing costs in IT maintenance.

    • Financial services: Investment banking firm Jefferies will migrate all its IT systems to AWS, including internal and customer-facing applications, IT resources, and companywide data, as it looks to modernize its technology infrastructure, accelerate new digital services, realize operational efficiencies, and increase security and reliability.

    • Health care and life sciences: Health and wellness organization Geisinger selected AWS as its strategic cloud provider. Geisinger will migrate its entire digital portfolio of more than 400 applications and numerous workflows to AWS, which will enable lifesaving technologies and save Geisinger several million dollars annually.

    • Manufacturing: Sweden-based SKF, the leading manufacturer of bearings, collaborated with AWS to launch a fully automated, condition-monitoring solution for industrial machine reliability and predictive maintenance. This helps manufacturers monitor equipment, detect anomalies, and avoid unexpected machine failures in their facilities.

    • Energy: Italian multinational energy company Eni worked with AWS to integrate its proprietary data platform XWARE with the built-for-the-cloud Open Subsurface Data Universe on AWS to increase interoperability between applications, enabling accelerated data exchange, enhanced security, and deeper insights. Using AWS’s machine learning, business intelligence, and storage capabilities, Australia’s Electric Mine Consortium built the world’s first mining data platform for the creation of a cleaner, more electrified future in mining. The platform will drive decarbonization among mining companies, accelerate the electrification of mine sites at scale, and capture real-time information on mine decarbonization globally.

  • AWS added to its more than 200 products and services to help customers lower costs, increase agility, and innovate faster.

    • AWS continues to innovate in generalized central processing units (CPUs) and announced the general availability of Amazon Elastic Compute Cloud (Amazon EC2) C7g instances, the next generation of compute-optimized instances powered by AWS-designed Graviton3 processors. Graviton3 processors provide up to 25% better performance for compute-intensive applications than C6g instances powered by AWS Graviton2 processors, which deliver up to 40% better price performance over comparable current generation x86-based instances. Graviton3 processors also use up to 60% less energy for the same performance than comparable EC2 instances.

    • AWS continues to transform how customers perform analytics by offering serverless options for Amazon Redshift, Amazon Managed Streaming for Apache Kafka (Amazon MSK), and Amazon EMR. Serverless options take the guesswork out of configuring infrastructure at any scale, so enterprises can expand the use of analytics in their organizations without needing to configure, scale, or manage the underlying infrastructure.

    • AWS announced the general availability of AWS Mainframe Modernization, as it further expands support for every type of workload. AWS Mainframe Modernization makes it faster and easier for customers to modernize mainframe-based workloads by moving them to the cloud, with no upfront costs or underlying infrastructure to manage.

    • AWS announced the general availability of AWS Cloud WAN, a managed wide area network service that makes it faster and easier to build, manage, and monitor a unified network that spans multiple locations and seamlessly connects cloud and on-premises environments. AWS Cloud WAN connects data centers, branch offices, and cloud resources into a single, centrally managed network that reduces operational cost and complexity while improving network health, performance, and security, so enterprises can remove the need to individually configure and manage multiple networks using different technologies.

  • AWS strengthened its partner network of more than 100,000 systems integrators and independent software vendors from around the world that adapt their technology to run on or integrate with AWS.

    • IBM expanded its relationship with AWS and will offer its software catalog as-a-Service (SaaS) on AWS, providing customers quick and easy access to IBM’s automation, data and AI, security, and sustainability software.

    • AWS was named MongoDB’s 2022 Cloud (Co-Sell) Partner of the Year for jointly winning new deals and helping customers modernize around the world.

    • AWS was named Splunk’s 2022 Global Cloud Partner of the Year and announced a new Customer Immersion Experience Center in Splunk’s London office to demonstrate the benefit that data and digital transformation can have on innovation and cost reduction.

  • AWS announced that it remotely operated an AWS Snowcone, an ultra-portable data transfer and edge computing device, on the International Space Station to process data on orbit for the first time as part of a private Axiom Space mission. The portable data storage and transfer device processed photos from onboard research experiments and optimized the limited bandwidth available between the space station and Earth. The operation showed that it is possible to extend AWS’s cloud computing hardware to space and will allow AWS to better support future customer space missions.

  • AWS and Amazon Ads launched Amazon Marketing Cloud (AMC) Insights on AWS. The new solution helps advertisers and agencies easily use AWS services when running Amazon Ads campaigns to analyze and generate reporting from the Amazon Marketing Cloud API, reducing their development time from weeks to hours. With a few clicks, AMC users can monitor ongoing ad campaign performance across reach, frequency, geography, audience, and device type to better understand how to maximize ad spend.

Investing in Employees and Our Workplace

  • In the first six months of 2022, more than 25,000 employees worldwide joined Amazon’s Career Choice program—taking advantage of benefits such as fully funded college tuition, new industry certifications, courses to Strengthen English language proficiency, and high school completion programs. Since 2012, more than 80,000 employees have participated in Career Choice, one of nine upskilling programs offered by Amazon as part of its $1.2 billion commitment to upskill more than 300,000 Amazon employees by 2025.

  • More than 90 companies, including Cummins, John Deere, The Boeing Company, and United Airlines, have joined Amazon and the National Safety Council (NSC) in a first-of-its kind pledge to reduce musculoskeletal disorders (MSDs), the most common workplace injury, by 25% by 2025. The pledge is part of the five-year partnership between Amazon and the NSC to reduce MSDs and Strengthen workplace safety for millions of workers worldwide.

  • Amazon is testing new robotic technologies to create a safer workplace for employees and Strengthen the customer experience.

    • Proteus, Amazon’s first fully autonomous mobile robot, uses advanced safety, perception, and navigation technology developed by Amazon to move objects through the company’s operation facilities. Proteus navigates around employees—meaning it does not need to be confined to restricted areas.

    • Cardinal is a robotic workcell that uses advanced artificial intelligence (AI) and computer vision to handle lifting and turning of large or heavy packages and complicated packing in a confined space.

    • Amazon Robotics Identification is an AI-powered scanning capability that was developed based on employee feedback. It uses innovative computer vision and machine learning technology to enable easier scanning of packages in facilities.

    • Containerized Storage System is a robotic system that delivers products to employees in a more ergonomically friendly manner, reducing the need for employees to reach up, bend down, or climb ladders when retrieving items.

  • Amazon was named No. 1 on LinkedIn’s Top Companies in Retail, a new list that ranks the industry’s 25 best U.S. companies to grow a career in, based on LinkedIn’s data. LinkedIn highlighted Amazon’s benefits, such as up to 20 weeks of fully paid leave for new and expectant parents, weekly pay, and various apprenticeship and certification opportunities.

  • For the fifth year in a row, Amazon was included on the Disability Equality Index’s Best Places to Work for Disability Inclusion.

  • Throughout the month of June, Amazon celebrated "Pride Out Loud" by amplifying the stories and lives of LGBTQIA+ employees, customers, and communities across the business. From operations to entertainment, the company supported more than 95 employee events around the world, sponsored local Pride celebrations in cities across the U.S., and donated to organizations that impact the lives of LGBTQIA+ youth.

  • In celebration of Juneteenth, Amazon launched a comprehensive inclusive learning campaign for Amazon employees worldwide, featuring diversity, equity, and inclusion resources, programs and events, and interactive learning experiences, including a sit-down with Dr. Russell Wigginton, the president of the National Civil Rights Museum.

  • Amazon launched its latest employee learning and development program, Day 1 Manager Onboarding, to accelerate new people-managers’ growth and development. The personalized learning program helps managers strengthen their understanding of Amazon’s culture, support employee career growth, and build high-performing teams through coursework on subjects such as how to use leadership principles when making decisions and in common management scenarios.

Supporting Communities, Selling Partners, and the Economy

  • Amazon continues to support individuals and organizations impacted by the war in Ukraine. AWS is helping Ukraine build up cybersecurity defenses and has already migrated 10 petabytes (10 million gigabytes) of essential data to the cloud from 27 Ukrainian ministries, 18 Ukrainian universities, the country’s largest remote learning K–12 school, and dozens of private-sector companies like PrivatBank, which serves 40% of the Ukrainian population and worked with AWS to securely migrate all its operations to the cloud in less than 45 days. President Volodymyr Zelenskyy awarded AWS the Ukraine Peace Prize for preserving the country’s digital infrastructure by migrating state registries and critical databases to AWS. Since the start of the war, Amazon has donated more than 2 million products to over 45 organizations supporting refugees, including 200,000 hygiene kits packed by Amazon employees around the world.

  • In partnership with Welcome.US and resettlement agencies across the U.S., Amazon created the Welcome Essentials initiative using Amazon’s logistics expertise and product selection to offer refugee families free delivery of essential products, like furniture and household items, to help more than 1,000 families resettling in more than 40 cities in the U.S. this year. On top of this logistics support, Amazon has committed $2 million in donations of essential products to supporting partners.

  • Amazon doubled the capacity of its Humanitarian Relief Hub in Atlanta to 1 million critical relief supplies that are ready to ship to communities in the Gulf Coast, the Caribbean, and Central America that have been affected by natural disasters. The facility has 20,000 cubic feet of storage space dedicated to relief items, and Amazon works with humanitarian partners around the world to deploy essential supplies when a disaster strikes, using Amazon’s global logistics network. Since 2017, Amazon has provided more than 18 million items to support relief partners worldwide during 81 natural disasters.

  • With $96 million in cash donations to more than 180 organizations, Amazon was recognized by the Puget Sound Business Journal as the top corporate philanthropist in its home state of Washington. These contributions were part of Amazon’s total global donations of more than $360 million last year.

  • Amazon was awarded the Defender of Innocence Award by the Mid-Atlantic Innocence Project. This award recognized Amazon’s legal department for its pro bono work to prevent and correct the conviction of innocent people in Maryland, Virginia, and Washington, D.C. Over the past few years, 120 Amazon lawyers in more than 14 countries have spent hundreds of hours screening, evaluating, and litigating cases for the organization—more time, people, and resources than any other company or law firm.

  • Amazon announced additional investments in affordable housing projects in its hometown communities through the Amazon Housing Equity Fund’s $2 billion commitment. The Fund invested more than $30 million to create and preserve 705 affordable homes in Nashville, Tennessee, and in Seattle. The projects are in neighborhoods facing increasing rents and displacement pressures, and five out of the six investments are with local minority-led organizations. Since the launch of the Fund in 2021, Amazon has created or preserved over 8,000 affordable homes, increasing the affordable housing inventory in Bellevue, Washington, and Arlington, Virginia, by at least 20% in one year.

  • In India, Amazon raised its pledge to now enable $20 billion in cumulative exports by 2025. Since launching in 2015, Amazon’s Global Selling program has grown to more than 100,000 exporters that are showcasing millions of Made in India products to customers worldwide through Amazon’s store. Indian exporters are on track to surpass $5 billion in cumulative exports. In Italy, Amazon announced a new pledge to help the more than 18,000 small and medium-sized businesses selling on Amazon reach €1.2 billion in annual export sales by 2025. This pledge will support the objectives of the Italian government’s National Recovery and Resilience Plan while ensuring a wider availability of original Italian products to customers worldwide.

  • In India, Amazon launched Smart Commerce, a new initiative to further digitize local retail stores by enabling them to create customized online storefronts and provide an enhanced in-store shopping experience. Stores of any size will now take advantage of Amazon’s shopping innovations, logistics, and digital payments to provide a reliable and trustworthy experience for customers in store, directly through their dedicated online storefronts or on Amazon.in. There are more than 150,000 local stores already selling on Amazon.in, and Amazon is committed to digitizing 10 million small businesses, including local stores, by 2025.

  • AWS announced that it selected 34 startups to receive funding and guidance across three accelerators in Sustainable Cities, Space, and Clean Energy. Each startup is eligible to receive technical guidance, business development and strategy support, collaboration opportunities with AWS customers and members of the AWS Partner Network, and up to $100,000 in AWS promotional credits.

Protecting the Planet

  • In the U.S., Amazon started making customer deliveries with its custom Rivian electric delivery vehicles (EDVs). This rollout is the start of what Amazon plans to be thousands of EDVs in more than 100 cities by the end of 2022—and 100,000 EDVs across the U.S. by 2030. In India, Amazon signed an agreement with Tata Motors to include the new Tata Ace electric vehicle as part of Amazon’s delivery fleet. The new EDV was co-developed with Amazon and will contribute to the company’s goal of having 10,000 EDVs on the road in India by 2025. In the UK, Amazon announced the launch of its first micromobility hub for more sustainable deliveries in central London. E-cargo bikes and walkers from the new hub, along with Amazon’s electric fleet already on London’s roads, will make over 5 million deliveries a year across more than 10% of London’s Ultra Low Emission Zone.

  • Amazon’s Climate Pledge Fund made new investments in Electric Hydrogen and Sunfire, two developers of electrolyzer technologies. Electrolyzer technology makes green hydrogen using water and renewable electricity. The Fund has announced investments in 18 companies to date as part of its mission to invest in visionary companies whose products and solutions will facilitate the transition to a low-carbon economy.

  • The Climate Pledge announced a collaboration with the National Geographic Society to fund 15 National Geographic Explorers as they document the global climate crisis as part of the Society’s Global Storytellers Fund. The collaboration will advance early career and established storytellers—including photographers, writers, and filmmakers—with the funding, training, and exposure necessary to help inspire global audiences and drive urgent action against the climate crisis.

Financial Guidance

The following forward-looking statements reflect Amazon.com’s expectations as of July 28, 2022, and are subject to substantial uncertainty. Our results are inherently unpredictable and may be materially affected by many factors, such as uncertainty regarding the impacts of the COVID-19 pandemic, fluctuations in foreign exchange rates, changes in global economic conditions and customer demand and spending, inflation, regional labor market and global supply chain constraints, world events, the rate of growth of the Internet, online commerce, and cloud services, and the various factors detailed below. This guidance reflects our estimates as of July 28, 2022 regarding the impacts of the COVID-19 pandemic on our operations as well as the effect of other factors discussed above.

Third Quarter 2022 Guidance

  • Net sales are expected to be between $125.0 billion and $130.0 billion, or to grow between 13% and 17% compared with third quarter 2021. This guidance anticipates an unfavorable impact of approximately 390 basis points from foreign exchange rates.

  • This guidance assumes, among other things, that no additional business acquisitions, restructurings, or legal settlements are concluded.

A conference call will be webcast live today at 2:30 p.m. PT/5:30 p.m. ET, and will be available for at least three months at amazon.com/ir. This call will contain forward-looking statements and other material information regarding the Company’s financial and operating results.

These forward-looking statements are inherently difficult to predict. real results and outcomes could differ materially for a variety of reasons, including, in addition to the factors discussed above, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products and services sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income or other taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of claims, litigation, government investigations, and other proceedings, fulfillment, sortation, delivery, and data center optimization, risks of inventory management, variability in demand, the degree to which the Company enters into, maintains, and develops commercial agreements, proposed and completed acquisitions and strategic transactions, payments risks, and risks of fulfillment throughput and productivity. Other risks and uncertainties include, among others, risks related to new products, services, and technologies, system interruptions, government regulation and taxation, and fraud. In addition, global economic conditions and additional or unforeseen effects from the COVID-19 pandemic amplify many of these risks. More information about factors that potentially could affect Amazon.com’s financial results is included in Amazon.com’s filings with the Securities and Exchange Commission ("SEC"), including its most exact Annual Report on Form 10-K and subsequent filings.

Our investor relations website is amazon.com/ir and we encourage investors to use it as a way of easily finding information about us. We promptly make available on this website, free of charge, the reports that we file or furnish with the SEC, corporate governance information (including our Code of Business Conduct and Ethics), and select press releases, which may contain material information about us, and you may subscribe to be notified of new information posted to this site.

About Amazon

Amazon is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking. Amazon strives to be Earth’s Most Customer-Centric Company, Earth’s Best Employer, and Earth’s Safest Place to Work. Customer reviews, 1-Click shopping, personalized recommendations, Prime, Fulfillment by Amazon, AWS, Kindle Direct Publishing, Kindle, Career Choice, Fire tablets, Fire TV, Amazon Echo, Alexa, Just Walk Out technology, Amazon Studios, and The Climate Pledge are some of the things pioneered by Amazon. For more information, visit amazon.com/about and follow @AmazonNews.

AMAZON.COM, INC.

Consolidated Statements of Cash Flows

(in millions)

(unaudited)

Three Months Ended
June 30,

Six Months Ended
June 30,

Twelve Months Ended
June 30,

2021

2022

2021

2022

2021

2022

CASH, CASH EQUIVALENTS, AND RESTRICTED CASH, BEGINNING OF PERIOD

$

34,155

$

36,599

$

42,377

$

36,477

$

37,842

$

40,667

OPERATING ACTIVITIES:

Net income (loss)

7,778

(2,028

)

15,885

(5,872

)

29,438

11,607

Adjustments to reconcile net income (loss) to net cash from operating activities:

Depreciation and amortization of property and equipment and capitalized content costs, operating lease assets, and other

8,038

9,594

15,546

18,572

29,687

37,322

Stock-based compensation

3,591

5,209

5,897

8,459

10,747

15,319

Other operating expense (income), net

18

122

48

337

(372

)

426

Other expense (income), net

(1,258

)

6,104

(2,714

)

14,793

(5,092

)

3,201

Deferred income taxes

701

(1,955

)

2,404

(3,956

)

1,063

(6,670

)

Changes in operating assets and liabilities:

Inventories

(209

)

(3,890

)

(513

)

(6,504

)

(4,082

)

(15,478

)

Accounts receivable, net and other

(4,462

)

(6,799

)

(6,717

)

(8,315

)

(13,294

)

(19,761

)

Accounts payable

47

3,699

(8,219

)

(5,681

)

8,689

6,140

Accrued expenses and other

(1,685

)

(1,412

)

(5,745

)

(7,315

)

1,071

553

Unearned revenue

156

321

1,056

1,657

1,467

2,915

Net cash provided by (used in) operating activities

12,715

8,965

16,928

6,175

59,322

35,574

INVESTING ACTIVITIES:

Purchases of property and equipment

(14,288

)

(15,724

)

(26,370

)

(30,675

)

(52,256

)

(65,358

)

Proceeds from property and equipment sales and incentives

1,300

1,626

2,195

2,835

5,080

6,297

Acquisitions, net of cash acquired, and other

(320

)

(259

)

(950

)

(6,600

)

(3,066

)

(7,635

)

Sales and maturities of marketable securities

13,213

2,608

31,039

25,361

61,512

53,706

Purchases of marketable securities

(21,985

)

(329

)

(36,660

)

(2,093

)

(74,929

)

(25,590

)

Net cash provided by (used in) investing activities

(22,080

)

(12,078

)

(30,746

)

(11,172

)

(63,659

)

(38,580

)

FINANCING ACTIVITIES:

Common stock repurchased

(3,334

)

(6,000

)

(6,000

)

Proceeds from short-term debt, and other

1,176

4,865

3,102

18,608

6,848

23,462

Repayments of short-term debt, and other

(1,176

)

(7,610

)

(3,177

)

(13,841

)

(6,817

)

(18,417

)

Proceeds from long-term debt

18,516

12,824

18,627

12,824

19,158

13,200

Repayments of long-term debt

(41

)

(1

)

(80

)

(1

)

(1,392

)

(1,511

)

Principal repayments of finance leases

(2,804

)

(2,059

)

(6,210

)

(4,836

)

(11,435

)

(9,789

)

Principal repayments of financing obligations

(28

)

(59

)

(95

)

(138

)

(116

)

(205

)

Net cash provided by (used in) financing activities

15,643

4,626

12,167

6,616

6,246

740

Foreign currency effect on cash, cash equivalents, and restricted cash

234

(412

)

(59

)

(396

)

916

(701

)

Net increase (decrease) in cash, cash equivalents, and restricted cash

6,512

1,101

(1,710

)

1,223

2,825

(2,967

)

CASH, CASH EQUIVALENTS, AND RESTRICTED CASH, END OF PERIOD

$

40,667

$

37,700

$

40,667

$

37,700

$

40,667

$

37,700

SUPPLEMENTAL CASH FLOW INFORMATION:

Cash paid for interest on debt

$

179

$

349

$

455

$

628

$

942

$

1,271

Cash paid for operating leases

1,577

2,088

3,217

4,455

5,577

7,960

Cash paid for interest on finance leases

129

95

286

202

569

437

Cash paid for interest on financing obligations

35

55

68

113

127

198

Cash paid for income taxes, net of refunds

1,803

3,145

2,604

3,598

3,526

4,682

Assets acquired under operating leases

5,578

5,101

9,114

7,276

19,576

23,531

Property and equipment acquired under finance leases, net of remeasurements and modifications

1,642

61

3,709

227

9,976

3,579

Thu, 28 Jul 2022 08:01:00 -0500 en-CA text/html https://ca.finance.yahoo.com/news/amazon-com-announces-second-quarter-200100699.html
Killexams : Harte Hanks, Inc.: Leading Technology Provider Selects Harte Hanks' Audience Finder to Identify Interested Prospects

CHELMSFORD, MA / ACCESSWIRE / July 21, 2022 / Harte Hanks Inc. (NASDAQ:HHS), a leading global customer experience customer experience company focused on bringing companies closer to customers for nearly 100 years, announced today that it was selected by a leading business technology company, to support and enhance their B2B marketing campaigns using Harte Hanks proprietary technology.

Harte Hanks' proprietary Audience Finder solution identifies in-market prospects that are signaling interest all while respecting privacy and consumer choice.

Janel Harris, Managing Director, Harte Hanks comments, "Our client is widely respected for their global technology products and services, but they challenged us to help them identify and engage with potential customers whose digital journey revealed a strong intent to purchase."

Audience Finder further enhances the customer data by leveraging Harte Hanks' proprietary DataView product. DataView is a multi-sourced database used to provide 3rd party data to augment a client's data files to ensure a comprehensive understanding of prospects and customers.

According to Don Aicklen, SVP Sales & Marketing Harte Hanks. "Harte Hanks has a variety of proprietary solutions and will continue to develop solutions like Audience Finder to Strengthen our clients' ability to effectively reach their prospects. The combination of Audience Finder and DataView delivered a significant increase in marketing campaign performance by generating more qualified leads."

About Harte Hanks:

Harte Hanks (NASDAQ:HHS) is a leading global customer experience company whose mission is to partner with clients to provide them with CX strategy, data-driven analytics and actionable insights combined with seamless program execution to better understand, attract and engage their customers.

Using its unparalleled resources and award-winning talent in the areas of Customer Care, Fulfillment and Logistics, and Marketing Services, Harte Hanks has a proven track record of driving results for some of the world's premier brands, including Bank of America, GlaxoSmithKline, Unilever, Pfizer, HBOMax, Volvo, Ford, FedEx, Midea, Sony and IBM among others. Headquartered in Chelmsford, Massachusetts, Harte Hanks has over 2,500 employees in offices across the Americas, Europe, and Asia Pacific.

For more information, visit hartehanks.com

For media inquiries, contact Jennifer London at Jen.London@HarteHanks.com

SOURCE: Harte Hanks, Inc.

View source version on accesswire.com:
https://www.accesswire.com/709315/Leading-Technology-Provider-Selects-Harte-Hanks-Audience-FinderTM-to-Identify-Interested-Prospects

Thu, 21 Jul 2022 04:10:00 -0500 de text/html https://www.finanznachrichten.de/nachrichten-2022-07/56611858-harte-hanks-inc-leading-technology-provider-selects-harte-hanks-audience-finder-to-identify-interested-prospects-200.htm
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