Safaricom Eyes an Opportunity to Expand into Ethiopia | Tempemail – Blog – 10 minute

Sourced from CGTN.

Safaricom PLC is planning to extend its reach into Ethiopia, Kenya’s northern neighbour.
Although not initially successful with its first few attempts, new changes within the Ethiopian government may prove beneficial for the mobile carrier to finally establish a presence within the country.
Last month, the Ethiopian government said that it would be impossible for Safaricom’s M-PESA service to have any space in the market. The Ethiopian central bank about reiterated that no foreign financial institutions would be allowed to offer mobile money services in the country.
Now, the good news for Safaricom is that the company was recently offered a window to buy into Ethio Telecom, the country’s mass-monopoly provider whose privatisation process is currently underway. This is one opportunity that Safaricom has been waiting on and one that might grant access to a licence in an economy with more than 100-million people.

The Ethiopian Telecommunication Authority (ECA) issued a statement last week announcing that the country would now be open to selling a 40% stake in the state-owned company. In response to this announcement, Safaricom and, its parent company, Vodacom both expressed their interest in buying a stake in Ethio Telecom.
In an interview with Daily Nation, Peter Ndegwa, the CEO of Safaricom, states that he would continue to pursue ways to introduce the company’s data, M-PESA and geographical expansion to Ethiopia as part of his strategy to take the Africa-wide telecom to the next level of growth.
Gadgets Africa reports that the ECA called on, not just, Safaricom but any other foreign company to show interest in the acquisition of the stake that will lead to the issue of two nation-wide full-service telecommunication licences.
“The launch of the Expression of Interest (EOI) represents a significant milestone and a major development in the liberalisation of Ethiopia’s telecommunications market,” the statement reads.
This launch will mean the end of the Ethiopian State’s monopoly that has now lasted for nearly a century. A number of other African firms and telecoms like MTN, Orange and Airtel have also expressed interest in access to Ethiopia’s fast-growing mobile phone services market, and millions of prospective customers.
Edited by Luis Monzon
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As Chinese authorities expand use of health tracking apps, privacy concerns grow – Networking – Security – Software- Tempemail – Blog – 10 minute

China’s health tracking QR codes, which have played a key part in the country’s successful containment of the coronavirus, now look set to play a much broader role in daily life as local authorities dream up new uses for the technology.
Embedded in the popular WeChat and Alipay smartphone apps, the codes use self-reported and automatically collected travel and medical data to give people a red, yellow or green rating indicating the likelihood of having the virus.
To walk around freely, people in China must have a green rating and since February they have been asked to present their health QR codes to gain entry into restaurants, parks and other venues.
The codes had so far met with little public resistance, seen as a necessary tool to get the economy back up on its feet again.
Or that was the case until the eastern city of Hangzhou proposed on Friday permanently assigning each of its residents a coloured health badge and giving them a score from 0-100 based on their medical records and lifestyle habits.
Images published by Hangzhou’s health authority showed people would be rated on how much they exercised, their eating and drinking habits, whether they smoked and even how much they slept the night before.
That was seen as far too invasive, setting off a fire storm of criticism from thousands of users on Twitter-like Weibo and fuelling debate about privacy and data security – a debate that comes just as China is poised to enshrine individuals’ rights to privacy and personal data for the first time as part of the country’s first civil code.
“My physical health is private, why would you want to collect information and build a leaderboard?” said one commentator on Weibo in reaction to the Hangzhou proposal.
Online personal data is easily bought and sold in China and the likelihood of personal information being hacked was also a major concern.
“Why would it be my company’s business if I’m seeing a doctor?” said another commentator.
Ma Ce, a lawyer based in Hangzhou who tracks policy law, said users had the right to demand that data collected to prevent the spread of the coronavirus be destroyed once the crisis is over due to the risk of it being leaked out.
Other local authorities, while excited by the potential to expand use of the health codes, have not gone as far as Hangzhou.
The southern city of Guangzhou has expanded its health code platform to include services that help residents book online consultations with local hospitals and buy face masks. Fujian province has said it wants to expand its QR codes to encompass medical treatment and drug purchases.
Whether Hangzhou is successful in its proposal and just how much privacy people in China will have post-pandemic are questions still very much up in the air.
On one hand, the new rights which will enable individuals to take action if data is leaked are set to be approved after deliberations by China’s annual meeting of parliament which began on Friday.
Search engine giant Baidu CEO Robin Li and other delegates to the meeting have also made a number of proposals – including that data collected during the epidemic should be destroyed after it ends or that rules should be put in place on how to manage the data.
But at the same time, it looks like health QR codes and their expanded use are here to stay as China presses ahead with national standards so that problems with data sharing and people travelling between cities and provinces can be avoided.
“In the future, the ‘health code’ has a wide range of application scenarios,” state news agency Xinhua said last week.

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Commvault and NetApp Expand Critical Data Protection and Recovery for Hybrid Cloud Environments- Tempemail – Blog – 10 minute

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Commvault has announced the launch of NetApp Scale-out Data Protection (SDP), to offer expanded rapid recovery support for critical data across NetApp’s hybrid-enabled storage systems. NetApp SDP takes advantage of the NetApp portfolio and is powered by Commvault Complete Backup and Recovery software to provide snapshot management, backup, and disaster recovery functionality.
Businesses today are highly data-driven, so losing access to this critical asset due to an outage, or modern threat, such as ransomware, can be catastrophic. While cloud-based technologies have made data more available, losing a critical system still risks financial and reputational impact. Companies must have the ability to quickly and reliably recover valuable business data.
Through NetApp SDP, Commvault and NetApp are combining NetApp HCI, All-Flash-FAS, and StorageGRID with Commvault software to deliver the complete package, with quick and effective deployment, easy scale and on-prem object storage to efficiently protect critical cloud applications. Utilizing Commvault’s vast support for array and cloud snapshots and a full set of application and VM APIs, Commvault and NetApp have simplified the protection of hybrid cloud environments by delivering extremely fast and reliable RPO/RTO while incorporating long-term retention in an integrated cloud tier.
“When downtime occurs, access and recoverability of critical data, specifically in a cloud environment, critically impacts an organization’s ability to maintain business operations and meet SLAs,” said Ranga Rajagopalan, Vice President of Product Management, Commvault. “We’re proud to partner with NetApp’s entire storage portfolio to deliver a solution that meets today’s expectation for performance, simplicity, scale, and cost, integrating both on-prem and public cloud deployments.”
“Commvault and NetApp’s longstanding partnership offers customers the reliability and simplicity of an engineered backup and recovery solution leveraging the strength of the NetApp portfolio,” said Brett Roscoe, Vice President, Product Management, NetApp. “The launch of SDP provides our joint customers with a simple, turn-key solution that uses NetApp HCI to enhance the scalability and robustness of the Commvault software in protecting their most critical data across hybrid cloud environments.”
Commvault and NetApp have been partners for over 20 years, jointly supporting 1,200 customers with critical data protection through Commvault Complete Backup and Recovery integrated with NetApp’s range of storage solutions both on premises and in the cloud. In utilizing this technology, customers can migrate, simplify, and convert their critical data and workloads to their preferred cloud provider, maximizing their investment.
NetApp’s Scale-out Data Protection is available from NetApp and NetApp channel partners only. For more information and to purchase, please contact your NetApp account manager or reseller.

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Apple, Google and others partner with Ad Council and US govt to expand coronavirus messaging- Tempemail – Blog – 10 minute

Amazon, Apple, Facebook and Google are among the leading tech digital platforms to partner with the Ad Council and US government agencies to extend the reach and impact of Covid-19 response messaging.
The platforms working with the White House, US Department of Health and Human Services (HHS) and the Centers for Disease Control and Prevention (CDC) include Amazon, Apple, Facebook, Google, SiriusXM and Pandora, Pinterest, Snapchat, TikTok, Twitter and Verizon Media, among others, to create messaging to help in communications about the coronavirus.
From custom filters to emojis to influencer content, the digital and technology partners are leveraging their tools to connect their audiences with potentially life-saving messages to help slow the spread of the virus.
“We have seen the media industry come together time and time again to address the most critical issues facing our country, and the Covid-19 pandemic is no exception,” said Lisa Sherman, president and chief executive of the Ad Council. “These digital and technology platforms have generously donated their talents and reach to empower millions of Americans to stay safe, informed and connected.”
This is part of the Ad Council’s ongoing response to the Covid-19 crisis, working with the country’s largest digital platforms and broadcast media networks to ensure the American public is receiving crucial and vetted information.
While each platform is providing customized support, the common goal is to drive audiences to coronavirus.gov, a centralized resource from HHS and the CDC.
Donated media also includes Cadreon, EMX (a division of Engine Group), and The Trade Desk, which are building private marketplaces for publishers to donate media inventory. Acxiom, Crossix and Fluent are donating audience targeting segments through LiveRamp to help reach millennials and those who are at higher risk for Covid-19. Plus, DoubleVerify and IAS are leveraging their ad blocking technologies to serve campaign messages across a breadth of publisher sites.
An influencer segment of the campaign will find popular talent – including Noah Cyrus, Taylor Bennet, Michelle Williams, Giannina Gibelli, Shubham Goel and Joey Sasso – who are starring in an upcoming PSA around social distancing. Created in partnership with Pereira O’Dell, the PSA will be supported by donated media from Facebook and Google/YouTube.
“We are always at our best when we respond to challenges as a community,” said Tara Walpert Levy, vice-president, agency and brand solutions, Google and YouTube. “Right now, helping people get the right information to stay healthy is more important than ever.”

YouTube’s coronavirus messaging

Custom content creation will come from Pandora, who will make custom audio assets for media partners, an interactive campaign from Reddit, including a front page takeover, and a custom emoji from Twitter for the #AloneTogether hashtag. In addition, Snapchat will feature content on its app and Verizon Media is creating #AloneTogether content to be shared across its ecosystem of brands.
“Public health officials have made clear how important it is that young people take this seriously – and that they have a key role to play in helping stop the spread,” said Jennifer Stout, vice-president of global public policy at Snap Inc. “We are committed to helping Snapchatters do their part, by providing fact-based news and information from trusted sources on our content platform, along with creative tools and experiences that help raise awareness for our community to protect themselves, their loved ones and the greater public.”

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Apple rolls out universal purchases for the App Store, will expand marketplace to 20 more countries – Blog – 10 minute

In a nutshell: Users heavily invested in Apple’s ecosystem can look forward to a simplified app purchase experience across platforms, provided that developers make use of the company’s recently launched “universal purchase” feature.
Apple’s plan to offer universal purchases for apps was revealed last month, and the feature has now been officially announced by the company for developers, enabling them to distribute their software across Apple’s platforms with a single purchase.

The macOS version of your app can now be included in a universal purchase, allowing customers to enjoy your app and in‑app purchases across iOS, iPadOS, macOS, watchOS, and tvOS by purchasing only once. Get started by using a single bundle ID for your apps in Xcode and setting up your app record for universal purchase in App Store Connect.

While consumers can look forward to an improved, seamless App Store experience with universal purchases, developers are expected to take into account several considerations before implementing this feature.
Apps, for instance, need to be approved on at least two platforms (e.g., iOS and macOS) to become eligible for universal purchase, while the feature won’t support independent Watch-only apps.
Also, developers with apps on multiple platforms will only have access to a single app record if they plan to support universal purchases. Apple explicitly notes that records for an app on different platforms cannot be merged and that developers are required to “remove all but one version from sale and add the other versions to the remaining app’s record,” to support this feature.

The limitation could make it tricky for developers to choose a platform of choice. A popular to-do list app, for example, could have thousands of reviews and ratings across its macOS and iOS versions, however, if its creator decides to support universal purchases, they’d have to choose one platform of sale over the other, forgoing all associated user data from the latter’s product page.
Apple also notes that the original product page will be removed from the App Store, along with its ability to provide app updates to existing users.
In other App Store-related news, the company has also announced that it’s expanding the marketplace to another 20 countries later this year, which will take its global tally to 175. The 20 new countries are listed below:
1. Afghanistan2. Bosnia and Herzegovina3. Cameroon4. Cote d’Ivoire5. Gabon6. Georgia7. Iraq8. Kosovo9. Libya10. Maldives11. Montenegro12. Morocco13. Mozambique14. Myanmar15. Nauru16. Rwanda17. Serbia18. Tonga19. Vanuatu20. Zambia

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Amazon is using coronavirus to expand its power – and not for the greater good | Julia Carrie Wong | Technology – Blog – 10 minute

It is calling up 100,000 troops, extending grants to small businesses, prioritizing essential goods, and cracking down on profiteers.
No, that’s not the United States federal government’s response to the coronavirus pandemic: it’s Amazon’s. The e-commerce behemoth is poised to become one of the major winners of the coronavirus crisis. As smaller businesses (even those that are not in any sense of the word small) falter and fail, Amazon is expanding its dominance over American commerce and society.
It’s less and less far-fetched to imagine “the everything store” becoming the only store. And with so much rancor and incompetence on display in Washington DC, Amazon’s efficiency and competence has become a source of comfort and security, at least for those of us who can afford a Prime membership.
Many of Amazon’s moves over the past few weeks have had the distinct flavor of government.
The hiring of 100,000 staff and a $2-an-hour pay raise is akin to a 21st-century Works Progress Administration (WPA), only private. Amazon’s hometown noblesse oblige – extending its beneficence to small businesses around its Seattle offices so that they might live to serve Amazonians another day – is akin to a government stimulus package. Amazon’s decision to stop accepting non-essential products from third-party sellers who use its warehouses is essentially Amazon regulating the marketplace.
If all you care about is making sure that you have enough toilet paper, groceries and streaming entertainment to make it through the crisis, the United States of Amazon is not all that bad. I imagine that large swaths of the professional and upper middle classes will be quite content and well cared for under that regime. But as my sister recently said to me, in a paraphrase of Louis Brandeis, “We can have democracy or we can have Amazon Prime, but we can’t have both.”
The WPA put millions of Americans to work building roads and bridges and creating arts and culture that enriched America. Amazon’s goal is to enrich its shareholders. Do you trust Jeff Bezos to use his de facto regulatory power to benefit the greater good? And if you don’t, what is your recourse?
As unemployment mounts, Amazon’s coercive power over its workforce will only increase. Last weekend, I spoke to several Amazon warehouse workers who were grappling with fear and uncertainty around coronavirus and their risk of infection in the workplace.
Matthew Fyall, a 26-year-old stower at Amazon’s warehouse on Staten Island, New York, said he was frightened of “being contaminated” at work – he has a young daughter at home – but also concerned that any infection might shut down the worksite.
“At this point, we’re sort of being forced to go to work because we still have to live,” he told me. “I do have to get my Metro card, I do have to get food. The job can stop, but the bills are going to come, your stomach is still going to growl, life is still going to go on.”
William Stolz, a 25-year-old picker at an Amazon warehouse in Shakopee, Minnesota, said that one of his employer’s adjustments to the pandemic was to suspend meetings of the worker safety committee, a group that has been at the center of significant workplace organizing at the warehouse. “I partially understand the reason,” Stolz said, since public health officials advise against large gatherings of people. “But I also don’t think management is going to miss having it.”
Meanwhile, the threat that Amazon’s already outsized size and power will only expand has real costs for creativity and innovation.
“If you want to have a diverse, competitive economy, where people invent new things, write new books, and come up with new ideas, you need to have diverse pathways to market,” said Stacy Mitchell, the co-director of the Institute for Local Self-Reliance. “We could see the distribution of consumer goods collapse into a single pipeline named Amazon. It’s incredibly risky.”
There is a fragility that comes from relying on a single pipeline. If we let Amazon’s strength over dominate our entire economy, we may just find out how weak we are.

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News Partners Trust Indicators Expand Across Canada, U.S., Spain and Hong Kong- Tempemail – Blog – 10 minute

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In this moment of uncertainty across the world, the public is especially vulnerable to misleading and inflammatory information posing as news.
Today 33 top news sites run by seven news companies join the Trust Project to help people easily recognize the real thing. The incoming news partners extend the Trust Project’s reach in the United States, Canada, Spain and Hong Kong, making its transparency standard, the Trust Indicators, available on more than 200 news sites to hundreds of millions of people a month. Participating news sites offer standardized disclosures about who and what is behind a news story, enabling people to cut through the noise and make informed decisions about what to read and share.
“We are proud of the hard work and commitment to the public shown by our incoming news partners,” said Sally Lehrman, founder and chief executive of the Trust Project. “As the Trust Project expands and more news sites adopt the Trust Indicators, now a globally accepted standard, we can slow the spread of false and misleading news and amplify the valuable journalism produced by reputable news organizations across the world.”
The Trust Indicators are implemented by news sites that go through a rigorous approval and compliance process. The March 2020 launch includes major international, regional, local and independent organizations.
The South China Morning Post is the first Trust Project news partner in Asia. FRONTLINE, the flagship investigative documentary series of the Public Broadcasting Service, produced at WGBH, is the first public broadcast program to feature the Trust Indicators.
CTV News and the Tempemail Observer extend the Trust Indicators to every province in Canada. Cambio 16, a current affairs magazine published in Madrid, strengthens the Trust Indicators’ presence in Europe – home to one quarter of the Trust Project’s news partners. Additional newcomers include the Southern California News Group and the Denver Post, which reach important local U.S. markets.
Search engines and social media companies extend the Trust Project’s benefits to the public and news sites by using the Trust Indicators to surface reliable news. As part of its expansion, the Trust Project is announcing $325,000 in a new round of funding from Google. Google joins Trust Project funders Craig Newmark Philanthropies, the Democracy Fund, Facebook, and the John S. and James L. Knight Foundation.
“We are grateful to Google for its continued support of the Trust Project as the need for facts and accurate information becomes more critical than ever,” Lehrman said. “Without reliable news and information, democracy is at risk.”  Lehrman, an award-winning journalist, founded the Trust Project to help news sites with integrity flourish and fulfill their vital role as the engine of civil society and democracy.
The Project’s Trust Indicators, easily recognized anywhere, are both public-facing and the technical standard for quality journalism. “We’re pleased to continue our support of the Trust Project and its ethically-grounded standard for transparency in news,” said Richard Gingras, vice president for news at Google. “The Trust Project’s required disclosures and clear definitions should help the public –  and Google’s systems –  recognize and value quality journalism. Google appreciates the work of the Trust Project as a knowledgeable advisor to the news and tech  industries on the topic of surfacing reliable news across many dimensions.”
Gingras says the Trust Indicators can be helpful in guiding Google’s own internal evaluations of the quality of search results. They are a component in Facebook’s context button, which helps people see who and what is behind a story shared with them. Bing also uses the Trust Indicators to differentiate between news and opinion and display these to users. The three technology companies use Lehrman and the Trust Project consortium as an expert advisor in their effort to elevate accurate, dependable news in search and social media.
The Trust Indicators were created by listening closely to the public and then inviting senior news executives from more than 100 organizations to collaborate on connecting user needs and wants to the underpinnings of journalistic integrity. The Trust Indicators include: Best Practices. Journalist Expertise, Type of Work Labels, References, Methods, Locally Sourced, Diverse Voices, and Actionable Feedback. 

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How Final Fantasy 7 Remake will expand on the original classic | Games – Blog – 10 minute

When Final Fantasy VII hit the PlayStation in 1997, the role-playing adventure genre was changed for ever. Abandoning the stereotypical castles, creatures and grizzled beardy wizards of high fantasy, the game took place in a quasi-futuristic world the likes of which had never been seen in this style of game before. The revolutionary 3D modelled characters, the sci-fi stylings and detailed, often cinematic visuals, led critics and fans to declare it one of the greatest video games of all time.
This April, the Final Fantasy VII Remake promises to redefine the genre again, and developer Square Enix has been keen to point out that this is no shot-for-shot remake. Much will be familiar – the opening cinematic, with Cloud Strife, the game’s iconic, big-haired, big-sworded mercenary hero, arriving at the train station – has been lovingly updated, and the game’s first chapter, of which a demo has been made available this week, takes players on a beautifully re-created version of the original’s Mako reactor bombing mission.

The retro-futuristic architecture of the Shinra building typifies the look of Final Fantasy 7. Photograph: Square Enix
But Final Fantasy VII Remake expands greatly on that world, and will be released in multiple episodes, each providing a unique experience. In the opening release arriving in April, the whole adventure will be set in the slums of Midgar, a sprawling metropolis that is home to the mighty Shinra corporation, which was only seen for a couple of hours in the original. According to the development team, this expansion will “fill in the blanks” from the original, adding depth and detail that wasn’t possible 23 years ago.
“The philosophy behind the remake wasn’t to do something completely new,” explains the remake’s co-director, Naoki Hamaguchi, who has worked on the Final Fantasy series since 2003. “The original game was grounded in the technology of the day. And because of that, there was a lot of storytelling that the player had to fill in with their imagination. In the original, for example, when you travelled between areas, the screen would fade to black; players didn’t see the journey.
“The story would have moved on and what actually happened in the meantime would be left to your imagination. We approached this by thinking, what is actually supposed to be happening here? What are the gaps it doesn’t show you, and how do we fill those in to make what was being implied actually shown? [In the original] there’d be hundreds of things happening in that one night. It feels very weird. We had to find a more realistic way of arranging that story.”

While staying faithful to the original narrative and locations, Final Fantasy VII Remake will add intricate environmental detail. Midgar now feels like a living, breathing city with fascinating new elements to discover. Take the posters on the train platform in that first mission: “We thought, who comes to this platform? What kind of information would they want? Who’d want to put up posters here? I really hope players see how deeply we’ve gone into the world,” says Hamaguchi. Elsewhere, the game’s second chapter introduces us to deadly villain Sephiroth, and plants the seeds of the history between him and Cloud, which the game will contextualise.
Some additions are more nuanced. In the first chapter of the game, as in the original, your team are on an eco-terrorist bombing mission to take down Mako Reactor 1, which is being used by the nefarious Shinra Electric Power Company to exploit the planet’s essential natural Lifestream and threatening life itself in the process.
“In the original, the character performances had to be very over-the-top,” explains Hamaguchi. Now, we get a subtle picture of what your team are thinking, breaking down the motivations of returning fan-favourite character Barret. “You don’t just see his gung-ho attitude. After they blow up the reactor, he has doubts and internal conflict. He obviously believes in his cause, but he’s wondering if he did the right thing.”
Together with the extra storytelling time, refined voice acting performances will add to the authenticity of the world. Battles, too, are faithful to the original’s gameplay – but more dynamic. And importantly, more fun, employing a hybrid of the original’s complex Active Time Battle system with real-time combat. It’s a clever combination that is both fast-paced and strategic.
In line with the classic ATB setup, you must wait for your character’s gauge to build up in order to use magic and to heal, but can use real-time battling to thrash your other weapons at enemies in the meantime. You must switch wisely between those in your party to use their move specialities against appropriate boss weak-spots, too. Cloud’s huge sword is as satisfying as weapons come for close-quarters melee attacks, while Barret’s machine gun (handily also part of his arm) is best used for long-range attacks; Tifa employs martial arts skills, and Aerith uses support-style magic to aid her allies. It’s a lot to think about in the heat of a boss fight, but the complexities make battling rewarding.

Final Fantasy 7 Remake overhauls the original game’s Active Time Battle system with real-time elements. Photograph: Square Enix
“We really did look at what made the original Final Fantasy VII what it was: all the characters, the story, the mini games.” says Hamaguchi. “We’ve definitely got mini games …” Considering the remake is all about nuance and naturalism, it is surprising to hear that mini games will return: it’s difficult to imagine the retro, old-school hangover of this convention being part of the industrial, gritty, highly-defined Midgar world. And yet, some of the most abiding memories of the original game are tapping buttons in a specific order to do squats in the gym at the Wall Market, slicing left and right on your motorcycle in the G Bike game, or tapping furiously to arm-wrestle a sumo warrior in the Wonder Square. And who can resist a Chocobo race?
“They’re all in there,” confirms Hamaguchi. “We didn’t just reproduce the ones from the original game; there really are a lot of different mini games there.”
Now that the first episode of Final Fantasy VII Remake is almost here, the team is working on its sequel, which will take us further into the world beyond Midgar. There’s no word yet on how many more instalments there will be beyond that, but the developers have been open about the saga continuing for not years, but decades, with producer Yoshinori Kitase, another Final Fantasy veteran, announcing that he plans to work on it for the rest of his career. And there is certainly rich enough material to carry it on for as long. It is clear, once again, that there is nothing at all final about this fantasy.
• Final Fantasy VII Remake is released on PS4 on 10 April.

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Honeywell and Tech Mahindra expand collaboration to build digitised ‘factories of the future’- Tempemail – Blog – 10 minute

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Honeywell and Tech Mahindra have teamed up to build “Factories of the Future”, leveraging industry-leading digital technologies. The two companies plan to capitalize on digital transformation, 5G, Industry 4.0, software capabilities and engineering expertise to enable customers in the manufacturing industry to scale-up even faster.
“Tech Mahindra and Honeywell have enjoyed many years of successful collaboration, and this proposal is the next step as we continue pressing toward an autonomous manufacturing future for our customers,” said Sunil Pandita, vice president and general manager, Honeywell Connected Industrial. “Together, we will accelerate solution adoption in the market, creating smarter, safer and more sustainable industries.”
Honeywell and Tech Mahindra will aim to deliver world-class operations and performance management to enable manufacturing customers to expedite their growth and realize the value of Industry 4.0 technologies and solutions. Both Tech Mahindra and Honeywell are focused on building an ecosystem that supports collaboration.
“Tech Mahindra’s collaboration with Honeywell will enable us to empower manufacturers to accelerate their digital transformation journey and build factories of the future,” said Nilesh Auti, global head, Manufacturing Industry unit, Tech Mahindra. “As part of our TechMNxt charter, we are focused on leveraging next generation technologies to address our customers’ evolving and dynamic needs. Honeywell’s domain knowledge, combined with Tech Mahindra’s technology expertise and global customer base, will enable our customers to increase their profitability and enhance efficiency.”

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Why the marketing industry needs to expand its age range- Tempemail – Blog – 10 minute

Why aren’t there any retirement parties in our business?
“I’ve never been to one”, says Sam Phillips, chief marketing officer of Omnicom UK and chair of OPEN (Omnicom People Engagement Network), Omnicom’s diversity and inclusion program.
We were discussing OMG UK’s noble and lofty mission of reflecting ‘real Britain’ in its workforce and its work, but both agree there is an area that is perhaps worthy of more exposure, that of inter-generational representation. The numbers present such a gulf of disconnection from the real world as to be almost laughable.
The last IPA Census in 2018 revealed the average age of employees in our humble profession to be a positively doddering 34. It also identified that only 6% of staff in member agencies are over 50, compared with 31% of the UK workforce or nearly half of the total population. Even more shockingly, the number of over 50s plummets to a little over 3% for media folk.
In other words, you’re 10 times more likely to keep your job after 50 if you do something else for a living.
One would think this would be ringing alarm bells all over an industry that purports to put empathy and progress at the very core of its discipline, right?
Well, apparently not. Such has been the case since 2009. So great progress everyone, well done!
This is despite our long-established knowledge of people living longer and the ongoing acceleration of growth in older demographics. We are simply not reflecting real people in our workforce.
It is little surprise then that 78% of over 50s feel that their age group is under-represented and mispresented in advertising.
Lest we forget, we millennial myopes are in the business of selling stuff. So we might want to consider applying all that fabled empathy and progressive thinking of ours to where the money resides.
A recent study shows that wealth distribution is becoming ever more generationally polarised, with baby boomers seeing a 96% increase in their household wealth during the past decade.
One in five over 65s is now a millionaire. Compare that with individuals aged between 25 and 54 whose wealth has only grown by 9% over the same period. The result is an ever-increasing wealth gap between young and old which makes our ongoing refusal to better represent older people, not just bad ethics but really bad business.
Yet incredibly, age is largely de-prioritised or excluded from corporate diversity and inclusion programs.
The US Equal Employment Opportunity Commission found that amongst global businesses included in its Annual CEO survey, nearly 2/3 had diversity and inclusion strategies, but only 8% of those included age. There’s a tragic irony here.
In other words, 92% of corporate diversity and inclusion initiatives aren’t nearly diverse enough or don’t consider that inclusion should extend to age diversity.
So what’s going on?
The truth is that ours is an industry of rampant neophiles.
We fetishise novelty and innovation often at the expense of wisdom and experience.
We obsess over the latest shiny tactic or technology; Tik Tok, AR, AI, blockchain.
We’ve bought into the pervading narrative of digital natives and hyper-specialisation, of Mark Zuckerberg’s ignorant insistence that only the ‘young and technical’ are of value.
In so doing, we’ve lost sight of the value of the older head and the generalist.
We have seemingly come to believe that the passing of years brings a passing of ideas. That creativity has an age limit. This is simply not true.
Consider the case of chemical engineering research professor John B. Fenn. Aged 70, he was forcibly retired from Yale University. Believing he had plenty more to offer, Fenn moved to Virginia Commonwealth University, where, aged 72, he published a ground-breaking paper that aided the discovery of new drugs and our understanding of human molecular makeup.
He was later awarded the Nobel Prize for Chemistry in 2002, aged 85.
The credibility crisis
‘To worship at the altar of youth’ and obsess over the new is to undermine and reject the breadth and depth of work that has preceded it.
Perhaps because we work in a business with a lack of compulsory qualifications and a dearth of industry-standard training.
In our appetite for the future, we have lost an appreciation of the past, of experience and interdisciplinary thinking.
We have lost sight of the bigger picture, that of real people rather than some idealist view of a millennial, or Gen Z purpose activist we want our brands to be associated with.
We risk slipping into parody and surrendering what low levels of credibility we still have in the boardroom.
A manifesto for maturity
So there it is – a manifesto for maturity. As an industry, we have to work harder to better reflect real people. It sounds trite. But there is huge ambition in the idea. A veritable maturity mountain to climb and we are barely circling its craggy bottom.
Become truly representative of the real world in our people and we stand to become more truly representative in our product. That means creating richer, more nuanced and effective work, that grows brands for our clients and credibility for our discipline, both in the public domain and the boardroom.
It means proving the worth of advertising as an investment in a business rather than a cost to it, and it means inspiring people of all ages to join our ranks in the knowledge that they can stay a little longer.
Then maybe they might even attend a retirement party or two.
Chris Evans is group projects director at Omnicom Media Group.
This piece is one of a series generated as part of the IPA Excellence Diploma course for 2019. The course was supported by Tempemail’s editorial team to help develop the writing skills of the students taking part to help them learn to pitch and write effectively for an audience of their peers.

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