Louis van Gaal insisted he was not entirely happy. He grumbled about this team’s sloppy possession and excessive dribbling, but his glee was pretty clear as he waited to greet Cody Gapko.

It was the fourth minute of stoppage time and just 10 minutes earlier Gakpo had headed the opening goal. His reward upon substitution was to be met with a beaming smile, a high five and a slap on the back from his hard-to-please boss.

Holland was far from being the smoothest. Indeed, for the spells of the game, Senegal were on top and yearned for good opportunities before withering.

“We were in better shape,” Van Gaal said. “The Senegalese every two minutes were lying on the ground, that’s why we played an extra eight minutes.

‘It was well deserved, and I admit it was too sloppy in possession. Not a good match on our side but it was in defense because we gave up very little. To be honest, I was calm. I always had the feeling that we were going to score.

The breakthrough came in the 84th minute, when Frenkie de Jong teased a pass into the penalty area and Senegal goalkeeper Edouard Mendy made an error in judgement.

Mendy called the ball up and rushed off his line only for Gapko to jump high from a run, leaping across the front of the Chelsea keeper and finding the net with a glancing header.

For the first time all evening, the incessant drumbeat of the Senegalese supporters ceased.

“The emotion is quite different from an ordinary goal,” said the PSV Eindhoven Gapko winger. “There’s more emotion because you want to make everyone proud.”

Davy Klaasen added Holland’s second in the 98th minute, driving the rebound after Mendy saved a weak effort from fellow substitute Memphis Depay.

The two-goal defeat was cruel for Senegal. They had started brightly, as if they were determined to prove they were more than just Sadio Mane, the former Liverpool forward from Bayern Munich who is injured.

But they came up against Andries Noppert, a giant goalkeeper who was every moment the hero of his international debut.

Two years ago, Noppert was without a club. Last season he was on the bench for the Go Ahead Eagles. Now he plays for Heerenveen and it was his first cap, at the age of 28.

Standing 6ft 8in, he is the tallest player in the tournament in Qatar and the second Dutch footballer to debut in a World Cup final. The other was Dick Schoenaker, an Ajax midfielder, who earned his first cap in the 1978 final in Argentina.

Noppert showed no signs of nerves. He was calm when Ismaila Sarr and Boulaye Dia fired shots wide of his goal in the first half and made three fine saves in the second.

The first two he made 0-0. Descend quickly to his left to save at his first post from Dia on the turn. Then he pushed back a snapshot shot sharply, straight in his face, by Idrissa Gueye.

Seconds after Gapko’s goal, Noppert made his best save of the game to protect the lead. He was low to his left, tight against a post, to deny Senegalese substitute Pape Gueye.

Then the goalkeeper joked about being like Van Gaal. “That doesn’t mean he can become a coach,” said the Netherlands boss. “But I understand what he meant.

“He has an open personality, quite direct and straightforward, that’s what he meant but you’re not coached for that, you’re coached for quality. He had to save three balls and he did it perfectly.

The Netherlands created little in the first half and when they broke through the Senegalese defense they were guilty of over-elaboration in front of goal. Gapko chose not to shoot when he was well placed, preferring to cut a square pass to Steven Bergwijn.

But his pass was out of reach for Bergwijn, who started up front with fellow Tottenham misfit Vincent Janssen, who now plays at his Belgium soccer club Royal Antwerp.

A good chance fell on De Jong in the penalty area in the first half but, like Gapko, he too complicated the situation too much. Senegal rushed to recover quickly and oust him as he tried twice to get the ball over his right foot.

Janssen gave way to Depay, who is coming back from a thigh injury and not fit enough to start. With him on and Senegal tiring, Hollande has another attacking dimension.

“Memphis played an important role,” said Van Gaal, adding that his next step was to move to 45 minutes against Ecuador, if he faced no reaction.

Steven Berghuis whistled 20 yards over Mendy’s goal towards the end of the first half and Van Dijk climbed unopposed to meet a corner kick, early in the second, but not high enough to pass the ball and keep his head down.

Noppert held on and Gapko shattered the African champions’ hopes before Klaassen added to their heartbreak.

“We managed the game well,” said Senegal coach Aliou Cissé, who lost Nottingham Forest’s Abdou Diallo and Cheikhou Kouyate to injuries in the second half. “We had a definite plan, pressing them high but eventually tired and had to step back and strengthen in midfield.

“We had counter-attacks and created chances, but we didn’t score. With two players injured and it became a big challenge. We lost a bit of intensity at that point. We are disappointed because we deserved better.

Recap all of Senegal’s action against Holland below.

I’m a huge fan of Zoho. Not just because it moved headquarters to my hometown of Austin, TX, but because I find the value proposition of creating easy-to-use, affordable software for a wide range of functions with cross-integrations potentially disruptive depths for the cloud software industry. . Therefore, I’ve been following Zoho for a while and recently wrote several articles along the way, tracking the progress as Zoho hit the eighty million user mark.

I recently saw a press release announcing 50% year-over-year revenue growth for Zoho’s financial platform, which supports over half a million businesses in 160 country. Fascinated by this recent news, I was delighted to speak with Raju Vegesna, Chief Evangelist at Zoho, to understand the reasons for the parabolic growth of Zoho’s financial platform.

Few financial platforms support growing global companies

Earlier this year, Intuit announced that QuickBooks products would no longer be available in India. Financial software is a market where major vendors are leaving countries, while Zoho is doing the opposite. Why is that?

Zoho’s financial platform includes solutions for accounting, inventory management, travel and expense management, billing and subscription management, and payroll management. The most popular app on the platform is Zoho Books, a cloud-based accounting app. Zoho Books supports 180 currencies and 17 languages ​​and includes a comprehensive global tax engine that enables country-specific tax compliance.

Supporting Zoho Books in multiple countries, each with ever-changing tax and regulatory rules, is a significant effort.

The key to Zoho’s success is due to a combination of three factors: an integrated product strategy with software-as-a-service delivery and a unique Zoho philosophy called transnational localism – more on that later.

A family of apps that work seamlessly

As the business grows, applications are installed to solve specific business problems. Eventually, you end up with a hodgepodge of disparate apps and spreadsheets that don’t talk to each other. Unfortunately, many of us have been there.

That’s why I’m a away guy! A family of applications that work seamlessly is superior to an edge strategy. With disparate apps, the time and money spent on onboarding, maintaining, and getting new versions of apps is reason enough to upgrade to a suite.

The caveat is that the app suite must have an ecosystem to connect to any third-party apps through APIs. Since its inception, Zoho has been building apps on a single platform. The result is a consistent user interface with data integration between apps and an ecosystem of payment gateways, banks, travel partners and shopping carts. Businesses can also connect to third-party applications through APIs and Zoho Marketplace.

In summary, tightly integrated products form a powerful platform for running an entire business.

Only pay for what you use

Zoho adopted the cloud-based software-as-a-service subscription model long before many large enterprises. Zoho saw the ability in the cloud to significantly reduce system management costs and pass the savings on to customers in the form of a lower subscription cost.

With the subscription model, Zoho hosts the apps and makes them available through the internet. For many, it’s an attractive alternative to installing standard software, requiring building a server and installing and configuring the application.

Zoho is making changes, a significant advantage, especially with financial applications that must evolve with new tax and regulatory rules.

Zoho makes it easy for customers to try, buy and implement Zoho solutions, whether single solutions, bundles or the complete Zoho One suite. Customers can upgrade or downgrade editions and licenses at will and without a multi-year contract. Pricing for Zoho Finance Plus starts at $249 per month per organization and includes ten users. Zoho Books starts at $20 per month ($15 if billed annually) per organization.

Think globally, act locally

Transnational localism is Zoho’s secret sauce for successfully collaborating and customizing locally to meet the needs of individual markets. Zoho is trying to solve labor issues related to the rising cost of living, long commutes, and general imbalances between life and work by providing opportunities for people in cities and communities that lack ‘opportunities.

Transnational localism could be a solution to create a balance between working from home and in the office for employees, a challenge for every human resources department today.

Today, there are over twenty small Zoho offices in India. These offices function as hubs where employees collaborate across departments and work areas. New relationships with colleagues have been formed and employees can continue to support local communities. Employees sometimes visit a central campus, but local network and business tools support remote offices. Essentially, Zoho has created a hub and spoke model with a major population center as the hub and rural areas as the radius.

In my backyard in Austin, TX, Zoho has established a hub. Last year, the first spoke office opened in New Braunfels, Texas, an hour from downtown Austin. Shortly after joining the team in New Braunfels, Zoho opened another satellite office in Bastrop, a rural town about 40 minutes southeast of Austin. These two sites have proven that talent is everywhere and that many young people in small towns in the United States are simply looking for an opportunity.

Wrap

The proof is always in the figures: eighty million users, twenty-six years of profitability since its creation and an annual growth of thirty-eight percent in a difficult environment.

Zoho’s approach of providing sophisticated yet easy-to-use software for a wide range of functions, with deep cross-integrations, appeals to many customers. Zoho innovates with a constant stream of new solutions and continuous improvements.

I also learned a new term, “transnational localism”. What I take away is that by integrating a business into a local community, not by selling there but by investing in it, by offering well-paid jobs in areas where they are scarce and by promoting local education, these communities become autonomous, and everyone wins.

Moor Insights & Strategy, like all research and technology industry analytics companies, provides or has provided paid services to technology companies. These services include research, analysis, consulting, consulting, benchmarking, acquisition matching and conference sponsorship. Company has had or currently has paid business relationships with 8×8, Accenture, A10 Networks, Advanced Micro Devices, Amazon, Amazon Web Services, Ambient Scientific, Anuta Networks, Applied Brain Research, Applied Micro, Apstra, Arm, Aruba Networks (now HPE), Atom Computing, AT&T, Aura, Automation Anywhere, AWS, A-10 Strategies, Bitfusion, Blaize, Box, Broadcom, C3.AI, Calix, Campfire, Cisco Systems, Clear Software, Cloudera, Clumio, Cognitive Systems , CompuCom, Cradlepoint, CyberArk, Dell, Dell EMC, Dell Technologies, Diablo Technologies, Dialogue Group, Digital Optics, Dreamium Labs, D-Wave, Echelon, Ericsson, Extreme Networks, Five9, Flex, Foundries.io, Foxconn, Frame ( now VMware), Fujitsu, Gen Z Consortium, Glue Networks, GlobalFoundries, Revolve (now Google), Google Cloud, Graphcore, Groq, Hiregenics, Hotwire Global, HP Inc., Hewlett Packard Enterprise, Honeywell, Huawei Technologies, IBM, Infinidat, Infosys, Inseego, IonQ, IonVR, Inseego, Info sys, Infiot, Intel, Interdigit al, Jabil Circuit, Keysight, Konica Minolta, Lattice Semiconductor, Lenovo, Linux Foundation, Lightbits Labs, LogicMonitor, Luminar, MapBox, Marvell Technology, Mavenir, Marseille Inc, Mayfair Equity, Meraki (Cisco), Merck KGaA, Mesophere, Micron Technology, Microsoft, MiTEL, Mojo Networks, MongoDB, MulteFire Alliance, National Instruments, Neat, NetApp, Nightwatch, NOKIA (Alcatel-Lucent), Nortek, Novumind, NVIDIA, Nutanix, Nuvia (now Qualcomm), onsemi, UNOG, OpenStack Foundation, Oracle, Palo Alto Networks, Panasas, Peraso, Pexip, Pixelworks, Plume Design, PlusAI, Poly (formerly Plantronics), Portworx, Pure Storage, Qualcomm, Quantinuum, Rackspace, Rambus, Rayvolt E-Bikes, Red Hat, Renesas, Residio, Samsung Electronics, Samsung Semi, SAP, SAS, Scale Computing, Schneider Electric, SiFive, Silver Peak (now Aruba-HPE), SkyWorks, SONY Optical Storage, Splunk, Springpath (now Cisco), Spirent, Splunk, Sprint (now T-Mobile), St ratus Technologies, Symantec, Synaptics, Syniverse, Synopsys, Tan ium, Telesign, TE Connectivity, TensTorrent, Tobii Technology, Teradata, T-Mobile, Treasure Data, Twitter, Unity Technologies, UiPath, Verizon Communications, VAST Data, Ventana Micro Systems, Vidyo, VMware, Wave Computing, Wellsmith, Xilinx, Zayo, Zebra, Zededa, Zendesk, Zoho, Zoom and Zscaler. Patrick Moorhead, Founder, CEO and Chief Analyst of Moor Insights & Strategy, is an investor in dMY Technology Group Inc. VI, Dreamium Labs, Groq, Luminar Technologies, MemryX and Movandi.

Patrick Moorhead, Founder, CEO and Chief Analyst of Moor Insights & Strategy, is an investor in dMY Technology Group Inc. VI, Dreamium Labs, Groq, Luminar Technologies, MemryX and Movand

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

By Nikunj Ohri

NEW DELHI (Reuters) – India’s insurance regulator has proposed to the government that insurers be allowed to buy more than 10% of unlisted companies without approval, regulatory and industry sources said, a move that could open new avenues for funding for startups in Asia’s third largest economy.

Currently, the Insurance Regulatory and Development Authority of India (IRDAI) does not allow insurers to invest in unlisted entities without its permission.

IRDAI has sent a proposal to the government to authorize the purchase of more than 10% stake in unlisted companies by insurers, using more than 10% of the funds in their shareholders’ fund, fund policyholders or funds managed by a reinsurance company, according to the two sources, who requested anonymity.

“The Ministry of Finance is considering IRDAI’s suggestion and is looking to make changes to the law,” a source said.

Such a move would potentially unlock billions of dollars for investment in unlisted companies, especially startups that are using technology to bring more people under the insurance net in a country that is one of the most underinsured. in the world.

Easier access to funds would help boost morale in a startup sector that has been hit by the rout in the global tech market.

The change is an attempt to synchronize Indian laws with countries such as South Korea, where insurance companies can own fintech subsidiaries and credit reporting firms, and Canada, which allows insurance players to own bank holding companies.

The Ministry of Finance and IRDAI did not respond to emails seeking comment.

IRDAI’s proposal is based on the recommendation of a working group, which included IRDAI officials and heads of insurance companies.

The change would also allow non-life insurers, who provide health and general insurance policies, to offer additional incentives currently offered by their global peers, such as rewards programs, exclusive lounge access facilities, free entertainment and music.

($1 = 81.9000 Indian rupees)

(Reporting by Nikunj Ohri; Editing by Simon Cameron-Moore)

LONDON: Mohamed Salah scored twice as Liverpool beat Tottenham 2-1 on Sunday to maintain his hexagon on the London club, returning to winning ways after back-to-back Premier League defeats.

Jurgen Klopp’s men started the game 10 points behind fourth-placed Spurs, with questions growing over their ability to even challenge for the Champions League places next season.

But they dominated the competition early on and took the lead in the 11th minute when the impressive Darwin Nunez landed Salah, who fired into the bottom corner.

The visitors’ intensity dropped as the half wore on, but they doubled their lead in the 40th minute when Salah capitalized on a horrific error from Eric Dier, who headed the ball straight into the lane of the Egyptian striker.

Liverpool renew rivalry with Man City after poor start

Harry Kane pulled a goal back in the 70th minute as the decibels rose among the crowd of 62,000 at the Tottenham Hotspur Stadium, but they fell to a third defeat in four league games.

Spurs haven’t beaten Liverpool since 2017 and have now lost seven of the last nine Premier League games between the sides.

The result will add to doubts over the ability of Antonio Conte’s men to compete at the top of the table after yet another damaging defeat to a top-four rival.

Tottenham were missing the services of South Korean forward Son Heung-min, who suffered a fracture around his left eye in his side’s midweek Champions League win over Marseille.

Conte put Ivan Perisic ahead alongside England captain Kane, but the home side were slow to come out of the blocks.

Nunez, marauding down the left side of Liverpool’s attack, tested Spurs keeper Hugo Lloris from a tight angle in just the third minute and fired another wide shot minutes later.

The Uruguayan was Salah’s opener provider, controlling Andrew Robertson’s pass and feeding in Salah, who shot unerringly into the bottom corner.

Tottenham found their feet as the half progressed and were only denied an equalizer when Alisson Becker saved Perisic from close range after a precise cross from Kane.

Midway through the opening period, the home fans demanded a penalty when Ryan Sessegnon fell under a challenge from Trent Alexander-Arnold, but referee Andrew Madley dismissed the claims and VAR did not intervene.

Liverpool, who had lost their previous two Premier League games to Nottingham Forest and Leeds, gave Spurs a mountain to climb by doubling their lead five minutes before half-time.

Becker kicked the ball up the pitch and Dier headed it but horribly mistimed it, straight into the path of Salah, who lifted the ball over Lloris and into the net.

Tottenham came out of the blocks early in the second half.

England defender Dier, desperate to make amends, forced Alisson into a diving save before Perisic rattled the bar.

Klopp’s men remained an occasional threat during the break, but Spurs suddenly looked much more dangerous.

They finally made their pressure count with 20 minutes left when substitute Dejan Kulusevski, who had just been signed, set up Kane, who fired home from a sharp angle.

The England captain fell to the ground after an entanglement with Ibrahima Konate but the referee ignored kick requests.

Spurs centre-back Clement Lenglet headed in close as the minutes ticked away, but Liverpool held on to register their fifth league win of the season.

By Selena Li

HONG KONG (Reuters) – HSBC Holdings’ largest shareholder Ping An on Friday urged the lender to aggressively cut costs by cutting jobs and divesting non-Asian peripheral businesses, the conglomerate’s first such public offering Chinese financier.

The London-based bank, which makes the bulk of its sales and profits in Asia, has been under pressure from Ping An Asset Management (Ping An AM), to explore options, including listing its Asian business for increase yields.

Friday’s statement marks Ping An AM’s first public comments on the matter, three months after HSBC pushed back on separating its Asian operations, saying such a move would mean a potential long-term impact on its credit rating, its tax bill and operating costs.

Ping An AM, a wholly owned unit of Ping An Insurance, said in the statement that the cost cuts were “urgent and absolutely” necessary for HSBC to improve its performance.

In addition to considering layoffs, the bank should also consider cutting the cost of its global headquarters, Ping An AM said, citing its chairman Huang Yong.

“We will support all initiatives, including a spin-off, that are conducive to improving HSBC’s performance and value; we will consider all suggestions that will help HSBC improve its development and operating strategy,” said Ping An AM.

HSBC said in a statement that it had maintained tight cost control by improving efficiency across the organization.

“We remain on track to achieve all of our financial targets, including a return on tangible equity of at least 12%, starting in 2023,” he added.

The bank’s shares were trading up 5%, rebounding from last week’s plunge after HSBC reported a 42% drop in third-quarter profits and said its net interest income in 2023 would be lower than previous forecasts.

“The original suggestion that HSBC should seek to separate some or all of its Asian business from the rest of the group was, in my view, dead on arrival,” said Ian Gordon, banking analyst at Investec.

The story continues

“Having said that, I continue to believe that Ping An can play a useful role in holding HSBC management to account after more than a decade of underperformance.”

Ping An AM urged the bank to consider steps to implement its Asia pivot strategy, including revising its global resource allocation to focus on the region and exiting “underscale” peripheral markets by outside of Asia.

GEOPOLITICAL TENSIONS

The Chinese firm also questioned HSBC’s “global financial and banking model”, saying such a framework was no longer competitive and warned the lender of “cross-border systemic risks and geopolitical tensions”.

“Just divesting a few small markets or businesses won’t fundamentally solve these problems,” the company said.

In a bid to boost returns, HSBC said last month it was considering selling its multibillion-dollar Canada business, one of the country’s biggest international banking brands.

Ping An’s renewed push for a split from HSBC comes nearly two weeks after he appointed Georges Elhedery as chief financial officer in a surprise move that puts him in pole position to possibly succeed Noel Quinn as CEO.

Elhedery will replace Ewen Stevenson, under whose financial leadership HSBC has tried to improve profitability by exiting operations and cutting costs, a task some have questioned whether the successor would be the most adept at.

In his statement, Ping An AM said he would not comment on HSBC’s management, but added that he believed the “CEO evaluation criteria of any company” should be his ability to generate strong performance and long-term shareholder value.

(Reporting by Selena Li in Hong Kong; Additional reporting by Anirudh Saligrama in Bengaluru, Iain Withers and Lawrence White in London; Writing by Sumeet Chatterjee; Editing by Rashmi Aich and Emelia Sithole-Matarise)

Fans traveling to France for our final UEFA Champions League group stage game against Olympique de Marseille on Tuesday 1 November should take note of the following important information…

Kick-off is 9pm local time, 8pm UK time.

Fans are advised not to come to the stadium without a match ticket.

Important and Critical

In preparation for this game and following serious disturbances during the Olympique de Marseille match against Eintracht Frankfurt earlier this season, the Club held several meetings with the regional police chief, other local authorities, Olympique de Marseille and UEFA.

Supporters can expect a hostile environment around this game and should exercise caution at all times in Marseille. The Club urges all supporters to follow the guidelines provided to ensure their safety while in France.

Marseilles

We recommend fans familiarize themselves with the government travel advice for France. Supporters requiring assistance from the British Consulate in Marseille should call +33491157210, which is available 24 hours a day. Alternatively, consular inquiries can be directed to www.gov.uk/contact-consulate-marseille.

The Club Travel Line – 07917 880445 – will be available throughout the day and evening of the match for struggling supporters.

Supporters are advised not to travel to the Old Port area of ​​Marseille during their stay. When visiting other parts of the city, supporters are advised not to wear anything that could identify themselves as Tottenham Hotspur supporters or congregate in large groups.

Street crime, including pickpocketing, can take place in Marseille. Supporters are urged to be vigilant, take reasonable precautions and ensure they have valid travel insurance.

Tuesday, November 1 is a public holiday in France to celebrate All Saints Day. While the majority of public facilities will be closed, bars and restaurants will be open.

The official currency of France is the Euro.

Traffic order

A local traffic order will be in place prohibiting “anyone claiming to be or acting as a Tottenham Hotspur supporter” from driving and parking vehicles at the following times in specific areas:

12 p.m. Monday October 31 – 2 a.m. Tuesday November 1

• 1^st2^n/a6^e and 7^e districts of Marseille

10 a.m. – 11:59 p.m. on Tuesday, November 1

• Schloesing Boulevard,
• Sainte-Marguerite Boulevard,
• Avenue Jean Bouin,
• Boulevard Ganai,
• Boulevard Michelet,
• Boulevard Barral,
• Mazargues Avenue,
• Prado Avenue,
• Rue Jean Mermoz,
• Boulevard Lord Duveen,
• Prado Avenue,
• Leuven Boulevard,
• Rue du Rouet,
• Boulevard Rabatau to Boulevard Schloesing

Covid-19 advice

There are no Covid-19 entry requirements for France and it is no longer compulsory to wear a face covering on public transport.

More information on Covid-19 in France, including how to book a test, can be found here: https://www.gov.uk/foreign-travel-advice/france/coronavirus

Passport validity

Supporters are advised that passports must have been issued less than 10 years before the date of entry into France (check the ‘date of issue’) and be valid for at least three months after the day of departure (check the ‘date of issue’). ‘expiration’) .

Passports issued before October 1, 2018 may have additional months added to their expiry date which will not be valid when traveling to the EU. Supporters are advised to check that their passport meets these requirements before travelling.

Getting to the stadium

Local authorities require all Tottenham Hotspur supporters with tickets in the visitors’ section to use a free bus service from Place de la Joliette in the La Joliette sector of the city. Accessible buses will take fans directly to the turnstiles in the visitors’ section, which are located inside the stadium.

La Joliette has bars and restaurants where supporters can sit on match day, before the start of the bus service. Additional toilets, catering outlets and a DJ will be provided at Place de la Joliette, which will welcome supporters from 11 a.m.

For security reasons, fans with tickets in the visitor’s area should not take any alternative means of transport to the stadium under any circumstances.

The buses will travel in several convoys with police escort and the first convoy will start boarding the buses at 4pm, so supporters are advised to be at the starting point before this time.

Fans will have their match tickets checked before boarding the buses and can bring food and drink with them for the journey. Please note that it is forbidden to bring food and drink into the stadium.

At Orange Velodrome

The stadium will be open to visiting supporters upon their arrival.

When exiting the buses, supporters will have their tickets checked and will undergo a body search on arrival. No identity check will be requested at the entrance to the stadium.

The visitors’ section is seated and located in the Jean Bouin Tribune on the west side of the stadium.

Tottenham Hotspur stewards will be present at the entrance and inside the stadium, designated as support for visiting supporters.

Safety nets are in place throughout the visiting area.

Supporters with Category 1 tickets

Category 1 tickets are located in blocks S and T of the Tribune Jean Bouin on the west side of the stadium. In accordance with UEFA requirements, Category 1 tickets are located in the hospitality section of the stadium. Supporters are reminded not to wear anything that identifies them as Tottenham Hotspur supporters.

Information regarding travel to the stadium will be sent directly to supporters.

Accessibility

Wheelchair spaces are located on a designated platform in the visitors’ section. Some PA seats are located in a row directly in front of the designated platform.

Tottenham Hotspur Access stewards will be present in the area.

Comprehensive, personalized travel advice will be sent directly to all disabled supporters, including a recommended route to the stadium.

Ticket collections

Supporters requiring duplicate tickets can request them by email ticket.office@tottenhamhotspur.com. Details of where duplicate tickets can be collected before traveling to the stadium will be provided.

Alcohol

Following a request from the Club, Olympique de Marseille will make alcohol available to visiting supporters in the stadium.

Bag policy

Only small women’s bags and purses will be allowed in the stadium. A bag storage facility is located next to the visitor turnstiles for anyone with a larger bag.

Flags and banners

Flags and banners are permitted and will require prior authorization from Olympique de Marseille. To obtain permission, supporters must send a photo of their flag with its dimensions and fire safety certificate to supporterservices@tottenhamhotspur.com.

The flags will be checked by the Olympique de Marseille stewards before admission. Tottenham Hotspur stewards will be on hand to provide support if needed.

Supporters are reminded that the club’s own Flags and Banners Policy is on duty during away matches.

Payments

Kiosks will accept card and cash payments for food and beverages.

Prohibited objects

Will not be allowed in the stadium:

• Air horns
• Alcoholic beverages
• Animals
• Bags (see above for bag policy)
• Banners/flags with offensive, politically racist, xenophobic, ideological, philosophical or commercial messages
• Battery / power bank
• bottles
• Cans
• Eyeglasses
• Helmets
• Knives
• Laser pointers
• Long umbrellas
• Pyrotechnics and explosive materials
• Safety shoes
• Tools
• Video cameras
• Weapons

Fans will not be allowed to bring a battery/power bank into the stadium.

A bag drop facility next to the visitor turnstiles will be in operation and fans can leave batteries/power benches there to collect after the match.

Leaving the stadium

Fans will be kept in the stadium for at least 30 minutes after the final whistle for security reasons. Access to washrooms and food and beverage kiosks will be available during this time. Supporters are politely asked to remain patient until they are cleared to leave.

Buses will bring supporters back to La Joliette at the stadium exit. The Marseille metro network closes at 12:30 a.m. Supporters requiring onward transport after this point are advised to use Uber or local taxis to reach their final destination.

respect the spurs

We are proud of our superb and loyal support at home and abroad. We all have a responsibility to act as ambassadors of Tottenham Hotspur Football Club and to act as considerate visitors to those who live and work in the cities and countries we visit. Please respect local customs and traditions by not placing flags or banners on local statues or monuments.

We recognize that most fans want to watch a football match and not listen to abusive or indecent talk in the stands. Discriminatory behavior that includes shouting, chanting or actions such as racist, xenophobic, bigoted, homophobic, sexist or anti-disability behavior is unacceptable.

If you witness incidents like these, please notify a steward immediately.

The Club reserves the right to indefinitely ban supporters found guilty of using discriminatory language.

Unauthorized use of tickets

Fans are reminded that the unauthorized resale or transmission of tickets is strictly prohibited. In agreement with the Club Sanctions and Bans Policysupporters selling away match tickets above face value will receive an indefinite ban and a deduction of all ticketing points.

Fans who forward away tickets of equal or lesser value will receive a written warning and a 50% reduction in ticketing points.

It is not controversial to say that the cloud space has many players coming from different angles. Of course, there are leaders the size of the public cloud—Azure, AWS, Oracle, and Google Cloud—that primarily take a horizontal approach. But, in typical market fashion, we’re seeing more entrants, with more specialization and differentiation, as the cloud industry continues to mature. IBM is on a very vertical cloud path, focusing on the deep needs of industries like financial services.

I’ve followed IBM’s cloud efforts with interest since the company purchased SoftLayer, a horizontal public cloud platform, in 2013. The following year, IBM launched its Bluemix Cloud platform, based on the SoftLayer framework. Finally, in 2017, IBM renamed Bluemix to IBM Cloud. Since then, IBM Cloud has taken a primarily vertical, partner-driven approach to the market, often strategically partnering with other public clouds to deliver differentiated solutions to its customers. This approach may have partially obscured IBM Cloud’s accomplishments, many of which come from banking and other highly regulated industries. It’s no surprise to me that these are the areas that IBM Cloud has invested in, given IBM’s long history of working with industries that require strict levels of compliance and security (e.g. financial services and government organizations).

IBM Cloud took a few hits earlier in 2021 with the emergence of customer complaints about platform resiliency. However, I think the company has done a great job of owning up to its mistakes and has come a long way to address the issues raised by critics. We recently had IBM Cloud General Manager of Delivery and Operations, Alan Peacock, for a chat on the Six Five Insider podcast, which I host with my colleague Daniel Newman from Futurum Research. We took the opportunity to talk about IBM Cloud, the growth it is seeing, and the company’s commitment to security and compliance for the high-stakes industries it serves. Peacock’s perspective is unique and valuable, given that he spent a career in the financial services industry before landing at IBM. Today, I’d like to share some insights from that conversation.

When failure is not an option

In Peacock’s words, IBM Cloud’s mission is to be “the most secure, stable, and resilient cloud on the planet.” Clients have chosen to run their businesses on IBM’s platform, making IBM an essential part of their business. With such an arrangement, any downtime from IBM could be disastrous for its customers.

The foundation of IBM Cloud’s resiliency, as the company puts it, is its Multi-Zone Regions (MZRs). By design, these MZRs limit the adverse effects of any failure to a single data center instead of affecting all areas and shutdown crushing operations. In this way, IBM has built resilience into the very core of its architecture.

In addition to this, IBM has improved its cloud infrastructure to reduce the number of Severity 1 incidents. Additionally, the company has made improvements to its observability stack and improves procedures to mitigate the impact of changes. These updates include, but are not limited to, the implementation of an “aggressive” currency policy on all components, optimization of network paths and routing policies, changes to the control plane configuration, improved operating procedures for autoscaling services, and continued enhancements to deployment automation capabilities. . As of August 2022, these changes would have resulted in a 90% reduction in Severity 1 incidents and an 87% improvement in overall disruption time compared to the previous year. These are remarkable improvements. You can see more details here.

Now that we’ve talked about resiliency, I’d like to focus on what I think is IBM’s most advanced vertical, partner-led Cloud, its Financial Services Cloud.

IBM Cloud for Financial Services

Digging a little deeper, some of IBM Cloud’s most compelling advancements revolve around its IBM Cloud for Financial Services offering. Specifically, Peacock cited IBM’s Cloud Security and Compliance Center as a key differentiator. The Cloud Security and Compliance Center provides customers with a tool to manage their cloud resource configurations and centrally manage their compliance with organizational and regulatory guidelines. According to IBM, these capabilities enable customers in particularly demanding industries (e.g., finance, telecommunications, government, healthcare) to better manage the tasks typically required to ensure security and compliance, thereby accelerating their migrations to the cloud. . Notably, the Cloud Security and Compliance Center works on all cloud platforms, but with deeper capabilities on IBM Cloud.

Another big differentiator of IBM Cloud for Financial Services is the framework it provides for third-party software vendors to assess and certify their ISV products prior to deployment on IBM Cloud. According to Peacock, the accountability and transparency this provides allows for much faster and safer consumption of these products on the platform.

Wrap

Cloud migrations can be risky and daunting for any business, not to mention the highly regulated ones that IBM Cloud primarily serves. I left the conversation with a renewed appreciation for how IBM built resilience and redundancy into its foundation. Plus, with solutions like the Security & Compliance Center, IBM Cloud for Financial Services, and its Validation Framework for 3^rd and 4^e software developers, IBM has prioritized reducing risk and simplifying the cloud migration process for these industries. Peacock insisted the work doesn’t stop there. IBM will continue to focus on design, process, tooling and management improvements that will reduce incident volume, impact and response/recovery times. In time, I think we’ll see the success of IBM Cloud resonate and spread to an even broader set of industries.

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

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Patrick Moorhead, Founder, CEO and Chief Analyst of Moor Insights & Strategy, is an investor in dMY Technology Group Inc. VI, Dreamium Labs, Groq, Luminar Technologies, MemryX and Movand

Oracle’s CloudWorld conference was held in Las Vegas last week and virtually around the world. Among the plethora of announcements and press releases accompanying this event, one announcement stood out to me as an absolute game-changer – Oracle called it B2B Commerce. B2B Commerce is a simple way to do business with a network of external service providers such as banks, insurers, shippers, etc. I had the chance to sit down with Natalia Rachelson, Group Vice President, Outbound Product Management, Cloud Applications at Oracle, to better understand and confirm my gut feeling that the B2B Commerce announcement is a big deal for customers.

Extension of Oracle applications through partners

Oracle Cloud Applications is a suite of software-as-a-service (SaaS) applications designed to reside in the cloud. SaaS as a cloud-based software delivery model means that all users have access to application software and automatic software updates over the Internet on a pay-as-you-go basis.

Oracle Cloud Applications covers the full range of critical business functions, from enterprise resource planning (ERP), supply chain management (SCM), and human capital management (HCM) to advertising and to the customer experience.

Oracle B2B Commerce is a new set of services available to all Oracle Cloud Applications Suite customers. The new services will integrate and automate end-to-end business-to-business (B2B) transactions.

B2B e-commerce is, at best, semi-automated

Typically, finance will submit a request to IT for a new integration between the company’s ERP solution and the new bank. The standard response has been to build an adapter, a bespoke process that could take four to eight weeks. Most companies work with many banks, so duplicating a custom in-house solution becomes a huge effort for any IT department.

In most B2B transactions today, there is an overall disparity in systems, data, and processes, which leads to complexity and inefficiencies. Think of any large B2B transaction. Such transactions will involve purchase order, purchase order, loan documentation and payment from different departments that might use other systems.

Inaugural partnerships – JPMorgan and FedEx

Oracle announced two inaugural partnerships with JPMorgan and FedEx.

Integration with JP Morgan Payments systems will allow Oracle Cloud ERP customers direct access to a range of native banking services, including fully automated end-to-end payment processing, credit card processing, company with contactless expense reports and cash forecasts.

Oracle B2B Commerce will simplify expense reporting with a touchless mobile experience. When employees use the new Oracle JP Morgan Corporate Card, resulting business expenses are recorded, itemized, and audited automatically in the Oracle Cloud ERP expense system, eliminating cumbersome reporting and accelerating approvals and payments .

Oracle Cloud ERP gives businesses a real-time view of banks’ cash and investment positions. Yet Oracle B2B Commerce can improve cash forecasting by combining the data with information from other ongoing transactions. Previously, clients had to manually collect data from disparate systems, so cash forecasts were often out of date by the time the data was available.

Oracle provided turnkey connectivity and integration with JP Morgan Payments, dramatically reducing setup, configuration, and technical complexity for payments. Customers can integrate parts of the JP Morgan Payments offering, get up and running in Cloud ERP in hours, and eliminate weeks of technical integration work during implementation.

Fully automated end-to-end payment processing maximizes efficiency in fund collection, cash disbursement and credit card processing. Additionally, real-time cash positions enable timely and predictive cash forecasting.

When a charge is made to a JP Morgan corporate card, authorization data is sent in near real time so that business expenses are recorded, itemized and audited automatically; this eliminates the tedious filing of expense reports, streamlines approvals, and helps expedite reimbursement.

Employees will have a contactless mobile experience that will reduce reimbursement cycles. The fee notification will go to the employee’s phone. If the amount is within company policy, no action is required. A substantive process for reimbursement is automatic.

The FedEx integration still seemed to be in the planning phase. The FedEx Compatible program will provide Oracle Cloud ERP customers with access to native onboarding, real-time quoting, shipping, and tracking capabilities.

Going forward, the integration will offer advanced features to help optimize logistics operations to reduce delivery costs and improve performance.

FedEx and JP Morgan are just the beginning of a long line of ecosystem partners. I expect new partners on a quarterly basis.

Wrap

The business-to-consumer (B2C) experiences we enjoy every day have changed business-to-business (B2B) expectations and collaboration expectations with suppliers and partners. Right now, the B2B experience is sorely lacking, and Oracle is moving with B2B Commerce to change the status quo.

Connecting trading partners enables real-time exchange of information, reduces misunderstandings and errors, and improves efficiency. The back-end ERP system becomes the platform that connects the front-end commerce ecosystem, such as service providers, banks, logistics, insurance companies, etc.

The current customer base is forty thousand companies through Oracle Fusion and NetSuite. Any customer in this ecosystem can connect directly to JP Morgan at the push of a button within hours.

Oracle plans to add more banks in the future, providing access to account balances, cash disbursements, receipts, and the ability to make accurate cash flow forecasts and projections.

With this initiative, Oracle is reducing the cost of doing business and enabling efficiencies. The result will be a better customer and employee experience and the ability for service providers to innovate with new offerings.

As Natalia Rachelson said, “Ultimately it’s about enabling ecosystem partners to deliver new solutions to the common customer base.” I look forward to following Oracle’s progress in building the ecosystem.

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

Moor Insights & Strategy, like all research and technology industry analytics companies, provides or has provided paid services to technology companies. These services include research, analysis, consulting, consulting, benchmarking, acquisition matching and conference sponsorship. Company has had or currently has paid business relationships with 8×8, Accenture, A10 Networks, Advanced Micro Devices, Amazon, Amazon Web Services, Ambient Scientific, Anuta Networks, Applied Brain Research, Applied Micro, Apstra, Arm, Aruba Networks (now HPE), Atom Computing, AT&T, Aura, Automation Anywhere, AWS, A-10 Strategies, Bitfusion, Blaize, Box, Broadcom, C3.AI, Calix, Campfire, Cisco Systems, Clear Software, Cloudera, Clumio, Cognitive Systems , CompuCom, Cradlepoint, CyberArk, Dell, Dell EMC, Dell Technologies, Diablo Technologies, Dialogue Group, Digital Optics, Dreamium Labs, D-Wave, Echelon, Ericsson, Extreme Networks, Five9, Flex, Foundries.io, Foxconn, Frame ( now VMware), Fujitsu, Gen Z Consortium, Glue Networks, GlobalFoundries, Revolve (now Google), Google Cloud, Graphcore, Groq, Hiregenics, Hotwire Global, HP Inc., Hewlett Packard Enterprise, Honeywell, Huawei Technologies, IBM, Infinidat, Infosys, Inseego, IonQ, IonVR, Inseego, Info sys, Infiot, Intel, Interdigit al, Jabil Circuit, Keysight, Konica Minolta, Lattice Semiconductor, Lenovo, Linux Foundation, Lightbits Labs, LogicMonitor, Luminar, MapBox, Marvell Technology, Mavenir, Marseille Inc, Mayfair Equity, Meraki (Cisco), Merck KGaA, Mesophere, Micron Technology, Microsoft, MiTEL, Mojo Networks, MongoDB, MulteFire Alliance, National Instruments, Neat, NetApp, Nightwatch, NOKIA (Alcatel-Lucent), Nortek, Novumind, NVIDIA, Nutanix, Nuvia (now Qualcomm), onsemi, UNOG, OpenStack Foundation, Oracle, Palo Alto Networks, Panasas, Peraso, Pexip, Pixelworks, Plume Design, PlusAI, Poly (formerly Plantronics), Portworx, Pure Storage, Qualcomm, Quantinuum, Rackspace, Rambus, Rayvolt E-Bikes, Red Hat, Renesas, Residio, Samsung Electronics, Samsung Semi, SAP, SAS, Scale Computing, Schneider Electric, SiFive, Silver Peak (now Aruba-HPE), SkyWorks, SONY Optical Storage, Splunk, Springpath (now Cisco), Spirent, Splunk, Sprint (now T-Mobile), St ratus Technologies, Symantec, Synaptics, Syniverse, Synopsys, Tan ium, Telesign, TE Connectivity, TensTorrent, Tobii Technology, Teradata, T-Mobile, Treasure Data, Twitter, Unity Technologies, UiPath, Verizon Communications, VAST Data, Ventana Micro Systems, Vidyo, VMware, Wave Computing, Wellsmith, Xilinx, Zayo, Zebra, Zededa, Zendesk, Zoho, Zoom and Zscaler. Patrick Moorhead, Founder, CEO and Chief Analyst of Moor Insights & Strategy, is an investor in dMY Technology Group Inc. VI, Dreamium Labs, Groq, Luminar Technologies, MemryX and Movandi.

Patrick Moorhead, Founder, CEO and Chief Analyst of Moor Insights & Strategy, is an investor in dMY Technology Group Inc. VI, Dreamium Labs, Groq, Luminar Technologies, MemryX and Movand

Manchester United star Diogo Dalot is reportedly a transfer target for Real Madrid – and that means he could follow in the footsteps of David Beckham, Ruud van Nistelrooy and Cristiano Ronaldo in leaving Old Trafford for the Bernabeu. The Portugal international has been in fine form under Erik ten Hag so far this season. However, even if so, there are still doubts over his long-term future at the club.

Manchester United signed Dalot in the 2018 summer transfer window when Jose Mourinho ruled the club.

But it’s only been in the past 12 months that the Portugal international has performed well, with the right-back now firmly ahead of Aaron Wan-Bissaka in the Ten Hag pecking order.

United want to tie the player down to a new contract but, according to The Mirror, Dalot are currently unwilling to renew.

It has put Real Madrid on red alert, with the La Liga and Champions League winners considering a move at a time when Joao Cancelo is beyond their reach.

Carlo Ancelotti’s side are watching Cancelo, who has become a cult hero at Manchester City in the years since joining from Valencia.

But with City making it clear that the Portugal international will not be allowed to leave the Etihad Stadium, they are now targeting a deal for Dalot.

Man Utd Transfers: Plans for next three signings are overwhelming for Solskjaer

Speaking recently, Ten Hag hailed Dalot for the way he was currently playing for United.

“It’s very good. I really like the dynamic he shows, not just in training but in general,” he said.

“Very demanding, pays a lot of attention to detail, which is good, and to small details that can make a difference in the long run.

“We want to build a team with players, with staff, build something very good between us, and then do our job on the pitch and win games.”

Dalot himself recently opened up about how United regained their mojo following their 6-3 loss to Manchester City earlier in the month.

“It didn’t hurt. I think that should be the standard for this club,” he said.

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“If you play for Manchester United, you have to believe in every game.

“You also have to have confidence, but you have to take responsibility to play for the biggest club in the world.

“It has to be normal for us, but in a good way – not being overwhelmed by it, but taking it as a responsibility.

“That has to be the norm for every player, not just for the fans, because they always demand everything, but for us too, we have to demand it.

“After a defeat like City it’s always difficult, but it’s time to take responsibility and improve in some aspects, which we have to do for the rest of the season.”

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PARIS, Oct 19 (Reuters) – German drugmaker Merck KGaA (MRCG.DE) said on Wednesday it had been formally investigated by a French court for possibly publishing misleading information about its drug for thyroid Levothyrox.

The ruling by a judge in the French city of Marseille did not in any way concern the new formula of the Levothyrox product, but the way the company provided information when switching from the old to the new formula, Merck said in a statement.

He is part of criminal proceedings launched in March 2018.

Merck has already been convicted in civil litigation for failing to provide enough information when changing drug formulas.

Mario-Pierre Stasi, Merck’s attorney, said Wednesday that the company would continue to cooperate with authorities on the matter and that full legal proceedings should be able to take their course.

Merck also confirmed that the Marseilles judge had placed the company under judicial supervision, asking it to post a bond of 4.3 million euros and to provide a bank guarantee of up to 7 million euros, which his lawyer called it “totally unwarranted”.

In March 2022, France‘s highest court, the Cour de Cassation, upheld a 2020 Lyon Court of Appeal ruling ordering Merck to pay 1,000 euros ($982.30) each to compensate more than 3,300 people. suffering from thyroid problems in France after changing the formula of the drug. in 2017.

The plaintiffs had accused Merck of not providing enough information regarding the changes to the product.

They had said that Merck’s decision to remove lactose from the drug to make it easier to handle had led to side effects such as memory loss, weight gain and palpitations.

($1 = 1.0180 euros)

(The photo filed for this story has been corrected with the correct logo)

Reporting by Sudip Kar-Gupta, Dominique Vidalon and Myriam Rivet; Editing by Dominique Vidalon, Jan Harvey and Tomasz Janowski

Our standards: The Thomson Reuters Trust Principles.