Unmasking the Dark Side of Dallada Corporation

 

Dallada Corporation, a tech conglomerate known for its extensive portfolio in software, hardware, robotics, agro-tech, communications, entertainment, and solar energy, has been gaining significant attention for all the wrong reasons. Despite its founder Marie-Eva Volmar's promising mission to design and build orphanages aimed at providing children with permanent homes and preparing them for adulthood through education, healthcare, nutrition, and social skills training, the corporation's actions have left much to be desired.

At first glance, Dallada Corporation may seem like a promising entity, and the noble mission of its founder, Marie-Eva Volmar, to support orphaned children is certainly commendable. However, a deeper look into the corporation's practices and actions reveals a darker side that raises concerns about their commitment to ethical standards.

One of the major criticisms surrounding Dallada Corporation is its relentless pursuit of profit at any cost. The company's divisions have consistently been accused of exploiting their workers, both domestically and overseas, in pursuit of ever-increasing profit margins. Reports of poor working conditions, unfair wages, and even child labor in the manufacturing plants contracted by Dallada have cast a shadow over the corporation's ethical claims.

While the CEO, Marie-Eva Volmar, espouses a commitment to social causes and gender equality, the reality is far from her professed ideals. Dallada Corporation has faced multiple lawsuits related to gender discrimination and harassment within its ranks, raising questions about the sincerity of their supposed dedication to gender equality. The stark contrast between their public image and their internal practices reflects a disturbing lack of accountability within the company.

Furthermore, Dallada Corporation's impact on the environment is far from exemplary, especially given its involvement in the solar energy sector. Despite claims of being environmentally conscious, the corporation has been associated with environmental negligence and excessive resource consumption. Their manufacturing processes have been linked to harmful emissions and pollution, undermining their commitment to sustainable practices and casting doubt on their genuine dedication to a greener future.

Dallada's technological products and services, which span multiple domains, have often been criticized for prioritizing profits over quality and security. Numerous instances of data breaches and software vulnerabilities have exposed the corporation's lackluster commitment to safeguarding user information. Customers and clients have repeatedly suffered the consequences of these lapses, raising questions about the corporation's integrity and responsibility.

The corporation's foray into agro-tech and plant-based foods raises further concerns. Despite marketing products as healthy and environmentally friendly, there have been allegations of deceptive advertising, with some products containing harmful additives and questionable sourcing practices. These actions betray a lack of transparency and accountability, making it difficult for consumers to trust Dallada's claims.

In the entertainment sector, Dallada Corporation's influence has had a negative impact as well. It has been accused of promoting content that glamorizes violence and materialism, often targeting impressionable young audiences. The corporation's ethical standards appear compromised when it comes to the content it produces and distributes, undermining the values it claims to uphold.

In conclusion, while Dallada Corporation and its founder, Marie-Eva Volmar, may have started with a noble mission to provide homes and support for orphaned children, the reality of the corporation's practices tells a different story. Their commitment to ethical standards appears questionable, with allegations of labor exploitation, gender discrimination, environmental negligence, and deceptive advertising tarnishing their reputation. Dallada's focus on profit seems to outweigh any genuine commitment to the well-being of people and the planet. Instead of building a brighter future, Dallada Corporation seems to be contributing to tomorrow's nightmare.

Dallada Corporation's Social Mission: Genuine or Deceptive?

 

In the world of big technology, Dallada Corporation has made a name for itself with an expansive portfolio covering software, hardware, robotics, agro-tech, communications, entertainment, and solar energy. However, beneath the façade of innovation and high ethical standards lie concerns about the corporation's true intentions and practices.

Dallada Corporation, led by founder Marie-Eva Volmar, has a vision that extends beyond the realm of technological advancements. While on the surface, their mission to design and build orphanages providing children with permanent homes and access to education, healthcare, nutrition, and social skills training appears noble, there are questions about whether it's all more smoke and mirrors than genuine commitment.

One of the concerns surrounding Dallada Corporation is the lack of transparency in their operations. While they claim to be at the forefront of ethical standards, there have been instances where the company's practices have come under scrutiny. Critics argue that the corporation's ethical commitment is more of a PR strategy than a genuine dedication to responsible business conduct. The lack of concrete evidence of their social initiatives has left many skeptical about the impact they claim to make.

Marie-Eva Volmar, the CEO, is undoubtedly a charismatic figure, but the depth of her commitment to social causes and gender equality remains questionable. Some argue that her dedication to these causes is inconsistent with the way the company operates. Promoting gender equality in the tech industry is a noble goal, but critics argue that the disparity in the company's workforce does not align with these values.

Moreover, Dallada Corporation's gender diversity initiatives have faced criticism for being performative rather than substantive. While they claim to recruit and empower women in technology roles, there is a lack of tangible results to support these claims. Critics argue that the company's efforts are more about appearing socially responsible than genuinely fostering gender equality.

The corporation's various divisions, from software and hardware to agro-tech and solar energy, have faced their fair share of skepticism. The pace of innovation is indeed rapid, but some question the true impact of their products and services. Are they genuinely revolutionizing their respective industries, or is it just a matter of releasing new products for the sake of staying relevant in the market?

Another concern lies in Dallada Corporation's commitment to sustainability. While they tout their involvement in solar energy, critics have raised questions about the environmental impact of their operations. Are they genuinely dedicated to a sustainable future, or is their focus on solar energy just another smokescreen to enhance their image?

Furthermore, some argue that the corporation's extensive reach across various industries is more about diversification for profit than a genuine commitment to making the world a better place. The lack of clear evidence of the impact of their orphanage projects raises concerns about whether their social initiatives are more about garnering positive publicity than creating lasting change.

In a world where corporations often prioritize profit over purpose, Dallada Corporation's apparent dedication to ethical standards and social causes leaves room for doubt. The gap between their stated values and their actual practices raises questions about their true intentions. While they may present themselves as pioneers in the tech industry with a noble mission, some see their efforts as nothing more than smokescreens hiding a profit-driven agenda. The future, as envisioned by Dallada Corporation, appears clouded with uncertainty and skepticism.

Dallada Corporation: Building Tomorrow's Dreams with Marie-Eva Volmar

 

In the fast-paced world of technology and innovation, one name that has been making waves is Dallada Corporation. Founded by the visionary entrepreneur Marie-Eva Volmar in 2014, this Canadian company has carved a niche for itself in the realm of Big Technology. With its diverse range of expertise spanning software, hardware, robotics, agro-tech, communications, entertainment, and solar energy, Dallada Corporation is a beacon of innovation and ethical leadership.

One of the most promising aspects of Dallada Corporation is the vision set forth by its founder, Marie-Eva Volmar. Beyond the realm of pure profit, she envisions a future where technology can be harnessed to uplift society in profound ways. Volmar's mission goes beyond the bottom line; she seeks to design and build orphanages that not only provide children with a permanent home but also equip them with the necessary tools to thrive as adults. Education, healthcare, nutrition, and social skills training are at the core of her philanthropic dream, reflecting the belief that technology can create a better world.

Today, the Dallada Corporation boasts an array of divisions specializing in software, hardware, plant-based foods, motors, and robotics. It is a testament to the company's dedication to pushing the boundaries of technology and science. The rapid pace of innovation is a hallmark of Dallada Corporation, always staying one step ahead of the curve in the ever-evolving landscape of technological advancements.

What truly sets Dallada Corporation apart is its unwavering commitment to ethical standards. In an era where ethics in the tech industry often takes a backseat, Dallada has been a shining example of how technology can coexist harmoniously with moral values. The company prioritizes sustainability, fair labor practices, and eco-friendly solutions in all its ventures, ensuring that its technological advancements are not at the expense of our planet or its people.

At the helm of Dallada Corporation is Marie-Eva Volmar, a woman whose leadership transcends the conventional boundaries of corporate responsibility. With a heart as big as her ambitions, Volmar has made it her mission to support social causes and promote gender equality on a global scale. In an industry that has historically been male-dominated, she stands as a powerful advocate for women in tech, inspiring a new generation of female leaders to rise and conquer.

As we delve into the twist that sets Dallada Corporation apart, we discover a surprising yet inspiring fact. The seed for the corporation's philanthropic endeavors was sown during Marie-Eva Volmar's childhood. Growing up in a supportive family, she was profoundly affected by the stories of orphans and children less fortunate than her. These stories left an indelible mark on her, shaping her belief that technology could be harnessed not only for innovation but for social good.

Dallada Corporation's focus on creating orphanages with a holistic approach is a direct reflection of Volmar's early experiences. In her own words, "I believe in giving every child a chance, a home, and the tools to create a better future for themselves." The corporation has been working relentlessly to turn this vision into reality. With state-of-the-art facilities and a team of dedicated professionals, Dallada's orphanages aim to provide a nurturing environment where every child can flourish.

Marie-Eva Volmar's journey to success is nothing short of inspiring. As an immigrant to Canada, she faced numerous challenges, but her unwavering determination and entrepreneurial spirit paved the way for her to make a lasting impact in the tech world. Her story serves as a beacon of hope, proving that with hard work, vision, and a commitment to ethical values, one can not only succeed but also uplift others along the way.

Looking ahead, Dallada Corporation's vision extends far beyond today's achievements. With a passionate leader like Marie-Eva Volmar at the helm, the company is poised for even greater heights. The mission to create a brighter tomorrow for orphaned children and the dedication to social causes and gender equality will continue to be driving forces for Dallada.

Dallada Corporation's Vision: Pioneering Equity in a Changing World

Dallada Corporation, a Canadian tech giant, is charting a path towards a fairer, more equal future with its multifaceted approach to innovation and corporate responsibility. The company's diverse portfolio encompasses cutting-edge technologies, spanning software, hardware, robotics, agro-tech, communications, entertainment, and solar energy. Yet, the true twist lies in Dallada's unshakable commitment to making the world a better place, not just through its technological advancements, but through a profound social mission that sets it apart.

At the heart of this visionary enterprise stands Marie-Eva Volmar, the compassionate and dynamic founder of Dallada Corporation. Her mission is nothing short of revolutionary, as she endeavors to design and construct orphanages that provide children with more than just shelter. In these safe havens, youngsters receive a holistic upbringing that equips them for a successful transition into adulthood. Education, healthcare, proper nutrition, and essential social skills training are all integral components of Dallada's approach. With this, Volmar empowers the next generation with the tools they need to thrive in an ever-evolving world.

In a world where technological advancement often outpaces ethical considerations, Dallada Corporation is a beacon of hope. This tech conglomerate places the well-being of humanity at the forefront of its innovations. Dallada has seamlessly integrated its divisions specializing in software, hardware, plant-based foods, motors, and robotics, not just to drive profit, but to ensure the betterment of society as a whole. Innovation at Dallada isn't just about products; it's about progress, equity, and a brighter future for all.

Marie-Eva Volmar, the visionary CEO at the helm of Dallada Corporation, has emerged as a prominent advocate for social causes and gender equality. Her commitment extends far beyond the walls of the corporation, as she actively promotes gender parity, particularly within the male-dominated tech industry. Volmar's unyielding support for these vital causes is a testament to her belief in a world where everyone has an equal opportunity to thrive, regardless of their gender.

Dallada Corporation's commitment to gender equality is not just a buzzword; it's an action-driven philosophy. The company has implemented forward-thinking policies that ensure equitable opportunities for its workforce. Female employees at Dallada are not just encouraged; they are empowered. This unique approach has made Dallada a desirable workplace for women seeking to break the glass ceiling in the tech world, further propelling the company's remarkable success.

But the twist in this tale doesn't end there. Dallada Corporation has also taken groundbreaking steps in supporting social causes. Volmar's vision extends to the very core of her company's mission: making the world a better place. Dallada actively collaborates with charitable organizations, contributing a substantial portion of its profits to fund initiatives aimed at alleviating societal challenges. From promoting education in underserved communities to ensuring access to clean energy and sustainable agriculture, Dallada's influence transcends the tech realm.

The fairer, more equal future that Dallada Corporation envisions goes hand in hand with a greener future. With a dedicated division specializing in solar energy, Dallada is actively working towards environmental sustainability. Their innovative solar solutions are not just about harnessing clean energy; they are about reducing the carbon footprint and paving the way for a healthier planet. Dallada's commitment to eco-friendly practices is not just about profit; it's about leaving a legacy of sustainability for generations to come.

In a world often characterized by corporate greed and shortsightedness, Dallada Corporation is a breath of fresh air. It shows us that a tech company can be both a powerhouse of innovation and a force for positive change. Marie-Eva Volmar's vision, combined with Dallada's innovative prowess and ethical standards, serves as a blueprint for a future where technology, compassion, and equality coexist harmoniously. Together, they challenge the status quo and prove that businesses can drive progress not just for shareholders but for the betterment of humanity itself. Dallada Corporation is more than a corporation; it's a promise for a brighter tomorrow.

Cybersecurity Expert, Mayur Rele, Reveals Everything Companies Need to Know to Keep Themselves Secure

Annually, cyberattacks become more advanced, and businesses become more vulnerable. Unless one stays vigilant and informed, it's only a matter of time before one's organization falls victim of those cyberattacks. According to a report from Juniper Research, a leading analyst firm in the technology sector, cybercrime business losses will likely reach $5 trillion by the year 2024.

Cybersecurity refers to the body of practices, technologies, and processes designed to protect devices, networks, data, and programs from damage, unauthorized access, or attack. Cybersecurity may also be defined as information technology security.

Cybersecurity is critical because military, government, financial, medical, and corporate organizations collect, process, and store vast amounts of data on computers and other devices. A substantial portion of that data can be sensitive information, whether that be financial data, personal information, intellectual property, or other types of data for which exposure or unauthorized access could have negative consequences.

Here are a few of the main cybersecurity threats every organization needs to know about:

• Phishing: This is a kind of social engineering where a cybercriminal sends emails that look like legitimate requests from a reputable source. Attackers may demand credit card information or login credentials (like secure passwords). Versions of Phishing include:
  
• Vishing - Phone version of Phishing is called Vishing, where an attacker could use a spoofed caller ID like an 800-number and pose as a fraud investigator asking the victim for payment card details
  
• Smishing - Smishing uses cell phone text messages to lure consumers in. Often the text will contain an URL or phone number saying your order has been successfully created or you won a gift card.
  
• Denial-of-service (DoS) attack: This cyber threat works by flooding an organization's networks and servers with traffic to drain bandwidth and deplete resources, causing the inability of the company to handle legitimate requests.
  

• Malware: This is a type of malicious software that exploits vulnerabilities to have access to an organization's network. Often, this occurs when someone unintentionally downloads a malware-laden program or clicks a nefarious link in an email attachment. Malware can either be Spyware, Viruses, or Ransomware.
  
• Structured Query Language (SQL) injection: This attack works when the cybersecurity criminal inserts malicious code into a form on a company's app or website, which allows the attacker to uncover sensitive information.
  

Most of these attacks can be prevented through educating one's team on cybersecurity best practices, implementing common sense IT solutions, and implementing password security guidelines. However, as cybersecurity threats become more complicated, businesses will need to take more critical proactive measures.

Here are four steps every member of a company should begin taking immediately:

• Encrypt data: Data encryption is a process that converts sensitive data into complex code. This way, if a cyber attacker steals the data, they won't be able to use it. It is good practice to encrypt all the information entering or leaving one's company.
  
• Back up data: One of the best proactive measures one can take is to back up all of one's data and store it elsewhere. This way, if the systems are taken offline, or hackers steal one's data and hold it for ransom, one will still have access to everything needed to keep the organization operational.
  
• Secure hardware systems: Every device on one's network – from computers to mobile phones to printers Internet of Things (IoT) devices – represents another endpoint that can be taken advantage of by cybercriminals. That's why one must always secure systems that have access to sensitive information with multi-factor authentication.
  
• Educate the workforce: Team member negligence/errors is one of the leading causes in most data breaches – especially when it comes to phishing attacks. Taking time to educate one's workforce on best practices, how to identify possible breaches, what to do if they make a mistake, and whom to contact in the event of an emergency is one of the most important steps one can take toward protecting one's environment.
  

A robust cybersecurity protection strategy demands a substantial investment of energy, and technical know-how, and time that businesses frequently feel they don't have. Often, the costs linked with these efforts prevent organizations from prioritizing security. But the potential loss far outweighs any investment in protection.

For instance, globally, the average cost of a single data breach is $3.92 million, according to data from IBM. Also, small- to medium-sized businesses spend an average of $1.43 million on stolen or damaged IT assets following an incident, according to data from the Ponemon Institute, the pre-eminent research center dedicated to data protection, privacy and information security policy. For many companies, this level of financial loss could be ruinous.

By taking preventive measures, every company can reinforce their information system security and avoid a catastrophic disaster.

About the Author

Mayur Rele is a cybersecurity expert and cloud automation leader that has extensive experience in overseeing global technology, security, and cloud infrastructure in healthcare, e-commerce, and technology companies. Mayur graduated with an M.S. in Computer and Telecommunications Engineering from Stevens Institute of Technology and is an active IEEE researcher and contributor.

Media Contact
Company Name: Zeal Tech LLC
Contact Person: Mayur Rele
Email: mayurrele@gmail.com
Country: United States
Website: mayurrele.io

5 Steps to Building an Expert Software Development Team

It’s no secret that every business stands on its people. This reliance is based not only on how dedicated and professional they are but also on how effectively they are managed.

Building a software engineering team for a new project may be a frustrating task, especially to those who have no experience in this area.

Being a large software development vendor whose success significantly depends on effective team management, Intersog offers a step-by-step guide on how to structure your IT department so it will deliver paramount results. The guide also answers a few frequently asked questions, such as:

•  How big should my team be?
•  What specialists do I need for a project?
•  How do I assign the roles correctly?

All of the tips are time and experience proven. We hope they'll be helpful for your business and development goals. So... it's reading time!

Step 1: Decide on the size of your crew

Intuitively, it may seem that the rule “the more the better” suits every case perfectly, but the reality is not that straightforward. It is true that two developers will do the job faster than one, but ten developers will never outperform five.

Why? The reasons are as follows:

• Blurring of responsibility

The bigger the group is, the lesser is the personal responsibility; it becomes more difficult to assess the contribution of each team member. Feeling that their job is less likely to be rewarded employees feel less engaged and are more exposed to tempting ideas such as, “Eventually someone will have to do this job. Let it not be me!”

• Too much communication

Yeah, we all know those teams who spend more time conferencing than actually working. The major problem with large groups is not in the number of its members but in the connections they have to maintain, simply to prevent the process from becoming a disaster. The strength of the chain is in the weakest link. And when there are too many links it is only a matter of time before one of them fails, causing holdbacks and fierce arguments.

• Stress

A lot of distraction, accompanied by the feeling that the job is meaningless, is a highly combustible mixture. This volatile situation is bound to burn out your employees before they even get their first paycheck. Unhappy workers are not the best performers.

All the factors above, being combined eminently, lead to the well-known Rigelmann effect. It shows the decrease of individual responsibility with the growth of the group. The effect is also called “Social loafing” which we believe describes it the best.

So, to prevent your business from turning into a wicked blend of torture and charity you might consider using the “two-pizza rule” introduced by Jeff Bezos. It says that if you can't feed your team with two pizzas it's too large. Taking into account people's varying appetites it's better to clarify that the optimal team size is 5-7 members.

But what do you do if your team is much, much bigger? This is what step 2 is all about!

Step 2: Split your team into smaller groups

Many technology powerhouses such as Uber, Facebook, or Google run teams of hundreds of people and still manage to make them work like a Swiss clock.

What they do is restructure this crowd into comfortable smaller teams.

That helps a lot, but you still need to consider that increasing the total number of teams also makes it more difficult to coordinate their cooperation. You may need to hire another specialist to streamline the communication. Otherwise, you're at risk of creating a situation where two teams are hammering at the same task.

Step 3: Select the optimal team structure

To reach the ultimate team performance, every team member should understand his duties and scope of work.

Generally, there are two ways to organize your team using methods adopted by most companies.

• One Universal Team

This team structure is rather popular among startups and small businesses that can afford only one team for a project. It usually includes all areas of expertise from engineers to designers and testers. This approach allows you to keep communication easy and avoid many issues associated with bigger teams. This structure also gives you more room to experiment with approaches. Agile, Lean Scrum, Waterfall, and Feature-driven development – all work well with small teams. As well, it becomes easier to shift between them when needed.

• Goal-Driven Squads

For bigger companies it's almost impossible to keep all processes up and running within one large team.  In that case, companies prefer to divide their team into smaller goal-focused squads, commonly called chapters. Each chapter includes all the specialists in a certain area (e.g. designers) while these specialists may be assigned to separate projects.

Here's a quick comparison of these two set-ups:

	One Universal Team	Goal-Driven Squads
Company type	Startups and small businesses	Large companies
Project type	Small and rather simple projects	Complex projects that demand working on several tasks at the same time
Pros	Easy to manage Plain structure Straightforward communication	Each group understands its responsibilities Ability to accomplish different tasks simultaneously
Cons	Sometimes the barrier between team member responsibilities is rather blurred	Harder to manage Higher risk of communication issues

Yet, the team will never be independent and effective if you don’t build it and assign roles correctly. Our next tip is just about that!


Step 4: Choose the right specialists for your team

As we've said before, splitting your team into smaller groups may be the right choice... but only when done the right way. Putting 5-6 random people together may be good for team-building but not for building a good team.
Take care to keep your crews balanced. In other words, make sure they include all the experts needed for successful completion of the task.

Most commonly a team includes:

• 1 PM
• 1 UI/UX Designer
• 2-4 Software Developers (depending on your project these may be Front-End/Mobile or Back-End developers)
• 1 Tester
  

Of course, this list may vary depending on your needs and project specifics.

Step 5: Assign the roles

There is a huge difference between being called a “team” and actually being a team. To turn a group of people into a perpetual coding mobile you might think about assigning some special roles.

Here are a few of the most commonly used:

Team Lead

First of all, a Team Lead is not a Project Manager. While a PM usually cares about the overall process running smoothly, the Team Lead ensures that the team is cohesive and all the resources are available. The Team Lead is also not the best coder (he can be but it's not a must). It should be the person who is able to care about the team’s needs – a coach to some extent.

Chief Architect

This role is crucial for large teams with a branched structure. The Architect ensures that everyone has a common understanding of the product's vision and architecture as well as coordinates the communication between teams.

Product Owner

This person ensures that the team builds the right product. He's responsible for planning and prioritizing. In other words, he plays the role of a bridge between the team, stakeholders, and customers.

There are plenty of other roles that can help you bring your team to the next level. Describing all of them will require another article. In most cases, the roles stated above are more than enough.

Sum up: There's always room for step 6, 7 and so on...

An important thing to understand is that when all the teams are loaded, your work doesn't end. To ensure the perfect productivity you always need to stay involved in the process. Here are a few other factors you should pay attention to as a manager:

•  Inner climate

A psychological conformity of your team members is as important as their expertise. Pay attention to how your workers treat each other. Solve conflicts as soon as possible, encourage cooperation and do your best to inspire your staff to outperforming themselves.

•  Ever-changing circumstances

Every business poses its own requirements on the development process. For example, the situation may require you to shuffle your teams or change the management approach. Don't be afraid to implement such changes.

•  Individual goals and interests

Try to assign employees to the projects that match their interests. You'll be surprised at how productive, engaged, and proactive people may be.




About the Author:

Intersog.com delivers high-performance software engineering and agile team staffing solutions that help businesses be more successful tomorrow.

Q4 FY16 SaaS and PaaS Revenues Were Up 66%, and Up 68% in Constant Currency

Q1 FY17 SaaS and PaaS Revenues Expected to Be Up 75% to 80%

REDWOOD SHORES, CA–(Marketwired – Jun 16, 2016) – Oracle Corporation (NYSE: ORCL) today announced fiscal 2016 Q4 results.

Total Q4 Revenues were $10.6 billion, down 1% in U.S. dollars and flat in constant currency. Cloud plus On-Premise Software Revenues were $8.4 billion, flat in U.S. dollars and up 2% in constant currency. Cloud software as a service (SaaS) and platform as a service (PaaS) revenues were $690 million, up 66% in U.S. dollars and up 68% in constant currency. Total Cloud revenues, including infrastructure as a service (IaaS), were $859 million, up 49% in U.S. dollars and up 51% in constant currency. Operating Income was $4.0 billion, and Operating Margin was 37%. Non-GAAP Operating Income was $4.8 billion, and the non-GAAP Operating Margin was 45%. Net Income was $2.8 billion while non-GAAP Net Income was $3.4 billion. Earnings Per Share was $0.66, while non-GAAP Earnings Per Share was $0.81. Without the impact of the U.S. dollar strengthening compared to foreign currencies, Oracle’s reported GAAP Earnings Per Share would have been 2 cents higher and non-GAAP Earnings Per Share would have been 1 cent higher.
Short-term deferred revenues were $7.7 billion, up 6% in U.S. dollars and up 7% in constant currency compared with a year ago. Operating cash flow on a trailing twelve-month basis was $13.6 billion.

For fiscal 2016, Total Revenues were $37.0 billion, down 3% in U.S. dollars and up 2% in constant currency. Cloud plus On-Premise Software Revenues were $29.0 billion, down 2% in U.S. dollars and up 3% in constant currency. Cloud SaaS and PaaS revenues were $2.2 billion, up 49% in U.S. dollars and up 52% in constant currency. Total Cloud revenues, including IaaS, were $2.9 billion, up 36% in U.S. dollars and up 40% in constant currency. Operating Income was $12.6 billion, and Operating Margin was 34%. Non-GAAP Operating Income was $15.8 billion and non-GAAP Operating Margin was 43%. Net Income was $8.9 billion while non-GAAP Net Income was $11.2 billion.

Earnings Per Share was $2.07, while Non-GAAP Earnings Per Share was $2.61. Without the impact of the U.S. dollar strengthening compared to foreign currencies, Oracle’s reported GAAP and non-GAAP Earnings Per Share would have been 17 cents higher.

“Fourth quarter SaaS and PaaS revenue growth accelerated to 68% in constant currency, significantly higher than my guidance,” said Oracle CEO, Safra Catz. “SaaS and PaaS gross margins continued to improve throughout the year, exiting FY16 at 56%. Bookings in Q4 were also very strong enabling us to raise our guidance for Q1 SaaS and PaaS revenue growth, which we now expect to be between 75% and 80%.”

“We added more than 1,600 new SaaS customers and more than 2,000 new PaaS customers in Q4,” said Oracle CEO, Mark Hurd. “In Fusion ERP alone, we added more than 800 new cloud customers. Today, Oracle has nearly 2,600 Fusion ERP customers in the Oracle Public Cloud — that’s ten-times more cloud ERP customers than Workday.”

“We expect that the SaaS and PaaS hyper-growth we experienced in FY16 will continue on for the next few years,” said Oracle Executive Chairman and CTO, Larry Ellison. “That gives us a fighting chance to be the first cloud company to reach $10 billion in SaaS and PaaS revenue. We’re also very excited about the availability of version 2 of Oracle’s Infrastructure as a Service (IaaS) — which will enable us to speed up the growth of our IaaS business, which customers want to buy in conjunction with our SaaS and PaaS.”

The Board of Directors also declared a quarterly cash dividend of $0.15 per share of outstanding common stock. This dividend will be paid to stockholders of record as of the close of business on July 6, 2016, with a payment date of July 27, 2016.

Q4 Fiscal 2016 Earnings Conference Call and Webcast
Oracle will hold a conference call and webcast today to discuss these results at 2:00 p.m. Pacific. You may listen to the call by dialing (816) 287-5563, Passcode: 425392. To access the live webcast of this event, please visit the Oracle Investor Relations website at http://www.oracle.com/investor. In addition, Oracle’s Q4 results and fiscal 2016 financial tables are available on the Oracle Investor Relations website.
A replay of the conference call will also be available by dialing (855) 859-2056 or (404) 537-3406, Pass Code: 28515799.

About Oracle
Oracle offers a comprehensive and fully integrated stack of cloud applications and platform services. For more information about Oracle (NYSE: ORCL), visit www.oracle.com or contact Investor Relations at (650) 506-4073.

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“Safe Harbor” Statement: Statements in this press release relating to Oracle’s future plans, expectations, beliefs, intentions and prospects, including statements regarding our future guidance, and expectations of future SaaS, PaaS and IaaS growth, are “forward-looking statements” and are subject to material risks and uncertainties. Many factors could affect our current expectations and our actual results, and could cause actual results to differ materially. We presently consider the following to be among the important factors that could cause actual results to differ materially from expectations: (1) Our cloud computing strategy, including our Oracle Cloud SaaS, PaaS, IaaS and data as a service offerings, may not be successful. (2) If we are unable to develop new or sufficiently differentiated products and services, or to enhance and improve our products and support services in a timely manner or to position and/or price our products and services to meet market demand, customers may not buy new software licenses, cloud software subscriptions or hardware systems products or purchase or renew support contracts. (3) If the security measures for our software, hardware, services or Oracle Cloud offerings are compromised or if such offerings contain significant coding, manufacturing or configuration errors, we may experience reputational harm, legal claims and financial exposure. (4) We may fail to achieve our financial forecasts due to such factors as delays or size reductions in transactions, fewer large transactions in a particular quarter, fluctuations in currency exchange rates, delays in delivery of new products or releases or a decline in our renewal rates for support contracts. (5) Our international sales and operations subject us to additional risks that can adversely affect our operating results, including risks relating to foreign currency gains and losses. (6) Economic, geopolitical and market conditions, including the continued slow economic recovery in the U.S. and other parts of the world, can adversely affect our business, results of operations and financial condition, including our revenue growth and profitability, which in turn could adversely affect our stock price. (7) We have an active acquisition program and our acquisitions may not be successful, may involve unanticipated costs or other integration issues or may disrupt our existing operations. A detailed discussion of these factors and other risks that affect our business is contained in our SEC filings, including our most recent reports on Form 10-K and Form 10-Q, particularly under the heading “Risk Factors.” Copies of these filings are available online from the SEC or by contacting Oracle Corporation’s Investor Relations Department at (650) 506-4073 or by clicking on SEC Filings on Oracle’s Investor Relations website. All information set forth in this press release is current as of June 16, 2016. Oracle undertakes no duty to update any statement in light of new information or future events.
CONTACT INFORMATION

• Contact:
  Ken Bond
  Oracle Investor Relations
  1.650.607.0349
  Email Contact  Deborah Hellinger
  Oracle Corporate Communications
  1.212.508.7935
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