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Advanced Automatic Collision Notification Research Report
DOT HS 812 729 May 2019 Advanced Automatic Collision Notification Research Report Disclaimer This publication is distributed by the U.S. Department of Transportation, National Highway Traffic Safety Administration, in the interest of information exchange. The opinions, findings, and conclusions expressed in this publication are those of the authors and not necessarily those of the Department of Transportation or the National Highway Traffic Safety Administration. The United States Government assumes no liability for its contents or use thereof. If trade or manufacturers’ names or products are mentioned, it is because they are considered essential to the object of the publication and should not be construed as an endorsement. The United States Government does not endorse products or manufacturers. Suggested APA Format Citation: Lee, E., Wu, J., Enriquez, J., Martin, J., & Craig, M. (2019, May). Advanced Automatic Collision Notification Research Report (Report No. DOT HS 812 729). Washington, DC: National Highway Traffic Safety Administration. Technical Report Documentation Page 1. Report No. 2. Government Accession No. 3. Recipient’s Catalog No. DOT HS 812 729 4. Title and Subtitle 5. Report Date Advanced Automatic Collision Notification Research Report May 2019 6. Performing Organization Code 7. Authors 8. Performing Organization Lee, E., Wu, J., Enriquez, J., Martin, J., Craig, M. 9. Performing Organization Name and Address 10. Work Unit No. (TRAIS) National Highway Traffic Safety Administration Office of Vehicle Safety Research 1200 New Jersey Avenue SE. 11. Contract or Grant No. Washington, D.C., 20590 12. Sponsoring Agency Name and Address 13. Type of Report and Period Covered National Highway Traffic Safety Administration Office of Vehicle Safety Research Final Report 1200 New Jersey Ave SE 14. -
Geschäftsbericht 2017
Geschäftsbericht BOSCH IN ZAHLEN 2017 78,1 Rund 440 Tochter- und Regionalgesellschaften in 60 Ländern Milliarden Euro Aufwendun- Milliarden Euro Ergebnis im Jahr 2017 7, 3gen für Forschung und Ent- 125 wicklung Entwicklungsstandorte weltweit BOSCH 4,9 IN ZAHLEN 78,1Milliarden Euro Umsatz im Jahr 2017 Rund 402 000 Mitarbeiterinnen und Mitarbeiter weltweit Die Bosch-Gruppe Die Bosch-Gruppe ist ein international führendes Technologie- und Dienstleis- tungsunternehmen mit weltweit rund 402 000 Mitarbeitern (Stand: 31.12.2017). Sie erwirtschaftete im Geschäftsjahr 2017 einen Umsatz von 78,1 Milliarden Euro. Die Aktivitäten gliedern sich in die vier Unternehmensbereiche Mobility Solutions, Industrial Technology, Consumer Goods sowie Energy and Building Technology. Als führender Anbieter im Internet der Dinge (IoT) bietet Bosch innovative Lösun- gen für Smart Home, Smart City, Connected Mobility und Industrie 4.0. Mit seiner Kompetenz in Sensorik, Software und Services sowie der eigenen IoT Cloud ist das Unternehmen in der Lage, seinen Kunden vernetzte und domänenübergreifende Lösungen aus einer Hand anzubieten. Strategisches Ziel der Bosch-Gruppe sind Lösungen für das vernetzte Leben. Mit innovativen und begeisternden Produkten und Dienstleistungen verbessert Bosch weltweit die Lebensqualität der Menschen. Bosch bietet „Technik fürs Leben“. Die Bosch-Gruppe umfasst die Robert Bosch GmbH und ihre rund 440 Tochter- und Regionalgesellschaften in 60 Ländern. Inklusive Handels- und Dienstleistungspartnern erstreckt sich der weltweite Fertigungs-, Entwicklungs- und Vertriebsverbund von Bosch über fast alle Länder der Welt. Basis für künftiges Wachstum ist die Innovationskraft des Unternehmens. Bosch beschäftigt weltweit rund 64 500 Mitarbeiter in Forschung und Entwicklung an 125 Standorten. Das Unternehmen wurde 1886 als „Werkstätte für Feinmechanik und Elektrotechnik“ von Robert Bosch (1861–1942) in Stuttgart gegründet. -
Next Generation 9-1-1 Case Studies and Best Practices
Next Generation 9-1-1 Case Studies and Best Practices Alison Brooks IDC Canada Lawrence Surtees IDC Canada Prepared By: IDC Canada 33 Yonge Street, Suite 420 Toronto, ON M5E 1G4 DRDC Project Number: CSSP-2013-CP-1016 PWGSC Contract Number: W7714-145851 Contract Technical Authority: Daniel Charlebois, Defence Scientist. Disclaimer: The scientific or technical validity of this Contract Report is entirely the responsibility of the Contractor and the contents do not necessarily have the approval or endorsement of the Department of National Defence of Canada. Contract Report DRDC-RDDC-2016-C098 March 2014 IMPORTANT INFORMATIVE STATEMENTS: Ready or Not NG 9-1-1 (Next Generation 911) and Advanced Emergency Dispatch Incident Management Project, # CSSP-2013-CP-1016, was supported by the Canadian Safety and Security Program which is led by Defence Research and Development Canada’s Centre for Security Science (DRDC-CSS), in partnership with London Police Service. The project was led by DRDC-CSS. Canadian Safety and Security Program is a federally-funded program to strengthen Canada’s ability to anticipate, prevent/mitigate, prepare for, respond to, and recover from natural disasters, serious accidents, crime and terrorism through the convergence of science and technology with policy, operations and intelligence. © Her Majesty the Queen in Right of Canada, as represented by the Minister of National Defence, 2014 © Sa Majesté la Reine (en droit du Canada), telle que représentée par le ministre de la Défense nationale, 2014 Technology Spotlight Next Generation 9-1-1 Case Studies and Best Practices Alison Brooks, Ph.D. Lawrence Surtees IDC GOVERNMENT INSIGHTS OPINION This document explores Next Generation 9-1-1 (NG9-1-1) and advanced emergency dispatch/incident management best practice knowledge regarding the incorporation of texting, social media, and image and video transfer tools by a number of Canadian and international public safety organizations. -
Engineering AUTOMATED CALL to 112
Research and Science Today Supplement No. 2/2017 Engineering AUTOMATED CALL TO 112 IN CASE OF CAR ACCIDENTS – USING AN E-SAFETY ROBOT George CARUTASU1 Mihai Alexandru BOTEZATU2 Cristina COCULESCU3 ABSTRACT: AUTOMATIC SYSTEMS HAVE A GREAT SIGNIFICANCE, BUT THE SYSTEMS THAT REQUIRE AND USE ROBOTS’ CHARACTERISTICS ARE IMPORTANT AS WELL, ALLOWING AN EFFICIENT DIVERSITY REGARDING THEIR CONSTRUCTION AND DEVELOPMENT. STATISTICS SHOW THAT IN EU, IN THE LAST 10 YEARS, ON AVERAGE OF APPROXIMATELY 40000 PEOPLE LOST THEIR LIVES EVERY SINGLE YEAR IN ROAD ACCIDENTS, WHILE ANNUAL FINANCIAL LOSSES WERE EVALUATED TO APPROXIMATIVELY 25 BILLION EURO. STUDIES REVEALED THAT THE NEGATIVE EFFECTS OF A ROAD ACCIDENT INCREASE EXPONENTIALLY WITH THE INCREASE OF THE TIME PAST BETWEEN THE IMPACT MOMENT AND INTERVENTION MOMENT. TODAY, IN EU, THE AVERAGE TIME TO INTERVENTION IS AROUND 30 MINUTES. IN ALL EU MEMBER STATES, A „SINGLE INTERVENTION SYSTEM FOR EMERGENCIES” IS IMPLEMENTED AND WORKING THAT IS CONNECTED TO 112 EMERGENCY NUMBER. IT IS EXPECTED THAT THE TIME BETWEEN IMPACT AND INTERVENTION CAN BE REDUCED UP TO 50% THROUGH THE USE OF E-CALL. THIS SYSTEM INVOLVES AUTOMATIC CONTACTING OF 112 IN CASE OF AN ACCIDENT, BY A DEVICE INSTALLED ON THE CAR (A ROBOT), AS WELL AS PRIORITY CONNECTION TO THE CLOSEST STATION OF 112 SYSTEM AND THE TRANSMISSION OF A MINIMAL SET OF USEFUL DATA FOR INTERVENTION. EU CURRENT REGULATION REQUIRES FROM 2017 THAT HOMOLOGATION OF VEHICLES, FOR SEVERAL TYPES OF VEHICLES, HAS TO BE DEPENDENT BY THE EXISTENCE AND FUNCTIONALITY OF SUCH TYPE OF ROBOT INSTALLED ON THE VEHICLES. THE ARTICLE PRESENTS THE SYSTEM FEATURES AND NEW FUNCTIONALITIES DEVELOPED IN IHEERO PROJECT BASED ON ECALL TECHNOLOGY. -
Geschäftsbericht 2009 the Crea Annual Report 2009
Robert Bosch GmbH Postfach 10 60 50 70049 Stuttgart An engineer and a lover of nature Germany Annual Report 2009 The Bosch Vision Phone +49 711 811- 0 Geschäftsbericht 2009 Fax +49 711 811- 6630 Creating value – sharing values In the fall of 1876, at the age of 15, Robert Bosch entered into www.bosch.com an apprenticeship as a precision mechanic – on his father’s Printed in Germany As a leading technology and services company, we take advan- advice. However, as he later noted in his memoirs in 1921, at tage of our global opportunities for a strong and meaningful that time he had actually felt a stronger inclination toward development. Our ambition is to enhance the quality of life with zoology and botany. In his formative years, he was fascinated solutions that are both innovative and benefi cial. We focus on by the plant and animal world, and passion and respect for our core competencies in automotive and industrial technologies nature were to remain throughout his life. as well as in products and services for professional and private use. This affi nity for nature so deeply ingrained in Robert Bosch stemmed in large part from the values his parents had in- If we want to work We strive for sustained economic success and a leading market stilled in him, as well as from the countryside where he grew successfully as a position in all that we do. Entrepreneurial freedom and fi nancial up. And it remained a defi ning force in his worldview after team in a globalized independence allow our actions to be guided by a long-term he went into business. -
Zukunft Durch Vernetzung
Zukunft durch Vernetzung Magazin zum Geschäftsbericht 2012 Patente werden von Bosch jährlich angemeldet. Das sind rund 19 Patente pro Arbeitstag – das Ergebnis einer weltweiten Vernetzung von rund 42 800 Forschern und Entwicklern. Diese Patente bilden die Basis für innovative Produkte und Lösungen der kommenden Jahre. Menschen – Technik – Begeisterung: Es ist dieser Dreiklang, der uns bei Bosch Tag für Tag antreibt. Menschen unterschiedlichster Kulturen und mit verschiedensten Erfahrungen arbeiten täglich gemein- sam an der Entwicklung neuer Lösungen. Dabei entstehen Innovationen, die den Menschen in den Mit- telpunkt stellen: So können beispielsweise Fahrzeuge immer schneller Gefahren erkennen und Insassen besser geschützt werden. Gleichzeitig sorgt die stetige Weiterentwicklung von Antriebskonzepten dafür, dass Automobile weniger Energie verbrauchen. In Gebäuden werden Systeme vernetzt, um Leben und Arbeiten angenehmer und sicherer zu gestalten. Dabei wird der Bedarf von Strom und Wärme optimiert, so dass Energie effizienter genutzt werden kann. Die Bedeutung einer effizienten Nutzung sowie res- sourcenschonenden Erzeugung von Energie wird auch zukünftig weiter wachsen. Vernetzte Mobilität, Gebäude oder Energie – bei Bosch arbeiten wir mit Begeisterung dafür, dass Mensch und Umwelt bes- sere Bedingungen vorfinden. Das nennen wir: Technik fürs Leben. 2 Bosch-Geschäftsbericht 2012 Zukunft S. 52 durch Vernetzung Gebäude Mehr als nur ein Dach und Wände Mobilität S. 04 Unsichtbar, aber immer hellwach Hochtechnologie-Helfer sind immer dabei Energie S. 10 eCall Der Unterstützer aus der Ferne S. 34 Ohne Energie keine Zukunft S. 54 Automatisiertes Fahren Sicherheit durch Vernetzung S. 38 Le Mans Vernetzter Extraschub macht den Unterschied In der gesamten Industrie werden Fertigungsschritte und deren Energiebedarf immer enger mit- einander verbunden und aufeinander abgestimmt. -
Corporate Cultures in Global Interaction
Corporate Cultures in Global Interaction People, Strategies, and Success Petra Köppel, Stefanie Sohm Contents 4 Preface 6 Corporate Cultures in Global Interaction: An Introduction 10 Project Module I: Corporate Governance and International Value Chains 16 Project Module II: Cooperation Competence–Improving Cooperation between International Corporations 22 Discussing Corporate Culture: Dr. Jürgen Hambrecht, Chairman of BASF SE 26 Project Module III: Chinese Companies in Germany–Chances and Challenges 32 Project Module IV: Diversity Management as a critical success factor in globally operating corporations 38 Discussing Corporate Culture: Franz Fehrenbach, Chairman of Robert Bosch GmbH 42 Case Study: Post-merger Integration and Corporate Culture 44 Case Study: Critical Success Factors in Virtual Cooperation 46 Corporate Cultures and Global Interaction: The Way Ahead 48 Resources 3 Preface Leadership and responsibility in a globalized world: Integrating people and respecting their cultures Executives and employees are nowadays national networks in which synergies can be confronted with challenges which only a few exploited as and when needed and even on a decades ago would have been difficult to predict temporary basis in the case of specific products, and hard to imagine. In addition to the deve- customers or markets will become increasingly lopment of new technologies, globalization in important. Innovative technologies and forms of particular has led to serious upheavals in the communication will contribute to this process economies and societies of both industrialized and help to accelerate it. However, they will countries and the emerging economies. not only facilitate international cooperation and bring together colleagues around the globe. They Thus we living neither in a European nor in will also lead to a situation where, in view of the an American century, nor, for that matter, in speed and the scale of the changes, many people an Asian century. -
Who Is Who in the Public Safety Industry 7
THE WHO IS WHO HANDBOOK IN THE PUBLIC SAFETY INDUSTRY #connectingthedots Your guide to public safety solution providers. 2 Legal disclaimer This document was created by the EENA staff in June 2019. It provides an overview of EENA Corporate Members in an attempt to facilitate communication and knowledge between different members of EENA. This document is published for information purposes only. Under no circumstances may reliance be placed upon this document by any parties in compliance or otherwise with any applicable laws. Neither may reliance be placed upon this document in relation to the suitability or functionality of any of the described companies. Advice when relevant, may be sought as necessary. In case of any inquiries, please contact Mr. Jérôme Pâris at [email protected]. 3 INTRODUCTION The latest edition of the ‘The “who-is-who” handbook in the public safety industry” is here! Do you want to get a clear overview of public safety solutions available on the market? Looking for partners in the emergency services industry? Then look no more: EENA’s must-have directory of public safety solution providers is here to be your guide in any public safety industry search! The objective of the publication is to bridge communication between all stakeholders in the emergency services field, and to become themain reference for public safety professionals seeking an overview of solution providers and their products. But market information is useful only if still relevant: that’s why “The ‘who-is-who’ handbook” is updated every 6 months. This way, you get only the latest news and updates from companies from around the world! We would like to thank all industry representatives for contributing to this publication! Comments or remarks? Please contact Jérôme Pâris, EENA Managing Director, at [email protected]. -
GEMMA Global Emergency Management System
GEMMA Global emergency management system Right information, right people, right time Photo copyright by 112 Extremadura Right information, right people, right time For Public Safety Answering Points (PSAPs) and Emergency Response Organizations (EROs), ensuring a timely reaction while providing an efficient response is critical to save lives. Central and local governments are faced with Coordination: Enhance interoperability The GEMMA emergency management three major emergency response challenges: between multiple public safety organizations, system fits the needs of public safety (112 and have a common operational picture. / 9-1-1 PSAPs, police, emergency medical Agility: Ensure fast intervention using new services, fire and rescue, crisis centers) technology (such as IoT, social media, and Information: Process and share information and other incident-handling organizations face recognition) and reduce costs. in real time, securely manage a large amount (transports, energy and utilities, large events) of actionable data, and filter noise. The GEMMA emergency management system helps improve cooperation between command and control centers and field personnel. It covers the entire emergency management lifecycle, from call handling and dispatching to first-responder intervention and event escalation. Data Operational administration Stage 2 supervision PSAP MANAGEMENT ADDITIONAL EXTERNAL MANAGEMENTDASHBOARDS INFORMATION SYSTEMS GuaranteeDASHBOARDS the optimal operation • Emergency Procedures • Interface to pass and collect data Guaranteeof -
Using CSR As a Key Element for Achieving Competitive Advantage
025-0181 Moral has no seasons: Using CSR as a key element for achieving competitive advantage. Marina Mattera Department of Economics and International Relations Universidad Europea de Madrid, C/Tajo, s/n. 28670-Villaviciosa de Odon-(Madrid) Spain POMS 23rd Annual Conference Chicago, Illinois, U.S.A. April 20 to April 23, 2011 Abstract: Firms' new challenges in the 21st century involve innovation and society's request for a more responsible business model. Based on bounded rationality conditions and the important role of externalities, it is analyzed through a case study whether corporate social responsibility strategies are essential for companies to achieve sustainable competitive advantages. Key words: Sustainable Development; Sustainable Management; Corporate Social Responsability; Open Innovation models. 1. Introduction Efforts towards generating sustainable growth and steady benefits have owned its accurate planning to the competitive advantage owned by the company. In several studies, it has been demonstrated that Corporate Social Responsibility (CSR) can improve a firm’s performance by enhancing the prestige and perception from consumers’ perspective (competitive advantage). However, it has also been denoted that solid inter-agents relationships are enhanced when they have consolidated CSR actions between them. New models for conducting business emerge, and together with them new difficulties. Known as “open innovation” (OI) models, the aforementioned collaborations between organizations have also gained a purely international character. This study aims to analyze those new interactions and relationships between firms, which of them succeed and the role corporate social responsibility plays in such a context. Taking into account the complex level of the existing interrelationship between agents and countries where they operate, it becomes difficult to accurately depict the company’s culture, its values, and beliefs; as shown in Figure 1. -
Bosch-Geschichte Im Ueberblick.Pdf
Zentralstelle Unternehmenskommunikation Historische Kommunikation Postfach 30 02 20 D-70442 Stuttgart E-Mail: Historische.Kommunikation @bosch.com Tel: ++49 (0)7 11 8 11 - 45922 Leitung: Dr. Kathrin Fastnacht Bosch Unternehmensgeschichte 7. September 2020 Kuhlgatz/C/CGT-HC 1. 1886 – 1900: Die Werkstätte für Feinmechanik und Elektrotechnik 2. 1901 – 1923: Der Weg zum internationalen Automobilzulieferer 3. 1924 – 1945: Vom Automobilzulieferer zum diversifizierten Unternehmen 4. 1946 – 1959: Wiederaufbau und Wirtschaftswunder 5. 1960 – 1989: Gründung der Geschäftsbereiche und Durchbruch der Elektronik 6. 1990 – 2020: Antworten auf die Herausforderungen der Globalisierung 1. 1886 – 1900: Die Werkstätte für Feinmechanik und Elektrotechnik Am 15. November 1886 eröffnete Robert Bosch in Stuttgart die „Werkstätte für Feinmechanik und Elektrotechnik“. Gemeinsam mit anfangs zwei Mitarbeitern baute und installierte er elektrotechnische Geräte aller Art wie Telefonanlagen oder elektrische Klingeln. Bald war das Startkapital von 10 000 Mark aufgebraucht und es wurden Kredite nötig. Seine geringen Erträge investierte Robert Bosch zumeist in moderne Maschinen. Später 7. Septmber 2020 bezeichnete er die ersten Jahre seiner Selbstständigkeit als „böses Gewürge“. Seite 2 von 16 Für die wirtschaftliche Erholung des jungen Unternehmens sorgte zum einen der Bau des Stuttgarter Elektrizitätswerks 1895. Dadurch erhielt Robert Bosch wieder neue Aufträge für sein Installationsgeschäft. Zum anderen war der Bau von Magnetzündapparaten zum wichtigsten wirtschaftlichen Standbein geworden. Bosch und der Magnetzünder Robert Bosch hatte 1887 auf Wunsch eines Kunden zum ersten Mal einen Magnetzünder hergestellt, wie ihn die Kölner Maschinenfabrik Deutz an ihren Motoren verwendete. Er hatte ihn aber nicht nur nachgebaut, sondern bereits weiterentwickelt – ganz im Sinne seines späteren Leitgedankens der ständigen Verbesserung. Der Magnetzünder erzeugte einen elektrischen Funken, der das Gasgemisch im Zylinder eines stationären Verbrennungsmotors entzündete. -
Annual Report 2015-16
Contents About Bosch Group 4 Independent Auditors’ Report-Standalone 85 About Bosch Limited 5 Standalone Financial Statements 90 Board of Directors 6 Independent Auditors’ Report-Consolidated 123 Company Information 7 Consolidated Financial Statements 126 Making a Difference Today for a Better Tomorrow 8 Report on Corporate Governance 150 Financials at a glance 39 Important Web links 162 Directors’ Report including Management 42 Business Responsibility Report 163 Discussion and Analysis Annexures to the Report of the Directors 57 Sales Offices 172 4 | About Bosch Group | Annual Report 2015-16 About Bosch Group Bosch’s new research campus in Renningen THE BOSCH GROUP is a leading global supplier The company was set up in Stuttgart in 1886 by of technology and services. The company employs Robert Bosch (1861–1942) as “Workshop for roughly 375,000 associates worldwide (as of Precision Mechanics and Electrical Engineering.” The December 31, 2015), and generated sales of 70.6 special ownership structure of Robert Bosch GmbH billion euros in 2015. Its operations are divided into guarantees the entrepreneurial freedom of the Bosch four business sectors: Mobility Solutions, Industrial Group, making it possible for the company to plan Technology, Consumer Goods, and Energy and over the long-term and to undertake significant up- Building Technology. The Bosch Group comprises front investments in the safeguarding of its future. Robert Bosch GmbH and its roughly 440 subsidiaries Ninety-two percent of the share capital of Robert and regional companies in some 60 countries. Bosch GmbH is held by Robert Bosch Stiftung GmbH, Including its sales and service partners, Bosch’s a charitable foundation.