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Annual Report 2016 22 March 2017 Table of Contents
Annual report 2016 22 March 2017 Table of contents Overview 5 Highlights 5 Message from the chairman 6 About Delta Lloyd 8 Our brands 8 Our strategy 9 Our environment 12 How we create value 14 Value creation model 14 Delta Lloyd’s contribution to the UN SDGs 16 Stakeholders and materiality 17 Materiality assessment 20 Delta Lloyd in 2016 23 Capital management 27 Financial and operational performance 29 Life Insurance 31 General Insurance 34 Asset Management 37 Bank 39 Corporate and other activities 41 Investor relations and share developments 41 Human capital 46 Risk management and compliance 50 Risk management 50 Risk management philosophy 50 Risk governance 51 Risk management responsibilities 52 Risk processes and systems 53 Risk culture 54 Risk taxonomy 55 Top five risks 58 Compliance 61 Fraud 62 Corporate governance 64 Executive Board and Supervisory Board 64 Executive Board 64 Supervisory Board 64 Supervisory Board committees 65 Report of the Supervisory Board 66 Role of the Supervisory Board 67 Strategy 67 Key issues in 2016 68 Other issues 69 Supervisory Board composition 70 Supervisory Board meetings 70 Supervisory Board committees 71 Financial statements and profit appropriation 75 A word of thanks 76 Remuneration report 2016 77 Remuneration policy 77 Governance of the remuneration policy 77 Remuneration received by Executive Board members 81 Remuneration of the Supervisory Board 93 Corporate governance 96 Corporate governance statement 104 EU directive on takeover bids 104 In control statement 106 Management statement under Financial -
Business Model Blueprints for the Shared Mobility Hub Network
sustainability Article Business Model Blueprints for the Shared Mobility Hub Network Elnert Coenegrachts * , Joris Beckers , Thierry Vanelslander and Ann Verhetsel Department of Transport and Regional Economics (TPR), University of Antwerp, 2000 Antwerp, Belgium; [email protected] (J.B.); [email protected] (T.V.); [email protected] (A.V.) * Correspondence: [email protected] Abstract: Shared (electric) mobility is still facing challenges in terms of reaching its potential as a sustainable mobility solution. Low physical and digital integration with public transport, a lack of charging infrastructure, the regulatory barriers, and the public nuisance are hindering the uptake and organization of shared mobility services. This study examines the case of the shared mobility hub, a location where shared mobility is concentrated, as a solution to overcome these challenges. To find ideas informing how a network of shared mobility hubs can contribute to sustainable urban mobility and to overcome the aforementioned challenges, a business model innovation approach was adopted. Focus groups, consisting of public and private stakeholders, collaboratively designed five business model (BM) blueprints, reaching a consensus about the value creation, delivery, and capture mechanisms of the network. The blueprints, defined as first-/last-mile, clustered, point-of- interest (POI), hybrid, and closed mobility hub networks, provide alternative solutions to integrate sustainable transportation modes into a coherent network, enabling multi- and intermodal travel behaviour, and supporting interoperability, sustainable land use, and ensured access to shared Citation: Coenegrachts, E.; Beckers, (electric) travel modes. However, which kind of network the local key stakeholders need to commit J.; Vanelslander, T.; Verhetsel, A. to depends on the local policy goals and regulatory context. -
Stuck in Traffic: Analyzing Real Time Traffic Capabilities of Personal Navigation Devices and Traffic Phone Applications
Stuck in Traffic: Analyzing Real Time Traffic Capabilities of Personal Navigation Devices and Traffic Phone Applications by Bruce M. Belzowski Research Area Specialist Automotive Analysis Andrew Ekstrom Research Associate Automotive Analysis University of Michigan Transportation Research Institute for TomTom Group Revised January, 2014 1 Contents Abstract ......................................................................................................................................................... 3 Acknowledgements ....................................................................................................................................... 3 Executive Summary ...................................................................................................................................... 4 Introduction ................................................................................................................................................... 6 Method .......................................................................................................................................................... 6 Methodological Challenges ........................................................................................................................ 11 Data Coding ................................................................................................................................................ 14 The Jam Hunt Analysis .............................................................................................................................. -
View Annual Report
FORWARD-LOOKING STATEMENTS In this Annual Report the names 'TomTom' and 'the company' and Actual results may differ materially from those expressed in these 'the group' are sometimes used for convenience in contexts where forward-looking statements, and you should not place undue reference is made to TomTom NV and/or any of its subsidiaries in reliance on them. For a discussion of factors that could cause future general or where no useful purpose is served by identifying the results to differ from such forward-looking statements see also particular company. section Risk management and control of this Annual Report. FORWARD-LOOKING STATEMENTS THIRD-PARTY MARKET SHARE DATA This document contains certain forward-looking statements with Statements regarding market share, including the company's respect to the financial condition, results of operations and business competitive position, contained in this Annual Report are based on of TomTom and certain of the plans and objectives of TomTom with outside sources such as specialised research institutes, industry respect to these items. In particular the words 'expect', 'anticipate', and dealer panels in combination with management estimates. 'estimate', 'may', 'should', 'believe', 'outlook', and similar expressions are intended to identify forward-looking statements. By their nature, forward-looking statements involve risk and uncertainty because they relate to events and depend on circumstances that will occur in the future. TABLE OF CONTENT MESSAGE FROM THE CEO 3 CONSOLIDATED FINANCIAL 66 STATEMENTS -
Real Time & Historical Traffic
Real time & historical traffic TomTom delivers a unique proposition maps & content | real time & historical traffic | lbs www.tomtom.com/licensing Superior location based services How seamless coverage is community driven The freshest map The most accurate real time traffic information The heart of location services is the map and Want to beat the traffic? Choose a better route. TomTom delivers the most current digital map of TomTom real time traffic products harness multiple the world. data sources to keep drivers in control of their journeys. Road sensors and real traffic incident data Since 2006 TomTom has collected anonymous are fused with the anonymous GPS measurements GPS measurements from its users. This unique of TomTom device users to create a vivid picture of community input is combined with knowledge traffic conditions as they evolve. harvested from local experts and it is combined with traditional sources including paper maps, field This empowering data is made available to surveys, aerial and satellite imagery and mobile industry partners in the Consumer, Enterprise, and mapping vans. The result is a dynamic map full of Government markets. enhanced content ranging from points of interest to 3D city maps. TomTom coverage extends over 200 countries and territories, encompassing more than 5 billion people and 35 million kilometres globally. TomTom uses multiple sources to build the Real time traffic enables navigation with freshest map up-to-the-minute information 2 Superior location based services maps & content | real time & historical traffic | lbs www.tomtom.com/licensing The largest resource to predict traffic flow Whereas traditional technologies struggle to track the ever expanding traffic on our road networks, TomTom uses this to its advantage. -
Annual Report Capturing Growth, Delivering Value How to Read This Report
Annual Report Capturing growth, delivering value How to read this report Management summary Readers looking for the highlights of 2020 are advised to read chapter 1 until 6, and the first pages of chapter 7 until 10. Report of the Board of Management The report of the Board of Management consists of the following sections: • Introduction • Business Report • Governance, chapter 16 until 19 Forward-looking statements This Annual Report contains forward-looking statements. Readers should not put undue reliance on these statements. These provide a snapshot on the publication date of this report. In addition, future actual events, results and outcomes likely differ from these statements made. Chapter ‘Non-financial statements’, section ‘Safeguarding report quality’ provides more information on forward-looking statements. Contents 8 Message from Herna Verhagen 24 How we create value 30 Our strategy 72 Financial value Introduction Governance 1 At a glance 4 12 Board of Management 92 2 Message from Herna Verhagen 8 13 Supervisory Board 94 3 Our operating context 12 14 Report of the Supervisory Board 96 4 Impact of Covid-19 20 15 Remuneration report 102 16 Corporate governance 110 17 Our tax policy and principles 120 Business Report 18 PostNL on the capital markets 122 5 How we create value 24 19 Statements of the Board of Management 126 6 Our strategy 30 7 Customer value 40 8 Social value 54 Performance statements 9 Environmental value 64 20 Financial statements 129 10 Financial value 72 21 Non-financial statements 213 11 Risk and opportunity -
Dorien Fransens, Secretary General, Europeanissuers
5+ aitbl - ivzw RucBelliard 4 6 Tel| +32(012 289 25 70 info@europeafi issuers,eu 8-1040BRUSSEIs Fax:+32 (0)2 512 l5 60 wM/w.€uropeanitsuers,eu U.S.Securftles and Exchange Commission Tothe att. of Ms.Nancv M. Morris Secretary1.00 F Street, NE washington,D.c. 20549-9303 U5A r.iFcH!l/HD MAY13 2008 Brussels,8 May 2008 Re: Commentson ProposedAmendments to RulesRelating to ForeignPrivate lssuer Reportingunder the SecuritiesExchange Act of 1934 FileNo. 57-05-08 DearMs. Morris, We are submittingthis letter in responseto the requestof the Securitiesand Exchange Commission(the "Commission") for commentson the Commission'sproposal to amendthe rulesand forms that governreporting by foreignprivate issuers under the Securities ExchangeAct of 1934,as amended(the "ExchangeAct"). The proposalis discussedin ReleaseNo. 33-8900; 34-57409i International series Release No. 1308; File No. 57-05-08 (the "Release"), Europeanlssuers'has for severalyears supported the effortsof the Commissionto review the applicationof the U.S.securities laws and regulations to non-U.S.issuers. These efforts haveresulted in substantialimprovements to the U.S.regulatory regime in the pastfew years,including the modernizationof the rulesgoverning deregistration and the elimination of U.S.GAAP reconciliation for companiesthat publishIFRS financialstatements. Unfortunately,we cannotsupport the Commission'sproposal to requirelarge non-U.S. issuersto file their annualreports on Form20-F within 90 daysof the end of their fiscal years. We regardthis proposalas a step in the oppositedirection compared to the I Europeanlssuersis a pan Europeanorganisation that representsthe vast majority of publicly quoted companiesin Europe. Europeanlssuerswas formed when EALIq the EuropeanAssociation of Listed Companies,and UNIQUE, the Unionof lssuersQuoted in Europe,combined their organisations in early 2008. -
Automotive Data Sharing
Automotive Data Sharing 16.10.2020 Executive summary Data sharing in the automotive industry Data initiatives from National Road Authorities The usage of data in the global automotive industry has been increasingly important National Road Authorities (NRAs) are looking to utilize vehicle generated data. They the last couple of years. Even though Original Equipment Manufacturers (OEMs) are, under the ITS Delegated Act 2010/40/EU, required to share data through have been collecting data from their connected vehicles for several years, they have National Access Points. Some have chosen to comply only with the regulations, just recently started to investigate opportunities for sharing the data. OEMs have while others have taken a more proactive approach to improve road operations and traditionally been reluctant to this, because of the uncertain value potential of their traffic safety in their country. Later this year (2020), the EU Member States will data. However, during 2019 and 2020, the OEMs have gradually been accelerating provide a new update on their progress with the National Access Points. We have sharing of vehicle generated data with third parties and penning deals with both data seen a number of data initiatives from the NRAs, and some are even starting to pilot aggregators and data marketplaces. These deals are creating new revenue streams Vehicle to Infrastructure (V2I) use cases. Some notable mentions of V2I applications for the OEMs. are: - Ingolstadt in Germany – also known as Audi City – are working with TTS and Safety Related Traffic Information Audi to enable traffic lights to communicate with Audi vehicles. Throughout our interviews, utilizing Safety Related Traffic Information (SRTI) have - Barcelona in Spain are collaborating with SEAT, DGT, Barcelona City Council been a persistent topic. -
"SOLIZE India Technologies Private Limited" 56553102 .FABRIC 34354648 @Fentures B.V
Erkende referenten / Recognised sponsors Arbeid Regulier en Kennismigranten / Regular labour and Highly skilled migrants Naam bedrijf/organisatie Inschrijfnummer KvK Name company/organisation Registration number Chamber of Commerce "@1" special projects payroll B.V. 70880565 "SOLIZE India Technologies Private Limited" 56553102 .FABRIC 34354648 @Fentures B.V. 82701695 01-10 Architecten B.V. 24257403 100 Grams B.V. 69299544 10X Genomics B.V. 68933223 12Connect B.V. 20122308 180 Amsterdam BV 34117849 1908 Acquisition B.V. 60844868 2 Getthere Holding B.V. 30225996 20Face B.V. 69220085 21 Markets B.V. 59575417 247TailorSteel B.V. 9163645 24sessions.com B.V. 64312100 2525 Ventures B.V. 63661438 2-B Energy Holding 8156456 2M Engineering Limited 17172882 30MHz B.V. 61677817 360KAS B.V. 66831148 365Werk Contracting B.V. 67524524 3D Hubs B.V. 57883424 3DUniversum B.V. 60891831 3esi Netherlands B.V. 71974210 3M Nederland B.V. 28020725 3P Project Services B.V. 20132450 4DotNet B.V. 4079637 4People Zuid B.V. 50131907 4PS Development B.V. 55280404 4WEB EU B.V. 59251778 50five B.V. 66605938 5CA B.V. 30277579 5Hands Metaal B.V. 56889143 72andSunny NL B.V. 34257945 83Design Inc. Europe Representative Office 66864844 A. Hak Drillcon B.V. 30276754 A.A.B. International B.V. 30148836 A.C.E. Ingenieurs en Adviesbureau, Werktuigbouw en Electrotechniek B.V. 17071306 A.M. Best (EU) Rating Services B.V. 71592717 A.M.P.C. Associated Medical Project Consultants B.V. 11023272 A.N.T. International B.V. 6089432 A.S. Watson (Health & Beauty Continental Europe) B.V. 31035585 A.T. Kearney B.V. -
The Hague, April 2009 Dsec\2009\Minutes\Ava\Ava 2009 2
Minutes of the General Meeting of Shareholders of Wereldhave N.V., held on Thursday 2 April 2009 at 11:00 a.m. in the Kurhaus Hotel in Scheveningen (Municipality of The Hague, the Netherlands) Opening Mr C.J. de Swart , Chairman of the Supervisory Board, opened the Meeting at 11:00 a.m. and welcomed all those present. He noted that the Meeting had been convened in accordance with the statutory requirements and the requirements of the Articles of Association, by means of notices in the editions of De Telegraaf, Het Algemeen Dagblad (The Hague edition) and De Officiële Prijscourant of Euronext Amsterdam and in France in La Tribune and Les Echos, all on 12 March 2009. Issues verifying the inclusion of the notices are held by the Secretary for inspection. Documents to be discussed in this Meeting were submitted in the prescribed manner; according to the attendance list, ordinary shareholders present are entitled to 7,357,901 votes, preference shareholders present are entitled to 1,438,433 votes and priority shareholders present are entitled to 11 votes. Those shareholders who were unable to attend the meeting were given the option of granting a voting proxy to the civil-law notary, Mr. R.J. Lijdsman via the internet. In total, holders of 836,596 ordinary shares availed of the option of submitting their votes via the internet, which represents 13% of the present ordinary share capital, entitled to 921,361 votes. Mr De Swart raised for discussion Agenda Item 2 The Minutes of the General Meeting of Shareholders on 27 March 2008 The minutes of the Meeting held on 27 March 2008 were published via Wereldhave's website within a month after the Meeting and were sent upon request at no cost. -
Countering Terrorism Online with Artificial Intelligence an Overview for Law Enforcement and Counter-Terrorism Agencies in South Asia and South-East Asia
COUNTERING TERRORISM ONLINE WITH ARTIFICIAL INTELLIGENCE AN OVERVIEW FOR LAW ENFORCEMENT AND COUNTER-TERRORISM AGENCIES IN SOUTH ASIA AND SOUTH-EAST ASIA COUNTERING TERRORISM ONLINE WITH ARTIFICIAL INTELLIGENCE An Overview for Law Enforcement and Counter-Terrorism Agencies in South Asia and South-East Asia A Joint Report by UNICRI and UNCCT 3 Disclaimer The opinions, findings, conclusions and recommendations expressed herein do not necessarily reflect the views of the Unit- ed Nations, the Government of Japan or any other national, regional or global entities involved. Moreover, reference to any specific tool or application in this report should not be considered an endorsement by UNOCT-UNCCT, UNICRI or by the United Nations itself. The designation employed and material presented in this publication does not imply the expression of any opinion whatsoev- er on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area of its authorities, or concerning the delimitation of its frontiers or boundaries. Contents of this publication may be quoted or reproduced, provided that the source of information is acknowledged. The au- thors would like to receive a copy of the document in which this publication is used or quoted. Acknowledgements This report is the product of a joint research initiative on counter-terrorism in the age of artificial intelligence of the Cyber Security and New Technologies Unit of the United Nations Counter-Terrorism Centre (UNCCT) in the United Nations Office of Counter-Terrorism (UNOCT) and the United Nations Interregional Crime and Justice Research Institute (UNICRI) through its Centre for Artificial Intelligence and Robotics. -
Integrated Reporting As a Driver for Integrated Thinking?
Integrated Reporting as a driver for Integrated Thinking? Maturity of <IR> in the Netherlands 2015 Contributors Patrick Seinstra Jennifer Muller Royal BAM Group: Barry Oesman Partner Integrated & Sustainability Deloitte Audit Master Student at London School of Economics and Group Controller Political Science Anneke Sipkens DSM: Kimberley Chan Director Sustainability Deloitte Risk Services Michiel van der Valk Sustainability Manager Master Student Sustainable Business & Innovation at Udeke Huiskamp Utrecht University Nutreco: Jose Villalon Senior Manager Sustainability Deloitte Risk Services Corporate Sustainability Director CSR the Netherlands (MVO Nederland) Erica Kostense-Smit Willem Lageweg Nutreco: Sigrid van Amerongen Manager Sustainability Deloitte Risk Services CEO CSR The Netherlands (MVO Nederland) CSR Manager Ashley Myers Vincent van Marle Heineken International: Jan-Willem Vosmeer Manager Sustainability Deloitte Risk Services Manager CSR Manager Frank Geelen Interviewees Delta Lloyd: David Hoppe Partner CFO Services & Finance Transformation NS: Carola Wijdoogen Communications Advisor Deloitte Consulting Director Sustainable Business Ministry of Economic Affairs: Martin Lok Marco van der Vegte KPN: Hans Koeleman Program Manager Natural Capital Managing Partner Audit and Member Executive Board Director Corporate Communications & CSR Deloitte Holding Avans Hogeschool: Marleen Janssen Groesbeek KPN: Brechtje Spoorenberg Professor Sustainable Finance and Accounting Olivier van Thuijl Manager CSR Senior Manager CFO Services Deloitte