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Environmental Impacts of HGV Tolling Schemes
1 Environmental Impacts of HGV Tolling Schemes Werner Rothengatter Universität Karlsruhe (TH) Environmental Impacts of 2 HGV Tolling Schemes Directive 2006(38 Impacts of German TollCollect Scheme Plans to Extend Directive 2006/38 Implementation Problems and Caveats More Comprehensive Internalisation Schemes Conclusions 1 Directive 2006/38 3 Full Infrastructure Cost Recovery Differentiation According to - Time of Day/Congestion (100%) - Euro Emission Category (100%) Implementation in Austria and Germany Use of Revenues for Road (ASFINAG) or Road/Rail/IWW (VIFG) 2 Impacts of German TollCollect Scheme 4 Introduced: 2005 GPS/km-based Charging System (Electronic + Manual) Motorways + Some Federal Primaries Charges Based on Full Life Cycle Costs Differentiation According to Euro Categories (100% since 2009) 5 Payment Value added Traffic Control System services Center "Toll Collect" Road Operator GPS Pyment Information Positioning Payment/ VAS GSM/ Call Center Internet POS SMS Forwarder On Board Value added Unit services Automatic Payment Manual Payment Micro-Simulation of Toll Impacts 6 SimulationImpacts der Auswirkungen on Distance, Empty einer Running Maut and Consignments TotalGesamtdistanz Distance EmptyLeerfahrtendistanz Running Distance OhneWithout Maut MitWith Maut Maut Ohne WithoutMaut Mit Maut With Maut SimulationsperiodenSimulation Periods Simulationsperioden Simulation Periods AnzahlConsignments Transportflle perpro WocheWeek Rckkoppelungen auf Feedback with Routenwahl Losgr§en/Frequenzen• Route/Mode Choice Transporteffizienz -
Sustainability Report 2015 About This Report
Sustainability Report 2015 About this Report Content and Period Covered by the Report (G4-23) Porsche has prepared this Sustainability Report to provide information about its key activities in the areas of “Business and Customers,” “Product Responsibility,” “Environment and Energy,” and “Employees and Community.” The report also explains how sustainability is strategically embedded in, and managed by, the company. Objectives and actions have been set out in a Sustainability Program. Relevant facts and figures have been summarized at the end of the hard copy of the report and are available in detail on the Sustainability microsite (newsroom.porsche.com/en/sustainability). Various reporting and processing systems within the company were used to collect and capture the data, which was then consolidated and reviewed to enhance its reliability. The Porsche Sustainability Report 2015 refers to the period from January 1, 2014 through December 31, 2015. In the interests of providing a complete picture, the report also contains information about material activities performed prior to this period. All data is valid as of December 31, 2015. Editing of the report was finalized in April 2016. Unless otherwise indicated, all information relates to Dr. Ing. h.c. F. Porsche AG and Porsche Leipzig GmbH. Reporting Standard The Porsche Sustainability Report 2015 was prepared in accordance with the guidelines issued by the Global Reporting Initiative (GRI G4) using the “Core” option. The GRI Content Index details the level of completion of the Global Reporting Initiative indicators and their location in this Sustainability Report and on the Sustainability microsite. External Audit The materiality analysis, selected management approaches, and some of the key figures addressed in the Sustainability Report and included on the Sustainability microsite have been subjected to an audit review by PricewaterhouseCoopers. -
Separate Financial Statements Fiscal Year 2019
201Separate financial9 statements PPorscheorsche TaycanTaycan TurboTurbo S 3 Content Group management report and management report of Porsche Automobil Holding SE 6 Fundamental information about the group 10 Report on economic position 12 Significant events and developments at the Porsche SE Group 12 Significant events and developments at the Volkswagen Group 20 Business development 24 Results of operations, financial position and net assets 31 Porsche Automobil Holding SE (financial statements pursuant to the German Commercial Code) 37 Sustainable value enhancement in the Porsche SE Group 41 Overall statement on the economic situation of Porsche SE and the Porsche SE Group 43 Remuneration report 44 Opportunities and risks of future development 52 Publication of the declaration of compliance and corporate governance report 78 Subsequent events 79 Forecast report and outlook 80 Glossary 85 4 Financials 86 Balance sheet of Porsche Automobil Holding SE 90 Income statement of Porsche Automobil Holding SE 91 Notes to the consolidated fi nancial statements 92 Independent auditor’s report 212 Responsibility statement 220 5 VVolkswagenolkswagen IID.3D.3 6 1 Group management report and management report of Porsche Automobil Holding SE 7 8 Group management report and management report of Porsche Automobil Holding SE 6 Fundamental information about the group 10 Report on economic position 12 Significant events and developments at the Porsche SE Group 12 Significant events and developments at the Volkswagen Group 20 Business development 24 Results -
Annual Financial Statements of Volkswagen AG 1
Balance Sheet Annual Financial Statements of Volkswagen AG 1 Annual Financial Statements of Volkswagen AG Balance Sheet of Volkswagen AG as of December 31, 2018 € million Note Dec. 31, 2018 Dec. 31, 2017 Assets Fixed assets Intangible assets 1 230 269 Tangible assets 1 6,731 6,972 Long-term financial assets 1 112,752 106,462 119,713 113,703 Current assets Inventories 2 5,140 4,889 Receivables and other assets 3 36,895 32,192 Cash-in-hand and bank balances 4 14,595 5,798 56,630 42,880 Prepaid expenses 70 111 Total assets 176,412 156,693 Equity and Liabilities Equity Subscribed capital 5 1,283 1,283 Ordinary shares 755 755 Preferred shares 528 528 Contingent capital - - Capital reserve 6 15,021 15,021 Revenue reserves 7 14,367 11,953 Net retained profits 2,419 2,181 33,090 30,438 Special tax-allowable reserves 8 19 21 Provisions 9 39,870 39,930 Liabilities 10 102,308 85,064 Deferred income 11 1,126 1,240 Total equity and liabilities 176,412 156,693 2 Annual Financial Statements of Volkswagen AG Income Statement Income Statement of Volkswagen AG for the Period January 1 to December 31, 2018 € million Note 2018 2017 Sales 12 78,001 76,729 Cost of sales – 72,700 – 73,355 Gross profit on sales 5,301 3,375 Distribution expenses – 5,760 – 5,677 General and administrative expenses – 1,865 – 1,426 Other operating income 13 5,673 6,451 Other operating expenses 14 – 6,089 – 6,605 Financial result 15 8,264 8,644 Write-downs of long-term financial assets and securities classified as current assets - 0 Taxes on income – 907 – 409 Earnings after taxes 4,620 4,353 Net income / loss for the year 4,620 4,353 Notes to the annual financial statements Annual Financial Statements of Volkswagen AG 3 Notes to the Annual Financial Statements of Volkswagen AG for the Period ended December 31, 2018 Financial statements in accordance with the German Commercial Code Volkswagen AG is domiciled in Wolfsburg, Germany, and entered in the commercial register at the Braun- schweig Local Court under no. -
Tfl Traffic Modelling Guidelines Version 3
Traffic Modelling Guidelines TfL Traffic Manager and Network Performance Best Practice Version 3.0 MAYOR OF LONDON Edited by Dr James Smith & Robert Blewitt © Transport for London, September 2010 All rights reserved. Reproduction permitted for research, private study and internal circulation within an organisation. Extracts may be reproduced provided the source is acknowledged. Disclaimer This publication is intended to provide accurate information. However, TfL and the authors accept no liability or responsibility for any errors or omissions or for any damage or loss arising from use of the information provided. Foreword 3 Foreword The capacity of London’s traffic network (both road and footway) is coming under increasing pressure and maintaining the smooth operation of this network is a challenging task. A primary goal of the TfL Traffic Manager is to deliver journey time reliability and it is essential that traffic schemes are developed to a high quality and their impacts on the network are well understood and mitigated with journey time reliability as the ultimate outcome. Traffic modelling plays an increasingly vital role in this objective and these guidelines provide invaluable support. They draw upon expertise from across the industry and form a comprehensive source of best practice. It is TfL’s remit to ensure that the effects of all planned interventions on the road network are thoroughly understood before they are implemented. These guidelines are fundamental in achieving this requirement. Alan Bristow TfL Streets Traffic Director -
Volkswagen AG Annual Report 2009
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Download PDF, 19 Pages, 505.25 KB
VOLKSWAGEN AKTIENGESELLSCHAFT Shareholdings of Volkswagen AG and the Volkswagen Group in accordance with sections 285 and 313 of the HGB and presentation of the companies included in Volkswagen's consolidated financial statements in accordance with IFRS 12 as of 31.12.2019 Exchange rate VW AG 's interest Equity Profit/loss (1€ =) in capital in % in thousands, in thousands, Name and domicile of company Currency Dec. 31, 2019 Direct Indirect Total local currency local currency Footnote Year I. PARENT COMPANY VOLKSWAGEN AG, Wolfsburg II. SUBSIDIARIES A. Consolidated companies 1. Germany ASB Autohaus Berlin GmbH, Berlin EUR - 100.00 100.00 16,272 1,415 2018 AUDI AG, Ingolstadt EUR 99.64 - 99.64 13,701,699 - 1) 2019 Audi Berlin GmbH, Berlin EUR - 100.00 100.00 9,971 - 1) 2018 Audi Electronics Venture GmbH, Gaimersheim EUR - 100.00 100.00 60,968 - 1) 2019 Audi Frankfurt GmbH, Frankfurt am Main EUR - 100.00 100.00 8,477 - 1) 2018 Audi Hamburg GmbH, Hamburg EUR - 100.00 100.00 13,425 - 1) 2018 Audi Hannover GmbH, Hanover EUR - 100.00 100.00 16,621 - 1) 2018 AUDI Immobilien GmbH & Co. KG, Ingolstadt EUR - 100.00 100.00 82,470 3,399 2019 AUDI Immobilien Verwaltung GmbH, Ingolstadt EUR - 100.00 100.00 114,355 1,553 2019 Audi Leipzig GmbH, Leipzig EUR - 100.00 100.00 9,525 - 1) 2018 Audi München GmbH, Munich EUR - 100.00 100.00 270 - 1) 2018 Audi Real Estate GmbH, Ingolstadt EUR - 100.00 100.00 9,859 4,073 2019 Audi Sport GmbH, Neckarsulm EUR - 100.00 100.00 100 - 1) 2019 Audi Stuttgart GmbH, Stuttgart EUR - 100.00 100.00 6,677 - 1) 2018 Auto & Service PIA GmbH, Munich EUR - 100.00 100.00 19,895 - 1) 2018 Autonomous Intelligent Driving GmbH, Munich EUR - 100.00 100.00 250 - 1) 2018 Autostadt GmbH, Wolfsburg EUR 100.00 - 100.00 50 - 1) 2018 B. -
Infogenie-AR-2002 E-FP.Pdf
Contents 1 Contents Statement from the CEO 3 Company profile 5 Sectoral trend 7 Telecommunications 7 The Call-Center Industry 7 Status Report 9 Business performance 9 Merger 9 Capital measures 9 Developments at InfoGenie Ltd. 9 Federal German Supreme Court (BGH) 10 decision on legal help lines Order portfolio 10 Revenues and earnings 11 Changes to company entities 12 Employees 12 Stock performance 13 Key changes after the end of the period 13 under review Material risks 14 Outlook 14 Corporate Governance Code 15 Directors’ Dealings 15 Annual financial statements 16 Balance sheet 16 Profit & loss statement 17 Capital flow account 18 Movements in equity 20 Appendix 22 Audit Certificate 34 Supervisory Board Report 35 Imprint 36 Company Calendar 10 Status Report Status Report 11 Federal German Supreme Court (BGH) decision on sourcing partner. Thanks to the highly competent advisory What was particularly encouraging in the company’s co- For the financial year as a whole, the Group’s earnings came legal help lines services, this leads to essential end-customer satisfaction operation with Lexware was the renewal of the contractual to minus 3,930 k euros. Compared with the previous year The decision handed down by the German Supreme Court and a corresponding level of customer loyalty. This is where scope for 2003. After collaboration with that firm had initially (minus 4,653 k euros), the shortfall narrowed by 17 per on September 27, 2002 concerning legal advisory services InfoGenie is paid by the businesses placing the orders. been limited to the sector of payroll software (which is subject cent. -
Istoria Porsche Holding
Istoria Porsche Holding Pagina 1 din 13 Istoria familiei Porsche a fost influenat de turbulenele politice de la nceputul secolului, marcat de dezvoltarea uria a tehnicii i a fascinantului automobil. Este istoria unei familii care a contribuit decisiv la dezvoltarea automobilului. Istoria Porsche ncepe cu Ferdinand Porsche, genialul creator de maini Istoria Porsche ncepe la 3 septembrie 1875 n Maffersdorf, Boemia. n aceast! zi se na#te Ferdinand Porsche, al treilea copil al lui Anton Porsche #i al so'iei sale, Anna. La momentul inven'iei automobilului, Ferdinand Porsche are 11 ani. Ferdinand este interesat n special de electricitate. La 13 ani instaleaz! o sonerie electric! #i la 16 ani asigur! iluminatul electric n casa p!rinteasc!. n 1893 #i ncepe cariera profesional! la concernul de uzine electrice Bella ,gger - .o. din /iena. Patru ani mai t0rziu, talentatul Porsche ocup! de1a pozi'ia de #ef al atelierului de testare a electromotoarelor, iar la pu'in timp dup! aceea l reg!sim n pozi'ia de asistent al directorului de ntreprindere. .u pu'in timp nainte de sf0r#itul secolului, Ferdinand Porsche intr! n serviciul furnizorului oficial al cur'ii regale, 2acob Lohner. Aici, Porsche proiecteaz! primul s!u autovehicul cu motor nglobat n butucul ro'ilor, care, sub numele de L3hner4Porsche, atrage aten'ia publicului la e5pozi'ia mondial! de la Paris. Pe acest autovehicul se puteau monta motoare pe toate cele patru ro'i6 prin urmare, poate fi considerat primul autovehicul cu trac'iune integral! din lume. 7n principiu, de altfel, pe care 8ASA l va utiliza 70 de ani mai t0rziu la construc'ia vehiculului selenar. -
Michael-Julius Renz Becomes Head of Audi Sport Gmbh
Audi MediaInfo Communications Audi Sport GmbH Claudia Schneider Telephone: +49 (0) 152 57767826 Email: [email protected] www.audi -mediacenter.com Michael-Julius Renz becomes head of Audi Sport GmbH Chairman of the Board of Management at Audi, Rupert Stadler: “Michael Renz will firmly establish Audi Sport as a major player in the global market” Thanks to predecessor Stephan Winkelmann for restructuring the Audi subsidiary brand Extended model range for further growth Ingolstadt/Neckarsulm, December 19th, 2017 – Michael-Julius Renz (60) is due to become the new CEO of Audi Sport GmbH. He follows Stephan Winkelmann (53), who will leave at the turn of the year to become president of Bugatti. “With his international experience, Michael-Julius Renz will further drive the growth of Audi Sport worldwide. Under his leadership, we want to firmly establish the brand as a global player in the market,” explains Rupert Stadler, Chairman of the Board of Management at AUDI AG. Renz has a degree in Business Management and has held managerial roles at AUDI AG for over 20 years. As President of the Audi Sales Division China since 2015, he has been responsible for sales and brand awareness in one of the world’s most important markets. Renz also previously managed sales in Europe along with centralized marketing of the Audi brand. The new CEO will take over the operational activities of Audi Sport GmbH from March 1 onwards. He succeeds Stephan Winkelmann as head of Audi Sport GmbH, who will take over as President of Bugatti Automobiles S.A.S. in Molsheim, France, on January 1, 2018. -
Porsche Automobil Holding SE Company Accounts 2008/2009
Porsche Automobil Holding SE company accounts 2008/09 4 Group management report and management report of Porsche Automobil Holding SE 80 Balance Sheet 81 Income statement 82 Notes 102 Audit Opinion 103 Company Boards 105 Membership in other statutory supervisory boards and comparable domestic and foreign control bodies Group management report and management report of Porsche Automobil Holding SE Recent developments Michael Macht and Thomas Edig's appointment to the helm of Porsche AG marks the beginning of a new era for the Stuttgart-based automobile manufacturer. Michael Macht, who for many years served as head of pro- duction and logistics, has been made a member of the executive board of Porsche SE, and CEO of Porsche AG. Thomas Edig has been made board member at Porsche SE and Mr. Macht’s deputy at Porsche AG, where he is also responsible for HR and social issues and functions as labor director. Macht’s successor as head of production is Wolfgang Leimgruber, who was previously responsible for the body shell and paint shops. At Porsche SE, Michael Macht is responsible for technology and products, while Tho- mas Edig heads the commercial and administrative side. On 23 July 2009, the supervisory board of Porsche Automobil Holding SE (“Porsche SE”) reached an agreement on the departure of the long-term executive board members Dr. Wendelin Wiedeking and Holger P. Härter. Both men also resigned from their posts on the supervisory boards of Volkswagen AG and AUDI AG. Prof. Dr. Martin Winterkorn will be made the new CEO of Porsche SE fol- lowing the approval of the supervisory boards of Porsche SE and Volks- wagen AG. -
PTV Traffic Platform (MPC-10-229E)
PTV TRAFFIC PLATFORM Dr. Peter T. Martin Milan Zlatkovic Piyali Chaudhuri Ivana Tasic Civil and Environmental Engineering University of Utah Date of Research: December 2010 – June 2011 September 2011 Disclaimer The contents of this report reflect the views of the authors, who are responsible for the facts and the accuracy of the information presented. This document is disseminated under the sponsorship of the Department of Transportation, University Transportation Centers Program, in the interest of information exchange. The U.S. Government assumes no liability for the contents or use thereof. North Dakota State University does not discriminate on the basis of age, color, disability, gender expression/identity, genetic information, marital status, national origin, public assistance status, sex, sexual orientation, status as a U.S. veteran, race or religion. Direct inquiries to the Vice President for Equity, Diversity and Global Outreach, 205 Old Main, (701)231-7708. TABLE OF CONTENTS _Toc297295536 1. INTRODUCTION ................................................................................................................................... 1 1.1 Background ...................................................................................................................................... 1 1.2 Major Features .................................................................................................................................. 1 1.3 Review of Past Research .................................................................................................................