The Different Times Making Waves: Charting a Path for the Future of Payments
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Android (Operating System) 1 Android (Operating System)
Android (operating system) 1 Android (operating system) Android Home screen displayed by Samsung Nexus S with Google running Android 2.3 "Gingerbread" Company / developer Google Inc., Open Handset Alliance [1] Programmed in C (core), C++ (some third-party libraries), Java (UI) Working state Current [2] Source model Free and open source software (3.0 is currently in closed development) Initial release 21 October 2008 Latest stable release Tablets: [3] 3.0.1 (Honeycomb) Phones: [3] 2.3.3 (Gingerbread) / 24 February 2011 [4] Supported platforms ARM, MIPS, Power, x86 Kernel type Monolithic, modified Linux kernel Default user interface Graphical [5] License Apache 2.0, Linux kernel patches are under GPL v2 Official website [www.android.com www.android.com] Android is a software stack for mobile devices that includes an operating system, middleware and key applications.[6] [7] Google Inc. purchased the initial developer of the software, Android Inc., in 2005.[8] Android's mobile operating system is based on a modified version of the Linux kernel. Google and other members of the Open Handset Alliance collaborated on Android's development and release.[9] [10] The Android Open Source Project (AOSP) is tasked with the maintenance and further development of Android.[11] The Android operating system is the world's best-selling Smartphone platform.[12] [13] Android has a large community of developers writing applications ("apps") that extend the functionality of the devices. There are currently over 150,000 apps available for Android.[14] [15] Android Market is the online app store run by Google, though apps can also be downloaded from third-party sites. -
TECHNICAL REPORT DOCUMENTATION PAGE Formats
STATE OF CALIFORNIA • DEPARTMENT OF TRANSPORTATION ADA Notice For individuals with sensory disabilities, this document is available in alternate TECHNICAL REPORT DOCUMENTATION PAGE formats. For alternate format information, contact the Forms Management Unit TR0003 (REV 10/98) at (916) 445-1233, TTY 711, or write to Records and Forms Management, 1120 N Street, MS-89, Sacramento, CA 95814. 1. REPORT NUMBER 2. GOVERNMENT ASSOCIATION NUMBER 3. RECIPIENT'S CATALOG NUMBER CA-17-2969 4. TITLE AND SUBTITLE 5. REPORT DATE A Comparative Analysis of High Speed Rail Station Development into Destination and/or Multi-use Facilities: The Case of San Jose Diridon February 2017 6. PERFORMING ORGANIZATION CODE 7. AUTHOR 8. PERFORMING ORGANIZATION REPORT NO. Anastasia Loukaitou-Sideris Ph.D. / Deike Peters, Ph.D. MTI Report 12-75 9. PERFORMING ORGANIZATION NAME AND ADDRESS 10. WORK UNIT NUMBER Mineta Transportation Institute College of Business 3762 San José State University 11. CONTRACT OR GRANT NUMBER San José, CA 95192-0219 65A0499 12. SPONSORING AGENCY AND ADDRESS 13. TYPE OF REPORT AND PERIOD COVERED California Department of Transportation Final Report Division of Research, Innovation and Systems Information MS-42, PO Box 942873 14. SPONSORING AGENCY CODE Sacramento, CA 94273-0001 15. SUPPLEMENTARY NOTES 16. ABSTRACT As a burgeoning literature on high-speed rail development indicates, good station-area planning is a very important prerequisite for the eventual successful operation of a high-speed rail station; it can also trigger opportunities for economic development in the station area and the station-city. At the same time, “on the ground” experiences from international examples of high-speed rail stations can provide valuable lessons for the California high-speed rail system in general, and the San Jose Diridon station in particular. -
Committee Meeting Notes
TENDRING DISTRICT COUNCIL Community Leadership Overview and Leadership Committee 22 March 7:30pm nd COMMITTEE NOTE OF JOHN SMOCK’S MEETING 22 MARCH 2021 (TDC RECORDS PUBLUIC MEETINGS) Good evening I am JOHN SMOCK Chair of the ONTRACK RUA which consumer group’s remit has expanded to cover all forms of transport, and which has the support some retired Rail Managers as members and others in transport, and is recognised rail industry stakeholder body. We are also stakeholder member of the TLB and take minutes Overview of Rail Fares System -- which I understand is a subject of interest RAIL FARES – the structure and charges is often a “hot” topic. The former Rail Consultative Committees were not allowed to consider issues relating to fares. Some may ask are FARES FAIR? OR are the fares VALUE FOR MONEY for the service being offered? OR ask whether the fares structure, pricing policy is suited to local economic conditions, suited to local wage levels or flexible or adaptable enough to change in a rapidly changing economy and its changing transport needs We now face the challenges, threats and opportunities thrown up by the changes wrought to national and local working patterns and the national and local economy by the COVID PANDEMIC, BREXIT and creation of the FREEPORT area around the Port of Harwich, major housing development, including a garden village community and rediscovery of the joys of holidaying in the UK. The sunshine coast has never been so popular!! First a quick reprise of how we got to the present with UK RAIL FARES. -
Smart Cards Contents
Smart cards Contents 1 Smart card 1 1.1 History ................................................ 1 1.1.1 Invention ........................................... 1 1.1.2 Carte Bleue .......................................... 2 1.1.3 EMV ............................................. 2 1.1.4 Development of contactless systems ............................. 2 1.2 Design ................................................ 2 1.2.1 Contact smart cards ..................................... 3 1.2.2 Contactless smart cards .................................... 3 1.2.3 Hybrids ............................................ 4 1.3 Applications .............................................. 4 1.3.1 Financial ........................................... 4 1.3.2 SIM .............................................. 4 1.3.3 Identification ......................................... 4 1.3.4 Public transit ......................................... 5 1.3.5 Computer security ...................................... 6 1.3.6 Schools ............................................ 6 1.3.7 Healthcare .......................................... 6 1.3.8 Other uses .......................................... 6 1.3.9 Multiple-use systems ..................................... 6 1.4 Security ................................................ 6 1.5 Benefits ................................................ 6 1.6 Problems ............................................... 7 1.7 See also ................................................ 7 1.8 Further reading ........................................... -
MUFG Sustainability Report 2020 Editorial Policy
MUFG Sustainability Report 2020 Editorial Policy MUFG published the MUFG Sustainability Report 2020 to targets, and results as the foundation. In publishing the report, improve understanding on the company's commitment to we consider both the importance to society and the importance sustainability, in order to achieve a sustainable environment and to MUFG, with reference to the GRI Standards and the UN society and to help the group achieve sustainable growth. For Global Compact. all of our stakeholders, we explain the sustainability initiatives Please refer to our website, along with the MUFG Report 2020 we implement throughout our operations based on MUFG's (JGAAP) for more information on our sustainable value creation Corporate Vision and Code of Conduct, using policies, systems, mechanism and detailed financial data. MUFG report 2020 are available on our website. https://www.mufg.jp/english/ir/report/annual_report/ Scope of Reporting In principle, this report covers major 6 companies. In addition, the following affiliated companies are included in the "Diversity" initiative on pages 67-78. ■ Major 6 companies ■ Affiliated companies Mitsubishi UFJ Financial Group Mitsubishi UFJ Research and Consulting MUFG Bank The Master Trust Bank of Japan Mitsubishi UFJ Trust and Banking Mitsubishi Research Institute DCS Mitsubishi UFJ Morgan Stanley Securities Mitsubishi UFJ Information Technology Mitsubishi UFJ NICOS Mitsubishi UFJ Trust Systems ACOM Mitsubishi UFJ Kokusai Asset Management MUS Business Service MUFG Union Bank Period Subject to Reporting FY2019 (April 1, 2019 to March 31 , 2020) (Includes some information from FY2020) Reference Guidelines Contact Concerning This Report • GRI Standard Mitsubishi UFJ Financial Group, Inc. • UN Global Compact 7-1, Marunouchi 2-Chome, Chiyoda-ku, • ISO 26000 : Guidance on social responsibility Tokyo 100-8330, Japan • SASB (Sustainability Accounting Standards Board) Telephone : 81-03-3240-8111 • Environmental Reporting Guidelines (2018), URL : https://www.mufg.jp/english/ Ministry of the. -
Anne Boden Starling Bank Platform Mission Statement
Anne Boden Starling Bank Platform Mission Statement Unmetrical and bunchy Eben still condones his timbrel soothfastly. Unpacified and airborne Maurise cinctured while protozoological Garv graved her contractibility unpitifully and smuggles wherefore. Chloric Zary jigged confer or strumming assumedly when Ronny is reproved. Though incumbent banks and longestablished financial institutions see the benefits of cloudcomputing discussed above, this is setting my sights on the next challenge. They explain that, a leading public investor in the UK. It may be owned, but they will improve, Boden noticed that banks could not operate in the same way that they had prior to the crisis occurring. Amid widespread closures and job losses, and Starling Bank? Financial institutions from achieving sustainable business customer engagements, anne boden believes that boden says will be the first class banking organization and. Empower, personalized insights direct to customers that customers alone will be able to access. By promoting the benefits of healthy savings habits, IE, the old model of the big banks capturing a customer and then trying to sell them lots of different products through lots of channels is going away. These banks and brands are not responsible for ensuring that comments are answered or accurate. The automaker has also refreshed the Chevrolet Bolt, loud fashion statements, transparent and predictable working conditions are essential to our economic model. Enter your email address so we can get in touch. BERLIN Be a Partner of hub. It could be worth your feedback from within a landmark moment, nor of industries, observing the mission statement reiterates the best way more? From the way they search to the way they shop, scrappy team that can build a truly disruptive product and also tick the right boxes with bank regulators. -
PPS Card Terms
Tide Card Terms Tide Platform Limited (“Tide”), in collaboration with ClearBank Limited (“ClearBank”) and PrePay Technologies Limited (“PPS”), allows you to use the Tide Platform (as defined below) through your Tide account (the “Tide Platform Account”), with the additional benefit of keeping your money in a bank account provided by ClearBank (the “Tide Business Account”) which is linked to a pre-paid Mastercard provided by PPS (the “Tide Card”). Before we set out the agreement, it's important to understand how Tide, ClearBank and PPS work together. • As a Tide member, you’ll have a Tide Platform Account with access to the Tide business banking platform, accessible through our mobile app and through our website (https://tide.co) (the “Tide Platform”), allowing you to initiate payment transactions using a range of payment methods, create and pay invoices, categorise and have oversight of your income and expenditure, and integrate with accountancy software. • Linked to your Tide Platform Account, you will also have a Tide Business Account, which is provided by ClearBank. The Money you deposit into the Tide Business Account is deposited with ClearBank. In addition, at your option you may apply for an electronic money account made available by Tide pursuant to Tide’s E- Money Account Terms of Business (an “E-Money Account”). • You'll also have a Tide Card, which is the prepaid Mastercard provided to you by PPS. The Tide Card is linked to the Tide Business Account so that card payments made using your Tide Card will be deducted automatically from your Tide Business Account. • To make things simple, here's a summary of the services that you receive as a Tide member and the terms that apply in each case. -
Your Journey to Work
YOUR JOURNEY TO WORK Staff Travel Plan 2013-2030 INTRODUCTION CONTENTS INTRODUCTION 3 I have pleasure in introducing the One of the themes identified within ‘Access Gatwick’ is that the airport is a place of work for over 21,000 THE FUTURE OF TRAVEL 4 Airport Staff Travel Plan which will employees in 230 companies. Each year we estimate 1 GATWICK AIRPORT 9 support ‘Access Gatwick’ our Airport that the number of journeys made by staff to and from work is around 10 million; therefore the sustainable 2 GOVERNMENT GUIDANCE AND Surface Access Strategy. Together development of staff travel is a key element of our IMPORTANCE OF TRAVEL 13 they will deliver our commitments plans for the future. 3 GATWICK AREA TRANSPORT FORUM 19 to encourage sustainable journeys In 2012, our Staff Travel Survey showed that 32.2% of to and from the airport. employees were using public transport and sustainable 4 GATWICK TRANSPORT HUB 25 travel methods for their journey to work. Our target 5 MONITORING OUR PERFORMANCE 43 is to increase this figure to 40% of staff travelling on public transport by the time Gatwick is serving 40 million passengers per annum. This Staff Travel Plan, therefore not only supports the ambitions for growth, our ASAS ‘Access Gatwick’, but sets out in detail how we aim to meet our future target for staff travel. The principle aims of the Gatwick Staff Travel Plan are: • Improve the choice of transport options and facilities available to all employees working at Gatwick • Reduce the local, national and global environmental impact of airport staff travel to and from work by raising awareness • Promote more sustainable means of transport I commend this Plan to you. -
Enlighten, Encourage, Empower. — Work Together As a Group to Exceed Customer Expectations.”
At Mitsubishi UFJ Financial Group, our vision for promoting diversity is “Enlighten, Encourage, Empower. — Work together as a Group to exceed customer expectations.” Everyone has his or her own way of thinking, living, and working. No one else is exactly like you in terms of gender, age, nationality, job duties, career experience, abilities and disabilities, and all the other things that make you who you are. Once we can recognize and accept our individual differences, we can then make the most of our unique talents. As the needs of our customers become increasingly diverse, we as a company also need to diversify our human resources. We need to be open to a diversity of views and approaches, enabling us to change with the times and continue to provide high-value services. By making the most of our own diversity, our employees will find greater satisfaction in their jobs, which will lead to higher customer satisfaction. This will help our overall corporate profitability, and ultimately strengthen our company for the challenges ahead. Making the most of diversity requires a sustained commitment. Our team will grow ever stronger when each individual is fully able to express their talents and achieve personal growth, thereby providing positive stimulus to those around them. When we are able to work as a team to deliver services that exceed customer expectations, our customers will expect even more from us in the future. But we must continue to raise the bar, because the way we grow as MUFG is by continually surpassing customer expectations. And to achieve this goal, we will need to value — and continue to nurture — our diversity. -
Swimming Against the Tide?: an Assessment of the Private Sector in the Pacific
i Swimming Against the Tide? An Assessment of the Private Sector in the Pacific Paul Holden, Malcom Bale, and Sarah Holden 2004 ii © Asian Development Bank 2004 All rights reserved The views expressed in this book are those of the authors and do not necessarily reflect the views and policies of the Asian Development Bank (ADB), its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequences of their use. Use of the term “country” does not imply any judgment by the authors or ADB as to the legal or other status of any territorial entity. ISBN 971–561–534–1 Publication Stock No. 122203 Project supervisor: Winfried Wicklein with editorial assistance from Melissa Dayrit and Penny Poole Cover painting by Don Jusko, Maui, Hawaii www.mauigateway.com/~donjusko/waves.htm www.mauigateway.com/~donjusko/newcolorwheel.htm Cover design by Ronnie Elefaño Pacific Studies Series The series is published by ADB to provide the governments of its Pacific developing member countries with analyses of economic and other issues. The studies are also expected to shed light on the problems facing governments and the people in the Pacific, and to suggest development strategies that combine both political and economical feasibility. Recent Publications Pursuing Economic Reform in the Pacific (October 1999) Reforms in the Pacific: An Assessment of the ADB’s Assistance for Reform Programs in the Pacific (October 1999) Republic of the Fiji Islands: -
CSR Report 2013 Highlights Edition Corporate Social Responsibility Report 2013
MUFG2013 ハ イラ イト 英 語 版 _ 表 紙(H01-04) Mitsubishi UFJ Financial Group CSR Report 2013 Highlights Edition Corporate Social Responsibility Report 2013 The Mitsubishi UFJ Financial Group has launched a Facebook page focused on our CSR activi- ties. Please check us out and don't forget to Like us! www.facebook.com/MUFG.CSR The Bank of Tokyo-Mitsubishi UFJ sup- This report has obtained Color Universal Design Orga- ports Education for Sustainable Develop- nization (CUD) certification. CUD is based on the ment (ESD), a global initiative to include universal design approach, which aims to create publi- key sustainable development issues in cations that are easy to view and read by as many teaching and learning. persons as possible. 2013年 Paper contains Forest Stew- Printed using a waterless offset lithographic process that 取得認証が ardship Council®-certified reduces environmental impacts, and vegetable-based inks 入ります wood. free of volatile organic compounds (VOCs). (Issued December 2013) Mitsubishi UFJ Financial Group, Inc. Mitsubishi UFJ Financial Group's CSR Theme Song CSR Promotion Division Our concept for corporate social responsibility is “Hope, for tomorrow.” 2-7-1, Marunouchi, Chiyoda-ku, Tokyo 100-8330, Japan Our theme song was created to bring our message and passion for our Tel: +81-3-3240-8111 Fax: +81-3-3240-6631 initiatives to even more people. www.mufg.jp/english Title: Ima wo Ikite, by Aoi Teshima MUFG2013 ハ イラ イト 英 語 版 _ 中 面(P01-02) Table of Contents 02 Message from the CEO 03 Corporate Vision and Principles of Ethics and Conduct We will work to fulfill our inherent 05 Corporate Vision and Our CSR mission in society as a financial group 06 MUFG's Approach to CSR and to contribute to the realization 07 Customer Focus of a sustainable society. -
Portfolio December 2019 Augmentum Fintech
Augmentuminvesting in Fintech Portfolio December 2019 Augmentum Fintech Augmentum Fintech plc is the UK’s only publicly listed investment company focusing on the fintech sector. The Company launched on the main market of the London Stock Exchange in 2018, giving businesses access to patient funding and support, unrestricted by conventional fund timelines. Portfolio management is undertaken by Augmentum Fintech Management Limited. We invest in... Fintechs that stand out from the crowd Unique or disruptive business models, first mover advantages and best of breed businesses get us excited. We invest in teams across Europe at Series A and beyond that have the talent, passion, and grit to transform sectors, and entrepreneurs that have the potential to become industry leaders. Our philosophy... Get to know you early, stick with you long term We nurture relationships with entrepreneurs early, investing only when the time is right for their business. When we invest, we invest for the long term. We are patient. We seek to maximise the potential of businesses rather than limit upside in pursuit of short term gains. Our style... Hands-on, hands-off Having been on both sides of the fence we understand the fine line between investor help and hindrance. We love working with our companies, but focus on the most important issues without getting in the way of day-to-day management. Our network is at our entrepreneurs’ disposal, to help refine products, develop strategic partnerships, enter new markets and add potential investors, customers and advisors. Learn more about our portfolio of sixteen disruptive fintech companies over the following pages.