Future Information-Communication Technology in China
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Introduction of CNGI-CERNET2/6IX Operation
Introduction of CNGI-CERNET2/6IX Operation Zhonghui Li Outline Topology Routing Advanced Services Traffic NMS Topology • CNGI-CERNET2 • CNGI-6IX CNGI-CERNET2 Largest Pure IPv6 Internet Backbone 100 Customer Networks (Funded by CNGI Project) CNGI-6IX National IPv6 Exchange Center CNGI-6IX Equipment (Tsinghua University, Beijing) CNGI-6IX Equipment (MEGA-iAdvantage, Hong Kong) • CNGI-6IX core router o Cisco GSR CNGI-6IX Equipment (Coresite, Los Angeles) • CNGI-6IX core router o Cisco CRS Routing • CNGI-6IX o Open to receive all the IPv6 prefixes from CNGI participants, domestic peers and external peers o Conservative to advertise IPv6 prefixes based on agreed peering policy • No transit service for external peers o Except for BJ-LON’s backup for TEIN-EU traffic o Community-based o Mutual transit backup among CNGI-6IX and GEANT/Internet2 over BJ-LON & BJ-LA links CNGI-CERNET2 IPv6 Prefix (Yearly Graph) CNGI Participants • CERNET2 (AS23910) • China Telecom (AS4134) • China Unicom (AS9800 & AS18344) • China Mobile (AS24311 & AS24425) Domestic Peers • CERNET (AS4538) • CSTNET (AS7497) • NSFCNet (AS9406) • CJ-IPv6 (AS23912) • Google-China (AS24424) External Peers • GEANT (AS20965) • Internet2 (AS11537) • ESnet (AS293) • NLR (AS19401) • TransPAC (AS22388) • TEIN (AS24489) • APAN-JP (AS7660) • KREONet2 (AS17579) • HK-IX2 (AS4635) • Google (AS15169) • Hurricane (AS6939) • Cable & Wireless (AS1273) • … Advanced Services • Multicast • MPLS • P2P Service Multicast • IPv6 Multicast BGP peering can be enabled on demand • IPv6 ASM (embedded-rp) and SSM -
Education and Training Ignite the Market a Win-Win Opportunity for Telecom Operators and VR Players Contents
2018 June Education and Training Ignite the Market A Win-Win Opportunity for Telecom Operators and VR Players Contents 06 VR Education & Training Provider Profiles 6.1.Education 02 6.1.1.VRSCHOOL Introduction 6.1.2.FLY VR 6.1.3.NetDragon 04 6.1.4.Idealens 01 The VR Education 6.1.5.Google Expeditions Ecosystem 6.1.6.VR Education Holdings 4.1.Global VR Education Development 6.2.Training 02 6.2.1.STRIVR 4.2.VR Education Development in China 03 6.2.2.Innoactive 4.2.1.China Education Sector Overview 01 4.2.2.ICT Education Funding in China Executive Summary 07 03 12 What Benefits Does 13 VR Deliver? 3.1.Benefits in Education 3.1.1.Benefits for Students 3.1.2.Benefits for Teachers 05 The VR Training Ecosystem 3.2.Benefits in Industry 08 Exhibits Bottlenecks and Challenges 8.1.Content 8.2.Hardware Edgar Dale’s original Cone of Experience 03 8.2.1.Cost VRSCHOOL VRmaker Classroom 13 8.2.2.End-User Pain Points FLY VR: VR Teaching Classroom 14 A class using Idealens solution 15 8.3.Network A class using Google Expeditions 16 26 Users in the ENGAGE VR app 17 8.4.Who Trains the Trainers? STRIVR & Walmart Next Gen Learning 18 Innoactive and VW’s Training Hub 19 VR Education App Availability 20 VR Education App Pricing 21 20 23 09 Opportunities for Operators 9.1.Market Growth 9.2.Overcoming Bottlenecks 9.3.Telecom Operator’s Role in the VR Education Ecosystem 9.4.How can Operators Participate in VR Education Market 07 VR Education App Distribution 7.1.Education App Availability 7.2.Education App Pricing and Business Models Executive Summary 01 Executive Summary VR training and education can deliver lessons and However, there remain bottlenecks in the market which training that are either not practical or even not may hinder growth. -
Review of the Development and Reform of the Telecommunications Sector in China”, OECD Digital Economy Papers, No
Please cite this paper as: OECD (2003-03-13), “Review of the Development and Reform of the Telecommunications Sector in China”, OECD Digital Economy Papers, No. 69, OECD Publishing, Paris. http://dx.doi.org/10.1787/233204728762 OECD Digital Economy Papers No. 69 Review of the Development and Reform of the Telecommunications Sector in China OECD Unclassified DSTI/ICCP(2002)6/FINAL Organisation de Coopération et de Développement Economiques Organisation for Economic Co-operation and Development 13-Mar-2003 ___________________________________________________________________________________________ English text only DIRECTORATE FOR SCIENCE, TECHNOLOGY AND INDUSTRY COMMITTEE FOR INFORMATION, COMPUTER AND COMMUNICATIONS POLICY Unclassified DSTI/ICCP(2002)6/FINAL REVIEW OF THE DEVELOPMENT AND REFORM OF THE TELECOMMUNICATIONS SECTOR IN CHINA text only English JT00140818 Document complet disponible sur OLIS dans son format d'origine Complete document available on OLIS in its original format DSTI/ICCP(2002)6/FINAL FOREWORD The purpose of this report is to provide an overview of telecommunications development in China and to examine telecommunication policy developments and reform. The initial draft was examined by the Committee for Information, Computer and Communications Policy in March 2002. The report benefited from discussions with officials of the Chinese Ministry of Information Industry and several telecommunication service providers. The report was prepared by the Korea Information Society Development Institute (KISDI) under the direction of Dr. Inuk Chung. Mr. Dimitri Ypsilanti from the OECD Secretariat participated in the project. The report benefited from funding provided mainly by the Swedish government. KISDI also helped in the financing of the report. The report is published on the responsibility of the Secretary-General of the OECD. -
2018 Annual Report
Huawei Investment & Holding Co., Ltd. 2018 Annual Report Bring digital to every person, home and organization for a fully connected, intelligent world Who is Huawei? Founded in 1987, Huawei is a leading global information and communications technology (ICT) solutions provider. We are committed to bringing digital to every person, home and organization for a fully connected, intelligent world. We have nearly 188,000 employees, and we operate in more than 170 countries and regions, serving more than three billion people around the world. Who owns Huawei? Huawei is a private company wholly owned by its employees. Through the Union of Huawei Investment & Holding Co., Ltd., we implement an Employee Shareholding Scheme that involves 96,768 employee shareholders. This scheme is limited to employees. No government agency or outside organization holds shares in Huawei. Who controls and manages Huawei? Huawei has a sound and effective corporate governance system. Shareholding employees elect 115 representatives to form the Representatives’ Commission. This Representatives’ Commission elects the Chairman of the Board and the remaining 16 board directors. The Board of Directors elects four deputy chairs and three executive directors. Three deputy chairs take turns serving as the company’s rotating chairman. The rotating chairman leads the Board of Directors and its Executive Committee while in office. The board exercises decision-making authority for corporate strategy and operations management, and is the highest body responsible for corporate strategy, operations management, and customer satisfaction. Meanwhile, the Chairman of the Board chairs the Representatives’ Commission. As Huawei’s highest decision-making body, the Representatives’ Commission makes decisions on important company matters, like profit distribution, capital increases, and the elections of members of the Board of Directors and the Supervisory Board. -
Understanding Mobile Marketing Technology & Reach MAY 2007 Understanding Mobile Marketing Technology & Reach
E EDUC AT IO N Understanding Mobile Marketing Technology & Reach MAY 2007 Understanding Mobile Marketing Technology & Reach Introduction 01 Messaging 02 WAP and the Mobile Web 04 Streaming Media 07 Downloadable Content 09 Case Studies 11 Who We Are 16 Appendix 17 The materials found in this document are owned, held, or licensed by the Mobile Marketing Association and are available for personal, non-commercial, and educational use, provided that ownership of the materials is properly cited. Any commercial use of the materials, without the written permission of the Mobile Marketing Association, is strictly prohibited. Mobile Marketing Association Version 1.3 www.mmaglobal.com Understanding Mobile Marketing Technology & Reach Introduction Creating and executing a mobile marketing campaign is a process that involves multiple steps. Learning those steps takes time. It is not unusu- al for marketers new to mobile to start out with very ambitious ideas about the kinds of things they would like to do, only to be discouraged once they begin to have an understanding of the challenges. Not to worry. Finding the right way for your brand to use mobile marketing is an ongoing effort, with the potential for long-term benefits. Marketers should consider several factors when developing a mobile campaign: • Addressable audience. How many handsets currently in the tar- get market can support the technology (e.g., MMS) or applica- tion (e.g., wallpaper) that will be used for the campaign? Figure 1 summarizes this research. Source: M:Metrics 2007 • Case studies. Have other brands used mobile marketing to First Steps reach the target audience? If so, what worked – and didn’t? Are Your first few mobile marketing campaigns will be learning ex- there any best practices for this type of campaign? periences, but that doesn’t mean they can’t be successful. -
Android Y Open Handset Alliance Santiago Diaz Peña
Android y Open Handset Alliance Santiago Diaz Peña Trabajo Práctico TAI2 2010 Ing. Juan de Urraza Ingeniería Informática Universidad Católica “Nuestra Señora de la Asunción” Asunción, Paraguay 1 Introducción En el 2005, Google adquirió Android, una pequeña compañía que recién comenzaba. Los fundadores de Android fueron a trabajar a Google. En ese entonces, era poco lo que se conocía sobre Android, solo que desarrollaban software para teléfonos móviles. Esto genero rumores de que Google estaba planeando entrar en el mercado de la telefonía móvil. En Google, un equipo desarrolló una plataforma para dispositivos móviles basado en el kernel de Linux los cuales fueron promocionados a los fabricantes y prestadores de servicios móviles a partir de la premisa de aportar una sistema flexible y fácilmente actualizable. La Open Handset Alliance fue creada a finales de 2007, liderado por Google con 34 miembros más, incluyendo fabricantes de dispositivos móviles, desarrolladores de aplicación, algunos prestadores de servicios de telefonía móvil y fabricantes de semi-conductores. Android, el software insignia de la alianza, es creado a partir de una licencia de open source y compite contra otras plataformas móviles propietario de Apple, Microsoft, Nokia, Palm, Symbian. El primer teléfono móvil corriendo Android comercialmente disponible es el T-Mobile G1, también conocido como el HTC Dream. Fue aprobado por la FCC en agosto del 2008, estuvo finalmente disponible a finales de octubre. Android nació a partir de la necesidad de crear un plataforma abierta y libre, que pueda ser actualizada, mejorada, modificada para cualquier tipo de teléfono móvil especifico con sus problemas de heterogeneidad por la comunidad de software libre, completa, es decir que tenga todas las funcionalidades que tiene cualquier otra plataforma propietario. -
2019 Workplace Mobility Report
The T-Mobile for Business 2019 Workplace Mobility Report Introduction The lines between work and home, here and there, become more blurred every minute, and that’s exciting for the future of business. FACT: We tap and click our way to global information, connect one-on-one across Sixty three percent of global enterprises cities and even continents, and work on the go. The pace of change is dizzying, regard mobility as the most significant factor but the opportunities are incredible, and mobility—the opportunity to work 63% contributing to competitive advantage and freely and easily, at any time, on any device—makes it all possible. Evolving more than seven in 10 cite it as a top priority. trends in mobility are shaping the workstyles of tomorrow, making it easier to support and empower employees than ever before. Today, it’s important that companies embrace these trends to stay ahead. Make no mistake. There is a clear line between simply being “wireless” and being truly mobile. The differences go well beyond flexibility to game-changing productivity that has the potential to disrupt industries and impact every department across It’s no wonder then that global spending on mobility solutions your organization. is forecasted to reach $1.8 trillion in 2022.1 In this trends report, we’ll uncover the ways organizations can harness these $1.8T advances now to gain a competitive advantage, deliver greater productivity, and build a stronger foundation for tomorrow. Let’s dive in! TREND 1 01 Mobility transforms the way we think about work/life balance TREND 2 02 Mobility enables a more productive, cross-generational workforce TREND 3 03 Mobility allows brands to connect with consumers in new and exciting ways 2019 2022 1. -
Ipv6 Broadband Access and Applications in China
___________________________________________________________________________ 2009/TEL40/DSG/WKSP/009 IPv6 Broadband Access and Applications in China Submitted by: China Workshop on IPv6: Facing the Future of Internet Cancun, Mexico 24 September 2009 IPv6 BB access and applications in China YU Zhicheng CATR • Current Status of Internet in China • IPv6 network deployment • Trial applications Internet User Number Ranking the First in the World •In 2008, the Internet users of China surpassed that of the US and ranked the first in the world; In June 2009, the number reached 338 million; The year-on- year growth rate was 34%. •Up to June 2009, the penetration rate of Internet was 25.5% in China, exceeding the average level of the world (23.8%). However, it is still much lower than those in the developed economies. 4 60.00% 56% 3.38 3.5 53% 2.98 50.00% 3 2.53 42% 40.00% 2.5 2.1 32% 34% 2 1.62 30.00% 1.37 1.5 1.11 1.23 23% 1.0318% 18% 19% 20.00% 1 10.00% 0.5 0 0.00% 2005. 6 2005. 12 2006. 6 2006. 12 2007. 6 2007. 12 2008,6 2008,12 2009,6 User number用户数 同比增长率 Growth rate Source: CNNIC Broadband Users Having Become the Mainstream Internet Users •In 2008, the number of broadband users of China ranked the first in the world for the first time; in June 2009, the number reached 319 million; The year-on- year growth rate of broadband users reached 49%, higher than that of the Internet users. -
China's Telecommunications
S t a n f o r d U n i v e r s i t y C I S A C Center for International Security and Arms Control The Center for International Security and Arms Control, part of Stanford University’s Institute for International Studies, is a multidisciplinary community dedicated to research and train- ing in the field of international security. The Center brings together scholars, policymakers, scientists, area specialists, members of the business community, and other experts to examine a wide range of international security issues. CISAC publishes its own series of working papers and reports on its work and also sponsors a series, Studies in International Se- curity and Arms Control, through Stanford University Press. Center for International Security and Arms Control Stanford University 320 Galvez Street Stanford, California 94305-6165 (415) 723-9625 http://www-leland.stanford.edu/group/CISAC/ China’s Telecommunications: Present and Future Yunpeng Hao June 1997 Yunpeng Hao is a research assistant at the Center for International Security and Arms Control at Stanford University. The Center is grateful to the Carnegie Corporation of New York, the Columbia Foundation, the W. Alton Jones Foundation, the Peter Kiewit Foundation, and the John D. and Catherine T. MacArthur Foundation for supporting this project. The opinions expressed here are those of the author and do not represent positions of the Center, its supporters, or Stanford University. © 1997 by the Board of Trustees of the Leland Stanford Junior University Printed in the United States of America i Contents Executive Summary iii China’s Telecommunications: Present and Future 1 Appendices Fiber Optical CableTransmission Trunks in China 25 China’s Telecommunications Regulatory Organizational Chart 26 The Satellite Communications Network 27 Notes 28 iii Executive Summary By the end of 1995, China had built the world’s ten largest telecommunications networks and the industry was growing at a faster rate than any other sector of the booming Chinese economy. -
Sustainability Report 2018 –
Sustainability Report 2018 Consolidated Non-Financial Statement 2018 Sustainability Report 2018 Consolidated Non-Financial Statement 2018 TIM Sustainability Report 2018 [GRI 102-53] Contacts Sustainability Reporting Monitoring and Relationship TIM S.p.A. Corso Bramante 20 10134 Turin Italy Tel.: +39 02 8595 6979 www.telecomitalia.com Send your comments to: [email protected] 2 TIM Sustainability Report 2018 Letter from the Chief Executive Officer Every company with a long-term vision sees the pursuit of its own growth and the growth of the communities where it operates as integral parts of this vision. Growth always means “growing together”. In TIM we call this sustainability, a simple principle that underlies value creation. Our business strategy is aligned with the collective need for innovation. In keeping with our Ethical Principles, we strive to minimise the environmental impact of our work. With the great skill and professionalism that have driven the country’s communication evolution, we have always been at the forefront of digitalisation development, because the heart of our mission is to produce value that supports the well-being of current and future generations while being committed to following the principles of the UN Global Compact. With this strategic role in mind, those who work in TIM are constantly engaged in the innovation of infrastructure and technology, at the service of individuals and the country. As part of this work, our investment programme for ultrabroadband coverage has set significant targets to support our continuous progress towards a digital economy. This focus on innovation and investment in new infrastructure and technology is also the foundation of TIM’s activities in Brazil, a country where the Group has been operating for over 20 years and one which represents our second reference market. -
Chinese Companies in the 21St Century
CHINESE COMPANIES IN THE 21ST CENTURY A SURVEY BY WWF’S TRADE AND INVESTMENT PROGRAMME - - PENG LEI, - BAIJIN LONG AND DENNIS PAMLIN APRIL 2005 CHINESE COMPANIES IN THE 21ST CENTURY HELPING OR DESTROYING THE PLANET? CORPORATE SOCIAL RESPONSIBILITY AND BEYOND A SURVEY BY WWF’S TRADE AND INVESTMENT PROGRAMME - - PENG LEI, - BAIJIN LONG AND DENNIS PAMLIN APRIL 2005 CHINESE COMPANIES IN THE 21ST CENTURY 3 CONTENTS EXECUTIVE SUMMARY 7 RESULTS 8 POSSIBLE STEPS FORWARD 9 INTRODUCTION 11 SUSTAINABLE DEVELOPMENT AND THE ENVIRONMENT IN CHINA 17 THE EVOLUTION OF CHINESE COMPANIES 18 THE MAJOR COMPANIES IN CHINA 19 AN OVERVIEW OF CSR ACTIVITIES IN CHINA 20 FROM MARGINAL IMPROVEMENTS TO NEW SOLUTIONS 21 THE WWF STUDY : CHINESE COMPANIES AND SUSTAINABLE DEVELOPMENT 23 THE PROCESS 24 THE RESULTS 25 WWF’S RESPONSE 31 APPENDIX AND FOOTNOTES 34 APPENDIX 1 - COMPANIES APPROACHED 36 APPENDIX 2 - LETTER, QUESTIONNAIRE AND REPLIES 38 FOOTNOTES 43 This report is the first of a series of studies by WWF’s Trade and Investment Pro- gramme. The project of which it is a part aims to identify and work with actors in key emerging economies (China, Brazil, India, Russia and South Africa) to champion international sustainable trade and investment. The project examines the scope for these countries to become leading exporters of, and investors in, sustainable goods and services, whilst emerging as key actors in promoting a proactive inter- national sustainable development agenda. For more information see: www.panda.org/investment or email: trade@wwfint.org EXECUTIVE SUMMARY This report is based on a survey of 182 of the largest and most important Chinese companies. -
China Unicom Deploys High-Speed Agile Optical Network 40G Today – 100G Ready!
CASE STUDY MARKET: Telecom operator REGION: CHINA COMPANY: CHINA Unicom CHINA UNICOM DEPLOYS HIGH-SPEED AGILE OPTICAL NETWORK 40G TODAY – 100G READY! China United Network Communications Group Co., Ltd (“China Unicom”) was established in 2009 as a result of the merger of former China Netcom and former China Unicom. At present, the Company is engaged in GSM and WCDMA cellular business in thirty-one provinces, municipalities and autonomous regions in China, the provision of fixed-line voice, broadband and other Internet-related services, information and communications technology services, business and data communications services, and other related telecommunication value- added businesses. As of the end of December 2012, the total subscribers of the Company’s mobile, local telephone and broadband businesses reached 395 million. China Unicom is among the world’s Top 500 companies in terms of revenue, and ranked in the top of the world’s leading telecom operators in terms of its customer base and market capitalization of its listed company. It is the only Chinese Telecom operator listed on the stock exchanges in New York, Hong Kong, and Shanghai. CHALLENGES • Increase the number of homes with access to broadband services • Increase fiber-to-the-home network coverage • Propel China’s average broadband bandwidth capacity in urban regions to 20 Mbps by 2015 • Increase China Unicom’s mobile subscriber base, from 40 Million in 2011 to 76 Million in 2012 • Provide a backbone network infrastructure having the capacity and efficiencies in both fixed and mobile broadband services • Enable future scaling to meet growth in subscriber bandwidth consumption SolUtIonS • Alcatel-lucent’s 1830 Photonic Service Switch (PSS) for five new Support for this growth — in both national backbone networks tHE CHALLEnGES fixed and mobile broadband sub- Bandwidth demand is driven by data and • Alcatel-lucent’s 40G coherent scribers, as well as with enterprise video traffic.