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Integrated Report 2020
ABOUT THIS MATERIAL Contact channels Questions, suggestions or comments about this publication can be made on the Investor Relations website at (www.banco.bradesco/ri) or sent via email: [email protected] We can also be found on social networks: Facebook Instagram Linkedin YouTube Twitter ABOUT THIS MATERIAL Contents Message from the Chairman of the Board of Directors 6 Message from the CEO 8 2020 in Figures 10 Performance during Covid-19 16 About this Material 20 Materiality 22 Our DNA 24 Our Strategic Positioning 26 Business Model 30 Much more than a Bank 35 Sustainability at Bradesco 42 Solid and Transparent Governance 50 Integrity and Ethics 53 Risk Management 56 Generating Value 62 Results in a Challenging Year 64 Focus on the Client 76 Technology and Innovation 91 People: Our Team 102 Investing in the Future 122 Eco-efficiency 128 Investor Relations 131 BRADESCO Integrated Report | Shortened Version 2020 ABOUT THIS MATERIAL 4 Introduction It’s impossible to talk about a year like Despite the uncertainties in 2020, we 2020 without weighing the impacts also delivered strong results for the brought on by an unprecedented Organization, including a growth in our pandemic that modified the way we view quarterly net income throughout the our relationships with work, with people year, an expanded loan portfolio and and with the planet. a significant increase in the number of transactions through our digital This sudden collapse in all things we had channels – a situation that emphasizes considered normal paved the way for us the importance of providing the most to see the world in a different light. -
Smart Speakers & Their Impact on Music Consumption
Everybody’s Talkin’ Smart Speakers & their impact on music consumption A special report by Music Ally for the BPI and the Entertainment Retailers Association Contents 02"Forewords 04"Executive Summary 07"Devices Guide 18"Market Data 22"The Impact on Music 34"What Comes Next? Forewords Geoff Taylor, chief executive of the BPI, and Kim Bayley, chief executive of ERA, on the potential of smart speakers for artists 1 and the music industry Forewords Kim Bayley, CEO! Geoff Taylor, CEO! Entertainment Retailers Association BPI and BRIT Awards Music began with the human voice. It is the instrument which virtually Smart speakers are poised to kickstart the next stage of the music all are born with. So how appropriate that the voice is fast emerging as streaming revolution. With fans consuming more than 100 billion the future of entertainment technology. streams of music in 2017 (audio and video), streaming has overtaken CD to become the dominant format in the music mix. The iTunes Store decoupled music buying from the disc; Spotify decoupled music access from ownership: now voice control frees music Smart speakers will undoubtedly give streaming a further boost, from the keyboard. In the process it promises music fans a more fluid attracting more casual listeners into subscription music services, as and personal relationship with the music they love. It also offers a real music is the killer app for these devices. solution to optimising streaming for the automobile. Playlists curated by streaming services are already an essential Naturally there are challenges too. The music industry has struggled to marketing channel for music, and their influence will only increase as deliver the metadata required in a digital music environment. -
1 Questions for the Record from the Honorable David N. Cicilline, Chairman, Subcommittee on Antitrust, Commercial and Administra
Questions for the Record from the Honorable David N. Cicilline, Chairman, Subcommittee on Antitrust, Commercial and Administrative Law of the Committee on the Judiciary Questions for Mr. Kyle Andeer, Vice President, Corporate Law, Apple, Inc. 1. Does Apple permit iPhone users to uninstall Safari? If yes, please describe the steps a user would need to take in order to do so. If no, please explain why not. Users cannot uninstall Safari, which is an essential part of iPhone functionality; however, users have many alternative third-party browsers they can download from the App Store. Users expect that their Apple devices will provide a great experience out of the box, so our products include certain functionality like a browser, email, phone and a music player as a baseline. Most pre-installed apps can be deleted by the user. A small number, including Safari, are “operating system apps”—integrated into the core operating system—that are part of the combined experience of iOS and iPhone. Removing or replacing any of these operating system apps would destroy or severely degrade the functionality of the device. The App Store provides Apple’s users with access to third party apps, including web browsers. Browsers such as Chrome, Firefox, Microsoft Edge and others are available for users to download. 2. Does Apple permit iPhone users to set a browser other than Safari as the default browser? If yes, please describe the steps a user would need to take in order to do so. If no, please explain why not. iPhone users cannot set another browser as the default browser. -
Toronto Urban Sharing Team
URBAN SHARING City report no 2 in TORONTO URBAN SHARING TEAM URBAN SHARING IN TORONTO City report no. 2 URBAN SHARING TEAM: Oksana Mont, Andrius Plepys, Yuliya Voytenko Palgan, Jagdeep Singh, Matthias Lehner, Steven Curtis, Lucie Zvolska, and Ana Maria Arbelaez Velez 2020 Cover design: Lucie Zvolska Cover photo: Oksana Mont Copyright: URBAN SHARING TEAM ISBN: 978-91-87357-62-6. Print Urban Sharing in Toronto, City report no.2 ISBN: 978-91-87357-63-3. Pdf Urban Sharing in Toronto, City report no. 2 Printed in Sweden by E-print, Stockholm 2020 Table of contents 1 INTRODUCTION ..................................................................................... 1 2 THE CITY CONTEXT ................................................................................. 5 2.1 Geography and demographics ................................................................ 5 2.1.1 Topography and urban sprawl .................................................. 5 2.1.2 Socio-demographics.................................................................. 6 2.1.3 Tourism ..................................................................................... 6 2.2 City governance ....................................................................................... 6 2.2.1 Governance structure ................................................................ 6 2.2.2 City regulatory policies for sharing ............................................ 8 2.3 Economy ................................................................................................ 11 2.3.1 -
ENERGY STAR Qualified Appliance Product List Updates – April 2006
ENERGY STAR Qualified Appliance Product List Updates – April 2006 The appliance models listed in this document were either added to the qualified product list, deactivated from the qualified product list, or had their product specifications changed in the month of April. Deactivated products will remain on the qualified list in red for a year. If you have questions concerning this list, please contact David Ryan ([email protected]) or Josh Butzbaugh ([email protected]) at 301-588-9387. ENERGY STAR Qualified Clothes Washers New: Bosch WFMC1001UC Bosch WFMC2201UC Bosch WFMC3301UC Bosch WFMC330SUC Bosch WFMC4301UC Bosch WFMC6401UC Siemens WFXD5201UC Deactivated: Splendide WD2000S Changed: Crosley CAH4205 (kWh/yr changed from 273 to 243; MEF changed from 1.74 to 1.90; WF changed from 7.91 to 7.2) Maytag MAH5500B (kWh/yr changed from 273 to 243; MEF changed from 1.68 to 1.90; WF changed from 7.91 to 7.2) Maytag MAH55FLB (kWh/yr changed from 273 to 243; MEF changed from 1.68 to 1.90; WF changed from 7.91 to 7.2) ENERGY STAR Qualified Refrigerators New: Adora DSF25KGT Adora DSS25KGT Adora DSS25KST Eterna ESF25KGT Eterna ESS25KST General Electric GBS20HBS** General Electric GBS22HBS** General Electric GBS22KBS** General Electric GDS20SBS** General Electric GDS20SCS** ENERGY STAR Qualified Appliance Product List Updates – April 2006 Page 1 General Electric GSF25TGT General Electric GSH22JFT General Electric GSH22JST General Electric GSH25JFT General Electric GSH25JST General Electric GSL25JFT General Electric GSL25LGT General Electric GSS23LGT -
Newsletter Diária Do Sindicato Das Seguradoras No RS
Edição 865 | 23 de maio de 2014 | Newsletter Eletrônica do Sindicato das Seguradoras no RS Almoço do Mercado Segurador No almoço mensal do Sindsegrs, realizado na data de ontem no Hotel Plaza São Rafael, o Presidente da Associação Paraguaia de Companhias de Seguros, Sr. Antonio Vaccaro Pavia, fez uma completa explanação sobre o grande progresso da economia do Paraguai, impulsionado pelo avanço do setor primário, inflação controlada, aumento do salário mínimo, redução da pobreza e estabilidade tributária Pavia procurou comparar a situação político-econômica vivida pelo país sul-americano entre os anos de 2007 e 2013, a qual ele se refere como transformadora. “A economia do Paraguai vem se solidificando e se tornando mais independente nos últimos anos, o que nos possibilitou atingir níveis extraordinários de desenvolvimento no nosso PIB”, destacou. Da mesma forma que se expande como um todo, o Paraguai, consequentemente, desenvolve importantes setores da economia, como a área de seguros. O gasto per capita com seguros saltou mais de 200% entre 2007 e 2013. O Presidente Julio Cesar Rosa agradeceu ao Pres. Pavia, por sua disposição de apresentar-nos tão representativos números, e presenteou-lhe com uma placa e certificado de congratulações. O vice-presidente do Sindsegrs, Sr. Alberto Muller, aproveitou a oportunidade para informar aos presentes que o Sindicato, estará concorrendo ao Prêmio Antonio Carlos de Almeida Braga, promovido pela CNseg, com projeto na área de comunicação. >>>> Bradesco Seguros é homenageada no Prêmio Sindirepa-SP A Bradesco Seguros, empresa líder do mercado segurador no Brasil, foi homenageada com o prêmio especial de “Parceira da Reparação de Veículos e Acessórios” – pelo Sindicato da Indústria e Reparação de Veículos e Acessórios do Estado de São Paulo (Sinderepa-SP) – em evento de premiação da quarta edição do “Prêmio Sindirepa – Os Melhores do Ano”, que ocorreu na última terça-feira (20), em São Paulo. -
Releasenote 2Q 2020 Final
Q61 (LM-Q630N), LM-G900N(Velvet) LM-Q510N (Q51), LM-V600N (V60 ThinQ), LM-Y120K (Folder 2), LM-Y120L (Folder 2), LM-Y120S (Folder 2) Galaxy A Quantum (SM-A716N, SM-A716S), SM-P610 (Galaxy Tab S6 Lite ( SAMSUNG (2) Wi-Fi)), SM-P615 (Galaxy Tab S6 Lite (LTE)) SM-A315F (Galaxy A31), SM-A315F_DS (Galaxy A31), SM-A315N (Galaxy A3 SAMSUNG (6) 1), SM-A516F (Galaxy A51), SM-A516F_DS (Galaxy A51), SM-A516N (Galaxy A51) SM-A260F (Galaxy A2 Core), SM-A260F_DS (Galaxy A2 Core), SMA260G (Ga laxy A2 Core), SM-A260G_DS (Galaxy A2 Core), SMA5070 (Galaxy A50s), S M-A507F (Galaxy A50s), SM-A507F_DS (Galaxy A50s), SM-A507FN (Galaxy A50s), SM-A507FN_DS (Galaxy A50s), SM-C9008 (Galaxy C9 Pro), SM-C900 SAMSUNG (25) F (Galaxy C9 Pro), SM-C900Y (Galaxy C9 Pro), SM-J400F (Galaxy J4), SM-J40 0F_DS (Galaxy J4), SM-J400G (Galaxy J4), SM-J400G_DS (Galaxy J4), SMJ40 0M (Galaxy J4), SM-J810F (Galaxy J8), SM-J810F_DS (Galaxy J8), SM-J810G (Galaxy J8), SM-J810G_DS (Galaxy On8), SMJ810GF (Galaxy J8), SM-J810M (Galaxy J8), SM-J810Y (Galaxy J8), SM-J810Y_DS (Galaxy On8) COR-AL00 (Honor Play), COR-AL10 (Honor Play), COR-L09 (Honor Play), CO HUAWEI (4) R-L29 (Honor Play) A4000 (One Plus 4), A5000 (One Plus 5), A5010 (One Plus 5T), A6010 (One Oneplus (5) Plus 6T), A6013 (One Plus 6T) BBB100-1 (Keyone), BBB100-2 (Keyone), BBB100-3 (Keyone), BBB100-4 (K BlackBerry (8) eyone), STV100-1 (Priv), STV100-2 (Priv), STV100-3 (Priv), STV100-4 (Priv) HTC (1) OPKV100 (One M8s) HRY-AL00a (Honor 10 Lite), HRY-LX1 (Honor 10 Lite), HRYLX1MEB (Honor 1 HUAWEI (8) 0 Lite), HRY-LX2 (Honor 10 -
Strategic Scenario Planning for the German Carsharing Industry – 2025
Strategic Scenario Planning for the German Carsharing Industry – 2025 Carolin von Sethe Working Paper Version 1 March 18th, 2016 I Abstract II I Abstract What happens when the Internet of Things1, traditional mobility and the modern consumer coalesce? Nobody knows yet. The increasing uncertainty and complexity that result from the pace of technological progress, blurring boundaries between industry ecosystems and the volatile macroeconomic environment affect future mobility severely. Carsharing is at the forefront of an evolution that points towards a secular shift from individually owned-and-operated automobiles to mobility-on-demand. The purpose of this study is to develop four plausible scenarios for the future of the German carsharing industry in the year 2025 by applying the HHL- Roland Berger scenario development approach and to establish adequate core and optional strategies to aid strategic decision making of managers from companies in the carsharing ecosystem. Key Words: Scenario-based Strategic Planning ∙ Carsharing ∙ Shared Mobility ∙ Strategic Decision Making 1 The Internet of Things (short: IoT) is a term coined for the network of and communication between all devices with enabled Internet connection (Morgan, 2014). II Table of Contents III II Table of Contents I Abstract ............................................................................................................... II II Table of Contents .............................................................................................. III III Table of Figures -
Benchmarking of Existing Business / Operating Models & Best Practices
SHared automation Operating models for Worldwide adoption SHOW Grant Agreement Number: 875530 D2.1.: Benchmarking of existing business / operating models & best practices This report is part of a project that has received funding by the European Union’s Horizon 2020 research and innovation programme under Grant Agreement number 875530 Legal Disclaimer The information in this document is provided “as is”, and no guarantee or warranty is given that the information is fit for any particular purpose. The above-referenced consortium members shall have no liability to third parties for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials subject to any liability which is mandatory due to applicable law. © 2020 by SHOW Consortium. This report is subject to a disclaimer and copyright. This report has been carried out under a contract awarded by the European Commission, contract number: 875530. The content of this publication is the sole responsibility of the SHOW project. D2.1: Benchmarking of existing business / operating models & best practices 2 Executive Summary D2.1 provides the state-of-the-art for business and operating roles in the field of mobility services (MaaS, LaaS and DRT containing the mobility services canvas as description of the selected representative mobility services, the business and operating models describing relevant business factors and operation environment, the user and role analysis representing the involved user and roles for the mobility services (providing, operating and using the service) as well as identifying the success and failure models of the analysed mobility services and finally a KPI-Analysis (business- driven) to give a structured economical evaluation as base for the benchmarking. -
Iot Ecosystem Brand White Paper
IoT Ecosystem Brand White Paper The Standards and Definition of IoT Ecosystem Brand September 20th, 2020 IoT Ecosystem Brand White Paper 1 There are times when it is wise for important role in business growth Foreword corporations to take a pregnant in the years to come. Frameworks pause. To look around and see if the that encourage entrepreneurism very things that have made them and put the customer at the center successful are the right ingredients of the organisation to create lasting to secure success in the future. lifetime value right across a vibrant ecosystem. As a diligent student of corporate history and business transformation But here is the issue that has been myself it is often easy to spot, with troubling me and many others for the magic of hindsight, the point at some time. which a successful company started to fail. From then on, it's often a long, Our financial accounting models, undignified journey of management performance metrics, calculations denial and subsequent terminal of economic profit, ROCE and many David Roth decline with the destruction of much of the established metrics that shareholder value along the way. analysts plug into their spreadsheets to uncover hidden value, are all CEO The Store WPP, Corporations have a bad habit of part of an old model - a model not Chairman BrandZTM thinking they will last forever - that's designed for an ecosystem era. and BAV Group, how they are built and structured. Global They struggle to extract onto the Consumers and customers have a balance sheet the true value the very different mindset as viewed ecosystem is creating, the value to through the lens of their changing the firm, it's ecosystem partners and attitudes and bonds towards the their respective brands. -
Navigating New Mobility: Policy Approaches for Cities October 2019
Navigating New Mobility: policy approaches for cities October 2019 urbanism next center @urbanismnext urbanismnext.com city of gresham, or | city of Eugene, or Urbanism Next | University of Oregon ACKNOWLEDGMENTS Funding for this project was generously provided by the National Institute for Transportation and Communities (NITC; grant number 1249), the National Science Foundation (NSF; award number 1737645), the City of Gresham, and the City of Eugene. Special thanks to City of Eugene staff Terri Harding, Chris Henry, Rob Inerfeld, Jeff Petry, Shane Rhodes, Lacey Risdal, Matt Rodrigues, and Larisa Varela. From the City of Gresham, we’d like to thank Katherine Kelly, Amanda Lunsford, John Heili, and Carly Rice. The primary author of this report is Becky Steckler, AICP, Urbanism Next Program Director. This report could not have been completed without the efforts of the following people: Jennifer Davidson Amanda Howell Nico Larco, AIA Rebecca Lewis, PhD Michelle Montiel Marsie Surguine Huijun Tan Navigating New Mobility | October 2019 | 3 Urbanism Next | University of Oregon TABLE OF CONTENTs 01| Introduction 3 02| The Potential Impacts of 7 Technology on Mobility 03| New Mobility Policies and Strategies 15 04| Implications for Gresham and Eugene 35 Aa| Appendix A: Bibliography 61 AB| Appendix B: The Multilevel Impacts 66 of Emerging Technologies on City Form and Development, Chapter 2 Navigating New Mobility | October 2019 | 1 Urbanism Next | University of Oregon 01 | Introduction Navigating New Mobility | October 2019 | 3 Congestion is a common occurrence for urban commuters. Source: Nabeel Syed, for Unsplash. Background Over the past few years, it would not be unusual to wake up and notice a fleet of bright yellow or green bikes all over town, electric scooters on the sidewalk, or see people getting into cars with strangers for a ride. -
March 03 2009 03 Press Release Enterprise Rent-A-Car and Advantage Rent-A-Car Reach
For More Information, contact: Christy Conrad, Enterprise Rent-A-Car 314-512-2706 (work) 314-265-6834 (mobile) Erik P. Dove, Advantage Rent-A-Car (952) 512-8809 (work) (612) 965-2304 (mobile) Enterprise Rent-A-Car and Advantage Rent-A-Car Reach Agreement on the Purchase of Advantage Assets Out of Bankruptcy March 3, 2009 (St. Louis, Mo., and Minneapolis, Minn.) – Enterprise Rent-A-Car and Advantage Rent-A-Car today announced they have reached an agreement on the purchase by Enterprise of certain assets of Advantage out of bankruptcy for $19 million. The transaction is subject to approval by the bankruptcy court, which may also consider competing bids. If accepted, the transaction is expected to close in April 2009. The asset purchase agreement gives Enterprise the ability to close or continue to operate any of Advantage’s rental car facilities. Currently, Advantage operates eight locations in four cities: Denver, Orlando, Salt Lake City and Phoenix. The transaction also applies to certain other Advantage properties that recently closed. Upon the court’s approval of the Enterprise purchase agreement, Enterprise will take ownership of: • the right to lease all or part or Advantage’s rental vehicle fleet; • Advantage’s customer lists; • Advantage’s Web address and toll-free reservation phone lines; • certain Advantage corporate accounts; • Advantage Rent-A-Car trademark and copyright marks; • Advantage Yellow Pages advertising; and • Advantage trade secrets, know-how, and other intellectual property. -more- Enterprise Rent-A-Car and Advantage Rent-A-Car Reach Agreement Add One In addition, Advantage Chairman Dennis Hecker will enter into a consulting agreement with Enterprise as part of the transaction.