Dr. Hermann Hauser Amadeus Capital Partners, London, UK

Total Page:16

File Type:pdf, Size:1020Kb

Dr. Hermann Hauser Amadeus Capital Partners, London, UK Lecture Series hosted by CeMM Research Center for Molecular Medicine of the Austrian Academy of Sciences 7th Lecture, Invitation March 27th, 2017, 6.00 pm Dr. Hermann Hauser Amadeus Capital Partners, London, UK CeMM Lecture Hall, 8th floor Lazarettgasse 14, AKH BT 25.3, 1090 Vienna www.cemm.at (for detailed information) Please register at www.cemm.at/SMART 6.00 pm Welcome and Introduction Prof. Giulio Superti-Furga, CeMM 6.15 pm Lecture Machine learning is changing everything. Dr. Hermann Hauser 7.05 pm Forum Discussion 7.25 pm Reception Lecture Series hosted by CeMM Research Center for Molecular Medicine of the Austrian Academy of Sciences Dr. Hermann Hauser Amadeus Capital Partners, London, UK Dr Hermann Hauser KBE is a serial Hermann Hauser is a Fellow of the Royal entrepreneur and has wide experience Society, the Institute of Physics, of the in developing and financing companies Royal Society of Chemistry and of the in the information technology sector. Royal Academy of Engineering, as well He co-founded a number of high-tech as an Honorary Fellow of King’s College, companies including Acorn Computers Cambridge. In 2001 he was awarded an which spun out ARM, E-trade UK, Virata Honorary CBE for ‘innovative service to and Cambridge Network. Subsequently the UK enterprise sector’. In 2004 he was he became vice president of research at made a member of the Government’s Olivetti. During his tenure, he established Council for Science and Technology and in a global network of research laboratories. 2013 he was made a Distinguished Fellow Since leaving Olivetti, Dr. Hauser has of BCS, the Chartered Institute for IT. founded over 20 technology companies. In 1997, he co-founded Amadeus Capital In addition to honorary doctorates from Partners. At Amadeus he invested in the Universities of Loughborough, Bath, CSR, Solexa, Icera, Xmos and Cambridge Anglia Ruskin, Strathclyde, Glasgow and Broadband. York, Hermann Hauser was awarded a KBE for services to Engineering and Industry in 2015..
Recommended publications
  • Case Studies
    Case studies November 2006 Buyouts Chorion New investment - UK - Media In May 2006, 3i and funds completed the This strong relationship with Waheed Alli acquisition of Chorion, a UK-based coupled with 3i’s in-depth media sector intellectual property owning, brand creation knowledge, through deals such as and management business, in a €198 Sparrowhawk Media and Pinewood million public to private transaction. Shepperton, secured the investment opportunity. Chorion, previously listed on AIM, generates revenue by charging royalties on The investment in Chorion represented an toy merchandising, book publishing and TV. opportunity to acquire a portfolio of high-quality It operates on a global basis, with a brands which have a proven track record of portfolio which includes well recognised publishing success and which are ripe for classic children’s brands such as Noddy, further development. Chorion has an excellent Famous Five, and the Mr Men, as well as platform from which to expand into new the works of crime writers such as Agatha geographic markets, and a proven Christie (Miss Marple and Poirot) and management team which is well placed to Georges Simenon (Maigret). capitalise on this opportunity with the strategic support and financial backing of 3i. 3i worked exclusively with Chorion’s Chairman Waheed Alli and the incumbent management team, responsible for almost trebling the value of the business since 2002, for nearly a year before the deal completed. Buyouts Azzurri Communications Realisation - UK - Technology During the six years that 3i was invested Azzurri made 15 strategic acquisitions and, combined with strong organic growth, a business with revenues of £115 million (for the year to June 2006) was built as a result.
    [Show full text]
  • Vodafone Greece Corporate Responsibility Report 2006-2007
    Corporate Responsibility Report April 2006 - March 2007 Vodafone Greece Corporate Responsibility Report 2006-2007 Contents Letter from the Chairman of the Board of Directors and Chief Executive 3 Introductory Note 4 About Vodafone Greece and the Vodafone Group 6 Managing Corporate Responsibility 8 Environment 18 Mobile Phones - Masts - Health - Network Deployment 32 Access to Communications 38 Customers 44 Supply Chain 50 Employees 52 Social Investment 58 Odjectives - Results - New Commitments Table 66 Main Figures in Table Form 76 Website Index 77 Abbreviations 78 GRI Relevant Requirements Table 80 GRI Report Application Level 85 Vodafone Greece Corporate Responsibility Report 2006-2007 2 Vodafone Greece Corporate Responsibility Report 2006-2007 Letter from the Chairman of the Board of Directors and Chief Executive At Vodafone Greece we are taking consistent steps to reduce our impact on the environment, given that one of our business principles is a commitment to sustainable business practices and environmental protection. Energy savings, use of renewable energy sources and recycling are not just theory for us, but ongoing strategic investments and an everyday practice for our 2,600 employees, and are coupled with a specific methodology and measurable results. Since 1993, when Vodafone Greece began its operations, we have been systematically investing in cooling/heating and lighting energy saving programs, as well as photovoltaic systems to provide power to our base stations. Over the last three years, our energy program prevented the emission of 22,830 tons of carbon dioxide, a quantity that equals the annual energy consumption of approximately 4,000 Greek households. At the same time, we have been investing in recycling mobile phones, accessories, batteries and paper.
    [Show full text]
  • Committed to Journeysbetter Making Customers'
    Committed to making customers’ journeys better Halfords Group plc Group Halfords Annual Report and Accounts for the period ended 1 April 2016 for and Accounts Annual Report Halfords Group plc Annual Report and Accounts for the year ended 1 April 2016 Stock Code: HFD www.halfordscompany.com slugline Introduction to For more than 110 years Halfords has been synonymous with travel. We are the UK’s leading retailer of automotive and cycling products, and a leading independent operator in auto repair. Many of our brands hold number one sales positions, and we see clear opportunities to grow market share in the short and long-term future. Our Vision Our vision is clear: • To be first choice for customers’ life on the move • We will achieve this by being Committed to Making Customers’ Journeys Better 462 Retail stores in the UK and ROI (as of 1 April 2016) 314 Autocentres across the UK (as of 1 April 2016) 10 Cycle Republic stores (as of 1 April 2016) £1bn Group Revenue Business Model Evolved for future orientation Pages 10 and 11 Defining our CSR Strategy Integrated into every aspect of business Page 10 Strategy Connected strategic thinking Pages 14 and 20 Risk Identifies key material interdependencies Page 30 Our Integrated Report This is our third integrated report and is designed to provide a concise In producing this report we overview of how we generate value for all stakeholders. By following have: built upon the key an integrated reporting model, we aim to show how our competitive advantage is sustainable in the short, medium, and long term.
    [Show full text]
  • ANNUAL REPORT and ACCOUNTS 2020 ANNUAL REPORT of Work of the Future The
    ANNUAL REPORT AND ACCOUNTS 2020 of work The future IWG plc | Annual Report and Accounts 2020 2020 HIGHLIGHTS Revenue development (£m) Adjusted EBITDA development (£m) Net growth capital investment (£m) £2,480.2m £133.8m £250.9 m 2020 2,480.2 2020 133.8 2020 250.9 2019 2,648.9 2019 428.3 2019 389.0 2018 2,398.2 2018 389.9 2018 332.0 2017 2,237.8 2017 376.2 2017 272.5 Number of locations Cash to shareholders (£m) Total shareholder return(1) 3,313 £43.7m (0.5)% Value (£) (rebased) 2020 3,313 2020 43.7 140 2019 3,388 2019 107.7 120 (0.5)% 2018 3,306 2018 93.9 100 2017 3,125 2017 99.6 80 (11.6)% 0 Jan 20 Mar 20 May 20 Jul 20 Sept 20 Nov 20 IWG plc FTSE 350 Index (excl. investment trusts) 1. Source: FactSet, Value of £100 invested in IWG plc compared with £100 invested in the FTSE 350 (excl. Investment Trusts) Index. STRATEGIC REPORT GOVERNANCE FINANCIAL STATEMENTS Introduction 1 Board of Directors 66 Independent auditor’s report to the 100 The future of work 2 Corporate governance 68 members of IWG plc Our purpose 8 Nomination Committee report 76 Consolidated income statement 105 At a glance 10 Audit Committee report 79 Consolidated statement 106 How we work 12 Directors’ Remuneration report 84 of comprehensive income Our brands 14 Directors’ report 97 Consolidated statement 107 Chairman’s statement 22 Directors’ statements 99 of changes in equity Chief Executive Officer’s review 24 Consolidated balance sheet 108 Our response to COVID-19 28 Consolidated statement 109 of cash flows Market review 30 Notes to the accounts 110 Our business model
    [Show full text]
  • Oral History of Hermann Hauser; 2014-06-20
    Oral History of Hermann Hauser Interviewed by: Gardner Hendrie Recorded: June 20, 2014 Cambridge, United Kingdom CHM Reference number: X7214.2014 © 2014 Computer History Museum Oral History of Hermann Hauser Gardner Hendrie: Today we have with us Hermann Hauser, who has very graciously agreed to do an oral history for the Computer History Museum. Thank you very much, Hermann. I think I'd like to start with a little bit of your early family background, sort of have an understanding of where you came from, and it might give us some insight as to how you ended doing what you did. Hermann Hauser: OK sure. Well I was born in Vienna. My mother is Viennese, but my father is Tyrolean, so I actually grew up in the Tirol, although my father sent my mother back to Vienna to have me in the Rudolfinerhaus hospital in Vienna, but I grew up in the Tirol, which is the mountainous part of Austria where the skiing is, and we had a ski lift behind our house. I went to school in the local village. It was a tiny village that I grew up in with about 200 people or so. And with a very small local school, primary school. And then I went to Kufstein, which is about 15 kilometers from where I lived which actually was a very small part of Wörgl was called Bruckhäusl, which really was a little village that got attached to Wörgl. Hendrie: Excuse me, now did you have any brothers or sisters? Hauser: Yes. I have one brother who is five years younger than me.
    [Show full text]
  • Inspiring Innovation Enriching Life
    inspiring innovation enriching life Spirent Communications plc Annual Report 2010 INTERACTIVE PDF Welcome to the Spirent Annual Report 2010 This interactive pdf allows you to access the information that you want, allowing you easily to print, search for a specific item or go directly to a page, section or website. Use the document controls Use the contents to jump located at the top of each page straight to the section you to navigate through this report. require. Key overview Search the entire Our results 2 Spirent at a glance 4 document by Chairman’s statement 6 keyword business review Chief Executive Officer’s review 8 Our key performance indicators 14 Print a single page or Our principal risks and uncertainties 16 Business group development whole sections and performance 18 Financial review 26 Corporate social responsibility statement 30 Return to the contents Next Page Previous Page Links Throughout this report there are links to pages, other sections and web addresses for additional information. Examples: This is an example of how the links appear within this document. They are recognisable by the green underline simply click to go to the relevant page or web URL www.spirent.com Spirent plays a significant role in shaping the way the world communicates. We inspire innovation across our customer base by testing tomorrow’s networks and technologies today, including cloud computing, global positioning and high speed wireless data such as LTE. We thereby enhance the products, services and applications that drive the ever-evolving communications industry. As a leader in test and measurement, we truly enrich the lives of people around the world by enabling them to communicate faster and more effectively – anytime, anywhere.
    [Show full text]
  • Spotlight on 2014 2 Spotlight on 2014
    spotlight on 2014 2 Spotlight on 2014 table of contents introduction 3 impact in 2014 36 harnessing the power of ICT 4 events in 2014 38 safeguarding society 12 council of advisors 40 building healthier our staff 42 communities 20 clients and collaborators 44 innovating for efficiency 28 references 46 3 introduction Today’s policy world is a complex smarter across more applications, and interconnected place. Changes to build public trust in security unfolding in one area can impact while safeguarding society’s on another. For example, increasing freedoms, to improve health and the convenience of internet- mental well-being for individuals connected devices can pose and communities, and to find greater risks to our privacy and innovative and efficient spending security. solutions while not diminishing outcomes for people. While policymaking can transform the lives and environments of The interconnectedness of individuals, communities and our world will intensify, so that societies for good or ill, it is transformation, as a theme in an important but challenging policymaking, will become more business. Policy consequences important. For RAND Europe’s part, can take unexpected turns. we are proud of our achievements in 2014 but are not complacent. This is where RAND Europe aims to We look forward to new policy support policymaking. We provide transformations brought about the evidence, expertise and robust by revealing new knowledge, analysis to help inform policies to reducing the uncertainty of our change people’s lives for the better. complex world, challenging In this year’s Spotlight we highlight conventional wisdom and making our contributions to achieve this sense out of the big picture of goal.
    [Show full text]
  • Ecosystems for Innovation [Compatibility Mode]
    Ecosystems for innovation Claire Ruskin CEO, Cambridge Network Innovation in Cambridge – how did it happen, how can we grow it and is it repeatable elsewhere? Material from Shai Vyakarnum – Judge Business School Tim Minshall – Institute for Manufacturing Claire Ruskin – CEO Cambridge Network Steven Ireland – East of England Inward Investment Cambridge Network – II EE www.cambridgenetwork.co.uk What’s special about Cambridge? The starting point … • A global ‘top five’ university: The University of Cambridge has 800 years at the top • Proximity to London and Europe : 5 international airports within 2 hours • Highly qualified employees: > 40% of people living in Cambridge having a high level qualification (compared to the national average of < 20%) • A few hi-tech companies back in the fifties • The start of a world class contract R&D cluster (the consultancies) from 1960 • => Evolving to a hi-tech cluster supporting > 143,000 jobs in the region. The cluster generates the equivalent of an NPV of £53bn in GDP. • => Good quality of life: Polls highlight Cambridgeshire as one of the best places to live in the UK • => Attitude: a good feeling about success and starting something new Cambridge Network – II EE www.cambridgenetwork.co.uk Why will Cambridge continue to have competitive advantage? • Diverse science base and research infrastructure, bringing excellent people to the Universities, business and medical organisations • Practice at innovation on demand as well as commercialisation • Collective learning and networking systems • Entrepreneurial
    [Show full text]
  • Corporate Social Responsibility: Who's Responsible?
    Corporate Social Responsibility: Who's Responsible? Finding an Organizational Home for an Increasingly Critical Function First Author: Julia Bonner M.S., New York University Second Author: Adam Friedman Professor, New York University Principal, Adam Friedman Associates LLC 1 Abstract Corporate social responsibility (CSR) is still a relatively new corporate function that continues to change and evolve. Research has not yet fully explored how CSR-related decisions are made within large companies and what departments have the most impact on CSR strategies. Using both quantitative and qualitative methods, this study examines how executives within Fortune 1000 organizations develop, measure and report the results of one particular aspect of their CSR initiatives. Results show that while the views and philosophies of the C-suite and board of directors are highly influential, other units and departments in the company are involved in the CSR process. The input of other company departments, notably the sales and marketing departments, indicate a linkage between CSR and profitability. Results also suggest the future of CSR as a corporate function may disappear as organizations begin to absorb its principles into the fabric of their respective businesses. Highlights Support from top management and the CEO is crucial in driving CSR communication and implementing the company’s CSR programs. Increasingly, many Fortune 1000 companies are using social media as part of the methodologies to assess their reputations and measure their CSR programs. External stakeholders are an important audience in the measurement process. The C-suite and board of directors are important influencers in setting CSR policies, but other departments are involved in the CSR process.
    [Show full text]
  • Csr Communication Conference 2019
    CSR COMMUNICATION CONFERENCE 2019 PROCEEDINGS The 5th International CSR Communication Conference Stockholm School of Economics, Stockholm September 18-20, 2019 The abstracts in this book have been reviewed for the conference. / Objavljeni povzetki so bili recenzirani ob prijavi na konferenco. Each author is responsible for the content and language of his/her contribution respectively. / Avtorji so odgovorni za vsebino in jezikovno ustreznost svojih prispevkov. University of Ljubljana, Faculty of Social Sciences Stockholm School of Economics, Misum Corporate & Marketing Communication Association Mette Morsing, Urša Golob, Klement Podnar (Eds.) CSR COMMUNICATION CONFERENCE 2019: CONFERENCE PROCEEDINGS Publisher/Izdajatelj: Faculty of Social Sciences For publisher/Za založbo: Hermina Kranjc Book series/Knjižna zbirka: MARKETING & ODNOSI Z JAVNOSTMI (MOJ) Book series editor/Urednik zbirke: Klement Podnar Electronic book (pdf) accessible at http://www.csr-com.org Elektonska knjiga (pdf) dostopna na: http://www.csr-com.org Vse pravice pridržane. Copyright (c) avtorji po delih in celoti, FDV, 2019, Ljubljana. Razmnoževanje po delih in celoti ni dovoljeno brez pisnega privoljenja urednikov in založnika. / All rights reserved. No part of this publication may be reproduced or transmitted, in any form or by any means, without the prior written permission of the editors and publisher. Design/Oblikovanje: Nejc Golob, Jonas Kretzschmar Fink Kataložni zapis o publikaciji (CIP) pripravili v Narodni in univerzitetni knjižnici v Ljubljani COBISS.SI-ID=301663488
    [Show full text]
  • Testing AWS with Spirent Testcenter Virtual
    SPIRENT Spirent TestCenter Virtual - AWS SPIRENT Testing AWS with Spirent TestCenter Virtual This document provides setup instructions for testing in AWS using Spirent TestCenter Virtual. www.spirent.com i Proprietary & Confidential SPIRENT Spirent TestCenter Virtual - AWS Contents Overview ................................................................................................................................................ 1 Introduction ...................................................................................................................................... 1 Key highlights.................................................................................................................................... 1 AWS Architecture ................................................................................................................................. 1 Common web services ..................................................................................................................... 1 Virtual Private Cloud (VPC) ............................................................................................................ 2 Elastic Compute Cloud (EC2) ......................................................................................................... 2 Test scenarios ....................................................................................................................................... 2 Setup Spirent TestCenter Virtual on AWS .......................................................................................
    [Show full text]
  • ISSUE 20 EASTER TERM 2014 Hughes
    THE MAGAZINE OF HUGHES HALL, CAMBRIDGE ISSUE 20 EASTER TERM 2014 Hughes AFRICA PROGRAMME HONG KONG ENTREPRENEURSHIP SIR ANDREW MOTION Culture, Public Health, Loyal friends and families: Small beginnings and big War, Peace and Poetry: Research, Training: Hughes the relationships between successes: the innovators remembering the Great War engages with Africa. Hughes and Hong Kong. from Hughes Hall. at Hughes PAGE 4 PAGE 12 PAGE 14 PAGE 18 RISING HIGH – OUR SPECIAL PARTNERSHIPS IN HONG KONG DR EDWIN LEONG’S MAJOR GIFT TO HUGHES 1 IN THIS ISSUE From The President 3 Student News 20 Hughes Hall in Africa 4 The Honor Chapman Lecture 22 College and Staff News 9 PGCE – Then and Now 23 Fragrant Harbour: Hughes Hall and Hong Kong 12 Alumni News 24 Entrepreneurs 14 Overseas Trips 25 Sport 16 Hughes Hall and the Great War 26 Events 18 The first game of the season at Fenner’s 2 WELCOME From The President Dear Alumni and Friends of Hughes Hall This will reach most readers shortly before I move on from Hughes Hall at the end of August, after eight years as President. So I take this opportunity to say a warm ‘thank you’ to all those who have given such friendly support over this time, to me and to the College – and not least to the many who have responded with such wonderful generosity to the ‘leaving fund’ which goes to swell our scholarships endowment. It has been an extraordinary experience. Perhaps more than any other college, Hughes is in a state of evolution. We seek to keep the best of the past – our sense of a proud history, our friendliness and informality – and harness that to new ambitions as we grow and build our academic reputation and as we assert ourselves on the Cambridge scene.
    [Show full text]