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Annual Report 2016 22 March 2017 Table of Contents
Annual report 2016 22 March 2017 Table of contents Overview 5 Highlights 5 Message from the chairman 6 About Delta Lloyd 8 Our brands 8 Our strategy 9 Our environment 12 How we create value 14 Value creation model 14 Delta Lloyd’s contribution to the UN SDGs 16 Stakeholders and materiality 17 Materiality assessment 20 Delta Lloyd in 2016 23 Capital management 27 Financial and operational performance 29 Life Insurance 31 General Insurance 34 Asset Management 37 Bank 39 Corporate and other activities 41 Investor relations and share developments 41 Human capital 46 Risk management and compliance 50 Risk management 50 Risk management philosophy 50 Risk governance 51 Risk management responsibilities 52 Risk processes and systems 53 Risk culture 54 Risk taxonomy 55 Top five risks 58 Compliance 61 Fraud 62 Corporate governance 64 Executive Board and Supervisory Board 64 Executive Board 64 Supervisory Board 64 Supervisory Board committees 65 Report of the Supervisory Board 66 Role of the Supervisory Board 67 Strategy 67 Key issues in 2016 68 Other issues 69 Supervisory Board composition 70 Supervisory Board meetings 70 Supervisory Board committees 71 Financial statements and profit appropriation 75 A word of thanks 76 Remuneration report 2016 77 Remuneration policy 77 Governance of the remuneration policy 77 Remuneration received by Executive Board members 81 Remuneration of the Supervisory Board 93 Corporate governance 96 Corporate governance statement 104 EU directive on takeover bids 104 In control statement 106 Management statement under Financial -
2018 Enabling Technology Leadership Award
2018 Global In-Vehicle Infotainment Enabling Technology Leadership Award 2018 BEST PRACTICES RESEARCH Contents Background and Company Performance ........................................................................ 3 Industry Challenges .............................................................................................. 3 Technology Leverage and Customer Impact ............................................................. 4 Significance of Enabling Technology Leadership ............................................................. 8 Understanding Enabling Technology Leadership ............................................................. 8 Key Benchmarking Criteria .................................................................................... 9 Best Practices Award Analysis for Automotive Grade Linux .............................................. 9 Decision Support Scorecard ................................................................................... 9 Technology Leverage .......................................................................................... 10 Customer Impact ............................................................................................... 10 Decision Support Matrix ...................................................................................... 11 Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices ................................................................................................................. 12 The Intersection -
Investor Book (PDF)
INVESTOR BOOK EDITION OCTOBER 2016 Table of Contents Program 3 Venture Capital 10 Growth 94 Buyout 116 Debt 119 10 -11 November 2016 Old Billingsgate PROGRAM Strategic Partners Premium Partners MAIN STAGE - Day 1 10 November 2016 SESSION TITLE COMPANY TIME SPEAKER POSITION COMPANY Breakfast 08:00 - 10:00 CP 9:00 - 9:15 Dr. Klaus Hommels Founder & CEO Lakestar CP 9:15 - 9:30 Fabrice Grinda Co-Founder FJ Labs 9:35 - 9:50 Dr. Klaus Hommels Founder & CEO Lakestar Fabrice Grinda Co-Founder FJ Labs Panel Marco Rodzynek Founder & CEO NOAH Advisors 9:50 - 10:00 Chris Öhlund Group CEO Verivox 10:00 - 10:10 Hervé Hatt CEO Meilleurtaux CP Lead 10:10 - 10:20 Martin Coriat CEO Confused.com Generation 10:20 - 10:30 Andy Hancock Managing Director MoneySavingExpert K 10:30 - 10:45 Carsten Kengeter CEO Deutsche Börse Group 10:45 - 10:55 Carsten Kengeter CEO Deutsche Börse Group FC Marco Rodzynek Founder & CEO NOAH Advisors CP 10:55 - 11:10 Nick Williams Head of EMEA Global Market Solutions Credit Suisse 11:10 - 11:20 Talent 3.0: Science meets Arts CP Karim Jalbout Head of the European Digital Practice Egon Zehnder K 11:20 - 11:50 Surprise Guest of Honour 11:50 - 12:10 Yaron Valler General Partner Target Global Mike Lobanov General Partner Target Global Alexander Frolov General Partner Target Global Panel Shmuel Chafets General Partner Target Global Marco Rodzynek Founder & CEO NOAH Advisors 12:10 - 12:20 Mirko Caspar Managing Director Mister Spex 12:20 - 12:30 Philip Rooke CEO Spreadshirt CP 12:30 - 12:40 Dr. -
Business Model Blueprints for the Shared Mobility Hub Network
sustainability Article Business Model Blueprints for the Shared Mobility Hub Network Elnert Coenegrachts * , Joris Beckers , Thierry Vanelslander and Ann Verhetsel Department of Transport and Regional Economics (TPR), University of Antwerp, 2000 Antwerp, Belgium; [email protected] (J.B.); [email protected] (T.V.); [email protected] (A.V.) * Correspondence: [email protected] Abstract: Shared (electric) mobility is still facing challenges in terms of reaching its potential as a sustainable mobility solution. Low physical and digital integration with public transport, a lack of charging infrastructure, the regulatory barriers, and the public nuisance are hindering the uptake and organization of shared mobility services. This study examines the case of the shared mobility hub, a location where shared mobility is concentrated, as a solution to overcome these challenges. To find ideas informing how a network of shared mobility hubs can contribute to sustainable urban mobility and to overcome the aforementioned challenges, a business model innovation approach was adopted. Focus groups, consisting of public and private stakeholders, collaboratively designed five business model (BM) blueprints, reaching a consensus about the value creation, delivery, and capture mechanisms of the network. The blueprints, defined as first-/last-mile, clustered, point-of- interest (POI), hybrid, and closed mobility hub networks, provide alternative solutions to integrate sustainable transportation modes into a coherent network, enabling multi- and intermodal travel behaviour, and supporting interoperability, sustainable land use, and ensured access to shared Citation: Coenegrachts, E.; Beckers, (electric) travel modes. However, which kind of network the local key stakeholders need to commit J.; Vanelslander, T.; Verhetsel, A. to depends on the local policy goals and regulatory context. -
Android Before Ios in The
Vol. 27, No. 1 u hansenreport.com u February 2014 Microsoft Windows Android before iOS in the Car As technology giants Google and Apple baked” and Apple’s approach to the indus- Not Part of Sync 3 focus on extending their reach into the car, try as arrogant. In contrast Google is said Google has made far more progress than its to be more accommodating, indicating it is rival. Both companies have efforts under- willing to adapt Android to make it more Ford Goes with Panasonic and QNX way to make devices based on their respec- useful to carmakers. The software devel- Sync 3, Ford’s third-generation Sync tive operating systems more compatible oped by the OAA is expected to debut in a infotainment system, will be based on with vehicle head units. Google has gone a production vehicle as early as the end of QNX from Blackberry, not Windows Em- step further by showing a willingness to 2014. Nobody is saying if and when iOS in bedded Automotive from Microsoft as adapt its Android operating system to run the Car will find production. with Sync 1 and Sync 2. According to Ford, the vehicle’s head unit, potentially replac- the QNX operating system makes more ing QNX, Linux or Windows. Open Automotive Alliance efficient use of memory and computing At the January 2014 Consumer Elec- Drivers would love to be able to safely power. When an infotainment design goes tronics Show, Google, along with Audi, and easily use smartphones in their cars, to production, carmakers like to have no GM, Honda, Hyundai and Nvidia, and carmakers are keen to offer cars that more than 60% utilization of microproces- announced the founding of the Open let them do that. -
Stuck in Traffic: Analyzing Real Time Traffic Capabilities of Personal Navigation Devices and Traffic Phone Applications
Stuck in Traffic: Analyzing Real Time Traffic Capabilities of Personal Navigation Devices and Traffic Phone Applications by Bruce M. Belzowski Research Area Specialist Automotive Analysis Andrew Ekstrom Research Associate Automotive Analysis University of Michigan Transportation Research Institute for TomTom Group Revised January, 2014 1 Contents Abstract ......................................................................................................................................................... 3 Acknowledgements ....................................................................................................................................... 3 Executive Summary ...................................................................................................................................... 4 Introduction ................................................................................................................................................... 6 Method .......................................................................................................................................................... 6 Methodological Challenges ........................................................................................................................ 11 Data Coding ................................................................................................................................................ 14 The Jam Hunt Analysis .............................................................................................................................. -
View Annual Report
FORWARD-LOOKING STATEMENTS In this Annual Report the names 'TomTom' and 'the company' and Actual results may differ materially from those expressed in these 'the group' are sometimes used for convenience in contexts where forward-looking statements, and you should not place undue reference is made to TomTom NV and/or any of its subsidiaries in reliance on them. For a discussion of factors that could cause future general or where no useful purpose is served by identifying the results to differ from such forward-looking statements see also particular company. section Risk management and control of this Annual Report. FORWARD-LOOKING STATEMENTS THIRD-PARTY MARKET SHARE DATA This document contains certain forward-looking statements with Statements regarding market share, including the company's respect to the financial condition, results of operations and business competitive position, contained in this Annual Report are based on of TomTom and certain of the plans and objectives of TomTom with outside sources such as specialised research institutes, industry respect to these items. In particular the words 'expect', 'anticipate', and dealer panels in combination with management estimates. 'estimate', 'may', 'should', 'believe', 'outlook', and similar expressions are intended to identify forward-looking statements. By their nature, forward-looking statements involve risk and uncertainty because they relate to events and depend on circumstances that will occur in the future. TABLE OF CONTENT MESSAGE FROM THE CEO 3 CONSOLIDATED FINANCIAL 66 STATEMENTS -
Empirical Evidence from the German Interurban Bus Industry
Joint Discussion Paper Series in Economics by the Universities of Aachen ∙ Gießen ∙ Göttingen Kassel ∙ Marburg ∙ Siegen ISSN 1867-3678 No. 31-2017 Samuel de Haas, Daniel Herold and Jan Thomas Schäfer Entry deterrence due to brand proliferation: Empirical evidence from the German interurban bus industry This paper can be downloaded from http://www.uni-marburg.de/fb02/makro/forschung/magkspapers Coordination: Bernd Hayo • Philipps-University Marburg School of Business and Economics • Universitätsstraße 24, D-35032 Marburg Tel: +49-6421-2823091, Fax: +49-6421-2823088, e-mail: [email protected] Entry deterrence due to brand proliferation: Empirical evidence from the German interurban bus industry Samuel de Haas∗y Daniel Herold ∗ Jan Thomas Sch¨afer∗. July 27, 2018 Abstract In 2016, the largest operator in the German interurban bus industry, Flixbus, acquired its major rival, Postbus. We study the effects of that takeover using route-level data covering more than 6,000 routes. We find that Flixbus, on average, provided a lower fre- quency of bus rides and slightly decreased prices after the takeover. This indicates that Flixbus pursued a strategy of preemption: to decrease residual demand for Postbus, Flixbus offered a high number of bus rides. After the takeover, Flixbus decreased the supply of transportation services and lowered the prices to compensate the consumers for the resulting increase in inconvenience costs.1 JEL codes: L11, L41, L92, K21, K23 Keywords: Competition, Takeover, Interurban Bus Services, Brand Proliferation, Entry Deterrence ∗Chair for Industrial Organization, Regulation and Antitrust, Department of Economics, Justus-Liebig- University Giessen. Licher Strasse 62, 35394 Giessen, Germany yCorresponding author, e-mail: [email protected]. -
Real Time & Historical Traffic
Real time & historical traffic TomTom delivers a unique proposition maps & content | real time & historical traffic | lbs www.tomtom.com/licensing Superior location based services How seamless coverage is community driven The freshest map The most accurate real time traffic information The heart of location services is the map and Want to beat the traffic? Choose a better route. TomTom delivers the most current digital map of TomTom real time traffic products harness multiple the world. data sources to keep drivers in control of their journeys. Road sensors and real traffic incident data Since 2006 TomTom has collected anonymous are fused with the anonymous GPS measurements GPS measurements from its users. This unique of TomTom device users to create a vivid picture of community input is combined with knowledge traffic conditions as they evolve. harvested from local experts and it is combined with traditional sources including paper maps, field This empowering data is made available to surveys, aerial and satellite imagery and mobile industry partners in the Consumer, Enterprise, and mapping vans. The result is a dynamic map full of Government markets. enhanced content ranging from points of interest to 3D city maps. TomTom coverage extends over 200 countries and territories, encompassing more than 5 billion people and 35 million kilometres globally. TomTom uses multiple sources to build the Real time traffic enables navigation with freshest map up-to-the-minute information 2 Superior location based services maps & content | real time & historical traffic | lbs www.tomtom.com/licensing The largest resource to predict traffic flow Whereas traditional technologies struggle to track the ever expanding traffic on our road networks, TomTom uses this to its advantage. -
Author Guidelines for 8
Proceedings of the 52nd Hawaii International Conference on System Sciences | 2019 A New Approach to the Evolution of Collaboration Platforms: The Case of South Korea’s Convergence Alliances Heeyoung Jang Minsun Kim Sungmin Cho Korea Institute of Industrial Technology Korea Institute of Industrial Technology Korea Institute of Industrial Technology [email protected] [email protected] [email protected] Jongho Lee Hongbum Kim* Korea Institute of Industrial Technology Korea Institute of Industrial Technology [email protected] [email protected] * Corresponding author Abstract since 2000, there have been no new industries that can generate economy leverage in Korea. While organizations and alliances for collaboration Many studies have demonstrated that among the have been promoted by governments for many years, various factors affecting Korea’s rapid economic their performance has not been very meaningful in growth in the twentieth century, government-led terms of activation or outcome, particularly in South industrial policies were the main cause of the economic Korea. Thus, as a tool for creating new industries and development (e.g., [1]). However, in the current growth engines, a new form of collaboration complex economic environment, arguments for platform—convergence alliances—is being promoted maintaining government-led industrial policies are now in South Korea. In order to explore the distinct not appropriate and this is why a new type of economic characteristics and advantages of convergence growth paradigm is necessary. alliances, this research compares this new type of The government, media, scholars, and practitioners platform with existing collaboration platforms. By now emphasize that new strategies for economic using a case analysis framework with in-depth growth must be developed that will help Korea adapt to interviews, this research suggests several implications the era of the Fourth Industrial Revolution. -
Devices, the Weak Link in Achieving an Open Internet
Smartphones, tablets, voice assistants... DEVICES, THE WEAK LINK IN ACHIEVING AN OPEN INTERNET Report on their limitations and proposals for corrective measures French République February 2018 Devices, the weak link in achieving an open internet Content 1 Introduction ..................................................................................................................................... 5 2 End-user devices’ possible or probable evolution .......................................................................... 7 2.1 Different development models for the main internet access devices .................................... 7 2.1.1 Increasingly mobile internet access in France, and in Europe, controlled by two main players 7 2.1.2 In China, mobile internet access from the onset, with a larger selection of smartphones .................................................................................................................................. 12 2.2 Features that could prove decisive in users’ choice of an internet access device ................ 14 2.2.1 Artificial intelligence, an additional level of intelligence in devices .............................. 14 2.2.2 Voice assistance, a feature designed to simplify commands ........................................ 15 2.2.3 Mobile payment: an indispensable feature for smartphones? ..................................... 15 2.2.4 Virtual reality and augmented reality, mere goodies or future must-haves for devices? 17 2.2.5 Advent of thin client devices: giving the cloud a bigger role? -
"SOLIZE India Technologies Private Limited" 56553102 .FABRIC 34354648 @Fentures B.V
Erkende referenten / Recognised sponsors Arbeid Regulier en Kennismigranten / Regular labour and Highly skilled migrants Naam bedrijf/organisatie Inschrijfnummer KvK Name company/organisation Registration number Chamber of Commerce "@1" special projects payroll B.V. 70880565 "SOLIZE India Technologies Private Limited" 56553102 .FABRIC 34354648 @Fentures B.V. 82701695 01-10 Architecten B.V. 24257403 100 Grams B.V. 69299544 10X Genomics B.V. 68933223 12Connect B.V. 20122308 180 Amsterdam BV 34117849 1908 Acquisition B.V. 60844868 2 Getthere Holding B.V. 30225996 20Face B.V. 69220085 21 Markets B.V. 59575417 247TailorSteel B.V. 9163645 24sessions.com B.V. 64312100 2525 Ventures B.V. 63661438 2-B Energy Holding 8156456 2M Engineering Limited 17172882 30MHz B.V. 61677817 360KAS B.V. 66831148 365Werk Contracting B.V. 67524524 3D Hubs B.V. 57883424 3DUniversum B.V. 60891831 3esi Netherlands B.V. 71974210 3M Nederland B.V. 28020725 3P Project Services B.V. 20132450 4DotNet B.V. 4079637 4People Zuid B.V. 50131907 4PS Development B.V. 55280404 4WEB EU B.V. 59251778 50five B.V. 66605938 5CA B.V. 30277579 5Hands Metaal B.V. 56889143 72andSunny NL B.V. 34257945 83Design Inc. Europe Representative Office 66864844 A. Hak Drillcon B.V. 30276754 A.A.B. International B.V. 30148836 A.C.E. Ingenieurs en Adviesbureau, Werktuigbouw en Electrotechniek B.V. 17071306 A.M. Best (EU) Rating Services B.V. 71592717 A.M.P.C. Associated Medical Project Consultants B.V. 11023272 A.N.T. International B.V. 6089432 A.S. Watson (Health & Beauty Continental Europe) B.V. 31035585 A.T. Kearney B.V.