The Open Source Bonanza How Facebook, Microsoft and Google Are Using Free Software
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Bilan D'activités Open Knowledge Foundation France
Bilan d’activités Open Knowledge Foundation France Décembre 2012 - Août 2013 Vision stratégique Depuis sa création en décembre 2012, le groupe français de l’Open Knowledge Foundation a connu une croissance rapide que le réseau international a eu l’occasion de saluer. Dans l’effervescence du démarrage, l’association a exploré de nombreuses pistes et a participé à de nombreux projets sans avoir en tête une véritable cohérence dans son action. Toutefois, nous avons poursuivi deux objectifs principaux pendant les premiers mois : la constitution d’une communauté de membres actifs conformément à nos statuts et un effort pour la notoriété de l’association ainsi que son réseau international. Les administrateurs de l’association pensent que ces efforts ont porté leurs fruits au détriment de la cohérence de l’ensemble et parfois d’une gouvernance plus ouverte. Dans cet esprit, nous avons souhaité pendant l’été penser les projets prioritaires et la stratégie de développement de l’association avec les membres actifs qui souhaitaient participer. Nous avons ainsi décidé de nous concentrer prioritairement sur le développement de trois projets principaux : ● Le groupe de travail sur le domaine public avec le développement de calculateurs permettant d’identifier la présence d’une oeuvre dans le domaine public et un outilméthodologie pour la réutilisation ouverte des cartes postales du domaine public (OpenPostcards) pouvant déboucher sur une série d’événements grand public ● Le développement d’un portail permettant de rendre public et d’agréger les demandes d’information publique à la manière par exemple du projet “What do they know” au Royaume Uni ● La formation du grand public à la réutilisation des données ouvertes avec la traduction en français des contenus de la School of Data (schoolofdata.org) et le développement de Tada (dans la suite du projet imaginé tada.gouv.fr, voir checkthis.com/tadagouvfr), une méthode et de contenus pour initier les enfants à la réutilisation des données ouvertes. -
Basler Kantonalbank
Basler Kantonalbank Primary Credit Analyst: Heiko Verhaag, CFA, FRM, Frankfurt + 49 693 399 9215; [email protected] Secondary Contact: Harm Semder, Frankfurt + 49 693 399 9158; [email protected] Table Of Contents Major Rating Factors Outlook Rationale Related Criteria WWW.STANDARDANDPOORS.COM/RATINGSDIRECT DECEMBER 11, 2020 1 Basler Kantonalbank Additional SACP a Support +4 0 + + Factors Anchor a- Issuer Credit Rating ALAC 0 Business Support Adequate Position 0 Capital and GRE Support Very Strong +4 Earnings +2 Risk Position Moderate -1 Group AA+/Stable/A-1+ Support 0 Funding Average 0 Sovereign Liquidity Strong Support 0 Major Rating Factors Strengths: Weaknesses: • Extremely high likelihood of support from the Swiss • Limited growth prospects in the saturated Basel-City Canton of Basel-City. banking market. • Very strong capitalization supported by stable • Earnings pressure from lower for longer interest-rate earnings generation. cycle. • Very strong customer franchise in home region. • Relatively weak operating efficiency, expected to gradually improve through synergies with Bank Cler. WWW.STANDARDANDPOORS.COM/RATINGSDIRECT DECEMBER 11, 2020 2 Basler Kantonalbank Outlook: Stable S&P Global Ratings' stable outlook on Switzerland-based Basler Kantonalbank (BKB) reflects that on its owner and guarantor, the Swiss Canton of Basel-City (AAA/Stable/A-1+). We expect BKB will, for the foreseeable future, continue to benefit from an extremely high likelihood of timely and sufficient extraordinary support from the Canton of Basel-City in the event of financial distress. In addition, we expect that BKB will maintain its sound market position and financial profile, underpinned by its very strong capitalization over the next 24 months. -
Rapport Moral Et Financier De L'association
Rapport moral et financier de l’association Framasoft Année 2011 Table des matières L’association Framasoft...............................................................................................................3 Le but de l’association.............................................................................................................3 Introduction et points clés principaux en 2011........................................................................3 Les ressources humaines........................................................................................................4 Les ressources financières.......................................................................................................4 Compte Emplois-Ressources et affectation des dons..............................................................4 Par activité.......................................................................................................................... 6 Bénévolat valorisé...................................................................................................................9 Analyse de la situation financière..........................................................................................10 Campagne de dons....................................................................................................................12 L'activité du réseau Framasoft en 2011 ....................................................................................13 Statistiques.......................................................................................................................... -
A Practical Guide to Using Free Software in the Public Sector
A Practical Guide to Using Free Software in the Public Sector ***** (with references to the French copyright law, when applicable) Version 1.31 June 2010 This document is distributed under a Creative Commons "Attribution + ShareAlike" licence. Author: Thierry Aimé (DGI – Ministry for the Budget, Public Accounts and the Civil Service) With the participation of: Philippe Aigrain (Sopinspace), Jean-François Boutier (Ministry for Ecology, Sustainable Development and Spatial Planning), Frédéric Couchet (April), Elise Debies (DGME – Ministry for the Budget, Public Accounts and the Civil Service), François Elie (ADULLACT), Jean-Paul Degorce-Duma (DGSIC – Ministry of Defence), Esther Lanaspa (DGME – Ministry for the Budget, Public Accounts and the Civil Service), Sylvie Poussines (DAJ – Ministry for the Economy, Finance and Employment), Patrice-Emmanuel Schmitz (OSOR.eu). A practical guide to using free software in the public sector 2 Contents 1 -What is software?.............................................................................................................................3 2 -Legal regimes governing the use of software..................................................................................3 3 -Who holds the copyright to software?.............................................................................................4 4 -What is a software licence?..............................................................................................................4 5 -What is a free software licence?.......................................................................................................4 -
Technical Workflows and Tools for Experimental Publishing
COPIM • Books Contain Multitudes: Exploring Experimental Publishing Part 3: Technical Workows and Tools for Experimental Publishing Marcell Mars, Tobias Steiner, Janneke Adema Published on: Jan 29, 2021 DOI: 10.21428/785a6451.174760b2 License: Creative Commons Attribution 4.0 International License (CC-BY 4.0) COPIM • Books Contain Multitudes: Exploring Experimental Publishing Part 3: Technical Workows and Tools for Experimental Publishing For this third part of the scoping report, we will be looking at the technical developments around experimental book publishing. We will be doing so in a three-fold manner in the next three sections. First, instead of conducting a landscape study ourselves, we will be reviewing a number of studies and resources that have recently been released and that have tried to categorise, analyse, and map the open source publishing tools and platforms currently available to support open access (book) publishing. Our focus in this analysis will predominantly be on those tools and technologies that can support the kinds of experimental publications that we have identified in the first two parts of this scoping report. Secondly, in section 2, we will outline a proposed methodology to analyse and categorise the currently available tools and technologies to support the creation of an online resource for publishers and authors in year 3 of the COPIM project. This online resource will include the technological support and workflows available to enable more experimental forms of book publishing, whilst showcasing examples and best practices for different levels of technical know-how. Thirdly, in section 3, we will make an initial attempt at categorising a selection of tools following this proposed methodology, where we will be focusing on collaborative writing tools and on annotation tools —and the software, platforms, and workflows that support these—in first instance. -
Logiciels Libres
Logiciels Libres Quoi ? Quand ? Qui ? Où ? Comment ? Pourquoi ? (par Pierre-Yves Gosset - http://www.framasoft.net) Etude de cas : BASIS et l'interopérabilité (par Frédéric Riondet - ENSSIB) Pierre-Yves Gosset - http://www.framasoft.net IntroducIntroductiontion « Framasoft.net est un site internet collaboratif à géométrie variable dont le sujet est le logiciel libre et son état d'esprit » Annuaire de 1 200 notices de logiciels libres Tutoriels libre-diffusion (100) Tribune libre (215) Association (FRAnçais et MAthématiques sur intraNET) Communauté « Utilis'acteurs » Orientation Grand public Si te en perpétuelle évolution Pierre-Yves Gosset - http://www.framasoft.net LLogiogicciielel llibreibre C'est quoi ? Pierre-Yves Gosset - http://www.framasoft.net LLogiciogicieell etet recetrecettete dede cucuiisinesine ● Programme et recette de cuisine ● Programme = recette exécutable = plat cuisiné ● Imaginez un monde... ● où les crêpes ne sont disponibles que toutes prêtes ● où la recette n'est pas disponible ● où il ne viendrait à personne l'idée d'avoir la recette ● Ce monde existe : le monde du logiciel depuis le début des années 80 Pierre-Yves Gosset - http://www.framasoft.net LeLe mmoondende desdes crêpescrêpes lilibresbres ● Liberté de lire, comprendre la recette des crêpes et de les cuisiner ● Liberté de donner à ses amis des crêpes fabriquées avec cette recette ● Liberté de modifier la recette des crêpes ● Liberté de distribuer la recette modifiée des crêpes Pierre-Yves Gosset - http://www.framasoft.net QueQuelllesles llibeiberrttésés ?? -
GROUP STRUCTURE Group Structure Viseca Card Services SA
Corporate Governance Konzernstruktur Aduno Gruppe GROUP STRUCTURE Group structure Viseca Card Services SA The Aduno Group is committed to clear and transparent Payment Aduno SA information processes and the protection of the interests AdunoKaution AG of its shareholders and investors. SmartCaution SA Aduno Holding AG Vibbek AG (67%) Introduction Vibbek GmbH This chapter describes the management and control principles applied at the top level of the Aduno Group in accordance with the guidelines concerning information SwissWallet AG (33%) on corporate governance of the SIX Swiss Exchange (corporate governance Accarda AG (30%) guidelines). Where no information is provided on a specific section of the SIX guidelines, this issue is not relevant for or does not apply to the Aduno Group. Contovista AG (14%) Consumer Finance Group structure cashgate AG Internal Financing As the holding company, Aduno Holding AG, with its registered office in Zurich, Aduno Finance AG directly or indirectly owns all companies that belong to the Aduno Group. The scope of consolidation includes non-listed companies only. The Group structure with the Operating management business segments and legal entities is described on the right. All the companies structure included in the scope of consolidation are listed in the financial report. Corporate Services Chief Financial Offi cer The operating management structure is reflected in the organisational chart on the Conrad Auerbach right side. Corporate Center Chief Operations Offi cer Daniel Anders Major shareholders Aduno Gruppe Vertrieb Chief Executive Offi cer Chief Sales Offi cer The following shareholders held more than three per cent of the company as at Martin Huldi Daniel Bodmer 31 December 2016. -
PDF Structure and Organisation of the Swiss
Structure and organisation of the Swiss National Bank SNB 62 1 Organisation Unlike most foreign central banks, the Swiss National Bank is not a government-owned bank: it is an independent public-law institution in the form Structure of a joint-stock company. All its shares are registered shares and are listed on the stock exchange. Shareholders’ voting rights are restricted by statute to Swiss citizens, Swiss public-law corporations and legal entities whose main establishment is in Switzerland. Just under 54% of the shares are held by cantons and cantonal banks: the remainder are mostly owned by private per- sons. The Confederation does not hold any shares. The National Bank is administered with the cooperation and under the supervision of the Confederation. The Governing Board, which consists of three Responsibilities members of equal status, is entrusted with the Bank’s management. Each mem- ber is head of one of the three Departments. The Governing Board enjoys a high degree of independence in fulfilling its monetary policy mandate. The Governing Board and the Federal Council must consult each other before passing major monetary and economic policy decisions. The Bank Council, Bank Committee and Auditing Committee are responsible for the supervision of the National Bank’s business activity. The National Bank has two head offices: the legal domicile in Berne and the seat of the Governing Board in Zurich. Department I and Department III are Bank offices in Zurich, Department II is in Berne. To ensure the distribution of currency and to follow economic developments in the regions the National Bank – until the end of 1998 – had eight branch offices in addition to the two head offices. -
The Beginner's Handbook
The beginner’s handbook Debian 9 Stretch 3hg team © WTFPL Updated: July 8, 2017 – About this manual – “The beginner’s handbook” is a simplied manual to install and take-over the Debian system. You will nd in the following pages the answers to your rst questions concerning the Debian GNU/Linux system , its history, how to obtain it, to install it, to take-over it, to congure and administrate it. You will be able to go further and obtain information concerning the privacy protection, the back- ing up of your data, and the various actors of the Free Software world. Usually, the manuals begin by teaching you the theoretical basis and the usage of the terminal. This manual takes the very side of the “graphical environment”: it is designed to let you start quickly with Debian, screen powered on, ngers on the keyboard and the mouse nearby . – The mission of this manual is not to be comprehensive. – A lot of external links are available in this manual. Don’t hesitate to click on them in order to read more detailed information. For a more detailed documentation, please visit the ocial Debian Wiki: https://wiki.debian.org/ FrontPage If you need a complete Debian manual, please read the Debian Administrator Handbook from Raphaël Hertzog and Roland Mas https://debian-handbook.info/browse/stable/. – How to use this manual?– This PDF version includes a detailed summary and a table of gures at the end of the guide. Note: This manual includes some commands or code blocks that are sometimes longer than the width of the page. -
Resolution Report 2020 Management Summary
Resolution Report 2020 Management summary 2 In the event of a disorderly failure, systemically The two global systemically important banks were important financial institutions can jeopardiseentire required to submit an effective emergency plan to economies and are therefore referred to as “too FINMA for review by the end of 2019. This makes it big to fail” (TBTF). Following the financial crisis of a suitable point in time for FINMA to inform publicly 2007/2008, the Swiss legislator promulgated special about progress. At the same time, FINMA sets out in rules for the stabilisation, restructuring or liquidation this document how it would proceed in the event of Management summary of such institutions. The rules require higher capital a resolution. and liquidity buffers as well as plans for recovery and FINMA | Resolution Report 2020 resolution. There are four main instruments in this Recovery plans have been approved context: and the global banks’ Swiss emergency plans are effective 1. Recovery plan: The systemically important bank All five systemically important Swiss banks have sub- or financial market infrastructure sets out how it mitted recovery plans to FINMA, which have been would stabilise itself in a crisis. This plan requires approved. FINMA carried out a detailed review of FINMA‘s approval. the effectiveness of the Swiss emergency plans sub- 2. Swiss emergency plan: In this plan the systemically mitted by the end of 2019. At Credit Suisse FINMA important bank details how it would ensure unin- deems the statutory requirements for a ready-to-im- terrupted continuity of its systemically important plement emergency plan to have been met. -
We Stay Close. Even When Distancing
We stay close. Even when distancing. Annual report 2020 2 Contents Pages 3–8 Pages 57–70 At a glance 3 Compensation report 57 Review 4 Compensation policy 58 Interview 6 Compensation system 58 Compensation groups 60 Pages 9–30 Compensation in 2020 62 Management report 9 Business performance 10 Pages 71–124 Organisation 12 Annual financial statements 71 Public service mandate 12 Balance sheet 72 Strategy 15 Income statement and profit appropriation 74 Value creation 18 Notes to the financial statements 79 Forward-looking advice 18 Employees 23 Business and risk policy 24 Contact and imprint 125 Pages 31–56 Corporate governance 31 Organisational chart 34 Board of Directors 37 Executive Board 45 Foundations 51 At a glance 3 At a glance 2020 2019 2018 2017 2016 CHF m CHF m CHF m CHF m CHF m Balance sheet Balance sheet total 29,769.7 27,280.0 25,340.8 24,212.2 23,689.5 Mortgage loans 20,531.6 19,600.6 18,718.4 18,165.6 17,556.8 Due to customers in savings and deposits 18,794.0 17,486.8 16,717.7 16,689.7 15,729.8 Income statement Operating income 355.7 362.2 358.5 366.9 368.3 Operating profit 162.0 171.1 165.2 172.1 183.4 Annual net profit 138.1 136.8 134.5 133.3 133.6 Dividends on certificate capital 20.0 20.0 20.0 20.0 20.0 Profit distribution to the canton1) 60.0 60.0 60.0 60.0 60.0 Additional information Employees (FTE average) 710 687 685 673 657 Number of branches (includes Mobile Bank) 24 23 23 23 24 Assets under management 22,497 21,530 19,633 19,782 19,072 Average interest margin 1.126% 1.174% 1.245% 1.322% 1.405% Return on equity -
Digital Social Innovation Ideas Bank
DIGITAL SOCIAL INNOVATION IDEAS BANK An Inspirational Resource for Local Governments Barcelona Activa | May 2019 TABLE OF CONTENTS INTRODUCTION Purpose and scope of this document 7 Structure of this document 8 Tips for using this guide 8 FUNDING Matched crowdfunding 10 · Goteo.org’s matched crowdfunding programme · Nesta’s Arts & Heritage Matched Crowdfunding Pilot · RootProject, blockchain-based crowdsourced fundraising Randomised grant funding for research and innovation 11 · New Zealand Health Research Council’s Explorer Grants · Volkswagen Foundation’s Experiment! - Call in search of bold ideas Public grant funding for community DSI projects 13 · Barcelona City Council’s “We boost what you do” call · The Mayor of London’s Civic Innovation Challenge · European Investment Bank’s Social Innovation Tournament · Amsterdammers, make your city! Challenge · Open Knowledge Foundation’s Prototype Fund Social and Impact investment 16 · Nesta Impact Investments · European Investment Bank Group’s Social Impact Accelerator · UK Government’s Life Chances Fund Public procurement of DSI 18 · UK Social Value Act, social clauses in public procurement of digital services · Italy’s Digital Administration Code, mandating procurement of open source software · EU Innovation Procurement Handbook, supporting collaborative public procurement · Provenance.org, blockchain-based platform to trace the ethical sourcing of electronic products COLLABORATION Networking and community-building opportunities 21 · Maker Faire, open digital fabrication events · The Unusual