DOCSLIB.ORG

Annual Report 2016 22 March 2017 Table of Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
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 Supervision Act 107 Reporting principles – About this report 108 Definitions 109 Financial statements 2016 111 Consolidated financial statements 111 Consolidated statement of financial position 112 Consolidated income statement 114 Consolidated statement of comprehensive income 115 Consolidated statement of changes in shareholders’ funds 117 Consolidated cash flow statement 120 Accounting policies 122 Financial impact of changes in accounting policies and reclassifications 125 Use of assumptions and estimates 126 Consolidation principles 128 Foreign currency translation 129 Product classification 130 Notes to the consolidated financial statements 132 (1) Risk management 132 (2) Capital management 160 (3) Segment information 162 (4) Subsidiaries 175 (5) Discontinued operations and assets and liabilities held for sale 175 Delta Lloyd Annual report 2016 Table of contents 2 (6) Details of income 177 (7) Details of expenses 182 (8) Employee information 184 (9) Goodwill 191 (10) AVIF and other intangible assets 194 (11) Deferred acquisition costs 195 (12) Property and equipment 196 (13) Investment property 197 (14) Associates 199 (15) Debt and equity securities 204 (16) Derivatives 209 (17) Loans and receivables 212 (18) Investments at policyholders’ risk 217 (19) Third party interests in consolidated investment funds 218 (20) Receivables and other financial assets 218 (21) Share capital 219 (22) Earnings per share 221 (23) Revaluation reserves 222 (24) Non-controlling interests 223 (25) Insurance liabilities 225 (26) Reinsurance assets 234 (27) Liabilities for investment contracts 237 (28) Effect of changes in assumptions and estimates on provisions for insurance and investment contracts 238 (29) Pension obligations 240 (30) Provisions for other liabilities 249 (31) Income taxes 250 (32) Borrowings 253 (33) Financial liabilities 257 (34) Other liabilities 257 (35) Contingent assets and liabilities 258 (36) Off-balance sheet positions 262 (37) Fair value of assets and liabilities 264 (38) Transferred financial assets 271 (39) Related party transactions 273 (40) Subsequent events 276 Separate financial statements 278 Notes to the separate financial statements 279 Accounting policies 279 Financial impact of changes in accounting policies and reclassifications 280 (I) Total expenses 280 (II) Total income 280 (III) Goodwill 280 (IV) Participating interests 280 (V) Investments 282 (VI) Receivables 282 (VII) Equity 284 (VIII) Provisions 287 (IX) Subordinated debt 287 (X) Long-term borrowings 288 (XI) Other liabilities 288 (XII) Related party transactions 289 (XIII) Off-balance sheet commitments 290 (XIV) Employee information 290 (XV) Audit fees 291 Delta Lloyd Annual report 2016 Table of contents 3 (XVI) Subsequent events 292 Other information 293 Profit appropriation 293 Combined independent auditor’s report 294 Non-financial appendix 308 Net promoter scores 308 Supply chain management 309 Sponsoring 310 Tax 311 Carbon footprint 313 Delta Lloyd Foundation 313 GRI table – Core 315 Abbreviations 321 Glossary 324 Disclaimer 333 Delta Lloyd Annual report 2016 Table of contents 4 Overview Highlights Solvency II ratio Shareholders' funds Dividend 143 % 3,185 Bn € 0.10 € + 12pp (2015: 131 %) + 24% (2015: 2,569 Bn €) - 51% (2015: 0.21 €) Net IFRS-result HoldCo net cash position COR 231 m € 510 m € 105.4 % + 80% (2015: 128 m €) + 260% (2015: -319 m €) + 9.2pp (2015: 96.2 %) Value of new business Operational expenses Net capital generation 27 m € 589 m € 172 m € - 5% (2015: 619 m €) IFA satisfaction* NPS Delta Lloyd** Number of employees #1 -13 4,579 (2015: #1) (2015: -18) (2015: 4,739) Employee engagement Assets under management Sustainable investments 69 % 71 Bn € 3.63 % - 6pp (2015: 75 %) + 1% (2015: 70 Bn €) (2015: 1.81 %) * For pension products. See our non-financial appendix for all IFA product ratings. ** For Delta Lloyd (consumers). See non-financial KPIs for all NPS scores. Delta Lloyd Annual report 2016 Overview 5 Message from the chairman Transition, adapting and strengthening characterised 2016. During the year, we successfully executed a range of actions to strengthen our capital and cash positions. We made good progress on initiatives to improve our client focus, business performance and reduce costs. However, we operate in a difficult environment, with margins consistently under pressure, interest rates at record lows and challenging regulatory developments. While we made good progress on implementing our Closer to the Customer strategy and management priorities, in October NN Group publicly announced their intention to make an offer for Delta Lloyd. We rejected the initial offer, but reached out to NN Group to discuss the possible combination of our two companies. At the same time, we investigated other strategic options, including a stand-alone scenario. On 22 December, NN Group improved its offer both in financial and non-financial terms. After due and careful consideration, our Executive and Supervisory Boards decided to recommend this improved offer to our shareholders. We believe it is in the best interest of Delta Lloyd and its stakeholders. It will create a leading insurance and pension company in the Dutch market, with a strong presence in Belgium and an attractive proposition in asset management and banking. NN Group’s offer provides a certain cash premium for our shareholders. We have decided not to pay a final dividend for 2016, as any dividend would reduce the purchase price of € 5.40 per ordinary share. Good progress on management priorities of capital, performance and customer Given these circumstances, 2016 was a year of mixed results. We successfully executed our capital plan and substantially improved our cash position. We were pleased that our shareholders supported the € 650 million rights issue in the first quarter. Additionally, we delivered on management actions including the sale of our shareholding in Van Lanschot and strengthening our balance sheet. We are well on track for the implementation of the Partial Internal Model (PIM). However, during the fourth quarter, our capital position was negatively impacted by adverse longevity development and DNB guidance on on the loss absorbing capacity of deferred taxes (LAC DT) to the industry. Consequently, at year-end our Solvency II ratio was towards the lower end of our target capital range. Our business performance continued to be a priority, with Life Insurance margins under pressure, although in Belgium our protection business delivered strong margins. A disappointing combined ratio in General Insurance reflected the impact of exceptional weather in June. Our asset management and banking business contributed modestly to the operational result. Our operational expenses were well below our target for 2016. We have lowered our 2018 expense target and have taken action to structurally improve the technical results in Life and GI. We expect to see the results of these actions in 2017. We aim to be the preferred insurer for our customers and business partners and in 2016 most of our Net Promoter (NPS) and customer satisfaction scores increased among individual and commercial customers. Intermediaries again chose Delta Lloyd as the best pensions provider in the Netherlands. This is the fifth consecutive year. We are very proud of this, especially given the challenges we have faced in recent years. Delta Lloyd Annual report 2016 Overview 6 The high level of our service was apparent in the days and weeks after exceptional rain and a hailstorm in the south of the Netherlands last summer. The damage to the area was enormous and companies and farmers were especially hard hit. After the storm, Delta Lloyd employees, often in cooperation with third parties, moved swiftly and decisively to help affected customers with personal attention and additional repair capacity. We were pleased to receive a licence for a general pension fund (APF) in 2016. This new activity in a sizeable market will help building profitable volume and create
Load more

Recommended publications
  • 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.
    [Show full text]
  • 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 ..............................................................................................................................
    [Show full text]
  • 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
    [Show full text]
  • Vzor Závěrečné Práce
    Masarykova univerzita Ekonomicko-správní fakulta Studijní obor: Regionální rozvoj a správa INOVAČNÍ PROSTŘEDÍ A POLITIKA V NIZOZEMSKÝCH REGIONECH Innovation environment and innovation policy in the Dutch regions Diplomová práce Vedoucí diplomové práce: Autor: Ing. Viktorie Klímová, Ph.D. Bc. Soňa RASZKOVÁ Brno, 2018 Jméno a příjmení autora: Soňa Raszková Název diplomové práce: Inovační prostředí a politika v nizozemských regionech Název práce v angličtině: Innovation environment and innovation policy in the Dutch regions Katedra: Regionálního rozvoje a správy Vedoucí diplomové práce: Ing. Viktorie Klímová, Ph.D. Rok obhajoby: 2018 Anotace Cílem diplomové práce „Inovační prostředí a politika v nizozemských regionech” je analyzovat a determinovat prvky, které ovlivňují úspěšnost a efektivitu regionálních inovačních systémů na příkladu vybraných regionálních inovačních systémů v Nizozemsku. První část práce je zaměřena na popis inovačních systémů, jejich koncept, strukturu, prvky, funkce a typologii, regionální inovační politiku a její nástroje. Druhá část práce analyzuje nizozemský národní inovační systém, jeho aktéry a nástroje. Posléze se práce zaměřuje na popis jednotlivých regionů a u třech vybraných regionů (Severní Holandsko, Jižní Holandsko a Severní Brabantsko) analyzuje a charakterizuje jejich regionální inovační systém. Toto srovnání je zaměřeno na socioekonomické charakteristiky, infrastrukturu a aktivitu výzkumu a vývoje, inovační politiku a její nástroje. Tyto determinanty úspěšnosti jsou podrobeny hlubší analýze. Annotation The aim of the diploma thesis "Innovation environment and innovation policy in the Dutch regions" is to analyse and determine the elements that influence the success and effectiveness of regional innovation systems on the example of selected regional innovation systems in the Netherlands. The first part of the thesis focuses on definition of innovation systems, their concept, structure, elements, functions and typology, regional innovation policy and its tools.
    [Show full text]
  • 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.
    [Show full text]
  • Annual Report and Accounts 2012
    Towards a stronger Aviva Aviva plc Annual report and accounts 2012 | Retirement | Investments | Insurance | Health | Aviva is a life, general and health insurance business and provides asset management services. We are the largest insurer in the UK* and we have strong businesses in selected international markets. Our products help 34 million customers** enjoy the peace of mind that comes from managing the risks of everyday life. With us, they can save for a more comfortable retirement and protect – with insurance – the people and things that are important to them. We’re here to help people, businesses and communities get back on their feet when the unexpected happens. It is therefore our responsibility to make sure that our 317-year-old business will be there for our customers long into the future. 2012 was a year of change for Aviva. In this annual report you can read more about how we’re taking steps to create a stronger Aviva. View our reports online 2012 Annual report 2012 Corporate and accounts responsibility report We provide our annual Find out more about our report online which allows commitment to acting us to reduce the paper we as a responsible member print and distribute. of the international business community. Visit Aviva plc View our CR report here www.aviva.com/ www.aviva.com/ * Based on aggregate 2011 UK life and pensions sales (PVNBP) reports/2012ar reports/2012cr and general insurance gross written premiums ** On an ongoing basis 1 Aviva plc Annual report and accounts 2012 What’s inside Inside the essential read Our plan to change Aviva Chairman’s statement 04 Group chief executive In July 2012, we announced a plan designed officer’s statement 06 to strengthen our capital position and transform Chief financial officer’s Aviva: Focus, Strengthen, Perform.
    [Show full text]
  • Eindhoven University of Technology MASTER De Ontwikkeling Van Een
    Eindhoven University of Technology MASTER De ontwikkeling van een sourcing strategie voor direct schade herstel Welle, S.H. Award date: 2007 Link to publication Disclaimer This document contains a student thesis (bachelor's or master's), as authored by a student at Eindhoven University of Technology. Student theses are made available in the TU/e repository upon obtaining the required degree. The grade received is not published on the document as presented in the repository. The required complexity or quality of research of student theses may vary by program, and the required minimum study period may vary in duration. General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain ARW versiteil eindhoven f/ j / ::; l 2007 delta lloyd groep BDK 'De Ontwikkeling van een Sourcing Strategie voor Direct Schade Herstel'. , ................ ,,, .. ,~,:' ... .•·; ' ·.· .• t I ', ,_; ~; ~ .. " • ....... _.. ,~.· : . / .... ' .. ' . ... , ,._ .... '":' ~·:•' ' .. !,},{' ·1 ,,r;4 ·-.. www.skyscrapercity.com Steven H. Welle Januari 2007 delta lloyd groep TBM 'De Ontwikkeling van een Sourcing Strategie voor Direct Schade Herstel'. Datum Dinsdag 9 januari 2007 Student S.H. Welle Frans Halsstraat 5, III 1072 BJ Amsterdam +316 4176 4435 [email protected] Onderwijsinstelling Technische Universiteit Eindhoven Den Dolech 2 5600 MB Eindhoven Faculteit Technologie en Management Studie Technische Bedrijfskunde Afstudeerbegeleiders TU/e Eerste begeleider Prof dr.
    [Show full text]
  • Automotive Data Sharing
    Automotive Data Sharing 16.10.2020 Executive summary Data sharing in the automotive industry Data initiatives from National Road Authorities The usage of data in the global automotive industry has been increasingly important National Road Authorities (NRAs) are looking to utilize vehicle generated data. They the last couple of years. Even though Original Equipment Manufacturers (OEMs) are, under the ITS Delegated Act 2010/40/EU, required to share data through have been collecting data from their connected vehicles for several years, they have National Access Points. Some have chosen to comply only with the regulations, just recently started to investigate opportunities for sharing the data. OEMs have while others have taken a more proactive approach to improve road operations and traditionally been reluctant to this, because of the uncertain value potential of their traffic safety in their country. Later this year (2020), the EU Member States will data. However, during 2019 and 2020, the OEMs have gradually been accelerating provide a new update on their progress with the National Access Points. We have sharing of vehicle generated data with third parties and penning deals with both data seen a number of data initiatives from the NRAs, and some are even starting to pilot aggregators and data marketplaces. These deals are creating new revenue streams Vehicle to Infrastructure (V2I) use cases. Some notable mentions of V2I applications for the OEMs. are: - Ingolstadt in Germany – also known as Audi City – are working with TTS and Safety Related Traffic Information Audi to enable traffic lights to communicate with Audi vehicles. Throughout our interviews, utilizing Safety Related Traffic Information (SRTI) have - Barcelona in Spain are collaborating with SEAT, DGT, Barcelona City Council been a persistent topic.
    [Show full text]
  • Controversial Arms Trade
    Case study: Controversial Arms Trade A case study prepared for the Fair Insurance Guide Case study: Controversial Arms Trade A case study prepared for the Fair Insurance Guide Anniek Herder Alex van der Meulen Michel Riemersma Barbara Kuepper 18 June 2015, embargoed until 18 June 2015, 00:00 CET Naritaweg 10 1043 BX Amsterdam The Netherlands Tel: +31-20-8208320 E-mail: [email protected] Website: www.profundo.nl Contents Summary ..................................................................................................................... i Samenvatting .......................................................................................................... viii Introduction ................................................................................................................ 1 Chapter 1 Background ...................................................................................... 2 1.1 What is at stake? ....................................................................................... 2 1.2 Trends in international arms trade .......................................................... 3 1.3 International standards............................................................................. 4 1.3.1 Arms embargoes ......................................................................................... 4 1.3.2 EU arms export policy ................................................................................. 4 1.3.3 Arms Trade Treaty .....................................................................................
    [Show full text]
  • "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.
    [Show full text]
  • Countering Terrorism Online with Artificial Intelligence an Overview for Law Enforcement and Counter-Terrorism Agencies in South Asia and South-East Asia
    COUNTERING TERRORISM ONLINE WITH ARTIFICIAL INTELLIGENCE AN OVERVIEW FOR LAW ENFORCEMENT AND COUNTER-TERRORISM AGENCIES IN SOUTH ASIA AND SOUTH-EAST ASIA COUNTERING TERRORISM ONLINE WITH ARTIFICIAL INTELLIGENCE An Overview for Law Enforcement and Counter-Terrorism Agencies in South Asia and South-East Asia A Joint Report by UNICRI and UNCCT 3 Disclaimer The opinions, findings, conclusions and recommendations expressed herein do not necessarily reflect the views of the Unit- ed Nations, the Government of Japan or any other national, regional or global entities involved. Moreover, reference to any specific tool or application in this report should not be considered an endorsement by UNOCT-UNCCT, UNICRI or by the United Nations itself. The designation employed and material presented in this publication does not imply the expression of any opinion whatsoev- er on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area of its authorities, or concerning the delimitation of its frontiers or boundaries. Contents of this publication may be quoted or reproduced, provided that the source of information is acknowledged. The au- thors would like to receive a copy of the document in which this publication is used or quoted. Acknowledgements This report is the product of a joint research initiative on counter-terrorism in the age of artificial intelligence of the Cyber Security and New Technologies Unit of the United Nations Counter-Terrorism Centre (UNCCT) in the United Nations Office of Counter-Terrorism (UNOCT) and the United Nations Interregional Crime and Justice Research Institute (UNICRI) through its Centre for Artificial Intelligence and Robotics.
    [Show full text]
  • Insight MFR By
    Manufacturers, Publishers and Suppliers by Product Category 11/6/2017 10/100 Hubs & Switches ASCEND COMMUNICATIONS CIS SECURE COMPUTING INC DIGIUM GEAR HEAD 1 TRIPPLITE ASUS Cisco Press D‐LINK SYSTEMS GEFEN 1VISION SOFTWARE ATEN TECHNOLOGY CISCO SYSTEMS DUALCOMM TECHNOLOGY, INC. GEIST 3COM ATLAS SOUND CLEAR CUBE DYCONN GEOVISION INC. 4XEM CORP. ATLONA CLEARSOUNDS DYNEX PRODUCTS GIGAFAST 8E6 TECHNOLOGIES ATTO TECHNOLOGY CNET TECHNOLOGY EATON GIGAMON SYSTEMS LLC AAXEON TECHNOLOGIES LLC. AUDIOCODES, INC. CODE GREEN NETWORKS E‐CORPORATEGIFTS.COM, INC. GLOBAL MARKETING ACCELL AUDIOVOX CODI INC EDGECORE GOLDENRAM ACCELLION AVAYA COMMAND COMMUNICATIONS EDITSHARE LLC GREAT BAY SOFTWARE INC. ACER AMERICA AVENVIEW CORP COMMUNICATION DEVICES INC. EMC GRIFFIN TECHNOLOGY ACTI CORPORATION AVOCENT COMNET ENDACE USA H3C Technology ADAPTEC AVOCENT‐EMERSON COMPELLENT ENGENIUS HALL RESEARCH ADC KENTROX AVTECH CORPORATION COMPREHENSIVE CABLE ENTERASYS NETWORKS HAVIS SHIELD ADC TELECOMMUNICATIONS AXIOM MEMORY COMPU‐CALL, INC EPIPHAN SYSTEMS HAWKING TECHNOLOGY ADDERTECHNOLOGY AXIS COMMUNICATIONS COMPUTER LAB EQUINOX SYSTEMS HERITAGE TRAVELWARE ADD‐ON COMPUTER PERIPHERALS AZIO CORPORATION COMPUTERLINKS ETHERNET DIRECT HEWLETT PACKARD ENTERPRISE ADDON STORE B & B ELECTRONICS COMTROL ETHERWAN HIKVISION DIGITAL TECHNOLOGY CO. LT ADESSO BELDEN CONNECTGEAR EVANS CONSOLES HITACHI ADTRAN BELKIN COMPONENTS CONNECTPRO EVGA.COM HITACHI DATA SYSTEMS ADVANTECH AUTOMATION CORP. BIDUL & CO CONSTANT TECHNOLOGIES INC Exablaze HOO TOO INC AEROHIVE NETWORKS BLACK BOX COOL GEAR EXACQ TECHNOLOGIES INC HP AJA VIDEO SYSTEMS BLACKMAGIC DESIGN USA CP TECHNOLOGIES EXFO INC HP INC ALCATEL BLADE NETWORK TECHNOLOGIES CPS EXTREME NETWORKS HUAWEI ALCATEL LUCENT BLONDER TONGUE LABORATORIES CREATIVE LABS EXTRON HUAWEI SYMANTEC TECHNOLOGIES ALLIED TELESIS BLUE COAT SYSTEMS CRESTRON ELECTRONICS F5 NETWORKS IBM ALLOY COMPUTER PRODUCTS LLC BOSCH SECURITY CTC UNION TECHNOLOGIES CO FELLOWES ICOMTECH INC ALTINEX, INC.
    [Show full text]