全球化研究报告-PDF版

京东集团JD.com, Inc.（JD）2014年20-F年度报告「NASDAQ」（英文版）（222页）.pdf

这些声明是根据1995年美国私人证券诉讼改革法案的“安全港”条款作出的。您可以通过术语来识别这些前瞻性的陈述，如“可能”、“将会”、“预期”、“raaim”、“估计”、“打算”、“计划”、“相信”、“.

2014-12-02 222页 5星级

京东方科技集团股份有限公司2013年年度报告（英文版）（263页）.PDF

毕马威华震(特殊普通合伙企业)已向本公司出具不合格标准审计报告。本报告以中文和英文撰写。如果两个版本的理解有差异，以中文版本为准。2014京东方科技集团股份有限公司年报1第一节重要提醒、内容和术语第二.

2014-12-02 263页 5星级

京东方科技集团股份有限公司2014年年度报告（英文版）（257页）.PDF

毕马威华震(特殊普通合伙企业)已向本公司出具不合格标准审计报告。本报告以中文和英文撰写。如果两个版本的理解有差异，以中文版本为准。2014京东方科技集团股份有限公司年报1第一节重要提醒、内容和术语第二.

2014-12-02 257页 5星级

雅诗兰黛Estee Lauder (EL)2014年年度报告-财报（英文版）（118页）.pdf

对质量、性能和创造力的高期望，使亚洲成为我们品牌创新和卓越的有前途的中心。我们众多成就的支柱是我们在全球的优秀员工。正如我的父亲，名誉主席Leonard A. Lauder曾经说过的，我们公司的财富是.

2014-12-02 118页 5星级

雅诗兰黛Estee Lauder (EL)2013年年度报告-财报（英文版）（192页）.pdf

净销售额达到100亿美元，营业利润率达到15%。全球近5亿消费者信任我们的产品质量和我们的员工，我们预计未来这一数字还会增长。我们公司持续强劲的业绩证明了我们对质量的奉献、对卓越的热情和对我们多样化的.

2014-12-02 192页 5星级

广东美的电器股份有限公司2014年年度报告（英文版）（259页）.PDF

此外，我们还提出了股权激励方案，制定了长期激励机制，从而将公司治理提升到一个更高的水平。2014年，在广大投资者的关注和支持下，公司市值首次突破千亿元。美的历史是一个不断改革和发展的历史。没有经营转型.

2014-12-02 259页 5星级

广东美的电器股份有限公司2013年年度报告（英文版）（177页）.PDF

无董事、监事或高级管理人员对本报告内容的真实性、准确性和完整性不作保证或提出异议。本公司2013年度财务报表已经泛华会计师事务所审计，并获得一份标准的不合格审计报告。

2014-12-02 177页 5星级

联想集团有限公司（LENOVO GROUP）2013-2014财年环境、社会和公司治理（ESG）报告（英文版）（46页）.pdf

这意味着我们始终致力于改善不仅性能和我们产品的质量,而且我们如何开展我们的业务,我们如何对待我们的人民和各种社区服务,以及我们如何完全接受我们的角色过渡和管家周围的环境。

2014-12-02 46页 5星级

联想集团有限公司（LENOVO GROUP）2012-2013财年环境、社会和公司治理（ESG）报告（英文版）（121页）.pdf

联想致力于道德经营，在我们的商业活动中促进企业公民意识和可持续发展。随着我们为PC 时代(专注于移动互联网设备，包括PC、平板电脑和智能手机)转变我们的业务，我们继续通过透明和负责任的环境、社会和治理.

2014-12-02 121页 5星级

汇丰银行（HSBC）2013年年度报告（英文版）（598页）.pdf

截至2013年12月31日，截至2013年12月31日的年度没有生效的未经认可的标准影响这些合并和独立的财务报表，在汇丰银行的应用方面，欧盟认可的国际财务报告准则与国际会计准则理事会发布的国际财务报告.

2014-12-02 598页 5星级

汇丰银行（HSBC）2014年年度报告（英文版）（488页）.pdf

截至2014年12月31日，截至2014年12月31日的年度没有生效的未认可标准影响这些合并和独立的财务报表，并且欧盟认可的国际财务报告准则与国际会计准则理事会发布的国际财务报告准则在汇丰银行的应用方.

2014-12-02 488页 5星级

2020-2014年科技趋势报告-北约（英文版）（160页）.pdf

Science hard copies may be obtained on request, subject to availability from the NATO Offi ce of the Chief Scientist. The sale and reproduction of this report for commercial purposes is prohibited. Extracts may be used for bona fi de educational and informational purposes subject to attribution to the NATO S multi-national workshops; and, technol- ogy watch activities conducted by the Science How they are expected to develop over time; and, What this will mean to the Alliance from an operational, organisational or enterprise perspective? Ultimately, this assessment is intended to provide focus to Alliance S (2) at a staff level, assist in guiding the design of future military concepts and capabilities; and, (3) overall, aid policymakers in preparing Alliance forces and the NATO enterprise for mission success in the future security environment. Over the next 20 years, four overarching characteristics can be expected to defi ne many key advanced military technologies: Intelligent: Exploit integrated AI, knowledge-focused analytic capabilities, and symbiotic AI- human intelligence to provide disruptive applications across the technological spectrum; Interconnected: Exploit the network of virtual and physical domains, including networks of sensors, organisations, individuals and autonomous agents, linked via new encryption methods and distributed ledger technologies; Distributed: Employ decentralised and ubiquitous large-scale sensing, storage, and computation to achieve new disruptive military effects; and, Digital: Digitally blend human, physical and information domains to support novel disruptive effects. Technologies with these characteristics are bound to increase the Alliances operational and organi- sational effectiveness through: the development of a knowledge and decision advantage; leveraging of vii emergent trusted data sources; increased effectiveness of mesh capabilities across all operational domains and instruments of power; and, adapting to a future security environment replete with cheap, distributed and globally available technologies. Eight highly interrelated S near-peer military forces; cyber threats; space; terrorism; hybrid warfare; and, information operations. NATO is the most successful alliance in history, preserving peace and stability around the world for an unprecedented seven decades. This success is built upon the military and political framework that NATO provides for consultation, collaboration, coordination, interoperability, effective deterrence and, ultimately, united action. A key enabler of this accomplishment has been the NATO S providing deep insights into alliance challenges; ensuring the integration of Alliance capabilities; and making available an interconnected network of science and knowledge workers capable of providing evidence- based advice to NATO, as well as alliance members and partners (Figure 1.1). At its core, the role of NATOs S How these EDTs may develop over time; and, What developments and potential consequences are expected for the alliance in the short, medium and long term. Anticipating the future security environment better than potential adversaries is one way in which the alliance has maintained a competitive advantage. S Be transformative or revolutionary in nature; and, Be emergent or create generational shifts in S A global perspective on technological progress; Logical reasoning informed by S and, Candidate S Will present a signifi cant challenge to Alliance forces (e.g. survivability, defence, C4ISR, etc.); and, Will signifi cantly impact Alliance capability or planning decisions (i.e. decision making, counter- measures, etc.) Science Technology watch activities conducted by the S Meta-analyses and reviews of open source technology watch and futures research articles/reports, from defence, security and industry sources; NATO-sponsored EDT workshops and innovation system engagements; and, Alliance and partner EDT studies and research programs. 4Chapter 1. Introduction Taken together, and in consultation with NATO staffs, a picture of the future technological landscape was developed and a sub-set of S 2.Technologies rarely evolve in a simple linear fashion, and complex synergies between EDTs are often as crucial as the EDTs themselves; 3.The list of EDTs provides a grouping of related technologies capable of technological disruption. The development of sub-technologies may be very different than the aggregate. Further, such a grouping is not unique, and one fi nds many such taxonomies in the literature. All such clusters, or taxonomies, are simplifi cations; however, this particular clustering of technologies has proven useful for our purposes; and, 4. Technology has historically driven the changing nature of human confl ict, but not confl ict itself 12. In this context “technology is neither good nor bad; nor is it neutral” (Krazbergs First Law of Technology 13 ). New technologies will inevitably be used in confl ict, and it is necessary to understand how that might occur. This understanding provides a necessary fi rst step to support technology-policy decisions, potential capability development and prepare defensive countermea- sures. As such, discussion of the impact of S 2.The broad strategic context and drivers are outlined that will impact defence S and, 3.Separate appendices provide a more detailed exploration of each EDT, drawing heavily upon STO research and technology watch activities. This section also includes Conjecture Cards, short vignettes that describe the potential future application of these technologies. Earlier versions of these cards were used during workshops 14 conducted to support this analysis, and they are added to help contextualise the potential impact of these technologies. 1.4 Overview5 An extensive list of useful references is provided in the bibliography at the end of this document. These are also used throughout the body of the text where appropriate. When using the Adobe PDF version of the report, clicking on a numbered reference will take the reader to the relevant entry in the bibliography. If desired and available, clicking on the provided URL (i.e. web-link) will provide an option for the reader to open the source reference directly for further study and exploration of the topic. 2 2. Science and, are not widely in use currently or whose effects on Alliance defence, security and enterprise functions are not entirely clear. Disruptive : Those technologies or scientifi c discoveries that are expected to have a major, or perhaps revolutionary, effect on NATO defence, security or enterprise functions in the period 2020-2040. Convergent: A combination of technologies that are combined in a novel manner to create a disruptive effect. Not all technologies or scientifi c discoveries are emergent or disruptive, nor is disruption driven solely by technology 4. Further, not all emerging technologies will be disruptive; not all disruptive technologies are emergent; and, not all convergent technologies are driven by emerging ones. For this report, we focus on those technologies assessed as most likely to be disruptive over a twenty-year time-frame, including those that have moved beyond the initial exploration phase but have not yet become widely exploited. Understanding the natural pattern of EDT development is a necessary prerequisite in understanding and assessing their potential effects on NATO and the Alliance. 2.1.1S(2)the level of attention or hype around a particular technology or scientifi c area;(3)the current technology readiness level;(4)the time horizon in which the science or technology is expected to be fully mature;(5)the relevance to NATO operational capabilities; and, (6) the S indeed most technologies fail. Many avenues of science or technological discovery never breakthrough to ig- nite innovation, or they disappear from public con- sciousness after initial enthusiasm as unproductive avenues of development, or they may appear later on as new convergent developments reinvigorating an old idea. Finally, even successful technologies may reappear as novel ideas create innovation triggers and old technologies becomes so integrated into production systems that the original connection is lost on all but the most technically minded. Such an evolutionary process built on heroic failures 49 or creative errors is essential to scientifi c and technologi- cal progress, as lessons and ideas that arise will often lead to entirely new areas for exploration, innovation and development. During a hype cycle, a successful trending technology will (arguably) ultimately go through fi ve key phases: 50, 51: Innovation Trigger: After a long period of supporting research, a potential new technology break- through starts to show promise. This initial innovation trigger builds upon early experimentation, results in proof-of-concept stories and media interest is triggered. This spark yields growing public- ity and internet search activity. At this stage, no viable product exists, and commercial viability remains unproven. Peak of Infl ated Expectations: Early publicity produces many success stories often accompa- nied by scores of failures. Interest (e.g. as measured by web searches) is at an all-time peak. Some innovative companies take action; many do not. Trough of Disillusionment: The limitations of the technology become clear, and some implemen- tation efforts fail to produce useful results. As a result, general interest falls, and negative stories become more frequent, although these may be overly pessimistic. Eventually, some developers and producers move onto other areas or fail outright. A bifurcation occurs at this point, where investment and continued developments occur only if continued progress can be shown through the refi nement of the underlying technology, development of a better understanding of where this technology is most applicable or a convergence of other technologies or demand. If this does not happen, the technology will eventually be deemed unproductive and disappear entirely from consideration, or return to the start gate to await further developments, technological convergence or changing circumstances. Slope of Enlightenment: With a better understanding of what is practical and where it can be best applied, the potential begin to crystallise and become more widely understood and appreciated. Next-generation products occur, and positive attention begins to increase with more and more successful trials and pilot products. Some companies remain cautious. 12Chapter 2. Science Expectation: Increasing publicity and discussion;Disillusionment; Exploring limitations; Enlightenment; Understanding utility; and, Productivity; Mature Application. This report assesses technological attention through a review of Gartner technology assessments 31, other technology futures analyses already mentioned, STO technology watch activities, and an analysis of web search activity drawn from Google Trends 54 (see Appendix I.6). 2.2.3Technological Maturity In general successful S a near-vacuum; micro-gravity; isolation; and, extreme environments (temperature, vibration, sound and pressure). Space Technologies Figure 2.7: The Alliance from Space. Humankind has been making effective use of space for over 60 years. However, two interre- lated and interacting trends have emerged that are driving an explosion in the exploitation of space and space-based assets. First, the global commer- cial space industry has taken a leading role not just in the development of satellites, but increas- ingly in sensors, communications and launch. This trend has led to dramatic decreases in launch costs, new options for the deployment of space-based assets, and the near real-time commercial avail- ability of high-quality space-derived information (EO/IR, SAR and ELINT). Second, new technologies and manufacturing methods have changed the nature, availability and costs of using space e.g. 3-D printing 72. Such technologies included new propulsion options such as advanced electric propulsion systems, on-board AI, advanced robotics, on-orbit remote servicing of satellites, system miniaturisation (enabling smaller and cheaper satellites), improved and novel sensors, 3D-printing, improved power storage and effi ciency, and next generation encryption technologies. As a result, space is becoming increasingly commercial, congested, contested and competitive 73, 74. Use of space for C4ISR, navigation and defence is central to many of NATOs existing capabilities, and ultimately it is the foundation upon which NATO has built a technological edge. This use of space and space-derived data will only increase over the next 20 years, enabling increasingly capable and ubiquitous C4ISR capabilities. Combined with BDAA and AI, this has the potential to signifi cantly improve situational awareness at all levels, support near real-time assessments of operational effectiveness and increase targeting success. However, as more and more Alliance capabilities come to rely on these assets, the risks from ASAT (anti-satellite) or robotic parasitic systems will become more acute. Increasingly congested orbits, increased use of large constellations of smallsats and increasing levels of space debris will impact the effectiveness and reliability of space-based systems 75. Many nations have signifi cantly increased their presence in and access to space. Nevertheless, commercial developments and the increased use of space derived data are expected to dominate events over the next 20 years. Increasingly powerful smallsats and large scale constellations/swarming will facilitate increased used of space while posing signifi cant policy and legal issues. These legal and policy challenges include confl icts between commercial, academic and military use; governance of the global (space) commons; and, the potential for the increased militarization of space. Appendix E provides a more comprehensive review of this EDT. The following table presents the assessed potential impact, state and rate of development, as well as identifi ed areas for focused research. 18Chapter 2. Science air-breathing hypersonic cruise missiles (HCM); Hyper- sonic rail guns 76; and, hypersonic crewed aircraft. The primary focus of this EDT will be on missile systems (HGV and HCM). Figure 2.8:Hypersonic Glide Vehicle (HGV) De- fence (CREDIT:Northrup-Grumman). New materials and propulsion methods have enabled recent developments in hypersonic re- search and have greatly increased the likelihood of their wide operational use 77. China, Rus- sia, US, UK, France, India, Japan and Australia all have openly acknowledged research and test- ing of hypersonic systems 78. These systems are particularly strategically disruptive given the reduced reaction times available for ITWAA (Inte- grated Tactical Warning/Attack Assessment), the diffi culty in developing countermeasures, and the threat they pose t

2014-12-01 160页 5星级

沃尔玛WALMART (WMT)2012财年年度报告「NYSE」（英文版）（62页）.pdf

自2007年以来，我们的年度报告印刷量减少了大约200万份。请注册以电子方式接收年度股东大会的所有材料，基线是由EarthColor印刷公司根据美国全国同类纸张和印刷方法的平均值制定的。

2013-12-02 62页 5星级

微软Microsoft Corporation（MSFT）2012年年度报告-财报「NASDAQ」（英文版）（87页）.pdf

此外，随着我们开发和更新我们的消费服务，我们将充分利用硬件的进步，相互补充，统一人们日常使用的所有设备。因此，客户将得到一个令人惊叹的设备，连接到独特的通信，生产力和娱乐服务从微软，以及访问伟大的服务.

2013-12-02 87页 5星级

沃尔玛WALMART (WMT)：2012年全球责任报告「NYSE」（英文版）（126页）.pdf

为了支持这一预期，全球报告倡议(GRI)与包括企业、劳工、非政府组织(ngo)、投资者、会计和其他方面在内的一个庞大的专家网络合作，制定了一个全球可信的可持续发展报告框架。这种多方利益相关者方法支持报告框架，现已纳入2012年沃尔玛全球责任报告。

2013-12-02 126页 5星级

百度 Baidu, Inc.（BIDU）2012年年度报告「NASDAQ」（英文版）（194页）.pdf

纳斯达克股票市场有限责任公司(纳斯达克全球精选市场)A类普通股，每股票面价值0.00005美元*纳斯达克股票市场有限责任公司(纳斯达克全球精选市场)*不用于交易，但仅与在纳斯达克全球精选市场上市的美国.

2013-12-02 194页 5星级

三星电子Samsung Electronics（005930）2012年第四季度及全年度综合财报「KRX韩国交易所」（英文版）（86页）.pdf

来自投资活动的现金流短期金融工具净减少(增加)短期可出售金融资产净deccasc(增量)处置长期可出售金融资产所得长期可出售金融资产的收购

2013-12-02 86页 5星级

三星电子Samsung Electronics（005930）：2012年可持续发展报告「KRX韩国交易所」（英文版）（60页）.pdf

我们希望加强我们核心业务的竞争力，巩固我们在手机、电视和存储产品领域的第一地位。我们计划加强我们新兴业务的关键能力和结构，如数字电器、打印机。摄像头和系统LSl。我们还打算为我们在健康和医疗设备领域的.

2013-12-02 60页 5星级

百事公司Pepsico, Inc.（PEP）2012年年度报告-财报「NYSE」（英文版）（114页）.pdf

我很高兴地告诉大家，我们在2012年的表现反映了我们卓越的运营能力，并符合我们在每个关键指标上的预期和指导:我们的有机收入增长了5%;1核心每股收益(eps)为4.10美元;2我们在我们的生产力计划的.

2013-12-02 114页 5星级

京东方科技集团股份有限公司2012年年度报告（英文版）（243页）.PDF

公司拟不发放现金股利、红利股份，不将资本公积转为股本。本报告是按照中国企业会计准则等相关规定编制的。

2013-12-02 243页 5星级