全球化研究报告-PDF版

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，没有对品质经营和成长的执着，没有对业务和产品的专注，这是2011年以来美的核心理念，今天的美的将不复存在。

2014-12-02 259页 5星级

百度 Baidu, Inc.（BIDU）2014年年度报告「NASDAQ」（英文版）（197页）.pdf

2014年度报告2014年度报告美国证券交易委员会华盛顿特区20549表格20-F (Mark One)或截至2014年12月31日的财政年度。

2014-12-02 197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

沃尔玛WALMART (WMT)2014财年年度报告「NYSE」（英文版）（68页）.pdf

2014财年，沃尔玛墨西哥公司提升了超过22,700名员工。我们每周为全球客户服务超过2.5亿次。平价、健康的食品在2014财年，我们在美国的食品沙漠开设了96家新店，其中224家自我们倡议以来开业。.

2014-12-02 68页 5星级

沃尔玛WALMART (WMT)：2013年全球责任报告「NYSE」（英文版）（174页）.pdf

报告回顾了我们在2013财年的进展和表现，反映了我们取得巨大积极成果的领域，并指明了我们必须继续关注的机会领域。

2014-12-02 174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

沃尔玛WALMART (WMT)：2014年全球责任报告「NYSE」（英文版）（186页）.pdf

内容重要性除了跟踪媒体活动和客户反馈外，我们还与包括政府和非政府组织在内的内部和外部利益相关者合作，以确定本报告的内容。我们在编辑开发之前和过程中纳入这些意见，以确保持续对话、相关性和透明度。

2014-12-02 186页 5星级

微软Microsoft Corporation（MSFT）2013年年度报告-财报「NASDAQ」（英文版）（88页）.pdf

我们宣布，微软未来的重点将是为个人和企业创建一系列设备和服务，为全球各地的人们在家里、在工作中和在路上提供他们最看重的活动。随着时间的推移，我们对高价值活动的关注将产生惊人的创新和新的增长领域。

2014-12-02 88页 5星级

百度 Baidu, Inc.（BIDU）2013年年度报告「NASDAQ」（英文版）（201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.

2014-12-02 201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

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、内容和术语第二部分。

2014-12-02 257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

三星电子Samsung Electronics（005930）2014年第四季度及全年度综合财报「KRX韩国交易所」（英文版）（101页）.pdf

短期可供出售金融资产净减(增)处置长期可供出售金融资产所得

2014-12-02 101页 5星级

三星电子Samsung Electronics（005930）：2013年可持续发展报告「KRX韩国交易所」（英文版）（78页）.pdf

Sustainability Report 2013with people, society& environment Samsung Electronics 2013 Sustainability ReportHarmonyGlobal IT . http:/ http:/ http:/ http:/ http:/ http:/ http:/ http:/ http:/ samsungtomorrow 74 11Tel82-2-2255-7337 EContentssustainability overview02 CEOMessage06 CorporateGovernance08 ManagementResults10 MarketSharesbyBusinessArea12 GlobalNetwork14ContinuousGrowth16 OrganizationofBusinessAreas17 Investments&Patents20 StakeholderEngagement23 MaterialityMatrixMaterial Issue26 CreatingSharedValueandGivingBackwithSamsungProducts34 SocialResponsibility:MakingContributionsaroundtheGlobe42 SharedGrowth46 HumanResources48 EcoProduct52 WaterManagement54 SupplierCSR56 Health&SafetyFacts & Figures62 CreationofEconomicValue68 TransparentManagement70 TalentManagement75SocialContributions76 SharedGrowthwithSuppliers78 GreenManagementenvironmental Reportenv02GreenManagementFrameworkenv12ClimateChangeMitigationenv24Eco-Productsenv38 GreenOperationSitesenv49 GreenCommunicationAppendices 90 AnIndependentAssuranceReport92 GRIIndex Samsung Electronics aims to create a new future that positively impacts the entire global community.Inspire the World Create the Future!In order to create value for our stakeholders including customers, share-holders, investors, employees, suppliers and local communities Samsung Electronics has expanded our commitments to social and environmental re-sponsibility, embedding social contributions and sustainable practices into our core business. We are always developing new goals to further improve upon our corporate citizenship and, in turn, helping to create a healthier global community. I look forward to your continued trust and support in these endeavors. Thank you. Dear Stakeholders, It has been twenty years since Samsung Electronics executed a series of turnaround strategies that have fundamentally changed the way we manage our business.During the past two decades, Samsung Electronics has emerged as a leader in the IT industry, not only in terms of global sales but also in sus-tainability. This Samsung Electronics Sustainability Report for 2013 pro-vides a comprehensive look at our efforts in environmental and social responsibility, from stories on our past successes to a focused vision for our future. The business environment in 2012 was tough for us just as it was for many others. However, Samsung has been able to successfully navigate the challenges of 2012s global IT marketplace and economy. This past year saw Samsung Electronics record its largest annual growth and oper-ating profits in its corporate history, further strengthening our leadership position in the global electronics industry. In 2012, external recognition of our companys value also continued to rise, as Samsung Electronics ranked 20th on the list of Fortune Global 500 Companies and 9th in In-terbrands Best Global Brands Report. The corporate value of Samsung Electronics skyrocketed all around the globe.Above all else, these successes are due to the hard work and expertise of Samsung Electronics employees, whose collaborative efforts enhance our companys competitiveness and accelerate innovation. There can also be no doubt that our companys achievements in 2012 would have been impossible without the keen interest and full support of all of our stakeholders like you. Let me take this opportunity, then, to extend my deepest gratitude to all of you for your great contributions to our companys accomplishments in 2012. I can personally assure you that Samsung Electronics will regard our success as an asset that positions us for future growth and realize our Vi-sion 2020 plan and become a leader in corporate citizenship. To that end, let me share with you some highlights of Samsungs sustain-ability efforts in 2012, specifically in terms of our contributions to both society and the environment. Under our philosophy of People First, Samsung continued to hire great people around the globe who are the best and brightest in their field. Samsung took a variety of measures to make itself a world-class workplace. Samsung Electronics took great care to develop and foster a workplace environment that assured our workers health and safety. One highlight includes a program through hospitals, through which we offered various physical and mental health services to our employees. These services include onsite stop-smoking clinics, counseling centers and fitness facilities. Samsung is also committed to using our resources to help communities in need. One of our most exemplary social contributions, the Samsung Hope for Children program, benefits around 200,000 children and young adults in the developing world in both education and healthcare and we will continue to increase our role in creating better lives for children around the world. In 2012, in order to ensure the responsible management of our supply chain, Samsung Electronics intensified the systematic scrutiny of our sup-pliers in terms of labor conditions, human rights, and health and safety. In doing so, we identified key issues with which to measure our suppli-ers compliance some of which we took immediate measures to ad-dress. At Samsung Electronics, we view the growing imperative for eco-friend-liness as an opportunity for responsible business leadership. In 2009, we announced two key sustainability strategies in our 2013 Eco-Manage-ment Plan, namely reduction in GHG emissions and increased eco-prod-uct launches. In 2012, Samsung Electronics exceeded its goals in these two strategies, whose work consisted of activities in three major areas: Green Operations, Green Products, and Green Communication. Through the release of this report, Samsung Electronics hopes to en-hance communication with its stakeholders about the companys contri-butions to the economy, society and the environment. Wed also like to engage in open discussions with our stakeholders about the challenges we face while seeking ideas to address them. We firmly believe that a company can continue to grow only when it maintains its stakeholders full trust and collaboration.Samsung Electronics aspires to further secure its position as a global electronics leader through creative business strate-gies that inspire future innovation and create opportunity for people around the world.Oh-Hyun KwonVice Chairman and CEOSamsung Electronics Co., Ltd. CEO MessageSamsung Electronics2013 Sustainability Report0203CEO MessageMakingthe smart Worldsec. 01sustainability overview06 CorporateGovernance08 ManagementResults10 MarketSharesbyBusinessArea12 GlobalNetwork14ContinuousGrowth16 OrganizationofBusinessAreas17 Investments&Patents20 StakeholderEngagement23 MaterialityMatrixA Global Leader in the IT Industry Committed to Making the World Smarter Since its founding in Suwon, Korea in 1969, Samsung Electronics has grown into a global in-formation technology leader, managing more than 200 subsidiaries around the world. The companys offerings include home appliances such as TVs, monitors, printers, refrigera-tors, and washing machines as well as key mobile telecommunications products like smart-phones and tablet PCs. Samsung also continues to be a trusted provider of key electronic components like DRAM and non-memory semiconductors.Samsung pledges to create and deliver quality products and services that enhance conve-nience and foster smarter lifestyles for its customers around the world. Samsung is dedicated to improving the global community through its constant pursuit of groundbreaking innova-tions and value creation.Throughout 2012, Samsung Electronics continued to advance its practice of sustainable management through responsible corporate governance. In addition to compliance with national and international law, Samsung also employs a set of ethical standards and values that guide its decision making pro-cesses and work procedures. Through a corporate governance structure that centers on board of di-rector engagement, the company works to ensure transparent, responsible business management across all operations. Each policy and decision enacted by the board of directors seeks to maximize corporate value and enhance shareholder rights and interests.Specifically, the Samsung board of di-rectors is responsible for the execution of all matters as mandated by the Korean Commerce Act and the Samsung Electronics Articles of Incorporation, including those delegated by the companys gen-eral shareholders meetings. The board also makes important decisions on the companys manage-ment policies and oversees executive work performance.Responsibleand Transparent LeadershipCorporate Governance Vice Chairman & CEOOh-Hyun KwonVice Chairman & CEO, Head of Device Solutions, Samsung ElectronicsPresident & CEO Bu-Geun YoonPresident of CE, Samsung ElectronicsPresident & CEOJong-Gyun ShinPresident of IM, Samsung ElectronicsPresident & CFOSang-Hun LeePresident of Corporate Man-agement Office, Samsung Electronics Independent Director In-Ho LeeFormer President & CEO, Shinhan Bank Independent Director Han-Joong KimPresident & Chairman, CHA Strategy Committee Independent Director Gwang-Su Song Advisor, Kim & Chang Law OfficeIndependent Director Byeong-Gi LeeProfessor of Electronic Engineering, Seoul National University Independent Director Eun-Mi KimDean, Graduate School of International Studies, Ewha Womens University Major BOD Agenda Items in 2012DateAgenda Items DecisionDecision01/27/2012Three agenda items including 43rd financial statements and quarterly reportApproved4/402/20/2012Six agenda items including approval of LCD business spin-off Approved4/403/16/2012Three agenda items including the appointment of the representative director and the assignment of director duties Approved3/404/02/2012Four agenda items including the report on and announcement of completion of the LCD business spin-offApproved4/404/27/2012Five agenda items including approval of the 44th 1Q12 financial statements and quarterly report Approved4/406/08/2012Appointment of the representative director and the assignment of director duties Approved4/406/25/2012Three agenda items including approval of the CEOs concurrent position as a director of Samsung Display Approved4/407/27/2012Two agenda items including approval of the 44th 1H12 financial statements, business report, and interim dividends Approved4/409/13/2012Two agenda items including the decision on the merger with SEHF Korea Approved4/410/26/2012Five agenda items including approval of the 44th 3Q12 financial statements and quarterly report Approved3/412/03/2012Three agenda items including the report on and announcement of conclusion of the merger with SEHF Korea Approved3/4Board of Directors (BOD) Composition The BOD is composed of four executive directors and a five-person independent director majority, an arrangement de-signed to both guarantee the boards independence and establish a transparent decision-making process with inputs from a broad spectrum of outside experts. In accordance with the Articles of Incorporation, the Independent Directors Rec-ommendation Committee initially selects candidates from among a pool of professional experts with in-depth knowl-edge and experience in a variety of areas including business management, economy, accounting, law, and technology. The independent directors meet separately from the BODs executive directors in order to promote a free exchange of ideas on all aspects of the companys management. All direc-tors are prohibited from engaging in business activities within the same industry without the approval of the board. This ar-rangement is to prevent conflicts of interest as specified in the Korean Commerce Act and the Samsung Electronics Articles of Incorporation.The BOD and CommitteesIn 2012, Samsung Electronics addressed 47 agenda items at a total of 11 BOD meetings. The three-year average director at-tendance rate (2010-2012) for BOD meetings stands at 94%. For swift and efficient decision-making throughout the com-pany, Samsung has established committees under the BOD in accordance with pertinent laws. The BOD refers certain mat-ters to the committees to be reviewed by members with in-depth experience and extensive expertise in the related fields.At present, six committees are in operation: Management Committee, Audit Committee, Independent Director Recom-mendation Committee, Related Party Transactions Commit-tee, Compensation Committee, and the newly-formed Corpo-rate Social Responsibility (CSR) Committee.The Related Party Transactions Committee helps boost the transparency of corporate management through the Fair Trade Autonomous Compliance System. The Audit Commit-tee, comprised of three independent directors, supervises and supports management through a process of checks and bal-ances to maximize corporate value. * For further details about the committees and meeting agenda items, please visit DART (Data Analysis, Retrieval and Transfer System) at http:/dart.fss.or.krEvaluation and CompensationEach year the BOD and its committees conduct self-evalua-tions of their annual activities and participation rates. For rea-sons of independence, their compensation includes only the basic salary and business travel expenses.Introduction of the Corporate Social Responsibility (CSR) Committee Samsung has chartered the CSR Committee within its BOD in order to ensure legal compliance around ethical issues, over-see the companys contributions to promoting public welfare, and guide initiatives that satisfy ambitious corporate citizen-ship goals. The CSR Committee is composed entirely of inde-pendent directors. It has set up a subordinate research group in which many experts from a variety of fields take part. The CSR Committee recognizes a growing opportunity to further broaden Samsungs social contribution programs through col-laboration with external organizations. The committee will also ensure that the company promotes a culture of shared growth among the partners with whom it does business. Board of Directors (BOD) Total9Board of Directors4Board of Directors5Committee Status 6 Committees Management Committee Audit Committee Independent Director Recommendation Committee Related Party Transactions Committee Compensation Committee CSR Committee(Independent Direnctors 5)Samsung Electronics2013 Sustainability Report0607Sustainability OverviewSamsung Electronics Revenue/Operating Profits TrendsA testament to its competitiveness and continued success on a global scale, Samsung Electronics became No.1 IT company in 2012 with annual revenue exceeding KRW 200 trillion. Independent of its current success, Samsung remains commited to future innovations and improvements in areas such as sustainable management, economic value creation, and capacity to expand into new busi-ness areas. 200 Trillion KRW Annual RevenueManagement ResultsA Record in the Global Electronic Industry Global circumstances in 2012 posed a set of unique chal-lenges for Samsung Electronics. The global economic re-cession triggered by a worldw

2014-12-02 78页 5星级

微软Microsoft Corporation（MSFT）2014年年度报告-财报「NASDAQ」（英文版）（90页）.pdf

我们推出了Surface Pro 3，这是一款开创性的新平板电脑，旨在取代你的笔记本电脑。最后，我们以零美元的价格向任何制造9英寸以下设备的原始设备制造商提供Windows授权，我们希望这能在今年为消.

2014-12-02 90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

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