Total supply of QNT will be limited to the number of tokens created during the crowd sale period. No additional tokens will be created after the TGE. Its design follows the widely adopted token implementation standards. This allows token holders to easily store and manage their QNT tokens using existing solutions including ERCcompatible Ethereum wallets.
Quant project crowd sale and QNT token creation will take place using Ethereum smart contracts. Participants willing to support the Quant project development will send: The tokens will be dual-purposed, initially used for the token offering, then they will be used as an access token to connect and access the Quant network. We envisage the token keys will be embedded within specific applications that will use the Quant network to authenticate the user and authorise the use of aspects of the network and underlying blockchains.
Crowdfunding will finish when the specified end block is created or when the ICO hard cap is reached. We set three levels of caps and we link them to three different milestones of business development see Figure 4 which the company commits to achieve if the corresponding cap will be reached: Enterprise MApps plus Treaty contracts. The following are rules that govern the terms of the Quant TGE: As shown in Figure 6, the With respect to cost centres, the use of the funds is allocated as indicated in Figure 7.
Of course, these figures represent an estimation of the future allocation of funds that can be subject to variations according to the blockchain sector and general market conditions. Representation of the QNT tokens allocation. Allocation of funds by Year. Roadmap We are staging our approach initially with the following milestones: Date Roadmap Description July Overledger operating system has been conceptualised. File 3 supporting EU patents. Your continued use of the Quant Network Platform or your continued hold of the QNT Tokens, means that you accept any new or modified terms.
Quant Network empowers applications to functionacross multiple blockchains. Quant Network securely removes the barriers that prohibit communication across multiple blockchains. Quant Network has created an Overledger that sits on top of current and future blockchains providing a meta-gateway to existing networks to connect to blockchain and vice-versa.
Through the Overledger, Internet gets connected with the Blockchain. Quant Network has released a token QNT , which gives access to the Overledger framework for both developers and Users of the application. Quant Network does not allow the deposit, withdrawal or direct exchange of assets between Users of the service. Quant Network is not a market-maker. All purchase and disposal of crypto assets by Quant Network take place through its platform.
The QNT Token 7. QNT Token does not have the legal qualification as a security, since it does not give any rights on dividends or interest. QNT Token is final and non-refundable. QNT Token is not a share and does not give any right to participate in the general meetings of the Company.
The purchase and use of QNT Token shall therefore not be done for speculative usage.
Voluntary Know-your customer KYC There will be a KYC procedure that Users will have to perform within the Quant Network platform in order to contribute to the token sale and to accept that Quant Network can refuse any payment which is not compliant with the internal due diligence. Where the User acts on behalf of a group of tokenbuyers then the User assumes full responsibility of identifying and verifying the token buyers in the group and ensured that none of the buyers are sanctioned by any jurisdiction or authority.
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The User further acknowledges that any politically exposed persons are identified, and appropriate due diligence performed. Quant will accept no responsibility in this regard. Acquiring and storing QNT Token involves various risks, in particular that Quant Network may not be able to further develop its platform. Therefore, and prior to acquiring QNT Token, any User should carefully consider the risks, costs, and benefits of acquiring QNT Token within the Token Sale, and, if necessary, obtain independent advice in this regard. They do not constitute or relate in any way nor should they be considered as an offering of securities in any jurisdiction.
This document does not constitute an offer or an invitation to sell shares, securities or rights belonging to QuantNetwork or any related or associated company. QNT Token will be used as a utility token and is not intended tobe used as an investment. The offering of QNT Token on a trading platform is done in order to access the Quant Network platform, purchase services related exclusively to the latter and not for speculative purposes. Quant Network is an operative entity managing the Quant Network platform.
Quant Network is not a financial intermediary according to Swiss Law and is not required to obtain any authorization for Anti Money Laundering purpose. Regulatory authorities are carefully scrutinizing businesses and operations associated to cryptocurrencies in the world. In such case, any person undertaking to acquire QNT Token acknowledge and understand that neither Quant Network nor any of its affiliates shall be held liable for any direct or indirect loss or damages caused by such changes.
Quant Network will do its best to launch all of its operations and further develop the Quant Network platform. Depending on further potential developments of the Quant Network platform, other services may be released and offered to the Users. This is an open source IT protocol over which the Company has no rights or liability in terms of its development and operation.
The token distribution mechanism will be controlled by a Smart Contract; this involves a computer program that can be executed on the Ethereum network or on another blockchain network that is compatible with the Smart Contract programming language. User acknowledge and understand therefore that Quant Network incl. QNT Token is based on the Ethereum protocol. Therefore, any malfunction, unplanned function or unexpected operation of the Ethereum protocol may cause the QNT Token network to malfunction or operate in a way that is not expected.
Representation and Warranties Intellectual Property Rights Quant Network, as well as its officers, directors, agents, joint ventures, employees, suppliers and advisors and anyone on its behalf, assumes no liability or responsibility for any loss raised from the Token sale, arising out of or related to the use of the Quant Network platform or any technical, interruption or malfunction of the Quant Network platform.
The limitation of liability set out above shall not beapplicable in the event that Quant Network, or a Quant Network-employee, has caused the damage by intentional misconduct or by gross negligence. Applicable Law and Jurisdiction The arbitration panel shall consist of one arbitrator only. The seat of the arbitration shall be Zug, Switzerland. The arbitral proceedings shall be conducted in English. Das Potenzial von Blockchains ist scheinbar grenzenlos. Smart Cities weltweit, neue Industrien 4. Overledger verbindet die Netzwerke der Welt mit Blockchains.
Doch im Zuge der gewaltigen Expansion des Internets begannen mehr und mehr Netzwerke und Menschen, sich miteinander zu vernetzen, womit dieses Unterfangen immer komplexer wurde. Eine Schnittstelle entwickeln, um die Netzwerke der Welt mit mehreren Blockchains zu verbinden 2. Finanzdienstleistungen und neuen Blockchains schlagen 3. Seit dem Aufkommen von Blockchain-Technologie experimentieren Organisationen mit der Realisierbarkeit von Blockchain-Technologie, um deren Potenzial zu verstehen. Darstellung der aktuellen Blockchain-Architektur. Die Herausforderung besteht darin, ob diese miteinander kompatibel sein werden.
Ripple, wirksam ist und entsprechend nicht von deren Nutzern anerkannt wird. Konsensregeln, Datenstruktur, kryptografische Hashfunktionen etc. Daher wird diese Ebene in Form verschiedener und isolierter Ledger dargestellt. Dies ist eine logische Ebene, da alle relevanten Informationen von den Ledgern abgerufen werden. Auf dieser Ebene werden anhand der Transaktionsdaten Nachrichten extrahiert und erstellt. So kann eine Anwendung z. Dies bezieht sich auf die Datenstruktur und deren Bedeutung. Hierbei geht es darum, wie ein System reagiert, wenn Daten mit einem anderen System ausgetauscht werden.
Diese Dienste umfassen derzeit: Eine Regelliste kann u. Wir haben vor, auf folgende Weise Einnahmen zu erzielen: Es wird ein separater Zahlungsabwickler wie PayPal genutzt werden, um Zahlungen zu erleichtern. Wir werden uns insbesondere auf folgende Sektoren konzentrieren: Fertige und in Produktion befindliche SaaS-Produkte: Wir arbeiten bereits seit einiger Zeit an der Entwicklung einer Fingerprint-Verifikationstechnologie.
Als Opcode wird die detaillierte Liste aller Skript-Begriffe, auch bekannt als Opcodes, Befehle oder Funktionen, bezeichnet, die verwendet werden, um mit den betreffenden DLTs zu interagieren. Wir beabsichtigen, ein Mapping dieser Opcodes zu erstellen und Entwicklern Methoden an die Hand zu geben, um diese wo zutreffend auf standardisierte Weise aufzurufen.
SaaS-Produkte in der Pipeline: Die Einzigartigkeit des Overledger OS besteht darin, dass es keine neue Blockchain auf andere Blockchains aufsetzt, um diese miteinander oder mit anderen Altsystemen zu verbinden. Unsere Roadmap und Strategie sehen die Ausweitung des Geltungsbereichs des Patents auf weitere Gerichtsbarkeiten vor, um die diversen Aspekte unserer Technologie abzudecken. Zu diesem Zweck werden wir: Alle unverkauften Token werden verbrannt. Die Token dienen einem doppelten Zweck, d.
Enterprise-MApps und Treaty Contracts. Alle nicht verkauften Token werden verbrannt. Token nicht erreicht wird, erfolgt die Token-Zuteilung z. Was Kostenstellen betrifft, so erfolgt die Zuweisung der Mittel wie in Abbildung 7 angegeben. Das Overledger-Betriebssystem wurde konzipiert. Insbesondere betreibt Quant Network eine agnostische 4. Quant Network ist kein Market-Maker. Dieses Dokument stellt kein Angebot oder eine Aufforderung zum Verkauf von Aktien, Wertpapieren oder Rechten dar, die sich im Besitz von Quant Network oder eines verbundenen oder angeschlossenen Unternehmens befinden.
Die Nutzer erkennen somit an und sind sich dessen bewusst, dass Quant Network inkl. Darstellung und Zusicherungen Insofern als Urheber-, Marken- oder sonstige geistige Eigentumsrechte innerhalb der Quant Network-Plattform vorhanden sind, wie z. A fixed-layout ebook usually contains many images exactly positioned relative to text.
Some good examples of fixed-layout are photo books, magazines and comics. Some good examples of reflowable ebooks are novels and chapter books. This difference allows reflowable content to be readable regardless of screen size or reader font setting. For more info on how content looks as a reflowable ebook click here. How do I edit my table of contents ToC? Ebook table of contents are created automatically for you and labeled with the first sentence with the largest font size in a Text Flow. For more information on how table of contents are created click here.
In order to upload and create a reflowable ebook you must import your text content from at least one RTF file. For more information on importing content from RTF files click here. Why are there no chapters in my ebook? For more information on how to create chapters click here. Why is some of the text missing in my book? If you change the height of a Flowing Text Container, some text may be cut off at the end of the Text Flow or chapter.
You will need to add and link additional text-flow containers, and possibly add additional pages to hold the missing text. For more info on resizing Text Flows click here. Also, sometimes content may be missing if you use too many tabs to align content to the right or center. Instead format your text with align center or right. All background content is not included in the ebook. Also the page numbers in BookWright will not correspond to the dynamic pages in an e-reader. For more information on BookWright tips click here. Why is the text I added on top of an image showing up before or after the image?
A work-around for this is to import a flat image from an image editor, such as Photoshop. Why is my two-page spread image showing up smaller in the ebook? All the content is laid out to fit the screen. For more information on two-page spreads click here. How do I create a table of contents with touchable links? You can create hyperlinks in BookWright by using the hyperlink button in the text editor. For more information on touchable links click here.
Why do the fonts look different in the ebook from what I chose in BookWright? We have 53 beautiful digital fonts that are licensed for your use in ebooks. Also be sure to enable author defaults on your e-reader. For more info on ebook friendly fonts click here. Your images are most likely too small, stretched or too compressed in the case of jpegs. BookWright warns about low quality images, however those warnings generally apply to print only. For more tips on images click here.
- EUR-Lex - DC - EN - EUR-Lex?
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Why does the indentation look different in my reflowable ebook then in BookWright? There are a variety of text alignment techniques that can affect how indentation looks in an ebook. We recommend using the alignment tools left, center, right rather than repeated Tabs - and Tab key or the Indent Tool instead of repeated space keys.
Avoid using hanging indents in Word. Try and be consistent throughout your whole book whichever method you choose. For more information on text alignment click here. How do I create a caption for an image? Place the text for a caption in a single Text Container. Move the entire container up to the image-container without overlapping them. Once the Text Container gets close to the underside of the image, the text-container should snap into place.
For more information on creating captions click here. How do I view my mobi file on a Kindle? Click here for information from Amazon how to transfer files from your computer to your Kindle device. For more information on viewing your content on devices click here. How do I view my epub file on an iPad?
Install the Apple iBooks app on your iPad, download your book from your Blurb dashboard, tap on the download link emailed to you, and 'Open in iBooks. How do I upload my KF8. For more information on selling and distributing on marketplaces click here. How do I upload my reflowable epub file to the iBooks Store? Most digital marketplaces allow you to designate which countries limited to their distribution network you can sell your content in. At present reflowable ebooks do not have an ISBN associated with them.
Why are my images out of order? Images are stacked according to our natural reading order of left-to-right, top-to-bottom. If the order is wrong you can explicitly correct it positioning one image at a time vertically in BookWright. Also, if a very large image overlaps the spine middle area of the two pages in BookWright the image order may be reversed. For more information on image placement and layout click here. Wie bearbeite ich mein Inhaltsverzeichnis? Warum gibt es keine Kapitel in meinem E-Book? Warum fehlen Teile des Texts in meinem Buch?
Warum wird mein doppelseitiges Bild im E-Book kleiner angezeigt? Der gesamte Inhalt ist so angeordnet, dass er auf den Bildschirm passt. Wie erstelle ich ein Inhaltsverzeichnis mit antippbaren Links? Wie sehe ich mir meine mobi-Datei auf einem Kindle an? Wie sehe ich mir meine epub-Datei auf einem iPad an? Wie lade ich meine KF8. Warum sind meine Bilder in der falschen Reihenfolge? Mehrere Bilder nebeneinander folgen der Regel: Retrospect Press Release General field: Software Source text - English Retrospect, Inc.
Taking advantage of this benefit also helps to provide partners with a continued revenue stream by allowing Retrospect to track and notify them of ongoing upgrade and maintenance renewal opportunities. It provides robust currency options, easy-to-navigate pricing, and near-instantaneous product delivery. Both updates are available immediately.
Pricing and Availability Retrospect 9. Retrospect is available in 6 languages: All prices listed above are suggested retail pricing in U. For a complete listing of new and upgrade product pricing, please visit www. About Retrospect Retrospect backup and recovery software provides small and midsize businesses with the reliability, ease of use, power, and flexibility needed to protect critical data on mixed-platform networks.
Retrospect provides local and offsite backups, precise point-in-time restores, file-level deduplication, iOS remote management of multiple backup servers, end-user-initiated restores, and industry-leading customer support. With more than two decades of field-tested expertise and millions of users worldwide, Retrospect meets the needs of organizations that require the highest level of recoverability. For additional information, please visit www. Retrospect is a registered trademark of Retrospect, Inc. All other trademarks are the property of their registered holders. Retrospect ist ein eingetragenes Warenzeichen von Retrospect, Inc.
Alle anderen Warenzeichen sind das Eigentum Ihrer eingetragenen Inhaber. Syncron Marketing Copy General field: Single source of accurate information Greater control of data Ease of integration with disparate systems However, the real value of MDM is what happens once a single source of accurate information on your products, customers and vendors is available. With master data, the management team, users and customers can easily access and interact with information. With a single, accurate and authoritative source of truth for your company, delivered on demand, as a service, you can: In the aftermarket, product and customer data is complex but critical for resolving customer problems and increasing sales.
A good MDM solution can help: We understand that most companies have multiple ERP instances and home-grown, legacy systems containing the same information, but with different identifiers. In our experience, the same customer, supplier or product will exists multiple times in the same system and across systems. The traditional MDM project approach is to clean the information in each and every system, and then try to synchronize the information between all the systems.
This approach takes too much time, and the information constantly changes causing daily operations to corrupt the information as quickly as you clean it. With the Syncron master data approach, you can clean your data as you move forward. Integrating one system at a time into the MDM solution, which simplifies and supports your data cleansing effort.
It is not necessary to change all your local systems. Our MDM system has functionality that: These features help you maintain high-quality master data moving forward. Bullets Better data helps you: Acquire, retain and up-sell customers Improve efficiency and reduce costs Reveal data insights to improve business performance Manage regulatory compliance to limit risk and enhance transparency Build a solid data foundation for higher-level services, like inventory and price management Page 3 Global Customer Master Complete Customer View Executives looking to understand the true value and potential of each customer benefit from customer data integration CDI.
The Global Customer Master integrates all your customer data, including financial profiles, purchase history, location, subsidiary data and billing information. A single view of each customer provides benefits to the executive team, sales and support staff, including an: Often used as a foundation for price and inventory management software, the Global Item Master acts as a central hub for information that is shared across departments and systems. Accurate and consolidated product information allows you to: Access and control product information that can be leveraged to match the product to the customer need Identify and communicate information about replaceable and interchangeable items Set-up superseding item structures for discontinued items Unify supplier and purchaser information about an item Make better purchasing decisions by comparing alternative sources of supply Most important, the Global Item Master ensures your sales team has all the information they need to make a sale.
Update item information by group Our taxonomy allows product groups to be updated based on their characteristics, like tire size, hose length, etc. This functionality pushes the updates to all integrated systems so that your staff and customers have up-to-date parts information in real-time. Updating the parts and functionality of the item by group minimizes the amount of manual work required for the user.
In addition, this functionality increases the likelihood that all impacted finished goods will receive the appropriate update. Select the group s of items to update. Drill down into the group using the taxonomy developed during your implementation. The user can eliminate a significant portion of the finished products that are in their inventory system. The user can now focus on the parts associated with only 2-axel police vehicles.
In this final step, the user can update the type of tire or the features of the tire used by 2-axel police vehicles. Page 5 Global Supplier Master Lower costs, shorten delivery Our Global Supplier Master is designed to lower your costs, shorten your delivery times and increase quality by enhancing your understanding of your suppliers. We provide you with a view of each vendor across product lines and communication channels.
Our solution acts as a centralized repository of supplier information, and shares this information with other business applications. A complete view of your suppliers allows you to: Leverage purchasing and negotiating potential Understand the risk and credit exposure to these suppliers Link transactional data, such as purchase orders, invoices, shipments and returns Companies that link transactional data are also able to: Bullets When you know your suppliers, you can: Master Data Management from Syncron offers an out-of-the-box solution for companies that: Have hundreds of thousands of records with data in multiple and overlapping systems Require visibility and consolidation across multiple locations Operate in a complex, often hierarchical environment of customers, suppliers and items Many organizations rely on a silo-approach to data management.
Multiple technology stacks, contrasting data models and differing governance strategies quickly become complex and cumbersome. Avoid these challenges with a multi-domain MDM approach from Syncron, which drives business insight and increases operational efficiencies. Syncron helps you eliminate confusion associated with updating multiple systems. Syncron solves your data issues and the business problems associated with inaccurate and inconsistent data in three areas: Items Customers Suppliers Image Syncron provides a complete set of solutions for aftermarket service optimization Master Data Management is critical to many advanced business applications.
A robust data solution will enhance your inventory, price and order management projects. Back About Syncron Syncron is the global leader in cloud-based aftermarket service optimization. Syncron provides global inventory management, global price management, order management, and master data management software to manufacturing and distribution companies around the world.
Headquartered in Stockholm, Sweden with U. Wir gehen davon aus, dass die meisten Unternehmen mehrere ERP-Instanzen und eigenentwickelte, Altsysteme haben, welche dieselben Informationen enthalten, aber mit verschiedenen Kennungen. Der traditionelle MDM-Projekt-Ansatz besteht darin, die Informationen in jedem einzelnen System zu bereinigen und dann zu versuchen, die Informationen zwischen allen Systemen zu synchronisieren.
Stichpunkte Bessere Daten helfen Ihnen: Akkurate und konsolidierte Produktinformationen erlauben Ihnen: Der Nutzer kann sich jetzt auf die Teile konzentrieren, die mit 2-achsigen Polizeifahrzeugen in Verbindung stehen. In diesem letzten Schritt kann der Nutzer den Reifentyp oder die Funktionen des von 2-achsigen Polizeifahrzeugen verwendeten Reifens aktualisieren.
Syncron hilft Ihnen, die mit dem Aktualisieren mehrerer Systeme einhergehende Verwirrung zu eliminieren. Syncron bietet Produktionsunternehmen und Vertriebsgesellschaften auf der ganzen Welt globales Bestandsmanagement, globales Preismanagement, Auftragsmanagement und Stammdatenmanagement. Pair IS with a computer and projector, and in just a few simple steps you can draw and annotate on a projected "board" large enough for the entire class — up to "! Your drawings, gestures and highlights will all appear on the live image in real time.
IS is even compatible with a wide variety of software programs, meaning you'll be able to control what's on screen, just as if you were at the computer. With its teacher-friendly operation and ease of use, IS is sure to become a favorite in your classroom. How Does IS Work? IS is made up of two devices: Wherever you move the Pen, the computer will move its cursor in real time.
You can also perform mouse clicks and drags with the Pen. If you have a projected image that fits the customizable 40" - " board area, you have an interactive whiteboard with IS A soft projector screen is not recommended, as the shifting surface may affect pen trace and result in inaccurate operation.
Get Started in Minutes with Easy Calibration Install the included software, plug the Sensor Cam in and spend less than a minute calibrating the board for accuracy. That's all there is to it, and that's also why IS is so easy to swap between rooms. Use the Interactive Pen to Annotate or Draw Pair any annotator software program with the Interactive Pen to use it just like your regular whiteboard marker. Draw and annotate on images you are projecting to clarify lessons, add emphasis, and capture attention.
IS is compatible with all annotator applications which receive mouse input. Draw, write and annotate onto images on the screen using an intuitive drawing toolkit. Or, create a blank whiteboard to turn your projector screen into a true interactive whiteboard.
Capture real-time video for documents, textbooks, artwork, 3D objects, handwritten notes, math equations, or anything else. Then take the interactive presentation even further by annotating over the image with the IS system. Everything fits into a small pencil case Small, Lightweight and Extremely Portable The two-piece IS system is small enough to be transported between classrooms, shared between teachers, or even slipped into a pencil case for remote seminars and presentations.
Introducing the portable IS into a new environment is a breeze, and a new setup can be accomplished in minutes. If you're weighing IS versus a conventional interactive whiteboard, consider that IS uses a classroom's existing whiteboard or projection surface. These surfaces are usually more durable than interactive whiteboards filled with electronic parts. As such, IS is less likely to fail or become damaged by improper usage. Also consider that conventional interactive whiteboards cost much more in time and money to repair or replace, potentially disrupting your curriculum.
The simple and affordable IS system doesn't come with the same concerns. Teachers don't have to worry about students treating the board too roughly. As for whether your classroom can accommodate IS, the system can operate in a wide variety of settings. Ensure nothing is blocking the Sensor Cam's line of sight to the screen surface. Consider mounting the Sensor Cam onto any standard tripod. The second consideration is making sure you have a good angle and distance between the screen surface and the Sensor Cam.
Minimal distance from your screen depends on screen size. Place the Sensor Cam according to the recommended distances in the chart below: However, a straight-on angle is not required for acceptable operation, and the Sensor Cam may be placed at another angle if necessary. Please refer to the diagram below for placement zones according to accuracy quality.
Useful Tips Here are a couple of handy things to keep in mind when using IS Use the Pen to Control the computer and software applications Mouse clicks can be performed both within the operating system and in many software applications. A variety of mouse controls are possible using these methods: Hold for at least 2 seconds. While doing so, move the Pen to the desired spot.
Remove Interference Placing the Sensor Cam near strong light source may affect its functionality. Make sure the Sensor Cam is not placed under any halogen lamp, direct sunlight, or infrared equipment. Falls Sie ein projiziertes Bild haben, das in den individuell einstellbaren 40 — Zoll Boardbereich passt, haben Sie mit IS ein interaktives Whiteboard.
Zeichnen und kommentieren Sie auf Bildern, die Sie projizieren, um Unterrichtseinheiten zu verdeutlichen, setzen Sie Schwerpunkte und fesseln Sie die Aufmerksamkeit. IS ist mit allen Kommentar-Anwendungen kompatibel, die Mauseingaben annehmen. Zeichnen, schreiben und kommentieren Sie mit einer intuitiven Auswahl an Zeichenwerkzeugen auf Bildern auf dem Bildschirm. Oder erstellen Sie ein leeres Whiteboard, um Ihre Projektorleinwand in ein wahrhaft interaktives Whiteboard zu verwandeln.
Mindestens 2 Sekunden halten. Please check if your device and OS version is supported. Please follow below instructions 1 If you are browsing this page with your supported Android smartphone or tablet, tap the banner below. The latest version of "Socialife News" has been already installed. Tap [OPEN] to start up the app. If you browsing this page with your supported Windows PC, tap the banner below. Please follow below instructions.
Android smartphone or tablet 1 Swipe from the left edge to show the menu. With some previous version of the app, "Settings" menu can be opened by tapping icon at top right of the screen. Windows PC 1 Swipe in from the right edge to show the app settings. FAQ I would like to check the supported devices and system requirements of the app. How I can use "Socialife News"? When signing in to "Socialife News", each of the authentication screen has a link to create new account of each services. In this case, please use Facebook account. Please note that removing user account with step 2 above, all your settings you have customized for "Socialife News" such as subscribed news feeds, connected social networking services and bookmarks will be erased.
It displays an error dialog "Cannot use this Facebook account". To use the Facebook account as "Sign-in ID", there are two options below. Remove existing user account and create new one 1 Sign in to "Socialife News" with the service account which you have registered as a "Sign-in ID". Keep existing user account and add another one 1 Sign in to "Socialife News" with the service account which you have registered as a "Sign-in ID". Swipe in from the left edge to show menu, and tap [Settings] - [Sign out]. Swipe in from the right edge to show the app settings, and tap [Sign out].
Please note that you will be able to use both of your service accounts as "Sign-in ID"s, however, there will be two independent user accounts of "Socialife News" which cannot be associated with each other. To add the desired social services to the user account with SEN account, please proceed following steps. For instance, switch from Sony Entertainment Network SEN account to Facebook account, or vice versa You cannot switch "Sign-in ID", while maintaining your news subscription settings, social service settings, and bookmarks. You have to remove your existing account of "Socialife News", and create a new one with your desired service account.
In this case, please set up "Socialife News" from the scratch as all the settings will be initialized. How I can use "Socialife News" with the smartphone keeping my settings and registration? How I can proceed to user registration of "Socialife News" from now? Please follow the instructions below for each device. You can proceed to user registration flow from the banner "Sign-in to enjoy the full features of Socialife.
You can proceed to user registration flow from the link "Sign in now" placed at the lower left of the "Headlines". User registration is mandatory for Android tablet. If you are using "Socialife News" without user account on your smartphone or PC, please proceed below steps; 1 Complete user registration with your smartphone or PC. The number indicated under each news feeds is the width of the news feed in "Headlines". If you set it as "2" the width will be doubled and if "3" it will be tripled.
Alternatively, you can delete it as follows. Android tablet 1 Swipe in from the left edge to show the menu, tap [Settings] - [News] 2 Tap the marker - indicated at the right of the news feed to be removed. Or if you long-press one of the news feeds, you will be able to choose multiple news feeds with checkboxes. Chosen news feeds can be removed at the same time if you tap trash icon at the top right of the screen. FAQ I have edited the order of the news feeds displayed in "Headlines" but it has been reset.
In cases below, the edited order of the news feeds is not kept or reflected. Using "Socialife News" with multiple devices: The order of the news feeds displayed in "Headlines" for Android smartphone or Windows PC is supposed to be set by each device. Therefore, if you sign in to "Socialife News" with another device, even though with the same "Sign-in ID", the order of the news feeds might not be the same as that of the device you have been using. Please edit the order by devices. If signed out from "Socialife News" or uninstall the app: If you have signed out from "Socialife News" or uninstalled the app and installed it again, the order of the news feeds is not be kept as you edited.
After deleting data of the app with Android settings: If you select "Socialife News" with Android application settings menu and clear data of the app, the order of the news feeds will be initialized. FAQ No articles from the news feed are displayed but a message "No posts" There might be some cases as follows which "Socialife News" takes a long time to display the latest posts from the news feed. If these issues are observed, we will make an announcement via this official website. FAQ The most recent posts from the news feeds are not shown. Or due to system maintenance or incident, delays or suspension of the news refreshing function of the "Socialife News" server might occur.
FAQ Is there any way to add news feeds or blogs, which is not shown within "Add feeds" or "Discovery" sections? Android tablet 3 Swipe in from the left edge to show the menu, and tap [Settings]-[News]. In this case the app will show you an error message "Cannot add this URL.
FAQ I want to add news feeds in other language or those of other country. Android smartphone or tablet: In some countries, news feeds recommended in "Featured" or each category section might be in English, not in local language. How I can add a widget of "Socialife News"? Widgets offer convenient ways to view the latest news on the home screen of the device, even when the app is not opened. The widgets of "Socialife News" are available for Android smartphone and tablet.
You can place multiple widgets if you have space. You can change the size and remove if you think unnecessary. To add a widget, please follow the instructions below for each device.. Long-press the empty area of the Android home screen of your smartphone until the menu appears.
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Long-press the desired widget for placement in the free space on the home screen. Show recent updates which are to be viewed at the top of "My Stream" when opening the app. Filter posts only with text and show recent posts that includes image, which are to be viewed at the top of "My Stream" when opening the app. Show your social service friends who recently sent updates to Facebook, Twitter, or VKontakte, as you have associated to "Socialife News". FAQ I want to change the size of the widget. Long-press a widget on the Android home screen and drop it back at the same place.
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Tippen Sie in der unteren linken Ecke der "Schlagzeilen" auf [Bearbeiten], um in den Bearbeitungsmodus zu gelangen. Tippen Sie auf [Einstellungen] - [Optionen] - [Feeds]. Wenn man von "Socialife-Nachrichten" abgemeldet ist oder die App deinstalliert hat: Melden Sie sich bei "Socialife-Nachrichten" an. Tippen Sie auf [Optionen] - [Nachrichten]. Es werden Ihnen nun verschiedene Optionen angezeigt. Ihre abonnierten Nachrichten-Feeds werden als Optionen angezeigt. Stakeholders believe that the Commission should be more active when reinforcing the existing framework for action, in order to act in proportion to the magnitude of impacts.
The main challenge this policy option has to address is the question of how coordination at a European level can make efforts at a local level more efficient or effective. How are subsidiarity and proportionality taken into account? Options A and B could have been discarded at an early stage, owing to a lack of Member State support or to being politically incompatible with the general Community approach to sustainability.
Nevertheless, to get the widest possible picture, all options were assessed in terms of the extent to which they address challenges and objectives. The different policy options relate to several degrees of intensity in dealing with sustainability at Community level, and therefore take subsidiarity and proportionality into account differently, as indicated above for each of the options see table 3.
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The reliance on subsidiarity decreases from Option B to C to D to A , whereas proportionality increases in the same order, together with the level of resources needed to implement them, but is combined with a high degree of uncertainty for option A. The latter option also risks going beyond the reality of the tourism sector, which often operates at regional and local levels.
Its lower reliance on subsidiarity is not matched by a true perspective of significant additional benefits. There is greater confidence that Options D and A will meet the objectives of the proposal. Options B and C reflect either a general withdrawal from the sustainability policy or one sector, i. They have no potential of significant improvements in currently unsustainable trends and would be a step backwards compared to the current situation. Assessment of the policy proposals with regard to the subsidiarity and proportionality principles. What are the impacts - positive and negative - expected from the different options identified?
Since the nature of the issues and of the options presented means that quantification of the impacts is not feasible, techniques such as cost-benefit analysis and cost-effectiveness analysis were not used. The assessment of the impacts was therefore carried out on the basis of a Multi-Criteria Analysis that made it possible to measure, at least in a qualitative sense, how well the options were expected to perform against each criterion.
The selected criteria see Table 4 were deemed complete, operational and satisfactory for the assessment of the policy options in a manner that permitted the impacts to be assessed without creating difficulties in assessing input data and making communication of the analysis more complex. How large are the additional 'marginal' effects that can be attributed to the policy proposal, i.
The Assessment Summary Table AST in Table 6 presents the impact information in a consistent and transparent manner that highlights the most important impacts of the selected options. No details exist as to how a comprehensive genuine Community policy on tourism would be adopted in practice. It can be assumed, however, that it may have the overall effect of integrating the currently dispersed direct and indirect Community actions.
It could also be assumed that it would facilitate action towards addressing specific tourism-related challenges that may not be addressed elsewhere. Option A could improve performance against criteria, where other options are potentially less comprehensive, through the adoption of specific measures to address particular challenges. Areas where this might be necessary include ensuring provision of sufficient infrastructure, increasing access to tourism for all citizens, promoting sustainable inter- and intra-destination mobility, increasing the availability of skilled staff, and ensuring community well-being in destinations.
In other areas, Option A may perform less well than other options. For example, although Option A could have an integrating effect on Community actions, it may potentially reduce coherence and integration between policies and approaches, as tourism aspects would be assumed to be addressed under the comprehensive policy and thus might be neglected under other policies. Areas of conflict, or 'grey areas', may arise where a comprehensive tourism policy required action beyond that specified by existing policies.
Examples might include sustainable inter- and intra- destination mobility or environmental carrying capacity e. There might also be difficulties in defining tourist destinations and activities subject to a comprehensive policy, whilst recognising the diversity of the sector. Stakeholder action is essential for addressing challenges relating to environmental and social factors, for example ensuring community well-being, maintaining the cultural heritage and respecting the environmental carrying capacity of destinations, where local solutions are needed. However, the Bathing Water Directive provides an example where specific areas i.
Similarly, Natura sites require local authorities to manage part of their area differently, and in accordance with stricter requirements, from the remaining area. Adopting a tourism policy may provide greater support to addressing the challenges for both destinations and enterprises.
Option A bears a particular risk of additional administrative burden on local authorities and enterprises SMEs that is not matched by its added value. Moreover, the challenges facing tourism are acute, and it is unlikely that a comprehensive policy can be adopted and implemented within a sufficient timeframe to ensure action in the short to medium term. In the longer term, and assuming that issues concerning the definition of the tourism sector and potential overlaps with other policies are effectively dealt with, a comprehensive policy may provide greater stability and recognition for the European tourism sector.
A non-action scenario relies exclusively on the existing initiatives and contributions that stakeholders other than the European Community undertake at various levels, ranging from international to local, and those that they might still develop. During the last decade, an increased stakeholder dialogue, in both the private and public sectors, has resulted in mainly voluntary initiatives to address and diminish social and environmental impacts, while enhancing the economic benefits of tourism activities.
These initiatives have taken various forms and represent all sectors of the travel and tourism industry. Significant issues such as better governance, seasonal spread and sustainable transport are addressed only to a very limited degree by existing initiatives. They require a level of coordination and initiative that is difficult to achieve by many of these stakeholders, or they remain at too high level to have an effect on the ground.
Initiatives undertaken by global organisations to encourage action by local stakeholders, for example the Tour Operators' Initiative and World Tourism Organisation guidance for tourism managers and local authorities, may be too far removed and general to encourage uptake by local stakeholders. While these initiatives deal to some extent with environmental and social issues, economic issues related to the quality of supply receive less consideration. This risks, in turn, prolonging the degradation of the environmental and cultural environment as the bulk of enterprises concentrate their efforts on attracting customers.
Past stakeholder initiatives to develop consumer awareness and promote the use of environmental management tools illustrate the problem of lack of efficiency due to a lack of coordination. Tourists cannot know all of them, compare them, and assess their information value. When focusing on one aspect of sustainability, uncoordinated initiatives bear potential for conflicts with other objectives. For example, a one-sided local action that aims to limit tourist numbers so as to respect the local carrying capacity may not be compatible with the social objective of favouring tourism for all, i.
It could also shift tourism to other destinations where it is not managed sustainably, increasing concentrations and thus exacerbating negative trends. Whilst the effect of the many individual initiatives launched and provided for by stakeholders other than the European Community cannot be assessed in detail, it can be assumed that the current unsustainable trends highlight areas where Option B would fail to address the objectives of the proposed Communication.
Overall, relying on Option B to deliver progress on sustainable tourism at the European level could increase uncertainty that the objectives would be met, since the relatively uncoordinated nature of existing, largely voluntary, initiatives means that they could end at any time and with no alternative approach in place. Option C provides additional benefits to Option B in those areas where a higher level, coordinated approach to address the issues more effectively can be achieved under established Community policies and measures.
For example, the Transport White Paper provides a more coherent approach by promoting the overall concept of sustainable mobility. Consideration is given to the provision of infrastructure, as part of trans-European networks and through structural funds, and environmental protection is promoted through a large number of Community measures and legislation.
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For example, the introduction of an EU eco-label for tourism accommodation in may in due course provide added value as consumer awareness is improved. However, many established Community measures appear too general to address the specific challenges of the tourism sector. Therefore, Option C is limited in the extent to which it will effectively meet all of the criteria, particularly in the medium-term. For example, broad policies integrate sustainability concerns across a range of sectors at a high level, but it is unlikely that this alone will facilitate the integration and coherence of policies and approaches at lower levels.
Another key issue for the competitiveness of the tourism industry, and thus economic sustainability, is the availability of skilled and qualified staff. The effect of seasonal concentration or spread has a significant influence on this issue, in addition to the other factors affecting it. Thus measures to increase the skills of the European workforce in general are not sufficient in the tourism sector without addressing current seasonal concentration. Option C provides some additional economic, social and environmental benefits compared to Option B , but many of the existing initiatives and Community policies and measures are too broad for their impact on tourism to be assessed with any accuracy.
Instead, they provide a coordinated approach to issues that would otherwise be addressed in isolation at the local level, for example transport. Option C corresponds more or less to the current situation regarding Community involvement in the issue of tourism sustainability.
The fact that, nevertheless, unsustainable trends in tourism do not change would suggest that this existing framework is not sufficient to make adequate progress in this field. In reinforcing the existing framework Option C , Option D provides added value related to the majority of criteria. This results from a greater degree of coordination, increasing the effectiveness and efficiency of action and potentially achieving benefits faster and in a more targeted way by being adapted to the specific problems than might occur under the existing framework.
A good example of this is consumer awareness. Despite some evidence of already increasing awareness and demand for responsible tourism, sustainable consumer behaviour is so vital to progress towards sustainable tourism that action taken under Option D could advance this trend and provide benefits sooner than may otherwise be expected.
In this context, the promotion of sustainable tourism consumption and production patterns, and corresponding proactive best practice dissemination can be a core action of Community involvement for dealing with the major challenges affecting tourism. Option D makes it possible for the Commission to participate in specific measures for addressing these challenges, including that of seasonal spread. Such measures can provide considerable added value to efforts to reduce the unsustainable trend in tourism activity insofar as this trend is not driven by strong forces such as climate and lifestyle, which may be beyond the control of the Commission, irrespective of any policy option.
It is, therefore, important that activities as those designed to address sustainable inter- and intra- destination mobility, are supported by measures to raise consumer awareness to ensure the best possible chance of improvements. A reinforcement that aims to specifically address the sustainable development of tourist destinations can be expected to provide a wide range of significant economic, social and environmental benefits by supporting industry, the local community and the environment.
It would assist the identification of specific local impacts which may be on air, water, land or local communities that may not be sufficiently or specifically addressed by stakeholder initiatives or existing Community policies under Options B or C. In this way, Option D provides the flexibility to address the regional diversity of the tourism sector and enables individual solutions to be found for destination challenges. It adds clear value, not only for sustainability in the tourism sector, but in general.
The provision of sufficient infrastructure such as transport networks, waste management and water treatment facilities , the availability of skilled, qualified staff, respecting and maintaining the diversity of cultural heritage and increasing access to tourism for all citizens are the criteria least improved by Option D.
This reflects an emphasis on operational aspects, such as better governance, and environmental aspects of sustainability rather than the socio-economic aspects. However, again, this option has the potential to better fine-tune non sector-specific Community policy measures in the above-mentioned fields, so that they become more effective for the tourism sector, and through this in general in the areas where sustainability problems are biggest. Given the significance of the current situation regarding the availability of skilled and qualified staff, further specific measures to address this shortage and improve working conditions can substantially improve the value of this option and its likelihood of achieving progress towards sustainable tourism.
Better coordination and use of the different Community policies and measures affecting tourism, an enhancement of this effect, and stakeholder participation when assessing their impact, is particularly important potential of this option. It will be crucial in optimising the benefits of Community action in general on tourism sustainability. It will also foster governance at all levels and facilitate integration and coherence between policy areas, ensuring that the views of, and impacts on, SMEs are properly addressed in this process.
The Communication also points out the need to encourage stakeholder synergies and cooperation among stakeholders. Option D provides the opportunity for enhancing cooperation with other major players in the field of tourism sustainability. Likewise, it makes it possible to set up a multi-stakeholder group that steers the actions that the various stakeholders concerned undertake for achieving further progress towards the sustainablity of European tourism, and monitors this progress. Both steps can be seen as an important move towards supplementing the commitments to be included in a European sustainable tourism agenda a future Agenda 21 for European Tourism , and the transposition into Europe of the tourism-relevant parts of the Plan of Implementation adopted at World Summit on Sustainable Development.
Given that all the options aim to address the same challenges, all of them experience the same potential areas of conflict, but to a different degree. A substantial issue is ensuring that tourism is accessible to everyone, whilst protecting the cultural and environmental resources of destinations. Likewise, provision of infrastructure may conflict with environmental objectives. However, because of its very nature, i. None of the options considered is based on the assumption of restricting tourism growth: Option D makes it possible for the Commission to participate in specific measures for addressing the issues of seasonal spread and carrying capacity, which are vital in reducing negative social and economic impacts of tourism growth, while at the same time strengthening a bottom-up approach and the key responsibility of local and industry stakeholders.
Therefore, this option is also most likely to minimise conflict between economic, environmental and social impacts in the shortest possible term and in the most targeted and effective way. Nevertheless, it remains fully compatible with the existing Community policy framework regarding related policy fields. The analysis suggests that there are three specific categories that may be particularly affected:. SMEs as a specific group is dominant in the tourism sector. They may currently lag behind larger companies in terms of their use of new technology and communication and may experience greater staffing problems as well as paying less attention to the environmental and social impacts of their activities.
All these factors may reduce the quality of the service offered and thus their competitiveness. However, the increasing market for cultural and natural tourism provides a good market opportunity for SMEs, where tourists are likely to favour small, locally-run enterprises over the larger, global brands.
The policy approach selected will have the potential in particular to assist SMEs in meeting consumer demand for quality. Local communities as tourist destinations are significantly affected by tourism activities. Although tourism provides economic benefits, social discontent may arise from so-called mass tourism, especially where this may not sufficiently respect local cultures. The policy option selected is particularly well placed to avoid current trends exacerbating these issues through measures to address sustainable destination development and management.
It facilitates an improved social environment for local communities, particularly through multi-stakeholder processes involving communities to a greater extent than at present. Measures to manage tourism patterns, and particularly transport options, may disproportionately affect peripheral regions, above all islands. Their tourism business largely depends on air travel and benefits significantly from the increase in cheaper air travel that do not internalise environmental costs.
Thus any measures that would result in discouraging or limiting air travel is likely to impact heavily on the tourism economy of peripheral regions. This example emphasises the need for a flexible approach which recognises the diversity of the European tourism industry. Under the selected policy option, greater consideration of corporate social responsibility, and actions to improve access, can address this issue. Measures to be taken with regard to the sustainability of European tourism are intended to bring equal benefits across Europe and, as far as possible, world-wide.
The policy option selected was, among other reasons, chosen because of its capacity to allow optimal adaptation of concrete measures to the specific geographical conditions, including those above and beyond the current EU of 15 Member States. Overall, there are no negative external impacts expected from these measures.
However, managing tourist patterns may result in certain geographical shifts in tourism. It might be that, at least temporarily, for price reasons or because of not wanting to change patterns, a part of the market will favour tourism activities at places that do not address sustainablity issues, thus increasing pressures on vulnerable destinations and fragile resources, including those outside the EU. It is not possible to assess the degree to which this might occur. On the other hand, the fear may exist that more sustainable tourism consumption patterns might mean Europeans travelling less to non-EU and distant destinations.
Those locally responsible for these destinations need to recognise the fact that tourism which is viable and sustainable in the long-term cannot depend excessively on long-haul tourists, as is currently the case for many of the non-European destinations that have recently emerged. Some of the more-advanced developing countries have therefore started to pay particular attention to neighbouring and domestic tourism markets. Even the least-developed countries have an interest in gradually doing the same.
What are the results of any scenario, risk or sensitivity analysis undertaken? Certainly, European tourism needs time to achieve sustainability. Nevertheless, the objective is that progress in this field is, in the medium-term, bigger than the quantitative growth in the sector, according to the scenario for the future of tourism, and its sustainability, as summarised in Annex 1 of the Communication; this objective is also known as "decoupling". One reason why existing initiatives may currently be unsuccessful is that many have been implemented relatively recently and may not yet have reached their full potential.
Thus, over time, relying on them could prove to be more effective than today. However, it is unlikely that, even in the long term, issues of better governance, seasonal spread, sustainable transport, etc. Likewise, many of the Community policies and measures addressing sustainabilty issues are relatively new and thus greater benefits may arise from these actions at some time in the future, the tourism sector being no exception.
However, given the scenario for the future of tourism, and its sustainability, there is no time to lose. Thus, one of the major reasons for selecting the policy option of tourism-specific reinforcement and best use of the existing framework for action was that this is the best way to provide benefits sooner than may be expected from the other options that were considered, with effects increasing over time. The desired achievements can also serve as a sector-specific contribution to the programme in support of European initiatives to accelerate the shift towards sustainable consumption and production, as provided for in the Plan of Implementation adopted at the Johannesburg World Summit on Sustainable Development.
On the basis of the policy option selected, the Communication foresees a general concept of future action for implementation ranging from global to local, both in the international context and within Europe, in order to address the need for sustainable consumption patterns and sustainable tourism production. According to their different level of responsibilities, the need for local stakeholders to formulate their own Agenda 21 at the territorial or sub-sector levels has been stressed. The selected policy option sets out the framework for delivering, on the basis of a multi- stakeholder voluntary process, specific hints and guidelines.
Thus, implementation will be based above all on the initiatives of directly responsible and specialised stakeholders and on activities under those Community policies and measures which affect European tourism. To ensure that these initiatives and activities for European tourism are effective as possible, the Communication proposes to put into concrete form the further European Community contribution to implementing tourism sustainability in the international context and within Europe through a number of provisions.
The implementation of this general concept of future action by the European Community needs to take into account the fact that the level of tourism activity and the dependence on tourism vary across Europe's vast and diverse territory, as do the intensity and specific nature of challenges for the tourism industry and for sustainability. This great diversity of European tourism, the principle of subsidiarity and the lack of a specific competence mean that the European Community itself can only undertake guidance and complementary activities and further the practical application of the sustainable tourism concept.
The Communication highlights the role of the Impact assessment as an instrument to aid the integration of sustainability concerns into related Community policies with an impact on tourism. As acknowledged in the Commission Internal Guidelines on the IA procedure, in undertaking an extended impact assessment a wide range of possible economic, environmental and social impacts should be considered as well as identifying who is affected and when the different impacts will occur.
Thus, any policy should be assessed in terms of its economic, environmental and social impact on tourism policies. Furthermore, it is proposed to prepare and implement a Commission internal work programme for enhancing the effect of the various community policies concerning European tourism in supporting the sustainability of the sector. This work programme should be the result of an open coordination process and will emphasise policies and measures aimed at meeting the challenges of sustainable tourism supply.
A guide addressed to tourism stakeholders on support for sustainable tourism is planned as additional aid. One element is a cooperation agreement with the World Tourism Organisation in the field of sustainable tourism. The second, crucial element is launching a Tourism Sustainability Group.
Its first task will be to allocate specific activities and responsibilities to the various tourism stakeholders, and to steer, monitor and evaluate the implementation of the agreement see below. Ad-hoc multi-stakeholder targeted actions are planned to raise awareness, appraise the evolution of the identified major challenges and provide tailor-made tools and guidance. They will focus on tourism consumption patterns tourists as responsible consumers , on good governance and the CSR practices of tourism sector enterprises, on sustainable tourist destination development and management, and on information tools and networks in support of the other measures.
In some cases, such as the promotion of governance principles and sustainable tourist destination development and management, the Commission will further work through already existing instruments such as the European Multi-stakeholder Forum on Corporate Social Responsibility and explore the feasibility of target-based tripartite agreements. It is planned to begin the gradual implementation of the measures adopted in , in cooperation with the Council, the other Community Institutions and with international bodies active in this field, as well as with the active participation of the tourism industry and civil society representatives.
Furthermore, the Commission will report back to the Council and the other Community Institutions in the autumn of on the progress of implementation, in a sufficientlydetailed manner for an Agenda 21 for European tourism to be drafted no later than Monitoring and evaluation of these instruments is an essential part of the policy itself, and these tasks will be performed as part of the work of the above-mentioned Tourism Sustainability Group.
The group will be asked to set up and manage a "European-level system to monitor the sustainability of the tourism sector", delivering an annual report to measure the progress achieved. This instrument is intended to monitor progress over time and to ensure the overall consistency both of EU policy and instruments and of national policies and will feed back into the policy decision-making process at the right level.
With a view to monitoring and reporting sustainable tourism and providing a tool to fulfil Community commitments undertaken in the international context, the Commission will continue, together with other public and private stakeholders, the work undertaken in the field of sustainable tourism indicators. The group can also guide the use of the Local Agenda 21 tool in tourist destinations and the preparation of a model for local destination monitoring and indicator systems to ensure that destinations make use of the same principles of monitoring and deliver comparable results.
It can also encourage the bottom-up development of tools and good examples of tourism sustainability adapted to local conditions. Since these "Basic orientations for the sustainability of European tourism" are the Commission's input at this stage to a broad Agenda 21 process for sustainable European tourism which is open-ended, no specific ex-post evaluation is foreseen. The process will continue and evaluation is expected to take place within regular monitoring of these instruments. The Tourism Sustainability Group will be responsible for regularly evaluating implementation of the measures provided for in the action framework.
The Commission started drafting the document on the basis of the results of a working group to promote environmental protection and sustainable development in tourism . The purpose was to speed up the development of Agenda 21 in Europe with the guidance provided by an external steering group , under the chairmanship of the Commission, composed of experts from international bodies, national administrations and other tourism stakeholder groups, including environmental NGOs.
During the process of implementation of this measure it emerged that the European Agenda 21 for Tourism required a step-by-step process where the Commission would mainly play a facilitator role and the prime responsibility would be based at the level of other stakeholders. The Commission has regularly reported on the results of the work undertaken with the help of this steering group to all interested European stakeholders.
In April , the Commission service responsible for the work finalised a document for public consultation, which was based on the work done so far and developed the policy options, the approach, and the possible measures and other considerations discussed above and now to be found in the Communication. Between 25 April and 31 July, the Commission invited all interested parties to actively examine, contribute to and submit their comments on the consultation document. In so doing, they could also refer to any other relevant document, whether mentioned in the document or not, and comment on it.
European citizens and tourists, private sector enterprises, European tourist destinations and public authorities, and civil society stakeholders were called upon to deliver their views regarding the policy options, the concept of action and the Community contribution, the measures that the Commission could envisage, and the vision of what other stakeholders should do.
From the Internet open consultation, the Commission received reactions from a total of nearly organisations and individuals. The outcome of that consultation and the summary of comments received are appended to this document. All reactions can be consulted on the site http: In addition, the European Commission actively identified and asked for comments from its usual interlocutors in regular consultations with tourism stakeholders, in particular representatives of national administrations responsible for tourism policy, at a meeting of the Advisory Committee on Tourism in early September An Inter-Departmental Steering Group , set up to oversee the preparation and running of the Extended Impact Assessment, provided an opportunity to facilitate and smooth the task of assessing the impacts of the Commission Communication with the assistance of relevant Commission services.
The Commission took account of the majority of comments received see appendix. However, some of them largely went beyond the scope of the subject matter, targeting general or global sustainability issues, or they represented obviously an extreme minority view, so that a feed back was not possible or not appropriate in this context. A number of comments also resulted from the fact that messages put into the document had not been well understood, although they corresponded to the concerns expressed in the comment.
Generally, the language of the document was improved to make better readable for end-users and to avoid biased terms and expressions. The Commission acknowledges that there are many models for achieving sustainable tourism development. Therefore, it also continues an approach that targets as many stakeholders as possible, favouring consensus-building.
With regard to the challenges, views and objectives formulated in the consultation document, the comments confirmed the need to recognise that tourism and its sustainability is primarily consumer driven. Moreover, the Communication now more clearly acknowledges that economic success is essential for achieving sustainability. The consultation also resulted in a reinforced recognition of the territorial land use dimension, and of issues linked to climate change, for sustainable tourism. On the other hand, it added evidence to the fact that certain issues of tourism sustainability can hardly be dealt with.
Although, to some extent, seasonal spread is one of them, the Commission does not follow the minority position that this is a minor challenge or should not be considered in a European context. In the light of little success of voluntary instruments developed for sustainable tourism, which was recorded as state of the art, some comments asked for regulatory instruments.
This idea was not specifically taken on board, although in exceptional cases regulation cannot be principally excluded, if it is part of a recognised Community policy. A number of comments referred to insufficient co-ordination and integration of the various existing Community policies affecting tourism sustainability. In particular, unconditional liberalisation was seen as not appropriate.
These comments resulted in expressing, in a clearer way that leaves no doubts, the Commission's position and intention in this respect in the Communication, and to be more cautious with certain statements, e. Regarding the policy options, some comments doubted the evidence provided with regard to them, and questioned whether some of them are valid to be considered or allow a neutral choice.
On the other end of opinion, comments continued to ask for a fully-fledged Community tourism policy. However, the overwhelming majority supported the policy option taken-up in the Communication, and that also was confirmed by the Extended Impact Assessment. A number of comments wanted the conception of action and the Community contribution being extended. Most of them required, in one form or another, specific Community funding for sustainable tourism or measures that would need considerable financial commitment. The Communication does not give follow-up to these requests. Whereas the Communication provides for reinforced integration of sustainability concerns into Community policies and initiatives affecting European tourism, and for enhancing their effect on European tourism in order to support the sustainability of the sector, it also follows the line of dealing with all aspects of sustainability, and not only the entrepreneurial ones.
The measures that the Commission could envisage were the subject of the biggest proportion of comments. Partly, it was criticised that they were not sufficiently precise. Although the approach followed for these basic orientations is that measures will be gradually shaped during the process still to follow, the Communication tries to be as concrete as possible with regard to them. However, all together, the comments very much supported the suggested measures, and added further details or precision that could be taken on board.
In addition to the requests of making the denomination and description of this group easier to understand and clearer, its usefulness was questioned, whereas other comments confirmed that such a group, with the mandate that had been roughly indicated, is key to any other measure and to the success of efforts. While it was strongly supported that local and regional authorities must also be represented in this group, strong opposition arose against it being led by the tourism industry. Even the tourism industry itself largely seems not to want this. The Communication continues to see the creation and work of this group being a crucial measure, but takes account of the other comments with regard to it.
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It also largely integrates the comments with regard to the other measures, but leaves it to the process still to follow, how they will be shaped and implemented in detail. Finally, regarding what other stakeholders should do, a number of detailed comments requested to include further stakeholder groups, and to put even more emphasis on consumers, including the importance of education in this respect.
The role of those stakeholders that operate on the ground was particularly emphasised, whereas the importance of international stakeholders was seen with some reservation. This chapter also gave rise to continuing some controversial debate known from other occasions, such as with regard to so-called mass tourism and the market dominance of big tour operators, and the polemic concerning environmental taxes, in particular at tourist destinations. For the major part these comments were used to enrich, to revise and to fine-tune this chapter. The final Community policy choice made for these 'Basic orientations for the sustainability of European tourism', which are an important input to a broad Agenda 21 process for sustainable European tourism, is to reinforce the existing framework for action and to use it to the best advantage.
In practical terms this policy will rely on:. This cooperative and pro-active multi-stakeholder approach aims to bridge the remoteness of the Community from the players on the ground as the right road to sustainability for European tourism. It is expected to address the challenges that need to be tackled to ensure tourism sustainability alongside the current benefits that tourism can bring. Given the cross-sector nature of tourism, areas such as employment, regional development, environment, consumer protection, health, safety, transport, taxation and culture will be touched upon.
In the current situation, a reinforced framework for action provides a feasible, and the most appropriate, approach with regard to the principles of proportionality and subsidiarity. It is capable of dealing with the objectives and challenges identified in a suitable manner by means of an integrated approach within the European Union and in closer cooperation with all stakeholders. A more ambitious option, i. Moreover, the challenges facing tourism are acute, and it is unlikely that a comprehensive policy can be adopted and implemented within a sufficient timeframe to ensure action in the short to medium term, in particular because of the need for the agreement of all Member States.
A less ambitious option, i. This would fail to provide the specific Community contribution needed to trigger sufficient changes in favour of the sustainability of European tourism and to address the objectives of this Communication, and is therefore to be ruled out. There are no trade-offs associated with the option chosen.
It is fully compatible with the existing Community policy framework regarding related policy fields. Currently existing limited data and knowledge of the tourism sector hinder an accurate quantitative analysis of the impact of tourism. However, despite this weakness, the perceived economic, social and environmental sustainability issues and problems of European tourism, which are both linked to its current consumption and production patterns, and to its further quantitative growth, suggest continuing unsustainable trends of the sector.
They show the need to take a decision now on the basic orientations to follow and on initial measures to be launched, and not to put the decision off until better information is available. The Commission Communication 'Working together for the future of European tourism' identified the need for further work on improving tourism information, communication and statistics on tourism. The Commission has already started to mobilise existing competence and support centres for the development of knowledge and observation regarding tourism, in order to increase the availability of the necessary knowledge and tools for all stakeholders.
Likewise, the Commission has taken the necessary steps, in coordination with the public and private stakeholders concerned and with their support, to introduce Tourism Satellite Accounts TSAs in order to improve current statistical information as it exists in Europe regarded as insufficient from both the qualitative and the quantitative points of view and to fully reflect the impact and economic importance of tourism as an economic sector.
At the current stage, it is too early to launch additional or accompanying measures to further increase the positive impacts of the policy option chosen. The plan is for them to be defined by the proposed Tourism Sustainability Group and implemented through the planned Commission internal work programme for enhancing the effect of the various Community policies and measures affecting European tourism to support its sustainability.
The reference of this summary is the document published for public consultation on the Internet http: The summary lists those comments that demand added or improved formulations in relation to the consultation document, or disagree or request deletion. Comments made by different organisations and individual may contradict each other. Details can be accessed via http: The font size and layout should make the end-user want to read the text. An effective policy can only be arrived at if we try to influence the major driving forces. CSR and the social dialogue merit further emphasis.
Abandon the idea of pleasing all stakeholders 'citizens are the basis of power in a democratic society, stakeholders are the basis in an oligarchy'. Put the emphasis on changing attitudes and demand patterns, as well as on implementation at local level. Legislation should not be discarded. The real problem is the 'intra-seasonal fluctuations' in visitor numbers that put uneven pressure on tourism systems and resources.
Although it is good to have general statements, declarations and basic guidelines, the situation and the nature of the challenges demand responses that integrate the legal, economic and governance points of view. Whether it is a good thing or a bad thing, local stakeholders are the ones with main responsibility for tourism. SMEs' concern is to meet the needs of their customers. The Nordic countries, the Alps and coastal regions as well as the need for integration of the regional objectives.
If services are provided in another country, the workers posted there should benefit at least from the labour standards and working conditions applicable in that country. Further liberalisation should not affect 'service quality, consumer protection, labour standards and public safety'.
Do liberalisation of trade and sustainable trade occur at the same time in tourism? Assess whether competition is working against local communities in the opening up of tourism markets in developing countries. Analyse whether the GATS decision may overrule other international agreements such as the international Biodiversity Convention.
Although funding for tourism purposes is available, the lack of an ad-hoc tourism programme hinders synergies. Present information in a practical and user-friendly manner, with good practices being disseminated as 'guidance' rather than 'compulsion'. Support regional tourism observatories. This measure should allow the involvement of all stakeholder groups in the impact assessment. Present the most significant developments regarding tourism-related IA annually.
Exploit the advantages of the synergy between tourism, agriculture, forestry, environmental politics and small and medium-sized companies. This measure needs realistic targets and achievable actions, and should improve the capacity and leadership of local authorities, encouraging the latter to take up the principles of governance within these decision-making levels and sustainable tourism planning. The action plan should include issues of equal access to the tourism product and the benefits of tourism, and also equal opportunities within the tourism industry.
The Commission might undertake an analysis of skills and labour transfer in the sphere of tourism to facilitate transnational cooperation between regions and hence it being taken account of in the national action plans for employment. Study the role of immigrants as a working force for tourism and its impact on local economy. Laying down European standards for the mutual recognition of tourism qualifications would be valuable and would help create employment opportunities through the placement of employees regardless of their nationality.
Local authorities and destination managers would welcome a comprehensive guide to all Commission policies, programmes and studies which relate to sustainable tourism, and to identifying potential funding support for projects in this field. Study the relationship between biggest TTOO and local tourism suppliers and its effects on competition. Favour local partnerships to counterbalance Tour Operators' market dominance. Further assess the impact of the accession of new member states in terms of tourist numbers, labour force and new market destinations.
Local government must be involved in the preparation and implementation of the agreement via associations such as the Council of European Municipalities and the Regions.
There are other UN agencies that have been substantially involved in sustainable tourism initiatives that should also be included in the scope of this measure. EC-WTO agreement could also expand to sustainable development cooperation in third countries with a particular focus on poverty alleviation strategies through tourism support a Community-based tourism development in developing countries.
To add value such a group supported also by the WTO must have specific and deliverable objectives. The Commission, not the industry, should lead it, and all stakeholders should be part of all similar groups e. Research, measurement and monitoring must enable both the private and public sectors to adapt to changing needs and demands and better manage demand and supply.
Study whether this group can be set up within a Europe-wide network of universities with tourism development units committed to working with non-academic institutions in the private and public sectors in the field of sustainable tourism policy 'this would accord well with the principles of the 6th RTD framework programme which seeks inter alia to support the creation of 'knowledge societies' in a wide swathe of policy areas'. Therefore consider including the last measure within this measure. The development of sustainable tourism information, policy tools and best practice do need further development to facilitate benchmarking and the analysis of information relating to sustainable tourism needs to be developed in a manner which can accommodate the requirements of all different types of destinations.
However, work in this field should respect the principle of subsidiarity and build on work already undertaken within Member States. Getting businesses involved in reporting is challenging, but essential, so the system has to be user-friendly and not too technical. It would be preferable to see workable national systems in place before setting up a European-level system. If, in the future, a European level system is seen to be feasible, we would need to ensure that the European and national systems dovetail and the relevant expert groups in Member States consulted.
Non-tourism stakeholders have a critical role to play in the sustainability of tourism.