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NBN Co’s Social Impact Approach aims to measure wellbeing effects across five domains and overall
EY · 2024 · framework_other
NBN Co’s Social Impact Approach aims to measure wellbeing effects across five domains and overall
75% — wellbeing impact
 The nbn network is having an overwhelmingly positive impact on wellbeing; fewer than 1% of nbn users reported the network having a negative impact on their life satisfaction
EY · 2024 · key_takeaways
The nbn network is having an overwhelmingly positive impact on wellbeing; fewer than 1% of nbn users reported the network having a negative impact on their life satisfaction
85% — Positive impact percentage
 The nbn network has enabled job and business creation, whilst also enabling users to boost their income and save money by using online alternatives
EY · 2024 · case_study
The nbn network has enabled job and business creation, whilst also enabling users to boost their income and save money by using online alternatives
$2,580 — Annual savings per user
 nbn users in regional and remote areas reported positive wellbeing impacts of similar magnitude to the national average
EY · 2024 · key_takeaways
nbn users in regional and remote areas reported positive wellbeing impacts of similar magnitude to the national average
73% — Positive wellbeing impact
 Fewer than 1% of low income nbn users reported that access to nbn-enabled broadband had had a negative impact on their wellbeing
EY · 2024 · key_takeaways
Fewer than 1% of low income nbn users reported that access to nbn-enabled broadband had had a negative impact on their wellbeing
69% — Positive impact percentage
 3 in 4 First Nations nbn users reported the nbn network had a positive (moderate or strong) impact on their satisfaction with life
EY · 2024 · key_takeaways
3 in 4 First Nations nbn users reported the nbn network had a positive (moderate or strong) impact on their satisfaction with life
74% — Positive impact percentage
 Results reflect the strength of Global Hausbank strategy
DeutscheBank · 2023 · executive_summary
Results reflect the strength of Global Hausbank strategy
€28.9bn — Revenues
 Sharpened business model with growing revenues
DeutscheBank · 2023 · executive_summary
Sharpened business model with growing revenues
28.9 — Net revenues
 Strong revenue trajectory supported by resilient and diversified franchise positioning
DeutscheBank · 2023 · executive_summary
Strong revenue trajectory supported by resilient and diversified franchise positioning
5.5-6.5% — CAGR target
 Accelerating growth in noninterest income driven by targeted investments
DeutscheBank · 2023 · initiative_list
Accelerating growth in noninterest income driven by targeted investments
 Peak investment year to future proof franchise
DeutscheBank · 2023 · financial_analysis
Peak investment year to future proof franchise
0.7 — Investment spend
 Reinforced cost execution supports operating leverage
DeutscheBank · 2023 · financial_analysis
Reinforced cost execution supports operating leverage
€20bn — Noninterest expenses
 Robust risk, liquidity and capital management
DeutscheBank · 2023 · kpi_dashboard
Robust risk, liquidity and capital management
13.7% — CET1 Ratio
 Growth in net income and disciplined capital management lead to significantly increased distributions
DeutscheBank · 2023 · financial_analysis
Growth in net income and disciplined capital management lead to significantly increased distributions
50% — Shareholder distribution ratio
 Global Hausbank strategy set to deliver growth and shareholder returns
DeutscheBank · 2023 · strategic_options
Global Hausbank strategy set to deliver growth and shareholder returns
 Inflection point in capital management
DeutscheBank · 2023 · financial_analysis
Inflection point in capital management
€ 25-30bn — RWA reductions
 Committed to increasing shareholder distributions
DeutscheBank · 2023 · financial_analysis
Committed to increasing shareholder distributions
€8bn — Shareholder distributions
 Pre-provision profit, CAGR and operating leverage
DeutscheBank · 2023 · financial_analysis
Pre-provision profit, CAGR and operating leverage
7,184 — Pre-provision profit
 Unlocking the UK's tech talent potential
Barclays · 2024 · cover
Unlocking the UK's tech talent potential
 Local authority distribution of actively hiring companies
Barclays · 2024 · industry_trends
Local authority distribution of actively hiring companies
242 — Number of actively hiring companies
 Stage of evolution of actively hiring companies
Barclays · 2024 · industry_trends
Stage of evolution of actively hiring companies
31.3% — Share of actively hiring companies
 The demand within the tech sector
Barclays · 2024 · industry_trends
The demand within the tech sector
50.1% — Job demand index
 Most sought-after executive positions
Barclays · 2024 · market_landscape
Most sought-after executive positions
28.3% — Proportion of total executive positions
 Understanding desirable skills in the tech ecosystem
Barclays · 2024 · industry_trends
Understanding desirable skills in the tech ecosystem
48% — job postings
 Skills gap within the UK tech ecosystem
Barclays · 2024 · diagnosis
Skills gap within the UK tech ecosystem
£67.1k — Median salary
 Highest and lowest churn positions
Barclays · 2024 · analyze_data
Highest and lowest churn positions
49.1% — Tenure
 The future of skills and hiring in tech
Barclays · 2024 · section_divider
The future of skills and hiring in tech
 Despite the ongoing focus on AI, public knowledge and use remain low
IPSOS · 2024 · key_takeaways
Despite the ongoing focus on AI, public knowledge and use remain low
26% — Public knowledge of AI
 Most people do not use generative AI in their work or personal lives – and few do so often
IPSOS · 2024 · market_landscape
Most people do not use generative AI in their work or personal lives – and few do so often
65% — Frequency of use
 BALANCING THE RISKS AND BENEFITS OF AI
IPSOS · 2024 · section_divider
BALANCING THE RISKS AND BENEFITS OF AI
 Perceived winners and losers from AI
IPSOS · 2024 · market_landscape
Perceived winners and losers from AI
59% — Public perception of AI impact
 Britons are more likely to be nervous than excited about AI
IPSOS · 2024 · scatter_plot
Britons are more likely to be nervous than excited about AI
 It’s clear that the specifics matter to the public
IPSOS · 2024 · data_table
It’s clear that the specifics matter to the public
66% — Public comfort level
 There is openness to using AI when humans need help
IPSOS · 2024 · key_takeaways
There is openness to using AI when humans need help
66% — Comfort level
 But people are wary about being misled or humans being replaced by AI
IPSOS · 2024 · problem_statement
But people are wary about being misled or humans being replaced by AI
67% — Uncomfortable
 Levels of comfort with different AI use cases vary across demographic groups
IPSOS · 2024 · key_messages
Levels of comfort with different AI use cases vary across demographic groups
 Addressing concerns through regulation
IPSOS · 2024 · problem_statement
Addressing concerns through regulation
59% — Public perception of AI regulation pace
 By valuing public opinion and proactively addressing public concerns policymakers, regulators, and businesses can work together to build the essential public trust in AI needed to realise the full potential of AI in a responsible and inclusive way
IPSOS · 2024 · key_messages
By valuing public opinion and proactively addressing public concerns policymakers, regulators, and businesses can work together to build the essential public trust in AI needed to realise the full potential of AI in a responsible and inclusive way
 THE FUTURE CAN'T WAIT
BoozAllenHamilton · 2023 · cover
THE FUTURE CAN'T WAIT
 ETHICAL INNOVATION ON THE LEADING EDGE
BoozAllenHamilton · 2023 · key_messages
ETHICAL INNOVATION ON THE LEADING EDGE
 BUILDING CAPABILITIES THROUGH PEOPLE & PARTNERSHIPS
BoozAllenHamilton · 2023 · case_study
BUILDING CAPABILITIES THROUGH PEOPLE & PARTNERSHIPS
7,000 — employees trained
 BUILDING CAPABILITIES THROUGH PEOPLE & PARTNERSHIPS
BoozAllenHamilton · 2023 · case_study
BUILDING CAPABILITIES THROUGH PEOPLE & PARTNERSHIPS
1/3 — Military-affiliated employees
 FUELING AMERICA’S INNOVATION ECONOMY
BoozAllenHamilton · 2023 · case_study
FUELING AMERICA’S INNOVATION ECONOMY
$27 billion — grant portfolio value
 HARNESSING BIG DATA FOR COMMUNITY HEALTH AND RESILIENCE
BoozAllenHamilton · 2023 · case_study
HARNESSING BIG DATA FOR COMMUNITY HEALTH AND RESILIENCE
 INTEGRATION FOR ACCELERATED RESILIENCE
BoozAllenHamilton · 2023 · context
INTEGRATION FOR ACCELERATED RESILIENCE
 INTEGRATION FOR ACCELERATED RESILIENCE
BoozAllenHamilton · 2023 · case_study
INTEGRATION FOR ACCELERATED RESILIENCE
 ACHIEVING INFORMATION DOMINANCE IN THE DIGITAL BATTLESPACE
BoozAllenHamilton · 2023 · case_study
ACHIEVING INFORMATION DOMINANCE IN THE DIGITAL BATTLESPACE
 DELIVERING A TRUSTED WORKFORCE
BoozAllenHamilton · 2023 · context
DELIVERING A TRUSTED WORKFORCE
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