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does a car need?

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Editorial

do kanclu s tekoucí vodou

URÝR S NÁKUPEM

-

se startupy se v posledních letech roztrhla

K2

EY

A S

TA

RT

UP

Y

Prvotní nápad a technické skills mají startupisté

zisk startupy tolik netrápí. Zásadním

segmen-

bolestivý a ne všichni ho zvládnou. Úskalí

myšleny nedostatky v prodeji sebe sama a

povinnostech a další regulaci. „Jsme schopní do startupu kdykoli vstoupit jako

svých rad a oni se pak na nás sami obracejí

z Prahy nebo Brna schopní oslovit

Je velmi povzbuzující a motivující pracovat

Poslední rovinou naší spolupráce se

3

The action or process of setting something in motion(“the start-upof marketing in Europe”).

(“problems facing start-ups and small

).

of successes include companies that

“I live in San Francisco, I think I’m going to wake up tomorrow and create a startup selling downloadable toast over the internet. It’ll be free, but you’ll have to pay for the jam which is where I’ll make my money. Aren’t I quirky and special?”

“No, you’re a self-absorbed idi*t. Get a real job.”

V:

T:

V:

V:

T:

K4

a

V:

T:

V:

T:

V:

V:

T:

5

V:

T:

V:

T:

V:

T:

T:

V:

V:

T:

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V:

6

T:

T:

V:

7

Japan

printing — a process of making solid objects from the instructions in

the potential to be every bit as revolutionary as the PC was in the 1980s or even as the factory production line was in the early 20th century. It is also creating unprecedented opportunities to customize products and reduce manufacturing costs. of challenges for tax authorities around the world. That’s because almost all of the taxable value for a business selling products

intellectual property (IP) — namely the

its use, rather than in its manufacture, transport and point of sale.

Disrupting long-standing business models

global tax challenges because it threatens to bypass long-standing protocols used to set taxes on the movement of goods and supply of services. “The taxation of goods and services has always been grounded in the physical movement of things or the provision of services,” says Channing Flynn, Global Digi- tal Tax Leader and Global Tax Technology

exactly what digital printing will disrupt

about the taxation of goods and services is

the question of where value is created. Many countries apply these taxes entirely at the point of consumption through value-added taxes or goods and service

raw materials or at intermediate stages where value is created, such as in a factory and on shipment or warehousing. by transferring manufacturing from facto- ries to printing devices located nearer the consumer, potentially even in their homes.

Intellectual property takes center stage

much of the taxable value may migrate there, where the supply chain ends, greatly reducing the potential for supply chain taxes.

consider that IP ownership and authoriza- tion will account for much more of a pro- duct’s value. With the anticipated shrinkage in manufacturing, customer support and sales personnel that will accompany this

8

TR

US

T

In a worldof 3D printing,how will yoube taxed?

3D printing is turning manufacturing anddistribution upside down, with huge tax implications. Make sure your business is prepared.

3D

process, tax authorities’ focus on IP is expected to intensify.

Organisation for Economic Co-operation and Development (OECD), which is developing new models for the taxation of digitalservices and intangible value, such as that

changes, some companies are already look-

ing to shift IP and related functions to the markets in which they sell products and services.

Transfer pricing andgeographical challenges

printing on transfer pricing within multina- tional companies. Every time a company changes its supply chain, it needs to chan- ge how it shares costs related to taxable functions. If a local distributor begins prin- ting replacement parts, it could be conside- red a factory, so the related transfer pricing would change. Under current tax laws, it is unclear how or by how much. “We’re entering a new world, and there are few comparables in the current world

tional Tax Services, Operating Model Effectiveness, EY.

Beware of double taxation

also affect the percentage of a product’s value that resides in any given manufactu- ring location. So when tax authorities in different geographical locations ask where

who gets the right to tax it, they could come up with very different answers, setting the stage for double taxation.

change the cross-border tax equation for the value of raw materials and components. If the value of raw materials declines in relation to parts or products, it could in turn affect customs duties.

Global jurisdictional challengesBusinesses will also face location-sensitive tax questions related to globally distributed

permanent establishment (PE), exit taxes and “substantial contribution” provisos.

of business — a taxable PE in a particular jurisdiction? Variables including printer ownership structures, control of printer use and revenue from designs used by the printer could also affect the answer. Some countries have already determined that when companies transfer rights to their domestically developed IP to an overseas

What you need to do nowto prepare for 3D printing

long-standing practices regarding who and what is taxed, and where, it’s not too soon to think about positioning your business to

functions today, what will qualify as taxable income in the future, what functions and assets will be most affected and what

obligations and double taxation, among other things. David Jensen, our Global Innovationand Digital Strategy Leader, thinks getting

gy in a world becoming more and more

9

Jak funguje 3D tisk? naopak. Postupným

DESIGN TISKÁRNY

spolehnout na podporu.

MATERIÁL

KVALITA TISKU

3D tiskárny s tryskou kolem 0,1 mm

VELIKOST TISKOVÉ PLOCHY

It’s too earlyto answer the countless questions [3D printing]

certainly not too early

the policy surrounding the answers.”~ Channing Flynn

ILBUR BYLW

10

INSPIR

ACE

11

THE GOLDEN CIRCLE IKIGAI

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WHATYOU CAN BE

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F OR CENTURIES we’ve been comfortable with some of the most error-prone navigation and safety systems piloting our vehicles: humans. The emerging technologies associated withdriverless vehicles provide an opportunity to virtually eradicate human error from our roads. But as the world moves towardsa driverless future, there is still much appre-hension and uncertainty about the impact of autonomous vehicle technology. We have seen that driverless technology

attributed to the (incorrect) use of autono-mous vehicle technology. But the basic tech-nology has been developed, and now a new, subtler set of challenges will take center

stage. As the quest for driverless vehicles rolls forward, stakeholders across multiple industries — from automotive manufactur-ing to insurance — need to address a num-ber questions:

How can we be made to feel secure when using driverless technology – both physical-

How do carmakers strike the balancebetween real-life situations requiring the car to be in control and those instances where the driver wants control?

How will the cars adapt to individuals’driving styles? In short, what — beyond the technology itself — will it take for driverless cars tobecome a reality? The answers to that ques-tion are now

becoming clearer — with four key steps to--

mous vehicle technology:

1) Learning from aviation

making driverless vehicles a commercial success can learn a great deal from theaviation industry. Planes are safe and the fear of mechani-cal failure is low. The fatality rate for planes is much, much lower than that of trains and cars: 0.003 for every billion kilometerstraveled for planes compared to 0.27fatalities per billion kilometers traveled by rail, and 2.57 fatalities per billion kilome-ters traveled by car. The key point is that consumers trust air travel. Passengers don’t draw a distinction between when the plane is in autopilot mode and when the pilot is a human. Auto companies, dealers and marketers would do

14

DIG

ITA

L

How muchhuman doesa car need?

Autonomous vehicle tech is already hitting the streets – but what’s it going to take for humans to truly embrace driverless cars?

2) Educating and incentivizing customers Humans are not particularly safe drivers. 90% of accidents are caused by human error. Cars currently reducing reliance on human attentiveness with collision warning systems and automatic braking features have been shown to reduce collisions by up to 15 %, according to a study by theInsurance Institute for Highway Safety.

The premise of driverless vehicles is that -

ciency and even a hazard, which should be cut out of the process of getting someone from A to B. But this is only part of the story. Driving also offers the driver a sense of con-trol over a potentially unsafe environment. As a result, even if relinquishing control over a car to a machine is safer, it can feel unsafe, and this is a genuine barrier to driv-erless cars becoming a reality. Indeed, a recent EY survey found that 54% of drivers were worried about the prospect of trave-ling in a driverless car. Like with any new technology, thisdiscomfort is likely to subside once people experience it for themselves. This means that both dealers and automakers must play a role in educating and incentivizing prospective customers on autonomousfeatures and technology — giving thema chance to try before they buy. Driverless taxis are likely to be a vital transitional step to driverless car uptake — proving the viability of the technology in the real world, without people having to commit to their own vehicle. Driverless taxis were rolled out in Singapore in 2016, and are planned for deployment in Japan in time for the 2020 Tokyo Olympics.

3) Incremental improvement A proven tactic for getting consumers accustomed to new technologies is to introduce it incrementally. In the case of car automation, the process has already started. Cars now help us park: some with sensors on the bumpers to detect how far you are

from an obstacle and which beep to let you know. Other cars include graphical displays for the same purpose. Vehicles also employ reversing cameras, some of which show a 360-degree image. In April 2014, the National Highway

all new light vehicles have ‘rear-view visibility systems’, in effect, requiring

backup cameras. If the proposal is adopted, these cameras may end up being mandatory in some regions. Then there is parking assist. These systems work out whether or not a parking space is big enough for the car, and if so, help the driver steer the car into the space. The driver just controls the speed. Many vehicles can park themselves too: parallel parking and parking in a bay, for example. Forward collision systems and automatic braking are all part of a trend of passing control from driver to car. The shift required by manufacturers and those marketing driverless vehicles is to make the cars part of a spectrum of incre- mental improvements as much as possible.

4) How much human do driverless cars need? Even after persuading people to trust driverless technology, there are additional

challenges — not least of which is the mismatch in driving styles between human and self-driving cars. This will be the case as long as driverless and human-controlled vehicles share roads. Driverless cars drive like computers

programmed to follow the letter of the law. But despite that, a 2015 study that investiga- ted a small sample of driverless cars found that they had a higher crash rate per million miles traveled than conventional cars. And it wasn’t because they were unsafe. Quite the opposite: almost all the accidents in the study were caused by human drivers unaccustomed to responding to a robotic — ultra-safe — driving style. The solution lies in convergence. Humans may have to adapt their driving style. But there is also a strong argument that driverless vehicles should be program- med to mimic humans, to better adapt to their irrational behavior — but not to repeat bad habits. Learning systems could also mean indivi- dual cars can tailor their driving styles to best accommodate the driving styles that the occupant feels most comfortable with.

“The processing systems used for autonom- ous vehicles are expected to rely on advanc- es in ‘machine learning’ to better mimic the human brain’s ability to deal with unique situations,” explains Randy Miller, EY Global Automotive & Transportation Leader. “The software of a fully autonomous vehicle will need to be adaptive, intuitive and self-learn-ing, like a chess supercomputer that learns from its opponents’ moves."

The road to a driverless world: the impact on insurance These challenges — of mimicking human driving, learning to copy individual driving styles and educating drivers to get comfortable with self-driving cars — are only the tip of the iceberg. While the process of

compromise that must be reached between human driving and driverless travel is well underway within the automotive industry, there are other considerations that need to be addressed from the outside. Legal, regulatory and insurance issues

15

Forward collision warning systemsand automatic braking features can reducecollisions by up to 15%

The accident rate for driverless carsis around double of that of normal cars,because human drivers are unaccustomedto a robotic driving style

still surround the deployment of driverless cars, and many of these could take years to fully tackle. The insurance industry has to

be at the forefront of wrestling with these practical and theoretical considerations.

New liability challenges How much risk can be transferred from the individual driver to the manufacturer — and who counts as the “driver”? It’s likely that most AVs will include both manual and computer control — which could lead to two types of insurance. Insurers will need to determine whether the human behind the wheel or the compu- ter behind the dashboard was in control in an accident, much like how black boxes record the actions of pilots in planes. Manufacturers must work more closely with insurers — especially around data sharing — and may become insurers themselves to

simplify the process. Future legislation could force manufac-

individuals. Shifting from personal motor to product liability insurance introduces risks related to system failures. Standard policy wordings do not cover such issues, so these potential risks may have to be insured elsewhere.

Broader insurance issues New risks will require changes to traditional insurance industry business models. Some of the other implications include:

In most countries, personal vehicle

insurance is compulsory, keeping premiums

insurance may become voluntary – similar to mobile phones, bicycles or laptops. This could lead to pricing adjustments for indivi- duals who insure their vehicles.

If vehicle crashes decline when AVs are in automated driving mode, premiums may rise for individuals driving in manual mode. This might price some individuals out of the market, particularly those less able to afford them.

Cyber risk offers the potential for mali- cious hacking of systems through which driverless cars receive instructions.

Disrupting internet connectivity could wreak havoc or leakage of private user information. AV service providers and manufacturers must deliver robust cybersecurity processes to reassure customers.

Driverless cars are far more complex and

16

54% of drivers were worried aboutthe prospect of traveling in a driverless car.

The fatality rate of planes is only 0.003or every billion kilometers travelled

Who is liable for losses if an AV is serviced incorrectly, or not properly maintained by its user? As with any new technology that sees mass adoption, the true implications of driverless vehicles may not be immediately apparent. Businesses must keep on top of shifting regulations while managing their insurance liability risks. For insurers, the challenge lies in making the most of vast volumes of data generated by this new technology. This means improving data analytics tostrengthen pricing and underwriting, and recognizing that existing customer claims databases are less relevant.

Cross-industry opportunity “Just as technology has enabled other

insurance industry will need to create a business model that will help in the transition as more automated features — and ultimately fully autonomous vehicles — are on the road,” says Kristin Schondorf, EY Global Automotive & Transportation Mobility Leader. “There will be exciting new opportunities for those companies that recognize and create these new business prospects.” As driverless cars approach reality, many potential applications and approach-es remain unexplored, away from the buzz of the public highway. Autonomous vehicles could also turn industrial and agricultural supply chains and production into more

minimal need for human intervention. But what happens to the surplus manpower,

will present its own new set of challenges. Only one thing is abundantly clear, says Miller: “As they move closer to reality, autonomous vehicles will not only play an integral role in the urban mobility ecosys-tem, but they will also support a number of new business models too.” While the work is underway to remove human error from our roads once and for all, there are severa knock-on effects that go beyond the highway that will need just as much attention as the technology before we will see vehicles becoming truly driverless.

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STAV K 12. 12. 2017

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61450,04% 49,96 %

615

Audit266 / 21,6 %

226 / 18,4 %

89 / 7,2 %

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25 — 30 31 — 40 41+

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STAV K 12. 12. 2017

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dostávají Pulitzeraa pro inspirativní lidiz byznysu je tadyEY Podnikatel roku.Co obnáší a jaká je

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svému byznysu.

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aby naše klienty

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Píšeme o tom,

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ROZHOVOR

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&

ROZHOVOR

ROZHOVOR

INSPIRACE

INSPIRACE

HE FUTURE’S URBAN. Over half of the world’s population currently lives in cities. Ongoing urbanization could see that number rise to 70% by 2050. And by 2030, experts predict that there’ll be 41 cities

were two in 1950.) As a result, cities are now the engines of economic growth in many countries: the OECD estimates that metropolitan areas with more than 500,000 residents drive 55% of the GDP of its member countries, and more than 60% of the growth. Of course, urbanisation isn’t a new phenomenon. Cities have been steadily taking over from rural areas as the main

industrial revolution. And where the work goes, the people follow. The differences are the speed at which

into East Asian cities each week), and the

fact that we’re moving ever closer to one global market for goods and services. This means that cities in the developing world now have to compete directly with those in developed markets for everything from investment to tourism.

Build the right infrastructure and become a better place to liveIn this highly competitive world, there’sonly one way to stand out: by becominga better place to live. At EY, we’ve long believed that afford- able and sustainable transport systems, housing and public services are the key to achieving this. But many infrastructure projects neglect to build in the most important thing – resilience. Resilience is a city’s ability to respond

attacks, and stresses, such as unaffordable housing. Failing to consider it can be very

estimated damages of $45 billion to the global supply chain, of which only $10 billion was insured. Yet very few really ask:

“What’s the cost of not building resiliency into a project?” At the other end of the scale,integrating resilience into infrastructure projects that solve multiple urban challenges can bring physical, social and

York City, for example, development sparked by the High Line project is predicted to bring $4 billion in private investment and $900 million in revenues over the next 30 years.

So why do so many cities fail to prioritize integrated projects? Much of the problem lies with funding. Many planners believe it’s easier to secure investment for ‘pure’ infrastructure pro- jects, because of the return they’ll bring. Others are so grateful for government-

-driven investment that they don’t question whether the projects are forward-looking enough. Instead, they’re swayed by the

to meet current challenges.

34

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OW

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Why we needto future proofour cities forsustainability

Cities that build resilience into their planning for major infrastructure will see long term economic,

T

Through our work with clients, plus our partnership with 100 Resilient Cities, we’ve seen some interesting ways that cities can overcome these issues – and become better places to live. Here are three: 1. Mobilize the private sector capital available for investment. Multilateral development banks, such as the Asian Infrastructure Investment Bank, the Asian Development Bank and the World Bank, are a key platform for doing this.By supporting initiatives such as the ‘One Belt, One Road’ strategy, these institutions ‘crowd in’ private sector capital alongside their own investments. This in turn makes it easier to attract interest from the capital markets. 2. Create a unique sense of purpose for investment in urban development. Cities that have a clear strategy for what they want to invest in, then develop detailed plans to execute that strategy, reap real rewards. Da Nang in Vietnam isa good example: it had a stated strategy to become a major tourist hub for Southeast Asia. To bring this into effect,it rolled out a program of investment in major hotels and tourist-related activities.

It also developed the supporting infrastruc-ture the city needed, such as transport and utilities.

of resiliency when planning major infrastructure. Cities that do this from the outset can then prioritize projects based on

associated costs) they bring. And by viewing initiatives through the lens of long-term resiliency, they’ll be able to future-proof their investment too.

35

To buildsustainable citiesin the future,organizations needto create resilientinfrastructure today.

Junior konzultant

nástup)

Senior konzultantod

od

Bude to jen

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WorkHard,PlayHard!

1

2

3

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Co je tvoje

Kdy jsi

Michal Krautwurm

…

co

u

39

ZA 5—6 LET

40

KA

RIÉ

RA

www.cestasey.cz

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