Outlook. 5. Risks and concerns.
Outlook. It is with great pleasure that the Swiss Academy of Sci- ences makes available to interested stakeholders this example of an ABS agreement with contractual clauses. It is a tool to actively support the implementation of ABS regulations and focuses on academic non-com- mercial research. The proposed Agreement still needs to prove its applicability to real ABS situations. Accord- ingly, it should be considered as a draft that needs to be adapted to the final version of the CBD ABS proto- col and which will need improvement over time. Sug- gestions and feedback by both providers and users are most welcome. At the Swiss Academy of Sciences we firmly believe that non-commercial public good research is essential to achieve the first two goals of the CBD, the conservation and sustainable use of biological diversity. Moreover it generates (non-monetary) benefits that contribute to education, advancement of science and technology transfer. The Swiss Academy of Sciences advocates research in a mutually trustful atmosphere and encour- ages scientists to conduct their research in accordance with existing international codes and standards. The Agreement Preamble 8
Outlook. Regarding the outlook for 2003, Robinson stated, "We believe we arx xx xxxck to meet our net income projections for 2003. We anticipate that elements of noninterest expense will decline the remainder of the year. The extent of our earnings growth will be impacted by our ability to continue to add quality assets and maintain yields in the face of a slow economy and increasing pricing competition." ABOUT NORTH BAY BANCORP North Bay Bancorp is the parent company of two community banks in the North Bay Region of Northern California--The Vintage Bank based in Napa County and Solano Bank based in Solano County. Xxxx subsidiaries axx xxxl service commercial banks offering a wide selection of deposit, loan and investment services to local consumers and small business customers. Each bank has a separate board of directors composed of local business and community leaders. The Vintage Bank, which opened for business in 1985, currently operates five banking offices in Napa County, Northern California's number one tourist destination and the nation's premier wine producing region. The bank's main office and two branch offices are located in the City of Napa with a branch office in St. Helena and a new branch on Airport Road in the Southern area of Napa County, which opened in March 2003. Solano Bank, which opened in July, 0000, operates four offices along the I-80 corridor of Solano County. The bank's main offxxx xx located in Vacaville, with branch offices in Fairfield, Vallejo and Benicia. This region, projected to be the fastest growing county in Northern California through year 2020, is attracting growth with a quality lifestyle, affordable housing and business-friendly cities. North Bay Bancorp stock trades on the Nasdaq National Exchange under the symbol NBAN. -------------------------------------------------------------------------------- This news release contains forward-looking statements with respect to the financial condition, results of operation and business of North Bay Bancorp and its subsidiaries. These include, but are not limited to, statements that relate to or are dependent on estimates or assumptions relating to the prospects of loan growth, credit quality and certain operating efficiencies resulting from the operations of The Vintage Bank and Solano Bank. These forward-lookxxx xxatements involve certain risks and uncertainties. Factors that may cause actual results to differ materially from those contemplated by such forward-looking statements in...
Outlook. There is an expectation of Bumper raw jute crop which will arrive in the market from July/Aug onwards because the farmers have gone for higher acreage of jute cultivation this year due to record high prices realised by them for the previous crop & with expected above normal monsoon, Government procurement Agencies have also projected higher B Twill bags requirements. Considering the above factors it is hoped that performance of Jute Industry including your Company may be better this year, barring unforeseen situation. Your Company after having sold its Anglo India Jute (Middle Mill) located at Jagatdal, Dist. 24 Parganas (North), West Bengal w.e.f 01.05.2016 is now planning to focus more and more on value added products and also ramping up production at its other Units. Since AIJM – Middle Mill was highly labour intensive having very low productivity, manufacturing mostly conventional products, its hiving off should result in overall improvement in the operating performance of the Company. Sales turnover may be lower initially but may gradually increase with the Company’s efforts in enhancing production at other Units in a phased manner. Efforts are continuing to resume operations at Wellington Jute Mill and other Units located at Rishra, Dist- Hooghly, West Bengal which are currently under temporary suspension of work due to acute shortage of raw jute and low productivity. Resumption of operations at these Units also depends upon the outcome of negotiations underway with the Workers Unions to benchmark productivity levels at these Units to Industry standards which at present is very poor when compared with Industry norms.
Outlook. 1. Domain adaptation consists of two different tasks, and provides two productivity factors: One is to find translations for a given term, the second one is to annotate the term candidates for import and use in the MT system.
Outlook. With the limits of siliconbased storage devices already in sight, attention has focused on alternative approaches to information storage. As we have described in this Review, DNAbased storage may become an interesting alternative for the current technologies, particularly in terms of storage density. Much progress has been made with regard to error protection mechanisms without much detriment to storage density. A major disad vantage of DNA compared with silicon is the much lower reading speed, which is especially problematic for use in randomaccess memory applications when only a small part of the data is desired. This means that for now, DNA is only applicable for archiving and longterm data storage purposes. A major problem still to be overcome is the current cost of DNA synthesis compared with the costs of siliconbased storage facil ities. However, if we assume a decline in costs similar to that seen for siliconbased storage media (at least partly attributable to improvements in DNA tech nology), it seems likely that it will not be long before DNAbased storage is the standard for longterm data xxxxxxx00,172,173. This is certainly the case when the costs of maintenance and storage are taken into account, which are far smaller for DNAbased storage systems than for the siliconbased systems in current data cen tres. Further cost reductions might already be achieved quite rapidly by using quicker but less reliable synthe sis protocols that require less time and reagents. Lower reliability would result in less valid DNA strands, but as the DNA fountain code has already shown, this can be compensated for by using robust and highly flexible coding strategies34. Future research will have to show whether DNA read ing and rewritability can be improved, which will make DNA storage practical for data that are updated frequently. Data storage based on synthetic polymers — which can be prepared from a much larger set of monomers than biopolymers and which are more stable — might yet prove more useful for shortterm applications. Furthermore, such synthetic systems do not require biological machin eries and can be tuned for quick readout and rewritability. However, compared with DNAbased storage systems and computing, the field of synthetic encoded polymers is still in its infancy. It is expected that over time, the synthesis of long strands of synthetic encoded polymers will become easier and faster, while different aspects of the code can be easily...
Outlook. This company split will have minimal impact on MHI’s business performance, both consolidated and non-consolidated.
Outlook. At present, it is very difficult to provide a reliable outlook for the use of advanced motor fuels over both the short and long term. The EU 2020 target is still to use 10% renewable energy sources in transportation. The biggest uncertainty is how the RED/FQD amendment proposal of the European Commission from October 2012 will be implemented (i.e., as a cap on food crop-based biofuels, multiple counting, ILUC factor). Also, an EU white paper on the post-2020 energy future, published on January 22, 2014, does not provide specific incentives for the transportation sector. So it is still uncertain when decisions can be expected. On a national level, the replacement of the biofuels quota in terms of its energy equivalent for a CO2 reduction quota will need to be implemented on a large-scale, actionable basis from 2015 onward. Further R&D activities (e.g., reducing the GHG emissions of biofuels to make them compatible with the amended RED/FQD, up-scaling advanced biofuel production processes to an industrial scale) will be other important challenges. From a process technology perspective, ethanol from lignocellulose material, biomethane, and BTL fuels may become promising mid-term options for replacing fossil fuels in Germany. Additional References Kurzvorstellung der Fachagentur Nachwachsende Rohstoffe e.V., xxx.xxx-xxxxxxxxxxx.xxxx Kraftfahrt-Bundesamt, xxx.xxx.xx Union Zur Förderung von Oel–und Proteinpflanzen E.V., xxx.xxxx.xx Bundesverband der deutschen Bioethanolwirtschaft, xxx.xxxx.xx Bundesverband Regenerative Kraft, xxx.xxx-xx.xx/xx Verbad der Ölsaaten-verarbeitenden industrie in Deutschland, xxx.xxxx-xxxxxxx.xx Verband der Deutschen Biokraftstoffindustrie e.V., xxx.xxxxxxxxxxxxxxxxxxxx.xx Agentur für Erneuerbare Energien, xxx.xxxxxxxxx-xxxx-xxxxxxx.xx Bayerisches Staatsministerium für Ernährung, Landwirtschaft und Forsten, xxx.xxx.xxxxxx.xx
Outlook. The impact of the joint venture dissolution on the operating results of the co-parent companies has not been determined. Further announcements will be made immediately if it is clear that there will be a material impact on business result of each of the companies. Company name Hitachi, Ltd. Fuji Electric Co., Ltd. Meidensha Corporation Representative Xxxxxxx Xxxxxxxxx, Representative Executive Officer and President Xxxxxxxxx Xxxxxxxx President and Representative Director Xxxxx Xxxxxxx President Headquarters 0-0, Xxxxxxxxxx 0-xxxxx, Xxxxxxx-xx, Xxxxx 100-8280 11-2, Osaki 0-Xxxxx, Xxxxxxxxx-xx, Xxxxx 141-0032 1-1,Xxxxx 0-xxxxx, Xxxxxxxxx-xx,Xxxxx 141-6029 Established February 1st, 1920 August 29th, 1923 June 1st, 1917 Business field Development, manufacture and sales of products and provision of services across 11 segments: Information & Telecommunication Systems, Power Systems, Social Infrastructure & Industrial Systems, Electronic Systems & Equipment, Construction Machinery, High Functional Materials & Components, Automotive Systems, Components & Devices, Digital Media & Consumer Products, Financial Services, Others Development, Manufacture, sales and services of various equipment and systems related to social infrastructure in the industrial, public, energy and transportation sectors, as well as semiconductor devices, photoconductive drums and peripheral imaging devices Development, manufacture and sales of products and provision of services of Social Infrastructure Systems (power apparatus for power generation and T&D, water processing system, etc.) and Industrial Systems (products for industrial systems, vehicle testing systems, logistics supports systems and motor drive systems) and Services (product maintenance and facility management) No. of employees (As of March 31, 2011) (Consolidated) 361,745 (Unconsolidated) 32,926 (Consolidated) 24,562 (Unconsolidated) 819 (Consolidated) 6,994 (Unconsolidated) 3,674 Capital (As of March 31, 2011) 409.1 47.5 17.0 Net asset 2008 2,179.3 146.1 52.7 2009 2,267.8 196.1 54.1 2010 2,441.3 174.9 52.7 Total asset 2008 9,403.7 908.9 214.1 2009 8,964.4 908.9 206.6 2010 9,185.6 805.7 206.8 Net asset per share (Xxx)*1 2008 315.86 182.37 223.35 2009 287.13 250.28 229.00 2010 318.73 217.40 222.56 VIII. Overview of the co-parent companies (Unit: Billions of yen unless otherwise noted) Total revenues 2008 10,000.3 766.6 198.7 2009 8,968.5 691.2 173.0 2010 9,315.8 689.0 167.7 Operating Income 2008 127.1 -18.8 4.0 2009 202.1 0.9 ...
Outlook. 2020 is the year in which the business is being reset to enable it to operate as a true luxury company. This process, which involves reducing core wholesales to rebalance supply to demand and has a negative impact on results through the reset period, is necessary to improve the long-term performance of the Company · The uncertainty surrounding the duration and impact of Covid-19 on the global economy continues. Although there were signs of recovery in some markets in Q3, trading remains challenging in many markets with certain countries re-imposing restrictions and lockdown measures.
