Synergies. Owner acknowledges that for planned Capital Improvements, Contractor intends to implement such Capital Improvements in connection with related improvements to Contractor Facilities that interconnect with the Transmission Facilities and that such Capital Improvements may result in adjustments by Contractor to the Points of Demarcation. Contractor shall manage the Capital Improvements in the same manner that Contractor manages such related improvements to Contractor Facilities, and the Parties shall reasonably coordinate all planned Capital Improvements.
Synergies. UI acknowledges that for planned Capital Improvements during any Step-In Period, CL&P may implement such Capital Improvements in connection with related improvements to CL&P Facilities that interconnect with the UI Assets. In such instance, CL&P shall handle the Capital Improvements in the same manner that CL&P handles such related improvements, and the Parties shall reasonably coordinate all planned Capital Improvements.
Synergies. ❑ The nuclear energy sectors in the Czech Republic and in Slovakia were built on the base of unified nuclear program in former Czechoslovakia. ❑ Since then, close uninterrupted cooperation between nuclear experts of both countries has been going on and it will result in the prepared project of building of the nuclear power plant. ❑ Within Czechoslovak nuclear program, nuclear power plants in Jaslovské Bohunice (SK) and Dukovany (CZ) were built and at the same time started building of the power plants in Temelin (CZ) and Mochovce (SK). ❑ Finally two units at Temelin (CZ) were finished by ČEZ, a.s after the year 2000. Company Vision Construction of the modern nuclear power plant with the aim to produce electricity safely and effectively in the shortest possible time. National impact ❑ Preparation and construction of new nuclear power plant that will contribute significantly to increase the energy independence of Slovakia and to reduce significantly the deficit of power generation capacities in Slovakia. . New nuclear power plant requirements ❑ Selected area: Jaslovské Bohunice. ❑ Selected technology: Pressurized Water Reactor ❑Lifetime min. 60 years ❑One or two units ❑Electrical output between 1000 – 1700 MW ❑Design must fulfill the highest international standards ❑ Nuclear fuel will be delivered together with nuclear island. ❑ Not to build the prototype, the technology must already exist at least in construction stage. Evaluated Designs Projekt Dodavatel Atmea 1100 Atmea EPR 1600 Areva VVER 1000 Atomstrojexport APR 1400 KHNP/ KEPCO APWR 1700 Mitsubishi AP 1000 Westinghouse Area for new nuclear power plant Current And Next Steps Activities ❑ Feasibility study completion: The project schedule will be confirmed after completion of the feasibility study in 2011 and its approval by shareholders. ❑ The purpose of the feasibility study is to explore the conditions of the locality, suitability evaluation of available technologies for the relevant locality, description of the project organization and commercial conditions, financing and economic evaluation of the project. ❑ Zone planning activities
Synergies. This transaction is expected to benefit from numerous synergies, including: · Revenue growth through the extension of more complete offerings to the two companies’ respective clients. · The international roll-out of Digitas Inc. capabilities will benefit from Publicis Groupe’s global infrastructure. · The identification, recruitment and training of talents in the digital and interactive universe thanks to the methods developed by Digitas Inc. (more than 20 proprietary training programs) and an unmatched training infrastructure. · Synergies in services should generate substantial savings starting in 2008, although synergies in 2007 are conservatively assumed to be offset by restructuring costs.
Synergies. The Hammerson Board expects pre-tax synergies for the Enlarged Group to reach a run-rate of approximately £25 million per annum by the end of the second year following Completion. It is envisaged that the realisation of these quantified cost synergies will result in one-off integration cash costs of approximately £40 million in aggregate. The constituent elements of the quantified cost synergies, which are expected to originate from the cost bases of both Hammerson and Intu, principally include: O rationalisation of group and support functions including the executive management, representing approximately 70 per cent. of the identified synergies; O consolidation of IT and digital platforms, representing approximately 15 per cent. of the identified synergies; and O further savings from reduced premises costs and other corporate costs, such as professional services fees, representing the remaining 15 per cent. of the identified synergies. In addition to these quantified cost synergies, the Hammerson Directors believe that there are opportunities for further cost savings from operational efficiencies and refinancing. Based on the analysis to date and aside from the one-off integration cash costs referred to above, the Hammerson Directors do not expect material dis-synergies to arise in connection with the Acquisition. These statements of identified synergies and estimated savings relate to future actions and circumstances which by their nature involve risks, uncertainties and contingencies. As a consequence, the identified synergies and estimated savings referred to may not be achieved, may be achieved later or sooner than estimated, or those achieved could be materially different from those estimated. The identified synergies will accrue as a direct result of the Acquisition and would not be achieved on a standalone basis. Further information on the bases of belief supporting the Quantified Financial Benefits Statement, including the principal assumptions and sources of information, is set out in Part A of Appendix 4 to this Announcement. These estimated synergies have been reported on under the City Code by PricewaterhouseCoopers LLP, and by Hammerson's financial advisers, Deutsche Bank, X.X. Xxxxxx Cazenove and Lazard. Copies of their letters are included in Parts B and C of Appendix 4. References in this Announcement to those estimated synergies should be read in conjunction with those parts of Appendix 4.
Synergies. The project is in line with the UNDAF, strategic program framework, laid out in the United Nations Development Partnership Framework 2016-2020, launched by UNCT and the Government of the Republic of Serbia in order to improve country-level coherence. In general, the project will contribute to Pillar 3 of the strategic priorities, namely Economic Development, Growth and Employment. As per Outcome 7: “By 2020, there is an effective enabling environment that promotes sustainable livelihoods and economic development, focused on an inclusive labour market and decent job creation” 39, UNIDO will support Serbia in the development of innovation sectors, through the establishment of a pilot Smart Manufacturing Innovation Centre. The project will contribute to technological learning, innovation and development in manufacturing, through promoting regional innovation system building and forming a national network of regional innovation systems for the absorption, adoption, and diffusion of advanced manufacturing technologies in Serbia. The network of regional innovation systems will provide evidence-based guidance for the formulation and mainstreaming of industrial and innovation policies.
Synergies. During the preparation phase of the workshop we had find and reach out interested organisations and NGOs in the field of policy making and e-democracy participation, with potentials of interconnection of our platforms. Impact/ usefulness to the The remarks and suggestions, as described above as well as the overall participants’ NOMAD Dissemination and Promotion Activity Reporting Template for consortium organized activities consortium from a technological perspective feedback it could be used from the consortium for improving and upgrading NOMAD tools in such a level that could potentially and in a future time launch an innovative technological product and/or services with added value to many different types of stakeholders, that in their daily routines have to crawl, analyse and extract argumentations from the web continuum. Material as Attachments (ppt, text, brochures etc): The material concerns the preparation as well as the implementation phases of the 2nd round of UK workshop organisation. More specifically: Workshop - Policy Formulation and Validation via NOMAD 12.11.14.pdf Questionnaire for NOMAD.pdf NOMAD-Workshop-Agenda-12.11.14.pdf NOMAD-Workshop-printed-directions.docx Amalias22-24Building.pdf NOMAD-Workshop-Invitation.pdf NOMAD-UK-Workshop-invitation-letter-22.10.14.docx NOMAD-Workshop-Participants.pdf NOMAD-Workshop-Participation-Form.pdf Publicity.docx 2nd UK Pilot Press Release-final.docx
Synergies links, complementarity with your other actions UNDP, OCHA, IFRC and CDEMA recently co - implemented two projects funded by ECHO - "Strengthening integrated early warning systems for a more effective reduction of disaster risk in the Caribbean through knowledge and tool transfer ”, and “Strengthen integrated and cohesive preparedness capacity at a regional, national and community level in the Caribbean”; and this action will build on the following: The EWS Toolkit will be promoted for use by the Community Hydrological Observer (CHO) network to be established/strengthened in the beneficiary communities (Result 3). The MHEWS Checklist will be utilized for incorporating gender considerations in this action. Notable is that this checklist was used in the proposal stage for inclusion of gender actions/considerations; The communications plan to support Saint Xxxxxxx and the Grenadines EWS, which provides guidance in the context of age, gender and vulnerable, will be utilized to enhance the gender marker during the implementation phase of the project. Also notable is that the MHEWS Checklist is slated for application in Trinidad and Tobago in early 2021 through funding provided by the CREWS Initiative. The findings arising from this analysis will be useful to Result 3 of this action, specifically the output related to the development of SOPs for issuing flood warning and the flood management plan. The Regional Risk Reduction Initiative (R3i) project funded by the European Union also produced a lesson report on public outreach in early warning which will be utilized to enhance the strategies used in the PEA for this action. IFRC’s community early warning systems: guiding principles (2012) will also be utilized by the team to strengthen the foundation for the design of the EWS at the strategic level (asking the right questions and exploring all relevant perspectives). Also notable is that UNDP will incorporate lessons from the ECHO funded drought and flood preparedness projects in Cuba and the Dominican Republic. UNDP Panama is already in preliminary discussion with the team to identify key lessons that can be incorporated. In terms of synergies with national actions, there is an existing programme at WRA called Adopt a River Programme that is funded by the Government of Trinidad through a Green Fund, which is an environmental fund derived from environmental taxes collected from businesses in Trinidad and Tobago. The mandate of this programme is to improve watershed...
Synergies. If the aggregate [Synergies] during the Performance Period equals or exceeds [$ ], then [twenty percent (20%)] of the total number of Stock Units subject to the Award shall become fully vested as of the last day of the Performance Period.
Synergies. The combination of YIT and Lemminkäinen is expected to create significant value for the shareholders of the Combined Company through the synergies arising from the coordination of the companies’ operations and through increasing business opportunities. The total synergies are estimated to amount to approximately EUR 40 million per annum, and they are expected to be realised in full by the end of 2020. The majority of the planned synergies are expected to be achieved through the decrease of administrative costs, development of procurement, streamlining of the organisation and coordination of operating methods and processes. A significant part of the synergies is expected to arise from YIT’s estimate that it will be able to accelerate growth due to stronger financial resources and improve, among other things, the revenue of YIT’s plot reserves by utilising new construction site resources. The Combined Company will benefit more and gain larger economies of scale from information system projects compared to YIT prior to the combination as the same system can be used by several parties. The integration of the operations will be started immediately after the proposed Merger is completed. The integration costs are expected to have a non-recurring cash flow effect of approximately EUR 40 million for years 2017–2019. YIT and Lemminkäinen will inform, consult and negotiate with the appropriate employee organisations regarding the social, financial and legal effects of the proposed Merger in accordance with the requirements of applicable laws. The Combined Company will continue to evaluate synergies beyond the current plans. The growth opportunities and advantages of synergies provided by the combination are expected to increase the Combined Company’s attractiveness as an investment. Furthermore, the Combined Company’s more balanced and improved risk profile together with improving competitiveness are expected to enable growing and attractive dividends to its shareholders in the future. The statements above concerning synergies and integration costs could constitute forward-looking statements that should not be unduly relied on. The actual results of operations could differ materially from the results of operations presented in the forward-looking statements due to numerous factors. For more information, see “Forward-looking Statements”. More information on the assumptions used to estimate the synergies and integration costs expected to arise from the Merger and the ...
