Synergies. Half of the clusters under Outcome I are shared among two or more UN organizations, reflecting a high potential for synergy in making sure social policy and economic development go hand in hand. Table IV.1 shows the participation of different agencies in the clusters.
Synergies. Participating UN Organizations will work closely together in the areas of prevention and protection frameworks against human trafficking and child labour; coordination of planning and monitoring in selected areas of education; public health; injury prevention; nutrition policy and food safety; environmental health; and sexual and reproductive health information. A total of nine UN organizations will contribute to the Joint Programme on HIV which will deliver results under the HIV services cluster. Table IV.2 – Participating UN Organizations Delivering Results under Outcome 2 Clusters FAO IFAD ILO UNAIDS UNIFEM UNDP UNICEF UNESCO HABITAT UNODC UNIDO UNFPA UNV WHO Protection services Education Non- communicable diseases, injury prevention and health promotion Family health and nutrition Environmental health Local integrated services for children Sexual and reproductive health and rights HIV services Health system strengthening OUTCOME 3 Viet Nam has adequate policies and capacities for environmental protection and the rational management of natural resources and cultural heritage for poverty reduction, economic growth, and improving the quality of life.
Synergies. By adopting a broad scope for Outcome 3, the One Plan envisages a comprehensive approach to sustainable development, including policies and institutional development, as well as addressing natural resource management, cultural heritage, rural development, energy and environment. Table IV.3 – UN Organizations Delivering Results under Outcome 3 Clusters FAO IFAD ILO UNAIDS UNIFEM UNDP UNICEF UNESCO HABITAT UNODC UNIDO UNFPA UNV WHO Sustainable development policies and institutional development Natural resource management Rural development Energy and environment
Synergies. Interaction among UN agencies in the domain of Public Administration Reform and legal capacity building will be further enhanced by the One Plan, with regards to support to decentralization, institutional mechanisms to monitor the implementation of the UN Convention against Corruption and the national anti- corruption law and a justice system in line with relevant international standards. Most notably, this cluster will involve the support of 12 UN organizations to improved national capacity and the implementation of the Law on Domestic Violence and the Law on Gender Equality through a Joint Programme on Gender. Table IV.4 – Participating UN Organizations Delivering Results under Outcome 4 clusters FAO IFAD ILO UNAIDS UNIFEM UNDP UNICEF UNESCO HABITAT UNODC UNIDO UNFPA UNV WHO Public Administration Reform and legal capacity building Representation and democratization
Synergies. Nearly 60% of the outputs under Outcome 5 are being delivered jointly by more than two organizations. UN Organisations will work together in Disaster Risk Reduction, Emergency Preparedness and Response based on their comparative advantage to further develop national capacity and preparedness. With regards to
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.
