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Sample records for improved profitability areva

  1. Areva 2007 results: accelerated growth and significantly improved profitability

    International Nuclear Information System (INIS)

    2008-02-01

    The AREVA group recorded accelerated growth and increased profitability in 2007, meeting both of its objectives for the year. The group made strategic inroads in fast growing markets. AREVA's integrated model met with record success in China, where GGNPC acquired two EPR nuclear islands in a combined order including both the reactors and the fuel, and the creation of a joint venture in engineering. Its T and D division was awarded the largest contract of its history in Qatar, making it the leader in a region where T and D was not even present a few years ago. For more than three years, AREVA has built up its capacity to meet surging demand in the nuclear power and T and D markets through an active policy of research and development and by capitalizing on the diversity and strength of its partnerships. Areva hired 8,600 people in 2006 and 11,500 people in 2007; this represents an investment in recruitment, training and integration of approximately euro 200 million per year. For 2008, the group foresees a further increase in its backlog, sales revenue and operating income. The Areva Group financial statements for 2007 are summarized below: - Backlog: euro 39.8 billion, up 55%; - Sales revenue: euro 11.9 billion, up 9.8% (up 10.4% like-for-like); - Operating income: euro 751 million, i.e. 6.3% operating margin, up 2.6 points compared with 2006; - Net income attributable to equity holders of the parent: euro 743 million (euro 20.95 per share), up from euro 649 million in 2006 (euro 18.31 per share); - Net debt: euro 1.954 billion, linked to the acquisition of UraMin; - Dividend: euro 6.77, to be proposed to the Annual General Meeting of Shareholders convening on April 17, 2008

  2. Areva: a profit that has more than doubled in 2005

    International Nuclear Information System (INIS)

    Anon.

    2006-01-01

    The turnover of Areva reached 10.125 milliard euros in 2005 which means a 3.1% increase. The sale of its connector department has enabled Areva to double its net profit to 1.049 milliard euros. This strategic move aims at re-centering the group's activities on the energy domain. Areva foresees a global improvement in the nuclear industry as nuclear energy begins appearing as an adequate answer to the growth of energy needs and to the environmental concerns linked to the emission of greenhouse gases. Areva expects to take one third of the worldwide nuclear market by 2010 with a 2-figure annual profit. (A.C.)

  3. Areva 2007 results: accelerated growth and significantly improved profitability; Areva resultats 2007: acceleration de la croissance et hausse significative de la profitabilite

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-02-15

    The AREVA group recorded accelerated growth and increased profitability in 2007, meeting both of its objectives for the year. The group made strategic inroads in fast growing markets. AREVA's integrated model met with record success in China, where GGNPC acquired two EPR nuclear islands in a combined order including both the reactors and the fuel, and the creation of a joint venture in engineering. Its T and D division was awarded the largest contract of its history in Qatar, making it the leader in a region where T and D was not even present a few years ago. For more than three years, AREVA has built up its capacity to meet surging demand in the nuclear power and T and D markets through an active policy of research and development and by capitalizing on the diversity and strength of its partnerships. Areva hired 8,600 people in 2006 and 11,500 people in 2007; this represents an investment in recruitment, training and integration of approximately euro 200 million per year. For 2008, the group foresees a further increase in its backlog, sales revenue and operating income. The Areva Group financial statements for 2007 are summarized below: - Backlog: euro 39.8 billion, up 55%; - Sales revenue: euro 11.9 billion, up 9.8% (up 10.4% like-for-like); - Operating income: euro 751 million, i.e. 6.3% operating margin, up 2.6 points compared with 2006; - Net income attributable to equity holders of the parent: euro 743 million (euro 20.95 per share), up from euro 649 million in 2006 (euro 18.31 per share); - Net debt: euro 1.954 billion, linked to the acquisition of UraMin; - Dividend: euro 6.77, to be proposed to the Annual General Meeting of Shareholders convening on April 17, 2008.

  4. AREVA in 2007, growth and profitability

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    This document is the 2007 activity report of the Areva group, the nuclear division of which is Number 1 worldwide in the front end of the nuclear cycle, in pressurized water reactors (in terms of installed capacity), and in the treatment and recycling of used nuclear fuel. The Transmission and Distribution division is Number 1 worldwide in market management software and grid management software, number 2 in high voltage products, and number 3 in medium voltage products. Content: Message from the Chairman of the Supervisory Board; Message from the Chief Executive Officer; Key data; 2007 highlights; Corporate governance; Organization of the group; Share information and shareholder relations; Solutions for CO{sub 2}-free power generation; Solutions for reliable electricity transmission and distribution; Governance; Continuous improvement; Financial performance; Innovation; Customer satisfaction; Commitment to employees; Environmental protection; Risk management and prevention; Dialogue and consensus building; Community involvement; Auditors' report; Reporting methodology; Data verified in 2007; Glossary; and 'to learn more' references.

  5. AREVA in 2007, growth and profitability

    International Nuclear Information System (INIS)

    2008-01-01

    This document is the 2007 activity report of the Areva group, the nuclear division of which is Number 1 worldwide in the front end of the nuclear cycle, in pressurized water reactors (in terms of installed capacity), and in the treatment and recycling of used nuclear fuel. The Transmission and Distribution division is Number 1 worldwide in market management software and grid management software, number 2 in high voltage products, and number 3 in medium voltage products. Content: Message from the Chairman of the Supervisory Board; Message from the Chief Executive Officer; Key data; 2007 highlights; Corporate governance; Organization of the group; Share information and shareholder relations; Solutions for CO 2 -free power generation; Solutions for reliable electricity transmission and distribution; Governance; Continuous improvement; Financial performance; Innovation; Customer satisfaction; Commitment to employees; Environmental protection; Risk management and prevention; Dialogue and consensus building; Community involvement; Auditors' report; Reporting methodology; Data verified in 2007; Glossary; and 'to learn more' references

  6. AREVA in 2007, growth and profitability

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    This document is the 2007 activity report of the Areva group, the nuclear division of which is Number 1 worldwide in the front end of the nuclear cycle, in pressurized water reactors (in terms of installed capacity), and in the treatment and recycling of used nuclear fuel. The Transmission and Distribution division is Number 1 worldwide in market management software and grid management software, number 2 in high voltage products, and number 3 in medium voltage products. Content: Message from the Chairman of the Supervisory Board; Message from the Chief Executive Officer; Key data; 2007 highlights; Corporate governance; Organization of the group; Share information and shareholder relations; Solutions for CO{sub 2}-free power generation; Solutions for reliable electricity transmission and distribution; Governance; Continuous improvement; Financial performance; Innovation; Customer satisfaction; Commitment to employees; Environmental protection; Risk management and prevention; Dialogue and consensus building; Community involvement; Auditors' report; Reporting methodology; Data verified in 2007; Glossary; and 'to learn more' references.

  7. Areva in 2007, growth and profitability

    International Nuclear Information System (INIS)

    2007-01-01

    This annual report 2007, presents the AREVA Group activities during the year. It contents the messages of the Chairman and Chief executive officer, the solutions offered by the group for CO 2 free power generation and reliable electricity transmission and distribution, the governance, the financial performance, the innovation, the environmental protection, the risk management and prevention, the audit's report and key data for the year 2007. (A.L.B.)

  8. Areva 2005 annual report

    International Nuclear Information System (INIS)

    2005-01-01

    This annual report contains information on AREVA's objectives, prospects and strategies, particularly in Chapters 4 and 7, as well as contains information on the markets, market shares and competitive position of the AREVA group. Content: 1 - Person responsible for the annual report and persons responsible for auditing the financial statements; 2 - Information pertaining to the transaction; 3 - General information on the company and share capital: Information on AREVA, Information on share capital and voting rights, Investment certificate trading, Dividends, Organizational chart of the AREVA group, Equity interests, Shareholders' agreements; 4 - Information on company operations, 5 - New developments and future prospects: Overview and strategy of the AREVA group, The Nuclear Power and Transmission and Distribution markets, AREVA group energy businesses, Front End Division, Reactors and Services Division, Back End Division, Transmission and Distribution Division, Major Contracts, The Group's principal sites, AREVA's customers and suppliers, Human resources, Sustainable Development and Continuous Improvement, Capital spending programs, Research and development, intellectual property and brand name programs, Risk and insurance; 6 - Assets - Financial position - financial performance: Analysis of and comments on the Group's financial position and performance, Human Resources report 2005, Environmental report, Consolidated financial statements, Notes to the consolidated financial statements, AREVA SA Financial statements 2005, Notes to the corporate financial statements; 7 - Corporate governance: Composition and functioning of administrative bodies, Executive compensation, Profit-sharing plans, AREVA Values Charter, Annual General Meeting of Shareholders of May 2, 2006; 8 - Recent developments and outlook: Events subsequent to year-end closing for 2005, Outlook

  9. Areva, reference document 2006

    International Nuclear Information System (INIS)

    2006-01-01

    This reference document contains information on the AREVA group's objectives, prospects and development strategies, particularly in Chapters 4 and 7. It contains information on the markets, market shares and competitive position of the AREVA group. Content: - 1 Person responsible for the reference document and persons responsible for auditing the financial statements; - 2 Information pertaining to the transaction (Not applicable); - 3 General information on the company and its share capital: Information on AREVA, on share capital and voting rights, Investment certificate trading, Dividends, Organization chart of AREVA group companies, Equity interests, Shareholders' agreements; - 4 Information on company operations, new developments and future prospects: Overview and strategy of the AREVA group, The Nuclear Power and Transmission and Distribution markets, The energy businesses of the AREVA group, Front End division, Reactors and Services division, Back End division, Transmission and Distribution division, Major contracts, The principal sites of the AREVA group, AREVA's customers and suppliers, Sustainable Development and Continuous Improvement, Capital spending programs, Research and development programs, intellectual property and trademarks, Risk and insurance; - 5 Assets - Financial position - Financial performance: Analysis of and comments on the group's financial position and performance, 2006 Human Resources Report, Environmental Report, Consolidated financial statements, Notes to the consolidated financial statements, AREVA SA financial statements, Notes to the corporate financial statements; 6 - Corporate Governance: Composition and functioning of corporate bodies, Executive compensation, Profit-sharing plans, AREVA Values Charter, Annual Combined General Meeting of Shareholders of May 3, 2007; 7 - Recent developments and future prospects: Events subsequent to year-end closing for 2006, Outlook; 8 - Glossary; 9 - Table of concordance

  10. Areva 2005 annual report; Areva rapport annuel 2005

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2005-07-01

    This annual report contains information on AREVA's objectives, prospects and strategies, particularly in Chapters 4 and 7, as well as contains information on the markets, market shares and competitive position of the AREVA group. Content: 1 - Person responsible for the annual report and persons responsible for auditing the financial statements; 2 - Information pertaining to the transaction; 3 - General information on the company and share capital: Information on AREVA, Information on share capital and voting rights, Investment certificate trading, Dividends, Organizational chart of the AREVA group, Equity interests, Shareholders' agreements; 4 - Information on company operations, 5 - New developments and future prospects: Overview and strategy of the AREVA group, The Nuclear Power and Transmission and Distribution markets, AREVA group energy businesses, Front End Division, Reactors and Services Division, Back End Division, Transmission and Distribution Division, Major Contracts, The Group's principal sites, AREVA's customers and suppliers, Human resources, Sustainable Development and Continuous Improvement, Capital spending programs, Research and development, intellectual property and brand name programs, Risk and insurance; 6 - Assets - Financial position - financial performance: Analysis of and comments on the Group's financial position and performance, Human Resources report 2005, Environmental report, Consolidated financial statements, Notes to the consolidated financial statements, AREVA SA Financial statements 2005, Notes to the corporate financial statements; 7 - Corporate governance: Composition and functioning of administrative bodies, Executive compensation, Profit-sharing plans, AREVA Values Charter, Annual General Meeting of Shareholders of May 2, 2006; 8 - Recent developments and outlook: Events subsequent to year-end closing for 2005, Outlook.

  11. Areva reference document 2007

    International Nuclear Information System (INIS)

    2008-01-01

    This reference document contains information on the AREVA group's objectives, prospects and development strategies, particularly in Chapters 4 and 7. It contains also information on the markets, market shares and competitive position of the AREVA group. Content: 1 - Person responsible for the reference document and persons responsible for auditing the financial statements; 2 - Information pertaining to the transaction (not applicable); 3 - General information on the company and its share capital: Information on Areva, Information on share capital and voting rights, Investment certificate trading, Dividends, Organization chart of AREVA group companies, Equity interests, Shareholders' agreements; 4 - Information on company operations, new developments and future prospects: Overview and strategy of the AREVA group, The Nuclear Power and Transmission and Distribution markets, The energy businesses of the AREVA group, Front End division, Reactors and Services division, Back End division, Transmission and Distribution division, Major contracts 140 Principal sites of the AREVA group, AREVA's customers and suppliers, Sustainable Development and Continuous Improvement, Capital spending programs, Research and Development programs, Intellectual Property and Trademarks, Risk and insurance; 5 - Assets financial position financial performance: Analysis of and comments on the group's financial position and performance, Human Resources report, Environmental report, Consolidated financial statements 2007, Notes to the consolidated financial statements, Annual financial statements 2007, Notes to the corporate financial statements; 6 - Corporate governance: Composition and functioning of corporate bodies, Executive compensation, Profit-sharing plans, AREVA Values Charter, Annual Ordinary General Meeting of Shareholders of April 17, 2008; 7 - Recent developments and future prospects: Events subsequent to year-end closing for 2007, Outlook; Glossary; table of concordance

  12. AREVA NP products and services for NPP operation and maintenance improvement

    International Nuclear Information System (INIS)

    Dechelette, Anne; Rat, Guy Le

    2009-01-01

    AREVA supplies customized services throughout the reactor improvement process according to clients' requirements: safety, performance, availability, obsolescence, operating and maintenance conditions, environment and technical assistance. Form design studies to on site modification and implementation including requalification tests, AREVA, as OEM*, has various products and services in the field of Engineering and Upgrading to satisfy client demands. In keeping with Inpo's AP913 approach, AREVA is particularly skilled in this methodology to help utilities improve availability factor and maintenance programs. AREVA has customized its services to many utilities in cooperating with local partners, suppliers, and engineering service providers through partnerships, consortiums, joint ventures, etc. AREVA's knowledge of the fleet's operation and maintenance experience helps NPP clients to identify the most cost effective improvements and approaches. Different examples of modifications of modifications and improvements performed in France and abroad illustrate AREVA's involvement in the NPP continuous upgrade process

  13. Areva, reference document 2006; Areva, document de reference 2006

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2006-07-01

    This reference document contains information on the AREVA group's objectives, prospects and development strategies, particularly in Chapters 4 and 7. It contains information on the markets, market shares and competitive position of the AREVA group. Content: - 1 Person responsible for the reference document and persons responsible for auditing the financial statements; - 2 Information pertaining to the transaction (Not applicable); - 3 General information on the company and its share capital: Information on AREVA, on share capital and voting rights, Investment certificate trading, Dividends, Organization chart of AREVA group companies, Equity interests, Shareholders' agreements; - 4 Information on company operations, new developments and future prospects: Overview and strategy of the AREVA group, The Nuclear Power and Transmission and Distribution markets, The energy businesses of the AREVA group, Front End division, Reactors and Services division, Back End division, Transmission and Distribution division, Major contracts, The principal sites of the AREVA group, AREVA's customers and suppliers, Sustainable Development and Continuous Improvement, Capital spending programs, Research and development programs, intellectual property and trademarks, Risk and insurance; - 5 Assets - Financial position - Financial performance: Analysis of and comments on the group's financial position and performance, 2006 Human Resources Report, Environmental Report, Consolidated financial statements, Notes to the consolidated financial statements, AREVA SA financial statements, Notes to the corporate financial statements; 6 - Corporate Governance: Composition and functioning of corporate bodies, Executive compensation, Profit-sharing plans, AREVA Values Charter, Annual Combined General Meeting of Shareholders of May 3, 2007; 7 - Recent developments and future prospects: Events subsequent to year-end closing for 2006, Outlook; 8 - Glossary; 9 - Table of concordance.

  14. Areva, reference document 2006; Areva, document de reference 2006

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2006-07-01

    This reference document contains information on the AREVA group's objectives, prospects and development strategies, particularly in Chapters 4 and 7. It contains information on the markets, market shares and competitive position of the AREVA group. Content: - 1 Person responsible for the reference document and persons responsible for auditing the financial statements; - 2 Information pertaining to the transaction (Not applicable); - 3 General information on the company and its share capital: Information on AREVA, on share capital and voting rights, Investment certificate trading, Dividends, Organization chart of AREVA group companies, Equity interests, Shareholders' agreements; - 4 Information on company operations, new developments and future prospects: Overview and strategy of the AREVA group, The Nuclear Power and Transmission and Distribution markets, The energy businesses of the AREVA group, Front End division, Reactors and Services division, Back End division, Transmission and Distribution division, Major contracts, The principal sites of the AREVA group, AREVA's customers and suppliers, Sustainable Development and Continuous Improvement, Capital spending programs, Research and development programs, intellectual property and trademarks, Risk and insurance; - 5 Assets - Financial position - Financial performance: Analysis of and comments on the group's financial position and performance, 2006 Human Resources Report, Environmental Report, Consolidated financial statements, Notes to the consolidated financial statements, AREVA SA financial statements, Notes to the corporate financial statements; 6 - Corporate Governance: Composition and functioning of corporate bodies, Executive compensation, Profit-sharing plans, AREVA Values Charter, Annual Combined General Meeting of Shareholders of May 3, 2007; 7 - Recent developments and future prospects: Events subsequent to year-end closing for 2006, Outlook; 8 - Glossary; 9 - Table of concordance.

  15. Areva reference document 2007; Areva document de reference 2007

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    This reference document contains information on the AREVA group's objectives, prospects and development strategies, particularly in Chapters 4 and 7. It contains also information on the markets, market shares and competitive position of the AREVA group. Content: 1 - Person responsible for the reference document and persons responsible for auditing the financial statements; 2 - Information pertaining to the transaction (not applicable); 3 - General information on the company and its share capital: Information on Areva, Information on share capital and voting rights, Investment certificate trading, Dividends, Organization chart of AREVA group companies, Equity interests, Shareholders' agreements; 4 - Information on company operations, new developments and future prospects: Overview and strategy of the AREVA group, The Nuclear Power and Transmission and Distribution markets, The energy businesses of the AREVA group, Front End division, Reactors and Services division, Back End division, Transmission and Distribution division, Major contracts 140 Principal sites of the AREVA group, AREVA's customers and suppliers, Sustainable Development and Continuous Improvement, Capital spending programs, Research and Development programs, Intellectual Property and Trademarks, Risk and insurance; 5 - Assets financial position financial performance: Analysis of and comments on the group's financial position and performance, Human Resources report, Environmental report, Consolidated financial statements 2007, Notes to the consolidated financial statements, Annual financial statements 2007, Notes to the corporate financial statements; 6 - Corporate governance: Composition and functioning of corporate bodies, Executive compensation, Profit-sharing plans, AREVA Values Charter, Annual Ordinary General Meeting of Shareholders of April 17, 2008; 7 - Recent developments and future prospects: Events subsequent to year-end closing for 2007, Outlook; Glossary; table of concordance.

  16. Areva 2005 annual report; Areva rapport annuel 2005

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2005-07-01

    This annual report contains information on AREVA's objectives, prospects and strategies, particularly in Chapters 4 and 7, as well as contains information on the markets, market shares and competitive position of the AREVA group. Content: 1 - Person responsible for the annual report and persons responsible for auditing the financial statements; 2 - Information pertaining to the transaction; 3 - General information on the company and share capital: Information on AREVA, Information on share capital and voting rights, Investment certificate trading, Dividends, Organizational chart of the AREVA group, Equity interests, Shareholders' agreements; 4 - Information on company operations, 5 - New developments and future prospects: Overview and strategy of the AREVA group, The Nuclear Power and Transmission and Distribution markets, AREVA group energy businesses, Front End Division, Reactors and Services Division, Back End Division, Transmission and Distribution Division, Major Contracts, The Group's principal sites, AREVA's customers and suppliers, Human resources, Sustainable Development and Continuous Improvement, Capital spending programs, Research and development, intellectual property and brand name programs, Risk and insurance; 6 - Assets - Financial position - financial performance: Analysis of and comments on the Group's financial position and performance, Human Resources report 2005, Environmental report, Consolidated financial statements, Notes to the consolidated financial statements, AREVA SA Financial statements 2005, Notes to the corporate financial statements; 7 - Corporate governance: Composition and functioning of administrative bodies, Executive compensation, Profit-sharing plans, AREVA Values Charter, Annual General Meeting of Shareholders of May 2, 2006; 8 - Recent developments and outlook: Events subsequent to year-end closing for 2005, Outlook.

  17. Areva reference document 2007; Areva document de reference 2007

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    This reference document contains information on the AREVA group's objectives, prospects and development strategies, particularly in Chapters 4 and 7. It contains also information on the markets, market shares and competitive position of the AREVA group. Content: 1 - Person responsible for the reference document and persons responsible for auditing the financial statements; 2 - Information pertaining to the transaction (not applicable); 3 - General information on the company and its share capital: Information on Areva, Information on share capital and voting rights, Investment certificate trading, Dividends, Organization chart of AREVA group companies, Equity interests, Shareholders' agreements; 4 - Information on company operations, new developments and future prospects: Overview and strategy of the AREVA group, The Nuclear Power and Transmission and Distribution markets, The energy businesses of the AREVA group, Front End division, Reactors and Services division, Back End division, Transmission and Distribution division, Major contracts 140 Principal sites of the AREVA group, AREVA's customers and suppliers, Sustainable Development and Continuous Improvement, Capital spending programs, Research and Development programs, Intellectual Property and Trademarks, Risk and insurance; 5 - Assets financial position financial performance: Analysis of and comments on the group's financial position and performance, Human Resources report, Environmental report, Consolidated financial statements 2007, Notes to the consolidated financial statements, Annual financial statements 2007, Notes to the corporate financial statements; 6 - Corporate governance: Composition and functioning of corporate bodies, Executive compensation, Profit-sharing plans, AREVA Values Charter, Annual Ordinary General Meeting of Shareholders of April 17, 2008; 7 - Recent developments and future prospects: Events subsequent to year-end closing for 2007, Outlook; Glossary; table of

  18. Areva - Half year 2016 results: Improvement of EBITDA margin to 16% (vs. 12% in H1 2015) in a still unfavorable environment

    International Nuclear Information System (INIS)

    Lachaux, Manuel; Jugean, Anne-Sophie

    2016-01-01

    The first half was an extremely active one for the consolidation of Areva's base of operations and for the deployment of the strategic road-map, where numerous milestones have been achieved. Areva's backlog and revenue are rising, while operating profitability continues to improve notably thanks to the group performance plans. On June 15, Areva presented its action plan for the creation of NEW CO, which detailed the achievements necessary to the complete and effective transformation of Areva. In particular, they include the plan to sell AREVA NP's operations, which met a new milestone with the signing of a memorandum of understanding with EDF, confirming the sale price and the schedule for closing by the end of 2017. Added to this memorandum of understanding was the completion of the sale of Canberra, the shut-down of the Bioenergy business and the upcoming sale of Adwen. The group intensified its discussions aimed at attracting strategic investors which could participate in the capital increase for NEW CO. Signs of interest have already been given. Meanwhile, liquidity requirements were secured for 2016. Armed with these actions and achievements, the group refines its objective for net cash flow from company operations, putting it at -1.5 billion euros for the current year, in the upper end of the range indicated at the beginning of the year

  19. Zero tolerance for failure. An AREVA initiative to improve reliability

    International Nuclear Information System (INIS)

    Lippert, Hans-Joachim; Gentet, Guy; Mollard, Pierre; Garner, Norman

    2010-01-01

    Significant improvements in fuel reliability have been realized over the past 2 decades, but total elimination of failures has remained elusive. Driving reliability to higher levels requires a philosophy that does not accept that even infrequent and isolated failures are inevitable - it was on this foundation that Areva's Zero Tolerance for Failure (ZTF) initiative was established. This is not in itself either a program or project, but a fundamental shift in the way of thinking about work according to the following four principles: - Failures are avoidable, - Zero failures are our goal, - We will respond rapidly to any failure, - We succeed when we fix failures in a way that precludes recurrence. The shift to a ZTF philosophy is a broad change in corporate culture that expands the concept of failure far beyond cases where fuel rod cladding integrity is breached. While this paper specifically illustrates the ways in which ZTF has shaped the company's response to enhancing fuel rod reliability, ZTF extends to any failures of fuel products to deliver expected levels of performance, manufacturing processes to meet specifications and high first-pass acceptance criteria, and beyond to error-free performance of engineering analyses and cycle design and licensing services. Application of ZTF to enhancing fuel reliability deploys efforts in the areas of manufacturing, human factors, design, R and D, processes and product strategy. In order to achieve the necessary improvements, a number of important actions have been initiated across regions and facilities. In addition to these global scale projects and measures, each region contributes by adopting measures which are relevant to its particular activities and market needs. (orig.)

  20. 'Action 2016': AREVA's strategic action plan to improve performance

    International Nuclear Information System (INIS)

    Marie, Patricia; Floquet-Daubigeon, Fleur; Michaut, Maxime; De Scorbiac, Marie; Du Repaire, Philippine

    2011-01-01

    On December 12, 2011, Luc Oursel, Executive Officer of AREVA, and Pierre Aubouin, Chief Financial Executive Officer, presented the group's 'Action 2016' strategic action plan based on an in-depth analysis of the market's outlook. This document makes, first, a Detailed presentation of the 'Action 2016' plan and then presents the group's financial outlook: - Full-year 2011 immediate accounting consequences of the new market environment: operating losses expected in 2011; - 2012-2013 transition period Objective: self-finance capex in cumulative terms; - 2014-2016: safe growth and cash generation, free operating cash flow at break-even beginning in 2013, above euro 1 bn per year beginning in 2015

  1. Report on responsible growth. AREVA in 2008

    International Nuclear Information System (INIS)

    2009-01-01

    All over the world, AREVA supplies its customers with solutions for carbon-free power generation and electricity transmission and distribution. With its knowledge and expertise in these fields, the group has a leading role to play in meeting the world's energy needs. Ranked first in the global nuclear power industry, AREVA's unique integrated offering covers every stage of the fuel cycle, reactor design and construction, and related services. In addition, the group is expanding its operations in renewable energies. AREVA is also a world leader in electricity transmission and distribution and offers its customers a complete range of solutions for greater grid stability and energy efficiency. Sustainable development is a core component of the group's industrial strategy. Its 75,000 employees work every day to make AREVA a responsible industrial player that is helping to supply ever cleaner, safer and more economical energy to the greatest number of people. Sustainable development is a keystone of AREVA's industrial strategy for achieving growth that is profitable, socially responsible and respectful of the environment. To translate this choice into reality, AREVA integrates sustainable development into its management practices via a continuous improvement initiative revolving around ten commitments: customer satisfaction, financial performance, governance, community involvement, environmental protection, innovation, continuous improvement, commitment to employees, risk management and prevention, dialogue and consensus building. This document is Areva's 2008 report on responsible growth. After the Messages from the Chairman of the Supervisory Board and from the Chief Executive Officer, the report presents the Key data and Highlights of the period, the Corporate governance, the Organization of the group, the Share information and shareholder relations, the uranium reserves, the growing energy demand and the World's population demographic growth, Areva's actions to

  2. Improving profitability in a grassroots refinery

    Energy Technology Data Exchange (ETDEWEB)

    Coombs, T. [Star Petroleum Refining Co. Ltd. (Thailand); Kennedy, P.; Bhargava, S. [KBC Process Technology Ltd. (United Kingdom)

    1999-05-01

    Actions taken to maximise profit at the Star Refinery in Thailand are described. The company made good use of the Profit Improvement Programme (PIP) (which specialises in refinery economics) and the way in which PIP addressed the problem and the benefits derived therefrom is the nub of this paper. The efforts appear to have been more than satisfactory from the aspect of increasing profit margins. (UK)

  3. AREVA annual results 2009

    International Nuclear Information System (INIS)

    2009-01-01

    AREVA expanded its backlog and increased its revenues compared with 2008, on strong installed base business and dynamic major projects, fostering growth in operating income of 240 million euros. As announced previously, Areva is implementing a financing plan suited to its objectives of profitable growth. The plan was implemented successfully in 2009, including the conclusion of an agreement, under very satisfactory terms, to sell its Transmission and Distribution business for 4 billion euros, asset sales for more than 1.5 billion euros, and successful bond issues of 3 billion euros. The plan will continue in 2010 with a capital increase, the completion of asset disposals and cost reduction and continued operational performance improvement programs. Areva bolstered its Renewable Energies business segment by supplementing its offshore wind power and biomass businesses with the acquisition of Ausra, a California-based leader in concentrated solar power technology. Despite the sale of T and D, Areva is maintaining its financial performance outlook for 2012: 12% average annual revenue growth to 12 billion euros in 2012, double digit operating margin and substantially positive free operating cash flow. Annual results 2009: - For the group as a whole, including Transmission and Distribution: Backlog: euros 49.4 bn (+2.5%), Revenues: euros 14 bn (+6.4%), Operating income: euros 501 m (+20.1%); - Nuclear and Renewable Energies perimeter: Backlog: euros 43.3 bn (+1.8%), Strong revenue growth: +5.4% to euros 8.5 bn, Operating income before provision for the Finnish project in the first half of 2009: euros 647 m, Operating income: euros 97 m, for a euros 240 m increase from 2008; - Net income attributable to equity holders of the parent: euros 552 m, i.e. euros 15.59 per share; - Net debt: euros 6,193 m; - Pro-forma net debt, including net cash to be received from the sale of T and D in 2010: euros 3,022 m; - Dividend of euros 7.06 per share to be proposed during the Annual

  4. Environmental assessment, continual improvement and adaptive management within the AREVA sustainable development framework

    International Nuclear Information System (INIS)

    Rosaasen, A.; Frostad, S.

    2006-01-01

    COGEMA Resources Inc. (which is part of the AREVA Group) is a Canadian company with its head office in Saskatoon, Saskatchewan. It owns and operates mining and milling facilities in northern Saskatchewan, which produce uranium concentrate. The McClean Lake Operation commenced production in 1999 and its environmental management system represents an integrated approach to environmental assessment, continual improvement and adaptive management based on operational results. In Canada, sustainable development is promoted through the application of the Canadian Environmental Assessment Act (CEAA). Environmental Assessment (EA) is a planning tool, which incorporates environmental considerations before irrevocable decisions are taken. The basic tenet of the Act is the determination of whether the potential environmental effects of a project are adverse, significant and likely, taking into consideration mitigation measures. Thus, project planning and design entails an iterative process that incorporates mitigation measures to minimize potentially significant adverse effects. As part of the EA process conservative approaches are taken to predict potential effects. Several important elements are generated through the EA process including: a set of environmental effects predictions, a compliance and environmental effects monitoring program, a follow-up program to address uncertainties in the prediction of environmental effects, and the identification of contingency measures that could be implemented should non-conservative assumptions be identified in the original assessment framework. The challenge is to integrate each of these elements into the environmental management framework of the operating facility and develop an iterative mechanism to evaluate operational performance relative to what was originally predicted. In Saskatchewan, a requirement of operational licenses is the periodic evaluation of the 'Status of the Environment' surrounding operational facilities. These

  5. Areva - 2011 Annual results

    International Nuclear Information System (INIS)

    Marie, Patricia; Briand, Pauline; Michaut, Maxime; Scorbiac, Marie de; Repaire, Philippine du

    2012-01-01

    Areva's backlog established at 45.6 billion euros at the end of 2011, significantly increasing at the end of a year marked by the Fukushima accident, confirms the commercial dynamism of the group alongside its customers and reinforces the visibility on its future business level. In a difficult context, the slight decline in revenue in 2011 demonstrates the robustness of Areva's integrated model, resting mainly on recurring business generated in relation to Areva's customers' nuclear installed base, and benefiting from the development of Areva's renewable energies operations. Free operating cash flow before tax, although down over the whole year in 2011, improved in the second half, showing the first effects of Areva's stronger focus on cash generation and debt management. After the success of Areva's bond issue in September 2011, the Group's liquidity remains high at the end of 2011. The Areva teams are now dedicating all of their efforts to the deployment of the 'Action 2016' strategic action plan, which had already yielded its first positive results at the end of 2011, with an improvement in the cost structure of Areva's operations, an increase in order intake, and the launch of several disposals of minority interests. Summary of the 2011 financial results: - Backlog: euro 45.6 bn, +3.1% vs. 2010, i.e +6.7% over 3 months; - Revenue: euro 8.872 bn, i.e -2.6% vs. 2010; - Operating income: - euro 1.923 bn; - Net income attributable to equity owners of the parent: - euro 2.424 bn; - EBITDA: euro 1.068 bn ( euro 420 m excluding Siemens impact); - Free operating cash flow before tax: - euro 2.397 bn (- euro 1.366 bn excluding Siemens impacts), improvement over the second half; - Decrease in net debt of euro 124 m for the year; - Significant drop in general and administrative expenses, with a noticeable reduction between the first and the second half; - Launch of several disposals of minority interests

  6. AREVA: Operating performance shows distinct improvement; Results heavily impacted by the cost of remedial measures

    International Nuclear Information System (INIS)

    2016-01-01

    The 2015 results illustrate the progress AREVA made in 2015 and open up favorable prospects for 2016 and the following years in view of its fundamentals. The group's competitiveness plan had a very positive impact on its costs and cash, despite the heavy net loss situation which continues and in a market environment that remained difficult in 2015. Half of this loss of 2 billion Euro is due to additional provisions for OL3 and half to provisions for restructuring and impairment related to market conditions. Concerning the group's liquidity, 2016 is funded and the capital increase which will be launched in the coming months will enable AREVA to gradually regain the group's positive profile. A new phase awaits the Group in 2016 with clarity and confidence in the implementation of the restructuring announced in 2015 and in particular the autonomy of AREVA NP and the creation of New AREVA

  7. Report on responsible growth. AREVA in 2008; Rapport de croissance responsable. AREVA en 2008

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2009-07-01

    All over the world, AREVA supplies its customers with solutions for carbon-free power generation and electricity transmission and distribution. With its knowledge and expertise in these fields, the group has a leading role to play in meeting the world's energy needs. Ranked first in the global nuclear power industry, AREVA's unique integrated offering covers every stage of the fuel cycle, reactor design and construction, and related services. In addition, the group is expanding its operations in renewable energies. AREVA is also a world leader in electricity transmission and distribution and offers its customers a complete range of solutions for greater grid stability and energy efficiency. Sustainable development is a core component of the group's industrial strategy. Its 75,000 employees work every day to make AREVA a responsible industrial player that is helping to supply ever cleaner, safer and more economical energy to the greatest number of people. Sustainable development is a keystone of AREVA's industrial strategy for achieving growth that is profitable, socially responsible and respectful of the environment. To translate this choice into reality, AREVA integrates sustainable development into its management practices via a continuous improvement initiative revolving around ten commitments: customer satisfaction, financial performance, governance, community involvement, environmental protection, innovation, continuous improvement, commitment to employees, risk management and prevention, dialogue and consensus building. This document is Areva's 2008 report on responsible growth. After the Messages from the Chairman of the Supervisory Board and from the Chief Executive Officer, the report presents the Key data and Highlights of the period, the Corporate governance, the Organization of the group, the Share information and shareholder relations, the uranium reserves, the growing energy demand and the World's population demographic

  8. Areva - 2014 Reference document

    International Nuclear Information System (INIS)

    2015-01-01

    Areva supplies high added-value products and services to support the operation of the global nuclear fleet. The company is present throughout the entire nuclear cycle, from uranium mining to used fuel recycling, including nuclear reactor design and operating services. Areva is recognized by utilities around the world for its expertise, its skills in cutting-edge technologies and its dedication to the highest level of safety. Areva's 44,000 employees are helping build tomorrow's energy model: supplying ever safer, cleaner and more economical energy to the greatest number of people. This Reference Document contains information on Areva's objectives, prospects and development strategies. It contains estimates of the markets, market shares and competitive position of Areva. Contents: 1 - Person responsible; 2 - Statutory auditors; 3 - Selected financial information; 4 - Risk factors; 5 - Information about the issuer; 6 - Business overview; 7 - Organizational structure; 8 - Property, plant and equipment; 9 - Analysis of and comments on the group's financial position and performance; 10 - Capital resources; 11 - Research and development programs, patents and licenses; 12 - Trend information; 13 - Profit forecasts; 14 - Administrative, management and supervisory bodies and senior management; 15 - Compensation and benefits; 16 - Functioning of administrative, management and supervisory bodies and senior management; 17 - Employees; 18 - Principal shareholders; 19 - Transactions with related parties; 20 - Financial information concerning assets, financial positions and financial performance; 21 - Additional information; 22 - Major contracts; 23 - Third party information, statements by experts and declarations of interest; 24 - Documents on display; 25 - information on holdings; appendix: Report of the Chairman of the Board of Directors on governance, internal control procedures and risk management, Statutory Auditors' report, Corporate social

  9. AREVA 2009 reference document

    International Nuclear Information System (INIS)

    2009-01-01

    This Reference Document contains information on the AREVA group's objectives, prospects and development strategies. It contains information on the markets, market shares and competitive position of the AREVA group. This information provides an adequate picture of the size of these markets and of the AREVA group's competitive position. Content: 1 - Person responsible for the Reference Document and Attestation by the person responsible for the Reference Document; 2 - Statutory and Deputy Auditors; 3 - Selected financial information; 4 - Risks: Risk management and coverage, Legal risk, Industrial and environmental risk, Operating risk, Risk related to major projects, Liquidity and market risk, Other risk; 5 - Information about the issuer: History and development, Investments; 6 - Business overview: Markets for nuclear power and renewable energies, AREVA customers and suppliers, Overview and strategy of the group, Business divisions, Discontinued operations: AREVA Transmission and Distribution; 7 - Organizational structure; 8 - Property, plant and equipment: Principal sites of the AREVA group, Environmental issues that may affect the issuer's; 9 - Analysis of and comments on the group's financial position and performance: Overview, Financial position, Cash flow, Statement of financial position, Events subsequent to year-end closing for 2009; 10 - Capital Resources; 11 - Research and development programs, patents and licenses; 12 -trend information: Current situation, Financial objectives; 13 - Profit forecasts or estimates; 14 - Administrative, management and supervisory bodies and senior management; 15 - Compensation and benefits; 16 - Functioning of corporate bodies; 17 - Employees; 18 - Principal shareholders; 19 - Transactions with related parties: French state, CEA, EDF group; 20 - Financial information concerning assets, financial positions and financial performance; 21 - Additional information: Share capital, Certificate of incorporation and by-laws; 22 - Major

  10. Areva in 2006

    International Nuclear Information System (INIS)

    2007-01-01

    This document is the 2006 activity report of the Areva group and presents the 2006 highlights of the nuclear division (front end of the nuclear cycle, pressurized water reactors, treatment and recycling of used nuclear fuel) and of the Transmission and Distribution division. Content: Message from the Chairman of the Supervisory Board; Message from the Chief Executive Officer; the World in 2006; Areva 2006 highlights; business review; key data; Areva around the World; policy of continuous innovation; five years of sustainable development; governance; Continuous improvement; Financial performance; Innovation; Customer satisfaction; Commitment to employees; Environmental protection; Risk management and prevention; Dialogue and consensus building; Community involvement; corporate governance; organization of the group; Share information and shareholder relations; glossary; learn more

  11. Nuclear - the faint hope Areva

    International Nuclear Information System (INIS)

    Dupin, Ludovic

    2015-01-01

    This article discusses the future of Areva as a part of its activities (nuclear reactor building and maintenance) is now managed by EDF. The author notices that Areva's present situation looks like the Cogema's one before its merge with Framatome and some CEA activities to give birth to Areva. The main problem is the debt for a group which possesses important assets (hyper-profitable uranium mines, advanced technology plants for nuclear fuel processing) and opportunities (the possibility to become a leader in the dismantling activity, to take advantage of the increasing uranium demand), but is unable to self-finance, suffers from its heavy organisation which needs to be reviewed and even separated into two companies, and is also threatened by the cost of new reactors and by being too small to launch new projects in front of the giants of the mining sector

  12. AREVA decommissioning strategy and programme

    International Nuclear Information System (INIS)

    Gay, A.

    2008-01-01

    As with any industrial installation, a nuclear facility has an operating life that requires accounting for its shutdown. In compliance with its sustainable development commitments, AREVA accounts this via its own decommissioning resources to value and make sites fit for further use. These capabilities guarantee the reversibility of the nuclear industry. Thus, the nuclear site value development constitutes an important activity for AREVA, which contributes to the acceptance of nuclear in line with the AREVA continuous policy of sustainable development which is to be fully responsible from the creation, during the operation, to the dismantling of its facilities in all respects with safety, local acceptance and environment. AREVA has already performed a large variety of operation during the life-time of its installations such as heavy maintenance, equipment replacement, upgrading operation. Nowadays, a completely different dimension is emerging with industrial decommissioning operations of nuclear fuel cycle installations: enrichment gaseous diffusion plant, fuel assembly plants, recycling and reprocessing facilities. These activities constitute a major know-how for AREVA. For this reason, the group decided, beginning of 2008, to gather 4 projects in one business unit called Nuclear Site Value Development - a reprocessing plant UP2 400 on AREVA La Hague site, a reprocessing plant UP1 on AREVA Marcoule site, a MOX fuel plant on Cadarache and 2 sites (SICN Veurey and Annecy) that handled GCR fuel fabrication). The main objectives are to enhance the feed back, to contribute to performance improvements, to value professionals and to put innovation forward. The following article will describe in a first part the main decommissioning programmes managed by AREVA NC Nuclear Site Value Development Business Unit. The second part will deal with strategic approaches. A more efficient organization with integration of the supply chain and innovation will be part of the main drivers

  13. AREVA - 2013 Reference document

    International Nuclear Information System (INIS)

    2014-01-01

    This Reference Document contains information on the AREVA group's objectives, prospects and development strategies, as well as estimates of the markets, market shares and competitive position of the AREVA group. Content: 1 - Person responsible for the Reference Document; 2 - Statutory auditors; 3 - Selected financial information; 4 - Description of major risks confronting the company; 5 - Information about the issuer; 6 - Business overview; 7 - Organizational structure; 8 - Property, plant and equipment; 9 - Situation and activities of the company and its subsidiaries; 10 - Capital resources; 11 - Research and development programs, patents and licenses; 12 - Trend information; 13 - Profit forecasts or estimates; 14 - Management and supervisory bodies; 15 - Compensation and benefits; 16 - Functioning of the management and supervisory bodies; 17 - Human resources information; 18 - Principal shareholders; 19 - Transactions with related parties; 20 - Financial information concerning assets, financial positions and financial performance; 21 - Additional information; 22 - Major contracts; 23 - Third party information, statements by experts and declarations of interest; 24 - Documents on display; 25 - Information on holdings; Appendix 1: report of the supervisory board chairman on the preparation and organization of the board's activities and internal control procedures; Appendix 2: statutory auditors' reports; Appendix 3: environmental report; Appendix 4: non-financial reporting methodology and independent third-party report on social, environmental and societal data; Appendix 5: ordinary and extraordinary general shareholders' meeting; Appendix 6: values charter; Appendix 7: table of concordance of the management report; glossaries

  14. AREVA 2010 Reference document

    International Nuclear Information System (INIS)

    2010-01-01

    After a presentation of the person responsible for this document, and of statutory auditors, this report proposes some selected financial information. Then, it addresses, presents and comments the different risk factors: risk management and coverage, legal risk, industrial and environmental risk, operational risk, risks related to major projects, liquidity and market risk, and other risk. Then, after a presentation of the issuer, it proposes a business overview (markets for nuclear and renewable energies, AREVA customers and suppliers, strategy, activities), a presentation of the organizational structure, a presentation of AREVA properties, plants and equipment (sites, environmental issues), an analysis and comment of the group's financial position and performance, a presentation of its capital resources, an overview of its research and development activities, programs, patents and licenses. It indicates profit forecast and estimates, presents the administrative, management and supervisory bodies, and compensation and benefits amounts, reports of the functioning of corporate bodies. It describes the human resource company policy, indicates the main shareholders and transactions with related parties. It proposes financial information concerning assets, financial positions and financial performance. This document contains its French and its English versions

  15. Areva - 2011 Reference document

    International Nuclear Information System (INIS)

    2011-01-01

    After having indicated the person responsible of this document and the legal account auditors, and provided some financial information, this document gives an overview of the different risk factors existing in the company: law risks, industrial and environmental risks, operational risks, risks related to large projects, market and liquidity risks. Then, after having recalled the history and evolution of the company and the evolution of its investments over the last five years, it proposes an overview of Areva's activities on the markets of nuclear energy and renewable energies, of its clients and suppliers, of its strategy, of the activities of its different departments. Other information are provided: company's flow chart, estate properties (plants, equipment), an analysis of its financial situation, its research and development policy, the present context, profit previsions or estimations, management organization and operation

  16. AREVA 2009 reference document; AREVA document de reference 2009

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2009-07-01

    This Reference Document contains information on the AREVA group's objectives, prospects and development strategies. It contains information on the markets, market shares and competitive position of the AREVA group. This information provides an adequate picture of the size of these markets and of the AREVA group's competitive position. Content: 1 - Person responsible for the Reference Document and Attestation by the person responsible for the Reference Document; 2 - Statutory and Deputy Auditors; 3 - Selected financial information; 4 - Risks: Risk management and coverage, Legal risk, Industrial and environmental risk, Operating risk, Risk related to major projects, Liquidity and market risk, Other risk; 5 - Information about the issuer: History and development, Investments; 6 - Business overview: Markets for nuclear power and renewable energies, AREVA customers and suppliers, Overview and strategy of the group, Business divisions, Discontinued operations: AREVA Transmission and Distribution; 7 - Organizational structure; 8 - Property, plant and equipment: Principal sites of the AREVA group, Environmental issues that may affect the issuer's; 9 - Analysis of and comments on the group's financial position and performance: Overview, Financial position, Cash flow, Statement of financial position, Events subsequent to year-end closing for 2009; 10 - Capital Resources; 11 - Research and development programs, patents and licenses; 12 -trend information: Current situation, Financial objectives; 13 - Profit forecasts or estimates; 14 - Administrative, management and supervisory bodies and senior management; 15 - Compensation and benefits; 16 - Functioning of corporate bodies; 17 - Employees; 18 - Principal shareholders; 19 - Transactions with related parties: French state, CEA, EDF group; 20 - Financial information concerning assets, financial positions and financial performance; 21 - Additional information: Share capital, Certificate of incorporation and

  17. Areva - 2011 Annual results; Areva - Resultats annuels 2011

    Energy Technology Data Exchange (ETDEWEB)

    Marie, Patricia; Briand, Pauline; Michaut, Maxime; Scorbiac, Marie de; Repaire, Philippine du

    2012-03-01

    Areva's backlog established at 45.6 billion euros at the end of 2011, significantly increasing at the end of a year marked by the Fukushima accident, confirms the commercial dynamism of the group alongside its customers and reinforces the visibility on its future business level. In a difficult context, the slight decline in revenue in 2011 demonstrates the robustness of Areva's integrated model, resting mainly on recurring business generated in relation to Areva's customers' nuclear installed base, and benefiting from the development of Areva's renewable energies operations. Free operating cash flow before tax, although down over the whole year in 2011, improved in the second half, showing the first effects of Areva's stronger focus on cash generation and debt management. After the success of Areva's bond issue in September 2011, the Group's liquidity remains high at the end of 2011. The Areva teams are now dedicating all of their efforts to the deployment of the 'Action 2016' strategic action plan, which had already yielded its first positive results at the end of 2011, with an improvement in the cost structure of Areva's operations, an increase in order intake, and the launch of several disposals of minority interests. Summary of the 2011 financial results: - Backlog: euro 45.6 bn, +3.1% vs. 2010, i.e +6.7% over 3 months; - Revenue: euro 8.872 bn, i.e -2.6% vs. 2010; - Operating income: - euro 1.923 bn; - Net income attributable to equity owners of the parent: - euro 2.424 bn; - EBITDA: euro 1.068 bn ( euro 420 m excluding Siemens impact); - Free operating cash flow before tax: - euro 2.397 bn (- euro 1.366 bn excluding Siemens impacts), improvement over the second half; - Decrease in net debt of euro 124 m for the year; - Significant drop in general and administrative expenses, with a noticeable reduction between the first and the second half; - Launch of several disposals of minority interests

  18. Profitability of Irrigated Improved Pecan Orchards in the Southern Plains

    OpenAIRE

    Springer, Job D.; Swinford, Wyatt; Rohla, Charles

    2011-01-01

    The objective was to determine if an irrigated improved pecan orchard is economical relative to agronomic systems commonly implemented by producers that have access to irrigation. Results show that the improved pecan orchard is more profitable than competitive enterprises after a twenty year time frame, but is sensitive to pecan price, pecan yield and attitude toward risk.

  19. The new AREVA

    International Nuclear Information System (INIS)

    Le Ngoc, B.

    2017-01-01

    The French state is the main shareholder of AREVA with a 86% share. The restructuring of AREVA has entered its final phase and the future organisation is now set. The new AREVA (called 'NEW AREVA' temporarily) will focus on fuel cycle activities only while designing reactor activities including fuel fabrication (formerly called 'AREVA NP') and associated services will be taken over by EDF (Electricite de France). The AREVA SA holding will gather the activities linked to the EPR contract of Olkiluoto-3 in Finland and those that are planned to be sold. The European Commission has given its agreement for this new reorganisation around 3 entities. The French state has decided to make 2 capital increases: one of 2 billions euros for AREVA SA and another of 2.5 billions euros for NEW AREVA. AREVA is an industrial group whose main industrial platforms are located in France: Tricastin, La Hague, MELOX. 2 Japanese companies (MHI and JNFL) and Chinese authorities have indicated that they are interested to acquire shares of NEW AREVA. (A.C.)

  20. AREVA and sustainable development - 2003 report

    International Nuclear Information System (INIS)

    Lauvergeon, A.

    2003-01-01

    The first report helped establish the status of Areva entities sustainable development performance and identify areas for improvement. This second report will report on the continuous improvement process, including accomplishments and projects initiated as well as difficulties encountered and ground yet to be covered. It includes, the Areva role in key sustainable development issues, the commitments and the governance, the risk management, the economic responsibility, the social responsibility and the environmental responsibility. (A.L.B.)

  1. Areva and sustainable development 2003 summary report

    International Nuclear Information System (INIS)

    2004-01-01

    This document is a summary of the 2003 report on the sustainable development of the world nuclear industry leader, Areva. The 2002 report helped establish the status of Areva entities sustainable development performance and identity areas for improvement. The 2003 report presents the continuous improvement process, including accomplishments and projects initiated as well as difficulties encountered and ground yet to be covered. Two new tools support this process. The Areva Way self assessment model allows each unit to assess its own performance against the sustainable development commitments and the Areva values charter lays down ethical principles of action and rules of conduct. Over the coming months, the Group will devote considerable effort to extending the sustainable development initiative to the activities resulting from the acquisition of Alstom Transmission and Distribution operations in early 2004. (A.L.B.)

  2. AREVA 2010 annual results

    International Nuclear Information System (INIS)

    2010-01-01

    Areva's 44-billion euro backlog at the end of 2010 gives the group excellent visibility, enabling it to confirm its outlook for 2012: 12 billion euros in revenue, double-digit operating margin and significantly positive free operating cash flow. Revenue rose by 575 million euros in 2010, or 6.7%, in comparison to 2009 and operating income excluding particular items improved by 201 million euros, nearly 2 points of revenue. In the past two years, Areva has raised 7.1 billion euros and secured its liquidity to ensure its development. In 2011, Areva is going to simplify the group's capital structure by listing ordinary shares of AREVA. At that time, the group may launch the employee share-holding plan, something it has ardently sought for several years as a way for its employees to share in AREVA's growth. The consolidated backlog stood at 44.204 billion euros at December 31, 2010, up 2.0% compared with that at December 31, 2009. The group's consolidated revenue came to 9.104 billion euros in 2010, up 6.7% on a reported basis and 5.1% like-for-like compared with 2009. Excluding particular items, operating income rose by 1.9 point, going from 3.9% in 2009 to 5.8% in 2010, giving operating income of 532 million euros (331 million euros in 2009). Net income attributable to equity owners of the parent came to 883 million euros in 2010, an increase of 331 million euros compared with 2009. Operating cash flow before capex was 923 million euros, an increase of 548 million euros compared with 2009, when it was 375 million euros, due to the visible improvement in EBITDA and working capital requirement. The change in gross capex (excluding acquisitions) from 1.780 billion euros in 2009 to 1.966 billion euros in 2010 is due to the ramp-up of construction programs, particularly in Enrichment. In 2010, almost 60% of the group's capital spending was on sites in France. The acquisitions made in Renewable Energies in 2010 in the amount of 210 million euros (100% of Ausra and the

  3. Areva - 2016 Reference document

    International Nuclear Information System (INIS)

    2017-01-01

    Areva supplies high added-value products and services to support the operation of the global nuclear fleet. The company is present throughout the entire nuclear cycle, from uranium mining to used fuel recycling, including nuclear reactor design and operating services. Areva is recognized by utilities around the world for its expertise, its skills in cutting-edge technologies and its dedication to the highest level of safety. Areva's 36,000 employees are helping build tomorrow's energy model: supplying ever safer, cleaner and more economical energy to the greatest number of people. This Reference Document contains information on Areva's objectives, prospects and development strategies. It contains estimates of the markets, market shares and competitive position of Areva

  4. Areva, annual report 2004

    International Nuclear Information System (INIS)

    2004-01-01

    This annual report contains information on AREVA objectives, prospects and strategies, particularly in chapters 4 and 7. This information is a not meant as a presentation of past performance data and should not be interpreted as a guarantee that events or data set forth herein are assured or that objectives will be met. Forward looking statements made in this document also address known and unknown risks, uncertainties and other factors that could, were they to translate into fact, cause AREVA future financial performance, operating performance and production to differ significantly from the objectives presented or suggested herein. Those factors include, in particular, changes in international, economic or market conditions, as well as risk factors presented in Section 4.14.3. Neither AREVA nor the AREVA group is committing to updating forward looking statements or information contained in the annual report. This annual report contains information on the markets, market shares and competitive position of the AREVA group. Unless otherwise indicated, all historical data and forward looking information are based on Group estimates (source: AREVA) and are provided as examples only. To AREVA knowledge, no report is available on the AREVA group markets that is sufficiently complete or objective to serve as a sole reference source. The AREVA group developed estimates based on several sources, including in-house studies and reports, statistics provided by international organizations and professional associations, data published by competitors and information collected by AREVA subsidiaries. The main sources, studies and reports used include (i) the International Atomic Energy Agency (IAEA), the International Energy Agency (IEA), the World Nuclear Association (WNA), the Nuclear Energy Institute (NEA), Nuclear Assurance Corporation (NAC), the European Atomic Energy Community (Euratom) and the Commissariat a l'Energie Atomique (CEA) for the nuclear business; and (ii) the

  5. Areva, annual report 2004

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2004-07-01

    This annual report contains information on AREVA objectives, prospects and strategies, particularly in chapters 4 and 7. This information is a not meant as a presentation of past performance data and should not be interpreted as a guarantee that events or data set forth herein are assured or that objectives will be met. Forward looking statements made in this document also address known and unknown risks, uncertainties and other factors that could, were they to translate into fact, cause AREVA future financial performance, operating performance and production to differ significantly from the objectives presented or suggested herein. Those factors include, in particular, changes in international, economic or market conditions, as well as risk factors presented in Section 4.14.3. Neither AREVA nor the AREVA group is committing to updating forward looking statements or information contained in the annual report. This annual report contains information on the markets, market shares and competitive position of the AREVA group. Unless otherwise indicated, all historical data and forward looking information are based on Group estimates (source: AREVA) and are provided as examples only. To AREVA knowledge, no report is available on the AREVA group markets that is sufficiently complete or objective to serve as a sole reference source. The AREVA group developed estimates based on several sources, including in-house studies and reports, statistics provided by international organizations and professional associations, data published by competitors and information collected by AREVA subsidiaries. The main sources, studies and reports used include (i) the International Atomic Energy Agency (IAEA), the International Energy Agency (IEA), the World Nuclear Association (WNA), the Nuclear Energy Institute (NEA), Nuclear Assurance Corporation (NAC), the European Atomic Energy Community (Euratom) and the Commissariat a l'Energie Atomique (CEA) for the nuclear business; and (ii) the

  6. Areva, annual report 2004

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2004-07-01

    This annual report contains information on AREVA objectives, prospects and strategies, particularly in chapters 4 and 7. This information is a not meant as a presentation of past performance data and should not be interpreted as a guarantee that events or data set forth herein are assured or that objectives will be met. Forward looking statements made in this document also address known and unknown risks, uncertainties and other factors that could, were they to translate into fact, cause AREVA future financial performance, operating performance and production to differ significantly from the objectives presented or suggested herein. Those factors include, in particular, changes in international, economic or market conditions, as well as risk factors presented in Section 4.14.3. Neither AREVA nor the AREVA group is committing to updating forward looking statements or information contained in the annual report. This annual report contains information on the markets, market shares and competitive position of the AREVA group. Unless otherwise indicated, all historical data and forward looking information are based on Group estimates (source: AREVA) and are provided as examples only. To AREVA knowledge, no report is available on the AREVA group markets that is sufficiently complete or objective to serve as a sole reference source. The AREVA group developed estimates based on several sources, including in-house studies and reports, statistics provided by international organizations and professional associations, data published by competitors and information collected by AREVA subsidiaries. The main sources, studies and reports used include (i) the International Atomic Energy Agency (IAEA), the International Energy Agency (IEA), the World Nuclear Association (WNA), the Nuclear Energy Institute (NEA), Nuclear Assurance Corporation (NAC), the European Atomic Energy Community (Euratom) and the Commissariat a l'Energie Atomique (CEA) for the nuclear business; and (ii

  7. AREVA group overview; Presentation du groupe AREVA

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2002-02-08

    This document presents the Group Areva, a world nuclear industry leader, from a financial holding company to an industrial group, operating in two businesses: the nuclear energy and the components. The structure and the market of the group are discussed, as the financial assets. (A.L.B.)

  8. Energy. Saving 'Private' Areva

    International Nuclear Information System (INIS)

    Dupin, Ludovic

    2015-01-01

    While Areva keeps on loosing money (billions of euros for 2014), the saving of this company is at stake. Staff is already planned to be reduced in La Hague, and other staff reductions might occur after the failure of a previous strategic plan. Various activities could be sold (dismantling, mining). The article outlines the difficult relationships between Areva and EDF and the problems also faced by EDF. Some actors think that Areva should remain independent from EDF in order to be free to compete on international bidding. The rapprochement between these two companies is said to be necessary for the Ministry but seems very difficult to achieve

  9. AREVA and sustainable development - 2003 report; Rapport developpement durable 2003 - AREVA

    Energy Technology Data Exchange (ETDEWEB)

    Lauvergeon, A

    2003-07-01

    The first report helped establish the status of Areva entities sustainable development performance and identify areas for improvement. This second report will report on the continuous improvement process, including accomplishments and projects initiated as well as difficulties encountered and ground yet to be covered. It includes, the Areva role in key sustainable development issues, the commitments and the governance, the risk management, the economic responsibility, the social responsibility and the environmental responsibility. (A.L.B.)

  10. Can worksite nutritional interventions improve productivity and firm profitability?

    DEFF Research Database (Denmark)

    Jensen, Jørgen Dejgård

    2011-01-01

    ’ nutritional knowledge, food intake and health and on the firm’s profitability, mainly in terms of reduced absenteeism and presenteeism. Conclusions: Well-targeted and efficiently implemented diet-related worksite health promotion interventions may improve labour productivity by 1%–2%. On larger worksites......Aims: This paper investigates whether and how worksite nutrition policies can improve employee productivity. Methods: The questions are pursued through a literature review, including a systematic search of literature – combined with literature identified from backward references – on randomized......, such productivity gains are likely to more than offset the costs of implementing such interventions. These conclusions are subject to some uncertainty due to the relatively limited amount of literature in the field....

  11. Areva and sustainable development 2003 summary report; Areva et le developpement durable abrege 2003

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2004-07-01

    This document is a summary of the 2003 report on the sustainable development of the world nuclear industry leader, Areva. The 2002 report helped establish the status of Areva entities sustainable development performance and identity areas for improvement. The 2003 report presents the continuous improvement process, including accomplishments and projects initiated as well as difficulties encountered and ground yet to be covered. Two new tools support this process. The Areva Way self assessment model allows each unit to assess its own performance against the sustainable development commitments and the Areva values charter lays down ethical principles of action and rules of conduct. Over the coming months, the Group will devote considerable effort to extending the sustainable development initiative to the activities resulting from the acquisition of Alstom Transmission and Distribution operations in early 2004. (A.L.B.)

  12. Profit-Sharing – A Tool for Improving Productivity, Profitability and Competitiveness of Firms?

    Directory of Open Access Journals (Sweden)

    Fibirova Jana

    2013-12-01

    Full Text Available The importance of appropriate utilization of rewards for performance is still growing and therefore this type of rewards can be seen as a significant part of a total rewards package. Companies that are able to appropriately implement rewards for performance may gain competitive advantage over their competitors, but successful implementation requires a good knowledge of these rewards. The main aim of this paper is to contribute to the growth of this knowledge by identifying possible positive and negative impacts of profit-sharing on various areas that are important for the performance of a company, nevertheless, addressed are also macroeconomic consequences of profit-sharing. Furthermore, a comprehensive and up-to-date review of the relevant literature is provided, under-researched areas are identified and suggestions for further research are given. To accomplish these goals, we applied methods of bibliometric analysis to the articles indexed in ISI Web of Knowledge to identify the most important articles, authors and topics. According to our findings, the majority of studies report a neutral or positive impact of profit-sharing on productivity and profitability. This impact may be achieved by direct influence of profit-sharing on productivity of employees (due to the dependence of their pay on profit, but it seems that yet more important are various mediating mechanisms, especially effects on employment stability, absenteeism, quits and related issues, as well as effects on attitudes of employees and on relationships between employees. We argue that a well-designed profit-sharing plan is crucial for its success, but it is a relatively under-researched problem.

  13. Areva - 2011 Reference document; Areva - Document de reference 2011

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2011-07-01

    After having indicated the person responsible of this document and the legal account auditors, and provided some financial information, this document gives an overview of the different risk factors existing in the company: law risks, industrial and environmental risks, operational risks, risks related to large projects, market and liquidity risks. Then, after having recalled the history and evolution of the company and the evolution of its investments over the last five years, it proposes an overview of Areva's activities on the markets of nuclear energy and renewable energies, of its clients and suppliers, of its strategy, of the activities of its different departments. Other information are provided: company's flow chart, estate properties (plants, equipment), an analysis of its financial situation, its research and development policy, the present context, profit previsions or estimations, management organization and operation

  14. Total quality management to improve gas plant profits

    International Nuclear Information System (INIS)

    Kovacs, K.; Wood, G.; Thompson, L.

    1992-01-01

    This paper describes the application of total quality management (TQM) techniques to the gas processing industry. It also assesses the profit potential for applying TQM in a typical plant situation. Companies utilizing TQM techniques will enjoy a competitive advantage. It represents a new way of doing business for the gas processing industry and incorporates many of Dr. W. Edwards Deming's methods which are often cited as one of the competitive advantages used by the Japanese. TQM can be described as a collection of systems or techniques that work toward two major objectives: To continuously improve the process or operation; and To view meeting the customer's needs as an important criterion for success. As applied to a typical U.S. gas processing operation, it involves several different techniques which are outlined in the paper. The benefits of TQM are detailed in this paper. All of these benefits go directly to a plant's bottom line profitability. The paper also describes ho to establish a program and identifies the factors necessary for successful implementation

  15. Profitability diagnosis of refinery and improvement proposal; Seiyusho no shueki shindan to kaizen teian

    Energy Technology Data Exchange (ETDEWEB)

    Aoyama, H.

    2000-07-01

    Based on consulting service RPS-J under joint operation of Nikki, UOP LLC of U.S.A. and Nikki Universal, approaching ways applied for profitability improvement and improvement proposal for refineries and analyzing techniques used for resolution of process bottlenecks were described. In RPS-J, themes of (1) energy saving, (2) quality upgrading, (3) improvement of disintegrating ratio, (4) reduction of give-away, (5) improvement of equipment operation ratio, (6) reduction of maintenance cost, (7) effective utilization of catalysts, are considered for profitability improvement fields. Procedures from idea excavation for profitability improvement to realization of profitability improvement are carried out in the order of, (1) Grasping of the present state, (2) Excavation of improving items and selection, (3) Quantitative evaluation of draft profitability improvement plan and focusing, (4) Profitability improvement by operation improvement, (5) Profitability improvement by minor improvement, (6) Profitability improvement in middle- and long-term vision, (7) Final focusing by feasibility study. Afterwards, examination to economically solve bottlenecks of critical facilities, examination on bottlenecks of distillation tower and refining tower and utility analysis are carried out. RPS-J was already applied to 4 refineries including Muroran Refinery and Negishi Refinery of Nisseki Mitsubishi, and profitability improvement themes were found to improve profitability of 50 to 150 cents per barrel. (NEDO)

  16. The Areva Group; Le groupe Areva

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2004-08-01

    This document provides information on the Areva Group, a world nuclear industry leader, offering solutions for nuclear power generation, electricity transmission and distribution and interconnect systems to the telecommunications, computer and automotive markets. It presents successively the front end division including the group business lines involved in producing nuclear fuel for electric power generation (uranium mining, concentration, conversion and enrichment and nuclear fuel fabrication); the reactors and services division which designs and builds PWR, BWR and research reactors; the back end division which encompasses the management of the fuel that has been used in nuclear power plants; the transmission and distribution division which provides products, systems and services to the medium and high voltage energy markets; the connectors division which designs and manufactures electrical, electronic and optical connectors, flexible micro circuitry and interconnection systems. Areva is implemented in Europe, north and south america, africa and asia-pacific. (A.L.B.)

  17. Areva - Environmental Policy 2014-2016

    International Nuclear Information System (INIS)

    2014-01-01

    Areva supplies advanced technology solutions for power generation with less carbon. Its expertise and unwavering insistence on safety, security, transparency and ethics are setting the standard, and its responsible development is anchored in a process of continuous improvement. Ranked first in the global nuclear power industry, Areva's unique integrated offering to utilities covers every stage of the fuel cycle, nuclear reactor design and construction, and operating services. The group is also expanding in renewable energies - wind, bio-energy, solar, energy storage - to become a European leader in this sector. With these two major offers, Areva's 46,000 employees are helping to supply ever safer, cleaner and more economical energy to the greatest number of people. The 6 commitments of Areva's environmental policy are: 1. Maintain and develop a shared culture for the prevention of environmental risks; 2. Improve the design of our installations taking into account their entire life cycle; 3. Strengthen the prevention and control of accidental technological risks; 4. Prevent risks linked to ageing of installations and accidental spillage; 5. Strengthen the prevention and control of chronic health risks; 6. Manage the environmental footprint of our activities to prevent damages to biodiversity. A graphics summarises Areva's 2016 environmental footprint objectives

  18. Energy. Areva, the mess

    International Nuclear Information System (INIS)

    Dupin, L.

    2010-01-01

    While outlining the different strengths (integrated business model, supplies, experience) and opportunities (Asian market development, nuclear security harmonization objective), this article comments the main weaknesses of Areva: the lack of evolution of its stake holding structure, the existence of a single model of nuclear plant which limits the accessible markets, and the cost and delay of the EPR development and construction in Finland. The author also mentions the various threats on Areva's activities and development: the development of non conventional gases in the United States which challenges the nuclear revival, and the political tensions in Niger which threaten a third of Areva's uranium supplies. A second part comments the development of the Chinese equivalents to the EPR

  19. Improving health, safety, and profits in extended hours operations (shiftwork).

    Science.gov (United States)

    Kerin, Alex; Aguirre, Acacia

    2005-01-01

    Circadian Technologies, Inc. (CIRCADIAN) is an international consulting firm that for over 20 yr has helped employees better cope with shiftwork, while ensuring their employers reduce costs and maximize profits. This paper describes two of the methods employed to reduce accidents, absenteeism, and turnover, while improving morale and productivity in extended hour operations (shiftwork). Shiftworkers rarely receive on-the-job training to help them cope better with the rigors of working nights, evenings, and early mornings. A pre- and post-training study by CIRCADIAN demonstrated improvements in health and fatigue indices, and an increase in daytime sleep length. Companies who provide shiftwork lifestyle training also have lower rates of absenteeism and turnover compared to companies that do not provide training. The second intervention described in this paper is a novel method of shift scheduling. There are thousands of potential schedules, so how does a company choose the best schedule for their facility? The answer lies in allowing employees to be involved in the process of selection. This results in a workforce that experiences less fatigue, turnover and absenteeism, and higher morale.

  20. Areva: 2014 annual results

    International Nuclear Information System (INIS)

    Repaire, Philippine du

    2015-01-01

    The scale of the net loss for 2014 illustrates the twofold challenge confronting AREVA: continuing stagnation of the nuclear operations, lack of competitiveness and difficulties in managing the risks inherent in large projects. The group understands how serious this situation is. A comprehensive strategic review of operations was undertaken beginning in November 2014 and is being carried out without compromise. As a result, AREVA is now able to announce a solid transformation plan that sets a challenging but economically realistic course for its teams. First, AREVA will refocus on its core business: mastery of key nuclear processes essential to operators around the globe. This strategic redeployment will lead to the revision of certain goals, whether in the management of new reactor projects or in renewable energies. AREVA's objective is to achieve excellence as a high value-added supplier of products and services. Secondly, AREVA, whose resources had been marshaled to support a spurt of growth in nuclear power, must now adapt to new market realities and become competitive once again. The group's most urgent task is recovery and securing its future by immediately launching a far-reaching competitiveness plan founded on organizational simplification, quality of operations, and a completely revamped approach to managing risk in large projects. Last but not least, AREVA must ensure sustainable financing for its activities. A financing plan will be clarified before publication of the half-year financial statements. This document presents the key financial data of the group, its strategic road-map and its operating and financing plans

  1. Areva in 2002

    International Nuclear Information System (INIS)

    Anon.

    2003-01-01

    In 2002 the consolidated turnover of Areva reached 8265 million euros, it means a decrease by 7,2% in comparison with 2001. This decrease is due to the sharp drop of the turnover of the connector sector (-20,7%) while the nuclear sector was stable. The bad figure of connectors engineering is linked to a new collapse of the telecommunication market. In 2002 the operational result of Areva reached 180 million euros, that is to say an increase by 48%, which is a consequence of progress made in the nuclear sector. (A.C.)

  2. Areva. Half-year 2015 results

    International Nuclear Information System (INIS)

    Repaire, Philippine du

    2015-01-01

    This document presents the financial statements of Areva Group for the period ended June 30, 2015. During the first half, AREVA made determining decisions in refocusing on its core business, the nuclear fuel cycle direction. The group has announced an ambitious competitiveness plan, is engaged in strong social dialogue with its social partners, and has worked to improve the management of its large projects, which up to now have weighed heavily on its financial trajectory. It pursued its strategic roadmap for its refocusing and the redefinition of the partnership with EDF. The agreements found with EDF represent very significant progress. The group also worked on its financing plan whose aim is to allow AREVA to refinance its mid-term needs on the markets. Content: Key figures, Highlights of the period, Transformation plan (Performance plan, Strategic roadmap, Financing plan, Financial outlook)

  3. Performance analysis of PV plants: Optimization for improving profitability

    International Nuclear Information System (INIS)

    Díez-Mediavilla, M.; Alonso-Tristán, C.; Rodríguez-Amigo, M.C.; García-Calderón, T.; Dieste-Velasco, M.I.

    2012-01-01

    Highlights: ► Real PV production from two 100 kW p grid-connected installations is conducted. ► Data sets on production were collected over an entire year. ► Economic results highlight the importance of properly selecting the system components. ► Performance of PV plants is directly related to improvements of all components. - Abstract: A study is conducted of real PV production from two 100 kW p grid-connected installations located in the same area, both of which experience the same fluctuations in temperature and radiation. Data sets on production were collected over an entire year and both installations were compared under various levels of radiation. The installations were assembled with mono-Si panels, mounted on the same support system, and the power supply was equal for the inverter and the measurement system; the same parameters were also employed for the wiring, and electrical losses were calculated in both cases. The results, in economic terms, highlight the importance of properly selecting the system components and the design parameters for maximum profitability.

  4. Areva: experiences in outage services

    International Nuclear Information System (INIS)

    Wiemeier, R.; Mueller, N.; Blanco, I. J.

    2010-01-01

    As the world leader in the nuclear industry, Areva is firmly committed to the safe and reliable operation of the Spanish nuclear power plants. Following this commitment, Areva has established the subsidiary Areva NP Services Spain as a local platform to provide nuclear services for the Spanish nuclear power plants. being integrated and supported by the global Areva Group, Areva NP Services Spain is able to offer services solutions to all customers demands while maintaining close and sustainable relationships with them. This integration also allows the Spanish personnel of Areva to employ their skills by working in multinational teams in international projects. This article will present the capacities, and the most important recent national and international project performed by Areva NP Services Spain in the field of outage services. (Author)

  5. Crisis exercises at AREVA

    International Nuclear Information System (INIS)

    Chanson, D.

    2016-01-01

    AREVA being an operator of nuclear facilities has to organize crisis exercises regularly. About 100 crisis exercises are performed each year in AREVA installations. These exercises allow the training of the staff, the assessing of material and humane means and the checking of the quality of the interfaces between all the participants (other AREVA teams or Nuclear Safety Authority or...). The management of nuclear crisis is based on anticipation and relies on 3 pillars: a referential gathering all the useful documents (emergency plans, procedures,...), the training and practice of AREVA staff in specific domains to cope with emergency situations, and various crisis exercises to keep fit all the teams. The basis emergency exercise lasts 2 hours and is organized into modules. First module: detecting abnormal conditions, alerting, rescuing and limiting the consequences; second module: launching the emergency plan; third module: understanding the situation and limiting the consequences; fourth module: communicating with other actors that intervene in a nuclear crisis (nuclear safety authority, state or local officials, the media...); and fifth module: anticipating the end of the emergency phase to prepare post-accidental management. (A.C.)

  6. AREVA group overview

    International Nuclear Information System (INIS)

    2002-01-01

    This document presents the Group Areva, a world nuclear industry leader, from a financial holding company to an industrial group, operating in two businesses: the nuclear energy and the components. The structure and the market of the group are discussed, as the financial assets. (A.L.B.)

  7. The 2003 essential. AREVA

    International Nuclear Information System (INIS)

    2004-07-01

    This document presents the essential activities of the Areva Group, a world nuclear industry leader. This group proposes technological solutions to produce the nuclear energy and to transport the electric power. It develops connection systems for the telecommunication, the computers and the automotive industry. Key data on the program management, the sustainable development activities and the different divisions are provided. (A.L.B.)

  8. AREVA in India

    International Nuclear Information System (INIS)

    2008-01-01

    India is the sixth largest energy consumer in the world and its demand is rising rapidly. To support its economic growth, estimated to be 8% on average over the last three years and to ensure access to electricity for all, the country foresees massive investments in its power sector over the next five years. India is therefore an essential market for the AREVA Group, where its Transmission and Distribution division plays a leading role on the strategic grid modernization market. This document presents: 1 - the economic situation in India: Key figures, Growth, India's growing need for electricity, India's energy sources and policy: current mix, driving role of the State, the financial reorganization of the SEBs, the 'Mega-Power' projects, the electricity act, the rural electrification program, the Investments. 2 - Civil nuclear energy: a strong potential for development; 3 - India's transmission and distribution network: the power challenge of the transmission network, the efficiency challenge of the distribution network. 4 - AREVA T and D in India: AREVA T and D profile, Areva's presence in India, market share, T and D customers and flagship projects

  9. AREVA's nuclear reactors portfolio

    International Nuclear Information System (INIS)

    Marincic, A.

    2009-01-01

    A reasonable assumption for the estimated new build market for the next 25 years is over 340 GWe net. The number of prospect countries is growing almost each day. To address this new build market, AREVA is developing a comprehensive portfolio of reactors intended to meet a wide range of power requirements and of technology choices. The EPR reactor is the flagship of the fleet. Intended for large power requirements, the four first EPRs are being built in Finland, France and China. Other countries and customers are in view, citing just two examples: the Usa where the U.S. EPR has been selected as the technology of choice by several U.S utilities; and the United Kingdom where the Generic Design Acceptance process of the EPR design submitted by AREVA and EDF is well under way, and where there is a strong will to have a plant on line in 2017. For medium power ranges, the AREVA portfolio includes a boiling water reactor and a pressurized water reactor which both offer all of the advantages of an advanced plant design, with excellent safety performance and competitive power generation cost: -) KERENA (1250+ MWe), developed in collaboration with several European utilities, and in particular with Eon; -) ATMEA 1 (1100+ MWe), a 3-loop evolutionary PWR which is being developed by AREVA and Mitsubishi. AREVA is also preparing the future and is deeply involved into Gen IV concepts. It has developed the ANTARES modular HTR reactor (pre-conceptual design completed) and is building upon its vast Sodium Fast Reactor experience to take part into the development of the next prototype. (author)

  10. AREVA in China

    International Nuclear Information System (INIS)

    2007-01-01

    China has a great need for secure, safe, and economic energy supplies that combat the greenhouse effect and global warming. Since January 2002, China, the most heavily populated country with more than 1.3 billion inhabitants in a territory of 9.5 million km 2 (17 times larger than France), has a nuclear capacity of 9 GWe with 11 nuclear plants on line. Forecasts of electricity consumption report a need for 900 to 1,000 GWe per year through 2020, and at this time the country's objective is to increase nuclear generated electricity from 1% to 4% of its total output. This means a need for additional 30 GWe, which is the equivalent of twenty 1,500 MWe reactors. In addition to nuclear power, China is pushing renewable energy. With the passage of the 2005 Renewable Energy Law, China's government imposed a national renewable energy requirement that is expected to boost the use of renewable energy capacity from 10 to 12 percent by 2020, up from 3% in 2003. This law requires power operators to buy electricity from alternative energy providers and gives economic incentives to these providers. Consequently, China is expanding its interests in renewable energy sources including wind and bio-energies, among others. It is in this context that AREVA, a world expert in energy, creates and offers solutions to generate, transmit, and distribute electricity for China. Based on its long experience and global presence, AREVA has become the worldwide leader for nuclear energy in the areas of construction, equipment, and services for nuclear power plants, and for the whole nuclear fuel cycle. AREVA is also a world leader in electrical power-grid equipment and systems. This document presents: China's need for energy; the Sources of China's energy mix; the challenges of China's nuclear program; AREVA's action in supporting China's ambitious nuclear program; the strong opportunities in renewable energy; and the high potential market for AREVA's T and D Division

  11. Areva Resources Namibia. Report to Stakeholders 2014

    International Nuclear Information System (INIS)

    2015-01-01

    make improvements to the uranium recovery technology that will be employed when the mine goes into full-scale production. The company is well advanced in developing a process that will reduce the cost of production and enhance the economic viability of Trekkopje Mine. The next test programme in 2015 will fine-tune the process and explore some new options. Another highlight of 2014 was the construction of the new access road from Arandis to the mine. Content: Areva in the community; Developing skills for Namibia; Contractors create employment; Contributing to the region's water supply; Areva employees in the community; Areva sports action; Care and maintenance; Research and development; Safety and health; Monitoring the environment; Areva's approach to sustainable development; Sustainable development indicators

  12. Areva - 2013 annual results: breakeven free operating cash flow objective reached despite a difficult environment

    International Nuclear Information System (INIS)

    Duperray, Julien; Grange, Aurelie; Rosso, Jerome; Thebault, Alexandre; Scorbiac, Marie de; Repaire, Philippine du

    2014-01-01

    The Areva group reached a major milestone in 2013 in turning performance around by meeting a key objective of its Action 2016 plan: the return to breakeven of free operating cash flow. For the first time since 2005, cash generated by the Group's operations allowed it to fully fund strategic capital expenditures essential to the group's profitable growth. To achieve this result, Areva built on robust growth in nuclear operations, on contributions from its cost reduction plan and on strict management of capital spending. However, two projects launched in the previous decade (OL3 and a power plant modernization) and the Renewable Energies business impacted negatively the group's 2013 net income. On the Renewable Energies market, in a situation marked by a reduction of capital spending by customers, AREVA anticipated the consolidation required in the sector by implementing industrial partnerships such as the joint venture project with Gamesa, which aims to create a European champion in offshore wind. Similar initiatives were undertaken in solar energy and energy storage. The Group continues to implement the Action 2016 plan to pursue its recovery. While the economic environment remains uncertain and projects launched in the previous decade remain a burden, the Group forecasts further performance improvement and significant growth in cash flow generation by the end of the plan

  13. AREVA Business and Strategy overview April, 2010

    International Nuclear Information System (INIS)

    2010-01-01

    This document is a series of slides presenting AREVA's activities in the framework of CO 2 -free power generation: 2005-2009 Group Performance; 2010-2012 Development Plan (Build 1/3 of the new nuclear generating capacity, Secure the fuel cycle for current and future customers, Expand renewable energies offering, Ensure strong profitable growth in the T and D Division); Performances and objectives by division (Front-End, Mines and Enrichment, Reactors and Service, renewable energies, Back-End); latest key financial results; Appendices (Financial, Nuclear power, Mining business details, Conversion/Enrichment/Fuel business details, Reactors and Services business details, Back-End business details, Renewable business details)

  14. The Areva Group

    International Nuclear Information System (INIS)

    2004-08-01

    This document provides information on the Areva Group, a world nuclear industry leader, offering solutions for nuclear power generation, electricity transmission and distribution and interconnect systems to the telecommunications, computer and automotive markets. It presents successively the front end division including the group business lines involved in producing nuclear fuel for electric power generation (uranium mining, concentration, conversion and enrichment and nuclear fuel fabrication); the reactors and services division which designs and builds PWR, BWR and research reactors; the back end division which encompasses the management of the fuel that has been used in nuclear power plants; the transmission and distribution division which provides products, systems and services to the medium and high voltage energy markets; the connectors division which designs and manufactures electrical, electronic and optical connectors, flexible micro circuitry and interconnection systems. Areva is implemented in Europe, north and south america, africa and asia-pacific. (A.L.B.)

  15. Experience of Areva in fuel services for PWR and BWR

    International Nuclear Information System (INIS)

    Morales, I.

    2015-01-01

    AREVA being an integrated supplier of fuel assemblies has included in its strategy to develop services and solutions to customers who desire to improve the performance and safety of their fuel. These services go beyond the simple 'after sale' services that can be expected from a fuel supplier: The portfolio of AREVA includes a wide variety of services, from scientific calculations to fuel handling services in a nuclear power plant. AREVA is committed to collaborate and to propose best-in-class solutions that really make the difference for the customer, based on 40 years of Fuel design and manufacturing experience. (Author)

  16. Areva's privatization uncertainties

    International Nuclear Information System (INIS)

    Jemain, A.

    2004-01-01

    The French nuclear public group Areva (the fusion of CEA-Industrie, Framatome and Cogema companies) will actively prepare its privatization and stock exchange introduction before the end of the first half of 2005, in order to re-launch its acquisitions and associations policy. However, the advantages of this privatization with a preponderant public share-holding will depend on the intentions of the French government. Short paper. (J.S.)

  17. AREVA 2010 annual results; AREVA resultats annuels 2010

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2010-07-01

    Areva's 44-billion euro backlog at the end of 2010 gives the group excellent visibility, enabling it to confirm its outlook for 2012: 12 billion euros in revenue, double-digit operating margin and significantly positive free operating cash flow. Revenue rose by 575 million euros in 2010, or 6.7%, in comparison to 2009 and operating income excluding particular items improved by 201 million euros, nearly 2 points of revenue. In the past two years, Areva has raised 7.1 billion euros and secured its liquidity to ensure its development. In 2011, Areva is going to simplify the group's capital structure by listing ordinary shares of AREVA. At that time, the group may launch the employee share-holding plan, something it has ardently sought for several years as a way for its employees to share in AREVA's growth. The consolidated backlog stood at 44.204 billion euros at December 31, 2010, up 2.0% compared with that at December 31, 2009. The group's consolidated revenue came to 9.104 billion euros in 2010, up 6.7% on a reported basis and 5.1% like-for-like compared with 2009. Excluding particular items, operating income rose by 1.9 point, going from 3.9% in 2009 to 5.8% in 2010, giving operating income of 532 million euros (331 million euros in 2009). Net income attributable to equity owners of the parent came to 883 million euros in 2010, an increase of 331 million euros compared with 2009. Operating cash flow before capex was 923 million euros, an increase of 548 million euros compared with 2009, when it was 375 million euros, due to the visible improvement in EBITDA and working capital requirement. The change in gross capex (excluding acquisitions) from 1.780 billion euros in 2009 to 1.966 billion euros in 2010 is due to the ramp-up of construction programs, particularly in Enrichment. In 2010, almost 60% of the group's capital spending was on sites in France. The acquisitions made in Renewable Energies in 2010 in the amount of 210 million euros

  18. Areva in Niger

    International Nuclear Information System (INIS)

    2005-02-01

    Niger is the second poorest country in the world but it has natural resources underground in the form of uranium ores deposits. This uranium is currently mined by two companies incorporated under Nigerian law: Somair and Cominak, operated by the principal shareholder Areva (through its subsidiary Cogema). After a presentation of Somair and Cominak key figures, this document details the working conditions and radiological protection, the environmentally friendly operations, the production traceability, the local economic development, the strengthening of the health care system and the development of the infrastructure. (A.L.B.)

  19. Nuclear. Areva, a French fission

    International Nuclear Information System (INIS)

    Dupin, Ludovic

    2015-01-01

    This article comments the difficulties and problems faced by Areva for its activity of nuclear reactor construction, and which leaded to the transfer of this activity from Areva to EDF while Areva will keep its uranium providing and fuel enrichment activities. These difficulties and problems concern the Flamanville EPR (the construction is 5 years late, vessel defects have just been identified, cost overruns), the Finnish EPR (7 years late, a 5 billions cost overrun), the Jules Horowitz research reactor (5 years late, cost overrun), and strategic choices (notably with respect to the post-Fukushima context). The article also outlines that other activities (mining, enrichment, reactor maintenance) are still doing well, and then briefly discusses the future of Areva NP

  20. Sustainable development of Areva Mongol and Cogegobi. Report 2014

    International Nuclear Information System (INIS)

    2015-10-01

    responsibility, Areva Mongol action plan for 2014-2015); Areva's Mongolian company (Areva Mongol/Cogegobi - a long term presence in Mongolia, A partnership between Mongolia, France and Japan, The Dulaan Uul - Zuuvch Ovoo mining project); Managing responsibility (A dedicated organization, Reporting system and processes); Dialogue with stakeholders (policy and objectives, Open dialogue with local communities, Dialogue with authorities and the general public, Fueling scientific debate); Ethical and transparent business (policy and objectives, Transparency to fight corruption and bribery); Environmental protection (Operating in the Gobi desert, policy and objectives, Understanding our potential impact on the environment, The ISR test of Dulaan Uul); Human Resources and employment (policy and objectives, Evaluating performance for progress, Employee development, Gender equality, Caring for our employees); Health, safety, security and radioprotection (policy and objectives, safety of employees, commitment to good health at work, Transparent monitoring of radioactivity exposure); Contribution to local development (policy and objectives, Providing jobs to Mongolian people, Supporting Mongolian companies, Investing in community development, Valuing cultural heritage, Supporting herders to improve the health of their livestock); Methodology and reporting perimeter (Materiality exercise, Reporting perimeter); Appendix - Action Plan 2014 - 2015

  1. Areva: questions about a champion

    International Nuclear Information System (INIS)

    Bottois, P.

    2009-01-01

    Siemens announced in January 26, 2009 its decision to leave Areva NP, i.e. the Areva/Siemens common daughter company for reactors. This news re-launches the questions about the long-term financing strategy of the Areva group, of its capitalistic partnerships and of its position in the world nuclear market. Siemens on its side wishes to preserve its position in this market and a possible cooperation with the Russian AtomEnergoProm is under discussion. Areva, the world leader of nuclear industry, integrates a mining activity as well and is the world number 3 of uranium exploitation (15% of the world offer). It wishes to double its production by 2012 thanks to big investments in Niger, Namibia and Canada. Areva is developing its enrichment capacities as well thanks to the future Georges-Besse II ultracentrifugation facility which is under construction at Tricastin (Drome, France) and which should be put into service in 2009. And finally, a second EPR (European pressurized reactor), the new generation of Areva reactors, is to be built at Penly (Haute Normandie, France) between 2012 and 2017 and will generate 1400 employments in the region. (J.S.)

  2. Improving working conditions and increasing profits in forestry.

    OpenAIRE

    Johansson K; Strehlke B

    1996-01-01

    Briefly looks at the links between work organization, productivity and working conditions. Discusses the advantages which can be gained by using appropriate tools and techniques and improving working conditions and safety. Based on 24 case studies which cover a broad range of forestry activities.

  3. Virtual reality boosts performance at AREVA Projects

    International Nuclear Information System (INIS)

    Bernasconi, F.

    2017-01-01

    AREVA Projects is one of the 6 business units of New AREVA and it is dedicated to engineering works in a vast fan of activities from mining to waste management via uranium chemistry and nuclear fuel recycling. AREVA projects has opted for innovation to improve performance. Since 2012 virtual reality has been used through the creation of a room equipped with a high-definition screen and stereoscopic goggles. At the beginning virtual reality was used to test and validate procedures for handling equipment thanks to a dynamical digital simulation of this equipment. Now virtual reality is massively used to validate the design phase of projects without having to fabricate a physical mock-up which saves time. The next step in the use of virtual reality is the implementation of a new version of devices like helmets, gloves... that will allow a better interaction with the virtual world. The continuously increasing of computer power is always pushing back the limits of what is possible in virtual reality. (A.C.)

  4. Factors of U.S. Hospitals Associated with Improved Profit Margins: An Observational Study.

    Science.gov (United States)

    Ly, Dan P; Cutler, David M

    2018-02-14

    Hospitals face financial pressure from decreased margins from Medicare and Medicaid and lower reimbursement from consolidating insurers. The objectives of this study are to determine whether hospitals that became more profitable increased revenues or decreased costs more and to examine characteristics associated with improved financial performance over time. The design of this study is retrospective analyses of U.S. non-federal acute care hospitals between 2003 and 2013. There are 2824 hospitals as subjects of this study. The main measures of this study are the change in clinical operating margin, change in revenues per bed, and change in expenses per bed between 2003 and 2013. Hospitals that became more profitable had a larger magnitude of increases in revenue per bed (about $113,000 per year [95% confidence interval: $93,132 to $133,401]) than of decreases in costs per bed (about - $10,000 per year [95% confidence interval: - $28,956 to $9617]), largely driven by higher non-Medicare reimbursement. Hospitals that improved their margins were larger or joined a hospital system. Not-for-profit status was associated with increases in operating margin, while rural status and having a larger share of Medicare patients were associated with decreases in operating margin. There was no association between improved hospital profitability and changes in diagnosis related group weight, in number of profitable services, or in payer mix. Hospitals that became more profitable were more likely to increase their admissions per bed per year. Differential price increases have led to improved margins for some hospitals over time. Where significant price increases are not possible, hospitals will have to become more efficient to maintain profitability.

  5. Effective Application of Improved Profit-Mining Algorithm for the Interday Trading Model

    Directory of Open Access Journals (Sweden)

    Yu-Lung Hsieh

    2014-01-01

    Full Text Available Many real world applications of association rule mining from large databases help users make better decisions. However, they do not work well in financial markets at this time. In addition to a high profit, an investor also looks for a low risk trading with a better rate of winning. The traditional approach of using minimum confidence and support thresholds needs to be changed. Based on an interday model of trading, we proposed effective profit-mining algorithms which provide investors with profit rules including information about profit, risk, and winning rate. Since profit-mining in the financial market is still in its infant stage, it is important to detail the inner working of mining algorithms and illustrate the best way to apply them. In this paper we go into details of our improved profit-mining algorithm and showcase effective applications with experiments using real world trading data. The results show that our approach is practical and effective with good performance for various datasets.

  6. Effective application of improved profit-mining algorithm for the interday trading model.

    Science.gov (United States)

    Hsieh, Yu-Lung; Yang, Don-Lin; Wu, Jungpin

    2014-01-01

    Many real world applications of association rule mining from large databases help users make better decisions. However, they do not work well in financial markets at this time. In addition to a high profit, an investor also looks for a low risk trading with a better rate of winning. The traditional approach of using minimum confidence and support thresholds needs to be changed. Based on an interday model of trading, we proposed effective profit-mining algorithms which provide investors with profit rules including information about profit, risk, and winning rate. Since profit-mining in the financial market is still in its infant stage, it is important to detail the inner working of mining algorithms and illustrate the best way to apply them. In this paper we go into details of our improved profit-mining algorithm and showcase effective applications with experiments using real world trading data. The results show that our approach is practical and effective with good performance for various datasets.

  7. Modelled female sale options demonstrate improved profitability in northern beef herds.

    Science.gov (United States)

    Niethe, G E; Holmes, W E

    2008-12-01

    To examine the impact of improving the average value of cows sold, the risk of decreasing the number weaned, and total sales on the profitability of northern Australian cattle breeding properties. Gather, model and interpret breeder herd performances and production parameters on properties from six beef-producing regions in northern Australia. Production parameters, prices, costs and herd structure were entered into a herd simulation model for six northern Australian breeding properties that spay females to enhance their marketing options. After the data were validated by management, alternative management strategies were modelled using current market prices and most likely herd outcomes. The model predicted a close relationship between the average sale value of cows, the total herd sales and the gross margin/adult equivalent. Keeping breeders out of the herd to fatten generally improves their sale value, and this can be cost-effective, despite the lower number of progeny produced and the subsequent reduction in total herd sales. Furthermore, if the price of culled cows exceeds the price of culled heifers, provided there are sufficient replacement pregnant heifers available to maintain the breeder herd nucleus, substantial gains in profitability can be obtained by decreasing the age at which cows are culled from the herd. Generalised recommendations on improving reproductive performance are not necessarily the most cost-effective strategy to improve breeder herd profitability. Judicious use of simulation models is essential to help develop the best turnoff strategies for females and to improve station profitability.

  8. Research on the Rural Express Alliance based on ANP improved profit Allocation

    Science.gov (United States)

    Zhuang, Yufeng; Zhang, Bin

    2018-01-01

    Online shopping platform in rural distribution difficulties, leading to rural online shopping market and logistics market development is slow. At present, China Post and other private courier companies are not possible to do. So we need to build distribution alliances. Reasonable profit allocation mechanism is the key to the stable development of this distribution alliance. So we proposed the Shapley Value Method and the ANP Improved Model to allocate profits. Finally, the rationality of the method is proved by numerical analysis before and after using the corrected Shapley Value.

  9. AREVA in the United States

    International Nuclear Information System (INIS)

    2007-01-01

    nuclear. The trend in favor of 'green energies' could accelerate and become a major source of economic growth in the coming years. In 2007, the United States have 104 nuclear reactors with a total installed capacity of 100,3 GWe. The technology was split as follows: 34 boiling water reactors (BWR) with a capacity of 32 GWe and 70 pressurized water reactors (PWR) with a capacity of 68 GWe. Nuclear reactors are located in 31 of the 50 states, mainly in the eastern half of the country. On December 31, 2006 nuclear power generated 810 TWh, or 19% of total electrical production. Installed nuclear capacity represented 9% of the country's total electrical capacity. In 2006, 103 nuclear reactors were connected to the grid, compared to 104 nuclear reactors in 2007: after a long shutdown, Browns Ferry 1 reactor (PWR, 1 065 MWe) has been re-connected to the grid on June, 2, 2007. The nuclear power plants in the United States' fleet have an average age of 26 years. The oldest power plants that are still in service are Nine Mile Point 1 and Oyster Creek (both use BWR technology), which began operations in December 1969. Watts Bar 1 (PWR technology) is the newest nuclear power plant, having commenced operations in 1996. Although energy consumption has continued to grow, the contribution of nuclear power to the energy mix has remained steady despite the lack of new construction. This is mainly due to continuous performance improvements in reactor safety and availability. These performance improvements are, to a great extent, due to the deregulation of the U.S. electricity market in the 1990's and subsequent mergers and acquisitions, which led to a consolidation in the number of operators. The economies of scale achieved and the major investments made possible by the pooling of resources promoted the continuous improvement of reactor operations while reducing reactor operating and maintenance costs. In June 2005, George W. Bush sent a public message about his determination to revive the

  10. AREVA in the United States

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2007-07-01

    , but also hydrogen and nuclear. The trend in favor of 'green energies' could accelerate and become a major source of economic growth in the coming years. In 2007, the United States have 104 nuclear reactors with a total installed capacity of 100,3 GWe. The technology was split as follows: 34 boiling water reactors (BWR) with a capacity of 32 GWe and 70 pressurized water reactors (PWR) with a capacity of 68 GWe. Nuclear reactors are located in 31 of the 50 states, mainly in the eastern half of the country. On December 31, 2006 nuclear power generated 810 TWh, or 19% of total electrical production. Installed nuclear capacity represented 9% of the country's total electrical capacity. In 2006, 103 nuclear reactors were connected to the grid, compared to 104 nuclear reactors in 2007: after a long shutdown, Browns Ferry 1 reactor (PWR, 1 065 MWe) has been re-connected to the grid on June, 2, 2007. The nuclear power plants in the United States' fleet have an average age of 26 years. The oldest power plants that are still in service are Nine Mile Point 1 and Oyster Creek (both use BWR technology), which began operations in December 1969. Watts Bar 1 (PWR technology) is the newest nuclear power plant, having commenced operations in 1996. Although energy consumption has continued to grow, the contribution of nuclear power to the energy mix has remained steady despite the lack of new construction. This is mainly due to continuous performance improvements in reactor safety and availability. These performance improvements are, to a great extent, due to the deregulation of the U.S. electricity market in the 1990's and subsequent mergers and acquisitions, which led to a consolidation in the number of operators. The economies of scale achieved and the major investments made possible by the pooling of resources promoted the continuous improvement of reactor operations while reducing reactor operating and maintenance costs. In June 2005, George W. Bush sent a

  11. AREVA in Mongolia - Press kit

    International Nuclear Information System (INIS)

    2013-01-01

    Mongolia is going through a crucial period in its history and setting up a strategic policy for uranium. The choices that are being made will affect the country and its future. Mongolia, since the mid-2000's, has benefited from significant mining development that has nourished the strong growth of the country. The giant Oyu Tolgoi (gold and copper) and Tavan Tolgoi (coal) deposits are the symbols of this mining potential. Uranium in particular has a major strategic role. The exploration programmes have revealed the presence of exploitable resources. On 26 February 2013, the Professional Council of Mineral Resources with the Ministry of Mines officially classified the Zoovch Ovoo deposit's with more than 50 000 tons of uranium. Following classification of the deposit of Dulaan Uul in 2011, the Zoovch Ovoo classification makes Mongolia officially one of the top 10 countries with the largest uranium resources. Mongolia has set about making the uranium industry a centrepiece of its strategy and its policy of independence. This new approach is founded in the Nuclear Energy Act adopted in the summer of 2009. The Mongolian State wants to create a uranium industry that makes Mongolia a nuclear fuel supplier for the Asian market. The choice of partners with whom the country associates to mine the uranium deposits is therefore important. Agreements have notably entered into with France, through AREVA which is a public company, as well as with Russia, China, Japan and India. AREVA has been present in Mongolia since 1997. AREVA is today represented in Mongolia by AREVA Mongol, its 100% subsidiary. AREVA Mongol carries out its exploration activities through Cogegobi and will manage its mining licences through AREVA Mines LLC. AREVA holds several exploration licences in Mongolia covering over 9,000 km 2 in the provinces of Dornogobi and Sukbaatar, where COGEGOBI is conducting its drilling programmes. This first phase has led to the first project-development steps

  12. Complementary Safety Assessments: technical and organisational proposals from Areva

    International Nuclear Information System (INIS)

    Anon.

    2012-01-01

    The safety experts of the Areva group have worked on the definition of a hard core of safety measures necessary to assure the vital functions in any situation (event the most unlikely) of the following nuclear facilities: La Hague, Tricastin, Melox, and FBFC Romans. Areva proposes to reinforce its crisis management by deploying new equipment for the intervention and communication (pumps, robots, diesel sets, measuring devices, satellite phone...). More than 1500 people with training and skills related to nuclear crisis will be able to help local teams on nuclear facilities if necessary. Areva has announced that it will invest more than 2 billion euros for upgrading the industrial plants, the implementation of new technologies and the improvement of safety. (A.C.)

  13. The 2003 essential. AREVA; L'essentiel 2003. AREVA

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2004-07-01

    This document presents the essential activities of the Areva Group, a world nuclear industry leader. This group proposes technological solutions to produce the nuclear energy and to transport the electric power. It develops connection systems for the telecommunication, the computers and the automotive industry. Key data on the program management, the sustainable development activities and the different divisions are provided. (A.L.B.)

  14. Experience of Areva in fuel services for PWR and BWR; Experiencia de Areva en servicios de combustible para PWR y BWR

    Energy Technology Data Exchange (ETDEWEB)

    Morales, I.

    2015-07-01

    AREVA being an integrated supplier of fuel assemblies has included in its strategy to develop services and solutions to customers who desire to improve the performance and safety of their fuel. These services go beyond the simple 'after sale' services that can be expected from a fuel supplier: The portfolio of AREVA includes a wide variety of services, from scientific calculations to fuel handling services in a nuclear power plant. AREVA is committed to collaborate and to propose best-in-class solutions that really make the difference for the customer, based on 40 years of Fuel design and manufacturing experience. (Author)

  15. AREVA sustainable development indicators guidelines

    International Nuclear Information System (INIS)

    2003-12-01

    These guidelines set out the procedures used to measure and report the sustainable development and continuous progress data and indicators used within the Areva Group. It defines the scope of the guide, the list of indicators, the measurement and calculation procedures, the internal and external audits. (A.L.B.)

  16. Profitability of a dairy sheep genetic improvement program using artificial insemination.

    Science.gov (United States)

    Valergakis, G E; Gelasakis, A I; Oikonomou, G; Arsenos, G; Fortomaris, P; Banos, G

    2010-10-01

    This simulation study investigated the farm-level economic benefits of a genetic improvement scheme using artificial insemination (AI) with fresh ram semen in dairy sheep of the Chios breed in Greece. Data were collected from 67 farms associated with the Chios Sheep Breeders' Cooperative 'Macedonia', describing the percentage of ewes that would be artificially inseminated in the flock, pregnancy rate, annual ram costs that could be saved using AI rather than natural mating, expected improvement in milk production, annual costs of semen and feed, milk price and number of years of AI usage. The study considered 77 760 possible scenarios in a 3 × 4 × 4 × 3 × 3 × 3 × 4 × 15 factorial arrangement. Analysis of variance was used to investigate the effect of each factor on farm profitability. All factors considered were statistically significant (P profitability and farmers should become aware that using AI is a long-term investment. Semen price, pregnancy rate and improvement in milk production also had substantial effects. The price of milk and feed had a considerably lower effect on profitability, as did the annual cost of maintaining rams that would be replaced by AI. A positive annual and cumulative return was achieved in the model within the first 6 years. The cost of semen was estimated at 8€ to 10€ per dose for the first 5 years. Where the annual improvement in milk production was 1% of annual phenotypic mean (e.g. 3.0 kg) profitability of the scheme was improved greatly.

  17. Improving productivity and profitability of a bioanalytical business through sales and operation planning.

    Science.gov (United States)

    Islam, Rafiqul

    2013-07-01

    Today's bioanalytical CROs face increasing global competition, highly variable demand, high fixed costs, pricing pressure, and increasing demand for quality and speed. Most bioanalytical laboratories have responded to these challenges by implementing automation and by implementing process improvement methodologies (e.g., Six Sigma). These solutions have not resulted in a significant improvement in productivity and profitability since none of them are able to predict the upturn or downturn in demand. High volatility of demand causes long lead times and high costs during peak demand and poor productivity during trough demand. Most bioanalytical laboratories lack the tools to align supply efficiently to meet changing demand. In this paper, sales and operation planning (S&OP) has been investigated as a tool to balance supply and demand. The S&OP process, when executed effectively, can be the single greatest determinant of profitability for a bioanalytical business.

  18. Using creative problem solving (CPS) to improve leadership in a non-profit organization

    OpenAIRE

    Sousa, Fernando; Castelão, Paula; Monteiro, Ileana Pardal; Pellissier, René

    2013-01-01

    The purpose of this study was to evaluate the effectiveness of the Creative Problem Solving (CPS) method in improving the leadership process in a non-profit organization. The research was designed around an intervention and structured in three stages (pre-consult, intervention and follow-up), with a team designated by management, in order to bring leadership cohesion to both departments of the organization and also between the board and executive management. The results, expressed in the task...

  19. COMPARISON OF CRM PROGRAMS BASING ON IMPROVING CUSTOMER PROFITABILITY: USING THE AHP METHOD

    Directory of Open Access Journals (Sweden)

    Dong-Fei Xue

    2014-04-01

    Full Text Available In this paper, we generalize the cause-related marketing (CRM methods that used by most current enterprises. And then, we probe into the difference of the effects of different types of CRM programs aiming at improving customer profitability by analytic hierarchy process (AHP. Consequently, we find out the sequencing results and provide some reference to the enterprises while performing CRM programs.

  20. Areva - 2008 results: yet another year of growth for AREVA

    International Nuclear Information System (INIS)

    2009-02-01

    This paper summarizes the 2008 financial results of the Areva group: Backlog: 48.2 billion euros, up 21.1%; Revenue: 13.2 billion euros, up 10.4%; Operating income: - Operating income excluding provision on OL3 contract in Finland: 1,166 million euros, i.e. operating margin of 8.9%; - Additional provision on OL3 contract of 749 million euros; - Operating income: 417 million euros, i.e. operating margin of 3.2%. Net income attributable to equity holders of the parent: 589 million euros, i.e. euros 16.62 per share; Net debt of 3.45 billion euros before recognition of the SIEMENS put; Dividend of euros 7.05 to be proposed during the Annual General Meeting of Shareholders of April 30, 2009. After publication of these figures Siemens announced its decision to withdraw from AREVA NP

  1. Press kit. Areva in China

    International Nuclear Information System (INIS)

    2004-10-01

    The results achieved in the nuclear energy field illustrate the exemplary nature of the cooperation between France and China. Over 20 years, China has developed the nuclear technology for generating electricity, using the expertise and knowledge of the AREVA Group. AREVA has been present in China since 1986 and now employs 3,500 staff there. The group supplied the nuclear islands for 4 reactors at Daya Bay and Ling Ao as well as technology and equipment for 4 more reactors at the Qinshan II and Tianwan plants. AREVA has developed an ambitious program for transferring technology to the Chinese industry and developing local skills. The group's objective is to remain China's partner of choice in terms of its nuclear program. During an official visit to France in June 2004, China's Vice Premier Zeng Peiyan said he was in favor of 'overall and long-lasting cooperation between China and France in the field of nuclear energy'. AREVA took the opportunity to sign two letters of intent for cooperation over technology from its next generation of nuclear reactors. Electricity consumption forecasts report a need for 900 GW through 2020 and the country's objective is to increase nuclear-generated electricity from 1% to 4% of its total output (36 GW: the equivalent of around twenty 1,500 MWe reactors). An official decision to build 4 new reactors was announced in July 2004 and a further decision concerning another 4 reactors is expected in the near future. Various construction sites are being considered, mainly along the country's eastern coast. An official decision to build four duplicate reactors was announced n July 2004. In addition to these four duplicate reactors to be built on existing sites, China has decided to build four 3. generation reactors at Yangjiang and Sanmen. An international call for tender was launched on September 28, 2004. AREVA will reply to the tender by offering its EPR model. AREVA also aims to expand its Chinese operations into exploring and extracting

  2. The improving efficiency frontier of religious not-for-profit hospitals.

    Science.gov (United States)

    Harrison, Jeffrey P; Sexton, Christopher

    2006-01-01

    By using data-envelopment analysis (DEA), this study evaluates the efficiency of religious not-for-profit hospitals. Hospital executives, healthcare policy makers, taxpayers, and other stakeholders benefit from studies that improve hospital efficiency. Results indicate that overall efficiency in religious hospitals improved from 72% in 1998 to 74% in 2001. What is more important is that the number of religious hospitals operating on the efficiency frontier increased from 40 in 1998 to 47 in 2001. This clearly documents that religious hospitals are becoming more efficient in the management of resources. From a policy perspective, this study highlights the economic importance of encouraging increased efficiency throughout the healthcare industry.

  3. Areva - 2008 results: yet another year of growth for AREVA; Areva - Resultats 2008: une nouvelle annee de croissance pour AREVA

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2009-02-15

    This paper summarizes the 2008 financial results of the Areva group: Backlog: 48.2 billion euros, up 21.1%; Revenue: 13.2 billion euros, up 10.4%; Operating income: - Operating income excluding provision on OL3 contract in Finland: 1,166 million euros, i.e. operating margin of 8.9%; - Additional provision on OL3 contract of 749 million euros; - Operating income: 417 million euros, i.e. operating margin of 3.2%. Net income attributable to equity holders of the parent: 589 million euros, i.e. euros 16.62 per share; Net debt of 3.45 billion euros before recognition of the SIEMENS put; Dividend of euros 7.05 to be proposed during the Annual General Meeting of Shareholders of April 30, 2009. After publication of these figures Siemens announced its decision to withdraw from AREVA NP.

  4. The State regains control of Areva

    International Nuclear Information System (INIS)

    Dupin, Ludovic

    2014-01-01

    This article first gives an overview of problems faced by Areva during the past years: financial losses, new delay for the Finnish EPR and for the French one in Flamanville, delay for the construction of the Jules Horowitz reactor, bad investments, high expenses in offshore wind energy and solar energy. The second part comments the decision taken by the government for a closer relationship between Areva and EDF, the perspectives for Areva associated with the extension of French reactor lifetime, new orientation of activities and definition of a new strategy for Areva

  5. Areva at September 30, 2015:

    International Nuclear Information System (INIS)

    Lachaux, Manuel; Jugean, Anne-Sophie

    2015-01-01

    After the phase of strategic choices and definition of competitiveness objectives, AREVA entered the phase of operational execution of its transformation plan. Despite a still depressed market environment, the Group is beginning to measure the first results of its efforts to restore its financial situation. Thanks to the actions undertaken, the cash consumption pace was sharply slowed down compared to what had been anticipated. In summary: Rise in revenue to euro 2.947 bn: +10.3% vs. September 2014 (+8.7% like for like); - Backlog of euro 31.595 bn; - Discontinued operations, including AREVA NP: - Revenue of euro 2.732 bn: -7.5% vs. September 2014, - Backlog of euro 12.872 bn. Progress on the transformation plan in the third quarter: - Social dialogue: signature of the group agreement on the employment plan and submittal of documents describing the group's reorganization plans to employee representation bodies as part of a job-saving plan; - Continued deployment of actions for operational performance; - Strategic partnership with EDF: finalization of due diligence for the sale of AREVA NP; - Decisions on capital increase taken before the end of 2015

  6. AREVA - 2012 Reference document

    International Nuclear Information System (INIS)

    2013-03-01

    After a presentation of the person responsible for this Reference Document, of statutory auditors, and of a summary of financial information, this report address the different risk factors: risk management and coverage, legal risk, industrial and environmental risk, operational risk, risk related to major projects, liquidity and market risk, and other risks (related to political and economic conditions, to Group's structure, and to human resources). The next parts propose information about the issuer, a business overview (markets for nuclear power and renewable energies, customers and suppliers, group's strategy, operations), a brief presentation of the organizational structure, a presentation of properties, plants and equipment (principal sites, environmental issues which may affect these items), analysis and comments on the group's financial position and performance, a presentation of capital resources, a presentation of research and development activities (programs, patents and licenses), a brief description of financial objectives and profit forecasts or estimates, a presentation of administration, management and supervision bodies, a description of the operation of corporate bodies, an overview of personnel, of principal shareholders, and of transactions with related parties, a more detailed presentation of financial information concerning assets, financial positions and financial performance. Addition information regarding share capital is given, as well as an indication of major contracts, third party information, available documents, and information on holdings

  7. Areva - Nuclear Safety Policy 2013-2016

    International Nuclear Information System (INIS)

    2013-03-01

    The objectives of Areva's Nuclear Safety Policy cover three areas: 1 - Safety of facilities: - Establish a group wide process to maintain the regulatory compliance of facilities and to ensure the execution of improvements required by periodic reviews of safety. - Put in place proactive measures to reduce source terms present in facilities, and in particular with regard to fire, operational waste and legacy waste on AREVA sites. - Ensure the performance of arrangements and activities central to risk prevention, in particular in the areas of containment, criticality safety and radiological protection through compliance with the associated safety requirements. - Strengthen the emergency planning arrangements to be implemented in case of accidents and test these through regular exercises. 2 - Operational Safety: - Develop and verify the level of safety culture of our staff and subcontractors and increase the presence of operational managers on the ground. - Improve the requirements and responsibilities within documentation associated with operations and interventions on the basis of a significant involvement of our staff and subcontractors. - Implement robust and formal risk prevention processes to manage temporary or transitional situations, uncommon situations, or specific risks, including but not limited to parallel activities, administrative lockout/tag-out, working with naked flames, gamma radiation, work in a radioactive environment. - Integrate human and organizational factors (HOF) in the analysis of safety-related modifications of facilities; undertake detailed reviews of the causes of all significant events inside the group and improve the communication and implementation of operating experience within all group entities. - 3 Safety Management: - Maintain an organization based on clear principles of shared responsibility and delegation of authority, and have in place a robust process to assess the impact on safety of any organizational change. - Strengthen

  8. Areva - first half 2007 financial results

    International Nuclear Information System (INIS)

    2007-01-01

    This document presents the financial statements of Areva group for the first half of 2007 as submitted by the Executive Board: Sales revenue: euro 5.373 billion, up by 6.7%; Operating income: euro 207 million, i.e. 3.9% operating margin, up 1.6 point compared with H1 2006; Consolidated net income: euro 295 million, i.e. euro 8.31 per share in H1 2007 against euro 6.92 per share in H1 2006, a 20% increase. All Group performance indicators were up the first half of 2007. Growth was robust and profitability strengthened significantly in terms of both operating income and net income. Consolidated sales revenue rose 6.7% for the first half of 2007 alone, after growth of more than 7% in 2006. This positive trend will continue: the backlog grew by 31% in the first half to more than euro 33 billion, compared with euro 26 billion six months ago and euro 21 billion at year-end 2005. Business is up sharply in the Transmission and Distribution division, which had operating margin of 8.7% in the first half of the year

  9. Annual report 2001. A (AREVA) for.

    International Nuclear Information System (INIS)

    2002-01-01

    This annual report 2001, on the group Areva, provides data and information on the Areva emerges, overview of operations, sustainable development policy, research and development programs, nuclear power activities (front-end, reactors and services back-end divisions), components (connectors division and STMicroelectronics, human resources, share data and the financial report. (A.L.B.)

  10. Reference document 2001. A (AREVA) for.

    International Nuclear Information System (INIS)

    2002-01-01

    This reference document 2001, on the group Areva, provides data and information on the Areva emerges, overview of operations, sustainable development policy, research and development programs, nuclear power activities (front-end, reactors and services back-end divisions), components (connectors division and STMicroelectronics, human resources, share data and financial information (financial report 2001, financial report first-half 2002). (A.L.B.)

  11. Areva solutions for management of defective fuel

    International Nuclear Information System (INIS)

    Morlaes, I.; Vo Van, V.

    2014-01-01

    Defective fuel management is a major challenge for nuclear operators when all fuel must be long-term managed. This paper describes AREVA solutions for managing defective fuel. Transport AREVA performs shipments of defective fuel in Europe and proposes casks that are licensed for that purpose in Europe and in the USA. The paper presents the transport experience and the new European licensing approach of defective fuel transport. Dry Interim Storage AREVA is implementing the defective fuel storage in the USA, compliant with the Safety Authority's requirements. In Europe, AREVA is developing a new, more long-term oriented storage solution for defective fuel, the best available technology regarding safety requirements. The paper describes these storage solutions. Treatment Various types of defective fuel coming from around the world have been treated in the AREVA La Hague plant. Specific treatment procedures were developed when needed. The paper presents operational elements related to this experience. (authors)

  12. Areva. 2007 figures economic, social, societal and environmental data

    International Nuclear Information System (INIS)

    2007-01-01

    This document presents the 2007 economic, social, societal and environmental data of the Areva Group. Content: 1 - Improvement initiative: Continuous improvement, Innovation; 2 - Financial performance: 2007 results; 3 - Commitment to employees: Stakeholder relations, Health and safety, Radiation protection, Radiological impacts, Technological risks, Workforce, Workforce and training; 4 - Environment: Water, Energy, Gaseous releases, Liquid releases, Conventional waste, Radioactive waste; 5 - Reporting and performance indicators: Reporting methodology, Auditors' report, Social indicators, Environmental indicators

  13. Areva 2006 figures - Economic, social, societal and environmental data

    International Nuclear Information System (INIS)

    2006-01-01

    This document presents the 2006 economic, social, societal and environmental data of the Areva Group. Content: 1 - Improvement initiative: Continuous improvement, Innovation, stakeholder relations, local economic development, Financial performance; 2 - Commitment to employees: Health and safety, Radiation protection, Radiological impacts, Technological risks, employees and training; 3 - Environment: Water, Energy, Gaseous releases, Liquid releases, Conventional waste, Radioactive waste; 4 - Reporting and performance indicators: Reporting methodology, Auditors' report, Social indicators, Environmental indicators

  14. EPR by AREVA. An evolutionary reactor

    International Nuclear Information System (INIS)

    Horstmann, Marion

    2010-01-01

    The EPR development goals are as follows: 1. Evolutionary design to fully capitalize on the design, construction and operating experience based on the 86 AREVA's PWR operating worldwide; 2. Enhanced Safety compared to operating PWRs: reduce core damage frequency (CDF), accommodate severe accidents with no long-term population effect, Withstand large airplane crash (APC); 3. High availability; 4. Simplified operation and maintenance; and 5. Generation cost at least 10 % lower than 1500 MWe series in operation.The design builds on the achievements of the N4 and Konvoi reactors. The main plant data are tabulated. The PWR structure is shown as an example of the stepwise improvement. Focus of the presentation is on the construction techniques, supply chain, and project delivery. (P.A.)

  15. Areva. 2005 half year report; Areva. Rapport semestriel 2005

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2005-07-01

    With manufacturing facilities in over 40 countries and a sales network in over 100, AREVA offers customers technological solutions for nuclear power generation and electricity transmission and distribution. The group also provides interconnect systems to the telecommunications, computer and automotive markets. This half-year report of Areva group presents the key financial data of the group for the first half of 2005: 1 - Highlights of the period; 2 - Transition to the International Financial Reporting Standards: Group's application of IFRS, Impact of IAS 32 and 39 adoption on the Group's financial statements; 3 - Key data: summary data, summary data by business Division, backlog, income statement, review by business Division, cash flow statement, balance sheet items; 4 - events subsequent to the half-year-end; 5 - consolidated financial statements: statutory Auditors' report on the 2005 half-year financial statements - period from January 1 to June 30, 2005, consolidated income statement, consolidated balance sheet, consolidated cash flow statement, change in consolidated shareholders' equity, data by business Division and region, notes to the consolidated financial statements; 6 - Outlook.

  16. Areva. 2005 half year report; Areva. Rapport semestriel 2005

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2005-07-01

    With manufacturing facilities in over 40 countries and a sales network in over 100, AREVA offers customers technological solutions for nuclear power generation and electricity transmission and distribution. The group also provides interconnect systems to the telecommunications, computer and automotive markets. This half-year report of Areva group presents the key financial data of the group for the first half of 2005: 1 - Highlights of the period; 2 - Transition to the International Financial Reporting Standards: Group's application of IFRS, Impact of IAS 32 and 39 adoption on the Group's financial statements; 3 - Key data: summary data, summary data by business Division, backlog, income statement, review by business Division, cash flow statement, balance sheet items; 4 - events subsequent to the half-year-end; 5 - consolidated financial statements: statutory Auditors' report on the 2005 half-year financial statements - period from January 1 to June 30, 2005, consolidated income statement, consolidated balance sheet, consolidated cash flow statement, change in consolidated shareholders' equity, data by business Division and region, notes to the consolidated financial statements; 6 - Outlook.

  17. Areva Resources Namibia. Report to Stakeholders 2015

    International Nuclear Information System (INIS)

    2016-01-01

    This document is Areva Namibia's stakeholder report for 2015. After some turbulent years, the company has now settled into the routine of care and maintenance and expect it to continue until the over-supply of uranium on the world market is depleted and the market conditions improve sustainably. Until then the Care and Maintenance team will continue protecting the mine's infrastructure so that it can be commissioned without delay as soon as the economic conditions become more favourable. The company also maintains its focus on process development and optimisation, on safety, occupational health and protection of the environment. The care and maintenance phase is giving an opportunity to thoroughly research the alkaline heap leach process and make improvements to the uranium recovery methods. The third phase of metallurgical test work will explore some new options to further reduce the cost of production and enhance the economic viability of Trekkopje mine. Preliminary bench testing carried out in mid-2015 at the Process Development Laboratory in France delivered promising results. The on-site testing program started in October 2015 and will continue into 2016. Areva Namibia has been very active in the community. Thanks to the desalination plant NamWater has been able to meet the water demand of the other uranium mines when pumping from the Omaruru Delta (Omdel) aquifer had to be reduced. Negotiations about the sale of the plant are at an advanced stage. The company is supporting social projects in the areas of economic development, education, culture and sport in its neighbouring communities of Arandis and Swakopmund and in the wider Erongo region. This report presents some of the highlights of this active engagement with stakeholders at the local, regional and national level. Content: Health and Safety; People; Environment; Community; Care and Maintenance; Process Development; Sustainability Indicators

  18. Areva. 2007 figures economic, social, societal and environmental data; Areva. Chiffres 2007 donnees economiques, sociales, societales et environnementales

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2007-07-01

    This document presents the 2007 economic, social, societal and environmental data of the Areva Group. Content: 1 - Improvement initiative: Continuous improvement, Innovation; 2 - Financial performance: 2007 results; 3 - Commitment to employees: Stakeholder relations, Health and safety, Radiation protection, Radiological impacts, Technological risks, Workforce, Workforce and training; 4 - Environment: Water, Energy, Gaseous releases, Liquid releases, Conventional waste, Radioactive waste; 5 - Reporting and performance indicators: Reporting methodology, Auditors' report, Social indicators, Environmental indicators.

  19. Areva. 2005 half year report

    International Nuclear Information System (INIS)

    2005-01-01

    With manufacturing facilities in over 40 countries and a sales network in over 100, AREVA offers customers technological solutions for nuclear power generation and electricity transmission and distribution. The group also provides interconnect systems to the telecommunications, computer and automotive markets. This half-year report of Areva group presents the key financial data of the group for the first half of 2005: 1 - Highlights of the period; 2 - Transition to the International Financial Reporting Standards: Group's application of IFRS, Impact of IAS 32 and 39 adoption on the Group's financial statements; 3 - Key data: summary data, summary data by business Division, backlog, income statement, review by business Division, cash flow statement, balance sheet items; 4 - events subsequent to the half-year-end; 5 - consolidated financial statements: statutory Auditors' report on the 2005 half-year financial statements - period from January 1 to June 30, 2005, consolidated income statement, consolidated balance sheet, consolidated cash flow statement, change in consolidated shareholders' equity, data by business Division and region, notes to the consolidated financial statements; 6 - Outlook

  20. Areva: a future to be prepared; Areva: un avenir a preparer

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2001-07-01

    The Areva group was created on September 3, 2001 from the fusion of the activities of CEA-Industrie, Framatome and Cogema. It is today one of the first world actor of the nuclear sector, of the sector of new technologies and of the sector of connectors engineering. This paper recalls the factors that led to a reorganization of the French nuclear sector and to the creation of the Areva group. It briefly summarizes the forthcoming missions of Areva. (J.S.)

  1. Status of safety at Areva group facilities. 2007 annual report

    International Nuclear Information System (INIS)

    2007-01-01

    This report describes the status of nuclear safety and radiation protection in the facilities of the AREVA group and gives information on radiation protection in the service operations, as observed through the inspection programs and analyses carried out by the General Inspectorate in 2007. Having been submitted to the group's Supervisory Board, this report is sent to the bodies representing the personnel. Content: 1 - A look back at 2007 by the AREVA General Inspector: Visible progress in 2007, Implementation of the Nuclear Safety Charter, Notable events; 2 - Status of nuclear safety and radiation protection in the nuclear facilities and service operations: Personnel radiation protection, Event tracking, Service operations, Criticality control, Radioactive waste and effluent management; 3 - Performance improvement actions; 4 - Description of the General Inspectorate; 5 - Glossary

  2. Gender-sensitive Value Chain Intervention Improved Profit Efficiency among Orange-fleshed Sweetpotato Producers in Rwanda

    Directory of Open Access Journals (Sweden)

    Bocher Temesgen

    2017-02-01

    Full Text Available The Rwanda Super Foods project sought to develop a value chain for processed orange-fleshed sweetpotato products to respond to farmer concerns over lack of markets. This study used data collected from five districts in rural Rwanda under supper food project between August and September 2014. The study applied a stochastic profit frontier model to data collected from 846 households growing sweetpotato, among which 327 were value chain participants; 312 were “spillover” households that received planting material from participant households, and the remainder control households with no project links. Results showed that average level of profit efficiency in sweetpotato production systems is 55%; suggesting that an estimated 45% of profit is lost due to the combined effect of technical, allocative and scale inefficiency. The profit efficiency of participant households was 64% compared to 20% of the control households. Moreover, the profit efficiency of the female beneficiary, female spillover, and male beneficiary households was found to be 55%, 70%, and 90% against 17% for male control households, respectively. Findings suggest that an orange-fleshed sweetpotato based value chain intervention can enhance the profit efficiency of the poor and disadvantageous households, if designed with special attention to women’s needs. Thus, polices and programs aiming at improving the livelihood of smallholder should be designed targeting women and resource poor.

  3. Dose constraint implementation in AREVA group: an optimization tool

    International Nuclear Information System (INIS)

    Decobert, Veronique

    2008-01-01

    AREVA offers customers reliable technology solutions for CO 2 free power generation and electricity transmission and distribution. The group counts 68000 employees worldwide and for its nuclear activities there are about 33.000 people who work under ionizing radiation. Risk management and prevention is one of the ten engagements of the sustainable development policy of AREVA, to establish and maintain the highest level of nuclear and occupational safety in all of the group's operations to preserve public and worker health, and to protect the environment. The implementation of these engagements is founded on a voluntary continuous improvement program, AREVA Way: objectives, common for the all entities, are laid down in the policies documents. Indicators are defined and a common reporting method for each indicator and the result of performance self-assessment is set up. AREVA chose to federate the whole of the nuclear entities around a common policy, the Nuclear Safety Charter, implemented at the beginning of 2005. This charter sets up principles of organization, action and engagements of transparency. Regarding radiation protection, the Charter reaffirms the engagement to limit in the installations of the group, at a level as low as reasonably possible, the exposure of the workers, through the implementation of the ALARA principle and the implementation of a continuous improvement policy. This approach, basically different from the simple respect of imposed limits, radically modifies the dynamics of progress. In the activities of engineering, the optimization of protection against radiation is also integrated in the design, by taking account the experience feedback of the operational activities. This determination of constraints is taken on all levels of the organization. Thus sustainable development performance indicators and especially those relating to protection against radiation are discussed between the managers in charge of Units Business and the Top managers

  4. Areva at March 31, 2016

    International Nuclear Information System (INIS)

    Lachaux, Manuel; Jugean, Anne-Sophie

    2016-01-01

    In the first quarter of 2016, AREVA generated consolidated revenue of 826 million euros, a decrease of 0.8% (-2.2% like for like) compared with the same period in 2015, due in particular to the schedule of uranium deliveries. Foreign exchange had a positive impact of 12 million euros over the period. At March 31, 2016, the group's backlog reached 33.6 billion euros, up sharply compared to December 31, 2015 (29 billion euros), and represented eight years of revenue. It reflects in particular multi-year commercial agreements signed with EDF in early 2016. The order intake for the first quarter of 2016 totaled 6.1 billion euros, a strong increase in relation to the first quarter of 2015 (0.3 billion euros)

  5. AREVA Germany. International competence in nuclear technology

    International Nuclear Information System (INIS)

    Graeber, Ulrich

    2011-01-01

    AREVA NP was created in 2001 by the merger of the French nuclear technology specialist Framatome with the nuclear sector of Siemens. The company is headquartered in Paris and has regional subsidiaries in Germany and the United States. The joint venture's strength lies in its all-round competence in nuclear power plants, from reactor development to power plant services and modernization of operating plants, design and production of fuel assemblies and turn-key construction of nuclear power reactors. Major core competences are located in Germany including the test facilities which are unique in the entire group as well as electrical engineering and instrumentation and control systems. AREVA NP is part of the globally acting AREVA group which pursues a unique integrated business model. The concept covers the entire nuclear fuel cycle from uranium mining to reprocessing used fuel assemblies. At present, AREVA has 48,000 employees worldwide, of which 5,700 are Germany-based. (orig.)

  6. Status of safety at Areva group facilities. 2007 annual report; Areva, etat de surete des installations nucleaires. Rapport annuel 2007

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2007-07-01

    This report describes the status of nuclear safety and radiation protection in the facilities of the AREVA group and gives information on radiation protection in the service operations, as observed through the inspection programs and analyses carried out by the General Inspectorate in 2007. Having been submitted to the group's Supervisory Board, this report is sent to the bodies representing the personnel. Content: 1 - A look back at 2007 by the AREVA General Inspector: Visible progress in 2007, Implementation of the Nuclear Safety Charter, Notable events; 2 - Status of nuclear safety and radiation protection in the nuclear facilities and service operations: Personnel radiation protection, Event tracking, Service operations, Criticality control, Radioactive waste and effluent management; 3 - Performance improvement actions; 4 - Description of the General Inspectorate; 5 - Glossary.

  7. Can worksite nutritional interventions improve productivity and firm profitability? A literature review.

    Science.gov (United States)

    Jensen, Jørgen Dejgård

    2011-07-01

    This paper investigates whether and how worksite nutrition policies can improve employee productivity. The questions are pursued through a literature review, including a systematic search of literature--combined with literature identified from backward references--on randomized controlled or quasi-experimental worksite intervention trials and observational cross-sectional studies. Studies were selected on the basis of topic relevance, according to publication title and subsequently according to abstract content. A quality appraisal of the studies was based on study design and clarity in definition of interventions, as well as environmental and outcome variables. The search identified 2,358 publications, 30 of which were found suitable for the review. Several of the reviewed studies suggest that diet-related worksite interventions have positive impacts on employees' nutritional knowledge, food intake and health and on the firm's profitability, mainly in terms of reduced absenteeism and presenteeism. Well-targeted and efficiently implemented diet-related worksite health promotion interventions may improve labour productivity by 1%-2%. On larger worksites, such productivity gains are likely to more than offset the costs of implementing such interventions. These conclusions are subject to some uncertainty due to the relatively limited amount of literature in the field.

  8. The programs for lifetime extension by AREVA

    International Nuclear Information System (INIS)

    Knoche, P.

    2014-01-01

    In 2011 AREVA launched 2 worldwide programs to meet the demands of its customers: 'AREVA Safety Alliance' that proposes a set of measures for post-Fukushima safety upgrading and 'AREVA Forward Alliance' that is dedicated to lifetime extension projects. Concerning 'AREVA Safety Alliance' about 150 projects have been carried out for 53 customers in 19 countries, as for 'AREVA Forward Alliance' 60% of the lifetime extension projects in the US have been performed by AREVA. In the framework of lifetime extension projects, upgrading measures and services are proposed such as the installation of hydrogen recombiner units, of filtered ventilation systems for severe accidents, or the upgrading of the reactor control system through the implementation of the digital Teleperm XS technology, or recommendations about the methodology to follow for the repair or replacement of important components. The replacement of steam generators and of the pressurizer and with other upgrading works led to a gain of 18.5% on the output power of the Ringhals-4 unit. (A.C.)

  9. Areva - first half 2007 financial results; Areva - resultats du 1. semestre 2007

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2007-07-01

    This document presents the financial statements of Areva group for the first half of 2007 as submitted by the Executive Board: Sales revenue: euro 5.373 billion, up by 6.7%; Operating income: euro 207 million, i.e. 3.9% operating margin, up 1.6 point compared with H1 2006; Consolidated net income: euro 295 million, i.e. euro 8.31 per share in H1 2007 against euro 6.92 per share in H1 2006, a 20% increase. All Group performance indicators were up the first half of 2007. Growth was robust and profitability strengthened significantly in terms of both operating income and net income. Consolidated sales revenue rose 6.7% for the first half of 2007 alone, after growth of more than 7% in 2006. This positive trend will continue: the backlog grew by 31% in the first half to more than euro 33 billion, compared with euro 26 billion six months ago and euro 21 billion at year-end 2005. Business is up sharply in the Transmission and Distribution division, which had operating margin of 8.7% in the first half of the year.

  10. A bio-economic model to improve profitability in a large national beef cattle population

    Energy Technology Data Exchange (ETDEWEB)

    López-Paredes, J.; Jiménez-Montero, J.A.; Pérez-Cabal, M.A.; González-Recio, O.; Alenda, R.

    2017-07-01

    A bio-economic model was developed for estimating economic values for use in improving profitability in a large national beef cattle population from birth to slaughter. Results were divided into fattening costs, production costs and income. Economic values were derived for 17 traits for two regions, mature weight (-0.43 € and -0.38 €/+1 kg of live weight), age at first calving (-0.13 € and -0.11 €/+1d), calving interval (-1.06 € and -1.02 €/+1d), age at last calving (0.03 € and 0.03 €/+1d), mortality 0-48 h (-5.86 € and -5.63 €/1% calves per cow and year), pre-weaning mortality (-5.96 € and -5.73 €/+1% calves per cow and year), fattening mortality (-8.23 € and -7.88 €/+1% calves per cow and year), adult mortality (-8.92 € and -7.34 €/+1% adult cows per cow and year), pre-weaning average daily gain (2.56 € and 2.84 €/+10g/d), fattening young animals average daily gain (2.65 € and 3.00 €/+10g/d), culled cow in fattening average daily gain (0.25 € and 0.16 €/+10g/d), culled cow dressing carcass percentage (3.09 € and 2.42 €/+1%), culled cow price (4.59 € and 3.59 €/+0.06 €/kg), carcass conformation score (16.39 € and 15.3 €/+1 SEUROP class), dressing carcass rate of calf (18.22 € and 18.23 €/+1%), carcass growth (9.00 € and 10.09 €/+10g of carcass weight/d) and age at slaughter (0.27 € and 0.44 €/+1d). Two sample herds were used to show the economic impact of calving interval and age at first calving shortening in the profit per slaughtered young animal, which was 178 € and 111 € for Herds A and B, respectively. The economic values of functional traits were reduced and production traits were enhanced when fertility traits were improved. The model could be applied in a Spanish national program.

  11. A bio-economic model to improve profitability in a large national beef cattle population

    Directory of Open Access Journals (Sweden)

    Javier López-Paredes

    2017-12-01

    Full Text Available A bio-economic model was developed for estimating economic values for use in improving profitability in a large national beef cattle population from birth to slaughter. Results were divided into fattening costs, production costs and income. Economic values were derived for 17 traits for two regions, mature weight (-0.43 € and -0.38 €/+1 kg of live weight, age at first calving (-0.13 € and -0.11 €/+1d, calving interval (-1.06 € and -1.02 €/+1d, age at last calving (0.03 € and 0.03 €/+1d, mortality 0-48 h (-5.86 € and -5.63 €/1% calves per cow and year, pre-weaning mortality (-5.96 € and -5.73 €/+1% calves per cow and year, fattening mortality (-8.23 € and -7.88 €/+1% calves per cow and year, adult mortality (-8.92 € and -7.34 €/+1% adult cows per cow and year, pre-weaning average daily gain (2.56 € and 2.84 €/+10g/d, fattening young animals average daily gain (2.65 € and 3.00 €/+10g/d, culled cow in fattening average daily gain (0.25 € and 0.16 €/+10g/d, culled cow dressing carcass percentage (3.09 € and 2.42 €/+1%, culled cow price (4.59 € and 3.59 €/+0.06 €/kg, carcass conformation score (16.39 € and 15.3 €/+1 SEUROP class, dressing carcass rate of calf (18.22 € and 18.23 €/+1%, carcass growth (9.00 € and 10.09 €/+10g of carcass weight/d and age at slaughter (0.27 € and 0.44 €/+1d. Two sample herds were used to show the economic impact of calving interval and age at first calving shortening in the profit per slaughtered young animal, which was 178 € and 111 € for Herds A and B, respectively. The economic values of functional traits were reduced and production traits were enhanced when fertility traits were improved. The model could be applied in a Spanish national program.

  12. A bio-economic model to improve profitability in a large national beef cattle population

    International Nuclear Information System (INIS)

    López-Paredes, J.; Jiménez-Montero, J.A.; Pérez-Cabal, M.A.; González-Recio, O.; Alenda, R.

    2017-01-01

    A bio-economic model was developed for estimating economic values for use in improving profitability in a large national beef cattle population from birth to slaughter. Results were divided into fattening costs, production costs and income. Economic values were derived for 17 traits for two regions, mature weight (-0.43 € and -0.38 €/+1 kg of live weight), age at first calving (-0.13 € and -0.11 €/+1d), calving interval (-1.06 € and -1.02 €/+1d), age at last calving (0.03 € and 0.03 €/+1d), mortality 0-48 h (-5.86 € and -5.63 €/1% calves per cow and year), pre-weaning mortality (-5.96 € and -5.73 €/+1% calves per cow and year), fattening mortality (-8.23 € and -7.88 €/+1% calves per cow and year), adult mortality (-8.92 € and -7.34 €/+1% adult cows per cow and year), pre-weaning average daily gain (2.56 € and 2.84 €/+10g/d), fattening young animals average daily gain (2.65 € and 3.00 €/+10g/d), culled cow in fattening average daily gain (0.25 € and 0.16 €/+10g/d), culled cow dressing carcass percentage (3.09 € and 2.42 €/+1%), culled cow price (4.59 € and 3.59 €/+0.06 €/kg), carcass conformation score (16.39 € and 15.3 €/+1 SEUROP class), dressing carcass rate of calf (18.22 € and 18.23 €/+1%), carcass growth (9.00 € and 10.09 €/+10g of carcass weight/d) and age at slaughter (0.27 € and 0.44 €/+1d). Two sample herds were used to show the economic impact of calving interval and age at first calving shortening in the profit per slaughtered young animal, which was 178 € and 111 € for Herds A and B, respectively. The economic values of functional traits were reduced and production traits were enhanced when fertility traits were improved. The model could be applied in a Spanish national program.

  13. Annual report 2001. A (AREVA) for..; Rapport annuel 2001. A (AREVA) comme..

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2002-07-01

    This annual report 2001, on the group Areva, provides data and information on the Areva emerges, overview of operations, sustainable development policy, research and development programs, nuclear power activities (front-end, reactors and services back-end divisions), components (connectors division and STMicroelectronics, human resources, share data and the financial report. (A.L.B.)

  14. Reference document 2001. A (AREVA) for..; Document de reference 2001. A (AREVA) comme..

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2002-07-01

    This reference document 2001, on the group Areva, provides data and information on the Areva emerges, overview of operations, sustainable development policy, research and development programs, nuclear power activities (front-end, reactors and services back-end divisions), components (connectors division and STMicroelectronics, human resources, share data and financial information (financial report 2001, financial report first-half 2002). (A.L.B.)

  15. Conservation agriculture practices in rainfed uplands of India improve maize-based system productivity and profitability

    Directory of Open Access Journals (Sweden)

    Aliza Pradhan

    2016-07-01

    Full Text Available Traditional agriculture in rainfed uplands of India has been experiencing low agricultural productivity as the lands suffer from poor soil fertility, susceptibility to water erosion and other external pressures of development and climate change. A shift towards more sustainable cropping systems such as conservation agriculture production systems (CAPS may help in maintaining soil quality as well as improving crop production and farmer’s net economic benefit. This research assessed the effects over three years (2011-2014 of reduced tillage, intercropping, and cover cropping practices customized for maize-based production systems in upland areas of Odisha, India. The study focused on crop yield, system productivity and profitability through maize equivalent yield and dominance analysis. Results showed that maize grain yield did not differ significantly over time or among CAPS treatments while cowpea yield was considered as an additional yield in intercropping systems. Mustard and horsegram grown in plots after maize cowpea intercropping recorded higher grain yields of 25 and 37%, respectively, as compared to those without intercropping. Overall, the full CAPS implementation i.e. minimum tillage, maize-cowpea intercropping and mustard residue retention had significantly higher system productivity and net benefits than traditional farmer practices, i.e. conventional tillage, sole maize cropping, and no mustard residue retention. The dominance analysis demonstrated increasing benefits of combining conservation practices that exceeded thresholds for farmer adoption. Given the use of familiar crops and technologies and the magnitude of yield and income improvements, these types of CAPS should be acceptable and attractive for smallholder farmers in the area. This in turn should support a move toward sustainable intensification of crop production to meet future household income and nutritional needs.

  16. Conservation Agriculture Practices in Rainfed Uplands of India Improve Maize-Based System Productivity and Profitability

    Science.gov (United States)

    Pradhan, Aliza; Idol, Travis; Roul, Pravat K.

    2016-01-01

    Traditional agriculture in rainfed uplands of India has been experiencing low agricultural productivity as the lands suffer from poor soil fertility, susceptibility to water erosion and other external pressures of development and climate change. A shift toward more sustainable cropping systems such as conservation agriculture production systems (CAPSs) may help in maintaining soil quality as well as improving crop production and farmer’s net economic benefit. This research assessed the effects over 3 years (2011–2014) of reduced tillage, intercropping, and cover cropping practices customized for maize-based production systems in upland areas of Odisha, India. The study focused on crop yield, system productivity and profitability through maize equivalent yield and dominance analysis. Results showed that maize grain yield did not differ significantly over time or among CAPS treatments while cowpea yield was considered as an additional yield in intercropping systems. Mustard and horsegram grown in plots after maize cowpea intercropping recorded higher grain yields of 25 and 37%, respectively, as compared to those without intercropping. Overall, the full CAPS implementation, i.e., minimum tillage, maize–cowpea intercropping and mustard residue retention had significantly higher system productivity and net benefits than traditional farmer practices, i.e., conventional tillage, sole maize cropping, and no mustard residue retention. The dominance analysis demonstrated increasing benefits of combining conservation practices that exceeded thresholds for farmer adoption. Given the use of familiar crops and technologies and the magnitude of yield and income improvements, these types of CAPS should be acceptable and attractive for smallholder farmers in the area. This in turn should support a move toward sustainable intensification of crop production to meet future household income and nutritional needs. PMID:27471508

  17. Conservation Agriculture Practices in Rainfed Uplands of India Improve Maize-Based System Productivity and Profitability.

    Science.gov (United States)

    Pradhan, Aliza; Idol, Travis; Roul, Pravat K

    2016-01-01

    Traditional agriculture in rainfed uplands of India has been experiencing low agricultural productivity as the lands suffer from poor soil fertility, susceptibility to water erosion and other external pressures of development and climate change. A shift toward more sustainable cropping systems such as conservation agriculture production systems (CAPSs) may help in maintaining soil quality as well as improving crop production and farmer's net economic benefit. This research assessed the effects over 3 years (2011-2014) of reduced tillage, intercropping, and cover cropping practices customized for maize-based production systems in upland areas of Odisha, India. The study focused on crop yield, system productivity and profitability through maize equivalent yield and dominance analysis. Results showed that maize grain yield did not differ significantly over time or among CAPS treatments while cowpea yield was considered as an additional yield in intercropping systems. Mustard and horsegram grown in plots after maize cowpea intercropping recorded higher grain yields of 25 and 37%, respectively, as compared to those without intercropping. Overall, the full CAPS implementation, i.e., minimum tillage, maize-cowpea intercropping and mustard residue retention had significantly higher system productivity and net benefits than traditional farmer practices, i.e., conventional tillage, sole maize cropping, and no mustard residue retention. The dominance analysis demonstrated increasing benefits of combining conservation practices that exceeded thresholds for farmer adoption. Given the use of familiar crops and technologies and the magnitude of yield and income improvements, these types of CAPS should be acceptable and attractive for smallholder farmers in the area. This in turn should support a move toward sustainable intensification of crop production to meet future household income and nutritional needs.

  18. The AREVA's waste management strategy

    International Nuclear Information System (INIS)

    Poncet, Ph.

    2011-01-01

    In accordance with its policy of sustainable development and continuous progress, AREVA is permanently seeking to reduce the impact of the management of its waste, of whatever type, and its radioactive waste in particular. This goal is taken into consideration very early in industrial projects and concerns all the phases in the life of the installations and all the activities of the Group. The resulting actions aim to guarantee that an exhaustive inventory is made of the radioactive materials and waste, to optimise how they are characterised, to ensure their traceability and to determine the best management methods. Past and future progress relies primarily on the effectiveness of zoning (in particular the concept of radiological cleanness), how work is organized, the account taken of operating experience feedback, the search for recycling solutions or appropriate removal routes, optimisation of waste storage and, whenever possible, online processing, plus of course the professionalism of all those involved. A participatory approach by the Group will enable the focus areas and required actions to be defined: networks and multidisciplinary working groups, whenever possible in association with other stake-holders or partners from the nuclear industry. (author)

  19. AREVA - 2012 annual results: significant turnaround in performance one year after launching the Action 2016 plan

    International Nuclear Information System (INIS)

    Duperray, Julien; Berezowskyj, Katherine; Kempkes, Vincent; Rosso, Jerome; Thebault, Alexandre; Scorbiac, Marie de; Repaire, Philippine du

    2013-01-01

    One year after launching Areva's Action 2016 strategic plan, the first results are in. AREVA is ahead of schedule in executing its recovery plan. While pursuing its efforts in the management of a few difficult projects (such as OL3), Areva group was able to return to a virtuous performance cycle rooted in strong growth in nuclear order intake and good progress on its cost reduction program. Commercially, despite the difficult economic environment, AREVA was able to capitalize on its leadership in the installed base and on its long-term partnerships with strategic customers, beginning with EDF, with which AREVA renewed a confident and constructive working relationship. Areva has secured 80% of its objective of one billion euros of savings by the end of 2015 to improve its competitiveness. The group also continued efforts to optimize working capital requirement and control the capital expenditure trajectory. Together, these results enabled AREVA to exceed the objectives set for 2012 for two key indicators of its strategic plan: EBITDA and free operating cash flow. Nearly 60% of the 2.1 billion euros devoted to capital expenditures for future growth in 2012 were funded by operations, a quasi-doubled share compared to 2011. Areva's floor target for asset disposals was achieved one year ahead of schedule, also helping the Group to control its net debt, which remained below 4 billion euros. In 2013, Areva is continuing to implement the Action 2016 plan to keep its turnaround on track. In summary: - Backlog renewed over the year 2012 to euro 45.4 bn thanks to the increase in nuclear order intake; - Sales revenue growth: euro 9.342 bn (+5.3% vs. 2011), led by nuclear and renewables operations; - Very sharp upturn in EBITDA: euro 1.007 bn (+euro 586 m vs. 2011) - Very net improvement in free operating cash flow: -euro 854 m (+euro 512 m vs. 2011); - Back to positive reported operating income: euro 118 m (+euro 1.984 bn vs. 2011); - 2012-2013 floor target for asset disposals

  20. A study of the financial history of the U. S. scheduled airlines and the improvement of airline profitability through technology

    Energy Technology Data Exchange (ETDEWEB)

    Wilcox, D.E.

    1975-07-01

    The financial history of the U.S. scheduled airline industry was investigated to determine the causes of the erratic profit performance of the industry and to evaluate potential economic gains from technology advances of recent years. Operational and economic factors affecting past and future profitability of the industry are discussed, although no attempt was made to examine the profitability of individual carriers. The results of the study indicate that the profit erosion of the late 1960's and early 1970's was due more to excess capacity than to inadequate fare levels, but airline problems were severely compounded by the rapid fuel price escalation in 1974 and 1975. Near-term solutions to the airline financial problems depend upon the course of action by the industry and the CAB and the general economic health of the nation. For the longer term, the only acceptable alternative to continued fare increases is a reduction in unit operating costs through technological advance. The next generation of transports is expected to incorporate technologies developed under Government sponsorship in the 1960's and 1970's with significant improvements in fuel consumption and operating costs. (GRA)

  1. Do Robotic Surgical Systems Improve Profit Margins? A Cross-Sectional Analysis of California Hospitals.

    Science.gov (United States)

    Shih, Ya-Chen Tina; Shen, Chan; Hu, Jim C

    2017-09-01

    The aim of this study was to examine the association between ownership of robotic surgical systems and hospital profit margins. This study used hospital annual utilization data, annual financial data, and discharge data for year 2011 from the California Office of Statewide Health Planning and Development. We first performed bivariate analysis to compare mean profit margin by hospital and market characteristics and to examine whether these characteristics differed between hospitals that had one or more robotic surgical systems in 2011 and those that did not. We applied the t test and the F test to compare mean profit margin between two groups and among three or more groups, respectively. We then conducted multilevel logistic regression to determine the association between ownership of robotic surgical systems and having a positive profit margin after controlling for other hospital and market characteristics and accounting for possible correlation among hospitals located within the same market. The study sample included 167 California hospitals with valid financial information. Hospitals with robotic surgical systems tended to report more favorable profit margins. However, multilevel logistic regression showed that this relationship (an association, not causality) became only marginally significant (odds ratio [OR] = 6.2; P = 0.053) after controlling for other hospital characteristics, such as ownership type, teaching status, bed size, and surgical volumes, and market characteristics, such as total number of robotic surgical systems owned by other hospitals in the same market area. As robotic surgical systems become widely disseminated, hospital decision makers should carefully evaluate the financial and clinical implications before making a capital investment in this technology. Copyright © 2017 International Society for Pharmacoeconomics and Outcomes Research (ISPOR). Published by Elsevier Inc. All rights reserved.

  2. Areva's challenge for ''Georges Besse 2''

    International Nuclear Information System (INIS)

    Jemain, A.

    2003-01-01

    For its future uranium enrichment plant of its Tricastin site (Drome, France), the world nuclear leader Areva has abandoned the gaseous diffusion technique (of French origin) for the centrifugation technique, more economical and modular. This future plant, named 'Georges Besse 2' will require 3 billions of euros of investment and will supply a world market also estimated to 3 billions of euros and shared between Areva, Urenco (UK), Usec (US), Minatom (Russia), JNC (Japan) and CNNC (China). The first batches of enriched uranium will be produced using a thousand of centrifuges by 2007. (J.S.)

  3. Our energies have a future. A future without CO2. Areva in 2005

    International Nuclear Information System (INIS)

    2005-01-01

    This document is the sustainable development and 2005 annual report altogether of Areva group. It presents first the challenges of energy for economical development, the climate change threat and the sustainability of nuclear power in particular with respect to radioactive wastes management and power blackouts. Then follows a presentation of Areva's 10 commitments for sustainable development (governance and continuous improvement, financial performance, innovation, customer satisfaction, commitment to employees, risk management and prevention, environmental protection, dialogue and consensus building, community involvement). The annual report presents: the 2005 highlights, Areva around the world, key data, corporate governance, organisation of the group, share information and shareholder relations, business review (front end division, reactors and services division, back end division, transmission and distribution division), financial report and glossary. (J.S.)

  4. Improving CLOPE’s Profit Value and Stability with an Optimized Agglomerative Approach

    Directory of Open Access Journals (Sweden)

    Yefeng Li

    2015-06-01

    Full Text Available CLOPE (Clustering with sLOPE is a simple and fast histogram-based clustering algorithm for categorical data. However, given the same data set with the same input parameter, the clustering results by this algorithm would possibly be different if the transactions are input in a different sequence. In this paper, a hierarchical clustering framework is proposed as an extension of CLOPE to generate stable and satisfactory clustering results based on an optimized agglomerative merge process. The new clustering profit is defined as the merge criteria and the cluster graph structure is proposed to optimize the merge iteration process. The experiments conducted on two datasets both demonstrate that the agglomerative approach achieves stable clustering results with a better profit value, but costs much more time due to the worse complexity.

  5. Investment of Vehicle Fixed Asset Investment on improving profitability (Case study of Parahyangan Express Karawang Branch

    Directory of Open Access Journals (Sweden)

    Sri Suartini

    2018-03-01

    Full Text Available The purpose of this study is to determine how much influence has fixed asset investment in profitability of Parahyangan Express Karawang Branch. This research uses the descriptive method with primary data source of Parahyangan Express Karawang Branch between 2007 - 2016. The result of this research is r average investment value of Parahyangan Express in the period 2007 until 2016. Parahyangan Express in the period 2007 to 2016 tends to decline. Based on test results t comparison t arithmetic with t table showing 2.840> 2.093 t count more than t table. The percentage of influence of fixed asset investment of 30% means 30 % development of profitability. Parahyangan Express is influenced by in-kind fixed assets while 70 % is influenced by other factors not examined in this study.

  6. Areva at September 30, 2014

    International Nuclear Information System (INIS)

    Duperray, Julien; Berezowskyj, Katherine; Grange, Aurelie; Rosso, Jerome; Thebault, Alexandre; Repaire, Philippine du

    2014-01-01

    Over the first nine months of 2014, AREVA generated consolidated revenue of 5.558 billion euros, a decrease of 14.3% (-12.9% like for like) compared to the same period in 2013. In the nuclear operations, revenue totaled 5.453 billion euros over the first 9 months of 2014, versus 6.330 billion euros for the first 9 months of 2013, a 13.9% decrease (-13.1% like for like). Revenue in the Front End BG rose 13.2% (+13.8% like for like). Revenue in the Mining, Reactors and Services and Back End BGs declined 44.8% (-43.5% like for like), 7.7% (-6.5% like for like) and 24.0% (-24.3% like for like) respectively. Foreign exchange had a negative impact of 54 million euros over the period, while consolidation scope had a negative impact of 46 million euros. Third quarter 2014 revenue came to 1.669 billion euros, a 15.3% decrease (-14.1% like for like) compared to the third quarter of 2013. Consolidation scope had a negative impact of 28 million euros over the period, while foreign exchange had practically no impact. Revenue in the nuclear operations amounted to 1.655 billion euros in the 3. quarter of 2014, a drop of 14.2% compared to the 3. quarter of 2013 (-14.3% like for like). Over the first 9 months of 2014, revenue in France came to 2.645 billion euros, a 3.2% decrease compared to the first 9 months of 2013. Over the same period, revenue from international operations totaled 2.913 billion euros, a drop of 22.3% compared to the first 9 months of 2013. At September 30, 2014, the group's backlog was 46.076 billion euros, an increase of 11.4% compared to September 30, 2013 (41.365 billion euros). This is a record level for the nuclear operations since the group's creation. It should be noted that the backlog does not include all of the umbrella agreement signed with EDF, announced on October 2, 2014, for the supply of design and fuel fabrication services for the French nuclear reactors from 2015 to 2021. It should also be noted that it does not include the amount of

  7. To What Extent Does Non Profit Private Micro Health Insurance Help Improve Public Health Care?

    Directory of Open Access Journals (Sweden)

    Aurore Duffau

    2009-12-01

    Full Text Available Based on the SKY micro health insurance project that GRET has been developing in Cambodia for ten years, this article reflects on how non-profit private micro health insurance can help improve public health care.The medical situation in Cambodia is particularly interesting to study insomuch as the population multiplies their sources of care (self-medication, visits to private practitioners, traditional therapists, doctors in public facilities, etc., which leads to high costs and mediocre care.Using the SKY project’s internal database and four qualitative studies conducted between 2007 and 2008 in the project’s areas of intervention, we show that the SKY project, which is conducted in agreement with the Khmer authorities, has enabled greater utilisation of public health care, a better perception of the quality of care, and a better capacity for financial anticipation both in health care facilities and among the insured. Nevertheless, the limitations of and obstacles facing such systems are numerous: self-medication among the insured persists, the attitude of poorly paid health care workers does not favour rational use of medicines, and the orientation of Ministerial financing of health care is not always consistent with the project’s objectives. Ultimately, the synergies between non profit private micro health insurance and public health care will be all the more effective when insurance accounts for a large share of health care facilities’ revenues—that is to say when the subscriber base is large.Basé sur le projet de micro-assurance santé SKY que le GRET développe au Cambodge depuis dix ans, cet article explique comment la micro-assurance santé privée à but non lucratif peut contribuer à améliorer les soins de santé publique.La situation médicale au Cambodge est particulièrement intéressante à étudier car la population multiplie les sources de soins (auto-médication, consultations en cabinet, médecine traditionnelle

  8. 1. half results 2003 - AREVA group

    International Nuclear Information System (INIS)

    2003-01-01

    This financial presentation of the Areva group, the world nuclear industry leader, results for the first half 2003 highlights the good level of activity, the negotiations with URENCO in final stages concerning the enrichment, the revision of estimates and negotiations underway concerning the dismantling and the operating income positive in Q2 2003 concerning the connectors division. (A.L.B.)

  9. Areva group. Result, first half 2004

    International Nuclear Information System (INIS)

    2004-09-01

    Areva, a world nuclear industry leader, provides by this document information and key data on the performance and detailed financial data of the first half 2004. The transmission and distribution integration plan 2004-2006 is also detailed. (A.L.B.)

  10. Toward a balanced framework to evaluate and improve the internal functioning of non-profit economic development business incubators : A study in Belgium

    NARCIS (Netherlands)

    Vanderstraeten, J.; Matthyssens, P.; van Witteloostuijn, A.

    2014-01-01

    Non-profit organisations, such as economic development incubators, may adapt the balanced scorecard and strategy map in their efforts to improve their internal functioning. In this paper, we employ qualitative research among non-profit economic development incubators in Antwerp, Belgium, to modify

  11. EPR by Areva. The path of greatest certainty

    International Nuclear Information System (INIS)

    2008-01-01

    AREVA's Evolutionary Power Reactor (EPR) is the first Generation III+ reactor design currently being built to answer the world's growing demand for clean and reliable electricity generation. Already under construction in Finland, France and China, the EPR is also being considered by America, United Kingdom, South Africa and other countries for the development of their nuclear fleet. The EPR is now clearly destined to become the mainstay of standardized, efficient reactor fleets around the globe. AREVA's EPR incorporates unbeatable know-how provided by an uninterrupted track record of reactor building activities and backed by decades of feedback experience from operating PWRs, including the most recent. The EPR is a Franco-German initiative which benefited from the stringent scrutiny of safety authorities from both countries, at each stage of the project. The EPR has already secured construction licenses from two of the world's most demanding safety authorities in France and Finland and is currently in line for a design certification and a combined construction and operating license (COL) in the USA. It is also taking part in the licensing process recently launched in the United Kingdom. Europe's leading utilities have granted the EPR their approval under the 'European Utilities Requirements' and have further expressed individual interest in the design and performance of the EPR for their businesses. AREVA is the only Gen III+ reactor constructor in the world with ongoing building experience. To date, AREVA is the only vendor who has the necessary field experience that future customers can benefit: - Detailed design completed; - Experience feedback from 87 PWR; - 3 projects going on; - Continuous PWR experience in design and construction. Close to 100% of the EPR primary circuit heavy components are sourced directly from AREVA's integrated plants. Engineering, manufacturing, services and fuel cycle management are totally integrated and mastered by AREVA. From its

  12. EPR by Areva. The path of greatest certainty

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    integrated and mastered by AREVA. From its earliest design stages, the EPR has been designed to comply with the most stringent safety requirements: Airplane crash resistance, Accident consequences limited by an optimal combination of passive and active safety systems, Core melt catcher, Quadruple redundancy with independent trains for each safeguard system, Even lower probability of core damage, Double containment shell. Its evolutionary advances are proven, leaving none of the question marks posed by 'revolutionary' designs. On the contrary, the EPR evolutionary design protects utilities' corporate responsibility. The EPR has been designed to minimize its impact on the environment while achieving its operational objectives: Maximum power output per site, Lower natural Uranium consumption per MWh, Reduced long-lived high-level waste generation during operation, Capability to use MOX (Mixed Oxide) and reprocessed uranium fuel, Minimal quantities of high activity metal structure, Less water usage thanks to improved thermal efficiency, Minimum impact on health. Thanks to its low fuel consumption, maintenance and operating costs, the EPR is a perfect choice for utilities: Lower total fuel costs, Lower operation and maintenance costs, Higher power output per site, Savings accruing from the experience feedback of a global EPR fleet and associated owners' Group, High plant efficiency.

  13. 'Action 2016': AREVA's strategic action plan

    International Nuclear Information System (INIS)

    Marie, Patricia; Briand, Pauline; Floquet-Daubigeon, Fleur; Michaut, Maxime; De Scorbiac, Marie; Du Repaire, Philippine

    2011-01-01

    On December 13, 2011, Luc Oursel, CEO, and Pierre Aubouin, Chief Financial Officer presented the group's strategic plan for the period 2012-2016. The plan has been drawn up collectively and is based on a thorough-going analysis and a realistic assessment of perspectives for all group activities and associated resources. Development of nuclear and renewable energies: the fundamentals are unchanged. In this context, the German decision remains an isolated case and the great majority of nuclear programs around the world have been confirmed. More conservative in its projections than the International Energy Agency, the group expects growth of 2.2% annually, reaching 583 GW of installed nuclear capacity by 2030, against 378 GW today. However, the Fukushima accident will lead to delays in launching new programs. 'Action 2016' plan aims to consolidate AREVA's leadership in nuclear energy and become a leading player in renewable energy. The group's strategic action plan 'Action 2016' is based on the following strategic choices: - commercial priority given to value creation, - selectivity in investments, - strengthening of the financial structure. These demand an improvement in the group's performance by 2015. This plan makes nuclear safety a strategic priority for the industrial and commercial performance of the group. This ambitious performance plan for the period 2012-2016 will give the group the wherewithal to withstand a temporary slowdown in the market resulting from the Fukushima accident and to deliver safe and sustainable growth of the business. The plan sets out the strategic direction for the group's employees for the years ahead: taking advantage of the expected growth in nuclear and renewable energies, targeted investment programs, and return to self-financing as of 2014

  14. FARM-PRODUCED ENERGY OF AGRICULTURAL WASTE ORIGIN IMPROVES ITS PROFITABILITY

    Directory of Open Access Journals (Sweden)

    Karol Węglarzy

    2014-03-01

    Full Text Available The most important tasks of Polish agriculture in 2014-2020 perspective will include maintaining food quality and safety, and orientation toward the part of the production of renewable energy, especially using biomass. Processing of biomass in anaerobic methane fermentation of agricultural biogas solves the problem of waste storage, reducing greenhouse gas emissions, especially high concentrations of methane, coming from the fermentation of slowly stored biomass. The economic aspect explains the popularity of biogas works; it is related to diversification of agricultural production through the introduction of a qualitatively new production of green energy from biogas, which significantly affects the profitability of agricultural production and will be an alternative for some companies, or large farms as a source of additional income and energy security. Energy generated in small biogas plants can fully protect the energy needs of a small farm releasing it from external sources and generating savings. For installations larger surplus may provide an additional source of farms’ income.

  15. EPR by Areva. EPR the 1600+ MWe reactor

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    This brochure presents the GEN III+ EPR reactor designed by the Areva and Siemens consortium. The EPR reactor is a direct descendent of the well-proven N4 and KONVOI reactors, the most modern reactors in France and Germany. The EPR was designed by teams from KWU/Siemens and Framatome, EDF in France and the major German utilities, working in collaboration with both French and German safety authorities. The EPR integrates the results of decades of R and D programs, in particular those performed by the CEA (French Atomic Energy Commission) and the Karlsruhe Research Center in Germany. The EPR benefits from the experience of several thousand reactor-years of operation of pressurized water reactor technology. This experience has put 87 AREVA PWRs online throughout the world. Innovative Features: - An outer shell covering the reactor building, the spent fuel building and two of the four safeguard buildings provides protection against large commercial or military aircraft crash. - A heavy neutron reflector that surrounds the reactor core lowers uranium consumption. - An axial economizer inside the steam generator allows a high level of steam pressure and therefore high plant efficiency. - A core catcher allows passive collection and retention of the molten core should the reactor vessel fail in the highly unlikely event of a core melt. - A digital technology and a fully computerized control room with an operator friendly man-machine interface improve the reactor protection system.

  16. EPR by Areva. EPR the 1600+ MWe reactor

    International Nuclear Information System (INIS)

    2008-01-01

    This brochure presents the GEN III+ EPR reactor designed by the Areva and Siemens consortium. The EPR reactor is a direct descendent of the well-proven N4 and KONVOI reactors, the most modern reactors in France and Germany. The EPR was designed by teams from KWU/Siemens and Framatome, EDF in France and the major German utilities, working in collaboration with both French and German safety authorities. The EPR integrates the results of decades of R and D programs, in particular those performed by the CEA (French Atomic Energy Commission) and the Karlsruhe Research Center in Germany. The EPR benefits from the experience of several thousand reactor-years of operation of pressurized water reactor technology. This experience has put 87 AREVA PWRs online throughout the world. Innovative Features: - An outer shell covering the reactor building, the spent fuel building and two of the four safeguard buildings provides protection against large commercial or military aircraft crash. - A heavy neutron reflector that surrounds the reactor core lowers uranium consumption. - An axial economizer inside the steam generator allows a high level of steam pressure and therefore high plant efficiency. - A core catcher allows passive collection and retention of the molten core should the reactor vessel fail in the highly unlikely event of a core melt. - A digital technology and a fully computerized control room with an operator friendly man-machine interface improve the reactor protection system

  17. Applications of learning based systems at AREVA group

    International Nuclear Information System (INIS)

    Jeanmart, F.; Leclerc, C.

    2006-01-01

    As part of its work on advanced information systems, AREVA is exploring the use of computerized tools based on 'machine learning' techniques. Some of these studies are being carried out by EURIWARE - continuing on from previous work done by AREVA NC - focused on the supervision of complex systems. Systems based on machine learning techniques are one of the possible solutions being investigated by AREVA: knowing that the stakes are high and involve better anticipation and control and high financial considerations. (authors)

  18. GAIA: AREVAs New PWR fuel assembly design

    Energy Technology Data Exchange (ETDEWEB)

    Vollmert, N.; Gentet, G.; Louf, P.H.; Mindt, M.; O' Brian, J.; Peucker, J.

    2015-07-01

    GAIA is the label of a new PWR Fuel Assembly design developed by AREVA with the objective to provide its customers an advanced fuel assembly design regarding both robustness and performance. Since 2012 GAIA lead fuel assemblies are under irradiation in a Swedish reactor and since 2015 in a U.S. reactor. Visual inspections and examinations carried out so far during the outages confirmed the intended reliability, robustness and the performance enhancement of the design. (Author)

  19. Areva reached its objectives in 2002

    International Nuclear Information System (INIS)

    Anon.

    2003-01-01

    In 2002 the turnover of the Areva group has fallen by 7,1 % from 8,90 milliard euros in 2001 to 8,26 milliard euros. This fall breaks up into -3,6 % for the nuclear sector and -20,7 % for connector engineering. The sharp drop for connector engineering is not surprising and is attributed to the fact that in 2002 there was no revival of business in the market of communication equipment. (A.C.)

  20. AREVA net income: 649 million euros

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2007-03-15

    This document presents the financial statements for 2006 of Areva group: net income: 649 million euros; backlog up by 24.6% to 25.6 billion euros; steady growth of sales revenue: + 7.3%1 to 10.863 billion euros; operating income of 407 million euros: excellent divisional performance and constitution of a significant provision for the OL3 project in Finland; dividend proposed to Annual General Meeting of Shareholders: 8.46 euros per share.

  1. AREVA net income: 649 million euros

    International Nuclear Information System (INIS)

    2007-03-01

    This document presents the financial statements for 2006 of Areva group: net income: 649 million euros; backlog up by 24.6% to 25.6 billion euros; steady growth of sales revenue: + 7.3%1 to 10.863 billion euros; operating income of 407 million euros: excellent divisional performance and constitution of a significant provision for the OL3 project in Finland; dividend proposed to Annual General Meeting of Shareholders: 8.46 euros per share

  2. Areva attracted to Slovakia by engineers

    International Nuclear Information System (INIS)

    Slovak, K.

    2006-01-01

    The expected growth of demand in nuclear power stations and technologies compelled the French-German company Areva NP to look for other possibilities for expansion. The company belongs to the French energy concern, Areva, which employs almost sixty thousand people worldwide and which last year achieved revenues of ten billion EUR. A joint venture between the French company and the German company Siemens - Areva NP - designs and manufactures software and hardware for security and automation technologies in nuclear power stations. Areva NP Controls, a subsidiary of the company, has been operating in Bratislava from 1 July. The plan is that Slovak engineers will design hardware and software to be used in nuclear power station security systems around the world. The decision to open an engineering office in Bratislava was made after the management at the German head office realised the need for three hundred new engineers. T his many quality people are not available in Germany right now , said Franz Hilbert, the boss of the Slovak subsidiary. The company decided between the Czech Republic, Russia and India. In the end, Bratislava was chosen. F. Hilbert added that Slovakia has many quality people, but that lower labour costs also played a role in the decision-making process. The company plans to employ half of the required three hundred engineers in Bratislava and the remainder in Erlangen. About a dozen engineers are currently working in this Slovak company, some of whom are currently borrowed from partners. The view is that within five years about one hundred engineers will work in Slovakia under domestic management. According to F. Hilbert, the meeting of the Slovak and German cultures is trouble free, even though some differences can still be seen. 'We are better in planning and in fulfilling those plans, while the Slovaks are great at improvising. We are able to complement and learn from each other', said F. Hilbert. (authors)

  3. Export Control in the AREVA Group

    International Nuclear Information System (INIS)

    Zero, S.

    2013-01-01

    After the Second World War the nuclear technology was mostly considered inappropriate for the export. It remains strictly regulated today, but the development of the civil applications urged states to facilitate the peaceful uses while establishing a strict control in the domains of the internal security and the nuclear proliferation. AREVA decided to set up an Export Control program applied to all the products and in all the countries where the group operates. AREVA can export products or make transfer of technology considered as sensitive for the non-proliferation and the risks linked to the terrorism. This sensitiveness results from the nature of the products or from the country of destination and in certain cases both of them. AREVA has set up an Export Control program and an interactive e-learning training within the Group to make exports of sensitive products, raw materials and technologies more secure. The subject is rather complex, the regulations are constantly evolving, and becoming familiar with them is necessarily a gradual process, but it must be made in-depth, hence the idea of regular training sessions. The implementation of the Export Control in the AREVA Group declines in four fundamental stages: -) Policy and procedure; -) Appointment of Export Control Officers (ECO); -) Training; and -) Audit and Self Assessment. The training program is composed by the following elements: Ethics (Value Charter) of the Group, Non-proliferation, international regulations and more particularly those that are applicable in Europe (Germany and France) and in the United States. Particular attention is devoted to the Export Control practice in China, Japan and India. (A.C.)

  4. AREVA's fuel assemblies addressing high performance requirements of the worldwide PWR fleet

    International Nuclear Information System (INIS)

    Anniel, Marc; Bordy, Michel-Aristide

    2009-01-01

    Taking advantage of its presence in the fuel activities since the start of commercial nuclear worldwide operation, AREVA is continuing to support the customers with the priority on reliability, to: >participate in plant operational performance for the in core fuel reliability, the Zero Tolerance for Failure ZTF as a continuous improvement target and the minimisation of manufacturing/quality troubles, >guarantee the supply chain a proven product stability and continuous availability, >support performance improvements with proven design and technology for fuel management updating and cycle cost optimization, >support licensing assessments for fuel assembly and reloads, data/methodologies/services, >meet regulatory challenges regarding new phenomena, addressing emergent performance issues and emerging industry challenges for changing operating regimes. This capacity is based on supplies by AREVA accumulating very large experience both in manufacturing and in plant operation, which is demonstrated by: >manufacturing location in 4 countries including 9 fuel factories in USA, Germany, Belgium and France. Up to now about 120,000 fuel assemblies and 8,000 RCCA have been released to PWR nuclear countries, from AREVA European factories, >irradiation performed or in progress in about half of PWR world wide nuclear plants. Our optimum performances cover rod burn ups of to 82GWD/tU and fuel assemblies successfully operated under various world wide fuel management types. AREVA's experience, which is the largest in the world, has the extensive support of the well known fuel components such as the M5'TM'cladding, the MONOBLOC'TM'guide tube, the HTP'TM' and HMP'TM' structure components and the comprehensive services brought in engineering, irradiation and post irradiation fields. All of AREVA's fuel knowledge is devoted to extend the definition of fuel reliability to cover the whole scope of fuel vendor support. Our Top Reliability and Quality provide customers with continuous

  5. Areva - 2012 Annual Report. Forward looking energy

    International Nuclear Information System (INIS)

    2013-05-01

    After an interview of the Chief Executive Officer, a presentation of the company's governance and organization, and a brief overview of its strategy (with its five pillars: safety and security, operation and customers, economic competitiveness, technology and innovation, people), this report indicates and presents the various projects across the world. It outlines the main activities and objectives: preservation of nuclear and occupational safety, service to customer over the long term, fuel supply security, expertise, sustainability of nuclear power, contribution to the energy mix of tomorrow. It outlines the belief of Areva in the future of nuclear and renewable energies (brief presentations of activities and examples in different countries and in different domains), describes how Areva offers comprehensive solutions for power generation with less carbon, and indicates the distribution of revenues by business group and by geographic area. It comments a year of mining operations, the activities concerning the front end of the fuel cycle, those related to reactors and nuclear services, to recycling (fuel recycling, site dismantling and reuse, material storage and disposal), to the booming business of renewable energies, to engineering services. The report proposes some key figures concerning greenhouse gas emissions, environmental footprint, occupational safety, and radiation protection within the group. It outlines the importance of innovation in terms of investment, personnel and patents. It comments the activities related to nuclear safety and to the control of the environment. It outlines the human resource policy, evokes the activity of the Areva foundation. A summarized presentation of financial statements is given

  6. Improving profitability through slurry management: a look at the impact of slurry pH on various glass types

    Science.gov (United States)

    Hooper, Abigail R.; Boffa, Christopher C.; Sarkas, Harry W.; Cureton, Kevin

    2015-08-01

    When building an optical system, optical fabricators and designers meticulously choose the glass types for their application knowing that each one will have different chemical, thermal and mechanical properties. As the requirements for new optical systems have grown more demanding, the range of available glass types has vastly expanded and the specifications on the produced products have grown tighter. In an attempt to simplify processes and streamline consumable purchases, optical polishing houses often rely on one polishing slurry to manage these vast array of glass types. An unforeseen consequence of these practices can be a reduction in productivity by reduced removal rate, poor yields and frequent rework all translating into higher costs and reduced profitability. In this paper, the authors will examine the impact slurry pH has on glass types of different compositions and chemical, thermal and mechanical properties when using a double-sided polishing process. Experiments will use material removal rate, surface quality, and surface figure to provide insight into improving process control for differing glass types. Further guidance will be provided on how simple on-site monitoring and adjustment can deliver improved profitability on challenging substrates.

  7. Predicting moisture and economic value of solid forest fuel piles for improving the profitability of bioenergy use

    Science.gov (United States)

    Lauren, Ari; Kinnunen, Jyrki-Pekko; Sikanen, Lauri

    2016-04-01

    Bioenergy contributes 26 % of the total energy use in Finland, and 60 % of this is provided by solid forest fuel consisting of small stems and logging residues such as tops, branches, roots and stumps. Typically the logging residues are stored as piles on site before transporting to regional combined heat and power plants for combustion. Profitability of forest fuel use depends on smart control of the feedstock. Fuel moisture, dry matter loss, and the rate of interest during the storing are the key variables affecting the economic value of the fuel. The value increases with drying, but decreases with wetting, dry matter loss and positive rate of interest. We compiled a simple simulation model computing the moisture change, dry matter loss, transportation costs and present value of feedstock piles. The model was used to predict the time of the maximum value of the stock, and to compose feedstock allocation strategies under the question: how should we choose the piles and the combustion time so that total energy yield and the economic value of the energy production is maximized? The question was assessed concerning the demand of the energy plant. The model parameterization was based on field scale studies. The initial moisture, and the rates of daily moisture change and dry matter loss in the feedstock piles depended on the day of the year according to empirical field measurements. Time step of the computation was one day. Effects of pile use timing on the total energy yield and profitability was studied using combinatorial optimization. Results show that the storing increases the pile maximum value if the natural drying onsets soon after the harvesting; otherwise dry matter loss and the capital cost of the storing overcome the benefits gained by drying. Optimized timing of the pile use can improve slightly the profitability, based on the increased total energy yield and because the energy unit based transportation costs decrease when water content in the biomass is

  8. Improvement of pressure ulcer prevention care in private for-profit residential care homes: an action research study.

    Science.gov (United States)

    Kwong, Enid Wy; Hung, Maria Sy; Woo, Kevin

    2016-11-25

    A need exits to develop a protocol for preventing pressure ulcers (PUs) in private for-profit nursing homes in Hong Kong, where the incidence of PUs is relatively high and which have high proportion of non-professional care staff. The implementation of such protocol would involve changes in the practice of care, likely evoking feelings of fear and uncertainty that may become a barrier to staff adherence. We thus adopted the Systems Model of Action Research in this study to manage the process of change for improving PU prevention care and to develop a pressure ulcer prevention protocol for private for-profit nursing homes. A total of 474 residents and care staff who were health workers, personal care workers, and/or nurses from four private, for-profit nursing homes in Hong Kong participated in this study. Three cyclic stages and steps, namely, unfreezing (planning), changing (action), and refreezing (results) were carried out. During each cycle, focus group interviews, field observations of the care staff's practices and inspections of the skin of the residents for pressure ulcers were conducted to evaluate the implementation of the protocol. Qualitative content analysis was adopted to analyse the data. The data and methodological triangulation used in this study increased the credibility and validity of the results. The following nine themes emerged from this study: prevention practices after the occurrence of PUs, the improper use of pressure ulcer prevention materials, non-compliance with several prevention practices, improper prevention practices, the perception that the preventive care was being performed correctly, inadequate readiness to use the risk assessment tool, an undesirable environment, the supplying of unfavorable resources, and various management styles in the homes with or without nurses. At the end of the third cycle, the changes that were identified included improved compliance with the revised risk assessment method, the timely and appropriate

  9. Improvement of pressure ulcer prevention care in private for-profit residential care homes: an action research study

    Directory of Open Access Journals (Sweden)

    Enid WY Kwong

    2016-11-01

    Full Text Available Abstract Background A need exits to develop a protocol for preventing pressure ulcers (PUs in private for-profit nursing homes in Hong Kong, where the incidence of PUs is relatively high and which have high proportion of non-professional care staff. The implementation of such protocol would involve changes in the practice of care, likely evoking feelings of fear and uncertainty that may become a barrier to staff adherence. We thus adopted the Systems Model of Action Research in this study to manage the process of change for improving PU prevention care and to develop a pressure ulcer prevention protocol for private for-profit nursing homes. Methods A total of 474 residents and care staff who were health workers, personal care workers, and/or nurses from four private, for-profit nursing homes in Hong Kong participated in this study. Three cyclic stages and steps, namely, unfreezing (planning, changing (action, and refreezing (results were carried out. During each cycle, focus group interviews, field observations of the care staff’s practices and inspections of the skin of the residents for pressure ulcers were conducted to evaluate the implementation of the protocol. Qualitative content analysis was adopted to analyse the data. The data and methodological triangulation used in this study increased the credibility and validity of the results. Results The following nine themes emerged from this study: prevention practices after the occurrence of PUs, the improper use of pressure ulcer prevention materials, non-compliance with several prevention practices, improper prevention practices, the perception that the preventive care was being performed correctly, inadequate readiness to use the risk assessment tool, an undesirable environment, the supplying of unfavorable resources, and various management styles in the homes with or without nurses. At the end of the third cycle, the changes that were identified included improved compliance with the

  10. A worldwide fuel strategy by AREVA

    International Nuclear Information System (INIS)

    Bordy, Michel

    2004-01-01

    Operating as a global company, inside AREVA the Fuel Sector implements a common strategy among three Business Units of fuel activities. These Business Units which are in Framatome ANP Zirconium, Manufacturing and Design and Sales Units, are operated in Germany (former Siemens activity), in USA (former BWFC Babcock and Wilcox Fuel Co,. and SPC Siemens Power Co. activities), in Belgium and in France (former Framatome activity). They have resources and facilities which are cooperatively working on R and D, engineering, project management, sales and services to achieve synergy on a cross-business basis. Based on its experience of worldwide activities and taking advantage of its diversified fuel design knowledge, Framatome ANP proposes a full range of fuel products and services on the BWR and PWR markets. With the ability to supply all fuel assembly arrays and fuel pellet types, supplemented by the range of stationary and movable core components, and completed by a full-range of on-site fuel services and performance of fuel packing and delivery, Framatome ANP is positioned as a major participant on the world fuel market. Today, Framatome ANP takes advantage of the cross-fertilization in the short term of existing products which include four original PWR fuel designs of HTP TM alloy as the reference material for cladding tubes, guide thimbles, and grids, -- Gradual incorporation of the valuable high-stiffiness MONOBLOC tM guide thimble, -- Progressive integressive integration of the High Mechanical Performance (HMP) Inconel end grid, -- Planned standardization of mechanical components such as nozzles, holddown systems and top and bottom connections. As a continuation of its existing technology, Framatome ANP is developing improved technical features within the scope of the Alliance fuel assembly qualification program. With an irradiation program ranging up to a burnup of 70 MWd/kgU expected to be reached in 2006, Alliance shows excellent behaviour with very low corrosion

  11. 75 FR 77675 - AREVA NP, Inc.; Confirmatory Order (Effective Immediately)

    Science.gov (United States)

    2010-12-13

    ... cause. VI Any person adversely affected by this Confirmatory Order, other than AREVA, may request a..., appropriate notification of regulatory authorities, safety culture and safety conscious work environment...., outside the global AREVA organization), safety culture assessment in accordance with an accepted nuclear...

  12. 1. half results 2003 - AREVA group; Resultats du 1. semestre 2003 - groupe AREVA

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2003-10-01

    This financial presentation of the Areva group, the world nuclear industry leader, results for the first half 2003 highlights the good level of activity, the negotiations with URENCO in final stages concerning the enrichment, the revision of estimates and negotiations underway concerning the dismantling and the operating income positive in Q2 2003 concerning the connectors division. (A.L.B.)

  13. Areva group. Result, first half 2004; Resultats du 1. semestre 2004. Groupe Areva

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2004-09-01

    Areva, a world nuclear industry leader, provides by this document information and key data on the performance and detailed financial data of the first half 2004. The transmission and distribution integration plan 2004-2006 is also detailed. (A.L.B.)

  14. AREVA sustainable development indicators guidelines; Guide methodologique des indicateurs developpement durable AREVA

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2003-12-01

    These guidelines set out the procedures used to measure and report the sustainable development and continuous progress data and indicators used within the Areva Group. It defines the scope of the guide, the list of indicators, the measurement and calculation procedures, the internal and external audits. (A.L.B.)

  15. Areva - Occupational Health and Safety. Policy 2014-2016

    International Nuclear Information System (INIS)

    2014-09-01

    Areva is a world leader in nuclear power. The group's offer to utilities covers every stage of the nuclear fuel cycle, reactor design and construction, and operating services. Its expertise and uncompromising dedication to safety make it a leading industry player. Areva also invests in renewable energies to develop, via partnerships, high technology solutions. Through the complementary nature of nuclear and renewables, Areva's 45,000 employees contribute to building tomorrow's energy model: supplying the greatest number of people with energy that is safer and with less CO 2 . Areva promotes the highest standards for Nuclear and Occupational Safety toward its customers and aims at being exemplary in this field everywhere in the world. The first pillar of the 'Action 2016' strategic action plan states that Nuclear and Occupational Safety are Areva's absolute priorities

  16. T and D on sale, Areva on punishment

    International Nuclear Information System (INIS)

    Maincent, G.

    2009-01-01

    Areva group, the world leader of the nuclear industry, is looking for 5 billion euros to finance its investments. However, the French government which owns 90% of the group, mainly through the CEA, is not willing to supply this financial help. Therefore, about 40% of Areva group's turnover could change hands soon. In fact, the French government has asked Areva to consider the selling of its daughter company T and D (Transmission and Distribution) which is one of the major poles of the group's activity. Thanks to T and D, Areva can propose a complete range of products, services and systems from the low- to the extra-high voltage, and can be present on other energy markets, from the conventional to the renewable power generation. Already weakened by the departure of Siemens, Areva, without T and D would lose its full power in front of competitors like GE-Hitachi, Toshiba-Westinghouse or Rosatom-Siemens. (J.S.)

  17. Areva in China - Press kit April 2013

    International Nuclear Information System (INIS)

    2013-04-01

    increasingly key market for the AREVA Group. AREVA, which is focused on and committed to both nuclear and renewable energies, supports the Chinese utilities to reach the ambitious targets set by their government. This document summarizes the present activities of Areva in China: 1 - More than 30 years of cooperation with China: Key Dates; AREVA Group in China and partnerships with the Chinese Nuclear Industry; 2 - Chinese energy and policies: Economy and Energy in China, Nuclear energy in China, Overview of the Chinese nuclear fleet, Renewable energies in China; 3 - Activities in China: Mining, Front-End, Reactors and Services, Back-End, Renewable Energies; 4 - Taishan 1 and 2 EPRTM project: General Description, Scope of AREVA, AREVA Supply Chain, Key Milestones, Progress of Taishan 1 and 2, at the end of 2012

  18. Areva - Press release from the Supervisory Board

    International Nuclear Information System (INIS)

    Marie, Patricia; Briand, Pauline; Floquet-Daubigeon, Fleur; Michaut, Maxime; Scorbiac, Marie de; Repaire, Philippine du

    2012-01-01

    During its meeting held on December 12, 2011, devoted in particular to the examination of the 2011 closing estimates, the AREVA Executive Board indicated that it expected to book a provision of 1.46 billion euros (2.025 billion US dollars) in the company's accounts for fiscal year 2011 for impairment of assets for the reporting entity UraMin, a mining company acquired by AREVA in 2007, which, given the provision booked in 2010 (426 million euros), brings the value of these assets on the AREVA balance sheet down to 410 million euros. Given the size of these provisions, the Supervisory Board decided to make three of its members, meeting as an ad hoc committee, in charge of analyzing the terms of acquisition of this company, as well as the key decisions made in this reporting entity up to 2011 and, based on the outcome of these analyses, to recommend to it any appropriate measures in AREVA's interest. This committee reported on its work during the Supervisory Board meeting held on February 14, 2012. In light of this report, the Supervisory Board found that the fairness and reliability of the financial statements of previous years were not in question. Nevertheless, considering the malfunctions raised, the Board considers it appropriate to thoroughly review AREVA's governance in order to ensure that decisions concerning large acquisitions or investments be reviewed and validated in the future under conditions ensuring better legal and financial security and enabling a more transparent dialogue between management and the Supervisory Board. It thus asked the Executive Board to recommend, at the next General Meeting of Shareholders, that the by-laws of the company be modified to make the Supervisory Board's prior approval of investments, stake acquisitions and acquisitions mandatory above a threshold of 20 million euros. It also decided to set up a business ethics committee within the Supervisory Board responsible for ensuring that rules of conduct are properly applied

  19. Areva as of December 31, 2011

    International Nuclear Information System (INIS)

    Marie, Patricia; Briand, Pauline; Michaut, Maxime; Scorbiac, Marie de; Repaire, Philippine du

    2012-01-01

    In 2011, AREVA's consolidated revenue came to 8.872 billion euros, down slightly (-2.6%) compared with 2010 (-1.2% like for like). The decrease in revenue in nuclear operations was partially offset by significant growth in the renewable energies business. Foreign exchange and changes in the scope of consolidation had respectively a negative impact of 113 million euros and 16 million euros over the period. Revenue totaled 2.922 billion euros in the fourth quarter of 2011, stable compared with the fourth quarter of 2010 (-0.5% on a reported basis and -0.5% like for like). Foreign exchange had a negligible impact during the period. Led by nuclear operations, the group's backlog was 45.6 billion euros at December 31, 2011, up 3.1% year on year and 6.7% in relation to September 30, 2011. Order cancellations since Fukushima were limited to 464 million euros as of December 31, 2011. In accordance with the requirements of IFRS 8, AREVA's business segment information is presented for each operating Business Group (BG), which is the level of information examined by the group's governance bodies. Subsequent to the establishment of a subsidiary combining all of the group's mining operations, data for the Mining Business Group are now reported separately from those of the Front End Business Group. Data used for comparisons with 2010 were restated to reflect this new organization. The business segment information therefore corresponds to AREVA's five operating Business Groups: Mining, Front End, Reactors and Services, Back End and Renewable Energies

  20. Our energies have a future. A future without CO{sub 2}. Areva in 2005; Nos energies ont de l'avenir. Un avenir sans CO{sub 2}. Areva en 2005

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2005-07-01

    This document is the sustainable development and 2005 annual report altogether of Areva group. It presents first the challenges of energy for economical development, the climate change threat and the sustainability of nuclear power in particular with respect to radioactive wastes management and power blackouts. Then follows a presentation of Areva's 10 commitments for sustainable development (governance and continuous improvement, financial performance, innovation, customer satisfaction, commitment to employees, risk management and prevention, environmental protection, dialogue and consensus building, community involvement). The annual report presents: the 2005 highlights, Areva around the world, key data, corporate governance, organisation of the group, share information and shareholder relations, business review (front end division, reactors and services division, back end division, transmission and distribution division), financial report and glossary. (J.S.)

  1. Our energies have a future. A future without CO{sub 2}. Areva in 2005; Nos energies ont de l'avenir. Un avenir sans CO{sub 2}. Areva en 2005

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2005-07-01

    This document is the sustainable development and 2005 annual report altogether of Areva group. It presents first the challenges of energy for economical development, the climate change threat and the sustainability of nuclear power in particular with respect to radioactive wastes management and power blackouts. Then follows a presentation of Areva's 10 commitments for sustainable development (governance and continuous improvement, financial performance, innovation, customer satisfaction, commitment to employees, risk management and prevention, environmental protection, dialogue and consensus building, community involvement). The annual report presents: the 2005 highlights, Areva around the world, key data, corporate governance, organisation of the group, share information and shareholder relations, business review (front end division, reactors and services division, back end division, transmission and distribution division), financial report and glossary. (J.S.)

  2. AREVA and sustainable development. 2002 report

    International Nuclear Information System (INIS)

    2003-01-01

    The performance indicators in this report reflect the major sustainable development impacts and challenges that Areva is facing as a group due to the very nature of its operations. They chose the calendar year as reporting period, from January 1 to December 31. This report covers all of the group operations in France and abroad. This report presents an overview of the major financial, social and environmental challenges facing the group. This report is a companion document to the annual activity report. (A.L.B.)

  3. AREVA Technical Days (ATD) session 1: Energy outlook and presentation of the Areva Group; AREVA Technical Days (ATD) session 1: enjeux energetiques et presentation du groupe AREVA

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2002-07-01

    These technical days organized by the Areva Group aims to explain the group activities in a technological and economic point of view, to provide an outlook of worldwide energy trends and challenges and to present each of their businesses in a synthetic manner. This first session deals with energy challenges and nuclear, public acceptance of nuclear power, mining activities, chemistry activities, enrichment activities, fuel assembly, reactors and services activities, nuclear measurements activities, reprocessing and recycling activities, logistics activities and connectors activities. (A.L.B.)

  4. Owner-contractor alliance - a case study to improve mutual profitability

    International Nuclear Information System (INIS)

    Leich, D.C.; Cowan, D.A.

    1998-01-01

    A UK-based power generating company has sought to improve plant performance without a corresponding cost increase by a innovative approach to contract maintenance. A cooperative partnership for the purposes of power plant maintenance was set up and evaluated. Business benefits reaped from this alliance approach are detailed and key recommendations for the success of such schemes are outlined. (UK)

  5. Use of improved inputs and its effect on maize yield and profit in ...

    African Journals Online (AJOL)

    Maize is an important crop, produced by nearly all households in Uganda. Yet, the yield of the crop is low, mainly blamed on low use of improved technologies. In a bid to understand why farmers are reluctant to adopt modern agricultural technologies, which are hailed for enhancing productivity, this study assessed the ...

  6. Complementary safety assessment assessment of nuclear facilities - Tricastin facility - AREVA

    International Nuclear Information System (INIS)

    2011-01-01

    This complementary safety assessment analyses the robustness of the Areva part of the Tricastin nuclear site to extreme situations such as those that led to the Fukushima accident. This study includes the following facilities: Areva NC Pierrelatte, EURODIF production, Comurhex Pierrelatte, Georges Besse II plant and Socatri. Robustness is the ability for the plant to withstand events beyond which the plant was designed. Robustness is linked to safety margins but also to the situations leading to a sudden deterioration of the accidental sequence. Moreover, safety is not only a matter of design or engineered systems but also a matter of organizing: task organization (including subcontracting) as well as the setting of emergency plans or the inventory of nuclear materials are taken into consideration in this assessment. This report is divided into 10 main chapters: 1) the feedback experience of the Fukushima accident; 2) description of the site and its surroundings; 3) featuring of the site's activities and installations; 4) accidental sequences; 5) protection from earthquakes; 6) protection from floods; 7) protection from other extreme natural disasters; 8) the loss of electrical power and of the heat sink; 9) the management of severe accidents; and 10) subcontracting policy. This analysis has identified 5 main measures to be taken to limit the risks linked to natural disasters: -) continuing the program for replacing the current conversion plant and the enrichment plant; -) renewing the storage of hydrofluoric acid at the de-fluorination workshop; -) assessing the seismic behaviour of some parts of the de-fluorination workshop and of the fluorine fabrication workshop; -) improving the availability of warning and information means in case of emergency; and -) improving the means to mitigate accidental gaseous releases. (A.C.)

  7. Areva new fuel designs; increased reliability, operating margins and operating efficiency; Nuevos disenos de combustible Areva: aumento de fiabilidad, margenes operativos y eficiencia del funcionamiento

    Energy Technology Data Exchange (ETDEWEB)

    Mollard, P.; Vollmer, N.; Curca-Tivig, F.; Cole, S.; Louf, H. P.

    2015-07-01

    AREVA is continuously working on the improvement of the fuel design to address immediate and future needs of the utilities. This improvement process regularly leads to incremental changes but also to breakthrough changes addressing the next needs of the market. Since a few years now, the improvements of the fuel design and licensing benefit from the improvement and upgrade in codes and methods and computational capabilities. Changes in design are sustained by these more powerful and phenomenological tools which secure and fasten the fuel design optimization and its implementation. (Author)

  8. Improving nursing students' breast cancer knowledge through a novel academic and non-profit foundation partnership.

    Science.gov (United States)

    Trocky, Nina M; McLeskey, Sandra W; McGuire, Deborah; Griffith, Kathleen; Plusen, Abby

    2011-06-01

    The unique partnership between an affiliate of the Susan G. Komen for the Cure(©) foundation and a school of nursing offered faculty the ability to creatively inject breast cancer content into the baccalaureate curriculum. In-house breast cancer experts and external consultants developed seven breast cancer-specific educational Web-based modules to supplement a packed curriculum taught by generalists in a cost-efficient manner. Easily integrated into the baccalaureate program, these modules provided evidence-based breast cancer content to nursing students. Following completion of the modules, baccalaureate students' knowledge of breast cancer improved. Copyright 2011, SLACK Incorporated.

  9. A strategy for improving the profitability of utility power plants in a deregulated industry

    International Nuclear Information System (INIS)

    Reinhart, E.R.

    1996-01-01

    When deregulation of the utility industry becomes a reality in the near future, power plant managers and engineers will face a completely changed business climate. Surviving in a competitive business world will require a dramatic alteration in the way most utility power plants are maintained and upgraded, and in their budget planning. Strategies will have to be developed and implemented that follow the guidelines of good business practices in competitive industries. Some utilities have already started to reduce overhead maintenance costs. Key aspects of their programs can serve as examples to other utilities who want to develop a strategy to improve their operating cost effectiveness. Cost-cutting measures have included development of procedures and data bases that allowed utilities to become independent of original equipment manufacturer (OEM) support and to keep their costs for maintenance, repairs, and replacement of power plant components to a minimum. Also, scheduled power plant outages based on the concepts of reliability-centered maintenance (Smith, 1993), remaining life assessment, and advanced integrity monitors instead of a fixed calendar (Swanekamp, 1996), have allowed utilities to extend the time between some outages by several years. These and other innovative approaches will become critical to power plants operating in the new, deregulated business climate. Examples of actual cost savings are presented here

  10. Refinery profitability

    International Nuclear Information System (INIS)

    Tobin, G.

    1998-01-01

    Recently there has been considerable shutting down of oil refinery capacity in response to the increasing pressures on profitability. This article examines the situation and the industry's response to it, including the drive for mergers, disposal of fuel oil, downsizing of workforces and strategic alliances. Future trends and their implications are also discussed. (UK)

  11. Profit U

    Science.gov (United States)

    Weinstein, Margery

    2012-01-01

    Preparing employees for the immediate work in front of them is a challenge. While most companies are still mastering effectively training their own workforce, some, such as "Training" magazine Top 10 Hall of Famer The Ritz-Carlton Hotel Company, have set up for-profit academies open to the public. When Ritz-Carlton won the national Malcolm…

  12. AREVA Logistics Business Unit Transportation Risk Management Initiative

    International Nuclear Information System (INIS)

    Anne, C.

    2009-01-01

    A safe, secure and reliable transportation organization is a key component for the success of the nuclear industry. With the forecasted increase of radioactive material transport flows in future and the changing environment, AREVA Logistic Business Unit (L-BU) must ensure that safety and security risks are minimized but also ensure of the chain supply for its various facilities (mines, conversion, enrichment, fuel manufacturing, reprocessing, etc). AREVA L-BU Unit is implementing a transportation risk management initiative for the radioactive shipments of the AREVA group across all the Business Unit involved in shipments of radioactive and nuclear materials. The paper will present the four main components of the risk management. (authors)

  13. Areva's water chemistry guidebook with chemistry guidelines for next generation plants (AREVA EPRTM reactors)

    International Nuclear Information System (INIS)

    Ryckelynck, N.; Chahma, F.; Caris, N.; Guillermier, P.; Brun, C.; Caron-Charles, M.; Lamanna, L.; Fandrich, J.; Jaeggy, M.; Stellwag, B.

    2012-09-01

    Over the years, AREVA globally has maintained a strong expertise in LWR water chemistry and has been focused on minimizing short-term and long-term detrimental effects of chemistry for startup, operation and shutdown chemistry for all key plant components (material integrity and reliability, promote optimal thermal performances, etc.) and fuel. Also AREVA is focused on minimizing contamination and equipment/plant dose rates. Current Industry Guidelines (EPRI, VGB, etc.) provide utilities with selected chemistry guidance for the current operating fleet. With the next generation of PWR plants (e.g. AREVA's EPR TM reactor), materials of construction and design have been optimized based on industry lessons learned over the last 50+ years. To support the next generation design, AREVA water chemistry experts, have subsequently developed a Chemistry Guidebook with chemistry guidelines based on an analysis of the current international practices, plant operating experience, R and D data and calculation codes now available and/or developed by AREVA. The AREVA LWR chemistry Guidebook can be used to help resolve utility and safety authority questions and addresses regulation requirement questions/issues for next generation plants. The Chemistry Guidebook provides water chemistry guidelines for primary coolant, secondary side circuit and auxiliary systems during startup, normal operation and shutdown conditions. It also includes conditioning and impurity limits, along with monitoring locations and frequency requirements. The Chemistry Guidebook Guidelines will be used as a design reference for AREVA's next generation plants (e.g. EPR TM reactor). (authors)

  14. AREVA in the Republic of South Africa

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2007-07-01

    South Africa opted to develop its electricity production sector in a safe and competitive manner using CO{sub 2} free technologies in order to support its economic and social growth. The country's ambitious energy program aims to create a lasting nuclear sector generating 20 GW of electricity by 2025 mainly from super modern water reactors and PBMRs. South Africa wishes to become a world player in the nuclear energy field, thus reinforcing its position as one of the major world producers of energy. In the strategic plan for the development of a national nuclear policy unveiled in July 2007, the government's objective is to create the suitable conditions for a nuclear industry based on the most modern technologies and promote an ambitious new builds construction program. By 2030, nuclear energy should provide 30% of electricity in South Africa, from a fleet of PWRs and PBMRs. In 2007, ESKOM's Board of Directors approved a plan to re-launch the construction of electrical plants in South Africa, to reach around 80 GW by 2025 and including the construction of an additional 20 GW of nuclear-based capacity. This nuclear revival program provides for the construction of PWR nuclear power plant generating a total of 3 GWe to 3,5 GWe, to go online as of 2016, and the consideration of a fleet of PWR power plants up to 20,000 MWe in total to gradually go on line through 2025. Five sites have already been identified for the new power stations and the nuclear company to build the power plants will be selected in 2008. AREVA's Evolutionary Power Reactor (EPR) and Westinghouse's AP 1000 have been pre-selected. The Government aims to achieve the objective of encourage the participation of Public entities such as the South African Nuclear Energy Corporation (NECSA) in the uranium value chain. Such public entities shall be used to store the secured uranium supplies, as well as participate in the local beneficiation. NECSA, as the state's body responsible

  15. AREVA in the Republic of South Africa

    International Nuclear Information System (INIS)

    2007-01-01

    South Africa opted to develop its electricity production sector in a safe and competitive manner using CO 2 free technologies in order to support its economic and social growth. The country's ambitious energy program aims to create a lasting nuclear sector generating 20 GW of electricity by 2025 mainly from super modern water reactors and PBMRs. South Africa wishes to become a world player in the nuclear energy field, thus reinforcing its position as one of the major world producers of energy. In the strategic plan for the development of a national nuclear policy unveiled in July 2007, the government's objective is to create the suitable conditions for a nuclear industry based on the most modern technologies and promote an ambitious new builds construction program. By 2030, nuclear energy should provide 30% of electricity in South Africa, from a fleet of PWRs and PBMRs. In 2007, ESKOM's Board of Directors approved a plan to re-launch the construction of electrical plants in South Africa, to reach around 80 GW by 2025 and including the construction of an additional 20 GW of nuclear-based capacity. This nuclear revival program provides for the construction of PWR nuclear power plant generating a total of 3 GWe to 3,5 GWe, to go online as of 2016, and the consideration of a fleet of PWR power plants up to 20,000 MWe in total to gradually go on line through 2025. Five sites have already been identified for the new power stations and the nuclear company to build the power plants will be selected in 2008. AREVA's Evolutionary Power Reactor (EPR) and Westinghouse's AP 1000 have been pre-selected. The Government aims to achieve the objective of encourage the participation of Public entities such as the South African Nuclear Energy Corporation (NECSA) in the uranium value chain. Such public entities shall be used to store the secured uranium supplies, as well as participate in the local beneficiation. NECSA, as the state's body responsible for research and development in

  16. AREVA first half 2007 sales revenue

    International Nuclear Information System (INIS)

    2007-01-01

    The AREVA group's backlog as of June 30, 2007 was euros 33.5 billion, up 31% compared with that of December 31, 2006. On average, the Group's backlog increased by more than 20% annually over the last three years. It is now at the highest level since AREVA was established in 2001. All divisions contributed to this performance: - The Front End division signed in particular a major enrichment contract with KHNP (South Korea), a fuel supply contract with EDF covering the 2008-2012 period and other significant contracts with Japanese and Swedish utilities. - The Reactors and Services division added the Flamanville 3 EPR, ordered by EDF, to the backlog. Flamanville 3 is AREVA's 100. reactor order. - The Back End division also concluded a major contract with Sogin to treat used fuel stored at Italian nuclear sites. - The Transmission and Distribution division continued to record strong growth. New orders were up 24% compared with the first half of 2006 (+25.1% like-for-like). Important contracts were signed in the Middle East, Russia and with large industrial users of electricity. First half 2007 sales revenue was up 6.7% (+6.4% like-for-like) to euros 5373 million, compared with euros 5036 million for the first half of 2006. Major developments in the first half of 2007 include: - Sales revenue was down 2.8% to euros 1342 million in the Front End division (-3.6% like-for- like) due to uneven distribution of deliveries in the Fuel business unfavorable during the period. This timing issue has no impact on projected annual growth. The division continues to benefit from a gradual price increase for long-term uranium supply contracts. - Sales revenue was up 4.8% to euros 1154 million in the Reactors and Services division (+3% like-for-like). The Services business unit, especially, was a major contributor to growth on all its markets after a 2006 fiscal year marked by a weak demand. The start of construction of a second EPR reactor for EDF, Flamanville 3, also contributed to

  17. Participation in the IAEA Coordinated Research Project Fumex III: Final Report of AREVA NP

    International Nuclear Information System (INIS)

    2013-01-01

    After the Coordinated Research Project (CRP) FUMEXII, participants asked for a new exercise within an IAEA CRP. This CRP started in December 2008 in Vienna with the first Research Coordination Meeting (RCM). The CRP is titled ''Improvement of Computer Codes Used for Fuel Behaviour Simulation FUMEX III''. The object of FUMEX III were the improvement of fuel rod performance codes for modeling high burnup phenomena in modern fuel. This includes transient behavior, as well as mechanical interaction between pellet and cladding and, in progression to the FUMEX II exercise, fission gas release during various conditions (steady state, load follow, transient). AREVA NP agreed on participating in this exercise under the IAEA research agreement no. 15369 and expressed interest in the modeling of pelletclad mechanical interactions as well as fission gas release under steady state and transient conditions. In this exercise AREVA NP used its new global fuel rod code GALILEO, which is still under development (formerly known under the project name COPERNIC 3). During a Consultants Meeting potential topics and a proposed selection of cases have been prepared, which were discussed during the 1st Research Coordination Meeting (RCM) in Vienna in December 2008. During the discussions a number of additional cases motivated by the participants have been identified. Finally, a case table has been agreed upon, which included several cases for the different topics. Most of the cases have been based on the International Fuel Performance Experiments (IFPE) database, but additional cases have been provided during the exercise (e.g., the AREVA idealized case

  18. Areva revenue and data for the first quarter of 2008

    International Nuclear Information System (INIS)

    2008-01-01

    First quarter 2008 revenue was up 12.1% year-on-year, to 2.769 billion euros. Like-for-like (at constant exchange rates and consolidation scope), growth came to 14.5%. Foreign exchange had a negative impact of 2.5%, or -69 million euros, mainly due to currency translation tied to the US dollar drop compared with the euro. The consolidation scope had a positive impact of +0.7% or 18 million euros, chiefly as a result of the consolidation of VEI Distribution (specializing in medium voltage distribution) and Passoni and Villa (world leader in the manufacture of high voltage bushings) in the Transmission and Distribution division. The main growth engines for first quarter revenue were the Reactors and Services division and the Back End division, with growth of 29.7% (+36.8% LFL1) and 13.8% (+14.1% LFL1) respectively. Outside France, revenue rose to 1.857 billion euros, compared with 1.753 billion euros in the first quarter of 2007. This represents 67% of total revenue. As a reminder, the group points out that: - revenue can vary significantly from one quarter to the next in the nuclear businesses, and quarterly operations should therefore not be taken as a reliable basis for annual projections; - the foreign exchange impact mentioned in this release comes from the translation of subsidiary accounts into the group's unit of account, and primarily reflects the US dollar in relation to the euro. AREVA also points out that its foreign exchange hedging policy for commercial operations aims to shield profitability from fluctuations in exchange rates in relation to the euro

  19. The Service-profit Chain

    DEFF Research Database (Denmark)

    Grønholdt, Lars; Martensen, Anne

    2016-01-01

    This paper examines the links between employee attitudes, customer loyalty and company profitability. From a conceptual point of view, this employee-customer-profit chain, also known as the service-profit chain, is well founded and generally accepted. But for many companies, it seems difficult...... to demonstrate such links, and several issues must be addressed to uncover the links. To investigate these links empirically, a hotel chain provided data matching employee and customer measures with measures of profitability. We have successfully employed a modeling approach, and the paper reports empirical...... evidence of the employee-customer-profit chain. As it is possible to estimate the links, we have demonstrated their effect on company profitability. The research findings provide a better understanding of the service-profit chain and may help practitioners in improving company financial performance....

  20. Does outsourcing affect hospital profitability?

    Science.gov (United States)

    Danvers, Kreag; Nikolov, Pavel

    2010-01-01

    Organizations outsource non-core service functions to achieve cost reductions and strategic benefits, both of which can impact profitability performance. This article examines relations between managerial outsourcing decisions and profitability for a multi-state sample of non-profit hospitals, across 16 states and four regions of the United States. Overall regression results indicate that outsourcing does not necessarily improve hospital profitability. In addition, we identify no profitability impact from outsourcing for urban hospitals, but somewhat positive effects for teaching hospitals. Our regional analysis suggests that hospitals located in the Midwest maintain positive profitability effects with outsourcing, but those located in the South realize negative effects. These findings have implications for cost reduction efforts and the financial viability of non-profit hospitals.

  1. Areva - First half 2008 sales revenue

    International Nuclear Information System (INIS)

    2008-01-01

    As of June 30, 2008, AREVA's backlog stood at 38.1 billion euro, for 13.6% growth since June 30, 2007, with 9.9% growth in Nuclear and 40.7% growth in Transmission and Distribution. In Nuclear, the backlog came to 32.3 billion euro as of the end of June 2008. In the front end of the cycle, AREVA signed multi-year contracts in the first half of the year with Japanese and American utilities and with EDF, for a combined total of more than 1 billion euro. Of note in the back end of the cycle is the contract AREVA signed with the U.S. Department of Energy to build a MOX fuel fabrication facility. In Transmission and Distribution, the backlog came to 5.8 billion euro as of the end of period. A total of 3.2 billion euro in orders was booked in the first half, an increase of 20.0% year-on-year. The division won several important contracts, most notably a contract with Dubai Electricity (more than 130 million euro), a contract with National Grid and RTE for the renovation of the IFA 2000 grid interconnection between France and Great Britain (more than 60 million euro), and, in the industrial field, a contract with Rio Tinto Alcan (close to 65 million euro). The group cleared revenue of 6.2 billion euro in the first half of 2008, up 14.8% (+16.4% like-for-like) compared with the first half of 2007. Sales outside France were up 14.3% to 4.2 billion euro or 68.6% of total sales; the latter were stable compared with the first half of 2007. All businesses were up, with growth of 15.9% in Nuclear operations (+19.1% LFL1) - particularly in Reactors and Services (+31.3% LFL1) - and 13.0% growth in Transmission and Distribution operations (+12.0% LFL T 1). Foreign exchange had a negative impact of 155 million euro, primarily due to the change in the U.S. dollar in relation to the euro. Changes in the consolidated group had a positive impact of 97 million euro, mainly reflecting acquisitions in the Transmission and Distribution division and in Renewable Energies. Sales revenue for

  2. Areva 2009 responsible growth report: more energy, less CO2

    International Nuclear Information System (INIS)

    2009-01-01

    This document is the 2009 annual responsible growth report of AREVA which presents itself as having consolidated its leadership position in its original business of nuclear power while expanding considerably in renewable energies (wind, solar, bio-energies and hydrogen/storage) to become a leading provider of solutions for carbon-free power generation. The main chapters of the report are: the group and its strategy, Areva's nuclear power solutions (is nuclear a sustainable energy source?, supply, technological excellence, safety, recycling and waste, acceptability, non-proliferation), Areva's renewable energy solutions (how much of the energy mix should be renewable?, rising demand, competitiveness and efficiency, responsible development), Areva's human resources (gender balance, health and safety, diversity and opportunity, hiring and training). Data and balanced scorecard for sustainable development are also given

  3. Commissioning of Nuclear Power Plants. The AREVA approach

    International Nuclear Information System (INIS)

    Mateo, G.

    2014-01-01

    Georges Mateo, Fellow Expert at AREVA, closed the last day of conferences by detailing deeply the different phases of NPPs commissioning. He insisted on the skills required to be a Commissioning engineer and on the carrier opportunities that it offers

  4. Areva - 2014 Half-year results

    International Nuclear Information System (INIS)

    Duperray, Julien; Berezowskyj, Katherine; Grange, Aurelie; Rosso, Jerome; Thebault, Alexandre; Scorbiac, Marie de; Repaire, Philippine du

    2014-01-01

    The group posted a net loss in the first half of the year. This is the consequence of losses recorded in renewable operations, additional project-related provisions, asset write-downs and a nuclear market environment that has still deteriorated. Areva's backlog has strengthened thanks to the signing of the agreement through 2020 with EDF for used fuel treatment and MOX fuel production. Though it has a short-term adverse impact on the group's results, it provides these operations with long-term visibility and strengthens our strategic partnership with EDF. Despite a decline in revenue that was greater than anticipated, the group achieved positive free operating cash flow, an increase compared with the first half of 2013. The success of Areva's recovery actions partially offset the downturn in activity. These actions will be reinforced in the second half of the year to adapt to market conditions. The group continues to restructure its operations in renewable energies by entering into partnerships in promising markets, such as offshore wind and energy storage, and by discontinuing loss-making operations, such as concentrated solar power. 2014 Half-year results: - Backlog: euro 44.9 bn (euro +3.5 bn vs. 12/31/2013 thanks to the treatment-recycling agreement with EDF); - Negative net income attributable to equity owners of the parent (euro -694 m): Losses in discontinued renewable activities (euro -373 m), One-off impact of treatment-recycling agreement with EDF (euro -95 m), Provisions and assets impairment: - Positive free operating cash flow despite lower activity level: Revenue: euro 3.889 bn (-12.4% LFL), EBITDA: euro 256 m (euro -231 m vs. H1 2013), Free operating cash flow: euro 98 m (euro +256 m vs. H1 2013); - Strengthened recovery actions in an unfavorable economic environment: 2015 cost reduction objective secured and raised to euro 1.2 bn by 2016, Capital expenditure reduced over 2014-16; - Revised financial outlook

  5. Coordination of Nordic system operators in the electric power market - profit from improved capacity utilization and a more flexible division into price zones

    International Nuclear Information System (INIS)

    Bjoerndal, Mette; Joernsten, Kurt

    2001-08-01

    This report evaluates the possible profits of establishing a common system operator function in the Nordic electric power market. The main focus is placed on how to deal with congestion in the transmission grid. To estimate possible profits from a better utilization of the resources in the Nordic grid, the authors have analyzed socio-economic profits for several load scenarios. A simplified model of the Nordic stock area was used in the calculations. The existence of two methods of dealing with congestion in the grid may lead to reduced capacity utilization and to greater price differences than necessary. The examples show that ''indirect'' congestion control may be very expensive and that considerable cost reduction can be achieved by improved exploitation of congestion. This implies that if the Nordic area is divided into price zones, it is advantageous to regard the grid as an entity independent of national borders and system operators and to let the real transmission limitations determine the price zoning

  6. The Areva Group back-end division - challenges and prospects

    International Nuclear Information System (INIS)

    2004-06-01

    This document presents the Areva Group back-end division challenges and prospects. Areva, a world nuclear industry leader, analyzes in this document, the high-profile mix of complementary activities of the nuclear energy industry, concerning the back-end division the full range of services for the end of the fuel cycle, the fuel cycle back-end markets, the economic and financial associated considerations. (A.L.B.)

  7. ARCADIAR - A New Generation of Coupled Neutronics / Core Thermal- Hydraulics Code System at AREVA NP

    International Nuclear Information System (INIS)

    Curca-Tivig, Florin; Merk, Stephan; Pautz, Andreas; Thareau, Sebastien

    2007-01-01

    Anticipating future needs of our customers and willing to concentrate synergies and competences existing in the company for the benefit of our customers, AREVA NP decided in 2002 to develop the next generation of coupled neutronics/ core thermal-hydraulic (TH) code systems for fuel assembly and core design calculations for both, PWR and BWR applications. The global CONVERGENCE project was born: after a feasibility study of one year (2002) and a conceptual phase of another year (2003), development was started at the beginning of 2004. The present paper introduces the CONVERGENCE project, presents the main feature of the new code system ARCADIA R and concludes on customer benefits. ARCADIA R is designed to meet AREVA NP market and customers' requirements worldwide. Besides state-of-the-art physical modeling, numerical performance and industrial functionality, the ARCADIA R system is featuring state-of-the-art software engineering. The new code system will bring a series of benefits for our customers: e.g. improved accuracy for heterogeneous cores (MOX/ UOX, Gd...), better description of nuclide chains, and access to local neutronics/ thermal-hydraulics and possibly thermal-mechanical information (3D pin by pin full core modeling). ARCADIA is a registered trademark of AREVA NP. (authors)

  8. The Areva Group back-end division - challenges and prospects; Le pole aval dans le groupe Areva - enjeux et perspectives

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2004-06-01

    This document presents the Areva Group back-end division challenges and prospects. Areva, a world nuclear industry leader, analyzes in this document, the high-profile mix of complementary activities of the nuclear energy industry, concerning the back-end division the full range of services for the end of the fuel cycle, the fuel cycle back-end markets, the economic and financial associated considerations. (A.L.B.)

  9. Status of safety at Areva group facilities. 2006 annual report

    International Nuclear Information System (INIS)

    2006-01-01

    This report presents a snapshot of nuclear safety and radiation protection conditions in the AREVA group's nuclear installations in France and abroad, as well as of radiation protection aspects in service activities, as identified over the course of the annual inspections and analyses program carried out by the General Inspectorate in 2006. This report is presented to the AREVA Supervisory Board, communicated to the labor representation bodies concerned, and made public. In light of the inspections, appraisals and coordination missions it has performed, the General Inspectorate considers that the nuclear safety level of the AREVA group's nuclear installations is satisfactory. It particularly noted positive changes on numerous sites and efforts in the field of continuous improvement that have helped to strengthen nuclear safety. This has been possible through the full involvement of management teams, an improvement effort initiated by upper management, actions to increase personnel awareness of nuclear safety culture, and supervisors' heightened presence around operators. However, the occurrence of certain events in facilities has led us to question the nuclear safety repercussions that the changes to activities or organization on some sites have had. In these times of change, drifts in nuclear safety culture have been identified. The General Inspectorate considers that a preliminary analysis of the human and organizational factors of these changes, sized to match the impact the change has on nuclear safety, should be made to ensure that a guaranteed level of nuclear safety is maintained (allowance for changes to references, availability of the necessary skills, resources of the operating and support structures, etc.). Preparations should also be made to monitor the changes and spot any telltale signs of drift in the application phase. Managers should be extra vigilant and the occurrence of any drift should be systematically dealt with ahead of implementing

  10. Areva - Press release from the Supervisory Board; Areva - Communique de presse du Conseil de Surveillance

    Energy Technology Data Exchange (ETDEWEB)

    Marie, Patricia; Briand, Pauline; Floquet-Daubigeon, Fleur; Michaut, Maxime; Scorbiac, Marie de; Repaire, Philippine du

    2012-02-14

    During its meeting held on December 12, 2011, devoted in particular to the examination of the 2011 closing estimates, the AREVA Executive Board indicated that it expected to book a provision of 1.46 billion euros (2.025 billion US dollars) in the company's accounts for fiscal year 2011 for impairment of assets for the reporting entity UraMin, a mining company acquired by AREVA in 2007, which, given the provision booked in 2010 (426 million euros), brings the value of these assets on the AREVA balance sheet down to 410 million euros. Given the size of these provisions, the Supervisory Board decided to make three of its members, meeting as an ad hoc committee, in charge of analyzing the terms of acquisition of this company, as well as the key decisions made in this reporting entity up to 2011 and, based on the outcome of these analyses, to recommend to it any appropriate measures in AREVA's interest. This committee reported on its work during the Supervisory Board meeting held on February 14, 2012. In light of this report, the Supervisory Board found that the fairness and reliability of the financial statements of previous years were not in question. Nevertheless, considering the malfunctions raised, the Board considers it appropriate to thoroughly review AREVA's governance in order to ensure that decisions concerning large acquisitions or investments be reviewed and validated in the future under conditions ensuring better legal and financial security and enabling a more transparent dialogue between management and the Supervisory Board. It thus asked the Executive Board to recommend, at the next General Meeting of Shareholders, that the by-laws of the company be modified to make the Supervisory Board's prior approval of investments, stake acquisitions and acquisitions mandatory above a threshold of 20 million euros. It also decided to set up a business ethics committee within the Supervisory Board responsible for ensuring that rules of conduct are

  11. Areva as of December 31, 2011; Areva au 31 decembre 2011

    Energy Technology Data Exchange (ETDEWEB)

    Marie, Patricia; Briand, Pauline; Michaut, Maxime; Scorbiac, Marie de; Repaire, Philippine du

    2012-01-26

    In 2011, AREVA's consolidated revenue came to 8.872 billion euros, down slightly (-2.6%) compared with 2010 (-1.2% like for like). The decrease in revenue in nuclear operations was partially offset by significant growth in the renewable energies business. Foreign exchange and changes in the scope of consolidation had respectively a negative impact of 113 million euros and 16 million euros over the period. Revenue totaled 2.922 billion euros in the fourth quarter of 2011, stable compared with the fourth quarter of 2010 (-0.5% on a reported basis and -0.5% like for like). Foreign exchange had a negligible impact during the period. Led by nuclear operations, the group's backlog was 45.6 billion euros at December 31, 2011, up 3.1% year on year and 6.7% in relation to September 30, 2011. Order cancellations since Fukushima were limited to 464 million euros as of December 31, 2011. In accordance with the requirements of IFRS 8, AREVA's business segment information is presented for each operating Business Group (BG), which is the level of information examined by the group's governance bodies. Subsequent to the establishment of a subsidiary combining all of the group's mining operations, data for the Mining Business Group are now reported separately from those of the Front End Business Group. Data used for comparisons with 2010 were restated to reflect this new organization. The business segment information therefore corresponds to AREVA's five operating Business Groups: Mining, Front End, Reactors and Services, Back End and Renewable Energies

  12. From People to Profits.

    Science.gov (United States)

    Barber, L.; Hayday, S.; Bevan, S.

    An empirical test of the service-profit chain in a large United Kingdom retail business explored how employee attitudes and behavior can improve customer retention and, consequently, company sales performance. Data were collected from 65,000 employees and 25,000 customers from almost 100 stores. The business collected customer satisfaction for…

  13. Areva half-year report June 30, 2008; Areva rapport semestriel 30 juin 2008

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    This document is the half-year financial report of the Areva group for 2008. It presents: 1 - the highlights of the period: key data (Summary data, Segment reporting, Backlog, Income statement, Review by division, Cash flow, Balance sheet data); Outlook; 2 - the events subsequent to half-year closing; 3 - the consolidated financial statements: Statutory Auditors' report on half-year 2008 information for the period January 1, 2008 to June 30, 2008, Consolidated income statement, Consolidated balance sheet, Consolidated cash flow statement, Consolidated statement of change in equity, Segment reporting, Notes to the consolidated financial statements for the period ending June 30, 2008.

  14. Areva half-year report june 30, 2006; Areva rapport semestriel 30 juin 2006

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2006-07-01

    This document is the half-year financial report of the Areva group for 2006. It presents: 1 - Highlights of the period; 2 - Key data: Summary data, Segment reporting, Backlog, Income statement, Review by business division, Cash flow, Balance sheet data; 3 - Outlook; 4 - Events subsequent to the half-year end; 5 - Consolidated financial statements: Statutory auditors' report on the interim consolidated financial statements for the period January 1, 2006 to June 30, 2006, Consolidated income statement, Consolidated balance sheet, Consolidated cash flow statement, Consolidated statement of changes in equity, Segment reporting, Notes to the consolidated financial statements.

  15. AREVA Technical Days (ATD) session 1: Energy outlook and presentation of the Areva Group

    International Nuclear Information System (INIS)

    2002-01-01

    These technical days organized by the Areva Group aims to explain the group activities in a technological and economic point of view, to provide an outlook of worldwide energy trends and challenges and to present each of their businesses in a synthetic manner. This first session deals with energy challenges and nuclear, public acceptance of nuclear power, mining activities, chemistry activities, enrichment activities, fuel assembly, reactors and services activities, nuclear measurements activities, reprocessing and recycling activities, logistics activities and connectors activities. (A.L.B.)

  16. AREVA and sustainable development. 2002 report; AREVA et le developpement durable. Rapport 2002

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2003-07-01

    The performance indicators in this report reflect the major sustainable development impacts and challenges that Areva is facing as a group due to the very nature of its operations. They chose the calendar year as reporting period, from January 1 to December 31. This report covers all of the group operations in France and abroad. This report presents an overview of the major financial, social and environmental challenges facing the group. This report is a companion document to the annual activity report. (A.L.B.)

  17. Areva half-year report june 30, 2006; Areva rapport semestriel 30 juin 2006

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2006-07-01

    This document is the half-year financial report of the Areva group for 2006. It presents: 1 - Highlights of the period; 2 - Key data: Summary data, Segment reporting, Backlog, Income statement, Review by business division, Cash flow, Balance sheet data; 3 - Outlook; 4 - Events subsequent to the half-year end; 5 - Consolidated financial statements: Statutory auditors' report on the interim consolidated financial statements for the period January 1, 2006 to June 30, 2006, Consolidated income statement, Consolidated balance sheet, Consolidated cash flow statement, Consolidated statement of changes in equity, Segment reporting, Notes to the consolidated financial statements.

  18. A study of the financial history of the U.S. scheduled airlines and the improvement of airline profitability through technology

    Science.gov (United States)

    Wilcox, D. E.

    1975-01-01

    The financial history of the U.S. scheduled airline industry was investigated to determine the causes of the erratic profit performance of the industry and to evaluate potential economic gains from technology advances of recent years. Operational and economic factors affecting past and future profitability of the industry are discussed, although no attempt was made to examine the profitability of individual carriers. The results of the study indicate that the profit erosion of the late 1960's and early 1970's was due more to excess capacity than to inadequate fare levels, but airline problems were severely compounded by the rapid fuel price escalation in 1974 and 1975. Near-term solutions to the airline financial problems depend upon the course of action by the industry and the CAB and the general economic health of the nation. For the longer term, the only acceptable alternative to continued fare increases is a reduction in unit operating costs through technological advance. The next generation of transports is expected to incorporate technologies developed under Government sponsorship in the 1960's and 1970's with significant improvements in fuel consumption and operating costs.

  19. High mechanical performance of Areva upgraded fuel assemblies for PWR in USA

    International Nuclear Information System (INIS)

    Gottuso, Dennis; Canat, Jean-Noel; Mollard, Pierre

    2007-01-01

    The merger of the product portfolios of the former Siemens and Framatome fuel businesses gave rise to a new family of PWR products which combine the best features of the different technologies to enhance the main performance of each of the existing products. In this way, the technology of each of the three main fuel assembly types usually delivered by AREVA NP, namely Mark-BW TM , HTP TM and AFA 3G TM has been enriched by one or several components from the others which contributes to improve their robustness and to enhance their performance. The combined experience of AREVA's products shows that the ROBUST FUELGUARD TM , the HMP TM end grid, the MONOBLOC TM guide tube, a welded structure, M5 R material for every zirconium component and an upper QUICK-DISCONNECT TM are key features for boosting fuel assembly robustness. The ROBUST FUELGUARD benefits from a broad experience demonstrating its high efficiency in stopping debris. In addition, its mechanical strength has been enhanced and the proven blade design homogenizes the downstream flow distribution to strongly reduce excitation of fuel rods. The resistance to rod-to-grid fretting resistance of AREVA's new products is completed by the use of a lower HMP grid with 8 lines of contact to insure low wear. The Monobloc guide tube with a diameter maximized to strengthen the fuel assembly stiffness, excludes through its uniform outer geometry any local condition which could weaken guide tube straightness. The application of a welded cage to all fuel assemblies of the new family of products in combination with stiffer guide tubes and optimized hold-down assures each fuel assembly enhanced resistance to distortion. The combination of these features has been widely demonstrated as an effective method to reduce the risk of incomplete RCCA insertion and significantly reduce assembly distortion. Thanks to its enhanced performance, M5 alloy insures that all fuel assemblies in the family maintain their performance in all

  20. Headlines... Areva on the way toward centrifugation

    International Nuclear Information System (INIS)

    Anon.

    2004-01-01

    The French industrial group Areva, that gathers Cogema and Framatome-ANP, has entered into a partnership with the British nuclear consortium Urenco for creating ETC (enrichment technology company) in order to replace its uranium enrichment facility (Georges-Besse-I) that is planned to close in 2012 by a new one (George-Besse-II) that will enter into service as early as 2007. The new facility will be based on the centrifugation technique developed by Urenco, this technique will cut the consumption of electricity by 3 in comparison with the gaseous diffusion technique used in the Georges-Besse-I facility. The other asset of the centrifugation technique is that the facility can grow with the number of centrifuges that are set. In 2007 only 7% of the total number of centrifuges will be installed, which will sufficient to satisfy the demand for enriched uranium. The full size of the facility will be reached in 2016 through gradual steps of 10% more centrifuges set every year. (A.C.)

  1. AREVA - first half 2005 sales figures

    International Nuclear Information System (INIS)

    2005-07-01

    First half 2005 sales for the AREVA group were up 1.1% to 5,396 million euros and 2.6% like-for-like, compared with 5,339 million euros for the same period in 2004.The change in foreign exchange rates had a negative impact of nearly (34) million euros between these two periods, which was much less than between the first half of 2003 and the same period in 2004. Sales are up 1.1% compared with the first half of 2004 (up 2.6% like-for-like); the euros (17.3) M impact of IFRS adoption is limited to the Front End division; Energy is up: Nuclear Power: up 4.4% (up 5.5% like-for-like), driven by the Front End and Reactors and Services divisions; T and D: down 3.9% (-2.1% like-for-like) due to the one time peak observed in early 2004; Connectors sales are stable (+0.3% like-for-like): Automotive performed well, while the communication market continued to be a difficult one

  2. EDF and Areva: a hazardous and risky strategy

    International Nuclear Information System (INIS)

    Teule, Rianne; Thomas, Steve

    2009-06-01

    As EDF and Areva have been developing for several years a strategy exclusively based on a nuclear revival in the world, this document proposes a synthesis of a study in which the author describes and analyses this strategy, as well as the actual trade perspectives of the sector, and outlines the many uncertainties regarding development projects. It addresses the financial and political context for EDF (a record indebtedness) and Areva (an inability to face investments) and outlines the supporting role of the Coface (the only way for the French government to support EDF and Areva). It highlights and discusses the failures of both ERP projects, in Flamanville (cost overruns and consequences) and in Finland. It addresses the actual status of markets, notices that France's strategy (lifetime extension for the existing reactors) implies that the construction of new EPRs might finally be postponed, that which would mean a loss of prospects for Areva and a catastrophe for the EPR program. It comments the commitment of EDF in the UK and outlines that the success of the development of new nuclear plants still depends on public subsidies which are not yet decided. The author considers that investments made by EDF in the USA seem rather speculative, and outlines that there are still financial issues and uncertainties like in the UK. The presence and activities of EDF and Areva in China are also commented, and more briefly for the rest of the world

  3. Profitability analysis of KINGLONG nearly 5 years

    Science.gov (United States)

    Zhang, Mei; Wen, Jinghua

    2017-08-01

    Profitability analysis for measuring business performance and forecast its prospects play an important role. In this paper, the research instance King Long Motor in understanding the basic theory on the basis of financial management, to take a combination of theory and data analysis methods, combined with a measure of profitability related indicators of King Long Motor company’s profitability do a specific analysis to identify factors constraining the profitability of Kinglong company exists and the motivation to improve profitability, which made recommendations to improve the profitability of Kinglong car company to promote the company’s future can be better and faster development.)

  4. T and D on sale, Areva on punishment; T and D a la vente, Areva a la peine

    Energy Technology Data Exchange (ETDEWEB)

    Maincent, G

    2009-05-15

    Areva group, the world leader of the nuclear industry, is looking for 5 billion euros to finance its investments. However, the French government which owns 90% of the group, mainly through the CEA, is not willing to supply this financial help. Therefore, about 40% of Areva group's turnover could change hands soon. In fact, the French government has asked Areva to consider the selling of its daughter company T and D (Transmission and Distribution) which is one of the major poles of the group's activity. Thanks to T and D, Areva can propose a complete range of products, services and systems from the low- to the extra-high voltage, and can be present on other energy markets, from the conventional to the renewable power generation. Already weakened by the departure of Siemens, Areva, without T and D would lose its full power in front of competitors like GE-Hitachi, Toshiba-Westinghouse or Rosatom-Siemens. (J.S.)

  5. For-profit colleges.

    Science.gov (United States)

    Deming, David; Goldin, Claudia; Katz, Lawrence

    2013-01-01

    students have complete and objective information about the costs and expected benefits of for-profit programs could improve postsecondary education opportunities for disadvantaged students and counter aggressive and potentially misleading recruitment practices at for-profit colleges, the authors write.

  6. Rosatom, the Russian who wants to dethrone Areva

    International Nuclear Information System (INIS)

    Maincent, G.

    2009-01-01

    On March 3, 2009, Rosatom, the Russian atomic agency, signed an agreement with Siemens (Germany) for the creation of a common nuclear company. The objective is to become the World leader of the nuclear industry and to gain market shares on General Electric-Hitachi and Toshiba-Westinghouse. This is the spectacular consequence of the Siemens/Areva split from Areva NP, the reactor division of the Areva group. Rosatom gathers 89 civil nuclear companies inside the Atomenergoprom entity and is going to benefit from Siemens' know-how in the domains of instrumentation and control systems and reactors operation. Thanks to this alliance, the volume of Atomenergoprom's activities should grow up rapidly in particular in central and eastern Europe and more particularly in emerging countries. (J.S.)

  7. Proceedings of the Areva Technical Days. Session 5

    International Nuclear Information System (INIS)

    2004-01-01

    This document presents the proceedings of the Areva technical days, presented during the session 5 the 9 and 10 december 2004, at Istanbul. It deals with the operations of the transmission and distribution division. With manufacturing facilities in over 40 countries and a sales network in over 100, Areva offers customers technological solutions for nuclear power generation and electricity transmission and distribution (the Group also provides interconnect systems to the telecommunications, computer and automotive markets). It provides five topics: a general presentation of Areva, the strategic stakes for transmission and distribution by world-zone, economic and strategic stakes of business unit products, business unit systems and business unit automation. (A.L.B.)

  8. Proceedings of the Areva Technical Days. Session 5

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2004-07-01

    This document presents the proceedings of the Areva technical days, presented during the session 5 the 9 and 10 december 2004, at Istanbul. It deals with the operations of the transmission and distribution division. With manufacturing facilities in over 40 countries and a sales network in over 100, Areva offers customers technological solutions for nuclear power generation and electricity transmission and distribution (the Group also provides interconnect systems to the telecommunications, computer and automotive markets). It provides five topics: a general presentation of Areva, the strategic stakes for transmission and distribution by world-zone, economic and strategic stakes of business unit products, business unit systems and business unit automation. (A.L.B.)

  9. AREVA HTR concept for near-term deployment

    Energy Technology Data Exchange (ETDEWEB)

    Lommers, L.J., E-mail: lewis.lommers@areva.com [AREVA Inc., 2101 Horn Rapids Road, Richland, WA 99354 (United States); Shahrokhi, F. [AREVA Inc., Lynchburg, VA (United States); Mayer, J.A. [AREVA Inc., Marlborough, MA (United States); Southworth, F.H. [AREVA Inc., Lynchburg, VA (United States)

    2012-10-15

    This paper introduces AREVA's High Temperature Reactor (HTR) steam cycle concept for near-term industrial deployment. Today, nuclear power primarily impacts only electricity generation. The process heat and transportation fuel sectors are completely dependent on fossil fuels. In order to impact this energy sector as rapidly as possible, AREVA has focused its HTR development effort on the steam cycle HTR concept. This reduces near-term development risk and minimizes the delay before a useful contribution to this sector of the energy economy can be realized. It also provides a stepping stone to longer term very high temperature concepts which might serve additional markets. A general description of the current AREVA steam cycle HTR concept is provided. This concept provides a flexible system capable of serving a variety of process heat and cogeneration markets in the near-term.

  10. AREVA HTR concept for near-term deployment

    International Nuclear Information System (INIS)

    Lommers, L.J.; Shahrokhi, F.; Mayer, J.A.; Southworth, F.H.

    2012-01-01

    This paper introduces AREVA's High Temperature Reactor (HTR) steam cycle concept for near-term industrial deployment. Today, nuclear power primarily impacts only electricity generation. The process heat and transportation fuel sectors are completely dependent on fossil fuels. In order to impact this energy sector as rapidly as possible, AREVA has focused its HTR development effort on the steam cycle HTR concept. This reduces near-term development risk and minimizes the delay before a useful contribution to this sector of the energy economy can be realized. It also provides a stepping stone to longer term very high temperature concepts which might serve additional markets. A general description of the current AREVA steam cycle HTR concept is provided. This concept provides a flexible system capable of serving a variety of process heat and cogeneration markets in the near-term.

  11. Responsible Development of AREVA's Mining Activities - Report 2012

    International Nuclear Information System (INIS)

    2013-09-01

    By defining AREVA's strategy and policies, this report aims to demonstrate the company's performance in the key areas of mining activity responsibility: ethics and governance, social report, the environment, occupational health and safety, community involvement, commitments to stakeholders. The data given cover the assets for which AREVA acts as operator in uranium mining activities: exploration, project development, production and rehabilitation. The consolidated data target activities in France, Canada, Niger, Kazakhstan, Mongolia, Gabon and Namibia. Activities in the Central African Republic and those linked to La Mancha no longer fall within the scope of this report (sale of assets in 2012). This report is the third edition of this annual exercise

  12. Responsible Development of Areva's Mining Activities. 2010 report

    International Nuclear Information System (INIS)

    2010-01-01

    After a map indicating the location of the main Areva's mining sites, this report provides several key figures and data and discusses the evolution of this activity which is part of the business core of the AREVA company. It gives a statement of values and principles, governance and commitments related to this activity. In order to report this activity, it addresses several topics: reduction of industrial risks, protection of workers and populations, rational consumption of water and energy resources, biodiversity preservation, management over time of waste rock and mining tailings, sustainable integration into territories, and contribution to social development. This document is proposed in French and in English

  13. Areva - First half 2008 sales revenue; Areva - Chiffre d'affaires du 1. semestre 2008

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    As of June 30, 2008, AREVA's backlog stood at 38.1 billion euro, for 13.6% growth since June 30, 2007, with 9.9% growth in Nuclear and 40.7% growth in Transmission and Distribution. In Nuclear, the backlog came to 32.3 billion euro as of the end of June 2008. In the front end of the cycle, AREVA signed multi-year contracts in the first half of the year with Japanese and American utilities and with EDF, for a combined total of more than 1 billion euro. Of note in the back end of the cycle is the contract AREVA signed with the U.S. Department of Energy to build a MOX fuel fabrication facility. In Transmission and Distribution, the backlog came to 5.8 billion euro as of the end of period. A total of 3.2 billion euro in orders was booked in the first half, an increase of 20.0% year-on-year. The division won several important contracts, most notably a contract with Dubai Electricity (more than 130 million euro), a contract with National Grid and RTE for the renovation of the IFA 2000 grid interconnection between France and Great Britain (more than 60 million euro), and, in the industrial field, a contract with Rio Tinto Alcan (close to 65 million euro). The group cleared revenue of 6.2 billion euro in the first half of 2008, up 14.8% (+16.4% like-for-like) compared with the first half of 2007. Sales outside France were up 14.3% to 4.2 billion euro or 68.6% of total sales; the latter were stable compared with the first half of 2007. All businesses were up, with growth of 15.9% in Nuclear operations (+19.1% LFL1) - particularly in Reactors and Services (+31.3% LFL1) - and 13.0% growth in Transmission and Distribution operations (+12.0% LFL T 1). Foreign exchange had a negative impact of 155 million euro, primarily due to the change in the U.S. dollar in relation to the euro. Changes in the consolidated group had a positive impact of 97 million euro, mainly reflecting acquisitions in the Transmission and Distribution division and in Renewable Energies. Sales revenue

  14. Areva half-year report june 30, 2007; Areva rapport semestriel 30 juin 2007

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    Information provided in this document concerns the AREVA group as a whole. It presents the highlights and Key data of the first half of 2007, the outlook, the events subsequent to half-year closing, and the Consolidated financial statements. Contents: 1 - Highlights of the period; 2 - Key data: Summary data, Segment reporting, Backlog, Income statement, Review by division, Cash flow, Balance sheet data; 3 - Outlook; 4 - Events subsequent to half-year closing; 5 - Consolidated financial statements: Statutory Auditors' report on half-year information for the period January 1, 2007 to June 30, 2007, Consolidated income statement, Consolidated balance sheet, Consolidated cash flow statement, Consolidated statement of change in equity, Segment reporting, Notes to the consolidated financial statements for the period ending June 30, 2007.

  15. Left in the dust. AREVA's radioactive legacy in the desert towns of Niger

    International Nuclear Information System (INIS)

    Dixon, Andrea A.; Chabrol, Romain; Chareyron, Bruno; Dawe, Alexandra; Schulz, Nina; Teule, Rianne; Tumer, Aslihan

    2010-04-01

    In one of the poorest countries in the world, ranking last in the Human Development Index of the United Nations Development Programme (UNDP), where more than 40% of children are underweight for their age, water and access to improved water sources is scarce and almost three quarters of the population are illiterate, the French nuclear giant AREVA extracts precious-and deadly-natural resources, earning billions for its Fortune 500 corporation, and leaving little behind but centuries of environmental pollution and health risks for the citizens of Niger. (authors)

  16. AREVA Technical Days (ATD) session 4: operations of the front-end division of the nuclear fuel cycle; AREVA Technical Days (ATD) session 4: les activites du pole Amont

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2004-07-01

    These technical days organized by the Areva Group aims to explain the group activities in a technological and economic point of view, to provide an outlook of worldwide energy trends and challenges and to present each of their businesses in a synthetic manner. This fourth session deals with the strategic and financial significance of the Areva mining operations, the Areva chemistry business, the Areva enrichment business and the Areva fuel business. (A.L.B.)

  17. AREVA Technical Days (ATD) session 4: operations of the front-end division of the nuclear fuel cycle

    International Nuclear Information System (INIS)

    2004-01-01

    These technical days organized by the Areva Group aims to explain the group activities in a technological and economic point of view, to provide an outlook of worldwide energy trends and challenges and to present each of their businesses in a synthetic manner. This fourth session deals with the strategic and financial significance of the Areva mining operations, the Areva chemistry business, the Areva enrichment business and the Areva fuel business. (A.L.B.)

  18. The strategic value of customer profitability analysis

    NARCIS (Netherlands)

    Raaij, van E.M.

    2005-01-01

    Purpose – The aim of the paper is to show how intelligence emanating from customer profitability analysis (CPA) can help improve strategic marketing planning. Insights into the profitability of individual customers, as well as the distribution of profitability across the customer base, can lead to

  19. Full system decontamination. AREVAs experience in decontamination prior to decommissioning

    International Nuclear Information System (INIS)

    Topf, Christian

    2010-01-01

    Minimizing collective radiation exposure and producing free-release material are two of the highest priorities in the decommissioning of a Nuclear Power Plant (NPP). Full System Decontamination (FSD) is the most effective measure to reduce source term and remove oxide layer contamination within the plant systems. FSD is typically a decontamination of the primary coolant circuit and the auxiliary systems. In recent years AREVA NP has performed several FSDs in PWRs and BWRs prior to decommissioning by applying the proprietary CORD copyright family and AMDA copyright technology. Chemical Oxidation Reduction Decontamination or CORD represents the chemical decontamination process while AMDA stands for Automated Mobile Decontamination Appliance, AREVA NPs decontamination equipment. Described herein are the excellent results achieved for the FSDs applied at the German PWRs Stade in 2004 and Obrigheim in 2007 and for the FSDs performed at the Swedish BWRs, Barsebaeck Unit 1 in 2007 and Barsebaeck Unit 2 in 2008. All four FSDs were performed using the AREVA NP CORD family decontamination technology in combination with the AREVA NP decontamination equipment, AMDA. (orig.)

  20. Wind power: Areva acquires a 51% stake in Multibrid

    International Nuclear Information System (INIS)

    2007-01-01

    AREVA announced the acquisition of a 51% stake in Multibrid, a designer and manufacturer of multi-megawatt off-shore wind turbines based in Germany. With this acquisition, AREVA has entered into a joint venture with Prokon Nord, a German off-shore wind turbine and biomass plant developer and current owner of Multibrid. This transaction values Multibrid at euro 150 million. AREVA plans to rapidly further develop Multibrid's activities by giving the company access to its industrial resources, financial base and international commercial network. In return, Multibrid will provide AREVA with its leading-edge technology which, developed for 5 MW turbines, can achieve a very high output while reducing operating costs thanks to a simplified maintenance system. With this stake in Multibrid, AREVA aims to increase its presence on the offshore wind market that meets land settlement requirements and that should grow significantly in the years to come (from 300 MW in Europe today to an expected 1400 MW by 2011). As an exclusive supplier of Prokon Nord, Multibrid will participate in projects such as Borkum West (30 MW), the first offshore project in Germany, Borkum West 2 (400 MW), and Cote d'Albatre (105 MW), the first offshore wind farm project in France. The stake in Multibrid strengthens AREVA's strategic positioning on the CO 2 -free energy market, thanks to complementary solutions ranging from nuclear technologies to renewables. A number of recent achievements illustrate this strategy: - bio-energy (crucial energy supply in numerous rural areas): delivery of turnkey biomass power plants; ongoing construction of 10 plants in India, Thailand and Brazil; future development plans in fast-growing regions, such as Latin America; - wind power: Multibrid adds to the Group's stake in REpower and to its partnership with Suzlon for which AREVA is the number one supplier of transmission and distribution solutions for wind power; - hydrogen and fuel cells: design and manufacture of

  1. Nuclear renaissance in the reactor training of Areva

    International Nuclear Information System (INIS)

    De Braquilanges, Bertrand; Napior, Amy; Schoenfelder, Christian

    2010-01-01

    Because of the perspectives of new builds, a significant increase in the number of design, construction and management personnel working in AREVA, their clients and sub-contractors has been estimated for the next future. In order to cope with the challenge to integrate newly hired people quickly and effectively into the AREVA workforce, a project - 'Training Task Force (TTF)' - was launched in 2008. The objective was to develop introductory and advanced courses and related tools harmonized between AREVA Training Centers in France, Germany and USA. First, a Global Plants Introductory Session (GPIS) was developed for newly hired employees. GPIS is a two weeks training course introducing in a modular way AREVA and specifically the activities and the reactors technical basics. As an example, design and operation of a nuclear power plant is illustrated on EPRTM. Since January 2009, these GPIS are held regularly in France, Germany and the US with a mixing of employees from these 3 regions. Next, advanced courses for more experienced employees were developed: - Advanced EPR TM , giving a detailed presentation of the EPR TM reactor design; - Codes and Standards; - Technical Nuclear Safety. Finally, feasibility studies on a Training Material Management (TMM) system, able to manage the training documentation, and on a worldwide training administration tool, were performed. The TTF project was completed mid of 2009; it transferred their recurrent activities to a new AREVA training department. This unit now consists of the French, German and US Reactors Training Centers. In particular, all courses developed by the TTF are now implemented worldwide with an opening to external trainees. The current worldwide course catalogue includes training courses for operation and maintenance personnel as well as for managers, engineers and non technical personnel of nuclear operators, suppliers, safety authorities and expert organizations. Training delivery is supported effectively by tools

  2. Nuclear renaissance in the reactor training of Areva

    Energy Technology Data Exchange (ETDEWEB)

    De Braquilanges, Bertrand [Reactor Training Center/France Manager, La Tour Areva - 1, place Jean Millier - 92084 Paris - La Defense (France); Napior, Amy [Reactor Training Center/USA Manager, 1300 Old Graves Mill Road - Lynchburg VA, 2450 (United States); Schoenfelder, Christian [Reactor Training Center/Germany Manager, Kaiserleistrasse 29 - 63067 Offenbach (Germany)

    2010-07-01

    Because of the perspectives of new builds, a significant increase in the number of design, construction and management personnel working in AREVA, their clients and sub-contractors has been estimated for the next future. In order to cope with the challenge to integrate newly hired people quickly and effectively into the AREVA workforce, a project - 'Training Task Force (TTF)' - was launched in 2008. The objective was to develop introductory and advanced courses and related tools harmonized between AREVA Training Centers in France, Germany and USA. First, a Global Plants Introductory Session (GPIS) was developed for newly hired employees. GPIS is a two weeks training course introducing in a modular way AREVA and specifically the activities and the reactors technical basics. As an example, design and operation of a nuclear power plant is illustrated on EPRTM. Since January 2009, these GPIS are held regularly in France, Germany and the US with a mixing of employees from these 3 regions. Next, advanced courses for more experienced employees were developed: - Advanced EPR{sup TM}, giving a detailed presentation of the EPR{sup TM} reactor design; - Codes and Standards; - Technical Nuclear Safety. Finally, feasibility studies on a Training Material Management (TMM) system, able to manage the training documentation, and on a worldwide training administration tool, were performed. The TTF project was completed mid of 2009; it transferred their recurrent activities to a new AREVA training department. This unit now consists of the French, German and US Reactors Training Centers. In particular, all courses developed by the TTF are now implemented worldwide with an opening to external trainees. The current worldwide course catalogue includes training courses for operation and maintenance personnel as well as for managers, engineers and non technical personnel of nuclear operators, suppliers, safety authorities and expert organizations. Training delivery is supported

  3. Relay cropping of wheat (Triticum aestivum L.) in cotton (Gossypium hirsutum L.) improves the profitability of cotton-wheat cropping system in Punjab, Pakistan.

    Science.gov (United States)

    Sajjad, Aamer; Anjum, Shakeel Ahmad; Ahmad, Riaz; Waraich, Ejaz Ahmad

    2018-01-01

    Delayed sowing of wheat (Triticum aestivum L.) in cotton-based system reduces the productivity and profitability of the cotton-wheat cropping system. In this scenario, relay cropping of wheat in standing cotton might be a viable option to ensure the timely wheat sowing with simultaneous improvement in wheat yields and system profitability. This 2-year study (2012-2013 and 2013-2014) aimed to evaluate the influence of sowing dates and relay cropping combined with different management techniques of cotton sticks on the wheat yield, soil physical properties, and the profitability of the cotton-wheat system. The experiment consisted of five treatments viz. (S1) sowing of wheat at the 7th of November by conventional tillage (two disc harrows + one rotavator + two plankings) after the removal of cotton sticks, (S2) sowing of wheat at the 7th of November by conventional tillage (two disc harrows + two plankings) after the incorporation of cotton sticks in the field with a rotavator, (S3) sowing of wheat at the 7th of November as relay crop in standing cotton with broadcast method, (S4) sowing of wheat at the 15th of December by conventional tillage (two disc harrows + one rotavator + two plankings) after the removal of cotton sticks, and (S5) sowing of wheat at the 15th of December by conventional tillage (two disc harrows + two plankings) after the incorporation of cotton sticks in the field with a rotavator. The highest seed cotton yield was observed in the S5 treatment which was statistically similar with the S3 and S4 treatments; seed cotton yield in the S1 and S2 treatments has been the lowest in both years of experimentation. However, the S2 treatment produced substantially higher root length, biological yield, and grain yield of wheat than the other treatments. The lower soil bulk density at 0-10-cm depth was recorded in the S2 treatment which was statistically similar with the S5 treatment during both years of experimentation. The volumetric water contents, net

  4. An integrated continuous improvement model of TPM, TPS and TQM for boosting profitability of manufacturing industries: An innovative model & guideline

    Directory of Open Access Journals (Sweden)

    Haftu Hailu

    2018-01-01

    Full Text Available The purpose of this research is to develop an integrated literature based TPM, TPS and TQM mod-el through PDCA cycle, and implementation guideline for the implementation of the model. At this time very few studies are available on this research area, even this research on integrated model of TPM, TPS and TQM practices, and implementation guideline are not corresponding. The method-ology to develop the model and the implementation guideline is based on identifying the uniqueness and common practices of TPM, TPS and TQM systems, existing practice of the integration and implementation guideline, identifying the existing gaps on the model and implementation guideline, developing new integrated TPM, TPS and TQM practice model, and implementation guideline. Previous very few studies of uniqueness, common practices and implementation guideline of the three systems are preserved. The findings of this research, an integrated cutting-edge model of TPM, TPS and TQM practices and implementation guidelines are developed. The originality / value of the developed model and implementation guideline enable manufacturing industries continuously to be competitive and profitable.

  5. AREVA modeling and predictive capacities to support PWR fuel assembly upgrading

    International Nuclear Information System (INIS)

    Canat, J. N.; Mollard, P.; Gentet, G.; Uyeda, G.

    2008-01-01

    The first goal of the fuel designer is to closely address the customers' expectations, with the aim of providing them in the shortest possible time a flawless product fully addressing their needs. However, the designer knows from experience that designing a new fuel assembly is a task which always lasts a long time. Depending on the extent and innovative dimension of the performed changes, development and qualification of new products have lasted from a few years to as much as roughly 15 years. Experience feedback proves that developing and qualifying a cladding material is the longest-term process, requiring the determination of its behavior laws under irradiation and also under accident conditions. Regarding fuel assembly structure, new development generally requires the irradiation of Lead Test Assemblies during a period of time representative of the fuel operating conditions. This explains the critical importance of high powered, top quality modeling to adequately support the fuel assembly design development and the behavior assessment. Advanced calculation codes and methods, improved modeling tools and test facilities, are key contributors to reinforced reliability, robustness, thermal hydraulic performance and maneuverability of nuclear fuel under ever more demanding operational conditions. Sophisticated, high powered modeling tools and representative test capacities are cutting the time necessary for AREVA to develop a new product, license it and load it in the core of a reactor. This trend towards greater modeling capability has been backed up by the upgrading of computing means over the last few years, allowing the consideration of a large number of factors and a higher accuracy in the representation of the modeled phenomena. This article details how predictive tools currently play a more and more important role in the design developments engaged by AREVA. They have led to a more physical approach to finding technical solutions and allowed their analytical

  6. Areva - Half year financial report June 30, 2009; Areva - Rapport financier semestriel 30 juin 2009

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2009-07-01

    This half-year financial report contains statements on the objectives, prospects and growth areas for the AREVA group. It gives a view of the net worth, the financial position and the income of the company and all the companies included in consolidation. It presents the major events that occurred during the first six months of the fiscal year, of their effect on the financial statements and of the main transactions between related parties. It gives a description of the main risks and main uncertainties for the remaining six months of the financial year. Content: 1 - Half-year business report: Significant events, Summary data, Segment reporting, Backlog, Income statement, Review by division, Cash flow, Balance sheet items, Events subsequent to closing, Outlook; 2 - Statutory auditors' report on the financial information for the 2009 half-year - period January 1 to June 30, 2009: Condensed consolidated financial statements at June 30, 2009, Consolidated income statement, Consolidated comprehensive income, Consolidated balance sheet, Consolidated cash flow statement, Consolidated statement of changes in equity, Segment reporting, Notes to the consolidated financial statements for the period ending June 30, 2009.

  7. AREVA - first half 2005 sales figures; AREVA - chiffre d'affaires du 1. semestre 2005

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2005-07-01

    First half 2005 sales for the AREVA group were up 1.1% to 5,396 million euros and 2.6% like-for-like, compared with 5,339 million euros for the same period in 2004.The change in foreign exchange rates had a negative impact of nearly (34) million euros between these two periods, which was much less than between the first half of 2003 and the same period in 2004. Sales are up 1.1% compared with the first half of 2004 (up 2.6% like-for-like); the euros (17.3) M impact of IFRS adoption is limited to the Front End division; Energy is up: Nuclear Power: up 4.4% (up 5.5% like-for-like), driven by the Front End and Reactors and Services divisions; T and D: down 3.9% (-2.1% like-for-like) due to the one time peak observed in early 2004; Connectors sales are stable (+0.3% like-for-like): Automotive performed well, while the communication market continued to be a difficult one.

  8. AREVA's toolbox for long-term best performance and reliable operation of nuclear steam generators

    International Nuclear Information System (INIS)

    Drexler, Andreas; Weiss, Steffen; Caris, Neil; Stiepani, Christoph

    2015-01-01

    Long-term integrity and high performance of major plant systems and components are of uppermost importance for the successful operation of any power plant. AREVA's experience gathered with water-steam cycle chemistry treatments in more than 40 years yields the conclusion: Accumulation of corrosion products in SGs may result in local overheating and enrichment of impurities up to critical levels. This can lead to several degradation phenomena of the structural materials of the SGs. Therefore, minimization of corrosion product generation and prevention of deposit accumulation is required. The objective of AREVA's asset management program is to support operators by minimizing corrosion damage and performance losses of water-steam cycle systems and components and thereby to maximize the availability and economic performance of the plant. Such asset management program is in principle a closed cycle process. It is based on control, corrective and preventive measures. The objective of control measure is deriving a widespread assessment of the corrosion status of the steam-water cycle which yields to weak points and identifying the best suited corrective and/or preventive measures. In the subsequent steps appropriate measures which improve the current status or counteract on identified issues are identified and applied. Corrective measures, likes mechanical and/or chemical cleaning are targeting the minimization of negative influence on plant performance caused by corrosion in the steam-water cycle. Complementary to corrective measures are preventive ones, like optimization of pH strategy and AREVA's FFA technology could by applied. They are focusing on the origin of corrosion product generation. AREVA is offering a toolbox for long-term best performance and reliable operation of NPPs. (author)

  9. Complementary safety assessment assessment of nuclear facilities - Tricastin facility - AREVA; Evaluation complementaire de la surete des installations nucleaires de base - Site du Tricastin - AREVA

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2011-07-01

    This complementary safety assessment analyses the robustness of the Areva part of the Tricastin nuclear site to extreme situations such as those that led to the Fukushima accident. This study includes the following facilities: Areva NC Pierrelatte, EURODIF production, Comurhex Pierrelatte, Georges Besse II plant and Socatri. Robustness is the ability for the plant to withstand events beyond which the plant was designed. Robustness is linked to safety margins but also to the situations leading to a sudden deterioration of the accidental sequence. Moreover, safety is not only a matter of design or engineered systems but also a matter of organizing: task organization (including subcontracting) as well as the setting of emergency plans or the inventory of nuclear materials are taken into consideration in this assessment. This report is divided into 10 main chapters: 1) the feedback experience of the Fukushima accident; 2) description of the site and its surroundings; 3) featuring of the site's activities and installations; 4) accidental sequences; 5) protection from earthquakes; 6) protection from floods; 7) protection from other extreme natural disasters; 8) the loss of electrical power and of the heat sink; 9) the management of severe accidents; and 10) subcontracting policy. This analysis has identified 5 main measures to be taken to limit the risks linked to natural disasters: -) continuing the program for replacing the current conversion plant and the enrichment plant; -) renewing the storage of hydrofluoric acid at the de-fluorination workshop; -) assessing the seismic behaviour of some parts of the de-fluorination workshop and of the fluorine fabrication workshop; -) improving the availability of warning and information means in case of emergency; and -) improving the means to mitigate accidental gaseous releases. (A.C.)

  10. Joining the Nuclear Renaissance with the Engineering Business Unit of AREVA

    Energy Technology Data Exchange (ETDEWEB)

    Hubert, Nathalie; Menguy, Stephane [SGN, AREVA Group, 1 rue des Herons, 78182 Saint-Quentin en Yvelines Cedex (France); Valery, Jean-Francois [AREVA NC, AREVA Group, Tour AREVA, 1 place de la Coupole, 92084 Paris La Defense Cedex (France)

    2008-07-01

    The reality of the nuclear renaissance is no longer a question. All over the world, new nuclear plants are going to be deployed; the whole fuel cycle has to be adjusted to fulfil their needs, the front-end to produce the fuel and the back-end to properly manage radioactive waste. AREVA fuel cycle engineering teams have been involved in the design of a variety of industrial plants covering the entire fuel cycle for 50 years. The consistency of the French nuclear policy has been a major factor to acquire and renew the competencies and workforce of AREVA Engineering Business Unit. Our partnership with our customers, French ones but also Japanese, Americans and from other countries, has led us to develop a comprehensive approach of the services that we can deliver, in order to give them the best answer. SGN teams have been involved in the R and D phases in order to take into account the industrialisation aspects as early as possible, and our work does not end with the delivery of the plants; it includes assistance to the operators to optimise and keep their facilities in line with the changing rules and constraints, which ensures the integration of a wide operational experience feedback and the ability to design flexible facilities. This paper will present through our experience how this global approach has been developed and continuously improved and how we are preparing our teams to be ready to answer to the coming needs. (authors)

  11. Mitigation of severe accidents in AREVA's Gen 3+ nuclear power plants

    Energy Technology Data Exchange (ETDEWEB)

    Fischer, M., E-mail: manfred.fischer@areva.com; Henning, A.; Surmann, R.

    2014-04-01

    The current AREVA Gen 3+ PWR designs (EPR™ and ATMEA1) are based on the proven defense-in-depth safety concepts inherited from their predecessors, the French “N4” and the German “Konvoi” reactors. Complemented by specific enhancements, including higher redundancy and diversity as well as the use of passive systems, this leads to very low values of the core damage frequency (CDF). Notwithstanding this very low probability, dedicated design measures have been implemented to improve the response of the plant in case of a postulated severe accident (SA) with core melting. This way not only the frequency of large-early-releases (LERF) but also the related radiological consequences are drastically reduced. Situations that potentially lead to high loads that can challenge the short-term integrity of the containment, like RPV melt-through under high pressure, energetic hydrogen/steam explosions, as well as long-term containment failure caused by internal over-pressure are avoided by a combination of preventive measures and dedicated systems. At the example of the EPR{sup TM}, the paper gives an overview of the severe accident mitigation strategy and the related measures and systems of AREVAs current Gen 3+ reactors, with special focus on the function of the core melt stabilization system.

  12. AREVA T and D wins de-icing contract in Quebec

    Energy Technology Data Exchange (ETDEWEB)

    Anon.

    2005-04-01

    The ice storm that struck Quebec in the winter of 1998 left millions of people without electricity because the accumulation of ice caused the collapse of hundreds of kilometres of high-voltage transmission lines and thousands of transmission towers. In order to optimize the security of its power grid, Hydro-Quebec contracted AREVA T and D to construct and install HVDCice{sup TM}, a transmission line de-icing system based on high-voltage direct current (HVDC) technology. The system is intended to ensure maximum electrical efficiency and guarantee a secure electricity supply. The system will generate up to 7200A of direct current in the transmission lines. This will raise their temperature thereby allowing the ice to melt and fall off. The system will be implemented at the Levis substation, a major connection point for the transmission lines of the province. The system also acts as a Static Var Compensator (SVC) to improve the power quality of the transmission network. The SVC will stabilize the voltage on the 735 kV power grid, which can fluctuate depending on the amount of electricity being consumed. This is the world's first HVDC-based de-icing and power quality system. The contract awarded to AREVA's T and D division is estimated at 25 million Euros. 1 fig.

  13. Joining the Nuclear Renaissance with the Engineering Business Unit of AREVA

    International Nuclear Information System (INIS)

    Hubert, Nathalie; Menguy, Stephane; Valery, Jean-Francois

    2008-01-01

    The reality of the nuclear renaissance is no longer a question. All over the world, new nuclear plants are going to be deployed; the whole fuel cycle has to be adjusted to fulfil their needs, the front-end to produce the fuel and the back-end to properly manage radioactive waste. AREVA fuel cycle engineering teams have been involved in the design of a variety of industrial plants covering the entire fuel cycle for 50 years. The consistency of the French nuclear policy has been a major factor to acquire and renew the competencies and workforce of AREVA Engineering Business Unit. Our partnership with our customers, French ones but also Japanese, Americans and from other countries, has led us to develop a comprehensive approach of the services that we can deliver, in order to give them the best answer. SGN teams have been involved in the R and D phases in order to take into account the industrialisation aspects as early as possible, and our work does not end with the delivery of the plants; it includes assistance to the operators to optimise and keep their facilities in line with the changing rules and constraints, which ensures the integration of a wide operational experience feedback and the ability to design flexible facilities. This paper will present through our experience how this global approach has been developed and continuously improved and how we are preparing our teams to be ready to answer to the coming needs. (authors)

  14. AREVA Developments for an Efficient and Reliable use of Monte Carlo codes for Radiation Transport Applications

    Science.gov (United States)

    Chapoutier, Nicolas; Mollier, François; Nolin, Guillaume; Culioli, Matthieu; Mace, Jean-Reynald

    2017-09-01

    In the context of the rising of Monte Carlo transport calculations for any kind of application, AREVA recently improved its suite of engineering tools in order to produce efficient Monte Carlo workflow. Monte Carlo codes, such as MCNP or TRIPOLI, are recognized as reference codes to deal with a large range of radiation transport problems. However the inherent drawbacks of theses codes - laboring input file creation and long computation time - contrast with the maturity of the treatment of the physical phenomena. The goals of the recent AREVA developments were to reach similar efficiency as other mature engineering sciences such as finite elements analyses (e.g. structural or fluid dynamics). Among the main objectives, the creation of a graphical user interface offering CAD tools for geometry creation and other graphical features dedicated to the radiation field (source definition, tally definition) has been reached. The computations times are drastically reduced compared to few years ago thanks to the use of massive parallel runs, and above all, the implementation of hybrid variance reduction technics. From now engineering teams are capable to deliver much more prompt support to any nuclear projects dealing with reactors or fuel cycle facilities from conceptual phase to decommissioning.

  15. AREVA Developments for an Efficient and Reliable use of Monte Carlo codes for Radiation Transport Applications

    Directory of Open Access Journals (Sweden)

    Chapoutier Nicolas

    2017-01-01

    Full Text Available In the context of the rising of Monte Carlo transport calculations for any kind of application, AREVA recently improved its suite of engineering tools in order to produce efficient Monte Carlo workflow. Monte Carlo codes, such as MCNP or TRIPOLI, are recognized as reference codes to deal with a large range of radiation transport problems. However the inherent drawbacks of theses codes - laboring input file creation and long computation time - contrast with the maturity of the treatment of the physical phenomena. The goals of the recent AREVA developments were to reach similar efficiency as other mature engineering sciences such as finite elements analyses (e.g. structural or fluid dynamics. Among the main objectives, the creation of a graphical user interface offering CAD tools for geometry creation and other graphical features dedicated to the radiation field (source definition, tally definition has been reached. The computations times are drastically reduced compared to few years ago thanks to the use of massive parallel runs, and above all, the implementation of hybrid variance reduction technics. From now engineering teams are capable to deliver much more prompt support to any nuclear projects dealing with reactors or fuel cycle facilities from conceptual phase to decommissioning.

  16. Management of Enterprise Profit: Theory and Methodology

    Directory of Open Access Journals (Sweden)

    Nadezhda Sergeevna Piontkevich

    2015-12-01

    management of profit is given. Recommendations about improvement of condition of profit of organization are developed.

  17. Logistics of the research reactor fuel cycle: AREVA solutions

    International Nuclear Information System (INIS)

    Ohayon, David; Halle, Laurent; Naigeon, Philippe; Falgoux, Jean-Louis; Franck Obadia, Franck; Auziere, Philippe

    2005-01-01

    The AREVA Group Companies offer comprehensive solutions for the entire fuel cycle of Research Reactors comply with IAEA standards. CERCA and Cogema Logistics have developed a full partnership in the front end cycle. In the field of uranium CERCA and Cogema Logistics have the long term experience of the shipment from Russia, USA to the CERCA plant.. Since 1960, CERCA has manufactured over 300,000 fuel plates and 15,000 fuel elements of more than 70 designs. These fuel elements have been delivered to 40 research reactors in 20 countries. For the Back-End stage, Cogema and Cogema Logistics propose customised solutions and services for international shipments. Cogema Logistics has developed a new generation of packaging to meet the various needs and requirements of the Laboratories and Research Reactors all over the world, and complex regulatory framework. Comprehensive assistance dedicated, services, technical studies, packaging and transport systems are provided by AREVA for every step of research reactor fuel cycle. (author)

  18. Responsible Development of Areva's Mining Activities. Report 2011

    International Nuclear Information System (INIS)

    2012-09-01

    After a presentation of the approach to responsibility adopted by AREVA to be a responsible mining stake holder (charter of values, implemented policies, risk prevention and management, best practices), this report gives an overview of mining activities (international presence, production in constant increase) with a focus on uranium mining which is the core business (the different phases are briefly presented: exploration, project development, mining, site decommissioning). It outlines personnel qualification and commitment, actions and policy in the field of personnel health and safety. It addresses the environmental policy: key levers, environmental management system, examples throughout the entire mining life cycle, changes in site consumptions and emissions, promotion of biodiversity. The next part concerns Areva's social commitment (dialogue, development aid in mining territories). Then, performance is expressed in terms of indicators for these different issues (teams, environmental policy, social involvement)

  19. Environmental, social, and corporate report 2010 - Cezus Ugine (Areva)

    International Nuclear Information System (INIS)

    2011-01-01

    CEZUS, a subsidiary of AREVA, is the global leader in the market for zirconium, the metal used, among other things, for nuclear fuel cladding. CEZUS's operations are distributed over six sites. The site in Ugine handles production of ingots and transformation of zirconium, titanium, tantalum, and hafnium into semi-finished products. This document shows details of the CEZUS Ugine facility and its 2010 initiatives on: consumption and waste management, risk management, environmental and safety management, social and corporate responsibilities

  20. Areva. Nine-month 2007 sales revenue and data

    International Nuclear Information System (INIS)

    2007-10-01

    The main information concerning the nine-month 2007 financial data of the Areva group is a steady growth of 9-month sales revenue, at euro 8.066 billion (+6.8% like-for-like), including euro 2.692 billion in the 3. quarter, i.e. +7.6% like-for-like. The group confirms its strong sales revenue growth objective for 2007

  1. Environmental, social, and corporate report 2012 - Cezus Rugles (Areva)

    International Nuclear Information System (INIS)

    2013-01-01

    CEZUS, a subsidiary of AREVA, is the global leader in the zirconium market, the metal used, among other things, for fuel assembly tube cladding in the heart of nuclear reactors. CEZUS's operations are distributed over six sites: the Rugles site manufactures flat products originated from the pilgering of rectangular billets. This document shows details of the CEZUS Rugles facility and its 2012 initiatives on: consumption and waste management, risk management, environmental and safety management, social and corporate responsibilities

  2. Environmental, social, and corporate report 2012 - Cezus Jarrie (Areva)

    International Nuclear Information System (INIS)

    2013-01-01

    CEZUS, an AREVA group subsidiary, is the global leader in the market for nuclear-grade zirconium. Zirconium is a metal used for fuel cladding, among other applications. CEZUS operates at six sites; the Jarrie site in the Isere department of France produces zirconium sponge. This document shows details of the CEZUS Jarrie facility and its 2012 initiatives on: consumption and waste management, risk management, environmental and safety management, social and corporate responsibilities

  3. Environmental, social, and corporate report 2012 - Cezus Ugine (Areva)

    International Nuclear Information System (INIS)

    2013-01-01

    CEZUS, a subsidiary of AREVA, is the global leader in the market for zirconium, the metal used, among other things, for nuclear fuel cladding. CEZUS's operations are distributed over six sites. The site in Ugine handles production of ingots and transformation of zirconium, titanium, tantalum, and hafnium into semi-finished products. This document shows details of the CEZUS Ugine facility and its 2012 initiatives on: consumption and waste management, risk management, environmental and safety management, social and corporate responsibilities

  4. Environmental, social, and corporate report 2012 - Cezus Paimboeuf (Areva)

    International Nuclear Information System (INIS)

    2013-01-01

    CEZUS, a subsidiary of AREVA, is the global leader in the market for zirconium, the metal used, among other things, for fuel cladding in the heart of nuclear reactors. CEZUS's operations are distributed over six sites. The site in Paimboeuf, in the Loire-Atlantique department, fabricates zirconium-alloy cladding tubes and guide tubes. This document shows details of the CEZUS Paimboeuf facility and its 2012 initiatives on: consumption and waste management, risk management, environmental and safety management, social and corporate responsibilities

  5. Responsible Development of Areva's Mining Activities - 2010 Report

    International Nuclear Information System (INIS)

    2011-07-01

    Areva's mining activities place it among the world leaders in uranium production. The main objective of Areva's mining activities is ensuring uranium supply over the long term to produce nuclear power while emitting less CO 2 , reducing risks to people and the environment and contributing to the development of areas where mining activities take place. Areva's mining activities span five continents. This diversified portfolio allows the group to carry out exploration, project development and production activities in various geopolitical and technological contexts with the support of its staff's multi-cultural backgrounds. This document is the first Responsible Development report of Areva's Mining Activities. Content: 1 - All about Areva's Mining Activities (Interview with Sebastien de Montessus, General Director of Areva's Mining Activities, Ongoing Progress, The Core of Areva's Mining Activities Work); 2 - The Foundation of Areva's Mining Activities Approach (Values and Principles, Governance, Commitments); 3 - Reporting on Areva's Mining Activities (Scope, Relevance of Indicators, Outlook); 4 - Being a Responsible Mining Stakeholder (Actions, Reducing Industrial Risks, Ensuring the Protection of Workers and Populations, Consuming Water and Energy Resources in a Rational Way, Preserving Biodiversity, Managing Waste Rock and Mine Tailings over Time, Sustainable Presence, Contribution to Social Development); 5 - Glossary

  6. Areva - Results for the first half of 2009

    International Nuclear Information System (INIS)

    2009-01-01

    Areva Group's results for the first half of 2009 can be summarized as follows: - Backlog of 48,876 million euro: +28% compared to June 30, 2008; - Sales revenue of 6,522 million euro: + 6% compared to the first half of 2008; - Operating income before additional provision for the Finnish OL3 project: 566 million euro, representing an operating margin of 8.7%; - Operating income: 16 million euro; - Net income attributable to equity holders of the parent: 161 million euro, or 4.55 euro per share; - Net debt of 6,414 million euro; - AREVA capital increase and opening of capital to strategic and industrial partners and launch of an open call for bids for the T and D activity; - Granting of a long-term Standard and Poor's 'A' rating and confirmation of the short-term 'A1' rating - stable outlook. Based on the consolidation scope as at June 30, 2009, AREVA anticipates for the financial year 2009: - strong growth in the backlog; - strong growth in sales revenue; - operating income close to that of the financial year 2008. The document includes the transparencies of the presentation of the first half 2009 results

  7. Factorial Analysis of Profitability

    OpenAIRE

    Georgeta VINTILA; Ilie GHEORGHE; Ioana Mihaela POCAN; Madalina Gabriela ANGHEL

    2012-01-01

    The DuPont analysis system is based on decomposing the profitability ratio in factors of influence. This paper describes the factorial analysis of profitability based on the DuPont system. Significant importance is given to the impact on various indicators on the shares value and profitability.

  8. Can working with the private for-profit sector improve utilization of quality health services by the poor? A systematic review of the literature

    Science.gov (United States)

    Patouillard, Edith; Goodman, Catherine A; Hanson, Kara G; Mills, Anne J

    2007-01-01

    Background There has been a growing interest in the role of the private for-profit sector in health service provision in low- and middle-income countries. The private sector represents an important source of care for all socioeconomic groups, including the poorest and substantial concerns have been raised about the quality of care it provides. Interventions have been developed to address these technical failures and simultaneously take advantage of the potential for involving private providers to achieve public health goals. Limited information is available on the extent to which these interventions have successfully expanded access to quality health services for poor and disadvantaged populations. This paper addresses this knowledge gap by presenting the results of a systematic literature review on the effectiveness of working with private for-profit providers to reach the poor. Methods The search topic of the systematic literature review was the effectiveness of interventions working with the private for-profit sector to improve utilization of quality health services by the poor. Interventions included social marketing, use of vouchers, pre-packaging of drugs, franchising, training, regulation, accreditation and contracting-out. The search for published literature used a series of electronic databases including PubMed, Popline, HMIC and CabHealth Global Health. The search for grey and unpublished literature used documents available on the World Wide Web. We focused on studies which evaluated the impact of interventions on utilization and/or quality of services and which provided information on the socioeconomic status of the beneficiary populations. Results A total of 2483 references were retrieved, of which 52 qualified as impact evaluations. Data were available on the average socioeconomic status of recipient communities for 5 interventions, and on the distribution of benefits across socioeconomic groups for 5 interventions. Conclusion Few studies provided

  9. Can working with the private for-profit sector improve utilization of quality health services by the poor? A systematic review of the literature

    Directory of Open Access Journals (Sweden)

    Hanson Kara G

    2007-11-01

    Full Text Available Abstract Background There has been a growing interest in the role of the private for-profit sector in health service provision in low- and middle-income countries. The private sector represents an important source of care for all socioeconomic groups, including the poorest and substantial concerns have been raised about the quality of care it provides. Interventions have been developed to address these technical failures and simultaneously take advantage of the potential for involving private providers to achieve public health goals. Limited information is available on the extent to which these interventions have successfully expanded access to quality health services for poor and disadvantaged populations. This paper addresses this knowledge gap by presenting the results of a systematic literature review on the effectiveness of working with private for-profit providers to reach the poor. Methods The search topic of the systematic literature review was the effectiveness of interventions working with the private for-profit sector to improve utilization of quality health services by the poor. Interventions included social marketing, use of vouchers, pre-packaging of drugs, franchising, training, regulation, accreditation and contracting-out. The search for published literature used a series of electronic databases including PubMed, Popline, HMIC and CabHealth Global Health. The search for grey and unpublished literature used documents available on the World Wide Web. We focused on studies which evaluated the impact of interventions on utilization and/or quality of services and which provided information on the socioeconomic status of the beneficiary populations. Results A total of 2483 references were retrieved, of which 52 qualified as impact evaluations. Data were available on the average socioeconomic status of recipient communities for 5 interventions, and on the distribution of benefits across socioeconomic groups for 5 interventions

  10. Can working with the private for-profit sector improve utilization of quality health services by the poor? A systematic review of the literature.

    Science.gov (United States)

    Patouillard, Edith; Goodman, Catherine A; Hanson, Kara G; Mills, Anne J

    2007-11-07

    There has been a growing interest in the role of the private for-profit sector in health service provision in low- and middle-income countries. The private sector represents an important source of care for all socioeconomic groups, including the poorest and substantial concerns have been raised about the quality of care it provides. Interventions have been developed to address these technical failures and simultaneously take advantage of the potential for involving private providers to achieve public health goals. Limited information is available on the extent to which these interventions have successfully expanded access to quality health services for poor and disadvantaged populations. This paper addresses this knowledge gap by presenting the results of a systematic literature review on the effectiveness of working with private for-profit providers to reach the poor. The search topic of the systematic literature review was the effectiveness of interventions working with the private for-profit sector to improve utilization of quality health services by the poor. Interventions included social marketing, use of vouchers, pre-packaging of drugs, franchising, training, regulation, accreditation and contracting-out. The search for published literature used a series of electronic databases including PubMed, Popline, HMIC and CabHealth Global Health. The search for grey and unpublished literature used documents available on the World Wide Web. We focused on studies which evaluated the impact of interventions on utilization and/or quality of services and which provided information on the socioeconomic status of the beneficiary populations. A total of 2483 references were retrieved, of which 52 qualified as impact evaluations. Data were available on the average socioeconomic status of recipient communities for 5 interventions, and on the distribution of benefits across socioeconomic groups for 5 interventions. Few studies provided evidence on the impact of private sector

  11. Consumer Neuroscience : Pricing research to gain and sustain a cutting edge competitive advantage by improving customer value and profitability

    OpenAIRE

    Kumlehn, Malte

    2011-01-01

    This is the first study that exclusively focuses on gaining knowledge of the vast opportunities that Neuroscientific pricing research offers for marketing purposes. The findings of this study provide evidence of the importance to improve customer and organizational decision making. The findings further highlight the crucial importance of Neuroscientific pricing research. Moreover, evidence is provided that fundamental and well formulated models and concepts need to be developed in the discipl...

  12. Profit maximization mitigates competition

    DEFF Research Database (Denmark)

    Dierker, Egbert; Grodal, Birgit

    1996-01-01

    We consider oligopolistic markets in which the notion of shareholders' utility is well-defined and compare the Bertrand-Nash equilibria in case of utility maximization with those under the usual profit maximization hypothesis. Our main result states that profit maximization leads to less price...... competition than utility maximization. Since profit maximization tends to raise prices, it may be regarded as beneficial for the owners as a whole. Moreover, if profit maximization is a good proxy for utility maximization, then there is no need for a general equilibrium analysis that takes the distribution...... of profits among consumers fully into account and partial equilibrium analysis suffices...

  13. How to Improve Small and Medium-Sized Enterprises Profitability by Practicing an Efficient Human Resources Management

    Directory of Open Access Journals (Sweden)

    Antonio GARCÍA SÁNCHEZ

    2011-01-01

    Full Text Available In The European Union’s country members, small and medium-sized enterprises (SMEs play an essential role in economic life, having special features that make adaptation process to the contemporary economy easier. Small and medium sized enterprises (SMEs are the most dynamic and vital factor of progress in the contemporary society, main generator of economic performance and substance in any country, employment opportunity provider for most of population, major contributor to the national budget, and engine to improve the living standard of the population. SMEs represent 99% from all enterprises, drawing up the main human resources aglomeration. In the contemporary economic context, SMEs should act as learning entities, by developing the most important resources they own: the human resources. Human resource development (HRD has gained a permanent role within SMEs, agencies and nations, increasingly not only as an academic discipline, but as a central theme in development area. Being a combination of training and education, in a broad context of adequate human resource policies, HRD ensures the continual improvement and growth of both individual and organization.

  14. [A proposal to improve nursing fee differentiation policy for general hospitals using profitability-analysis in the national health insurance].

    Science.gov (United States)

    Kim, Sungjae; Kim, Jinhyun

    2012-06-01

    The purpose of this study was to propose optimal hospitalization fees for nurse staffing levels and to improve the current nursing fee policy. A break-even analysis was used to evaluate the impact of a nursing fee policy on hospital's financial performance. Variables considered included the number of beds, bed occupancy rate, annual total patient days, hospitalization fees for nurse staffing levels, the initial annual nurses' salary, and the ratio of overhead costs to nursing labor costs. Data were collected as secondary data from annual reports of the Hospital Nursing Association and national health insurance. The hospitalization fees according to nurse staffing levels in general hospitals are required to sustain or decrease in grades 1, 2, 3, 4, and 7, and increase in grades 5 and 6. It is suggested that the range between grade 2 and 3 be sustained at the current level, the range between grade 4 and 5 be widen or merged into one, and the range between grade 6 and 7 be divided into several grades. Readjusting hospitalization fees for nurse staffing level will improve nurse-patient ratio and enhance the quality of nursing care in hospitals. Follow-up studies including tertiary hospitals and small hospitals are recommended.

  15. 75 FR 16869 - Areva Enrichment Services, LLC; Establishment of Atomic Safety and Licensing Board

    Science.gov (United States)

    2010-04-02

    ... Enrichment Services, LLC; Establishment of Atomic Safety and Licensing Board Pursuant to delegation by the... following proceeding: Areva Enrichment Services, LLC (Eagle Rock Enrichment Facility) This Board is being established pursuant to a Notice of Hearing and Commission Order regarding the application of Areva Enrichment...

  16. 76 FR 11523 - Atomic Safety and Licensing Board; AREVA Enrichment Services, LLC (Eagle Rock Enrichment Facility...

    Science.gov (United States)

    2011-03-02

    ... and Licensing Board; AREVA Enrichment Services, LLC (Eagle Rock Enrichment Facility); Notice of... Governmental Entities Regarding Environmental Portion of Enrichment Facility Licensing Proceeding February 24.... White. In this 10 CFR part 70 proceeding regarding the request of applicant AREVA Enrichment Services...

  17. 76 FR 9054 - Notice of Availability of Final Environmental Impact Statement for the AREVA Enrichment Services...

    Science.gov (United States)

    2011-02-16

    ... Statement for the AREVA Enrichment Services LLC Proposed Eagle Rock Enrichment Facility in Bonneville County... published the Final Environmental Impact Statement (EIS) for the AREVA Enrichment Services LLC (AES) Proposed Eagle Rock Enrichment Facility (EREF). On December 30, 2008, AES submitted a license application...

  18. Areva revenue and data for the first quarter of 2008; Areva informations et chiffre d'affaires relatifs au 1. trimestre de l'exercice 2008

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    First quarter 2008 revenue was up 12.1% year-on-year, to 2.769 billion euros. Like-for-like (at constant exchange rates and consolidation scope), growth came to 14.5%. Foreign exchange had a negative impact of 2.5%, or -69 million euros, mainly due to currency translation tied to the US dollar drop compared with the euro. The consolidation scope had a positive impact of +0.7% or 18 million euros, chiefly as a result of the consolidation of VEI Distribution (specializing in medium voltage distribution) and Passoni and Villa (world leader in the manufacture of high voltage bushings) in the Transmission and Distribution division. The main growth engines for first quarter revenue were the Reactors and Services division and the Back End division, with growth of 29.7% (+36.8% LFL1) and 13.8% (+14.1% LFL1) respectively. Outside France, revenue rose to 1.857 billion euros, compared with 1.753 billion euros in the first quarter of 2007. This represents 67% of total revenue. As a reminder, the group points out that: - revenue can vary significantly from one quarter to the next in the nuclear businesses, and quarterly operations should therefore not be taken as a reliable basis for annual projections; - the foreign exchange impact mentioned in this release comes from the translation of subsidiary accounts into the group's unit of account, and primarily reflects the US dollar in relation to the euro. AREVA also points out that its foreign exchange hedging policy for commercial operations aims to shield profitability from fluctuations in exchange rates in relation to the euro.

  19. Inorganic phosphorus along with biofertilizers improves profitability and sustainability in soybean (Glycine max–potato (Solanum tuberosum cropping system

    Directory of Open Access Journals (Sweden)

    Sushmita Munda

    2018-04-01

    Full Text Available Present study was conducted to assess role of phosphorus (P fertilization on economics, energy efficiency, P use indices and soil P balance in soybean [Glycine max (L. Merril]–potato (Solanum tuberosum L. cropping system during 2008–09 and 2009–10. Treatments in soybean as main plots consisted of two sources and two levels of phosphorus with or without biofertilizers [phosphorus solubilizing bacteria, PSB and arbuscular mycorrhizae, AM]. Three levels of P were applied to potato as subplots. System productivity was calculated in terms of soybean equivalent yield and found to be better with biofertilizers treated plots. When applied in combination with biofertilizers, 50% recommended dose of P (RDP as diammonium phosphate (DAP recorded B:C ratio at par with 100% RDP. Direct application of 100% RDP to potato resulted in significantly higher returns, enhancing the net returns. Application of biofertilizers alone increased the energy use efficiency over no biofertilizer application. Irrespective of source (DAP or rock phosphate treatments with biofertilizers had improved P use indices and apparent soil P balance even at 50% RDP. This indicates the role of biofertilizers in P solubilization and making it available to plant. Biofertilizers application can help cutting down the fertilizer P application in soybean–potato cropping system without any considerable reduction in yield and economic returns. Keywords: AM, B:C ratio, P use indices, PSB, Rock phosphate, Agronomic use efficiency

  20. Areva first half 2008 financial results

    International Nuclear Information System (INIS)

    2008-01-01

    Operating income: 539 million euros; net income attributable to equity holders of the parent: up 465 million euros to 760 million euros, i.e. 21.45 euros per share; net debt of 2.385 billion euros, i.e. 30.1% of equity (26.2% at 12/31/2007). For 2008 as a whole, the group confirms its outlook for a sharp increase in backlog and in revenue and rising operating income. The backlog rose to 38.123 billion euros at June 30, 2008, up 13.6% compared with the 33.553 billion euros recognized at June 30, 2007. In Nuclear, contributors to growth were the Reactors and Services division (+36%) and the Front End division (+11%). The Transmission and Distribution division posted growth of 41%. First half 2008 revenue rose to 6.168 billion euros, for 14.8% reported growth and 16.0% organic growth. In the nuclear businesses, organic growth was 18.6%, including 31.3% growth in Reactors and Services as new power plant construction projects moved forward and 12.0% growth in Transmission and Distribution business. The group's operating income rose to 539 million euros in the first half of 2008, for a margin rate of 8.7%, compared with 207 million euros in the first half of 2007 and a margin rate of 3.9%. This 332 million euro increase includes: - the strong volume increase in our commercial and industrial operations and the positive impact this had on profitability for all of our divisions; - a substantial operational gain in the Front End division, including a significant dilution gain related to acquisition by Suez of an equity interest in the GB II enrichment plant; - an additional provision on the OL3 contract, made necessary by: cost overruns generated by the use of additional resources needed to meet the schedule and offset the customer's operating practices; and the difficulties and risks on operations managed by some subcontractors. Operating income for the Back End division rose to 400 million euros, an increase of 177 million euros compared with the first half of 2007. The

  1. Areva - Revenue up by 6% in the first half of 2009

    International Nuclear Information System (INIS)

    2009-01-01

    In Nuclear, the levels of activity among the various divisions and their contribution to revenues can vary significantly from one half of the year to the next, which affects relative group performance over the period in question. Like-for-like growth for the first half of 2008 had thus reached 18.6% compared to the first half of 2007, due to several positive events, in particular exceptional sales in Asia in the Front-End division, favourable seasonality in Services, and a very high concentration of production in Recycling (Back-End). These events, which resulted in achieving more than 80% of nuclear 2008 operating income in the first six months and about 48% of sales revenues, illustrate the non-representative nature of the half-year performance in terms of usual profitability profile of nuclear activities. As of June 30, 2009, AREVA had a backlog of 48.9 billion euro, up 28.2% compared to June 30, 2008 and a slight increase compared to end of year 2008. In Nuclear, the backlog of orders came to 42.9 billion euro at June 30, 2009, 32.7% ahead of figures for June 30, 2008. In Transmission and Distribution, the order backlog on June 30, 2009 came to 6.0 billion euro, an increase of 3.0% over one year. In the first half of 2009, AREVA recorded revenues of 6,522 million euro, representing a 5.7% rise (+2.8% like-for-like) compared to the first half of 2008. Revenues outside France were up 12% to 4,758 million euro or 73% of total revenues. In the first half, revenue from Nuclear businesses came to 3,906 million euro, remaining stable compared to the same period last year (-2.9% LFL). The Transmission and Distribution division recorded revenues of 2,614 million euro, up 14.5% (+12.5% LFL), illustrating a good flow in the order backlog for Products (+11.8% LFL) and Systems (+15.1% LFL). Sales revenue for the second quarter of 2009 rose to 3,519 million euro, for growth of 3.5% (+1.9% LFL) compared with the second quarter of 2008. The Nuclear division recorded sales

  2. Areva - Environmental, social and societal report 2014, Zirconium sites: Jarrie, Ugine, Rugles, Montreuil-Juigne, Paimboeuf

    International Nuclear Information System (INIS)

    2015-05-01

    This report first gives an overview of Areva's zirconium-related activities: those integrated into the nuclear fuel cycle, industrial activities distributed among five production sites (Jarrie, Ugine, Rugles, Montreuil-Juigne, Paimboeuf) with an indication of the various products produced on each site (from zirconia to tubes and sheets). The history and activities of these five plants are briefly described. The next part addresses issues related to health, safety, and the environment: health and safety at work, risk prevention and management, improvement of environmental performance (consumption management, waste control and management), material flows and their management modes in the different plants (indication of input products, activities, output products, and destination). The last part addresses social and societal issues: recruiting, training, ability management, actions for local economic development

  3. Status of safety in nuclear facilities - 2012. AREVA General Inspectorate Annual report

    International Nuclear Information System (INIS)

    2013-05-01

    After a message from the Areva's Chief Executive Officer and a message from the senior Vice President of safety, health, security, sustainable development, a text by the inspector general comments the key safety results (events, dose levels, radiological impacts), the inspection findings, the areas of vigilance (relationship with the ASN, the management of the criticality risk, and facility compliance), some significant topics after the Fukushima accident. Then this report addresses the status of nuclear safety and radiation protection in the group's facilities and operations. It more specifically addresses the context and findings (lessons learned from the inspections, operating experience from event, employee radiation monitoring, environmental monitoring), crosscutting processes (safety management, controlling facility compliance, subcontractor guidance and management, crisis management), specific risks (criticality risk, fire hazards, transportation safety, radioactive waste management, pollution prevention, liability mitigation and dismantling), and areas for improvement and outlook

  4. Quasi-Monopoly Status of a Non-for-Profit Reference Terminology Provider - An Exemplary Approach on Transparency Improvement Regarding Licensing.

    Science.gov (United States)

    Dewenter, Heike; Thun, Sylvia

    2018-01-01

    As the reference terminology SNOMED CT is gaining in significance and seems without alternative in interoperable Electronic Health Records, the holder of its intellectual property, the non-for-profit organization SNOMED International has achieved a quasi-monopoly status as a provider. We examine the current dealing with corporate transparency regarding SNOMED CT licensing together with policy recommendations derived from the research project ASSESS CT, in the context of collaboration with Standardization Organizations. In addition, transparency improvement is proposed based on the economic Principal-Agent-Theory, assuming SNOMED CT Licensees as principals. In this paper we introduce improvement measures with regard to increase transparency in the licensing process addressing to the reference terminology users and especially the terminology provider. The aim is to present strategies towards transparency, with the intent to remove barriers concerning indecisive organization stakeholders and users of a license and fee-based terminology solutions, as well as to overcome resentments connected to the quasi-monopoly status of the provider.

  5. Environmental, social, and corporate report 2009 - Cezus Montreuil- Juigne (Areva)

    International Nuclear Information System (INIS)

    2010-01-01

    CEZUS, a subsidiary of AREVA, is the global leader in the market for zirconium, the metal used, among other things, for the cladding on fuel assembly tubes. CEZUS's operations are distributed over six sites. The site in Montreuil-Juigne, in western France, pilgers zirconium and titanium alloy tubes and blanks for the fabrication of fuel assembly tubes. This document shows details of the CEZUS Montreuil-Juigne facility and its 2009 initiatives on: consumption and waste management, risk management, environmental and safety management, social and corporate responsibilities

  6. Areva half-year report June 30, 2008

    International Nuclear Information System (INIS)

    2008-01-01

    This document is the half-year financial report of the Areva group for 2008. It presents: 1 - the highlights of the period: key data (Summary data, Segment reporting, Backlog, Income statement, Review by division, Cash flow, Balance sheet data); Outlook; 2 - the events subsequent to half-year closing; 3 - the consolidated financial statements: Statutory Auditors' report on half-year 2008 information for the period January 1, 2008 to June 30, 2008, Consolidated income statement, Consolidated balance sheet, Consolidated cash flow statement, Consolidated statement of change in equity, Segment reporting, Notes to the consolidated financial statements for the period ending June 30, 2008

  7. Areva half-year report june 30, 2006

    International Nuclear Information System (INIS)

    2006-01-01

    This document is the half-year financial report of the Areva group for 2006. It presents: 1 - Highlights of the period; 2 - Key data: Summary data, Segment reporting, Backlog, Income statement, Review by business division, Cash flow, Balance sheet data; 3 - Outlook; 4 - Events subsequent to the half-year end; 5 - Consolidated financial statements: Statutory auditors' report on the interim consolidated financial statements for the period January 1, 2006 to June 30, 2006, Consolidated income statement, Consolidated balance sheet, Consolidated cash flow statement, Consolidated statement of changes in equity, Segment reporting, Notes to the consolidated financial statements

  8. Windfalls and other profits

    International Nuclear Information System (INIS)

    Verbruggen, Aviel

    2008-01-01

    'Windfall profits' again is a popular term, but mostly the term is used inappropriately. This short article discusses why, and proposes a more complete taxonomy of profits. There exists little ground and need for policy to act against genuine windfalls, while the contrary holds for other excessive earnings. Very few windfalls, freely fallen down from winds in the sky, occur after observed excessive profits are stripped from deliberate man-made interventions. That is why clear identification and correct language are needed

  9. AREVA invests 610 million euro in new uranium conversion plants

    International Nuclear Information System (INIS)

    2007-05-01

    AREVA today announced the launch of the Comurhex II project which will see the group build new uranium conversion facilities on the Malvesi site in Narbonne and Tricastin. Through this 610 million euro investment, AREVA aims to maintain its position as world no. 1 for conversion within a context of global nuclear energy. COMURHEX II integrates technological innovations from major R and D programs and return of experience from processes in operation for over forty years. Nuclear safety and reducing the impact on the environment were top priorities when designing the project. These future facilities will also lead to major savings of water and energy consumption and reduce effluents. The groundwork of the Comurhex II project has taken 150,000 hours of engineering over the past three years. Four hundred people will work on the site which will be launched in summer 2007. First industrial production is scheduled for 2012, based on 15,000 metric tons of uranium per year. This figure may be increased to 21,000 tons to meet market requirements

  10. DataProfit

    DEFF Research Database (Denmark)

    2016-01-01

    DataProfit er et værktøj til at kortlægge og analysere din virksomheds evne til datadreven forretningsudvikling.......DataProfit er et værktøj til at kortlægge og analysere din virksomheds evne til datadreven forretningsudvikling....

  11. Profit vs. Purpose

    DEFF Research Database (Denmark)

    Strand, Robert

    2017-01-01

    Money helps us meet our basic needs, but what about our need for meaning? Businesses will profit — not just financially — by finding their souls.......Money helps us meet our basic needs, but what about our need for meaning? Businesses will profit — not just financially — by finding their souls....

  12. Combining purpose with profits

    NARCIS (Netherlands)

    Birkinshaw, J.; Foss, N.J.; Lindenberg, S.M.

    2014-01-01

    Is it possible for a company to strive for a higher purpose while also delivering solid profits? Some have argued that pursuing goals other than making money means, by definition, spending on things that aren't profit-maximizing. Others have countered that by investing in worthwhile causes the

  13. Personnel Policy and Profit

    DEFF Research Database (Denmark)

    Bingley, Paul; Westergård-Nielsen, Niels Chr.

    2004-01-01

    personnel structure variation. It is found that personnel policy is strongly related to economic performance. At the margin, more hires are associated with lower profit, and more separations with higher profit. For the average firm, one new job, all else equal, is associated with ?2680 (2000 prices) lower...

  14. The AREVA customized chemical cleaning C3-concept as part of the steam generator asset management

    International Nuclear Information System (INIS)

    Weiss, Steffen; Drexler, Andreas

    2012-09-01

    with various chemical cleaning methods and their world wide applications AREVA has developed the 'C 3 ' Customized Chemical Cleaning concept. This concept covers the entire range of steam generator chemical cleaning. With this approach, also specific problems like removal of sludge piles from tube sheet can be adequately addressed. At European PWRs the above presented overall approach was applied successfully in 2009 and 2010. Prior to the chemical cleaning the steam generator status was investigated and evaluated in a common approach of all relevant AREVA departments. For example, as a result of one plant specific evaluation, a hard sludge problem was identified combined with denting indications mainly on the tube sheet. Based on this SG assessment and the expected amount of deposits an individually tailored and site specific cleaning approach was developed in close cooperation with the plant operator. Prior to the chemical cleaning an inner bundle lancing was performed to mechanically weaken the hard deposits, which allows deep penetration of the cleaning agent into the deposits. The chemical cleaning methodology for this site specific SG problem was the AREVA DART HT process selected from the C 3 toolbox. The DART HT process allows an efficient removal of hard deposits, while keeping the average corrosion below 50 μm. After the chemical cleaning a subsequent tube sheet lancing was performed, effectively removing the chemically softened deposits. This approach removed the targeted amount of deposits, thus eliminating the hard sludge denting of tubes at the tube sheet. This paper describes the joint approach of the plant operator and AREVA for the on-site chemical cleaning to the improve steam generator condition. (authors)

  15. CEA and AREVA R and D on V/HTR fuel fabrication with the CAPRI experimental manufacturing line

    International Nuclear Information System (INIS)

    Charollais, Francois; Fonquernie, Sophie; Perrais, Christophe; Perez, Marc; Cellier, Francois; Vitali, Marie-Pierre

    2006-01-01

    In the framework of the French V/HTR fuel development and qualification program, the Commissariat a l'Energie Atomique (CEA) and AREVA through its program called ANTARES (Areva New Technology for Advanced Reactor Energy Supply) conduct R and D projects covering the mastering of UO 2 coated particle and fuel compact fabrication technology. To fulfill this task, a review of past knowledge, of existing technologies and a preliminary laboratory scale work program have been conducted with the aim of retrieving the know-how on HTR coated particle and compact manufacture: - The different stages of UO 2 kernel fabrication GSP Sol-Gel process have been reviewed, reproduced and improved; - The experimental conditions for the chemical vapour deposition (CVD) of coatings have been defined on dummy kernels and development of innovative characterization methods has been carried out; - Former CERCA compacting process has been reviewed and updated. In parallel, an experimental manufacturing line for coated particles, named GAIA, and a compacting line based on former CERCA compacting experience have been designed, constructed and are in operation since early 2005 at CEA Cadarache and CERCA Romans, respectively. These two facilities constitute the CAPRI line (CEA and AREVA PRoduction Integrated line). The major objectives of the CAPRI line are: - to recover and validate past knowledge; - to permit the optimisation of reference fabrication processes for kernels and coatings and the investigation of alternative and innovative fuel design (UCO kernel, ZrC coating); - to test alternative compact process options; - to fabricate and characterize fuel required for irradiation and qualification purpose; - to specify needs for the fabrication of representative V/HTR TRISO fuel meeting industrial standards. This paper presents the progress status of the R and D conducted on V/HTR fuel particle and compact manufacture by mid 2005. (authors)

  16. Profitables Food & Beverage Management

    OpenAIRE

    Studer, Adrian; Blatter, Martin; Glenz-Mounir, Chantal

    2008-01-01

    Die Diplomarbeit befasst sich mit dem Thema „Profitables Food & Beverage Management“, es geht darum, wie Restaurationsstätten, Beherbergungsbetriebe und Campingbetreiber ihren Umsatz innerhalb kürzester Zeit um 6 bis 8 % und den Gewinn um 8 bis 10 % steigern können. Grundlage für die Diplomarbeit ist das Buch „Profitables Food & Beverage Management“ von Urs Schaffer1 und die angebotenen Kurse von ritzy*2. Mit dem Buch und dem Module Profit Management auf dem ritzycampus3 haben die Wirte, Hote...

  17. EDF, AREVA, Alstom and the others: where is the problem?

    International Nuclear Information System (INIS)

    2011-01-01

    After having recalled the context of the Messmer plan of 1974 according to which the roles of the different actors of the nuclear sector were clearly distributed, this article describes and comments the evolution of this context, notably after the N4 threshold has been reached: the French industry has lost many experts (they are retired), the concurrence has evolved as well as relationships between clients and providers. The article outlines that a new balance between the main actors is now needed. It comments the case of the EPR, the emergence of new PWR concepts, the different roles EDF, AREVA, GDF-Suez or Total may have depending on the project (they can be client, investor, or operator). Principles for a new strategy and operation for this sector and its actors are formulated

  18. Areva half-year report june 30, 2007

    International Nuclear Information System (INIS)

    2008-01-01

    Information provided in this document concerns the AREVA group as a whole. It presents the highlights and Key data of the first half of 2007, the outlook, the events subsequent to half-year closing, and the Consolidated financial statements. Contents: 1 - Highlights of the period; 2 - Key data: Summary data, Segment reporting, Backlog, Income statement, Review by division, Cash flow, Balance sheet data; 3 - Outlook; 4 - Events subsequent to half-year closing; 5 - Consolidated financial statements: Statutory Auditors' report on half-year information for the period January 1, 2007 to June 30, 2007, Consolidated income statement, Consolidated balance sheet, Consolidated cash flow statement, Consolidated statement of change in equity, Segment reporting, Notes to the consolidated financial statements for the period ending June 30, 2007

  19. AREVA NP Liner Repair Strategy with Adhesive Technology

    International Nuclear Information System (INIS)

    Georg, Kraemer; Revoirard, Sebastien; McCann, James-E.

    2012-09-01

    AREVA has developed a repair method for sealing leakages in austenitic stainless steel liners, especially in nuclear power plants. This technology is either a repair, when applied after failures already occurred, or a prophylaxis, when applied before failures occurred. Leakages of stainless steel pool liners can be classified into basically four mechanisms: Mechanical impact, mechanical stress, weld failures and corrosion. Damage from mechanical impact like dropping tools or equipment can be usually recognized and localized immediately. In such situations no extensive leak detection needs to be performed. Contrary to the mechanical damage, it is more difficult to localize damages due to mechanical stress, such as load changes or thermal stress. Load changes occur when a stainless steel pool is repeatedly filled and drained, thermal stress occurs when a pool is exposed to temperature gradients. Those two preconditions are given in reactor cavities (RC). Mechanical stress usually promotes other pre-existing defects. According to the experience of AREVA the weld failures are not a common root cause for leakages, found after several years of operation. They are due to the standard testing procedure in which all weld seams are checked (with e.g. Penetrate Testing (PT) for example). If failures are detected, they are repaired during the commissioning. The main root cause for leakages found after several years of operation is corrosion. Corrosion failures themselves are mainly caused by stress corrosion cracking (SCC). SCC needs certain preconditions to initiate: Mechanical stress must exist; a corrosion initiating element (e.g. chlorine) above a limiting concentration is necessary as well as a heat affected zone (HAZ). In the HAZ, which is exists near weld seams, the microstructure of the stainless steel has changed. This leads to a higher susceptibility to SCC. Those preconditions for SCC cannot be found at the front side of the liner (water side), because the water

  20. Combining Purpose With Profits

    DEFF Research Database (Denmark)

    Julian Birkinshaw, Julian; Foss, Nicolai Juul; Lindenberg, Siegwart

    2014-01-01

    A sense of purpose that transcends making money can motivate employees. But to sustain both a sense of purpose and a solid level of profitability over time, companies need to pay attention to several fundamental organizing principles....

  1. Gigantic environmental profit

    International Nuclear Information System (INIS)

    2001-01-01

    The article presents studies on possible profits and advantages by converting vehicles such as buses and taxis from diesel to gas fuel engines for the environment and human beings in Norway. Some applications for automobiles are mentioned

  2. An effective and sustainable D&D concept. Competencies and experiences of AREVA

    International Nuclear Information System (INIS)

    Rohwer, Hans-Otto

    2012-01-01

    Business Unit created in 2008 to manage nuclear sites dismantling projects for AREVA and external clients through: Assistance during post-closure phase /deregulation; D&D planning and assistance; Project- and Site-Management; Decontamination; Dismantling; Waste management

  3. Means, methods and performances of the AREVA's HTR compact controls

    International Nuclear Information System (INIS)

    Banchet, J.; Guillermier, P.; Tisseur, D.; Vitali, M. P.

    2008-01-01

    In the AREVA's HTR development program, the reactor plant is composed of a prismatic core containing graphite cylindrical fuel elements, called compacts, where TRISO particles are dispersed. Starting from its past compacting process, the latter being revamped through the use of state of the art equipments, CERCA, 100% AREVA NP's subsidiary, was able to recover the quality of past compacts production. The recovered compacting process is composed of the following manufacturing steps: graphite matrix granulation, mix between the obtained granulates and particles, compacting and calcining at low pressure and temperature. To adapt this past process to new manufacturing equipments, non destructive examination tests were carried out to assess the compact quality, the latter being assessed via in house developed equipments and methods at each step of the design of experiments. As for the manufacturing process, past quality control methods were revamped to measure compact dimensional features (diameter, perpendicularity and cone effect), visual aspect, SiC layer failure fraction (via anodic disintegration and burn leach test) and homogeneity via 2D radiography coupled to ceramography. Although meeting quality requirements, 2D radiography method could not provide a quantified specification for compact homogeneity characterization. This limitation yielded the replacement of this past technique by a method based on X-Ray tomography. Development was conducted on this new technique to enable the definition of a criterion to quantify compact homogeneity, as well as to provide information about the distances in between particles. This study also included a comparison between simulated and real compacts to evaluate the accuracy of the technique as well as the influence of particle packing fraction on compact homogeneity. The developed quality control methods and equipments guided the choices of manufacturing parameters adjustments at the development stage and are now applied for

  4. Track record of the AREVA NP Nuclear Fuel in the United States of America

    International Nuclear Information System (INIS)

    Robertson, Scott T.; Bordy, Michelaristide

    2006-01-01

    Having its American, German and French legacy, AREVA NP has been and is supplying nuclear fuel assemblies and associated core components to PWR and BWR reactors around the world. To develop its action on the world market, AREVA NP has organized its activities on its major locations in Europe (France, Germany and Belgium) and in the USA. Also AREVA NP is strongly represented in the other nuclear countries (Asia, Eastern Europe, South America, South Africa and remaining European countries). Today AREVA NP has supplied more than 110,000 PWR and 51,000 BWR fuel assemblies to the world market. In the USA, AREVA NP has produced about 28,000 PWR fuel assemblies. Representing almost a quarter of the PWR American fuel market, AREVA NP is currently supplying or starting to supply 22 reactors from its 2 manufacturing plants located at Lynchburg (VA) and Richland (WA). This supply is currently based on HTP and Mark-BW designs, which have been distributed to all types of the US reactors and satisfy the NRC requirements. Also they are prepared for the current development of reactors, including AREVA NP's EPR reactor. At the time being our US PWR fuel takes the advantage of the thorough review performed on all our products, in order to keep the most proven and best performance features and allow US to better respond to each customer need. We propose the AGORA products with enough flexibility and variants to offer customized products, well suited to each customer's needs. These products incorporate a set of common characteristics and associated features, which are: · the use of the M5R alloy, as cladding material and as structural material. · a welded structure comprising the HMP alloy 718 bottom end grid, the MONOBLOC guide thimbles and the ROBUST FUELGUARD as lower tie plate. AREVA NP's fuel activities are supported by their engineering, manufacturing and fuel services which enable AREVA NP to provide utilities with licensed fuel design, a complete fuel package and suitable

  5. AREVA 10x10 BWR fuel experience feedback and on going upgrading

    International Nuclear Information System (INIS)

    Lippert, Hans Joachim; Rentmeister, Thomas; Garner, Norman; Tandy, Jay; Mollard, Pierre

    2008-01-01

    Established with engineering and manufacturing operations in the US and Europe, AREVA NP has been and is supplying nuclear fuel assemblies and associated core components to boiling water reactors worldwide, representing today more than 63 000 fuel assemblies. The evolution of BWR fuel rod arrays from early 6x6 designs to the 10x10 designs first introduced in the mid 1990's yielded significant improvements in thermal mechanical operating limits, critical power level, cold shutdown margin, discharge burnup, as well as other key operational capabilities. Since first delivered in 1992, ATRIUM T M 1 0 fuel assemblies have now been supplied to a total of 32 BWR plants in the US, Europe, and Asia resulting in an operating experience over 20 000 fuel assemblies. This article presents in detail the operational experience consolidated by these more than 20 000 ATRIUM T M 1 0 BWR assemblies already supplied to utilities. Within the different 10x10 fuel assemblies available, the Fuel Assembly design is chosen and tailored to the operating strategies of each reactor. Among them, the latest versions of ATRIUM T M a re ATRIUM T M 1 0XP and ATRIUM T M 1 0XM fuel assemblies which have been delivered to several utilities worldwide. The article details key aspects of ATRIUM T M 1 0 fuel assemblies in terms of reliability and performance. Special attention is paid to key proven features, ULTRAFLOW T M s pacer grids, the use of part length fuel rods (PLFRs) and their geometrical optimization, water channel and load chain, upgraded features available for inclusion with most advanced designs. Regular upgrading of the product has been made possible thanks to a continuous improvement process with the aim of further upgrading BWR fuel assembly performance and reliability. Regarding thermal mechanical behavior of fuel rods, chromia (Cr2O3) doped fuel pellets, described in Reference 1, well illustrate this improvement strategy to reduce fission gas release, increase power thresholds for PCI

  6. Transmission and Distribution: AREVA takes further action to reinforce its presence in China

    International Nuclear Information System (INIS)

    2007-05-01

    Following the recent opening of its new gas-insulated switchgear factory last month in Suzhou, China, AREVA's Transmission and Distribution (T and D) division has announced additional actions to increase its market share in the country. The division has just signed an agreement to form a 50/50 joint venture with the Chinese company, Sunten Electric Co. Ltd., a leading manufacturer of distribution transformers, whose 2006 annual sales reached circa euro 120 million. Through this joint venture, AREVA T and D will become No 1 in China for dry-type transformers, Sunten Electric Co. Ltd.'s specialization. AREVA T and D has also established a partnership with the China Electric Power Research Institute (C-EPRI), a leading Chinese organization specialized in electrical technologies. Under the agreement, C-EPRI will be the official licensee for AREVA T and D's H-400 high-voltage direct current (HVDC) Thyristor valves in China. The partnership will enable AREVA T and D to enter the fast-growing domestic HVDC market. The T and D sector in China represents 24% of the worldwide transmission and distribution market. AREVA T and D's turnover in China, where demand for T and D equipment is growing strongly, should significantly contribute to the division's objective to reach euro 5 billion in sales by 2010

  7. Ownership concentration and bank profitability

    Directory of Open Access Journals (Sweden)

    Peterson Kitakogelu Ozili

    2017-12-01

    Full Text Available We investigate whether ownership concentration influences bank profitability in a developing country context. We focus on bank ownership concentration measured as the amount of direct equity held by a majority shareholder categorised into: high ownership concentration, moderate ownership concentration and disperse ownership. We find that banks with high ownership concentration have higher return on assets, higher net interest margin and higher recurring earning power while banks with dispersed ownership have lower return on assets but have higher return on equity. Also, higher cost efficiency improves the return on assets of widely-held banks and the return on equity of banks with moderate ownership. The findings have implications. JEL: Code: G3, G34, G31, Keywords: Corporate governance, Ownership structure, Agency theory, Profitability, Firm performance, Banks, Return on asset, Return on equity

  8. AREVA announces US$ 7.75 Per share friendly cash offer for UraMin

    International Nuclear Information System (INIS)

    2007-01-01

    AREVA and UraMin Inc. ('UraMin') entered on June 15, 2007 into an agreement in respect of AREVA's friendly cash offer for 100% of the share capital of UraMin. UraMin is listed in London (AIM) and Toronto (TSX). AREVA (Euronext Paris) already owns 5.5% of UraMin's share capital. This cash offer of AREVA will be made through its indirect wholly-owned subsidiary CFMM Development ('AREVA') based on a price of US$ 7.75 per UraMin share. The total offer consideration amounts to more than USD 2.5 billion for 100% of the fully diluted share capital of UraMin. This represents a premium of 21% over UraMin 20-day weighted average trading price ending on June 8, 2007. The UraMin Board of Directors, after consulting with its financial advisors, has determined that the offer is fair and in the best interest of the UraMin shareholders and it has resolved to recommend acceptance of the Offer. BMO Capital Markets has provided an opinion that the offer is fair, from a financial point of view, to the UraMin shareholders. In connection with the offer, all directors and certain other shareholders representing approximately 25% of the outstanding UraMin shares (calculated on a fully diluted basis) have entered into lock-up agreements with AREVA pursuant to which they have agreed to tender all their UraMin shares to AREVA's offer. The support agreement entered into between AREVA and UraMin provides for, among other things, in case a superior proposal is accepted by UraMin, a right to match in favour of AREVA. The support agreement also includes a break up fee in favour of AREVA of US$ 75 million under certain circumstances. Concurrently with the closing of the proposed offer, UraMin will declare a dividend payable in shares of the capital of Niger Uranium Limited held by UraMin (where permitted by law) or a cash equivalent of the value of such shares

  9. Areva first half 2008 financial results; Areva - Resultats du 1. semestre 2008

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    Operating income: 539 million euros; net income attributable to equity holders of the parent: up 465 million euros to 760 million euros, i.e. 21.45 euros per share; net debt of 2.385 billion euros, i.e. 30.1% of equity (26.2% at 12/31/2007). For 2008 as a whole, the group confirms its outlook for a sharp increase in backlog and in revenue and rising operating income. The backlog rose to 38.123 billion euros at June 30, 2008, up 13.6% compared with the 33.553 billion euros recognized at June 30, 2007. In Nuclear, contributors to growth were the Reactors and Services division (+36%) and the Front End division (+11%). The Transmission and Distribution division posted growth of 41%. First half 2008 revenue rose to 6.168 billion euros, for 14.8% reported growth and 16.0% organic growth. In the nuclear businesses, organic growth was 18.6%, including 31.3% growth in Reactors and Services as new power plant construction projects moved forward and 12.0% growth in Transmission and Distribution business. The group's operating income rose to 539 million euros in the first half of 2008, for a margin rate of 8.7%, compared with 207 million euros in the first half of 2007 and a margin rate of 3.9%. This 332 million euro increase includes: - the strong volume increase in our commercial and industrial operations and the positive impact this had on profitability for all of our divisions; - a substantial operational gain in the Front End division, including a significant dilution gain related to acquisition by Suez of an equity interest in the GB II enrichment plant; - an additional provision on the OL3 contract, made necessary by: cost overruns generated by the use of additional resources needed to meet the schedule and offset the customer's operating practices; and the difficulties and risks on operations managed by some subcontractors. Operating income for the Back End division rose to 400 million euros, an increase of 177 million euros compared with the first half of

  10. Financialization and financial profit

    Directory of Open Access Journals (Sweden)

    Arturo Guillén

    2014-09-01

    Full Text Available This article starts from the critical review of the concept of financial capital. I consider it is necessary not to confuse this category with of financialization, which has acquired a certificate of naturalization from the rise of neoliberalism. Although financial monopoly-financial capital is the hegemonic segment of the bourgeoisie in the major capitalist countries, their dominance does not imply, a fortiori, financialization of economic activity, since it depends of the conditions of the process reproduction of capital. The emergence of joint stock companies modified the formation of the average rate of profit. The "promoter profit" becomes one of the main forms of income of monopoly-financial capital. It is postulated that financial profit is a kind of "extraordinary surplus-value" which is appropriated by monopoly-financial capital by means of the monopolistic control it exerts on the issue and circulation of fictitious capital.

  11. The impact of liquidity on bank profitability

    OpenAIRE

    Bordeleau, Etienne; Graham, Christopher

    2010-01-01

    The recent crisis has underlined the importance of sound bank liquidity management. In response, regulators are devising new liquidity standards with the aim of making the financial system more stable and resilient. In this paper, the authors analyse the impact of liquid asset holdings on bank profitability for a sample of large U.S. and Canadian banks. Results suggest that profitability is improved for banks that hold some liquid assets, however, there is a point at which holding further liq...

  12. Responsible Development of Areva's Mining Activities. Report 2012

    International Nuclear Information System (INIS)

    2013-09-01

    This annual report, prepared by the Corporate Social Responsibility Department of Areva Mines, is the result of the mobilization of all our teams present at Areva's mining sites as well as those in Areva corporate support functions (compliance, sustainable development, etc). The data given cover the assets for which Areva acts as operator in uranium mining activities: exploration, project development, production and rehabilitation. The consolidated data target activities in France, Canada, Niger, Kazakhstan, Mongolia, Gabon and Namibia. Activities in the Central African Republic and those linked to La Mancha no longer fall within the scope of this report (sale of assets in 2012). By defining Areva's strategy and policies, this report aims to demonstrate Areva's performance in the key areas of mining activity responsibility: ethics and governance, social report, the environment, occupational health and safety, community involvement, commitments to stakeholders. This report is the third edition of this annual exercise. The results for Areva's main performance indicators are shown for the last three years (2010 to 2012). Some important information relates to the first half of 2013. Areva is a member of the International Council on Mining and Metals (ICMM). In this context, Areva's policies and commitments in terms of social responsibility are based on the ten sustainable development principles defined by the ICMM, as well as the associated 'position statement' documents. To this end, Areva's specialists are involved in the different working groups that bring together ICMM members to discuss the various sustainable development issues encountered in the extractive sector. Members of our top-level management form part of the Council of this organization. More generally, Areva has made a large number of commitments and works with professional organizations and international institutions. A file listing these various commitments is

  13. Medical Schools for Profit?

    African Journals Online (AJOL)

    [3] The same could be said of E-learning in medical education.[4,5] Thirdly allowing profits within medical education should attract more investment. Investors could sink funds into medical education, and learners would benefit as a result; inevitably investors would like to see a return on investment – however, successful.

  14. DataProfit

    DEFF Research Database (Denmark)

    Ritter, Thomas; Lund Pedersen, Carsten; Eibe Sørensen, Hans

    sammen for at udnytte mulighederne for datadreven profitabel vækst. Denne guide giver en anvendelsesorienteret gennemgang af de ni kompetencer i vores kort, som vi kalder for DataProfit. I guiden beskrives hver kompetence – og du inviteres til at analysere din virksomhed. Til sidst sætter vi hele...

  15. Being 'green' helps profitability?

    International Nuclear Information System (INIS)

    Austin, D.

    1999-01-01

    Pollution reduction beyond regulatory compliance is gaining momentum among firms, but managers ask if being 'green' helps profitability. Evidence suggests it doesn't hurt, but when we see environmentally attractive firms with sound financial performance, it cannot yet say which is cause and which is effect [it

  16. AREVA. Operating and financial results for the first half of 2011; AREVA. Resultats du 1er semestre 2011

    Energy Technology Data Exchange (ETDEWEB)

    Marie, Patricia; Briand, Pauline; Floquet-Daubigeon, Fleur; Michaut, Maxime; De Scorbiac, Marie

    2011-07-27

    The first half of 2011 was marked by the accident at the Fukushima power plant following the unprecedented natural disasters that struck Japan. AREVA drew the first consequences from these events as early as June 2011 and recorded provisions and impairment in its half-year financial statements, related in particular to the expected short-term level of activity of some facilities. Close to 200 million euros in orders were canceled out of a total in backlog of more than 43 billion euros, which was down by a little more than 1 billion euros compared with the end of 2010. The longer term consequences of these events for AREVA are being assessed. They could concern all operations in the nuclear cycle and will be included in the strategic plan to be prepared by the end of the second half of the year. The fundamentals underpinning the development of the nuclear market are unchanged: strong growth in demand for electricity in the coming decades, diminished fossil resources, the search by many countries for energy independence, and the growing need to address climate issues. Through its efficient integrated business model, AREVA is present in every segment of the nuclear chain and is positioned in high-tech renewable energies with an offering that is perfectly suited to the requirements of the world's power companies. Decisions by governments on energy policy and by the safety authorities in different countries will influence market developments and the schedule for executing certain projects. Germany announced its decision to withdraw permanently from nuclear power and Switzerland intends to do the same, while Italy has opted not to restart its program. And yet the majority of countries have confirmed their decision to pursue nuclear power programs, present and future. In the first half, the group continued to draw down debt, achieving a net debt level of less than 3 billion euros at the end of June, thanks in particular to the conclusion of the proceedings with

  17. Phase 1A Final Report for the AREVA Team Enhanced Accident Tolerant Fuels Concepts

    Energy Technology Data Exchange (ETDEWEB)

    Morrell, Mike E. [AREVA Federal Services LLC, Charlotte, NC (United States)

    2015-03-19

    In response to the Department of Energy (DOE) funded initiative to develop and deploy lead fuel assemblies (LFAs) of Enhanced Accident Tolerant Fuel (EATF) into a US reactor within 10 years, AREVA put together a team to develop promising technologies for improved fuel performance during off normal operations. This team consisted of the University of Florida (UF) and the University of Wisconsin (UW), Savannah River National Laboratory (SRNL), Duke Energy and Tennessee Valley Authority (TVA). This team brought broad experience and expertise to bear on EATF development. AREVA has been designing; manufacturing and testing nuclear fuel for over 50 years and is one of the 3 large international companies supplying fuel to the nuclear industry. The university and National Laboratory team members brought expertise in nuclear fuel concepts and materials development. Duke and TVA brought practical utility operating experience. This report documents the results from the initial “discovery phase” where the team explored options for EATF concepts that provide enhanced accident tolerance for both Design Basis (DB) and Beyond Design Basis Events (BDB). The main driver for the concepts under development were that they could be implemented in a 10 year time frame and be economically viable and acceptable to the nuclear fuel marketplace. The economics of fuel design make this DOE funded project very important to the nuclear industry. Even incremental changes to an existing fuel design can cost in the range of $100M to implement through to LFAs. If this money is invested evenly over 10 years then it can take the fuel vendor several decades after the start of the project to recover their initial investment and reach a breakeven point on the initial investment. Step or radical changes to a fuel assembly design can cost upwards of $500M and will take even longer for the fuel vendor to recover their investment. With the projected lifetimes of the current generation of nuclear power

  18. Profitability expertise of rural methanization projects

    International Nuclear Information System (INIS)

    2010-02-01

    The main objectives of this study were to analyze the profitability of projects of methanization, and to identify factors which curb or favour their profitability. It is based on a detailed analysis of the investment and of the profitability of 50 sites of different sizes and at different stages of progress (from the feasibility study to few months of operation), and also of experiences in three neighbour countries (Germany, Switzerland and Belgium). First, the study highlights the importance of investment costs in the biogas production global cost, notably with respect to current German prices. Then, it comments the impact of subsidies on facility profitability. It proposes ways to improve public support to the different energetic vectors produced from biogas: electricity, biomethane, and heat

  19. Areva - Half year financial report June 30, 2009

    International Nuclear Information System (INIS)

    2009-01-01

    This half-year financial report contains statements on the objectives, prospects and growth areas for the AREVA group. It gives a view of the net worth, the financial position and the income of the company and all the companies included in consolidation. It presents the major events that occurred during the first six months of the fiscal year, of their effect on the financial statements and of the main transactions between related parties. It gives a description of the main risks and main uncertainties for the remaining six months of the financial year. Content: 1 - Half-year business report: Significant events, Summary data, Segment reporting, Backlog, Income statement, Review by division, Cash flow, Balance sheet items, Events subsequent to closing, Outlook; 2 - Statutory auditors' report on the financial information for the 2009 half-year - period January 1 to June 30, 2009: Condensed consolidated financial statements at June 30, 2009, Consolidated income statement, Consolidated comprehensive income, Consolidated balance sheet, Consolidated cash flow statement, Consolidated statement of changes in equity, Segment reporting, Notes to the consolidated financial statements for the period ending June 30, 2009

  20. Ramp-up - Areva Resources Canada Inc. 2015 annual sustainability review

    International Nuclear Information System (INIS)

    2016-01-01

    Areva Resources Canada Inc. is a subsidiary of the Areva group. 2015 was the first full year of production at McClean Lake operation after four years of care and maintenance without production. A record-breaking 11.3 million pounds of uranium concentrate was produced at the McClean Lake mill in 2015, well above targets and up from a past maximum output of 6.5 million pounds. Areva's share of 2015 production at the mill totaled 4.2 million pounds. The substantial rise in output at McClean Lake is a direct result of Areva's upgrade and expansion work at the mill and the higher grade ore coming from its partnership with the Cigar Lake mine. With the upgrade, McClean Lake family has grown to 330 permanent employees with many more hired to complete specific projects. With the joint venture partnerships in the McArthur River mine and Key Lake mill, Areva's share of uranium concentrate production reached 12.9 million pounds. Despite the many successes, the fires that burned through northern Saskatchewan early in the summer of 2015 threatened the local communities

  1. Coordination of Nordic system operators in the electric power market - profit from improved capacity utilization and a more flexible division into price zones; Koordinering av nordiske systemoperatoerer i kraftmarkedet - gevinster ved bedret kapasitetsutnyttelse og mer fleksibel prisomraadeinndeling

    Energy Technology Data Exchange (ETDEWEB)

    Bjoerndal, Mette; Joernsten, Kurt

    2001-08-01

    This report evaluates the possible profits of establishing a common system operator function in the Nordic electric power market. The main focus is placed on how to deal with congestion in the transmission grid. To estimate possible profits from a better utilization of the resources in the Nordic grid, the authors have analyzed socio-economic profits for several load scenarios. A simplified model of the Nordic stock area was used in the calculations. The existence of two methods of dealing with congestion in the grid may lead to reduced capacity utilization and to greater price differences than necessary. The examples show that ''indirect'' congestion control may be very expensive and that considerable cost reduction can be achieved by improved exploitation of congestion. This implies that if the Nordic area is divided into price zones, it is advantageous to regard the grid as an entity independent of national borders and system operators and to let the real transmission limitations determine the price zoning.

  2. 75 FR 10525 - In the Matter of: AREVA Enrichment Services, LLC (Eagle Rock Enrichment Facility) and All Other...

    Science.gov (United States)

    2010-03-08

    ...: AREVA Enrichment Services, LLC (Eagle Rock Enrichment Facility) and All Other Persons Who Seek or Obtain... for the Implementation of a Safeguards Information Program (Effective Immediately) I AREVA Enrichment... it to construct and operate a uranium enrichment facility in Bonneville County, Idaho. AES submitted...

  3. 77 FR 55800 - Foreign-Trade Zone 242-Boundary County, ID; Application for Subzone AREVA Enrichment Services...

    Science.gov (United States)

    2012-09-11

    ... DEPARTMENT OF COMMERCE Foreign-Trade Zones Board [B-68-2012] Foreign-Trade Zone 242--Boundary County, ID; Application for Subzone AREVA Enrichment Services, LLC; Bonneville County, ID An application... FTZ 242, requesting special-purpose subzone status for the facility of AREVA Enrichment Services, LLC...

  4. 76 FR 34103 - In the Matter of Areva Enrichment Services, LLC (Eagle Rock Enrichment Facility); Notice of...

    Science.gov (United States)

    2011-06-10

    .... 10-899-02-ML-BD01] In the Matter of Areva Enrichment Services, LLC (Eagle Rock Enrichment Facility...'' portion of this proceeding regarding the December 2008 application by AREVA Enrichment Services, LLC (AES... gas centrifuge uranium enrichment facility--denoted as the Eagle Rock Enrichment Facility (EREF)--in...

  5. Profit and place

    Directory of Open Access Journals (Sweden)

    Ian Bentley

    1997-01-01

    Full Text Available The article deals with the physical and symbolic effects the built environment has on human activities in a capitalist economy. The built environment is integrated in the capitalist economy on three levels: as the focus of a profit-oriented manufacturing industry, as the setting for all sorts of other enterprises and as the built context of the whole economy. The built environment is understood as a commodity. The capitalist system contains inbuilt tensions which have important design implications: the first tension arises because the system, if left to itself, lacks any overall planning functions, the second tension stems from the ability of the system to generate profit and the third arises from the character of labour, which distinguishes it from other commodities used in the production process. In conclusion methods of designing built environments, which perpetuate social order, are discussed.

  6. PROFITABILITY AND FINANCIAL STABILITY

    OpenAIRE

    CĂRUNTU CONSTANTIN; LĂPĂDUŞI MIHAELA LOREDANA

    2011-01-01

    The business activity allows identifying two categories of flows: flows of results and cash flows. Flows affect the income and expenses, participating in training result, the company's profitability. Financial flows involved in their formation both monetary items (which drive the monetary input or output and thus implies a cash flow), and non-cash items (affecting the result, without leading to a cash flow). Are equally identifiable cash flows that do not involve an ...

  7. Areva. Group dynamics and activities. Competitive environment and strategic perspectives. Release - October 2016

    International Nuclear Information System (INIS)

    2016-10-01

    After a synthesis which notably proposes a SWOT analysis of the Areva group, this report proposes a presentation of the Areva Group (general overview, mining, upstream and downstream poles, shareholder structure and stock market data, competitive environment). It gives an overview of the Areva group dynamics and of its activities through a presentation of an environment analysis (world electric power production, uranium production and consumption, operated nuclear plants in the world), a presentation of the group activity (turnover and order backlog, turnover per segment and per geographical area, operational and net income). It indicates important events and comments development axes: strategic orientations, new partnership with EDF, stronger presence in China, asset disposal, and organisation optimisation. Financial data are presented along with the main economic and financial indicators. Important statistical data are provided

  8. Study notes separability of oil company profitability, efficiency

    International Nuclear Information System (INIS)

    Thompson, R.G.

    1993-01-01

    In recent years, the large publicly traded oil companies have been restructuring and downsizing to improve efficiency. Newly developed decision theory forces one to question the widely held singular focus on efficiency because improving efficiency will not necessarily improve profits. This is especially likely in the oil industry, where price volatility is the norm. Because its products are so basic, its price volatility typically ripples widely throughout the economy. In light of this, efficiency and profitability in the oil industry require separate treatment. More specifically, the efficient are not necessarily the most profitable; conversely, the most profitable are not necessarily the most efficient. Such a decoupling of efficiency and profitability requires a totally new look at business strategy. In the face of highly variable prices, firms can no longer depend on the long-accepted duality norm between profits and efficiency

  9. Ridge sowing of sunflower (Helianthus annuus L.) in a minimum till system improves the productivity, oil quality, and profitability on a sandy loam soil under an arid climate.

    Science.gov (United States)

    Sher, Ahmad; Suleman, Muhammad; Qayyum, Abdul; Sattar, Abdul; Wasaya, Allah; Ijaz, Muhammad; Nawaz, Ahmad

    2018-04-01

    Sunflower (Helianthus annuus L.) is a major oilseed crop grown for its edible oil across the globe including Pakistan. In Pakistan, the production of edible oil is less than the required quantity; the situation is being worsened with the increasing population. Thus, there is dire need to grow those sunflower genotypes which perform better under a given set of agronomic practices. In this 2-year study, we compared four sunflower genotypes, viz., Armoni, Kundi, Sinji, and S-278 for their yield potential, oil contents, fatty acid composition, and profitability under three sowing methods, viz., bed sowing, line sowing, and ridge sowing and two tillage system, viz., plow till and minimum till. Among the sunflower genotypes, the genotype Armoni produced the highest plant height, number of leaves, head diameter, 1000-achene weight, and achene yield; the oil contents and oleic acid were the highest in genotype Sinji. Among the sowing methods, the highest number of leaves per plant, head diameter, number of achenes per head, achene yield, and oil contents were recorded in ridge sowing. Among the tillage systems, the highest head diameter 16. 2 cm, 1000-achene weight (57.2 g), achene yield (1.8 t ha -1 ), oil contents (35.2%), and oleic acid (15.2%) were recorded in minimum till sunflower. The highest net benefits and benefit to cost ratio were recorded in minimum till ridge sown Armoni genotype. In conclusion, the genotype Armoni should be grown on ridges to achieve the highest achene yield, oil contents, and net profitability.

  10. Areva T and D market opportunities after the US and EU Blackouts

    Energy Technology Data Exchange (ETDEWEB)

    Hakansson, K

    2004-02-01

    This document presents the events on the transmission systems during August 2003 in Usa and in September 2003 in Italy. The author analyzes the causes of the blackouts (small margins in transmission system, not adequate control, weaknesses in interconnections between regions), the market opportunity arising out of the blackouts, the economic regulatory and environmental structure/issues today and developments, the scenario for Areva after the blackout (the market size today and in the future) and Areva strength in relation to blackout. (A.L.B.) opportunities.

  11. Areva T and D market opportunities after the US and EU Blackouts

    International Nuclear Information System (INIS)

    Hakansson, K.

    2004-02-01

    This document presents the events on the transmission systems during August 2003 in Usa and in September 2003 in Italy. The author analyzes the causes of the blackouts (small margins in transmission system, not adequate control, weaknesses in interconnections between regions), the market opportunity arising out of the blackouts, the economic regulatory and environmental structure/issues today and developments, the scenario for Areva after the blackout (the market size today and in the future) and Areva strength in relation to blackout. (A.L.B.) opportunities

  12. Annual report 2014. Report on subcontracting within the AREVA group in France

    International Nuclear Information System (INIS)

    2015-07-01

    This report presents quantitative data and actions undertaken by the AREVA group regarding subcontracting in its nuclear activities in France in 2014. After a presentation of AREVA, it addresses innovative practices in the 'commissioner-supplier' relationship, describes how the subcontracting option corresponds to an industrial choice, describes how subcontracting is supervised through an operational acquisition process, how abilities and training of external interveners are controlled, how operations performed by external interveners are prepared and accompanied. It outlines how issues related to health, safety and security are addressed exactly the same way for all interveners, and finally comments how observations made by the different stakeholders are sources of progress

  13. Press kit. Cooperation between Areva and South Africa in the nuclear energy field

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2003-07-01

    This document presents the nuclear industry business developed by Areva in South Africa. The first part offers general information on the country (political context, economy which fuels African growth, social situation and South Africa in search of sustainable development). An other part deals with the electricity supply (predominance of coal and the issue of global warming, electricity for everyone. The last parts detail the nuclear energy development (the new PBMR reactor project, the exploitation of all nuclear technology) and how Areva consolidates its presence in South Africa. (A.L.B.)

  14. Cooperation agreement between the Technical University Dresden and AREVA NP GmbH

    International Nuclear Information System (INIS)

    Hurtado, A.; Hansen, V.; Druschel, R.; Heyer, J.

    2008-01-01

    As a result of the complete refurbishment of the Technical University Dresden (TUD) training reactor AKR and its equipment with the digital safety system TELEPERM XS by AREVA NP it is actually the most advanced facility in this category in Germany. Following the positive experience gained during project execution an agreement between AREVA NP and TUD was signed to bundle each organizations competence's in the interest of new recruits in the field of nuclear technology in 2006. The content and the experience with the cooperation are described in this paper. Conclusions show that both parties found an attractive way to support fellow young nuclear engineers. (authors)

  15. Customer-operator partnership. A boiling water reactor developed jointly by AREVA NP and E.ON Kernkraft

    International Nuclear Information System (INIS)

    Pasler, Doris; Gauthier, Jean Claude; Diercks, Frank; Fuchs, Michael

    2009-01-01

    Many countries spread all over the world have publicly expressed their intention to pursue the construction of new nuclear power plants with improved safety, economy and more straight forwarded operation and maintenance. Reasons for the intention are: The world wide increasing demand for energy and hence the general necessity to build new power plants. The concerns for increased emissions of green house gases leading to a change in the climate have brought into question the primary reliance on plants utilizing fossil fuels. A new reactor type matching the previously stated issues is AREVA NP's further development of proven BWR design. Combining AREVA's and E.ON's expertise, a project was launched to customize the final basic design for this advanced nuclear power plant having a net power output of about 1,250 MW, a net efficiency of about 37% and a design service life of 60 years. Within this joint venture the overall plant design was simplified and additionally all active safety systems have passive safety related backup systems utilizing basic laws of physics, such as gravity, enabling them to function without electrical power supplies or activation by powered instrumentation and control systems. The development takes into account the technical and accumulated operating experience of the project partners. Based on the operating experience of the project partners a simplification of the overall system engineering was performed, flexible fuel cycle length (12 to 24 months) are possible as well as a reduction of process waste was achieved. These improvements regarding the operation and economics result on the one hand in lower investment cost and on the other hand in a high availability of the plant, hence in low maintenance costs. Generally, the electrical generation costs are accomplished, which are competitive to larger-capacity nuclear power plants and fossil-fired plants. (author)

  16. Monitoring of the radiological environmental impact of the AREVA site of Tricastin; Suivi de l'impact radiologique environnemental des activites du site AREVA du Tricastin

    Energy Technology Data Exchange (ETDEWEB)

    Mercat, C.; Brun, F.; Florens, P.; Petit, J. [AREVA NC Pierrelatte, Direction surete environnement du site du Tricastin, 26 (France); Garnier, F. [EURODIF Production, Direction qualite securite surete environnement, 26 (France); Devin, P. [AREVA NC Pierrelatte, Direction surete, sante, securite, environnement, 26 (France)

    2010-06-15

    Set up at the beginning of the site's operations, in 1962, the monitoring of the radiological environmental impact of the AREVA site of Tricastin has evolved over time to meet more specifically the multiple objectives of environmental monitoring: to prove the respect of the commitments required by the authorities, to be able to detect a dysfunction in the observed levels, to enable the assessment of impacts of industrial activities, to ensure the balance between environmental quality and the use made by the local population and to inform the public of the radiological state of the environment. Thousands of data were acquired on the radioactivity of all environmental compartments as well as on the functioning of local ecosystems. Today, the Network of Environmental Monitoring of AREVA Tricastin goes beyond the requirements of routine monitoring to provide innovative solutions for monitoring the radioactivity (especially for uranium) in the environment. (author)

  17. Amazon: Is Profitability a Possibility?

    Directory of Open Access Journals (Sweden)

    Brett DENNIS

    2014-06-01

    Full Text Available In today’s society, companies seem to all be following the same trend; growth in profitability at all cost. Higher profits, for the most part, leads to more investors and more potential financing. Amazon.com appears to be breaking that trend, however. Their strategy seems to be growth, but not in profits. We would like to look into how and why Amazon is growing at such a fast pace, while their profits are staying steady at a very low level. Is profitability a possibility for Amazon? We believe that a marginal increase in price could accomplish just that, with a minimal impact to consumers.

  18. Areva. Nine-month 2007 sales revenue and data; Areva. Informations et chiffre d'affaires relatifs au neuf premiers mois de l'exercice 2007

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2007-10-15

    The main information concerning the nine-month 2007 financial data of the Areva group is a steady growth of 9-month sales revenue, at euro 8.066 billion (+6.8% like-for-like), including euro 2.692 billion in the 3. quarter, i.e. +7.6% like-for-like. The group confirms its strong sales revenue growth objective for 2007.

  19. The AREVA integrated and sustainable concept of fatigue design, monitoring and re-assessment; AREVA FATIGUE CONCEPT - ein geschlossenes Konzept zur Verfolgung und Optimierung der auf Ermuedung basierenden Schaedigungseffekte von thermisch und mechanisch beanspruchten Kraftwerksbauteilen

    Energy Technology Data Exchange (ETDEWEB)

    Begholz, Steffen; Rudolph, Juergen [AREVA NP GmbH, Erlangen (Germany)

    2008-07-01

    Prevention of fatigue damage of components is an important topic with respect to safety and availability of a nuclear power plant. The issue of fatigue monitoring should be of primary interest throughout service life. Based on the changing general framework, i.e. planning of new plants with a projected lifetime of 60 years and the lifetime extension of existing plants AREVA is focussing R and D activities on improved detection methods. Primary objective is the realistic determination of the actual usage level of reactor components. The fatigue monitoring is supposed to enhance cost optimization and minimize inspection frequency. Fatigue monitoring should be implemented at the beginning of start-up period since the high loads during this phase introduce a significant contribution to the usage level. AREVA recommends the use of the FAMOS (fatigue monitoring system) for the assessment of the realistic transient loads and the data processing with respect to fatigue evaluation. Every 10 years the actual usage levels should be evaluated in detail according to the standards, based on measured load data. The fatigue evaluation is usually performed using finite element analyses taking into account the transient temperature loads at the component, dependent on the component demands based on elastic or elasto-plastic material behaviour. Potential problematic areas can be identified reliably. Direct measurement of fatigue damage, refined analysis concepts (short crack fracture mechanics, and ratcheting simulation) are supposed to support the concept. [German] Die Vermeidung von Ermuedungsschaeden an Komponenten der nuklearen Kraftwerkstechnik ist ein wichtiges Thema in Hinblick auf die Aufrechterhaltung der Anlagensicherheit sowie auf die Erhoehung der Verfuegbarkeit. Das Thema Ermuedungsueberwachung sollte somit waehrend der gesamten Laufzeit eines Kraftwerkes mit hoher Aufmerksamkeit verfolgt werden. Vor diesem Hintergrund und den sich aendernden Rahmenbedingungen, wie z

  20. Benchmarking of AREVA BWR FDIC-PEZOG model against first BFE3 cycle 15 application of On-Line NobleChem results

    International Nuclear Information System (INIS)

    Pop, M.G.; Lamanna, L.S.; Hoornik, A.; Storey, G.C.; Lemons, J.F.

    2015-01-01

    The combination of AREVA's BWR FDIC-PEZOG tools allows the calculation of the total liftoff as a measure of fuel performance and a risk indicator for fuel reliability. The AREVA BWR FDIC tool is a crud modeling tool. The PEZOG tool models the platinum-enhanced zirconium oxide growth of fuel cladding when exposed to platinum during operation. Continuous effort to improve these tools used for the total liftoff calculations is illustrated by the benchmarking of the tools after the application of On-Line NobleChem TM at TVA Browns Ferry Unit 3 during Cycle 15. A set of runs using the modified FDIC-PEZOG model and actual plant water chemistry for Cycle 15 and partial data for Cycle 16 were performed. The updated results' deposit thickness and deposit composition predictions for EOC15 were compared to the measured data from EOC15 and are presented in this paper. The updated predicted deposit thickness matched the actual, measured value exactly. Predicted deposit composition near the fuel rod boundary, nearer to the bulk reactor water, and as an averaged deposit, as presented in the paper, compared extremely well with the measured data at EOC15. The updated AREVA methodology resulted in lower fuel oxide thickness predictions over the life of the fuel as compared to the initial evaluations for BFE3 by incorporating more recent experimental data on the thermal conductivity of zirconia; unnecessary conservatism in the prediction of the fuel oxide thickness over the life of the fuel was removed in the improved model. (authors)

  1. Atlantic Basin refining profitability

    International Nuclear Information System (INIS)

    Jones, R.J.

    1998-01-01

    A review of the profitability margins of oil refining in the Atlantic Basin was presented. Petroleum refiners face the continuous challenge of balancing supply with demand. It would appear that the profitability margins in the Atlantic Basin will increase significantly in the near future because of shrinking supply surpluses. Refinery capacity utilization has reached higher levels than ever before. The American Petroleum Institute reported that in August 1997, U.S. refineries used 99 per cent of their capacity for several weeks in a row. U.S. gasoline inventories have also declined as the industry has focused on reducing capital costs. This is further evidence that supply and demand are tightly balanced. Some of the reasons for tightening supplies were reviewed. It was predicted that U.S. gasoline demand will continue to grow in the near future. Gasoline demand has not declined as expected because new vehicles are not any more fuel efficient today than they were a decade ago. Although federally-mandated fuel efficiency standards were designed to lower gasoline consumption, they may actually have prevented consumption from falling. Atlantic margins were predicted to continue moving up because of the supply and demand evidence: high capacity utilization rates, low operating inventories, limited capacity addition resulting from lower capital spending, continued U.S. gasoline demand growth, and steady total oil demand growth. 11 figs

  2. Profitability of irradiation plants

    International Nuclear Information System (INIS)

    Bustos R, M.E.; Gonzalez F, C.; Liceaga C, G.; Ortiz A, G.

    1997-01-01

    In any industrial process it is seek an attractive profit from the contractor and the social points of view. The use of the irradiation technology in foods allows keep their hygienically, which aid to food supply without risks for health, an increment of new markets and a losses reduction. In other products -cosmetics or disposable for medical use- which are sterilized by irradiation, this process allows their secure use by the consumers. The investment cost of an irradiation plant depends mainly of the plant size and the radioactive material reload that principally is Cobalt 60, these two parameters are in function of the type of products for irradiation and the selected doses. In this work it is presented the economic calculus and the financial costs for different products and capacities of plants. In general terms is determined an adequate utility that indicates that this process is profitable. According to the economic and commercial conditions in the country were considered two types of credits for the financing of this projects. One utilizing International credit resources and other with national sources. (Author)

  3. CSHURI - Modified HURI algorithm for Customer Segmentation and Transaction Profitability

    OpenAIRE

    Pillai, Jyothi; Vyas, O. P.

    2012-01-01

    Association rule mining (ARM) is the process of generating rules based on the correlation between the set of items that the customers purchase.Of late, data mining researchers have improved upon the quality of association rule mining for business development by incorporating factors like value (utility), quantity of items sold (weight) and profit. The rules mined without considering utility values (profit margin) will lead to a probable loss of profitable rules. The advantage of wealth of the...

  4. Benefits and Costs of For-Profit Public Education

    Directory of Open Access Journals (Sweden)

    Alex Molnar

    2001-04-01

    Full Text Available As a policy initiative, for-profit operation of public schools has not lived up to the claims of its proponents. An examination of issues such as teaching methods, academic achievement, autonomy, local control, and the image and influence of for-profit public schools suggests that "for-profits" are unlikely to succeed in the long term in improving the overall quality of public education. They do, however, seem capable of harming public schools.

  5. AREVA revenue and data for the first nine months of 2008

    International Nuclear Information System (INIS)

    2008-01-01

    This public information sheet presents financing data of the group AREVA for the first nine months of 2008. It shows a high increase of the revenue (12,9%). The data are detailed for each activity sector, front end, reactors and services, back end, transmission and distribution. Consolidated revenue for the years 2007 are also provided. (A.L.B.)

  6. Responsible Development On Areva's Mining Activities - Report 2016

    International Nuclear Information System (INIS)

    2017-01-01

    Constituting the first link in the nuclear fuel cycle, New Areva's mining activities cover research, production and commercialization of uranium throughout the world. New Areva counts among the world's leading producers of uranium enjoying competitive production costs and with mines in operation in Canada, Kazakhstan and Niger. Committed to its role as a responsible mining company, New Areva conducts its mining activities in a manner that fully respects people and the environment, and contributes to the economic development of local regions and their populations. Thanks to a presence spanning five continents, they ensure the long-term supply to customers of uranium for electricity production while maintaining a responsible attitude towards people and the environment. It has a diverse portfolio of both active mines (Canada, Kazakhstan and Niger) and mines under development (Africa). This document is Areva's Mining Activities responsible Development report for 2016. Content: profile (Overview, Keys events, Worldwide presence, Governance and Organization, Uranium market); CSR approach (Top management statement, Risk management, Ethics and human rights, Voluntary initiatives, Materiality); Commitments (Health, occupational safety and radiation protection, Environment and Biodiversity, Social involvement, Commitment to employees, Mining closure, R and D and Innovation); Performance (CSR objectives, Key indicators, Reporting parameters); Case Studies; Annexes (GRI Index)

  7. 75 FR 62895 - Notice of Availability of Safety Evaluation Report; AREVA Enrichment Services LLC, Eagle Rock...

    Science.gov (United States)

    2010-10-13

    ... Evaluation Report; AREVA Enrichment Services LLC, Eagle Rock Enrichment Facility, Bonneville County, ID... report. FOR FURTHER INFORMATION CONTACT: Breeda Reilly, Senior Project Manager, Advanced Fuel Cycle, Enrichment, and Uranium Conversion, Division of Fuel Cycle Safety and Safeguards, Office of Nuclear Material...

  8. 76 FR 387 - Atomic Safety and Licensing Board; AREVA Enrichment Services, LLC (Eagle Rock Enrichment Facility)

    Science.gov (United States)

    2011-01-04

    ... and Licensing Board; AREVA Enrichment Services, LLC (Eagle Rock Enrichment Facility) December 17, 2010... construction and operation of a gas centrifuge uranium enrichment facility--denoted as the Eagle Rock... site at http://www.nrc.gov/materials/fuel-cycle-fac/arevanc.html . These and other documents relating...

  9. Responsible Development On Areva's Mining Activities - Report 2013-2014

    International Nuclear Information System (INIS)

    2014-01-01

    Mining activities are the first link in the nuclear fuel cycle and in the integrated model of the Areva Group. Areva was one of the top producers worldwide in 2013, producing 9,330 metric tons of uranium (Areva's financially consolidated share). The group works to maintain resources and weighted reserves equivalent to 20 years of production at all times. Thanks to a presence spanning five continents, they ensure the long-term supply to customers of uranium for electricity production while maintaining a responsible attitude towards people and the environment. It has a diverse portfolio of both active mines (Canada, Kazakhstan and Niger) and mines under development (Africa). This document is Areva's Mining Activities responsible Development report for 2013 and 2014. Content: profile (Overview, Keys events, Worldwide presence, Governance and Organization, Uranium market); CSR approach (Message from the Senior Executive Vice President, Fundamentals, Responsible Commitments Plan, Materiality); Commitments (Health and radiation protection, Occupational safety, Environment and Biodiversity, Community involvement, Commitment to employees, Relationships with stakeholders, Innovation); Performance (Main Key indicators, 2013-2016 Objectives, Reporting parameters); Annexes (Cases studies, Focus post-mining, Audit and GRI certifications)

  10. Change-management. From commercial power operation to post power operation and decommissioning; Change-Management. Vom Leistungsbetrieb ueber den Nachbetrieb zum Rueckbau. T. 1. Stilllegung und Rueckbau von Reaktoren und Anlagen im Brennstoffkreislauf durch AREVA

    Energy Technology Data Exchange (ETDEWEB)

    Wasinger, Karl [AREVA GmbH, Offenbach am Main (Germany)

    2015-02-15

    Transition from power generation to decommissioning challenges utilities. Power generation is mainly characterized by a stable working environment and constant workload, decommissioning and dismantling, however, by transformation and change. Also, changing requirements for the workforce's skills challenge the organization and its senior management. Ensuring effective and efficient performance, while maintaining motivation of staff, requires adjustment of management processes as well as of operational organization and human resources management. AREVA has more than 20 years of experience in decommissioning of own nuclear fuel cycle plants in France, as well as of other large plants and power reactors in Germany, the United Kingdom and the US. Therefore, the group has developed and successfully implemented integrated change management processes. The implementation of well-established and proven methods, developed by the productive industry and adjusted to the nuclear regulatory requirements, significantly improves the performance and efficiency of means and methods in use. The AREVA Performance Improvement Process defines concrete approaches to identify and improve potential deficits of productivity in six main areas (decommissioning scenarios and stra-tegies, waste treatment and logistics, operations management, supply chain, regulatory monitoring and controls as well as dismantling operation). Nuclear plant and facility owners around the world benefit from AREVA experts well experienced in execution of large and complex decommissioning projects.

  11. Developing talent at AREVA: Investing in people and building our future

    Energy Technology Data Exchange (ETDEWEB)

    Vivien, Philippe [Human Resources AREVA (France)

    2008-07-01

    AREVA employs 65,000 people today and will recruit 12,000 new employees worldwide in 2008 to support business strategy. The group forecasts that recruitment needs will significantly rise to 40,000 by 2012, representing 50% of the workforce. In order to meet the challenges of rapid international expansion and a highly competitive talent market, AREVA has developed initiatives to accelerate its investment in people, to reinforce recruitment and retain high quality talents and valuable skills and knowledge. The group human resources department's mission is based on shaping talents for sustainable business performance. It established its five-point human resources policy, Talent Builder, to attract, develop, retain, reward and mobilize employees across all businesses. In the context of a global talent market, dynamic recruitment programs are implemented to attract top talent. A global Campus Management program builds on relationships with colleges and universities to attract the future generation of engineers and managers. Talent development initiatives include processes and management tools, such as the People Review to identify and nurture key skills and talents, a group-wide integration program, professional training, and priority to internal mobility. AREVA places particular importance to diversity, a keystone of HR policy, and a socio-economic lever of development. The rich variety of people and cultures in the group reflect the markets, customers and the civil society in which AREVA operates. The group is actively committed to equal opportunities for all. The European agreement on equal opportunities in the workplace sets out measures for promoting gender equality and professional career paths, with the principal themes of recruitment, career development, training, remuneration and parental support. In addition, the WE network of men and women was set up with the support of Anne Lauvergeon, Chief Executive of AREVA with the objectives of promoting gender

  12. Responsible Development of Areva's Mining Activities - Report 2011

    International Nuclear Information System (INIS)

    2012-09-01

    The results consolidated at Mining Business Group level and presented in this document mainly relate to the uranium production sites for which Areva is the majority operator. For each stage of the mining life cycle (exploration, project development, operation, closure, redevelopment) much of the data is also reported on a national and international reporting level, and is presented in this document when deemed necessary for the understanding of Areva's activities. This document reports the extra-financial performance of Areva's mining activities for the period from 1 January to 31 December 2011. The extra-financial performance of mining activities presented in this report is underpinned by the Areva group reporting process called STAR (for Sustainability Tools Advanced Reporting). It is supplemented by information collected from in-house experts or from other reporting documents deemed to be valid sources of reference for the subjects discussed. Content: 1 - Approach to responsibility (Being a Responsible Mining Stakeholder, The Fundamentals of Areva's Approach); 2 - Activities (Activities Experiencing Strong Growth, Uranium as a Core Business); 3 - Teams (A Proactive Employment Policy, Employee Health and Safety, Focus: 'I am committed to maintaining safety' campaign yields exemplary results in Namibia); 4 - Environmental policy (Management of Challenges, The Environment Throughout the Entire Mining Lifecycle, Focus: hybrid electricity generation system for prospecting camps in Australia); 5 - Social commitment (Transparency and Openness to Dialogue, Community Involvement, Focus: working group with communities of the province of Saskatchewan in Canada); 6 - Performance (The Main Sustainable Development Indicators, Scope of this Report); 7 - Appendices (Glossary, Communications associated with this report)

  13. Within AREVA, FRAMATOME ANP and its worldwide experience with PWR and BWR fuels

    International Nuclear Information System (INIS)

    Watteau, Michel; Esteve, Bernard; Giese, Ulrich; Matheson, John

    2002-01-01

    Faced with obvious energy procurement security needs and the increasing concern about global warming, many countries are making a lucid analysis of their energy situation and reconsidering the multiple assets of nuclear energy. After the European Commission's Green Paper evaluation which was endorsed by the European Parliament, the United States gave a strong signal to the whole world by deciding to extent the operating life time of its existing NPPs and by envisioning the construction of new ones. In Asia, here in Korea, and in Japan, the People's Republic of China, Taiwan, large-scale nuclear power plant programs are being pursued. It was in this context, with the aim of ever-greater competitiveness, that the AREVA group was conceived. The aim is for all our skills to have a higher profile on the international markets, so that we are in a stronger position to develop a leadership in our two main high tech sectors of interconnect - electronics and nuclear. In the nuclear sector, the pooling of the Cogema and Framatome ANP forces is enabling AREVA to offer a comprehensive service package ranging from uranium mining to decommissioning, encompassing the design and construction of plants and their fuel; AREVA's experience is grounded in unequalled know-how. Further, with the CEA, a multidisciplinary research organization in charge of anticipating the emerging technologies, as a close partner, AREVA has a unique strategic vision. With this set-up, AREVA has the financial resources it needs to forge the alliances necessary for its development, so that it can best confront international competition and meet the requirements of its customers world-wide

  14. Developing talent at AREVA: Investing in people and building our future

    International Nuclear Information System (INIS)

    Vivien, Philippe

    2008-01-01

    AREVA employs 65,000 people today and will recruit 12,000 new employees worldwide in 2008 to support business strategy. The group forecasts that recruitment needs will significantly rise to 40,000 by 2012, representing 50% of the workforce. In order to meet the challenges of rapid international expansion and a highly competitive talent market, AREVA has developed initiatives to accelerate its investment in people, to reinforce recruitment and retain high quality talents and valuable skills and knowledge. The group human resources department's mission is based on shaping talents for sustainable business performance. It established its five-point human resources policy, Talent Builder, to attract, develop, retain, reward and mobilize employees across all businesses. In the context of a global talent market, dynamic recruitment programs are implemented to attract top talent. A global Campus Management program builds on relationships with colleges and universities to attract the future generation of engineers and managers. Talent development initiatives include processes and management tools, such as the People Review to identify and nurture key skills and talents, a group-wide integration program, professional training, and priority to internal mobility. AREVA places particular importance to diversity, a keystone of HR policy, and a socio-economic lever of development. The rich variety of people and cultures in the group reflect the markets, customers and the civil society in which AREVA operates. The group is actively committed to equal opportunities for all. The European agreement on equal opportunities in the workplace sets out measures for promoting gender equality and professional career paths, with the principal themes of recruitment, career development, training, remuneration and parental support. In addition, the WE network of men and women was set up with the support of Anne Lauvergeon, Chief Executive of AREVA with the objectives of promoting gender equality

  15. Areva - Updated Reference Document 2015 Including the 2016 half-year financial report

    International Nuclear Information System (INIS)

    2016-01-01

    Areva supplies high added-value products and services to support the operation of the global nuclear fleet. The company is present throughout the entire nuclear cycle, from uranium mining to used fuel recycling, including nuclear reactor design and operating services. Areva is recognized by utilities around the world for its expertise, its skills in cutting-edge technologies and its dedication to the highest level of safety. Areva's 40,000 employees are helping build tomorrow's energy model: supplying ever safer, cleaner and more economical energy to the greatest number of people. This Reference Document contains information on Areva's objectives, prospects and development strategies. It contains estimates of the markets, market shares and competitive position of Areva. Contents: 1 - Persons responsible; 2 - Information on operations and recent events (Overview of the Group's operations, Simplified organization chart of the Group, Implementation of the Group's strategic roadmap and Restructuring Plan, Deployment of the performance plan, Other significant transactions since the filing of the Reference Document, Review of third quarter 2016 operations, Press releases); 3 - Financial information (2016 Half-year financial report, Statutory auditors' report on the half-year financial information for the period January 1 to June 30, 2016, Unaudited consolidated pro-forma financial information, Statutory auditors' report on the pro-forma financial information); 4 - Risk factors (Risks related to the Restructuring Plan, Legal risks, Industrial and environmental risks, Operational risks, Liquidity and market risks); 5 - Cash and capital resources (Financial outlook, 12-month liquidity); 6 - Governance; 7 - Workforce - jobs (Voluntary departure plan and change in the Group's workforce, Signature of a memorandum of understanding ensuring the stability of labor agreements, Reorganization and refinancing of the Group); 8 - Share

  16. Atomic profits, no thanks

    International Nuclear Information System (INIS)

    Bartels, W.; Dietrich, K.; Moeller, H.; Speier, C.

    1980-01-01

    The authors deal with the following topics: The secret of nuclear energy; the atom programmes of Bonn; on some arguments of the present nuclear energy discussion; how socialist countries solve the problems of nuclear energy. From the socialist point of view they discuss sociological, ideological and moral reasons for a peaceful utilization of nuclear energy. Nevertheless they refuse Bonn's atom programme because the high finance's interests concerning profit and power make it a danger. The biggest danger is said to lie in the creation of a plutonium-industry and the militaristic abuse which would be connected with it. The socialist way of utilizing atomic energy is seen by them as a way with a high feeling of responsibility towards all people and towards a guaranteed energy supply. (HSCH) [de

  17. New Areva (NewCo). Annual Activity Report - Period January 1 - August 31, 2017

    International Nuclear Information System (INIS)

    2017-01-01

    The purpose of this management report is to present the situation of New Areva Holding (the 'Company') and its subsidiaries during the year from January 1 to August 31, 2017. The 'Group' or 'New Areva' designates the Group constituted by New Areva Holding and all of the subsidiaries and interests held directly or indirectly thereby. New Areva is also called NewCo in its financial communication pending a name change expected to be made in early 2018. Areva refers to Areva SA, the parent company of New Areva Holding. Content: 1 - Highlights of the year (Restructuring of the Areva group and creation of New Areva, Other highlights of the year) 2 - Situation and activities of the company and its subsidiaries during the past year (Simplified organization chart of the Group - Subsidiaries, associates and branch offices, The businesses of the Group, Research and development activities, Financial position of the Company and the Group during the past year, Foreseeable developments and future prospects, Significant events since the date of closing); 3 - Risks and risk management (Description of the main risks and uncertainties facing the Group, Company exposure to price, credit, liquidity and cash management risk, Risk management policy and the internal control system); 4 - Board of directors' corporate governance report (Preparation and organization of the Board of Directors' work, Committees set up by the Board of Directors, Other committee, Officers, Compensation of officers and directors, Reference Corporate Governance Code, General Meetings, Agreements covered by Article L. 225-37-4 of the French Commercial Code, Elements likely to have an impact in the event of a public offering); 5 - Corporate social responsibility information (Social, environmental and societal responsibility report (CSR), Key non-financial performance indicators related to the Company's specific activities); 6 - Information on share capital (Structure and

  18. PROFITABILITY AND FINANCIAL STABILITY

    Directory of Open Access Journals (Sweden)

    CĂRUNTU CONSTANTIN

    2011-09-01

    Full Text Available The business activity allows identifying two categories of flows: flows of results and cash flows. Flows affect the income and expenses, participating in training result, the company's profitability. Financial flows involved in their formation both monetary items (which drive the monetary input or output and thus implies a cash flow, and non-cash items (affecting the result, without leading to a cash flow. Are equally identifiable cash flows that do not involve an immediate effect on the outcome or effect on the result equivalent to that spread on the treasury. Financial equilibrium in a general manner evokes the idea of harmony between different elements of a system, which in finance is harmonization of resources with the needs. Financial equilibrium can be defined by the company's ability to secure payment of its proceeds without interruption to current liabilities incurred in implementing its object of activity or tax laws, so it can avoid the risk of bankruptcy. Maintaining financial stability is the essential condition of survival of the enterprise, financial and balanced assessment must take into account the concrete conditions of the occurrence of default.

  19. Sharing Experiences within AREVA D and D Project Portfolio: Four Illustrations - 13049

    International Nuclear Information System (INIS)

    Chabeuf, Jean-Michel; Varet, Thierry; AREVA Site Value Development Business Unit, La Hague Site

    2013-01-01

    Over the past ten years, AREVA has performed D and D operations on a wide range of nuclear sites, such as Marcoule and La Hague recycling plants, to Cadarache MOX fuel fabrication plant or Veurey and Annecy metallic Uranium machining plants. Each site is different from the other but some lessons can be shared through this D and D portfolio. In that respect, knowledge management is one of AREVA D and D Technical Department main missions. Four illustrations demonstrate the interest of knowledge share. Waste management is one of the key activities in D and D; It requires a specific characterization methodology, adapted logistics, and optimized waste channels, all of which have been developed over the years by AREVA teams on the site of Marcoule while they are rather new to La Hague, whose main activity remains fuel reprocessing despite the launch of UP2 400 D and D program. The transfer of know how has thus been organized over the past two years. Plasma cutting has been used extensively in Marcoule for years, while prohibited on the site of La Hague following questions raised about the risks associated wit Ruthenium sublimation. La Hague Technical Department has thus developed an experimental protocol to quantify and contain the Ruthenium risk, the result of which will then be applied to Marcoule where the Ruthenium issue has appeared in recent operations. Commissioning and operating fission products evaporators is a rather standard activity on UP2 800 and UP3, while the associated experience has been decreasing in Marcoule following final shutdown in 1998. When the French atomic Energy commission decided to build and operate a new evaporator to concentrate rinsing effluents prior to vitrification in 2009, AREVA La Hague operators were mobilized to test and commission the new equipment, and train local operators. Concrete scabbling is the final stage prior to the free release of a nuclear facility. In the context of Veurey and Annecy final cleanup and declassification

  20. AREVA NP decontamination concept for decommissioning. A comprehensive approach based on over 30 years experience

    International Nuclear Information System (INIS)

    Stiepani, Christoph

    2011-01-01

    Decontamination prior to Decommissioning and Dismantlement is imperative. Not only does it provide for minimization of personnel dose exposure but also maximization of the material volume available for free release. Since easier dismantling techniques in lower dose areas can be applied, the licensing process is facilitated and the scheduling and budgeting effort is more reliable. The most internationally accepted approach for Decontamination prior to Decommissioning projects is the Full System Decontamination (FSD). FSD is defined as the chemical decontamination of the primary cooling circuit, in conjunction with the main auxiliary systems. AREVA NP has long-term experience with Full System Decontamination for return to service of operating nuclear power plants as well as for decommissioning after shutdown. Since 1976, AREVA NP has performed over 500 decontamination applications and, from 1986, Decontaminations prior to Decommissioning projects which comprise virtually all NPP designs and plant conditions were performed: NPP designs: HPWR, PWR, and BWR by AREVA, Westinghouse, ABB and GE. Decontaminations performed shortly after final shutdown or several years later, and even after re-opening Safe Enclosure. High Alpha inventory and or low gamma/alpha ratio. Main Coolant chemistry (e.g., with and without Zn injection during operation). Fifteen Decontaminations prior to Decommissioning Projects have been performed successfully to date and the sixteenth FSD is now in the detailed engineering phase and is scheduled to commence late 2010. AREVA NP has developed a fully comprehensive approach for decontamination based on the CORD® (Chemical Oxidation Reduction Decontamination) Family, applied using the in-house designed decontamination equipment AMDA TM (Automatic Modular Decontamination Appliance). Based on the vast experience of AREVA NP in the field of decontamination, the Decontamination Concept for Decommissioning was developed. This concept ensures that the

  1. Sharing Experiences within AREVA D and D Project Portfolio: Four Illustrations - 13049

    Energy Technology Data Exchange (ETDEWEB)

    Chabeuf, Jean-Michel; Varet, Thierry [AREVA Site Value Development Business Unit, La Hague Site (France); AREVA Site Value Development Business Unit, La Hague Site

    2013-07-01

    Over the past ten years, AREVA has performed D and D operations on a wide range of nuclear sites, such as Marcoule and La Hague recycling plants, to Cadarache MOX fuel fabrication plant or Veurey and Annecy metallic Uranium machining plants. Each site is different from the other but some lessons can be shared through this D and D portfolio. In that respect, knowledge management is one of AREVA D and D Technical Department main missions. Four illustrations demonstrate the interest of knowledge share. Waste management is one of the key activities in D and D; It requires a specific characterization methodology, adapted logistics, and optimized waste channels, all of which have been developed over the years by AREVA teams on the site of Marcoule while they are rather new to La Hague, whose main activity remains fuel reprocessing despite the launch of UP2 400 D and D program. The transfer of know how has thus been organized over the past two years. Plasma cutting has been used extensively in Marcoule for years, while prohibited on the site of La Hague following questions raised about the risks associated wit Ruthenium sublimation. La Hague Technical Department has thus developed an experimental protocol to quantify and contain the Ruthenium risk, the result of which will then be applied to Marcoule where the Ruthenium issue has appeared in recent operations. Commissioning and operating fission products evaporators is a rather standard activity on UP2 800 and UP3, while the associated experience has been decreasing in Marcoule following final shutdown in 1998. When the French atomic Energy commission decided to build and operate a new evaporator to concentrate rinsing effluents prior to vitrification in 2009, AREVA La Hague operators were mobilized to test and commission the new equipment, and train local operators. Concrete scabbling is the final stage prior to the free release of a nuclear facility. In the context of Veurey and Annecy final cleanup and declassification

  2. AREVA General Inspectorate Annual Report 2013 - Status of safety in nuclear facilities

    International Nuclear Information System (INIS)

    Oursel, Luc; Riou, Jean

    2014-06-01

    This annual report by AREVA's General Inspectorate deals with the status of nuclear safety and radiation protection in the group's facilities and operations over the course of 2013. Based on the findings made during implementation of the annual inspection program, this annual report also includes the results of the analysis of significant events and the observations and assessments of specialists in the Safety Health Security Sustainable Development Department (SHSSDD), supplemented by regular interaction with the safety regulators, different government agencies, stakeholders and other nuclear operators. Additionally, this report presents the action plans put into motion and the directions taken for continuous improvement in risk prevention for operations conducted in France and internationally. In 2013, the level of safety in the group's nuclear facilities and operations remained satisfactory, although improvements are necessary in some domains. This report is based on established indicators, analyses of reported events, responses to commitments made to the regulators, and the results of different improvement actions reported on in the inspected and supported entities. In 2013, no level 2 event on the International Nuclear and Radiological Event Scale (INES) was reported, the bottom-up reporting of weak signals was confirmed, dose levels were low and there were no radiological impacts on the environment. The General Inspectorate conducted 45 inspections in 30 of the group's entities in 2013. Of these, 10 concerned sites outside France and 7 were conducted following events or particular situations. These inspections gave rise to 176 recommendations, which the inspected entities have translated into action plans. Verification of these different action plans according to planned procedures and announced schedules gave rise to 16 follow-up inspections. The major lessons learned from these inspections relate to project management, facility compliance and operational

  3. Energy Profit Ratio Compared

    International Nuclear Information System (INIS)

    Amano, Osamu

    2007-01-01

    We need more oil energy to take out oil under the ground. Limit resources make us consider other candidates of energy source instead of oil. Electricity shall be the main role more and more like electric vehicles and air conditioners so we should consider electricity generation ways. When we consider what kind of electric power generation is the best or suitable, we should not only power generation plant but whole process from mining to power generation. It is good way to use EPR, Energy Profit Ratio, to analysis which type is more efficient and which part is to do research and development when you see the input breakdown analysis. Electricity by the light water nuclear power plant, the hydrogen power plant and the geothermal power plant are better candidates from EPR analysis. Forecasting the world primly energy supply in 2050, it is said that the demand will be double of the demand in 2000 and the supply will not be able to satisfy the demand in 2050. We should save 30% of the demand and increase nuclear power plants 3.5 times more and recyclable energy like hydropower plants 3 times more. When the nuclear power plants are 3.5 times more then uranium peak will come and we will need breed uranium. I will analysis the EPR of FBR. Conclusion: A) the EPR of NPS in Japan is 17.4 and it is the best of all. B) Many countries will introduce new nuclear power plants rapidly may be 3.5 times in 2050. C) Uranium peak will happen around 2050. (author)

  4. Global expertise of the ten-year environmental assessment (1993-2004) of AREVA NC.3. part: reuse of deads in the public field

    International Nuclear Information System (INIS)

    2008-01-01

    The present document corresponds to the third and last phase of the global critical analysis of the ten-year environmental assessment. It has for objective to evaluate the knowledge on the conditions of reuse, in the public area, of deads coming from the sites of Limousin and to propose an exploratory analysis of conceivable actions to complete this knowledge in order to better identify the sectors and, or, the potentially risk uses. At this day, the knowledge on the transfer of deads and their use in the public field rests on the data recorded in a register implemented by Areva Nc from 1984. According to the transfers anterior to 1984, the situation of knowledge especially about the places of destination and purpose are poor. The analysis of Areva NC data allowed to I.R.S.N. to identify the areas of improvement of knowledge. The first one consists in achieving information concerning deads occurring before 1984. the second one aims to check that every use of deads in the 1984-1995 period are compatible with the exposure levels. (N.C.)

  5. AREVA - Results for the first half of 2012: performance materializes as 'Action 2016' plan is rolled out

    International Nuclear Information System (INIS)

    Marie, Patricia; Briand, Pauline; Michaut, Maxime; Rosso, Jerome; Scorbiac, Marie de; Repaire, Philippine du

    2012-01-01

    The results for the first half of 2012 demonstrate the effectiveness of Areva's 'Action 2016' plan, in particular with a sharp rise in EBITDA and a significant improvement in free operating cash flow after capex. Moreover, net debt remains stable even though the Group invested more than 900 million euros in strategic projects and in improvements to safety and to competitiveness of industrial assets. Several factors made this first phase towards restoring the Group's financial performance possible: - revenue growth in the nuclear businesses together with the ramp-up of operations in renewable energies, with the Group continuing to benefit from the strong visibility provided by its backlog, which has also grown over the past twelve months; - ongoing efforts begun in late 2011 to reduce operating costs, with savings measures at the end of June 2012 implemented for nearly 20% of the objective set for the Group through 2015, on an annual basis, another 45% of the objective being secured in addition. - execution ahead of schedule in Areva's asset disposal program, with 961 million euros mainly collected during the first half year and the objective of at least 1.2 billion euros for the 2012- 2013 period to be met this year with the recently announced disposal of La Mancha Resources for about 315 million Canadian dollars. After booking provisions, in accordance with the principle of prudent management, in two areas (construction of the Olkiluoto 3 EPR reactor and the Bakouma and Ryst Kuil mining sites), the Group reports positive operating income and positive net income for the first half of 2012. Results can be summarized as follows: Backlog rises 4.8% year on year to euro 45.2 bn; - Significant revenue growth to euro 4.329 bn, up 8.3% vs. H1 2011; - Strong increase in EBITDA to euro 725 m: +euro 508 m vs. H1 2011; - Marked improvement in FCF to -euro 591 m: +euro 328 m vs. H1 2011; - Net debt stable for the half year; - Positive operating income and net income to owners

  6. AREVA: from speech to reality / The example uranium mines in Niger

    International Nuclear Information System (INIS)

    2008-01-01

    This document presents the activities of AREVA in Niger in the field of uranium production on different sites. It recalls the interventions by the CRIIRAD in support of a local NGO, the reactions of AREVA and some means of intimidation used by this company. It outlines, criticizes and discusses the contamination of water resources and, therefore their degradation, the contamination of air by radioactive dusts and gases from the production sites, the retailing of contaminated scrap metals, and the dispersal of radioactive materials in the environment (including a hospital), and also the outdoor storage of radioactive materials. It mentions some accidents which occurred during radioactive material transport, relates uranium exploitation with the greenhouse gas effect. It stresses that public hygiene is insufficient. It discusses the current prospecting works, and finally identifies guarantees to be obtained and urgent actions to be undertaken

  7. Tritium waste management on the La Hague AREVA NC site: associated impact and monitoring

    International Nuclear Information System (INIS)

    Devin, P.; Deguette, H.

    2009-01-01

    The authors propose an analysis of tritium behaviour in the nuclear fuel processed in the AREVA NC plant in La Hague, of its presence in the plant and in its wastes, and of the impact of these wastes and the tritium monitoring in the environment. First, they present the AREVA NC plant and evoke the legal context concerning the waste management. They report and discuss the analysis of the presence and behaviour of tritium in irradiated fuel, of its behaviour during spent fuel processing, the evolution of tritium releases (legal limitations, evolutions since 1992), of measurement of activity in effluents, and discuss a study of possible reductions of tritium releases by La Hague plants (mainly in sea waters). They also report the computational assessment of the dosimetric impact of tritium on neighbouring population. They describe how the presence of tritium in the environment is monitored within the annual radioactivity monitoring programme

  8. AREVA main steam line break fully coupled methodology based on CATHARE-ARTEMIS - 15496

    International Nuclear Information System (INIS)

    Denis, L.; Jasserand, L.; Tomatis, D.; Segond, M.; Royere, C.; Sauvage, J.Y.

    2015-01-01

    The CATHARE code developed since 1979 by AREVA, CEA, EDF and IRSN is one of the major thermal-hydraulic system codes worldwide. In order to have at disposal realistic methodologies based on CATHARE for the whole transient and accident analysis in Chapter 15 of Safety Reports, a coupling with the code ARTEMIS was developed. ARTEMIS is the core code in AREVA's new reactor simulator system ARCADIA, using COBRA-FLX to model the thermal-hydraulics in the core. The Fully Coupled Methodology was adapted to the CATHARE-ARTEMIS coupling to perform Main Steam Line Break studies. This methodology, originally applied to the MANTA-SMART-FLICA coupling, is dedicated to Main Steam Line Break transients at zero power. The aim of this paper is to present the coupling between CATHARE and ARTEMIS and the application of the Fully Coupled Methodology in a different code environment. (authors)

  9. Developing Nuclear Safety Culture within a Supplier Organization: An Insight from AREVA

    International Nuclear Information System (INIS)

    L’Epinois, B. de

    2016-01-01

    AREVA is present throughout the entire nuclear cycle, from uranium mining to used fuel recycling, including nuclear reactor design, equipment delivery and operating services. AREVA is recognised by utilities around the world for its expertise, its skills in cutting-edge technologies, and its dedication to the highest level of safety. This presentation will focus on the ways the safety culture applies to the supplier missions, along with the traditional focus on quality, costs and schedule. It will develop how the safety culture traits developed for nuclear operators by, for example, WANO or the IAEA, can be adequately be imported and embedded into the supply industry. This will be illustrated with some examples in this field. (author)

  10. Monitoring of the radiological environmental impact of the AREVA site of Tricastin

    International Nuclear Information System (INIS)

    Mercat, C.; Brun, F.; Florens, P.; Petit, J.; Garnier, F.; Devin, P.

    2010-01-01

    Set up at the beginning of the site's operations, in 1962, the monitoring of the radiological environmental impact of the AREVA site of Tricastin has evolved over time to meet more specifically the multiple objectives of environmental monitoring: to prove the respect of the commitments required by the authorities, to be able to detect a dysfunction in the observed levels, to enable the assessment of impacts of industrial activities, to ensure the balance between environmental quality and the use made by the local population and to inform the public of the radiological state of the environment. Thousands of data were acquired on the radioactivity of all environmental compartments as well as on the functioning of local ecosystems. Today, the Network of Environmental Monitoring of AREVA Tricastin goes beyond the requirements of routine monitoring to provide innovative solutions for monitoring the radioactivity (especially for uranium) in the environment. (author)

  11. Oil price scenarios and refining profitability

    International Nuclear Information System (INIS)

    Sweeney, B.

    1993-01-01

    Currently refining profitability is low because there has been an overbuilding of conversion capacity in Western Europe in the last round. Oil marketing, the chemicals business and the fundamental economy itself are at low points in their cycles which have not coincided, at least in the UK, since 1975. Against that gloomy background, it is predicted that downstream profitability will recover in the mid-1990s. Crude oil prices will remain low until the call on OPEC crude increases again and takes up the capacity which has been brought on stream in response to the Gulf War. When this happens, it is likely to trigger another price spike and another round of investment in production capacity. Environmentally driven investments in desulphurisation or emissions reduction will be poorly remunerated all the way through the value chain. Refining margins will recover when white oil demand growth tightens up the need for conversion capacity. Marketing will need to reduce the retail network overcapacity in the mature markets if it is to improve its profitability. In this period of low profitability, even with the light at the end of the tunnel for refiners in the middle of the decade, the industry structure is under threat. There is a strong argument for new modes of competitive behaviour which are backed by strong elements of cooperation. (author)

  12. First half 2006 financial results; Resultats du 1er semestre 2006 Groupe Areva

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2006-09-15

    Areva provides technological solutions for highly reliable nuclear power generation and electricity transmission and distribution. The group is the world leader in nuclear power and the only company to cover all industrial activities in this field. This Press release presents the first half 2006 financial results: the overall performance and the performance by division (front end, reactors and services, back end, transmission and distribution). (A.L.B.)

  13. Waste Estimates for a Future Recycling Plant in the US Based Upon AREVA Operating Experience - 13206

    Energy Technology Data Exchange (ETDEWEB)

    Foare, Genevieve; Meze, Florian [AREVA E and P, SGN - 1, rue des Herons, 78182 Montigny-le-Bretonneux (France); Bader, Sven; McGee, Don; Murray, Paul [AREVA Federal Services LLC, 7207 IBM Drive, Mail Code CLT- 1D, Charlotte NC 28262 (United States); Prud' homme, Pascal [AREVA NC SA - 1, place Jean Millier, 92084 Paris La Defense CEDEX (France)

    2013-07-01

    Estimates of process and secondary wastes produced by a recycling plant built in the U.S., which is composed of a used nuclear fuel (UNF) reprocessing facility and a mixed oxide (MOX) fuel fabrication facility, are performed as part of a U.S. Department of Energy (DOE) sponsored study [1]. In this study, a set of common inputs, assumptions, and constraints were identified to allow for comparison of these wastes between different industrial teams. AREVA produced a model of a reprocessing facility, an associated fuel fabrication facility, and waste treatment facilities to develop the results for this study. These facilities were divided into a number of discrete functional areas for which inlet and outlet flow streams were clearly identified to allow for an accurate determination of the radionuclide balance throughout the facility and the waste streams. AREVA relied primarily on its decades of experience and feedback from its La Hague (reprocessing) and MELOX (MOX fuel fabrication) commercial operating facilities in France to support this assessment. However, to perform these estimates for a U.S. facility with different regulatory requirements and to take advantage of some technological advancements, such as in the potential treatment of off-gases, some deviations from this experience were necessary. A summary of AREVA's approach and results for the recycling of 800 metric tonnes of initial heavy metal (MTIHM) of LWR UNF per year into MOX fuel under the assumptions and constraints identified for this DOE study are presented. (authors)

  14. Areva, Chalon/St-Marcel site, Environment, social and societal report for 2010-2011

    International Nuclear Information System (INIS)

    2012-08-01

    After a brief indication of Areva's activities and a map locating Areva's implantations, and the distribution of turnover and personnel in the different continents, a brief recall of safety commitments, and a presentation of the activity of the Reactors and Services Business Group (turnover, personnel, number of reactors in charge), this report briefly presents the different AREVA sites in Burgundy, and more precisely the Chalon/St-Marcel site which comprises a technical centre and a plant of production of heavy components. The activities of the technical centre concern welding technology, nuclear fusion, corrosion and chemistry, fluid and structure mechanics, and technologies related to the development of new energies and to the environment. Fields of intervention and clients are evoked. The activity of the plant of production of heavy components (vapor generators, pressurizers, vessels, etc.) and some characteristics of these components are presented. The environmental aspect is then addressed: evolution of resource consumption (gas, water, electricity, paper), and of releases (greenhouse gases, used waters, waste management). The social aspect comprises social relationships, health (involved actors, prevention, safety, evolution of labour accidents), ability and job management (training, career management, education). The societal commitments have been acknowledged by several labels related to social inclusion and local activities, support of sporting and cultural activities

  15. RIP studies at AREVA: R&D and applications for Niger and Canada projects

    International Nuclear Information System (INIS)

    Ling, Y.; Durupt, N.; Banton, N.

    2010-01-01

    Cominak in Niger owns a large stock of high grade fines which cumulated originally from underground mining discharge water. This ore is too fine to be treated with the current process because it readily blocks the cloths of the belt filters. Cominak plans to build a Resin-In-Pulp (RIP) plant. The RIP technology permits to recover U values without filtration. Some bench scale studies (at AREVA-SEPA) and two trial campaigns (on site) had been successfully conducted to implement the RIP process, which further allows, from economic point of view, a positive feasibility evaluation. As part of the Kiggavik Project managed by Areva Resources Canada (ARC), AREVA-SEPA is also being actively involved in developing a practical, cost-effective and environmentally sound process flowsheet. RIP technology has drawn significant attention due to the relatively low water consumption and capital cost. SEPA's experience with RIP technology together with the newer and better-performance resins makes this technology a viable choice. Three pilot campaigns have been accomplished at SEPA, which is believed to be of great help to reduce technical risk as well as capital risk in the decision making for Kiggavik project. (author)

  16. Responsible Development On Areva's Mining Activities - Report 2014

    International Nuclear Information System (INIS)

    2015-01-01

    Mining activities are the first link in the nuclear fuel cycle and in the integrated model of the Areva Group. Areva was one of the top producers worldwide in 2014, producing 8,959 metric tons of uranium. The group works to maintain resources and weighted reserves equivalent to 20 years of production at all times. Thanks to a presence spanning five continents, they ensure the long-term supply to customers of uranium for electricity production while maintaining a responsible attitude towards people and the environment. It has a diverse portfolio of both active mines (Canada, Kazakhstan and Niger) and mines under development (Africa). This document is Areva's Mining Activities responsible Development report for 2014. Content: profile (Overview, Keys events, Worldwide presence, Governance and Organization, Uranium market); CSR approach (Statement from the senior executive vice president, Risk management, Ethics and human rights, Voluntary initiatives, Materiality); Commitments (Health and radiation protection, Occupational safety, Environment and Biodiversity, Community involvement, Commitment to employees, After-mines, Innovation); Performance (Key indicators, Objectives of responsibility, Reporting parameters); Case Studies; Annexes (GRI Index)

  17. Responsible Development On Areva's Mining Activities. Report 2015

    International Nuclear Information System (INIS)

    2016-01-01

    Mining activities are the first link in the nuclear fuel cycle and in the integrated model of the Areva Group. Areva was one of the top producers worldwide in 2015, producing 11,002 metric tons of uranium. The group works to maintain resources and weighted reserves equivalent to 20 years of production at all times. Thanks to a presence spanning five continents, they ensure the long-term supply to customers of uranium for electricity production while maintaining a responsible attitude towards people and the environment. It has a diverse portfolio of both active mines (Canada, Kazakhstan and Niger) and mines under development (Africa). This document is Areva's Mining Activities responsible Development report for 2015. Content: profile (Overview, Keys events, Worldwide presence, Governance and Organization, Uranium market); CSR approach (Statement from the senior executive vice president, Risk management, Ethics and human rights, Voluntary initiatives, Materiality); Commitments (Health and radiation protection, Occupational safety, Environment and Biodiversity, Social involvement, Commitment to employees, Mining closure, Innovation); Performance (CSR objectives, Key indicators, Reporting parameters); Case Studies; Annexes (GRI Index)

  18. Status of safety at Areva group facilities. 2006 annual report; Etat de surete des installations nucleaires. Rapport annuel 2006

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2006-07-01

    This report presents a snapshot of nuclear safety and radiation protection conditions in the AREVA group's nuclear installations in France and abroad, as well as of radiation protection aspects in service activities, as identified over the course of the annual inspections and analyses program carried out by the General Inspectorate in 2006. This report is presented to the AREVA Supervisory Board, communicated to the labor representation bodies concerned, and made public. In light of the inspections, appraisals and coordination missions it has performed, the General Inspectorate considers that the nuclear safety level of the AREVA group's nuclear installations is satisfactory. It particularly noted positive changes on numerous sites and efforts in the field of continuous improvement that have helped to strengthen nuclear safety. This has been possible through the full involvement of management teams, an improvement effort initiated by upper management, actions to increase personnel awareness of nuclear safety culture, and supervisors' heightened presence around operators. However, the occurrence of certain events in facilities has led us to question the nuclear safety repercussions that the changes to activities or organization on some sites have had. In these times of change, drifts in nuclear safety culture have been identified. The General Inspectorate considers that a preliminary analysis of the human and organizational factors of these changes, sized to match the impact the change has on nuclear safety, should be made to ensure that a guaranteed level of nuclear safety is maintained (allowance for changes to references, availability of the necessary skills, resources of the operating and support structures, etc.). Preparations should also be made to monitor the changes and spot any telltale signs of drift in the application phase. Managers should be extra vigilant and the occurrence of any drift should be systematically dealt with ahead of

  19. Finance and marketing: birth of a profitable relationship.

    Science.gov (United States)

    Frommelt, J J; Scheuerman, J L; Fillmore, J H

    1987-12-01

    As competition increases, the finance and marketing departments must work together to increase market share and improve the bottom line. If financial managers understand the functions of the marketing department, they can create a mutually beneficial and profitable relationship.

  20. Creating Societal Benefits and Corporate Profits

    OpenAIRE

    Raisch, Sebastian; Probst, Gilbert; Gomez, Peter; Zimmermann, Alexander

    2014-01-01

    The odds of launching a new business that creates value for both the company and the public can be improved with good planning. An in-depth analysis of how four companies created for-profit initiatives that also have high societal value suggests that each followed a similar step-by-step process to achieve what the researchers call synergistic value creation. Those steps include establishing cross-business incubators and installing multi-perspective monitoring systems.

  1. Profit-driven drug testing.

    Science.gov (United States)

    Collen, Mark

    2012-01-01

    Random drug testing of people being treated for chronic pain has become more common. Physicians may drug test patients on opioid therapy as a result of concerns over prosecution, drug misuse, addiction, and overdose. However, profit motive has remained unexplored. This article suggests profits also drive physician drug-testing behavior and evidence is offered, including an exploration of Medicare reimbursement incentives and kickbacks for drug testing.

  2. Siemens IT solutions for power sector. PROFIT solutions

    International Nuclear Information System (INIS)

    Lunter, P.

    2004-01-01

    The cost reduction, flexibility and revenue increase, potential exploitation, productivity increase, and business opportunities exploitation - that is all what can be required in the races for the promonent positioning on the electricity power market. These requirements can be realized by the sophisticated IT solutions hand-tailored to the special requirements of the electric power producers and tradesmen. This approach makes it possible to achieve greater profit. Our solutions 'PROFIT Solutions', that are symbiosis of the most progressive information technologies and the power plant techniques of the company Siemens, satisfy submitted specifications in substantial measure. The system solutions 'PROFIT Solutions' comprise three solution groups: process, operation a business. The solutions of the group 'IT Process Solutions' increase flexibility and manoeuvrability of equipment, improve the efficiency and contribute to more economical operation of the power generation. Solutions 'IT Process Solutions' simplify and shorten the period of power cycles and conduce to higher labour productivity. Solutions group 'IT Process Solutions' approaches equipment to the market - supports the profit strategies, helps quickly and expertly to determine and predict hazards. The extension PROFIT Cockpit means the nuance to the solutions world 'PROFIT Solutions'. The survey about the whole installation is within reach at the simple touch of a button. It is possible to compile the total system part by part from single solutions 'PROFIT Solutions'. As a matter of fact all single parts can be interconnected with already existing solutions. Routines 'PROFIT Solutions' cooperate with all modern control systems. (author)

  3. Treatment of Fukushima contaminated waters TEPCO selected Areva and Veolia solution

    International Nuclear Information System (INIS)

    Seberac, Philippe; Paillard, Herve; Thierry, Jean-Marie; Bae, Ho-Il; Prevost, Thierry; Piot, Gregoire; Bertrand Ytournel

    2012-09-01

    The Actiflo-Rad TM system successfully contributed to treat the contaminated wastewaters from the damaged Fukushima Daiichi nuclear power plant. The decontamination system jointly designed by AREVA and Veolia Water treated about 77 500 m 3 of high activity wastewater (∼10 6 Bq/cm 3 ), combining radionuclides adsorbents developed by AREVA and the know-how of Veolia in water treatment for the settlement of the adsorbed radioactive elements, producing sludge with a weight concentration of 80 g/L. Both companies delivered the treatment facility quickly with an efficient joint organization - in a very complex environment. Assembled on Fukushima site - badly damaged by the tsunami following the earthquake of March 11 th - the system was designed, built and started in a record time of 2 month 1 / 2 , instead of several years in a classical nuclear engineering project. The Actiflo-Rad TM was a key equipment to achieve a stable situation of reactors, allowing treated water to be reused for core cooling. Commissioned with the on-site support of Veolia experts, the system reduced by 10 000 the Cs-activity of the wastewater even with significant salt content (seawater diluted twice) at a flow-rate slightly below the design value of 50 m 3 /hr. The implemented technologies are already used separately on AREVA sites (la Hague, fuel reprocessing plant) and for many water treatment projects by Veolia all over the world (Actiflo TM and Multiflo TM processes, using lamellar settling devices - in addition, the first one making use of micro-sand for a better floc quality). The complete treatment process selected by TEPCO features a physico-chemical treatment and water desalination, in five steps. After de-oiling, wastewater is primarily decontaminated through zeolite columns (Kurion process). This pre-decontaminated water is then treated on the AREVA-Veolia two stages system; at each stage, more than 30 minutes contact time with radionuclides adsorbents is needed, adsorbed

  4. La Hague Continuous Improvement Program: Enhancement of the Vitrification Throughput

    International Nuclear Information System (INIS)

    Petitjean, V.; De Vera, R.; Hollebecque, J.F.; Tronche, E.; Flament, T.; Pereira Mendes, F.; Prod'homme, A.

    2006-01-01

    The vitrification of high-level liquid waste produced from nuclear fuel reprocessing has been carried out industrially for over 25 years by AREVA/COGEMA, with two main objectives: containment of the long lived fission products and reduction of the final volume of waste. At the 'La Hague' plant, in the 'R7' and 'T7' facilities, vitrified waste is obtained by first evaporating and calcining the nitric acid feed solution-containing fission products in calciners. The product-named calcinate- is then fed together with glass frit into induction-heated metallic melters to produce the so-called R7/T7 glass, well known for its excellent containment properties. Both facilities are equipped with three processing lines. In the near future the increase of the fuel burn-up will influence the amount of fission product solutions to be processed at R7/T7. As a consequence, in order to prepare these changes, it is necessary to feed the calciner at higher flow-rates. Consistent and medium-term R and D programs led by CEA (French Atomic Energy Commission, the AREVA/COGEMA's R and D and R and T provider), AREVA/COGEMA (Industrial Operator) and AREVA/SGN (AREVA/COGEMA's Engineering), and associated to the industrial feed back of AREVA/COGEMA operations, have allowed continuous improvement of the process since 1998: - The efficiency and limitation of the equipment have been studied and solutions for technological improvements have been proposed whenever necessary, - The increase of the feeding flow-rate has been implemented on the improved CEA test rig (so called PEV, Evolutional Prototype of Vitrification) and adapted by AREVA/SGN for the La Hague plant using their modeling studies; the results obtained during this test confirmed the technological and industrial feasibility of the improvements achieved, - After all necessary improved equipments have been implemented in R7/T7 facilities, and a specific campaign has been performed on the R7 facility by AREVA/COGEMA. The flow-rate to the

  5. Will fewer tests improve healthcare or profits?

    Directory of Open Access Journals (Sweden)

    Robbins RA

    2012-04-01

    Full Text Available No abstract available. Article truncated at 150 words. Earlier this month, the American Board of Internal Medicine (ABIM Foundation, in partnership with Consumer Reports, announced an educational initiative called Choosing Wisely (1. Nine medical organizations were asked to name five things physicians and patients should question. The initiative lists specific, evidence-based recommendations physicians and patients should discuss to make wise decisions on their individual situation. The list of tests and procedures Choosing Wisely advises against include common procedures and treatments such as EKGs done routinely during a physical examination, routine MRI’s for back pain, antibiotics for mild sinusitis, and routine EKG and chest X-rays preoperatively. Some experts estimate that up to one-third of the $2 trillion of annual health care costs in the United States each year is spent on unnecessary hospitalizations and tests, unproven treatments, ineffective new drugs and medical devices, and futile care at the end of life (2. We at the Southwest Journal of Pulmonary …

  6. AREVA in Gabon. Inquiry report on the situation of workers of the COMUF, Gabonese subsidy of the AREVA-COGEMA group

    International Nuclear Information System (INIS)

    2007-01-01

    After a recall of the development of uranium mining activities by the COMUF Company which is now a subsidy company of the AREVA-COGEMA group, and a presentation of the inquiry, this document reports the inquiry performed in Gabon about the medical issue (with notably inadequate security measures) and about the environmental issue related to the site rehabilitation. It also reports the analysis of questionnaires sent to ex-workers in Gabon, as well as of testimonies obtained from expatriates who are suffering from health problems. The report discusses the possibilities to take legal actions for different reasons: unintentional injuries and homicide, endangering the life of others, or inexcusable error. In conclusion the report outlines that the risk was known, that there was no information about it, and that people were deliberately maintained in ignorance

  7. AREVA Adhesive Technology. A method to mitigate and/or prevent leaks in pools with stainless steel liners Georg Kramer AREVA GmbH IBOC-G

    International Nuclear Information System (INIS)

    Kraemer, G.

    2013-01-01

    Repair methods with conventional welding technique are not promising as a preventative measure mostly due to cost and time issues. With the provided repair method, the AREVA adhesive technology, it is possible to stop existing leaks and work as a prophylactic measure against future penetration from the concrete side of the pool. This technique can cover the failure mechanisms from weld failures over corrosion to mechanical stresses. Another advantage of the adhesive technology is the possibility of using remote-controlled underwater repair methods which are particularly beneficial in the repair of leaks in spent fuel pools. Extensive laboratory testing and longstanding successful experience in nuclear power plants have proved the suitability of the adhesive technology as active and proactive methods to minimize leakages in pools.

  8. Electronic Payments Profitability Extent Model

    Directory of Open Access Journals (Sweden)

    Rudolf Vohnout

    2016-12-01

    Full Text Available Cashless payments are recent phenomena, which even increased with the introduction of contactless means like NFC, PayPass or payWave. Such new methods speed-up the entire payment process and in comparison to cash transactions are much simpler and faster. But on the other hand the key question for merchant is if it is worth to have such device, which accept these new payment means or not to have the terminal at all. What is the amount of cash flow, which delimits the cash holdings to be still profitable? This paper tries to give answers to such question by presenting general profitability model, which will address defining the cash threshold amount. The aim is to show that cash holdings could be profitable up to certain amount, but after the threshold is met, cashless payment methods are fairly superior despite their additional costs.

  9. Fission profits of thorium: Distribution in charge and mass

    International Nuclear Information System (INIS)

    Guarnieri, A.A.

    1985-01-01

    It is presented the improvement of a semi-empiric model to describe behavior fo the 235 U + thermal neutrons system. The model is applied to fission of the 232 Th case reproducing the distribution of mass profits of fission products from the behavior of independent profits of fragments related the mass and charge, and the emission of prompt neutrons per fragment. (M.C.K.) [pt

  10. Meet the New For-Profit: The Low-Profit

    Science.gov (United States)

    Blumenstyk, Goldie

    2012-01-01

    "Doing well by doing good" is the business mantra of the for-profit-college industry. But one does not have to look far to find people who question the slogan's sincerity or the very legitimacy of that model. And that was even before reports of some companies' abusive student-recruiting practices and questionable educational standards fed a public…

  11. Hydro-Quebec is profitable

    International Nuclear Information System (INIS)

    Poirier, M.

    1997-01-01

    The pros and cons of the potential privatisation of Hydro-Quebec were discussed. A brief review of charges of less than competent management, low profitability and the corporation's recent administrative restructuring was presented. The general thrust of the argument was that Hydro-Quebec plays a crucial role in the economic development of Quebec, it can be made to be more profitable and that for the good of Quebec it should continue as a public corporation under the control of the provincial government

  12. Figures and information on nuclear safety and radiation protection on the Tricastin AREVA site

    International Nuclear Information System (INIS)

    2010-01-01

    This report presents and briefly comments figures concerning the environment (water consumption, greenhouse gas emissions, liquid releases in a canal, radioactive and hazardous industrial wastes), radiological impact and radiation protection (computed dose for a reference group, computed maximum dose for the reference group, radiological exposures of workers), nuclear safety (number of events, controls and audits), production (quantities of various materials) and transport (flows of radioactive products) for the whole Tricastin site for which only some general data are indicated, and more precisely the various installations and establishments it comprises: AREVA NC Pierrelatte, COMURHEX Pierrelatte, EURODIF Production, FBFC Pierrelatte, SET, SOCATRI

  13. Call for tender - Areva-Alstom: watershed in wind energy - Technological duel on the open sea

    International Nuclear Information System (INIS)

    Dupin, L.

    2012-01-01

    The author comments the answers to a call for tender made by the French government and concerning five offshore wind farm sites (Le Treport, Fecamp, Courseulles sur Mer, Saint-Brieuc and Saint-Nazaire). As they are present within the three consortiums, Areva and Alstom should provide the wind turbines. This would result in the construction by Alstom of two blade and mast factories and two turbine and pad factories. For both companies, this market of 500 to 600 turbines is an opportunity. Many jobs are at stake. They push themselves forward for their experience or their innovation capacity. But their wind turbines will be based on foreign (Spanish or German) technology

  14. AREVA solutions to licensing challenges in PWR and BWR reload and safety analysis

    Energy Technology Data Exchange (ETDEWEB)

    Curca-Tivig, Florin [AREVA GmbH, Erlangen (Germany)

    2016-05-15

    Regulatory requirements for reload and safety analyses are evolving: new safety criteria, request for enlarged qualification databases, statistical applications, uncertainty propagation.. In order to address these challenges and access more predictable licensing processes, AVERA is implementing consistent code and methodology suites for PWR and BWR core design and safety analysis, based on first principles modeling and extremely broad verification and validation data base. Thanks to the high computational power increase in the last decades methods' development and application now include new capabilities. An overview of the main AREVA codes and methods developments is given covering PWR and BWR applications in different licensing environments.

  15. Areva at September 30, 2016: Stable revenue in an unfavorable market environment

    International Nuclear Information System (INIS)

    Lachaux, Manuel; Jugean, Anne-Sophie

    2016-01-01

    At September 30, 2016, AREVA had 32.160 billion euros in backlog, up 10.9% in relation to December 31, 2015 (28.990 billion euros). This represents close to eight years of revenue. The backlog at September 30 does not include contracts for uranium supply, conversion services and enrichment services signed with EDF and NNB in connection with the Hinkley Point C project. Those contracts will be included in backlog upon signature of the Notice to Proceed. The order intake for the first nine months of the year totaled 7.2 billion euros, compared with 1.2 billion euros for the same period last year. Over the first nine months of 2016, AREVA generated consolidated revenue of 2.810 billion euros, which was stable in relation to the same period in 2015 (+1.1% like for like). Foreign exchange had a negative impact of 5 million euros over the period. Revenue for the third quarter of 2016 totaled 880 million euros, a decrease of 6.0% (-5.5% like for like) in comparison to the third quarter of 2015. Foreign exchange had a negative impact of 5 million euros over the period. The operations of AREVA NP (excluding the OL3 project), Nuclear Measurements, and Propulsion and Research Reactors meet the criteria of IFRS 5 for classification as 'operations held for sale and discontinued operations' at September 30, 2016. The backlog of the operations held for sale was 13.265 billion euros at September 30, 2016, compared with 13.693 billion euros at the end of 2015. It does not include the contracts for two nuclear steam supply systems and for the supply of fuel and of the operational instrumentation and control system related to Hinkley Point C, which will be recorded upon signature of the Notice to Proceed. Revenue from the operations held for sale and discontinued operations totaled 2.595 billion euros at September 30, 2016, a decrease of 10.1% compared with the same period in 2015. This change is essentially due to: - A drop in the activity of AREVA NP, with lower volumes

  16. Bank Relationship and Firm Profitability

    NARCIS (Netherlands)

    Degryse, H.A.; Ongena, S.

    2000-01-01

    This paper examines how bank relationships affect firm performance. An empirical implication of recent theoretical models is that firms maintaining multiple bank relationships are less profitable than their single-bank peers. We investigate this empirical implication using a data set containing

  17. Profit margins in Japanese retailing

    NARCIS (Netherlands)

    J.C.A. Potjes; A.R. Thurik (Roy)

    1993-01-01

    textabstractUsing a rich data source, we explain differences and developments in profit margins of medium-sized stores in Japan. We conclude that the protected environment enables the retailer to pass on all operating costs to the customers and to obtain a relatively high basic income. High service

  18. Introduction of the Profit Surface

    OpenAIRE

    Bell, Peter N

    2010-01-01

    The profit surface is a visualization technique for data computed from trading rules. I simulate price paths and operate the trading rules to compute cumulative returns for the rule under different specifications. The specifications are pairs of integers, filter lag lengths, so a contour plot is useful to display cumulative returns for more specifications than can be shown otherwise.

  19. AREVA revenue and data for the first nine months of 2008; AREVA informations et chiffre d'affaires relatifs aux neuf premiers mois de l'exercice 2008

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2008-07-01

    This public information sheet presents financing data of the group AREVA for the first nine months of 2008. It shows a high increase of the revenue (12,9%). The data are detailed for each activity sector, front end, reactors and services, back end, transmission and distribution. Consolidated revenue for the years 2007 are also provided. (A.L.B.)

  20. AREVA Modular Steam Cycle – High Temperature Gas-Cooled Reactor Development Progress

    International Nuclear Information System (INIS)

    Lommers, L.; Shahrokhi, F.; Southworth, F.; Mayer, J. III

    2014-01-01

    The AREVA Steam Cycle – High Temperature Gas-Cooled Reactor (SCHTGR) is a modular graphite-moderated gas-cooled reactor currently being developed to support a wide variety of applications including industrial process heat, high efficiency electricity generation, and cogeneration. It produces high temperature superheated steam which makes it a good match for many markets currently dependent on fossil fuels for process heat. Moreover, the intrinsic safety characteristics of the SC-HTGR make it uniquely qualified for collocation with large industrial process heat users which is necessary for serving these markets. The NGNP Industry Alliance has selected the AREVA SC-HTGR as the basis for future development work to support commercial HTGR deployment. This paper provides a concise description of the SC-HTGR concept, followed by a summary of recent development activities. Since this concept was introduced, ongoing design activities have focused primarily on confirming key system capabilities and the suitability for potential future markets. These evaluations continue to confirm the suitability of the SC-HTGR for a variety of potential applications that are currently dependent on fossil fuels. (author)

  1. AREVA advanced safety IC solutions and licensing experience for new nuclear builds and modernization projects - 15545

    International Nuclear Information System (INIS)

    Fourestie, B.; Pickelmann, J.; Richter, S.; Hilsenkopf, P.; Paris, P.

    2015-01-01

    Regulatory requirements for the Instrumentation and Control (IC) for Nuclear Power Plants have become significantly more stringent during the last 10 years in the areas of software development and qualification, traceability, diversity, or seismic requirements for instance, and with the introduction of new standards (such as the IEC 62566, or the IEC 62003). Based on a large and comprehensive experience gained from projects in several regulatory environments and different plant types (including non-OEM plants), AREVA has developed and adapted its processes and products to provide state-of-the-art IC solutions in full compliance with the regulatory demands and requirements in terms of robustness (independence, defense-in-depth, diversity and cyber-security). In this paper we present the safety IC platforms developed by AREVA. These platforms include TELEPERM XS as the computerized safety IC platform for class 1 system implementation, the Qualified Display System (QDS) for safety classified screen-based interface, and UNICORN as fully diverse analog safety IC platform for backup systems

  2. The nuclear renaissance and AREVA's reactor designs for the 21st century. EPR and SWR-1000

    International Nuclear Information System (INIS)

    Stosic, Z.V.

    2007-01-01

    Hydro and nuclear energy are the most environmentally benign way of producing electricity on a large scale. Nuclear generated electricity releases 38 times fewer greenhouse gases than coal, 27 times fewer than oil and 15 times fewer than natural gas [9]. On a global scale nuclear power annually saves about 10% of the global CO 2 emission. European nuclear power plants save amount of CO 2 emissions corresponding with the annual emission of CO 2 from all European passenger cars [16]. Also, that is approximately twice the total estimated quantity to be avoided in Europe under the Kyoto Protocol during the period 2008-2012. In respect to main drivers - such as concerns of the global warming effect, population growth, and future energy supply shortfall, low operating costs, reduced dependence on imported gas - it is clear that 30 new nuclear reactors currently being constructed in 11 countries and another 35 and more planed during next 10 years confirm the nuclear renaissance. Participation in the construction of 100 reactors out of 443 worldwide operated in January 2006 and supplying fuel to 148 of them AREVA helps meet the 21 st century's greatest challenges: making energy available to all, protecting the planet, and acting responsibly towards future generations. With EPR and SWR-1000, AREVA NP has developed advanced design concepts of Generation III+ nuclear reactors which fully meet the most stringent requirements in terms of nuclear safety, operational reliability and economic performance. (author)

  3. Atmospheric tritium concentrations under influence of AREVA NC La Hague reprocessing plant (France) and background levels.

    Science.gov (United States)

    Connan, O; Hébert, D; Solier, L; Maro, D; Pellerin, G; Voiseux, C; Lamotte, M; Laguionie, P

    2017-10-01

    In-air tritium measurements were conducted around the AREVA NC La Hague reprocessing plant, as well as on other sites that are not impacted by the nuclear industry in northwest of France. The results indicate that the dominant tritium form around the AREVA site is HT (86%). HT and HTO levels are lower than 5 and 1 Bq. m -3 for hourly samples taken in the plume. No tritiated organic molecules (TOM) were detected. 26 measurement campaigns were performed and links were established between near-field 85 Kr, HT and HTO activities. Environmental measurements are in line with those taken at the discharge stack, and tend to demonstrate that there are no rapid changes in the tritium forms released. Out of the influence of any nuclear activities, the levels measured were below 13 mBq.m -3 for HT and 5 mBq.m -3 for HTO (<0.5 Bq. L -1 ). HTO level in air seems to be influenced by HTO activities in surrounding seawater. Copyright © 2017 Elsevier Ltd. All rights reserved.

  4. A Decomposition of Hospital Profitability

    Directory of Open Access Journals (Sweden)

    Jason Turner

    2015-06-01

    Full Text Available Objectives: This paper evaluates the drivers of profitability for a large sample of U.S. hospitals. Following a methodology frequently used by financial analysts, we use a DuPont analysis as a framework to evaluate the quality of earnings. By decomposing returns on equity (ROE into profit margin, total asset turnover, and capital structure, the DuPont analysis reveals what drives overall profitability. Methods: Profit margin, the efficiency with which services are rendered (total asset turnover, and capital structure is calculated for 3,255 U.S. hospitals between 2007 and 2012 using data from the Centers for Medicare & Medicaid Services’ Healthcare Cost Report Information System (CMS Form 2552. The sample is then stratified by ownership, size, system affiliation, teaching status, critical access designation, and urban or non-urban location. Those hospital characteristics and interaction terms are then regressed (OLS against the ROE and the respective DuPont components. Sensitivity to regression methodology is also investigated using a seemingly unrelated regression. Results: When the sample is stratified by hospital characteristics, the results indicate investor-owned hospitals have higher profit margins, higher efficiency, and are substantially more leveraged. Hospitals in systems are found to have higher ROE, margins, and efficiency but are associated with less leverage. In addition, a number of important and significant interactions between teaching status, ownership, location, critical access designation, and inclusion in a system are documented. Many of the significant relationships, most notably not-for-profit ownership, lose significance or are predominately associated with one interaction effect when interaction terms are introduced as explanatory variables. Results are not sensitive to the alternative methodology. Conclusion: The results of the DuPont analysis suggest that although there appears to be convergence in the behavior of

  5. A Decomposition of Hospital Profitability

    Science.gov (United States)

    Broom, Kevin; Elliott, Michael; Lee, Jen-Fu

    2015-01-01

    Objectives: This paper evaluates the drivers of profitability for a large sample of U.S. hospitals. Following a methodology frequently used by financial analysts, we use a DuPont analysis as a framework to evaluate the quality of earnings. By decomposing returns on equity (ROE) into profit margin, total asset turnover, and capital structure, the DuPont analysis reveals what drives overall profitability. Methods: Profit margin, the efficiency with which services are rendered (total asset turnover), and capital structure is calculated for 3,255 U.S. hospitals between 2007 and 2012 using data from the Centers for Medicare & Medicaid Services’ Healthcare Cost Report Information System (CMS Form 2552). The sample is then stratified by ownership, size, system affiliation, teaching status, critical access designation, and urban or non-urban location. Those hospital characteristics and interaction terms are then regressed (OLS) against the ROE and the respective DuPont components. Sensitivity to regression methodology is also investigated using a seemingly unrelated regression. Results: When the sample is stratified by hospital characteristics, the results indicate investor-owned hospitals have higher profit margins, higher efficiency, and are substantially more leveraged. Hospitals in systems are found to have higher ROE, margins, and efficiency but are associated with less leverage. In addition, a number of important and significant interactions between teaching status, ownership, location, critical access designation, and inclusion in a system are documented. Many of the significant relationships, most notably not-for-profit ownership, lose significance or are predominately associated with one interaction effect when interaction terms are introduced as explanatory variables. Results are not sensitive to the alternative methodology. Conclusion: The results of the DuPont analysis suggest that although there appears to be convergence in the behavior of NFP and IO

  6. Converting MEMS technology into profits

    Science.gov (United States)

    Bryzek, Janusz

    1998-08-01

    This paper discusses issues related to transitioning a company from the advanced technology development phase (with a particular focus on MEMS) to a profitable business, with emphasis on start-up companies. It includes several case studies from (primarily) NovaSensor MEMS development history. These case studies illustrate strategic problems with which advanced MEMS technology developers have to be concerned. Conclusions from these case studies could be used as checkpoints for future MEMS developers to increase probability of profitable operations. The objective for this paper is to share the author's experience from multiple MEMS start-ups to accelerate development of the MEMS market by focusing state- of-the-art technologists on marketing issues.

  7. Is merging and acquisition profitable?

    International Nuclear Information System (INIS)

    Skjeret, Frode; Soergard, Lars

    2002-01-01

    This report deals with mergers and acquisitions in the electricity sector in Norway. The background is the fact that the profitability of these activities proves to be low. In buying, it is typically the selling shareholder who profits from the transaction, while the buying company does not really earn much. This result appears to be a robust result both in different countries, between sectors and independent of methodology. The report provides theoretical justification for merging and buying up and empirical evaluations of the effects of company integration. It is asserted that what can be learned in general from the literature may also occur in the European power sector. Furthermore, the report discusses the challenges faced by the companies if they want to expand through mergers and acquisitions

  8. Areva at September 30, 2013: Backlog of euro 42 bn Robust revenue growth to euro 6.847 bn: +4.7% vs. Sept. 2012 (+7.6% like for like) Strong organic growth (+9.9%) in the nuclear operations

    International Nuclear Information System (INIS)

    Duperray, Julien; Berezowskyj, Katherine; Grange, Aurelie; Rosso, Jerome; Thebault, Alexandre; Scorbiac, Marie de; Repaire, Philippine du

    2013-01-01

    After a remarkable first half and as anticipated, Areva's third quarter revenue was stable in the nuclear operations compared with the third quarter of 2012. Globally, Areva's nuclear operations generated organic growth of 10% in the first nine months of 2013. This performance demonstrates the strength of Areva's commercial positions in the installed base market, where the company continues to innovate while improving its competitiveness. The success of Areva's integrated offers and of its Safety Alliance and Forward Alliance programs are perfect examples of this. Moreover, agreements signed for the EDF project at Hinkley Point strengthen Areva's position in the new builds market and bolster the credibility of Areva's EPR TM offers to other customers. In the Renewable Energies BG, revenue is below Areva's Action 2016 plan outlook, mainly due to the current indecisiveness in the renewable markets. Based on Areva's performance over the past nine months, the company confirms its revenue outlook for its business as a whole in 2013. AREVA generated consolidated revenue of 6.847 billion euros in the first nine months of 2013, representing growth of 4.7% (+7.6% like for like) compared with the same period in 2012. Revenue growth was fueled by a 7.7% increase in recurring business (+11.0% like for like). Revenue from nuclear operations was 6.453 billion euros in the first nine months of 2013, compared with 6.035 billion euros in the first nine months of 2012, a 6.9% increase (+9.9% like for like). Revenue was led by growth in all nuclear Business Groups (BG): the Mining BG (+31.8% like for like), the Front End BG (+9.8% like for like), the Reactors and Services BG (+1.5% like for like) and the Back End BG (+10.3% like for like). Revenue fell 24.6% like for like in the renewable operations. Foreign exchange had a negative impact of 71 million euros during the period. The change in consolidation scope had a negative impact of 106 million euros. In the third quarter of 2013

  9. Energy efficiency: potentials and profits

    International Nuclear Information System (INIS)

    Sigaud, J.B.

    2011-01-01

    In this work, Jean-Marie Bouchereau (ADEME) has presented a review of the energy efficiency profits in France during the last 20 years and the prospects from now to 2020. Then, Geoffrey Woodward (TOTAL) and Sebastien Huchette (AXENS) have recalled the stakes involved in the energy efficiency of the upstream and downstream sectors respectively and presented examples of advances approaches illustrated by concrete cases of applications. (O.M.)

  10. Bank Share Prices and Profitability

    OpenAIRE

    Daniel Daugaard; Tom Valentine

    1993-01-01

    This paper considers the influence of economic conditions and financial markets on Australian bank share prices and profitability. It uses time series analysis to obtain an indication of the effectiveness of banks in managing their exposure to interest rates and exchange rates. The results give rise to some comments on the extent to which banks actively manage their exposure to financial and economic variables. The discussion of risk management activities necessarily raises the question of ho...

  11. The renovated Almaraz is profitable

    International Nuclear Information System (INIS)

    Vehkanen, S.; Vaelisuo, M.

    2001-01-01

    The Almaraz power plant is situated in the Province of Extremadura in southwestern Spain. In the plant there are two pressurised water reactors that are delivered by Westinghouse and commissioned in the beginning of 1980's. In mid 1990's major renovations were made by Siemens. The plant is very profitable, says plant manager Araluce. The richness of the living nature in the area surrounding the power plant was emphasized in the oral and written presentations. (author)

  12. Convening of the general meeting with a view to approving the capital increase for AREVA SA. Entry of strategic investors into the capital of NewCo

    International Nuclear Information System (INIS)

    Lachaux, Manuel; Jugean, Anne-Sophie

    2016-01-01

    General meeting of shareholders of AREVA SA convened for February 3, 2017 to approve AREVA SA capital increase for an amount of 2 billion euros, subject to the approval of the European Commission; Receipt of offers from strategic investors with a view to them taking up a stake in the capital of NewCo, alongside the French State; Conditions and schedule for the completion of the capital increases to be defined subsequent to the approval of the European Commission; Signature of definitive agreements for the sale of AREVA TA. (authors)

  13. Information report of AREVA Tricastin site - 2015 Edition. This report is written in compliance with article L. 125-15 of the French environment code

    International Nuclear Information System (INIS)

    2016-01-01

    Published in compliance with the French code of the environment, this report presents, first, the AREVA Tricastin site with its facilities (AREVA NC, EURODIF Production, SET, SOCATRI and AREVA NP Pierrelatte) and activities in the domain of uranium conversion and enrichment. Then, it takes stock of the dispositions implemented for the limitation and prevention of risks and summarizes the events declared in 2015. Next, it presents the management of the site effluents and wastes and the environmental monitoring. Finally, the actions of public information are presented. The recommendations of the Health and safety Committee are included in appendix

  14. La maximisation du taux de profit

    OpenAIRE

    De Mesnard, Louis

    1991-01-01

    On the traditional micro-economic theory, firms are supposed to maximise pure profit. We study what happened when we take into consideration shareholders and the financial profit remunerating the financial capital. We show that it is necessary to surrender the financial profit maximisation to use the rate of financial profit maximisation. The cases of concurrence with fix coefficient of capital, monopoly with fix coefficient of capital, monopoly with variable coefficient of capital are studie...

  15. Profitability of wood harvesting enterprises

    Energy Technology Data Exchange (ETDEWEB)

    Penttinen, M. email: markku.penttinen@metla.fi; Mikkola, J. email: jarmo.mikkola@metla.fi; Rummukainen, A. email: arto.rummukainen@metla.fi

    2009-07-01

    The forest machine business is about 50 years old. The rapid technical development of machinery increased productivity up to the end of last century. In 2007, the total value of round and energy wood harvesting and silvicultural work operated by forest machine enterprises exceeded 570 mill. euro. According to the materials of the Vehicle Administration Finland and Statistics Finland there are about 1 600 active harvesting enterprises in the personal and business taxation system. Beside this, there are according to the Ministry of Agriculture and Forestry about 1 300 farmers who do harvesting as side business. About 1 000 enterprises working in June 2007 were studied with their retrospective economic analyses from 2001. The data includes all enterprises that had supplied closing of the accounts data. One-machine entrepreneurs represent more than a third of the number of enterprises, but only 13 percent of the turnover. Enterprises with seven or more machines represent less than ten percent of the number, but over twenty percent of the turnover. Enterprises are largest in eastern and northern Finland, where the average number of machines per enterprise exceeds three. Small enterprises are mostly singleowner business enterprises with a median turnover of 125 000 euros per annum. Partnerships and limited enterprises have double the median turnover of single-owner businesss. Limited companies turn over a median of 450 000 euro/y, representing 67 percent of total turnover. Median net profit varied between 6 and 10 percent of turnover in 2001-2007, but only between 2 and 4 percent where the wage adjustment is deducted from the profit. The wage adjustment is estimated as if the owners of single-owner businesses earn an operator's salary. Profit was highest in 2002 and lowest 2006. In the smallest enterprise class with a turnover of less than 75 000 euro/y, profit was lowest and negative in 2006 and 2007. The variation in profits between enterprises was also biggest in

  16. 78 FR 11164 - Policy on Contractor Profits

    Science.gov (United States)

    2013-02-15

    ... DEPARTMENT OF DEFENSE Defense Acquisition Regulations System Policy on Contractor Profits AGENCY... Authorization Act for Fiscal Year 2013. Section 804, Department of Defense Policy on Contractor Profits... modifications to such guidelines that are necessary to ensure an appropriate link between contractor profit and...

  17. Updated mortality follow-up among French AREVA NC workers: 1977-2004

    International Nuclear Information System (INIS)

    Metz-Flamant, C.; Rogel, A.; Samson, E.; Laurier, D.; Tirmarche, M.; Caer, S.; Quesne, B.; Acker, A.

    2008-01-01

    Full text: Introduction: This study has been established in order to evaluate the mortality of nuclear workers employed at the French company specialized in nuclear fuel cycle (AREVA NC ex COGEMA) and exposed to low level of ionizing radiation. The follow-up of the cohort has been extended recently. We present here a new analysis of the mortality based on an extended follow-up of the cohort by 10 years. Methods: Administrative data, vital status and causes of death were reconstructed for each worker. Standardized Mortality ratios (SMR) were computed using national mortality rates as external reference adjusted for sex, age and calendar year. Trend tests were computed to assess the association between different causes of death and radiation exposure considering adjustment on socioeconomic status (SES). Results: 93% of the 9,285 workers were male workers. They were followed for an average of 22 years, with a total number of person-years of 206,603. The % of subjects lost to follow-up was less than 1%. 1,052 deaths occurred during the total follow-up period. 98% of the causes of death were identified. Mean age at end of follow-up was 56 years. As excepted, a strong deficit was observed for all causes of death (SMR=0.64; 90% confidence interval CI : 0.60-0.67) and all cancer mortality (SMR=0.77; 90% confidence interval CI : 0.71-0.83). No significant excess was found for any of the considered causes of death. The all-causes and all cancers SMRs increased significantly with cumulative dose, but after adjusting on SES, these positive trends were no longer statistically significant. Among the 30 causes of deaths studied, significant trends were observed for colon, liver cancer and for non-cancer respiratory diseases. Conclusion: AREVA NC workers exposed to ionizing radiation have a lower mortality than the French national population, partly due to the Healthy Worker Effect. It is important to adjust on SES in the dose-effect relationship analysis. Although follow-up has

  18. Potential Applications for Nuclear Energy besides Electricity Generation: AREVA Global Perspective of HTR Potential Market

    International Nuclear Information System (INIS)

    Soutworth, Finis; Gauthier, Jean-Claude; Lecomte, Michel; Carre, Franck

    2007-01-01

    Energy supply is increasingly showing up as a major issue for electricity supply, transportation, settlement, and process heat industrial supply including hydrogen production. Nuclear power is part of the solution. For electricity supply, as exemplified in Finland and France, the EPR brings an immediate answer; HTR could bring another solution in some specific cases. For other supply, mostly heat, the HTR brings a solution inaccessible to conventional nuclear power plants for very high or even high temperature. As fossil fuels costs increase and efforts to avoid generation of Greenhouse gases are implemented, a market for nuclear generated process heat will develop. Following active developments in the 80's, HTR have been put on the back burner up to 5 years ago. Light water reactors are widely dominating the nuclear production field today. However, interest in the HTR technology was renewed in the past few years. Several commercial projects are actively promoted, most of them aiming at electricity production. ANTARES is today AREVA's response to the cogeneration market. It distinguishes itself from other concepts with its indirect cycle design powering a combined cycle power plant. Several reasons support this design choice, one of the most important of which is the design flexibility to adapt readily to combined heat and power applications. From the start, AREVA made the choice of such flexibility with the belief that the HTR market is not so much in competition with LWR in the sole electricity market but in the specific added value market of cogeneration and process heat. In view of the volatility of the costs of fossil fuels, AREVA's choice brings to the large industrial heat applications the fuel cost predictability of nuclear fuel with the efficiency of a high temperature heat source free of greenhouse gases emissions. The ANTARES module produces 600 MWth which can be split into the required process heat, the remaining power drives an adapted prorated

  19. Patient experience and hospital profitability: Is there a link?

    Science.gov (United States)

    Richter, Jason P; Muhlestein, David B

    Patient experience has had a direct financial impact on hospitals since value-based purchasing was instituted by the Centers for Medicare & Medicaid Services in 2013 as a method to reward or punish hospitals based on performance on various measures, including patient experience. Although other industries have shown an indirect impact of customer experience on overall profitability, that link has not been well established in the health care industry. Return-to-provider rate and perceptions of health quality have been associated with profitability in the health care industry. Our aims were to assess whether, independent of a direct financial impact, a more positive patient experience is associated with increased profitability and whether a more negative patient experience is associated with decreased profitability. We used a sample of 19,792 observations from 3767 hospitals over the 6-year period 2007-2012. The data were sourced from Centers for Medicare & Medicaid Services and Hospital Consumer Assessment of Healthcare Providers and Systems. Using generalized estimating equations to account for repeated measures, we fit four separate models for three dependent variables: net patient revenue, net income, and operating margin. Each model included one of the following independent variables of interest: percentage of patients who definitely recommend the hospital, percentage of patients who definitely would not recommend the hospital, percentage of patients who rated the hospital 9 or 10, and percentage of patients who rated the hospital 6 or lower. We identified that a positive patient experience is associated with increased profitability and a negative patient experience is even more strongly associated with decreased profitability. Management should have greater justification for incurring costs associated with bolstering patient experience programs. Improvements in training, technology, and staffing can be justified as a way to improve not only quality but now

  20. Profit through predictability: The MRF difference at optimax

    Science.gov (United States)

    Light, Brandon

    2007-05-01

    In the manufacturing business, there is one product that matters, money. Whether making shoelaces or aircraft carriers a business that doesn't also make a profit doesn't stay around long. Being able to predict operational expenses is critical to determining a product's sale price. Priced too high a product won't sell, too low profit goes away. In the business of precision optics manufacturing, predictability has been often impossible or had large error bars. Manufacturing unpredictability made setting price a challenge. What if predictability could improve by changing the polishing process? Would a predictable, deterministic process lead to profit? Optimax Systems has experienced exactly that. Incorporating Magnetorheological Finishing (MRF) into its finishing process, Optimax saw parts categorized financially as "high risk" become a routine product of higher quality, delivered on time and within budget. Using actual production figures, this presentation will show how much incorporating MRF reduced costs, improved output and increased quality all at the same time.

  1. Mapping the Profit Motive: The Distinct Geography and Demography of For-Profit Charter Schools

    Science.gov (United States)

    Robertson, W. Brett

    2015-01-01

    For-profit charter schools represent a controversial new market-based education reform (Garcia, Barber, & Molnar, 2009; Conn, 2002). This essay explores how schools operated by for-profit corporations differ from those operated by non-profit organizations. Specifically, do for-profit charter schools locate in demographically distinct areas and…

  2. Measuring Customer Profitability in Complex Environments

    DEFF Research Database (Denmark)

    Holm, Morten; Kumar, V.; Rohde, Carsten

    2012-01-01

    Customer profitability measurement is an important element in customer relationship management and a lever for enhanced marketing accountability. Two distinct measurement approaches have emerged in the marketing literature: Customer Lifetime Value (CLV) and Customer Profitability Analysis (CPA...... propositions. Additionally, the framework provides design and implementation guidance for managers seeking to implement customer profitability measurement models for resource allocation purposes....... that the degree of sophistication deployed when implementing customer profitability measurement models is determined by the type of complexity encountered in firms’ customer environments. This gives rise to a contingency framework for customer profitability measurement model selection and five research...

  3. How to make microenterprise profitable

    OpenAIRE

    Maksimenko, Pavel; Hokkanen, Hannu

    2009-01-01

    The idea of the thesis is to give a good insight on how to make a microenterprise profitable from marketing and networking points of view and explain the basic steps that are needed to be taken when establishing a company. We took the company Maks Investment & Consulting Group Oy (MIC Group), which is approximately one year old consulting firm, as a case study. The company was studied very carefully from the very beginning of its operations. Business plan of MIC Group was also studied in orde...

  4. The relationship of CSR and the business profit: can the most responsible companies be more profitable?

    Directory of Open Access Journals (Sweden)

    Antonio Miguel Gil Salmerón

    2016-10-01

    Full Text Available Persistent financial crisis and the cases of corruption afflicting Spain have broken the trust of society that forcefully demands an ethical, responsible and sustainable management of organizations, which are not immune to environmental problems. The effects of globalization, the introduction of tecnoestructura as a management model, technological and socio-economic changes have reshaped the cultural, management and ownership system of the current company, the company nowadays is transferred the responsibility to combine growth and competitiveness with social development and environmental improvement. This reconfiguration of business management model is implemented with the introduction of Corporate Social Responsibility (CSR in the strategic plans of the companies with the purpose of achieving a competitive advantage. The question is: can the most responsible companies be more profitable? The introduction of CSR in the organizational culture of the companies involved as a vector, accelerates the profitability of the companies that apply it: the higher level of CSR used, the more profitable the companies are. These conclusions are determined from a linear regression analysis comparing the ROA –return on assets– to CSR levels in a hundred companies with higher levels of sustainability that operate in Spain, according to a survey published in 2014 by the Monitor business Corporate Reputation (Merco

  5. Bioeconomic evaluation of sow longevity and profitability.

    Science.gov (United States)

    Rodriguez-Zas, S L; Southey, B R; Knox, R V; Connor, J F; Lowe, J F; Roskamp, B J

    2003-12-01

    Sow production indicators, including litter size, litter weight, and the length of time that sows remained in the herd (sow longevity), were used to characterize sow performance and profitability. Sow longevity and production records from 148,568 sows in 32 commercial herds from Central Illinois from January 1995 to May 2001 were analyzed using survival and repeatability models, respectively. The factors studied included sow genetics (32 genetic lines), with eight major lines present in multiple herds, and the combination of herd and year of entry in the herd. The largest difference in longevity between the major genetic lines was approximately one parity. There were differences (P present value per sow (present value of future cash flows and the present value of the sow) was used to evaluate the effect of sow longevity and production traits on economic returns. Assuming a zero discount rate per parity, genetic lines with longer herd life resulted in greater profit than genetic lines with shorter herd life. This difference was reduced with increasing discount rates and was reversed with high discount rates and low net income per litter. These results suggest that the magnitude of the economic improvement attained through the use of sow genetic lines with longer longevity depends on the economic context under which the evaluation is made.

  6. The French approach through the SMR consortium (CEA, EDF, AREVA, DCNS)

    International Nuclear Information System (INIS)

    Chenais, J.; Diet, A.; Grondin, Y.; Perrier, S.

    2014-01-01

    The SMR (Small Modular Reactor) is a new range of nuclear reactors characterized by a low output power (less than 300 MWe) and a standardized modular factory-based construction. Moderate capital costs make this type of reactor very attractive for medium-size power utilities or small countries. A consortium made around the CEA and its industrial partners (EDF, AREVA and DCNS) has performed economic and technical feasibility studies. It appears that the competitiveness of SMR require power production costs around 100 euros/MWh and that SMR will be based on PWR technology with a power output of 150 MWe per unit. 2 types of SMR are proposed: a terrestrial unit and an immersed unit. The concept of the immersed SMR, called Flexblue, is based on an unlimited access to a cold sink (the ocean) and a complete modularity. In both types the standard of safety appears to be high. (A.C.)

  7. Information report on nuclear safety and radiation protection of La Hague AREVA site. Issue 2014

    International Nuclear Information System (INIS)

    2013-01-01

    Published in compliance with the French code of the environment, this report first presents the Areva's La Hague site which comprises several basic nuclear installations (INB), is dedicated to several activities related to the nuclear fuel cycle, is submitted to a constraining legal and regulatory framework, and implements a policy for a sustainable development and continuous progress. The document describes the various measures regarding nuclear safety and radiation protection, reports nuclear events which are classified according to the INES scale and occurred and had to be declared in 2014, describes the management of effluents by the different installations present on this site and the control of the environment. It addresses the waste management and the management of other impacts. It gives an overview of actions undertaken regarding information and transparency. Recommendations of the CHSCT are reported

  8. Information report on nuclear safety and radiation protection of La Hague AREVA site. Issue 2013

    International Nuclear Information System (INIS)

    2014-01-01

    Published in compliance with the French code of the environment, this report first presents the Areva's La Hague site which comprises several basic nuclear installations (INB), is dedicated to several activities related to the nuclear fuel cycle, is submitted to a constraining legal and regulatory framework, and implements a policy for a sustainable development and continuous progress. The document describes the various measures regarding nuclear safety and radiation protection, reports nuclear events which are classified according to the INES scale and occurred and had to be declared in 2013, describes the management of effluents by the different installations present on this site and the control of the environment. It addresses the waste management and the management of other impacts. It gives an overview of actions undertaken regarding information and transparency. Recommendations of the CHSCT are reported

  9. Information report on nuclear safety and radiation protection of the La Hague AREVA site- Issue 2012

    International Nuclear Information System (INIS)

    2013-06-01

    Published in compliance with the French code of the environment, this report first presents the Areva's La Hague site which comprises several basis nuclear installations (INB), is dedicated to several activities related to the nuclear fuel cycle, is submitted to a constraining legal and regulatory framework, and implements a policy for a sustainable development and continuous progress. The document describes the various measures regarding nuclear safety and radiation protection, reports nuclear events which are classified according to the INES scale and occurred and had to be declared in 2012, describes the management of effluents by the different installations present on this site and the control of the environment. It addresses the waste management and the management of other impacts. It gives an overview of actions undertaken regarding information and transparency. Recommendations of the CHSCT are reported

  10. Information report on nuclear safety and radiation protection of the Tricastin AREVA site - Issue 2012

    International Nuclear Information System (INIS)

    2013-06-01

    Published in compliance with the French code of the environment, this report first presents different aspects of the Areva's Tricastin site which comprises five basic nuclear installations or INBs, and seven ICPE (installation classified for the protection of the environment). The activities are dedicated to uranium conversion, uranium enrichment, uranium chemistry, industrial services, and fuel manufacturing. The report presents this important industrial site, describes the various measures regarding nuclear safety and radiation protection, reports nuclear events which occurred on this site and had to be declared, reports the management of releases by this site and the control of the environment. The next part addresses the management of the various wastes produced by the different installations present on this site. The management of other impacts is also reported. The last chapter reviews the actions undertaken in the field of transparency and information

  11. Burn-up credit applications for UO2 and MOX fuel assemblies in AREVA/COGEMA

    International Nuclear Information System (INIS)

    Toubon, H.; Riffard, C.; Batifol, M.; Pelletier, S.

    2003-01-01

    For the last seven years, AREVA/COGEMA has been implementing the second phase of its burn-up credit program (the incorporation of fission products). Since the early nineties, major actinides have been taken into account in criticality analyses first for reprocessing applications, then for transport and storage of fuel assemblies Next year (2004) COGEMA will take into account the six main fission products (Rh103, Cs133, Nd143, Sm149, Sm152 and Gd155) that make up 50% of the anti-reactivity of all fission products. The experimental program will soon be finished. The new burn-up credit methodology is in progress. After a brief overview of BUC R and D program and COGEMA's application of the BUC, this paper will focus on the new burn-up measurement for UO2 and MOX fuel assemblies. It details the measurement instrumentation and the measurement experiments on MOX fuels performed at La Hague in January 2003. (author)

  12. Areva fatigue concept. Fast fatigue evaluation, a new method for fatigue analysis

    International Nuclear Information System (INIS)

    Heinz, Benedikt; Bergholz, Steffen; Rudolph, Juergen

    2011-01-01

    Within the discussions on the long term operation (LTO) of nuclear power plants the ageing management is on the focus of that analysis. The knowledge of the operational thermal cyclic load data on components of the power plants and their evaluation in the fatigue analysis is a central concern. The changes in fatigue requirements (e.g. the consideration of environmentally assisted fatigue - EAF) recently discussed and LTO efforts are a strong motivation for the identification of margins in the existing fatigue analysis approaches. These margins should be considered within new approaches in order to obtain realistic (or more accurate) analysis results. Of course, these new analysis approaches have to be manageable and efficient. The Areva Fatigue Concept (AFC) offers the comprehensive conceptual basis for the consideration of fatigue on different levels and depths. The combination of data logging and automated fatigue evaluation are important modules of the AFC. Besides the established simplified stress based fatigue estimation Areva develops a further automated fatigue analysis method called Fast Fatigue Evaluation (FFE). This method comprises highly automated stress analyses at the fatigue relevant locations of the component. Hence, a component specific course of stress as a function of time is determined based on FAMOS or similar temperature measurement systems. The subsequent application of the rain flow cycle counting algorithm allows for the determination of the usage factor following the rules of the design code requirements. The new FFE approach constitutes a cycle counting method based on the real stresses in the component, and determined as result a rule-conformity cumulative usage factor. (orig.)

  13. The importance of working capital management for hospital profitability: evidence from bond-issuing, not-for-profit U.S. hospitals.

    Science.gov (United States)

    Rauscher, Simone; Wheeler, John R C

    2012-01-01

    Increased financial pressures on hospitals have elevated the importance of working capital management, that is, the management of current assets and current liabilities, for hospitals' profitability. Efficient working capital management allows hospitals to reduce their holdings of current assets, such as inventory and accounts receivable, which earn no interest income and require financing with short-term debt. The resulting cash inflows can be reinvested in interest-bearing financial instruments or used to reduce short-term borrowing, thus improving the profitability of the organization. This study examines the relationship between hospitals' profitability and their performance at managing two components of working capital: accounts receivable, measured in terms of hospitals' average collection periods, and accounts payable, measured in terms of hospitals' average payment periods. Panel data derived from audited financial statements for 1,397 bond-issuing, not-for-profit U.S. hospitals for 2000-2007 were analyzed using hospital-level fixed-effects regression analysis. The results show a negative relationship between hospitals' average collection period and profitability. That is, hospitals that collected on their patient revenue faster reported higher profit margins than did hospitals that have larger balances of accounts receivable outstanding. We also found a negative relationship between hospitals' average payment period and their profitability. Hospital managers did not appear to delay paying their vendors. Rather, the findings indicated that more profitable hospitals paid their suppliers faster, possibly to avoid high effective interest rates on outstanding accounts payable, whereas less profitable hospitals waited longer to pay their bills. The findings of this study suggest that working capital management indeed matters for hospitals' profitability. Efforts aimed at reducing large balances in both accounts receivable and accounts payable may frequently be

  14. Taxes, bankruptcy costs, and capital structure in for-profit and not-for-profit hospitals.

    Science.gov (United States)

    Huang, Sean S; Yang, Jie; Carroll, Nathan

    2018-02-01

    About 60% of the US hospitals are not-for-profit and it is not clear how traditional theories of capital structure should be adapted to understand the borrowing behavior of not-for-profit hospitals. This paper identifies important determinants of capital structure taken from theories describing for-profit firms as well as prior literature on not-for-profit hospitals. We examine the differential effects these factors have on the capital structure of for-profit and not-for-profit hospitals. Specifically, we use a difference-in-differences regression framework to study how differences in leverage between for-profit and not-for-profit hospitals change in response to key explanatory variables (i.e. tax rates and bankruptcy costs). The sample in this study includes most US short-term general acute hospitals from 2000 to 2012. We find that personal and corporate income taxes and bankruptcy costs have significant and distinct effects on the capital structure of for-profit and not-for-profit hospitals. Specifically, relative to not-for-profit hospitals: (1) higher corporate income tax encourages for-profit hospitals to increase their debt usage; (2) higher personal income tax discourages for-profit hospitals to use debt; and (3) higher expected bankruptcy costs lead for-profit hospitals to use less debt. Over the past decade, the capital structure of for-profit hospitals has been more flexible as compared to that of not-for-profit hospitals. This may suggest that not-for-profit hospitals are more constrained by external financing resources. Particularly, our analysis suggests that not-for-profit hospitals operating in states with high corporate taxes but low personal income taxes may face particular challenges of borrowing funds relative to their for-profit competitors.

  15. Ranch profitability given increased precipitation variability and flexible stocking

    Science.gov (United States)

    Forage and cattle performance relationships with spring precipitation, combined with cattle market price variability, were incorporated into a ranch level model to determine if addition of a yearling enterprise to the base cow-calf herd would improve profitability with increasing (25% and 50% greate...

  16. Fertilizer micro-dosing: a profitable innovation for Sahelian women ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    2016-06-06

    Jun 6, 2016 ... The localized application of small quantities of fertilizer (micro-dosing), combined with improved planting pits for rainwater harvesting, has generated greater profits and food security for women farmers in the Sahel. Women have taken to the new methods developed by West African and Canadian ...

  17. Short Term Effect of Consolidation on Profitability of Nigerian Banks ...

    African Journals Online (AJOL)

    Three of the banks however stood out. The change (an increase) in the EPS of two of them is significant while the change (a decrease) in the third one is also significant not only at 5% but at 1%. The findings here confirm the existing controversy on whether or not mergers or acquisitions lead to improved profitability. What is ...

  18. Analysis of profitability and cost determinants of smallholder oil palm ...

    African Journals Online (AJOL)

    Oil palm processing is a source of livelihood to many people. The study analyzed cost determinants and profitability of smallholders' oil palm processors using traditional and improved processing technologies. A multistage sampling technique was used to select respondents. Data were collected through questionnaire; ...

  19. AREVA Technical Days (ATD) session 3: operations of the reactors and services division, technical and economic aspects; AREVA Technical Days (ATD) session 3: les activites du pole reacteurs et services, aspects techniques et economiques

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2003-07-01

    These technical days organized by the Areva Group aims to explain the group activities in a technological and economic point of view, to provide an outlook of worldwide energy trends and challenges and to present each of their businesses in a synthetic manner. This third session deals with the reactors technologies basics, the EPR and SWR 1000 issues and outlook, the nuclear systems of the future, the business opportunities and business models. (A.L.B.)

  20. Charity care: do not-for-profits influence for-profits?

    Science.gov (United States)

    Clement, Jan P; White, Kenneth R; Valdmanis, Vivian

    2002-03-01

    This study further examines whether not-for-profit hospitals exert pressure on for-profit hospitals to provide charity care and whether for-profit hospitals react differently than not-for-profit hospitals to managed care pressures and hospital competition in providing charity care. A two equation model is estimated using 1996 data from California hospitals. The results indicate that in mixed ownership markets, for-profit hospitals provide significantly less charity care as not-for-profit hospitals in the market provide more. Unexpectedly, study for-profit hospitals were not more influenced by price competition than other hospitals with respect to charity care. Having a unique role in providing charity care may justify continuing tax exemption for not-for-profit hospitals and enhance interest in payment and other policies with regard to conversions to ensure that not-for-profit hospitals continue to be represented in market areas.

  1. Industrial management- control and profit a technical approach

    CERN Document Server

    Halevi, Gideon

    2014-01-01

    This volume presents controlling tools for management in order to be in a position to communicate with control engineers concerning technological decisions. The main objective of manufacturing management is to make profit. However, in traditional manufacturing systems none of the separate stages in the process support this objective. Management is not expert in any of these stages, and therefore is dependent on specific experts at each stage and must follow their decisions. Each stage has its own first priority which is not profit and cost. This means that management does not have real control over these functional stages, nor over the process as a whole. This book presents controlling tools for management in order to allow them to communicate better with the experts of the particular manufacturing stages to reach better results and higher profits. It is shown that most enterprises can improve their efficiency rate by between 25 and 60% by using the tools developed here.

  2. Profitable tail-end production

    Energy Technology Data Exchange (ETDEWEB)

    Pinchbeck, R.H.

    1997-12-31

    This presentation discusses the origins of the present challenge faced in making mature oil fields profitable in the North Sea. It briefly examines the origins of these challenges, which are rooted in the industrial psychology of the North Sea. It develops a methodological formula for the successful re-engineering of inefficiently-run assets, focusing in particular on the personnel management aspects. It identifies some key areas to seek sustainable cost reductions and recognises the importance of renewing the context for investment in tail-end fields. Finally, it speculates about the way in which the learnings developed in the experiences of the last few years will influence the future of the North Sea. 2 refs.

  3. Introduction: Translating Potential into Profits

    DEFF Research Database (Denmark)

    Lubinski, Christina; Kipping, Matthias

    2015-01-01

    potential into profits.’ The history of multinational enterprises (MNEs) knows many examples of economies with these characteristics similar to modern understandings of ‘emerging markets.’ This special issue analyzes foreign multinationals in emerging markets from a historical perspective. It seeks...... to understand changes and continuities in the opportunities and challenges less developed markets presented for MNEs, and in the various ways in which their managers responded to these. Rather than relying on the ‘emerging market’ label, we ask (1) why managers perceived certain markets as ‘emerging’ and which...... expectations they had when investing in these markets, (2) which challenges they faced there, and (3) how they subsequently addressed them. By tracing and comparing these investments and their consequences over time (and space), we hope to shed more light on managerial decisions and understand to what extent...

  4. Photovoltaic is always more profitable

    International Nuclear Information System (INIS)

    Signoret, Stephane

    2016-01-01

    While indicating 31 recommendations made by the ADEME for the development of photovoltaic production, this article outlines a result published in the same report: the cost of solar photovoltaic production keeps on decreasing, and therefore, profitabilities without subsidy might appear before the 2020's in France. The cost of ground-based photovoltaic plant has indeed been decreasing from 6 to 1.5 euro per Watt in less than 10 years, with some regional variations. The connection cost could also be reduced by nearly 30 per cent for individual installations. New business models could then be implemented for a development without subsidy. The new thermal regulation could also have an influence on the development of solar production. These trends can be noticed in the world as well

  5. Profitable use of bio fuels

    Energy Technology Data Exchange (ETDEWEB)

    Ekelund, Mats [Strateco Develoment AB, Vega (Sweden)], e-mail: mats.e@strateco.se

    2012-11-01

    Traditionally, the transportation industry has been opposed to any new legislation and when rather stringent emission legislation occurred, they objected just as they did when new fuels came on the agenda. On very short notice, Taxi Stockholm lost 20 % of their business when the County decided to award all public transportation contracts to a competitor. It was time to change plans instead of complaining and to take advantage of new opportunities - 'The first mover advantage'. Making the use of bio fuels into a profitable business takes a change of a standard 'business model' to do and there is still much room others to do the same. With a new CEO, an active marketing department and active individuals among the Board of Directors, Taxi Stockholm massaged a strategy where more business and private customers would be attracted by justifying the green leaf on every cab. All initiatives were publically announced and Taxi Stockholm broke new ice by putting a ban on spike tires - a decision which the vice Mayor made part of her ruling for the whole city. The Ban on gasoline and diesel cars were announced and such a statement attracted business from a loyalty point of view and from companies that had a 'Green Transport Policy' to live up to. Taxi Stockholm has seen growth and profitability grow since and credit the green policy on bio fuels such as bio gas and ethanol for most of it. Preem, Stockholm Transit, Volvo and other market driven operators have all seen markets grow from green initiatives.

  6. EPZ and AREVA. A longstanding partnership for the safe and reliable operation of the Dutch Borssele nuclear power plant

    International Nuclear Information System (INIS)

    Broy, Yvonne; Linger, Monique

    2014-01-01

    After 40 years of service, it belongs to the safest 25 % of all light-water reactors in the western hemisphere thanks to continuous modernisation. In doing so, Borssele is setting standards for maintenance and upgrades. In view of the continuation of operation until 2034, further comprehensive modernisation projects are planned. The plant operator, the Dutch N.V. Elektriciteitsproduktiemaatschappij (EPZ), decided to tackle this challenge with the support of its long-standing partner AREVA. Another milestone is coming up soon: The safety I and C shall gradually be changed to digital technology in the next years. Apart from close cooperation in plant technology, EPZ and AREVA also cooperate in fuel supply, as well as in the area of service and maintenance work.

  7. An Analysis of The Islamic and Conventional Banking Profitability in Palestine

    Directory of Open Access Journals (Sweden)

    Mohmad Tawfiq Abusharbeh

    2011-12-01

    Full Text Available Abstract: An Analysis of the Islamic and Conventional Banking Profitability in Palestine. The research paper examines the performance of profitability of Islamic banks against conventional banks for the period of 2005 to 2010. Two alternative measurements of banking profitability such as Return on Equity (ROE and Return on Assets (ROA are used to examine whether there is any differences of profit rate between Islamic, local and foreign conventional banks. The study concludes that Islamic banks generally provide the similar profit rate compared to local banks, however Islamic banks provide lower profit rate compared to foreign banks. Finally the findings also suggest that there is no statistical significant difference in mean return between the Islamic banks, local and foreign banks in Palestine. The study recommends the critical needs for Islamic regulation in order to improve the role of Islamic banking industry in Palestine.

  8. PROFIT SENSITIVITY IN THE DECISION - MAKING PROCESS

    Directory of Open Access Journals (Sweden)

    Dimi Ofilean

    2014-09-01

    Full Text Available Projections on the profitability of an entity is a prerequisite impact assessment of implementing various management strategies. The literature did not include a model sensitivity analysis in terms of profit margin of safety modification and safety coefficient. This article aims to explicit solutions for identifying the factors that influence the sensitivity of profit, the proposed analytical models to change the margin of safety (physical and value and coefficient of safety. The model allows the determination of limits that can increase or decrease sales costs so that the company remains profitable, ie to be able to maintain an adequate level of profit. This analysis allows knowing the influence of each factor in the evolution of the profitability of the entity, allowing managers to adopt the right decisions based on the importance of the influence of the analysis results of the entity. To facilitate understanding of the proposed analytical model is presented a case study.

  9. Impact of robotic operative efficiency on profitability.

    Science.gov (United States)

    Geller, Elizabeth J; Matthews, Catherine A

    2013-07-01

    We sought to determine the impact of robotic operative efficiency on profitability and assess the impact of secondary variables. Financial data were collected for all robotic cases performed for fiscal years 2010 (FY10) and 2011 (FY11) at University of North Carolina at Chapel Hill, and included 9 surgical subspecialties. Profitability was defined as a positive operating income. From July 2009 through June 2011, 1295 robotic cases were performed. Robotic surgery was profitable in both fiscal years, with an operating income of $386,735 in FY10 and $822,996 in FY11. In FY10, urogynecology and pediatric surgery were the only nonprofitable subspecialties. In FY11, all subspecialties were profitable. Profitability was associated with case time, payor mix, and procedure type (all P profitability regardless of surgical specialty. Copyright © 2013 Mosby, Inc. All rights reserved.

  10. Profitability analysis in the hospital industry.

    Science.gov (United States)

    Cleverley, W O

    1978-01-01

    Measures of marginal profit are derived for the two payment classes--cost payers and charge payers--that the hospital industry must consider in profitability analysis, i.e., prediction of the excess of revenue over expenses. Two indexes of profitability, use when payment mix is constant and when it is nonconstant, respectively, are derived from the two marginal profit measures, and one of them is shown to be a modification of the contribution margin, the conventional measure of profitability used in general industry. All three measures--the contribution margin and the two new indexes of profitability--are used to estimate changes in net income resulting from changes in patient volume with and without accompanying changes in payment mix. The conventional measure yields large overestimates of expected excess revenue. PMID:632101

  11. Public ownership helps boost HMOs' profits.

    Science.gov (United States)

    Kenkel, P J

    1992-05-04

    Health maintenance organizations have found that the route to faster growth and better profitability may be turning into a for-profit business and issuing stock. For the past five years, such organizations have generally outperformed their older, not-for-profit counterparts that rely on debt to fuel growth. Since 1988, HMOs have completed 48 stock and debt offerings, raising $3.6 billion.

  12. AREVA Technical Days (ATD) session 3: operations of the reactors and services division, technical and economic aspects

    International Nuclear Information System (INIS)

    2003-01-01

    These technical days organized by the Areva Group aims to explain the group activities in a technological and economic point of view, to provide an outlook of worldwide energy trends and challenges and to present each of their businesses in a synthetic manner. This third session deals with the reactors technologies basics, the EPR and SWR 1000 issues and outlook, the nuclear systems of the future, the business opportunities and business models. (A.L.B.)

  13. DETERMINANTS OF BANK PROFITABILITY: EVIDENCE FROM US

    OpenAIRE

    Cheng, Yinglin; Huang, Yating

    2017-01-01

    This paper examines the variables that affect bank profitability. We construct a sample of US banks from 2003 to 2015, and use return on assets (ROA) and return on equity (ROE) to measure bank profitability. We find that banks with higher profitability are the banks that have: (1) a higher deposits to total asset ratio, (2) a higher diversification ratio, and (3) higher operational efficiency. We also find that better-capitalized banks tend to be more profitable only when we use ROA as the me...

  14. The effects of for-profit multihospital system ownership on hospital financial and operating performance.

    Science.gov (United States)

    Lynch, J R; McCue, M J

    1990-11-01

    The financial and operating performance of independent not-for-profit hospitals acquired by US for-profit multi-hospital systems in 10 Southern states between the years 1978 and 1982 was explored. The impact of system ownership on acquired hospitals was investigated by comparing the average financial performance of hospitals in the two years immediately prior to acquisition to the average for 1984 and 1985 and by comparing changes in the performance of acquired hospitals with changes in matched independent facilities. Findings suggest that for-profit multi-hospital systems were able to improve many of the financial and operating problems of acquired facilities. In comparison to independent not-for-profit hospitals, acquired hospitals were found to increase access to long-term debt, make improvements to plant and equipment, improve profitability, and increase efficiency to a greater extent. Prices in acquired hospitals rose more than those in independents and liquidity decreased to a greater extent.

  15. Processing of the GALILEO fuel rod code model uncertainties within the AREVA LWR realistic thermal-mechanical analysis methodology

    International Nuclear Information System (INIS)

    Mailhe, P.; Barbier, B.; Garnier, C.; Landskron, H.; Sedlacek, R.; Arimescu, I.; Smith, M.; Bellanger, P.

    2013-01-01

    The availability of reliable tools and associated methodology able to accurately predict the LWR fuel behavior in all conditions is of great importance for safe and economic fuel usage. For that purpose, AREVA has developed its new global fuel rod performance code GALILEO along with its associated realistic thermal-mechanical analysis methodology. This realistic methodology is based on a Monte Carlo type random sampling of all relevant input variables. After having outlined the AREVA realistic methodology, this paper will be focused on the GALILEO code benchmarking process, on its extended experimental database and on the GALILEO model uncertainties assessment. The propagation of these model uncertainties through the AREVA realistic methodology is also presented. This GALILEO model uncertainties processing is of the utmost importance for accurate fuel design margin evaluation as illustrated on some application examples. With the submittal of Topical Report GALILEO to the U.S. NRC in 2013, GALILEO and its methodology are on the way to be industrially used in a wide range of irradiation conditions. (authors)

  16. AREVA. Operating and financial results for the first half of 2011

    International Nuclear Information System (INIS)

    Marie, Patricia; Briand, Pauline; Floquet-Daubigeon, Fleur; Michaut, Maxime; De Scorbiac, Marie

    2011-01-01

    The first half of 2011 was marked by the accident at the Fukushima power plant following the unprecedented natural disasters that struck Japan. AREVA drew the first consequences from these events as early as June 2011 and recorded provisions and impairment in its half-year financial statements, related in particular to the expected short-term level of activity of some facilities. Close to 200 million euros in orders were canceled out of a total in backlog of more than 43 billion euros, which was down by a little more than 1 billion euros compared with the end of 2010. The longer term consequences of these events for AREVA are being assessed. They could concern all operations in the nuclear cycle and will be included in the strategic plan to be prepared by the end of the second half of the year. The fundamentals underpinning the development of the nuclear market are unchanged: strong growth in demand for electricity in the coming decades, diminished fossil resources, the search by many countries for energy independence, and the growing need to address climate issues. Through its efficient integrated business model, AREVA is present in every segment of the nuclear chain and is positioned in high-tech renewable energies with an offering that is perfectly suited to the requirements of the world's power companies. Decisions by governments on energy policy and by the safety authorities in different countries will influence market developments and the schedule for executing certain projects. Germany announced its decision to withdraw permanently from nuclear power and Switzerland intends to do the same, while Italy has opted not to restart its program. And yet the majority of countries have confirmed their decision to pursue nuclear power programs, present and future. In the first half, the group continued to draw down debt, achieving a net debt level of less than 3 billion euros at the end of June, thanks in particular to the conclusion of the proceedings with Siemens

  17. Economic feasibility of reequipment terms based on profitability criterion

    OpenAIRE

    D.V. Bezugla

    2015-01-01

    The aim of the article. The aim of the research is to improve the methodological approaches to a priori determining the initial indices of profitability of technological equipment to solve the dynamic optimization task over time of industry technical re-equipment. The results of the analysis. One of the effective mechanisms to ground the industry technical re-equipment and to substitute threadbare machinery is the dynamic optimization method, but it is necessary to improve methodological a...

  18. Profiting from innovative user communities

    DEFF Research Database (Denmark)

    Jeppesen, Lars Bo

    Modding - the modification of existing products by consumers - is increasingly exploited by manufacturers to enhance product development and sales. In the computer games industry modding has evolved into a development model in which users act as unpaid `complementors' to manufacturers' product pl......, a manufacturer can incorporate and commercialize the best complements found in the user communities. Keywords: innovation, modding, user communities, software platform, business model. JEL code(s): L21; L23; O31; O32...... platforms. This article explains how manufacturers can profit from their abilities to organize and facilitate a process of innovation by user communities and capture the value of the innovations produced in such communities. When managed strategically, two distinct, but not mutually exclusive business...... models appear from the production of user complements: firstly, a manufacturer can let the (free) user complements `drift' in the user communities, where they increase the value to consumers of owning the given platform and thus can be expected to generate increased platform sales, and secondly...

  19. Optimal solutions for routing problems with profits

    NARCIS (Netherlands)

    Archetti, C.; Bianchessi, N.; Speranza, M. G.

    2013-01-01

    In this paper, we present a branch-and-price algorithm to solve two well-known vehicle routing problems with profits, the Capacitated Team Orienteering Problem and the Capacitated Profitable Tour Problem. A restricted master heuristic is applied at each node of the branch-and-bound tree in order to

  20. Price Discrimination, Economies of Scale, and Profits.

    Science.gov (United States)

    Park, Donghyun

    2000-01-01

    Demonstrates that it is possible for economies of scale to induce a price-discriminating monopolist to sell in an unprofitable market where the average cost always exceeds the price. States that higher profits in the profitable market caused by economies of scale may exceed losses incurred in the unprofitable market. (CMK)

  1. Education for Profit, Education for Freedom

    Science.gov (United States)

    Nussbaum, Martha C.

    2009-01-01

    Education is often discussed in low-level utilitarian terms: how can educators produce technically trained people who can hold onto "their" share of the global market? With the rush to profitability, values precious for the future of democracy are in danger of getting lost. The profit motive suggests to most concerned politicians that science and…

  2. Management Practices: Are Not For Profits Different?

    NARCIS (Netherlands)

    J. Delfgaauw (Josse); A.J. Dur (Robert); C. Propper (Propper); S. Smith (Sarah)

    2011-01-01

    textabstractRecent studies have demonstrated the importance of good management for firm performance. Here, we focus on management in not-for-profits (NFPs). We present a model predicting that management quality will be lower in NFPs compared to for-profits (FPs), but that outputs may not be worse if

  3. Cooperation and profit allocation in distribution chains

    NARCIS (Netherlands)

    Guardiola, Luis A.; Meca, Ana; Timmer, Judith B.

    2007-01-01

    We study the coordination of actions and the allocation of profit in supply chains under decentralized control in which a single supplier supplies several retailers with goods for replenishment of stocks. The goal of the supplier and the retailers is to maximize their individual profits. Since the

  4. For-Profit Schools: They Get IT

    Science.gov (United States)

    Waters, John K.

    2011-01-01

    The for-profit sector of higher education has generated some disturbing headlines recently. Widely publicized charges of predatory recruiting practices have prompted new regulations and provided fuel for scorching criticism of the entire business model. But while the spotlight is focused on what for-profits are doing wrong, are people overlooking…

  5. Corporate Social Responsibility and Profit Maximizing Behaviour

    OpenAIRE

    Becchetti, Leonardo; Giallonardo, Luisa; Tessitore, Maria Elisabetta

    2005-01-01

    We examine the behavior of a profit maximizing monopolist in a horizontal differentiation model in which consumers differ in their degree of social responsibility (SR) and consumers SR is dynamically influenced by habit persistence. The model outlines parametric conditions under which (consumer driven) corporate social responsibility is an optimal choice compatible with profit maximizing behavior.

  6. Profit sharing for increased training investments

    NARCIS (Netherlands)

    Gielen, A. C.

    2011-01-01

    This article investigates whether paying a profit-related wage stimulates training investments. The results point to increased worker effort and wage flexibility as two channels through which profit sharing enhances investments in training. While both effects are found for young workers, for older

  7. DISPAQ: Distributed Profitable-Area Query from Big Taxi Trip Data.

    Science.gov (United States)

    Putri, Fadhilah Kurnia; Song, Giltae; Kwon, Joonho; Rao, Praveen

    2017-09-25

    One of the crucial problems for taxi drivers is to efficiently locate passengers in order to increase profits. The rapid advancement and ubiquitous penetration of Internet of Things (IoT) technology into transportation industries enables us to provide taxi drivers with locations that have more potential passengers (more profitable areas) by analyzing and querying taxi trip data. In this paper, we propose a query processing system, called Distributed Profitable-Area Query ( DISPAQ ) which efficiently identifies profitable areas by exploiting the Apache Software Foundation's Spark framework and a MongoDB database. DISPAQ first maintains a profitable-area query index (PQ-index) by extracting area summaries and route summaries from raw taxi trip data. It then identifies candidate profitable areas by searching the PQ-index during query processing. Then, it exploits a Z-Skyline algorithm, which is an extension of skyline processing with a Z-order space filling curve, to quickly refine the candidate profitable areas. To improve the performance of distributed query processing, we also propose local Z-Skyline optimization, which reduces the number of dominant tests by distributing killer profitable areas to each cluster node. Through extensive evaluation with real datasets, we demonstrate that our DISPAQ system provides a scalable and efficient solution for processing profitable-area queries from huge amounts of big taxi trip data.

  8. DISPAQ: Distributed Profitable-Area Query from Big Taxi Trip Data †

    Science.gov (United States)

    Putri, Fadhilah Kurnia; Song, Giltae; Rao, Praveen

    2017-01-01

    One of the crucial problems for taxi drivers is to efficiently locate passengers in order to increase profits. The rapid advancement and ubiquitous penetration of Internet of Things (IoT) technology into transportation industries enables us to provide taxi drivers with locations that have more potential passengers (more profitable areas) by analyzing and querying taxi trip data. In this paper, we propose a query processing system, called Distributed Profitable-Area Query (DISPAQ) which efficiently identifies profitable areas by exploiting the Apache Software Foundation’s Spark framework and a MongoDB database. DISPAQ first maintains a profitable-area query index (PQ-index) by extracting area summaries and route summaries from raw taxi trip data. It then identifies candidate profitable areas by searching the PQ-index during query processing. Then, it exploits a Z-Skyline algorithm, which is an extension of skyline processing with a Z-order space filling curve, to quickly refine the candidate profitable areas. To improve the performance of distributed query processing, we also propose local Z-Skyline optimization, which reduces the number of dominant tests by distributing killer profitable areas to each cluster node. Through extensive evaluation with real datasets, we demonstrate that our DISPAQ system provides a scalable and efficient solution for processing profitable-area queries from huge amounts of big taxi trip data. PMID:28946679

  9. Price and Profit Optimization for Financial Services

    Directory of Open Access Journals (Sweden)

    Catalina Bolancé

    2018-02-01

    Full Text Available Prospective customers of financial and insurance products can be targeted based on the profit the provider expects to earn from them. We present a model for individual expected profit and two alternatives for calculating optimal personalized prices that maximize the expected profit. For one of these alternatives, we obtain a closed-form expression for the price offered to each prospective customer; for the other, we need to use a numerical approximation. In both approaches, the profits generated by prospective customers are not immediately observed, given that the products sold by these companies have a risk component. We assume that willingness to pay is heterogeneous and apply our methodology using real data from a European insurance company. Our study indicates that a substantial boost in profits can be expected when applying the simplest optimal pricing method proposed.

  10. Profitability Analysis of Soybean Oil Processes.

    Science.gov (United States)

    Cheng, Ming-Hsun; Rosentrater, Kurt A

    2017-10-07

    Soybean oil production is the basic process for soybean applications. Cash flow analysis is used to estimate the profitability of a manufacturing venture. Besides capital investments, operating costs, and revenues, the interest rate is the factor to estimate the net present value (NPV), break-even points, and payback time; which are benchmarks for profitability evaluation. The positive NPV and reasonable payback time represent a profitable process, and provide an acceptable projection for real operating. Additionally, the capacity of the process is another critical factor. The extruding-expelling process and hexane extraction are the two typical approaches used in industry. When the capacities of annual oil production are larger than 12 and 173 million kg respectively, these two processes are profitable. The solvent free approach, known as enzyme assisted aqueous extraction process (EAEP), is profitable when the capacity is larger than 17 million kg of annual oil production.

  11. Profitability Analysis of Soybean Oil Processes

    Directory of Open Access Journals (Sweden)

    Ming-Hsun Cheng

    2017-10-01

    Full Text Available Soybean oil production is the basic process for soybean applications. Cash flow analysis is used to estimate the profitability of a manufacturing venture. Besides capital investments, operating costs, and revenues, the interest rate is the factor to estimate the net present value (NPV, break-even points, and payback time; which are benchmarks for profitability evaluation. The positive NPV and reasonable payback time represent a profitable process, and provide an acceptable projection for real operating. Additionally, the capacity of the process is another critical factor. The extruding-expelling process and hexane extraction are the two typical approaches used in industry. When the capacities of annual oil production are larger than 12 and 173 million kg respectively, these two processes are profitable. The solvent free approach, known as enzyme assisted aqueous extraction process (EAEP, is profitable when the capacity is larger than 17 million kg of annual oil production.

  12. An ethical justification of profit maximization

    DEFF Research Database (Denmark)

    Koch, Carsten Allan

    2010-01-01

    In much of the literature on business ethics and corporate social responsibility, it is more or less taken for granted that attempts to maximize profits are inherently unethical. The purpose of this paper is to investigate whether an ethical argument can be given in support of profit maximizing...... behaviour. It is argued that some form of consequential ethics must be applied, and that both profit seeking and profit maximization can be defended from a rule-consequential point of view. It is noted, however, that the result does not apply unconditionally, but requires that certain form of profit (and...... utility) maximizing actions are ruled out, e.g., by behavioural norms or formal institutions....

  13. Anti-profit beliefs: How people neglect the societal benefits of profit.

    Science.gov (United States)

    Bhattacharjee, Amit; Dana, Jason; Baron, Jonathan

    2017-11-01

    Profit-seeking firms are stereotypically depicted as immoral and harmful to society. At the same time, profit-driven enterprise has contributed immensely to human prosperity. Though scholars agree that profit can incentivize societally beneficial behaviors, people may neglect this possibility. In 7 studies, we show that people see business profit as necessarily in conflict with social good, a view we call anti-profit beliefs . Studies 1 and 2 demonstrate that U.S. participants hold anti-profit views of real U.S. firms and industries. Study 3 shows that hypothetical organizations are seen as doing more harm when they are labeled "for-profit" rather than "non-profit," while Study 4 shows that increasing harm to society is viewed as a strategy for increasing a hypothetical firm's long-run profitability. Studies 5-7 demonstrate that carefully prompting subjects to consider the long run incentives of profit can attenuate anti-profit beliefs, while prompting short run thinking does nothing relative to a control. Together, these results suggest that the default view of profits is zero-sum. While people readily grasp how profit can incentivize firms to engage in practices that harm others, they neglect how it can incentivize firms to engage in practices that benefit others. Accordingly, people's stereotypes of profit-seeking firms are excessively negative. Even in one of the most market-oriented societies in history, people doubt the contributions of profit-seeking industry to societal progress. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

  14. Particular intervention plan of the Areva La Hague facility - 2012 edition

    International Nuclear Information System (INIS)

    2012-01-01

    The Particular intervention plan (PPI in French) is an emergency plan which foresees the measures and means to be implemented to address the potential risks of the presence and operation of a nuclear facility. This plan is implemented and developed by the Prefect in case of nuclear accident (or incident leading to a potential accident), the impact of which extending beyond the facility perimeter. It represents a special section of the organisation plan for civil protection response (ORSEC plan). The PPI foresees the necessary measures and means for crisis management during the first hours following the accident and is triggered by the Department Prefect according to the information provided by the facility operator. Its aim is to protect the populations leaving within 10 km of the facility against a potential radiological hazard. The PPI describes: the facility, the intervention area, the protection measures for the population, the conditions of emergency plan triggering, the crisis organisation, the action forms of the different services, and the post-accident stage. This document is the public version of the Particular intervention plan of the Areva NC La Hague fuel reprocessing plant (located on the territories of Beaumont-Hague, Digulleville, Herqueville, Jobourg and Omonville-la-Petite towns, Manche, France) which comprises the totally decommissioned UP2 400 unit, and the UP2 800 production unit still in operation

  15. Task Order 22 – Engineering and Technical Support, Deep Borehole Field Test. AREVA Summary Review Report

    Energy Technology Data Exchange (ETDEWEB)

    Denton, Mark A. [AREVA Federal Services, Charlotte, NC (United States)

    2016-01-19

    Under Task Order 22 of the industry Advisory and Assistance Services (A&AS) Contract to the Department of Energy (DOE) DE-NE0000291, AREVA has been tasked with providing assistance with engineering, analysis, cost estimating, and design support of a system for disposal of radioactive wastes in deep boreholes (without the use of radioactive waste). As part of this task order, AREVA was requested, through a letter of technical direction, to evaluate Sandia National Laboratory’s (SNL’s) waste package borehole emplacement system concept recommendation using input from DOE and SNL. This summary review report (SRR) documents this evaluation, with its focus on the primary input document titled: “Deep Borehole Field Test Specifications/M2FT-15SN0817091” Rev. 1 [1], hereafter referred to as the “M2 report.” The M2 report focuses on the conceptual design development for the Deep Borehole Field Test (DBFT), mainly the test waste packages (WPs) and the system for demonstrating emplacement and retrieval of those packages in the Field Test Borehole (FTB). This SRR follows the same outline as the M2 report, which allows for easy correlation between AREVA’s review comments, discussion, potential proposed alternatives, and path forward with information established in the M2 report. AREVA’s assessment focused on three primary elements of the M2 report: the conceptual design of the WPs proposed for deep borehole disposal (DBD), the mode of emplacement of the WP into DBD, and the conceptual design of the DBFT. AREVA concurs with the M2 report’s selection of the wireline emplacement mode specifically over the drill-string emplacement mode and generically over alternative emplacement modes. Table 5-1 of this SRR compares the pros and cons of each emplacement mode considered viable for DBD. The primary positive characteristics of the wireline emplacement mode include: (1) considered a mature technology; (2) operations are relatively simple; (3) probability of a

  16. Multilevel criticality computations in AREVA NP'S core simulation code artemis - 195

    International Nuclear Information System (INIS)

    Van Geemert, R.

    2010-01-01

    This paper discusses the multi-level critical boron iteration approach that is applied per default in AREVA NP's whole-core neutronics and thermal hydraulics core simulation program ARTEMIS. This multi-level approach is characterized by the projection of variational boron concentration adjustments to the coarser mesh levels in a multi-level re-balancing hierarchy that is associated with the nodal flux equations to be solved in steady-state core simulation. At each individual re-balancing mesh level, optimized variational criticality tuning formulas are applied. The latter drive the core model to a numerically highly accurate self-sustaining state (i.e. with the neutronic eigenvalue being 1 up to a very high numerical precision) by continuous adjustment of the boron concentration as a system-wide scalar criticality parameter. Due to the default application of this approach in ARTEMIS reactor cycle simulations, an accuracy of all critical boron concentration estimates better than 0.001 ppm is enabled for all burnup time steps in a computationally efficient way. This high accuracy is relevant for precision optimization in industrial core simulation as well as for enabling accurate reactivity perturbation assessments. The developed approach is presented from a numerical methodology point of view with an emphasis on the multi-grid aspect of the concept. Furthermore, an application-relevant verification is presented in terms of achieved coupled iteration convergence efficiency for an application-representative industrial core cycle computation. (authors)

  17. Operational HOF Practices in the AREVA Group to Face New Challenges

    International Nuclear Information System (INIS)

    Coye de Brunélis, T.; Bachellerie, E.; Sidaner, J.-F.

    2016-01-01

    Operating experience from TMI and and more general experience from three decades of nuclear facility operations, have shown the value of safety culture’s contribution to nuclear risk management. More than ever, this particular aspect of human and organizational factors (HOF) is central to the AREVA group’s concerns as it faces new challenges. The first generation of operators commissioned the facilities and optimized their operation. This first phase gave them a better understanding of operations and related limits, particularly through testing and start-up operations and the responses that were found for all of the technical issues that arose. All of these interactions offered opportunities to make the safety challenges of processes and facilities tangible and directly perceptible. The young operators of those bygone years are now the ones who are “in the know” in the organizations, the ones with unique technical know-how and a multi-layered perception of the risks involved. Those first generations of operators, with their unique operational knowledge, are gradually leaving the industrial world. Replacing those skills creates a new set of challenges. Concomitantly, the French nuclear safety authority benefited from these facility start-ups to increase its skills by sharing in the learning process concerning the facilities’ operational realities and in the construction of a safety configuration program, and by gaining a concrete perception of risk. This fostered the mutual trust that is vital and integral to facility safety.

  18. Leadership and profits in security

    International Nuclear Information System (INIS)

    Villadoniga, J. I.; Perez, O.; Gonzalez, F.

    2008-01-01

    In many human activities the levers to improve behaviors are hidden from the position where the situation to improve is acknowledged. This is the case of key behaviors needed to deal directly with the behaviors to improve but, to be successful, there is a need to act on higher order elements such as culture and leadership. (Author)

  19. Slovnaft posts unexpectedly high profits

    International Nuclear Information System (INIS)

    Beer, G.

    2004-01-01

    For many years, Slovnaft used the movement of the price of Brent crude as an argument to explain the movement of its prices. It assumed the price of Urals crude would follow the Brent crude price after a short period. It was still using this argument in 2002. Urals crude was for a long period about 2 USD per barrel (159 l) cheaper than Brent. But over recent last months, the price difference between Brent crude and Ural crude has been increasing. According to the pricing policy, customers of Hungarian-owned MOL/Slovnaft might expect fuel prices to fall. But this did not happen. Slovnaft no longer uses Brent prices to justify its prices and focuses on the development of the FOB Rotterdam fuel market. When prices increase on the FOB Rotterdam fuel market, refineries in neighbouring regions export oil to this market. And in order to maintain stability on the market, other refineries also increase their prices. Slovnaft benefits not only from cheaper Russian oil but also from the major investments it made in the past. While other refineries use distillation residues to produce cheaper heavy heating oils, Slovnaft is able to convert such residues into fuel. And this also has an economic impact. B. Kelemen admits that it will be mainly shareholders who benefit from these developments.It is not only rising oil prices that have been noticeable recently, but also the lack of investment in the oil industry. The capacity of Russian pipelines, tankers and the processing capacity of refineries has been insufficient for some time. Whereas fuel consumption is growing year after year. Preliminary calculations indicate the oil industry needs to invest about 700 bill. USD and investors expect a return, according to B. Kelemen, of 10 to 17%. The closest competitors of Slovnaft will have to invest in desulphurization and the processing of heavy residues. And so Slovnaft can look forward to very profitable years. The same cannot be said of its customers. Slovnaft is set to publish

  20. AREVA Technical Days (ATD) session 2: operations of the back-end of the nuclear fuel cycle; AREVA Technical Days (ATD) session 2: les activites du pole Aval du cycle du combustible nucleaire

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2002-07-01

    These technical days organized by the Areva Group aims to explain the group activities in a technological and economic point of view, to provide an outlook of worldwide energy trends and challenges and to present each of their businesses in a synthetic manner. This second session deals with the reprocessing business, back-end financing mechanisms, technology transfer, environmental management, risk management programs, research and development contribution to waste volume reductions, issues and outlook of nuclear wastes, comparison of the open and closed cycles. (A.L.B.)

  1. Call for tender - Areva-Alstom: watershed in wind energy - Technological duel on the open sea; Appel d'offres - Areva-Alstom: partage des eaux dans l'eolien - Duel technologique au grand large

    Energy Technology Data Exchange (ETDEWEB)

    Dupin, L.

    2012-02-16

    The author comments the answers to a call for tender made by the French government and concerning five offshore wind farm sites (Le Treport, Fecamp, Courseulles sur Mer, Saint-Brieuc and Saint-Nazaire). As they are present within the three consortiums, Areva and Alstom should provide the wind turbines. This would result in the construction by Alstom of two blade and mast factories and two turbine and pad factories. For both companies, this market of 500 to 600 turbines is an opportunity. Many jobs are at stake. They push themselves forward for their experience or their innovation capacity. But their wind turbines will be based on foreign (Spanish or German) technology

  2. 48 CFR 1415.404-4 - Profit.

    Science.gov (United States)

    2010-10-01

    ... CONTRACT TYPES CONTRACTING BY NEGOTIATION Contract Pricing 1415.404-4 Profit. (a) DOI's policy is to use a... also refer to the Armed Services Pricing Manual (ASPM No. 1). The “Other Costs” factor shall include...

  3. relating customer satisfaction to customer profitability

    African Journals Online (AJOL)

    PROF EKWUEME

    Purchase behavior and profitability data derived from the accounting system of a firm, are ... terms of cost control, in the sense that marketing ... internal accounting system which allows for an ..... information and advice, and the effects of such.

  4. 48 CFR 915.404-4 - Profit.

    Science.gov (United States)

    2010-10-01

    ... TYPES CONTRACTING BY NEGOTIATION Contract Pricing 915.404-4 Profit. (c)(4)(i) Contracting officer...) and Bonneville Power Administration (BPA) functions. Pursuant to section 602(d) (13) and (20) of the...

  5. Causes of different profitability of agricultural sector

    Directory of Open Access Journals (Sweden)

    Vučković Branko

    2016-01-01

    Full Text Available This work involves identification of causes of different profitability of agricultural sector done on case study of nearly identical agricultural enterprises. It shows that financial mix even in scope of similar companies can lead to various profit indicators. Through comparative financial analysis in the same industry and activity by applying methods and techniques we have concluded that company PP Ratkovo operates more stable and closer to determined norms and also shows better results in majority of the indicators. Horizontal and vertical analysis indicates that companies in Agribusiness partner group use expensive external sources of financing. We have precisely defined in which cost segment occurs highest distinction. Also we have shown reasons why PP Ratkovo in the last two years manifests great profitability measured by ebit, ebitda and net profit as well as excellent structure of material costs and wages costs in in frame of the operating income, and reasons why enterprises in Agribusiness partner group does not.

  6. 48 CFR 315.404-4 - Profit.

    Science.gov (United States)

    2010-10-01

    ..., unusual contingency provisions, or other risk-reducing measures, the amount of profit shall be less than... contribute to successful results. Conversely, the Contracting Officer shall view failure or unwillingness on...

  7. TRANSPARENCY IN ITALIAN NON PROFIT ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Patrizia Gazzola

    2014-07-01

    Full Text Available The aim of the paper is to evaluate the accountability and transparency of Italian non profits organizations. The main goal is to understand if a general accountability or transparency problem, or a systematic publicity deficit, exist in the third sector in Italy. Non profit organizations have an ethical obligation to their stakeholder and to the public to conduct their activities with accountability and transparency. Non profit organizations should regularly and openly convey information to the stakeholder about their vision, mission, objectives, activities, accomplishments, decision-making processes and organizational structure. Information from a non profit organization should be easily accessible to the stakeholder and should create external visibility, public understanding and trust in the organization, conditions necessary to find donors. Non profit organizations work with communities and community donors need to know how their money is used. In the first part the analysis of the definition of transparency and accountability is made and the sustainability report like an important instrument of communication is considered. In the second part an empirical research is presented. The Italian law allows taxpayers to devote 5 per thousand of their income tax to non profit organizations, choosing between charities, social promotion associations, recognized associations, entities dedicated to scientific research and health care, universities, municipal social services and other non profit organizations. The present study present a quantitative research and it’s based on an empirical analysis of non-profit organizations that receive this donation in Italy in the year 2010 and 2011. In the paper we analyze the transparency and the accountability of the top 100 non profit organizations that have received the contribution of 5 per thousand, checking whether they prepare their Sustainability Report or any other kind of report for communicate the use

  8. Management of Enterprise Profit: Theory and Methodology

    OpenAIRE

    Nadezhda Sergeevna Piontkevich

    2015-01-01

    Effective management of financial activity of commercial organization promotes achievement of the main objective of its activity – receiving profit. Both external and internal factors causing specifics of financial management of organization in the field of management of profit have impact on this process. In modern conditions of economic development this problem gains the greatest relevance, and new approaches for its decision are required. In the present article the author’s theoretical and...

  9. Narrow gap mechanised arc welding in nuclear components manufactured by AREVA NP

    International Nuclear Information System (INIS)

    Peigney, A.

    2007-01-01

    Nuclear components require welds of irreproachable and reproducible quality. Moreover, for a given welding process, productivity requirements lead to reduce the volume of deposited metal and thus to use narrow gap design. In the shop, narrow gap Submerged Arc Welding process (SAW) is currently used on rotating parts in flat position for thicknesses up to 300 mm. Welding is performed with one or two wires in two passes per layer. In Gas Tungsten Arc Welding process (GTAW), multiple applications can be found because this process presents the advantage of allowing welding in all positions. Welding is performed in one or two passes per layer. The process is used in factory and on the nuclear sites for assembling new components but also for replacing components and for repairs. Presently, an increase of productivity of the process is sought through the use of hot wire and/or two wires. Concerning Gas Metal Arc Welding process (GMAW), its use is growing for nuclear components, including narrow gap applications. This process, limited in its applications in the past on account of the defects it generated, draws benefit from the progress of the welding generators. Then it is possible to use this efficient process for high security components such as those of nuclear systems. It is to be noted that the process is applicable in the various welding positions as it is the case for GTAW, while being more efficient than the latter. This paper presents the state of the art in the use of narrow gap mechanised arc welding processes by AREVA NP units. (author) [fr

  10. AREVA Technical Days (ATD) session 2: operations of the back-end of the nuclear fuel cycle

    International Nuclear Information System (INIS)

    2002-01-01

    These technical days organized by the Areva Group aims to explain the group activities in a technological and economic point of view, to provide an outlook of worldwide energy trends and challenges and to present each of their businesses in a synthetic manner. This second session deals with the reprocessing business, back-end financing mechanisms, technology transfer, environmental management, risk management programs, research and development contribution to waste volume reductions, issues and outlook of nuclear wastes, comparison of the open and closed cycles. (A.L.B.)

  11. Fractal profit landscape of the stock market.

    Science.gov (United States)

    Grönlund, Andreas; Yi, Il Gu; Kim, Beom Jun

    2012-01-01

    We investigate the structure of the profit landscape obtained from the most basic, fluctuation based, trading strategy applied for the daily stock price data. The strategy is parameterized by only two variables, p and q Stocks are sold and bought if the log return is bigger than p and less than -q, respectively. Repetition of this simple strategy for a long time gives the profit defined in the underlying two-dimensional parameter space of p and q. It is revealed that the local maxima in the profit landscape are spread in the form of a fractal structure. The fractal structure implies that successful strategies are not localized to any region of the profit landscape and are neither spaced evenly throughout the profit landscape, which makes the optimization notoriously hard and hypersensitive for partial or limited information. The concrete implication of this property is demonstrated by showing that optimization of one stock for future values or other stocks renders worse profit than a strategy that ignores fluctuations, i.e., a long-term buy-and-hold strategy.

  12. Does Capital Structure Influence Company Profitability?

    Directory of Open Access Journals (Sweden)

    Herciu Mihaela

    2017-12-01

    Full Text Available Every company has a different structure of balance sheet. Some of the companies have more liabilities than equity. Considering the industry or debt-to-equity ratio, the balance sheet structure affects the company profitability measured by DuPont system. The main objective of the paper is to analyze the structure of balance sheet and to identify some optimal levels in order to increase company profitability. The DuPont returns like ROA (return on assets and ROE (return on equity will be used to measure the company profitability, while the debt-to-equity ratio will be used as a measure (reflection of capital structure. The samples consist on the most profitable non-financial companies ranked in Fortune Global 500. The companies will be grouped in clusters (based on industry or debt-to-equity ratio in order to identify the signification of the correlation between the profit and the balance sheet structure. The main results of the paper refer to the company profitability that can be increased by using an optimal structure of liabilities and equity.

  13. DISCRIMINANT ANALYSIS OF BANK PROFITABILITY LEVELS

    Directory of Open Access Journals (Sweden)

    Ante Rozga

    2013-02-01

    Full Text Available Discriminant analysis has been employed in this paper in order to identify and explain key features of bank profitability levels. Bank profitability is set up in the form of two categorical variables: profit or loss recorded and above or below average return on equity. Predictor variables are selected from various groups of financial indicators usually included in the empirical work on microeconomic determinants of bank profitability. The data from the Croatian banking sector is analyzed using the Enter method. General recommendations for a more profitable business of banking found in the bank management literature and existing empirical framework such as rationalization of overhead costs, asset growth, increase of non-interest income by expanding scale and scope of financial products proved to be important for classification of banks in different profitability levels. A higher market share may bring additional advantages. Classification results, canonical correlation and Wilks’ Lambda test confirm statistical significance of research results. Altogether, discriminant analysis turns out to be a suitable statistical method for solving presented research problem and moving forward from the bankruptcy, credit rating or default issues in finance.

  14. Global NDE Best Practice for Technology Improvement, Outage Management, Foreign Material Exclusion and Dose Control

    International Nuclear Information System (INIS)

    Glass, S. W.; Mohr, F.

    2010-01-01

    Non Destructive Examination (NDE) is a critical element of both Boiling Water and Pressurized Water Reactor outages. Frequently this includes critical path activity so both the utility and the inspection vendor are under intense pressure to perform the work quickly. Concurrent with AREVA's new global organization of NDE resources, AREVA NDE SOLUTIONS, efforts have intensified for global application of lessons learned and best practices. These best practices include new developments as well as continuous improvements to well established tools and NDE techniques. Advancements range from steam generator robots, advanced steam generator deposit characterization sensors and method, new phased array approaches for PWR and BWR reactor vessel examination, new sensors and approaches for RPV head examinations, plus advanced internals examination robots and methods. In addition to specialized tools and techniques, best practice includes numerous management innovations. AREVA's multi-disciplined integrated nuclear worker strategy helps to minimize the total number of personnel deployed to multi-task outages. Specific design and on-site practice has been implemented to minimize or eliminate foreign material from the reactor system and vigorous pursuit of dose management practices keeps our nuclear worker dose as low as reasonably achievable. The industry is moving to much more conservative nuclear worker dose limits. While this is proving to be an issue with many vendors, AREVA has had an internal policy of <2R since 2006. Globalizing the organization also helps AREVA manage peaks and unplanned emergency inspections from an enlarged pool of globally qualified inspection personnel and tools. (Author)

  15. Not-for-profits trek into for-profit accounting: goodwill impairments.

    Science.gov (United States)

    2011-03-01

    Acquisitions may be integral and strategic drivers for successfully executing the business objectives of an entity or fulfilling its mission. The new guidance creates accounting and valuation challenges for not-for-profit entities that for-profit entities have been dealing with for years. Now that not-for-profit entities apply the same principles, the fair value concepts and accounting complexities are more pervasive. By brining to bear the rights complement of accounting, finance, and valuation resources, not-for-profit entities can successfully navigate these challenges and gain an understanding of the full magnitude of acquisition decisions on financial results.

  16. Factors influencing the profitability of optimizing control systems

    International Nuclear Information System (INIS)

    Broussaud, A.; Guyot, O.

    1999-01-01

    Optimizing control systems supplement conventional Distributed Control Systems and Programmable Logic Controllers. They continuously implement set points, which aim at maximizing the profitability of plant operation. They are becoming an integral part of modern mineral processing plants. This trend is justified by economic considerations, optimizing control being among the most cost-effective methods of improving metallurgical plant performance. The paper successively analyzes three sets of factors, which influence the profitability of optimizing control systems, and provides guidelines for analyzing the potential value of an optimizing control system at a given operation: external factors, such as economic factors and factors related to plant feed; features of the optimizing control system; and subsequent maintenance of the optimizing control system. It is shown that pay back times for optimization control projects are typically measured in days. The OCS software used by the authors for their applications is described briefly. (author)

  17. Impact of pig insemination technique and semen preparation on profitability.

    Science.gov (United States)

    Gonzalez-Peña, D; Knox, R V; Pettigrew, J; Rodriguez-Zas, S L

    2014-01-01

    Artificial insemination technique and semen preparation impact boar utilization efficiency, genetic dissemination, and biosecurity. Intrauterine (IUI) and deep intrauterine (DUI) AI techniques require lower number of spermatozoa per dose compared to conventional (CON) AI. Frozen semen (FRO) has been associated with lower reproductive performance compared to fresh semen (FRE) preparation. The combined effects of 3 AI techniques (CON, IUI, and DUI) and 2 semen preparations (FRE and FRO) on the financial indicators of a pig crossbreeding system were studied. A 3-tier system was simulated in ZPLAN and the genetic improvement in a representative scenario was characterized. The cross of nucleus lines B and A generated 200,000 BA sows at the multiplier level. The BA sows were inseminated (CON, IUI, or DUI) with FRE or FRO from line C boars at the commercial level. Semen preparation and AI technique were represented by distinct sow:boar ratios in the C × BA cross. A range of farrowing rates (60 to 90%) and litter sizes (8 to 14 liveborn pigs) were tested. Genetic improvement per year for number born alive, adjusted 21-d litter weight, days to 113.5 kg, backfat, and ADG were 0.01 pigs per litter, 0.06 kg, -0.09 d, -0.29 mm, and 0.88 g, respectively. On average, the net profit for FRE (FRO) increased (P-value profit between techniques were driven by differences in costs. Differences in fixed costs between IUI and DUI relative to CON were -2.4 (-5.2%) and -3.4% (-7.4%), respectively. The differences in total costs between FRE and FRO were lower than -5%. The difference in variable costs between FRE and FRO ranged from -5.3 (CON) to -24.7% (DUI). Overall, insemination technique and semen preparation had a nonlinear effect on profit. The average relative difference in profit between FRE and FRO was less than 3% for the scenarios studied.

  18. Identification of profitable areas to apply product configuration systems in Engineering-To-Order companies

    DEFF Research Database (Denmark)

    Kristjansdottir, Katrin; Hvam, Lars; Shafiee, Sara

    2015-01-01

    This article suggests a systematic framework for identifying potential areas, where Engineering-To-Order (ETO) companies may increase their profit-ability by implementing a Product Configuration System (PCS). In order to do so a three-step framework is proposed based on literature. The starting...... point is to conduct a profitability analysis to determine the accuracy of the cost estima-tions, and based on that the reason for the deviations across different projects is found. The next step is to generate the scope for different scenarios that aim to improve the current situation. Finally...

  19. ARTEMIS: The core simulator of AREVA NP's next generation coupled neutronics/thermal-hydraulics code system ARCADIAR

    International Nuclear Information System (INIS)

    Hobson, Greg; Merk, Stephan; Bolloni, Hans-Wilhelm; Breith, Karl-Albert; Curca-Tivig, Florin; Van Geemert, Rene; Heinecke, Jochen; Hartmann, Bettina; Porsch, Dieter; Tiles, Viatcheslav; Dall'Osso, Aldo; Pothet, Baptiste

    2008-01-01

    AREVA NP has developed a next-generation coupled neutronics/thermal-hydraulics code system, ARCADIA R , to fulfil customer's current demands and even anticipate their future demands in terms of accuracy and performance. The new code system will be implemented world-wide and will replace several code systems currently used in various global regions. An extensive phase of verification and validation of the new code system is currently in progress. One of the principal components of this new system is the core simulator, ARTEMIS. Besides the stand-alone tests on the individual computational modules, integrated tests on the overall code are being performed in order to check for non-regression as well as for verification of the code. Several benchmark problems have been successfully calculated. Full-core depletion cycles of different plant types from AREVA's French, American and German regions (e.g. N4 and KONVOI types) have been performed with ARTEMIS (using APOLLO2-A cross sections) and compared directly with current production codes, e.g. with SCIENCE and CASCADE-3D, and additionally with measurements. (authors)

  20. Profitability and Technical Efficiency of Soybean Production in Northern Nigeria

    Directory of Open Access Journals (Sweden)

    Ugbabe, OO.

    2017-01-01

    strictly to the recommended soybean production practices towards ensuring efficient utilization of their available resources so that they can improve their technical efficiency and increase their profit level towards enhancing their household food security.