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Sample records for macerinskas ausra pipinyte

  1. [Book Reviews] / Ausra Park

    Index Scriptorium Estoniae

    Park, Ausra

    2009-01-01

    Arvustus: Galbreath, David J. Continuity and change in the Baltic Sea Region : comparing foreign policies / David J. Galbreath, Ainius Lašas and Jeremy W. Lamoreaux. Amsterdam ; New York, Rodopi, 2008. ISBN 978-9042-023-86-4

  2. Baltic foreign policy making establishments of the 1990s : influential institutional and individual actors / Ausra Park

    Index Scriptorium Estoniae

    Park, Ausra

    2005-01-01

    Poliitiliste institutsioonide ja nende juhtide - presidentide, peaministrite, välisministrite, väliskomisjonide juhtivate poliitikute - rollist Baltimaade välispoliitika kujundamisel aastatel 1990-1999. Tabelid

  3. Starting from scratch : the role of leadership in the foreign policymaking of the Baltic States, 1991-1999 / Ausra Park

    Index Scriptorium Estoniae

    Park, Ausra

    2005-01-01

    Balti riikide eeskuju kasutades analüüsib autor väikeste riikide käitumise motiive rahvusvahelises keskkonnas, sealhulgas võimupositsioonil olevate erinevate individuaalsustega poliitikute rolli riigi välispoliitiliste eelistusete määramisel. Tabelid. Diagramm

  4. Constitutional Courts and (Non)execution of judgments of the European Court of Human Rights: a comparison of cases from Russia and Lithuania / Ausra Padskocimaite

    Index Scriptorium Estoniae

    Padskocimaite, Ausra

    2017-01-01

    Inimõiguste kaitse konventsiooni ja põhiseaduse suhestusest ning Euroopa Inimõiguste kohtu lahendite mõjust riigisiseses õiguses Leedu ja Venemaa näitel. Vt ka artikleid samal teemal lk. 685 Itaalia ja lk. 715 Tšehhi kogemus

  5. 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

  6. Relocation consequences on an ophthalmology consultation service from an inpatient to outpatient facility

    Directory of Open Access Journals (Sweden)

    Singh JS

    2015-10-01

    Full Text Available Jorawer S Singh,1 Vincent M Imbrogno,2 Mary K Howard,3 Amandip S Cheema,3 Ausra D Selvadurai,4 Surbhi Bansal5 1Department of Ophthalmology, George Washington University, Washington, DC, 2Contemporary Ophthalmology of Erie, Erie, PA, 3Department of Ophthalmology, University at Buffalo, Buffalo, NY, 4OcuSight Eye Care Center, Rochester, NY, 5Department of Ophthalmology, Virginia Commonwealth University, Richmond, VA, USA Importance: This study shows that relocation of an academic ophthalmology residency program from an inpatient to an outpatient setting in western New York does not affect the consult volume but affects management patterns and follow-up rates.Objective: To investigate the effects on the ophthalmology consultation service of an academic program with relocation from a Regional Level-1 Trauma center to an outpatient facility.Design: Consultation notes from 3 years before and 3 years after the University at Buffalo’s (UB Department of Ophthalmology relocation from a Regional Level-1 Trauma center (Erie County Medical Center to an outpatient facility (Ross Eye Institute were obtained from hospital electronic medical records and analyzed.Setting: Hospitalized care and institutional practice.Participants: All inpatient or Emergency Room Ophthalmology consultation patients from the Department of Ophthalmology at UB from 2004 to 2010 (1,379 patients.Exposures: None, this was a retrospective chart review.Main outcome measures: Patient demographics, reason for consult, diagnoses, and ophthalmic procedures performed by the UB Department of Ophthalmology before and after its relocation.Results: Relocation to the outpatient facility did not affect consult volume (P=0.15. The number of consults focusing on ophthalmic conditions, as a percentage of the yearly total, rose 460% (P=0.0001, while systemic condition consults with ocular manifestations fell 83% (P=0.0001. Consults for ocular trauma decreased 65% (P=0.0034. Consults ending with a

  7. AREVA 2010 annual results; AREVA resultats annuels 2010

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2010-07-01

    (100% of Ausra and the remaining 49% of Multibrid) bring total gross capex to 2.176 billion euros, compared with 1.808 billion euros in 2009. Net capex came to 2.013 million euros in 2010, compared with 1.294 billion euros in 2009, reflecting asset disposals of 163 million euros in 2010 (mainly from the sale of 2% of the Georges Besse II plant), compared with 514 million euros in 2009. Free operating cash flow before tax went from -919 million euros in 2009 to -1.090 billion euros in 2010. Part of the increase in net capex is financed by the improved EBITDA and working capital requirement. The group's net financial debt comes to 3.672 billion euros at December 31, 2010 (based on the 2007 valuation of the debt to Siemens i.e. 2.049 billion euros, plus accrued interest) compared with 6.193 billion euros at December 31, 2009. The 2.521-billion euro reduction is due to the cash generated by the disposal of the Transmission and Distribution business (3.124 billion euros), by the transactions on Safran securities in the amount of 636 million euros, and by the 900-million euro capital increase, which helped largely offset the free operating cash flow described above, as well as the payment of dividends for 2009 to AREVA SA shareholders in the amount of 250 million euros. These amounts should be compared with equity of 9.578 billion euros at December 31, 2010, compared with 7.574 billion at year-end 2009. The group's gearing thus went from 45% in 2009 to 28% in 2010, illustrating the notable strengthening of the group's balance sheet. As part of this process, AREVA's Supervisory Board will not propose to the Annual General Meeting of Shareholders the payment of a dividend for 2010. In addition, the group's liquidity was reinforced in 2010 by a fourth bond issue of 750 million euros. Excluding the debt to Siemens, the group has no major reimbursement due before 2016

  8. 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