WorldWideScience

Sample records for sales revenue areva

  1. AREVA first half 2007 sales revenue

    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

  2. Areva - First half 2008 sales revenue

    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

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

    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

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

    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

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

    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.

  6. 3. quarter 2006 sales revenue

    2006-10-01

    This document presents the sales revenue of the 3. quarter 2006 for the Group AREVA. The sales revenues for the first nine months of 2006 are up by 8,1% to 7,556 millions euros; the nuclear operations are up by 5,2% reflecting strong performance in the front end division; the transmission and distribution division is up by 14%. (A.L.B.)

  7. Sales revenue and data for the first quarter of 2007

    2007-04-01

    This document presents the Areva Group sales revenue and data for the first quarter of 2007: sales revenue stable at 2.47 billion Euro and anticipation of a significant increase in sales revenue for 2007. Other information concerns: the business trends (reform of the nuclear sector in Russia, Toshiba's acquisition of Westinghouse, reopening of the debate on the need to build new nuclear reactors by more than 60 countries), key events concerning Areva's operations during the first quarter (major marketing events, contracts and agreements, strategic developments), and detailed first quarter 2007 sales revenues (front-end division, reactors and services, back-end division, transmission and distribution division). (J.S.)

  8. revenue management–sales relationship

    Noone, B. M; Hultberg, T.

    2011-01-01

    Revenue management and sales staffs collaborate substantially in making decisions regarding rate setting, accepting group business, and forecasting. However, according to a survey of 82 sales and revenue management executives at three hotel chains (47 revenue managers and 35 sales executives), hotels could foster even better coordination between revenue management and sales by educating each group regarding the other group’s responsibilities. This might reduce sales staff frustrations about t...

  9. Electric sales and revenue 1991

    1993-04-01

    The Electric Sales and Revenue is prepared by the Survey Management Division, Office of Coal, Nuclear, Electric and Alternate Fuels; Energy Information Administration (EIA); US Department of Energy. This publication provides information about sales of electricity, its associated revenue, and the average revenue per kilowatthour sold to residential, commercial, industrial, and other consumers throughout the United States. Previous publications presented data on typical electric bills at specified consumption levels as well as sales, revenue, and average revenue. The sales of electricity, associated revenue, and average revenue per kilowatthour provided in this report are presented at the national, Census division, State, and electric utility levels

  10. Electric sales and revenue, 1990

    1992-01-01

    The Electric Sales and Revenue is prepared by the Survey Management Division, Office of Coal, Nuclear, Electric and Alternate Fuels; Energy Information Administration (EIA); US Department of Energy. This publication provides information about sales of electricity, its associated revenue, and the average revenue per kilowatthour sold to residential, commercial, industrial, and other consumers throughout the United States. Previous publications presented data on typical electric bills at specified consumption levels as well as sales, revenues, and average revenue. The sales, revenue, and average revenue per kilowatthour provided in the Electric Sales and Revenue are based on annual data reported by electric utilities for the calendar year ending December 31, 1990. The electric revenue reported by each electric utility includes the revenue billed for the amount of kilowatthours sold, revenue from income, unemployment and other State and local taxes, energy or demand charges, consumer services charges, environmental surcharges, franchise fees, fuel adjustments, and other miscellaneous charges. Average revenue per kilowatthour is defined as the cost per unit of electricity sold and is calculated by dividing retail sales into the associated electric revenue. The sales of electricity, associated revenue, and average revenue per kilowatthour provided in this report are presented at the national, Census division, State, and electric utility levels

  11. Electric sales and revenue: 1993

    1995-01-01

    The Electric Sales and Revenue is prepared by the Survey Management Division, Office of Coal, Nuclear, Electric and Alternate Fuels; Energy Information Administration (EIA); US Department of Energy. This publication provides information about sales of electricity, its associated revenue, and the average revenue per kilowatthour sold to residential, commercial, industrial, and other consumers throughout the United States. The sales, revenue, and average revenue per kilowatthour data provided in the Electric Sales and Revenue are based on annual data reported by electric utilities for the calendar year ending December 31, 1993. Operating revenue includes energy charges, demand charges, consumer service charges, environmental surcharges, fuel adjustments, and other miscellaneous charges. The revenue does not include taxes, such as sales and excise taxes, that are assessed on the consumer and collected through the utility. Average revenue per kilowatthour is defined as the cost per unit of electricity sold and is calculated by dividing retail sales into the associated electric revenue. Because electric rates vary based on energy usage, average revenue per kilowatthour are affected by changes in the volume of sales. The sales of electricity, associated revenue, and average revenue per kilowatthour data provided in this report are presented at the national, Census division, State, and electric utility levels.

  12. Electric sales and revenue 1996

    NONE

    1997-12-01

    Information is provided on electricity sales, associated revenue, average revenue per kilowatthour sold, and number of consumers throughout the US. The data provided in the Electric Sales and Revenue are presented at the national, Census division, State, and electric utility levels. The information is based on annual data reported by electric utilities for the calendar year ending December 31, 1996. 16 figs., 20 tabs.

  13. Electric sales and revenue 1994

    NONE

    1995-11-01

    The Electric Sales and Revenue is prepared by the Coal and Electric Data and Renewables Division; Office of Coal, Nuclear, Electric and Alternate Fuels; Energy Information Administration (EIA); US Department of Energy. Information is provided on electricity sales, associated revenue, average revenue per kilowatthour sold, and number of consumers throughout the United States. The data provided in the Electric Sales and Revenue are presented at the national, Census division, State, and electric utility levels. The information is based on annual data reported by electric utilities for the calendar year ending December 31, 1994.

  14. Electric sales and revenue 1997

    NONE

    1998-10-01

    The Electric Sales and Revenue is prepared by the Electric Power Division; Office of Coal, Nuclear, Electric and Alternate Fuels; Energy Information Administration (EIA); US Department of Energy. Information is provided on electricity sales, associated revenue, average revenue per kilowatthour sold, and number of consumers throughout the US. The data provided in the Electric Sales and Revenue are presented at the national, Census division, State, and electric utility levels. The information is based on annual data reported by electric utilities for the calendar year ending December 31, 1997. 16 figs., 17 tabs.

  15. AREVA - first half 2005 sales figures

    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

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

    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

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

    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

  18. Decoupling Revenue from Energy Sales

    Potocnik, V.

    2011-01-01

    Energy sector based on the fossil fuels combustion has the largest greenhouse gases emissions, causing the actual climate change with numerous negative impacts. Therefore, different measures for the climate change mitigation are performed, mostly by increasing ENEF-energy efficiency (saving), and by substituting fossil fuels with renewable energy (RE), mainly with limited results. One of the most serious obstacles for implementation of these measures is an opposition of the energy utilities (power and natural gas), whose energy sales, revenue and profit are thus reduced. Consequently, new solutions are asked to decouple utilities revenues from energy sales. Decoupling has started in the US, where most states have at least one utility with some decoupling experience. California has pioneering role since 1982., with impressive results. (author)

  19. Electric sales and revenue 1992, April 1994

    1994-04-20

    The Electric Sales and Revenue is prepared by the Survey Management Division, Office of Coal, Nuclear, Electric and Alternate Fuels; Energy Information Administration (EIA); US Department of Energy. This publication provides information about sales of electricity, its associated revenue, and the average revenue per kilowatthour sold to residential, commercial, industrial, and other consumers throughout the United States. The sales, revenue, and average revenue per kilowatthour provided in the Electric Sales and Revenue are based on annual data reported by electric utilities for the calendar year ending December 31, 1992. The electric revenue reported by each electric utility includes the applicable revenue from kilowatthours sold; revenue from income; unemployment and other State and local taxes; energy, demand, and consumer service charges; environmental surcharges; franchise fees; fuel adjustments; and other miscellaneous charges. The revenue does not include taxes, such as sales and excise taxes, that are assessed on the consumer and collected through the utility. Average revenue per kilowatthour is defined as the cost per unit of electricity sold and is calculated by dividing retail sales into the associated electric revenue. The sales of electricity, associated revenue, and average revenue per kilowatthour provided in this report are presented at the national, Census division, State, and electric utility levels.

  20. Electric sales and revenue 1992, April 1994

    1994-01-01

    The Electric Sales and Revenue is prepared by the Survey Management Division, Office of Coal, Nuclear, Electric and Alternate Fuels; Energy Information Administration (EIA); US Department of Energy. This publication provides information about sales of electricity, its associated revenue, and the average revenue per kilowatthour sold to residential, commercial, industrial, and other consumers throughout the United States. The sales, revenue, and average revenue per kilowatthour provided in the Electric Sales and Revenue are based on annual data reported by electric utilities for the calendar year ending December 31, 1992. The electric revenue reported by each electric utility includes the applicable revenue from kilowatthours sold; revenue from income; unemployment and other State and local taxes; energy, demand, and consumer service charges; environmental surcharges; franchise fees; fuel adjustments; and other miscellaneous charges. The revenue does not include taxes, such as sales and excise taxes, that are assessed on the consumer and collected through the utility. Average revenue per kilowatthour is defined as the cost per unit of electricity sold and is calculated by dividing retail sales into the associated electric revenue. The sales of electricity, associated revenue, and average revenue per kilowatthour provided in this report are presented at the national, Census division, State, and electric utility levels

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

    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

  2. 3. quarter 2006 sales revenue; Chiffres d'affaires du 3. trimestre 2006

    NONE

    2006-10-15

    This document presents the sales revenue of the 3. quarter 2006 for the Group AREVA. The sales revenues for the first nine months of 2006 are up by 8,1% to 7,556 millions euros; the nuclear operations are up by 5,2% reflecting strong performance in the front end division; the transmission and distribution division is up by 14%. (A.L.B.)

  3. AREVA at December 31, 2012: Sales revenue growth to euro 9.342 bn (+5.3% vs. 2011), led by nuclear and renewables operations; Backlog replenished in 2012 to euro 45.4 bn thanks to the increase in order intake

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

    2013-01-01

    AREVA had 9.342 billion euros in consolidated sales revenue in 2012, an increase of 5.3% compared with 2011 (+4.4% like for like). This increase reflects growth in both nuclear and renewables operations: - the nuclear operations reported sales revenue of 8.633 billion euros in 2012, compared with 8.426 billion euros in 2011, a 2.4% increase. On a reported basis, growth was led by the Mining Business Group (+5.5%), the Reactors and Services BG (+7.1%) and the Back End BG (+9.5%), offsetting the expected decrease in business in the Front End BG (-10.2%); - the Renewable Energies BG reported 572 million euros in sales revenue, a sharp increase in relation to 2011 (+92.3%); - foreign exchange had a positive impact of 159 million euros over the period, while changes in consolidation scope had a negative impact of 83 million euros. Fourth quarter 2012 sales revenue totaled 2.799 billion euros. It was down 4.2% on a reported basis (-4.1% like for like), chiefly due to a lower level of activity in the Mining BG compared with a particularly high fourth quarter 2011 and following three consecutive quarters of strong growth for the BG. Foreign exchange had a positive impact of 29 million euros over the period. Changes in consolidation scope had a negative impact of 31 million euros for the quarter. The group's backlog of 45.4 billion euros at December 31, 2012 was stable in relation to December 31, 2011 (45.6 billion euros). The 10.4% increase in nuclear order intake (a total of 8% for the group) compensated for the activity level growth in 2012 and cancellations of orders in nuclear operations following the Fukushima accident (for a total amount of 936 million euros, compared with 464 million euros at December 31, 2011 and 742 million euros at September 30, 2012)

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

    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.)

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

    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.

  6. T and D on sale, Areva on punishment

    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.)

  7. Update on State and Local Revenue Loss From Internet Sales

    White, James

    2001-01-01

    ... sales and use tax revenues. The scenarios showed that there is considerable uncertainty about the size of the impacts and how various assumptions about sales, compliance, and other factors contribute to that uncertainty...

  8. First half 2006: sales revenue up by 5.7% to euros 5,036 million

    2006-01-01

    The AREVA group reports first half 2006 sales revenue of 5,036 million euros, up from 4,764 million euros for the same period in 2005, representing 5.7% growth in terms of reported data. Organic growth was 5.1%. In the second quarter 2006 the group had revenue of 2,560 million euros, down 0.7% from second quarter 2005 sales (-1.6% like-for-like). Nuclear operations reported first half 2006 revenue of 3,334 million euros, up 1.6% from the first half of 2005 (+1.3% like-for-like), marked by: net growth of 12.9% for the Front End Division, mainly attributable to uranium deliveries and enrichment services; the contribution from reactor projects in Finland (OL3), China (Ling Ao-Phase II) and France (Flamanville 3 EPR), which boosted sales for the Reactors and Services Division by 2.7%, despite the downturn in sales of reactor services; a 14.4% drop in the Back End Division, primarily in the used fuel treatment business. The Transmission and Distribution Division recorded sales revenue of 1,701 million euros, representing strong organic growth of 13.8%, consistent with the increase in orders booked in the second half of 2005. Orders for the first half of 2006 were up by 17.5% like-for-like compared with those of the first half of 2005. The group is targeting a net increase in revenue for 2006, like-for-like

  9. Areva At September 30, 2010: Revenue growth to euro 6.168 bn: + 6.3%. Backlog growth to euro 42.7 bn: + 2.2%

    2010-01-01

    AREVA generated consolidated revenue of 6.168 billion euros over the first nine months of 2010 for growth of 6.3% (+5.2% like-for-like) compared with the same period in 2009. The main revenue growth engines were the Reactors and Services Business Group and the Back End Business Group, with growth of 11.5% and 7.1% respectively. Foreign exchange had a positive impact of 82 million euros over the period, while changes in consolidation scope had negligible impact. Third quarter 2010 revenue amounted to 2.011 billion euros for growth of 6.1% (+4.4% LFL) compared with the third quarter of 2009. The Reactors and Services Business Group and the Back End Business Group, posting increases of 11.2% and 9.0% respectively, continued to lead this growth. Foreign exchange had a positive impact of 39 million euros, while changes in consolidation scope had negligible impact. The group's backlog came to 42.7 billion euros at September 30, 2010, an increase of 2.2% compared with September 30, 2009 (41.8 billion euros). For the full year of 2010, the group confirms its outlook for significant revenue and backlog growth, increased operating performance excluding particular items, negative operating income, and strong growth in net income attributable to owners of the group with the contribution of the gain on the sale of the Transmission and Distribution business

  10. 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

    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.)

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

    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.

  12. Innovation in Hospital Revenues: Developing Retail Sales Channels.

    Wright, Edward W; Marvel, Jon; Wright, Matthew K

    Hospitals are facing increasing cost pressures due to cutbacks by Medicare, Medicaid, and managed-care organizations. There are also rising concerns that public policy may exacerbate the problem. In lieu of these concerns, nascent innovative ways of generating increased revenues are beginning to appear. In particular, a few hospitals have adopted retail sales practices to generate significant nonmedical services revenues. The hospital retail sales opportunity has been compared with that of the airport industry where nearly 50% of revenues are generated by sales of retail products as opposed to aeronautical-related transactions. This initial investigation included a qualitative interview of a health care retail sales expert and a pilot survey of 100 hospital senior executives to gauge the current state of this phenomenon. The industry expert suggested that only 2% of US hospitals have pursued this initiative in a meaningful way. Of the 44 survey responses, only 9 institutions were engaged in e-commerce or retail sales activities. Questions remain as to why this opportunity remains unrealized, and additional research is proposed.

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

    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.)

  14. AREVA annual results 2009

    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

  15. Areva - First quarter 2009 revenue climbs 8.5% to 3.003 billion euros

    2009-04-01

    First quarter 2009 revenue was up 8.5% compared with the same period last year, to 3.003 billion euros. At constant exchange rates and consolidation scope, growth came to 3.9%. Currency translation had a positive impact of 57 million euros over the quarter. Changes in the consolidation scope had an impact of 66 million euros, primarily due to the consolidation of acquisitions made in 2008 in Transmission and Distribution and in Renewable Energies. The growth engines for first quarter revenue were the Reactors and Services division and the Transmission and Distribution division, with growth of 9.2% and 16.1% respectively. Outside France, revenue rose to 2.032 billion euros, compared with 1.857 billion euros in the first quarter of 2008, and represents 68% of total revenue. Orders were steady in the first quarter, particularly in the Front End, which posted several significant contracts with US and Asian utilities, and in Transmission and Distribution, with orders up sharply in Asia and South America. As of March 31, 2009, the group's backlog reached 49.5 billion euros, for 28.3% growth year-on-year, including 31.3% growth in Nuclear and 10.2% in Transmission and Distribution. For the year as a whole, the group confirms its outlook for backlog and revenue growth as well as rising operating income It should be noted that revenue may vary significantly from one quarter to the next in nuclear operations. Accordingly, quarterly data cannot be viewed as a reliable indicator of annual trends

  16. Areva - 2013 revenue of euro 9.3 bn thanks to sustained level of activity. Organic growth in the nuclear operations: + 7%, above our financial outlook. Backlog of euro 41.6 bn

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

    2014-01-01

    Two years after Fukushima, AREVA's level of activity was especially strong in 2013. The group outperformed its revenue outlook for nuclear operations with an organic growth of 7.1%. With more than 9 billion euros, the group's revenue benefited from the robustness of the recurring activities and from temporary elements, such as exceptionally high uranium sales. This growth demonstrates the resilience of Areva's end market, despite unfavourable current conditions, and the efficient match between its commercial offers and customers' expectations. Capitalizing on this dynamic, the group will continue its recovery in order to sustainably self-finance its capital expenditures. After the announcement on January 20, 2014 of exclusive negotiations with Gamesa for the creation of a joint company in the offshore wind field (50% AREVA, 50% Gamesa), and in accordance with IFRS 5 accounting standard, revenue generated by the Wind Energy business is not included in group revenue for 2012 and 2013 and the result of this business will be presented on a separate line, 'net income from discontinued operations' in the 2013 financial statements. In 2013, AREVA had consolidated revenue of 9.303 billion euros, an increase of 3.8% (+6.3% like for like) compared with 2012 benefiting from strong organic growth in the nuclear operations: - Revenue in the nuclear operations was 9.042 billion euros in 2013, compared with 8.633 billion euros in 2012, a 7.1% increase (+4.7% on a reported basis). Revenue was led by the Mining BG (+40.6% like for like) and the Front End BG (+7.5% like for like), offsetting the expected business downturn in the Reactors and Services BG (-1.5% like for like). Revenue was stable in the Back End BG (-0.6% like for like). - The Renewable Energies BG had 132 million euros in revenue, down from 2012 (-24.7% like for like). - Foreign exchange had a negative impact of 101 million euros, while the change in consolidation scope and accounting methods had a negative impact of

  17. Areva At December 31, 2010: Revenue rises to euros 9.104 bn: + 6.7% Backlog rises to euros 44.2 bn: + 2.0%

    2011-01-01

    impact of 84 million euros. - In Mining, revenue continued to benefit from the increase in AREVA's average uranium sales prices (+5%) and in volumes sold. In addition, gold revenue was up more than 80% compared with 2009. - In Enrichment, revenue was stable compared with 2009. - In Fuel, the drop in volumes reflecting the postponement of deliveries in France was offset by an increase in ancillary activities revenue (components and services) compared with 2009. The backlog for the Reactors and Services BG came to 7.290 billion euros at December 31, 2010. The leading orders booked in the second half of the year were as follows: - an engineering contract from US utility Tennessee Valley Authority to study conditions for completion of unit 1 of the Bellefonte power plant in northern Alabama; - industrial prototype design studies for the CEA for the Generation IV ASTRID reactor; - the start of design, engineering and safety studies for the Indian utility NPCIL under the agreement concerning the construction of two EPR TM reactors at the Jaitapur site and fuel supply for 25 years, with commercial negotiations expected to be brought to a successful conclusion in 2011. Revenue for the Reactors and Services BG was up 8.9% in 2010 (+7.8% LFL) to 3.384 billion euros. Foreign exchange had a positive impact of 39 million euros. - The New Build business was up due to significant progress on major reactor construction projects. - Installed Base Services were up sharply due to buoyant business in component replacement, the increase in power plant modernization and up-rating operations in Europe, and the large amount of work performed in the United States on unit outages. The backlog for the Back End BG came to 6.056 billion euros at December 31, 2010. The BG continued to pursue its international development over the year. In particular, it signed MOX fuel fabrication contracts and a contract with the US Department of Energy for the training of future operators of the MOX Fuel

  18. Areva at March 31, 2014: Downturn in revenue as anticipated, to euro 1.781 bn (-17.3% like for like), Backlog of euro 40.2 bn

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

    2014-01-01

    Following the marked growth of the nuclear operations in 2013, thanks in particular to the strength of recurring activities and the contribution of exceptional items such as significant uranium sales volumes and non-recurring foreign contracts, revenue in the first quarter of the year fell sharply, as Areva had anticipated. A strong seasonal effect will materialize in 2014, with greater activity to be expected in the second half of the year. As indicated when releasing 2013 annual results, the current economic environment is still unfavorable, with market prices deteriorating in the front end of the cycle and lackluster demand from customers for installed base services. AREVA's operations generated consolidated revenue of 1.781 billion euros in the first quarter of 2014, a decrease of 18.1% (-17.3 % like for like) compared with the same period in 2013. The Front End Business Group (BG) reported strong growth of +59.0% (+59.8% like for like). Revenue was down in the Mining, Reactors and Services, Back End and Renewable Energies BGs, at -63.0% (-62.3% like for like), -14.1% (-12.5% like for like), -41.7% (-41.6% like for like) and -38.2% (-34.6% like for like) respectively. Foreign exchange had a negative impact of 18 million euros over the period, while the change in consolidation scope had a negative impact of 3 million euros. The group's backlog reached 40.2 billion euros at March 31, 2014, a decrease of 2.9% compared with December 31, 2013 and of 8.8% year on year

  19. AREVA net income: 649 million euros

    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.

  20. AREVA net income: 649 million euros

    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

  1. Areva at September 30, 2015:

    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

  2. The Analytical Instrumentarium for Predictive Analysis of Revenue from the Sale of Goods

    Nosach Nataliia M.

    2017-12-01

    Full Text Available The article is aimed at elaborating recommendations on the selection of analytical instrumentarium for predictive analysis of revenue from the sale of goods, according to the nature of its seasonal changes. The necessity of carrying out predictive analysis of revenue from the sale of goods as an important component of its management is substantiated. The attention is focused on the necessity to use for predictive analysis of revenue from the sale of goods the trend-seasonal models which take into consideration both regularity and randomness of formation of values of levels of the series. A structural-logical model of technology of predictive analysis of revenue from the sale of goods has been proposed according to the nature of its seasonal changes. A number of criteria has been defined, which allow to reveal in a series of dynamics the presence of anomalous data, trend, and seasonal fluctuations. The iterative method of distribution of series of dynamics of revenue from the sale of goods by components has been tested. The recommendations on the choice of the trend model, which can be used to construct both point and interval predictions of the volume of proceeds from sale of goods, are provided.

  3. Update on State and Local Revenue Loss From Internet Sales

    White, James

    2001-01-01

    The GAO has examined the Census Bureau's estimates of e-commerce in 1999 to determine whether they would provide a basis for us to revise any of the results we presented in our 2000 report on sales...

  4. Third quarter 2005 sales figures

    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 document presents the sales figures of the group for the third quarter of 2005: sales revenues in the front end division, in the reactor and services division, in the back end division and in the transmission and distribution division

  5. Characterizing Product Lifecycle in Online Marketing: Sales, Trust, Revenue, and Competition Modeling

    C, Santosh K; Mukherjee, Arjun

    2017-01-01

    Recent researches have seen an upsurge in the analysis of consumer reviews. Although, several dimensions have been explored, less is known on the temporal dynamics of events that happen over the lifecycle of online products. What are the dominant sales patterns? How are they affected by review count, rating, helpfulness and sentiment? How is trust characterized and what are its effects on sales and revenue? What happens during a market competition? When does a takeover/recovery happen and by ...

  6. Areva: 1. quarter 2015 revenue down, at euros 1.762 bn: -1.1% vs. March 2014 (-0.9% like for like)

    Repaire, Philippine du

    2015-01-01

    In the 1. quarter of 2015, AREVA generated consolidated revenue of 1.762 billion euros, representing a decrease of 1.1% (-0.9% like for like) compared with the same period in 2014. Foreign exchange had a positive impact of 36 million euros over the period, while consolidation scope had a negative impact of 39 million euros. At March 31, 2015, the group had 47.520 billion euros in backlog, a 1.4% increase in relation to December 31, 2014 (46.866 billion euros) reflecting a favorable foreign exchange impact. It should be noted that the backlog does not include the amount from agreements signed with EDF in October 2013 for the EPR reactors project at Hinkley Point in the United Kingdom or for the related fuel. The order intake totaled 881 million euros in the 1. quarter of 2015, an increase compared with the 1. quarter of 2014 (668 million euros)

  7. Strategi Coverage, Distribution, Merchandising, Promotion Sebagai Upaya Peningkatan Sales Force Dan Revenue (Studi Kasus Pada PT. Telekomunikasi Seluler Cabang Malang)

    Raka, Dyasc Achmad Hardha

    2014-01-01

    The purpose of this research is to clarify the application of the marketing strategies used by management to implement Coverage, Distribution, Merchandising and Promotion (CDMP) strategies as the basis for management decision in an effort to increase sales force performance and revenue. The influence of Coverage, Distribution, Merchandising and Promotion (CDMP) strategies on increasing sales force performance and revenue could look at a very significant sales sector. The locus of this resear...

  8. AREVA - First quarter 2011 revenue: 2.7% growth like for like to 1.979 billion euros

    2011-01-01

    The group reported consolidated revenue of 1.979 billion euros in the 1. quarter of 2011, for 2.2% growth compared with the 1. quarter of 2010 (+ 2.7% like for like). The increase was driven by the Mining / Front End Business Group (+ 20.8% LFL). Revenue from outside France rose 12.0% to 1.22 billion euros and represented 62% of total revenue. The impacts of foreign exchange and changes in consolidation scope were negligible during the period. The March 11 events in Japan had no significant impact on the group's performance in the 1. quarter of 2011. The group's backlog of 43.5 billion euros at March 31, 2011 was stable in relation to March 31, 2010. The growth in the backlog of the Mining / Front End and Renewable Energies Business Groups offset the partial depletion of the backlog in the Reactors and Services and Back End Business Groups as contracts were completed

  9. First half 2006: sales revenue up by 5.7% to euros 5,036 million; 1. semestre 2006: chiffre d'affaires en hausse de 5,7% a 5,036 million d'euros

    NONE

    2006-07-01

    The AREVA group reports first half 2006 sales revenue of 5,036 million euros, up from 4,764 million euros for the same period in 2005, representing 5.7% growth in terms of reported data. Organic growth was 5.1%. In the second quarter 2006 the group had revenue of 2,560 million euros, down 0.7% from second quarter 2005 sales (-1.6% like-for-like). Nuclear operations reported first half 2006 revenue of 3,334 million euros, up 1.6% from the first half of 2005 (+1.3% like-for-like), marked by: net growth of 12.9% for the Front End Division, mainly attributable to uranium deliveries and enrichment services; the contribution from reactor projects in Finland (OL3), China (Ling Ao-Phase II) and France (Flamanville 3 EPR), which boosted sales for the Reactors and Services Division by 2.7%, despite the downturn in sales of reactor services; a 14.4% drop in the Back End Division, primarily in the used fuel treatment business. The Transmission and Distribution Division recorded sales revenue of 1,701 million euros, representing strong organic growth of 13.8%, consistent with the increase in orders booked in the second half of 2005. Orders for the first half of 2006 were up by 17.5% like-for-like compared with those of the first half of 2005. The group is targeting a net increase in revenue for 2006, like-for-like.

  10. Areva - 2011 Annual results

    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

  11. AREVA 2010 annual results

    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

  12. Areva At December 31, 2010: Revenue rises to euros 9.104 bn: + 6.7% Backlog rises to euros 44.2 bn: + 2.0%; Areva au 31 decembre 2010: Croissance du chiffre d'affaires a 9104 Meuros: + 6,7 % Croissance du carnet de commandes a 44,2 Mdseuros: + 2,0 %

    NONE

    2011-07-01

    exchange had a positive impact of 84 million euros. - In Mining, revenue continued to benefit from the increase in AREVA's average uranium sales prices (+5%) and in volumes sold. In addition, gold revenue was up more than 80% compared with 2009. - In Enrichment, revenue was stable compared with 2009. - In Fuel, the drop in volumes reflecting the postponement of deliveries in France was offset by an increase in ancillary activities revenue (components and services) compared with 2009. The backlog for the Reactors and Services BG came to 7.290 billion euros at December 31, 2010. The leading orders booked in the second half of the year were as follows: - an engineering contract from US utility Tennessee Valley Authority to study conditions for completion of unit 1 of the Bellefonte power plant in northern Alabama; - industrial prototype design studies for the CEA for the Generation IV ASTRID reactor; - the start of design, engineering and safety studies for the Indian utility NPCIL under the agreement concerning the construction of two EPR{sup TM} reactors at the Jaitapur site and fuel supply for 25 years, with commercial negotiations expected to be brought to a successful conclusion in 2011. Revenue for the Reactors and Services BG was up 8.9% in 2010 (+7.8% LFL) to 3.384 billion euros. Foreign exchange had a positive impact of 39 million euros. - The New Build business was up due to significant progress on major reactor construction projects. - Installed Base Services were up sharply due to buoyant business in component replacement, the increase in power plant modernization and up-rating operations in Europe, and the large amount of work performed in the United States on unit outages. The backlog for the Back End BG came to 6.056 billion euros at December 31, 2010. The BG continued to pursue its international development over the year. In particular, it signed MOX fuel fabrication contracts and a contract with the US Department of Energy for the training of future

  13. Backlog at December 31, 2007: euro 39,8 billion, up by 55% from year-end 2006. 2007 sales revenue: euro 11.9 billion, up by 9.8% (+10.4% like-for-like)

    2008-01-01

    The AREVA group's backlog reached a record level of euro 39.834 billion as of December 31, 2007, up by 55% from that of year-end 2006. In Nuclear, the backlog was euro 34.927 billion at year-end 2007 (+58%), due in particular to the signature of a contract in a record amount with the Chinese utility CGNPC. The series of agreements concluded provide among other things for the construction of two new-generation EPR nuclear islands and the supply of all of the materials and services needed for their operation through 2027. CGNPC also bought 35% of the production of UraMin, the mining company acquired by AREVA in August 2007. Industrial cooperation in the Back End of the cycle was launched with the signature of an agreement between China and France. In addition, the group signed several long-term contracts in significant amounts, particularly with KHNP of South Korea, EDF and Japanese utilities. The Transmission and Distribution division won several major contracts in Libya and Qatar at the end of the year approaching a total of euro 750 million. For the entire year, new orders grew by 34% to euro 5.816 billion. The backlog, meanwhile, grew by 40% to euro 4.906 billion at year-end. The group cleared sales revenue of euro 11.923 billion in 2007, up by 9.8% (+10.4% like-for-like) in relation to 2006 sales of euro 10.863 billion. Sales revenue for the 4. quarter of 2007 rose to euro 3.858 billion, for growth of 16.7% (+18.8% like-for-like) over one year. Sales revenue for the year was marked by: - Growth of 7.6% (+10.6% like-for-like) in Front End sales revenue, which rose to euro 3.140 billion. The division's Enrichment operations posted strong growth. - Sales were up by 17.5% (+15.2% like-for-like) to euro 2.717 billion in the Reactors and Services division. Sales revenue was driven in particular by the growth of Services operations, after weak demand in 2006, by progress on OL3 construction, and by the start of Flamanville 3, the second EPR. For the Back End division

  14. Areva at September 30, 2012: Backlog at a record level of euros 47 bn (+10.1% year on year). Revenue up sharply to euros 6.542 bn (+10.0% compared with September 2011, +8.5% like for like)

    Marie, Patricia; Briand, Pauline; Thebault, Alexandre; Rosso, Jerome; Scorbiac, Marie de; Repaire, Philippine du

    2012-01-01

    AREVA generated consolidated revenue of 6.542 billion euros over the first nine months of 2012, representing growth of 10.0% (+8.5% growth like for like) compared with the same period in 2011. Revenue growth was fueled by a 7.0% increase in recurring business (+5.6% like for like) and ramp-up of the renewable business. Revenue from nuclear operations was 6.035 billion euros over the first nine months of 2012, compared with 5.731 billion euros for the first nine months of 2011, representing a 5.3% increase (+3.9% like for like). Like for like, revenue was led by the Mining BG (+28.0%), the Reactors and Services BG (+2.1%) and the Back End BG (+11.8%), offsetting the downturn in business in the Front End BG (-12.1%). Revenue was up 272% like for like in renewable energies. Foreign exchange had a positive impact of 130 million euros over the period. The change in consolidation scope had a negative impact of 52 million euros. Revenue growth was balanced between France and internationally, reflecting AREVA's ability to capture market opportunities while capitalizing on long-standing relations with its customers. Sales revenue for the third quarter of 2012 was 2.214 billion euros, an increase of 13.4% (+12.4% like for like) compared with the third quarter of 2011. Foreign exchange had a positive impact of 52 million euros over the period, while the change in consolidation scope had a negative impact of 34 million euros. At September 30, 2012, the consolidated backlog for the nuclear and renewable energy businesses was the highest since the Group was established, at a total of 47 billion euros. This represents an increase of 10.1% in relation to September 30, 2011 (42.7 billion euros) and an increase of 4.1% in relation to June 30, 2012 (45.2 billion euros). The increase is attributable mainly to the Mining, Front End and Reactors and Services BGs. Order intakes over the first nine months of the year were up 87% compared with first nine months of 2011. Order cancellations

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

    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

  16. The multilevel effect of marketing activities on sales, revenue and profitability in a micro-enterprise

    Rafael Barreiros Porto

    2017-07-01

    Full Text Available Purpose – This study dynamically assessed the effectiveness of marketing activities in the generation of product sales, revenue, and profitability in a micro-enterprise, a context that lacks research in marketing. Design/methodology/approach – A longitudinal multilevel study was conducted using daily panel data for 5,800 products sold and monthly time series on the business level, involving 26 months of commercial and financial records for a micro-enterprise (a drugstore. Panel and time series regressions were performed. Findings – The research shows that (1 marketing activities, in particular price elasticity, quite accurately generate product sales, (2 the aggregated estimate of total marketing activities predicts monthly company revenue and profitability, and (3 in the investigated company, if marketing activities are intensified in the same proportion to increase costs in products and goods, they are not efficient in generating profit. Originality/value – This research supports investigations concerning micro-macro level analysis relationships with commercial and financial data in order to merge marketing decisions to finance.

  17. Areva - Results for the first half of 2009

    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

  18. Areva excellent business volume: backlog as of december 31, 2008: + 21.1% to 48.2 billion euros. 2008 revenue: + 10.4% to 13.2 billion euros

    2009-01-01

    AREVA's backlog stood at 48.2 billion euros as of December 31, 2008, for 21.1% growth year-on-year, including 21.8% growth in Nuclear and 16.5% growth in Transmission and Distribution. The Nuclear backlog came to 42.5 billion euros at December 31, 2008. The Transmission and Distribution backlog came to 5.7 billion euros at year-end. The group recognized revenue of 13.2 billion euros in 2008, for year-on-year growth of 10.4% (+9.8% like-for-like). Revenue outside France was up 10.5% to 9.5 billion euros, representing 72% of total revenue. Revenue was up 6.5% in the Nuclear businesses (up 6.3% LFL), with strong performance in the Reactors and Services division (+10.9% LFL) and the Front End division (+7.2% LFL). The Transmission and Distribution division recorded growth of 17% (+15.8% LFL). Revenue for the fourth quarter of 2008 rose to 4.1 billion euros, up 5.2% (+1.6% LFL) from that of the fourth quarter of 2007. Revenue for the Front End division rose to 3.363 billion euros in 2008, up 7.1% over 2007 (+7.2% LFL). Foreign exchange (currency translations) had a negative impact of 53 million euros. Revenue for the Reactors and Services division rose to 3.037 billion euros, up 11.8% over 2007 (+10.9% LFL). Foreign exchange (currency translations) had a negative impact of 47 million euros. Revenue for the Back End division came to 1.692 billion euros, a drop of 2.7% (-2.5% LFL). Foreign exchange (currency translations) had a negative impact of 3.5 million euros. Revenue for the Transmission and Distribution division rose to 5.065 billion euros in 2008, up 17.0% (+15.8% LFL)

  19. AREVA 2010 annual results; AREVA resultats annuels 2010

    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

  20. Third quarter 2005 sales figures; Chiffre d'affaires du 3. trimestre 2005

    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 document presents the sales figures of the group for the third quarter of 2005: sales revenues in the front end division, in the reactor and services division, in the back end division and in the transmission and distribution division.

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

    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.

  2. Areva - first half 2007 financial results

    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

  3. 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

    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

  4. Tobacco affordability, sales and excise revenues in the 28 European Union countries in 2011-2014

    Konstantin Krasovsky

    2017-05-01

    Tobacco taxation can ensure both tobacco consumption decline and revenue increase only if taxation is a key factor of tobacco affordability reduction. Otherwise, in years of economic recession consumption declines, but revenue does not increase; while in years of economic growth revenue increases, but consumption does not decline.

  5. Areva - First quarter 2009 revenue climbs 8.5% to 3.003 billion euros; Areva - Progression du chiffre d'affaires du 1. trimestre 2009: + 8,5% a 3003 millions d'euros

    NONE

    2009-04-15

    First quarter 2009 revenue was up 8.5% compared with the same period last year, to 3.003 billion euros. At constant exchange rates and consolidation scope, growth came to 3.9%. Currency translation had a positive impact of 57 million euros over the quarter. Changes in the consolidation scope had an impact of 66 million euros, primarily due to the consolidation of acquisitions made in 2008 in Transmission and Distribution and in Renewable Energies. The growth engines for first quarter revenue were the Reactors and Services division and the Transmission and Distribution division, with growth of 9.2% and 16.1% respectively. Outside France, revenue rose to 2.032 billion euros, compared with 1.857 billion euros in the first quarter of 2008, and represents 68% of total revenue. Orders were steady in the first quarter, particularly in the Front End, which posted several significant contracts with US and Asian utilities, and in Transmission and Distribution, with orders up sharply in Asia and South America. As of March 31, 2009, the group's backlog reached 49.5 billion euros, for 28.3% growth year-on-year, including 31.3% growth in Nuclear and 10.2% in Transmission and Distribution. For the year as a whole, the group confirms its outlook for backlog and revenue growth as well as rising operating income It should be noted that revenue may vary significantly from one quarter to the next in nuclear operations. Accordingly, quarterly data cannot be viewed as a reliable indicator of annual trends.

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

    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

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

    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

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

    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.

  9. Areva revenue growth in the first quarter of 2010: 8.4% like-for-like, i.e. 1.936 billion euros

    2010-01-01

    The group's first quarter 2010 consolidated revenue rose 6.5% to 1.936 billion euros (+8.4% LFL) compared with the first quarter of 2009. Growth was driven by the Reactors and Services Business Group (+18.0% LFL). Revenue from exports was up 16.6% to 1.089 billion euros, representing 56.2% of total revenue. Foreign exchange had a negative impact of 26 million euros. Changes in consolidation scope were negligible during the period. The group's backlog of 43.6 billion euros at March 31, 2010 was stable in relation to December 31, 2009. Growth in the backlog of the Reactors and Services Business Group helped offset the drawdown of the backlog in the Back End Business Group as contracts were completed. For the full year of 2010, the group confirms its outlook for significant backlog and revenue growth, rising operating income, and a strong increase in net income attributable to owners of the parent. Mining/Front End Business Group: The Mining/Front End BG reported first quarter 2010 revenue of 674 million euros, which was stable on a reported basis and up 3.5% LFL1. Foreign exchange had a negative impact of 16 million euros. - In Mining, quarterly revenue was driven by volume growth due to a favorable delivery schedule. - In Enrichment and Fuel, volumes were down compared with the first quarter of 2009, particularly due to time-lag in customer deliveries. Reactors and Services Business Group: Revenue for the Reactors and Services BG was up 16.4% in the first quarter of 2010 (up 18.0% LFL1), to 775 million euros. Foreign exchange had a negative impact of 10 million euros. - The New Builds Business reported strong growth due to significant progress on major reactor construction projects, particularly Taishan in China. - Installed Base Business was also up due to buoyant engineering operations, particularly in Germany, and to the more favorable seasonality of unit outage campaigns than in the first quarter of 2009. Back End Business Group: First quarter 2010 revenue for

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

    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

  11. Areva excellent business volume: backlog as of december 31, 2008: + 21.1% to 48.2 billion euros. 2008 revenue: + 10.4% to 13.2 billion euros; Areva excellent niveau d'activite: carnet de commandes au 31/12/2008: + 21,1% a 48,2 Mds d'euros. Chiffre d'affaires de l'exercice 2008: + 10,4% a 13,2 Mds d'euros

    NONE

    2009-07-01

    AREVA's backlog stood at 48.2 billion euros as of December 31, 2008, for 21.1% growth year-on-year, including 21.8% growth in Nuclear and 16.5% growth in Transmission and Distribution. The Nuclear backlog came to 42.5 billion euros at December 31, 2008. The Transmission and Distribution backlog came to 5.7 billion euros at year-end. The group recognized revenue of 13.2 billion euros in 2008, for year-on-year growth of 10.4% (+9.8% like-for-like). Revenue outside France was up 10.5% to 9.5 billion euros, representing 72% of total revenue. Revenue was up 6.5% in the Nuclear businesses (up 6.3% LFL), with strong performance in the Reactors and Services division (+10.9% LFL) and the Front End division (+7.2% LFL). The Transmission and Distribution division recorded growth of 17% (+15.8% LFL). Revenue for the fourth quarter of 2008 rose to 4.1 billion euros, up 5.2% (+1.6% LFL) from that of the fourth quarter of 2007. Revenue for the Front End division rose to 3.363 billion euros in 2008, up 7.1% over 2007 (+7.2% LFL). Foreign exchange (currency translations) had a negative impact of 53 million euros. Revenue for the Reactors and Services division rose to 3.037 billion euros, up 11.8% over 2007 (+10.9% LFL). Foreign exchange (currency translations) had a negative impact of 47 million euros. Revenue for the Back End division came to 1.692 billion euros, a drop of 2.7% (-2.5% LFL). Foreign exchange (currency translations) had a negative impact of 3.5 million euros. Revenue for the Transmission and Distribution division rose to 5.065 billion euros in 2008, up 17.0% (+15.8% LFL)

  12. Tobacco affordability, sales and excise revenues in the 28 European Union countries in 2011-2014

    Konstantin Krasovsky

    2017-01-01

    Introduction The Guidelines for the FCTC Article 6 state: When establishing their levels of taxation, Parties should make tobacco products less affordable over time in order to reduce consumption. The objective is to estimate the impact of changes in tobacco affordability on tobacco consumption and tobacco excise revenues in 2011-2014 in 28 European Union countries. Material and Methods Tobacco affordability index was calculated using the Eurostat data on harmonized consumer price i...

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

    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

  14. Effects of Housing Costs and Home Sales on Local Government Revenues and Services

    Allee, David J.

    1991-01-01

    The subtitle of this paper should be " How recession and federal devolution have caused local governments to cut services and raise property taxes --now, what should be done in response to the resulting clamor for local government consolidation?" Housing drives local government services. Home sales represent opportunities for more income and more costs. Intergovernmental competition for tax base and the role of state and federal aid to provide equity between jurisdictions are central to the q...

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

    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.)

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

    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.

  17. Impact of Coal Sales on Revenue Sharing Fund And Environment in The South Sumatra Province

    Fettymia Fettymia

    2018-03-01

    Full Text Available Coal prices between 2006-2015 trend was fluctuate but tend to decrease every year and affect regional income, especially South Sumatra Province. Coal prices fluctuation are influenced by several factors, the decline of world oil prices, coal production surplus, and China imports restriction. Coal mining industry also give a direct impact to the environment especially effect to work environment for the company workers and the people environment around mining. The coal mining company absorbs local labor so as to increase local revenues from individual income taxes. This research use quantitative approach using Ordinary Least Square (OLS analytical method with E-views 7 software. Multiple linier regression technique also applied. The Secondary data is time series of 2006 - 2015. The results presented in form of tables, images and narration. From this research can be drawn conclusion that price fluctuations have no effect on regional income, but production sold has an effect on regional income.

  18. Areva at December 31, 2014: Revenue down at Euros 8.336 bn: -8.0% (-7.2% like for like), Backlog at Euros 46.9 bn

    Repaire, Philippine du

    2015-01-01

    At 46.9 billion euros at December 31, 2014, the group's backlog grew in certain recurring businesses, thanks to long-term contracts with EDF. Nevertheless, the group suffers from the lackluster of markets with short-term sales cycles, as is the case for services to the installed base, and from the postponement of certain customer projects. The group's revenue for 2014, which was down 7.2% like for like, slightly exceeded the group's expectations. The decrease is due to the deterioration of market conditions throughout 2014 and to an unfavorable basis of comparison, with non-recurring contracts in the Mining and Back End businesses having benefited the year of 2013

  19. The new AREVA

    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 at March 31, 2016

    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)

  1. Areva 2005 annual report

    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

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

    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)

  3. Areva - 2016 Reference document

    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, reference document 2006

    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

  5. Areva, annual report 2004

    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

  6. Areva, annual report 2004

    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

  7. Areva, annual report 2004

    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

  8. Areva reference document 2007

    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

  9. AREVA group overview; Presentation du groupe AREVA

    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.)

  10. Backlog at December 31, 2007: euro 39,8 billion, up by 55% from year-end 2006. 2007 sales revenue: euro 11.9 billion, up by 9.8% (+10.4% like-for-like); Carnet de commandes au 31 decembre 2007: 39,8 milliards d'euros, en progression de 55% par rapport a fin 2006. Chiffre d'affaires de l'exercice 2007: 11,9 milliards d'euros, en progression de 9,8% (+10,4% en donnees comparables)

    NONE

    2008-01-15

    The AREVA group's backlog reached a record level of euro 39.834 billion as of December 31, 2007, up by 55% from that of year-end 2006. In Nuclear, the backlog was euro 34.927 billion at year-end 2007 (+58%), due in particular to the signature of a contract in a record amount with the Chinese utility CGNPC. The series of agreements concluded provide among other things for the construction of two new-generation EPR nuclear islands and the supply of all of the materials and services needed for their operation through 2027. CGNPC also bought 35% of the production of UraMin, the mining company acquired by AREVA in August 2007. Industrial cooperation in the Back End of the cycle was launched with the signature of an agreement between China and France. In addition, the group signed several long-term contracts in significant amounts, particularly with KHNP of South Korea, EDF and Japanese utilities. The Transmission and Distribution division won several major contracts in Libya and Qatar at the end of the year approaching a total of euro 750 million. For the entire year, new orders grew by 34% to euro 5.816 billion. The backlog, meanwhile, grew by 40% to euro 4.906 billion at year-end. The group cleared sales revenue of euro 11.923 billion in 2007, up by 9.8% (+10.4% like-for-like) in relation to 2006 sales of euro 10.863 billion. Sales revenue for the 4. quarter of 2007 rose to euro 3.858 billion, for growth of 16.7% (+18.8% like-for-like) over one year. Sales revenue for the year was marked by: - Growth of 7.6% (+10.6% like-for-like) in Front End sales revenue, which rose to euro 3.140 billion. The division's Enrichment operations posted strong growth. - Sales were up by 17.5% (+15.2% like-for-like) to euro 2.717 billion in the Reactors and Services division. Sales revenue was driven in particular by the growth of Services operations, after weak demand in 2006, by progress on OL3 construction, and by the start of Flamanville 3, the second EPR. For the Back End

  11. Energy. Saving 'Private' Areva

    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

  12. Strong backlog growth of 22.3% compared to September 30, 2008. Strong third quarter revenue growth of 7.8%, bringing sales for the first nine months of 2009 to 9.7 billion, or +6.4%

    2009-01-01

    AREVA generated consolidated revenue of 9.686 billion euros over the first nine months of 2009 for growth of 6.4% (+4.0% like-for-like) compared with the same period in 2008. Revenue outside France was up 8.4% to 6.999 billion euros, representing 72% of total revenue. The main revenue growth engines were the Front End division and the Transmission and Distribution division, with growth of 7.6% and 12.4% respectively. Foreign exchange had a positive impact of 91 million euros. Changes in the consolidation scope had an impact of 117 million euros, corresponding to the consolidation of acquisitions made by AREVA TA and the Transmission and Distribution division in 2008 and 2009. Third quarter 2009 revenue rose 7.8% to 3.164 billion euros (+6.7% like-for-like) compared with the third quarter of 2008. Changes in the consolidation scope had a positive impact of 31 million euros. The foreign exchange impact was minimal for the period. Quarterly growth was fueled mostly by the Front End division (+13.7%), the Back End division (+7.1%) and the Transmission and Distribution division (+8.4%). The group's backlog stood at 47.5 billion euros as of September 30, 2009 for 22.3% growth year-on-year. The backlog is up 27.4% in Nuclear and down 5.6% in Transmission and Distribution. For 2009 as a whole, the group confirms its outlook, based on the consolidation scope as of June 30, 2009, for a strong growth in backlog and in revenue and operating income close to that of the financial year 2008

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

    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.

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

    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.

  15. Areva. 2005 half year report

    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

  16. Areva Resources Namibia. Report to Stakeholders 2014

    2015-01-01

    This document is Areva Namibia's stakeholder report for 2013-2014. The focus of this edition is on Areva Namibia's involvement in the community. The Trekkopje project went into a 'Care and Maintenance' phase from 1 July 2013. The mine is merely in a holding phase with every intention to start up as soon as the economic conditions become more favourable. Since then, the Care and Maintenance team has been protecting the assets and kept the mine's infrastructure in working condition so that it can be commissioned without delay. However, Areva is still present and actively engaged with its stakeholders at the local, regional and national level. Neighbouring communities are benefiting from social projects in Arandis, Swakopmund and the wider Erongo region. Areva is actively supporting economic development through the Erongo Development Foundation's SME micro-finance scheme and education projects. At the regional level, Areva's desalination plant has enabled NamWater to meet the water demand of Swakop Uranium's new Husab mine. Furthermore, water supply to the Roessing and Langer Heinrich mines could be sustained when pumping water from the Omaruru Delta (Omdel) aquifer at Henties Bay had to be reduced due to over-exploitation. Areva has recently started negotiations with the Government of the Republic of Namibia about the sale of the Erongo desalination plant. Areva is also involved in the mining industry as members of the Namibian Chamber of Mines and the Namibian Uranium Association (NUA). The NUA plays an important role in setting standards to ensure that local mining practices comply with global standards on sustainable development, environmental protection and radiological safety. One of Areva's major achievements in 2014 was the completion of the second phase of metallurgical test work with very promising results. The Care and Maintenance phase is the opportunity to thoroughly research the alkaline heap leach process and

  17. The Areva Group; Le groupe Areva

    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.)

  18. Areva at September 30, 2014

    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

  19. Areva at March 31, 2012: 2.4% revenue growth to 2026 million euros (+1.3% on a comparable basis); Backlog growth of 12 months to 45.1 billion euros (+3.7%), down slightly over 3 months (-1.0%)

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

    2012-01-01

    AREVA generated consolidated revenue of 2.026 billion euros in the first quarter of 2012, up 2.4% (+1.3% like for like) compared with the same period in 2011. The increase in revenue in the Mining Business Group (+11.9% reported, +6.5% like for like), the Reactors and Services Business Group (+5.8% reported, +6.0% like for like) and the Renewable Energies Business Group (+198.2% reported, +199.8% like for like) offsets the expected decrease in revenue in the Front End Business Group (-17.2% reported, -18.3% like for like). Foreign exchange had a positive impact of 29 million euros over the period, while changes in consolidation scope had a negative impact of 8 million euros. The Group had 45.1 billion euros in backlog at March 31, 2012, up 3.7% in relation to March 31, 2011 and down slightly (-1.0%) from December 31, 2011. Backlog growth in the Front End, Reactors and Services and Back End Business Groups offsets the decrease in backlog in the Mining and Renewable Energies Business Groups. Order cancellations as a result of the Fukushima accident totaled 612 million euros at March 31, 2012, compared with 464 million euros at December 31, 2011

  20. Areva in 2006

    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

  1. Energy. Areva, the mess

    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

  2. Areva: 2014 annual results

    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

  3. Areva in 2002

    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.)

  4. Areva: experiences in outage services

    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. Areva as of December 31, 2011

    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

  6. Crisis exercises at AREVA

    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.)

  7. AREVA group overview

    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.)

  8. The 2003 essential. AREVA

    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.)

  9. AREVA in India

    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

  10. AREVA 2009 reference document

    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

  11. Sale

    2006-01-01

    On Tuesday 28 November, a sale in aid of the animal protection society 'SOS Animaux Pays de Gex' will be held at the entrance to Restaurant No. 1 from 9 am to 5 pm. Mr Mpntagnel, a balloon sculptor, will also be on hand to create whatever kind of characters or animals your heart may desire.

  12. Sale

    2006-01-01

    On Tuesday 28 November, a sale in aid of the animal protection society 'SOS Animaux Pays de Gex' will be held at the entrance to Restaurant 1 from 9 am to 5 pm. Mr Montagnel, a balloon sculptor, will also be on hand to create whatever kind of characters or animals your heart may desire.

  13. Areva - 2014 Reference document

    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

  14. AREVA's nuclear reactors portfolio

    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)

  15. AREVA in China

    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

  16. Areva - 2012 Annual Report. Forward looking energy

    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

  17. Areva attracted to Slovakia by engineers

    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)

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

    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)

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

    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

  20. Areva 2005 annual report; Areva rapport annuel 2005

    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.

  1. The Areva Group

    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.)

  2. Areva's privatization uncertainties

    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.)

  3. Proceedings of the Areva Technical Days. Session 5

    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.)

  4. Proceedings of the Areva Technical Days. Session 5

    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.)

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

    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.

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

    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.

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

    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

  8. AREVA - First quarter 2011 revenue: 2.7% growth like for like to 1.979 billion euros; AREVA - chiffre d'affaires au 1er trimestre 2011: 1979 millions d'euros, soit une croissance de 2,7% a donnees comparables

    NONE

    2011-07-01

    The group reported consolidated revenue of 1.979 billion euros in the 1. quarter of 2011, for 2.2% growth compared with the 1. quarter of 2010 (+ 2.7% like for like). The increase was driven by the Mining / Front End Business Group (+ 20.8% LFL). Revenue from outside France rose 12.0% to 1.22 billion euros and represented 62% of total revenue. The impacts of foreign exchange and changes in consolidation scope were negligible during the period. The March 11 events in Japan had no significant impact on the group's performance in the 1. quarter of 2011. The group's backlog of 43.5 billion euros at March 31, 2011 was stable in relation to March 31, 2010. The growth in the backlog of the Mining / Front End and Renewable Energies Business Groups offset the partial depletion of the backlog in the Reactors and Services and Back End Business Groups as contracts were completed

  9. Areva in Niger

    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.)

  10. Areva reference document 2007; Areva document de reference 2007

    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.

  11. Areva 2005 annual report; Areva rapport annuel 2005

    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.

  12. Areva reference document 2007; Areva document de reference 2007

    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

  13. AREVA - 2013 Reference document

    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

    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. Marketing/Sales Students' Understanding of What Counts as Sales

    Hoshower, Leon; Gupta, Ashok K.

    2009-01-01

    Improper sales revenue recognition is the single largest issue contributing to financial restatements. Understanding and applying the rules of sales revenue recognition is not just an accounting problem; it is a marketing problem, too. Thus, it is important that the sales force has a basic understanding of the rules of sales recognition and be…

  16. Areva - 2011 Reference document

    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

  17. Nuclear. Areva, a French fission

    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

  18. AREVA decommissioning strategy and programme

    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

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

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

    2011-07-27

    Siemens and the sale of STMicroelectronics shares. From now to year-end, the group will also continue its commercial efforts, building on its technical expertise and its technologies, while strengthening its programs to reduce costs and control cash generation. The operating and financial results for the first half of 2011 can be summarized as follows: - Backlog of euro 43.1 bn: -euro 1.1 bn compared with December 31, 2010, - Revenue of euro 3.997 bn: -3.9% compared with first half 2010, - Operating income excluding particular items: euro 62 m, for operating margin of 1.6%, - Operating income: euro 710 m, - Net income attributable to owners of the parent: euro 351 m, - Earnings per share: euro 0.92, - Net debt of euro 2.772 bn: down euro 900 m from December 31, 2010

  20. Areva - 2014 Half-year results

    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

  1. Areva: questions about a champion

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

    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

  3. A projection of motor fuel tax revenue and analysis of alternative revenue sources in Georgia.

    2012-05-01

    Motor fuel tax revenue currently supplies the majority of funding for : transportation agencies at the state and federal level. Georgia uses excise and sales taxes : to generate revenue for the Georgia Department of Transportation (GDOT). Inflation a...

  4. How To Increase Advertising Revenue.

    Mitchell, Carmen

    1995-01-01

    Describes advertising sales strategies to help faculty advisers of community college newspapers increase revenues. Argues that sales representatives should know their product well and maintain demographic information on the paper's readership. Includes strategies for organizing advertising staff, searching for potential clients, and taking charge…

  5. Nuclear - the faint hope Areva

    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

  6. AREVA in Mongolia - Press kit

    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

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

    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.)

  8. AREVA 2009 reference document; AREVA document de reference 2009

    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

  9. Areva Resources Namibia. Report to Stakeholders 2015

    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

  10. AREVA sustainable development indicators guidelines

    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.)

  11. AREVA in the Republic of South Africa

    NONE

    2007-07-01

    for research and development in the field of nuclear energy, will play a vital role to be the anchor for the coordination of all nuclear energy R and D and innovation, to undertake and lead the development of uranium conversion capabilities, to develop nuclear fuel fabrication capabilities and obtain established fuel fabrication technologies, and to investigate the viability of building an indigenous reprocessing facility. Already, NECSA has managed a low and medium level waste storage site in Vaalputs since 1986. In 2005, the government issued the national radwaste management policy based on the recycling of used fuel and minimizing packaging and storage of waste volumes. On January, 2008, AREVA submitted its proposal for the construction of two EPRs within the scope of the 'Nuclear-1' program and possibly 10 other EPR within the scope of 'Fleet' program. The proposal is accompanied by the first elements of a global partnership aiming at the joint development of a South African nuclear industry and related skills development. AREVA achieved overall revenues of 94 million euros in South Africa in 2007, comprising 55 million euros in its Reactors and Services Division, 12 million euros in its Fuel Division and 27 million euros in its T and D Division in 2006. AREVA built the twin units of the Koeberg nuclear power plant. In 2006, the two reactors provided 10 TWh net of electricity, which represents 4.4% of the country's total electricity production. Today AREVA is present in Koeberg in the fields of utility services, technical assistance and fuel supply. Utility services mainly comprise inspection operations, maintenance, repair and component replacement as well as engineering and upgrading services. AREVA supplies fuel to the Koeberg nuclear power plant and provides NECSA with technical support for the conversion and fabrication of low enriched uranium for the SAFARI research reactor. Half of the installed transmission and distribution base in

  12. AREVA in the Republic of South Africa

    2007-01-01

    the field of nuclear energy, will play a vital role to be the anchor for the coordination of all nuclear energy R and D and innovation, to undertake and lead the development of uranium conversion capabilities, to develop nuclear fuel fabrication capabilities and obtain established fuel fabrication technologies, and to investigate the viability of building an indigenous reprocessing facility. Already, NECSA has managed a low and medium level waste storage site in Vaalputs since 1986. In 2005, the government issued the national radwaste management policy based on the recycling of used fuel and minimizing packaging and storage of waste volumes. On January, 2008, AREVA submitted its proposal for the construction of two EPRs within the scope of the 'Nuclear-1' program and possibly 10 other EPR within the scope of 'Fleet' program. The proposal is accompanied by the first elements of a global partnership aiming at the joint development of a South African nuclear industry and related skills development. AREVA achieved overall revenues of 94 million euros in South Africa in 2007, comprising 55 million euros in its Reactors and Services Division, 12 million euros in its Fuel Division and 27 million euros in its T and D Division in 2006. AREVA built the twin units of the Koeberg nuclear power plant. In 2006, the two reactors provided 10 TWh net of electricity, which represents 4.4% of the country's total electricity production. Today AREVA is present in Koeberg in the fields of utility services, technical assistance and fuel supply. Utility services mainly comprise inspection operations, maintenance, repair and component replacement as well as engineering and upgrading services. AREVA supplies fuel to the Koeberg nuclear power plant and provides NECSA with technical support for the conversion and fabrication of low enriched uranium for the SAFARI research reactor. Half of the installed transmission and distribution base in South Africa has been supplied by AREVA 's T and D

  13. Press kit. Areva in China

    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

  14. The State regains control of Areva

    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

  15. 26 CFR 1.338-4 - Aggregate deemed sale price; various aspects of taxation of the deemed asset sale.

    2010-04-01

    ... 26 Internal Revenue 4 2010-04-01 2010-04-01 false Aggregate deemed sale price; various aspects of taxation of the deemed asset sale. 1.338-4 Section 1.338-4 Internal Revenue INTERNAL REVENUE SERVICE... Aggregate deemed sale price; various aspects of taxation of the deemed asset sale. (a) Scope. This section...

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

    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.)

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

    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.)

  18. 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

    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)

  19. Areva solutions for management of defective fuel

    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)

  20. Gross Sales Tax Collections

    City of Jackson, Mississippi — This data is captured directly from the MS Department of Revenue and specific to the City of Jackson. It is compiled from Gross Sales Tax reported by taxpayers each...

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

    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

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

    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.)

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

    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

  4. AREVA. Operating and financial results for the first half of 2011

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

    2011-01-01

    and the sale of STMicroelectronics shares. From now to year-end, the group will also continue its commercial efforts, building on its technical expertise and its technologies, while strengthening its programs to reduce costs and control cash generation. The operating and financial results for the first half of 2011 can be summarized as follows: - Backlog of euro 43.1 bn: -euro 1.1 bn compared with December 31, 2010, - Revenue of euro 3.997 bn: -3.9% compared with first half 2010, - Operating income excluding particular items: euro 62 m, for operating margin of 1.6%, - Operating income: euro 710 m, - Net income attributable to owners of the parent: euro 351 m, - Earnings per share: euro 0.92, - Net debt of euro 2.772 bn: down euro 900 m from December 31, 2010

  5. Areva and sustainable development 2003 summary report

    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.)

  6. AREVA Germany. International competence in nuclear technology

    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.)

  7. AREVA and sustainable development - 2003 report

    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.)

  8. Report on responsible growth. AREVA in 2008

    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

  9. A worldwide fuel strategy by AREVA

    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

  10. The programs for lifetime extension by AREVA

    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.)

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

    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.)

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

    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.)

  13. Precious Coral Sales Report Data Set

    National Oceanic and Atmospheric Administration, Department of Commerce — This is a federally mandated sales log which collects information on sales of raw coral, including weight and revenue. Also includes seller and buyer information....

  14. AREVA in the United States

    2007-01-01

    civilian nuclear power program, which had been wound down by the Carter Administration in 1979. More than 30 projects are underway, of which almost half are the subject of a Construction and Operating License (COL) application to the NRC. According to the report published in February 2007 by the EPRI, installed nuclear power in the United States could have increased by 64 GWe in 2030 and by 24 GWe in 2020. The document presents Areva's position in the US market for nuclear products and services, AREVA's integrated offer covering the entire nuclear energy cycle, AREVA's support in the revival of the U.S. nuclear sector, and the forward-thinking approach for AREVA's T and D division

  15. AREVA in the United States

    NONE

    2007-07-01

    public message about his determination to revive the civilian nuclear power program, which had been wound down by the Carter Administration in 1979. More than 30 projects are underway, of which almost half are the subject of a Construction and Operating License (COL) application to the NRC. According to the report published in February 2007 by the EPRI, installed nuclear power in the United States could have increased by 64 GWe in 2030 and by 24 GWe in 2020. The document presents Areva's position in the US market for nuclear products and services, AREVA's integrated offer covering the entire nuclear energy cycle, AREVA's support in the revival of the U.S. nuclear sector, and the forward-thinking approach for AREVA's T and D division.

  16. The AREVA's waste management strategy

    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)

  17. First quarter 2005 sales data

    2005-04-01

    This press release brings information on the AREVA group sales data. First quarter 2005 sales for the group were 2,496 millions of euros, up 3,6% year-on-year from 2,41 millions. The change in foreign exchange rates between the two periods show a negative impact of 22 millions euros, which is much lower than in the first quarter of 2004. It analyzes also in more details the situation of the front end, the reactors and service division, the back end division, the transmission and distribution division and the connectors division. (A.L.B.)

  18. Areva - Environmental Policy 2014-2016

    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

  19. Areva. Half-year 2015 results

    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)

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

    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.)

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

    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.)

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

    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.)

  3. 1. half results 2003 - AREVA group

    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.)

  4. Areva group. Result, first half 2004

    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.)

  5. Revenue stream: How state taxes fund public services, amenities

    Brye Steeves

    2009-01-01

    Each state has a portfolio with a varying assortment of revenue sources, such as income tax and sales tax, which are affected by the health of the economy. In down times, services get cut or taxes are raised.

  6. Applications of learning based systems at AREVA group

    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)

  7. GAIA: AREVAs New PWR fuel assembly design

    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)

  8. Areva reached its objectives in 2002

    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.)

  9. Areva in 2007, growth and profitability

    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.)

  10. Export Control in the AREVA Group

    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.)

  11. Virtual reality boosts performance at AREVA Projects

    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.)

  12. Nevada state revenues analysis

    1988-06-01

    This report analyzes the major sources of revenue to the Nevada State General Fund for purposes of estimating impacts associated with the siting of a nuclear waste repository at Yucca Mountain in Nye County, Nevada. Each major revenue source is analyzed to identify relationships among the economic or demographic base, the revenue base, and the revenues generated. Trends and changes in the rates and/or base are highlighted. A model is developed for each revenue source to allow impact estimation

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

    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

  14. The distribution price control and the 'revenue driver'

    Warren, Andrew

    1995-01-01

    The recent review by the UK electricity Regulator of the electricity companies' distribution price control is analysed. The revenue driver is related to sales volume and number of customers with fifty fifty weighting. This article argues that these are not the appropriate weightings and that peak demand rather than sales is more important. Without such changes, energy efficiency will be disadvantaged. (UK)

  15. 26 CFR 52.4682-2 - Qualifying sales.

    2010-04-01

    ... 26 Internal Revenue 17 2010-04-01 2010-04-01 false Qualifying sales. 52.4682-2 Section 52.4682-2... TAXES (CONTINUED) ENVIRONMENTAL TAXES § 52.4682-2 Qualifying sales. (a) In general—(1) Special rules applicable to certain sales. Special rules apply to sales of ODCs in the following cases: (i) Under section...

  16. 26 CFR 48.4041-16 - Sales for export.

    2010-04-01

    ... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Sales for export. 48.4041-16 Section 48.4041-16... TAXES MANUFACTURERS AND RETAILERS EXCISE TAXES Special Fuels § 48.4041-16 Sales for export. (a) General rule. In order for a sale to be exempt from tax under section 4041 as a sale for export, it is...

  17. 75 FR 77675 - AREVA NP, Inc.; Confirmatory Order (Effective Immediately)

    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...

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

    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.)

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

    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.)

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

    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.)

  1. Gasoline taxes and revenue volatility: An application to California

    Madowitz, M.; Novan, K.

    2013-01-01

    This paper examines how applying different combinations of excise and sales taxes on motor fuels impact the volatility of retail fuel prices and tax revenues. Two features of gasoline and diesel markets make the choice of tax mechanism a unique problem. First, prices are very volatile. Second, demand for motor fuels is extremely inelastic. As a result, fuel expenditures vary substantially over time. Tying state revenues to these expenditures, as is the case with a sales tax, results in a volatile stream of revenue which imposes real costs on agents in an economy. On July 1, 2010, California enacted Assembly Bill x8-6, the “Gas Tax Swap”, increasing the excise tax and decreasing the sales tax on gasoline purchases. While the initial motivation behind the revenue neutral swap was to provide the state with greater flexibility within its budget, we highlight that this change has two potentially overlooked benefits; it reduces retail fuel price volatility and tax revenue volatility. Simulating the monthly fuel prices and tax revenues under alternative tax policies, we quantify the potential reductions in revenue volatility. The results reveal that greater benefits can be achieved by going beyond the tax swap and eliminating the gasoline sales tax entirely. - Highlights: • We examine how gasoline taxes affect government revenue volatility. • We simulate the impact of California's Gasoline Tax Swap policy. • Sales taxes are shown to magnify price volatility and government revenue volatility. • A pure excise tax policy results in less volatile fuel prices and state revenues. • We argue that reductions in both forms of volatility are welfare enhancing

  2. 2005 sales: organic growth of 3.7%

    2006-01-01

    The AREVA group's sales revenue for the year rose to 10,125 million euros, compared with 9,821 million euros in 2004, adjusted for the Connectors division, representing 3.1% growth in terms of reported data. Organic growth was up 3.7% for 2005. The nuclear divisions posted organic growth of 4.6%, signaled by: - growth in the Front End division (+5.2%) linked to the favorable price effect for uranium supplies and to climbing volumes in all of the division's businesses; - new projects in Finland, France and China and strong performance in services, the growth driver for the Reactors and Services division (+10.8%); - the drop in sales for the Back End division (-2.9%) following the 2004 completion of the support contract with Japanese customer JNFL; a contract extension for 2006 and 2007 was signed in late 2005. The Transmission and Distribution division recorded organic growth of 2.0%. The 5.8% increase in the second half of 2005 over 2004 offsets the downturn in the first half of 2005 compared with the same period in 2004, when a one-time peak was observed. New orders rose by 13.1% like-for-like over the period, resulting in a large backlog at the end of 2005. For the fourth quarter of 2005, the group recorded growth of 2.4% in reported data compared with the fourth quarter of 2004, and organic growth of 1.8%. Foreign exchange rate differences had a positive impact of 69 million euros

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

    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

  4. Areva in China - Press kit April 2013

    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

  5. Areva - Press release from the Supervisory Board

    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

  6. Jackson Revenue Budget

    City of Jackson, Mississippi — This dataset shows the City of Jackson's FY2017 revenue budget, revenue collected to date, and the balance remaining to be collected. The data can be broken down by...

  7. AREVA Business and Strategy overview April, 2010

    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)

  8. AREVA and sustainable development. 2002 report

    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.)

  9. 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

    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.)

  10. Why Revenue Diversification Matters

    Leuhusen, Fredrik Carl Axel Peter

    2017-01-01

    Revenue diversification is a term that becomes more relevant as higher education institutions are confronted with increased regulation, competition, declining enrollments, and strained finances. A challenge that many institutions face is that expenditures are higher than revenues and increase faster than them. The term Revenue diversification…

  11. AREVA Logistics Business Unit Transportation Risk Management Initiative

    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)

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

    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)

  13. Areva - Nuclear Safety Policy 2013-2016

    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

  14. airline revenue management

    Pak, K.; Piersma, Nanda

    2002-01-01

    textabstractWith the increasing interest in decision support systems and the continuous advance of computer science, revenue management is a discipline which has received a great deal of interest in recent years. Although revenue management has seen many new applications throughout the years, the main focus of research continues to be the airline industry. Ever since Littlewood (1972) first proposed a solution method for the airline revenue management problem, a variety of solution methods ha...

  15. 26 CFR 48.4216(a)-1 - Charges to be included in sale price.

    2010-04-01

    ... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Charges to be included in sale price. 48.4216(a)-1 Section 48.4216(a)-1 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY... sales promotion programs, or otherwise. With respect to the rules relating to exclusion (in the case of...

  16. 26 CFR 48.4161(a)-5 - Tax-free sales.

    2010-04-01

    ... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Tax-free sales. 48.4161(a)-5 Section 48.4161(a)-5 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) MISCELLANEOUS EXCISE TAXES MANUFACTURERS AND RETAILERS EXCISE TAXES Sporting Goods § 48.4161(a)-5 Tax-free sales. For...

  17. 26 CFR 48.4161(b)-4 - Tax-free sales.

    2010-04-01

    ... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Tax-free sales. 48.4161(b)-4 Section 48.4161(b)-4 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) MISCELLANEOUS EXCISE TAXES MANUFACTURERS AND RETAILERS EXCISE TAXES Sporting Goods § 48.4161(b)-4 Tax-free sales. For...

  18. 26 CFR 1.991-1 - Taxation of a domestic international sales corporation.

    2010-04-01

    ... 26 Internal Revenue 10 2010-04-01 2010-04-01 false Taxation of a domestic international sales corporation. 1.991-1 Section 1.991-1 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) INCOME TAX (CONTINUED) INCOME TAXES Domestic International Sales Corporations § 1.991-1 Taxation...

  19. Philippines - Revenue Administration Reform

    Millennium Challenge Corporation — The Millennium Challenge Account-Philippines' (MCA-P) implementation of the Revenue Administration Reform Project (RARP) is expected to improve tax administration,...

  20. AREVA in 2007, growth and profitability

    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.

  1. AREVA in 2007, growth and profitability

    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

  2. EPR by AREVA. An evolutionary reactor

    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.)

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

    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

  4. Commissioning of Nuclear Power Plants. The AREVA approach

    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

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

    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.)

  6. Characterization of revenue equivalence

    Heydenreich, B.; Müller, R.; Uetz, Marc Jochen; Vohra, R.

    2009-01-01

    The property of an allocation rule to be implementable in dominant strategies by a unique payment scheme is called revenue equivalence. We give a characterization of revenue equivalence based on a graph theoretic interpretation of the incentive compatibility constraints. The characterization holds

  7. Characterization of Revenue Equivalence

    Heydenreich, Birgit; Müller, Rudolf; Uetz, Marc Jochen; Vohra, Rakesh

    2008-01-01

    The property of an allocation rule to be implementable in dominant strategies by a unique payment scheme is called \\emph{revenue equivalence}. In this paper we give a characterization of revenue equivalence based on a graph theoretic interpretation of the incentive compatibility constraints. The

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

    2015-10-01

    This document is Areva Mongol's stakeholder report for 2014. Areva started its exploration operations in Mongolia in 1997 via its subsidiary COGEGOBI and long before the so-called 'mining boom'. Throughout the last decade, Areva made significant investments to bring its geological exploration works to success, which led to the successive discoveries of the Dulaan Uul and Zuuvch Ovoo deposits. These breakthroughs, by almost doubling the account of Mongolia's official uranium resources, have now positioned the country as a possible future major uranium producer. 2014 has been a year of hard work and great achievements for the company. Areva successfully completed the technical and economic feasibility studies of both deposits. The company restored its relationships with local authorities, herders and local citizens, to a point where it now reach some level of mutual understanding. Since the very beginning of its presence in Mongolia, Areva has brought support to local institutions and citizens. The livestock health project that Areva Mongol is funding, has a double objective to clarify the causes of livestock diseases observed in Ulaanbadrakh sum which cause doubts among the local community, as well as to bring direct support to herders in Areva's project area. Areva is waiting the approval of the Feasibility Study of Dulaan Uul and Zuuvch Ovoo uranium deposits mining by the Professional Council of the Mineral Resources Authority and the granting of mining licenses on these areas to Areva Mines LLC. The objective will be to launch the operations of Areva Mines LLC, the joint-venture with the Mongolian state owned partner Mon-Atom. This will be a first step towards Mongolia becoming a uranium exporter being involved itself in the uranium mining for the first time in its history. Content: Areva's approach to responsibility (The uranium market in the world, Areva a world player in Uranium, Responsible Mining Player, actions for

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

    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.)

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

    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. 26 CFR 148.1-5 - Constructive sale price.

    2010-04-01

    ... 26 Internal Revenue 17 2010-04-01 2010-04-01 false Constructive sale price. 148.1-5 Section 148.1... § 148.1-5 Constructive sale price. (a) Purpose of this section. The purpose of this section is to set forth temporary rules to be used in determining a constructive sale price under section 4216(b) of the...

  12. 76 FR 78545 - Guidance Regarding Foreign Base Company Sales Income

    2011-12-19

    ... Regarding Foreign Base Company Sales Income AGENCY: Internal Revenue Service (IRS), Treasury. ACTION: Final... provide guidance relating to foreign base company sales income when personal property sold by a controlled... sales income (FBCSI) rules. Written comments were received in response to the notice of proposed...

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

    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

    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

    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

    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

    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. Defense Commissaries: Issues Related to the Sale of Electronic Scanner Data

    1998-01-01

    In response to your request that we review DeCA'S sale of scanner data and its implementation of category management, this report identifies DeCA'S total revenue from selling scanner data and compares license revenues...

  19. City Revenues and Expenses

    Allegheny County / City of Pittsburgh / Western PA Regional Data Center — City Revenues and Expenses from the Operating Budget from 2012 to Present, updated every night from the City's JD Edwards ledger.

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

    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 in 2007, growth and profitability

    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.

  2. Resource revenues report

    2004-01-01

    Preliminary forecasts of resource revenues that may be forthcoming with the lifting of the moratorium on the west coast of British Columbia were presented. The forecasts are based on the development scenarios of one natural gas project in the Hecate Strait, and one oil project in the Queen Charlotte Sound. Both projects were assessed in an effort to demonstrate some of the potential resource revenues and public benefits that may be possible from offshore development in the province. Resource revenues provide the return-on-investments to the resource developer and public benefits in the form of taxes, royalties, lease payments and related fees to all levels of governments. Much of the revenues generated from the British Columbia offshore oil and gas development will accrue as income taxes. A public energy trust offers a way to transform non-renewable resource revenues into a renewable source of wealth for citizens of the province. The report presents estimates of project investment, pipeline capacity limitation, operating costs for offshore platforms, and earnings. It was estimated that about $2.0 billion in public benefits would be generated from combined project revenues of $6.9 billion. Information was obtained from offshore leaseholders as well as pipeline and engineering companies. refs., tabs., figs

  3. EDF and Areva: a hazardous and risky strategy

    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

  4. Rosatom, the Russian who wants to dethrone Areva

    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.)

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

    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.)

  6. AREVA HTR concept for near-term deployment

    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.

  7. AREVA HTR concept for near-term deployment

    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.

  8. 26 CFR 1.453-4 - Sale of real property involving deferred periodic payments.

    2010-04-01

    ..., for the purpose of determining whether a sale is on the installment plan, be included as a part of the... 26 Internal Revenue 6 2010-04-01 2010-04-01 false Sale of real property involving deferred... Included § 1.453-4 Sale of real property involving deferred periodic payments. (a) In general. Sales of...

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

    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

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

    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

  11. Alberta books big revenues in 1996

    Curran, R.

    1996-01-01

    A 17.9 per cent increase over 1995 in oil and gas revenues were reported for Alberta through August 1996. Revenues from crude oil were up 12.6 per cent and from natural gas 30.7 per cent. The level of increase in revenues is expected to hold for the remainder of the year, save for the prospects of Iraq re-entering the market in force. This would cause a steep decline in prices and some panic trading in energy stocks. Nevertheless, producers are well positioned for the year ahead, as capital spending and drilling activity are based on lower price forecasts. Oil production over 1995 was down slightly through August. Light and medium crude production was down 4.5 per cent. Synthetic production fell by 0.8 per cent. Natural gas production will have a record year. Through August output was up 4.6 per cent over 1995, sales were up 19.3 per cent, and exports were ahead by just under one per cent. Natural gas liquids were the biggest revenue booster, increasing by 46.3 per cent over 1995

  12. Piracy and Movie Revenues

    Peukert, Christian; Claussen, Jörg; Kretschmer, Tobias

    difference-in-differences approach. We compare box office revenues before and after the shutdown to a matched control group of movies unaffected by the shutdown. We find that the shutdown had a negative, yet insignificant effect on box office revenues.This counterintuitive result may suggest support...... for the theoretical perspective of (social) network effects where file-sharing acts as a mechanism to spread information about a good from consumers with zero or low willingness to pay to users with high willingness to pay....

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

    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.

  14. 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

    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.)

  15. Revenue opportunities for gas plants arising from electricity deregulation

    Bachmann, G.C.

    1999-01-01

    A brief overview of deregulation in the electric power industry and an explanation of how these changes can be used to increase revenues of gas processing plants is provided. Deregulation in the electric power industry provides the potential to significantly reduce energy costs for the gas plant and allows technology to be applied to make a better use of a valuable commodity. Owners and operators of gas processing plants increase their operating income by taking advantage of co-generation systems which provide heat and electrical energy to the gas plant. Such an application has three revenue streams, the main one being the power sales to the gas plant, the second one heat sales, and the third increased revenues from the gas plant through a reduction of overall costs, not to mention significantly reduced downtime. Further savings are possible through diversion of excess energy produced to other facilities owned by the gas plant owner

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

    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.)

  17. Hospitality services generate revenue.

    Bizouati, S

    1993-01-01

    An increasing number of hospitals are undertaking external revenue-generating activities to supplement their shrinking budgets. Written at the request of Leadership, this article outlines an example of a successful catering service -- a money-generating business that more Canadian hospitals could profitably consider.

  18. Federal offshore statistics: 1995 - leasing, exploration, production, and revenue as of December 31, 1995

    Gaechter, R.A.

    1997-01-01

    This report provides data on federal offshore operations for 1995. Information is included for leasing activities, development, petroleum and natural gas production, sales and royalties, revenue from federal offshore leasing, disbursement of federal revenues, reserves and resource estimates, and oil pollution in U.S. and international waters

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

    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. Sell honestly, never sell your honesty: revenue management and corporate reputation management

    Wang, Xuan Lorna

    2013-01-01

    This study explores the link between corporate reputation and revenue management practice in the hospitality and tourism industries. It seeks answers to two key questions: first, whether or not there is a link between corporate reputation and revenue management, and second, how revenue management practice may affect corporate reputation, and vice versa. More specifically, it examines whether the negative effects of sales-driven RevM practice has had on customers, such as unfair perception, re...

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

    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

  2. Rosoboroneksport: Arms Sales and the Structure of Russian Defense Industry

    Blank, Stephen J

    2007-01-01

    .... Arms sales thus have become the main source of its revenue until the present and will play a key role in Russia's ongoing attempt to regenerate its armed forces while winning friends and influence abroad...

  3. Nuclear renaissance in the reactor training of Areva

    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

  4. Nuclear renaissance in the reactor training of Areva

    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

  5. Gas revenue increasingly significant

    Megill, R.E.

    1991-01-01

    This paper briefly describes the wellhead prices of natural gas compared to crude oil over the past 70 years. Although natural gas prices have never reached price parity with crude oil, the relative value of a gas BTU has been increasing. It is one of the reasons that the total amount of money coming from natural gas wells is becoming more significant. From 1920 to 1955 the revenue at the wellhead for natural gas was only about 10% of the money received by producers. Most of the money needed for exploration, development, and production came from crude oil. At present, however, over 40% of the money from the upstream portion of the petroleum industry is from natural gas. As a result, in a few short years natural gas may become 50% of the money revenues generated from wellhead production facilities

  6. 26 CFR 301.7505-1 - Sale of personal property acquired by the United States.

    2010-04-01

    ... by the United States in payment of or as security for debts arising under the internal revenue laws... substantially higher price may be obtained, the sale may be held outside his district. (ii) Rejection of bids... any and all bids and withdraw the property from the sale. When it appears to the internal revenue...

  7. Defense Logistics Agency Revenue Eliminations

    1996-01-01

    The issue of revenue eliminations was identified during our work on the Defense Logistics Agency portion of the Audit of Revenue Accounts in the FY 1996 Financial Statements of the Defense Business Operations Fund...

  8. 26 CFR 48.4161(a)-4 - Use considered sale.

    2010-04-01

    ....4161(a)-4 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) MISCELLANEOUS EXCISE TAXES MANUFACTURERS AND RETAILERS EXCISE TAXES Sporting Goods § 48.4161(a)-4 Use considered sale. For provisions relating to the tax on use of taxable articles by the manufacturer, producer, or...

  9. 26 CFR 48.4161(b)-3 - Use considered sale.

    2010-04-01

    ....4161(b)-3 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) MISCELLANEOUS EXCISE TAXES MANUFACTURERS AND RETAILERS EXCISE TAXES Sporting Goods § 48.4161(b)-3 Use considered sale. For provisions relating to the tax on use of taxable articles by the manufacturer, producer, or...

  10. 26 CFR 1.861-7 - Sale of personal property.

    2010-04-01

    ... particular manner for the primary purpose of tax avoidance, the foregoing rules will not be applied. In such...-7 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) INCOME TAX (CONTINUED) INCOME TAXES Tax Based on Income from Sources within Or Without the United States § 1.861-7 Sale...

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

    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.

  12. 26 CFR 15a.453-1 - Installment method reporting for sales of real property and casual sales of personal property.

    2010-04-01

    ... seller's basis in the property which was the subject of the installment sale, increased by the amount of... ($700,000) increased by the gain recognized by G in the year of sale ($400,000) reduced by the cash... 26 Internal Revenue 14 2010-04-01 2010-04-01 false Installment method reporting for sales of real...

  13. Techniques Applied for Accounting of Revenues with Deferred Payments

    Traian Cristin Nicolae

    2016-01-01

    Full Text Available In accounting of the entities it is not always clear difference between income and gains. Gainsarising from transactions that are associated with the operations that are not ordinary and thatcan sometimes be significant. For example, the headquarters of a company in wich it operates canbe sold later to realize a profit from the sale. An investment company can own because they cangenerate revenue through sales. When properties are sold, the resulting gain will be included in thetotal turnover. Such a society will include properties held in current assets category. Normally,other business records and property and property held any gain from their sale will be reflected inan account that is not part of the turnover. The paper describes specific aspects of accounting ofrevenues from sales with deferred payments.

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

    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

  15. Areva first half 2008 financial results

    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

  16. Nevada local government revenues analysis

    1988-06-01

    This report analyzes the major sources of revenue for Nevada local government for purposes of estimating the impacts associated with the siting of a nuclear waste repository at Yucca Mountain. Each major revenue source is analyzed separately to identify relationships between the economic or demographic base, the revenue base and the revenues generated. Trends and changes in the rates and/or base are highlighted. A model is developed for each component to allow impact estimation. This report is a companion to the report Nevada State Revenues Analysis

  17. 2005 sales: organic growth of 3.7%; Chiffre d'affaires 2005: croissance organique de 3,7%

    NONE

    2006-01-15

    The AREVA group's sales revenue for the year rose to 10,125 million euros, compared with 9,821 million euros in 2004, adjusted for the Connectors division, representing 3.1% growth in terms of reported data. Organic growth was up 3.7% for 2005. The nuclear divisions posted organic growth of 4.6%, signaled by: - growth in the Front End division (+5.2%) linked to the favorable price effect for uranium supplies and to climbing volumes in all of the division's businesses; - new projects in Finland, France and China and strong performance in services, the growth driver for the Reactors and Services division (+10.8%); - the drop in sales for the Back End division (-2.9%) following the 2004 completion of the support contract with Japanese customer JNFL; a contract extension for 2006 and 2007 was signed in late 2005. The Transmission and Distribution division recorded organic growth of 2.0%. The 5.8% increase in the second half of 2005 over 2004 offsets the downturn in the first half of 2005 compared with the same period in 2004, when a one-time peak was observed. New orders rose by 13.1% like-for-like over the period, resulting in a large backlog at the end of 2005. For the fourth quarter of 2005, the group recorded growth of 2.4% in reported data compared with the fourth quarter of 2004, and organic growth of 1.8%. Foreign exchange rate differences had a positive impact of 69 million euros.

  18. 26 CFR 48.4216(a)-3 - Other items relating to tax on sale price.

    2010-04-01

    ... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Other items relating to tax on sale price. 48.4216(a)-3 Section 48.4216(a)-3 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY... reason of the failure of the article under a warranty as to its quality or service, and a new article is...

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

    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)

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

    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

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

    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)

  2. The revenue raising capabilities of a VAT system in developing countries

    NT Azaria

    2015-01-01

    Full Text Available The paper attempts to elaborate on the revenue-raising capabilities (economic efficiency and viability of a value-added tax (VAT system, particularly in developing countries.  The analysis concentrates on the effect of a VAT on tax revenues raised, and the main objective is to determine whether a VAT system generates greater benefits than previously utilised sales taxes, i.e. pre-existing sales taxes (PEST. Using a panel data regression analysis, our results indicate that while all countries gain revenue from the presence of VAT, it is significantly more in developed countries, although the dummy VAT variable interacted with trace openness enters positively for the lower- and upper middle-income groups.  This proves the importance of trade for VAT revenues, but also that VAT combined with interaction variables is conducive to higher tax revenues.

  3. 26 CFR 48.4217-1 - Lease considered as sale.

    2010-04-01

    ... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Lease considered as sale. 48.4217-1 Section 48... article by a manufacturer, producer, or importer shall be considered a sale of the article. The term “lease” means a contract or agreement, written or verbal, which gives the lessee an exclusive, continuous...

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

    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

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

    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

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

    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

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

    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

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

    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

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

    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

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

    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

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

    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

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

    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

  13. Does a grill menu redesign influence sales, nutrients purchased, and consumer acceptance in a worksite cafeteria?

    Maya K. Vadiveloo; Vasanti S. Malik; Donna Spiegelman; Walter C. Willett; Josiemer Mattei

    2017-01-01

    Worksite cafeterias are compelling venues to improve diet quality through environmental changes.We conducted a pre-post study to evaluate how a cafeteria-initiated grill menu redesign influenced sales, revenue, and nutrient content of foods purchased. Secondly, we evaluated consumer opinions about menu changes to inform practices for worksite environment interventions. Monthly sales data (2012–2015) were used to compute gross sales and revenue of entrées and side dishes pre-post menu changes....

  14. Alcohol industry and governmental revenue from young Australians.

    Li, Ian W; Si, Jiawei

    2016-11-01

    Objective The aim of the present study was to estimate the revenues collected by government and industry from alcohol consumption by young Australians in 2010. Methods Statistical analyses were performed on data from the Australian National Drug Strategy Household Survey 2010 and alcohol data collected from an online retailer to calculate the proportion, frequency, quantity and revenues from alcohol consumption by young Australians. Results One-third of adolescents (12-17 years old) and 85% of young adults (18-25 years old) consume alcohol. More than half the adolescents' alcohol consumption is from ready-to-drink spirits. Revenue generated from alcohol consumption by 12-25 year olds is estimated at $4.8 billion in 2010 (2014 Australian dollars): $2.8 billion to industry (sales) and $2.0 billion to government (taxes). Conclusions Alcohol consumption by young Australians is prevalent, and young Australian drinkers consume alcohol in substantial amounts. The industry and taxation revenue from young drinkers is also considerable. It would be in the public interest to divert some of this revenue towards health initiatives to reduce drinking by young people, especially given the high societal costs of alcohol consumption. What is known about the topic? Australian adolescents aged 12-17 years consume substantial amounts of alcohol, and substantial amounts of revenue are generated from alcohol sales to them. What does this paper add? This paper provides recent estimates of alcohol consumption and revenue generated by Australian adolescents, and extends estimates to young adults aged 18-25 years. What are the implications for practitioners? A substantial proportion of Australian young people consume alcohol. The sales and taxation revenue generated from young people's drinking is substantial at A$4.8 billion in 2010 and is higher in real terms than estimates from previous studies. Some of the alcohol taxation revenue could be diverted to health promotion and education for

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

    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.

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

    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.

  17. 26 CFR 1.164-5 - Certain retail sales taxes and gasoline taxes.

    2010-04-01

    ... 26 Internal Revenue 2 2010-04-01 2010-04-01 false Certain retail sales taxes and gasoline taxes. 1....164-5 Certain retail sales taxes and gasoline taxes. For taxable years beginning before January 1...) and tax on the sale of gasoline, diesel fuel or other motor fuel paid by the consumer (other than in...

  18. 26 CFR 48.4216(b)-2 - Constructive sale price; basic rules.

    2010-04-01

    ... there is common control, whether or not such control is actually exercised to influence the sale price... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Constructive sale price; basic rules. 48.4216(b... to Manufacturers Taxes § 48.4216(b)-2 Constructive sale price; basic rules. (a) In general. Section...

  19. Effect of smoke-free legislation on Ticino gastronomy revenue.

    Schulz, Peter J; Hartung, Uwe; Fiordelli, Maddalena

    2012-12-01

    To provide evidence on the effects of smoke-free laws on gastronomy revenue in a European setting based on objective data. Damage to gastronomy revenue is a widely used argument against smoke-free legislation. Gastronomy revenue in Ticino is compared with the rest of Switzerland before and after Ticino banned smoking from gastronomy in April 2007, being the first (and at the time of the study only) Swiss canton to do that. The study uses breakdowns by cantons of taxable revenue of gastronomy branches and retailers (for comparison) provided by the Swiss tax authorities for the years 2005-2008. Revenues of restaurants and bars were not damaged by the Ticino smoke-free law. Decreases in Ticino happened before the smoke-free law came into effect. Evidence for night clubs is inconclusive. The absence of detrimental effects on restaurant and bar revenue corroborates the gist of research on the subject from other countries. The argument that the decline of bar and restaurant sales prior to the implementation of the ban might have occurred in anticipation of the new regulation is not considered tenable.

  20. 75 FR 16869 - Areva Enrichment Services, LLC; Establishment of Atomic Safety and Licensing Board

    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...

  1. 76 FR 11523 - Atomic Safety and Licensing Board; AREVA Enrichment Services, LLC (Eagle Rock Enrichment Facility...

    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...

  2. 76 FR 9054 - Notice of Availability of Final Environmental Impact Statement for the AREVA Enrichment Services...

    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...

  3. 26 CFR 301.6863-2 - Collection of jeopardy assessment; stay of sale of seized property pending Tax Court decision.

    2010-04-01

    ... 26 Internal Revenue 18 2010-04-01 2010-04-01 false Collection of jeopardy assessment; stay of sale of seized property pending Tax Court decision. 301.6863-2 Section 301.6863-2 Internal Revenue...; stay of sale of seized property pending Tax Court decision. (a) General rule. In the case of an...

  4. EPR by Areva. The path of greatest certainty

    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

  5. EPR by Areva. The path of greatest certainty

    NONE

    2008-07-01

    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

  6. Towards sustainable oil revenue management

    NONE

    2004-07-01

    Challenges to oil revenue management in existing and emerging African oil economies are examined, with a special emphasis on countries in UNDP's Central and Eastern Africa (CEA) Region. It is part of the first phase of UNDP/CEA's Oil Revenue Initiative (ml)

  7. Towards sustainable oil revenue management

    NONE

    2004-07-01

    Challenges to oil revenue management in existing and emerging African oil economies are examined, with a special emphasis on countries in UNDP's Central and Eastern Africa (CEA) Region. It is part of the first phase of UNDP/CEA's Oil Revenue Initiative (ml)

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

    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

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

    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

  10. Areva half-year report June 30, 2008

    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

  11. Areva half-year report june 30, 2006

    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

  12. Impact of cigarette taxation policy on excise revenues and cigarette consumption in Uzbekistan

    Konstantin S. Krasovsky

    2013-05-01

    Full Text Available BACKGROUND: In 2012, Uzbekistan ratified the Framework Convention on Tobacco Control, which states that price and tax measures are an effective means of reducing tobacco consumption. We aimed to explore the effect of taxation policies on revenues and cigarette consumption. METHODS: Data on tax rates, revenues, cigarette sales were taken from national reports. To forecast potential revenues, a scenario analysis was performed. RESULTS: In 1991-2004, ad valorem excise system was in place in Uzbekistan, which was later replaced by the specific excise system. In 1997-2011, the nominal average excise has increased by a factor of twenty, but in real terms, after a sharp increase in 1999, average excise declined annually and increased only in 2010-2011. Annual cigarette sales per capita of adult population in 1999-2007 constituted 17-25 cigarette packs, while in 2008-2011 it increased to 30-37 packs. Four scenarios of excise tax increases in 2012 were developed: one actual scenario based on the rates effective in Uzbekistan in 2012, and three hypothetical ones anticipating excise rates increase by 1.5, 2 and 3-fold. With actual excise increase in 2012, the inflation-adjusted budget revenues would grow by 5%, and with three hypothetical - by 17%, 35% and 66% respectively, despite the decline of tax-paid cigarette sales. CONCLUSION: Stabilization or reduction in cigarette excises in Uzbekistan in 2002-2008 led to a decline in real excise revenues and the growth of cigarette sales. In 1999 and 2010-2011, excises were significantly increased and the real revenues have risen, despite the decline in cigarette sales. As cigarette prices are low, the illegal outflow of cigarettes from Uzbekistan apparently exceeds the illegal inflow. A significant increase in cigarette excise (1.5-3 fold can both increase budget revenues and reduce cigarette consumption, with greater increase yielding more benefits.

  13. An application by Centra Gas Manitoba Inc. for an order of the Manitoba Public Utilities Board approving: Rates for the sale of natural gas and the provision of transportation services, to be effective with respect to all gas consumed on and after January 1, 1994; determination of a year-end rate base, rate of return and revenue requirement based on a 1993 test year including new gas supply arrangements; confirmation of interim ex parte order 113/93 related to franchise agreements with the rural municipality of Elton and the rural municipality of Grey; and other related matters

    1994-01-28

    Centra Gas Manitoba, a gas utility, applied before the Manitoba Public Utilities Board for an order approving a year-end rate base, rate of return, cost of service, and revenue requirement based on a 1993 test year and increased rates to be effective in 1994. A hearing was held to consider matters related to Centra's application, and views of intervenors at the hearings, the utility, and the Board are summarized along with the Board decision. Issues considered at the hearings include year-end net plant values, computer expenditures, working capital allowance, capital structure and risk, cost adjustments, gas sales and cost of gas, operating and maintenance expenses, financial expenses, cost allocation, rate design, and other matters including service policies. The revenue requirement increase approved was $30.4 million, which included a $24.8 million increase in the commodity cost of gas. The allowed overall rate of return was 10.17%. 2 figs., 33 tabs.

  14. The structure of expenses and revenues according to International Accounting Standards

    Mariana Man

    2004-01-01

    This article presents the recognition of revenues and implicitly of the expenses linked to the ceding of the capital assets according to I.A.S. 16 and I.A.S. 38, as of the revenues and expenses linked to the sale of the obtained production according to I.A.S. 18 and I.A.S. 2, a parallel with the Romanian accounting influences.

  15. Federal Offshore Statistics, 1993. Leasing, exploration, production, and revenue as of December 31, 1993

    Francois, D.K.

    1994-12-31

    This document contains statistical data on the following: federal offshore lands; offshore leasing activity and status; offshore development activity; offshore production of crude oil and natural gas; federal offshore oil and natural gas sales volume and royalties; revenue from federal offshore leases; disbursement of federal offshore revenue; reserves and resource estimates of offshore oil and natural gas; oil pollution in US and international waters; and international activities and marine minerals. A glossary is included.

  16. First quarter 2005 sales data; Chiffre d'affaires du 1. trimestre 2005

    NONE

    2005-04-15

    This press release brings information on the AREVA group sales data. First quarter 2005 sales for the group were 2,496 millions of euros, up 3,6% year-on-year from 2,41 millions. The change in foreign exchange rates between the two periods show a negative impact of 22 millions euros, which is much lower than in the first quarter of 2004. It analyzes also in more details the situation of the front end, the reactors and service division, the back end division, the transmission and distribution division and the connectors division. (A.L.B.)

  17. Construction contract revenue recording comparison

    Hana Bohušová

    2008-01-01

    Full Text Available Publicly traded companies prepare their consolidated accounts in conformity with the international accounting standards (IAS/IFRS in accordance with the Regulation No. 1606/2002. This is obliged for all publicly traded joint-stock companies in the Czech Republic. Other companies prepare financial statements in accordance with national accounting standards. There are Accounting Act No. 563/1991 of Coll. and Regulation No. 500/2002 of Coll., Czech Accounting Standards in the Czech Republic. Both systems are based on different principles so there are many differences. The Czech Accounting System (CAS is based on the rules while IAS/IFRS are based on principles (Kovanicová, 2005. These differences are mainly caused by the different philosophy. CAS prefers the fiscal policy to the economic substance while IAS/IFRS prefere the economic substance. One of the most significant dif­fe­ren­ces is in the field of revenue recording. There are two standards concerning the revenues recording (IAS 18 − Revenue, IAS 11 – Construction Contracts in IAS/IFRS. CAS 019 – Expenses and Revenue are dealing with the revenue recording in the Czech Republic. The paper is aimed at the comparison of the methodical approaches for revenue recording used by IAS/IFRS and by CAS. The most important differences are caused by the different approach to the long term contracts (construction contracts, software development contracts revenues recording.

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

    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.

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

    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

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

    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

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

    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

  2. How you slice it: smarter segmentation for your sales force.

    Waaser, Ernest; Dahneke, Marshall; Pekkarinen, Michael; Weissel, Michael

    2004-03-01

    Three years ago, 70-year-old Hill-Rom Incorporated was in a position familiar to many mature businesses: The company was strong but needed to be stronger. It was a top producer of hospital beds and specialty mattresses, its core product lines. It also had competitive complementary lines of stretchers, furniture, and architectural equipment. It had an extensive customer base, a respected sales force, and solid profit margins. But by the time Ernest Waaser took over as chief executive in early 2001, revenue growth had been slowing, and competition was on the rise. To secure Hill-Rom's place in the market, Waaser decided to focus first on the sales organization--partly because the cost of sales had risen gradually over the past five years and partly because acquisitions and other initiatives had made the sales organization more complex. The CEO took several steps to restructure the sales force. First, the company changed its customer segments to better reflect customers' demands and financial status, ultimately targeting two main groups: key and prime customers. It then changed the overall structure of the sales organization so it could tailor its approach to these two segments; key customers received more specialized service than prime customers. Finally, Hill-Rom adjusted the sales force after the company took an in-depth look at historical data on products and services and sales completed. Reasons for staffing changes were carefully communicated to the sales force. Because of Hill-Rom's initiatives, the cost of sales is down, short-term revenue growth is up, the outlook for long-term revenue growth looks bright, sales and profit margins are up, and customer satisfaction has increased. Best practice, indeed.

  3. 26 CFR 1.1249-1 - Gain from certain sales or exchanges of patents, etc., to foreign corporations.

    2010-04-01

    ... 26 Internal Revenue 11 2010-04-01 2010-04-01 true Gain from certain sales or exchanges of patents... Capital Gains and Losses § 1.1249-1 Gain from certain sales or exchanges of patents, etc., to foreign corporations. (a) General rule. Section 1249 provides that if gain is recognized from the sale or exchange...

  4. HEALTHY study school food service revenue and expense report.

    Treviño, Roberto P; Pham, Trang; Mobley, Connie; Hartstein, Jill; El Ghormli, Laure; Songer, Thomas

    2012-09-01

    Food service directors have a concern that federal reimbursement is not meeting the demands of increasing costs of healthier meals. The purpose of this article is to report the food option changes and the annual revenues and expenses of the school food service environment. The HEALTHY study was a 3-year (2006 to 2009) randomized, cluster-designed trial conducted in 42 middle schools at 7 field centers. The schools selected had at least 50% of students who were eligible for free or reduced-price lunch or who belonged to a minority group. A randomly assigned half of the HEALTHY schools received a school health intervention program consisting of 4 integrated components: nutrition, physical activity, behavioral knowledge and skills, and social marketing. The nutrition component consisted of changing the meal plans to meet 5 nutrition goals. Revenue and expense data were collected from income statements, federal meal records, à la carte sale sheets, school store sale sheets, donated money/food records, and vending machines. Although more intervention schools reached the nutritional goals than control schools, revenues and expenses were not significantly different between groups. The HEALTHY study showed no adverse effect of school food policies on food service finances. © 2012, American School Health Association.

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

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

    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

  7. Areva half-year report june 30, 2007

    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

  8. AREVA NP Liner Repair Strategy with Adhesive Technology

    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

  9. Auction Sale Data

    General Services Administration — This dataset contains sale data information for Agency reported items sold via GSA Auctions® Sales. The data is for closed sales during FY2009. GSA Auctions® offers...

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

    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

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

    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

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

    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

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

    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.)

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

    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

  15. A Sales Execution Strategy Guide for Technology Startups

    Ian Gilbert

    2011-10-01

    Full Text Available The majority of startups fail to consider sales execution as part of their overall strategy. This article demonstrates how a sales execution strategy can help a company take a product or service to market more efficiently and effectively by focusing on the customers that are key to generating revenue. Combined with techniques for recruiting effectively and measuring sales outcomes, a sales execution strategy helps technology startups exceed growth aspirations and potentially reduce or even eliminate the requirement for external investment. In this article, we first describe the focus of assistance currently given to startups and the reasons why sales execution strategies are often overlooked. Next, we outline recommendations for developing, implementing, and supporting a sales execution strategy. Finally, we summarize the key points presented in the article.

  16. 6 Ways Hotel Marketing Can Generate More Leads for the Sales Team

    2017-01-01

    Achieving group and meetings revenue targets can make or break your property’s annual performance. But incredibly, most hotel group sales departments lack consistent, effective marketing support and are forced to generate their own leads. Hotel marketers often ignore the need to boost their hotel’s revenue by accelerating the number of incoming sales leads. As a result, hotel marketing departments usually stick to what they know: marketing only to leisure travelers. Let’s change that

  17. Match your sales force structure to your business life cycle.

    Zoltners, Andris A; Sinha, Prabhakant; Lorimer, Sally E

    2006-01-01

    Although companies devote considerable time and money to managing their sales forces, few focus much thought on how the structure of the sales force needs to change over the life cycle of a product or a business. However, the organization and goals of a sales operation have to evolve as businesses start up, grow, mature, and decline if a company wants to keep winning the race for customers. Specifically, firms must consider and alter four factors over time: the differing roles that internal salespeople and external selling partners should play, the size of the sales force, its degree of specialization, and how salespeople apportion their efforts among different customers, products, and activities. These variables are critical because they determine how quickly sales forces respond to market opportunities, they influence sales reps' performance, and they affect companies' revenues, costs, and profitability. In this article, the authors use timeseries data and cases to explain how, at each stage, firms can best tackle the relevant issues and get the most out of their sales forces. During start-up, smart companies focus on how big their sales staff should be and on whether they can depend upon selling partners. In the growth phase, they concentrate on getting the sales force's degree of specialization and size right. When businesses hit maturity, companies should better allocate existing resources and hire more general-purpose salespeople. Finally, as organizations go into decline, wise sales leaders reduce sales force size and use partners to keep the business afloat for as long as possible.

  18. 26 CFR 1.863-3A - Income from the sale of personal property derived partly from within and partly from without the...

    2010-04-01

    ... Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) INCOME TAX (CONTINUED) INCOME TAXES Regulations Applicable to Taxable Years Prior to December 30, 1996 § 1.863-3A Income from the sale...) General—(1) Classes of income. Income from the sale of property to which paragraph (b) (2) and (3) of § 1...

  19. 26 CFR 1.1021-1 - Sale of annuities.

    2010-04-01

    ... 26 Internal Revenue 11 2010-04-01 2010-04-01 true Sale of annuities. 1.1021-1 Section 1.1021-1...) INCOME TAXES Basis Rules of General Application § 1.1021-1 Sale of annuities. In the case of a transfer for value of an annuity contract to which section 72(g) and paragraph (a) of § 1.72-10 apply, the...

  20. Oil sales up, gasoline sales down

    Tusa, J.

    1999-01-01

    Sales of petroleum products rose by 4.3 % in 1998 compared to 1997, and totalled 9.15 million tonnes. Sales of traffic fuels increased by 1.1 %, and those of heating and fuel oil by 3.7 %. The last time sales of petroleum products were at an equivalent level was back in 1990

  1. Gas projects surge in the Middle East as governments seek new revenue sources

    Williams, M.D.

    1997-01-01

    The rapid development of natural gas and condensate reserves in the Middle East results from a simple motivation: the desire of governments to earn revenues. For the past decade, Middle East governments have run budget deficits, which they funded by drawing down foreign assets and issuing debt. Now in the process of structural economic reform, they have begun to use an under-utilized resource--natural gas, of which Middle East governments own about one third of the world's reserves. Governments receive revenues from several sources in natural gas developments, which makes the projects very attractive. Revenue comes from the sale of the natural gas in the domestic market and, if exported, the international market; the sale of associated condensates; the additional exports of crude oil or refined products if natural gas is substituted for refined products in domestic markets; the increased sale of crude oil if natural gas is injected into reservoirs to maintain pressure; and the sale of petrochemicals where natural gas is used as feedstock. Large projects under way in the Middle East highlight the consequences of multiple revenue sources and interlinked costs of natural gas and condensate development. Other countries in the region are undertaking similar projects, so examples cited represent only a portion of what is occurring. The paper describes Abu Dhabi, Qatar, Saudi Arabia, and Iran

  2. Data as a revenue model

    Bechmann, Anja; Bilgrav-Nielsen, Kristine; Korsgaard Jensen, Anne-Louise

    2016-01-01

    Does data solve the crisis in legacy news companies? This article discusses data as a revenue model and the use of editorial algorithms to curate content and still meet public values. Furthermore, the article criticizes the news companies for using data in traditional advertisement revenue models......, which have proved difficult to uphold. Instead we need to focus on public values along with micro segment data in what are here termed social responsible algorithms. We also need to continue the discussion on the very concept of news and to experiment with news ‘packaging’ that are not derived from...

  3. Six sigma for revenue retrieval.

    Plonien, Cynthia

    2013-01-01

    Deficiencies in revenue retrieval due to failures in obtaining charges have contributed to a negative bottom line for numerous hospitals. Improving documentation practices through a Six Sigma process improvement initiative can minimize opportunities for errors through reviews and instill structure for compliance and consistency. Commitment to the Six Sigma principles with continuous monitoring of outcomes and constant communication of results to departments, management, and payers is a strong approach to reducing the financial impact of denials on an organization's revenues and expenses. Using Six Sigma tools can help improve the organization's financial performance not only for today, but also for health care's uncertain future.

  4. INTERNATIONAL ACCOUNTING TREATMENT REGARDING REVENUE

    ECOBICI NICOLAE

    2014-08-01

    Full Text Available This paper discusses the news on international accounting treatments of revenue arising from the extensive process of convergence between IASB and FASB that began in 2002. The starting point of this approach is to identify the treatments currently applicable to income. Finally we presented a summary of the main provisions of the new standard IFRS 15 “Revenue from Contracts with Customers”, which replaces IAS 11 and IAS 18 (as well as a number of SIC and IFRIC interpretations required to be applied from January 1, 2017, emphasizing the potential impact on entities.

  5. 26 CFR 1.1235-1 - Sale or exchange of patents.

    2010-04-01

    ....1235-1 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) INCOME TAX (CONTINUED) INCOME TAXES Special Rules for Determining Capital Gains and Losses § 1.1235-1 Sale or exchange of patents. (a) General rule. Section 1235 provides that a transfer (other than by gift, inheritance...

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

    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

  7. Sales Force Recruitment

    Flaviu MEGHISAN

    2008-01-01

    The sales plan is put into practice through the tasks associated with sales plan implementation. Whereas sales plan formulation focuses on "doing the right things," implementation emphasizes "doing things right." The three major tasks involved in implementing a sales plan are (1) salesforce recruitment and selection, (2) salesforce training, and (3) salesforce motivation and compensation.

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

    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

  9. 26 CFR 1.863-3AT - Income from the sale of personal property derived partly from within and partly from without the...

    2010-04-01

    ... Section 1.863-3AT Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) INCOME TAX (CONTINUED) INCOME TAXES Regulations Applicable to Taxable Years Prior to December 30, 1996 § 1... 26 Internal Revenue 9 2010-04-01 2010-04-01 false Income from the sale of personal property...

  10. 26 CFR 1.921-2 - Foreign Sales Corporation-general rules.

    2010-04-01

    ... 26 Internal Revenue 10 2010-04-01 2010-04-01 false Foreign Sales Corporation-general rules. 1.921... Corporation—general rules. (a) Definition of a FSC and the Effect of a FSC Election. Q-1. What is the definition of a Foreign Sales Corporation (hereinafter referred to as a “FSC” (All references to FSCs include...

  11. Recycling carbon revenues: transforming costs into opportunities

    Vaidyula, Manasvini; Alberola, Emilie

    2016-01-01

    Governments worldwide generated $26 billion in 2015 in carbon pricing revenues. The benefits and co-benefits of carbon pricing can be enhanced by recycling carbon revenues. Revenue allocation decisions made by governments are vital as these revenues can help shift the narrative on carbon pricing from 'burden to benefit'. Existing carbon pricing schemes can provide useful feedback on revenue recycling. A well-positioned decision-making and governing framework is required to ensure the efficient recycling of carbon revenues

  12. On the disclosure of ticket sales in charitable lotteries

    Damianov, Damian S.; Peeters, Ronald

    2016-01-01

    We show that a policy of disclosing the ticket sales during a fundraising lottery raises total revenue when there are more than two bettors. The optimal timing of the disclosure is when about half of the players have purchased lottery tickets.

  13. New MAGLEV link opens door to world sales

    1981-03-13

    When the magnetic levitation people mover-or advanced transit shuttle-linking Birmingham airport with the international railway station opens in 1984, it is expected to be the first revenue-earning system of its kind in the world. The project and the high hopes of its backers for future sales are discussed.

  14. Influence of E-Learning on Sales Productivity

    Livingston, David T.

    2012-01-01

    For companies to stay competitive, they must continually bring new products and services to the marketplace. One strategy organizations can use to support this requirement is to provide their sales force with training that enables revenue generation. The types of instructional methods and media used to deploy the training can have an impact on the…

  15. Support for School Construction: Blending Sales Tax with Property Tax.

    Haney, David W.; Schmidt, Mark

    2002-01-01

    Describes how opinion by North Dakota's attorney general allows school district and city of Jamestown to collaborate in the issuance of bonds for school construction and renovation projects, three-quarters of the revenue for which is raised by a voter-approved city sales tax. (PKP)

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

    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

  17. Developing soft skill training for salespersons to increase total sales

    Mardatillah, A.; Budiman, I.; Tarigan, U. P. P.; Sembiring, A. C.; Hendi

    2018-04-01

    This research was conducted in the multilevel marketing industry. Unprofessional salespersons behavior and responsibility can ruin the image of the multilevel marketing industry and distrust to the multilevel marketing industry. This leads to decreased company revenue due to lack of public interest in multilevel marketing products. Seeing these conditions, researcher develop training programs to improve the competence of salespersons in making sales. It was done by looking at factors that affect the level of salespersons sales. The research analyzes several factors that influence the salesperson’s sales level: presentation skills, questioning ability, adaptability, technical knowledge, self-control, interaction involvement, sales environment, and intrapersonal skills. Through the analysis of these factors with One Sample T-Test and Multiple Linear Regression methods, researchers design a training program for salespersons to increase their sales. The developed training for salespersons is basic training and special training and before training was given, salespersons need to be assessed for the effectivity and efficiency reasons.

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

    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

  19. 75 FR 10525 - In the Matter of: AREVA Enrichment Services, LLC (Eagle Rock Enrichment Facility) and All Other...

    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...

  20. 77 FR 55800 - Foreign-Trade Zone 242-Boundary County, ID; Application for Subzone AREVA Enrichment Services...

    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...

  1. 76 FR 34103 - In the Matter of Areva Enrichment Services, LLC (Eagle Rock Enrichment Facility); Notice of...

    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...

  2. 46 CFR Sec. 3 - Accounting for revenues.

    2010-10-01

    ... 46 Shipping 8 2010-10-01 2010-10-01 false Accounting for revenues. Sec. 3 Section 3 Shipping... FINANCIAL TRANSACTIONS UNDER AGENCY AGREEMENTS Accounting for Revenues Sec. 3 Accounting for revenues. (a... shipper, consignee, weight or measurement, freight rate and basis (whether the freight rate applies on...

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

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

    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

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

    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.)

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

    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.

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

    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

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

    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

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

    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.)

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

    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)

  11. NEW APPROACHES ON REVENUE RECOGNITION AND MEASUREMENT

    Cristina-Aurora, BUNEA-BONTAȘ

    2014-11-01

    Full Text Available Revenue is an important indicator to users of financial statements in assessing an entity's financial performance and position. International Financial Reporting Standard 15 Revenue from Contracts with Customers (IFRS 15 issued in May 2014 provides a robust framework for addressing revenue issues. The standard establishes principles for reporting useful information to users of financial statements about the nature, amount, timing and uncertainty of revenue and cash flows arising from an entity's contracts with customers. This article outlines the basic principles that an entity should must apply to measure and recognise revenue and the related cash flows.

  12. Building Hotel Revenues through Tourism

    John D. Murtha, CHA

    2013-01-01

    Full Text Available When evaluating ways to maximize revenues, hotel executives should consider supporting the efforts of local destination marketing organizations. Helping to build and sustain travel to a city or region can benefit individual hotels, by combining resources and energy on marketing tactics that would otherwise be too ambitious or costly for a single property to pursue on its own. The market in Boston and adjacent Cambridge, Massachusetts offers an interesting case study for understanding the interaction of hotels and destination marketing organizations. The author includes action steps for hoteliers who would like to become more involved in such efforts.

  13. Review Of The Revenue Recognition In Accordance With Statement Of Financial Accounting Standard PSAK No.23 2010 At Damri Corporation

    Debbie Christine

    2015-08-01

    Full Text Available ABSTRACT One of the components of financial statements that are considered useful to look at the condition of the company namely the income statement. One component of the income statement are income the main problems in accounting revenue is determining when revenue recognition. Activities of the company will be deemed ineffective and inefficient when revenue recognition is not done properly. Therefore the recognition of revenue have been set in PSAK No.232010. According to PSAK 232010 revenue is the gross inflow of economic benefits arising from the normal activities of an entity during a period when those inflows result in increases in equity that is not derived from the contribution of investors. The main income earned Damri Corporation is selling the economic city bus bus with air conditioner and Trans Metro Bandung to society or passengers. Damri Corporation is a State-Owned Enterprises SOEs engaged in the provision of transport services one of them a city bus. Final assignment method used is descriptive method descriptive observational methods that analyze about the condition of the company. Damri Corp. apply accrual basis as for recognizing revenue. Application of revenue recognition is done by Damri Corporation in accordance with PSAK No. 232010 in which revenue is recognized on the basis of PSAK No. 232010. The possibility that the economic benefits associated with the transaction will be obtained by the entity and the amount of revenue can be measured reliably. Revenue Recognition In accordance with PSAK No.232010 at Damri Corporation can be concluded that the basic recording of revenue recognition is used Damri Corporation accrual basis accrual basis of revenue recognition is where the income from the sale of goods or services is recognized in the period of the transaction although cash has not been received by the company the transaction has been recorded and recognized as revenue.

  14. Exploring sales data during a healthy corner store intervention in Toronto: the Food Retail Environments Shaping Health (FRESH) project.

    Minaker, Leia M; Lynch, Meghan; Cook, Brian E; Mah, Catherine L

    2017-10-01

    Population health interventions in the retail food environment, such as corner store interventions, aim to influence the kind of cues consumers receive so that they are more often directed toward healthier options. Research that addresses financial aspects of retail interventions, particularly using outcome measures such as store sales that are central to retail decision making, is limited. This study explored store sales over time and across product categories during a healthy corner store intervention in a lowincome neighbourhood in Toronto, Ontario. Sales data (from August 2014 to April 2015) were aggregated by product category and by day. We used Microsoft Excel pivot tables to summarize and visually present sales data. We conducted t-tests to examine differences in product category sales by "peak" versus "nonpeak" sales days. Overall store sales peaked on the days at the end of each month, aligned with the issuing of social assistance payments. Revenue spikes on peak sales days were driven predominantly by transit pass sales. On peak sales days, mean sales of nonnutritious snacks and cigarettes were marginally higher than on other days of the month. Finally, creative strategies to increase sales of fresh vegetables and fruits seemed to substantially increase revenue from these product categories. Store sales data is an important store-level metric of food environment intervention success. Furthermore, data-driven decision making by retailers can be important for tailoring interventions. Future interventions and research should consider partnerships and additional success metrics for retail food environment interventions in diverse Canadian contexts.

  15. Operating revenue changes in a demutualized stock exchange

    Mohamed Hesham Abdel-Hafez

    2015-03-01

    Full Text Available Stock exchanges were traditionally run as cooperative venues. The globalization, the development of technology, and the increase of competition among stock exchanges forced these venues to change their structure and adopt a new one-demutualization- that can be a lifeline in facing these environmental changes in regards to stock exchanges. This new trend enables the exchange to expand their activities and supply the market with new products and services, therefore enhancing the value of the exchange itself. The main sources of revenue for traditional exchanges have been listing fees, transaction fees, membership fees and the sale of information services such as market data, quotations, and trade data. Due to the environmental changes the stock exchanges' services are now executed electronically, and in turn, this has led to an increase in the competition among exchanges. Furthermore, this increased competition has led to the re-adjustment of the regulation structure which gradually erodes the sources of revenues provided by the conventional stock exchanges. The paper divided the research plan into two sections: the first section is to highlight the concept of demutualization process; the phases of demutualization, the factors that push the stock exchanges to demutualize and the benefits of demutualization. The second section was based on statistical comparative analysis of the stock exchanges' revenues prior and after demutualization. The researcher used the regression analysis tool on seven demutualized stock exchanges during the period from 1997-2012. The paper aims to prove that demutualization has a positive effect on the revenues of the stock exchange, thus it enhances the value of the exchange.

  16. Smoke-free law associated with higher-than-expected taxable retail sales for bars and taverns in Washington State.

    Boles, Myde; Dilley, Julia; Maher, Julie E; Boysun, Michael J; Reid, Terry

    2010-07-01

    Continued progress in implementing smoke-free laws throughout the United States would benefit from documenting positive economic effects, particularly for the hospitality industry. This study describes changes in sales revenue in bars and taverns since December 2005, when a statewide smoke-free law in Washington State went into effect. Using 24 quarters of inflation-adjusted taxable retail sales data from 2002 through 2007, we fitted a regression model to estimate the effect of the smoke-free law on sales revenue, controlling for seasonality and other economic factors. We found no immediate change in bar revenues in the first quarter of 2006, but taxable retail sales grew significantly through the fourth quarter of 2007. In the 2 years after the smoke-free law was implemented, sales revenues were $105.5 million higher than expected for bars and taverns in Washington State. The higher-than-expected revenue from taxable sales in bars and taverns after the implementation of smoke-free laws in Washington State provided extra funds to the state general fund. Potential increases in revenue in other jurisdictions that implement smoke-free indoor air policies could provide funds to benefit residents of those jurisdictions.

  17. 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

    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)

  18. 26 CFR 1.927(d)-2T - Temporary regulations; definitions and special rules relating to Foreign Sales Corporation.

    2010-04-01

    ... involving direct sales to F, each of X and Y is a related supplier of F. (b) Definition of related party... 26 Internal Revenue 10 2010-04-01 2010-04-01 false Temporary regulations; definitions and special... REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) INCOME TAX (CONTINUED) INCOME TAXES Earned Income...

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

    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)

  20. 75 FR 62895 - Notice of Availability of Safety Evaluation Report; AREVA Enrichment Services LLC, Eagle Rock...

    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...

  1. 76 FR 387 - Atomic Safety and Licensing Board; AREVA Enrichment Services, LLC (Eagle Rock Enrichment Facility)

    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...

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

    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)

  3. 26 CFR 1.1081-7 - Sale of stock or securities received upon exchange by members of system group.

    2010-04-01

    ... 26 Internal Revenue 11 2010-04-01 2010-04-01 true Sale of stock or securities received upon.... Orders § 1.1081-7 Sale of stock or securities received upon exchange by members of system group. (a... which are members of the same system group consists of stock or securities issued by the corporation...

  4. Mind the Gap: Dealing with Resource Revenue in Three Provinces

    Ronald D. Kneebone

    2015-04-01

    Full Text Available Alberta, Saskatchewan, Newfoundland and Labrador have each enjoyed a “rags to riches” story. Each of these provinces entered Confederation as poor cousins relative to the rest of the country; Alberta and Saskatchewan in 1905 and Newfoundland and Labrador in 1949. Rather remarkably, almost exactly four decades after entering Confederation each province began to enjoy the strong economic growth resulting from the development of their natural resources; Alberta and Saskatchewan in the late 1940s with the discovery of large pools of oil and Newfoundland and Labrador in the early 1990s with the development of off-shore oil. The governments of these provinces have similarly enjoyed the benefits of large amounts of revenue realized from the sale of these natural resources. In 2013-14, resource revenues accounted for 21 per cent, 22 per cent and 32 per cent of provincial revenues in Alberta, Saskatchewan, Newfoundland and Labrador, respectively. Unfortunately, the benefit of receiving large amounts of resource revenue must be weighed against two costs. The first is that these revenues, having flowed into provincial coffers without the need to impose high tax rates on citizens, are easily spent. The second cost is that the prices of resources are determined in international markets and so a significant amount of the revenues of these provinces is largely unpredictable and often volatile. All three provinces have fallen prey to the temptation to allow a large fiscal gap to open between the costs of providing health care, education, social assistance and other areas of provincial responsibility and the taxes imposed on citizens to pay for these services. Doing so has put all three provinces at financial risk should resource prices fall. Using a newly constructed data set spanning the period 1970 to 2014, I review the history of how Alberta and Saskatchewan have dealt with commodity price shocks and what this has meant for provincial finances. With that

  5. Achieving Revenue Benchmarks Conditional on Growth Properties

    Dong Hyun Son

    2017-05-01

    Full Text Available This study examines whether certain firm characteristics, specifically growth properties, are associated with the likelihood of achieving market expectations for revenues, as well as which mechanism (revenue manipulation or expectation management growth firms utilize in order to avoid missing these expectations. The results show that growth firms are more likely to meet or exceed analyst revenue forecasts than non-growth firms. We also find that growth firms are more inclined to manipulate their reported revenues upwards, and less inclined to guide market expectations for revenues downward, in order to meet or beat expected revenues relative to non-growth firms. These findings suggest that window-dressing activities by growth firms may not be sustainable in the long-run and can misguide users of financial statements in their decision-making.

  6. Strategies for successful revenue cycle outsourcing.

    Lisowski, Duane A; Sanderson, Brian

    2013-09-01

    Revenue cycle outsourcing can offer hospitals and health systems many advantages, including cost savings and revenue gains, but it also carries risks. Some organizations may choose to outsource revenue cycle to third-party service providers; others may opt to develop internal centers of excellence. Hospitals and health systems should consider IT system compatibility, payment arrangements, and incentive and value alignment when selecting an outsourcing partner.

  7. Evolution of tax revenue in Romania

    Nicoleta Mihaela Florea

    2014-11-01

    Full Text Available The study aims to analyze the dynamics of tax revenues in Romania in the period 2008 - 2013, following the installation of austerity caused by the global economic crisis. There are highlighted the earned revenues at the general consolidated budget by revenue category, according to the annual budget execution. The article deals mainly with the evolution of profit tax, income and salaries tax, value added tax and excise. .

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

    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

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

    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)

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

    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

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

    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

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

    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

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

    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

  14. Developing a revenue integrity improvement plan.

    Banks, Kate

    2010-11-01

    A revenue integrity plan should address five key areas: Accuracy of patient information. Verification of payer information and policies. Accuracy of documentation. Processing of claims. Accuracy of payment.

  15. A Revenue Analysis on Taiwan’s Publishing Industries from the Prospective of Knowledge Discovery Using Government’s Financial Database

    Ming-Ju Hsu

    2017-07-01

    Full Text Available This research focused on retrieving and analyzing data and information from the “Financial Database” established by the Ministry of Finance of Republic of China (Taiwan, carrying out a Knowledge Discovery from the Financial Database (KDFD 2013~2015, primarily on Taiwan’s Nine(9-subclass Publishing Industries. The results of the research showed that: a. the sales revenues of Taiwan’s Publishing Industries have declined year after year from 2013 to 2015; b. within the year there was a wave of steep drop in sales from May to June, then the sales revenues gradually recovered and reached the peak in November to December and c. Newspapers, magazines and books publishing were still the dominate part of the sales for the Publishing Industries (82.1%. While the Digital Publishing Industries accounted for an average of 16% of total sales revenues from 2013 to 2015, the growth spurs from 11% in 2013 to 16% in 2014, then to 20% in 2015 were quite impressive, indicating a potential growth for Digital Publishing Industries. The definition of the publishing industries categorized by the government of Taiwan included nine subclasses in the whole division, further study could be conducted for each subclass of the publishing division to obtain its actual sales revenues for a more realistic comparison with surveyed data.

  16. INNOVATIVE SALES METHODS

    Roxana L. IONESCU

    2014-06-01

    Full Text Available Companies operating in a global economy that is constantly changing and developming, especially during the financial crisis and political instability. It is necessary to adapt and develop sales methods in such environment. For large companies who base their activity on sales it has become a necessity to learn different types of sales approaches because their knowledge enables them to grow the number of customers and therefore the sales and the turnover. This paper aims to exame the most effective sales methods used on the highly sensitive economic and social environment – the insurance market. In the field of insurances, the sales process is even more important because sellers need to sell an intangible product that may materialize in the future, but there is no certainty.

  17. Poweo 9-month revenue up 40%

    2007-11-01

    POWEO, an electricity and gas alternative operator in France, presents in this document its key business indicators for the third quarter of 2007. POWEO recorded another strong increase in revenue in the third quarter of 2007, up 63% year-on-year to euro 77.0 million. As a result, revenue year-to-date increased to euro 233.2 million, up 40% compared with the first 9 months of 2006. Active customer sites reached 87,815 at September 30, 2007, up from 86,200 at June 30, 2007. As of September 30, 2007, this number breaks down into 80,257 electricity sites, of which 78,921 for professional customers and 1,336 for residential customers, and 7,558 gas sites, of which 7,313 for professional customers and 245 for residential customers. Since October 1, 2007, 3,224 new residential customer sites have confirmed their subscription to one of POWEO's gas or electricity offers, which means that as at December 1, 2007, more than 4,500 customers will have changed suppliers since the liberalization of the residential market on July 1 of this year. Contracts signed before the summer with several large accounts in the private and public sectors started to generate revenue in the third quarter. Over 130 GWh of electricity was supplied under these contracts. In application of POWEO's tariff pegging clause, the rise in regulated tariffs decided in August by the French authorities was passed on to the company's customers. This led to a very moderate increase in their energy bills of around 1% on average. The upturn in forward electricity prices seen since September resulted in a euro 1.4 million marked-to-market adjustment to the value of the forward contracts and options held in the Energy Management portfolio. On the other hand, the settlement of certain contracts before the price upturn resulted in realised losses of euro 2.3 million. The rise in market prices has accelerated since the end of the third quarter in the wake of the increase in prices for coal and gas. Were prices to hold

  18. AORN sales professional course.

    Moss, R; Thompson, J

    1996-04-01

    The sales professional course "Introduction to the Operating Room" offered by the AORN Center for Nursing Practice, Health Policy, and Research is an introductory program in OR etiquette. Its purpose is to provide sales professionals a working knowledge of OR protocol for them to function appropriately in OR settings. Sales professionals who have completed this course establish mutually beneficial perioperative partnerships with OR personnel. Sales professionals' effectiveness is strengthened as a result of their newly acquired knowledge of OR protocol, and patient safety is protected. An AORN Certificate of Recognition is awarded on completion of the course.

  19. Editorial: Sales Strategy (2010)

    Chris McPhee

    2010-01-01

    The editorial theme for this issue of the OSBR is Sales Strategy. While "marketing" is everything a company does to build interest in its offers, "sales" consists of converting these offers into cash. By "sales strategy," we refer to all sales planning and process development activities leading up to the actual selling of a product or service. In his recent blog post at MaRS Discovery District, Mark Zimmerman answered a question he is frequently asked by the founders of startups: "How do we f...

  20. Editorial: Sales Strategy (2010

    Chris McPhee

    2010-09-01

    Full Text Available The editorial theme for this issue of the OSBR is Sales Strategy. While "marketing" is everything a company does to build interest in its offers, "sales" consists of converting these offers into cash. By "sales strategy," we refer to all sales planning and process development activities leading up to the actual selling of a product or service. In his recent blog post at MaRS Discovery District, Mark Zimmerman answered a question he is frequently asked by the founders of startups: "How do we find a good sales person?" In short, his answer is "Don't." This is not meant as a slight to sales professionals, but rather, Zimmerman is advocating that companies should not equate having sales professionals to having a sales strategy. Sales professionals have a critical role to play in a company's success, but they are being given an impossible task if asked to sell something that has not been validated with customers. Zimmerman explains that sales professionals should be hired only once a company has validated that the value proposition resonates with customers and that the sales model will be effective. This lesson also applies to established companies, where existing sales staff require this same foundation to be effective. So how does a company determine whether its value proposition resonates with customers? The answer, of course, is to talk to customers. In the OSBR and elsewhere, the need for early customer input is a dominant theme in recent discussions of product development, marketing, and now sales strategy. By talking to customers, listening to how they describe their needs, and interpreting how their needs could be met, a value proposition can tested and refined. It is far more efficient and effective to iteratively refine a value proposition before attempting to sell than to attempt a salvage operation in response to slumping sales. Customer input is also a critical ingredient in developing an effective sales strategy. In this issue of the

  1. Fire Sales and House Prices

    Andersen, Steffen; Meisner Nielsen, Kasper

    We exploit a natural experiment in Denmark to investigate when forced sales lead to fire sale discounts. Forced sales result from sudden deaths of house owners in an institutional environment in which beneficiaries are forced to settle the estate, and hence sell the house, within 12 months. We...... and the urgency of the sale also affect the average discount: Discounts are larger when house prices contract, in thin markets where demand is lower, and when the sale is more likely to be a fire sale because of financial or liquidity constraints. Late fire sales are more likely when the house price...... forced sales lead to fire sale discounts....

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

    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

  3. Revenue Recognition Challenges and Financial Statement Reporting

    It was also revealed in this study that the financial reporting objectives of an enterprise will determine the choice of revenue recognition policy to be taken. The study equally revealed some subtle manipulations that can vitiate the true position of financial statements hence the revenue to be recognised by a business ...

  4. 14 CFR 271.5 - Carrier revenues.

    2010-01-01

    ... Aeronautics and Space OFFICE OF THE SECRETARY, DEPARTMENT OF TRANSPORTATION (AVIATION PROCEEDINGS) ECONOMIC REGULATIONS GUIDELINES FOR SUBSIDIZING AIR CARRIERS PROVIDING ESSENTIAL AIR TRANSPORTATION § 271.5 Carrier revenues. (a) The projected passenger revenue for a carrier providing essential air service at an eligible...

  5. Managing resource revenues in developing economies

    Collier, Paul; Van Der Ploeg, Rick; Spence, Michael; Venables, Anthony J.

    2010-01-01

    This paper addresses the efficient management of natural resource revenues in capital-scarce developing economies. It departs from usual prescriptions based on the permanent income hypothesis and argues that capital-scarce countries should prioritize domestic investment. Because revenue streams are

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

    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

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

    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

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

    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

  9. Effective Retail Sales Techniques.

    Canei, Robert A.

    The manual is a 12-hour program for adults who are working or preparing to work as retail salespeople. It can also be used as a summarization manual for high school students. The manual consists of five sessions which take the individual from the human aspect of sales to the related sales technique. The sessions are entitled: employee and customer…

  10. Does a grill menu redesign influence sales, nutrients purchased, and consumer acceptance in a worksite cafeteria?

    Maya K. Vadiveloo

    2017-12-01

    Full Text Available Worksite cafeterias are compelling venues to improve diet quality through environmental changes.We conducted a pre-post study to evaluate how a cafeteria-initiated grill menu redesign influenced sales, revenue, and nutrient content of foods purchased. Secondly, we evaluated consumer opinions about menu changes to inform practices for worksite environment interventions. Monthly sales data (2012–2015 were used to compute gross sales and revenue of entrées and side dishes pre-post menu changes. Alternative protein sources replaced red meat; nutrient composition and nutrients purchased were compared using Food Pro software. Consumer responses were queried using online surveys; open-ended responses were analyzed using NVivo. Differences in sales and nutrient content pre-post menu redesign were tested with Wilcoxon Rank Sum tests. Gross sales of entrées (61 vs. 222servings/month; p=0.01 and side dishes (120 vs. 365servings/month; p=0.001 increased more than three-fold post-menu changes. Revenue from entrées (312 vs. 1144USD/month; p=0.01 and side dishes (238 vs. 914USD/month; p=0.001 also increased; per entrée, consumers purchased significantly more unsaturated fat (5g, and less saturated fat (3g and sodium (100mg. For side dishes, they purchased fewer calories (48kcal and unsaturated fat (2.9g, but more fiber (1.8g, and sodium (260mg. Four themes emerged from consumer responses: the importance of 1 variety, novelty, choice; 2 cost, affordability, value; 3 health; and 4 food quality, taste. Menu redesign can improve nutrient content, while also increasing sales and revenue. Multi-dimensional assessment of the nutritional, consumer, and retailer implications is desirable practice for enacting similar environmental changes. Keywords: Worksite health promotion, Food environment change, Consumer satisfaction, Menu redesign, Sales and revenue

  11. 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

    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)

  12. First quarter 2006: sales up by 13.3% to euros 2,476 million

    2006-04-01

    The AREVA group's first quarter 2006 sales was euros 2,476 million, compared with euros 2,186 million for the same period in 2005, representing 13.3% growth in terms of reported data. Organic growth was 13.0%. Nuclear operations posted sales of euros 1,660 million, up 11.5% (up 11.6% like-for-like), and buoyant business volume marked by: net growth for the Front End Division (+20.4%), with 60% coming from volume-product mix effects and 40% from favorable price effects, especially for uranium supply and enrichment services; the contribution from the OL3 (Finland), Ling Ao-Phase II (China) and Flamanville 3 EPR (France) reactor projects, which boosted the Reactors and Services Division's sales by 13.2%; a slight decrease in the Back End Division (-2.5%). The Transmission and Distribution Division posted sales of euros 817 million, representing strong organic growth (up 16.6%), consistent with the increase in orders recorded in 2005. Orders booked in the first quarter of 2006 were up by 15.4% like-for-like (up 25.4% in reported data) compared with the first quarter of 2005. For 2006, the Group expects net growth in sales, like-for-like, although not at the particularly high levels of the first quarter

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

    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

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

    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

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

    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)

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

    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)

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

    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)

  18. Alcohol industry and government revenue derived from underage drinking by Australian adolescents 2005.

    Doran, Christopher M; Shakeshaft, Anthony P; Hall, Wayne; Petrie, Dennis

    2009-01-01

    The purpose of this study was to estimate the revenue gained from consumption of alcohol by adolescents for each beverage type for the year 2005. Secondary analysis of self-reported alcohol use in the 2005 Australian Secondary School Surveys Alcohol and Drug Use. Australia. Over 506,000 adolescents aged between 12 and 17 years (29% of all Australian adolescents) consumed approximately 175.69 million standard drinks in 2005. The total revenue generated by the consumption of these beverages was estimated to be $218 million, of which the government received approximately $107 million or 49% in taxation revenue. Total revenue per underage drinker is estimated at $430.84 with revenue increasing with age. Males tend to spend more on spirits and beer while females spend more on pre-mixed spirits. Females aged 12-15 years spend around $121 per year (or 50% of total expenditure) on pre-mixed spirits compared to females aged 16-17 years old that spend around $257 per year (or 62% of total expenditure) on pre-mixed spirits. The Australian government and the alcohol industry receive substantial financial benefit from the sale of alcoholic beverages to under age drinkers.

  19. Financing renewable energy infrastructure: Formulation, pricing and impact of a carbon revenue bond

    Tang, Amy; Chiara, Nicola; Taylor, John E.

    2012-01-01

    Renewable energy systems depend on large financial incentives to compete with conventional generation methods. Market-based incentives, including state-level REC markets and international carbon markets have been proposed as solutions to increase renewable energy investment. In this paper we introduce and formulate a carbon revenue bond, a financing tool to complement environmental credit markets to encourage renewable energy investment. To illustrate its use, we value the bond by predicting future revenue using stochastic processes after analyzing historical price data. Three illustrative examples are presented for renewable energy development in three different markets: Europe, Australia and New Jersey. Our findings reveal that the sale of a carbon revenue bond with a ten year maturity can finance a significant portion of a project's initial cost. - Highlights: ► Current financial incentives for renewable energy in the US are inadequate. ► We introduce and structure a “carbon revenue bond” as an innovative financing tool. ► Stochastic models of environmental credit prices are used to illustrate bond pricing. ► Three examples illustrate revenue bond impact on initial cost of infrastructure.

  20. Would Tax Evasion and Tax Avoidance Undermine a National Retail Sales Tax?

    Murray, Matthew N.

    1997-01-01

    Argues that shifting to an indirect tax system (a national sales tax) will not necessarily reduce tax avoidance and tax evasion behavior by businesses and individuals, particularly if the tax rate is set high to maintain revenue neutrality. Lack of experience in administering a high-rate, indirect tax system precludes definitive statements regarding the likely extent of tax base erosion under a national sales tax.

  1. The managerial flash sales dash: Is there advantage or disadvantage at the finish line?

    Berezina, K.; Semrad, k.J.; Stepchenkova, S.; Cobanoglu, C.

    2016-01-01

    The central intent of this qualitative inquiry is to investigate the benefits, drawbacks, and performance measures of hotel room inventory distribution via flash sales websites. Key advantages and disadvantages of using such a distribution channel fall within the categories of inventory management, revenue management, brand marketing, customer relationships, and operational challenges. The significance of the study is in providing a comprehensive review of the flash sales phenomenon in the lo...

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

    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.)

  3. Sales of healthy snacks and beverages following the implementation of healthy vending standards in City of Philadelphia vending machines.

    Pharis, Meagan L; Colby, Lisa; Wagner, Amanda; Mallya, Giridhar

    2018-02-01

    We examined outcomes following the implementation of employer-wide vending standards, designed to increase healthy snack and beverage options, on the proportion of healthy v. less healthy sales, sales volume and revenue for snack and beverage vending machines. A single-arm evaluation of a policy utilizing monthly sales volume and revenue data provided by the contracted vendor during baseline, machine conversion and post-conversion time periods. Study time periods are full calendar years unless otherwise noted. Property owned or leased by the City of Philadelphia, USA. Approximately 250 vending machines over a 4-year period (2010-2013). At post-conversion, the proportion of sales attributable to healthy items was 40 % for snacks and 46 % for beverages. Healthy snack sales were 323 % higher (38·4 to 162·5 items sold per machine per month) and total snack sales were 17 % lower (486·8 to 402·1 items sold per machine per month). Healthy beverage sales were 33 % higher (68·2 to 90·6 items sold per machine per month) and there was no significant change in total beverage sales (213·2 to 209·6 items sold per machine per month). Revenue was 11 % lower for snacks ($US 468·30 to $US 415·70 per machine per month) and 21 % lower for beverages ($US 344·00 to $US 270·70 per machine per month). Sales of healthy vending items were significantly higher following the implementation of employer-wide vending standards for snack and beverage vending machines. Entities receiving revenue-based commission payments from vending machines should employ strategies to minimize potential revenue losses.

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

    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)

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

    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

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

    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)

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

    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

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

    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)

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

    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)

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

    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)

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

    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

  12. Sales of diesel fuel up, gasoline sales down

    Nupponen, J.

    2000-01-01

    The combined sales of petroleum products in Finland during 1999 totalled more than nine million tonnes, which was little changed from the figure for 1998. Sales of traffic fuels increased, while those of fuel oil fell. Diesel fuel sales reached a record level, while sales of gasoline continued their downward trend

  13. 10 CFR 904.5 - Revenue requirements.

    2010-01-01

    ... PROJECT Power Marketing § 904.5 Revenue requirements. (a) Western shall collect all electric service... September 30, 1987. (g) If integrated operation of the Boulder Canyon Project with other Boulder City Area...

  14. Revenue-cycle redesign: honing the details.

    LaForge, Richard W; Tureaud, Johnny S

    2003-01-01

    To minimize claim denials and ensure optimum payment for delivered services, many hospitals must fundamentally change their approach to managing the revenue cycle. The revenue cycle should be conceptualized as a continuum rather than as a set of isolated events, such as submitting bills or collecting payment. Cross-functional teams composed of representatives from clinical and financial areas should be created to systematically address recurrent breakdowns detected in the revenue cycle. PFS staff should be better compensated based on their value to revenue-cycle performance and receive adequate training on data collection and billing requirements to ensure the submission of clean claims. Medical-necessity screening software tools should be used at initial patient-access points to help identify scheduled services not covered by Medicare.

  15. 35 ASSESSMENT OF TOURISTS FLOW AND REVENUE ...

    Deji

    Federal College of Wildlife Management, New Bussa, Forestry Research ... Key words: Kainji Lake National Park, Ecotourism, Tourist flow, Revenue generation ... well as any cultural features found therein (Boo, ..... Modern technologies. 2. 1.5.

  16. 78 FR 16915 - Internal Revenue Service

    2013-03-19

    ... activities of certain taxpayers under the passive activity loss and credit limitations of Internal Revenue... request for OMB approval. All comments will become a matter of public record. Comments are invited on: (a...

  17. Public Investment, Revenue Shocks, and Borrowing Restrictions

    Büttner, Thiess; Wildasin, David E.

    2010-01-01

    This paper lays out a theory of taxation and public investment in an intertemporal setting under conditions of revenue shocks. Without borrowing restrictions, the optimal policy is characterized by smooth time paths of taxes and public investment. While the introduction of formal borrowing restrictions leads to some precautionary savings, it gives rise to fluctuations in public investment in response to adverse but also favorable revenue shocks. This theoretical result is tested empirically u...

  18. Inadequate Revenue Threatens Afghanistan’s Stability

    Sternlieb, Steve

    2014-01-01

    If Afghanistan is to maintain some semblance of stability in 2014 and beyond it must prepare for a substantial donor funding reduction and seek to grow its domestic revenue. Funding for the Afghan government’s operating expenses as well as further development projects is heavily dependent on donor support. Unfortunately for Afghanistan, its fiscal position is eroding as domestic revenues decline, expenses rise, and donor aid falls. Security gains as well as public services and economic develo...

  19. New FASB standard addresses revenue recognition considerations.

    McKee, Thomas E

    2015-12-01

    Healthcare organizations are expected to apply the following steps in revenue recognition under the new standard issued in May 2014 by the Financial Accounting Standards Board: Identify the customer contract. Identify the performance obligations in the contract. Determine the transaction price. Allocate the transaction price to the performance obligations in the contract. Recognize revenue when--or in some circumstances, as--the entity satisfies the performance obligation.

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

    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

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

    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

  2. The changing imperative for revenue assurance

    Dalbec, L.; Downey, F.

    1994-01-01

    In the past, electric utilities have developed revenue protection programs using anecdotal experience and instinct. The adoption of different programs by different utilities has made assessing the effectiveness of a particular program difficult. The cost/benefit ratio is generally invoked when implementing revenue protection, yet the economy available through sound revenue protection practices is not self evident since the problem has not yet been characterized. In Canada, this situation will change with the Canadian Electrical Association survey of electrical power theft. Details provided by the survey, such as incidence per customer class, popularity of various theft methods, and the deterrent value of seal programs will enable utility managers to make informed choices on labor and capital commitment and to establish benchmarks for the revenue protection function. The results of the survey will also generate regulatory interest with regard to such matters as quantification of any losses and the role of rate structure in encouraging energy theft. The formulation of a revenue protection program is outlined in such categories as training, quantification of the problem, prevention, detection, incentives, revenue recovery, and prosecution. A policy statement on equipment damage and meter interference is appended. 1 tab

  3. Understanding Sex for Sale

    This book Understanding Sex for Sale: Meanings and Moralities of Sexual Commerce is dedicated to the exploration of the ways in which sex prostitution, sex work or sex for sale are taken for granted by particularly looking at how the relation between sex and money is interpreted and enacted....... This interdisciplinary book aims to understand how prostitution, sex work or sex for sale are defined, delineated, contested and understood in different places and times. The book offers contributions from a number of scholars who, based on their on their own research, discuss on going theoretical issues and analytical...... challenges Some chapters focuses on how prostitution, sex work or sex for sale have been regulated by the authorities and what understandings this regulation builds on. Other chapters investigate the experiences of the sex workers and sex buyers asking how these actors adjust to or resist the categorisation...

  4. Allegheny County Sheriff Sales

    Allegheny County / City of Pittsburgh / Western PA Regional Data Center — List of properties up for auction at a Sheriff Sale. Datasets labeled "Current" contain this month's postings, while those labeled "Archive" contain a running list...

  5. IMPROVEMENT ACCOUNTING OF SALES AGRICULTURAL PRODUCTS ON FARM ENTERPRISES

    Tashmuratovich Eshmuradov ULUGBEK

    2014-11-01

    Full Text Available In this study we examine the selling process of farm enterprises,particularly, we will investigate the approach of improving the accounting of sales.The study also examines the factors associated with recognition of revenue in the phase of sale of goods and services of farm enterprises. The findings show that there are numerous mistakes in accounting of sales and financial statements. In addition, we conclude that the main contribution of IAS 41 is to provide a strong conceptual framework in agricultural accounting practice. However, this standard is mainly used in EU. In the study we try to find the ways of applying of IAS 41 in accounting system of farms of the region Samarkand.

  6. Fire Sales and House Prices

    Andersen, Steffen; Meisner Nielsen, Kasper

    2017-01-01

    This study investigates when forced sales of real estate turn into fire sales by using a natural experiment that allows us to separate supply and demand effects: Forced sales result from sudden death of house owners and are thus unrelated to current market conditions. We find that forced sales...

  7. Better sales networks.

    Ustüner, Tuba; Godes, David

    2006-01-01

    Anyone in sales will tell you that social networks are critical. The more contacts you have, the more leads you'll generate, and, ultimately, the more sales you'll make. But that's a vast oversimplification. Different configurations of networks produce different results, and the salesperson who develops a nuanced understanding of social networks will outshine competitors. The salesperson's job changes over the course of the selling process. Different abilities are required in each stage of the sale: identifying prospects, gaining buy-in from potential customers, creating solutions, and closing the deal. Success in the first stage, for instance, depends on the salesperson acquiring precise and timely information about opportunities from contacts in the marketplace. Closing the deal requires the salesperson to mobilize contacts from prior sales to act as references. Managers often view sales networks only in terms of direct contacts. But someone who knows lots of people doesn't necessarily have an effective network because networks often pay off most handsomely through indirect contacts. Moreover, the density of the connections in a network is important. Do a salesperson's contacts know all the same people, or are their associates widely dispersed? Sparse networks are better, for example, at generating unique information. Managers can use three levers--sales force structure, compensation, and skills development--to encourage salespeople to adopt a network-based view and make the best possible use of social webs. For example, the sales force can be restructured to decouple lead generation from other tasks because some people are very good at building diverse ties but not so good at maintaining other kinds of networks. Companies that take steps of this kind to help their sales teams build better networks will reap tremendous advantages.

  8. The Scatter Search Based Algorithm to Revenue Management Problem in Broadcasting Companies

    Pishdad, Arezoo; Sharifyazdi, Mehdi; Karimpour, Reza

    2009-09-01

    The problem under question in this paper which is faced by broadcasting companies is how to benefit from a limited advertising space. This problem is due to the stochastic behavior of customers (advertiser) in different fare classes. To address this issue we propose a mathematical constrained nonlinear multi period model which incorporates cancellation and overbooking. The objective function is to maximize the total expected revenue and our numerical method performs it by determining the sales limits for each class of customer to present the revenue management control policy. Scheduling the advertising spots in breaks is another area of concern and we consider it as a constraint in our model. In this paper an algorithm based on Scatter search is developed to acquire a good feasible solution. This method uses simulation over customer arrival and in a continuous finite time horizon [0, T]. Several sensitivity analyses are conducted in computational result for depicting the effectiveness of proposed method. It also provides insight into better results of considering revenue management (control policy) compared to "no sales limit" policy in which sooner demand will served first.

  9. Poweo 2006 consolidated revenue at euro 244 million, up 121%

    2007-01-01

    POWEO, the leading independent energy operator in France, presents in this document its key business indicators for the 4. quarter of 2006 and the full year: POWEO records again a strong rise of its annual revenue, exceeding its euro 220 million target. This progression relates to all the business components. The particularly soft climatic conditions recorded in France at the end of the year did not result in a significant fall of revenue compared to initial forecasts. The number of customer sites amounts to 80.300 at December 31, 2006, in progression of 23% compared to the end of 2005. The customer base remained overall stable during the second half of 2006, POWEO limiting voluntarily the acquisition of customers in electricity during the preparation of the opening to competition of the residential market due to take place on July 1, 2007. The gas customer base for its part more than doubled compared to end June 2006, with more than 5.000 customer sites transferred as at December 31, 2006. The Energy Management net margin, realised or un-realised, amounted to euro 49.7 million in 2006, recognised as revenue under IFRS standards. This includes the euro 22 million exceptional capital gain mentioned in previous financial releases in 2006, as well as a euro 7.9 million un-realised capital gain resulting from the transfer of some contracts into the Energy Management portfolio further to the capacity swap agreement with EDF announced publicly on January 3, 2007. The services provided by POWEO to its customers enjoy a high level of acceptance and represented revenue of euro 2.9 million in 2006. As from 2007, the revenue realised through these services will be presented separately from other components of revenue in order to better reflect its expected growth. The services offering will be indeed a key element of the marketing strategy of POWEO in the years to come, with a potentially significant impact on the results taking into account their level of gross margin which

  10. 26 CFR 48.4041-5 - Sales of diesel and special motor fuels and fuel for use in aircraft; rules of general application.

    2010-04-01

    ... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Sales of diesel and special motor fuels and fuel... AND RETAILERS EXCISE TAXES Special Fuels § 48.4041-5 Sales of diesel and special motor fuels and fuel... of a diesel-powered highway vehicle, or of special motor fuel to an owner, lessee, or other operator...

  11. 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

    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.)

  12. 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

    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.)

  13. Make the Alberta Carbon Levy Revenue Neutral

    Kenneth J. McKenzie

    2016-04-01

    Full Text Available The new carbon levy of $30 per tonne, announced in November 2015 as part of the report issued by the Alberta government’s Climate Leadership Panel, is a positive move in the direction of pricing carbon emissions. The levy is expected to generate $3 billion in net revenue by 2018, and possibly as much as $5 billion by 2030. While there is some discussion in the report of what should be done with the revenues generated by the carbon levy, it is somewhat vague on the details, leaving a number of options open to the government. The purpose of this briefing paper is to argue that the revenues from the carbon levy should be used to lower existing taxes – the carbon tax should be revenue neutral, generating no new net revenue for the government. The basic argument is that the carbon levy can be viewed through two lenses. The first lens is the imposition of a price on carbon emissions which (at least partly reflects the social costs of emissions. Viewed through this price lens, the carbon levy plays an important role in incenting firms and individuals to change their behaviour and move towards less carbon intensive activities. The second lens is the role of a carbon tax as a part of the broad revenue system. Viewed through this tax lens, a carbon tax is not a very good, or efficient, way of generating revenue. The reason for this is somewhat nuanced, but the basic idea is that the carbon tax is applied to a narrower base than broader-based taxes. Broad based taxes generally impose lower costs on the economy than narrow based taxes. Moreover, carbon taxes interact with other taxes in the economy, exacerbating the economic costs associated with those taxes. And those costs are quite high – research shows that the total cost to the economy of raising an additional $1 in revenue through the corporate income tax in Alberta is $3.79; for the personal income tax the cost is $1.71. These taxes therefore impose higher costs on the economy than they raise

  14. 26 CFR 48.4221-1 - Tax-free sales; general rule.

    2010-04-01

    ... exemptions under section 4221 do not apply to the tax imposed by section 4121 (coal tax). (v) The exemptions... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Tax-free sales; general rule. 48.4221-1 Section...) MISCELLANEOUS EXCISE TAXES MANUFACTURERS AND RETAILERS EXCISE TAXES Exemptions, Registration, Etc. § 48.4221-1...

  15. 26 CFR 48.4216(e)-1 - Exclusion of local advertising charges from sale price.

    2010-04-01

    ... a newspaper or magazine, or is displayed by means of an outdoor advertising sign or poster. Section..., television, or newspaper advertising specifically naming refrigerators or other articles taxable at the same... 26 Internal Revenue 16 2010-04-01 2010-04-01 true Exclusion of local advertising charges from sale...

  16. 26 CFR 1.1237-1 - Real property subdivided for sale.

    2010-04-01

    ... was clearly investment property; (iii) Acting as a salesman for a real estate dealer, but without any... held the real property solely as an investment. Furthermore, whether or not the conditions of section... 26 Internal Revenue 11 2010-04-01 2010-04-01 true Real property subdivided for sale. 1.1237-1...

  17. How are young music artists configuring their media and sales platforms in the digital age?

    Mark Leenders; Mark Farrell; dr. Koos Zwaan; Tom ter Bogt

    2015-01-01

    Research on how music artists generate sales from their content through different platforms is scant. In this study, configuration theory is used to show that different market access configurations are viable simultaneously and that young musicians differ significantly in how they generate revenues.

  18. BEFORE THE SALE RIGHTS TO AGRICULTURAL LAND

    KUSTOVSKA О.

    2017-05-01

    Full Text Available One of the most important problems of the Ukrainian economy is the formation of a civilized land market. We have to admit that the process of formation of private ownership of land in Ukraine entered into a protracted and uncertain nature. Another introduction in Ukraine of the moratorium on sale of agricultural land due to the lack of resolution of many land issues and not sformovat market infrastructure. Because for the majority of producers of agricultural products the sale of lease rights is an innovation. On the sale of lease rights still they are almost not heard, and especially not used in practice, although the possibility of disposal of property rights, which is owned and leasehold, provided by norms of the Civil code of Ukraine. The issue of land bidding (auction is relevant, because the law of Ukraine set the priority of this method of trading in the sale or lease of land. The auction is open and transparent way the exclusion of land resources of the territorial community, that is, eliminates the influence of corruption and receipt of funds in local budgets adds the ability to invest in the economy of human settlements and agriculture. Among the economic benefits to the development industry is not only improving the investment climate, replenishment of budgets of all levels and approaching the level of EU countries in matters of land. Holding of auctions is very attractive from the point of view of filling the local budget, the sale of land has its advantages, namely a quick and significant revenue. The lease right may be alienated in accordance with the current legislation of Ukraine and some legislative solution is not needed. The procedure of land auctions includes the following steps: 1. The organizer of land sales (public authority or local authority determines the list of land plots of state or municipal property and rights thereto, which are exposed at the land auction as separate lots. 2. The decision of a public authority or

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

    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

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

    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.

  1. Internet cigarette sales and Native American sovereignty: political and public health contexts.

    Samuel, Kari A; Ribisl, Kurt M; Williams, Rebecca S

    2012-05-01

    Internet cigarette vendors (ICVs) advertise low prices for tobacco products, subverting public health policy efforts to curtail smoking by raising prices. Many online retailers in the United States claim affiliation with Native American tribes and share in tribal tax-free status. Sales of discounted cigarettes from both online vendors and brick-and-mortar stores have angered non-Native retailers and triggered enforcement actions by state and federal governments in the United States concerned over lost cigarette excise tax revenue. Examination of the history and politics of cigarette sales on reservations and attempts to regulate Internet cigarette sales highlights the potential role for greater use of negotiated intergovernmental agreements to address reservation-based tobacco sales. Our review notes global parallels and explicates history and politics of such regulation in the United States, and offers background for collaborative efforts to regulate tobacco sales and decrease tobacco use.

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

    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.)

  3. 14 CFR Sec. 2-5 - Revenue and accounting practices.

    2010-01-01

    ... 14 Aeronautics and Space 4 2010-01-01 2010-01-01 false Revenue and accounting practices. Sec. 2-5... General Accounting Provisions Sec. 2-5 Revenue and accounting practices. (a) Revenue accounting practices... physically verify the reliability of its passenger revenue accounting practice at least once each accounting...

  4. 47 CFR 32.5003 - Cellular mobile revenue.

    2010-10-01

    ... 47 Telecommunication 2 2010-10-01 2010-10-01 false Cellular mobile revenue. 32.5003 Section 32... SYSTEM OF ACCOUNTS FOR TELECOMMUNICATIONS COMPANIES Instructions For Revenue Accounts § 32.5003 Cellular mobile revenue. This account shall include message revenue derived from cellular mobile...

  5. Labour-Intensive Services and Changes in Value Added Tax Revenue

    Krzikallova Katerina

    2016-03-01

    Full Text Available VAT rates have gradually become an important fiscal policy tool of of EU member states. This paper quantifies the influence on the VAT revenue of the potential transfer of selected labour intensive services from the standard to a reduced VAT rate in the Czech Republic. The data used for the analysis were obtained by a questionnaire, as well as through research performed at the General Financial Directorate and the Czech Statistical Office. To analyze the data, a comparison analysis and descriptive statistical methods were used. The change in VAT rate would cause a decrease in VAT revenue up to 1.6 billion CZK per year, but it would also bring positive effects, especially in the business development of the suppliers of labor intensive services. It could also prevent a price increase during the planned introduction of the e-sales system in restaurants.

  6. Exploring sales data during a healthy corner store intervention in Toronto: the Food Retail Environments Shaping Health (FRESH) project

    Leia M., Minaker; Meghan, Lynch; Brian E., Cook; Catherine L., Mah

    2017-01-01

    Abstract Introduction: Population health interventions in the retail food environment, such as corner store interventions, aim to influence the kind of cues consumers receive so that they are more often directed toward healthier options. Research that addresses financial aspects of retail interventions, particularly using outcome measures such as store sales that are central to retail decision making, is limited. This study explored store sales over time and across product categories during a healthy corner store intervention in a lowincome neighbourhood in Toronto, Ontario. Methods: Sales data (from August 2014 to April 2015) were aggregated by product category and by day. We used Microsoft Excel pivot tables to summarize and visually present sales data. We conducted t-tests to examine differences in product category sales by “peak” versus “nonpeak” sales days. Results: Overall store sales peaked on the days at the end of each month, aligned with the issuing of social assistance payments. Revenue spikes on peak sales days were driven predominantly by transit pass sales. On peak sales days, mean sales of nonnutritious snacks and cigarettes were marginally higher than on other days of the month. Finally, creative strategies to increase sales of fresh vegetables and fruits seemed to substantially increase revenue from these product categories. Conclusion: Store sales data is an important store-level metric of food environment intervention success. Furthermore, data-driven decision making by retailers can be important for tailoring interventions. Future interventions and research should consider partnerships and additional success metrics for retail food environment interventions in diverse Canadian contexts. PMID:29043761

  7. Exploring sales data during a healthy corner store intervention in Toronto: the Food Retail Environments Shaping Health (FRESH project

    Leia M. Minaker

    2017-10-01

    Full Text Available Introduction: Population health interventions in the retail food environment, such as corner store interventions, aim to influence the kind of cues consumers receive so that they are more often directed toward healthier options. Research that addresses financial aspects of retail interventions, particularly using outcome measures such as store sales that are central to retail decision making, is limited. This study explored store sales over time and across product categories during a healthy corner store intervention in a lowincome neighbourhood in Toronto, Ontario. Methods: Sales data (from August 2014 to April 2015 were aggregated by product category and by day. We used Microsoft Excel pivot tables to summarize and visually present sales data. We conducted t-tests to examine differences in product category sales by "peak" versus "nonpeak" sales days. Results: Overall store sales peaked on the days at the end of each month, aligned with the issuing of social assistance payments. Revenue spikes on peak sales days were driven predominantly by transit pass sales. On peak sales days, mean sales of nonnutritious snacks and cigarettes were marginally higher than on other days of the month. Finally, creative strategies to increase sales of fresh vegetables and fruits seemed to substantially increase revenue from these product categories. Conclusion: Store sales data is an important store-level metric of food environment intervention success. Furthermore, data-driven decision making by retailers can be important for tailoring interventions. Future interventions and research should consider partnerships and additional success metrics for retail food environment interventions in diverse Canadian contexts.

  8. Trade Policy Reform and the Missing Revenue

    Arndt, Thomas Channing; Tarp, Finn

    2008-01-01

    into a computable general equilibrium model of an African economy (Mozambique) to study the implications of trade policy reform. Model simulations indicate that lowering tariff rates and reducing duty-free importation in a manner that maintains official revenue benefit nearly everyone. The main exception is those......In many African countries, large discrepancies exist between revenues implied by published tariff rates multiplied by estimated import volumes and actual receipts. We develop a stylised trade model where average and marginal tariff rates diverge and incorporate insights from this model...

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

    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

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

    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)

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

    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

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

    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.

  13. SALES, STORAGE AND SALVAGE

    Division SPL, groupe logistique; A. Notar

    2000-01-01

    From 3 January 2000 there will be a security barrier in front of the storage-recycling area in bldg 133, which will be accessible only to authorised staff and contractors.You are reminded that the equipment delivered to this area must be unpolluted and non-radioactive. The cost of recycling the equipment will be debited to the budget code of the Division concerned, with the prior approval of the Group Leader.Reminder relating to equipment salesThe Sales Section is open on Thursdays from 13.30 to 15.00 hours only.SPL DivisionLogistics GroupA. Notari

  14. Selection of the optimal set of revenue management tools in hotels

    Korzh, Nataliia; Onyshchuk, Natalia

    2017-01-01

    The object of research is the scientific category «revenue management» and its tools, which, with the growth of the number of on-line sales channels of hotel services, become decisive in the struggle for survival. The existence of a large number of profit management tools associated with the online booking regime work as a SmallDat and gives quite scattered information about the state of the market. One of the most problematic areas is the formation of perspective analytics using existing too...

  15. A NOTE ON THE RELATIONSHIP BETWEEN CORRUPTION AND GOVERNMENT REVENUE

    Jinyoung Hwang

    2002-01-01

    This paper empirically traces out the impacts of corruption on government revenue. The total amount of government revenue decreases as corruption reduces tax revenues if it contributes to tax evasion, improper tax exemptions or weak tax administration. In addition, corruption may distort the composition of government revenue: that is, a country with a higher level of corruption increases the proportion of international tax revenue rather than domestic tax one as the source of government reven...

  16. 47 CFR 32.5200 - Miscellaneous revenue.

    2010-10-01

    ...) The performance of customer operations services for others incident to the company's regulated... telecommunications services rendered by the company (this revenue includes taxes when borne by the lessee). It...) Contract services (plant maintenance) performed for others incident to the company's regulated...

  17. Biodiesel intercity passenger rail revenue service test.

    2013-10-01

    Amtrak, with the support of the Federal Railroad Administration, operated a P-32 passenger locomotive in revenue service for a : period of 12 months, on a blend of 20 percent pure biodiesel and 80 percent #2 ultra-low sulfur diesel (ULSD) fuel. The G...

  18. 77 FR 35475 - Internal Revenue Service

    2012-06-13

    ... contributions, consideration does not include de minimis goods or services. It also provides guidance on how..., maintenance, and purchase of services to provide information. Approved: June 6, 2012. Allan Hopkins, Tax... DEPARTMENT OF THE TREASURY Internal Revenue Service Proposed Collection; Comment Request for...

  19. Piracy and Box Office Movie Revenues

    Peukert, Christian; Claussen, Jörg; Kretschmer, Tobias

    2017-01-01

    In this paper we evaluate the heterogeneous effects of online copyright enforcement. We ask whether the unexpected shutdown of the popular file hosting platform Megaupload had a differential effect on box office revenues of wide-release vs. niche movies. Identification comes from a comparison...

  20. 78 FR 25358 - Internal Revenue Service

    2013-04-30

    ... 1995, Public Law 104-13(44 U.S.C. 3506(c)(2)(A)). Currently, the IRS is soliciting comments concerning... OMB control number. Books or records relating to a collection of information must be retained as long as their contents may become material in the administration of any internal revenue law. Generally...

  1. 78 FR 25359 - Internal Revenue Service

    2013-04-30

    ..., Public Law 104-13(44 U.S.C. 3506(c)(2)(A)). Currently, the IRS is soliciting comments concerning Form... number. Books or records relating to a collection of information must be retained as long as their contents may become material in the administration of any internal revenue law. Generally, tax returns and...

  2. Gross Revenue risk in Swiss dairy farming

    Benni, El N.; Finger, R.

    2013-01-01

    This study investigated how agricultural policy reforms, including market liberalization and market deregulation, have influenced gross revenue risk of Swiss dairy producers using farm-level panel data between 1990 and 2009. Based on detrended data, variance decomposition was applied to assess how

  3. 77 FR 59455 - Internal Revenue Service

    2012-09-27

    ...-37 describes documentation and information a taxpayer that uses the fair market value method of... elections to use the fair market value method. Current Actions: There are no changes being made to the... Revenue Procedure 2003-37, Documentation Provisions for Certain Taxpayers Using the Fair Market Value...

  4. 25 CFR 502.16 - Net revenues.

    2010-04-01

    ... 25 Indians 2 2010-04-01 2010-04-01 false Net revenues. 502.16 Section 502.16 Indians NATIONAL INDIAN GAMING COMMISSION, DEPARTMENT OF THE INTERIOR GENERAL PROVISIONS DEFINITIONS OF THIS CHAPTER § 502... consistent with professional accounting pronouncements, excluding management fees. [74 FR 36932, July 27...

  5. 78 FR 69938 - Internal Revenue Service

    2013-11-21

    ... U.S.C. 3506(c)(2)(A)). Currently, the IRS is soliciting comments concerning Employment Tax... consideration. ADDRESSES: Direct all written comments to Yvette Lawrence, Internal Revenue Service, Room 6129... [email protected] . SUPPLEMENTARY INFORMATION: Title: Employment Tax Adjustments. OMB Number: 1545...

  6. 75 FR 29818 - Internal Revenue Service

    2010-05-27

    ... Voluntary Closing Agreement Program for Tax-Exempt, Tax Credit and Direct Pay Bonds Exempt Organizations... Tax Exempt and Government Entities Division (TE/GE); Meeting AGENCY: Internal Revenue Service (IRS), Treasury. ACTION: Notice. SUMMARY: The Advisory Committee on Tax Exempt and Government Entities (ACT) will...

  7. Schedule Sales Query Raw Data

    General Services Administration — Schedule Sales Query presents sales volume figures as reported to GSA by contractors. The reports are generated as quarterly reports for the current year and the...

  8. BUILDING AN EFFECTIVE SALES FORCE

    Ioana Olariu

    2016-06-01

    Full Text Available Building an effective sales force starts with selecting good salespeople, but good salespeople are very difficult to find. The reason for this is that most sales jobs are very demanding and require a great deal from the salesperson. There are many different types of sales jobs. Before it can hire salespeople, each company must do a careful job analysis to see what particular types of selling and other skills are necessary for each sales job. One task of the market planner is to establish clear objectives each year for the entire sales force, for each region, each sales office, and each salesperson. Sales jobs are different from in-house jobs in some significant ways. Nevertheless, each company must continually work on building and maintaining an effective sales force using the following steps: recruitment, selection, training, compensation and evaluation of each salesperson.

  9. Automated interactive sales processes

    T.B. Klos (Tomas); D.J.A. Somefun (Koye); J.A. La Poutré (Han)

    2010-01-01

    htmlabstractWhen we look at successful sales processes occurring in practice, we find they combine two techniques which have been studied separately in the literature. Recommender systems are used to suggest additional products or accessories to include in the bundle under consideration, and

  10. BA Sales Training.

    Coutts-Clay, Jennifer

    1979-01-01

    Describes the programs and courses of the sales training department at British Airways from induction to management level. The staff uses one of the largest commercial computer facilities in the world to provide seat reservations, fare quotations and tickets, hotel reservations, and tours. (MF)

  11. Gun Sales. Firearm Facts.

    Duker, Laurie, Ed.

    Minimal federal regulations on firearm sales have facilitated the proliferation of guns, gun owners, and gun dealers in the United States. This fact sheet offers data on the growing number of firearm dealers, the relative ease of obtaining and keeping a license to sell guns from the Federal Bureau of Alcohol, Tobacco, and Firearms, the lack of…

  12. Sales and operations planning

    Kjellsdotter, Linea; Dukovska-Popovska, Iskra; Kaipia, Riikka

    2015-01-01

    This paper investigates sales and operations planning (S&OP) at four Scandinavian industrial food producers in order to explore how the use of S&OP might help leaders to deal with the challenges set by the planning environment. Variables connected to the product and market, e.g., frequency of new...

  13. Sales and operations planning

    Kjellsdotter, Linea; Dukovska-Popovska, Iskra; Kaipia, Riikka

    2013-01-01

    This paper explores how the use of sales and operations planning (S&OP) may deal with the challenges set by the planning environment by investigating S&OP at four Scandinavian industrial food producers. Variables connected to the product and market, e.g. perishability, customer service elements...

  14. Tracking sales activities in agribusiness

    Li, Jiayu

    2015-01-01

    Decisions in the sales area, including customer and product selection and margin discipline, shape profits for companies in agribusiness. Management of the sales function takes place at the organizational, managerial, and practitioner level, each of which requires data about the process. Individual salespeople benefit from better knowledge of customers (Dixon & Adamson, 2011), and sales managers benefit from understanding the activities of salespeople. Organizationally, data on sales activiti...

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

    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)

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

    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.

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

    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.

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

    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)

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

    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

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

    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)