DOCSLIB.ORG

Annual Report 2004 Page 6

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Annual Report IN 2004 WE DID IT WITH PURPOSE WILLP OWER What separates one bank from another? Interest rates, fees and products are often the same. But have you ever asked your bank what they want? Or what role they want to play? Our answer is simple. The objective of SpareBank 1 SR-Bank is to help create values for the region we are part of. Building a society is a everybody’s responsibility. In our region there are plenty of people that want to shoulder their share of work. The community spirit is more than a grand word. It is our philosophy. Everything we build, we build with a purpose. In January the moulds were ready page 12 In February they were picked as the country’s best youth-run business page 14 In March, RPT Production started bending page 16 In April, the network grew page 70 In May, Stavanger got a new stadium page 72 I J h t t d th ti hi Table of contents Page Page The SpareBank 1 SR-Bank Group 6 Primary capital certificates 63 Highlights 8 Key figures from the past five years 66 Principal figures 9 Value added statement 68 Key figures 9 Corporate governance 76 The Managing Director’s article 10 Risk and funds management The Annual Report 2004 18 in SpareBank 1 SR-Bank 81 Annual Accounts, table of contents 29 Overview of our offices 85 Profit and loss account 30 The business market division 90 Balance sheet 31 The private market division 93 Cash flow analysis 32 Our subsidiaries 100 Accounting principles 33 Human capital 102 Notes to the accounts 36 Organisational chart 108 The Auditor’s Report for 2004 62 Governing bodies 109 The Audit Committee’s report Addresses 110 for 2004 62 page 96 side 106 page 74 page 86 page 88 page 104 page 98 In June, he started the time machine had piglets Åse and Tobias In July, In August, Eirik was good as gold the mountain grew a little In September, Stavanger became In October, a University city Ryfylke was united In November, breakfast got a little better In December, SpareBank 1 SR-Bank Annual Report 2004 Page 6 The SpareBank 1 SR-Bank Group HISTORY EIENDOMSMEGLER 1 ROGALAND AS Sparebanken Rogaland, the legal name of SpareBank 1 The EiendomsMegler 1 chain is the Norwegian market SR-Bank, was established on 1 October 1976 by merging leader in real estate. EiendomsMegler 1 Rogaland AS is the 22 savings banks to become the country’s first regional largest firm in this chain, and a regional market leader. In savings bank. After 28 years of operations and merging of 2004 the company brokered approximately 5,000 dwellings a total of 39 savings banks, the bank has become from its 18 real estate offices in Rogaland and Agder. The Rogaland’s leading bank. In November 1996, Sparebanken company has 105 employees. In addition to brokering Rogaland was party to the formation of the SpareBank 1 dwellings, EiendomsMegler 1 Rogaland AS has a separate alliance, a Nordic banking and product partnership. division for business and project brokering, a separate division for the sale of new dwellings in Spain, as well as a THE GROUP division for brokering dwellings in housing co-operatives. In addition to the bank, the group consists of the finance company SpareBank 1 SR-Finans AS, the real estate SPAREBANK 1 SR-FINANS AS brokerage EiendomsMegler 1 Rogaland AS and the bank’s SpareBank 1 SR-Finans AS is the leading leasing company company for asset management, SR-Forvaltning ASA. in Rogaland, with more than NOK 1.8 billion in total The Group has 891 employees, and total assets of assets, and 22 employees. In order to strengthen the NOK 59.2 billion. company’s profile and shared identity with SpareBank 1 SR-Bank, the company changed its name from Westbroker THE BANK Finans AS in the first quarter of 2005. The company is SpareBank 1 SR-Bank is the country’s second largest co-located with the bank’s corporate market division for savings bank. The bank’s market areas are Rogaland, Stavanger and Jæren at Forus outside of Stavanger. Agder and Sunnhordland, and the bank currently has 50 branch offices in its market area. The head office is SR-FORVALTNING ASA located in Stavanger. The customer-directed activities are SR-Forvaltning ASA manages portfolios for more than organised into a private market division and a corporate 1,300 external customers, and for SpareBank 1 SR-Bank market division. and SpareBank 1 SR-Bank’s pension fund. The objective of SR-Forvaltning is to be a local alternative with a high level Private market of expertise in asset management. The company has total With 183,700 customers, SpareBank 1 SR-Bank is the assets of NOK 3 billion, and seven employees. leading private customer bank in Rogaland. In addition to private customers, the private market division serves more THE SPAREBANK 1 ALLIANCE than 8,600 small businesses and agricultural customers. The overall objective of the SpareBank 1 alliance is to The bank supplies products and services in the fields of ensure the independence and regional roots of the financing, placing of investments, payment transfer, individual banks through high levels of competitiveness, pensions, non-life insurance and life assurance. At the end profitability and solidity. of 2004, SpareBank 1 SR-Bank had 69,200 non-life insurance customers. The Norwegian banks in the alliance co-operate through the jointly owned holding company SpareBank 1 Gruppen AS. Corporate market SpareBank 1 SR-Bank holds a solid position in the In addition to Sparebanken Rogaland, the other participant corporate market. About 40% of all businesspeople in the banks are Sparebanken Nord-Norge, Sparebanken Midt- bank’s traditional market state SpareBank 1 SR-Bank as Norge and Samarbeidende Sparebanker AS (15 local their main bank. The bank is a relatively new player in the savings banks in eastern and northwest Norway). Other corporate market of the Agder counties, but has observed owners and partners through the SpareBank 1 Gruppen AS a positive market trend in this region as well. In total, the include FöreningsSparbanken AB (publ) in Sweden and the bank’s corporate market division serves approx. 4,000 Norwegian Federation of Trade Unions (LO). SpareBank 1 customers in corporate and public administration, in Gruppen AS owns the companies Bank 1 Oslo AS, addition to 8,600 small businesses and agricultural SpareBank 1 Livsforsikring AS, SpareBank 1 customers served by the private market division. Fondsforsikring AS, SpareBank 1 Skadeforsikring AS, Odin Forvaltning AS, SpareBank 1 Bilplan AS (19.9%) and First Securities ASA (33.3%). SpareBank 1 SR-Bank Annual Report 2004 Page 7 The Group management team in SpareBank 1 SR-Bank. From the left, Tore Medhus, Executive Vice President Corporate Market; Tor Dahle, Executive Group Controller; Svein Ivar Førland, Executive Vice President, Business Support, IT and Security; Arild Langberg Johannessen, Executive Vice President Human Resources; Terje Vareberg, CEO; Sveinung Hestnes, Deputy CEO, CFO; Rolf Aarsheim, Executive Vice President Retail Market, and Thor-Christian Haugland, Executive Vice President Public Relations. STRATEGY VISION SpareBank 1 SR-Bank shall be a profitable and solid bank ”SpareBank 1 SR-Bank – the recommended bank“ that is attractive for customers, capital markets, primary capital certificate owners and employees. This is to be ensured through: • A savings bank philosophy with a strong brand identity and modern operations, in which values are created locally and channelled back to the community • A clear set of priorities based on customer requirements and profitability • A market area consisting primarily of Rogaland, Agder and Sunnhordland • A considerable position in the savings and pension market • Able employees who are proud to work for SpareBank 1 SR-Bank SpareBank 1 SR-Bank Annual Report 2004 Page 8 Highlights • High profits, due to increased operating income and reduced losses • Return on equity after tax: 19.5% (15.2%) • Group profit after tax: NOK 583 million (NOK 408 million) • Net interest margin: 2.03% (2.12%) • Other operating income, net: NOK 701 million (NOK 632 million) • Operating expenses: NOK 961 million (NOK 922 million) • Net losses: NOK 81 million (NOK 250 million), 0.1% of gross lending • Gross defaults: NOK 203 mill (NOK 426 million) • Annual growth in lending in the past 12 months: 11.4% (7.5%) • Annual growth in deposits in the past 12 months: 17.0% (2.3%) • Dividend per primary capital certificate: NOK 23 (NOK 16.7) • Allocated to the endowment fund: NOK 60 million (NOK 32 million) (the figures in parentheses are for 2003) SpareBank 1 SR-Bank Annual Report 2004 Page 9 Main figures SpareBank 1 SR-Bank Group (NOK mill) 2004 2003 2002 2001 2000 Net interest income 1 129 1 095 1 050 979 934 Net other operating income 701 632 163 397 332 Total operating costs 961 922 838 785 705 Result before losses and write-downs 869 805 375 591 561 Losses and write-downs 81 236 357 169 -72 Result of ordinary activities 788 569 18 422 633 Key figures SpareBank 1 SR-Bank Group 2004 2003 2002 2001 2000 Total assets 31.12. (NOK mill) 59 198 52 642 49 538 48 471 43 624 Net loans to customers (NOK mill) 53 839 48 183 44 674 43 120 38 789 Deposits from customers (NOK mill) 33 062 28 266 27 634 24 011 22 120 Growth in loans (gross) 11 % 8 % 4 % 11 % 20 % Growth in deposits 17 % 2 % 15 % 9 % 15 % Capital adequacy ratio 11,57 12,32 10,81 12,69 11,65 Core capital ratio 9,08 9,11 7,24 7,92 8,15 Net equity and subordinated loan capital (NOK mill) 4 411 4 213 3 519 4 059 3 444 Return on equity (%) 19,5 15,2 -1,3 11,2 19,5 Cost percentage 54,5 57,0 61,8 56,9 56,2 Number of full time positions 813 829 818 807 711 Number of offices 50 52 53 53 50 Market price at the close of the year 360 269 150 205 206 Profit per primary capital certificate 37,6 27,2 -2,3 20,6 33,7 Dividend per primary capital certificate 23 16,7 8,3 15,8 17,5 Effective return on the primary capital certificate 40,0 85,0 -19,3 8,1 5,3 RISK-amount as of 1.
Recommended publications
  • Iconic Hikes in Fjord Norway Photo: Helge Sunde Helge Photo

    Iconic Hikes in Fjord Norway Photo: Helge Sunde Helge Photo

    HIMAKÅNÅ PREIKESTOLEN LANGFOSS PHOTO: TERJE RAKKE TERJE PHOTO: DIFFERENT SPECTACULAR UNIQUE TROLLTUNGA ICONIC HIKES IN FJORD NORWAY PHOTO: HELGE SUNDE HELGE PHOTO: KJERAG TROLLPIKKEN Strandvik TROLLTUNGA Sundal Tyssedal Storebø Ænes 49 Gjerdmundshamn Odda TROLLTUNGA E39 Våge Ølve Bekkjarvik - A TOUGH CHALLENGE Tysnesøy Våge Rosendal 13 10-12 HOURS RETURN Onarheim 48 Skare 28 KILOMETERS (14 KM ONE WAY) / 1,200 METER ASCENT 49 E134 PHOTO: OUTDOORLIFENORWAY.COM PHOTO: DIFFICULTY LEVEL BLACK (EXPERT) Fitjar E134 Husnes Fjæra Trolltunga is one of the most spectacular scenic cliffs in Norway. It is situated in the high mountains, hovering 700 metres above lake Ringe- ICONIC Sunde LANGFOSS Håra dalsvatnet. The hike and the views are breathtaking. The hike is usually Rubbestadneset Åkrafjorden possible to do from mid-June until mid-September. It is a long and Leirvik demanding hike. Consider carefully whether you are in good enough shape Åkra HIKES Bremnes E39 and have the right equipment before setting out. Prepare well and be a LANGFOSS responsible and safe hiker. If you are inexperienced with challenging IN FJORD Skånevik mountain hikes, you should consider to join a guided tour to Trolltunga. Moster Hellandsbygd - A THRILLING WARNING – do not try to hike to Trolltunga in wintertime by your own. NORWAY Etne Sauda 520 WATERFALL Svandal E134 3 HOURS RETURN PHOTO: ESPEN MILLS Ølen Langevåg E39 3,5 KILOMETERS / ALTITUDE 640 METERS Vikebygd DIFFICULTY LEVEL RED (DEMANDING) 520 Sveio The sheer force of the 612-metre-high Langfossen waterfall in Vikedal Åkrafjorden is spellbinding. No wonder that the CNN has listed this 46 Suldalsosen E134 Nedre Vats Sand quintessential Norwegian waterfall as one of the ten most beautiful in the world.
  • [Sola Kommunes Eierstrategi Overfor Lyse Energi As]

    [Sola Kommunes Eierstrategi Overfor Lyse Energi As]

    O A KOMMUNE I'D [SOLA KOMMUNES EIERSTRATEGI OVERFOR LYSE ENERGI AS] Innhold Innledning 3 Sola kommune skal være en aktiv eier 5 Sola kommune skal være en tydelig eier 7 Sola kommune skal være en forutsigbar og langsiktig eier 10 Vedlegg 12 5.1 Aksjonæroversikt 12 5.2 Dokumenter som reuulerer kommunenes eierstyring ou selskapets virksomhet 12 5.3 Konsernstruktur 13 Lyse Energi AS1 ble stiftet 17. juni 1998. Lyse ble etablert etter en fusjon mellom flere energiselskap2 i Sør-Rogaland. Lyse er i dag et industrikonsern med virksomhet innenfor forretningsområdene energi og bredbånd. Den markedsjusterte bruttoverdien av Lyse ble i 2010 anslått til å ligge i størrelsesorden kr 25-28 milliarder. Konsernet har ca 850 ansatte3. Selskapets formål er å.4; Skape verdier for kundene, eierne og samfunnet i Rogaland Sørge for en sikker ograsjonell energiforsyning til selskapets kunder Være en kundeorientert, konkurransedyktig aktør og en attraktiv samarbeidspartner Kunne tilby kundeløsninger som gir kunden valgfrihet og mulighet for effektive og miljovennlige energilosninger Delta i næringsutvikling og næringsvirksomhet med relevans til kjernevirksomhetene, enten selv eller i samarbeid med andre, gjennom etablering, aksjekjøp, sammenslutning m.v. Lyses kjernevirksomhet har i overkant av 100 år vært produksjon og distribusjon av kraft. Lyse har til sammen 11 heleide vannkraftverk. I tillegg eier Lyse et termisk kraftverk basert på overopphetet damp fra avfallsforbrenning. I 2009 var Lyse landets sjette største vannkraftprodusent. Lyse er også landets sjette største elnett-selskap. Lyse forestår også energiproduksjon og -distribusjon basert på andre energikilder. Forretningsområdet energi omfatter engasjement innenfor naturgass, biogass, vindkraft, f:jernvarme og kjøling. Energivirksomheten forestås av de heleide selskapene Lyse Produksjon AS (som forvalter eierandelene i Sira-Kvina og Ulla Førre), Lyse Handel AS og Lyse Neo AS.
  • Han Blir Kaptein I Lyse Og Sandnes Sparebank Side 22 - 24

    Han Blir Kaptein I Lyse Og Sandnes Sparebank Side 22 - 24

    SYKKELSATSING PÅ DANSK side 8 PAUSE PÅ FORUS side 16 KORTREISTE MATPAKKER side 26 NÆRINGSLIVSMAGASINET NR. 5 • 2015 • ÅRGANG 21 LØSSALG: 79 KR Rosenkilden Stavanger-regionen var for sen med å oppfatte og forstå det som skjedde i 2013 og første halvår i fjor. Fornektelsen var også for høy. Nå er realitetsforståelsen kommet. Harald Espedal Han blir kaptein i Lyse og Sandnes Sparebank side 22 - 24 1 FOR Å FÅ OVERSIKT TRENGER DU DET BESTE UTSIKTSPUNKTET. GIR INNSIKT // Disse får du høre i Stavanger Konserthus, 23. september 2015: UTSIKT // CARL BILDT MONICA MÆLAND Tidl. statsminister og utenriksminister i Sverige Næringsminister MANØVRERING I EN VEIEN MOT ET MER TURBULENT VERDEN NYSKAPENDE NORGE Carl Bildt vil ta for seg det nye trusselbildet, Monica Mæland er næringsminister i en utviklingen i konkurransekraften i eurosonen og de regjering med høye ambisjoner innen områder økonomiske konsekvensene av konflikten mellom Russland som omstilling, nyskapning og innovasjon. Hun er derfor en selvskreven og Ukraina. Bildt er kjent som en svært kunnskapsrik, engasjert, gjest på Pulpit 2015. og til tider provoserende, foredragsholder. LORD SEBASTIAN COE MORTEN KROGVOLD Direktør for OL i London 2012 og en av Fotograf 23. september 2015 // STAVANGER KONSERTHUS historiens fremste friidrettsutøvere OM LYKKE, DANNELSE OG THE GENIUS OF HARD WORK TID - REFLEKSJONER OVER Coe vet mye om å sette seg hårete mål, DET VI TAR FOR GITT Ta del i Stavanger-regionens største og viktigste næringslivskonferanse! og å faktisk nå dem. Fra ham får vi høre hva som skal til for å bli verdens Morten Krogvold er en av våre aller mest respekterte fotografer.
  • Powered by Water

    Powered by Water

    MEET THE NEW BOARD CHAIR Widvey's vision THE LOW-EMISSIONS SCENARIO Optimism People& POWER for the future NO. 3 2016 | PROVIDING PURE ENERGY OPENING PARTY Towards a HYDROPOWER&SOCIETY 18 PAGES greener Albania Powered by water Hilde Bakken is responsible for operation and maintenance of 169 hydropower plants. In addition to producing pure energy, hydropower means providing jobs in rural areas, developing infrastructure, and sometimes resolving conflicts. PEOPLE&POWER The new Nedre Røssåga is also A MAGAZINE FOR STATKRAFT EMPLOYEES Contents important for Norway. We are ready NO. 3 | 2016 to deliver hydropower in the 29 North for another SUSTAINABILITY Statkraft 50 years. is the first company to offer renewable power with Two victories 4 guarantees of origin in India GREENER TRANSPORT and Brazil. The electric vehicle market and a few challenges and electrification of the transport sector is an excit- 32 ing area for Statkraft. Read HARSH CONDITIONS When about the Grønn Kontakt monsoon rains, huge snow- t was a proud moment for everyone grow and become more attractive. We initiative and other powerful falls and heavy snowmelt news on Page 4. who attended the recent opening of understand the size of the project when are part of your everyday life, it helps if you enjoy your Nedre Røssåga hydropower plant in we see the reservoir, "as big as 2 000 job. Meet Khekh Ram from Nordland in a vast and evocatively lit football fields," he added. 7 Himachal Pradesh in India. Icavern. The plant is not only important World-class engineering work was FEATURE: HYDROPOWER for the 200 personnel who worked on performed on time and on budget.
  • Barnehagebruksplan 2021-2024

    Barnehagebruksplan 2021-2024

    Barnehagebruksplan 2021-2024 1 Innhald Samandrag ............................................................................................. 5 Nasjonal barnehagepolitikk ..................................................................... 7 Full barnehagedekning ............................................................................................ 7 Maksimalpris ........................................................................................................... 7 Nasjonal kontantstøtte ............................................................................................. 7 Bemanning- og pedagognorm ................................................................................. 8 Likeverdig behandling ............................................................................................. 8 Kommuneplan 2014-2028 ..................................................................................... 10 Plassar og dekningsgrad ....................................................................... 12 Hå kommune samanlikna med andre kommunar .................................................. 12 Barnehagebygg og uteområde .............................................................. 15 Barnehagen i nærmiljøet ....................................................................................... 15 Barnehagebygga ................................................................................................... 15 Arbeidsplass for tilsette ........................................................................................
  • FORMAL COMPLAINT VS the KINGDOM of NORWAY 1 by Wilh

    FORMAL COMPLAINT VS the KINGDOM of NORWAY 1 by Wilh

    United Nations petition — incomplete report Date: April ……. , 2009 Plaintiff: Surname: Winther First names: Wilhelm Werner Gender: Male Birthplace/-date: NO-Ålesund — May 17, 1963 Nationality: Norwegian Present address: Åsen 4, NO-6270 Brattvåg, Norway Contact information: Norwegian authorities should send their communications/representatives etc to my counsellor in NO-Ålesund, Mr Johs. A ASPEHAUG (P.O Box 837, 6001 Ålesund [PRV: Kipervikg. 5 — ―Grimmergården‖ — Ålesund]). Due to persistent, dangerous and totally illegal harassment and interference from Norwegian authorities, representatives from foreign governments, human rights organizations and tribunals etc should apply couriers satisfyingly identifying themselves as authentic messengers — no letters should be forwarded through, e.g, the official postal services of Norway (i.e ―Posten Norge BA‖) or DHL, and no confidential information should be transferred by telecommunication or direct consultation with aforesaid counsellor (Mr Aspehaug is trustworthy enough, but his office etc ‘ve been unlawfully surveilled by Norwegian author- ities for years). Norwegian authorities are much likely to v.g; obstruct phone calls, steal telefac- similes/letters, erase e-mails and to bug/surveil/eavesdrop clothes, luggage, PCs, calculators, cellular phones, hotel rooms, restaurants, shops, public health facili- ties, libraries, closed sessions, cars/taxicabs, parks and — pet animals etc. 1 FORMAL COMPLAINT VS THE KINGDOM OF NORWAY 1 by Wilh. Werner WINTHER, Norway United Nations petition — incomplete
  • 56163 Årsrapp RG 2017.Indd

    56163 Årsrapp RG 2017.Indd

    Årsrapport 2017 Finnøy, Rennesøy, Randaberg, Stavanger, Sandnes, Sola, Gjesdal, Klepp, Time, Hå, Bjerkreim, Eigersund, Lund, Sokndal og Sirdal Innhold Reiselivsdirektøren har ordet 4 Ansatte og styret 6–11 Styrets årsberetning 2017 10 Tiltakene i 2017 12 Generell markedsutvikling i 2017 14 Kommunikasjon 18 Kongress- og arrangementsturisme 30 Ferie og fritid 44 Vertskap 54 Årsregnskap 2017 58 Resultatregnskap 2017 60 Balanse 2017 61 Noter 62 Revisjonsberetning 64 Medlemmer i 2017 66 Foto forside: Fjøløy Fyr. © Monica Larsen. Bakgrunnsfoto: MS Rapp kid dog dad. Foto © Gunhild Vevik. Reiselivsdirektøren har ordet 4 Finnøy, Rennesøy, Randaberg, Stavanger, Sandnes, Sola, Gjesdal, Klepp, Time, Hå, Bjerkreim, Eigersund, Lund, Sokndal og Sirdal Finnøy, Rennesøy, Randaberg, Stavanger, Sandnes, Sola, Gjesdal, Klepp, Time, Hå, Bjerkreim, Eigersund, Lund, Sokndal og Sirdal 5 Reiselivs direktøren har ordet Foto: © Monica Larsen Adventure tourism er i sterk vekst og det forventes at dette segmentet vil ha hele 50% av markedet i 2020. Det er derfor meget gledelig å se hvordan regionen er i ferd med å ta posisjon med stadig nye / Region Stavanger opplevelsesaktører som etablerer seg med nye spennende opplevelsesprodukter. Ikke minst er det også en styrke at allerede etablerte aktører vokser og går fra sesong til helårsbedrift, og har en rekke nye produkter tilpasset høst, vinter og vår. Denne utviklingen er helt avgjørende for at vi skal lykkes i vårt mål med å bli en bærekraftig helårsdestinasjon. Gode sammensatte reiselivsopplevelser på tvers av kommunegrensene styrker vår posisjon og fokus på å kommersialisere nye produktpakker for salg, er avgjørende for verdiskapningen. Region Stavanger har bistått som rådgivere i sentrale utviklingsprosjekter som Jærmalerprosjektet, Dalane Kyststi og Trollpikken.
  • TRAFIKKANALYSE for VARHAUG TLF +47 21 49 76 88 TEKNISK NOTAT WWW Cowi.No

    TRAFIKKANALYSE for VARHAUG TLF +47 21 49 76 88 TEKNISK NOTAT WWW Cowi.No

    HÅ KOMMUNE ADRESSE COWI AS Richard Johnsens gate 12 4021 Stavanger TRAFIKKANALYSE FOR VARHAUG TLF +47 21 49 76 88 TEKNISK NOTAT WWW cowi.no INNHOLD 1 Bakgrunn og innledning 3 2 Forutsetninger for trafikale vurderinger 5 3 Dagens trafikale situasjon 7 3.1 Beskrivelse av trafikknettet 7 3.2 Områdefunksjoner 7 3.3 Trafikkmengder 9 3.4 Trafikkavvikling 11 3.5 Gjennomgangstrafikk 11 3.6 Fartsgrenser 12 3.7 Trafikksikkerhet 13 3.8 Eksisterende kollektivtrafikk 14 3.9 Eksisterende gang-sykkelnett på skoleveger 14 3.10 Eksisterende parkering 18 3.11 Oppsummering av eksisterende forhold 20 3.12 Fremtidig E39 i Rogaland 21 4 Fremtidige trafikale forhold og tiltak 23 4.1 Trafikale tiltak ved Varhaug skole og Ånestadvegen 23 4.2 Trafikale tiltak i Varhaug sentrum 29 4.3 Envegskjøring i Stasjonsvegen 44 4.4 Oppsummering av tiltak i sentrum 46 4.5 Miljøgate i Dublandsvegen 47 4.6 Trafikale barrierer 49 4.7 Sykkelnett 55 PROJEKTNR. DOKUMENTNR. A124537 1 VERSJON UTGIVELSESDATO BESKRIVELSE UTARBEIDET KONTROLLERET GODKJENT 3.0 18.06.2019 Trafikknotat MELN/NBPT ELFN MIBG http://projects.cowiportal.com/ps/A124537/Documents/03 Prosjektdokumenter/Trafikanalyse for Varhaug.DOCX 2 TRAFIKKANALYSE FOR VARHAUG 4.8 Parkering 58 4.9 Vurdering av behov for omkjøringsveg 64 4.10 Kollektivtrafikk 68 5 Oppsummering og konklusjon 70 6 Vedlegg: Betydning av teknologisk utvikling for transport – Varhaug på lang sikt 74 http://projects.cowiportal.com/ps/A124537/Documents/03 Prosjektdokumenter/Trafikanalyse for Varhaug.DOCX TRAFIKKANALYSE FOR VARHAUG 3 1 Bakgrunn og innledning Varhaug er administrasjonssenteret i Hå kommune i Rogaland fylke. Varhaug hadde per 1.
  • Kjære Løpere, Oppdatert Resultatliste for 3-Sjøersløpet 2012 Er

    Kjære Løpere, Oppdatert Resultatliste for 3-Sjøersløpet 2012 Er

    Kjære løpere, Oppdatert resultatliste for 3-Sjøersløpet 2012 er vedlagt på side 2, Vi har forståelse for at mange har store forventninger til de oppdaterte resultatene. Vi ønsker å gjøre dette på en mest mulig ryddig måte, men dessverre vil det ved fravær av nettotid i systemet aldri bli 100 % riktig. Vi har derfor valgt å gjøre følgende; • Beholde bruttoresultatene som offisielle og som gjeldene for beregning av løpers plassering • Vise målt nettotider for de 216 eneste som ble registrert individuelt ut fra start • Vise innsendte nettotider for de som har sendt inn egen tid - målt med egen klokke • For løpere uten registrert nettotid eller egenmålt nettotid har vi lagt opp ny nettotid basert på ett minutts fratrekk fra bruttotid (Pulje 2 startet ett min etter startskuddet) Alle løpere får dermed en korrigert tid som gjør det lettere å sammenlikne seg med andre løpere og tider for tidligere 3-Sjøersløp. Vi har inntrykk av at deltakerne har vært ærlige i sin innrapportering av tider. Dette kommer spesielt godt frem for dem som allerede var registrert med nettotid i systemet, og som også har rapportert sin tid inn til oss. Vi har derfor ingen grunn til å tro at det er store avvik mellom den tiden deltakerne har rapportert og den de faktisk har brukt. Mange har også bekreftet tidene sine ved å sende link til nettsteder som for eksempel Garmin Connect/Endomondo/etc. Listen er utarbeidet på alle tider mottatt innen annonsert tidsfrist 18:00 tirsdag 6.november 2012, ved publisering av denne liste anser vi nå resultatene som endelige.
  • SELSKAPSAVTALE Haugaland Brann Og Redning

    SELSKAPSAVTALE Haugaland Brann Og Redning

    | Haugaland brann og redning iks SELSKAPSAVTALE Haugaland brann og redning iks 14.10.2020 INNHOLD Kapittel 1 ALMINNELIGE BESTEMMELSER ................................................................ 0 § 1-1 NAVN OG DELTAKERE ................................................................................... 0 § 1-2 HOVEDKONTOR ............................................................................................... 0 § 1-3 FORMÅL .............................................................................................................. 0 § 1-4 SELSKAPSFORM OG ANSVARSFORHOLD ................................................ 0 Kapittel 2 KOSTNADSFORDELING .................................................................................. 0 § 2-1 INNSKUDDSPLIKT FOR DELTAKERNE ..................................................... 0 § 2-2 EIERANDEL OG ANSVARSFORDELING ..................................................... 1 § 2-3 ÅRLIG DRIFTSTILSKUDD .............................................................................. 1 § 2-4 AVVIK FRA VEDTATT BRANNORDNING .................................................. 2 § 2-5 EIERSKAP OG DRIFT AV BRANNSTASJONENE ....................................... 2 § 2-6 TOTALBRANNBEREDSKAPEN ...................................................................... 3 Kapittel 3 ORGANISASJON ................................................................................................ 3 § 3-1 REPRESENTANTSKAPET ............................................................................... 3 § 3-2 STYRET
  • Study of Heathland Succession, Prescribed Burning, and Future Perspectives at Kringsjå, Norway

    Study of Heathland Succession, Prescribed Burning, and Future Perspectives at Kringsjå, Norway

    land Article Study of Heathland Succession, Prescribed Burning, and Future Perspectives at Kringsjå, Norway Anna Marie Gjedrem 1,2 and Torgrim Log 1,* 1 Fire Disasters Research Group, Chemistry and Biomedical Laboratory Sciences, Department of Safety, Western Norway University of Applied Sciences, 5528 Haugesund, Norway; [email protected] 2 CERIDES—Excellence in Innovation and Technology, European University Cyprus, 6 Diogenes Street, Engomi, Nicosia 1516, Cyprus * Correspondence: [email protected]; Tel.: +47-900-500-01 Received: 31 October 2020; Accepted: 30 November 2020; Published: 2 December 2020 Abstract: The coastal heathland of Western Europe, dominated by Calluna vulgaris L., was previously maintained by prescribed-burning and grazing to the extent that the Calluna became anthropogenically adapted to regular burning cycles. This 5000–6000-year-old land management practice was essential for local biodiversity and created a vegetation free from major wildland fires. In Norway, recent neglect has, however, caused accumulation of live and dead biomass. Invasion of juniper and Sitka spruce has resulted in limited biodiversity and increasing wildland fire fuels. At the Kringsjå cabin and sheep farm, Haugesund, an area of previous fire safe heathland has been restored through fire-agriculture. Kringsjå is located close to several important Viking Age sites and the Steinsfjellet viewpoint, a popular local tourist destination. The motivation for the present study is to analyse this facility and investigate possibilities for synergies between landscape management and tourism as a route to sustainable transitions. The present study compares restored heathland vegetation with unmanaged heathland at Kringsjå. The potential for activities is also analysed based on the proximity to the tourist attractions in the region.
  • Illicit Trade in Cultural Artefacts Ved Stranden 18 DK-1061 Copenhagen K

    Illicit Trade in Cultural Artefacts Ved Stranden 18 DK-1061 Copenhagen K

    Nordic Council of Ministers TemaNord 2017:533 Illicit trade in cultural artefacts in cultural trade 2017:533 Illicit TemaNord Ved Stranden 18 DK-1061 Copenhagen K www.norden.org Illicit trade in cultural artefacts This publication is a report from the Nordic expert conference “Illicit trade in cultural artefacts. Stronger together: How can Illicit trade the Nordics join forces to stop the illegal import and export of cultural objects?” which was held in Oslo, 2 to 3 December 2015, following an initiative of the Nordic Ministers of Culture. The in cultural objective of the conference was to explore the potential for a closer Nordic collaboration in order to better meet the states’ obligations under international cultural conventions and the artefacts UN Security Council’s Resolution 2199 on measures to prevent financing of extremist groups and their activities. A number of knowledgeable speakers shared their insights into current Stronger together: How can the Nordics global challenges as regards cultural heritage protection. A join forces to stop the illegal import particular concern is the ongoing looting in war-torn areas in the Middle East. The conference resulted in 13 joint follow-up and export of cultural objects? recommendations. Illicit trade in cultural artefacts Stronger together: How can the Nordics join forces to stop the illegal import and export of cultural objects? TemaNord 2017:533 Illicit trade in cultural artefacts Stronger together: How can the Nordics join forces to stop the illegal import and export of cultural objects? ISBN 978-92-893-4997-0 (PRINT) ISBN 978-92-893-4998-7 (PDF) ISBN 978-92-893-4999-4 (EPUB) http://dx.doi.org/10.6027/TN2017-533 TemaNord 2017:533 ISSN 0908-6692 Standard: PDF/UA-1 ISO 14289-1 © Nordic Council of Ministers 2017 Cover photo: Bjørn Egil Halvorsen/Aftenposten/NTB Scanpix Print: Rosendahls Printed in Denmark Although the Nordic Council of Ministers funded this publication, the contents do not necessarily reflect its views, policies or recommendations.