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Wayside Noise of Elevated Rail Transit Structures: Analysis of Published Data and Supplementary Measurements
HE )8# 5 ORT NO. UMTA-MA-06-0099-80-6 . A3 7 no. DOT- TSC- UMTA- 3n-4i WAYSIDE NOISE OF ELEVATED RAIL TRANSIT STRUCTURES: ANALYSIS OF PUBLISHED DATA AND SUPPLEMENTARY MEASUREMENTS Eric E. Unger Larry E. Wittig TRJ < of A , DECEMBER 1980 INTERIM REPORT DOCUMENT IS AVAILABLE TO THE PUBLIC THROUGH THE NATIONAL TECHNICAL INFORMATION SERVICE, SPRINGFIELD, VIRGINIA 22161 Prepared for U,S, DEPARTMENT OF TRANSPORTATION RESFARCH AND SPECIAL PROGRAMS ADMINISTRATION Transportation Systems Center Cambridge MA 02142 x . NOTICE This document is disseminated under the sponsorship of the Department of Transportation in the interest of information exchange. The United States Govern- ment assumes no liability for its contents or use thereof NOTICE The United States Government does not endorse pro- ducts or manufacturers. Trade or manufacturers' names appear herein solely because they are con- sidered essential to the object of this report. i Technical Report Documentation Page 1 . Report No. 2. Government Accession No. 3. Recipient's Catalog No. UMTA-MA- 0 6-0099-80-6 4.^Jitle and Subtitle 5. Report Date WAYSIDE NOISE OF ELEVATED RAIL TRANSIT December 1980 STRUCTURES: ANALYSIS OF PUBLISHED DATA 6. Performing Organization Code AND SUPPLEMENTARY MEASUREMENTS DTS-331 8. Performing Organization Report No. 7. Author's) DOT-TSC-UMTA-80- 41 linger, Eric E.; Wittig, Larry E. 9. Performing Organization Name and Address 10. Work Unit No. (TRAIS) UM049/R0701 Bolt Beranek and Newman Inc.* Moulton Street 11. Contract or Grant No. 50 DOT-TSC Cambridge MA 02238 -1531 13. Type of Report and Period Covered 12 U.S. Department of Transportation Interim Report Urban Mass Transportation Administration July 1978-Oct. -
2018 Financial and CSR Report Attestation of the Persons Responsible for the Annual Report
2018 Financial and CSR Report Attestation of the persons responsible for the annual report We, the undersigned, hereby attest that to the best of our knowledge the financial statements have been prepared in accordance with generally-accepted accounting principles and give a true and fair view of the assets, liabilities, financial position and results of the company and of all consolidated companies, and that the management report attached presents a true and fair picture of the results and financial position of the consolidated companies and of all uncertainties facing them. Paris, 29 March 2019 Chairwoman and CEO Catherine Guillouard Chief Financial Officer Jean-Yves Leclercq Management Corporate report governance Editorial 4 report Profile 6 The Board of Directors 89 RATP Group organisation chart 14 Compensation of corporate officers 91 Financial results 16 Diversity policy 91 Extra-financial performance Appendix – List of directors declaration 28 and their terms of office at 31 December 2018 91 International control and risk management 69 Consolidated Financial fi nancial statements statements Statutory Auditors’ report on the financial statements 156 Statutory Auditors’ report on the consolidated financial statements 96 EPIC balance sheet 159 Consolidated statements EPIC income statement 160 of comprehensive income 100 Notes to the financial statements 161 Consolidated balance sheets 102 Consolidated statements of cash flows 103 Consolidated statements of changes in equity 104 Notes to the consolidated financial statements 105 RATP Group — 2018 Financial and CSR Report 3 Editorial 2018 – a year of strong growth momentum and commitment to the territories served 2018 was marked by an acceleration in RATP Capital Innovation continues to invest the Group’s development in Île-de-France, in new shared mobility solutions and smart cities, in France and internationally. -
A Bid for Better Transit Improving Service with Contracted Operations Transitcenter Is a Foundation That Works to Improve Urban Mobility
A Bid for Better Transit Improving service with contracted operations TransitCenter is a foundation that works to improve urban mobility. We believe that fresh thinking can change the transportation landscape and improve the overall livability of cities. We commission and conduct research, convene events, and produce publications that inform and improve public transit and urban transportation. For more information, please visit www.transitcenter.org. The Eno Center for Transportation is an independent, nonpartisan think tank that promotes policy innovation and leads professional development in the transportation industry. As part of its mission, Eno seeks continuous improvement in transportation and its public and private leadership in order to improve the system’s mobility, safety, and sustainability. For more information please visit: www.enotrans.org. TransitCenter Board of Trustees Rosemary Scanlon, Chair Eric S. Lee Darryl Young Emily Youssouf Jennifer Dill Clare Newman Christof Spieler A Bid for Better Transit Improving service with contracted operations TransitCenter + Eno Center for Transportation September 2017 Acknowledgments A Bid for Better Transit was written by Stephanie Lotshaw, Paul Lewis, David Bragdon, and Zak Accuardi. The authors thank Emily Han, Joshua Schank (now at LA Metro), and Rob Puentes of the Eno Center for their contributions to this paper’s research and writing. This report would not be possible without the dozens of case study interviewees who contributed their time and knowledge to the study and reviewed the report’s case studies (see report appendices). The authors are also indebted to Don Cohen, Didier van de Velde, Darnell Grisby, Neil Smith, Kent Woodman, Dottie Watkins, Ed Wytkind, and Jeff Pavlak for their detailed and insightful comments during peer review. -
Reassessing Public Transportation in a Post-Pandemic World
Reassessing Public Transportation in a Post-Pandemic World Jeffrey Casello, Professor of Transportation Planning and Engineering, University of Waterloo William Towns, MES Planning, Region of Waterloo (Grand River Transit) Adam Fraser, MSc Civil & Environmental Engineering, Town of the Blue Mountains Readers interested in more information on this report are encouraged to contact the authors: [email protected] [email protected] [email protected] Introduction Following a stretch of disinvestment in the postwar period, municipalities and regions around the world, but particularly in North America, have been actively re-investing in public transportation since the turn of the 21st century in order to achieve a variety of public goals. Specifically, this renewed emphasis on transit has aimed to: - Improve social equity by providing low-cost, effective access to a wider array of economic opportunities than might otherwise be available to all households, as well as quality-of- life-enhancing activities; - Decrease the energy and carbon intensity of personal travel and contribute to climate change mitigation efforts; - Influence land use to generate more compact, higher-density development that ultimately reduces the total need for and cost of travel (among other public utilities); - Lessen the negative environmental impacts of automobile-oriented transportation infrastructure and operations. The global pandemic stemming from the novel coronavirus (or COVID-19) has caused significant disruption to life in general and municipal service delivery in particular throughout 2020. While much remains unknown about the virus, it has become clear that COVID-19, like other socially- transmitted public health threats, is (in the absence of a vaccine) best mitigated by maintaining physical distance between individuals and avoiding mass gatherings at which illness may be transmitted widely. -
Asia Pacific Rail Virtual Online 10-12 November 2020
Asia Pacific Rail Virtual Online 10-12 November 2020 For speaking opportunities, please contact Parveen Sekhon at [email protected] or +65 9015 3987. © Terrapinn Pte Ltd 2020. This is a preliminary agenda and is subject to change without prior notice. Please do not disseminate without permission. 2020 SPONSORS & EXHIBITORS Diamond Sponsors Platinum Sponsor Gold Sponsors Silver Sponsors Exhibitors © Terrapinn Pte Ltd 2020. This is a preliminary agenda and is subject to change without prior notice. Please do not disseminate without permission. Confirmed speakers: • Dr Jacob Kam, Chief Executive Officer, MTR Corporation, Hong Kong • Punit Agarwal, Chief Project Manager (Systems) at National High • Chua Chong Kheng, Deputy Chief Executive, Infrastructure & Speed Rail Corporation Ltd (NHSRCL), India Development, Land Transport Authority, Singapore • Russell McMullan, General Manager – CRL Assurance and • Michael Peter, CEO, Siemens Mobility, Germany Integration, City Rail Link Project, New Zealand • Rolf Härdi, Chief Technology Innovation Officer, Deutsche Bahn AG, • Marco Gallini, Head of Diagnostics and Maintenance Vehicles Germany Department, Rete Ferroviaria Italiana (RFI S.p.A.), Italy • Naoto Kimura, Director of International Relations Department, • Yanto Yulianto, Head of Signalling, Telecommunication and IT Tokyo Metro Co. Ltd., Japan Department, PT MRT Jakarta, Indonesia • Christian Schlehuber, Manager Governance CyberSecurity & Co- • Jeffrey Sim, Head of Rail Development and Acting Head of North Chair ER-ISAC, Deutsche -
Dekalb County Transit Master Plan Final Report - August 2019
DeKalb County Transit Master Plan Final Report - August 2019 Prepared for Prepared by 1355 Peachtree St. NE Suite 100 Atlanta, GA 30309 What is DeKalb County’s Transit Master Plan? The Transit Master Plan’s purpose is to address DeKalb County’s mobility challenges, help to enhance future development opportunities, and improve the quality of life within each of DeKalb County’s cities and unincorporated communities, both north and south. The plan identifies transit service enhancements for today and expansion opportunities for tomorrow to create a 30-year, cost-feasible vision for transit investments in DeKalb County Table of Contents Table of Contents Chapter 1 Introduction ...................................................................................................................... 1-1 Background ............................................................................................................................. 1-1 Project Goals ........................................................................................................................... 1-1 Chapter 2 State of DeKalb Transit ................................................................................................. 2-1 History of DeKalb Transit ................................................................................................... 2-1 DeKalb Transit Today .......................................................................................................... 2-2 Current Unmet Rider Needs ............................................................................................ -
Payment Processing European Acquiring
Payment Processing European Acquiring: Merchant Operating Guide Version 2.1 Latest Update 19-01-18 Paysafe Holdings UK Limited Page 1 <Document Name> Version <1.0> Paysafe Group Plc Date dd.mm.yyyy CONTENTS IMPORTANT INFORMATION ............................................................................. 3 PURPOSE OF THIS GUIDE .................................................................................. 3 CNP TRANSACTION (CARD NOT PRESENT (CNP) – E-COMMERCE, MAIL AND TELEPHONE ORDER ................................................................................................ 3 3D SECURE .................................................................................................................................................. 4 CARD SECURITY CODE (CSC)/ CARD VERIFICATION VALUE (CVC) AND ADDRESS ................................................. 4 NEGATIVE LIST .............................................................................................................................................. 5 ORDER VELOCITY MONITORING ....................................................................................................................... 5 IP ADDRESS AND BLOCK LISTS .......................................................................................................................... 5 FURTHER ADVICE ........................................................................................................................................... 7 SHIPPING GOODS AND PROVIDING SERVICES ....................................................................................................... -
Rapport Financier Et RSE 2019 3 « Plus Que Jamais, Le Groupe Place Au Cœur De Ses Valeurs La Performance Opérationnelle Et Économique, Mais Aussi
RAPPORT FINANCIER2019 ET RSE Attestation des personnes assumant la responsabilité du rapport financier annuel Nous attestons que, à notre connaissance, les comptes sont établis conformément aux normes comptables applicables et donnent une image fidèle du patrimoine, de la situation financière et du résultat de la société et de l’ensemble des entreprises comprises dans le périmètre de consolidation, et que le rapport de gestion ci-joint présente un tableau fidèle de l’évolution des affaires, des résultats et de la situation financière de la société et de l’ensemble des entreprises comprises dans le périmètre de consolidation ainsi qu’une description des principaux risques et incertitudes auxquels elles sont confrontées. Paris, le 6 mars 2020 La présidente-directrice générale Catherine Guillouard Le directeur financier Jean-Yves Leclercq Édito 4 Le groupe RATP aujourd’hui 6 Nos expertises 8 Notre modèle de création de valeur 10 Organigramme du groupe RATP 12 Rapport Rapport de de gestion 13 gouvernement Résultats financiers 14 d’entreprise 89 Contrôle interne Composition du conseil et gestion des risques 26 d’administration et mandats 90 Déclaration de performance Rémunérations et avantages 92 extra-financière 48 Politique de diversité 93 Annexe 1 — Liste des administrateurs et de leurs mandats au 31 décembre 2019 93 Comptes Comptes consolidés 96 sociaux 158 Rapport des commissaires Rapport des commissaires aux comptes sur aux comptes sur les comptes consolidés 97 les comptes annuels 159 État du résultat global 101 Bilan Epic 162 Bilan consolidé 103 Compte de résultat Epic 163 Tableau des flux Annexe aux comptes sociaux 164 de trésorerie consolidés 104 Tableau de variation des capitaux propres 105 Annexe aux comptes consolidés 106 Groupe RATP — Rapport financier et RSE 2019 3 « Plus que jamais, le Groupe place au cœur de ses valeurs la performance opérationnelle et économique, mais aussi la responsabilité sociale Catherine Guillouard Présidente-directrice générale et environnementale. -
LAST MILE CONNECTIVITY STUDY Draft Report
LAST MILE CONNECTIVITY STUDY Draft Report Prepared for Prepared by In collaboration with Last Mile Connectivity Study | DRAFT REPORT February 2017 TABLE OF CONTENTS Executive Summary ................................................................................................................................................ 1 1. Introduction ....................................................................................................................................................... 4 2. Background ...................................................................................................................................................... 8 A. Defining Last Mile Connectivity ....................................................................................................................... 8 B. Study Area ........................................................................................................................................................... 8 3. Study Process/Methodology ........................................................................................................................ 11 A. Prior Plans and Studies .....................................................................................................................................11 B. Project List ..........................................................................................................................................................11 C. Mapping Existing Facilities/Services and Previously Planned/Programmed Projects -
GC Cabbie Nov 9 for PDF[1]
I S S U E MONTHLY 9 N O V E M B E R 2 0 0 9 GC Cabbie this issue From the CEO CEO News P.1 Operational News P.2 Once again the Gold Coast has shown it’s resiliency in the face of global pressures; the media has essentially reported that we are now in the Marketing / Ombudsman Survey P.3 middle of a boom, the restaurants are busy, there are people out and Accounts P.4 about and the public are travelling again. Our figures have shown the same trend: bookings have increased over the last three months and Technical Services P .5 our hope is that the trend continues. Our Contact Centre Staff have Human Resources / Dreamworld Rank P.6 been under pressure as the calls have increased faster than antici- pated, thus, we have hired additional staff to assist with the Christmas Customer Feedback P.7 period. I would like to congratulate all of the Customer Service Reps Customer Feedback P.8 and Radio Operators for their efforts. Following on from a disappointing SuperGP we are heading into our traditionally busy period. Everyone within the Gold Coast Cabs group needs to ensure that we continue to provide exceptional customer service even when it is busy: • Smile • Be courteous • Be helpful (put the luggage / shopping into the car, open the door for the passenger etc) • Take pride in your work, car and appearance • Drive safely • Offer to change the radio station or to turn it off • Ask if they are comfortable, adjust / turn on the air-conditioning • Don’t speak on your mobile phone (even hands free) with passengers in the car • Be positive Do every job: every customer is to be treated equally, regardless of whether they are travelling around the cor- ner or going further. -
Merchant Integration Guide
PAYFORT Merchant Integration Guide Document Version: 10.0 July, 2019 PayFort PayFort Merchant Integration Guide Copyright Statement All rights reserved. No part of this document may be reproduced in any form or by any means or used to make any derivative such as translation, transformation, or adaptation without the prior written permission from PayFort Corporation. Trademark 2014-2019 PayFort ©, all rights reserved. Contents are subject to change without prior notice. Contact Us [email protected] www.PayFort.com 2014-2019 PayFort ©, all rights reserved 2 PayFort PayFort Merchant Integration Guide Contents 1. FORT in a Glimpse .......................................................................................................................... 11 2. About this Document ........................................................................................................................ 12 2.1 Intended Audience .................................................................................................................... 12 3. Request/ Response Value Type ....................................................................................................... 13 4. Before Starting the Integration with FORT........................................................................................ 14 5. Redirection ....................................................................................................................................... 15 Authorization/ Purchase URLs ................................................................................................. -
Government Pension Fund – Global Holding of Equities at 31 December 2007
NORGES BA N K IN VESTME N T MA N AGEME N T ANNU A L REPO R T 2007 1 Government Pension Fund – Global Holding of equities at 31 December 2007 Europe Market value (NOK 1000) Ownership stake (per cent) Voting (per cent) Market value (NOK 1000) Ownership stake (per cent) Voting (per cent) AUSTRIA CROATIA Agrana Beteiligungs AG 7 370 0,092 0,092 Hrvatski Telekom dd 9 366 0,031 0,031 Andritz AG 44 606 0,261 0,261 A-TEC Industries AG 8 731 0,183 0,183 CYPRUS Austriamicrosystems AG 14 733 0,545 0,544 Bank of Cyprus Public Co Ltd 258 088 0,462 0,462 Austrian Airlines AG 4 904 0,115 0,115 Marfin Popular Bank Public Co Ltd 112 322 0,195 0,195 Boehler-Uddeholm AG 21 637 0,077 0,077 bwin Interactive Entertainment AG 23 914 0,346 0,346 CZECH REPUBLIC BWT AG 7 777 0,151 0,151 Philip Morris CR AS 23 736 0,364 0,364 CA Immo International AG 6 034 0,151 0,151 CA Immobilien Anlagen AG 34 729 0,328 0,328 DENMARK CAT Oil AG 4 798 0,082 0,082 A P Moller - Maersk A/S 921 847 0,363 0,433 Conwert Immobilien Invest SE 26 735 0,328 0,328 ALK-Abello A/S 13 504 0,209 0,230 Erste Bank der Oesterreichischen Sparkassen AG 729 685 0,599 0,599 Alm Brand A/S 7 943 0,125 0,125 EVN AG 62 871 0,219 0,219 Amagerbanken A/S 5 234 0,176 0,176 Flughafen Wien AG 19 884 0,151 0,151 Auriga Industries 3 080 0,123 0,175 Immoeast AG 173 045 0,355 0,355 Bang & Olufsen A/S 21 199 0,342 0,377 IMMOFINANZ AG 179 658 0,709 0,709 Bavarian Nordic A/S 3 610 0,148 0,148 Intercell AG 15 019 0,157 0,157 Biomar Holding A/S 2 573 0,112 0,112 Lenzing AG 3 475 0,033 0,033 Carlsberg A/S 97 282 0,199