To provide basis for future expansion into other markets and lines of business, in March 2004, the consultant provided SACE with detailed analysis of market players operating in other business segments in Italy (commercial information services and recovery of credits) and credit insurance in the Central and Eastern Europe (40) and benchmarking to the market practices (mainly major market players) in terms of costs (i.e. for provision of commercial information, for credit recovery), timing of business operations, multiple analysis of the pricing of recent acquisitions in the sector of provision of commercial information as well as benchma ...[+++]rking to the best market practices — so considered due to their leadership position in the respective market segment — in terms of operative business solutions.

Calculation as mean value of bioanalytical results (in BEQ, corrected for blank and recovery) from multiple analysis of samples (n ≥ 6) contaminated at 2/3 the level of interest, based on the observation that this level will be around the cut-off value determined under point 8.3.1 or point 8.3.2:

Calculation from bioanalytical results (corrected for blank and recovery) of multiple analyses of samples (n ≥ 6) contaminated at the GC/HRMS decision limit, as the lower end-point of the data distribution at the corresponding mean BEQ value:

32. Stresses that the EU needs to possess capable crisis response structures with 24/7 monitoring and response capacity, able to provide early warning and up-to-date situation awareness to all relevant actors; notes the existence of a multitude of EU-level monitoring centres, and that this raises questions of efficient coordination in the event of complex, multidimensional crises; notes the establishment of the Situation Room within the European External Action Service, as well as the existence of a number of sectoral monitoring centres within Commission departments and specialised EU bodies; draws attention, in particular, to the Monitoring and Information Centre of DG ECHO, the Strategic Analysis ...[+++] and Response Capability of DG HOME, the Health Emergency Operations Facility of DG SANCO, and the situation room of Frontex;

B. whereas the causes of the persistent high gender pay gap are complex, multiple and often interrelated, and go far beyond the single issue of equal pay for equal work or work of equal value; whereas these causes include direct and indirect discrimination, as well as social and economic factors such as occupational and highly horizontally and vertically segregated labour markets, undervaluing of women's work, inequality in the balancing of work and private life, and traditions and stereotyping, including in the choice of educational paths, in educational guidance, in access to trades and professions and consequently in professional careers, particularly for girls and women, leading them towards typically female professions which are less ...[+++] well paid; whereas, according to expert analysis, discrimination, direct and indirect, is responsible for approximately half the difference;

Such an extension would provide a means of monitoring this multifaceted agenda in a thorough way, studying the issues in greater depth and producing more meaningful policy recommendations based on a work programme to be established, with a follow-up report to be produced in the second half of 2011.