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External sources (not reviewed)

[...] [...] the educational gap that exists between Afro-Ecuadorians and the wider population; the introduction of ethno-education for people [...][...]

(c) THAT all other transactions contemplated under the Agreement be and are hereby approved and the Directors or a duly authorised committee of the board of Directors be and are/is authorised to do all such acts and things, to sign and execute such documents or agreements or deeds on behalf of the Company and to do such other things and to take all such actions as they consider necessary, appropriate, desirable and expedient for the purposes of giving effect to or in connection with the Agreement, the Acquisition, the allotment and issue of the Consideration Shares, and to agree to such variation, amendments or waiver or matters relating thereto (including any variation, amendments or waiver of such documents or any terms thereof, which are not fundamentally different from those as provided in the Agreement) as are, in the opinion of the Directors or the duly authorised committee, in the interest of the Company and its shareholders as a whole.

[...] [...] nutrition outcomes, asevidencedby high [...][...]

[...] [...] increasing socialdisparity and incomeinequality.

Challenges faced include the region’s geography, entailing high travel costs both within and between Pacific Island countries, and the lack of commitment from other agencies towards education, culture and science priorities.

Several challenges were encountered in the development of United Nations common country programmes: firstly, the domestic political situation, especially the growing concern over human rights issues and the government’s sensitivity on human rights, have made it very difficult to develop a common United Nations country programme for which UNCT and the government would have shared ownership; secondly, the profile of the donor community in Iran is very low and it has been very difficult to generate FIT resources and joint United Nations programming; and, thirdly, there is still reluctance and technical barriers among UNCT members to put together financial and human resources for joint activities.

[...] [...] original estimate, sucha differencemay impactthe depreciation [...][...]

The net decrease reflects reductions under most objects of expenditure, including $242,800 under consultants, mainly as a consequence of the increased use of in-house expertise, where possible; $104,700 under experts, resulting mainly from concerted efforts to combine meetings or reduce the number of experts and the duration of meetings, whenever possible; $121,200under travel of staff, mainly attributable to increased utilization of video conferencing, combining trips and/or reducing the duration of travel as much as possible; $460,800 under contractual services, primarily owing to increased utilization of electronic means of disseminating publications; $111,000 under furniture and equipment, reflecting reduced requirements for the replacement of furniture and office equipment resulting from extending the lifespan of furniture and equipment; and $781,600 under grants and contributions, mainly owing to the termination of the contract with the International Computing Centre.

[...] [...] the increasing discrepancybetween intentions [...]

These included the socialdisparities between non-Maori [...][...]

The expected outcomes under this agenda item include: (a) the identification of emerging issues that merit policy-oriented attention; (b) the identification of progress achieved and gaps requiring priority attention with regard to the implementation of Commission mandates; (c) follow-up actions to major global conferences; (d) the articulation of Asian and Pacific perspectives on issues that will be addressed in major global forums in 2011; (e) the endorsement of the reports of the subsidiary bodies which have been held since the sixty-sixth session of the Commission; and (f) the identification of key issues to be taken up in meetings of subsidiary bodies in 2011.

Special anddifferential treatment must remain [...][...]

Each of the 13 Occupational Group Managers would continue the responsibilities for reviewing applications, identifying candidates for further assessment by subject matter experts, that is, expert panels, serving as Secretary for the expert panel under his or her purview and consolidating findings and interview reports from the panel for presentation to the Field Central Review Bodies, monitoring incumbency rates in the field operations for positions in his or her occupational group, managing his or her assigned roster, developing shortlists for programme managers in the field operations and determining when outreach activities should be conducted to address gaps in the roster, especially in gender and geographic representation, and determining the mobility opportunities for staff members currently serving in the field so as to rotate staff among relevant duty stations.

[...] [...] increase the pressure differential.

[...] serious information gaps exist and fully [...][...]

[...] [...] eliminate thewagegap betweenwomen [...][...]

[...] [...] systems oftenuse widely disparate legislative [...][...]

In this context, many challenges would need to be addressed, in particular: the gap between the current competencies and skills and the competencies required in order to meet the Organization’s future needs, also affected by delays in the current recruitment processes of the Organization; the gender and geographical balance of staff; a regulatory framework in need of updating, including the Staff Regulations and Staff Rules and policies; the need for staff contracts to be aligned with the best practices within the UN Common System; and the need to enhance the efficiency and effectiveness of human resources processes.

These forward-looking statements are necessarily estimates reflecting the best judgment of SMIC’s senior management and involve significant risks, both known and unknown, uncertainties and other factors that may cause SMIC’s actual performance, financial condition or results of operations to be materially different from those suggested by the forward-looking statements including, among others, risks associated with cyclicality and market conditions in the semiconductor industry, intense competition, timely wafer acceptance by SMIC’s customers, timely introduction of new technologies, SMIC’s ability to ramp new products into volume, supply and demand for semiconductor foundry services, industry overcapacity, shortages in equipment, components and raw materials, availability of manufacturing capacity, and financial stability in end markets.

[...] concerning theissueof differencebetweenGreek and [...][...]

It recognized that the Asia-Pacific region remained home to almost two thirds of the world’s poor and that there were visible disparities between rural and urban areas, between different social and ethnic groups, and between regions within countries.

On conviction of such an offence, the court may, under Section 26A of the Housing Ordinance, order (a) that the flat so purchased be transferred to the HA or its nominee; or (b) that the offender pay the HA a sum equivalent to the difference between the original purchase price of the flat and its full market value as at the date of conviction.

Actual results could differ materially from those projected due to our short operating history, limited financial resources, limited market acceptance, market competition and various other factors detailed from time to time in APDN's SEC reports and filings, including our Annual Report on Form 10-K, filed on December 8, 2011 and our subsequent quarterly reports on Form 10-Q. APDN undertakes no obligation to update publicly any forward-looking statements to reflect new information, events or circumstances after the date hereof to reflect the occurrence of unanticipated events.

[...] [...] liability withany arisingdifference recognizedin profit [...]

[...] [...] the remaining gaps in the implementation [...][...]

[...] [...] actual resultsto differmaterially, including, [...][...]

[...] [...] overcome institutional gapsandcreate appropriate [...][...]