To strengthen Sample Clauses

To strengthen the lender’s position, we have provided for the possibility of securities being transferred into the name of the lender for the duration of the loan. This will not always be possible or practical. We have therefore also provided for the lender to be able ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ . ■ ■ ■ ■ , ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ , ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ , ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

To strengthen the Borrower’s institutional capacity to manage disaster recovery programs and develop future programs to mitigate the Borrower’s vulnerability to floods. The Project consists of the following parts, subject to such modifications thereof as the Borrower and the Association may agree upon from time to time to achieve such objectives: Part A: Agriculture Rehabilitation of embankments, service roads, existing irrigation systems and canals, and installation of secondary canals, wells, bunds, weirs and other flood protection works in the Governorates most affected by the floods, including Shabwa, Marib and Hadramawt. Part B: Roads and Bridges Rehabilitation of damaged roads, bridges, and associated structures in locations most affected by the floods, including the Governorates of Shabwa, Marib, Hadramawt, Abyan and Al Jawf.

To strengthen. “the capacity of the people and business located there to make the best use of all territorial assets” (ibid.) does not only mean to strengthen capacities within a region, but also to strengthen “cooperation, dialogue and partnership between different levels of government and between these and organisations and people on the ground directly involved in the development process” (ibid.: 4). The importance of national and regional competencies is recognised (ibid.: 10). In the sense of governance by cooperation the competencies of actors at the different levels should be brought together in the form of an “intensive and continuous dialogue between all stakeholders of territorial developments” (Territorial Agenda ... 2007: 2). EU policy-making “should have more regard to local, regional and national potentials and the motives of stakeholders”, while “individual city and regional development strategies should explicitly take more account of their national and European contexts” (Territorial Agenda ... 2007: 4). Vertical and horizontal cooperation as well as mutual learning are stated to be of high relevance for territorial development (Territorial Agenda 2007: 4 ff.). Key topics are:

To strengthen the capacity of cities in Europe on integrated and participatory urban development • identifying the changing needs of cities against the background of change affecting urban areas across Europe; • completing of long-term successful networks by short-term collaborative activities; • providing a more flexible capacity building offer to meet city needs; 17 (xxxxx://xx.xxxxxx.xx/regional_policy/en/newsroom/news/2019/03/20-03-2019-european-urban-initiative-post-2020-the-commission- proposal, xxxxx://xx.xxxxxx.xx/regional_policy/en/information/publications/brochures/2019/explanatory-memo-european-urban- initiative-post-2020-article-104-5-cpr-proposal-and-article-10-erdf-cf-proposal) 18 (xxxxx://xxxxxx.xx/files/orientations-urbact-post-2020) • scaling up of successful capacity building activities and achieving wider reach across Europe; • targeting specific support to cities with less capacity; • diversifying the offer to meet the needs of specific urban stakeholders; • strengthening the complementarities between capacity building work undertaken at the EU and national levels.

To strengthen of the service monitoring and the service performance after logistics outsourcing As the entrusting party of the outsourcing logistics, the primary method to avoid the risks is to choose the logistics suppliers carefully. Besides, the service monitoring and the service performance after outsourcing logistics should be strengthened to ensure that the third party companies could bring their professional ability as well as the scale merit into full play. First, the service monitoring after outsourcing logistics should be strengthened. Lots of people took delight in talking about the logistics outsourcing as it embodied the economical efficiency after the social division of labor. Without a powerful logistics service monitoring, the advantage of the outsourcing logistics could not be reflected. So the FAW should also strengthen the monitor of the logistics operations and progress and develop its controlling system as well. Now the FAW have already owned information management system and started its zero inventory record through the application of the system. The FAW used its ERP system to monitor all the logistics procedures which undoubtedly saved the inventory costs enormously. What's more , as a continue improving project, the FAW could easily keep the logistics outsourcing in a high level if the logistics service operation as well as the progress could be reinforced again. Therefore, my suggestion is to build a special team to monitor the third party logistics companies and forced them to establish the standard operation procedure for all the tasks. The members of the team could call a periodic meeting to gather all the related workers to study, to amend and to improve the SOP(Standard Operation Procedure) (Xxxx Xxxxx, 2006) to make sure the security as well as the high efficiency of all the operations.‌ On the other side, the FAW should also tighten up the evaluation of the service performance such as whether the third party logistics service has reached to a prescriptive level etc.

To strengthen the relationship management after implementing logistics outsourcing FAW-VOLKSWAGEN needs to strengthen the relationship management. They could use the normal strategy to establish the long term relationship to encourage the agents. The third-party relationships could be looked as a game relationship. And as the entrusted agent, the auto manufacturers should let the logistics supplier receive this message and make them release the guard to keep them from violating the rules. The logistics suppliers will be the biggest loser if the third logistics suppliers did not follow the rules or could not bring any benefits for them. At the same time, the FAW-VOLKSWAGEN could also let the listing system manage this relationship. On one side, the FAW-VOLKSWAGEN need to carry out a go-ahead marketing strategy; on the other side, it should let the partners know the best inspection system and let the reputation system servers. What the FAW need to do is to make the method exist and develop gradually by this relationship management.

To strengthen and deepen the relationship between UDLAP and Appalachian – a dual degree program will provide the institutions with a program created in the spirit of mutual cooperation and benefits between the two institutions.

To strengthen our relationship with each other, we agree that we will o Look after each other o Recognise that our health and wellbeing is important. o Make social space for Partnership members o Make more of an effort to sit next to someone different or someone they don’t usually sit with at Partnership meetings. o Go to a different sub-group to understand what is being discussed. o Try and have different conversations o Value each other (as agreed at meeting 12 March 2019) Code of Conduct