Corporate Strategy. Description of any changes to the Borrower’s corporate or operational strategy, including changes in products, degree of integration, and business emphasis.
Corporate Strategy. Attached hereto as Exhibit E and incorporated herein by reference are all memoranda sent to the Company by the Purchaser and/or its representatives regarding future corporate strategy which Purchaser contemplates for the Company. These memoranda represents the intent of the Purchaser. While subject to change, Purchaser represents that the outline of corporate action for the Company contained in the memoranda are its present intentions and will amend the memoranda if changes are contemplated prior to Closing.
Corporate Strategy. One of our main core values ‘confronting inequality, celebrating diversity’ has and continues to set the context for much of our work. The publication of the new Corporate Strategy for the period 2004-2009 continues this by commitment to the following Corporate Objectives: • Widening participation, achievement and social inclusion • Enhancing the Distinct Learner Experience • Working and learning in a diverse community • A University at the heart of its community Our commitment to achieving inclusion does not just limit itself to the admissions process, we are fully committed to ensuring that students are supported in a manner that is appropriate for their own circumstance, to ensure that retention rates are good, and students from all backgrounds have the same chance of success. To this end, the University is now in the process of reviewing and redefining its Academic Policy, which will support the delivery of the Corporate Strategy for the same period, up to 2009. The vision is for an expanding and vibrant University, with a curriculum that addresses the needs of existing and new stakeholders through the embedding of the new ‘three cycle model’ 2. As previously stated, the University is already able to demonstrate a successful track record with regard to raising participation levels, but realises that there is still progress to be made to continue to demonstrate its commitment to inclusiveness, social inclusion and raising the performance of the local region and its economy. We will continue to pursue this by: 1 Number of graduates taking up employment or further study divided by the number with a known destination , including employment which normally recruits graduates and adjusted for the institutional subject mix 2 Which will facilitate expansion of the curriculum • Ensuring that the University’s success in widening participation, completion rates and employability of students remains amongst the best in the UK HE sector. • Providing student support and guidance services of the highest quality • Establishing Lifelong Learning Networks We are therefore keen to safeguard our current success at attracting, retaining and equipping students from the most under represented groups. The following sections of this document set out our approach and plans for the next five years. Level of fees In accordance with the terms of the Higher Education Xxx 0000 the University of Bradford plans to use the facility for charging variable tuition fees at a level above the...
Corporate Strategy. Description of any changes to the Co-Borrowers’ corporate or operational strategy, including changes in products, degree of integration, and business emphasis.
Corporate Strategy. Description of any changes to the Co-Borrowers' corporate or operational strategy, including changes in products, degree of integration, and business emphasis.
Corporate Strategy. Description of any changes to the corporate or operational strategy of the Borrower or the Guarantor. INFORMATION TO BE INCLUDED IN ANNUAL REVIEW OF OPERATIONS See Section 6.03 (b) (iv) of the Loan Agreement)
Corporate Strategy. Description of any changes in corporate or operational strategy of the Borrower and Phoenix Resource, including major changes in products, degree of integration, and business emphasis.
Corporate Strategy. The University's long history of institutional support and commitment to access, widening participation and promoting diversity is reaffirmed in the Corporate Plan1, where it re-states an ambition to maintain 'a strong national reputation for recruiting students from a broad range of backgrounds'. This institutional statement is underpinned by a strong track record in making higher education available and accessible to groups and communities traditionally under-represented in the sector whilst ensuring high rates of their progression and retention. It is also closely allied to the University's pivotal position in the Sheffield City Region as a driver of economic and social development, supported by its equally long history of strategic links and partnerships with institutions, organisations and employers. The evolution of strategy has paralleled a shift towards inclusivity and away from the provision of discrete services and support for widening participation students. This integrated rather than separate approach means inclusive learning, teaching and support strategies have become embedded into standard practices and processes available to all students.
Corporate Strategy. We have a long history of delivering life enhancing education which is relevant to employment. We welcome students with potential, whatever their backgrounds and help them achieve career success. Our vision is to “be acknowledged for our commitment to student success, our innovation and enterprise, our global reach and strong local impact”. This vision is underpinned by a set of six values; namely that we are: Inspiring, Creative, Enterprising, Purposeful, Professional and Respectful. These values constitute the principles which guide the way we do things.
Corporate Strategy. Description of any changes to the Onshore Borrowers’ corporate or operational strategy, including changes in service profile, degree of integration, and business emphasis.
