Global Strategy Sample Clauses

Global Strategy. The design of a web-based electronic platform to organize and consolidate national profiles and plans of action has 10 countries have updated national profiles up to this point: Colombia, Dominican Republic, El Salvador, Guatemala, Guyana, Nicaragua4*, Panama, Paraguay, Peru, Suriname With the information received from national neonatal profiles, PAHO is now moving to complete the Regional level analysis. A position paper analyzing the regional situation and challenges on newborn health has been presented. A regional map of key indicators aiming to describe inequity in newborn health has been completed. A technical document on Regional and National estimates on the potential impact of implementing Evidence Based The progress mentioned is based on the year’s work plan, discussed and approved with USAID. Due to updates in the work plan, the main progress is not exactly related to the indicator. However, they are aligned with the outcome defined. The results from this outcome developed during Year 4 will be the inputs for guiding the discussion at regional and national level. These products are expected to contribute to improving national capacity for planning and defining goals and strategies during Year 5. 4 USAID funding was not used to support Nicaragua. Indicator Progress Number of Countries (when applicable) Comments (including constraints) been designed and is under development. This platform will contribute of the process of the final evaluation of the Regional Strategy and Plan of Action of Newborn Health. Based on the updated Annual Plan of Action, a technical meeting was held in Panama on 18 and 19 August 2015 jointly with USAID and The Regional Neonatal Alliance, in order to evaluate national experiences and lessons learned on surveillance on neonatal mortality in Latin America and the Caribbean. The discussion and experience have provided inputs to start planning future steps in order to strengthen surveillance in the region. A training program for the establishment of surveillance of deaths at birth, including prematurity has been developed and the workshop will be held in Costa Rica during November 2015. interventions on newborn health has been completed. A systematic review on cost of newborn care and the design of a methodological tool to evaluate costs of newborn care has been developed. Outcome 3.4: Strengthened epidemiological surveillance of MDR-TB. Key Personnel Responsible for Outcome 3.4: Drs. Xxxxxx del Xxxxxxx & Xxxxxx Xxxxx (CHA/HT)...
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Global Strategy. (a) Within six (6) months after the Effective Date, the Parties shall jointly develop the global strategy for Commercializing Licensed Product throughout the Territory which strategy shall support the goal of maximizing Product revenue and profit in both the Licensee Territory and the GPC Biotech Territory and (i) shall be consistent with any approved Product Labeling for the Licensed Product and (ii) take into account, where Commercially Reasonable, any unique market characteristics of any of the Major Market Countries in Europe and the ANZ Territory (the “Global Strategy”). Any Dispute regarding the development of the Global Strategy shall be referred to the JEC for resolution pursuant to Section 4.4.4, and, failing resolution by the JEC pursuant to Section 4.4.4, shall be subject to resolution under Section 15.7.2(a)(ii).
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Global Strategy. Support to agro-pastoral cultural landscapes‌ Pastoralism is defined as a system of livestock farming which depends, for the most part, on the generally non-intensive use of naturally-occurring plant materials for grazing, either on a farm or as part of a transhumant or nomadic lifestyle. One of the oldest human practices, widespread across the world and involving many types of livestock; pastoralism is intimately connected to the environment and based on a subtle interaction between humans and landscapes. Cultural pastoral landscapes are complex and take many forms. Cultural landscapes embody this interaction between humans and nature. Under the France-UNESCO Cooperation Agreement, France therefore supported the organisation of a number of meetings between experts, who helped to identify the values of agro-pastoral heritage and the issues at stake in considering agro-pastoral landscapes. This provided the opportunity for a collective consideration of the issue in operational terms in the Mediterranean regional. At the initiative of the French Government, a first thematic meeting of experts on the agro- pastoral cultural landscapes in the Mediterranean was organised from 20 to 22 September 2007 in Meyrueis, Lozère (France). The objective of this meeting was to create an international expert network, to identify and to characterise agro-pastoral heritage and to describe and analyse it promote its value without turning it into a museum piece. The meeting was attended by 44 participants, representing 9 countries of the Mediterranean basin, as well as UNESCO’s World Heritage Centre, ICOMOS, IUCN, the European Forum on Nature Conservation and Pastoralism (EFNCP), the French state and French regional, local and departmental authorities. This meeting enabled the creation of a network of international experts on agro-pastoralism. Subsequently, a second expert meeting on pastoralism was held in Tirana (Albania), from 12 to 14 November 2009 on the theme “Mediterranean pastoralism: cultural and landscape heritage and sustainable development”, and was organised under the France-UNESCO Cooperation Agreement by the European University of Tirana, the Mountain Areas Development Agency (MADA) and the Mediterranean Agronomic Institute of Montpellier- International Centre for Advanced Mediterranean Agronomic Studies, with the support of UNESCO’s World Heritage Centre, the French Ministry of Ecology and the French Ministry of Culture. This second meeting, which contributed to...
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Global Strategy. The JMC will establish the overall strategy and oversee the global marketing of all Drug Product. The JMC will have the opportunity to review all market research plans and research results, clinical development results and similar items, as well as HMR's proposed marketing and sales budget for each Drug Product for the purpose of advising and assisting in communicating a unified global marketing strategy.
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Global Strategy. Where Rigel reasonably believes in good faith that a Product Xxxx developed by Kissei is not appropriate and conflicts with Rigel’s global strategy for the Product, the Parties shall use reasonable commercial efforts to agree on an alternative Product Xxxx.
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Related to Global Strategy

  • Technical Advisory Committee (TAC The goal of this subtask is to create an advisory committee for this Agreement. The TAC should be composed of diverse professionals. The composition will vary depending on interest, availability, and need. TAC members will serve at the CAM’s discretion. The purpose of the TAC is to: • Provide guidance in project direction. The guidance may include scope and methodologies, timing, and coordination with other projects. The guidance may be based on: o Technical area expertise; o Knowledge of market applications; or o Linkages between the agreement work and other past, present, or future projects (both public and private sectors) that TAC members are aware of in a particular area. • Review products and provide recommendations for needed product adjustments, refinements, or enhancements. • Evaluate the tangible benefits of the project to the state of California, and provide recommendations as needed to enhance the benefits. • Provide recommendations regarding information dissemination, market pathways, or commercialization strategies relevant to the project products. The TAC may be composed of qualified professionals spanning the following types of disciplines: • Researchers knowledgeable about the project subject matter; • Members of trades that will apply the results of the project (e.g., designers, engineers, architects, contractors, and trade representatives); • Public interest market transformation implementers; • Product developers relevant to the project; • U.S. Department of Energy research managers, or experts from other federal or state agencies relevant to the project; • Public interest environmental groups; • Utility representatives; • Air district staff; and • Members of relevant technical society committees. The Recipient shall: • Prepare a List of Potential TAC Members that includes the names, companies, physical and electronic addresses, and phone numbers of potential members. The list will be discussed at the Kick-off meeting, and a schedule for recruiting members and holding the first TAC meeting will be developed. • Recruit TAC members. Ensure that each individual understands member obligations and the TAC meeting schedule developed in subtask 1.11. • Prepare a List of TAC Members once all TAC members have committed to serving on the TAC. • Submit Documentation of TAC Member Commitment (such as Letters of Acceptance) from each TAC member. Products: • List of Potential TAC Members • List of TAC Members • Documentation of TAC Member Commitment

  • Corporate Governance Matters (a) At the Closing, the Company shall deliver to Parent evidence reasonably satisfactory to Parent of the resignation of the directors of the Company and of any Subsidiary requested by Parent, effective at the Effective Time.

  • Alliance Managers In addition to the foregoing governance provisions, each of the Parties shall appoint a single individual to serve as that Party’s alliance manager (“Alliance Manager”). The role of each Alliance Manager will be to participate and otherwise facilitate the relationship between the Parties as established by this Agreement. A Party may replace its Alliance Manager from time to time upon written notice to the other Party.

  • Program Monitoring and Evaluation (c) The Recipient shall prepare, or cause to be prepared, and furnish to the Association not later than six months after the Closing Date, a report of such scope and in such detail as the Association shall reasonably request, on the execution of the Program, the performance by the Recipient and the Association of their respective obligations under the Legal Agreements and the accomplishment of the purposes of the Financing.”

  • COMPLIANCE COMMITTEE (1) Within thirty (30) days of the date of this Agreement, the Board shall appoint a Compliance Committee of at least three (3) directors, of which no more than one (1) shall be an employee or controlling shareholder of the Bank or any of its affiliates (as the term “affiliate” is defined in 12 U.S.C. § 371c(b)(1)), or a family member of any such person. Upon appointment, the names of the members of the Compliance Committee and, in the event of a change of the membership, the name of any new member shall be submitted in writing to the Assistant Deputy Comptroller. The Compliance Committee shall be responsible for monitoring and coordinating the Bank's adherence to the provisions of this Agreement.

  • Alliance Manager Each Party shall appoint a person(s) who shall oversee contact between the Parties for all matters between meetings of each Joint Committee and shall have such other responsibilities as the Parties may agree in writing after the Effective Date (each, an “Alliance Manager”). Each Party may replace its Alliance Manager at any time by notice in writing to the other Party.

  • Function of Committee The Committee shall concern itself with the following general matters:

  • Selection Planning Prior to the issuance to consultants of any requests for proposals, the proposed plan for the selection of consultants under the Project shall be furnished to the Association for its review and approval, in accordance with the provisions of paragraph 1 of Appendix 1 to the Consultant Guidelines. Selection of all consultants’ services shall be undertaken in accordance with such selection plan as shall have been approved by the Association, and with the provisions of said paragraph 1.

  • Investment Strategy The Company’s investment strategy described in the Registration Statement and the Prospectus accurately reflect in all material respects the current intentions of the Company with respect to the operation of the Company’s business, and no material deviation from such investment strategy is currently contemplated.

  • PROMOTIONS AND STAFF CHANGES 16.01 Job Postings

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