Strategic Partner. Under the guidance of “finance + technology” and “finance + ecology” strategic planning, Party A, as the holding company of a technology-based financial life service group, focuses on financial asset and healthcare industries, and fully applies innovative technologies to traditional finance and five main ecosystems, namely “financial service, healthcare, automobile service, real estate service and smart city”. Party B establishes a technology-based service platform in the financial service field through its companies, providing end-to-end technology solutions and services for various financial institutions. The parties agree to carry out all-round strategic cooperation during the Cooperation Period. If Party A intends to provide technology service solutions to external financial institutions, it shall, subject to applicable laws and regulations, give priority to Party B as a partner under the same conditions, and the details of cooperation shall be specified in separate agreements signed by the parties.
Strategic Partner. Is the shareholder or holder of participatory interest of the CONCESSIONAIRE who proved the compliance of the operation requirements indicated in the Bid Terms, and who has the ownership of the minimum participation in the CONCESSIONAIRE.
Strategic Partner. Peabody and Arq have a strategic collaboration on potential feedstock supply and best site locations for future plants. ✓ ✓ Global Marketing & Sales Partner – Vitol, as a marketing partner, has been involved with establishing certification and customer acceptance of Arq powder™ and will blend Arq powder™ into a range of products. ✓ ✓ Marine Fuel Partner – Hafnia, through strategic agreements, provides Arq with industry-leading marine fuel technical expertise and exposure to one of the world’s largest marine fleets. Business Development Partner - Mitsubishi was an early strategic investor in Arq and provides a direct entry point into Japan, one of the largest importers of commodities and energy consumers in the world. ✓ Expanded Leadership Team, Broad Industry Reach ADES Xxxx Xxxxxx – President, CEO and Treasurer Xxxx is the President, Chief Executive Officer and Treasurer of ADES since July 2020. Prior to his appointment as President and Chief Executive Officer, Xxxx served as the Chief Financial Officer, Treasurer and Secretary from March 2018 through June 2020. Xxxxxx Xxxxxx – Vice President of Manufacturing Xxxxxx joined ADA Carbon Solutions in 2009 and currently serves as the Vice President of Manufacturing. Xxxxxx has more than 25 years of industrial manufacturing experience and has served in various leadership roles at the company. Xxxxx Xxxxxxxxx – Vice President of Sales Xxxxx joined ADA Carbon Solutions in 2016 and currently serves as Vice President of Sales. Xxxxx previously served as National Sales Manager for ADA Carbon Solutions and has more than 7 years of leadership experience in specialty chemicals, new business development and product life cycle management. Xxx Xxxx – Chief Technology Officer Xxx serves as Chief Technology Officer and has over 35 years of industry leadership experience in Research & Development, product development and business growth in specialty materials. Prior to joining ADES in 2018, Xxx served as the Chief Technology Officer for ADA Carbon Solutions since 2011. Xxxxxx Xxxxxx – Chief Accounting Officer Xxxxxx has more than 15 years of accounting experience, including consulting on various projects at ADES since 2019. She previously served as the Chief Accounting Officer for Rezolute, Inc. and as an Assurance Director for RSM US LLP. Xxxxxx XxXxxxxx – Founder & CEO Xxxxxx is a serial entrepreneur and investor with experience in technology, energy and finance. Xxxxxx founded several companies including Gateway Communica...
Strategic Partner. Partner which is not a financial beneficiary and is not fulfilling the obligatory partnership criteria but contributing to a successful project implementation, e.g. in terms of support to dissemination. The signing of the partnership agreement by a strategic partner is optional if decided by the project partnership and obligatory if required by the Monitoring Committee.
Strategic Partner. CAMDEN COUNCIL In addition to the areas listed in the Partnership Agreement, as a Strategic Partner, Camden Council will also make contributions in the following areas: Area of work Contribution Support services, provision, referral Link to all commissioned services including home care providers, residential care providers, sheltered housing wardens, floating support workers, personal assistants etc Links to in-house provision such as intermediate care, day care, reablement Provide information on referral pathways to service Key links – contacts and networks Commissioned services Wider council services Home Improvement Agency Partnership Boards Health & Social Care Delivery Partnership Funded organisations and local charities Providing data/information Develop, maintain and manage Social Isolation Index Updates / provision of information on website / provider newsletters Updates to partnership boards Briefing political members Briefing wider council services Organisational development and programme management Marketing and communications Website E- Marketplace Citizens portal Cares Web pages Residential care home brochure Social care leaflets / guidance Link to first point of contact development Dissemination of Learning Sharing outcomes and learning of different projects with partners, funders and SU’s and carers and other stakeholders. Ageing Better Camden– Strategic Partnership Agreement – 191214
Strategic Partner. In addition to the areas listed in the Partnership Agreement, as a Strategic Partner, ABC Ambassadors Group will also make contributions in the following areas: Area of work Contribution Support services, provision, referral Act as a consultative committee for Ageing Better Camden SB Provide a forum for ideas and discussion Make recommendations Share the ideas and gain feedback from peers and community groups Support the identification of older vulnerable people in their communities Key links – contacts and networks Members of the group have links with Community Group Networks, sheltered accommodation residents, BME community groups, Conditions based network groups and Charities Carers groups Providing data/information The members provide information on community groups and activities The members share personal experiences of ageing, loneliness and social isolation Marketing and communications The members disseminate information through their community networks The members will contribute to the marketing and communication material and events by ensuring that the logos, pictures and working are relevant, relatable and representative Dissemination of Learning The members will participate in the evaluation processes and contribute to events where learning will be shared. Ageing Better Camden– Strategic Partnership Agreement – 191214
Strategic Partner. (SHEET TO BE COMPLETED FOR EACH PARTNER) In addition to the areas listed in the Partnership Agreement, as a Strategic Partner, XXXXXXXXXXX will also make contributions in the following areas: Area of work Contribution Support services, provision, referral Key links – contacts and networks Providing data/information Marketing and communications Dissemination of Learning Ageing Better Camden– Strategic Partnership Agreement – 191214 Appendix 2 – Big Lottery Fund Terms and Conditions Appendix 3 – ABC Partnership Structure chart
Strategic Partner. This is the CONCESSIONAIRE’s shareholder(s) who demonstrated during the prequalification process, experience in construction or operation, or both, and who hold ownership of the Minimum Participation. If the Strategic Partner has proven experience in construction, the CONCESSIONAIRE must hire an operator that meets the requirements set out in the Bidding Terms. If the Strategic Partner has proven experience in operation, the CONCESSIONAIRE must hire an Operator that meets the requirements set out in the Bidding Terms. In either of the above cases, if the experience was accredited by more than one company, all these, together, shall bear the Minimum Participation. On the other hand, if there is more than one Strategic Partner, each of these must hold, individually, the Minimum Participation.
Strategic Partner. Any person or entity to which one or more of the following conditions apply: (a) TELIGENT or any Affiliate has at least a thirty-three percent (33%) equity ownership in such entity or such an entity has at least a ten percent (10%) ownership interest in TELIGENT, or (b) such entity is under the common control with TELIGENT or any Affiliate, or (c) there exists between TELIGENT or any TELIGENT Affiliate and such entity a material infrastructure or revenue sharing arrangement, or (d) with respect to a licensee joint venture or consortium operating outside of the United States, in which TELIGENT or a direct or indirect TELIGENT Affiliate owns at least a ten percent (10%) equity interest.
Strategic Partner. Its growing structural power means China remains a strategic partner for the European Union. Not only is the Asian giant home to almost a fifth of the world’s population, it is the world’s second-largest economy in nominal terms, and largest by purchasing power parity. For many years it has also contributed over twice as much as the US to the annual growth of the world economy. Despite its relative decline, the US can still be considered the world’s indispensable power. But China is its inevitable power. Few of today’s international relations matters can be resolved without involving China. Its help in stabilising the euro zone periphery in the debt crisis of 2010 to 2012 was perhaps the most pal- pable example from a European point of view, but the same is true of strategic issues as important as the fight against climate change, the preservation of the biosphere and water resources, global public health, the resolution of international conflicts (China contributes more UN peacekeeping troops than any other country) and the governance and stability of international economic and financial relations. The environment is often given as an example of a field where coop- eration with China is essential on several fronts. It is true that great potential exists for collaboration in this field, from smart cities to meet- ing the ambitious goal of carbon emissions neutrality set for the EU in 2050 and China in 2060. But that is just one of the big issues on the table. A better understanding with China is crucial to almost all the questions usually grouped within the concept of multilateralism (includ- ing, of course, the whole of the 2030 Agenda). And that understanding will be all the more necessary in the future, because China is no longer the somewhat passive actor in international institutions of the past, but has become more proactive and assertive. This much is evident from its activism in shaping the human rights debate at the UN, its stance in traditionally Western-dominated institutions like the International Monetary Fund and the World Bank, and even from the creation of new organisations like the New Development Bank and the Asian Infrastructure Investment Bank, as well as its greater ambition in setting the rules and standards on 5G, the internet of things, facial recognition and artificial intelligence.
