Xxxxxxx Xxxxxxxxxxxxx. In addition, SCA shall reimburse Contractor the actual cost, not to exceed $ , for capital purchases and/or one-time expenses listed below, after proper submission of two or more bids and approval by SCA, and proper detailed invoices. Authorized one-time expenses: $ . Any capital purchases directly funded by SCA shall not be depreciated on Contractor's budget.
Xxxxxxx Xxxxxxxxxxxxx. In addition, PDSC shall reimburse Contractor the actual cost, not to exceed $ , for capital purchases and/or one-time expenses listed below, after proper submission of two or more bids and approval by PDSC, and proper detailed invoices. Authorized one-time expenses: n/a. Any capital purchases directly funded by PDSC shall not be depreciated on Contractor's budget.
Xxxxxxx Xxxxxxxxxxxxx. (d) The Company shall use reasonable best efforts to cause the election of the full 2023 Purple Slate at the 2023 Annual Meeting, including by (i) recommending that the Company’s stockholders vote in favor of the election of each of the candidates on the 2023 Purple Slate, (ii) including each of the candidates on the 2023 Purple Slate in the Company’s proxy statement and proxy card for the 2023 Annual Meeting and (iii) soliciting proxies in favor of the full 2023 Purple Slate at the 2023 Annual Meeting. The Company shall use the same reasonable best efforts to cause the election of the Company’s slate of nominees for election to the Board at the 2024 annual meeting of stockholders of the Company (including any adjournments or postponements thereof, the “2024 Annual Meeting”), the composition of which, unless validly altered by the Board in accordance with the Charter, the Bylaws and with Disinterested Director Approval, shall be the same as the 2023 Purple Slate, subject to Section 1(d).
Xxxxxxx Xxxxxxxxxxxxx. 10 Did you want me to spell that?
Xxxxxxx Xxxxxxxxxxxxx. Minister for Foreign Affairs For the Government of the Republic of the Philippines (sgd.)
Xxxxxxx Xxxxxxxxxxxxx. Following the 2004 Indian Ocean Tsunami, Indonesia faced an immense recovery effort in the Aceh region of the country. Prior to the earthquake and tsunami Aceh was steeped in a 30-year conflict between separatist rebels and the central government claiming thousands of lives and displacing hundreds of thousands of individuals. The existence of conflict in the area coupled with a relatively low level of governance was of particular concern for international agencies looking to provide recovery aid to the area. Due to the complexity of the disaster and affected region the Government of Indonesia created a new agency (BRR) to manage recovery efforts in the area. Dr. Xxxxxxx Xxxxxxxxxxxxx, a former Minister of Mines, was selected as the director of the recovery agency due to his esteemed reputation within the Indonesian Government and reputation for accountability. (Building Back Better, 7) His leadership brought a vision of recovery efforts that looked to not only repair damage caused by the tsunami but also improve the social and security problems in the region. He was able to draw on his public and private experience to hire highly qualified deputies from across the country. This focused leadership included constant monitoring and evaluation to meet the reporting requirements of international donors and ensure that local communities were receiving the aid promised them by government officials. (ADPC TGLLP handbook,
Xxxxxxx Xxxxxxxxxxxxx. Looking at the opportunity when Xxxxx and I first started talking from the two companies, we believed that there was an opportunity to establish a new standard in treating wounds by combining debridement with TheraSkin. As we know, one of the biggest unmet clinical needs that we experience today in the market is there is a need of improved debridement. We believe that only 20% of wound care physicians effectively debride chronic wounds today, and unless you adequately prepare the wound bed for healing, you’re really doing the patient a grave injustice. We believe that the combination of our SonicOne OR technology combined with TheraSkin will have the ability to redefine and change the standard of care going into the future. ViaVid has made considerable efforts to provide an accurate transcription. There may be material errors, omissions, or inaccuracies in the reporting of the substance of the conference call. This transcript is being made available for information purposes only. 0-000-000-0000 0-000-000-0000 xxx.xxxxxx.xxx What Xxxxx has been very successful with was developing reimbursement on the TheraSkin side, and we’re confident that with increased focus and a new sales channel opening up in the clinic business that we’ll be able to achieve reimbursement at some date in the future for the combined product. Going forward, if we look at the vision for the new Misonix, as I said, we’ll be splitting into two divisions, a Surgical division which is going to carry the BoneScalpel and SonaStar line. Why that’s very important for us is as you all know, we have our most important product launch in the history of the Company coming up in the next couple of weeks, which is the NEXUS launch, and NEXUS will really fit into the Surgical franchise, and by removing SonicOne and putting into the Wound channel, we believe that we will shore up additional resources and have additional bandwidth to concentrate on further developing the Surgical business. With 55 dedicated resources on the Surgical business, and an addressable market of $863 million plus, we believe that there’s a good opportunity and future for us to grow in the Surgical business. Shifting over to the Wound side of the business, we think that with 81 dedicated resources we have the opportunity to sell not only more SonicOne on the debridement side, but also more TheraSkin product by combining the product together and having a larger salesforce in the market. As you’ve seen, we’re excited about the fact ...
Xxxxxxx Xxxxxxxxxxxxx. Following the 2004 Indian Ocean Tsunami, Indonesia faced an immense recovery effort in the Aceh region of the country. Prior to the earthquake and tsunami Aceh was steeped in a 30-year conflict between separatist rebels and the central government claiming thousands of lives and displacing hundreds of thousands of individuals. The existence of conflict in the area coupled with a relatively low level of governance was of particular concern for international agencies looking to provide recovery aid to the area. Due to the complexity of the disaster and affected region the Government of Indonesia created a new agency (BRR) to manage recovery efforts in the area. Dr. Xxxxxxx Xxxxxxxxxxxxx, a former Minister of Mines, was selected as the director of the recovery agency due to his esteemed reputation within the Indonesian Government and reputation for accountability. (Building Back Better, 7) His leadership brought a vision of recovery efforts that looked to not only repair damage caused by the tsunami but also improve the social and security problems in the region. He was able to draw on his public and private experience to hire highly qualified deputies from across the country. This focused leadership included constant monitoring and evaluation to meet the reporting requirements of international donors and ensure that local communities were receiving the aid promised them by government officials. (ADPC TGLLP handbook, 25) This vision was integral to the development of an institutional model that took into account local dynamics and focused on a vision of increasing the capacity of the region to manage future hazard events. These responsibilities outline the basic expectations between domestic governments and international aid organizations. Many of the responsibilities mentioned in these guidelines for domestic governments can only be possible through legislated mandates that change existing laws on the entry of goods and people into the country. Explicit trade-offs will need to be made concerning the amount of access granted to these organizations and laws set to protect the integrity of national borders. These discussions should occur well in advance of catastrophic disaster events and should be an integral part of the development of proper institutional models for recovery efforts.
Xxxxxxx Xxxxxxxxxxxxx. In April, the City will notify the firefighters of the current balance in the account on order that they may draw down the balance below the maximum two-year allowance. In this way, the firefighter may use the accrual from more than one year to make large infrequent uniform purchases such as structural firefighting boots. The Labor Management Committee will monitor the usage of the uniform reimbursement account. If it appears that firefighters are not drawing down the balance in the accounts over a two to three year period, then the Labor Management Committee will consider the implementation of caps on the maximum amount that can be carried over from one year to the following year (uniform accrual). 1720
Xxxxxxx Xxxxxxxxxxxxx. Xxxxxxxxx xxx Xxxective Time, the aggregate amount of the Parent Expenses shall be paid through a distribution of the Expense Amount from the Expense Amount Escrow Account.
