Goals and Targets. The EMP shall identify environmental goals established by the Concessioner consistent with all Environmental Management Objectives. The EMP shall also identify specific targets (i.e., measurable results and schedules) to achieve these goals.
Goals and Targets. A goal is a general, often long-term target for improving energy efficiency and implementing energy policy. A target is a detailed and, if possible, quantifiable performance requirement based on company energy policy, set in order to achieve goals and to continuously improve energy efficiency.
Goals and Targets a) The company draws up and maintains documented goals and detailed and scheduled energy efficiency targets, which as far as possible are measurable, and maintains an efficiency-improvement plan for energy usage and production, to be updated annually. When the targets are set up and updated, the following must be taken into account: Statutory and other requirements Considerations related to energy production and usage that are significant from the corporate point of view Possibilities opened up by new energy-efficient technology Economic, business and other operational considerations Data from previous years and the measures taken to affect energy efficiency
Goals and Targets. The EMP shall identify environmental goals established by Lessee consistent with the Environmental Management Objectives. In alignment with Applicable Laws and Requirements, , areas that warrant goals include energy and water management, acquisition and green product designations, pollution prevention and management of toxic and hazardous materials, solid waste diversion and recycling, sustainable design, and electronics stewardship.
Goals and Targets. NUI Galway will be recognised internationally for its leadership position in its priority research areas. This recognition will stem from the quality of its research outputs as measured by: publications in high quality journals; citations; books and monographs; PhDs; invited presentations and papers at prestigious international conferences; national and international policy papers; and awards. We are committed to increasing the impact of our research activity through emphasis on high-quality publications. While recognising this may potentially reduce the number of publications, we expect to see continued growth in citations and citation impact, though not at the same rate, as the University matures as a research- focused institution. • We will expand and diversify our funding sources with a particular focus on Horizon 2020 funding and increasing the number of research partnerships with enterprise and philanthropy. • Recognising the need for xxxxxxxx xxxx and the value of synergy, we will continue to develop and expand our collaborative research networks both nationally and internationally, forming strategic partnerships with world-leading universities in priority areas. • Through our Technology Transfer Office, we will continue to build on our success in protecting and, where feasible, exploiting the intellectual property emerging from our research efforts, through patents, licence deals and start-up companies, where appropriate. (See Section 5.5 for metrics) • Increased number of staff involved as supervisors/co-supervisors, members of Graduate Research Committees. High quality, internationally competitive research and innovation: Institution objectives and performance indicators 1 Institution objective NUI Galway will be recognised internationally for its leadership position in its priority research areas. Performance indicator Review of current Strategy for Research and Innovation including research priorities Development of a Strategy for Research and Innovation 2020 Baseline Strategy for Research and Innovation to 2014 Interim target, end 2014 Review of current Strategy for Research and Innovation, including research priorities Benchmarking against peer institutes complete Development of a Strategy for Research and Innovation 2020 Interim target, end 2015 Implementation of Strategy Development of strategic partnerships Final target, end 2016 Implementation of Strategy 2 Institution objective NUI Galway will be recognised internationally for its leader...
Goals and Targets. Because of the unique contractual and legal framework of CEWP, and because of the relatively small size of the pilot program, there are some desired standards and community benefits that cannot be achieved simply by applying universal criteria to all contractors participating in the project. Ensuring equity and broad opportunity in the project will require assembling the right mix of contractors in the overall pool, organizing community expertise in support of the goals, and establishing minimum qualifications for and requirements on all contractors. Therefore, the City, Energy Trust and a new stakeholder Evaluation and Implementation Committee shall work closely together to achieve the following goals and targets in the CEWP pilot project.
Goals and Targets. In addition to the overarching goal and our work on the attributes, the Ministry of Education has indicated that “Districts must also articulate goals and expected results (targets) for student performance” in the following areas: • Student Reading Results • School Completion Levels • Achievement Results for Aboriginal Learners • Participation Levels in Skills and Technical Training Central Okanagan School District - Achievement Contract 26 STUDENT READING RESULTS To continue to strive for a high level of literacy skill acquisition for ALL students. Central Okanagan School District - Achievement Contract 27 Central Okanagan School District - Achievement Contract 27 For our Primary Students….. Improving our primary students’ literacy skills has been a District goal for several years. For more than a decade now we have had an unwavering focus on Early Learning Programs and a commitment to the acquisition of foundational literacy skills. In 2000, the Early Learning Profile (ELP) was developed locally and has served as a tool to educate and guide both early learning educators’ and primary teachers’ instructional practice and play-based pedagogy. This early learning assessment tool was the first of its kind in the province. Our multi-year trend lines show significant decreases in the vulnerability of our early learners. For the 2012-2013 school year, data continues a positive trend line with maintaining a reduction of primary students at risk by the end of grade 3. Some of our best work has been to ensure that students leaving Grade 3, and the primary program, are well prepared with the reading readiness skills they need. Central Okanagan School District - Achievement Contract 28 To continue to strive for a high level of literacy skill acquisition for ALL students.
