Ambition. As is the case for the other sectors, we wish to realise a true transition for the industry sector. This means that we wish to offer industrial businesses prospects to ensure the transition to radical greenhouse gas emissions reductions in the Netherlands will take place. Although it would be possible to realise the national targets by shifting industrial activities abroad, increasing emissions abroad would ultimately not benefit the climate, and this shift would create a risk of loss of activity and jobs in the Netherlands. For that reason, the realisation of the reduction ambitions will have to go hand in hand with retaining a business climate that is attractive to businesses in the industry sector. This will contribute to our prosperity, our well- being and the nation’s employment. Broadly speaking, Dutch industry will be able to shape the transition through measures such as process efficiency, energy savings, CCS, electrification, use of blue and green hydrogen and acceleration of circularity (such as plastics recycling, biobased raw materials or steel2chemicals). This is by no means a blueprint for the transition, but rather the starting point for an adaptive process, in relation to which there are major differences in costs per 25 xxxxx://xxx.xxx.xx/nl/adviezen/energietransitie-en-werkgelegenheid. 26 Social and Economic Council (SER) (2018), Energy Transition and Employment Advisory Report. technology type. Green hydrogen and the circular economy are issues regarding which the Netherlands will be able to distinguish itself on an international level. Transformation processes will take place within the region, where synergies will have to be created between businesses. This will, for example, also involve connection to the heating demand in the built environment. Since the 1990s, Dutch policy has been aimed at strengthening regional clusters of connected businesses and knowledge institutes to support competitiveness and innovation. In recent years, Top Sector policy was chiefly responsible for strengthening the regions by way of the "triple helix" formula, which sees public authorities, businesses and knowledge institutions working together.27 The fruits of this strategy are primarily discernible in urban regions, which focused significantly on strengthening one specific sector, such as the Brainport in the vicinity of Eindhoven and Food Valley near Wageningen. Recently, the government decided to modernise its Top Sector policy by shifting its scope fr...
Ambition. Each Party should ensure that its NDMC/NDMCC reflects the Party’s highest possible ambition, in light of its national circumstances and of recommendations by science.
Ambition. We are ambitious in our efforts to achieve excellence in everything we do, exceeding expectations and setting new standards in our field We are committed to being consistent, principled, honest and accurate in our actions, decisions, and communication. Version (1.0): Issue Date: August Review Date: August 2012 Approved By: DHS
Ambition. 1.4.1 Progress beyond the state of the art FUSILLI, empowering cities in a way forward for urban food system transformation Progress beyond SotA: FUSILLI addresses a holistic, integrated and coherent urban food planning integrating multiobjectives (in line with Food 20230 priorities), multiactor (with a strong participatory and citizen-drive vision) and multilevel (food system governance). KC: a big network and alliances for sharing knowledge FOOD 2030 LIVING LABS: supporting cities to xxxxxx innovation economic equity as a crosscutting action. Progress beyond SotA: FOOD 2030 living labs organization considering multiactor, multilevel and multiobjective approach will demonstrate a major step forward for cities which are invited to define which of the innovative actions based on good practices fit with their own experience, geographical setting and size, resources and priorities. This reconfiguration of Living Labs will allow to test and restructure society around a new set of innovative actions, envisioned futures and associated modes of Governance ensuring long lasting strategies. Urban food planning: integration of food and urban planning agenda Financing schemes: facilitating early upscaling Progress beyond SotA: FUSILLI innovative financing scheme, proposed attraction of private finance through creation of new business cases, in the form of living labs, based on reliable technical, economic and social criteria for early upscaling and replication with low risk, and focus on food urban system transformation. Progress beyond SotA: FUSILLI step forward consist on co-designing policies and actions for urban food system planning through multi-level decision making, multi-stakeholder participatory process and innovative citizen- driven initiatives.
Ambition. CQC and the NHS CB are committed to working together to deliver our statutory duty to cooperate and our common purpose to improve outcomes for patients. Our ambition is to xxxxxx a culture in which there is support, challenge, engagement, openness and co-ordination at all levels.
Ambition. Designing USC circuits has always been a challenging task due to the lack of detailed theoretical modelling to understand the relevant timescales of the problem, and a suitable experimental platform with high quality, anharmonic qubits. All these elements are brought together by the SiUCs consortium, with very well established theoretical teams (RU, CNR) and mostly young experimentalists with fresh ideas (KIT, CNRS, IFAE, SAS). • Project SiUCs not only focuses on exploring USC physics with an ad hoc architecture, it actually proposes novel applications using this same architecture, such as the photodetection of single microwave photons. This type of detector has only been demonstrated in very impractical qubit-based devices. One needs a true wideband, non- gated photodetector to be usable in metrology applications and in quantum state readout for quantum computation and simulation. Therefore, the breadth of possibilities considered in SiUCs spans most quantum technologies of current relevance, consistent with the views and objectives of QuantERA. SiUCs is therefore a dedicated effort to improving superinductors to boost the field of USC physics to a level where applications and enhancements for superconducting quantum technologies become viable.
Ambition. In some cases, environmental effectiveness is not so much viewed as a criterion but rather as an objective or a goal. Whether or not environmental effectiveness is reached is determined by other factors, such as the respective level of ambition. Xxxxxxx emphasises that the primary criterion for a regime is its suitability to contribute to the mitigation of climate change and the adaptation to its impacts. He cautions, however, that determining the expected impacts of a climate agreement, i.e. its environmental effectiveness, ex ante is “by necessity highly speculative” (Xxxxxxx 2011) as it depends on a variety of factors. Thus, he proposes to use “level of ambition” instead of ‘environmental effectiveness” as a criterion to assess the impact of international climate governance. According to Xxxxxxx, ‘level of ambition’ determines “the ambition of objectives set out under a cooperative framework vis-à-vis accepted mitigation and adaptation imperatives” (Xxxxxxx 2011). While these objectives could be measures against agreed goals such as the decision to hold the increase in global average temperature below 2°C above preindustrial levels, Xxxxxxx suggests taking account of evolving scientific recommendations. It is also notable that Xxxxxxx not only focuses on mitigation but also on the ambition of adaptation actions. Hence, both ‘environmental effectiveness’ and ‘level of ambition’ concern similar but not identical aspects. Level of ambition relates to the stringency of commitments under the agreement, while effectiveness addresses the actual impact of an agreement. Environmental effectiveness is thus the broader concept and a function of the level of ambition combined with other design options. Xxxxxxx thus points out that the level of ambition is a “first approximation surrogate for effectiveness” (Xxxxxxx 2011, citing Xxxxxx et al. 1993). Given that ‘level of ambition’ might be the criterion that could be more suitable for analysing policy proposals ex ante, we consider it useful to include ‘level of ambition’ as a separate criterion in our preliminary list.
Ambition. It is the ambition of the partners in this program to have high-quality, safe and affordable day care and after school care in place by 2022 for all children from ages 0 to 12+. The development of the child plays a central role, as well as ensuring a good connection with education and a useful way to spend free time. Special needs children will be accommodated. A joint vision was developed which states that “Sustainable high-quality care and education will be established for all children in the Caribbean Netherlands, by persons who are trained and qualified and understand the needs of all children, in a safe and caring environment, and in good cooperation with all stakeholders.” Commissioner Xxxxxxx Xxxxxx stated at a press briefing where the agreement was signed with State Secretaries Van Ark and Xxxxx that when he became a Commissioner in 2016, he was determined to make things better at the day care and to solve the problems for personnel, the children and their parents. He said he was very happy with the signing of this agreement and the fact that the program can now be executed on Saba, strengthening what is already in place locally. The benefits of the BES(t) 4 Kids program will be multiple, Xxxxxx explained. Caregivers at the day care and after school care will be given training and quality programs will be introduced. Parents that cannot afford the fees will be able to send their children to day care and after school care. Day care and after school care will not be free, but on the basis of a social-economic indication, parents may make use of cost-reduction subsidies while they only have to pay a small contribution for their child. Parents will be able to benefit from parenting workshops, lectures and other activities to improve their parenting skills, while children will be able to take part in more activities that are organized by organizations. “I strongly believe that the BES(t) 4 Kids will be beneficial to all involved. My compliments go out to all stakeholders. I want to especially thank the Ministries of SZW, VWS and OCW for their support. It is about working together and achieving together,” said Xxxxxx, who assured that the Public Entity Saba would do its part. “Wherever you live, it is important that every child can develop, grow up in good and safe surroundings, get good child care and grow up healthy,” said State Secretary Van Ark. “That is why it is so important that we invest in this. We all need to work together, join forces to inves...
Ambition. MOD and NHS England are committed to working together to ensure safe and effective services which improve health outcomes for the AF community. These services must: Be tailored to the needs of the AF community, in accordance with the Armed Forces Covenant. Ensure that patients experience a seamless transition between services, minimising any risks associated with accessing care commissioned and provided to the AF community (see 1.2 above). Provide as a minimum the same standards and quality of care that can be expected by the civilian community.7
Ambition. Our ambition is to create a population empowered by advanced education and training so as to secure a robust high level skills base in a flexible workforce. This will support the sub region in a successful and sustained response to the employment demands of a twenty first century economy. In achieving this goal, we will be able to secure the potential of our young people as lifelong learners, and through this make a contribution to narrowing the skills gap, tackling worklessness, long term unemployment and dependency. It will support us in attracting commerce and industry offering graduate level employment and hence realise the economic potential of our young people and fuel social regeneration across the sub region. We recognise that in order to deliver this we will need to transform our educational landscape. By aligning the strategic vision of our three local authorities, being cognisant of our Local and Multi Area Agreement priorities and by working closely with our stakeholders and provider partners it will be possible to achieve this outcome and offer a range and breadth of progression opportunities for all our young people. We will share this ambition across the provider community, promoting and celebrating success, offering support and challenge where it is needed. Values and Principles Success will be judged by the outcomes these new arrangements deliver, not the numbers that are throughput. We want the way in which we work to demonstrate our commitment to putting the learner first and to embody the principles of Inclusiveness and Equity, Partnership, Respect, Trust and Choice. Our ambitions require that there is clear leadership, effective partnerships, a strategic understanding of need and a willingness to be innovative alongside a rigorous approach to securing the highest quality provision for our learners. Our plans will be informed by the economic and social needs of our sub region as well as the individual needs and aspirations of all the young people we serve. We will aim to maximise the range and diversity of collaborative working by enhancing existing partnerships with our schools, special schools, sixth form colleges, FE colleges, work-based learning providers, HEIs and employers together with other stakeholders including the third sector. We will also seek to embrace young people's views by incorporating the learner voice in policy formulation and decision making to inform our commissioning strategy. Opportunities for collaborative deli...
