Annual Planning. During the fourth quarter of each Year preceding a Year in which a Royalty Payment is to be remitted to QIA, the Company will deliver to QIA its forecast for all Royalty Payments that the Company anticipates will be paid during the forthcoming Year. The Company shall not be required to update the forecast during the Year and the Company shall incur no liability in the event the forecast is wrong. QIA shall rely on the forecast at its sole risk. QIA will hold the forecast in confidence and not disclose it to any other Person excepting its professional advisors who shall be required to hold such information in confidence.
Annual Planning. Following the completion of the A&D Clinical Trials and/or successful prosecution of necessary Permits for the marketing, sale and distribution of Nexalin Products in the applicable Territories, the JV shall prepare, in consultation with the shareholders, an annual plan(an “Annual Plan”) for marketing and distribution of the Nexalin Products in any such Territory.
Annual Planning. HDC board annual planning
(a) On or before December 31 of each year, the HDC board will approve an annual plan for HFN Development Limited Partnership for the next fiscal year.
(b) The annual plan approved under subsection (a) will include
(i) a budget for HFN Development Limited Partnership for the next fiscal year,
(ii) capital contribution and financing expectations from HFN Development Limited Partnership to each operating limited partnership,
(iii) distribution expectations from each operating limited partnership to HFN Development Limited Partnership,
Annual Planning being prepared for the year ahead In this session we will review what processes need to be in place in order for governance professionals (clerks) to support effective governance in the year ahead. To assist governance professionals (clerks) this briefing will cover: • statutory paperwork • the appointment of governors • the appointment of the chair and vice-chair • the governors’ calendar • monitoring schedules
Annual Planning. (a) Within [———-]16 after the date of this Agreement, and thereafter each year consistent with Licensee’s ordinary course of business on an annual basis, Licensee shall develop a product plan for the next fiscal year (the “Annual Plan”), which shall set forth descriptions of the Licensed Articles Licensee plans to develop (including a description of each SKU), a timeline for the development of each of these products and their corresponding promotional materials.
(b) Licensee shall submit the Annual Plan to Licensee for Approval, and shall meet with Licensor to discuss the Annual Plan.
Annual Planning. Supplier’s responsibilities with respect to Annual Planning include:
(a) Assisting Gap in developing and updating the annual and long-range, comprehensive plan for Gap’s IT Environment, processes, technology architecture, and standards (such plan, the “Annual Plan” and such planning, the “Annual Planning”).
(b) Assisting Gap in developing and updating its long range IT plan on an annual basis, and includes a rolling * projection of anticipated Changes to the Gap IT Environment to be made by Supplier in connection with its performance of the Services.
(c) Providing IT intelligence, technology forecasts, analysis, and other intelligence in the form of recommendations and proposed solutions to facilitate Gap’s ability to understand alternatives in terms of features, functions, costs, and risks and to assist Gap in developing future IT requirements for Gap’s business.
(d) Assisting Gap in projecting future volume and technology Changes that could impact Gap’s IT Environment.
(e) Identifying to Gap opportunities, candidates and requirements for the deployment of new technology within Gap and automation of tasks associated with the Services and/or Gap’s business processes.
(f) Proactively seeking to automate manual tasks associated with the Services.
(g) Supporting Gap in the discussions and presentation of potential new technology products and service offerings to Gap management.
(h) Proactively identifying strategies and approaches for future IT delivery that Supplier believes may result in increased efficiency, performance, or cost savings to Gap. As requested by Gap, Supplier will provide on a Work Order (a contractual stand alone SOW) basis:
(a) Proactively submitting proposals, when new technological capabilities warrant, regarding new technology and automation to Gap for its review and Approval.
(b) Providing access to specialists within Supplier’s organization to assist Gap to develop and update its Annual Plan. * Certain information on this page has been omitted and filed separately with the Commission. Confidential treatment has been requested with respect to the omitted portions.
Annual Planning. 13.1 Operating Plan and Strategic Business Plan
(a) [***] prior to the beginning of each Fiscal Year, the Management Team, in accordance with guidelines and instructions issued from time to time by the CEO shall submit:
(i) an annual operating plan for the Company with respect to its activities for the following Fiscal Year to the Board for approval, which shall include:
(A) an operating budget and a capital budget setting forth in detail the amounts required to fund the Company’s operations and capital projects for the following Fiscal Year;
(B) forecasts of production, sales, income, operating expenses, capital expenditures, cash flows, EBITDA, headcount, and operational activities of the Company that will be necessary during such Fiscal Year to achieve operational targets and maintain the Company’s assets in good order and enable the Company to realize the Approved Strategic Business Plan; and
(C) a draft production plan detailing the quantities of Products to be manufactured during the following Fiscal Year, including the quantities of each Product to be manufactured during each Contract Month during such Fiscal Year (the “Production Plan”), (the “Proposed Operating Plan”);
(ii) a strategic business plan for the Company with respect to its activities for the next five (5) Fiscal Years to the Board for approval, which shall include a preliminary forecast of production, sales, income, operating expenses, capital expenditures, sources of funding proposed to meet the Company’s anticipated operational and capital requirements, cash flows, EBITDA, headcount, strategic objectives, market outlook, operational activities, a competitive assessment, and an assessment of the economic environment, opportunities for growth, retained earnings and dividend forecasts, and other value enhancing activities during such period (the “Proposed Strategic Business Plan”); and
(iii) an enterprise risk management report to the Board:
(A) identifying, analyzing, and assessing potential future opportunities for the Company and making recommendations to take advantage of such opportunities;
(B) identifying, analyzing, and assessing events and risks that may compromise the Proposed Strategic Business Plan; and
(C) to the extent deemed necessary by the Management Team, making recommendations to the Board to manage any events and risks that may compromise the Proposed Strategic Business Plan in order to ensure that the Company remains within its own parameters and guidelines for risk ...
Annual Planning. Each of the Parties will designate a representative (the “ ”) that is familiar with marketing and the planning of promotional campaigns. Through its Designated Representative, each Party will meet to develop the Annual Marketing Plan and Campaigns at every Annual Planning Meeting.
Annual Planning. Even though this document presents a planning proposal with a horizon of 38 months, specifying the expected results, activities and indicators to be reached every year, it will be required to present to USAID, within that time horizon, a more detailed Annual Work Plan, containing at least the following: • Detailed description of the activities that will be carried out during the year by component and their correspondence with the expected results. • Mechanisms that will be used to meet the proposed activities. • Annual time table detailing estimated dates for the activities that will be carried out. • Budget for each activity. • Methodology to measure the results; this requires the definition of key performance indicators to measure the carrying out of activities. • Actors and beneficiaries involved, either national or regional.
Annual Planning. Process
1.1. Overview. Client and CGI will jointly manage ongoing project activities under the Agreement through the Annual Planning Process described in this Section 1 and Section 2. At the start of the term of the Agreement, the Client Project Manager and CGI’s Project Manager will jointly develop a high-level list of mutually agreed near-term objectives (“Objectives Vision”) for the current/upcoming fiscal year and create a set of outcomes, activities, and tasks (“Backlog”) that they agree to be generally within the scope of the Agreement. The Backlog represents a continuously updated inventory of Client prioritized desired outcomes, activities/tasks and deliverables that may include a large number of Backlog items. The Annual Planning Process is used to narrow the Backlog to a smaller subset of items for possible inclusion in a scope of work defined in the Annual Planning Document (“APD”) and may include, by way of example: CGI Consulting Services to assist the Client in configuring and implementing new features. The Backlog and Objectives Vision will be updated iteratively by the Client and collaboratively assisted by CGI using the Annual Planning Process through the term of the Agreement. After the start of the Agreement and the establishment of the initial APD, the Client and CGI Project Managers will collaboratively update the Objectives Vision for future Annual Planning Periods, aligned with the Client’s fiscal year budgeting period and its planned priorities. In subsequent Annual Planning Periods, the Planning Process will include a 2-3 years forward looking view, supported by a commensurate Backlog, to provide the Client with a continuously updated strategic outlook to aid in the Planning Process. The Backlog is evaluated and revised as part of the Annual Planning Process with candidate outcomes, activities and deliverables continually prioritized.
