Consortium and key personnel Sample Clauses

Consortium and key personnel. SMART CAMPUS Consortium is a multidisciplinary team of interacting specialists in the different domains required by the system integration, implementation, evaluation and dissemination. The main stakeholders of the consortium are 4 Universities located in the 4 different EU member states. The Consortium will provide expertise in the following areas: training, behaviour transformation enabled by ICT, mentoring, learning communities, simulation models and frameworks , pedagogical agents, energy auditing, Energy Efficiency intelligent management, ICT system integration, wireless communications technologies, interoperability, Energy Efficiency Policy, EU and National policy making regulation and dissemination and social Web 2.0 Networks. With this background, partners collectively constitute a consortium fully capable of achieving the projects objectives. The next Table shows the key competences of the partners which complete each other to cover all the need of the Project implementation. Table 10 - Key competences of the partners Partner Name Key Competencies ALFAMICRO Project management, general ICT, Energy Efficiency Policy, experimentation business analysis, Dissemination, Living Labs, innovation, internationalization. IST/MIT Portugal/IN+ Energy Efficiency management systems, modelling and automation systems, intelligent systems. SPI Global knowledge-management company operating in the Business Innovation sector development of entrepreneurship, innovation, science & technology, Energy Policy and strategy at Regional, National and International levels. Quality and Risk control. LTU-CDT Development of ICT technologies and services, using Open Innovation user centric methodologies. Energy Efficiency management expertise. Project management and assessment. Systems integrations and validation. METROPOLIA Development of the software systems. Development of the Internet based ICT technologies. Energy measurements & efficiency. Building management, automation & control systems. Knowledge of HVAC systems and the quality of internal air. Intelligent sensor networks and smart grids. Smart cards/RFID technologies. Advanced lighting technologies and systems. Living Lab methodologies. AALTO-CKIR Knowledge and Innovation based growth individual and contextual perception cognition and emotion. Global competitiveness through creativity and innovation. Business creation and development through experience based Media and Communication technologies using human centric and us...
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Consortium and key personnel. As recommended by the ICT-PSP work programme, the consortium “includes representatives of all relevant stakeholders”: libraries, publishers, creators (both writers and visual artists), RROs, photo agencies, and book standards organisations are all represented at the highest possible level, by the respective European or international organisations: FEP for publishers, EWC for authors, the Conference of European National Librarians (CENL) for libraries, represented in the project by The European Library Office, hosted at the National Library of the Netherlands, IFRRO and EVA for CMOs, EDItEUR for ISBN Agencies and ONIX groups. These partners have the primary role in facilitating networking and dissemination of project results. Users (libraries, in particular) and data providers (the same libraries, BIPs and RROs) are also closely involved in the project. The library participation is coordinated by the CENL and the EDL Foundation (Europeana) via the TEL office, i.e. the group of the European national libraries, who are all the primary potential users of the system in the library community. Although only few further library representatives (ICCU, UIBK and the national library of the Netherlands, KB, the same legal entity than TEL, but a different team) are members of the consortium, other two national libraries (in France and Bulgaria) signed a letter of support anticipating their direct commitment in the project. Further libraries are involved both through their previous participation to the Arrow project and in every national group that will be established in the new countries involved. All in all, libraries are represented in the project by the European Conference, four consortium members, two supporters and further five libraries (UK, Spain, Norway, Slovenia, and Germany) already involved in the Arrow project. The consortium is completed by partners with the specialist expertise necessary to undertake a challenging project like Arrow Plus. The co-ordinator has a long and successful history of leading large scale European projects (see profile below). The co-ordinator will be supported by the WP leaders, which will also form the Management Board. This group of leading partners has been formed after the experience of the current Arrow project, during which they created a very committed team. MVB, FEP and IFRRO are also WP leader in the current Arrow, the TEL Office within the National Library of the Netherlands has been co-opted in the Arrow MB because of th...
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Consortium and key personnel. ICCU - Coordinator Istituto Centrale per il Catalogo Unico delle biblioteche italiane e per le informazioni bibliografiche – Ministero per i Beni e le Attività Culturali, Italy The Central Institute for the Union Catalogue of Italian Libraries and Bibliographic Information was created in 1951 with the task of producing the entire national bibliographic record. ICCU is an Institute of the Ministry of Cultural Heritage and Activities. ICCU manages the National Library Service and union catalogue of over 3500 libraries, and is responsible for providing the standard rules and regulations for cataloguing all types of materials ranging from manuscripts to multimedia documents. In 2009 ICCU became the ISIL Registration Agency for Italy; this implies the responsibility of giving to the Italian libraries an official code structures according to ISO15511 and recognised at international level. ICCU is in charge, together with thee national libraries of Rome and Xxxxxxxx and CNR, for the implementation of NBN – National Bibliographic Number, the standard for the persistent identification of the digital resources of the Italian libraries. ICCU has a deep expertise in digitisation standards and guidelines, collaboration for integrated access to CH resources; in fact, on behalf of the Ministry of Cultural Heritage and Activities, it coordinates major digital cultural heritage projects on the national level, for example, Internet Culturale (launched in 2001), which developed an integrated access portal to the digital resources of Italian libraries, archives and other cultural institutes, CulturaItalia, the national cultural portal already contributing to Europeana via ATHENA, and on the European level, such as MINERVA, MICHAEL, ATHENA and DC-net:  Digital Cultural Heritage Network (DC-net): 2009-2011, ERA-NET, involves ministries and national institutes from Italy, Belgium, Estonia, France, Greece, Hungary, Slovenia and Sweden in the coordination of digital CH research programmes; DC-net will be extended to Mediterranean partner countries in the INDICATE project;  ATHENA – Access to Cultural Heritage Networks across Europe: 2008-2010, eContent+; enables the delivery of content from museums across Europe to Europeana;  XXXXXXX and MICHAELplus: 2004-2008, eTen programme; developed the XXXXXXX xxxxxx that provides multilingual access to major European cultural collections;  XXXXXXX – Ministerial Network for Valorizing Activities in Digitization projects: 2002-2008, FP5, ...
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Consortium and key personnel. The EuDML project is a project of the European mathematical scientific community and mathematical subject information providers to propagate a joint forum for the great variety of different European digital libraries activities. It is in the nature of the project that there are partners in the project realising the practical and technical part of the intended EuDML service as well as partners acting as stakeholders and representatives of the mathematical scientific community. Moreover, projects like Göttingen‘s GDZ are active in the EuDML network without applying for financial support within this project. Starting with an active team that also represents a variety of organisations, the project is open for cooperation with other initiatives and is intended for further expansion to progressively cover increasingly more and more of the European mathematics corpus. Partner No. 1 (Project coordinator): Instituto Superior Técnico: Computer Science Department (IST) The Instituto Superior Técnico (IST), with nearly 8,000 students and 600 Professors with a PhD, is the most important school of the Lisbon Technical University and the oldest and largest Portuguese school of engineering. Its mission is to contribute to the development of society by promoting higher education of outstanding quality in the areas of Engineering, Science and Technology, at undergraduate and postgraduate levels, and by carrying out research and development activities in accordance with the highest international standards. Xxxx Xxxxxxxx, XxXXX’s general project coordinator, is Professor of the Computer Science and Engineering Department of IST and the leader of the Information Systems Group at the associated laboratory INESC-ID. His main area of research is information systems in general and Digital Libraries in particular (architectures, preservation, metadata, digitisation and interoperability). He was director for I&D for the National Library of Portugal, is the chair of the IEEE Technical Committee on Digital Libraries, and has been involved in several projects related with TEL and Europeana. Partner No. 2: Cellule MathDoc at Université Xxxxxx Xxxxxxx Grenoble (UJF/CMD) Cellule MathDoc is a ―joint service unit‖ both of the Centre National de la Recherche Scientifique and of Université Xxxxxx Xxxxxxx (Grenoble). It is devoted to mathematical documentation and in charge of the NUMDAM program where a large number of mathematical journals have been digitized and made available at xxxx://xxx....
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Consortium and key personnel. ‌ The Consortium‌ The Consortium is composed of natural history institutions that are members of the Consortium of European Taxonomic Facilities (CETAF), i.e. large European natural history museums and botanical gardens, and of European Participant Nodes in the Global Biodiversity Information Facility (GBIF). Most of the largest museums are present in the consortium, although some have declined at this moment because of organisational difficulties. Three partners in the consortium are SMEs: the networks Species 2000 & ITIS Catalogue of Life with its membership of Global Species Databases, and SMEBD, representing the numerous contributors to the creation of the European species checklists, as well as the AIT who act as a technology provider.
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Consortium and key personnel. Europeana Sounds has built a strong network of libraries, sound archives, research institutes, non-profitsand commercial organisations; 24 partners from 12 different countries. Particular attention has been given to new content providers and to the cultures and countries which are currently under-represented in Europeana, such as those of Lithuania and Latvia. The Consortium has a strong connection with Europeana coordination activities through the presence of research centres, universities, stakeholders and industrial partners that are involved in Europeana Creative and EUscreenXL. The Consortium has both the range of membership and the depth of relevant experience to deliver the project.
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Consortium and key personnel. ‌ The Consortium, coordinated by the Europeana Foundation is extensive (48partners) and brings together leading players with strong track records in the Europeana network in the areas of work to be undertaken, as well as some new players with specific expertise in areas such as PR, User Generated Content and cultural tourism. Every Member State is represented by a Country Partner who will have a key role in continuing the PR work kicked off by the initial Europeana Awareness campaign
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Related to Consortium and key personnel

  • B4 Key Personnel B4.1 The Contractor acknowledges that the Key Personnel are essential to the proper provision of the Services to the Authority.

  • Contractor Key Personnel ‌ The Contractor shall assign a Corporate OASIS Program Manager (COPM) and Corporate OASIS Contract Manager (COCM) as Contractor Key Personnel to represent the Contractor as primary points-of-contact to resolve issues, perform administrative duties, and other functions that may arise relating to OASIS and task orders solicited and awarded under XXXXX. Additional Key Personnel requirements may be designated by the OCO at the task order level. There is no minimum qualification requirements established for Contractor Key Personnel. Additionally, Contractor Key Personnel do not have to be full-time positions; however, the Contractor Key Personnel are expected to be fully proficient in the performance of their duties. The Contractor shall ensure that the OASIS CO has current point-of-contact information for both the COPM and COCM. In the event of a change to Contractor Key Personnel, the Contractor shall notify the OASIS CO and provide all Point of Contact information for the new Key Personnel within 5 calendar days of the change. All costs associated with Contractor Key Personnel duties shall be handled in accordance with the Contractor’s standard accounting practices; however, no costs for Contractor Key Personnel may be billed to the OASIS Program Office. Failure of Contractor Key Personnel to effectively and efficiently perform their duties will be construed as conduct detrimental to contract performance and may result in activation of Dormant Status and/or Off-Ramping (See Sections H.16. and H.17.).

  • Key Personnel C4.1 The Contractor acknowledges that the Key Personnel are essential to the proper provision of the Services to the Authority.

  • Contractor’s Key Personnel The Contractor shall use adequate numbers of qualified individuals with suitable training, education, experience and skill to perform the Services. The Contractor has been selected to perform the Services herein, in part, because of the skills and expertise of the key individuals and/or firms (collectively “Contractor’s Key Personnel”) that are listed in Exhibit F. Substitution or replacement of the individuals and/or firms identified in Exhibit F is not allowed except with written approval of the AOC If the designated lead or key person fails to perform to the satisfaction of the AOC upon written notice, the Contractor will have fifteen (15) calendar days to remove that person from the Project and replace that person with one acceptable to the AOC. All lead or key personnel for any Subcontractor must also be designated by any Subcontractor and are subject to all conditions stated in this section. The Contractor shall be responsible for all costs associated with replacing any of Contractor’s Key Personnel, including the additional costs to familiarize replacement personnel with the Services. If the Contractor does not furnish replacement personnel acceptable to the AOC, the AOC may terminate this Agreement for cause. Prior to the authorization of any Phase of the Agreement, the parties will agree upon any Key Personnel applicable to that Phase. Said personnel shall be documented in Exhibit F. Standard of Care The Contractor, its officers, agents, employees, Subcontractors, consultants and any persons or entities for whom Contractor is responsible, shall provide all Services pursuant to this Agreement in accordance with the requirements of this Agreement and in a manner consistent with the standard of care under California law applicable to those who specialize in providing such services for projects of the type, scope, and complexity of the Project. The AOC’s Acceptance of any submittals, deliverables, or other work product of the Contractor shall not be construed as assent that Contractor has complied, nor in any way relieve the Contractor of, compliance with (i) the applicable standard of care or (ii) applicable statutes, regulations, rules, guidelines, and requirements. AOC’s Quality Assurance Plan The AOC or its agent may evaluate Contractor’s performance under this Agreement. Such evaluation may include assessing Contractor’s compliance with all Agreement terms and performance standards. Any deficiencies in the Contractor’s performance that the AOC determines are severe or continuing and that may place performance of the Agreement in jeopardy if not corrected, will be reported to the Contractor’s principal. The report may include recommended improvements and corrective measures to be taken by the Contractor. If the Contractor’s performance remains unsatisfactory, the AOC may, without limitation, terminate this Agreement for cause or impose other penalties as specified in this Agreement. Any evaluation of Contractor’s performance conducted by the AOC shall not be construed as an Acceptance of the Contractor’s work product or methods of performance. Contractor shall be solely responsible for the quality, completeness, and accuracy of the work product that Contractor and its Subcontractors deliver under this Agreement. Contractor shall not rely on AOC to perform any quality control review of Contractor’s work product, as such review shall be conducted by Contractor.

  • Subrecipient’s Project Manager and Key Personnel Subrecipient shall appoint a Project Manager to direct the Subrecipient’s efforts in fulfilling Subrecipient’s obligations under this Contract. This Project Manager shall be subject to approval by the County and shall not be changed without the written consent of the County’s Project Manager, which consent shall not be unreasonably withheld. The Subrecipient’s Project Manager, in consultation and agreement with County, shall be assigned to this project for the duration of the Contract and shall diligently pursue all work and services to meet the project time lines. The County’s Project Manager shall have the right to require the removal and replacement of the Subrecipient’s Project Manager from providing services to the County under this Contract. The County’s Project Manager shall notify the Subrecipient in writing of such action. The Subrecipient shall accomplish the removal within five (5) business days after written notice by the County’s Project Manager. The County’s Project Manager shall review and approve the appointment of the replacement for the Subrecipient’s Project Manager. The County is not required to provide any additional information, reason or rationale in the event it The County is not required to provide any additional information, reason or rationale in the event it requires the removal of Subrecipient’s Project Manager from providing further services under the Contract.

  • Contractor’s Project Manager and Key Personnel Contractor shall appoint a Project Manager to direct the Contractor’s efforts in fulfilling Contractor’s obligations under this Contract. This Project Manager shall be subject to approval by the County and shall not be changed without the written consent of the County’s Project Manager, which consent shall not be unreasonably withheld. The Contractor’s Project Manager shall be assigned to this project for the duration of the Contract and shall diligently pursue all work and services to meet the project time lines. The County’s Project Manager shall have the right to require the removal and replacement of the Contractor’s Project Manager from providing services to the County under this Contract. The County’s Project manager shall notify the Contractor in writing of such action. The Contractor shall accomplish the removal within five (5) business days after written notice by the County’s Project Manager. The County’s Project Manager shall review and approve the appointment of the replacement for the Contractor’s Project Manager. The County is not required to provide any additional information, reason or rationale in the event it The County is not required to provide any additional information, reason or rationale in the event it requires the removal of Contractor’s Project Manager from providing further services under the Contract.

  • SUPERVISORY PERSONNEL All supervisors and foremen shall be excluded from the bargaining unit and will not perform any work which falls within the scope of this Agreement. When supervisors and foremen are appointed, a notice to that effect will be posted and maintained on a bulletin board.

  • Replacement of Key Personnel The Engineer must notify the State in writing as soon as possible, but no later than three business days after a project manager or other key personnel is removed from association with this contract, giving the reason for removal.

  • Contractor Staff Conduct 1. For reasons of safety and public policy, in any Contract resulting from this procurement, the use of illegal drugs and/or alcoholic beverages by the Contractor or its agents, employees, partners or Subcontractors shall not be permitted while performing any phase of the work herein specified.

  • Supplier Personnel The Customer and Supplier agree and acknowledge that in the event of the Supplier ceasing to provide the Services or part of them for any reason, Call Off Schedule 10 (Staff Transfer) shall apply. The Supplier shall not and shall procure that any relevant Sub-Contractor shall not take any step (expressly or implicitly and directly or indirectly by itself or through any other person) without the prior written consent of the Customer to dissuade or discourage any employees engaged in the provision of the Services from transferring their employment to the Customer and/or the Replacement Supplier and/or Replacement Sub-Contractor. During the Termination Assistance Period, the Supplier shall and shall procure that any relevant Sub-Contractor shall: give the Customer and/or the Replacement Supplier and/or Replacement Sub-Contractor reasonable access to the Supplier's personnel and/or their consultation representatives to present the case for transferring their employment to the Customer and/or the Replacement Supplier and/or to discuss or consult on any measures envisaged by the Customer, Replacement Supplier and/or Replacement Sub-Contractor in respect of persons expected to be Transferring Supplier Employees; co-operate with the Customer and the Replacement Supplier to ensure an effective consultation process and smooth transfer in respect of Transferring Supplier Employees in line with good employee relations and the effective continuity of the Services. The Supplier shall immediately notify the Customer or, at the direction of the Customer, the Replacement Supplier of any period of notice given by the Supplier or received from any person referred to in the Staffing Information, regardless of when such notice takes effect. The Supplier shall not for a period of twelve (12) months from the date of transfer re-employ or re-engage or entice any employees, suppliers or Sub-Contractors whose employment or engagement is transferred to the Customer and/or the Replacement Supplier except that this paragraph 10.5 shall not apply where an offer is made pursuant to an express right to make such offer under Call Off Schedule 10.1 (Staff Transfer) in respect of a Transferring Supplier Employee not identified in the Supplier's Final Supplier Personnel List.

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