Internal Services. If you believe that you have an employment relationship problem you should first discuss the problem with your manager. It is important that you discuss the problem with your manager at the earliest opportunity. However, if you do not wish to discuss the problem with your manager or after discussions the problem has not been resolved, you should seek assistance from one or more of the external services set out below.
Internal Services. 6.1 The Internal Services are Services which will specifically be provided to KTSA and will be provided by suitably qualified, skilled and experienced employees and consultants nominated by Lifezone and approved in writing by KTSA acting reasonably (each a Lifezone Appointee). The Lifezone Appointees will be:
Internal Services. 4.1. The Developer will construct and install at its expense all required internal services to the standards, specifications and requirements of the Municipality and all applicable government agencies. The internal services to be constructed are shown on the Approved Plans. Without limiting the generality of the foregoing, the internal services to be constructed include the following and are subject to the following provisions:
Internal Services. 5.1 The Developer shall construct all Internal Services (services and installations on Developer’s lands), as identified on the Approved Plans attached as Schedule "B" to the Standards, Specifications and Requirements of the Municipality and all applicable law. Such services include, but are not limited to, the following:
Internal Services. Cooperation takes place in each sphere of activity of the Internal Services – more specifically, drivers, reception, floor ushers (sorting and distribution of mail), meeting ushers, maintenance of the audio- visual infrastructure and operational management of meeting rooms (Agora Application). The technical arrangements for cooperation are based on five principles: the Committee of origin has priority, each service commits itself to maximum cooperation, resources made available by one Committee to the other are compensated for, the need for an operational interface between the two Committees and arbitration mechanism in case of conflicts of priorities. The EESC leases three cars while the CoR leases four; each Committee has four drivers. Cooperation concerns common errands (post, blood bags, various deliveries for Joint Services, etc.). The availability of modern tools for management of drivers and cars would allow more effective reporting on the use of these resources. Separate procedures have been put in place for processing incoming registered mail, and each Committee manages its own reception independently. Both units are committed to ensuring that the reception desks are manned constantly during lunchtime; this will require the availability of adequate staff from both Committees so to avoid the gap experienced in 2010. Sorting of mail per Committee has not been implemented yet and floor ushers continue to deliver mail per floor so as to achieve the best synergies between the two teams. A project for reorganising distribution of mail on shared areas started in 2010. This could lead to better efficiency and effectiveness in the daily distribution of mail. Concerning the meeting services, efficient cooperation is based on the use of common IT tools (Agora and Business Objects); procedures for exchange of meeting rooms could be further streamlined via Agora. In the area of maintenance of the audio-visual infrastructure, cooperation between the two Committees is fairly efficient. Management of the OPS-room requires a very high degree of collaboration between the two teams as well as constant refinement of written procedures. Recent figures show a gap in the availability of multimedia technicians made available by the CoR. Conclusions and recommendations: After two years, the result of cooperation between the internal services is fairly satisfactory. In order to guarantee an effective evolution of the cooperation, the internal services have to be further mo...
Internal Services. The City provides Parks with administrative services via the Central Service, Insurance Service, Equipment funds and Facilities Division. These services include Administration and oversight, Legal, Human Resources, Risk Management, Budgeting, Purchasing, Accounting & Financial Reporting, Computer and Telephone Technology, Facilities Maintenance and other services as needed. The listed services are annually calculated and allocated based upon estimated benefit received to all departments of the City and Parks is charged their prorated share.
Internal Services. The Manager shall provide such internal audit, compliance and control services as may be required for the Company to comply with Applicable Law (including the Code and the Securities Act and Exchange Act), regulation (including IRS and SEC regulations) and the rules and requirements of the NYSE and as otherwise reasonably requested by the Company or its Board of Trustees from time to time.
Internal Services. The headquarters for the department is 0000 Xxxxx Xxxxxxx Avenue, Los Angeles. When Management deems that there is a need to move an employee from their current reporting assignment in an ISD District Office on a permanent basis, it shall be deemed a transfer. Transfers or movements not considered permanent will be known as temporary reassignments. The employee will perform duties within the geographical area of the current reporting assignment in an ISD District Office. The current ISD District Offices are: 000 X. Xxxxxx St., Los Angeles 00000 Xxx Xxx, Xxx Xxxxxxxx 00000 Playa Court, Xxxxxx City 0000 X. Xxxxxxxx Xxx., Xxxxxx Attached are maps that define the geographical area of each ISD District Office. (ISD map amended 3/13/96)
