Logistical elements Sample Clauses

Logistical elements. ECOEMBES collaborates with municipal authorities in selective collection, transport and handling, and in the subsequent upgrading, recycling and recovery of packaging waste, conveniently separated by materials, and finances the extra cost resulting for said separation. The extra cost is the difference between the ordinary collection, transportation and treatment system of waste and solid waste, and the current system necessary to comply with the law, for which is necessary to update the existing infrastructure and to acquire new vehicles. The packaging included in the ECOEMBES integrated waste management system must be identified by means of an accreditation symbol called “green point”. This symbol belongs to ECOEMBES and guarantees that companies whose packaging carry this logo, fulfill with their obligations established in the Law through this collective take-back system. ECOEMBES manages the correct collection and recovery of packaging waste made of metals, rigid and film plastics, brik and paper/cardboard. Figure 3. ECOEMBES integrated management system
Sample 1
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Logistical elements. The categories of electrical and electronic equipment covered by ECOTIC are: - Category 1 - Large Household Appliances - Category 2 - Small Household Appliances - Category 3 - IT and telecommunications equipment - Category 4 - Consumer equipment - Category 5 - Lighting equipment - Category 6 - Electrical & Electronic Tools - Category 7 – Toys, leisure and sports equipment - Category 9 - M&C Instrument - Category 10 - Automatic Dispensers ECOTIC is currently composed of six Activity Sectors: 1. Consumer Electronics (cat. 3 and 4). 2. Air Conditioning (cat. 1). 3. Professional Electronics and Electromedicine (cat. 3, 8, 9 and 10). 4. Toys (cat. 7). 5. Lighting equipment (cat. 5). 6. Other activity sectors (cat. 1, 2, and 6). Each Activity Sector functions independently, has a similar structure with its own Board, and works with its own budget approved by the Board. Each Sector administers and controls its costs and expenses, which must be approved by the Foundation's Board. Each Activity Sector's budget comes from corporate members, the results of market participation and from the manufacturer's responsibility. All the Activity Sectors provide the Foundation with its budget. Each Activity Sector, in general, carries out the following activities: - Organization: organize the sector's activity through the internal organization regulation. - Recycling: localize and contract recycling capacity in Spain or abroad (if necessary), according to price and service competitiveness; negotiate services. - Logistics: according to recyclers and communities, depending on whether they offer this service; negotiate the service; subcontract.
Sample 1
Logistical elements. To realize a variable charging for the residual waste, two models are used in Germany: - Bar Code System and - Token system (“Wertmarkensystem”) Citizens can choose between different sizes of wheelie bins (50 l - 240 l, sizes vary from county to county) and between two different disposal frequencies (twice a month or once a month). Standard Volume In order to determine the correct wheelie bin size for a household, there is usually set a need of 15 litres residual waste per person and week (standard volume). Minimum Volume If the waste will be separated exactly, citizens get along even with a minimum volume of 7,5 litres per person and week. We have seen that at least this minimum volume fee has to be paid by everyone. The structure of charges is shown below. Other household wastes, like the DSD-waste (“Gelber Sack”), organic waste (“Xxxxxx Tonne”) and waste paper are not directly included in the above mentioned system, but the cost decreasing effects of those waste streams are taken into account in the overall-calculation of waste charges. Size of the bin Emptying intervals Fee 60 Litre once a monthtwice a month 71,40 Euro147,60 Euro 120 Litre once a monthtwice a month 133,20 Euro277,20 Euro 240 Litre once a monthtwice a month 262,80 Euro538,80 Euro 1. 100 Litre-bin once a monthtwice a month 1.212,00 Euro2.472,00 Euro Size of the bin Emptying interval Fee 120 Litre twice a month 28,80 Euro 240 Litre twice a month 57,60 Euro 240-Liter-waste paper bins are placed at the disposal of all private households free of charge (in addition to their ordered wheelie bins of residual waste). The waste paper bin is emptied monthly. One-person-households can reduce the costs using a wheelie bin with neighbours together. The neighbours only have to agree on who is paying the fee; only this person receives then the fee- invoice. For the local competent authorities the shift to a pay-per-volume system has a - partially considerable - cost saving factor as a consequence. For example after changing to the pay-per- volume system the county Gießen has saved costs at a value of 1,3 millions Euro per year. The investment costs, which require a district or county far conversion of the waste charge system, can be gained by saving with the quantities of waste.3
Sample 1
Logistical elements. Household waste is in most cases collected on a weekly basis by the public waste collection schemes which in towns are mostly operated by the municipalities, whereas in rural areas private transportation companies are mandated by the municipalities for this service. The waste has to be put into specific 10, 35 or 110 Litre bags or in containers. The disposed waste is either paid by volume or weight. In the case of bags these have to be bought for about USD 1.5-2 per 35 Litre bag or are charged in the case of containers on a monthly basis. Metals, glass and PET are collected free of cost at municipal waste collection sites as it is the case in other European countries. Most municipalities offer for paper, cardboard and textiles a monthly or by-monthly door-to-door collection. Biodegradable waste collection is offered by some town municipalities. The share of separately collected biodegradable waste is increasing. Not all towns provide this service due to the additional costs of a separate collection and other potential disturbances at the collection points. Industrial wastes are collected and treated by the respective industries or in some cases by industry associations. A separate collection of specific plastic types from industries is in some
Sample 1

Related to Logistical elements

  • Configuration Management The Contractor shall maintain a configuration management program, which shall provide for the administrative and functional systems necessary for configuration identification, control, status accounting and reporting, to ensure configuration identity with the UCEU and associated cables produced by the Contractor. The Contractor shall maintain a Contractor approved Configuration Management Plan that complies with ANSI/EIA-649 2011. Notwithstanding ANSI/EIA-649 2011, the Contractor’s configuration management program shall comply with the VLS Configuration Management Plans, TL130-AD-PLN-010-VLS, and shall comply with the following:

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity 1.1.02 Identify at least one individual to act as the program contact in the following areas: 1. Immunization Program Manager;

  • Project Management Plan 3.2.1 Developer is responsible for all quality assurance and quality control activities necessary to manage the Work, including the Utility Adjustment Work. Developer shall undertake all aspects of quality assurance and quality control for the Project and Work in accordance with the approved Project Management Plan, Good Industry Practice and applicable Law. 3.2.2 Developer shall develop the Project Management Plan and its component parts, plans and other documentation in accordance with the requirements set forth in Section 1.5.2.5

  • Project Management Project Management Institute (PMI) certified project manager executing any or all of the following: • Development of Project Charter • Development of project plan and schedule • Coordination and scheduling of project activities across customer and functional areas • Consultation on operational and infrastructure requirements, standards and configurations • Facilitate project status meetings • Timely project status reporting • Address project issues with functional areas and management • Escalation of significant issues to customers and executive management • Manage project scope and deliverable requirements • Document changes to project scope and schedule • Facilitate and document project closeout

  • Infrastructure Infrastructure serves as the foundation and building blocks of an integrated IT solution. It is the hardware which supports Application Services (C.3.2) and IT Management Services (C.3.3); the software and services which enable that hardware to function; and the hardware, software, and services which allow for secure communication and interoperability between all business and application service components. Infrastructure services facilitate the development and maintenance of critical IT infrastructures required to support Federal government business operations. This section includes the technical framework components that make up integrated IT solutions. One or any combination of these components may be used to deliver IT solutions intended to perform a wide array of functions which allow agencies to deliver services to their customers (or users), whether internal or external, in an efficient and effective manner. Infrastructure includes hardware, software, licensing, technical support, and warranty services from third party sources, as well as technological refreshment and enhancements for that hardware and software. This section is aligned with the FEA/DoDEA Technical Reference Model (TRM) which describes these components using a vocabulary that is common throughout the entire Federal government. A detailed review of the TRM is provided in Section J, Attachment 5. Infrastructure includes complete life cycle support for all hardware, software, and services represented above, including planning, analysis, research and development, design, development, integration and testing, implementation, operations and maintenance, information assurance, and final disposition of these components. The services also include administration and help desk functions necessary to support the IT infrastructure (e.g., desktop support, network administration). Infrastructure components of an integrated IT solution can be categorized as follows:

  • Educational Services Any service or supply for education, training or retraining services or testing including: special education, remedial education; cognitive remediation; wilderness/outdoor treatment, therapy or adventure programs (whether or not the program is part of a Residential Treatment facility or otherwise licensed institution); job training or job hardening programs; educational services and schooling or any such related or similar program including therapeutic programs within a school setting.

  • Contract Database Metadata Elements Title: Great Neck Union Free School District and Great Neck Paraprofessionals Association (2011) Employer Name: Great Neck Union Free School District Union: Great Neck Paraprofessionals Association Local: Effective Date: 07/01/2011 Expiration Date: 06/30/2015 PERB ID Number: 5132 Unit Size: Number of Pages: 28 For additional research information and assistance, please visit the Research page of the Catherwood website - xxxx://xxx.xxx.xxxxxxx.xxx/library/research/ For additional information on the ILR School - xxxx://xxx.xxx.xxxxxxx.xxx/ ARTICLE# TITLE PAGE# Preamble 2 Article 1 Association Rights 2 Article 2 Board-Administration-Association Relationship and Procedures 4 Article 3 Exchange of Proposals 6 Article 4 Professionals Duties and Responsibilities of Paraprofessionals 7 Article 5 Work Assignments 8 Article 6 Annual Appointment 10 Article 7 Selection and Promotion 10 Article 8 Evaluations and Standards 11 Article 9 Procedures for Termination of Employment 11 Article 10 Conferences 12 Article 11 Human Resource File 12 Article 12 Professional Growth 13 Article 13 Sick Leave 14 Article 14 Personal Leave 16 Article 15 Other Leaves 17 Article 16 Grievance Procedures 18 Article 17 Legal Assistance 19 Article 18 Conformity to Law 19 Article 19 Health Insurance 20 Article 20 Retirement Plan 20 Article 21 Salary Schedule 21 Article 22 Seniority Policy 23 Article 23 Compensation for Financial Loss 24 Article 24 Duration of Agreement 25 Appendix A Determination of Negotiating Unit 25 Appendix B Payroll Deduction Authorization 26 Appendix C Bus Aides 26 Appendix D Salary Schedules 27

  • PERFORMANCE MANAGEMENT SYSTEM 6.1 The Performance Plan (Annexure A) to this Agreement sets out – 6.1.1 The standards and procedures for evaluating the Employee’s performance; and 6.1.2 The intervals for the evaluation of the Employee’s performance. 6.2 Despite the establishment of agreed intervals for evaluation, the Employer may in addition review the Employee’s performance at any stage while the contract of employment remains in force; 6.3 Personal growth and development needs identified during any performance review discussion must be documented in a Personal Development Plan as well as the actions agreed to and implementation must take place within set time frames; 6.4 The Employee’s performance will be measured in terms of contributions to the goals and strategies set out in the Employer’s Integrated Development Plan (IDP) as described in 6.6 – 6.12 below; 6.5 The Employee will submit quarterly performance reports (SDBIP) and a comprehensive annual performance report at least one week prior to the performance assessment meetings to the Evaluation Panel Chairperson for distribution to the panel members for preparation purposes; 6.6 Assessment of the achievement of results as outlined in the performance plan: 6.6.1 Each KPI or group of KPIs shall be assessed according to the extent to which the specified standards or performance targets have been met and with due regard to ad-hoc tasks that had to be performed under the KPI, and the score of the employer will be given to and explained to the Employee during the assessment interview. 6.6.2 A rating on the five-point scale shall be provided for each KPI or group of KPIs which will then be multiplied by the weighting to calculate the final score; 6.6.3 The Employee will submit his self-evaluation to the Employer prior to the formal assessment; 6.6.4 In the instance where the employee could not perform due to reasons outside the control of the employer and employee, the KPI will not be considered during the evaluation. The employee should provide sufficient evidence in such instances; and 6.6.5 An overall score will be calculated based on the total of the individual scores calculated above.

  • Classroom Management The certificated classroom teacher demonstrates in his/her performance a competent level of knowledge and skill in organizing the physical and human elements in the educational setting.

  • Traffic Management 9.2.1 During the Operating Period, Developer shall be responsible for the general management of traffic on the Project. Developer shall manage traffic so as to preserve and protect safety of traffic on the Project and Related Transportation Facilities and, to the maximum extent practicable, to avoid disruption, interruption or other adverse effects on traffic flow, throughput or level of service on the Project and Related Transportation Facilities. Developer shall conduct traffic management in accordance with all applicable Technical Provisions, Technical Documents, Laws and Governmental Approvals, and in accordance with the Traffic Management Plan. 9.2.2 Developer shall prepare and submit to TxDOT and the Independent Engineer for TxDOT approval a Traffic Management Plan for managing traffic on the Project and Related Transportation Facilities after the commencement of traffic operations on any portion of the Project, addressing (a) orderly and safe movement and diversion of traffic on Related Transportation Facilities during Project construction, (b) orderly and safe movement of traffic on the Project and (c) orderly and safe diversion of traffic on the Project and Related Transportation Facilities necessary in connection with field maintenance and repair work or Renewal Work or in response to Incidents, Emergencies and lane closures. Developer shall prepare the Traffic Management Plan according to the schedule set forth in the Technical Provisions. The Traffic Management Plan shall comply with the Technical Provisions and Technical Documents concerning traffic management and traffic operations. Developer shall carry out all traffic management during the Term in accordance with the approved Traffic Management Plan. 9.2.3 Developer shall implement the Traffic Management Plan to promote safe and efficient operation of the Project and Related Transportation Facilities at all times during the course of any construction or operation of the Project and during the Utility Adjustment Work. 9.2.4 TxDOT shall have at all times, without obligation or liability to Developer, the right 9.2.4.1 Issue Directive Letters to Developer regarding traffic management 9.2.4.2 Provide on the Project, via message signs or other means consistent with Good Industry Practice, non-Discriminatory traveler and driver information, and other public information (e.g. amber alerts), provided that the means to disseminate such information does not materially interfere with the functioning of the ETCS.

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