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Office Structure Sample Clauses

Office Structure. Organizational design of the CMRA will be guided by the following principles, which will be applied by the Board of Directors: (i) Every regulatory office should have staff, expertise and resources that are commensurate with the capital markets activity, and regulatory and enforcement demands of the Participating Jurisdiction, and offices would be maintained in Yukon, the Northwest Territories and Nunavut, to the extent they are Participating Jurisdictions, to address capital markets activity and regulatory and enforcement demands in their respective jurisdictions. (ii) Each regulatory office should continue to provide the range of services provided as of the date of this MOA with local decision making authority within common standards and the employment of current staff in that office will continue. (iii) Each regulatory office should be managed by a director, who should coordinate the delivery of regulatory functions to enable timely and effective responses to the needs of local market participants and investors. The director should ensure that the deputy chief regulator responsible for the province or region is aware of local interests in the development and application of policy. (iv) Management and staff in each regulatory office should be empowered to make day-to-day decisions on regulatory matters, guided by common interpretations and common standards. (v) Management and staff from all offices should communicate actively to exchange information about best practices and to consult, and bring specialized skills and knowledge to bear, on novel issues. (vi) Regional and market sector perspectives should be weighed and considered in major policy and operational decisions by including regionally-based staff in developing policy approaches and operating priorities and processes. (vii) The CMRA should xxxxxx an environment that helps recruit and retain in all offices talented and qualified staff who will embrace the vision for the organization and work to fulfil its mandate. (viii) The CMRA should promote a culture of innovation that values ideas and perspectives from all offices and from other sources (including investors, market participants and other stakeholders) that contribute to delivering better and more cost-effective regulation. This office structure is intended to leverage the expertise in capital markets regulation available across Canada to enhance efficiencies and reduce costs, while remaining responsive to local needs. The provincial regulato...
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Office Structure. The CMR would have an effective executive head office located in Toronto and a nationally integrated executive management team. The executive head office would house the chief regulator and a sufficient number of the executive management team and executive corporate staff of the regulatory division to permit the executive head office, as part of the integrated executive management team with the deputy chief regulators and executive management and executive corporate staff based in Vancouver and the regulatory offices in other major capital markets jurisdictions, to provide the necessary leadership, direction and coordination for the regulatory division of the CMR to deliver effective and responsive securities regulation and to position the CMR as a global regulatory leader exerting commensurate international influence. The CMR would have a regulatory office located in each province that is a Participating Jurisdiction. Notwithstanding section 3.7, the regulatory office in a provincial Participating Jurisdiction would be relocated only with the consent of the responsible Minister of that provincial Participating Jurisdiction. If every province joined the Cooperative System, the CMR would have a regulatory office in each of: • Vancouver; • Calgary; • Regina; • Winnipeg; • Toronto; • Montreal; • Saint Xxxx; • Halifax; • Charlottetown; and • St. John’s. Organization design and culture of the CMR would be guided by the following principles, which would be applied by the board of directors: • Every regulatory office should have staff, expertise and resources that are commensurate with the capital markets activity, and regulatory and enforcement demands of the Participating Jurisdiction. • Each regulatory office should continue to provide the range of services that it does today with local decision making authority within national standards and the employment of current staff in that office would continue. • Each regulatory office should be managed by a director, who should coordinate the delivery of regulatory functions to enable timely and effective responses to the needs of local market participants and investors. The director should ensure that the deputy chief regulator responsible for the province or region is aware of local interests in the development and application of national policy. • Management and staff in each regulatory office should be empowered to make day- to-day decisions on regulatory matters, guided by common interpretations and national sta...
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Office Structure. 1. HGOs shall keep its independent office well established, equipped with computer, internet, telephone facilities and technical staff located at accessible but non-residential location(s) and shall also display a sign board with registered company name, including Hajj Registration License number, Saudi Munazam number, telephone number and functional website address (as per record maintained at the Securities and Exchange Commission of Pakistan) at prominent place outside the office approved by MORA&IH. (MAJOR) 2. HGOs shall properly maintain and update website of the company on permanent basis having company profile, details of management, list of member HGOs, Hajj Package valid contact numbers for Hajj bookings. (MINOR) B HAJJ PACKAGE 1 The service provider will clearly mention the Matktab category (A, B, C, D) and all other facilities to be provided to Hujjaj against the total amount of their package for each haji. All these will be mentioned in the agreement signed with Xxxxxx individually and will be uploaded on HGO-MIS. (MAJOR)
Sample 1
Office Structure. Because of the independent nature of the Office of the Ombuds, and in congruence with IOA Standards of Practice, 2.
Sample 1

Related to Office Structure

  • Fee Structure In consideration of Consultant providing services, Municipality shall pay Consultant for Services performed in accordance with Exhibit A – List of Services and Fee Schedule.

  • Master Feeder Structure If permitted by the 1940 Act, the Board of Trustees, by vote of a majority of the Trustees, and without a Shareholder vote, may cause the Trust or any one or more Series to convert to a master feeder structure (a structure in which a feeder fund invests all of its assets in a master fund, rather than making investments in securities directly) and thereby cause existing Series of the Trust to either become feeders in a master fund, or to become master funds in which other funds are feeders.

  • Governance Structure The Academy shall be organized and administered under the direction of the Academy Board and pursuant to the governance structure as set forth in its Bylaws. The Academy’s Board of Directors shall meet at least six times per fiscal year, unless another schedule is mutually agreed upon by the University President or Designee and the Academy.

  • Management Structure Describe the overall management approach toward planning and implementing the contract. Include an organization chart for the management of the contract, if awarded.

  • Changes to Fee Structure In the event of Listing, the Company and the Advisor shall negotiate in good faith to establish a fee structure appropriate for a perpetual-life entity.

  • Corporate Structure The corporate structure, capital structure and other material debt instruments, material accounts and governing documents of the Borrowers and their Affiliates shall be acceptable to the Administrative Agent in its sole discretion.

  • Structure a) The committee will meet as necessary at times determined by the Association and TEBA. b) The Association and TEBA shall each bear the cost of their participation in this committee. c) The Association and TEBA will each appoint three (3) representatives to the committee. d) The committee will be chaired jointly.

  • Agreement Structure This Agreement includes Part 1 - General Terms, Part 2 - Country-unique Terms (if any), the LI, and the XxX and is the complete agreement between Licensee and Lenovo regarding the use of the Program. It replaces any prior oral or written communications between Licensee and Lenovo concerning Licensee’s use of the Program. The terms of Part 2 may replace or modify those of Part 1. To the extent of any conflict, the LI prevails over both Parts.

  • Group Structure 17.1 The Company does not have any Subsidiary nor has it at any time a member of or the beneficial owner of any shares, securities or other interest in any company or other person.

  • Organizational Structure The ISO will be governed by a ten (10) person unaffiliated Board of Directors, as per Article 5 herein. The day-to-day operation of the ISO will be managed by a President, who will serve as an ex-officio member of the ISO Board, in accordance with Article 5 herein. There shall be a Management Committee as per Article 7 herein, which shall report to the ISO Board, and shall be comprised of all Parties to the Agreement. There shall be at least two additional standing committees, the Operating Committee, as provided for in Article 8, and the Business Issues Committee, as provided for in Article 9, both of which shall report to the Management Committee. A Dispute Resolution Process will be established and administered by the ISO Board in accordance with Article 10.

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