The Future. Describe whether the project will continue, how future funding will help and any expected changes to the project design.
The Future. The Commission is considering the extension of the scope of the ETS in a variety of ways, including gases and installations/activities covered.75 It is also considering linking the ETS with third countries’ national or sub-national emissions trading schemes,76 and other fine-tuning of the scheme.77 More fundamentally, in its January 2008 proposals to revamp the ETS, the Commission has put forward the idea of implementing a single EU- wide cap after 2012 and harmonising criteria for granting allowances, with a major increase in auctioning allowances.78 This would mean that Member States would no longer have to produce NAPs, as allowances would effectively be granted according to objective criteria set at Community level. A further possibility which has been mooted by, inter alia, French president Xxxxxxx and Commission president Xxxxxxx, is the introduction of “carbon tariffs” on imports from countries which have not signed up to international climate change obligations (which could include, for instance, the United States and China), in order that EU firms are not placed at a disadvantage by the ETS’s emissions caps.79 72 See further, Bazelmans, “De koppeling van CDM en JI aan het Europese emissiehandelssyteem”, Nederlands tijdschrift voor Europees recht 6 (2004) 151. 73 See Decision 2006/780 on avoiding double counting of greenhouse gas emission reductions under the Community emissions trading scheme for project activities under the Kyoto Protocol OJ 2006 L 316/12, which requires Member States to ensure that no ERUs or CERs are issued for emission reductions from installations which participate in the ETS, and Langrock and Sterk, “The Developing Market for CERs: Current Status and Challenges Ahead” JEEPL 2(2005) 101. 74 See Decision 146/2007 of the EEA Joint Committee, not yet published in the OJ. 75 See Commission Communication, "Building a global carbon market - Report pursuant to Article 30 of Directive 2003/87/EC" COM (2006) 676, Commission Proposal for a Directive to extend and improve the functioning of the EU ETS, COM (2008) 30 (proposal to extend to ammonia and aluminium producers, and to nitrous oxide and perfluorocarbon gases), and Commission proposal for a Directive on the geological storage of carbon dioxide, COM (2008) 18. 76 The primary potential partners (i.e., who have trading schemes in place for at least part of the territory) are Canada, Japan, Australia, New Zealand and Switzerland, as well as the US state California. See Xxxx and Xxxx...
The Future. It is still too early to predict the future of the Ravana narrative in relation to its success in redefining the Sinhala nation. One could argue that the Ravana narrative will have to sort out issues on three fronts if it is to continue its forward march. The fall of the Rajapakse regime in the presidential elections in January 2015 can be seen at first glance as a serious setback. However, the ten year rule and the victory in war achieved by the Rajapakse family have left their influence on Sinhala nationalist ideology, to be marked decisively irrespective of whether they are in power or not. The authorities of Sinhala nationalist ideology dealt with both the Mahavamsa and the Ravana narratives carefully while sympathizing with the xxxxxx000. The Ravana narrative also has to engage with the academic front whose response towards it, in public media, is diverse. While the natural tendency is to consider the Ravana narrative as a greater myth compared to the myth of Vijaya266 there seems a sympathy among certain sections of academia towards the theory of considering the Sinhalese or Xxxxx as descendents of Yakka267. The gap between the academic sphere and the popular public sphere has let the surge of the Ravana narrative in the popular sphere remain relatively unaffected. The third front that the Hela discourse on Xxxxxx has to engage with is the Tamil community, who consider Xxxxxx to be a Tamil king. This meeting, as far as I’m aware, has not taken place yet268.
The Future. 8.1 The Theatre is working on a new Associate Artist scheme to increase the number of artists in the organisation to respond to the creative aspirations of people living in the city. We hope that this will lead to new theatre projects being developed with people of all ages in the city. The Theatre Royal has a reputation for being a very open and accessible organisation and an increase of artists will help in creating new opportunities. The Theatre has discussed this project with Arts Council England and will be applying to the Arts Council’s Grants for the Arts Scheme to support the project.
8.2 The Theatre has also put a first stage application into the Esmee Xxxxxxxxx Trust to support the continuation of the concept of the TakeOver initiative. This project will create further ways in which young people take an active and responsible role in directing and influencing the work of the theatre.
8.3 York Theatre Royal, York Museums Trust and Riding Lights Theatre Company have formed a partnership to manage the York Mystery Plays in Museum Gardens as part of York800 and the Cultural Olympiad. Work has begun on developing the artistic vision, community participation and fundraising for this major cultural event. The Mystery plays Partnership is grateful to the City of York Council for its support for this project.
The Future. In the Nigerian population lies a goldmine. Another 150,000 MT to be dedicated by NLNG and more volumes from the convalescing refineries will push the supply volumes up in the coming five years but the extant challenges will become more profound. These challenges can become opportunities for investment; gateways for investors into an undermined industry and a long-term plan to accommodate future growth in demand. It is a myriad of opportunities along the value chain of the LPG market. More volumes would mean the need for additional coastal storage. This bit is capital intensive nevertheless necessary. These storages, with dedicated terminals, will increase capacity for lifters to be able to bring LPG onshore and distribute to inland storages and filling plants. They become a fundamental part of a robust LPG circulation system. Dropping a notch down the value chain are inland storages (storage tanks) that will ensure consistent supply in the regions across the country. Further down the chain are filling plants. A consumption level up to 750,000 MT per annum will translate into 250 LPG plants and 74,970 retailing outlets. Initiatives are underway to introduce mobile filling plants (distribution vans) that can take LPG to end-user's doorsteps, make it more accessible. There is need for more of such initiatives. Another link in the chain is trucks. The trucks transport LPG from coastal storages and lor inland storages to filling plants. Setting up a truck company would be good business. Presently, the, market is being underserved with an estimate of 150 trucks. The market needs about 2,000 trucks. The next link in the chain is the cylinders, the vessels used to deliver LPG to homes from all the storages and filling plants. A shortage of cylinders translates into inaccessibility; and that and other safety issues arising from circulation of decrepit cylinders accounts for slow growth in the market. Investments are needed in the manufacturing of cylinders either by way of importation of steel plates for cylinder manufacturing in the country. This is an investment area requiring investors' attention. Cylinder refurbishing plants, cylinder accessories' manufacturing plants can be set up that will also stimulate industrial and commercial activities in the market. Finding a way out of the initial entry investment gridlock can open a vista of opportunities in manufacturing, distribution and warehousing. Masters Energy has established relationships with Standards Organ...
The Future. Government is offering local areas the opportunity to take control of their future economic development. Local enterprise partnerships (LEP’s) will be locally owned partnerships between businesses and local authorities to drive economic growth across an economic area. They will be a key vehicle in delivering Government objectives for economic growth, decentralisation and helping to rationalise the regional tier, while also providing a means for local authorities to work together with business in order to quicken the economic recovery. The financial pressures on the public sector will continue for the foreseeable future and as a result both Suffolk Coastal and Waveney need to continue to be innovative about how cost effective/high quality services are delivered in the future. A joint working partnership between Suffolk Coastal District Council and Waveney District Council has been developed which has seen the two authorities formally agree that both Councils are each other’s preferred partner for shared services while not excluding partnership working with any other organisation. While both Councils will be sharing resources to generate greater efficiency, Suffolk Coastal and Waveney remain separate political bodies and therefore will be independent from one another in law. A Joint Partnership Board has been established to consider shared service proposals between the two Councils and advise each Cabinet accordingly and a joint management team has now been established.
The Future. Goal Areas That students develop a strong sense of belonging to their learning environment and community. Improve grade transition rates and school completion rates, with enhanced academic performance in key meaningful high school subjects (English, math, science, social studies).
The Future. Com Shareholders shall deliver to Xxxxxxxxx stock certificates representing the shares of Future Com Common Stock that are being exchanged for Xxxxxxxxx Common Stock pursuant to Section 4 of this Agreement together with duly executed stock powers and assignments transferring those shares to Xxxxxxxxx.
The Future. Make Safety the Winner in the Battle Over New Vehicle Technology
The Future. The SLA will only continue to serve its purpose if it is regularly reviewed and updated. The intention is to measure and report on service delivery against the SLA and to enter into discussions with an internal ICT follow up users committee and with the management about how it can be improved. In some cases, it may be possible to deliver a service more efficiently by simply changing business processes, whereas in other cases, it might be necessary to create a policy, impose a new obligation on the users, or simply lower a KPI. Regardless of the solution, the overall aim remains the same: to better serve the ICT needs of RBINS. In the meantime, ICT does its best to set up measurement systems, to benchmark service levels, to implement reporting systems and to communicate about the SLA so that everybody at RBINS clearly understands the SLA and makes themselves accustomed with it. SLA version 1.0 – ICT&MM Service Page 5 Royal Belgian Institute of Natural Sciences
Section 1: Core ICT&MM services
