Working Method. A perimeter dyke shall be constructed around the perimeter of the clay disposal site utilizing the dredged materials or materials locally available in the vicinity. The Contractor shall divide the areas to be filled into compartments of adequate dimensions by the construction of temporary containment bunds of suitable material. These perimeter xxxxx shall be constructed before reclamation work in that area commences. The Contractor shall establish, to the satisfaction of the Engineer that the proposed perimeter xxxxx are sufficiently stable, durable, and erosion resistant and water tight for a period of not less than 1 year after completion of maintenance period of dredging. Geotextile filter material of approved type & grade shall be employed as filter material in making such perimeter xxxxx to sufficiently cover those sides of the dyke that are likely to be affected by erosion / slippage and flow of dredged materials to the river or other land underutilization, during dredging or rains. Dredged material placed by hydraulic means shall be placed in layer thickness appropriate to achieving the maximum amount of de-watering of the fill before subsequent layers are placed on top. Fill heights should not exceed 1.0 m in any one lift. Excess water above the clay layer should be removed in order to promote natural de-watering.
Working Method a. Parties commit themselves to the working arrangements as specified in the Agreement;
b. Parties will create a working group with civil servants from BZK and PES for the general coordination and implementation of the Agreement;
c. When several Dutch government ministries are involved in aspects of this Agreement, the Directorate-General for Kingdom Relations is tasked with the coordinating role;
d. Solution-oriented collaboration is always key where the PES wants to achieve results together with the Central Government. This principle is emphasised, and this practical cooperation between key figures from both the PES and the Central Government is the ‘backbone’ of this agreement;
e. The Executive Council of the PES drafts, in consultation with the Island Council, annual execution agenda’s for the implementation of the Agreement. In addition to its adoption in the CN steering group, the executive agenda requires the approval of the State Secretary for the Interior and Kingdom Relations and the Executive Council of the PES;
f. The executive agenda that will be drafted each year is an integral part of this Agreement. The aforementioned agenda exists alongside the Public Entity Saba Organizational Development Plan 2023 – 2030 (Appendix I);
g. The Island Secretary of Saba and the Director of Caribbean Netherlands (BZK/DGKR) will periodically discuss the progress and bottlenecks of the Agreement as set forth in this document. The PES will draft a report detailing the progress of the agreement every 6 months;
h. The Caribbean Netherlands director (BZK/DGKR) shares said report with the CN Steering Group for discussion;
i. The Executive Council will discuss the report with the Island Council within six (6) weeks after sending the report to the Caribbean Netherlands director (BZK/DGKR);
j. Twice per year, the report on the implementation of the Agreement will be discussed in a meeting between the State Secretary of the Interior and Kingdom Relations and the Executive Council of Saba;
k. Regarding the implementation of this Agreement and its continuity, there is - in line with the current working method - frequent and operational contact between the PES and BZK/DGKR of the Ministry of the Interior and Kingdom Relations.
Working Method. The Board of Directors meets whenever one of the members requests it. The call for a meeting is issued validly by letter, fax or e-mail and must mention the items on the agenda of the meeting of the Board of Directors. Concerning items that are not mentioned on the agenda, the Board of Directors may deliberate and pass legally valid resolutions only if all members are present at the meeting and approve them. Meetings of the Board of Directors are held validly at the corporate office of the Company or at any other location in Belgium as mentioned in the call for the meeting. Meetings may take place also by way of an audio- or videoconference. The members are obligated to attend the meetings of the Board of Directors. Minutes must be drawn up of the meetings containing as a minimum the following aspects: • day, hour and place of the meeting; • items on the agenda; • brief content of the deliberations; • decision; • signature by the members of the Board of Directors. The minutes of the meeting of the Board of Directors are approved at the next meeting. The decisions of the Board of Directors are taken by simple majority of the cast votes. In case of a tied vote, the vote of the Chairman determines the outcome, except in cases when the Company has only two directors.
Working Method. Dredged material placed by hydraulic means shall be placed in layer thickness appropriate to achieving the maximum amount of de-watering of the fill before subsequent layers are placed on top. Fill heights should not exceed 1.0 m in any one lift. Excess water above the clay layer should be removed in order to promote natural de-watering.
Working Method. The Uk&Puk method is based on themes. There are ten themes in total that are associated with the children’s immediate subjective experience. They take place in the here and now. Every theme takes about four to six weeks to complete and comes with a story to be read out. The themes are ‘Welcome, Puk!’, ‘What are you wearing today?’, ‘Enjoy your meal!’, ‘This is me!’, ‘Giants and gnomes’, ‘Rain’, ‘Atchoo!’, ‘Hugs’, ‘It's so hot!’ and ‘My family and I’. Other themes may be discussed as well; themes closer to the child and themes that they can recognise. Every theme is followed by a ‘non-theme’ week. The children can let go of the old theme, while the educational members of staff are preparing for the next theme. The themes bring the outside world into the branch, enabling children to gain experiences and learn new things. The educational member of staff changes the various areas in accordance with the theme. This way, the areas are turned into recognisable and challenging places for the children. The cabinet with development materials will always be home to jigsaw puzzles but the range of these puzzles partly depends on the theme of the day. In the case of the ‘Giants and gnomes’ theme, for instance, the home area can be supplemented with items for the children to dress up as gnomes or items which they can sort out according to size and weight using scales and sorting trays. The ‘pretend’ aspect creates additional opportunities. Materials can be added or temporarily removed in other areas as well. It is also possible to create a themed area to display materials associated with the theme. Examples include books and associated materials the children can play with. The daily routine structure is documented in the daily planning. Every day has recurring activities. It gives children a sense of safety and security. Based on the daily routine schedules, we visualise the daily structure for the children. Young children cannot tell the time yet and have little notion of the concept of time. Children can feel quite unsafe if they do not know what to expect. The daily routine schedules help not just to look forward, but also to look back. For instance, children can use the schedules to tell their parents what they did that day. Parental involvement is important because most of a young child’s development happens at home. Every theme comes with a letter for the parents, explaining the central theme of that moment. It also contains tips for exciting subject-based activit...
Working Method. Experts from member countries serve as delegates at Task 1 meetings held every six months in conjunction with the IA-HEV Executive Committee meetings. Country delegates also write country-specific information for IA-HEV publications, such as the country chapters in this annual report. Many country delegates also serve dual roles as the official Operating Agent for a specific Task. In this role, they may also represent IA-HEV to a public audience by presenting Task results at international conferences, such as the EVS (Electric Vehicle Symposium) meetings. The Task 1 Operating Agent (OA) is responsible for coordinating and leading the semi-annual experts’ meetings, compiling the minutes of these meetings, maintaining the IA-HEV website (Figure 1), and editing and supervising the production of the newsletter and the Executive Committee (ExCo) annual report. The OA also acts as liaison to the other Task OAs, the ExCo Chair (together with the Secretary-General), and the IEA Desk Officer. Since the end of 2014, the responsibility for Task 1 has been transferred to Xxxxxx Xxxxx of VDI/VDE Innovation + Technik GmbH (Germany) as the new OA. A significant component of the information exchange for the Task occurs at the experts’ meetings, where participants brief the attendees on relevant reports, facts, and statistics pertaining to hybrid electric vehicles (HEVs), plug-in hybrid electric vehicles (PHEVs), and electric vehicles (EVs) in their home countries. These presentations generally cover current developments on the market situations for EVs and HEVs (national sales and fleet penetration, by vehicle type); the progress of international, national, or local programs and incentives in the field; and new initiatives in vehicle and component development arising from both the private sector and public-private partnerships. Any member country of the IA-HEV can automatically participate in Task 1. There is no cost for Task membership. Each country designates an agency or non- governmental organization as its Task 1 expert delegate. Frequently, guest experts are invited to participate in Task 1 meetings to present their activities and to
Working Method. The Task was established in 2000-2001 under the format and budget structure that was standard at the time. After several years, the ExCo determined that it would be appropriate to restructure the way the Task was managed. The current Operating Agent (OA) took over responsibility for the Task at the ExCo meeting held in November 2004; his effort was supported by the United States (U.S.) Department of Energy. After this transition, any IA-HEV member could participate at no additional cost. The OA retired from employment with the U. S. government in 2015; his current address is at the end of this chapter. The Task addressed selected topics through the use of focused working groups. Each working group met once or twice to discuss a specific topic. Products from 2016 IA-HEV ANNUAL REPORT the working groups varied depending upon the nature of the discussions and included documents distributed to the participants and summaries published in the Annual Reports. Each working group had unique members; attendees were individuals interested in the specific topic. A country or organization could participate in one working group without making a multiyear commitment to attend every Task meeting. Discussions were on a “no public attribution” basis to encourage candid discussions.
Working Method. Task 17 activities predominantly consisted of preparing a technology assessment report on trends and providing opportunities for member countries to exchange information. Thus, working methods included: • Questionnaires, personal interviews and several workshops • Foresight analyses of future options and opportunities • Simulation of different component configurations • International networking • Information exchange and close coordination with other running Tasks • Dissemination of results of participating countries in giving support to their policy and industrial decision makers and leading R&D representatives in their responsibility for setting of research priorities. The most common form was represented by workshops. They enabled the dissemination of information about relevant activities in an international context:
1. Nine workshops took place, covering the following topics: • 2010: Vienna – “Kick Off Meeting and First Steps for System Optimization and Vehicle Integration of EVs” • 2011: Geneva – “Current status of R&D for EV Components with focus on Energy Efficiency Improvements” • 2011: Chicago – “Battery Management Systems”
Working Method. The most important networking activity in this LCA platform was the organization of the five workshops in different member countries. – the aim was to involve the different stakeholders in the EV value chain. The organization of workshops with participation from industry, research organizations, and technology policy experts provides an international basis for the exchange of information on relevant activities. These 5 workshops were:
1. The 1st workshop was held on 7 December 2012 in Braunschweig, Germany, and was entitled “LCA Methodology and Case Studies of Electric Vehicles.” The workshop was held to coincide with the second stakeholder workshop of the European Project “eLCAr” (see xxx.xxxxx-xxxxxxx.xx).
2. The 2nd workshop on “LCA of Vehicle and Battery Production” took place in Chicago, Illinois, United States, on 26 April 2013.
3. The 3rd Task 19 expert workshop on “Recovery of Xxxxxxxx Xxxxxx from Vehicles with an Electric Drivetrain” was held in Davos, Switzerland on 9-10 October 2013. The workshop was co-located with the World Resources Forum 2013 (WRF 2013).
4. The 4th workshop “LCA Aspects of Electricity Production, Distribution and Charging Infrastructure for Electric Vehicles” took place in Barcelona, Spain on 15-16 October 2014.
5. The 5th workshop “LCA of Electric Vehicles – Current Status and Future Perspectives” took place in Vienna, Austria on 11 November 2015 and was co-located with the A3PS Conference “Eco-Mobility 2025plus” (xxx.x0xx.xx).
Working Method. Task 20 based its exchange of information and interactions on regular face-to-face meetings with the presence of key experts from the main QC stakeholders worldwide. After the kick off meeting in conjunction with the EVS26 held in L.A. (US), the Task organized 3 thematic meetings in Japan, Spain, and France. Task 20 held its second technical exchange workshop across three cities in Japan on 3-5 June 2013. The goal was to discuss the progress in the development and deployment of DC quick charging technology in Japan, Europe, and the United States (U.S.). Japan’s Ministry of Economy, Trade and Industry (METI) helped to organize the meeting. The Japanese government has supported the installation of more than 1,700 QC stations throughout the country. A total of 39 experts from the U.S., Germany, China, Spain, and Japan participated in the June meetings, representing automotive original equipment manufacturers (OEMs), charging equipment providers, research centres, utilities, and government. Later in 2013, and again in conjunction with the EVS27, a specific workshop with special focus on interoperability as a trigger for a larger deployment of QC was organized in Barcelona (Spain). More than 30 participants from 6 countries were present representing different entities with key roles in the whole interoperability chain from public and private sides. The last meeting of the Task was organised together with Task 10 on Electrochemistry in the framework of the International Batteries 2014 congress in Nice on 22-23 September 2014. The workshop focused on the effects of the quick charging on batteries in PEV. The meeting was attended by a number of internationally acclaimed research groups, public authorities, vehicles manufacturers and battery manufacturers. 70 xxx.xxxxxx.xxx CHAPTER 8 – QUICK CHARGING TECHNOLOGY (TASK 20) On the other hand, IA-HEV Task 20, Quick Charging (QC) Technology, posted an online questionnaire to solicit input from the PEV community on the status and future applications of QC technology. The survey covered potential business models for DC QC as well as several issues along its value chain, including charger infrastructure, OEMs and interoperability, the impact of DC QC on the electricity grid, and the anticipated timeframe for developments in technology and regulatory frameworks. The motivation for the survey was to identify issues that need to be addressed in order to facilitate a more widespread deployment of DC QC technology. Over 50 orga...
