Background/Context Clause Samples

Background/Context. Rainmaker Worldwide Inc. (“RAKR”) is a Nevada company which operates through two wholly owned subsidiaries; Rainmaker Worldwide Inc. (Ontario) (“ RWI”) which hosts the Company’s head office in P▇▇▇▇▇▇▇▇▇▇▇, ▇▇▇▇▇▇▇, ▇▇▇▇▇▇, and Rainmaker Holland B.Y. (“RHBV”) which functions as the Company’s innovation and manufacturing center in Rotterdam, Netherlands. The Company’s patented water technology provides economical drinking water wherever it’s needed and at scale. The company began in 2008 as Dutch Rainmaker BV (“DRM”) by inventor P▇▇▇ ▇▇▇▇▇▇▇▇▇▇ together with an affiliated company, Wind En Water Technologie Holding BV (“WWT”). DRM and WWT evolved through 2014, with units of the first-generation technology deployed in Kuwait and Northern Holland. Rainmaker Worldwide Inc. (Ontario) was formed in P▇▇▇▇▇▇▇▇▇▇▇, ▇▇▇▇▇▇▇, ▇▇▇▇▇▇ in 2014 to consolidate all assets, intellectual property, and the executive management expertise of DRM and WWT. The restructuring of DRM and WWT was completed with asset sale transactions by each company to RWI completed in December 2015 contemporaneously with a Round 1 financing of RWI. The first full year of operation of RWI was 2016. RHBV was established in late 2015 as a wholly owned subsidiary of RWI as part of the DRM-WWT-RWT restructuring (“RM BV”). RM BV fulfills R&D, assembly and manufacturing operations in the Netherlands for the group. The creation of DR BV also facilitated a loan from an affiliate of the Port of Rotterdam (“SOFIE”) the proceeds of which supplemented the working capital necessary to outfit the Rotterdam assembly facility with the necessary tools and equipment. In July 2017, the shareholders of RWI entered into a share exchange agreement with RAKR that resulted in RWI becoming a wholly owned subsidiary of RAKR trading on OTC pink sheet markets. To-date, over $15 million has been collectively invested in technology research, development and deployment within DRM, WWT and RWI.

Background/Context. Rail employees as key workers have played an important and vital role in keeping the UK moving by ensuring key workers, essential travel and freight services have been able to continue to operate throughout the coronavirus pandemic. In 2020/21 the Government has been funding the large gap created by the loss of passenger revenue which has declined by more than 80%. This has required the government support for the railways to increase significantly to circa £800m per month since the start of the pandemic. The financial commitment from the government is not unlimited and is not sustainable. Whilst passenger revenues have declined to critically low, unprecedented levels, the industry’s pre- Coronavirus operating costs (excluding capital investment) have remained broadly unchanged with staffing costs making up circa 30%. It is clear Coronavirus has had a damaging impact on the finances of the GB rail industry with little optimism of a return to former revenues in the short to medium term and some speculate even in the longer term. This has created a major gap in the industry’s finances currently estimated circa £2bn per annum. This gap has to be addressed urgently to make the industry financially sustainable in the future. Workforce reforms and cost savings need to be identified as part of a rail industry-wide review. It is planned that train service levels will be curtailed, reduced or flexed in the future to align service levels and capacity to predicted variable passenger demand with the flexibility to expand as passenger growth returns: The May 2021 base timetable has train service levels of around 85% of the current December 2020 base timetable. • Where duplication exists, train services may be removed or reduced e.g. services with similar calling patterns on lines of route that currently exist; • Future capacity enhancements to meet passenger growth will initially be provided by “strengthening” existing services before consideration of introducing increased service frequencies. Whilst these service changes are expected to have an impact on staffing levels, the actual financial savings will vary depending on whether future train service levels increase or decrease based on actual passenger demand. Recognising the high support levels being provided to the industry, the Government has advised it is unable to fund any of the outstanding pay reviews for 2020 and similarly for 2021 with the exception of funding an increase of £250 per annum for the lowest paid...

Background/Context. Unlimited works nationally and internationally with disabled artists, raising the bar and transforming the cultural sector worldwide in relation to access and equality. We want to challenge perceptions of disability within the cultural sector and in the vision and expectation of disabled artists.

Background/Context. The Cootes to Escarpment EcoPark System (CEPS) is a collaborative initiative among ten local government, academic and non-government organization partners (the Partners) to protect, enhance and connect more than 2,000 hectares of natural lands in the Hamilton-Burlington area. The Partners include the ▇▇▇▇▇ Trail Conservancy, the City of Burlington, Conservation Halton, the Regional Municipality of Halton, the City of ▇▇▇▇▇▇▇▇, the Hamilton Conservation Authority, the Hamilton Harbour Remedial Action Plan, the Hamilton Naturalists’ Club, McMaster University, and Royal Botanical Gardens. In 2010 the partners agreed on a vision and set of strategic directions to follow to establish the EcoPark System. Both the vision and the strategy are outlined in the Cootes to Escarpment Park System Conservation and Land Management Strategy, dated October 2009 (the Phase II Report). As part of the strategy it was determined that a governance structure would be needed to provide a framework for joint decision-making and accountability for implementing key actions. The governance structure for the CEPS is shown in Figure 2. As illustrated, the structure consists of a Governing Council, a Management Committee, and a Secretariat Office. Under this model the Governing Council provides oversight and strategic governance, the Management Committee provides tactical level management, and the Secretariat office will lead and coordinate EcoPark System activities.

Background/Context. The CTP, a key component of the San ▇▇▇▇▇ Bay Ports Clean Air Action Plan, has been successful in improving air quality at the Port by banning older polluting trucks and replacing them with cleaner trucks equipped with 2007 U.S. Environmental Protection Agency (EPA) compliant or newer engines (clean trucks). The CTP has reduced truck emissions by over 90 percent in the Port and surrounding communities since 2008. In order to accomplish this achievement, the Harbor Department established a Concession Program and developed a concession agreement that specifies conditions which must be met by LMCs to provide drayage services at Port terminals. The concession agreement establishes a contractual relationship between the Harbor Department and the Concessionaires (an LMC that obtains a Port Drayage Services Concession to provide drayage services at the Port), and is designed to facilitate achievement of the Harbor Department’s environmental, operational, safety and security objectives. Concessionaires are responsible for operating trucks that meet stringent emission standards, as well as for vehicle maintenance, insurance, security, and safety measures. The 2008 Concession Agreement was approved by the Board in June and October 2008, and became enforceable on October 1, 2008. At the inception of the CTP, approximately 500 trucking companies entered into Concession Agreements to provide drayage services at the Port and that number of companies has steadily increased to approximately 1,100 Concessionaires. Stakeholder Outreach - As stakeholders have been essential to the success of the CTP to date, in order to inform the various groups on plans for the New Concession Agreement as well as to provide the groups with an opportunity to ask questions and offer comments and concerns, Harbor Department staff held two CTP workshops at Banning’s Landing Community Center during April 2014. The first workshop, held April 23, 2014, was attended New Concession Agreement - The Harbor Department has used the additional year and stakeholder input to prepare the New Concession Agreement. The New Concession Agreement developed by staff has received input from the City Attorney as well as various stakeholders including, the LMCs and their drivers, regulatory agencies, community groups, the Port marine terminals, the Teamsters, and the Port of Long Beach. The New Concession Agreement is designed to continue achieving the environmental, operational, safety and security objectives estab...

Background/Context. In Djibouti, English is currently being taught as a foreign language from the first year of secondary school but is gradually being introduced from the first year of primary school as a new educational reform after a pilot with materials from Jolly Phonics. Djibouti has decided to prioritise English skills in the education system and the President has personally declared English as a priority for Djibouti, with the vision for every school leaver to be trilingual in French, Arabic and English. Currently, attainment levels among graduating students are poor, which reduces their employment prospects in the Djiboutian jobs market due to English being used by international investors and in military bases. The Ministry of Education and Professional Training working with CRIPEN, the agency in charge of developing curriculum, teacher training and CPD, materials, textbooks, educational TV and radio and guidance for Technical and Vocational Education and Training (TVET), has been working on a number of reforms and projects including: • Reforms which will bring the curriculum into alignment with assessment for the first time. • New textbooks for secondary education written by a local team of textbook writers who are now working on textbooks for the gradual introduction of English into primary education. They have also written several textbooks for refugee education. • Secondary curriculum reforms that encourage students to specialise and are expected to result in an increase in TVET enrolment. • TVET curriculum reforms incorporating English for Specific Purposes (ESP) to encourage an increase in English skills needed for employment in international companies. The reality on the ground remains that English teachers lack training, support and resources, especially in rural areas with very challenging conditions. Learners have poor attainment and motivation in speaking English. A scoping visit to Djibouti in May 2019 included a meeting with the Minister and Secretary General of the Ministry of Education and Professional Training (MENFOP), in which it was stated that the Ministry was interested in a consultancy on the role of the teaching and learning of English in Vocational Educational. A consultancy was commissioned by the English Connects programme with the following objectives: • To provide sound, evidence-based advice on a proposed reform to English language learning and teaching in Djibouti’s vocational schools. • To provide a comprehensive analysis of features of...

Background/Context. On March 16, 2021, the Harbor Department applied for a grant in the amount of $2,025,000 pursuant to the EPA’s Diesel Emission Reduction Act (DERA) grant solicitation for the Zero-Emissions Switcher Locomotive Demonstration Project. On January 14, 2022, the Board approved Subrecipient Agreement No. 22-9850 with UP to perform the Project, along with Grant Agreement No. 22-9849.

Background/Context. The Pacific Community’s (SPC) Suva Regional Office and properties are in the following locations: 1. Nabua Campus - ▇ ▇▇▇▇ ▇▇▇▇▇▇ ▇▇▇▇▇. 2. ▇▇▇▇ Road Campus - ▇▇▇ ▇▇▇▇ ▇▇▇▇, ▇▇▇▇▇. 3. Lotus Campus - Level 1 and 2, Lotus Building, Nabua. 4. Narere Campus -Beaumont Road, Narere. SPC is committed to ensuring safety and security of all its personnel, assets, property, and facilities at all times. As part of its security arrangement, for all SPC personal and properties, SPC invites proposals from reputable security companies to provide security services at all SPC office locations mentioned above. The preferred service provider (PSP) appointed will be responsible for the safety and security of all SPC premises and for the protection SPC personnel and property against vulnerability to potential safety and security threats.

Background/Context. The City of Sweet Home currently pays the electricity costs for ▇▇▇ ▇▇▇▇▇▇▇▇▇▇▇▇ within the City. These streetlights are owned and maintained by Pacific Power. Pacific Power only upgrades lights to more efficient LED fixtures when those lights reach the end of their life. In the meantime, the City is left with the bill for the additional electricity required by these older, less efficient streetlights. In March 2021, Ameresco gave a presentation to the City Council on their streetlight LED conversion services. If the City moves forward with an agreement, Ameresco would pay to upgrade the streetlights to LED, which would change the rates to Pacific Power to a lower rate, thus saving the City significant money on an annual basis. Ameresco would be paid out of a portion of the resulting savings for a period of time, after which the City would enjoy the full savings. At the March 2021 Council meeting, the consensus of the Council was to direct staff to bring a contract with Ameresco to the Council for approval at a future meeting. In November 2022, the City Council approved an agreement with Ameresco to conduct an energy savings audit of our streetlights and determine the scope of a EaaS agreement, and the savings that would result from an LED streetlight conversion project. That audit is now complete, and Ameresco has prepared the attached presentation and agreement, so that the Council can determine whether or not the City should move forward with the project.