Undergraduate Prospectus
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Obituary Peter Payne 2017
Professor Peter Payne It is with great sadness that Council reports the death of our distinguished and long serving President, Professor Peter Payne. Peter died on 10 January 2017, aged 87 years. A well attended service of committal was held at Aberdeen Crematorium on 20 th January, allowing many friends and colleagues to offer their condolences to Enid and their son and daughter, Simon and Samantha. They each contributed moving and frequently amusing recollections of their father, sympathetically read by the minister, Deaconess Marion Stewart. Peter was a Londoner whose academic path took him to Nottingham University where, in 1951, he graduated in the new and minority discipline of Economic History. His mentor was Professor David Chambers, who then set Peter on his research for his PhD, gained in 1954, and later published in 1961 as Rubber and Railways in the Nineteenth Century; A Study of the Spencer Papers, 1853 – 1891 . He had begun as he was to continue in his career, his scholarship founded on expert analysis of business records, and demonstrating their significance in understanding wider issues of economic and social development. His successful PhD launched him into two years of research at Johns Hopkins, this producing in 1956 a fine detailed study of The Savings Bank of Baltimore, 1818 – 1866 co-authored with Lance Davis. This was a spectacular start to an academic career in the new and relatively small discipline of Economic History, but building it had to wait, as National Service drew Peter into two years in the Royal Army Educational Corps. There he had the unusual experience of serving for a time on the staff of a military detention barracks. -
THE UNIVERSITY of ABERDEEN and the ROBERT GORDON UNIVERSITY MILITARY EDUCATION COMMITTEE
THE UNIVERSITY OF ABERDEEN and THE ROBERT GORDON UNIVERSITY MILITARY EDUCATION COMMITTEE Minutes of the Meeting held in the University of Aberdeen on 7 December 2009 Present: Professor T Salmon (Convener), Professor D Alexander, Squadron Leader K Block (representing Squadron Leader Gusterson), Professor J Broom, Ms C Buchanan, Dr A Clarke, Professor R Flin, Dr D Galbreath, Dr J Grieve, Wing Commander M Henderson, Lieutenant M Hutchinson, Mr J Lemon, Chief Petty Officer Mitchell, Professor P Robertson, Lieutenant Colonel K Wardner; with Ms Y Gordon (Clerk) Apologies: Principals Rice and Pittilo, Brigadier H Allfrey, Mr P Fantom, Wing Commander Kennedy and Lieutenant A Rose. The Convener invited members to introduce themselves and welcomed the following members who were attending for the first time: Professor Broom, Lieutenant Colonel Wardner, Lieutenant Hutchinson. He went on to inform the Committee of the sad news that Dr Molyneaux had passed away in the Spring. The Convener also thanked the former Clerk to the Committee, Mr Duggan, who had served as Clerk for many years. FOR DISCUSSION 1. Minutes The Committee approved the Minutes of the Meeting held on 1 December 2008 (copy filed as MEC09/1) 2. Unit Progress Reports URNU 2.1 The Committee considered a report from the Universities Royal Naval Unit, January – December 2009. (copy filed as MEC09/2a) 2.2 Lieutenant Hutchinson reported that 29 new students had been recruited, with a good cohort of 25 remaining. Unit strength currently stood at 51, at full capacity, and was split 24 male to 27 female. The Unit’s summer deployment of eight weeks duration was in the South H:\My documents\Policy Zone\Committe Minutes\Military Education1 Committee\Minutes7Dec09.doc Coast of England and included a visit to Greenwich and London. -
2021 Annual General Meeting and Proxy Statement 2020 Annual Report
2020 Annual Report and Proxyand Statement 2021 Annual General Meeting Meeting General Annual 2021 Transocean Ltd. • 2021 ANNUAL GENERAL MEETING AND PROXY STATEMENT • 2020 ANNUAL REPORT CONTENTS LETTER TO SHAREHOLDERS NOTICE OF 2021 ANNUAL GENERAL MEETING AND PROXY STATEMENT COMPENSATION REPORT 2020 ANNUAL REPORT TO SHAREHOLDERS ABOUT TRANSOCEAN LTD. Transocean is a leading international provider of offshore contract drilling services for oil and gas wells. The company specializes in technically demanding sectors of the global offshore drilling business with a particular focus on ultra-deepwater and harsh environment drilling services, and operates one of the most versatile offshore drilling fleets in the world. Transocean owns or has partial ownership interests in, and operates a fleet of 37 mobile offshore drilling units consisting of 27 ultra-deepwater floaters and 10 harsh environment floaters. In addition, Transocean is constructing two ultra-deepwater drillships. Our shares are traded on the New York Stock Exchange under the symbol RIG. OUR GLOBAL MARKET PRESENCE Ultra-Deepwater 27 Harsh Environment 10 The symbols in the map above represent the company’s global market presence as of the February 12, 2021 Fleet Status Report. ABOUT THE COVER The front cover features two of our crewmembers onboard the Deepwater Conqueror in the Gulf of Mexico and was taken prior to the COVID-19 pandemic. During the pandemic, our priorities remain keeping our employees, customers, contractors and their families healthy and safe, and delivering incident-free operations to our customers worldwide. FORWARD-LOOKING STATEMENTS Any statements included in this Proxy Statement and 2020 Annual Report that are not historical facts, including, without limitation, statements regarding future market trends and results of operations are forward-looking statements within the meaning of applicable securities law. -
To Arrive at the Total Scores, Each Company Is Marked out of 10 Across
BRITAIN’S MOST ADMIRED COMPANIES THE RESULTS 17th last year as it continues to do well in the growing LNG business, especially in Australia and Brazil. Veteran chief executive Frank Chapman is due to step down in the new year, and in October a row about overstated reserves hit the share price. Some pundits To arrive at the total scores, each company is reckon BG could become a take over target as a result. The biggest climber in the top 10 this year is marked out of 10 across nine criteria, such as quality Petrofac, up to fifth from 68th last year. The oilfield of management, value as a long-term investment, services group may not be as well known as some, but it is doing great business all the same. Its boss, Syrian- financial soundness and capacity to innovate. Here born Ayman Asfari, is one of the growing band of are the top 10 firms by these individual measures wealthy foreign entrepreneurs who choose to make London their operating base and home, to the benefit of both the Exchequer and the employment figures. In fourth place is Rolls-Royce, one of BMAC’s most Financial value as a long-term community and environmental soundness investment responsibility consistent high performers. Hardly a year goes past that it does not feature in the upper reaches of our table, 1= Rightmove 9.00 1 Diageo 8.61 1 Co-operative Bank 8.00 and it has topped its sector – aero and defence engi- 1= Rotork 9.00 2 Berkeley Group 8.40 2 BASF (UK & Ireland) 7.61 neering – for a decade. -
Universities Scotland Brief on the UK Government's Introduction Of
Universities Scotland brief on the UK Government’s introduction of Temporary Student Number Controls Scotland’s universities ask for your support to oppose a sudden and disruptive policy change that has the potential to negatively impact on the recruitment of English undergraduate students for the 2020 and 2021 intake. This will be introduced by the Department for Education on 1 June without any consultation with institutions in Scotland. The policy development • On 4 May the UK Government introduced student number controls for universities in England as a response to predatory offer-making behaviour by a minority of English institutions as part of student recruitment during the early stages of the pandemic, which was not in the best interests of students and threatened to destabilise the sector. In response, the UK Government indicated it would bring in temporary student number controls to limit institutions’ recruitment to no more than 6.5% over their UK and EU student numbers from last year to limit poaching of applicants from other institutions. • Scotland’s universities did not act in this way. The details relating to number controls as announced on 4 May by the UK Government included no reference to Scottish institutions nor was this expected by Universities UK or Universities Scotland. • The proposals to be announced on Monday (found as annex below) do now extend to include universities in the devolved administrations, limiting the number of English students that can be recruited by Scotland’s universities without future application of penalties. The penalty to be applied in the devolved context on an institution by institution basis, if and where an institution exceeds its number controls is to limit the amount of student loan support available to English entrants to universities in the 2021 intake. -
Stronger Together
Stronger Together Prosperity for Aberdeen 2017-2022 Aberdeen City Council Conservative and Unionist Party, Aberdeen Labour and Independent Alliance Group Programme for Aberdeen City Council 2017-2022 Our Vision As a returning coalition, we intend to build on what we have already put in place between 2012 and 2017. The Council’s strategic business plan refresh, approved unanimously at the Council’s Budget meeting in February 2017, agreed the alignment of the Strategic Business Plan to Aberdeen City Community Planning Partnership’s Local Outcome Improvement Plan, as well as alignment to the coalition’s policy document “Smarter Aberdeen”. Our new policy document “Stronger Together” for 2017 to 2022 builds on the 2017-2018 strategic business plan, thereby ensuring the continuity of the priorities we set in our last administration whilst incorporating some new priorities which are a direct response to the changing economic and social conditions the City now faces. We recognise, of course, that our priorities must be delivered within the financial parameters agreed by the Council at the Budget meeting in February 2017. Aberdeen has been the northern powerhouse of both the UK and Scottish economy in recent times, but the fall in the global oil price has seen Aberdeen’s economic contribution reduce. We know the strength of the City’s business community and we commit to working with the business community and all relevant public partners in order to ensure the conditions for future business success are in place within the City. To unlock the economic potential of Aberdeen and reduce inequalities in our city, we see greater devolution of powers to the City from the Scottish government, and where applicable the UK government as a key requirement. -
The Open University in Scotland's Outcome Agreement with the Scottish Funding Council 2020-2023
THE OPEN UNIVERSITY IN SCOTLAND’S OUTCOME AGREEMENT WITH THE SCOTTISH FUNDING COUNCIL 2020-2023 Contents The Open University ...............................................................................................1 Geographical reach .....................................................................................................1 Our curriculum .............................................................................................................2 Our staff .............................................................................................................................3 Equality Impact Assessment ...............................................................................3 UK departure from the European Union ................................................... 4 The Learner ............................................................................................................... 5 Commission on Widening Access Implementation ...........................5 Mental health and well-being ............................................................................6 Student safety ...............................................................................................................7 Gender ...............................................................................................................................7 Student voice .................................................................................................................9 Widening Access and Retention Fund .......................................................9 -
University of Glasgow Information the Descriptions Contained in This Form Do Not Constitute a Binding Offer Or Contract with Berry College, Inc
University of Glasgow Information The descriptions contained in this form do not constitute a binding offer or contract with Berry College, Inc. or the listed partner institution or entity, and are based upon the most current information available as of the date this form is produced and distributed. The final terms, costs, and other information relative to the program is subject to change without notice Name of host institution: University of Glasgow (for Honors students: Principia Consortium) Location: Glasgow, Scotland Website: http://www.gla.ac.uk/international/ Accreditation/Recognition by: Russell Group of major research-led universities Number of international students: 3,000 total students: 23,000 Number of US study abroad students: 200 Most convenient way to reach host country from Atlanta: Flight to Glasgow airport and then taxi to residence halls, or flight to London and then a train or coach ride to Glasgow. How students reach host institution from airport: Glasgow International Volunteer program can meet you at the airport if you arrive between 8:30am and 8pm (fall semester only). Inform the International Office of your arrival time by following the instructions sent to you in your welcome packet. Students arriving in January must make their way to their accommodation by taxi (about £20 from Glasgow Airport) or by airport bus to Buchanan Bus Station in the city centre. Taxi fare from Buchanan to the halls of residence is about £7. Visa information: If US citizen students study in the UK for less than 6 months and are not planning to work, intern, volunteer or extend their stay, they enter on the Short Term Student Route at the port of entry. -
Economic-Impact-Of-University-Of-Birmingham-Full-Report.Pdf
The impact of the University of Birmingham April 2013 The impact of the University of Birmingham A report for the University of Birmingham April 2013 The impact of the University of Birmingham April 2013 Contents Executive Summary ...................................................................................... 3 1 Introduction ..................................................................................... 7 2 The University as an educator ........................................................ 9 3 The University as an employer ..................................................... 19 4 The economic impact of the University ....................................... 22 5 The University as a research hub ................................................. 43 6 The University as an international gateway ................................. 48 7 The University as a neighbour ...................................................... 56 Bibliography ................................................................................................ 67 2 The impact of the University of Birmingham April 2013 Executive Summary The University as an educator... The University of Birmingham draws students from all over the UK and the rest of the world to study at its Edgbaston campus. In 2011/12, its 27,800 students represented over 150 nationalities . The attraction of the University led over 20,700 students to move to or remain in Birmingham to study. At a regional level, it is estimated that the University attracted 22,400 people to either move to, -
Aberdeen History Trail the City Through Its Historical Times
Aberdeen History Trail The city through its historical times #aberdeentrails #aberdeentrails Aberdeen is bursting full of history! From its ancient origins to medieval burghs and King Robert The Bruce, from the Jacobite connections to the expansion in the Edwardian and Victorian times, the ‘Silver City by the Golden Sands’ has a long, important, and interesting history with many of its people contributing to the wider world. The city started out as three separate royal burghs – Old Aberdeen, New Aberdeen and Torry plus the parish of Woodside – which expanded and merged together to form the city as a whole. There was a major expansion in the Georgian, Edwardian and Victorian eras as the city made its first fortunes based on fishing, granite quarrying and shipbuilding and many of the grand buildings were built during these times. It also included the main thoroughfare, Union Street, which was raised up away from the mud and dirt and built on a series of bridges – it was such a major project it almost bankrupted the city! Enjoy exploring our beautiful city and finding out about its history! Picture Credits All images © Aberdeen City Council unless otherwise stated Introduction and all entries: This trail is extensively illustrated by period pictures from the Silver City Vault. The majority are from this source and we’re very grateful for their use and the help from this service. They are all used courtesy of Aberdeen City Libraries/Silver City Vault www.silvercityvault.org.uk 4: Used courtesy of the photographer © Roddy Millar. 14: Thomas Blake Glover courtesy Nagasaki Museum of History and Culture Left, New & Old Aberdeen maps: Details from Parson Gordon’s map of 1661. -
Aberdeen Home Rule Charter
ABERDEEN HOME RULE CHARTER ADOPTED NOVEMBER 2004 ABERDEEN HOME RULE CHARTER TABLE OF CONTENTS PREAMBLE ………………………………………………………………………………………………………….1 ARTICLE I: POWERS OF THE CITY...................................................................................................................1 SECTION 1.01. POWERS OF THE CITY .................................................................................................................1 SECTION 1.02. CONSTRUCTION ...........................................................................................................................1 SECTION 1.03. INTERGOVERNMENTAL RELATIONS ...........................................................................................1 SECTION 1.04. LIMITATIONS ...............................................................................................................................1 SECTION 1.05. NEW TAXES .................................................................................................................................1 ARTICLE II: CITY COUNCIL................................................................................................................................1 SECTION 2.01. GENERAL POWERS AND DUTIES ....................................................................................................1 SECTION 2.02. COMPOSITION, ELIGIBILITY, ELECTION AND TERMS ...................................................................2 (a) Composition . .............................................................................................................................................2 -
How Effective Is the Use of Social Media by the Top Ten Scottish Universities?
How effective is the use of social media by the top ten Scottish Universities? Effective use of social media by the top ten Scottish universities 2015 Contents I. Introduction ........................................................................................ 3 II. Methodology........................................................................................ 4 III. Universities Evaluated ....................................................................... 5 IV. Results .................................................................................................. 6 Being there ............................................................. 7 How big is your audience? .................................... 8 Are you actually doing anything? ........................ 9 How engaging are you? ....................................... 10 Top Posts .............................................................. 11 Reaching a wider audience ................................ 13 V. Conclusions ........................................................................................ 15 VI. Appendix ............................................................................................ 16 University selection ............................................. 16 A guide to our metrics ........................................ 16 VII. Florizel Media Ltd.............................................................................. 17 2 | PAGE Effective use of social media by the top ten Scottish universities 2015 Introduction Florizel Media looked