| 1. | The 30 - year planning horizon is supported since it is suitable for hong kong
以30年为期规划香港甚为合适。 |
| 2. | The proposed planning horizon of 30 years is unrealistically long
拟议的30年规划年期过长，未能符合实际需要； |
| 3. | Contingency planning is required for a long planning horizon up to 2030
研究的规划年期远至2030年，故必须拟定紧急应变规划。 |
| 4. | The 30 - year planning horizon is feasible only if the plan is regularly reviewedmonitored
须于30年规划年期内定期检讨监察规划策略，确保其合乎时宜。 |
| 5. | The planning horizon up to 2030 may be problematic as there will be a lot of uncertainties
由于未来有太多不肯定因素，把规划年期定至2030年或会有问题。 |
| 6. | Planning horizon should be extended to 2047 as the mainland - hong kong relation may change after then
规划年期应延长至2047年，因为该年后中港关系可能出现变化。 |
| 7. | Temporally , the planning horizon of 30 years exceeds those of the 10 - 15 years horizon previously adopted
就时间方面，过往的规划都是以10至15年为期，但香港2030研究把规划期延长至30年。 |
| 8. | A strategic planning study with a planning horizon of 30 years such as the hk2030 study is a right approach to planning
以三十年为规划年期，对策略性规划研究，如香港2030研究而言，是一个正确的方向。 |
| 9. | The planning horizon for budgeting may vary from one day to many years depending on the budget objectives and the uncer ? tainties involved
预算的“限度”随着预算目标及所涉及的不确定因素的不同而不同，有涉及一天的计划，也有涉及几年的。 |
| 10. | In conjunction with placon products planning , develop specific target market strategies for yearly planning horizon . work with sales manager to establish goals
参与普莱康产品的开发计划，制定具体目标市场的年度发展规划。与销售经理合作建立销售目标。 |
