Use nameref for PLOS, as they use unnumbered entities

paper.tex

@@ -358,7 +358,7 @@ \subsection*{Module 2: Consultation Services}%
 \label{sec:consultation}
 
 With the majority of researchers being self-taught programmers~\cite{Carver2013}, there is a huge demand for expertise on how to develop better research software.
-Here, “better” can refer to a number of quality metrics as already mentioned in Section~\ref{sec:motivation}: correctness, reproducibility, maintainability, extensibility, usability, portability, interoperability, security, performance, or scalability~\cite[Chapter 16]{Schulmeyer2008}.
+Here, “better” can refer to a number of quality metrics as already mentioned in Section~\nameref{sec:motivation}: correctness, reproducibility, maintainability, extensibility, usability, portability, interoperability, security, performance, or scalability~\cite[Chapter 16]{Schulmeyer2008}.
 
 In order to raise the quality standards for research that is based on research software, it is of great importance for research institutions to provide access to such expertise with a low barrier to entry.
 The hub is a natural place to provide this central service.
@@ -545,17 +545,17 @@ \section*{Existing Implementations}%
 \begin{figure}
 \centering
 \includegraphics[width=.8\textwidth]{./group_composition_plot/group_composition_plot_the_fantastic_four.pdf}
-\caption{National and international examples of RSE units and their service portfolio, structured by activities corresponding to the modules described in Section~\ref{sec:vision}.
+\caption[Example service portfolios]{National and international examples of RSE units and their service portfolio, structured by activities corresponding to the modules described in Section~\nameref{sec:vision}.
   \protect\input{./group_composition_plot/group_composition_plot_the_fantastic_four.labels}\unskip.
   Heidelberg and Princeton offer development services, whereas Jena and Reading focus mostly on teaching and consultation services.}%
 \label{fig:survey}
 \end{figure}
 
 A number of successful RSE units have already been established in Germany and many more exist in other countries, especially the UK and the US\@.
 In order to understand the service portfolio of these existing RSE units, we conducted a small survey that received a total of twelve responses from Germany, the UK and the US\@.
-We asked RSE units for the composition of their service portfolio --- the results are shown in Figure~\ref{fig:survey}.
+We asked RSE units for the composition of their service portfolio --- the results are shown in Figure~\nameref{fig:survey}.
 
-From the gathered data and the additional free text information of the participants, we conclude that the service components that we have identified in Section~\ref{sec:vision} are indeed relevant for existing RSE units.
+From the gathered data and the additional free text information of the participants, we conclude that the service components that we have identified in Section~\nameref{sec:vision} are indeed relevant for existing RSE units.
 Additionally, we see a large diversity in the weighting of these components, which is to be expected given the different environments of the RSE units.
 Within this diverse data set, we identified two rather different archetypes of RSE units: those that offer development services and those that do not.
 The RSE units offering development services would typically invest a lot of their resources into this component, whereas others put a much larger emphasis on teaching and consultation services.
@@ -620,7 +620,7 @@ \subsection*{Transition Pathway}
 We conclude with measures for promoting its growth.
 
 \subsubsection*{Initial Measures}
-The following measures initialise the two modules presented in \autoref{sec:network} and \autoref{sec:teaching}.
+The following measures initialise the two modules presented in \nameref{sec:network} and \nameref{sec:teaching}.
 While dedicated funding certainly is beneficial already for this step, it is not strictly necessary.
 Once the two measures are in place, they can be used to illustrate the need for institutional RSE activities and therefore support funding proposals.
 
@@ -639,15 +639,15 @@ \subsubsection*{Initial Measures}
 
 \subsubsection*{Developing a Business Plan}
 Decision processes at institutions usually require a business plan on which to base the decision on whether to establish an RSE unit.
-The business plan should include an outline of the RSE unit, its responsibilities and offerings as a subset of the nine modules presented in \autoref{sec:vision}, the funding, and the resulting benefits for the institution and its researchers.
+The business plan should include an outline of the RSE unit, its responsibilities and offerings as a subset of the nine modules presented in \nameref{sec:vision}, the funding, and the resulting benefits for the institution and its researchers.
 
 A crucial and sometimes difficult question is how to position the RSE unit within the institution’s organisational structure.
 A canonical place would be a new subunit of an existing unit close to software, training services and computing such as the local or central IT unit or the library.
 Since most institutions already have an RDM unit, it seems natural to add the RSE unit as a parallel structure.
 Another choice for the parent unit, particularly at universities, is the faculty for computer science.
 A key aspect for this decision is that the RSE unit must be able to work with all research groups at the institution, for which it needs to act independently and thus should not be absorbed by a larger unit.
 Since it offers a unique view on challenges related to research software, a smartly placed RSE unit is able to serve as link between the individual research groups and other central institutional units.
-Therefore, determining the best place may involve discussions with several stakeholders at the institution and can already be beneficial for creating a network of institutional partners, see the module described in \autoref{sec:partners}.
+Therefore, determining the best place may involve discussions with several stakeholders at the institution and can already be beneficial for creating a network of institutional partners, see the module described in \nameref{sec:partners}.
 
 The business plan also needs to address funding for the RSE unit's initial staff.
 We consider it necessary that there is a certain amount of base funding provided by the institution that covers a basic RSE unit because much RSE work is not project based.
@@ -665,24 +665,24 @@ \subsubsection*{Establishing the Unit}
 The first position is an RSE coordinator who is the contact person for all embedded RSEs.
 Among other things, they are also responsible for organising meetings, developing training programs and reporting to stakeholders.
 The second position is a central RSE, responsible for providing selected services and infrastructure.
-These core positions complement the network of RSEs as described in~\autoref{sec:network}.
+These core positions complement the network of RSEs as described in~\nameref{sec:network}.
 
-Drawing from the business plan and considering the initial staff situation, a first task of the centrally-funded structure is to define a basic service portfolio according to the modules described in \autoref{sec:vision}.
-In addition to the aforementioned networking and teaching activities, see~\autoref{sec:network} and \autoref{sec:teaching}, it seems natural to start with consultation, see~\autoref{sec:consultation},
+Drawing from the business plan and considering the initial staff situation, a first task of the centrally-funded structure is to define a basic service portfolio according to the modules described in \nameref{sec:vision}.
+In addition to the aforementioned networking and teaching activities, see~\nameref{sec:network} and \nameref{sec:teaching}, it seems natural to start with consultation, see~\nameref{sec:consultation},
   as this allows to evaluate the potential necessities for other services such as development, infrastructure provisioning, and maintenance.
 
 An extension of the initial service portfolio for a larger target audience requires the acquisition of funding for further positions, see below.
 
 The best RSE unit can easily become useless if other departments as well as RSEs outside the central hub do not know about it.
-Therefore, communication and outreach activities as described in~\autoref{sec:outreach}, particularly connecting to entities within the institution, is of utmost importance at this stage.
+Therefore, communication and outreach activities as described in~\nameref{sec:outreach}, particularly connecting to entities within the institution, is of utmost importance at this stage.
 Although the inception of the RSE unit will be announced once the business plan has been approved by the institution, communication across the RSE hub, the RSE network and other departments should be done on a regular basis.
 Such a communication should facilitate collaboration among RSEs while also keeping non-RSEs in the loop.
 
 
 \subsubsection*{Growth of the Unit}
 
 \paragraph{Acquisition of further funding}
-The most promising possibilities to acquire further funding seem to be explicitly requesting person-months in externally funded projects and dedicated RSE calls, as discussed in \autoref{sec:funding}.
+The most promising possibilities to acquire further funding seem to be explicitly requesting person-months in externally funded projects and dedicated RSE calls, as discussed in \nameref{sec:funding}.
 We believe that the credibility of a research proposal that is asking for RSE funds is greatly enhanced if the RSE unit is part of this proposal from the beginning.
 Over time, more and more researchers and proposals are expected to follow the institutional policy such that a consistent stream of income can be generated.
 
@@ -692,7 +692,7 @@ \subsubsection*{Growth of the Unit}
 \end{mdframed}
 
 \paragraph{Offering of additional services}
-With the additionally acquired funds, the service portfolio of the RSE unit can be enhanced regarding the modules described in \autoref{sec:vision}.
+With the additionally acquired funds, the service portfolio of the RSE unit can be enhanced regarding the modules described in \nameref{sec:vision}.
 Obviously, the selection of modules and their share in the overall portfolio depend on the services that have been applied for in the corresponding proposals.
 As this is strongly connected to hiring persons with the required expertise, this has to be carefully planned, see also below.