Vertaling van "management transparency " (Engels → Frans) :

TERMINOLOGIE

Directorate 2 - Document Management | Directorate 2 - Information and Knowledge Management | Directorate 2 - Transparency | Directorate for Transparency
Direction 2 - Gestion de l'information et des connaissances | Direction 2 - Gestion des documents | Direction 2 - Transparence

Directorate-General F - Communication and Document Management | Directorate-General F - Communication and Information | Directorate-General F - Communication and Transparency | DG F [Abbr.]
DG F - Communication et gestion des documents | Direction générale F - Communication et information | Direction générale F - Communication et transparence | DG F [Abbr.]

internationally recognised and transparent system of management of the domain name system
système de gestion international reconnu et transparent du système des noms de domaine

management rooted in transparency
gestion axée sur la transparence

management of transparency
gestion de la transparence

transparent mode | code-transparent data communication | code-independent data communication | transparent text mode
mode de communication transparent | mode transparent | mode de communication indépendant du code

overhead transparency [ overhead projectual | Vu-Graph | overhead slide | overhead projector slide | OHP slide | overhead projector transparency | projectual | OH transparency | view graph | view-graph | Vu-foil | view-foil ]
document transparent [ document pour rétroprojection | transparent de rétroprojection | transparent diascopique | transparent projetable | transparent ]

A type of oculocutaneous albinism recently discovered in one Chinese family, with characteristics of light hair at birth that darkens with age, white skin, transparent irides, photophobia, nystagmus, foveal hypoplasia and reduced visual acuity. Cause
albinisme oculo-cutané type 6

transparent | transparent to user
transparent

transparent adhesive tape | transparent adhesive Scotch tape | Scotch tape | Scotch
ruban adhésif transparent | Scotch | ruban Scotch | ruban adhésif Scotch | Scotch tape

IN-CONTEXT TRANSLATIONS

The need for coherence and transparency are the driving forces in the management modalities of the respective Funds. Coherence, as the draft instruments lay down the minimal conditions applicable to the management, internal control and audit systems as well as the involvement of each actor. Transparency, as the results and outcome of each part of the instrument are known to the different actors.
Le besoin de cohérence et de transparence est le moteur qui sous-tend les modalités de gestion des divers Fonds: la cohérence, car les projets d'instruments définissent les conditions minimales applicables aux systèmes de gestion, de contrôle interne et d'audit, ainsi qu'à la participation de chaque acteur; la transparence, car les résultats de chaque élément de l'instrument sont connus des divers acteurs.

The need for coherency and transparency are the driving forces in the management modalities of the respective Funds. Coherency , as the draft instruments lay down the minimal conditions applicable to the management, internal control and audit systems as well as the involvement of each actor. Transparency , as the results and outcome of each part of the instrument are known to the different actors.
Le besoin de cohérence et de transparence est le moteur qui sous-tend les modalités de gestion des divers Fonds: la cohérence , car les projets d'instruments définissent les conditions minimales applicables aux systèmes de gestion, de contrôle interne et d'audit, ainsi qu'à la participation de chaque acteur; la transparence , car les résultats de chaque élément de l'instrument sont connus des divers acteurs.

(Return tabled) Question No. 124 Hon. Judy Sgro: With regard to the Prime Minister’s undertaking to establish new mandatory reporting standards for Canadian extractive companies: (a) what steps has the government taken since the 39th G8 Summit to develop a comprehensive bill that would require Canadian companies to disclose any payments made to foreign governments; (b) what steps did the government take prior to the 39th G8 Summit to develop a comprehensive bill that would require Canadian companies to disclose any payments made to foreign governments; (c) does the Prime Minister’s commitment, as referred to in (a), apply exclusively to Canadian extractive corporations, (i) does it apply exclusively to Canadian corporations as regards extractive operations in foreign countries, (ii) what is the scope of said commitment; (d) has the government prepared or reviewed any draft bill that proposes to implement such reporting requirements as referred to in (a) and if so, to what extent has it consulted on this issue, (i) with whom, (ii) when; (e) has the government conducted or reviewed any studies regarding the effect of mandatory reporting requirements on increasing corporate accountability and combatting corruption; (f) has the government compiled or reviewed any other evidence regarding the effect of mandatory reporting requirements on increasing corporate accountability and combatting corruption; (g) has the Department of Justice been consulted with regard to the formulation of a comprehensive reporting regime that would apply to Canadian companies; (h) has the government consulted with the Department of Justice, or sought a legal opinion from any other source, as to the constitutionality of a mandatory disclosure regime as referred to in (a); (i) has the government expressed any position, either publically or internally, as to the constitutionality of such a mandatory disclosure regime as applied to Canadian companies; (j) has the government consulted with p ...
(Le document est déposé) Question n 124 L'hon. Judy Sgro: En ce qui concerne l’engagement du premier ministre d’établir de nouvelles normes de déclaration obligatoire pour les sociétés extractives canadiennes: a) quelles mesures le gouvernement a-t-il prises depuis la tenue du 39 Sommet du G8 pour mettre au point un projet de loi global qui obligerait les entreprises canadiennes à divulguer tout paiement versé à des gouvernements étrangers; b) quelles mesures le gouvernement a-t-il prises avant le 39 Sommet du G8 pour mettre au point un projet de loi global qui obligerait les entreprises canadiennes à divulguer tout paiement versé à des gouvernements étrangers; c) l’engagement pris par le premier ministre, évoqué en a), vaut-il uniquement pour les sociétés canadiennes du secteur de l’extraction, (i) vaut-il uniquement pour les sociétés canadiennes œuvrant dans le secteur de l’extraction à l’étranger, (ii) quelle est la portée de cet engagement; d) le gouvernement a-t-il préparé ou examiné une ébauche de projet de loi proposant la mise en œuvre des normes de déclaration obligatoire évoquées en a) et si oui, quelles consultations le gouvernement a-t-il tenues à cet égard, (i) avec qui, (ii) quand; e) a-t-il mené ou examiné des études sur l’incidence des normes de déclaration obligatoire sur la reddition de compte des sociétés et la lutte à la corruption; f) a-t-il compilé ou examiné d’autres éléments de preuve concernant l’incidence des normes de déclaration obligatoire sur la reddition de compte des sociétés et la lutte à la corruption; g) le ministère de la Justice a-t-il été consulté au sujet de la formulation d’un régime global de reddition de compte auquel seraient assujetties les sociétés canadiennes; h) le gouvernement a-t-il consulté le ministère de la Justice ou demandé l’avis juridique d’une autre source relativement à la constitutionnalité du régime de divulgation obligatoire évoqué en a); i) le gouvernement a-t-il pris position, en public ou à l’in ...

2013/329/EU: Commission Implementing Decision of 26 June 2013 providing the rules for the establishment, management and transparent functioning of the Network of national authorities or bodies responsible for health technology assessment
2013/329/UE: Décision d’exécution de la Commission du 26 juin 2013 arrêtant les règles relatives à la création, à la gestion et au fonctionnement transparent du réseau d’autorités ou organismes nationaux responsables de l’évaluation des technologies de la santé

EUROPA - EU law and publications - EUR-Lex - EUR-Lex - 32013D0329 - EN - 2013/329/EU: Commission Implementing Decision of 26 June 2013 providing the rules for the establishment, management and transparent functioning of the Network of national authorities or bodies responsible for health technology assessment // COMMISSION IMPLEMENTING DECISION // of 26 June 2013 // (2013/329/EU)
EUROPA - EU law and publications - EUR-Lex - EUR-Lex - 32013D0329 - EN - 2013/329/UE: Décision d’exécution de la Commission du 26 juin 2013 arrêtant les règles relatives à la création, à la gestion et au fonctionnement transparent du réseau d’autorités ou organismes nationaux responsables de l’évaluation des technologies de la santé // DÉCISION D’EXÉCUTION DE LA COMMISSION // du 26 juin 2013 // (2013/329/UE)

In accordance with Article 15(4) of Directive 2011/24/EU the Commission has an obligation to adopt the necessary rules for the establishment, management and transparent functioning of the HTA Network.
Conformément à l’article 15, paragraphe 4, de la directive 2011/24/UE, la Commission a l’obligation d’arrêter les mesures nécessaires à la création, à la gestion et au fonctionnement transparent de ce réseau.

I just wanted to add that the executive management of the corporation operates under a human resource management policy framework that includes principles of fairness and transparency and that, to the best of my knowledge, requires postings of jobs or seeks to manage processes that are fair, equitable, and that would bear up to scrutiny and are transparent— Perhaps you could tell me, then— I might just add that there's a subcommittee of the board members, the directors of the board, dedicated specifically to overseeing the corporation's human resources management.
Je voulais simplement ajouter que la gestion supérieure de la société se fait dans un cadre stratégique en matière de gestion des ressources humaines qui comprend des principes d'équité et de transparence et qui, au meilleur de ma connaissance, exige l'affichage des postes ou vise à ce que les processus soient justes, équitables transparents, et résistent à un examen approfondi.

Joint Transparency International-OLAF Policy Roundtable on blacklisting : Protecting EU Financial Interests through Management of Effective and Transparent Debarment Systems
Table ronde commune Transparency International-OLAF sur l'établissement de listes noires: protéger les intérêts financiers de l'UE grâce à des systèmes d'exclusion efficaces et transparents

Recalls its conclusion of 29 April 1993, according to which detailed criteria and mechanisms should be established for cost-effective implementation and improved management of the Framework Programme in order to ensure that its objectives are fully met; reaffirms also its emphasis on the need for the improvement of procedures for systematic, independent and timely evaluation of the Framework Programme; 2. Welcomes in this respect the initiatives undertaken by the Commission with a view to improving the management of the EC research programmes and encourages the Commission to develop further such initiatives in time for the implementation of the Fourth Framework Programme; 3. Emphasizes that procedures and tools for programme implementation should as far as possible be simplified and harmonized in order to facilitate participation in Community research programmes, particularly by SMEs, and to allow for smooth, transparent and timely implementation of the Framework Programme; welcomes in this respect the circulation by the Commission of information bulletins on a regular basis; 4. Would welcome in particular, without prejudice to the quality and transparency of the selection procedure, improvements in specific areas, such as the shortening of delays between deadlines for receipt of proposals and start of selected projects and the provision of information to applicants on non-selected proposals; 5. Takes note of the Commission's intention to assess in further detail the possible benefits and disadvantages of decentralized management and possible further concrete measures that could be taken in this field, so as to enable Council to take a view on this issue as soon as possible; 6. Considers that possible new types of activities, for example thematic networks of excellence, concertation networks and consortia for integrated projects, as proposed by the Commission, need to be clarified further; 7. Reaffirms the importance of the role of programme committees in th ...
Recalls its conclusion of 29 April 1993, according to which detailed criteria and mechanisms should be established for cost-effective implementation and improved management of the Framework Programme in order to ensure that its objectives are fully met; reaffirms also its emphasis on the need for the improvement of procedures for systematic, independent and timely evaluation of the Framework Programme; 2. Welcomes in this respect the initiatives undertaken by the Commission with a view to improving the management of the EC research programmes and encourages the Commission to develop further such initiatives in time for the implementation of the 4th Framework Programme; 3. Emphasizes that procedures and tools for programme implementation should as far as possible be simplified and harmonised in order to facilitate participation in Community research programmes, particularly by SMEs, and to allow for smooth, transparent and timely implementation of the Framework Programme; welcomes in this respect the circulation by the Commission of information bulletins on a regular basis; 4. Would welcome in particular, without prejudice to the quality and transparency of the selection procedure, improvements in specific areas, such as the shortening of delays between deadlines for receipt of proposals and start of selected projects and the provision of information to applicants on non-selected proposals; 5. Takes note of the Commission's intention to assess in further detail the possible benefits and disadvantages of decentralised management and possible further concrete measures that could be taken in this field, so as to enable Council to take a view on this issue as soon as possible; 6. Considers that possible new types of activities, for example thematic networks of excellence, concertation networks and consortia for integrated projects, as proposed by the Commission, need to be clarified further; 7. Reaffirms the importance of the role of programme committees in the m ...

ADM essentially bases its management on a communications plan, and a very successful one at that; falsifies documents (for example, the Sypher:Mueller study); adjourns annual general meetings because it is too embarrassed by the public's legitimate questions; does not consult SOPRAM members, even though SOPRAM is the true regional authority responsible for the guiding principles of the airport system; presents a project which was supposed to involve $200 million in expenditures, but which will end up costing $1.3 billion; displays dubious and unsound management (calls for tender of $2.5 million without public bids and $2 million without the Board of Directors' consent); is not at all transparent; is not accountable to anyone; creates corporations (ADMC and ADMI) which spend more time investing in other countries than managing the Montreal airports; scraps the Montreal airport system (Air France is one example, all-freight service has now gone to Atlanta and Chicago); and goes into debt, together with its subsidiaries, to the point where ADM will no longer be able to make its lease payments if airport fees are not increased, whereas, prior to 1996, ADM made annual profits on the order of $25 million.
ADM base essentiellement sa gestion sur un plan de communication, très bien réussi d'ailleurs; falsifie les documents de la firme Sypher:Mueller; lève les assemblées générales annuelles parce qu'elle est trop embêtée par les questions légitimes du public; ne consulte pas les membres de la SOPRAM, alors que celle-ci est la véritable autorité régionale responsable de l'orientation du système aéroportuaire; présente un projet où l'on devait engager des dépenses de 200 millions de dollars, mais où l'on dépensera 1,3 milliard de dollars; a une gestion douteuse et boiteuse—appels d'offres d'une valeur de 2,5 millions de dollars sans soumission publique, et de 2 millions de dollars sans l'accord du conseil d'administration—; n'est pas du tout transparente; n'a pas de comptes à rendre à qui que ce soit; crée les corporations ADMC et ADMI, qui passent plus de temps à investir dans d'autres pays qu'à s'occuper de la gestion des aéroports de Montréal; «scrape» le réseau aéroportuaire de Montréal—Air France en est une preuve, le tout-cargo est maintenant rendu à Atlanta et à Chicago—; s'endette et endette ses filiales à un point tel qu'elle ne pourra plus payer son bail s'il n'y a pas augmentation des frais aéroportuaires, alors qu'avant 1996, elle réalisait des profits de l'ordre de 25 millions de dollars à chaque année.