Examples of using Separation programme in English and their translations into Arabic
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The staff separation programme could not be fully implemented in the absence of sufficient funding, and in order to achieve the required budgetary reduction, a staff redeployment programme was also introduced.
Maintaining the balance between the anticipated attrition and early separation programme is essential in ensuring that a viable workforce, capable of carrying out the tasks entrusted to the Organization, is retained.
In order not to delay the staff separation programme which must be carried out as early as possible in 1998, a prompt response by Member States is, therefore, of the utmost importance.
Thus, a staff separation programme may still be necessary in caseswhere the skills profile of redeployed staff does not meet programmatic needs,
A staff separation programme might thus still be necessary if the programmatic require-ments were not met by the qualifications and experience of the staff members concerned or through retraining.
The administration was currently in the process of finalizing the 1996 early separation programme, which involved the identification of staff for redeployment and putting together the compendium of posts for which they could apply.
The 1996 Early Separation Programme was, from the outset, an essential part of the introduction of the cost reductions and vacancy rates required under General Assembly resolutions 50/214 and 50/215.
Lack of funds to complete the separation programme meant that a staff redeployment programme had also to be implemented, which was less than optimal from the point of view of both programming requirements and the staff concerned.
However, the precarious cash-flow situation reported by the External Auditor meant that the Organization lacked sufficient funds to undertake the staff separation programme entailed by the Business Plan.
of financial regulation 4.2(c) to allow the retention of $1,194,924 of the unutilized balances for 1992-1993 to partially finance the staff separation programme.”.
To achieve that target, several methods were proposed: attrition, enforcement of retirement age, freeze in recruitment, early separation programme, lateral redeployment and, as a last resort, involuntary separation(para. 18).
These resources were utilized because the level of late paid 1994-1995 assessed contributions and voluntary contributions or advances from Member States to finance the staff separation programme, as requested in General Conference decision GC.7/Dec.17, was not sufficient to pay for staff separations. .
(d) Decided to suspend financial regulations 4.2(b) and 4.2(c), for the biennium 1998-1999, with respect to the unutilized balance of appropriations for the 1992-1993 biennium, for the purpose of retaining the amount of $1,194,924 to partially finance the staff separation programme, as reported in document IDB.20/11;
the Group of 77 greatly appreciated the administrative and financial measures recently introduced by the Director-General to streamline operational expenditure and limit the costs of the staff separation programme, and was encouraged by the positive trend towards early payment of assessed contributions for the current year.
(c) Agreed with the position of the Director-General contained in document IDB.20/11, paragraph 4, that the level of late paid 1994-1995 assessed contributions and voluntary contributions or advances of Member States were not sufficient to finance the staff separation programme as requested in decision GC.7/Dec.17;
(c) Agrees with the position of the Director-General as contained in document IDB.20/11-PBC.14/11, para. 4, that the level of late paid 1994-1995 assessed contributions and voluntary contributions or advances of Member States were not sufficient to finance the staff separation programme as requested in decision GC.7/Dec.17;
The separation programme is under way and the Administrator estimates that the full earmarked amount of $5.0 million is required and will be largely disbursed by the end of 1996;(b) the implementation of the management of change process, to which reference was made in paragraph 23 above.
(d) Recommended to the General Conference that it formalize retention by the Director-General of $1,194,924 of the unutilized balances for 1992-1993 to partially finance the staff separation programme and to this effect suspend financial regulation 4.2(c) with regard to the before-mentioned sum until the eighth session of the General Conference.
Introduction At the time of the seventh session of the General Conference, the Organization faced a very serious financial crisis as a result of significant unpaid assessed contributions, low cash balances and the imminent introduction of the staff separation programme mandated by Member States to achieve budget reductions of 20 per cent in 1998-1999.
the 1994-1995 biennium to 842 in 1997, a decrease of 22 per cent. To implement the budget cuts mandated by the Conference for the 1998-1999 biennium, a staff separation programme was promulgated in January 1998, following staff-management consultations.