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External sources (not reviewed)

[...] countries provided job training programmes [...]

In fact, an innovative feature of this new legal framework is the setting up of a workfare programme that facilitates the placement of laid-off workers in new jobs or their training for greater employability or, should they so choose, helps them to become small entrepreneurs, together with the payment of a transition unemployment benefit of at least Rs3000 for a maximum period of one year.

[...] [...] involving actual or feared job loss, wage or benefit [...] [...]

Its fiscal measures had included 20,000 lay-offs of Government employees; it had packed the Supreme Court with statehood supporters; attempted to do away with the Puerto Rico Bar Association; threatened to privatize assets; slashed cultural budgets; and moved against Dominican immigrants and the descendants of displaced workers.

Since 1986, the reform of the employment system in State-owned enterprises had introduced rules for recruitment, dismissal and unemployment insurance, together with re-employment schemes and social protection for laid-off workers.

[...] [...] relocate. 35,000 are unemployed, with [...] [...]

[...] [...] for the large number of workers laid [...]

[...] [...] others specific to the function, such as: induction training for first-time RCs, in-service briefings [...] [...]

It welcomed Yemen’s interest in ensuring women’s rights and its acceptance of Bahrain’s recommendation to promote the role of women in society and their access to decision-making posts, as well as of other recommendations relating to discrimination against women.

In order to offset the difficulty in filling resource gaps in cluster offices in the near future, and so as to ensure that staff skillsets are in line with the profiles, roles and task-sharing between Headquarters, regional bureaux, cluster/national offices and institutes referred to above, the overall long-term staffing strategy submitted to the Executive Board at this same session (Part IB of this document) has been elaborated taking into account inter alia the work of the Decentralization Review Task Force.

The operational focus of the Mission’s security sector component will be the continued shift from an emphasis by the Mission force on the domination of towns, routes and strategic infrastructure using guards, bunkered positions and static checkpoints, to a more fluid and flexible posture, using increased patrolling and vehicle checkpoints, leading to a more subtle presence by the force — in essence, a move from visible domination to a form of credible deterrence exerted from a distance, thus reducing instability and ensuring security coverage for all the major strategic locations of the Mission.

[...] [...] granting of the Repurchase Mandate, at any time during the period ended on the earliest of (a) the conclusion of the next annual general meeting of the Company; (b) the expiration of the period within which the next annual general meeting of the Company is required by the Articles or any applicable laws to be held; and (c) the date [...] [...]

Save as disclosed above, as at the Latest Practical Date, the Directors are not aware of any other person who had an interest or short position in the Shares or underlying Shares of the Company which would fall to be disclosed to the Company under the provisions of Divisions 2 and 3 of Part XV of the SFO, or who was, directly or indirectly, interested in 10% or more of the nominal value of any class of share capital, or options in respect of such capital, carrying rights to vote in all circumstances at general meetings of any other member of the Group.

Regarding funding support for the arts groups, members in generally considered that the Administration should (a) ensure a reasonable and fair distribution of funding resources amongst arts groups; (b) review the existing mode of subsidy for the major performing arts groups to avoid stifling the development of non-subvented commercial arts groups; (c) provide more funding for the support of small and medium sized arts groups and budding artists; (d) explore means to minimize staffing and administrative expenses in the operation of arts programmes so that the savings could be re-allocated to the use of arts development; (e) examine the effectiveness of the current funding policy in achieving the policy goals, such as encouraging diversified and balanced development of arts and culture; and (f) consider increasing its overall allocation of funding for culture and the arts, given the imminent need to achieve the vision of the West Kowloon Culture District project.