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External sources (not reviewed)

[...] [...] importance to ensure that all sectors of the U.S. [...]

[...] people of all walks of life to plan for, cope with, and [...]

Small business in all sectors had been driven [...]

With production plants in North America, Europe, Asia and North Africa, APEM serves many fortune 500 companies, in a variety of industries.

It certainly has affected the whole area of intellectual property rights.

Serves three primary product categories comprising optoelectronics, RF/microwave components and enterprise ASICs, and serves a diversified customer base of more than 40,000 customers.

[...] [...] from professional firms offering a large range of business expertise across [...]

You’ll learn from teachers who are experts in their industries and who can provide you with a sound understanding of your chosen field.

The legal provision for ensuring women’s representation in political bodies, gender mainstreaming, empowerment, affirmative action and targeted programmes are some of the essential measures to bring women to the forefront of every walk of life.

The SCCCI Career Women's Group (CWG) was set up in July 1994 with the aim of attracting more career women to participate in the SCCCI network.

[...] [...] discrimination studies analysing various areas of life and covering all grounds for discrimination, and through a comprehensive quadrennial Discrimination in Finland review covering all areas of life.

Within the last decade over 5,000 EMAG pick-up turning machines, turning centers and multifunctional/multi-tasking Production Centers, 1,500 REINECKER, KARSTENS, KOPP and NAXOS-UNION grinding machines, nearly 1,000 SW machining centers and 800 machines from KOEPFER have been produced and are in use in many branches of industry worldwide.

[...] in Berlin called Unitednationsplaza—a twelve-month [...] [...]

[...] [...] contribute to a wide variety of application domains; [...] [...]

[...] [...] equal pay for work of equal value in all sectors.

These include CITIC, which has been a member of ACBC Victoria since 1982, while Hisense has established a strong base in Victoria, including the sponsorship of Hisense Arena in Melbourne.

A rigorous quality check was conducted by the Regional Bureaux to ensure that plans were credible and implementable, while support Divisions provided technical suggestions for improvement.

With the perspective of developing countries in mind, both analyses were conducted for several markets, including grain, iron ore, and the container and tanker trades.

Strengthen learning to support those outside the education system – Identify tradespeople nationwide, assess their training needs, develop training modules for each type of trade and provide training for apprentices and employers.

Specific activities that assisted countries in relation to terrorism targeted at food products included: (a) capacity-building (training courses, projects) concerning food safety, animal and plant health, including promotion of risk analyses and developing base-level capacity to ensure national ability to monitor, diagnose, report and respond to pest and disease outbreaks; (b) the standard setting work of the Codex Alimentarius Commission and the International Plant Protection Convention; (c) the establishment of a Food Chain Crisis Management Framework for prevention, early warning, preparedness and response to food chain crises caused by transboundary animal and plant pests [...] [...]

[...] [...] integrate the business process improvements best suited for enterprise resource planning tools together with those best suited for Lean Six Sigma in order to achieve optimal [...]

[...] [...] functional area from current systems, cross-checking against industry benchmarks, and extensive validation of data and assumptions by users and the Enterprise Resource [...]

[...] [...] allocation between sectors is workable at all administrative levels.

The Transformative Agenda 2012 agreed by principals of the Inter-Agency Standing Committee in December 2011 reflects these efforts; its key actions include: (a) agreement to deploy where deemed necessary by the principals a senior/emergency humanitarian coordinator within 72 hours of a “Level 3” response, with “empowered leadership” for up to three months to determine priorities and make the necessary decisions; (b) development of an inter-agency rapid response mechanism to ensure that capable and experienced leaders of operational agencies and clusters are deployed rapidly as necessary; and (c) enhancement of mutual accountability between the humanitarian coordinator, humanitarian country team, cluster coordinators and other cluster partners, based on a clear, concise, time-bound and results-oriented strategy to deliver.

[...] [...] methodologies considered industries best practice, [...] [...]

[...] [...] in individual sectors were often addressed [...]

Furthermore, the service sector was increasingly dynamic, with positive economic trends in the areas of trade, communication, transport and, in particular, finance, where the excellent performance of commercial banks was reflected in their high rates of growth.

[...] [...] Industry, Foreign Affairs), various industry associations, and all [...] [...]

[...] meetings with the various line Ministers as [...] [...]