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External sources (not reviewed)

[...] [...] rights law, some misconceptions related to its applicability [...] [...]

[...] [...] logical result of their mistaken point of view.

[...] [...] accidentally clicking another application [...]

It is also expected to reduce water consumption – this can be achieved by reducing the ‘management losses’ which can occur when there is weak management which delivers the right amount of water but to the wrong places or at the wrong times.

More information regarding enhancements and bug-fixes is available in the version history.

[...] local estimates of losses can be highly misleading.

[...] road often have to be trans-shipped at border areas or loading points along a designated route.

[...] [...] Smart TV with bugs and shortcomings, to the bullets still [...] [...]

[...] error on individual points, as neccessitated [...] [...]

The financial and operational audit by the External Auditor (171 EX/32) has also been submitted to the Board of Management of the Medical Benefits Fund, which will in addition examine the results of the pilot project begun at the end of November 2004 (see paragraph 13 above) to reduce the backlog of reimbursement claims of associate participants (retired staff) and improve on the time needed for the payment of benefits.

Producing quality milk is a complex process and in today’s highly competitive dairy industry, there is little room for error.

As will be recalled, Eritrea has repeatedly clarified, through numerous letters, its views and perspectives in regard to the resolutions adopted against it by the Security Council as well as to the myriad failings of the “Monitoring Group”.

[...] [...] confusing to propose three different sets of UNCITRAL [...] [...]

(Pakistan): Let me just clarify a bit — not that anything has been lost in translation, but I think there has been a slight misunderstanding about the intent of the proposal.

[...] [...] aware of its shortcomings and its errors but motivated [...] [...]

A quick survey among customs agencies and CFCFA members was done and initial impressions indicate: lack of clarity in new transit document resulted in long queues in Dostyk BCP (FIATA standards will need to consider the new TD and training for CFCFA should include new CU procedures and documents); delays at the CU borders have increased, especially for vehicles from non-CU member countries; much quicker crossing of the Kazakhstan-Russia border; higher tariffs have resulted in transporters breaking cargo to 50kgs parcels; discriminatory payments on the RussianBelarusian border; and, possibly motivated by the CU, visas for drivers entering from the PRC are costly and issuance requires application well in advance.

Regional consultations and responses by Member States suggest that intersectoral platforms are a welcome modality of programme implementation, including at the country level, but that they need clearer focus, well-articulated higher-level objectives and distinct financial allocations.

Many of theWCD’s recommendations are aimed specifically at improving the economic and financial performance of large dam projects, and were designed to address the weaknesses and failures in existing safeguard policies of the World Bank, other international agencies, national governments, and project developers, among other parties.

[...] [...] account for delays in certain cases [...]

[...] [...] standards might mislead consumers.

In view of the strict time schedule and the associated costs attached to any delay in the schedule of the capital master plan, the Secretary-General proposed to lease a commercial data centre facility, starting on 1 July 2009, and to engage the services of the International Computing Centre to install new information and communications technology (ICT) equipment in this readyto-use facility, migrate all systems to the new secondary data centre and manage some of the operations of the new secondary data centre (see A/63/743).

In view of the complexity of the functions related to the occupational groups, the magnitude of the rosters, the levels of interaction with partners in the Organization and the need to mitigate the margin of error and the level of risk for the Organization, in particular, implications for the safety and security of staff and management of high-cost equipment, the scope of the function requires personnel at the P-4 level.

Each of the 13 Occupational Group Managers would continue the responsibilities for reviewing applications, identifying candidates for further assessment by subject matter experts, that is, expert panels, serving as Secretary for the expert panel under his or her purview and consolidating findings and interview reports from the panel for presentation to the Field Central Review Bodies, monitoring incumbency rates in the field operations for positions in his or her occupational group, managing his or her assigned roster, developing shortlists for programme managers in the field operations and determining when outreach activities should be conducted to address gaps in the roster, especially in gender and geographic representation, and determining the mobility opportunities for staff members currently serving in the field so as to rotate staff among relevant duty stations.

[...] [...] borders and other entry points in order to prevent [...]

[...] [...] all duty stations in a timely manner, took note of paragraph 92 of the report of the Secretary-General on the pattern of conferences (A/63/119 and Corr.1), and also requested the Secretary-General to hold the competitive examinations for the recruitment of language staff referred to in that paragraph, as well as other examinations beyond 2009, well in advance so as to fill current and future language post vacancies at all duty stations in [...] [...]

Focus will be placed on promoting [...] [...]