Примеры использования Redesign panel's на Английском языке и их переводы на Русский язык
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Colloquial
In general, Norway supported the Redesign Panel's recommendations.
Under the Redesign Panel's proposal(A/61/205, para. 95), each party may submit only one filing after the initial pleading and the answer.
His delegation joined the Secretary-General in opposing the Redesign Panel's recommendation concerning the award of punitive damages.
The Group shared the Redesign Panel's view that the current system of justice was outmoded, dysfunctional and ineffective and that it lacked independence.
The staff of the Office had been externally certified as mediators; in that connection,it had noted the Redesign Panel's proposal to establish a Mediation Division.
It was fundamental to the Redesign Panel's vision that the judges be selected on merit.
The Secretary-General agreed that a new system was needed, buthe had ignored some of the Redesign Panel's fundamental recommendations.
The Secretary-General concurred with the Redesign Panel's recommendation concerning the establishment of the Council.
The Redesign Panel's recommendation that heads of offices away from Headquarters and heads of mission be authorized to impose the full range of disciplinary measures raised a number of concerns for both management and staff.
The Secretary-General concurred with the Redesign Panel's recommendation concerning the creation of the Internal Justice Council.
The Redesign Panel's report sought to ensure respect for democratic and good governance standards and for human rights through the establishment of a professional, independent and decentralized internal justice system.
His delegation planned to address the changes that the Secretary-General had made to the Redesign Panel's report in the context of the working group.
The Advisory Committee sees merit in the Redesign Panel's recommendations concerning the establishment of a two-tiered system of formal justice.
In early September 2006, the Coordinating Committee for International Staff Unions and Associations of the United Nations System(CCISUA)had fully endorsed the Redesign Panel's recommendations on the United Nations system of administration of justice.
First, the Redesign Panel's recommendation that the tribunals' decisions should be binding on the Administration would correct a serious flaw in the present system.
The Committee notes that resolution 59/283 defines clear parameters for the conduct of the redesign panel's work, stressing the panel's independence, objectivity and wide range of professional expertise.
It was stated in the Redesign Panel's report that there was a lack of consistency in the decisions of the Administrative Tribunal and that its jurisprudence was poorly developed.
The rationale for the first fundamental overhaul of the Organization's internal justice system in nearly 60 years was the Redesign Panel's unanimous conclusion that the existing system was outmoded, dysfunctional, ineffective and lacking in independence.
Third, the Redesign Panel's recommendation that the appraisal of judges should be entrusted to the Council would forestall any doubts as to the Secretariat's impartiality in that regard.
Since it was the General Assembly's prerogative to determine the rights of staff and the obligations owed to them by the Organization,her delegation was concerned about the Redesign Panel's suggestion that that function should be delegated to the system of administrative justice.
The Secretary-General's comments reflected the Redesign Panel's observations and proposals and the agreements resulting from a week-long session of the Staff-Management Coordination Committee SMCC.
Noting the proposals of the Redesign Panel and the Secretary-General regarding the number of judges for the United Nations Dispute Tribunal,the Advisory Committee took the view that the Redesign Panel's proposal for a single judge provided enough safeguards to ensure that the law was properly applied, and remained unconvinced by the Secretary-General's proposal for a panel of three judges.
Even if the Redesign Panel's proposals are implemented, UNAT will retain administrative jurisdiction in relation to the United Nations Joint Staff Pension Fund and other bodies that are subject to its jurisdiction.
It builds upon the position taken by theSecretary-General in his note(A/61/758) to accept most of the Redesign Panel's recommendations, as further elaborated upon at the special session of the Staff-Management Coordination Committee held in January 2007.
In the spirit of the Redesign Panel's recommendations, the Secretary-General has agreed to delegate the disciplinary process to heads of offices away from Headquarters and heads of peacekeeping and special political missions, as described below.
Some of the sections of the Secretary-General's report on the administration of justice(A/62/294)gave the impression that the General Assembly had already approved the Redesign Panel's recommendations(A/61/205), whereas it had merely endorsed the idea of establishing a new justice system comprising formal and informal components; all the various details were still open to discussion.
His proposal was based on the Redesign Panel's recommendations and also look into account the recommendations made by the Staff-Management Coordination Committee at its twenty-eighth session, held in Nicosia from 25 June to 4 July 2007.
The Staff Union recommends that the Committee support the Redesign Panel's report and recommendations on reform of the internal justice system to ensure accountability.
The Redesign Panel's rationale for decentralization centred on the notion that the existing ombudsman structures in the Secretariat, funds and programmes and UNHCR had witnessed"a marked increase(to about 75 per cent) in the proportion of cases originating away from Headquarters" and, therefore,"for field staff in particular, decentralization[was] the only viable means of providing effective and timely informal dispute resolution.
Mr. Adsett(Canada), speaking also on behalf of Australia andNew Zealand and referring to the Redesign Panel's findings in paragraph 5 of its report(A/61/205), said that an internal justice system lacking the confidence of both staff and management had little to commend it.