Vertaling van "other interests in organisations " (Nederlands → Frans) :

This allows each member of staff to declare any financial or other interests in organisations or companies falling within the FAMHP mission and obliges members of staff to inform the Agency immediately of any significant changes occurring to those interests.
This allows each member of staff to declare any financial or other interests in organisations or companies falling within the FAMHP mission and obliges members of staff to inform the Agency immediately of any significant changes occurring to those interests.

Depreciation, amortization and impairments 1 712 2 119 –407 Change in provisions and other non-current liabilities 436 420 16 Net financial expense/income 301 –112 413 Other 248 –2 250 Net income adjusted for non-cash items 9 927 10 165 –238 Interest and other financial receipts 590 608 –18 Interest and other financial payments –498 –585 87 Taxes paid –1 217 –1 570 353 Cash flow before working capital changes 8 802 8 618 184 Payments out of provisions and other net cash movements in non-current liabilities –567 –481 –86
Dépréciations, amortissements et pertes de valeur 1 712 2 119 –407 Variation des provisions et autres passifs non courants 436 420 16 Charges/produits financiers nets 301 –112 413 Autres 248 –2 250 Résultat net ajusté des éléments non monétaires 9 927 10 165 –238 Intérêts encaissés et autres produits financiers 590 608 –18 Intérêts payés et autres charges financières –498 –585 87 Impôts payés –1 217 –1 570 353 Flux de trésorerie avant variation du fonds de roulement 8 802 8 618 184 Paiements en espèces prélevés sur les provisions et autres mouvements en espèces nets des passifs non courants –567 –481 –86

Depreciation, amortization and impairments 614 861 –247 Change in provisions and other non-current liabilities 201 203 –2 Net financial expense/income 122 3 119 Other 141 82 59 Net income adjusted for non-cash items 3 569 3 569 0 Interest and other financial receipts 20 37 –17 Interest and other financial payments –363 26 –389 Taxes paid –289 –394 105 Cash flow before working capital changes 2 937 3 238 –301 Payments out of provisions and other net cash movements in non-current liabilities –145 –174 29
Dépréciation, amortissements et pertes de valeur 614 861 –247 Variation des provisions et autres passifs non courants 201 203 –2 Charges/produits financiers nets 122 3 119 Autres 141 82 59 Résultat net ajusté des éléments non monétaires 3 569 3 569 0 Intérêts encaissés et autres produits financiers 20 37 –17 Intérêts payés et autres charges financières –363 26 –389 Impôts payés –289 –394 105 Flux de trésorerie avant variation du fonds de roulement 2 937 3 238 –301 Paiements en espèces prélevés sur les provisions et autres mouvements en espèces nets des passifs non courants –145 –174 29

Depreciation, amortization and impairments 1 237 614 623 Change in provisions and other non-current liabilities -51 201 -252 Net financial expense 161 122 39 Other -246 141 -387 Net income adjusted for non-cash items 3 895 3 569 326 Interest and other financial receipts -230 20 -250 Interest and other financial payments -173 -363 190 Taxes paid -638 -289 -349 Cash flow before working capital changes 2 854 2 937 -83 Payments out of provisions and other net cash movements in non-current liabilities -311 -145 -166
Dépréciation, amortissements et pertes de valeur 1 237 614 623 Variation des provisions et autres passifs non courants -51 201 -252 Charges financières nettes 161 122 39 Autres -246 141 -387 Résultat net ajusté des éléments non monétaires 3 895 3 569 326 Intérêts et autres produits financiers encaissés -230 20 -250 Intérêts et autres charges financières payés -173 -363 190 Impôts payés -638 -289 -349 Flux de trésorerie avant variation du fonds de roulement 2 854 2 937 -83 Charges de restructuration et autres paiements en numéraire prélevés sur les provisions -311 -145 -166

Depreciation, amortization and impairments 2 663 1 712 951 Change in provisions and other non-current liabilities 421 436 -15 Net financial expense 406 301 105 Other -213 248 -461 Net income adjusted for non-cash items 12 559 9 927 2 632 Interest and other financial receipts 719 590 129 Interest and other financial payments -438 -498 60 Taxes paid -2 086 -1 217 -869 Cash flow before working capital changes 10 754 8 802 1 952 Payments out of provisions and other net cash movements in non-current liabilities -711 -567 -144
Dépréciation, amortissements et pertes de valeur 2 663 1 712 951 Variation des provisions et autres passifs non courants 421 436 -15 Charges financières nettes 406 301 105 Autres -213 248 -461 Résultat net ajusté des éléments non monétaires 12 559 9 927 2 632 Intérêts et autres produits financiers encaissés 719 590 129 Intérêts et autres charges financières payés -438 -498 60 Impôts payés -2 086 -1 217 -869 Flux de trésorerie avant variation du fonds de roulement 10 754 8 802 1 952 Charges de restructuration et autres paiements en numéraire prélevés sur les provisions -711 -567 -144

In this context sessions were organised on a regular basis in 2007 at which trainees presented their work to interested parties within the organisation.
In this context sessions were organised on a regular basis in 2007 at which trainees presented their work to interested parties within the organisation.

In this context the FAMHP supports provision of pharmacotherapeutic information to care providers and has concluded partnerships with independent organisations providing objective information about medicines (for instance the Belgian Centre for Pharmacotherapeutic Information – BCFI-CBIP and Project Farmaka, not-for-profit organisations). This process needs to take into consideration the expectations of healthcare professionals in terms of information content on the one hand, and the ease of access and consultation of the data on the other.
In this context the FAMHP supports provision of pharmacotherapeutic information to care providers and has concluded partnerships with independent organisations providing objective information about medicines (for instance the Belgian Centre for Pharmacotherapeutic Information – BCFI-CBIP and Project Farmaka, not-for-profit organisations). This process needs to take into consideration the expectations of healthcare professionals in terms of information content on the one hand, and the ease of access and consultation of the data on the other.

The implementation of the new organisation chart as envisaged for the start of 2009 requires the P&O Service to develop a definition of its future role in terms of the expectations from the 3 Directorates-General and other departments and services, to implement the 1 % reduction imposed for personnel expenditure and to further develop the strategic decision to convert the FAMHP into a “learning organisation”.
The implementation of the new organisation chart as envisaged for the start of 2009 requires the P&O Service to develop a definition of its future role in terms of the expectations from the 3 Directorates-General and other departments and services, to implement the 1 % reduction imposed for personnel expenditure and to further develop the strategic decision to convert the FAMHP into a “learning organisation”.

Among others, these include Budget & Management Control (B&Mc), Information & Communication Technology (ICT), the Legal service, Personnel & Organisation (P&O), the Translation service, Communication & Scientific support, International Relations, PMO (the support monitoring unit), Internal Audit & Quality and the Crisis unit (non-permanent).
Among others, these include Budget & Management Control (B&Mc), Information & Communication Technology (ICT), the Legal service, Personnel & Organisation (P&O), the Translation service, Communication & Scientific support, International Relations, PMO (the support monitoring unit), Internal Audit & Quality and the Crisis unit (non-permanent).

three pillars (PRE, POST and INSPECTION) ●● Integrating the spearheads across the organisation Transversally integrating and coordinating the operational departments and other services
three pillars (PRE, POST and INSPECTION) ●● Integrating the spearheads across the organisation Transversally integrating and coordinating the operational departments and other services