Übersetzung für "employee client " (Englisch → Französisch) :

67. Believes that the CSF should not be limited to focusing on research-driven or technology-based innovation alone, but that it should support different sources of innovation; points out that many companies – especially SMEs – use other sources of innovation such as clients, markets, users and, not least, employees, and that this form of innovation is often of a more practical nature and is focused on solving specific problematic issues related to processes, services or products, since the proposed solutions are often found by the employees that are closest to the productio ...[+++]n process, markets and clients; believes, therefore, that the EU should strengthen practice-oriented, employee-driven innovation;

67. Believes that the CSF should not be limited to focusing on research-driven or technology-based innovation alone, but that it should support different sources of innovation; points out that many companies – especially SMEs – use other sources of innovation such as clients, markets, users and, not least, employees, and that this form of innovation is often of a more practical nature and is focused on solving specific problematic issues related to processes, services or products, since the proposed solutions are often found by the employees that are closest to the productio ...[+++]n process, markets and clients; believes, therefore, that the EU should strengthen practice-oriented, employee-driven innovation;

(a) amending subsection 125(7) of the Income Tax Act to include a provision under which a business would not be defined as a " personal services business" if there were a clear " supplier-client" service contract in effect rather than an " employee-employer" contract, regardless of the number of workers employed by the supplier; (b) to amend the Income Tax Act to define a " supplier-client" service contract as one that (i) describes a specific deliverable that the supplier is to provide to the client and stipulates that under no ...[+++]circumstances do the parties intend to establish an employer-employee relationship, (ii) stipulates that neither party may have access to benefits provided by the other's human resources unit, including employee benefits, promotions, training, and career planning;

In the view of many of the Committee’s witnesses, uncertainty is unfair for employees, clients and shareholders, and limits the financial services sector’s growth and prosperity.

5. Points out that the rules governing corporate governance are generally designed to maintain a duality of power within the collegiate decision-making body by distinguishing between management and supervisory functions so as to limit conflicts of interest but stresses that non-executive structures may, besides their monitoring task, also have vital advisory, mediating and networking functions, and a particular role in linking up with societal demands and general interest. These rules are also designed to strengthen the role and rights of shareholders, in particular through better information and financial transparency. However, the recent financial scandals and the way they have affected the system as a whole offer grounds for a broader ap ...[+++]proach to matters of corporate governance; requests therefore that, in addition to the interests of institutional or individual shareholders, which are dealt with in depth in the communication, the Commission should take explicit account of the interests of all other stakeholders (employees, creditors, clients, suppliers, etc.) in the various proposals it will be submitting as part of its action plan, giving particular weight to the principle of corporate social and environmental responsibility; emphasises that decent structures and practices of information and consultation of workers form an indispensable part of European corporate governance and is of the opinion that all European company law directives should contain obligations for information and consultation of employee representatives where major decisions are at stake for the continuity of firms and jobs.

However, as the CEO of a large financial institution, I, together with our management team and board of directors, have a responsibility to our employees, clients and shareholders to make a considered assessment of the likelihood of successfully completing a transaction before we allow the institution to undertake all the workload and risk associated with a proposed merger.