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Le « développement durable » est un projet de société séduisant qui reste relativement théorique en raison du déficit de retours d’expériences opérationnelles et méthodologiques. Organisations hautement durables a pour objectif de rendre compte, de comprendre et d’accompagner la mise en pratique du développement durable au sein d’entreprises et d’organismes publics. À ce titre, cet ouvrage : – définit le concept d’organisation hautement durable en s’appuyant sur les notions de risques organisationnels et sur ce qui est à préserver : « le capital critique » ; – identifie les stades d’apprentissage organisationnel en vue d’atteindre les caractéristiques d’une organisation hautement durable et responsable ; – souligne l’intérêt des indicateurs et pointe leurs dérives d’usage ; – propose des méthodes d’aide multicritère à la décision, notamment pour la mise en place d’une stratégie et d’un plan d’actions développement durable ; – aborde les difficultés opérationnelles du changement organisationnel et discute des moyens et des leviers d’actions pour les dépasser ; – soulève l’importance du rôle de la gouvernance dans ce cadre et propose des fondements et des critères de son évaluation. Illustré de nombreux exemples et d’expériences de terrain, cet ouvrage repose sur un partage des pratiques et sur une approche scientifique. Il propose une ingénierie avec de véritables outils politiques, organisationnels et techniques pour aider les dirigeants d’entreprises et d’organismes publics à opérer un changement vers un nouveau schéma d’organisation axé sur la gestion des problématiques environnementales et sociétales. Organisations hautement durables s’adresse aux décideurs, aux analystes, aux ingénieurs et aux consultants qui ont à répondre à une demande particulière en matière de développement durable et de responsabilité sociétale.
European Union's energy goals for 2020, inclusion of aviation in EU ETS since 2012 and the important increase of CO2 emissions in Southern Mediterranean countries, all justify to pay careful attention to the challenges of the carbon constraint at the Euro-Mediterranean scale. The notion of "carbon constraint" stems from the application of the United Nations Framework Convention on Climate Change (UNFCCC) and from the Kyoto Protocol that resulted in the implementation of the EU ETS in European Union countries. Contrary to European countries that committed to emissions reductions goals ("Annex I countries" of UNFCCC and "Annex B countries" of Kyoto Protocol), Southern and Eastern Mediterranean countries (SEMC), like other emergent countries, apply the principle of "common but differentiated responsibility" that exempt them from adopting any binding emission reductions goals. The extension of the EU ETS, with the auctioning of emission credits as of 2013, and the evolution, even though difficult, of international climate negotiations might nevertheless modify the situation of unbalanced commitments that prevails between Northern countries and Southern countries (section 1). Moreover, if the carbon constraint for European countries remains today soft, it might on a short or medium term generate several economic and social impacts, and potentially on the regional trade (section 2). Several green initiatives undertaken on the Southern shore to develop environmental policies and new carbon market mechanisms have to be supported so as to limit these negative impacts and to implement a virtuous regional momentum (section 3).
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Since 2000, IOM has been producing world migration reports. The World Migration Report 2022, the eleventh in the world migration report series, has been produced to contribute to increased understanding of migration throughout the world. This new edition presents key data and information on migration as well as thematic chapters on highly topical migration issues, and is structured to focus on two key contributions for readers: Part I: key information on migration and migrants (including migration-related statistics); and Part II: balanced, evidence-based analysis of complex and emerging migration issues.
Originally published in 1967, the modest and plainly descriptive title of Development Projects Observed is deceptive. Today, it is recognized as the ultimate volume of Hirschman's groundbreaking trilogy on development, and as the bridge to the broader social science themes of his subsequent writings. Though among his lesser-known works, this unassuming tome is one of his most influential. It is in this book that Hirschman first shared his now famous "Principle of the Hiding Hand." In an April 2013 New Yorker issue, Malcolm Gladwell wrote an appreciation of the principle, described by Cass Sunstein in the book's new foreword as "a bit of a trick up history's sleeve." It can be summed up as a phenomenon in which people's inability to foresee obstacles leads to actions that succeed because people have far more problem-solving ability that they anticipate or appreciate. And it is in Development Projects Observed that Hirschman laid the foundation for the core of his most important work, Exit, Voice, and Loyalty, and later led to the concept of an "exit strategy."