Sentences with phrase «external economic relations»

Not exact matches

During one event attended by the prime minister that week, an investment seminar hosted by the Japan External Trade Organization and the Japanese Ministry of Economy, Trade, and Industry at the Pierre Hotel, Dr. Ziad Haider, special representative for commercial and business affairs at the US Department of State said, «Secretary Kerry... likes to say that foreign policy is economic policy, and in saying that he's referring to that interplay between foreign policy, foreign affairs, economic issues, and it's certainly true with bilateral diplomatic relations, as well.»

The subjects we are currently focusing on are all the issues relevant to the eurozone - the discussion about Greece, the lacklustre economic recovery in the eurozone, but also external influences, like the discussion on Britain's future in the EU and the EU relations with Russia.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

The negative effects of this strategy has been evident both in Iranian domestic politics, with high inflation and partial economic and cultural isolation, and external relations, with Iranian foreign - policy makers constantly attempting to set up alternative tracks of inter-state relations.

1 Etymology 2 History 2.1 Prehistory 2.2 Medieval kingdoms 2.3 European contact (15th century) 2.4 Independence (1957) 2.5 Operation Cold Chop and aftermath 2.6 21st century 3 Historical timeline 4 Geography 4.1 Climate 4.2 Rivers 4.3 Wildlife 5 Government 5.1 Foreign relations 5.2 Law enforcement and Police 5.3 Military 5.4 Administrative divisions 6 Transportation 7 Economy 7.1 Key sectors 7.2 Manufacturing 7.3 Petroleum and natural gas production 7.4 Industrial minerals mining 7.5 Real estate 7.6 Trade and exports 7.7 Electricity generation sector 7.8 Economic transparency 8 Science and technology 8.1 Innovations and HOPE City 8.2 Space and satellite programmes 8.3 Cybernetics and cyberwarfare 8.4 Health and biotechnology 9 Education 9.1 Overview 9.2 Enrollment 9.3 Foreign students 9.4 Funding of education 9.5 Provision of educational material 9.6 Kindergarten and education structure 9.7 Elementary 9.8 High school 9.9 University 10 Demographics 10.1 Population 10.2 Legal immigration 10.3 Illegal immigration 10.4 Language 10.5 Religion 10.6 Fertility and reproductive health 11 Universal health care and health care provision 12 Culture 12.1 Food and drink 12.2 Literature 12.3 Adinkra 12.4 Traditional clothing 12.5 Modern clothing 12.6 Music and dance 12.7 Film 12.8 Media 12.9 Sports 12.10 Cultural heritage and architecture 13 National symbols 14 Tourism 15 See also 16 References 17 Further reading 18 External links

This achievement notwithstanding, Mugabe's repressive policies have earned his country wide ranging economic sanctions from most Western governments, yet it appears that his regime has learned to live with this level of diplomatic isolation largely due to its strong and diverse relations with the rest of the developing world, enabling Mugabe and ZANU - PF to weather any economic downturn caused by external sanctions.

The Union shall in particular ensure the consistency of its external activities as a whole in the context of its external relations, security, economic and development policies.

Executive Management Duties & Responsibilities Provide effective solutions to complex issues such as cost budgeting, pricing strategies, vendor negotiations, revenue projections, purchasing and sales negotiations, business development tactics and industry competition Identify and develop talent among team members with targeted recruitment, focused training efforts and the promotion of a performance - based work environment that leverages individual talents for group benefit Utilize needs - and situation - based assessments to manage costs and capital outlays and determine potential ROI Participate heavily in all marketing, branding, public relations and communications activities Develop leadership team and support staff to aid in efficient business operations, sales and marketing functions, and client service execution, delegating important tasks and assignments while monitoring for effective resolution Lead through example with consistent work ethic, attitude, and professionalism, while performing sales presentations, overseeing market operation and business development, creating new revenue channels and managing key vendor and client relationships Collaborate in all phases of strategic planning with senior - level management, while furnishing oversight and guidance regarding effective acquisition strategies, pricing, market trends, and operational structures Assess and expand key markets and potential business ventures while ensuring operational efficiency and solid execution of corporate mission Create and implement marketing and sales strategies while tracking progress versus established internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of the products, services and respective marketplace, including pricing and regulatory trends, competitor strategies, general economic conditions and other business metrics Act as a liaison between staff, clients, and other management members to resolve issues in a timely manner

NTRBs are important intermediaries for many traditional owner groups around Australia, as few groups have all the necessary information and skills to engage with external parties in relation to the range of issues that can arise in native title and economic development issues.