Sentences with phrase «foreign policy changes»

But the art isn't there to argue for our foreign policy, and since our foreign policy changes all the time, it's kind of a ridiculous idea that you could do that at all, because then you're stuck every time the policy changes.

Such liberal hopes for foreign policy change are deeply embedded in the belief that individual and domestic factors have a major influence on the foreign policy behaviour of states — and Pakistan's India policy is at the very heart of its overall orientation in international relations.

The implications of such structural and ideological constraints are not deterministic, however, and under certain conditions the balance can shift in favour of foreign policy change.

When his personal doctor is shot down on a mercy mission over Syria, President Bartlet threatens a dramatic military strike on that country, and aficionados believe the show's title refers to the president's attitude to foreign policy changing because of the death of his physician.

Is «foreign policy change» a mere adaptation to changes taking place in the domestic arena, as argued by most IR liberals?

President Obama delivered the graduation speech at West Point Wednesday, and with it, a foreign policy change of direction.

As the fundamentals of foreign policy change, countries should consider how to construct a strategy that takes advantage of the three Es of science diplomacy.

Explain how and why US foreign policy changed in the 1940s.

Has Japanese foreign policy changed in the post-Cold War era?

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

To truly bring more foreign talent into Canadian tech hubs — whether they're from the United States, one of the countries affected by the travel ban, or elsewhere — requires sweeping policy changes.

While the International Mobility Program will certainly help a few American companies to «park» their foreign employees in Canada during this tumultuous time, it's the broader policy changes that will tangibly impact the tech community at home, as well as foreigners seeking a safe and stimulating place to innovate.

Trump's mandate has so far been marked by several changes in approach compared to his predecessors, mainly regarding foreign policy.

Trump's campaign said in a statement that U.S. trade policy constitutes «unilateral economic surrender» and needs complete change because it allows foreign competitors to shut out U.S imports, devalue their currencies and unfairly target U.S. industries.

Until the «United States and other associates» find a credible political ally and viable alternative to President Bashar al - Assad inside Syria, the balance of power within the country will not change, says Stephen Blank of the American Foreign Policy Council.

The country's second - largest carrier, Virgin Australia, was founded thanks to this policy change, with roughly two - thirds foreign ownership today.

But an order was included that demanded such a report pay «extra consideration to the effects such a policy change may have on the middle class, manufacturing and service sector workers, and foreign direct investment into the United States.»

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

The Competition Policy Review Panel last week delivered its long - awaited report on Canada's foreign investment practices, recommending changes to the country's ownership rules and stressing the need for Canadian companies to be more competitive abroad.

«The only way to address these legitimate concerns is to reopen the deal itself and change those provisions that give foreign investors and big corporations such power to dictate government policy,» Barlow said.

«Paramount Pictures and Huahua Media have mutually agreed to end their slate financing agreement... following recent changes to Chinese foreign investment policies,» Paramount said in a statement on Tuesday.

In an e-mail message Scott Sinclair, a director at the Canadian Center for Policy Alternatives, wrote that he suspects «these revelations call into question the validity of the distinction between foreign state - owned enterprises and private corporations underlying the recent changes to the Investment Canada Act.

Coalition organizers said the U.S. remains a vital draw for foreign travelers and that only modest policy changes would be required.

We believe that it will truly benefit the individual to continue learning about the ever - changing landscape of business cycles, trends, technology, domestic / foreign industries, and government policies.

Important changes to Canadian citizenship and immigration policy have broken into the headlines of late, from the introduction of the Strengthening Canadian Citizenship Act to serious abuses of the controversial temporary foreign worker program to refugee determination concerns.

Younger millennials (18 - 24) are more likely to argue that economic opportunities should shape Canada's foreign policy, while older millennials (25 - 34) are more likely to identify opportunities for collaboration on global issues, such as climate change, as shaping our international outreach.

The scenario you've described could be held at bay or dealt with over time by serious commitment to changing our energy policy and reducing foreign imports.

A draft presidential memorandum at the end of the document that could be used to order the review of NAFTA orders the report to pay «extra consideration to the effects such a policy change may have on the middle class, manufacturing and service sector workers, and foreign direct investment into the United States.»

With the recent economic collapse in 1997, policies have changed once again and foreign adoptions of healthy Korean children are again on the rise.

Juwai.com Vice President Byron Burley speaks to Greg Bonnel of BNN on House Money about Chinese property investor interest in Canada following tougher foreign buyer taxes, as well as policy changes by the Chinese government and central bank.

Over the course of our conversations, I came to see Obama as a president who has grown steadily more fatalistic about the constraints on America's ability to direct global events, even as he has, late in his presidency, accumulated a set of potentially historic foreign - policy achievements — controversial, provisional achievements, to be sure, but achievements nonetheless: the opening to Cuba, the Paris climate - change accord, the Trans - Pacific Partnership trade agreement, and, of course, the Iran nuclear deal.

«On June 6, Minister Freeland outlined a new foreign policy for Canada, and underscored our commitment to a rules - based international order, progressive trade policies, gender equality, and fighting climate change.»

Tuesday's move left some analysts wondering whether the administration's goal is to persuade China to change the policies that are allegedly damaging U.S. companies or simply to shield an embattled Rust Belt industry from foreign competition.

Australia needs, over time, to lessen its dependence on foreign savings and reduce its vulnerability to destabilising changes in market sentiment towards it (which, of course, have implications for monetary policy).

- how you can claim it's unfair to characterize evangelicals as anti-intellectual while following a man who believes conspiracy theories from the National Enquirer, thinks climate change is a hoax, says vaccines cause autism, and displays such breathtaking ignorance regarding the state of the world and foreign policy that no former presidents will endorse him and multiple generals, foreign policy experts, editorial boards, and heads of state have denounced him as dangerously uninformed,

Part of the world population started to change its opinion starting during 1997 - 1998 following the setback of the policies imposed jointly by governments applying neo-liberal dogmas, by the owners of national and foreign capital and by multilateral financial institutions.

Perhaps more disturbing is the possibility that Trump is an early symptom of an even greater change in America's foreign - policy values.

Our fiscal policies began to change; we began to get more money appropriated for missions, going for both home and foreign missions.

The WA Liberal Dennis Jensen said Labor's change in stance on foreign investment was more to do with Rudd's preference deal with Katter in Queensland than policy.

The policy had to change because the foreign players usually don't stay.

While it is accepted that Rohani is not changing Iran's foreign policy, it doesn't follow that the US would be better off with someone like Ahmadinejad in power.

The foreign affairs committee, publishing its report on East Asia today, calls on the government to change its policy towards China, which it describes as a major «regional and international player».

In many ways, the Obama administration evidenced continuity rather than change in its foreign policy from the Bush years.

As the Trump administration charts its course with new actors at the helm, such as Pompeo or Bolton, it is important to remember that neither personnel changes nor who occupies the White House necessarily produce radical pendulum swings in foreign policy.

I suggest this is clear evidence of a fundamental change in American foreign policy.

Trump's decision to withdraw from international climate agreements, and his seeming climate change denial, may restrict the US from legitimately using climate security rationales for informing grand strategy and foreign policy.

Thus, in a sub-system like the Middle East, the current Iranian regime can be said to have revolutionary foreign policy goals, leading it to seek major changes in the region, including the destruction of Israel as a sovereign state.

While the recent change of principal characters in US foreign policy suggests a sea - change, this has arguably been a gradual rising of the waters rather than a spring flood.

And despite the noisy tory backbenchers, the complicity of Nick Clegg and the invisibility of Ed Miliband, there are plenty of people in the UK who welcome being in the EU, able to travel, and work, and set up businesses, trade freely, influence EU foreign policy and climate change policies — who will not want the UK to be a small cut off island on the edge of the continent, with no influence in Europe let alone the wider world.

This change in diplomacy is part of the emergence of a new paradigm driving the US Foreign Policy post «9/11».