Sentences with phrase «foreign policy strategy»

In the 1960s educational planning emerged as a key pillar of development as a foreign policy strategy.

Japan must incorporate science diplomacy into its foreign policy strategy if it is to rebuild important relations with key countries and remain a global player in science and technology.

Firstly, they need to take up Boris Johnson's visionary approach to explaining Britain's European and general foreign policy strategy.

It is turning into a combination of ideological tics and irritable gestures even as the worst actors gain power.Ross Douthat argues that the Obama administration is shifting the U.S.'s foreign policy strategy from a Pax Americana model (where the U.S. uses military force to impose order) to one of offshore balancing (where the U.S. strategically sides with one local power or another while keeping U.S. commitments to a minimum).

Created during the Clinton administration in 1998, the IRF exists as part of a larger American foreign policy strategy of promoting international religious freedom.

WASHINGTON / BERLIN (Reuters)- U.S. Vice President Mike Pence heads to Europe this week to meet with allies seeking clarity on the Trump administration's foreign policy strategy and its stance toward Russia after the resignation of the top White House national security aide.

The crown prince has also been focused on shifting the Saudi foreign policy strategy, and may have found an unlikely ally in neighbor Israel.

Understanding these internal political dynamics also raises interesting questions about which Western foreign policy strategies are likely to be most effective in encouraging economic reform within China.

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.

«I resigned because the traditional core values of the United States, as manifested in the president's National Security Strategy and his foreign policies, have been warped and betrayed,» Feeley wrote.

«The emphasis on sports is part of Kim Jong Un's strategy to construct and highlight more of what makes life fun, such as culture and entertainment,» explained Benjamin Katzeff Silberstein, associate scholar at the Philadelphia - based Foreign Policy Research Institute.

It adds to the recent spate of weaker data coming out of the eurozone and really underlines the fact that the ECB can afford to be a little bit patient in terms of ramping up its hawkish rhetoric when it comes to its QE policy, said Bipan Rai, director of foreign exchange strategy at CIBC Capital Markets in Toronto.

On the legislative and policy front, Bill C - 11 has passed the committee stage and seems likely to race toward royal assent by the summer, last week's unveiling of the telecom policy (including policies on the forthcoming spectrum auction and foreign ownership) puts to rest a major issue associated with the digital economy strategy, the CRTC recently published its final anti-spam regulations with Industry Canada expected to follow with theirs shortly, the open government initiative has been making considerable progress, and Government House Leader Peter Van Loan told the House of Commons on Thursday that Bill C - 12 (the PIPEDA reform bill) may finally move forward next week.

This strategy is a constant in the foreign policies of the countries in this region.

It concluded that others would be better solved through administrative intervention on all new foreign investment, case by case, and it rejected a major policy shift, such as a «buy - back» strategy, towards increased Canadian ownership.

As a member of the Global Positioning Strategy (GPS) Project Panel, I had the pleasure of working with a group of «next generation» leaders who are not the «usual suspects» in Canadian foreign policy, but who work in areas that connect deeply with international policy and Canada's place in the world.

Why, asked Senate Majority Leader Harry Reid, was Bush tying his «flawed strategies» to «one of the worst foreign - policy blunders in our nation's history»?

Over at Sojourners, Brian McLaren — the emerging church and religious left's foremost authority on foreign affairs, grand strategy, and defense policy — has weighed in on Afghanistan.

We also need to make sure that he is not too well versed on foreign policy or defense strategy or economic theory.

For us the truth is not advice on foreign policy, not strategy for how to prevail in Nicaragua, not arguments about taxes, all of which are important issues.

The Bush administration's grand design for foreign policy, spelled out last September in a document titled «The National Security Strategy,» declares that the U.S. will exercise the responsibilities of the dominant power in international politics in order to resist terrorism and rogue states and to shape a global ethos of human dignity and prosperity.

These policies allowed the dominant world capital to directly and indirectly through its Russian commercial and financial intermediaries develop a strategy of pillaging the countries» industry (through the massive transfer of surpluses generated by the industry to the intermediaries and to foreign capital).

A country's foreign policy, also called foreign relations or foreign affairs - policy, consists of self - interest strategies chosen by the state to safeguard its national interests and to achieve goals within its international relations milieu.

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.

The European Union links climate to other strategic issues in its renewed Global Strategy for Foreign and Security Policy and the Planetary Security Initiative is in its third year of forging a «Community of Practice» of think tanks connecting climate and security.

To Dare More Boldly, written by American foreign policy analyst John Hulsman, and launched last night at Daunt's Books, explains how the study and execution of political risk strategies have evolved down the centuries and provides a guide for those thinking about how better to analyse such risk.

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.

It is a term deployed to allude to grand ideas and strategies and to conjure up an image of national power, rather than to illuminate what is actually going on in the foreign policy process, or routine political activity.

Her 2011 Foreign Policy article, «America's Pacific Century» largely laid out of the contours of the rebalance, and her extensive travel in and personal attention to the Asia - Pacific made her the strategy's public face.

By the way, most readers know that I am a big advocate of private capital - domestic and foreign, and I have consistently advanced positions in support of FDI, FPI, Concessions, PPPs, private investments in infrastructure, deregulation and liberalization, and other policies and strategies for improving investment in the Nigerian economy.

In speaking engagements, and increasingly on television, he prosecuted his strategy to subvert the status quo by donning a suit and, in perfect and impossible - to - argue - against rhetoric, spouted the sort of radical ideology — pointing out the causal chain between U.S. foreign policy and terrorism — that would have landed anyone else in talk - show purgatory.

Leveraging the private sector requires a strategy and «body language» that attracts private capital, both foreign and domestic and requires policies such as PPPs, privatization and concessions, deregulation and liberalisation that so far have not appeared to be favoured or at best very reluctantly adopted since 2015.

Cameron couldn't look Ed Miliband in the eyes afterwards and he's certain to this day that the Labour leader's foreign policy brief is composed of the most degenerate and base political strategy.

«Too often, well - meaning foreign policy - makers develop strategies to help Africans without actually engaging us,» he said.

(CNN)- Republican presidential candidate Rick Perry appeared before a ballroom of veterans Monday as the governor of Texas, but used the platform to deliver a national message on foreign policy and war strategy.

I just think that at the moment, when what we really need is a very, very cool headed, stern and strategic look at our foreign policy and our alliances, what we need is a very, very cold and considered approach to our foreign strategy.»

Science Diplomacy for France The French Ministry of Foreign Affairs (Directorate - General of Global Affairs, Development and Partnerships - Mobility and Attractiveness Policy Directorate), April 2013 This report discusses ways that France can enhance its research contribution to global science and how that relates to support for international strategies.

Instead, he wants to set up a European Political Strategy Centre, starting 1 January 2015, that will focus on economic and social issues, sustainable development, foreign policy, institutional policy, and communications, with a particular emphasis on foresight studies, the president told reporters here on 5 November.

When asked about future policy implications, Eric said: «In the future there is a need for Sub-Saharan African policy - makers not to depend solely on foreign aid and foreign direct investment but to look at remittance payment as a poverty - reducing and income - equalizing tool in designing poverty - reduction strategies.»

While in DC, she also became fascinated by the nexus between foreign policy and technology, specifically regarding smart power security strategies and international development.

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.

Now, as chief of staff to Representative Gregory Meeks (D - NY), Lafargue finds herself in the thick of the action on Capitol Hill, overseeing the eight - term congressman's policy objectives and strategies and managing an office of 18 full - time and two part - time staff members, all while maintaining a policy portfolio that includes foreign affairs and international trade.

Freedman, a professor of war studies at Kings» College, London, studies the evolution of JFK's foreign - policy strategy.

«I don't want to take anything away from Mitchell,» wrote Clyde Prestowitz, president of the Economic Strategy Institute, in Foreign Policy after famed Texas gas innovator George Mitchell passed away in late July.

This will be guided in particular by the Global Strategy for the EU's Foreign and Security Policy, the UN's 2030 Agenda and Africa's Agenda 2063, allowing sufficient time to engage with EU Member States and African partners in view of establishing joint priorities and actions for the Summit and beyond.

Recognizing that proactive risk management is far more cost - effective than resolving problems after they arise, domestic businesses as well as foreign businesses with operations in Canada frequently seek our guidance on developing, implementing and enforcing corporate policies, risk avoidance strategies and educational training for managers and employees.

We work side by side with clients to develop effective compliance programs, prepare policies and procedures to control risk, investigate potential misconduct, deal with local and foreign agencies, and devise strategies for remedial action.

Their potential suggestion is that «reasonable and equally effective strategy would be to purchase a foreign annuity or life insurance policy.»

Watts, the former FBI agent and a senior fellow at the Foreign Policy Research Institute, noted that «plausible deniability is built into any Russian active - measures strategy,» such as using troll farms in St. Petersburg or Macedonia to conceal influence campaigns.

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