viewO – http://www.flickr.com/photos/fottav/ Bas Verbeek – http://www.flickr.com/photos/basverbeek/ Yohan Park – http://www.flickr.com/photos/ggamdungi/ Chiew Ping Hoo – http://www.flickr.com/photos/chiewping/
Global governance—the collective management of common problems at the international level—is at a critical juncture. Although global governance institutions have racked up many successes since their development after the Second World War, the growing number of issues on the international agenda, and their complexity, is outpacing the ability of international organizations and national governments to cope.
Emerging thinking on overall shape of new regime
•Entity v Income
•Balance between objective and purposive approachesObjective approachwould work by designing simple tests as proxies for artificial diversion from the UK Purposive approachwould work by having an over-riding principle that would apply to profits held in low tax jurisdictions
•Based on feedback from working groups, questionnaires and wider business consultation, preferred shape of new regime:
•Entity rather than income basis, but moving away from an ‘all or nothing’ approach
•Prefer to start with simple/certain objective tests, reducing pressure on subjective purpose based test
•Avoid tracing rules
Introduction for Panel discussion “A Case for Rapid Euro Adoption?”
OeNB Conference on European Economic Integration
Member of the Executive Board
Vienna, 16 November 2009
The Single Euro Payments Area is an initiative of the European Central Bank which will unify all of the retail payment markets in the euro area to form a single market. The initiative has three phases: a design phase, followed by a period of integration, followed by total migration to the new system. SEPA is currently nearing completion of its migration phase, indicating that its instruments are generally in use at this time.
Community fora in the Single Euro Payments Area, including in Austria, Belgium, Cyprus, Estonia, Éire/Ireland, Finland, France, Germany, Greece, Italy, Latvia, Luxembourg, Malta, the Netherlands, Portugal, Slovakia, Slovenia, and Spain.
In this changing world today we need to act globally. The XXI century world which is emerging is already being shaped by global players. Our present well-being and common wealth for which our previous generation worked so hard are at stake. To confront the unprecedented challenges that we are facing today on our planet we need to pull our resources and our determination together more than ever before. Only by acting together within the framework of our European Union will we be able to play a leading role and exercise an influence on major issues.
The revision of the existing Lisbon Strategy will be a key priority for the three Presidencies. On the basis of the Commission’s Strategic Report on the evaluation of the Lisbon Strategy, the Commission’s proposal for the post-2010 strategy, and taking into account in this work the report of the Reflection Group headed by Felipe González as well as the contribution of the European Parliament and the consultative bodies (EESC, CoR), the three Presidencies will establish a framework in order to deliver on the challenges that matter most to Europe’s citizens. In line with the Commission’s communication for the Spring European Council 2009 “Driving European recovery” and the European Council conclusions of 18-19 March 2009 and their implementation, the new Strategy will be prepared and launched during the 18 months of our three Presidencies. This focused policy framework will address the future economic, employment, social, environmental challenges and set realistic common targets for the post 2010 Strategy with special attention to growth and jobs.
# Activities that contribute to UK productivity and employment
# Innovative activities that contribute to a “knowledge economy”
# High value-added activities that support productivity growth
# Multinational groups locating these activities in the UK
# Activities in which the UK has a comparative advantage
The FY03-05 CAS and the FY06-07 ISN were aligned around Nicaragua’s first Poverty Reduction Strategy Paper (PRSP) which was later revised and renamed the National Development Plan in 2005. Although Nicaragua’s core objective to reduce extreme poverty was not achieved to the extent desirable, achievements were made across the program with considerable progress in promoting a stable macroeconomic environment, reducing the fiscal deficit significantly, and lowering external debt to sustainable levels by achieving the HIPC Completion Point and obtaining further debt reduction through the Multilateral Debt Relief Initiative (MDRI). Growth has been modest averaging around 3.2 percent per year since 2002, and exports have doubled. Though the Bank was instrumental in the increase of poverty spending from 9.6 percent of GDP in 2002 to 13.6 percent in 2006, greater expenditure has yet to translate into significant gains in poverty reduction.