La finta guerra del Brexit

Tempo stimato di lettura: 1

La situazione inglese è paragonata alla phoney war, la “finta guerra” dei primi 8 mesi della 2.a guerra mondiale (settembre 1939-aprile 1940) quando, nonostante la dichiarazione di guerra, Inghilterra e Francia stettero a guardare la blitzkrieg di Hitler senza opporre resistenza.

phoney war

Ora “non succede niente” perché il Brexit non è nemmeno ancora dichiarato ufficialmente. Dopo il primo shock del voto la vita continua “normale” nella guerra “finta”,  in attesa della guerra “vera” quando cominceranno le trattative. Un giorno escono dati economici che fanno dire ai brexiteers che tutto va meglio e il futuro è rosa alla faccia dei profeti di sventura pro Europa, che avrebbero solo cercato di terrorizzare i votanti a favore del Remain. Un altro giorno i dati fanno presagire una crisi seria

Ma Theresa May, nuovo premier inglese, gioca a carte coperte rifiutando in Parlamento ogni accenno a chiarire significati e strategie del Brexit, salvo che

“l’Inghilterra uscirà dall’Europa ma negozierà un nuovo accordo di mercato con l’Europa”

La sua linea è che qualsiasi anticipazione potrebbe pregiudicare le trattative, ma trova critiche all’interno dello stesso governo. Insomma nessuno pare sapere come la questione si concretizzerà, dall’immigrazione alla reazione delle multinazionali che costantemente valutano quanto restare o uscire da Londra. L’unica certezza è che l’attuale phoney war si protrarrà per parecchi mesi più del 1939-40. E rimane da vedere quanto saranno severe (o meno) le ostilità della Merkel e del resto dell’Unione al tavolo dei negoziati. Mentre in Inghilterra non demordono i fautori di un secondo referendum, dai vertici costituzionali UE si afferma che

nulla nell’articolo 50 vieta un ripensamento anche dopo che è stato attivato

Related Posts Plugin for WordPress, Blogger...

Alberto Forchielli

Presidente dell’Osservatorio Asia, AD di Mandarin Capital Management S.A., membro dell’Advisory Committee del China Europe International Business School in Shangai, corrispondente per il Sole24Ore – Radiocor

Latest posts by Alberto Forchielli (see all)

Precedente Jena Plissken in Europa? Successivo La sensibilità del banchiere centrale

Un commento su “La finta guerra del Brexit

  1. 元サーファー il said:

    The strategy of Government of the United Kingdom provides direction on how the Ministry of Defense (MoD) will manage and develop its infrastructure and as an enabler of defence capability and outputs.

    Infrastructure is a critical enabler of UK’s Defence capability, recognised by its position as one of the Defence Lines of Development (DLOD). Consequently, MoD owns 220.000 hectares of land and foreshore in the UK (either freehold or leasehold), which is about 0.9% of the UK total land mass) and has rights over a further 204.000 hectares.

    More than two thirds of this land is solely for the purpose of Military training.

    They also have significant land holdings overseas, primarily our Permanent Joint Operating Bases (PJOBs) in Cyprus, Gibraltar and the British South Atlantic Islands, but also overseas training areas in Canada, Kenya and Belize.

    Infrastructure accounts for 10% of the Defence budget annually.

    They only retain infrastructure that is required for Defence purposes and, in accordance with Managing Public Money they are required to dispose of surplus land and property.

    The estate consists of a wide range of facilities including:
    – barracks;
    – airfields;
    – nuclear facilities, naval bases and ports;
    – education and training facilities;
    – training and test ranges;
    – logistics, munitions, oil and fuel depots and pipelines;
    – communication facilities;
    – housing estates;
    – medical centres, career centres and offices.

    The estate includes over 1600 designated heritage sites as well as a combined total of 171 Sites of Special Scientific Interest and Areas of Special Scientific Interest.

    As well as being tenants ourselves e.g. on Dartmoor, they have a range of agricultural and business tenants across the estate that provide income generation and support.

    They have a responsibility for the health and safety of (their) People, including their contractors and those that may be affected by their activities.

    The high degree and pace of transformational change in Defence, including the rebasing of the Army from Germany is demanding significant infrastructure adjustments.

    In addition, there is a continuing need to drive further efficiency from their infrastructure and its management such that it is sustainable within the available resources, to free resource and capital for reinvestment across Defence and to deliver the objectives set out within the Sustainable MoD Strategy.

    To meet this duty of care their infrastructure activities are covered by a comprehensive Health and Safety (H&S) regime.

    Infrastructure security is imperative in protecting their people, facilities and assets.

    The/Their infrastructure must be legally compliant and enable resilience to safeguard against and recover effectively from disruptive events.

    Strategy delivery must be enabled by appropriate behaviours, incentivisation mechanisms and funding flows within the system and be delivered within the context of the Financial Management Strategy and funding framework outlined within the Comprehensive Spending Review (CSR).

    A balanced Capital Infrastructure Programme (CIP) is in place which may need to be reviewed and reprioritised in line with Strategic Defence and Security Review (SDSR) outcomes on a periodic basis after any major change in assumptions.

    The system must also identify and maximise opportunities for income generation and wider intangible benefits (e.g. in support of reputation, recruitment etc.) to generate greatest value from the estate, which may also be used to offset running and capital costs.

    This could be from commercialisation of the estate (where there is irreducible spare capacity) or Third Party income streams e.g. NATO or from disposal of assets no longer required for Defence use.

    The right incentives must be put in place to generate the right behaviours. Effective design and technological solutions supports productivity and drives efficiencies.

    l- – – – -O

    United Kingdom’s Ministry of Defence (MoD, Corporate Report, THE), “Strategy for defence infrastructure 2015 to 2030” – London: November 11, 2016
    https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/568181/20161111-Strategy_for_Defence_Infrastructure_2015-2030.pdf

    O- – – – -l

    Surfer

Lascia un commento

Questo sito usa Akismet per ridurre lo spam. Scopri come i tuoi dati vengono elaborati.