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At the much finer level of wards within cities, we find that areas with deprivation in terms of education, income and employment were more likely to vote Leave.
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Archived PDF from the original on 17 April Retrieved 13 April Archived from the original on 22 March Daily Express. Archived from the original on 27 March Retrieved 28 March The Government is confident a proposed law change altering the Brexit date is "legally correct" in response to concerns raised by lawyers.
Ministers were pressed over the legality of the statutory instrument SI to change the exit day of the UK's withdrawal from the EU by Lord Pannick, who successfully led the Supreme Court Article 50 case against the Government.
The concern centres on the SI, due to be debated by peers and MPs on Wednesday, containing two alternative exit days. Lord Pannick A number of lawyers have expressed concern about the legality of this statutory instrument.
The concern is that it sets out two alternative exit days: 12 April or 22 May. The statutory instrument needs to be passed by both the Commons and the Lords.
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Archived from the original on 10 June Through analysis of the EU treaty database, the FT found separate EU bilateral agreements with potential relevance to Britain, covering trade in nuclear goods, customs, fisheries, trade, transport and regulatory co-operation in areas such as antitrust or financial services.
This includes multilateral agreements based on consensus, where Britain must re-approach separate parties. Around separate opt-in accords at the UN and World Trade Organization are excluded from the estimates, as are narrow agreements on the environment, health, research and science.
Some additional UK bilateral deals, outside the EU framework, may also need to be revised because they make reference to EU law.
Some of the are so essential that it would be unthinkable to operate without them. Air services agreements allow British aeroplanes to land in America, Canada or Israel; nuclear accords permit the trade in spare parts and fuel for Britain's power stations.
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And they also agree that over the longer term its places that are already struggling that are likely to struggle the most, further exacerbating the country's unbalanced economic geography.
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Download as PDF Printable version. Wikimedia Commons Wikiquote Wikiversity Wiktionary. Part of a series of articles on. Negotiations Negotiation positions EU negotiation mandate Chequers agreement Timeline: , , Delaying Article 50 requires EU agreement and they have indicated it would have to be accompanied by one of three conditions.
A short delay to ratify the deal is fine but otherwise it must be in order to produce a breakthrough — either via another referendum or an election.
That leaves either no deal or an election. An election would be a last-ditch attempt to save her premiership and for the Tories to gain enough MPs to break the parliamentary deadlock.
Moreover, with Labour divided and their leader polling dismally, there may never be a better time. Labour have already called one no confidence vote and failed but a repeat is likely given the chaos.
Such is the uncertainty and febrile atmosphere, it could happen at very short notice. If May does not rule that out very soon, several Cabinet ministers could resign and the crisis will intensify.
Note too that the threat does not just come from the opposition. The European Research Group — a hard Brexiter faction within the Conservative Party that opposes the deal — has pledged to bring the government down if it allies with Labour to get the deal passed.
They are offering odds ranging from what will be rationed first or sterling falling off a cliff. A chaotic exit might produce a state of emergency or crash the economy and would certainly further divide the country.
It would probably spark a referendum on Scottish Independence and perhaps Irish Unity. Any or all of these would further divide the governing Tory party and potentially bring the government down in short time.
This, for me, is the likeliest outcome and it need not involve much drama. It could be before Brexit, having failed, or afterwards, having delivered her promise.
Very few Tories want her to lead another election campaign. In this case, it would be perfectly normal for the new leader to seek their own mandate to govern — exactly as May did in That is in line with polls predicting another very close result but, on the basis of the last two UK general elections, bookies will be live to the possibility of another massive shock.
Whenever it happens, a UK general election will as usual generate a wider array of betting markets than literally any political event on earth.
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Ideally, at least one of your scenarios should challenge your view of the way the world works. For example, if you believe that movement toward free trade is inevitable, imagine an alternative future in which the world gradually comes to accept tariffs and barriers.
Having articulated these alternative futures, look into the impact each of them could have on your company.
How significant would they be? What would be the likely timing of events? Which of your competitors would thrive under this scenario if you did not?
What else would have to happen for this scenario to occur? Highlight any risks or opportunities involved, especially those that are more elusive.
Finally, instead of devising a separate response for each scenario, bring your colleagues together to consider these questions: What strategy could we adopt that would be robust under any of these scenarios?
What investments could we make now to ensure that whatever scenario comes to pass, we will be glad we made that choice? And what can we do now to influence the development of the preferred scenario?
Rethink your global footprint. The aftershocks of Brexit provide an opening to launch soul-searching exercises to examine the map of countries where you manufacture and sell your portfolio of goods and services.
These exercises can also help you reconsider cost allocation, to adjust expenses to match your new global needs. Focus on strategic objectives: making the most of your capabilities, ensuring access to markets where your capabilities can help you stand out, managing regulators, finding suitable labor pools, and providing opportunities for innovation.
For instance, U. But in a nod to the Brexit vote, Alnylam plans to set up its E. Although Switzerland is only an associate member of the E.
General Electric is using the Brexit vote more broadly as the spur for a new, decentralized footprint. Honda Motor has employed this strategy to its advantage for decades, but it is only now becoming attractive to other multinationals.
The U. TV network ITV announced a cost reduction exercise in response to the economic uncertainty that sprang up after the vote.
Some banks announced they were reviewing the location of their HQ. Encourage a diversity of perspectives within your company.
Now is the time to build a stronger culture in which people feel welcome to express their own points of view. Organizations are made up of many types of people, occupying any number of socioeconomic strata and holding a variety of political positions.
Employees will hold a wide range of views about the risks of your post-Brexit strategy and the direction your company should take.
This diversity of perspective is a strength, not a weakness, of your enterprise. Give a large group of trusted managers and employees the task of developing a course of action in Europe and the U.
If your decision makers hold views that are mirror images, or if they are afraid that disagreeing with management would harm their position in the organization, their collective biases and blinders may prevent them from seeing an optimal strategy.
To make your prospective pool of decision makers as large as possible, draw in people with a range of experiences, professional backgrounds, interests, and areas of knowledge.
Include advisors with deep sets of intelligence in areas as diverse as economic development, political engagement, devolution, immigration policy, industry trends, and customer data.
Ask open questions to make sure that responses are not exclusively what people believe management wants to hear. As a leader, be transparent and choose your words carefully.
In difficult periods, executives must be cautious about what they say and the stances they take. They should express sincere compassion and be on guard against statements that may ruffle feathers throughout the organization.
The Brexit and Trump votes have triggered strong emotional reactions, not just in the U. The environment within many companies doing business in the U.
For some individuals living there, the Brexit results raise questions of whether their country is still inclusive.
They also have concerns about their stocks and pensions, their jobs, and their ability to get a mortgage in the future.
Others are bristling with resentment about generous executive pay and high bonuses. Still others see Brexit as an opportunity to develop a new, perhaps more realistic relationship with the rest of the world.
You may have to choose an approach based on what will help you attract and hold the best people in the future. No matter what your perspective is, allow people to communicate their views freely.
If people express fear or concern, offer tangible aid whenever possible. Be similarly self-aware when interacting with customers, suppliers, and shareholders.
As John Chipman of the International Institute for Strategic Studies suggests , companies need to develop many of the skills traditionally associated with diplomacy and statecraft.
These skills will be even more important after Brexit is implemented. If the aftermath of the referendum propels you to move into foreign territories that have their own evolving post-Brexit characteristics, you will need to integrate your company with the local society and government.
Use the expertise you have gained in your current business locations to collect on-the-ground intelligence for example, from observers within local governments that can inform strategies designed to minimize risk.
Instituting a well-resourced corporate foreign policy is an excellent way to buoy your localization strategy.
This could lead to more favorable consideration as the new order evolves. The Japanese government, and some U. This type of encouragement is unprecedented, and it may lead a number of companies to take positions on Brexit or other geopolitical issues before they have developed true diplomatic skills.
The more prowess you have as a company with a foreign policy, the more powerful and nuanced an effect you will have.
Prepare for further expressions of public antipathy to the establishment. The Brexit results made it clear that the issues ignited by the financial crash have not gone away.
Your employees will be worried about pension deficits and the potential impact of economic uncertainty on their job and wage prospects. We may also see the rise of conscious capitalism, more attuned to the needs of the people business serves and employs.
Pay particular attention to attitudes about immigration. Historically, business leaders have assumed that they can move people around the world without much popular resentment.
That may not be true any longer. Borders will be tighter, and moving people across them will be harder, in terms of both managing the regulations and navigating public opinion.
By taking these steps, you can keep your business healthy while also addressing some of the political and social issues that the electorate has raised.
A process like this can catalyze innovation and growth even in the midst of turbulence. You will gain new insight into the strengths of your company: your distinctive identity, your capabilities, and the dedication of your people.
One of the surprising long-term results of Brexit may be a higher level of connectivity among citizens, government, business, the environment, and society at large.
In all your post-Brexit efforts, try to establish your organization as a model for other enterprises and even governments. You can show, with your company as a microcosm, how to make the transition smooth and beneficial to as many people as possible.
For example, in the separation discussions, which are sure to be sensitive and full of pitfalls, government officials will need to focus on options for mutual gain.
They will need to be empathetic toward others, pragmatic about their promises to their stakeholders, and mindful of the opportunity costs inherent in delay.
Companies can show government leaders how to accomplish this in the way they negotiate their related arrangements.
Most multinational companies, British and otherwise, will be watching the Brexit negotiations closely. But clearly this is no time to be passive.
Now, as globalization morphs into its post-Brexit form, business leaders cannot simply wait to see how things unfold.
They must move to establish their own identity. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase.
All rights reserved. Please see www. No reproduction is permitted in whole or part without written permission of PwC. Below is an explainer of the Brexit basics:.
In the June 23, referendum, 52 percent of British voters backed leaving while 48 percent voted to remain in the bloc. Prime Minister David Cameron, who called the referendum, resigned immediately afterwards.
The referendum was a simple yes or no vote. It left lawmakers to grapple with the mechanics of how to leave the EU in a country divided over everything from secession and immigration to capitalism and modern Britishness.
In order to leave, the UK had to invoke Article 50 of the EU treaty, which outlines the steps for a member state to withdraw. The deadline was extended three times, to Oct.
May resigned in June. Some lawmakers are staunch remainers and some believe the country should hold a second referendum. A sticking point to parliament approving a deal has been the border between Northern Ireland, part of the UK, and Ireland, which remains part of the EU.
Since the peace deal, which ended three decades of violence between Irish unionists and nationalists, free trade and movement of people between EU member states has meant there is virtually no border between Ireland and the UK.
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