Forests are under tremendous pressure from human uses of all kinds, and one of the most significant threats to their sustainability comes from commercial interests. This book presents a comprehensive examination of the interactions between the forest products sector and the sustainability of forests. It captures the most current sustainability concerns within the forestry sector and various sustainability-oriented initiatives to address these. Experts from around the world analyze interconnected topics including market mechanisms, regulatory mechanisms, voluntary actions, and governance, and outline their effectiveness, potential, and limitations. By presenting a novel overview of the burgeoning field of business sustainability within the forestry sector, this book paves a way forward in understanding what is working, what is not working, and what could potentially work to ensure sustainable business practices within the forestry sector,

Ecology, Ethics, and Hope explores what hope is, how it operates, and whether or not it is important in our response to ecological challenges like climate change, deforestation, biodiversity loss, and pollution. The book offers an accessible and timely overview of this emerging topic within environmental ethics, a platform for further discussion, and refinement of the notion of hope. Hope has started to receive more theoretical attention from philosophers and social scientists. In light of worsening ecological conditions, the concept of hope may offer motivation for us to change our destructive ways and conserve the ecosystem goods and systems we depend on. The authors in this collection take stock of the various accounts of what hope is (or is not), what it does (or does not), and how relevant it is to ecological thinking. The book covers topics including the psychology of hope (how it might operate and change minds), hope as a motivator of positive action, and hope’s essence in the context of a virtue- or obligation-focused morality. Contributors: Elizabeth Andre, Assistant Professor of Outdoor Education, Northland College, USA; Jonathan Beever, Postdoctoral Scholar, Rock Ethics Institute, Penn State University, USA; Andrew T. Brei, Visiting Assistant Professor of Philosophy, St Mary’s University; Andrew Fiala, Professor of Philosophy, California State University-Fresno, USA; Trevor Hedberg, Graduate Student, University of Tennessee Knoxville, USA; Lisa Kretz, Assistant Professor of Philosophy, University of Evansville, USA; Michael Nelson, Professor of Environmental Ethics and Philosophy, Oregon State University, USA; John Nolt, Professor of Philosophy, University of Tennessee Knoxville, USA; Brian Treanor, Professor of Philosophy, Loyola Marymount University, USA

The U.S. Navy is ready to execute the Nation's tasks at sea, from prompt and sustained combat operations to every-day forward-presence, diplomacy and relief efforts. We operate worldwide, in space, cyberspace, and throughout the maritime domain. The United States is and will remain a maritime nation, and our security and prosperity are inextricably linked to our ability to operate naval forces on, under and above the seas and oceans of the world. To that end, the Navy executes programs that enable our Sailors, Marines, civilians, and forces to meet existing and emerging challenges at sea with confidence. Six priorities guide today's planning, programming, and budgeting decisions: (1) maintain a credible, modern, and survivable sea based strategic deterrent; (2) sustain forward presence, distributed globally in places that matter; (3) develop the capability and capacity to win decisively; (4) focus on critical afloat and ashore readiness to ensure the Navy is adequately funded and ready; (5) enhance the Navy's asymmetric capabilities in the physical domains as well as in cyberspace and the electromagnetic spectrum; and (6) sustain a relevant industrial base, particularly in shipbuilding.

Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.

The world is being transformed physically and politically. Technology is the handmaiden of much of this change. But since the current sweep of global change is transforming the face of warfare, Special Operations Forces (SOF) must adapt to these circumstances. Fortunately, adaptation is in the SOF DNA. This book examines the changes affecting SOF and offers possible solutions to the complexities that are challenging many long-held assumptions. The chapters explore what has changed, what stays the same, and what it all means for U.S. SOF. The authors are a mix of leading experts in technology, business, policy, intelligence, and geopolitics, partnered with experienced special operators who either cowrote the chapters or reviewed them to ensure accuracy and relevance for SOF. Our goal is to provide insights into the changes around us and generate ideas about how SOF can adapt and succeed in the emerging operational environment.

On January 27, 2017, President Donald Trump directed Secretary of Defense James Mattis to initiate a new Nuclear Posture Review (NPR). The President made clear that his first priority is to protect the United States, allies, and partners. He also emphasized both the long-term goal of eliminating nuclear weapons and the requirement that the United States have modern, flexible, and resilient nuclear capabilities that are safe and secure until such a time as nuclear weapons can prudently be eliminated from the world.The United States remains committed to its efforts in support of the ultimate global elimination of nuclear, biological, and chemical weapons. It has reduced the nuclear stockpile by over 85 percent since the height of the Cold War and deployed no new nuclear capabilities for over two decades. Nevertheless, global threat conditions have worsened markedly since the most recent 2010 NPR, including increasingly explicit nuclear threats from potential adversaries. The United States now faces a more diverse and advanced nuclear-threat environment than ever before, with considerable dynamism in potential adversaries' development and deployment programs for nuclear weapons and delivery systems.