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All allies have agreed to certain capabilities that they feel are absolutely necessary. Stoltenberg: The 2 percent isn’t a random number. Even if we don't change the number, it has taken on a different meaning: In the future, 2 percent will no longer be the target, but the absolute minimum, a floor, that everyone should achieve – not in a decade, but as soon as possible.ĭER SPIEGEL: The German government argues that it’s less a matter of having a specific number than of providing the necessary military capabilities. But my recommendation and what I expect is that allies will agree to a stronger commitment.

Stoltenberg: Well, again, this is for NATO heads of state and government to decide. But at least Germany is now moving in the right direction.ĭER SPIEGEL: If the 2-percent agreement has indeed made a difference, why not set more ambitious targets, 2.5 or 3 percent, which could further accelerate the development? Germany has decided to purchase fifth-generation fighter aircraft and helicopters. And I welcome Germany's clear commitment to invest more in defense and spend 100 billion euros that has been put aside for defense investment. Stoltenberg: I expect all those allies who have not yet reached the 2 percent to do so soon as possible.

Stoltenberg: Germany, like many other allies, has expressed its intention to achieve the 2 percent as quickly as possible.ĭER SPIEGEL: At the moment, it doesn't look as if the German government will be able to keep this promise in the longer term. Since then, it has been going up, although not as much as I would like.ĭER SPIEGEL: Germany still hasn’t reached 2 percent. Until then, defense spending was going down. Stoltenberg: The agreement we reached together in Wales in 2014 has made a significant difference. What is the point of setting new targets if the old ones aren’t even met? But this 2-percent target was set nine years ago, and yet only seven of the then 30 member states had achieved it as of last year. SPIEGEL Media Menü SPIEGEL Media aufklappenĭER SPIEGEL: You have advocated for the alliance to set 2 percent of gross domestic product as the minimum threshold for defense spending.Alle Magazine Menü Alle Magazine aufklappen.SPIEGEL-Heft Menü SPIEGEL-Heft aufklappen.Gutscheine Anzeige Menü Gutscheine aufklappen.Marktplatz Anzeige Menü Marktplatz aufklappen.Wissenschaft Menü Wissenschaft aufklappen.Formel 1 – Liveticker, Kalender, WM-Stand.

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“People, at the heart of everything we do, and we spend a lot of time talking about how we can take care of our people,” Hawkins said.įrom their physical selves to their professional development mentally, emotionally, and spiritually, as well, because if we don’t address those needs then we won’t have the best person to serve the needs of our mission, he added. Prepare for Competition and Future Warfighting: We preserve readiness by anticipating and adapting to what strategic competition requires. The leadership model is foundational to our mission culture. It has been at the center of our efforts for a decade, and it is how we maintain integrity within our processes. Process is How We Do It: Art of the Possible is not a fad. We must recruit, retain and develop our people to build the next generation of both military and civilian Airmen. People Make it Happen: People are at the forefront of everything we do. When our warfighters need a requirement fulfilled, we consider that a promise made, and we will produce to it. Produce to Promise: It is our responsibility to our customers, partners, and Program Executive Offices to produce what we have promised on time and on cost. The P4 priorities lists and describes the AFSC’s call to action for meeting the needs of AFSC stakeholders while fulfilling the DoD mission at the Center level. Stacey Hawkins, AFSC commander said, in a Center-wide townhall video. D’Angelo and I came up with that are cross-cutting and fit nicely with just about everything that we base, as a center, into this priority scheme,” Lt. “There are four really distinct priorities that Mr. P4 is a set of priorities developed by the Air Force Sustainment Center’s commander and executive director that describes the AFSC commitment to people and processes.Ĭreated in alignment with the Art of the Possible leadership model, one of the goals of P4 is to help ensure an effective supplier and business industry alignment within the AFSC while aiming to become faster and more agile with continued support of the DoD priorities.