The document summarizes a session from the 2012 Human Capital Conference that took place from October 23-26. The session focused on building an effective global mobility policy from the bottom up. It discussed identifying stakeholders, understanding business needs, obtaining leadership support, and ensuring clear communication. It also provided examples of GSK's approach to developing their global mobility policy and centers.
EY Human Capital Conference 2012: A beginners guide to global mobilityEY
How do you manage employee mobility? This presentation looks at the considerations for employers and employees including risk management, quality and effectiveness, compliance, coordination and communication. It considers relocation, HR aspects, tax, labor law, social security and immigration.
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
One in four customers is planning to either use branches less or stop visiting branches altogether after the COVID-19 crisis, according to new BCG retail banking consumer “pulse” survey.
Chinese Internet Economy White Paper 2.0 - Decoding the Chinese Internet 2.0:...Boston Consulting Group
Now that China’s major online players have conquered the consumer space, they’re intent on, digitizing B2B industries and building platform-based businesses. China’s consumer internet is driving the development of the industrial internet, according to a new report by Boston Consulting Group (BCG), AliResearch and the Baidu Development Research Center. Comparing the development of China’s consumer internet and industrial internet with foreign markets for the first time, the report systematically reviews China’s internet players’ entrance into the industrial internet, revealing the unique digitalization path in China and its underlying causes.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
The prosperity that Australia enjoys today will be challenged in the next decade. Disruptive technology will create fewer but bigger winners and more losers. Business has to increase its risk appetite, discover new ideas, pursue more radical strategies, and take bigger steps. In the face of adversity, Australia must respond.
EY Human Capital Conference 2012: A beginners guide to global mobilityEY
How do you manage employee mobility? This presentation looks at the considerations for employers and employees including risk management, quality and effectiveness, compliance, coordination and communication. It considers relocation, HR aspects, tax, labor law, social security and immigration.
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
One in four customers is planning to either use branches less or stop visiting branches altogether after the COVID-19 crisis, according to new BCG retail banking consumer “pulse” survey.
Chinese Internet Economy White Paper 2.0 - Decoding the Chinese Internet 2.0:...Boston Consulting Group
Now that China’s major online players have conquered the consumer space, they’re intent on, digitizing B2B industries and building platform-based businesses. China’s consumer internet is driving the development of the industrial internet, according to a new report by Boston Consulting Group (BCG), AliResearch and the Baidu Development Research Center. Comparing the development of China’s consumer internet and industrial internet with foreign markets for the first time, the report systematically reviews China’s internet players’ entrance into the industrial internet, revealing the unique digitalization path in China and its underlying causes.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
The prosperity that Australia enjoys today will be challenged in the next decade. Disruptive technology will create fewer but bigger winners and more losers. Business has to increase its risk appetite, discover new ideas, pursue more radical strategies, and take bigger steps. In the face of adversity, Australia must respond.
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
The value of digitally influenced spending in emerging markets will approach $4 trillion by 2022, amounting to about 50% of all retail spending in Asia, Latin America, and Africa. But the dynamics will vary widely between markets, requiring B2C companies to “de-average” their offerings in order to succeed.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
Brazil Digital Report - 1st Edition By McKinsey & Company and Brazil at Silic...Ana Lucia Amaral
An amazing initiative by McKinsey and Brazil at Silicon Valley: A report that presents an overview of Brazil’s economy, including its innovation, digital and entrepreneurial landscape. Source: https://www.brazilatsiliconvalley.com/brazil-digital-report
#BSV19
Brazil Digital Report - 1st Edition
A first-edition dossier on the Brazilian digital economy
April 8th, 2019
The Report
A comprehensive 191-page report on the Brazilian digital economy, including macroeconomic indicators, Internet trends, investment facts, and data on the overall entrepreneurship and innovation landscape.
The Audience
This report is intended for all those who can play a part in driving the innovation agenda in the country – entrepreneurs, investors, public and private institutions, global business leaders, as well as digital savvy people who are curious about Brazil.
The Methodology
This is a curated compilation of public information and selected proprietary McKinsey data. We aspire to revise it annually with fresh data in order to tell the ongoing story of Brazil’s digital and innovation evolution.
Acknowledgments
McKinsey thanks the support it has received from Brazil at Silicon Valley, a student-led movement that started at Stanford University and whose mission is to improve Brazil’s competitiveness and global relevance through technology and innovation.
COVID-19’s uneven trajectory has created a slower-than-expected rebound in urban travel worldwide. Some mobility modes, however, are poised to exceed pre-pandemic levels. BCG provides a breakdown of recovery levels in urban mobility by region and mode--and over time.
Is your energy investment strategy built on the best evidence?
As the energy sector transforms, capital and investment plans must adapt too. Is it time to review your strategies in light of global utilities investment trends? Our latest Power transactions and trends report offers insight and evidence into the major themes and emerging trends driving global power and utilities M&A. Updated quarterly, the report delivers deep insights into each major region.
Para se preparar para as mudanças de comportamento do consumidor e as novas restrições sanitárias que devem surgir no pós-pandemia, os players do mercado de aviação têm trabalhado com múltiplos cenários e avaliam que a retomada deve começar no contexto doméstico. Confira o material preparado pelos nossos sócios na apresentação do webinar "Os possíveis cenários da indústria de aviação".
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
At EY, we are committed to building a better working world — with increased trust and confidence in business, sustainable growth, development of talent in all its forms, and greater collaboration.
As stated by Mark Weinberger, Global Chairman and CEO, "We have developed a plan — Vision 2020 — that considers the changing world today, how it will be tomorrow and how we will adapt to the challenges and opportunities we will face. Amid the changes we see, EY also sees great opportunity and relevance in the role we play in building a better working world. The quality services and insights we deliver help build trust and confidence in capital markets in economies the world over. In so doing, we help build a better working world for our people, for our clients and for our communities. This is our purpose."
The EY Global Review 2013 covers the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
The globalized economy presents new opportunities for growth, frequently requiring companies to expatriate employees overseas. Sending key talent overseas can solve problems, but also triggers a host of issues, such as immigration status and in-country employment compliance, host and home country taxation, and broader compensation planning and quality of life topics.
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
The value of digitally influenced spending in emerging markets will approach $4 trillion by 2022, amounting to about 50% of all retail spending in Asia, Latin America, and Africa. But the dynamics will vary widely between markets, requiring B2C companies to “de-average” their offerings in order to succeed.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
Brazil Digital Report - 1st Edition By McKinsey & Company and Brazil at Silic...Ana Lucia Amaral
An amazing initiative by McKinsey and Brazil at Silicon Valley: A report that presents an overview of Brazil’s economy, including its innovation, digital and entrepreneurial landscape. Source: https://www.brazilatsiliconvalley.com/brazil-digital-report
#BSV19
Brazil Digital Report - 1st Edition
A first-edition dossier on the Brazilian digital economy
April 8th, 2019
The Report
A comprehensive 191-page report on the Brazilian digital economy, including macroeconomic indicators, Internet trends, investment facts, and data on the overall entrepreneurship and innovation landscape.
The Audience
This report is intended for all those who can play a part in driving the innovation agenda in the country – entrepreneurs, investors, public and private institutions, global business leaders, as well as digital savvy people who are curious about Brazil.
The Methodology
This is a curated compilation of public information and selected proprietary McKinsey data. We aspire to revise it annually with fresh data in order to tell the ongoing story of Brazil’s digital and innovation evolution.
Acknowledgments
McKinsey thanks the support it has received from Brazil at Silicon Valley, a student-led movement that started at Stanford University and whose mission is to improve Brazil’s competitiveness and global relevance through technology and innovation.
COVID-19’s uneven trajectory has created a slower-than-expected rebound in urban travel worldwide. Some mobility modes, however, are poised to exceed pre-pandemic levels. BCG provides a breakdown of recovery levels in urban mobility by region and mode--and over time.
Is your energy investment strategy built on the best evidence?
As the energy sector transforms, capital and investment plans must adapt too. Is it time to review your strategies in light of global utilities investment trends? Our latest Power transactions and trends report offers insight and evidence into the major themes and emerging trends driving global power and utilities M&A. Updated quarterly, the report delivers deep insights into each major region.
Para se preparar para as mudanças de comportamento do consumidor e as novas restrições sanitárias que devem surgir no pós-pandemia, os players do mercado de aviação têm trabalhado com múltiplos cenários e avaliam que a retomada deve começar no contexto doméstico. Confira o material preparado pelos nossos sócios na apresentação do webinar "Os possíveis cenários da indústria de aviação".
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
At EY, we are committed to building a better working world — with increased trust and confidence in business, sustainable growth, development of talent in all its forms, and greater collaboration.
As stated by Mark Weinberger, Global Chairman and CEO, "We have developed a plan — Vision 2020 — that considers the changing world today, how it will be tomorrow and how we will adapt to the challenges and opportunities we will face. Amid the changes we see, EY also sees great opportunity and relevance in the role we play in building a better working world. The quality services and insights we deliver help build trust and confidence in capital markets in economies the world over. In so doing, we help build a better working world for our people, for our clients and for our communities. This is our purpose."
The EY Global Review 2013 covers the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
The globalized economy presents new opportunities for growth, frequently requiring companies to expatriate employees overseas. Sending key talent overseas can solve problems, but also triggers a host of issues, such as immigration status and in-country employment compliance, host and home country taxation, and broader compensation planning and quality of life topics.
This expatriate tax guide has been designed to provide an overview of the different tax systems around the globe and gives further information about tax systems and regulations in specific countries
EY Human Capital Conference 2012: Global employee mobility - managing the leg...EY
This presentation considers why it's important to consider employment law issues and employment law throughout the assignment life cycle including:
► Transfer of personnel — use and status of secondment agreements
► Assignment letters
► Assignment policies
► Provision of local benefits to assignees
► Repatriation considerations
► Termination of assignees during the assignment
► Post-assignment considerations
► Tracking of amounts owed to the company
► Localizations
Talent mobility (mit careerloft am Goethe Institut Barcelona)careerloft
Talent Mobility within the EU!
Wir von careerloft waren beim Goethe Institut in Barcelona vor Ort und haben an verschiedenen Workshops teilgenommen. Übrigens: Ein Dutzend careerloft-Mitglieder hatten wir auch im Gepäck. Was für eine Erfahrung :)
http://bit.ly/1fFq1yl
EY Human Capital Conference 2012: Global Employee Mobility - Managing vendors...EY
This presentation considers the changing market and business drivers relating to global employee mobility and how to establish the right requirements to assist with vendor selection for employee relocation.
EY Human Capital Conference 2012: Immigration - what you need to know nowEY
Global employee mobility – this presentation covers the global environment for immigration and global immigration trends plus an overview of the current polices and immigration laws in Europe, the Middle East and Northern Africa, and the Americas.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
EY Human Capital Conference 2012: Global mobility performance improvementEY
Abbott Laboratories and The Hershey Company address recent changes to their mobility functions and explain strategies to help achieve a successful outcome when transforming mobility.
EY Human Capital Conference 2012: Contrast and compare - the Global Mobility ...EY
Highlights of Ernst & Young's Global Mobility Effectiveness Survey from 2007 to 2012, how global mobility impacts strategy, operations, talent management and growth markets, and the five focus areas for global mobility to drive business success.
EY Human Capital Conference 2012: Managing global mobility risk - Is cost the...EY
A definition of “business risk”; risk management in leading organizations; global mobility risk; the General Electric's risk management environment; global mobility risk — current themes and trends; General Electric global mobility services; how General Electric manages the risks that matter; conclusion — is cost the barrier?
Running head Week 8 Assignment 2 International Assignments.docxagnesdcarey33086
Running head: Week 8 Assignment 2: International Assignments
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Week 8 Assignment 2: International Assignments
Week 8 Assignment 2: International Assignments
Schwanna Weston
Professor Tara McNealy
Global Human Resources Management
May 27, 2015
International Assignments
Introduction
The multinational firm in which I am HR director is called Real International Boutique, Inc. or for short RIB. The organization is a US based boutique with thirty retail store in the northeast is of the US, and are looking to expand retail locations globally to Italy. My goal as HR director will see to it that RIB hires three business developers as expatriates to implement, launch and open ten new retail stores and establish global markets in Italy, with an five year project deadline. My paper will include four to six components that the pre-departure training will need to cover and a rationale for the use of using the training components in question, the proposal of three criteria that management will use to assess the performance of expatriates working abroad. In addition, an implemented proposal, along with examples of the fundamental ways in which these performance requirements have improved performance is included.
The recommendation of a recruiting and selection strategies that I believe the firm should use when offering international assignments with rationale are addressed. The international assignment paper will also cover the comparison and contrast of two staffing alternatives for foreign operations at RIB. The selection of the staffing alternative that I believe to be the best fit and analyzing the importance of providing a high-quality mentoring system for international assignees are outlined. Lastly, generation of an example, of a high-quality mentoring system for international assignees to support my analysis and suggestion of the manner in which I plan to measure return on investment (ROI) for international assignments.
Components of Pre-Departure Training
Given the primary selection criterion for most MNEs is technical ability of existing employee, it is not surprising to find that most of the literature on expatriate training is devoted to expatriate departure training activates that are mainly concerned with developing cultural awareness. There for once an employee has been selected for expatriate position, pre-departure training is consider to be the next critical step in attempting to ensure the expatriate’s effectiveness and success abroad, particularly where the destination country is considered culturally tough. Effective cultural training, its advocate, assists individuals to adjust more rapidly to the new culture. The limited, predominately US-based, research into this area reveals that a large number of US multinational s have been reluctant to provide even a basic level of pre-departure training, though this is now changing. Particular inters in the area began with Tung’s study on expatriation practices, including.
How the government can help tax-exempt organizationsEY
We will discuss various benefits that are available, negotiation and implementation and then evaluate recent developments in state and local taxation of tax-exempt organizations.
EY Human Capital Conference 2012: Intercultural awareness - the key to succes...EY
This presentation examines the most frequently addressed issues for international assignees and looks at local marks of confidence and how to break through barriers in Germany, Russia and China.
EY Human Capital Conference 2012: Trends in performance-based remunerationEY
This presentation considers regulatory trends in performance-based remuneration as well as trends in executive compensation, both short-term incentives (STI) and long-term incentives (LTI).
The theme for this quarter is momentum meets uncertainty. The upward trend in crude oil, natural gas, LNG and refined product prices that began in Q1 continued into Q2. Crude oil markets began the quarter just below $100/bbl and have closed below that level on only two days since late April. As we begin Q3, there are increasing concerns about the health of the global economy and how that might affect oil and gas demand.
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
EY Price Point: global oil and gas market outlookEY
As the last quarter of the second pandemic year draws to a close, we continue to see heightened contrast
between the medical and economic points of view. While COVID-19 cases are close to their all-time highs, so
are equity prices, and a leading investment bank declared (on 2 December, 2021 after the Omicron outbreak in South Africa) that it was “optimistic about the possibility of a vibrant 2022.” When news of the variant hit in
late November, the markets were rocked by the prospect of yet another round of local mobility restrictions and
an interrupted return to normal international travel patterns, on top of the Biden Administration’s announced
release of 50 million barrels of crude from the US Strategic Petroleum Reserve. So far though, with OPEC
standing by its planned gradual return to normal production, oil prices have stabilized, albeit below where they
were in mid-November. Henry Hub prices, always at the mercy of the weather, responded predictably to a
warmer-than-normal early winter in the US, falling from US$6.60/MMBtu in early October to below
US$4.00/MMBtu by mid-December. In Europe and Asia, following a short reprieve at the start of the quarter,
piped natural gas prices have spiked again on concerns triggered by Russian troop buildups on the Ukraine
border and uncertainties surrounding the Nordstream 2 pipeline. Looking forward, OPEC and the U.S. Energy
Information Administration (EIA) in their last forecasts of the year both projected that 2022 oil demand would
be above what we saw in 2019. Although time will tell if those forecasts are realized and other events could
intervene, the response to new virus outbreaks is well-practiced and the trade-off between public health and
economic reality has tipped toward a cautiously optimistic view.
EY Price Point: global oil and gas market outlook, Q2 April 2021EY
The theme for this quarter is governed. Apparent market balance at prices that could be sustainable is the product of calculated choices by market leaders and the cooperation of those who follow them. Economics played their customary role as well, with capital scarcity in North America taking about 2 million barrels per day out of the market, about half of the remaining gap in demand. While inventories are close to their pre-COVID-19 levels, there is still uncertainty. The resolution of the pandemic is in sight, but timing is unclear. Vaccine distribution in the US is having an impact but Europe is struggling to contain a third wave of infections. The taps have opened on economic stimulus, but it remains to be seen if policymakers have done enough or if they have overshot the mark.
The shape of the crude oil forward curve has fundamentally changed since the end of the last quarter. In late December of last year, the Brent forward curve was gradually increasing while today, the curve is backwardated. This is a clear sign that the market sees a short-term dynamic that is disconnected from the medium-to-long-term fundamentals. The lasting impact of the COVID-19 pandemic remains to be seen. While many have opined that COVID-19 marks a turning point in energy transition, the IEA recently released a five-year forecast of oil demand that shows steady growth, albeit at rates that are below historical expectations.
Gas markets are a paradox. At the Henry Hub and at LNG destinations, demand grows, investment lags and prices will occasionally attract attention. Traders, so far though, are unconvinced and futures prices don’t indicate imminent scarcity at any link in the value chain.
EY Price Point: global oil and gas market outlookEY
We enter 2021 on a note of cautious optimism for global health, the world economy, and the oil and gas markets. The first weeks of December brought approval in the US and the UK of the first of several COVID-19 vaccines. The speed with which vaccine development occurred is unprecedented, but certainly welcome. In the weeks following the early November announcement of 90+% effectiveness by the manufacturer of the first approved vaccine, the price of WTI crude oil increased by US$10/bbl to US$48/bbl, the highest level since early March. Sustainability hasn’t returned yet, and whatever time it takes to get the world to normal, it will take even longer for normalization within the oil and gas markets. Inventories remain at historically high levels and, optimistically, it will take until April before inventory returns to levels observed in the preceding five years. That’s an estimate, and there has obviously been some difficulty properly calibrating the expectations of how balance will return and how long it will take. In late November, OPEC met to adjust its output plans because of the anemic rebound in demand. In mid-December, the IEA lowered its demand forecast for 2021 due mostly to continued sluggishness in aviation fuel demand.
A mild winter has interrupted a recovery in North American natural gas prices after a run-up motivated by curtailed capital expenditures, upstream activity and production. After an initial meltdown, with cargo cancellations and dramatic price reversal, LNG markets have made a remarkable comeback, and the spread between Asia and Henry Hub has reached a level we haven’t seen in almost three years. It may be the case that interruption in FIDs has brought us to the cusp of a balance that can support reliable returns.
EY Price Point: global oil and gas market outlook (Q4, October 2020)EY
Oil and gas prices have recovered steadily from their lows and are relatively stable, but that stability is supported by the combination of purposeful withholding of production by oil-producing countries and economic stress on upstream independents. Oil prices closed the quarter roughly where they started it, while refining spreads were down slightly. LNG spreads were substantially higher at the end of Q3 than they were at the beginning of the quarter but are still roughly half of what is generally thought of as sustainable.
Going forward, the market will be looking closely at how the economy and demand respond to new developments with respect to a potential COVID-19 vaccine and the US election.
EY Price Point: global oil and gas market outlookEY
As we close the second quarter of 2020, in most of Europe and Asia, the first (and hopefully last) wave of the COVID-19 crisis appears to be abating. In the parts of the US where the virus hit early, the profile has largely matched Europe’s, while in other parts, the urge to reopen businesses has trumped the desire to contain the virus and uncertainty looms. In the developing world, the crisis has just begun, but without the economic headroom and resources necessary to contain it. As the crisis unfolded, the effect on oil and gas demand has been predictable but difficult to gauge precisely and therefore difficult to manage.
Oil prices have crept up steadily as production has been curtailed through coordinated action (OPEC+) and because of economic reality (unconventional oil in North America). That trend has been subject to momentary spasms when bad news hit the market. It would be understandable if traders were nervous, and it seems that they are. Although nowhere near where it was at the peak of the crisis, option implied volatility is still at historically high levels. Gas markets, without the benefit of coordination on the supply side, continue to deal with the market implications of storage at or near capacity. Interfuel competition in power generation has always provided something of a floor, but those lows have been, and will continue to be, tested.
Zahl der Gewinnwarnungen steigt auf RekordniveauEY
Immer mehr deutsche börsennotierte Unternehmen müssen ihre eigenen Umsatz- oder Gewinnprognosen nach unten korrigieren. Im ersten Quartal stieg die Zahl der Prognosekorrekturen auf ein neues Rekordniveau: Insgesamt 77 Gewinn- oder Umsatzwarnungen wurden registriert.
Die Corona-Krise trifft auch die Versicherungsbranche mit voller Wucht. Die Versicherer rechnen mit weniger Neugeschäft. Jeder Fünfte mit Personalabbau und Prämienerhöhungen.
IBOR transition: Opportunities and challenges for the asset management industryEY
EY Wealth & Asset Management explores the practical implications and the way forward for the transition to the new risk-free rates. This presentation aims to help asset managers and asset owners explore IBOR transition strategies that are compliant and future-focused.
Fusionen und Übernahmen dürften nach der Krise zunehmenEY
Folgt auf die Corona-Krise ein M&A-Boom? Laut Capital Confidence Barometer von #EY hoffen 40 Prozent der deutschen Unternehmen auf sinkende Bewertungen von Übernahmekandidaten.
EY Price Point: global oil and gas market outlook, Q2, April 2020EY
The first quarter of this year has seen some extraordinary events. As if chronic oversupply, prices stuck below sustainable levels, the looming energy transition, and investor pressure to decarbonize weren’t enough, our industry now faces a dramatic, but hopefully temporary, downturn in demand as a result of the ongoing COVID-19 outbreak.
Our Global Chemical Industry Leader Frank Jenner explores the trends and drivers that will shape the chemical industry of tomorrow in our latest Chemical Market Outlook.
Die Geschäftslage im Mittelstand hat sich leicht verschlechtert, ist in den meisten Branchen aber weiter überwiegend gut - die Einstellungsbereitschaft sinkt.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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3. Presenters
► Maureen Potts ► Jane Malecki
► GlaxoSmithKline ► Ernst & Young LLP
► maureen.f.potts@gsk.com ► jane.malecki@ey.com
Page 3 Building a mobility policy from the bottom up
4. Session overview
► Understand the steps needed to build a g
p global mobility
y
policy.
► Identify the components of effective p
y p policy building.
y g
► Discuss the constituents of global mobility policies and
their role in building those policies.
► Learn from the experience of GlaxoSmithKline’s (GSK)
approach to crafting their policies.
Page 4 Building a mobility policy from the bottom up
5. Introduction to global mobility policies
How do global mobility
programs evolve?
International ►30+ international
employees
assignee ►Dedicated
numbers International HR
department
►10-30 international ►Multi-tier policies
employees ►Outsourcing
►Some e pertise
expertise
►5-10 international ►Policy in place
employees
►Little expertise
►Policy being
y g
considered
►First few
international
employees
►No international
HR expertise
►No policy
International HR expertise
Page 5 Building a mobility policy from the bottom up
6. Approach to policy advisory – review
Is the policy aligned with business/HR strategy and future expansion plans?
Policy review
Strategic alignment: ►
► Is the policy aligned with global mobility strategy?
criteria
it i ►
►
Is the policy aligned with corporate culture?
Is the policy aligned with the talent management process?
Policy alignment: ► Is the policy aligned with other (group) mobility policies?
The cost-effectiveness Compliance:
p ► Does the policy p
p y promote tax compliance?
p
► Does the policy promote social security and pension compliance?
criteria includes detailed ► Does the policy promote immigration compliance?
benchmarking results ► Does the policy promote labor law compliance?
against major competitors Cost effectiveness: ► Are benefits and allowances aligned with leading practice?
for l b l talent.
f global t l t ► Are the benefits and allowances paid in a tax-effective way?
► Is the company protected against excessive claims/losses?
► Is policy administration effort optimized?
Completeness ► Are all leading practice items covered?
and consistency: ► Separation of items: policy vs. assignment l tt
S ti f it li i t letters vs. l
local b
l benefit b h
fit brochure,
etc.
► Are all items covered consistently in terms of level of detail?
Attractiveness ► Is the policy attractive to the assignee and family?
to the assignee:
Structure and ► Is the policy built upon a logical structure following assignment process?
wording: ► Are potential misunderstandings in wording minimized?
► Is the wording and layout user-friendly — easy to read and understand for
assignees?
► Are additional administration guidelines clear and user-friendly for those
administering the p y
g policy?
Page 6 Building a mobility policy from the bottom up
7. GSK’s journey
► Centralized – present:
► Global mobility
► Decentralized:
► Domestic relocation:
► US
► UK
► Cross-border – future:
► Assignments
► Local plus
► International permanent relocation
► Localizations
► Foreign direct hires
► Global domestic relocation
► End-to-end process:
► Ensures compliance and governance
► One point of contact
Page 7 Building a mobility policy from the bottom up
8. GSK – Global Mobility Program
► Global assignee p p
g population: 500
Assignment types Top 10 assignment locations
Long-term 194 United Kingdom
Short-term 73 United States
GA Zero 62 Singapore
GA Lite 20 Belgium
Commuter 78 China
Graduate 54 France
BTTCTL 18 Ireland
PULSE 1 Malaysia
Argentina
Hungary and South Africa are tied
► Total number of assignment locations: 51
Page 8 Building a mobility policy from the bottom up
9. Cross-border policy proposal
► Proposed creation of g g p
p geographically based function with
y
individual roles with the following responsibilities:
► Provide first-level counsel to Human Resource Business Leaders
(HRBLs), line managers others regarding key considerations on
the type of cross-border alternatives (i.e., Global Assignee (GA),
localization, Local Plus)
► Own the “end-to-end” process and coordinate each sub-process
owner’s activity within geography (i.e., ensuring joiner activities
occur,
occur such as IT and induction)
► For cross-geography activity, serve as the “lead” or “secondary”
coordinator as appropriate
► Manage all Comms cell or other tracking/escalating activities
► Directly complete required relocation and destination services
tasks
Page 9 Building a mobility policy from the bottom up
10. Stakeholders
► Identify stakeholders:
y
► Not just the heads of the business
► Understand who your transactional partners are
► Make sure HR is engaged
► Understand business drivers
► Obtain commitment at the top
► Ensure communication goes in all directions
Page 10 Building a mobility policy from the bottom up
11. Structure
► Reward Center of Excellence (CoE)
( )
► Centralized global mobility centers
► Three regional centers:
► UK
► US
► Singapore
► Host-based:
► Advisors responsible for all businesses within a country
► Creates country experts
Page 11 Building a mobility policy from the bottom up
12. Reward CoE
HR business leaders HR business leaders
Expert
E t Business aligned
HR sh
Specialist Reward business
consultants leaders
hared servic
cellence
Expert global Global comp.
Business
measures/program
p g services operations
ces/employe services
ntres of Exc
excellence Long Term
Incentive (LTI) Regional
programs operations
Executive and services
Global project
Cen
ee
compensation Global mobility implementation
programs and
services Global process
delivery/analysis
s
Benefits Compensation
systems Global support
External
Page 12 Building a mobility policy from the bottom up
13. Support infrastructure
► Global HRIS
► Payrolls
► Talent
► Benefits
► Outsourced partners
► Tax (including social security)
► Data
► Immigration
► Relocation
► Finance
Fi
Page 13 Building a mobility policy from the bottom up
14. Global Mobility Centre
Responsible for p g
p programs and services in the Americas
Director, Global
Mobility Programs
M bilit P
and Services
AMERICAS
Global Mobility Global Mobility Global Mobility
Advisor Administrator Advisor
AMERICAS AMERICAS Technology
US US US
Page 14 Building a mobility policy from the bottom up
15. Global Mobility Centre
Responsible for p g
p programs and services into EMEA/APAC
Director, Global
Mobility Programs
and Services
EMEA/APAC
Global Mobility Global Mobility Global Mobility Global Mobility Global Mobility
Global Mobility
Advisor Advisor Advisor Advisor Administrator
Advisor
EMEA/APAC
UK UK UK UK Singapore
Si UK
Page 15 Building a mobility policy from the bottom up
16. One global end-to-end process is possible
Total Destination Leavers
reward services sub-
actions
ti process
Joiners Ongoing
Relocation HR admin.
sub-
services activity
process
Foundation: governance (tax, immigration, data protection, etc.)
(tax immigration protection etc )
Global As
assignees Host Yes Yes Yes needed No
Localizing New Yes As As As Former
employees home needed needed needed home
Foreign direct Yes Yes As As As No
hires needed needed needed
International New Yes As As As Former
transfers home needed needed needed home
Page 16 Building a mobility policy from the bottom up
17. Tools
► Myriad of worldwide p y
y payrolls/Human Resource
Information System (HRIS) systems:
► PeopleSoft
► SAP
► WorkDay
► Assignment management System:
A i t tS t
► Assignment Pro:
► Demographics
► Workflows
► Interface
► Compensation accumulation
Page 17 Building a mobility policy from the bottom up
18. Culture
► Self-service:
► Globally
► Assignment administration:
g
► Somewhere in between:
► Disruption of:
► Personal life
► Work life
► Family life
► Success lies i the d il
S li in h details
Page 18 Building a mobility policy from the bottom up
19. Compliance
► Partner with outsourced providers:
p
► Tax
► Immigration
► Data
► Relocation
► Ensure continuity
E ti it
► Insure governance
► Consider U S F i C
C id U.S. Foreign Corrupt P ti
t Practices A t
Act
► Consider UK Bribery Act
Page 19 Building a mobility policy from the bottom up
20. Cost-effectiveness
► Benchmark of benefits and allowances
► Tax impact
► Risk management
► Administrative impact
Page 20 Building a mobility policy from the bottom up
21. Attractiveness to the assignee
► Adequate benefits to neutralize cost impact
q p
► Incentives to offset any potential career disruption
► Assistance for dual career families
dual-career
Page 21 Building a mobility policy from the bottom up
22. Completeness and consistency
► Leading p
g practices considered
► Industry practices evaluated
► Easy to understand
► Integration with local policies and benefits
Page 22 Building a mobility policy from the bottom up
23. Structure and wording
► Logical flow of written documents
g
► Adequate examples to illustrate mechanics
► Attractive layout
Page 23 Building a mobility policy from the bottom up
24. Driving continuous improvement – areas of
focus and heat map
The operating model consists of a set of seven key components over which there are choices that can be made in
designing global mobility activity ownership.
► Deliver effective and efficient
processes in the right location
► Set up a global framework for ► Currently under review by client
policies to support global
governance ► Use benchmarks to
► Currently under review by client promote continuous
improvement of service
Execution layer levels
► Structure the Organization to Policy Process Performance ► Currently under review by
Measurement client
deliver valuable service to the
business
► Define appropriate local
local,
Organization regional, global structures,
layer shared service centers / Organization
outsourcing
► Area of challenge for client ► Define a system architecture
operation and tools to enable valuable
activities
Resource layer Data People Technology ► Global technology deployed
in 2011
► Define a set of consistent global
data standards and common
fields of information ► Select the right people resources with
the right skills in the right location
► No pressing issues noted by
client ► Survey feedback expressed concerns
surrounding HR representatives
Initial focus typically begins on the organization layer and the process component within the execution layer
layer.
Page 24 Building a mobility policy from the bottom up