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Policy solutions and specialized programs to support international assignments, globally
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Disclaimer
► EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young LLP is a client-serving member firm of Ernst & Young Global Limited operating in the US.
► This presentation is © 2015 EYGM Limited. All Rights Reserved. No part of this document may be reproduced, transmitted or otherwise distributed in any form or by any means, electronic or mechanical, including by photocopying, facsimile transmission, recording, rekeying or using any information storage and retrieval system, without written permission from Ernst & Young LLP. Any reproduction, transmission or distribution of this form or any of the material herein is prohibited and is in violation of US and international law. Ernst & Young LLP expressly disclaims any liability in connection with use of this presentation or its contents by any third party.
► Views expressed in this presentation are those of the speakers and do not necessarily represent the views of Ernst & Young LLP.
► This presentation is provided solely for the purpose of enhancing knowledge on tax matters. It does not provide tax advice to any taxpayer because it does not take into account any specific taxpayer’s facts and circumstances.
► These slides are for educational purposes only and are not intended, and should not be relied upon, as accounting advice.
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What is the market telling us?
The key issues within global mobility programs are changing
Striking a balance between talent attraction and worker reward vs. career development is becoming more challenging
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Are international assignment policy solutions and special programs aligned with business goals?
How do you frame your policies and build in the right level of flexibility to support growth and talent management?
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How is the mobile workforce changing?
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Megatrends introduce new geographies into the global workforce Changes in the market are driven by megatrends, the large, transformative global forces that define the future by having a far-reaching impact on business, economies, industries, societies and individuals: ► Global economic power will continue shifting to rapid-growth economies. ► Trade flow patterns will undergo continued transformation. ► Developing countries will continue to grow their share of capital inflows and
outflows. ► The growing global middle class will continue to drive the emergence of
lucrative new markets. ► A “new knowledge world order” is emerging, with Asia as a hub. ► The war for talent grows increasingly fierce, with greater workforce diversity
providing competitive advantage.
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Megatrends are impacting global mobility functions and the policies that they are using …
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… and the regions where they are applied
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82
19
17 7
2010
2014
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119 61
109
101
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18
6
18
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13
121
36
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Africa
South America
North America
Europe
Asia
Commuter and business traveler
Long-term assignment
Short-term assignment
International Assignee (IA) Lite and IA Zero
Others
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14 3
2
4
7
45
15
18
29
-31% +125%
+33%
+33%
+319%
+138% +300%
+138%
+138%
+138%
Examples of typical policy application
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How do you determine the most suitable policy type?
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What do you think? Polling question: Which type of policy do you use most frequently?
Development deployment Target talents: emerging talent and rising stars Targeted policy: graduate, IA flex
Strategic development Target talents: key talent and consistent stars Targeted policy: long-term assignment
Permanent skills transfer Target talents: good performers, volunteers Targeted policy: permanent international relocation
Critical skills transfer Target talents: key performers, seasoned technical experts Targeted policy: short-term assignment, business traveler, commuter
Dev
elop
men
t val
ue
Business value
1 2
3 4
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How are you aligning your program to support business goals?
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Strategic priorities and business drivers at AstraZeneca Focused on returning to growth through science-led innovation
2012-2014 Building strong
foundations
2018+ Sustainable delivery
and growth
2015-2017 Delivering on return
to growth Our strategic priorities are to: ► Achieve scientific leadership ► Return to growth ► Be a great place to work
We also need to: ► Achieve group financial targets ► Deliver business success sustainably
Slide courtesy of AstraZeneca
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Business development and collaboration
► Strategy supported by targeted business development to reinforce our therapeutic areas while supporting long-term pipeline aspirations ► Alliances ► Collaborations
► Increasing level of externalization to create value from the strong science that exists in the pipeline
► Partner with others around the world to access the best science to stimulate innovation and accelerate the delivery of new medicines ► Academia ► Governments
► Completed more than 180 major or strategically important business development transactions since 2012, including 70 in 2014
► In-licensing arrangements ► Acquisitions
► Scientific organizations ► Patient groups
Slide courtesy of AstraZeneca
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How have those business drivers impacted the talent agenda?
► Footprint relocation activity: ► Co-locating around three strategic R&D centers in Cambridge (UK), Gaithersburg
(US) and Mölndal (Sweden) ► Relocation of Europe and international commercial regional teams to the UK
► Significant talent “build” and “buy” activity ► Bold in the belief that science should be at the center of everything we do ► Budget constraints – how to do more with less
Slide courtesy of AstraZeneca
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How have the changing business and talent objectives impacted policy usage?
Development deployment Target talents: emerging talents and rising stars
Strategic development Target talents: key talents and consistent stars
Permanent skills transfer Target talents: good performers, volunteers international relocation
Critical skills transfer Target talents: key performers, seasoned technical experts
Dev
elop
men
t val
ue
Business value
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What level of ‘flexibility’ is needed to support growth and talent development?
Rigid
Options
Tailoring Bespoke
+ Transparent + Easily understood - May not meet needs - More exception request - Could inhibit mobility
+ Best fit for individual - Harder to administer - Outcome determined by
negotiation skills of assignee
- May be perceived by others as unfair
“The policy is the policy!”
“There are some options.”
“You can choose from a menu.”
“What would you like?”
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How can we begin to better align policies and specialized programs?
► Focus on the strategic direction of your business and the needs of your business and build policies and programs that will support this.
► Benchmarking is interesting – but that is all, unless you are in a business that competes externally for assignees.
► Work with the business to help ensure there is a pull rather than a push. ► Don’t wait for the “tablets from the mountain” in order to interpret business
needs and strategic direction. Use the insights and data you have to understand direction and show mobility can be strategic.
► Principle-based policies need less frequent reviews and their application can be adapted to business needs.