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Emerging as the key theme from the 50-plus seminars and presentations and delegate interaction was how global mobility policies and practices can more effectively support the increasing number and diversity of assignments – both in terms of destination, purpose, duration and the person undertaking the role – against a background of increased cost-consciousness and newly risk-averse cultures. Or, the perennial question of how mobility practices can mirror more efficiently wider strategic business objectives and how the sector can better partner business.
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Springtime in Paris – there’s nowhere quite like it. The attendees, exhibitors and guest speakers at this year’s Mondissimo conference would doubtless agree. Over a thousand relocation and global mobility professionals from France and across the world thronged to Paris’s old stock exchange, the Palais Brongniart, in the centre of the city’s business district, to discuss all things mobility in the 21st century.
Global mobility is commonly viewed through a US-centric lens. Not surprising really, since an expatriate workforce is widely held to be a US invention. But with costs under increasing scrutiny, the traditional fully-loaded expat package falling out of favour and more companies with their roots in European and now emerging economies, is a new, more “European” model, set to emerge?
Survey after survey of companies with globally mobile workers confirms that cost pressures are high up the agenda. But when respondents are asked if they have a good grasp of the figures involved in their programme, the same surveys reveal that cost management is patchy at best.
For most western developed economies, dealing with the skills consequences of an ageing population has been on the agenda for at least a decade. But with the bulk of the Baby Boomer generation – the drivers of the post-war economic growth – now rapidly approaching retirement age, the sands of time are running out for companies seeking a solution. 




