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As companies consider the appropriate strategic direction for going global, among the many issues to be faced are the consequences and costs associated with the resulting need to transfer key employees internationally. In some cases this will be necessary during the implementation or set-up phase, while for other key management functions, longer term assignments are often necessary. This creates a significant challenge for both human resource and strategic planners to consider their options to balance cost containment initiatives against the corporate value gained from international transfers. The challenge of achieving both is not mutually exclusive and can be approached as a single achievable goal, subject to understanding international transfers and their interaction with Irish and foreign tax planning techniques.
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