The diversity of these businesses made it possible to have evidence of very different nature.

The use of local expertise. Decathlon at the situation is particularly advanced. The company experienced a significant increase in resource transfers to local headquarters. These people are from South East Asia, mainly China. The Indians and Thais will be the next wave of arrival. Many do not want to move families. By bringing the headquarters in Lille, Décathlon want to train these employees the corporate culture, helping to create a network, without losing sight of the savings when they leave their country in positions of responsibility (they may become managers or office area in place of an expatriate.) In France, employees already managent Chinese French teams.

Also developed a mobility remains rare in France even though use of frameworks not french grows so strong. Mobility This included the development of skills of managers in the non-french strategic development objectives of the company and participates in cost reduction. A more intense use of local expertise is probably not possible for all groups at the moment. It would have been interesting to investigate more deeply how this mobility has been able to develop and over what period.

The commuting has been much discussed during the various panels. Practice often seen as burdensome and without real benefit, it appears that companies now look on this not always formally. All speakers agreed that this flexible appearance, requires an administrative lot more complicated. The situation often evolves in real time. It takes a great rigueur.Tous stakeholders have agreed that the short-term missions often escape the control of the Mobility Center. Some travelers have become commuters without anyone noticing it. These facts expose companies to risks in legal, social and fiscal. Many HR managers are not aware of all the obligations of sending an employee, including short term, outside our borders. We must not overlook the less visible but equally important in terms of poor image for the company.

The plea raised by all participants in order to reduce these cases is to develop direct relations with the local HR. This is to meet on the ground, hold regular meetings to inform them of all risks and consequences of these situations can arise. Because they fear the risk of immigration (the company may be deprived of its employee), it is a good way to begin their education.

The commuting is still a confidential undeveloped. At Alstom, even if you think it is not necessarily more expensive (housing costs reduced compared to a family housing, tuition eliminated) that expatriation, it is reserved for senior executive positions . At Décathlon there is little commuting.
The question of the necessary reduction in costs associated with expatriation is likely to force companies to evaluate all forms of mobility. In previous years the location (or more) had the support of businesses, commuting may be the next move.