As businesses grapple with the impact of recent tariffs and the current state of economic uncertainty, leaders are examining where costs can be managed or reduced to offset the impact. Many businesses have already undertaken steps to reduce operating costs, including by reducing headcount. So as tariffs create a difficult economic climate, affected businesses will need to identify where costs can be reduced without impairing strategy and day-to-day operations. In considering where to reduce employee costs, global mobility programs have faced cost-cutting measures during previous periods of economic difficulty. In those times, companies shifted towards mobility programs that operated on a leaner basis with more limited benefits provided to employees and adjustments to policies, so assignments and relocations were financially equitable to employees rather than providing a financial windfall.
With many mobility programs having retained their lean structure from these previous measures, where HR and mobility leaders are tasked with finding ways to manage and further reduce costs again can be challenging in response to financial pressures brought on from the economic impact of tariffs and economic uncertainty. For mobility, HR and finance executives, the following approaches can support cost reductions and mitigate spend, while continuing to facilitate employee mobility in support of business objectives.
Managing tax planning
Whether relocating for international assignments or permanently transferring an employee to another country, tax costs to an employer are commonly one of or the highest single expenses associated with a move. As companies plan new employee moves, the destination country itself may present opportunities to mitigate tax costs for the company. Countries including France, Ireland, Italy, the Netherlands and Spain have long-established tax regimes focused on attracting expatriate talent through reduced income tax rates or favorable tax regimes.
While some, such as the Netherlands “28% ruling” (previously the so called “30% ruling”) have had the overall value of the tax benefit reduced, the scheme remains popular with businesses and has seen replication in other countries, like Belgium, as a means of reducing tax for expat employees in otherwise high tax locations. Adjusting an employee’s role or having them work from other company locations can, if effectively structured to manage corporate tax exposure, allow for tax costs to be mitigated.
Companies may similarly look to relocate employees to low-income tax countries such as Singapore, or countries without individual income tax, such as the United Arab Emirates. Companies can essentially give more for less, providing remuneration packages that do not require significant changes to accommodate taxes in the country where an employee relocates. Alternatively, for companies transferring employees, moving them to countries that have lower employer social security costs will mitigate overall employee overhead cost.
Critical, too, are the risk management processes and policies in place around mobile employee populations. Re-reviewing compliance with income tax, payroll, social security and posted worker obligations globally can identify potential gaps to be addressed to mitigate penalty and financial exposure to the business. As country tax authorities will likely pursue opportunities to find additional tax revenue streams by examining non-compliance, areas such as cross-border incentive income, business travel compliance and permanent establishment exposure should all be considered as higher risk areas.
Restructuring mobility
Companies with established mobility programs could review their existing mobility program to identify where relocations could be paused or ended. Deferring new relocations or repatriating employees could defer or bring an end to certain costs. Both approaches may reduce short-term cost. However, repatriations require sensitive management and proper review of the tax impact. Individuals who are working overseas and are temporarily non-resident in their home U.S. state could become resident for the duration of the assignment if they repatriate early, which could result in increased tax costs. Where these options are not viable, employees could be localized to phase off international benefits, though this, too, would need close review. Higher social security costs in many European countries relative to the U.S., for example, could result in a tax cost to the company that could exceed the cost saving of ending expatriate benefits and terms.
For companies that are increasing their global presence or are in the early stages of using employee mobility, pausing mobility may not be an option. As such, putting in place policies that provide the parameters for how relocations are designed and structured, what benefits are provided and how taxes are managed will, in turn, impact how the total cost of relocations are managed.
Expat benefits
In addition to taxes, expatriate benefits and cash allowances comprise the bulk of the cost of international relocations and assignments. Managing the cost of benefits can be challenging when considering the variables that can change the value, as well as depending on the employee. Shipping costs are impacted by fuel costs, the amount of shipping needed based on family size, and the preferences on what benefits an employee receives, from pet shipping to language lessons to accommodation searches. Moving to a flat lump-sum approach allows employers to effectively cap spending. This can also take into consideration the taxability of benefits – those that are taxable and those where the employer would typically bear the tax cost can have a total gross cost offset against the lump sum.
For mobility professionals, finding strategic solutions to proactively manage costs at a time of economic uncertainty brought on by the recent tariff announcements is key to being an effective partner to the business. In the first instance, being able to identify the total cost of an employee mobility program is critical in making the right decisions on where to reduce spend and cost. Second, understanding where cost can be mitigated in areas of lower impact allows for quick measures to be introduced to manage spend. Where more strategic decisions are required around how mobility operates in a business, Mobility, HR and Finance departments can collaborate to bring creative solutions that balance cost reduction and tax risk.
Contact:



Richard Tonge
Principal, Global Mobility Services Practice Leader,
Grant Thornton Advisors LLC
Richard is a Principal in our New York Human Capital Services practice and leads the Global Mobility Services practice in the United States.
Nyc, New York
Industries
- Technology, Media & Telecommunications
- Retail & Consumer Brands
- Manufacturing, Transportation & Distribution
- Media & Entertainment
Service Experience
- Tax Services
- International Tax
- Human Capital Services
- Global Mobility
Content disclaimer
This content provides information and comments on current issues and developments from Grant Thornton Advisors LLC and Grant Thornton LLP. It is not a comprehensive analysis of the subject matter covered. It is not, and should not be construed as, accounting, legal, tax, or professional advice provided by Grant Thornton Advisors LLC and Grant Thornton LLP. All relevant facts and circumstances, including the pertinent authoritative literature, need to be considered to arrive at conclusions that comply with matters addressed in this content.
For additional information on topics covered in this content, contact a Grant Thornton professional.
Grant Thornton LLP and Grant Thornton Advisors LLC (and their respective subsidiary entities) practice as an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable law, regulations and professional standards. Grant Thornton LLP is a licensed independent CPA firm that provides attest services to its clients, and Grant Thornton Advisors LLC and its subsidiary entities provide tax and business consulting services to their clients. Grant Thornton Advisors LLC and its subsidiary entities are not licensed CPA firms.
Tax professional standards statement
This content supports Grant Thornton Advisors LLC’s marketing of professional services and is not written tax advice directed at the particular facts and circumstances of any person. It is not, and should not be construed as, accounting, legal, tax, or professional advice provided by Grant Thornton Advisors LLC. If you are interested in the topics presented herein, we encourage you to contact a Grant Thornton Advisors LLC tax professional. Nothing herein shall be construed as imposing a limitation on any person from disclosing the tax treatment or tax structure of any matter addressed herein.
The information contained herein is general in nature and is based on authorities that are subject to change. It is not, and should not be construed as, accounting, legal, tax, or professional advice provided by Grant Thornton Advisors LLC. This material may not be applicable to, or suitable for, the reader’s specific circumstances or needs and may require consideration of tax and nontax factors not described herein. Contact a Grant Thornton Advisors LLC tax professional prior to taking any action based upon this information. Changes in tax laws or other factors could affect, on a prospective or retroactive basis, the information contained herein; Grant Thornton Advisors LLC assumes no obligation to inform the reader of any such changes. All references to “Section,” “Sec.,” or “§” refer to the Internal Revenue Code of 1986, as amended.
Grant Thornton Advisors LLC and its subsidiary entities are not licensed CPA firms.
Trending topics

No Results Found. Please search again using different keywords and/or filters.
Share with your network
Share