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We are a team of action-oriented assignment writers dedicated to delivering top-notch assignments that exceed your expectations. Whether you’re a busy student juggling multiple deadlines or seeking help in challenging subjects, our reliable service is here to provide academic support and help you achieve your goals. With our commitment to quality, timely delivery, and professional assistance, you can trust us to elevate your academic performance to new heights. Say goodbye to stress and say hello to success with our assignment writing services.

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At Global Assignment, we believe in delivering the highest standard of academic writing. Our dedicated team of expert writers ensures that every piece of content we create is of the highest quality.

Timely Delivery

We at Global Assignments understand the importance of meeting deadlines for academic success. Hence, we have established a streamlined process in place to ensure that your assignments are delivered on time.

Customized Writing

We understand that every assignment is unique. We offer customized writing solutions that cater to your specific requirements and instructions. This ensures that the assignment is tailored to your needs.

Plagiarism-Free Work

Originality is essential in academic writing. We as reputable assignment writers provide plagiarism-free work, ensuring that all content is original and properly cited. All assignments we do undergo thorough checks to guarantee.

Strong research and citations

We use accurate and relevant research to underpin your work. Also, we make sure our assignments are well-cited, and referenced to adhere to your preferred style guide.

Free Revision

We allow you to request changes or improvements to the delivered assignment. Hence, our flexible revision and editing services ensure that you are fully satisfied with the result.

Customer Support

Our friendly and responsive customer support team is available around the clock to address queries or concerns you may have throughout the process. We are ready to assist you 24/7.

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We prioritize your privacy and maintain strict confidentiality. We guarantee the confidentiality of your personal information and work details. Trust us to handle your assignments with the utmost discretion.

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Our comprehensive assignment writing service equips you with the tools and support to navigate any academic challenge with confidence. Our services cover various subjects and disciplines.

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I needed there help at short notice

I needed there help at short notice, they provided me the cheapest option with 10/10 Satisfaction on the work. Really pleased and really happy, I will use them again and for the future. If you want solid work and at a rapid pace this is the company and definitely at the cheapest price.

Date of experience : August 07, 2024

Very professional and good

I am very happy with your work.i have use globalassignemnt for 4 years.very good work, on time delivered.very helpful customer service and very professional.

Date of experience : August 06, 2024

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I really like this app, because it is really that good and fast, my assignments are completed quickly... I am very grateful.

Date of experience : August 09, 2024

Very happy with them I have 3 years…

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Date of experience : August 05, 2024

The quality of the work delivered…

The quality of the work delivered exceeded my expectations. The writer assigned to my paper demonstrated a deep understanding of the subject matter and provided insightful analysis and well-researched content. The paper was also free from grammatical errors and properly formatted according to the specified citation style. Moreover, the service offered unlimited revisions, which gave me peace of mind knowing I could request adjustments if needed. However, I found the initial submission so thorough that I didn’t need to utilize this option. Global Assignment Help also ensures originality, as my paper passed all plagiarism checks, confirming the authenticity of the work. The pricing was reasonable for the level of expertise and effort put into my assignment, and there were no hidden fees. Overall, my experience with Global Assignment Help was outstanding, and I would highly recommend their services to any student in need of academic assistance. Their professionalism, quality of work, and customer support truly set them apart from other assignment help services.

Date of experience : July 07, 2024

I will recommend to everyone they are…

I will recommend to everyone they are very good and help you with everything!

Date of experience : August 04, 2024

if I could give you -10 because there

if I could give you -10 because there are some people who make wrong assignments, with a lot of grammatical mistakes and don't give assignments on time, their writers always need more time even if you give them a month to do it assignment you still don't receive them on time, and when you send them that you received feedback that they need to modify it and they need more time. don't waste your money on them, find serious writers who know how to write grammatically correct. never I will no longer do assignments with them

Date of experience : July 17, 2024

Super professional

Super professional, responds quickly and perfect website for students. The prices are in budget and they will not disappoint! Extremely thankful for all the help. Will definitely hire them for more assignments in future😊🤍

Date of experience : July 05, 2024

EXCELLENT costumer service and fast…

EXCELLENT costumer service and fast answering I 100% recommend!! Proud of you guys Best of luck

Date of experience : July 23, 2024

very fast and responsive

very fast and responsive. excellent work! I recommend

I use the global assesment help for…

I use the global assesment help for more than 2 years with a lot of diffrent type of work . Every thing was done in time if any problem they solve it verry quick. In all words verry profesional work is been done . I will recomande to others.

Date of experience : June 26, 2024

The great company

The great company! I m very happy for your service! Thank you so much

Date of experience : August 03, 2024

I am very happy to deal with global…

I am very happy to deal with global assignment a very wonderful company, as I found people who are professional in their work in terms of scientific sobriety and they have speed in completing the work. I liked the speed of response and ease of communication, as you can contact them at any time of the day and get the highest response. I am very happy and will have friends. I am happy to know him, especially Jenny. She was cooperative with me and wanted to help me, and I thank her and have all the respect for her

Date of experience : May 09, 2024

I do not recommend anyone to do…

I do not recommend anyone to do projects with this company. I hope with all my heart to make good searches before choosing who you work with. These people do not give interest to the works , these being of low quality , full of grammatical mistakes and missing letters. The writers of this company copy information from different websites and then paraphrase it with programs . I do not mention the fact that they have a date of delivery for project and they don’t respect it. So if you want to work with this company , please think twice .

Date of experience : May 31, 2024

THIEVES. DO NOT TRUST THEM. THEY LIE ABOUT THE DEADLINE, THEY USE AI SOFTWARE TO MAKE THE ASSIGNMENTS. THE WORK IS ALWAYS WRONG, MANY ERRORS (GRAMMAR AND SPELLING). THEIR CUSTOMER SERVICE IS DISGUSTING, THEY ARE UNABLE TO HELP OR TO PROVIDE ANY ANSWER. THEY SAY WILL TO IN 10 DAYS AND MAYBE YOU'LL BE LUCKY TO GET IT IN 14 DAYS. ALWAYS AFTER THE DEADLINE AND WHATEVER THEY DID IS USELESS

Date of experience : June 16, 2024

Even one star are too muchThey promised…

Even one star are too muchThey promised a free correction and when I showed feedback what was missing, they asked for extra money. Fraudsters and thieves. They offer a discount for the next job and for correcting the one they wrote so poorly that I didn't pass, they ask extra money, terrible customer service

Date of experience : May 06, 2024

I am using this platform for more than…

I am using this platform for more than 3 years, I am very satisfied for their effective work, reasonable prices and on time delivery. Thank you Global Assignment Help team!

Date of experience : May 07, 2024

Very poor quality

Very poor quality, no quotes and references , not enough details , poor writing , plus they misunderstood the entire subject and the entire essay was wrong . from 3500 words I don’t think I managed to use 200 words . Definitely not recommending.

Date of experience : May 20, 2024

I have had an incredibly positive…

I have had an incredibly positive experience with this company. As someone who has been suffering from stress and anxiety, their support has been invaluable. The team has gone above and beyond to provide assistance and guidance, demonstrating empathy and understanding throughout our interactions. I am extremely grateful for their support and wish I could give them 10 stars for their exceptional service.

Date of experience : May 10, 2024

Amazing team and work.

Amazing team and work. Everything is delivered in time and is very helpful for students who are struggling with their assignments. Highly recommended!

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5 Types of Global Assignments: What’s Best for Your Company?

Last Updated on November 1, 2023

Employers and employees have many reasons for sending employees and other talent on different types of global assignments worldwide . Sometimes, companies need to relocate their employees temporarily for a short-term finite assignment. In other scenarios, they must send talent abroad to work for a more extended assignment to facilitate a business objective successfully.

No matter the type of, or reason for, an international assignment, they are essential in global mobility programs and allow for avenues to ensure international organizations’ success.  

What are Global Assignments?

Global assignments require an employee to relocate internationally and undertake work in a destination country for a specified time. Global assignments can vary in duration , often differentiated by being classified as either short-term or long-term.   

Types of Global Assignments

HR professionals may wonder, “What is an example of a global assignment our company can utilize for the needs that arise in our industry?” Companies have various options for assignments when devising an optimal global mobility strategy.

Employers can leverage multiple forms of global assignments to meet their needs and maximize their ROI by choosing impactful yet cost-effective assignments based on assignment length, location and ultimate business need.

Short-Term Assignment

A short-term international assignment usually lasts for a year or less. Employers generally have a specific goal for the employees they send on short-term assignments, such as facilitating training, completing a particular project, or temporarily filling a vacancy.

Many short-term assignments are single-status, whereby only the employee travels, and dependents do not join for the time abroad. Companies may also make use of short-term assignment options when trying to reduce the cost of conducting work abroad despite a need to have talent present on location abroad.

Long-Term Assignment

Companies also often leverage long-term work assignments for a variety of reasons. Employers often contemplate long-term assignments to last one to three years. However, it is commonplace for employers to extend assignments due to continuing business needs, the preference of the employee, or a variety of other reasons. Many companies contemplate a maximum assignment length of five years, primarily due to cost.  A stay of up to five years is still often considered temporary. Still, assignments longer than five years are more likely to be seen as permanent.

Employers typically send their employees on long-term international assignments for strategic reasons such as expanding the business into new markets, opening new offices, developing talent and establishing teams of global leaders.

Since long-term assignments last an extended period, employers have more factors to consider for long-term assignments than those classified as short-term. One key consideration is that employees on long-term assignments will likely need to find housing, which may include renting or buying a house.  Another is the tax component, as there are likely to be more significant tax implications where there is an extended stay in a given destination.

Employees with families are more likely to bring their dependents along on longer assignments, which means their family members may also need to find work or education options. You’ll also want to consider transportation and healthcare needs and tax obligations.

Business Travel    

Business travel resembles a short-term work assignment because employees don’t stay at the destination for an extended period. The main differentiator is the type of activities undertaken during business travel are much less associated with what’s classified as work and are, instead, typically limited to hands-off activities and business meetings.    

In many instances, employees stay in a foreign country for just a few days . However, business travel trips can last multiple weeks in some scenarios. Employees may also travel for business between several countries, creating added considerations employers should consider to ensure compliance.  

Remote Work Visas  

Remote work visas are available in many countries around the world. Some countries introduced remote work visas during the COVID-19 pandemic to stimulate their economies and encourage companies with remote work policies to send their talent there without formally relocating.

Remote work visas quickly gained traction, and governments continue to establish similar types of statuses. They are an increasingly popular option for companies that allow employees to work from anywhere on a remote basis.

The application cost per visa varies from country to country, as does the visa’s duration. Some countries will extend the validity of temporary remote work visas , while others contemplate only a finite period of stay for visa holders. Countries often have requirements for proof of income as part of these types of visa requests and also may have provisions for bringing dependents that potential applicants should consider.

Commuter Assignments  

Commuter assignments differ from long-term and short-term assignments because employees regularly commute from their home country to the destination jurisdiction.

While companies use short-term and long-term global assignments worldwide, commuter assignments are typically regional because employees cross neighboring borders. Commuter assignments can be good alternatives for employees who need to work in another country but prefer not to relocate entirely for personal reasons.

What Types of Global Assignments Should Companies Leverage?

HR professionals often ask, “What are the different types of global assignments we can use?”.

Businesses have different reasons for needing to send talent abroad for work assignments. Therefore, employers should carefully consider what they are trying to achieve when deciding what type of global mobility strategy to implement.

Along with the duration of the assignment, employers should consider the employee’s circumstances – are they hesitant to leave family behind, or do they have other obligations that would impact the length of the assignment? Cost is another critical consideration for employers when deciding on a global mobility strategy and will be a decision driver for most programs.

No matter how long employees stay in another country, employers must use various services to ensure a smooth transition. A global immigration services provider such as Envoy Global can partner with your organization to decide on the proper assignment strategy for the company and employee and support the acquisition of the necessary immigration status to allow for a compliant work engagement in the destination country.

Envoy offers valuable services to educate employers on all global assignment types and to advise on the assignment strategy that will best ensure success for your organization. Every company’s HR team partners with a Global Account Manager to create a successful and sustainable global mobility program, including guidance on best practices for leveraging global assignments.

With so many moving parts to global mobility, HR managers can rest assured that working with Envoy’s experienced team helps make relocating talent worldwide a seamless and efficient experience.

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Global Assignment Policies & Practices Survey Report

Insights on how global organizations administer their global mobility programs.

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• Global Assignment Policies & Practices Survey Report

For global mobility leaders of multinational organizations, benchmarking your global mobility policies and practices against those of other global organizations and industry peers can be a powerful tool for reflecting on your current approach and planning how to prepare your talent mobility program for the future. To help, KPMG International conducts this annual survey of global mobility policies and practices of multinational organizations. While the number of participants continues to grow, the resulting database is already believed to be one of the most robust of its kind on a global scale.

The data offers insights into global mobility programs and how they are evolving in terms of mobility, tax and immigration policies, structure, governance, priorities, performance measures, technology, robotics, automation, international remote working and more

Download the 2023 KPMG Global Assignment Policies and Practices Survey summary report and scroll down for more on this year's key findings.  

2023 KPMG Global Assignment Policies and Practices Survey

A look into how global mobility programs are evolving based on the survey results from over 100 multinational organizations in jurisdictions worldwide.

Download PDF (888 KB) ⤓

What do the latest results tell us?

The results of this year’s Global Assignment Policies and Practices (GAPP) Survey sheds light on how global mobility programs are continually evolving. In addition to compliance and global risk management, supporting the organization’s business objectives, controlling program costs and being adaptable to changing business requirements are clearly the top priorities for today’s global mobility leaders. The global talent mobility function’s contribution to strategic value for the organization has taken priority; being recognized as a trusted advisor and collaborator to the business.

Many organizations are recalibrating their approach to flexible work arrangements, leaning towards requiring employees to be more present in the office. This shift represents a response to several factors, including the desire for more direct collaboration, and the cultivation of company culture. Businesses, however, must recognize that top professionals now prioritize flexibility and work-life balance. To remain competitive, organizations will need to blend the advantages of in-person collaboration with a continued commitment to accommodating the diverse needs and preferences of their workforce, all while striving to attract and retain the best talent in this ever-evolving employment environment.

Recognizing the importance of attracting, retaining, and developing top talent as a competitive advantage, the global mobility function plays a pivotal role in making this vision a reality. This alignment helps ensure the right people are in the right place at the right time, with the skills and expertise to drive the organization forward. By harmonizing global mobility with talent initiatives, companies can leverage international experience, facilitate career growth, and support the evolving needs of their workforce, ultimately contributing to sustained success and an agile response to the ever-changing demands of the global marketplace.

Global mobility functions continue to place a strong emphasis on technology due to its transformative impact on the way organizations manage their global workforce. In terms of global mobility, technology serves as an enabler, allowing companies to optimize the deployment of their talent on a global scale. By leveraging technology, global mobility functions can not only improve efficiency and cost-effectiveness but also enhance the overall employee experience, making it an indispensable tool for organizations seeking to navigate the complexities of global talent management while remaining agile, competitive, and compliant in the dynamic global landscape.

There has been a notable increase in the incorporation of inclusive language and a heightened awareness of accessibility concerns within mobility policy development. As organizations strive for greater diversity and inclusivity, it has become essential to ensure mobility policies address the unique needs of all employees. This shift underscores a commitment to providing equitable opportunities for all, irrespective of individual circumstances or identities. Organizations are recognizing that mobility policies must be accessible, accommodating, and free from bias, thereby fostering a more inclusive work environment.

There continues to be an ongoing trend of short-term cross-border mobility by companies. Short-term assignments, often lasting weeks or a few months, provide companies with a flexible solution to address specific projects, knowledge transfers, or market exploration without the long-term commitment of traditional expatriate assignments. This trend aligns with the evolving preferences of a mobile and diverse workforce, and as companies continue to prioritize agility and adaptability, short-term cross-border mobility is likely to remain a prominent feature of talent management strategy.

Benchmark your organization today!

We are excited to announce the next evolution of the industry leading Global Assignment Policies and Practices (GAPP) Survey . In response to client feedback, the new survey — now known as the KPMG Global Mobility Benchmarking Survey — has gone through a wholesale update to have a broader focus across programs and policies; talent management; service delivery; and technology; while undergoing a 50% reduction in length.

Your participation in the survey will allow you to benchmark your organization in relation to other survey participants and provide you with valuable trends and meaningful insights into mobility programs and policies, approaches to talent management, operating models and the use of technology and data.

If you would like to participate in the KPMG Global Mobility Benchmarking Survey, please click here . To learn more about how KPMG’s Mobility Consulting Services can help you build an operating model that serves and delivers for your organization, please send an email to  [email protected] .

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Global Assignment

Global assignment services.

GMS is with the employee every step of the way to simplify the relocation process, provide critical information at the right moments, and serve as a single point of coordination.

Assignment Management Coordination

Each assignee is assigned a dedicated Global Assignment Manager (GAM) who will conduct a comprehensive needs assessment; determining the assignee’s needs within the realm of their policy. The GAM offers assistance with all of the services provided and acts as the single point of accountability for the entire relocation. They will act as the coordinator of all of the services and manage the providers along the way.

Visa & Immigration Services

GMS will provide organization and collaboration of client documentation and manage the entire visa and immigration process. Upon request, we can track and obtain visa renewals, extensions, and cancellations, as well as assist the employee and family members in obtaining and/or canceling work permits, residency cards, visas, and registrations at appropriate consulates.

Cultural & Language Training

GMS manages these valuable programs, which have been proven to help reduce the risk of failure in global assignments. There are many program options available in both home and host location, as well as virtually. Language and culture preparation can help smooth the transition for the entire family.

Our cloud-based relocation technology is designed to help you streamline your company’s relocation management.

Education & Spouse/Partner Assistance

GMS provides an education specialist to help determine your children’s needs in order to find the most suitable schools. The assignee can focus on their new position with the assurance that their children are securely placed in a school that meets their particular skill set and needs. GMS will also manage the provider enlisted to help with the assignee’s spouse or partner to settle into the host country. This program has many levels of assistance, but overall assists in guiding the partner with valuable networking, resume building and work or volunteer activities. GMS can also provide services and assistance such as maintaining certifications and preparing for a career upon assignment return.

Home Finding Assistance

The Global Assignment Manager will work with the home-finding provider to help the assignee in finding the right place to call home during their assignment. The destination consultant will actively participate in setting up appointments with landlords, local properties and agents to ensure a wide variety of housing for each assignee. Additional assistance is also provided for walk-through procedures and to ensure the assignee understands the lease and move-in details.

Vehicle Purchase or Leasing Assistance

One of the most difficult things about moving globally is the lack of established credit in the host country, which causes problems when purchasing a vehicle. GMS will provide assistance with the lease and/or purchase of an automobile. This service will help your assignee save time and resources by beginning the process prior to arriving in the host country.

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5 Small Things That Can Make or Break Global Assignment Success

This piece was originally posted on the InterNations Business Solutions blog . 

From an employee engagement and talent retention perspective, the majority of hiring executives — up to 97% — understand the immense value of relocation programs, but feel they need a better way to manage these programs (Wakefield, 2018) . With approximately 40% of all international assignments ending in failure (Right Management, 2012), we couldn’t agree more, especially given the forecast for a 50% growth in the number of international assignments by the year 2020 (PwC, 2019).

As an organization with 30 years of experience in supporting global relocation success strategies , we have come to learn those seemingly small things are actually rather big things when it comes to the success or failure of an employee moving abroad.

Although candidates generally request support through financial means — such as cash allowances and housing assistance (Wakefield, 2018), we urge hiring executives, relocation directors, and mobility professionals alike to pay closer attention and give greater assistance to expats in the following areas:

1. Family Support

Over the last ten years family has consistently shown to be the number one reason why international assignments fail or succeed (EY, 2018; CERC, 2017; BGRS, 2016). More specifically, EY lists a partner or spouse “not being happy” with relocation as the top reason for assignment failure. “Children issues” comes in as the fourth most common reason for failure (EY, 2018).

On the one hand, it appears that organizations are recognizing the importance of offering family support. Out of nearly 3,500 respondents, 90% said their companies offered relocation support to partners (EY, 2018). On the other hand, “relocation support” can be a very broad term.

According to EY, the most common form of “partner support benefits” is language training. While language training can be helpful, it does not address the collective stress of cultural adjustment that a family goes through when relocating abroad.

Tip for Success: Look at your service providers first to ensure you have vendors that offer family integration and support (for both spouses and children). Their cultural adjustment to the host country is just as important as the employee’s — if the family is OK, the assignee can better focus on their job. Also, make sure your providers can offer support in a manner that meets relocated families on their terms and schedule. Are they flexible in how they deliver their services? Families need time to be together during this stressful period. This is what will help foreign assignments succeed.

2. Assignment Selection

According to BGRS (2016), poor candidate selection is the second-most common reason why global assignments fail. Not coincidentally, BGRS also reports that approximately 80% of companies don’t formally assess the adaptability of international assignment candidates, and only 29% of companies use some type of self-assessment tool. For some assignments, a particular skill set or urgent business need is required, and for others, the move may be for high potential leadership development. Regardless of the reason, most clients don’t have a long time horizon to identify possible employees as candidates for a move. Even for those firms that do have time to field a pool of candidates, budgets often don’t allow for candidate assessment services in addition to pre-departure cultural training.

Furthermore, data shows that it is rare for a first-choice candidate to accept a relocation offer — and this trend is on the rise (BGRS, 2016). Tying into the need for greater family support, 32% of leaders said they had turned down a foreign assignment out of consideration for their families, and 28% said they did so to “protect their marriages” (HBR, 2014).

In order to access and select the very best candidates for relocation programs, time and planning is key. Companies need a process for employees to self-identify early on that they are interested in a global assignment, which can help expand the already identified pool of employees coming from the business line or talent development. With a broader pool to choose from, there is less stress on choosing a first-choice.

Tip for Success: Nearly three-quarters of companies don’t maintain a candidate pool for global assignments, and 33% don’t have a process for employees to designate themselves as willing to go on a foreign assignment (BGRS, 2016). During new hire orientation, build in a way for employees to “raise their hand” if they are interested in a global move — this can be via interviews or via self-selection tools. When key employees are identified for a move, companies should invest in a developmental candidate assessment process that can identify professional or personal issues that need to be resolved before an assignment begins. Companies that follow such a process will field and deploy many better-prepared employees for assignment, leading to higher success rates.

3. Cultural Understanding

Approximately 44% of companies offer cross-cultural training as a core policy benefit (KPMG, 2018) — which means the majority of organizations are not offering their assignees coaching or training to set them up for business success. As a result, it is no surprise the inability to “adapt to the host location” is the third most common reason for global assignment failure (BGRS, 2016).

Interestingly, “job expectations not met” is the fourth most common reason for assignment failure, according to BGRS. The ability to perform a job role or function successfully in a foreign location is directly connected to understanding and making adaptations for the culture (Aperian Global, 2016). Cultural competence and agility do lead to assignment success on multiple levels. Most companies do not see the value of work style adjustment when considering the ROI for “cultural training.” Many think such training covers basic protocol issues that are common for a tourist vacation.

A foreign assignee recently shared their surprise at the impact cultural work style training had on their global assignment: “I was amazed at how much I had not considered in working with colleagues who are of a different culture. I realized I can’t run meetings or give feedback to people the way I was used to in my home country. In fact, what worked great for me back home in terms of my work style, but will be counterproductive in working with my host country colleagues. I now know how to make simple adjustments to the way I go about my work — and I see it paying off.”

Tip for Success: Although the large majority of mobility heads are under pressure to reduce overall mobility costs, cross-cultural training is one thing that should not be cut from your core policy. Many assignments cost five times or more than the employee’s salary, so a failed assignment is very expensive. Limit that financial risk by providing helpful integration support, which with more options today than ever, is affordable. One-size-fits-all-policies will often lead to overspending for under-utilized and ineffective training. Find providers that can offer the widest range of flexible solutions to assignees on their schedule (pre-departure, post-arrival, virtual coaching, online self-guided, etc). These same providers should be able to offer you subscription-based pricing that ensures the training used is what is paid for.

4. Decreasing Stressors

Beyond an employee uprooting their life and family, there can be many other stressors that come into play during relocation. Expectations and goals are often not clear to foreign assignees, which can quickly mount to stress and confusion. According to KMPG (2018), 19% of companies do not have a process for setting assignment goals.

Twenty-five percent of assignees follow the host country goal-setting process, which could be a significant challenge and stressor for candidates if language and culture barriers have not been addressed through adequate training.

Tip for Success: Mobility department and talent development heads should ask this simple question: “If I were to agree to go on a global assignment, what would I expect? Career advancement, new skills that will serve me later, higher pay?” These and similar types of questions are always top of mind to a prospective assignee, so it is critical to document what the reasons for the move are (business need or professional development), while at the same time documenting the agreed-upon expectations by the employee and manager. Without that, there will be ambiguity and possibly resentment when the employee learns the expectations were not honored.

5. Adjustment within the Social Context

Interestingly, technology has not changed the international assignment failure rate (TLNT, 2017). One might suppose that with webcam video to connect with friends and family back home and social platforms to help expats meet up, that failure rates would have decreased. But the data would suggest that failure rates are a very human issue more related to the ability or inability to integrate and adjust to a new culture.

”Employers underestimate the need for social integration and the fact that it is part of their responsibility to make sure their expat employees manage to feel at home and welcome abroad,” Theresa Häfner, Head of Business Solutions at InterNations, recently said.

Tip for Success: Companies should leverage technology that can help foreign assignees connect and relate, while simultaneously encouraging cultural coaching that focuses on adapting to their new home. Settling in requires personal work, much of it centered around self-awareness of one’s style in relation to the host country. Once the strategies are presented on how to adapt and adjust to host country norms of business, then the networking and social acclimatization will only strengthen their ability to settle in and succeed while on assignment.

Whether it is these five issues or others, there is no simple way to ensure success every time for every assignee. Personal lives are as complex as the business — but these strategies can help.

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Global Assignments Enhance Employee Development

For the first time in years, building international management experience has appeared as one of the top two reasons for sending employees on international assignments, Brookfield Global Relocation Services (GRS) discovered, based on responses from global mobility professionals representing 143 companies worldwide. Brookfield GRS provides employee relocation, assignment management and mobility-consulting services for multinational organizations.

This finding is borne out in the experience of Joy Hill, global mobility manager at Brown-Forman, the spirits company that produces Jack Daniels and many other well-known brands. Developing high-potential employees and meeting business needs are the top two reasons employees at Brown-Forman are sent on international assignments, she said.

Brookfield’s 2015 Global Mobility Trends Survey report found that the need to move talent internationally is not diminishing (88 percent of respondents expect their expatriate population to either increase or stay the same this year) and that dealing with cost pressures, compliance mandates, measuring return on investment (ROI) and assignees’ spousal needs have become top priorities.

“All of the data suggests that talent will be in short supply in the next five to 10 years and that the mobility of the talent that is available will be important in order to address the talent shortage,” said Gill Aldred, director of consulting services at Brookfield GRS. “Mobility has a role by partnering with talent management in a formal way so that the identification and preparation of good candidates for international assignments is approached with more structure and is supported by the resources it needs to be effective.”

Seventy-seven percent of respondents believe that having international assignment experience has real value. Respondents reported that international assignees are promoted faster (43 percent), achieve higher performance ratings (19 percent) and receive more frequent compensation increases (17 percent) than those without such experience.

Hill found these metrics to ring true at Brown-Forman. “Given that most of our expats are high potentials, I would agree, but I believe it comes down to the organization’s objectives for the expat assignment,” she said. For example, those sent on assignment to fill an immediate business need may not necessarily be in line for a faster promotion or increased compensation, as that action can be viewed as a normal course of business, she added.

International assignments also represent value to the organization, Aldred said. “There are clear advantages to assignees, and by extension to the company, in completing a successful international assignment. Companies can target retention efforts towards those who have gained valuable international experience, which supports a company’s overall strategy to retain high-performing and highly invested-in employees.”

Organizations can also brand themselves as employers of choice for Millennials who actively seek international opportunities, Aldred said.

More Work to Do

While the value of international experience is recognized, only half (49 percent) of mobility practitioners indicated they have an active link to talent management in their organization, and a majority of respondents said they lack talent-based tools related to mobility, such as preassignment candidate assessments and repatriation programs.

More than three-quarters (78 percent) of respondents do not utilize any type of candidate assessment for selecting individuals to go on international assignments. “In terms of ensuring that the company’s high-stakes, high-investment assignments start off with the best possible chance for success, a candidate assessment makes sense,” Aldred said. “For a key strategic leadership role, an employee’s technical skills and experience may be paramount for success, but assessing the employee for the right mix of adaptability and global communication skills is also critical,” she added.

A large majority of respondents said that they have not identified a candidate pool of high-potential, ready, willing and able candidates for international assignments (81 percent); don’t have a formal career-management process in place for assignees (82 percent); and don’t have repatriation programs linked to retaining international assignees (86 percent). Nearly one-quarter (22 percent) reported having no initiatives at all in place to reduce international assignee attrition rates.

“Respondents that reported a formal reporting relationship between mobility and talent rather than only a strong link between the functions also reported a number of positive practices, including more often having formal career-management processes in place and better outcomes in the areas of reduced assignment failure and assignee attrition,” Aldred said.

Cost Pressures, ROI Challenges

When asked about the single biggest mobility challenge that their companies face, 23 percent of respondents cited assignment cost, 22 percent said compliance with host-country laws and 11 percent said career management while on assignment.

Three-quarters (74 percent) indicated that they had been required to reduce international assignment costs within the last year in response to economic pressures.

Even with the mounting pressure to reduce assignment costs, the survey results reveal that many companies lack basic cost-management practices. Only 62 percent of respondents indicated that they track costs during an assignment, and less than half (46 percent) said that a preassignment cost-benefit analysis is required.

Despite the high cost associated with international assignments, a staggering 95 percent of companies don’t measure international assignment ROI, according to the survey. The top reason cited for this oversight by 53 percent of respondents is that they are “not sure how to achieve this.”

The anxiety around calculating the ROI of international assignments has to do with inhibitors such as the lack of data collection and governance processes, Aldred said. Starting ROI evaluation requires strategy and data, and Aldred advised companies to remediate inadequate data collection, tracking and interpretation strategies, and amend governance so that defining, communicating and evaluating assignment objectives is a requirement.

“ROI for international assignments could represent a valuable scorecard metric for the mobility function and one that might be used to arrive at a more nuanced and strategy-friendly balance between the cost and the value of mobility,” she said.

Family Concerns Top Reason for Assignment Refusal, Early Return

Family concerns (38 percent) was the single most cited reason for assignment refusal and for early assignment return. It was also the third most commonly noted reason for assignment failure, after assignees leaving to work for another company and poor job performance. Spousal and partner career issues is another growing concern. Spousal career concerns came in as the second most noted reason for assignment refusal, and just over one-third (35 percent) of respondents indicated that spousal and partner career concerns were having an impact on their ability to attract employees for international assignments.

Emerging Markets in Challenging Locations

International assignments are growing in the same locations that respondents say are the most challenging for assignees and program managers.

The top emerging markets for international assignments—Brazil, China, India—also present the greatest problems, according to respondents, whether it’s immigration, cultural adaptation, and specifically, security in Brazil, environmental health concerns in China and government regulations in India.

Assignees moving to what may be considered a challenging location should be carefully selected and supported, Aldred said. Additional strategies she recommended include:

• Providing mandatory intercultural training.
• Carefully setting expectations for the quality of housing, availability of good schooling and the immigration process.
• Providing high-quality destination support through in-country support partners.
• Including spouses and partners in the preassignment training process.

Roy Maurer is an online editor/manager for SHRM. Follow him @SHRMRoy

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What JD Vance did in Iraq, as told by the friend who served with him

When jd vance criticized his opponent, tim walz, for not deploying to iraq, some democrats scrutinized his own military record. richard hall speaks to a veteran who served alongside vance about what their time in the country entailed, article bookmarked.

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J D Vance sparked a firestorm this week when he accused fellow veteran and Democratic vice presidential nominee, Minnesota governor Tim Walz, of abandoning his unit before it deployed to Iraq.

“When the United States Marine Corps … asked me to go to Iraq to serve my country, I did it,” Vance told reporters.  “When Tim Walz was asked by his country to go to Iraq … he dropped out of the army and allowed his unit to go without him.”

Democrats were quick to hit back at the claim, pointing out that Walz filed to run for Congress and officially retired from the Minnesota National Guard months before his unit was alerted about deployment. But Vance’s criticism of his opponent’s record has drawn greater scrutiny of his own time as a “combat correspondent” in the Marine Corps, a role that involves gathering news and writing articles for internal Marine Corps publications and facilitating interviews and access for civilian media.

Following his attacks on Walz, some Democratic critics gave him the disparaging nickname ‘ Sergeant Scribbles ” because of the clerical nature of his assignment.

But Cullen Tiernan, who served alongside JD Vance in Iraq as a fellow combat correspondent, told The Independent the role was not without danger.

“When we first landed, we got mortar and rockets from Baghdadi, the neighboring town. That was definitely a shock,” he said. “It’s odd to me that people would try to negate or put down what combat correspondents do. When you’re walking in patrol, or when you’re flying in a helicopter that goes into the sandstorm, or when you come upon an IED, and see people who have been blown up, you’re having the same exact experience. You just also have a camera and an obligation to document it.”

Vance enlisted in the Marine Corps after graduating from high school in 2003. He went by the name James D. Hamel at the time, having taken the last name of his stepfather.

He served for four years with the 2nd Marine Aircraft In Wing, Marine Corps Air Station Cherry Point, North Carolina, and was deployed to Iraq for six months from August 2005 and into 2006, based at Al Asad air base in western Iraq.

Vance would occasionally go out beyond the wire of the base on missions to Al Qaim and other towns further up the Euphrates River to document the work of the Marine Corps. Tiernan said they would carry M16 rifles and 9mm pistols as they did so.

Writing in his 2016 memoir Hilbilly Elegy, Vance said he was “lucky to escape any real fighting.” But the period in which he was deployed was by no means quiet. The US invasion and occupation of Iraq had been raging for three years by the time Vance arrived in the country. In 2005, Iraqis voted in national elections and some 844 American service members were killed across the country.

The next year, a sectarian civil war brought extreme violence between Sunni and Shia communities and the rise of the Islamic State of Iraq, which would later become Isis.

Movie fans might be familiar with one of the few representations of combat correspondents on the big screen in the character of Private James T. “Joker“ Davis, from the 1987 Vietnam War epic by Stanley Kubrick, Full Metal Jacket.

But Tiernan said the combat correspondent’s primary role was “telling the Marine Corps’ story.”

“These people don’t toot their own horn, so it’s about making their family and their friends and the people that love them understand what they’re doing and what their sacrifice entails,” he added.

Vance wrote at least 11 articles for the official website of the Marine Corps while he was deployed. His first, published on September 11, 2005, was about the Marine engineers building bases for the Iraq security forces. In another, he wrote about a daring rescue by Marines of a sniper who was injured and pinned down in a gun battle in northwestern Iraq.

“Luckily, the sniper was still alive, but he needed immediate medical attention. But, there was a problem. The closest casualty evacuation helicopters were miles away, and were still on the ground.  If the Marine’s life was going to be saved, he needed to be evacuated right then,” Vance wrote in the article, which included interviews with the people involved.

Tiernan said Vance’s time writing about the Marine Corps was where he “learned the art” of storytelling, which enabled to tell his family story in his bestselling memoir, Hibilly Elegy . The book propelled Vance to fame and set him on a path to the halls of Congress as Senator of Ohio, and later to the Republican ticket as candidate for vice president.

Tiernan, a progressive activist who disagrees with Vance politically, was there for the entire deployment and they remain friends to this day.

“I love JD still. Pretty much everyone I served with — but especially those I went to Iraq with and have those deep 20-year relationships [with] — I really do my best not to let politics get in the middle of it,” he said. “That is not to say that I don’t try to influence the man, and he certainly tries to influence me in our friendship over the years.”

Tiernan added that one thing they do agree on is “trying to end wars.”

“I think that he’s in a unique position to try to de-escalate conflicts because he knows what it’s like to be a person sent to the front lines, be[ing] away from their family and their friends and everything that they know that’s familiar. Him not wanting that to happen to other people — it’s a real important voice to have in politics,” he said.

Both Vance and Tiernan returned from their deployment disillusioned with the war, and the projection of American military power.

“I left for Iraq in 2005, a young idealist committed to spreading democracy and liberalism to the backward nations of the world,” Vance wrote in 2020 . “I returned in 2006, skeptical of the war and the ideology that underpinned it.”

In a statement, a Harris-Walz campaign spokesperson strongly pushed back against Vance’s claim that Walz had “dropped out” rather than deploy with the men he led, instead accurately describing the governor’s separation from service as a normal retirement after nearly a quarter-century in uniform.

“After 24 years of military service, Governor Walz retired in 2005 and ran for Congress, where he chaired Veterans Affairs and was a tireless advocate for our men and women in uniform — and as Vice President of the United States he will continue to be a relentless champion for our veterans and military families,” they said.

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JD Vance's Marine Corps Service Would Set Him Apart from Most Vice Presidents

Republican presidential nominee Donald Trump on Monday selected Ohio Sen. JD Vance -- a Marine veteran, author and once-critic of the former president -- as his running mate for the 2024 election.

Vance, 39, is the first post-9/11 veteran to find a spot on a major party ticket and, if elected, would likely be the first Marine veteran to serve as the second-in-command, a Military.com analysis of vice presidential biographies found. He is the first veteran on a major party ticket since John McCain in 2008.

Of the 49 vice presidents in U.S. history , less than half had some sort of military experience. Examples included service in militias, the National Guard , the U.S. Navy and Army . Military.com could not find any evidence that any vice president served in the Marine Corps .

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In a statement Monday, the CEO of the Iraq and Afghanistan Veterans of America, Allison Jaslow, supported the former president's decision in selecting Vance.

"The post-9/11 generation of veterans is ascendant in America today," Jaslow said. "We applaud former President Trump for choosing a post-9/11 veteran to join him in his candidacy to be commander in chief again, and notably, someone who served in the enlisted ranks and is representative of the average veteran."

The ascension by veterans of recent conflicts is part of a larger historical trend when it comes to the top offices of the country, Dr. Lindsay Chervinsky, the executive director of the George Washington Presidential Library, told Military.com on Tuesday.

"With the presidency, we often talk about how, after each major conflict, there's often a generation of presidents or presidential candidates that have served in that conflict," she said. She cited examples such as Dwight D. Eisenhower, the 34th president and commander of allied forces during World War II.

According to Military.com's analysis and Chervinsky, this proved mostly true for the vice presidency, in which nearly two dozen officials elected to that office had some sort of military experience, spread over many American conflicts. Examples range from Richard Nixon's Navy service during World War II to Aaron Burr's service in the Continental Army at the outbreak of the American Revolution.

"I saw that with the vice presidents with World War II, the War of 1812 and the Vietnam War, but interestingly, not as much with the Civil War, which I thought was an interesting sort of aberration," Chervinsky said.

Vance, having served in Iraq, would represent another notch in that historical trend, joined by other Global War on Terror veterans elected to public office such as Reps. Dan Crenshaw, R-Texas, and Jason Crow, D-Colo.

Chervinsky said that her confidence was "pretty high" that Vance would indeed be the first Marine VP if elected. Definitively answering that question is difficult, however. Vice presidents don't often rise to household names when viewed in the lens of history, and in many cases their military service is not remembered as publicly as others.

Saint Louis University professor Joel K. Goldstein, one of the foremost scholars of the vice presidency, told Military.com he could not confirm whether Vance would be the first Marine if elected to the position, partly because the topic is so niche and partly because he had never researched it.

Both Chervinsky and Goldstein said that military experience has long been a boon for political candidates, in part because it demonstrates public service and certain skills expected of service, and represents a small but significant portion of the U.S. population. In some cases, it can draw increased scrutiny into candidates' backgrounds.

Historically, vice presidents are not chosen based on "their capacity to be a good leader, but rather because they offer some other type of characteristic," Chervinsky said. "For a long time, it was some sort of geographic balance to the president ... or a way to bring in an important state or an important constituency to try and boost the ticket's electoral prospects."

In an opinion column for The Washington Post, conservative commentator Hugh Hewitt argued that Trump's pick of Vance was an appeal to veterans. A Military Times poll during the 2020 presidential race showed that older veterans supported Trump, while younger veterans backed President Joe Biden.

Trump didn't serve in the military and avoided the Vietnam War with deferments, according to The Associated Press, as did Biden . "So in a sense, Vance's service is a balance against President Trump's record," Goldstein said.

Vance enlisted in the Corps as a combat correspondent, or 4341 military occupational specialty, according to his service record, which was provided to Military.com by the service on Monday. He served for four years, from 2003 to 2007.

During that time, he deployed to Iraq for six months. The last enlisted vice president was Al Gore, who similarly deployed to Vietnam for six months as an Army correspondent. Vance earned the Marine Corps Good Conduct Medal, Navy and Marine Corps Achievement Medal, Iraq Campaign Medal, Sea Service Deployment Ribbon, and some conventional honors awarded during the Global War on Terror.

In his 2016 book "Hillbilly Elegy: A Memoir of a Family and Culture in Crisis," which recounted his childhood in working-class Ohio, Vance said that his "final two years in the Marines flew by and were largely uneventful," though he recalled two instances during his service that changed him.

One was meeting with local Iraqis during his deployment , which he said helped change his perspective on gratitude. The other was more of a "constant," he wrote -- about the mindset he learned while in the Corps where he reflected on climbing obstacles, buying cars as a young enlisted Marine without locking in to a 21% loan interest rate, and his role as a combat correspondent.

"The Marine Corps demanded that I think strategically about these decisions, and then it taught me how to do so," he wrote. "When I joined the Marine Corps, I did so in part because I wasn't ready for adulthood. I didn't know how to balance a checkbook, much less how to complete the financial aid forms for college. Now I knew exactly what I wanted out of my life and how to get there."

Vance went on to attend Ohio State University and Yale Law School before working as a venture capitalist. His book "Hillbilly Elegy" was a national bestseller, though some Appalachians criticized it as stereotyping. At that time, Vance considered himself a "Never-Trump," referring to the former president as "reprehensible," " cultural heroin " and privately questioning whether he was "America's Hitler."

Vance, now considered a populist conservative, was elected into the Senate to represent Ohio in 2022 with no prior political experience and has since become one of Trump's closest allies. Trump selected Vance as his running mate just two days after a 20-year-old from Pennsylvania fired multiple shots at the former president on Saturday, shaking the country with a targeted act of political violence.

Since his election to the Senate, Vance has opposed foreign aid to Ukraine as it continues fighting against Russia's invasion, which began the same year he was elected into office. In April, he used the Iraq War as a historical example against intervention.

"I believed the propaganda of the George W. Bush administration that we needed to invade Iraq, that it was a war for freedom and democracy, that those who were appeasing Saddam Hussein were inviting a broader regional conflict," he said on the Senate floor. "I served my country honorably, and I saw when I went to Iraq that I had been lied to, that the promises of the foreign policy establishment of this country were a complete joke."

Related: Trump Picks Sen. JD Vance of Ohio, a Once-Fierce Critic Turned Loyal Ally, as His GOP Running Mate

Drew F. Lawrence

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Omsk, oblast of -- moody's announces completion of a periodic review of ratings of omsk, oblast of.

Announcement of Periodic Review: Moody's announces completion of a periodic review of ratings of Omsk, Oblast of

Global Credit Research - 21 Jul 2020

London, 21 July 2020 -- Moody's Investors Service ("Moody's") has completed a periodic review of the ratings of Omsk, Oblast of and other ratings that are associated with the same analytical unit. The review was conducted through a portfolio review in which Moody's reassessed the appropriateness of the ratings in the context of the relevant principal methodology(ies), recent developments, and a comparison of the financial and operating profile to similarly rated peers. The review did not involve a rating committee. Since 1 January 2019, Moody's practice has been to issue a press release following each periodic review to announce its completion.

This publication does not announce a credit rating action and is not an indication of whether or not a credit rating action is likely in the near future. Credit ratings and outlook/review status cannot be changed in a portfolio review and hence are not impacted by this announcement. For any credit ratings referenced in this publication, please see the ratings tab on the issuer/entity page on www.moodys.com for the most updated credit rating action information and rating history.

Key rating considerations are summarized below.

The credit profile of the Oblast of Omsk (Ba3) incorporates low likelihood of extraordinary support from the federal government. In addition, it reflects the region's historically moderate or weak operating performance, some concentration of tax revenues and substantial refinancing risks given the uneven repayment schedule with bulky repayments. The region suffers from elevated population migration given the subdued regional economic wealth compared to national average. Its economy demonstrates weak growth which translates into modest dynamics of tax revenues. Moderate operating performance and a consistent need for market access for debt refinancing mean the region remains relatively vulnerable to an ongoing supply of credit and possible adverse economic scenarios. More positively, the credit profile incorporates some resilience of revenues to economic cycles due to relative stability of the local economy and authorities' clear policy to reduce leverage which declined to moderate levels during the last three years.

This document summarizes Moody's view as of the publication date and will not be updated until the next periodic review announcement, which will incorporate material changes in credit circumstances (if any) during the intervening period.

The principal methodology used for this review was Regional and Local Governments published in January 2018. Please see the Rating Methodologies page on www.moodys.com for a copy of this methodology.

This announcement applies only to EU rated and EU endorsed ratings. Non EU rated and non EU endorsed ratings may be referenced above to the extent necessary, if they are part of the same analytical unit.

This publication does not announce a credit rating action. For any credit ratings referenced in this publication, please see the ratings tab on the issuer/entity page on www.moodys.com for the most updated credit rating action information and rating history.

© 2020 Moody's Corporation, Moody's Investors Service, Inc., Moody's Analytics, Inc. and/or their licensors and affiliates (collectively, "MOODY'S"). All rights reserved.

CREDIT RATINGS ISSUED BY MOODY'S INVESTORS SERVICE, INC. AND/OR ITS CREDIT RATINGS AFFILIATES ARE MOODY'S CURRENT OPINIONS OF THE RELATIVE FUTURE CREDIT RISK OF ENTITIES, CREDIT COMMITMENTS, OR DEBT OR DEBT-LIKE SECURITIES, AND MATERIALS, PRODUCTS, SERVICES AND INFORMATION PUBLISHED BY MOODY'S (COLLECTIVELY, "PUBLICATIONS") MAY INCLUDE SUCH CURRENT OPINIONS. MOODY'S INVESTORS SERVICE DEFINES CREDIT RISK AS THE RISK THAT AN ENTITY MAY NOT MEET ITS CONTRACTUAL FINANCIAL OBLIGATIONS AS THEY COME DUE AND ANY ESTIMATED FINANCIAL LOSS IN THE EVENT OF DEFAULT OR IMPAIRMENT. SEE MOODY'S RATING SYMBOLS AND DEFINITIONS PUBLICATION FOR INFORMATION ON THE TYPES OF CONTRACTUAL FINANCIAL OBLIGATIONS ADDRESSED BY MOODY'S INVESTORS SERVICE CREDIT RATINGS. CREDIT RATINGS DO NOT ADDRESS ANY OTHER RISK, INCLUDING BUT NOT LIMITED TO: LIQUIDITY RISK, MARKET VALUE RISK, OR PRICE VOLATILITY. CREDIT RATINGS, NON-CREDIT ASSESSMENTS ("ASSESSMENTS"), AND OTHER OPINIONS INCLUDED IN MOODY'S PUBLICATIONS ARE NOT STATEMENTS OF CURRENT OR HISTORICAL FACT. MOODY'S PUBLICATIONS MAY ALSO INCLUDE QUANTITATIVE MODEL-BASED ESTIMATES OF CREDIT RISK AND RELATED OPINIONS OR COMMENTARY PUBLISHED BY MOODY'S ANALYTICS, INC. AND/OR ITS AFFILIATES. MOODY'S CREDIT RATINGS, ASSESSMENTS, OTHER OPINIONS AND PUBLICATIONS DO NOT CONSTITUTE OR PROVIDE INVESTMENT OR FINANCIAL ADVICE, AND MOODY'S CREDIT RATINGS, ASSESSMENTS, OTHER OPINIONS AND PUBLICATIONS ARE NOT AND DO NOT PROVIDE RECOMMENDATIONS TO PURCHASE, SELL, OR HOLD PARTICULAR SECURITIES. MOODY'S CREDIT RATINGS, ASSESSMENTS, OTHER OPINIONS AND PUBLICATIONS DO NOT COMMENT ON THE SUITABILITY OF AN INVESTMENT FOR ANY PARTICULAR INVESTOR. MOODY'S ISSUES ITS CREDIT RATINGS, ASSESSMENTS AND OTHER OPINIONS AND PUBLISHES ITS PUBLICATIONS WITH THE EXPECTATION AND UNDERSTANDING THAT EACH INVESTOR WILL, WITH DUE CARE, MAKE ITS OWN STUDY AND EVALUATION OF EACH SECURITY THAT IS UNDER CONSIDERATION FOR PURCHASE, HOLDING, OR SALE.

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