Multinationals
in sentence
216 examples of Multinationals in a sentence
Given weak national and regional capacities in the continent’s tax and revenue agencies, there is a need to create a regional transfer pricing advisory body that will bring together tax administrators, accounting and tax advisors, and multinationals, to serve as a platform for experience-sharing and consultation.
When
multinationals
create subsidiaries, those entities are considered to be legally independent firms.
Tax competition is not the way to go, not least because it reduces the revenues needed to make such investments, particularly in developing countries, which, according to a 2015 International Monetary Fund report, lose out on more than $200 billion per year because of tax avoidance by
multinationals.
This should not be allowed, and
multinationals
should stop adding to the problem by threatening to leave countries unless taxes are cut.
Multinationals
are still allowed to salt their profits away in ultra-low-tax jurisdictions.
In a recent report, we found that the fairest and most effective way to allocate and tax corporate profits is to treat
multinationals
as single firms doing business across international borders.
As it happens, the European Union currently is considering a similar proposal, whereby it would treat all
multinationals
operating within its borders as single firms.
Indeed, if
multinationals
and developed countries had an “Interpol” to track down and arrest countries charged with being havens for business piracy, China would likely top the “Most Wanted” list because of its lack of protection of intellectual property rights (IPR).
Dependent on gas, oil, and multinationals, the G-8 countries accept quite a lot of guff from their current chair, Vladimir Putin.
Western investment banks and
multinationals
can use princelings’ elite academic credentials to justify hiring them, even if the real reason is the hope that putting a princeling on the payroll will give the company a rainmaker in China.
Multinationals
worldwide know that, to grow and thrive, they must look to markets and relationships beyond their own home countries’ borders.
Already, many Korean, Indian, and Asian
multinationals
have majority foreign (including US) shareholdings.
His generally hostile attitude toward the country, particularly with regard to trade, threatens further damage to an already-tense bilateral relationship – and thus poses a risk for US
multinationals
and US allies alike.
This, together with an inadequate regulatory and business environment, has raised concerns among companies; since 1999, the largest German
multinationals
have doubled their employee headcounts abroad, while cutting jobs at home.
Examples of this dynamic include the startups and
multinationals
that have joined the Bill & Melinda Gates Foundation to help find a cure for Ebola and entrepreneurs using solar panels to provide off-grid electricity to remote villages in Africa.
China has already proved that it can dictate terms to
multinationals
that covet its vast market.
Moreover, international provisions in the pending tax legislation will give US
multinationals
an even greater incentive to invest, hire, and produce abroad, while using transfer pricing and other schemes to salt away profits in low-tax jurisdictions.
Ingenious entrepreneurs, access to abundant natural resources, and the country's growth oriented economic policies contributed to creating a number of successful corporations that are among the world's largest multinationals: Volvo, Ericsson, SKF, Alfa Laval, SAAB, Scania, AGA, Electrolux.
Swedish
multinationals
remained competitive, but expansion during the last decades took place abroad, where the supply of skilled labor was larger and the labor costs lower.
The problems with labor costs plagued the development of new enterprises, so that there were no small firms to take over when the big
multinationals
went overseas.
Under the current tax system, US
multinationals
can defer tax payments on their foreign earnings until the earnings are repatriated.
Small firms have different interests from large
multinationals
in areas such as labor relations, tax policy and health care.
Such a modern regulatory structure will foster Spain’s international role by keeping Spanish
multinationals
on their toes.
And Western
multinationals
are hardly immune from charges of such abuses in Africa (often stretching back many years).
Many American and European
multinationals
moved aggressively into world markets and derive much of their growth and profits from the rapid growth in Asia.
What communism failed to provide – modern management, new technologies, and marketing know-how – was what
multinationals
could offer.
By contrast, African countries often see the worst sides of multinationals: energy, mineral, and precious metal companies go where resources are, not where it’s pleasant to work.
The targeting of
multinationals
– which have long received preferential treatment, including subsidies and regulatory incentives, while profiteering from Chinese consumers’ distrust of locally made products’ quality and safety – portends the creation of a more level playing field.
To be sure, not only
multinationals
are being caught out – and Chinese business leaders often face far more serious punishments.
Multinationals
are certainly not blameless victims: many of the accusations leveled against them have proved to be true.
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