On May 19, ATMA held a Global Mobility sustainable strategy workshop at Schneider Electric's flagship facility in Kallang. The event brought together representatives from RMCs, household goods and DSPs, alongside experts from Schneider Electric's Global Mobility, procurement and consulting teams. The diverse group explored how sustainability initiatives can be meaningfully integrated into mobility programs and procurement processes with some recommendations on quick wins from a DSP perspective. As MNCs and corporates look to their supply chain for increasingly granular data for ESG reporting requirements, the workshop highlighted how collaboration and standardization across the Global Mobility industry can help deliver ESG goals set at the policy level.

 

Key Takeaways:

• Some HR professionals remain unaware of their companies' climate commitments, highlighting a need for greater awareness of ESG goals, particularly Scope 3 emissions.
• Some DSPs have identified accessible quick wins including team education, carbon accounting approaches and collaborative ESG initiatives.
• Carbon footprinting tools like the FIDI calculator through WorldFavor provide practical, industry-level solutions for measuring environmental impact.
• Adherence to established frameworks (GRI, GHG Protocol) ensure standardized and credible sustainability reporting.
• ESG implementation must consider human rights implications and regional feasibility of sustainability requirements across diverse locations. This is particularly true in Asia.
• Sustainability initiatives should start small but go beyond simple approaches to focus on high-impact areas like vehicle fleets.
• Every company is at a different stage in their sustainability journey, requiring tailored approaches to ESG integration.
• Procurement plays a pivotal role in sustainability through vendor selection criteria, contract design and partnership development.
• Challenges exist in developing Southeast Asian countries due to reliance on informal sectors, lack of infrastructure and regulation, requiring adaptive approaches.
• Data gathering remains a significant challenge that requires focused attention and collaborative solutions such as data-gathering templates such as the one Schneider Electric has developed through their HR team.
• Proper planning in mobility programs can significantly reduce both costs and environmental impacts.
• Collaboration across diverse stakeholders provides valuable insights and knowledge exchange, despite differences in sustainability maturity.
• Please refer to The Zero Carbon Project | Schneider Electric Global for more insights.

 

An Urgent Business Case for Sustainability

Alistair Stewart, Principal, Sustainability Consulting Practice, Schneider Electric Sustainability Business presented compelling evidence to emphasize the urgency of climate action, highlighting a concerning knowledge gap for the Global Mobility industry: many HR professionals remain unaware of their own companies' climate commitments. It was recommended that participants examine their clients' ESG goals, particularly focusing on Scope 3 emissions which include purchased goods and services, transport distribution, waste generation, business travel, and employee commuting.

The business case for sustainability in mobility programs stems from several factors: cost savings, alignment with broader corporate goals, and building awareness within mobility and benefits teams.

 

Identifying Quick Wins

Holly Naylor, Relo Services Manager and Sustainability Officer, Relo Network Asia contributed insights on quick wins to jumpstart sustainability efforts. These included team education initiatives, strategies for gaining organizational buy-in, data gathering and highlighting the positive outcomes of collaborative ESG activities. Carbon footprinting was presented as a critical activity, with attendees introduced to established templates and the FIDI carbon calculator available through the WorldFavor platform which can help drive much-needed standardization within the industry.

Adherence to established frameworks emerged as a key theme, with discussions on the importance of aligning with standards such as GRI (Global Reporting Initiative) and the Greenhouse Gas (GHG) Protocol taking centre stage. Leveraging existing tools, policies, and procedures within organizations can accelerate progress while ensuring compliance with recognized sustainability standards. The workshop stressed the value of starting with small, manageable initiatives while creating meaningful environmental impact. Focusing on key impact areas, such as vehicle fleets and corporate transportation, was identified as more effective than scattered efforts.

 

Supply Chain Perspectives

The incorporation of ESG criteria into supply chains received significant attention, particularly when engaging with new vendors and local service providers. Discussions extended beyond environmental concerns to encompass human rights considerations, with participants exploring whether sustainability requests and requirements were feasible in various countries of operation. This highlighted the importance of contextual understanding when implementing global sustainability standards across diverse regional operations.

Carbon impacts featured prominently in discussions, with participants examining carbon tax implications, carbon offsetting strategies, and the importance of estimating both carbon footprints and costs associated with relocations. Stephen Park, Global Tax, vendors & process, International Mobility Centre and Kah Mun Chan, Sustainability Business Commercial of Schneider Electric contributed their insights from a successful ESG global mobility strategy viewpoint throughout the discussions.

 

 

Procurement Viewpoint

Linda Lin, Schneider Electric’s Indirect Procurement Director, shared insights from the team’s Zero Carbon Project, which engages with 1,000 partners to help them decarbonize. She emphasized dedicated sustainability conversations and the incorporation of ESG criteria into procurement decision-making for both local and international mobility. Discussions covered invoicing challenges across different locations, flexibility requirements, and data privacy concerns.

A key insight was recognizing that every company is at a different stage in their sustainability journey. Organizations vary in their reporting responsibilities, policies, and potential for growth in sustainability initiatives. Plans to decarbonize and the role of carbon credits as a last-resort option when no other emission reduction strategies are available were also discussed.

Schneider's "discard and donate" program was highlighted as an exemplary initiative, and participants acknowledged challenges in developing Southeast Asian countries where heavy reliance on informal sectors can impact service delivery. The workshop explored decision-making processes in HR, financial stability considerations, and the approach of using "must-haves" and "good-to-haves" criteria at the RFP stage for long-term vendor selection.

Dual sourcing approaches were discussed, including volume splitting and strategic segregation based on vendor capabilities across regions. Participants noted that the assignee experience is measured over years, with significant regional variations. While vendors may present similar offerings, their integration into global teams and partnership potential are crucial differentiating factors.

Cost forecasting and analysis received attention, particularly for scenarios like extension of temporary living arrangements and rental furniture needs. Proper planning was emphasized as a way to avoid costly last-minute moves, with discussions on differences between large and small locations.

 

Conclusion

As the workshop concluded, participants shared their key takeaways, noting the value of collaboration among this diverse group. Despite companies being at different sustainability stages, the exchange of challenges, particularly around data gathering and understanding RFP processes proved valuable, with everyone gaining new knowledge and establishing collaborative action points.

Thank you to the Schneider Electric Team for their continued support and valuable insights.

Here's a roundup of the top takeaways that are shaping mobility strategies in the region:

1. Geopolitical & Regulatory Uncertainty: Agility Is Essential

Global instability—from North America to Asia—is impacting business operations and immigration pathways. Frequent changes in immigration rules and executive orders are creating pressure on both leadership and employees. Mobility teams must now operate with agility and empathy, adapting quickly while supporting assignees through uncertainty.

2. The Expanding Role of Global Mobility Teams

Mobility professionals are no longer just administrators—they're strategic partners. Teams are expected to:

• Communicate proactively and build trust.
• Stay accessible to both leadership and assignees.
• Tailor support and demonstrate resilience in challenging environments.

3. Organizational Response & Risk Management

Companies are taking a proactive stance by:

• Closely tracking global developments.
• Creating risk management frameworks.
• Advising employees before travel and rerouting itineraries for safety—even at higher costs.

Duty of care is paramount: safety now outweighs cost considerations in volatile regions.

4. Communication: The Cornerstone of Mobility Success

Effective communication is critical across all levels—from boardrooms to assignees. Companies are investing in:

• Travel checklists.
• Personal support channels.
• Clear guidance to ensure transparency and preparedness.

5. Policy Flexibility & Core-Flex Trends

Mobility policies are becoming more flexible, especially for:

• Leadership and niche talent.
• Urgent project delivery needs.

Support may include housing assistance or school searches to accelerate integration. While cost remains a factor, security and speed of settling-in often take precedence.

6. Influencing Factors in Policy Decisions

Policy flexibility is shaped by:

• Program size: Larger programs lean toward standardization; smaller ones allow customization.
• Company culture: Some enforce strict policies, others embrace tailored approaches.
• Business needs: Flexibility is situational and tied to talent and project types.

7. Remote Work: Guardrails Over Freedom

Post-pandemic, remote work requests surged—often with misconceptions about "work from anywhere." Today:

• Most requests involve returning to home countries for personal reasons.
• Vague international remote requests have declined.
• Compliance-driven frameworks dominate, with strict guardrails based on region, role, and duration.

8. India’s GCC Boom: A Strategic Opportunity

India’s Global Capability Centers (GCCs) are booming, projected to grow from 1,700 to 2,600 by 2030, reaching a $100B market. Key trends include:

• Hyderabad and Pune as top destinations.
• Foreign leaders on local payrolls with tailored support.
• Mobility into India often involves returning Indian nationals or OCI holders.

9. Evolving Assignment Types

Traditional short-term and long-term assignments are declining. Instead:

• Permanent transfers and project-driven long-term moves are rising.
• Visa delays (especially for the U.S.) continue to impact planning.
• Companies are exploring project completion without relocation to reduce complexity and cost.

10. Inbound vs. Outbound Support: A Growing Imbalance

Inbound moves to India receive more support than outbound ones. Outbound assignees often get minimal benefits, influenced by:

• Cultural expectations.
• Employee willingness to relocate with limited support.

There's a growing call for consistency in benefits, regardless of origin country.

11. Implications for Mobility Teams

Mobility professionals must:

• Balance flexibility with compliance.
• Guide policy evolution amid remote work and GCC expansion.
• Support career growth and employee satisfaction.
• Prepare for increased opportunities, especially in India-focused roles.

12. India Tax Compliance: Precision Required

India’s tax landscape is tightening:

• New formats demand detailed disclosures, especially for expatriates.
• Global income and foreign assets must be reported.
• Automated notices are triggered by even minor errors.

Mobility teams must ensure accurate and timely reporting to avoid complications.

13. Provident Fund & Social Security: Streamlining and Expansion

EPFO has improved processes with online transfers and Aadhaar verification. Key points:

• PF is withdrawable post-assignment if an SSA exists.
• Without SSA, withdrawal is restricted until age 58.
• SSA network is expanding—UK may be next.

14. Visa Processing: Delays and Glitches Persist

Securing business visas—especially for the U.S. and Schengen countries—remains slow and unpredictable. Technical issues in appointment systems are common. Organizations should:

• Start early.
• Allow buffer time.
• Monitor consulate updates and consider alternate stamping locations.

15. Technology & AI: Strategic Support, Not Replacement

AI tools like Copilot are being adopted for:

• Drafting assignment letters.
• Automating emails and research.

However, human oversight remains essential. Mobility leaders must balance tech-driven expectations with the empathetic nature of mobility work.

Watch the full webinar recording, now available inside ATMASphere.

A recent Arab News article highlights how Saudi Arabia is leveraging talent mobility to drive its Vision 2030 transformation — and the lessons are highly relevant for talent mobility professionals across Asia.

Talent mobility is emerging as a critical driver in helping the Kingdom diversify its economy, create new job opportunities, and build a future-ready workforce. Here’s a look at how Saudi Arabia is capitalizing on talent mobility, how service providers are supporting these efforts, and how relocation programs are helping both employees and companies succeed.

The article highlights how Saudi Arabia is embracing talent mobility as part of its shift toward a knowledge-based economy. Sectors like tourism, ICT, logistics, healthcare, and renewable energy are expanding rapidly — and mobility is key to filling skills gaps and redeploying talent where it’s needed most.

The Kingdom is investing in internal talent marketplaces and AI-powered platforms that match workers with new roles. Programs like Taqat are identifying skill shortages and delivering training to help both local and international talent meet growing demand. This isn’t just about filling jobs; it’s about creating dynamic, flexible career paths that support long-term economic growth.

Service providers are playing an increasingly strategic role in Saudi Arabia’s workforce transformation. With over 13 million expatriate workers in the country companies need expert help navigating regulations and nationalization policies.

Talent mobility service providers are less of a provider than a strategic partner in helping companies build the structure for an adaptable and mobile workforce. 

Relocation programs in Saudi Arabia have evolved significantly, becoming integral to organizational success rather than just logistical support for employees moving to new locations. These programs are now strategically designed to facilitate not only the physical move but also the professional and cultural transition that employees must undergo when assuming new roles.

At their core, these relocation programs aim to minimize the distractions and challenges associated with moving, allowing employees to focus on their work from day one. This holistic approach includes personalized services such as assistance in finding housing, understanding local customs, and enrolling children in schools, which helps families acclimate to their new environment more seamlessly.

Moreover, effective relocation programs often incorporate professional development opportunities, such as training sessions or mentorship arrangements. These initiatives equip relocated employees with the necessary skills and knowledge to excel in their new roles and foster connections with colleagues, thus enhancing collaboration and engagement.

Additionally, organizations implementing these programs recognize the importance of building a supportive community around employees. This can be facilitated through networking events, social integrations, or forums where employees and their families can share experiences and advice. By fostering a sense of belonging, companies can significantly improve employee retention and satisfaction.

The Arab News article offers valuable insights for talent mobility professionals across Asia. It shows how a holistic, strategic approach to mobility — one that combines relocation, compliance, internal career development, and skills building — can help companies and economies thrive during times of rapid change.

Mobility is part of a holistic talent management framework and the fuel that underscores company growth.  Still sometimes considered a transactional function, Talent Mobility leaders are bringing to the forefront the strategic imperative of including mobility in any talent planning. 

As the global economy stabilized and companies adapted to new workforce dynamics, 2024 marked a pivotal year in corporate relocation. The 58th Annual Atlas® Corporate Relocation Survey reveals how organizations responded to shifting economic conditions, workforce expectations, and technological advancements. Here's a breakdown of the most significant changes from 2023 to 2024—and what lies ahead in 2025.

Key Shifts from 2023 to 2024

1. Relocation Volumes and Budgets Stabilized

• Domestic relocations increased by 3%, while international relocations dropped by 9%.
• 58% of companies increased their relocation budgets, though fewer reported significant increases compared to 2023.
• Companies spent more to relocate the same or fewer employees, reflecting rising costs and more selective mobility strategies.

2. Economic Conditions Took Center Stage

• 50% of companies cited economic conditions as the top external factor impacting relocation, up 15% from 2023.

3. Employee Willingness to Relocate Improved

• Only 58% of companies reported employees declining relocation, down from 64% in 2023.
• Family responsibilities and spousal employment remained the top reasons for declining.

4. Relocation Policies Became More Flexible

• Fixed benefits became more policy-dependent (32% in 2024 vs. 6% in 2023).
• Flexible benefits also shifted toward policy-based eligibility.
• Lump-sum payments remained common but were increasingly tailored by employee level and relocation type.

5. AI Integration Accelerated

• AI was most commonly used for:
• • Resume screening
  • Budget tracking
  • Relocation payment calculations
• AI usage dropped for writing emails, training documents and policies.

6. Return-to-Office Momentum Grew

• 60% of companies implemented full on-site return-to-work plans, up 7 points from 2023.
• The top 3 constraints on remote work included technology requirements, location approval and working certain hours regardless of time zone.

What to Expect in 2025

1. Continued Budget Growth

• 44% of companies expect relocation budgets to increase in 2025.
• Despite global economic uncertainty, organizations remain committed to talent mobility.

2. More Strategic Relocation Decisions

• Companies are expected to:
• • Use alternative assignments (e.g., rotational placements, commuter roles) more frequently.
  • Focus on employee-driven moves to support retention and flexibility.

3. Office Relocations on the Rise

• 30% of companies are considering moving offices to cities with better workforce availability and lower costs.
• This trend is expected to grow, especially in response to tax incentives and quality-of-life considerations.

4. AI Investment Will Expand

• 62% of companies expect to increase AI usage in 2025, particularly in HR and relocation functions.
• AI will continue to streamline processes and enhance personalization in relocation support.

Final Thoughts

The ATLAS Corporate Relocation Survey provides ample benchmarking opportunities for corporate relocation professionals. 

 

Tracking and Reporting

All stakeholders should focus on the most material Scope 3 categories for their operations and work with value chain partners to improve data collection. Clear reporting, supported by the GHG Protocol, requires companies to list included categories, explain data sources and methods, and outline supplier engagement efforts.

 

How to Calculate Scope 3 Emissions Using the GHG Protocol

The GHG Protocol’s Scope 3 Standard is the globally recognised framework for reporting value chain emissions. Here’s how global mobility companies can apply it in practice:

1. Identify Relevant Categories in the Scope 3 standard
   Most DSPs and RMCs for example will report:
   • Category 1: Purchased Goods and Services (e.g., local partners and freelance DSPs)
   • Category 3: Fuel- and Energy-Related Activities (e.g., upstream emissions from coworking electricity and home-based work)
   • Category 5: Waste Generated in Operations
   • Category 6: Business Travel
   • Category 7: Employee Commuting
   • Category 8: Upstream Leased Assets (e.g., desks, laptops)
2. Gather Activity Data
   Use available operational data like:
   • Travel logs, Google Maps for distance
   • Assignment management platforms
   • Accounting records (vendor payments, IT purchases)
   • Office attendance schedules
   • Spreadsheets tracking home-based work patterns
3. Apply Emissions Factors
   Match activities to the right emission factor using sources like DEFRA or the relevant emissions factor, depending on which country your business operations are conducted in.
4. Use Simple Formulae and Tools

The FIDI World Favor Carbon Calculator is a helpful tool to track emissions across all scopes. Manual calculation methods are also possible, for example:

1. • Business Travel: Distance × Emissions Factor (EF) by mode (e.g., 0.15 kg CO₂e/km for short-haul flights)
   • Partner Services: Average distance driven × EF per vehicle type
   • IT Equipment: Total units × embodied emissions ÷ depreciation period
   • Electricity (coworking): Desk sqm × kWh/year × EF
2. Extrapolate and Document
   If data is incomplete, make informed estimates using averages. Always document your assumptions, sources, and methods for transparency and consistency.

 

Best Practices for the Global Mobility Industry

1. Start with What You Know

• Estimate mileage for key relocation activities (e.g. 80 km for a home search tour)
• Track travel for consultants and client visits using calendars or receipts
• Estimate energy use per desk or laptop where metered data is unavailable

2. Prioritise Material Categories

• Focus first on partner emissions and business travel, which are often the largest contributors
• Don’t aim for perfection, start with approximate data, then refine over time.

3. Right-Size Your Approach

• SMEs: Use free tools like the FIDI Carbon Calculator
• Mid-sized providers: Build a basic Excel tracker using GHG Protocol guidance
• Larger providers: Consider cloud-based ESG platforms if cost-effective

 

Moving Forward

For RMCs, DSPs, movers, and accommodation providers, Scope 3 emissions stem from everyday activities, transporting goods, booking housing, delivering services, and using subcontractors. These emissions are no longer invisible. Clients with net-zero targets require detailed data, and regulators are moving towards standardised mandatory disclosure frameworks.

The mobility industry can lead by measuring key emissions, engaging partners across the value chain and embedding sustainability into mobility policies. Those who take action now can help strengthen client relationships and shape a lower-carbon future for global mobility.

 

References

Department for Environment, Food & Rural Affairs (DEFRA) (2023). UK Government GHG Conversion Factors for Company Reporting. Available at: https://www.gov.uk/government/collections/government-conversion-factors-for-company-reporting

Energy Market Authority (EMA) Singapore (2024). Singapore Energy Statistics and Publications. Available at: https://www.ema.gov.sg

FIDI Global Alliance (2024). FIDI Carbon Footprint Calculator. Available at: https://app.worldfavor.com/co2e-calculator

Greenhouse Gas Protocol (2011). Corporate Value Chain (Scope 3) Accounting and Reporting Standard. World Resources Institute and World Business Council for Sustainable Development. Available at: https://ghgprotocol.org/standards/scope-3-standard

Greenhouse Gas Protocol (2023). GHG Emissions Calculation Tools. Available at: https://ghgprotocol.org/ghg-emissions-calculation-tools

United States Environmental Protection Agency (EPA) (2023). Greenhouse Gas Inventory Guidance: Indirect Emissions from Purchased Goods and Services. Available at: https://www.epa.gov/climateleadership/ghg-inventory-guidance

• Welcome to the second installment of ATMA’s three-part ESG series, exploring Greenhouse Gas (GHG) emissions across Scopes 1, 2, and 3.

  
  
  

  Scope 2 - the emissions you don’t see that still count

  The global mobility industry is increasingly required to measure and report carbon footprints, with Scope 2 emissions representing a significant portion of environmental impact calculations.
  When a company uses electricity for offices, housing, or warehouses, the emissions from that energy use (called Scope 2 emissions) are part of its carbon footprint. Understanding these emissions is becoming key for responding to client surveys, RFPs and regulatory requirements in some jurisdictions.

  Scope 2 emissions are the greenhouse gases released when producing the electricity, heating, and cooling that organisations purchase and use. While these emissions occur at power plants rather than company facilities, they count against an organisation's carbon footprint in sustainability reporting.

  For global mobility operations, Scope 2 emissions primarily come from several sources:

  • Electricity and climate control in serviced apartments and temporary housing
  • Power consumption in RMC and DSP office operations
  • Energy usage in household goods warehouse facilities

   

  Measurement Methods

  The Greenhouse Gas (GHG) Protocol provides two primary methods for calculating Scope 2 emissions:

• ·      Market-based emissions reflect the specific energy contracts and suppliers a company has chosen, including any renewable energy purchases or green power agreements made.
• ·      Location-based emissions consider the average emissions intensity of the power grid where facilities operate.

Most reporting frameworks prioritise market-based calculations for total Scope 2 emissions, as they better represent actual procurement decisions. When market-based data is not available, location-based figures serve as the alternative.

 

Why This Matters

Understanding and tracking Scope 2 emissions has become a business requirement as large corporates seek to manage emissions throughout their supply chains due to global, complex regulatory requirements. Emission data is increasingly requested as part of:

• RFP requirements from potential clients evaluating provider sustainability
• Client sustainability surveys and annual reviews
• Supplier assessment questionnaires from corporations with net-zero commitments
• Industry and other benchmarking initiatives, e.g. Ecovadis
• Opportunities for operational cost reduction through energy efficiency
• Increasing regulatory requirements across global markets
• Enhanced brand value and competitive advantage through demonstrated environmental leadership

As more organizations incorporate carbon footprint into their vendor selection criteria, the ability to accurately report these emissions could directly impact business opportunities and client retention.

 

How to calculate emissions using the GHG Protocol framework

Companies in the global mobility industry can calculate Scope 2 emissions by following the global standard under the GHG Protocol Guidance. The first step is to gather energy consumption data—this includes electricity, heating, and cooling from utility bills or purchase records, measured in kWh, MWh, or BTUs. Next, identify the appropriate emission factors based on location and type of energy used, including any renewable energy contracts in place. Then, apply the formula: Emissions = Energy Use × Emission Factor.

Whilst there are some nuances, this calculation provides the amount of greenhouse gases, such as CO₂, associated with purchased energy.

 

Practical Implementation for Mobility Providers

For RMCs and DSPs, a key priority is tracking emissions across their global operations, including offices, warehouses, and service centres. One of the biggest challenges is that energy emissions vary widely by region, depending on local electricity grids and how energy is produced in each location.

Housing providers also face complexity. Emissions tracking needs to happen at the property level, across various types of accommodation, and should reflect changing occupancy rates, seasonal energy demands, and climate differences between regions.

There are also many tools available. Platforms like Microsoft Sustainability Manager offer robust tracking aligned with the GHG Protocol, especially when paired with automated utility billing and real-time energy monitoring. But for smaller organisations, the cost and complexity of these systems can be a barrier, making it important to find right-sized solutions that balance capability with ease of use.

 

Best Practices for the Mobility Industry

1. Tiered monitoring approaches

• SMEs: Begin with manual utility bill tracking using simple spreadsheets; focus on largest facilities first before expanding.
• Mid-sized organizations: Utilize free energy tracking tools specific to your location, or basic utility provider portals.
• Household goods providers: Start with whole-facility baseline measurements before considering sub-metering; manual recording during weekly warehouse walkthroughs provides actionable data.
• Serviced apartments: Prioritize tracking high-occupancy properties first; implement basic checklists for property managers to record meter readings during routine inspections.

2. Low-cost reduction strategies

• DSPs and RMCs: Implement no-cost behavioural changes like equipment shut-down policies, natural lighting practices, limitations on heat and cooling where possible.
• Household goods providers: Optimize loading schedules to minimize door openings; perform regular maintenance on existing equipment rather than full replacements.
• Serviced apartments: Install low-flow fixtures and draft-proofing measures; educate guests on energy conservation through simple room notices.
• Regional adaptations: For Asian operations with limited clean energy options, focus on efficiency improvements first; explore on-site solar for facilities with suitable roof space where financially viable.

3. Simplified reporting frameworks

• SMEs: Develop basic annual emissions summary reports using free calculation tools from industry associations such as the FIDI carbon calculation platform.
• Regional considerations: Maintain separate tracking for Western and Asian operations to account for different availability of clean energy options.
• Client communication: Create simple facts sheets and information to share with assignees and clients, highlighting implemented efficiency measures rather than complex technical reports.
• Industry cooperation: Share successful low-cost reduction strategies through informal networks and industry forums to benefit all members regardless of size.

 

Moving Forward

Understanding and managing Scope 2 emissions has become essential to our industry. Mobility providers that track energy use and cut emissions can meet growing client demand, lower costs, boost competitiveness and lead on climate action. Start by setting a clear baseline and building a strategy aligned with the GHG Protocol. While the calculations and data gathering may seem daunting, the core approach is simple: track energy usage, apply the appropriate emission factors, and consistently monitor progress.

 

References

EPA. Greenhouse Gas Inventory Guidance: Indirect Emissions from Purchased Electricity. U.S. Environmental Protection Agency. Retrieved from https://www.epa.gov.

Greenhouse Gas Protocol, Scope 2 Guidance: A guidance for calculating GHG emissions from purchased electricity, heat, steam and cooling. Retrieved from https://ghgprotocol.org/scope-2-guidance

Microsoft Learn. Calculate Scope 2 Emissions. Retrieved from https://learn.microsoft.com/en-us/industry/sustainability/calculate-scope2.

Microsoft Learn. Sustainability Manager: Import Data with Power Query Templates. Retrieved from https://learn.microsoft.com/en-us/industry/sustainability/sustainability-manager-import-data-power-query-templates.

We are saddened to share that our good friend and ATMA Board member, Joanne Yee passed away recently and unexpectedly.

Joanne was an integral member of the Board of Directors, working with us since the beginning. Her knowledge and contributions helped shape ATMA, which stands today in tribute of her dedication to our talent mobility industry.

As we struggle to process this loss, we will endeavor to lessen the pain by upholding the grace, compassion, and commitment exemplified by Joanne’s gifts to our mobility community. 

Welcome to the first article in a series of three articles where we will closely examine the greenhouse gas emissions under the Greenhouse Gas (GHG) Protocol and identify what these mean for the global mobility industry.

What are the Scopes?

The Greenhouse Gas (GHG) Protocol, established in 2001, is a comprehensive framework that outlines both mandatory requirements and advisory guidelines. The GHG standards provide a framework for businesses, governments and other entities to measure and report their greenhouse gas emissions.

The GHG Protocol divides greenhouse gas emissions into three categories or "scopes" to help organizations systematically measure and manage their carbon footprint. Scope 1, 2, and 3 emissions are greenhouse gases released across an organization’s entirevalue chain. 

In 2023, 96% of Fortune 500 companies responded to the Carbon Disclosure Project (CDP) using the GHG Protocol directly or indirectly. The GHG Protocol provides the accounting platform for every corporate GHG reporting program globally. 

Scope 1 covers direct emissions from sources that a company owns or controls, such as vehicle fleets, facility heating, and on-site manufacturing. Scope 2 encompasses indirect emissions from purchased energy, including electricity, steam, heating, and cooling used by the organization. Scope 3, typically the largest category, includes all other indirect emissions throughout a company's value chain, from business travel and employee commuting to producing purchased goods and disposing of sold products.

Together, these three scopes provide a comprehensive framework for organizations to understand and address their total environmental impact. Understanding greenhouse gas (GHG) emissions is also key to effective environmental management across the mobility industry and each organisation faces unique challenges in measuring and managing its carbon footprint.

Source: WRI/WBCSD Corporate Value Chain (Scope 3) Accounting and Reporting Standard (PDF), page 5.

Scope 1 Emissions in the Mobility Industry

Scope 1 emissions are a company's direct carbon footprint. Scope 1 refers to direct GHG emissions from sources that a company owns or controls. These emissions are created directly by a business. In the mobility industry, Scope 1 emissions typically come from:

• Moving trucks
• The heating and cooling systems in offices or facilities owned directly by the company
• Backup generators

The Business Case for Measuring Scope 1 Emissions

• ·        Major corporations operating in the EU and other jurisdictions must now report their emissions data, affecting international moving companies and relocation service providers operating in these regions and beyond through the supply chain.
• ·        Banks and investors evaluate carbon performance when considering loans for fleet expansion or new facilities, making emissions data critical for growth planning and financing.
• ·        Tracking emissions directly connects to fuel usage, helping identify cost-saving opportunities through route optimization and timely vehicle maintenance. This is particularly relevant for all types of relocations.
• ·        Global corporations and relocation management companies increasingly require emissions data in their RFPs. Moving companies with clear carbon measurement systems have an advantage in winning new business.
• ·        Companies measuring and managing their emissions position themselves favourably for future market requirements, particularly in regions with stricter environmental regulations around expatriate services.

Implementing Scope 1 Emissions Measurement

• Professional transportation companies, the most likely stakeholders in global mobility to have Scope 1 emissions, must start with comprehensive tracking across two main areas: fleet and facilities. This means calculating and documenting fuel consumption for each vehicle type and applying appropriate emission factors for fleet management. Facility tracking covers natural gas usage: Heating, Ventilation, and Air Conditioning (HVAC) system refrigerants, and emergency power systems.
• At its simplest level, the calculation follows a straightforward formula: Emissions = Activity Data × Emissions Factor. This allows companies to convert operational data into actionable emissions insights and implement targeted reduction strategies based on this data.

The Path Forward

Effective Scope 1 emissions management requires a comprehensive approach that combines technological solutions with operational changes. Organisations should focus on establishing robust measurement systems, implementing targeted reduction strategies, and regularly monitoring progress. Success in emissions reduction often correlates with improved operational efficiency and a stronger market position. As the mobility industry evolves, companies that proactively manage their emissions will be better positioned for long-term success, especially as stringent EU regulations and supply chain requirements become more important to large corporates.

The future of emissions management in Asia’s mobility industry will likely see supply chain decarbonisation playing a key role, particularly in major hubs like Singapore, Hong Kong, and Tokyo, where regulatory pressures are growing. Most recently, The Philippines has announced it will implement mandatory sustainability reporting for listed firms by 2026, following a market readiness study and a transitional approach by the Securities and Exchange Commission (SEC).

Where applicable to their business activities, companies proactively implementing emissions management programs will be better positioned to comply with evolving regulations and meet rising client expectations for greener mobility solutions.

Further Reading

McKinsey & Company. (2024, September 17). What are Scope 1, 2, and 3 emissions? https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-are-scope-1-2-and-3-emissions

World Resources Institute and World Business Council for Sustainable Development. (2004). The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition). Available at: https://ghgprotocol.org/corporate-standard

ATMA and Schneider Electric's second workshop on sustainability in talent mobility on 26 November successfully brought together corporate mobility professionals to explore strategic approaches to environmental impact measurement. HR participants from various corporations gained insights into tracking emissions in relocation practices and developing robust business cases for sustainability initiatives.

The interactive session at Schneider Electric's Kallang Office featured expert-led discussions on integrating sustainability into talent mobility strategies. Attendees learned practical methods for identifying emission sources, creating compelling sustainability proposals and aligning mobility practices and policies with corporate environmental commitments.

Key discussions centred on talent mobility teams' central role in meeting organisational decarbonisation goals. Experts from Schneider Electric’s ESG Consulting team guided participants through interactive discussions, highlighting approaches to reducing environmental impact in global mobility operations.

Examining Scope 1,2 and 3

The Schneider team examined participants' climate ratings and net-zero commitments across scope 1, 2, and 3 emissions. With some organizational commitments starting in 2025, the discussion underscored the urgent need for global mobility functions to plan emissions tracking and reduction strategies.

Participants identified key scope 3 emission sources in global mobility:

• Purchased goods and services
• Upstream transportation and distribution
• Operational waste
• Business travel
• Employee commuting

Towards a Compelling Case for ESG

During the group discussions on building a compelling sustainability business case, Stephen Park of Schneider Electric’s International Mobility Centre, APAC, shared Schneider's global mobility sustainability journey and carbon footprint methodology. He detailed their successful business case development and ongoing collaboration with the consulting team to identify operational elements and data collection methods for emissions accounting.

Participants discovered critical considerations for embedding sustainability into talent mobility operations. Many companies have set clear decarbonization goals, with talent mobility teams playing a central role in meeting these commitments.

Fundamental Elements

Business Case Development Successful sustainability strategies require four fundamental elements:

• Clear Vision: Strategic direction for sustainability
• Robust Execution Plan: Tactical roadmap for implementation
• Financial Investment: Transparent cost structure and resource allocation
• Comprehensive Outcomes: Measuring both financial impact and employee experience

The Schneider team shared their approach to developing sustainability strategies specifically for talent mobility. By leveraging internal mobility team experiences, they demonstrated practical approaches to integrating sustainable practices. Sanjala Hari, Senior Manager, Sustainability Business at Schneider Electric concluded the workshop by sharing how the Schnieder consulting team can partner with organisations to achieve target setting and development of decarbonization roadmaps.

If you would like to learn more about ESG and global mobility, attend a future workshop or are interested in joining the ATMA ESG committee, please contact Sean Collins, Director of ESG at esg@asiatma.com

On November 26, 2024, the ATMA ESG Committee proudly hosted its final event of the year, bringing together sustainability advocates for an evening of inspiration and learning. Held at Mortar & Pestle in Singapore, the event featured Anne Langourieux, co-founder of The Matcha Initiative as the keynote speaker. With many years of experience living in Asia, Anne’s career journey—from the corporate sector to humanitarian NGOs—resonates with the shift towards a more conscious and sustainable global mobility industry.

The Matcha Initiative: Focused on Business Sustainability

During the pandemic, Anne co-founded The Matcha Initiative (TMI), a platform designed to help businesses in Singapore and globally advance sustainability practices. TMI's core mission is to equip companies with resources that help them comprehend sustainability challenges, identify practical solutions, and enable collaborative efforts for meaningful environmental impact.

Anne emphasized how individuals and organizations can embed sustainability into their daily work and broader organizational culture.

Several key strategies for promoting sustainability were highlighted:

• ·        Practical workplace actions: Individuals can drive change through simple yet impactful practices like recycling or reusing materials after events. Importantly, documenting and showcasing these efforts can help prove and promote sustainability initiatives within organisations.
• ·        Social influence: By demonstrating sustainable actions and sharing tangible results, people can motivate those around them to contribute to environmental conservation efforts.

Anne also underscored the urgent realities of climate change, using Singapore as a vivid example. She noted the increasing frequency of flash floods during torrential rains. She presented a stark projection: potentially 30% of Singapore's land could be submerged due to rising sea levels within 30 years. This sobering forecast illustrates the critical importance of sustainability and climate action.

Climate Insights: From the Wet-Bulb Effect to Singapore’s Challenges

Anne discussed pressing climate topics, including the wet-bulb effect—a critical measure of heat and humidity that reflects the body’s ability to cool itself. She explained the increasing risks of high wet-bulb temperatures and their implications for human health, building resilience, and long-term sustainability strategies. Highlighting Singapore’s unique position, Anne noted that the city-state’s temperatures are already 1.8°C above pre-industrial levels, underscoring the urgency of proactive climate action.

Lessons from AlterCOP

As a co-founder of AlterCOP, Anne also shared insights from this innovative platform. AlterCOP also took place in November and complemented the official COP29-Azerbaijan by providing a remote, accessible and more sustainable alternative here in Asia. AlterCOP 29’s rich agenda covered diverse topics such as waste management, decarbonization, green finance, and sustainable cities, all designed to inspire global and regional action without the need for extensive travel.

With over 2,100 attendees, 250 speakers, and a collaboration across five countries, AlterCOP embodies the essence of collective impact. Anne encouraged participants to explore its resources and integrate actionable ideas into their sustainability strategies.

Networking and Next Steps

Sponsored by Crown Worldwide, the evening concluded with engaging discussions and networking opportunities, where attendees shared their challenges and successes in embedding ESG principles into their roles. Anne’s practical insights inspired participants to take the next steps in building resilience and improving sustainability in global mobility.