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
