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.