Asia Talent Mobility Alliance Blog

E-waste in Asia: What Global Mobility Professionals Need to Know

Tue, 24 Feb 2026 08:36:05 GMT

When a senior executive relocates from Singapore to Mumbai, their company-issued laptop, phone, and home office equipment often need replacing to meet local specifications or security requirements. When a trailing partner upgrades their device upon arrival in a new country, the old one is left behind. When an assignment ends and a family leaves their apartment, outdated electronics are disposed of. A DSP consultant’s laptop suddenly stops working and needs replacing. These routine moments in global mobility operations contribute to one of the fastest-growing waste streams in the world: electronic waste, or e-waste.

For professionals working across the global mobility value chain, understanding e-waste in Asia is no longer optional. Asia generates more e-waste than any other region, and global mobility operations facilitate relocations, assignments, and services across Asian markets every day.

What is e-waste and why does it matter so much in Asia?

E-waste refers to discarded electrical and electronic equipment, including computers, mobile phones, televisions, printers, refrigerators, batteries and air conditioning units and any other type of electronic waste. According to the Global E-waste Monitor 2024, worldwide, the annual generation of e-waste is rising by 2.6 million tonnes annually, on track to reach 82 million tonnes by 2030. Countries such as China, India, and Japan are among the largest producers, driven by economic growth, urbanisation, and new technology adoption.

Much of this waste is not recycled properly in many countries across Asia due to lack of recycling infrastructure and other reasons. Instead, it ends up in informal processing facilities where hazardous materials are released into the environment, posing serious health risks to workers and local communities. For global mobility professionals, this matters because relocations and corporate assignments directly involve the purchase, use, and disposal of electronic equipment across borders and within local markets.

The human cost of informal recycling

Behind the statistics lies a severe human toll. According to the World Health Organization, millions of women and children work in the informal waste recycling sector across Asia, often without protective equipment or safety protocols. The International Labour Organization estimates that 12.9 million women work in informal waste processing, potentially exposing them and their unborn children to toxic substances. More than 18 million children and adolescents, some as young as 5 years old, are engaged in e-waste processing activities. These workers use rudimentary methods such as burning cables to extract copper, manually dismantling devices with bare hands, and using acid baths to recover precious metals.

Exposure to lead, mercury, cadmium, and other hazardous materials has been linked to adverse birth outcomes, impaired neurological development in children, respiratory problems, and skin conditions. Children are particularly vulnerable due to their smaller size, developing organs, and behaviours such as hand-to-mouth contact. When global mobility operations contribute to e-waste streams that end up in informal recycling channels, they indirectly affect these vulnerable populations. More information is available at https://www.who.int/news-room/fact-sheets/detail/electronic-waste-(e-waste).

How e-waste connects to global mobility operations

E-waste touches nearly every part of the mobility value chain. Human resources teams procure devices for assignees. Temporary accommodation companies provide serviced apartments complete with electronics. Relocation companies coordinate the movement of household goods, including appliances. Technology providers in the mobility ecosystem also face e-waste considerations as devices used for expense management, immigration tracking, and relocation coordination are regularly updated and replaced.

A growing but often overlooked source comes from data centres, which underpin the digital infrastructure many global mobility operations depend on. As artificial intelligence, edge computing, and increasingly sophisticated processing requirements drive demand for greater capacity, data centres must replace servers, storage systems, and networking components every 2-3 years. This rapid upgrade cycle generates substantial volumes of discarded equipment often shipped to regions with less stringent disposal standards, compounding the e-waste challenge in Asia.

Regional complexity and regulatory variation

E-waste management across Asia is not uniform. Some countries, such as Japan and South Korea, have established extended producer responsibility (EPR) frameworks requiring manufacturers to take back and recycle products. According to the Global E-waste Monitor 2024, Asia generated nearly half of all global e-waste but contributed only about a quarter of global recycling efforts, highlighting a significant gap between waste generation and processing capacity.

Recent developments highlight the urgency. In February 2026, Malaysia implemented a complete ban on e-waste imports following environmental concerns and corruption investigations. Authorities had intercepted 701 containers suspected of carrying e-waste over the previous 4 years, with each estimated to contain around 20 metric tonnes of hazardous materials.

The issue extends beyond national borders. A 2025 investigation by the Basel Action Network revealed that United States companies exported over 10,000 containers of e-waste worth more than one billion dollars to Asian countries between January 2023 and February 2025, with Malaysia identified as the primary destination.

Why this matters for global mobility professionals

E-waste intersects with duty of care, corporate responsibility, and operational risk. Companies are increasingly held accountable for their full value chain impact, including how goods and services procured through mobility programmes affect communities and ecosystems. Professionals who understand e-waste risks can better support clients in making informed decisions, ask suppliers about disposal practices, and educate assignees on responsible technology use during assignments.

What global mobility professionals can do next
Recycle office equipment through certified providers. Engage certified e-waste recyclers who can provide documentation of responsible disposal and data destruction.
Provide resources for assignees. Include e-waste disposal guidance in pre-departure materials. Share information on local recycling locations and certified service providers.
Extend equipment lifespan. Use devices for their full usable life rather than replacing them prematurely.
Handle batteries responsibly when travelling. Take spent batteries home for recycling or locate certified disposal points in the destination city.
Use community infrastructure. Share information on shopping centre and community facility drop-off points to make them visible and accessible to assignees and employees.
Advocate for building-level collection. Work with property management to establish e-waste collection points.
Ask suppliers about e-waste policies. When procuring technology or relocation services, request information on how providers manage end-of-life electronics.
E-waste will not disappear, but how the global mobility industry responds will shape its impact across Asia and beyond.

Where to recycle e-waste across Asia

Responsible disposal starts with knowing where to take unwanted electronics. This list is intended as an example and is not comprehensive. Practices often differ at the municipal level.
Hong Kong operates a Producer Responsibility Scheme covering regulated electrical equipment. Residents can use a free government collection service by calling 2676 8888 or WhatsApp 6081 5096. Retailers must provide free removal service when customers purchase new regulated equipment. Visit https://weee.gov.hk/en/.
India regulates e-waste through the E-Waste Management Rules. The Central Pollution Control Board maintains a list of authorised recyclers at https://cpcb.nic.in. Certified providers include E-Parisaraa in Bangalore and Green India Recycling in Maharashtra.
Indonesia is developing its e-waste management framework under Government Regulation No. 27 of 2020 concerning Specific Waste Management. Jakarta operates some collection point facilities across the city and district levels. Residents can use private certified service providers such as EwasteRJ, Waste4Change, and Eco Beringin for professional e-waste collection and recycling services. Some cities including Jakarta, South Tangerang, and Semarang can access the Rekosistem App to locate drop-off points and track recycled waste. Formal e-waste infrastructure remains limited outside major urban centres.
Japan has extended producer responsibility laws for home appliances and small electronics. Municipal governments handle collection, with methods varying by city. Check with your local municipal office for specific guidance.
Malaysia regulates e-waste as Scheduled Waste under code SW110. The Department of Environment maintains a list of registered collection centres for household e-waste including washing machines, televisions, computers, mobile phones, air conditioners, and refrigerators. Collection points can be found through the MyEwaste mobile app, or authorised collectors such as TBM outlets nationwide. For more information, visit https://ewaste.doe.gov.my/.
Singapore has one of the most developed systems. The National Environment Agency operates a national collection scheme with drop-off points at retailers, community centres, and recycling bins island-wide. Organisations can engage certified providers such as KGS for laptop recycling with certified hard drive destruction. Visit https://www.nea.gov.sg/our-services/waste-management/3r-programmes-and-resources/e-waste-management/where-to-recycle-e-waste.
South Korea operates a sophisticated waste separation system. Retailers must collect waste equipment free of charge when consumers purchase new products. Many apartment buildings have designated e-waste collection areas.
Thailand has over 2,300 e-waste drop points established through a partnership between the Ministry of Natural Resources and Environment and Advanced Info Service. Visit https://greener.bangkok.go.th/en/waste-recycle/e-waste/.
In other countries, shopping malls increasingly host e-waste collection drives or permanent drop-off points. Apartment buildings can sometimes be encouraged to establish on-site collection points.

Resources and further reading
Asia's regional e-waste challenges - Eco-Business (2024). "Asia struggles to contain record e-waste deluge, UN report shows." Analysis of how Asia generates nearly half of global e-waste but contributes only a quarter of recycling efforts, highlighting the gap between waste generation and processing capacity across the region. Available at: https://www.eco-business.com/news/asia-struggles-to-contain-record-e-waste-deluge-un-report-shows/
Cross-border e-waste trade - Basel Action Network (2025). "Brokers of Shame: The New Tsunami of American e-Waste Exports to Asia." Investigative report documenting how United States companies exported over 10,000 containers of e-waste worth more than one billion dollars to Asian countries between January 2023 and February 2025, with Malaysia identified as the primary destination. Referenced at: https://wespac.org/2025/10/23/tsunami-of-e-waste-exports-to-asia/
Global reports and monitoring - International Telecommunication Union and United Nations Institute for Training and Research (2024). Global E-waste Monitor 2024. This comprehensive report provides detailed statistics on global e-waste generation, collection, and recycling rates, with extensive data on Asia. Available at: https://ewastemonitor.info/wp-content/uploads/2024/12/GEM_2024_EN_11_NOV-web.pdf
Regional developments and policy changes - Eco-Business (2026). "Malaysia to ban e-waste imports amid mounting environmental concerns." Coverage of Malaysia's February 2026 decision to reclassify e-waste under absolute prohibition following corruption probes and environmental concerns. Available at: https://www.eco-business.com/news/malaysia-to-ban-e-waste-imports-amid-mounting-environmental-concerns/
Malay Mail (2026). "MACC chief: Malaysia fully bans e-waste imports effective today via Absolute Prohibition listing." Details on the implementation of Malaysia's complete ban on e-waste imports and the establishment of enforcement committees. Available at: https://www.malaymail.com/news/malaysia/2026/02/04/macc-chief-malaysia-fully-bans-e-waste-imports-effective-today-via-absolute-prohibition-listing/208069

Lessons from the VSME Standard and its Role in Global Mobility

Fri, 06 Feb 2026 02:07:48 GMT

Your inbox tells the story: one client demanding Scope 1, Scope 2, and Scope 3 greenhouse gas emissions data; another requiring ESG policies before they will even consider your RFP; a third asking which framework you follow, the Global Reporting Initiative (GRI), the Task Force on Climate-related Financial Disclosures (TCFD), or the International Sustainability Standards Board (ISSB)... You are less than a 20-person company, not a multinational with a dedicated sustainability team. Where do you start?

If this sounds familiar, you are not alone. Much of the global mobility industry, particularly in Asia, comprises small and medium-sized enterprises (SMEs) that support multinational clients without having multinational resources. Yet expectations around sustainability reporting are rising fast, as Asian markets move steadily from voluntary disclosure toward mandatory requirements, often driven by global client standards rather than local regulation.

Against this backdrop, new ESG frameworks are finally emerging with SMEs in mind. In this article, we take a closer look at the European Financial Reporting Advisory Group’s (EFRAG) Voluntary Sustainability Reporting Standard for small and medium-sized enterprises (VSME), launched in 2025.

For Asia’s global mobility sector, where SMEs make up a significant share of service providers, this framework offers practical guidance as sustainability reporting expectations accelerate across the region.

Why this matters to Asian mobility providers

The reality is stark: Based on a 2024 survey by Schneider Electric, 78% of small businesses in Singapore reported having lost existing or prospective business opportunities due to stricter greenhouse gas (GHG) compliance standards and emissions reporting requirements. When multinationals relocate employees and need to report their carbon footprint, that data request cascades to every service provider in the chain: the DSP arranging home finding, the RMC coordinating moves, the shipping company transporting household goods.

Previously, SMEs faced conflicting requests. One client wanted carbon emissions using GHG Protocol. Another needed workforce diversity data aligned with GRI. A third demanded TCFD-compliant climate disclosures. VSME harmonizes these into a streamlined framework designed for companies with fewer than 250 employees, complementing emerging Asian frameworks like Malaysia's Simplified ESG Disclosure Guide (SEDG) and Singapore's SGX 27 Core Metrics.

The two-module approach

VSME's modular design provides flexibility. The Basic Module covers 11 core disclosures, including GHG emissions, water usage, waste management, workforce characteristics, health and safety, and anti-corruption. The Comprehensive Module adds 9 disclosures for banks, investors, and value chain partners, including climate transition plans, human rights policies, and climate risk assessments.

This mirrors Singapore's SME Sustainability Reporting Programme, which provides 70% funding support for companies to begin reporting with GRI and TCFD, starting with manageable metrics and building complexity over time.

Critical takeaways for global mobility

1. Carbon accounting is mandatory

VSME requires Scope 1 and Scope 2 GHG emissions disclosure using GHG Protocol methodology, calculated in tonnes of CO2 equivalent. For an industry built on moving people across borders, this is existential. Flight emissions, ground transportation, shipping, and temporary housing all contribute to relocation carbon footprints. The standard also introduces GHG intensity metrics (emissions divided by revenue), enabling meaningful comparisons across company sizes.

While Scope 3 emissions aren't mandatory in the Basic Module, the Comprehensive Module encourages reporting significant categories. For mobility providers, this includes business travel, employee commuting, and (for RMCs) downstream emissions from coordinated relocations.

2. Geolocation reveals risk

VSME requires geolocation coordinates for all sites owned, leased, or managed. This enables climate and biodiversity risk assessment using tools like the World Database on Protected Areas.

For mobility providers, this answers critical questions: Is temporary housing in flood-prone areas? Are warehouses in water-stressed regions? Do operations border biodiversity-sensitive zones facing future restrictions? In Asia-Pacific, where typhoons, flooding, and extreme heat are increasingly material, understanding geographic exposure is essential risk management.

3. Start with available data

VSME's pragmatism shines in data collection guidance. Can't separate renewable from non-renewable energy? Report what's on your utility bill. Operating in co-working space without direct metering? Use estimation formulas based on employee count and occupancy.

The standard provides calculation methods for shared facilities, acknowledging SME resource constraints. Begin with readily available data (business travel emissions, office energy, employee metrics) rather than waiting for perfect measurement systems. This mirrors Malaysia's SEDG and the Philippines' SuRe Form philosophy: make reporting accessible.

4. Workforce metrics matter

Social metrics carry competitive significance: employee breakdown by contract type and gender, turnover rates (50+ employees), recordable accidents and fatalities, gender pay gap (150+ employees, reducing to 100+ from 2031), collective bargaining coverage, and training hours per employee.

In global mobility, where cultural competence and local knowledge are differentiators, high turnover undermines service quality. These metrics align with Singapore's SGX 27 Core Metrics and demonstrate the workforce stability clients increasingly demand.

5. Human rights due diligence

The Comprehensive Module asks pointed questions: Does your code of conduct cover child labor, forced labor, trafficking, discrimination, and accident prevention? Do you have workforce complaints mechanisms? Are you aware of confirmed incidents in your value chain?

For RMCs coordinating with movers, real estate agents, immigration specialists, and language schools across borders, this extends to supply chain monitoring. The standard doesn't expect perfect visibility but does require policies and processes for identifying risks, aligning with growing Asian regulatory focus on modern slavery and forced labor.

6. Leverage digital tools

EFRAG provides Excel templates and XBRL taxonomy supporting VSME reporting, with multilingual versions planned. These tools dramatically reduce consulting costs traditionally associated with sustainability reporting. An SME can download templates, input data, and generate standardized reports satisfying multiple stakeholders.

This mirrors Singapore’s SME Sustainability Reporting Programme (SME SRP) approach, providing practical tools and funding. The message: start now with available resources rather than waiting for perfect systems.

The Asian context

While European in origin, VSME's principles resonate with Asia's sustainability landscape. Singapore's ISSB Standards (IFRS S1 & S2) adoption mirrors VSME's structured disclosure approach. Malaysia's SEDG shares its simplified, proportionate philosophy. The Philippines' SuRe Form demonstrates that accessible templates drive SME adoption.

Mandatory requirements for listed companies are trickling down through supply chains. That 78% statistic about Singapore businesses losing contracts isn't theoretical. Voluntary frameworks like VSME are business survival tools.

Call to action

Practical first steps for SME mobility providers:

Measure carbon footprint using GHG Protocol (minimum Scope 1 and 2)
Review workforce metrics for diversity, health and safety, and training gaps
Map value chain for human rights and environmental risks
Identify material issues relevant to your business model
Leverage existing certifications (ISO 14001, EMAS, quality systems)
Explore support programmes like Singapore's SME SRP
Engage clients about their sustainability data requirements
Start with basic metrics and build progressively.

ESG reporting is shifting from compliance exercise to commercial imperative. RMCs and DSPs embracing sustainability reporting today become preferred partners tomorrow.

In a region where requirements multiply (ISSB adoption in Singapore, SEDG in Malaysia, enhanced ASEAN climate disclosure), early movers gain competitive advantage.

In global mobility, where trust and transparency are fundamental, leading on sustainability isn't just good practice. It's good business.

References

European Financial Reporting Advisory Group (EFRAG). (2024). VSME Standard: Voluntary Sustainability Reporting Standard for non-listed SMEs. Retrieved from https://www.efrag.org/sites/default/files/sites/webpublishing/SiteAssets/VSME%20Standard.pdf

Capital Markets Malaysia. (n.d.). Simplified ESG Disclosure Guide (SEDG). Retrieved from https://sedg.capitalmarketsmalaysia.com/

Enterprise Singapore. (n.d.). SME Sustainability Reporting Programme. Retrieved from https://www.enterprisesg.gov.sg/grow-your-business/boost-capabilities/sustainability/sme-sustainability-reporting-programme

European Financial Reporting Advisory Group (EFRAG). (n.d.). SMEs and Sustainability Reporting. Retrieved from https://www.efrag.org/en/smes-and-sustainability-reporting

Presgo. (n.d.). SEC Sustainability Reporting Philippines. Retrieved from https://www.presgo.com/frameworks/sec-sustainability-reporting-philippines/

Schneider Electric. (n.d.). Majority of companies in Singapore yet to fully measure supply chain emissions: Schneider Electric survey. Retrieved from https://www.se.com/sg/en/about-us/newsroom/news/press-releases/majority-of-companies-in-singapore-yet-to-fully-measure-supply-chain-emissions-schneider-electric-survey-6673a1ec7feca681040a2c21

Singapore Exchange (SGX). (n.d.). Sustainability Reporting. Retrieved from https://www.sgx.com/sustainable-finance/sustainability-reporting

Opportunities for Asia in the Global Talent Shift

Sharon Michnay — Fri, 30 Jan 2026 12:32:41 GMT

For decades, the United States was the top destination for global talent, attracting skilled professionals from across the globe who pursued the “American Dream," often willing to accept unfulfilling jobs and long visa processes to settle there. However, as reported by Fast Company, this trend is changing. Stricter immigration policies and higher entry barriers are diminishing America’s traditional allure, prompting the world’s top talent to seek opportunities elsewhere. Here, we highlight some key points from the Fast Company Post.

This realignment is creating profound opportunities for Asia.

1. Asia Becomes a Magnet for High-Skilled Global Professionals
As the U.S. becomes a less welcoming environment—highlighted by visa costs that can reach up to $100,000 per petition—highly skilled workers are reevaluating where to build their futures.

2. Asia stands out as a natural beneficiary:
- Growing innovation ecosystems in cities such as Singapore, Seoul, Tokyo, Bangalore, and Shanghai.
- Fast-growing tech hubs in Malaysia, Indonesia, Taiwan, and Thailand that are attracting engineers, data scientists, and startup founders.
- Some countries, such as China, are adopting more welcoming talent policies, creating smoother pathways for relocation and residency.

3. Asia’s Enterprises Gain Access to Global Leadership-Level Talent
Fast Company notes that many leaders of iconic American tech giants entered through the H-1B pipeline. As that pipeline becomes increasingly constricted, Asia is well-positioned to capture the next generation of global innovators.

4. The Region Gains Economic Momentum as Companies Rethink Global Footprints
Founders who once saw the U.S. as the only viable headquarters destination are reconsidering their global strategies. This shift supports Asia as a preferred location for business expansion.

5. Asia’s Immigration Policies Can Be a Strategic Differentiator
As the U.S. environment becomes more restrictive, Asian countries seeking to attract top talent can create pathways and fast-track programs to facilitate the entry of experts.

As they say, when one door closes – another one opens. Asia’s combination of economic vibrancy, evolving innovation hubs, and targeted talent policies positions it as a powerful destination for skilled workers and global companies alike.

Global Talent Mobility: 2025 Report Key Trends

Sharon Michnay — Tue, 13 Jan 2026 19:17:26 GMT

The future of global mobility is here - and it's complex.

HR and Talent Mobility professionals face new challenges and opportunities as organizations adapt to shifting employee expectations, compliance requirements, and global market dynamics. The 2025 Aon International People Mobility Report offers critical insights you need.

Why This Matters

Global mobility is no longer just about moving people—it’s about creating agile, inclusive, and sustainable strategies that attract and retain top talent. Here are the major findings:

1. Mobility Activity Stabilizing

Long-term assignments are shorter, with most under three years.
Remote work permissions are declining (51% of companies do not allow international remote work) due to compliance complexities.

2. Top Challenges

Employee safety and well-being is now the #1 challenge for business travel (45%), surpassing cost and compliance.
For remote work, tax and immigration advice remains the biggest hurdle.

3. Key Trends

Compliance complexity is increasing globally, requiring agile governance and expert advice.
Data analytics is driving smarter decisions on cost control and wellbeing.
Geopolitical and economic volatility impacts cost containment and assignment planning.
ESG and DEI are embedded in operations, though sustainability measures are less visible.
Personalized mobility programs are on the rise to meet diverse employee needs.

4. Benefits and Support

International health insurance tops the list of valued benefits (72%), followed by relocation assistance (59%).
Mental health support and EAP programs are becoming standard.
For remote workers, 39% of companies offer no additional benefits, signaling a gap in risk mitigation.

5. Employee Expectations

Gen Z and Millennials prioritize travel opportunities far more than older generations—mobility is a talent magnet.

6. ESG and DEIB

ESG strategies are widely adopted but integrated into daily operations rather than standalone priorities.
DEI initiatives are gaining traction in global assignment selection.

What HR and Mobility Leaders Should Do

Strengthen Compliance: Build robust governance frameworks and partner with legal/tax experts.
Prioritize Wellbeing: Expand mental health and safety measures for travelers and assignees.
Modernize Policies: Update remote work and mobility policies to reflect compliance realities.
Leverage Technology: Use analytics for cost control and strategic planning.
Embed ESG and DEI: Make sustainability and inclusion core to mobility programs.
Communicate Value: Educate employees on benefits like pensions and health coverage.

Download the full 2025 Aon International People Mobility Report for comprehensive insights and actionable strategies.

Conference Session Summary- State of Global Mobility: The Now and the Next

Sharon Michnay — Mon, 17 Nov 2025 22:14:42 GMT

Our closing conference session brought together a diverse panel to reflect on the current and future state of talent mobility in Asia. It was an unscripted, candid session—perfectly fitting for a conversation about an industry in flux. The overarching theme? Change is constant, and agility is non-negotiable.

The conversation took many turns, but there were a few topics , both challenges and opportunities on which the panel seemed to agree.

Current Landscape

Global mobility has evolved from being a back-office “order taker” to a strategic enabler of business priorities. Panelists shared personal journeys that mirrored this transformation: from transactional relocation processes to shaping talent strategies. Today, mobility teams are expected to deliver more than moves—they’re driving business outcomes, supporting well-being initiatives, and even creating programs like “relocation buddies” to humanize the experience.

Asia’s mobility story has shifted dramatically. Once seen as a net exporter of talent, the region is now a magnet for global talent, fueled by booming innovation hubs, STEM talent pipelines, and rapid economic growth. Yet, challenges persist: restrictive immigration pathways, limited spousal work rights, and cultural nuances make mobility complex. Companies must navigate these realities while tapping into Asia’s vast potential.

Future Outlook

As the conversation shifted to what’s next, it became clear that mobility is inseparable from talent strategy. Organizations that succeed will integrate mobility into workforce planning, not as an afterthought but as a lever for growth. The panel stressed adaptability: aligning with business maturity, building stakeholder trust, and using influence models to overcome resistance.

ROI remains a hot topic. Leaders want more than cost metrics—they want proof of impact. The advice? Tie mobility outcomes to business goals: speed to market, talent retention, and innovation capacity. It’s about speaking the language of the C-suite.

And then came the inevitable: AI. Far from hype, AI is already reshaping workflows—automating repetitive tasks and freeing teams for high-value work. But the panel warned against the “vanilla effect”: over-reliance on AI can strip nuance from communication. The future belongs to those who balance tech efficiency with human empathy, especially in moments of uncertainty when emotional intelligence matters most.

Global mobility is at an inflection point. APAC’s rise, talent shortages, and digital disruption are rewriting the playbook. Success will hinge on strategic alignment, cultural agility, and smart tech adoption—all while keeping the human touch front and center.

Getting a Seat at the Table: Beyond the Invitation

Sharon Michnay — Tue, 04 Nov 2025 19:23:16 GMT

The phrase “getting a seat at the table” has become a mantra for hr and talent mobility professionals seeking better integration within their organizations.

We asked a team of respected HR leaders in APAC to share their thoughts during our recent ATMA Inaugural Conference. But as industry leaders discussed during this session, earning that seat is only half the story—the real challenge lies in what you do once you’re there.

We’ve gathered key insights that showcase mobility’s strategic role within an organization and the missed opportunities for companies that aren’t maximizing it.

Article Highlights:

Be proactive: Don’t wait for an invitation—create opportunities to contribute.
Leverage data: Use metrics to tell compelling stories about impact.
Build networks: Internal allies and dependable suppliers are critical.
Stay strategic: Position mobility as a driver of business success, not just a support function.

___________________________________________________________________________________________

1. The Responsibility of the Seat

Panelists emphasized that a seat at the table is not an entitlement; it’s earned through consistent delivery of value. Once there, professionals must demonstrate impact and relevance to remain part of strategic conversations. Visibility and contribution are key to earning a place and keeping it. The goal is to be in the room to add insights and options from a talent mobility perspective to the ongoing corporate conversations, from planning through implementation.

2. Executive Expectations: ROI, Compliance, and Cost Control

C-suite priorities shape mobility strategies. Leaders expect:

Return on Investment (ROI): Mobility must show measurable business impact.
Compliance: Avoiding legal and regulatory pitfalls remains non-negotiable.
Cost Efficiency: Pressure to reduce costs drives decisions on outsourcing, insourcing, and program design.

Data storytelling emerged as a powerful tool in the conversation. Using metrics to illustrate how mobility influences business outcomes positions talent mobility as an integral function rather than a transactional role.

3. Strategic vs. Tactical: What are some key components that make the difference?

Mobility professionals must pivot from being seen as logistical coordinators to strategic partners. This means shifting the conversation within the organization from occasional needs to:

Proactively engaging in workforce planning and talent acquisition.
Leading conversations on expansion, succession planning, and crisis preparedness.
Normalizing mobility’s presence in “peace time,” not just during urgent projects.

Don’t wait for the invitation. Initiate the conversations, send reports to leadership and stakeholders, and offer unasked-for insights on company goals.

4. Collaboration is Critical

Mobility touches multiple functions—HR, Talent Acquisition, Finance, Legal, Payroll. Cross-functional collaboration ensures smoother processes and better employee experiences. Building strong internal networks and external supplier relationships is essential for agility and responsiveness.

5. The Ideal Table

The “right” table is wherever decisions are made—whether in talent planning, budgeting, or executive strategy sessions. Sometimes, professionals must invite themselves in, backed by data and insights that demonstrate value. Allies within the organization can help open doors, but confidence and preparedness seal the deal.

Getting a seat at the table is a milestone, but sustaining it requires influence, insight, and initiative. As the panel concluded, the question isn’t just how to get there—it’s how to make that seat count.

Unpacking the Carbon Footprint of Corporate Housing

Mon, 28 Jul 2025 08:35:32 GMT

Unpacking the Carbon Footprint of Corporate Housing

With ESG reporting rising up the corporate agenda, many global mobility teams are asking: How do we track the environmental impact of our accommodation choices? SilverDoor has stepped up to answer that question with its award-winning Carbon Calculator, developed specifically for the serviced apartment and corporate housing sector. In this Q&A, the ATMA ESG committee learn from SilverDoor how this works, what it measures, and why it is fast becoming a must-have for sustainability-minded mobility teams.

ATMA: Why did SilverDoor create the Carbon Calculator?
SilverDoor: We saw a growing demand from clients for transparent, standardised emissions data, especially for Scope 3 reporting. While our own direct emissions were small, the biggest chunk came from our supply chain: mainly the properties we booked for clients. So, in 2023, we set out to build a tool that could measure emissions per stay at apartment level, was free and easy to use, and could compare apartments with hotels.

The tool was unveiled in September 2023. The response and impact were swift and received widespread support and engagement from both our clients and property partners. By January 2024, the calculator was recognised with a CHPA ‘Innovation of the Year’ Award, followed by multiple accolades including the ITM Game‑Changer Award in 2024, and a Business Travel Award for Technology Innovation.

With sustainability already an important element of corporate travel decisions, we recognised that our Carbon Calculator could help lead the industry in transparent, sector-specific emissions reporting. The tool empowers operators, corporate clients, and guests to understand the environmental impact of accommodation choices, embedding sustainability directly into booking, reporting and guest behaviour.

ATMA: How did you decide what information to include?
SilverDoor: We focused on the biggest contributors to emissions without overwhelming property partners. Inspired by the Hotel Carbon Measurement Initiative (HCMI), we developed a bespoke tool for corporate housing, including apartment size, energy consumption (electricity, gas, oil), laundry frequency, and occupancy. Importantly, we normalise emissions per night so properties can be fairly compared, even when some units are empty or under renovation.

We adapted hotel-based carbon metrics for corporate housing by accounting for multi-bedroom units and key data points like apartment size, energy use, communal areas, occupancy, and laundry frequency. Emissions are calculated per night by spreading total building emissions over occupied nights, adjusting for unoccupied units. Laundry was identified as a major emissions driver, prompting the inclusion of detailed linen service data including outsourced laundry in later updates.

ATMA: What if property partners cannot provide full data?
SilverDoor: If building-level data is unavailable, we use local HCMI industry averages. A one-leaf icon shows that a benchmark is in use. As more operators add real data, these benchmarks become increasingly accurate. This balances usability with transparency and encourages participation without penalising smaller or less resourced providers.

ATMA: What were the biggest challenges?
SilverDoor: Diversity in building types and operator models meant data availability and consistency varied greatly. We had to build a system that could normalise fragmented data and still deliver reliable results. Some properties did not control building-wide utilities or had no access to detailed metering. Another challenge was the lack of sector-wide benchmarks, which we addressed by adapting existing hotel methodologies and consulting with sustainability experts. We also had to build a user interface simple enough for non-experts, with guidance built into every step.

ATMA: What surprised you most?

SilverDoor: Serviced Apartments are a significantly more environmentally friendly option than the average hotel. This didn’t surprise us as we suspected it might be the case, but our data shows that serviced apartments frequently emit significantly less CO₂e per night than equivalent hotels. Higher occupancy rates, shared utilities, and fewer communal areas such as restaurants, bars and swimming pools contribute significantly.

Laundry impact stood out. Frequent linen changes significantly affect carbon footprint. It prompted us to ask guests and operators how essential daily room service really is. In EMEA, weekly or twice-weekly servicing is typical, while in APAC, daily service is more common. For clients aiming to cut emissions, offering less frequent room service may enable real change with minimal compromise.

Renewable energy also became material. Operators using renewable tariffs, especially with certificates could cut CO₂e per night by meaningful margins. Our input fields now let properties report their percentage of renewables, and those emitting under 1 kg CO₂e/night are flagged to explain why. We also now request renewable certificates to be uploaded to our CMS to verify such claims.

ATMA: Has the calculator influenced booking behaviour?
SilverDoor: Absolutely. Emissions data is now a key part of client RFPs and programme reporting. While travellers are not yet restricted in their choices, many are actively opting for lower-emission properties. EY’s Siân Ellis said in 2025, “We are prioritising carbon emissions...and increasing engagement with suppliers who provide data to support our Scope 3 reporting.” HQ travel teams now use the tool to measure carbon savings, track regional performance, and benchmark against hotel stays and air miles.

ATMA: What’s next for the Carbon Calculator?
SilverDoor: We are scaling up. The calculator already covers over 21,000 units in 27 countries, with new features in development:

Carbon budgeting tools and reporting dashboards to support travel managers
Guest-facing insights to encourage sustainable behaviour during stays
Pop-ups showing CO₂e savings from actions like declining daily housekeeping
Expanded reporting by region, programme, and apartment type

Our goal is to formalise a global benchmark for serviced accommodation emissions. We believe no other provider has gathered building-level data at this scale and we are just getting started.

Conclusion
As corporate travel shifts towards sustainability, tools like SilverDoor’s Carbon Calculator are more than just nice-to-have, they are shaping how decisions are made. With growing client demand and global operator buy-in, this innovative tool is setting the bar for carbon transparency in temporary housing and helping the industry move decisively toward a lower-emissions future.

Thank you to Victoria Jackson, Head of Communications at SilverDoor UK for sharing these insights, Alex Neale, Sophie Brinsley and the rest of the SilverDoor team for their support.

Global Mobility and Sustainable Strategy: Insights from the ATMA - Schneider Electric ESG Workshop

Tue, 15 Jul 2025 07:07:35 GMT

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.

Navigating Global Mobility in India: Key Insights from Our Latest Webinar

Sharon Michnay — Fri, 11 Jul 2025 20:49:53 GMT

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.

What Saudi Arabia’s Talent Mobility Strategy Can Teach Us

Sharon Michnay — Fri, 20 Jun 2025 17:46:29 GMT

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.

Corporate Relocation Trends: What Changed from 2023 to 2024—and What to Expect in 2025

Sharon Michnay — Wed, 28 May 2025 19:23:16 GMT

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.

ESG Spotlight: Understanding Scope 3 Greenhouse Gas Emissions and How to Measure Them

Mon, 19 May 2025 06:45:20 GMT

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

Scope 3 – Emissions You Don’t Own, But Still Must Account For

The global mobility industry is under increasing pressure to track and disclose full carbon footprints, including emissions outside a company’s direct control. Scope 3 emissions often represent the largest share of a company’s climate impact, particularly for relocation management companies (RMCs) and destination service providers (DSPs) that outsource most of their service delivery. The Carbon Disclosure Project (CDP) estimated that scope 3 emissions account for an average of three-quarters of a company’s emissions across all sectors.

What is Scope 3?

Scope 3 emissions are indirect greenhouse gas emissions across a company’s value chain. Scope 3 emissions are also notoriously challenging to gather data for, measure and track because they encompass various indirect sources and require data from various stakeholders.

For global mobility providers, the most relevant Scope 3 categories include:

Services from local partners, freelance consultants, and transport providers
Business travel by relocation consultants and support staff
Commuting emissions from hybrid teams
Energy used in coworking offices and home-based work setups
Embodied emissions from leased laptops and equipment
Waste generated during day-to-day operations

Why Scope 3 Matters to Global Mobility

As large clients pursue science-based targets and decarbonisation goals, they are focusing more on value chain emissions, including those from outsourced providers. As a result, DSPs, RMCs and other global mobility providers are increasingly required to report Scope 3 emissions through:

Client RFPs and sustainability surveys
Supplier assessments from net-zero committed companies
Industry platforms such as Ecovadis and CDP
Internal ESG programs and ESG-linked financing

Reporting Scope 3 emissions helps global mobility providers demonstrate environmental responsibility, remain competitive, retain key clients, identify efficiency gains, and support broader climate goals.

Scope 3 Emissions: Roles and Responsibilities in the Global Mobility Industry

Relocation Management Companies

Relocation Management Companies oversee the full assignment lifecycle, significantly influencing sustainability outcomes. RMCs can design and suggest assignment guidelines that reduce emissions by default, such as limiting air shipments or prioritising virtual services. They can also help corporate clients calculate Scope 3 emissions by collecting data on services provided by partners such as drivers, DSPs, and movers.

Destination Service Providers

DSPs are direct service partners that support assignees on the ground with housing, schooling, settling-in, and orientation. Their services contribute to the client’s Scope 3 emissions by offering sustainable service models such as digital service offerings through platforms such as RelocationOnline, sustainable transport providers where available, and public transport-based support where appropriate. To remain preferred vendors, DSPs should begin tracking their own emissions and be prepared to share data with RMCs and corporate clients.

Movers

Moving companies generate significant emissions through air, sea, and ground transport. They can lower their impact by using sea freight, reducing shipment volume, and adopting efficient or electric vehicles. Clients are demanding low-emission options, and movers who track and report their Scope 1, 2, and 3 emissions will be better positioned to respond.

Serviced Apartment Providers

When corporate clients book assignee accommodations, temporary housing providers also contribute to Scope 3 emissions. These emissions come from electricity use, heating and cooling, and property maintenance. To reduce emissions, serviced apartment providers can improve energy efficiency, install low-flow fixtures, and use renewable energy where available. Reporting building-level energy use and implementing basic sustainability practices will help meet growing client requirements and contribute to decarbonisation targets.

Human Resource (HR) Professionals

HR helps guide how organisations manage their people and relocation policies. HR is essential in supporting sustainability and reducing emissions, especially in Scope 3. Important areas for HR to consider include:

• Mobility policies matter – HR-led policies like flight class, shipment size, and housing type directly impact emissions—simple swaps can reduce the carbon footprint.

• Greener choices for assignees – Offering virtual orientations, energy-efficient housing, and economy flights supports climate goals and empowers sustainable decisions.

• Sustainable vendor selection – Asking DSPs, RMCs, and housing providers to report emissions ensures alignment with your organisation’s environmental commitments.

• Understand remote work emissions – Home-based work shifts energy use offsite; HR plays a key role in tracking and improving these often-overlooked emissions.

• Aligning for impact – across HR, RMCs and DSPs ensure alignment on sustainability goals and better Scope 3 reporting.

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:

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)
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
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.
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:

- 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
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

ESG Spotlight: Understanding Scope 2 Greenhouse Gas Emissions and How to Calculate Them

Tue, 13 May 2025 05:44:30 GMT

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.

In Tribute to Joanne Yee.

Sharon Michnay — Fri, 25 Apr 2025 16:31:13 GMT

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.

Spotlight on Scope 1 Greenhouse Gas Emissions for Global Mobility Providers

Sharon Michnay — Wed, 05 Mar 2025 08:50:49 GMT

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

Workshop Review: Building a Business Case for Sustainability in Global Mobility

Sharon Michnay — Mon, 13 Jan 2025 22:01:27 GMT

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

ATMA ESG Evening: Insights from The Matcha Initiative

Sharon Michnay — Sat, 04 Jan 2025 21:58:24 GMT

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.

ATMA Receives "Rising Star" Award

Sharon Michnay — Thu, 19 Dec 2024 23:12:34 GMT

FOR IMMEDIATE RELEASE

Asia Talent Mobility Association (ATMA) Receives the “Rising Star” Award from NetExpat.

[Singapore, December 2024] - ATMA, the premier not-for-profit membership association dedicated to talent mobility in Asia, is delighted to receive recognition from NetExpat for contributions to the education of talent mobility leaders in Asia.

Criteria for the Rising Star award is centered around an ability to bring value and learning to our industry. ATMA was selected for its excellence in events, community, and resources. “Our team has been impressed with the way that ATMA has been able to establish a strong and visible presence within APAC and its successful efforts to stimulate thought-leadership-led discussions across the continent and beyond,” stated Des McKell, SVP of Advisory and Global Partnerships. “Added to this, your not-for-profit status is applauded given that the time invested is for the greater good.”

“We are grateful to NetExpat for their ongoing support and participation in the ATMA community,” stated Steve Burson, Chair of the ATMA Board of Directors. “Their generous spotlight in the form of this award means a great deal to me and everyone who has volunteered considerable time to ATMA as Board members, mentors, speakers, and advocates.”

Since the initial membership launch on August 1, 2023, ATMA has implemented a Mentorship program and hosted events in India and Singapore. Information is regularly shared externally via the Talent Mobility Today blog and through webinars on subjects from ESG and Sustainability to country updates. ATMA maintains a members-only site with member forums, a resources section, and a mobility services directory. Plans for 2025 include expanding the Mentorship Program, an Annual Conference, and a new and improved online space where members can more easily communicate and share.

Interested individuals can visit the association's official website at www.asiatma.com to enroll and reap the benefits of ATMA membership. The membership enrollment process is open and accessible to all who wish to be part of this dynamic network.

About ATMA:

Asia Talent Mobility Alliance (ATMA) is dedicated to empowering the talent mobility industry in Asia. It is the first not-for-profit mobility organization developed in Asia specifically for Asian and Asian headquartered companies. Members include HR, Talent Acquisition, and Global Mobility teams and those in related fields that provide the support and structure to position employees wherever needed. ATMA advances its mission through services and programs that support members' communication, education, community, and advocacy.

For more information, please visit: https://asiatma.com

About NetExpat

NetExpat is a global leading provider in assessment, training and coaching for mobile employees and their relocating partners with offices in Americas, Europe and Asia. We provide Partner Assistance, Intercultural Training and Coaching to 400+ corporate clients located in over 100+ countries. Our suite of services offers expat self-assessment tool, Intercultural Training, Partner Assistance and unique technology tools such as The NetExpat Community™, PartnerJob Explorer™ and ExpAdvisor™. These tools are combined with a personal high-touch service delivery wherever employees and families relocate.

For more information, please visit: www.netexpat.com

Key Takeaways: ATMA Country Update Indonesia and the Phlippines

Sharon Michnay — Mon, 18 Nov 2024 20:09:08 GMT

On November 7, ATMA collected an esteemed panel to update our members on the latest information for Indonesia and the Philippines. The latest in our Country Update webinar series offers many insights for global mobility professionals relocating talent.

Key Takeaways:

The Philippines is strictly enforcing advertising requirements for the 9g Visa (Pre-arranged Employment Visa for 1-3 years)
Indonesia has transitioned to a fully digitized immigration process, quickening the process. However, there have been some challenges with website downtime
Challenges for apartment seekers in the Philippines include unreliable websites and high costs in popular expat neighborhoods
Both countries have lengthy and often contentious processes for security deposit returns
Landlords in Indonesia prefer corporate leases because the company pays the 10% withholding tax.
Employers in Jakarta are starting to demand a return to the office, and there has been a shift towards lump-sum packages requiring expats to manage their budget and expenses

Many thanks to our speakers for taking the time to keep the ATMA membership updated.

Key Takeaways: ATMA Country Update China and Hong Kong

Sharon Michnay — Mon, 04 Nov 2024 16:39:08 GMT

This webinar focuses on two locations that were hard hit by the effects of strict COVID policies and geopolitics. International headlines have created some misconceptions, and the entire webinar is worth watching to dispel some of the market myths. In reality, both locations have strong talent movement.

A few key themes:

1. Hong Kong has a strong influx of talent, especially from mainland China and returning HK expatriates, bolstered by the Top Talent Pass Scheme (TTPS), which has attracted 90,000 applicants.
2. Corporate growth strategies continue to prioritize China as a destination, with a recent poll showing that over 78% of respondents indicated China was equally or more important post-pandemic.
3. Domestic and international mobility is robust in China.
4. 95% of businesses in China consider domestic mobility essential to their growth, and many companies have defined relocation policies.
5. Hong Kong remains one of the most expensive cities in the world and a high-cost housing destination. Local high interest rates have kept home buyers out of the market and in rental housing, keeping demand high.
6. International school spaces are more available than normal in Hong Kong, although top-tier schools remain oversubscribed.
7. China’s low inflation and currency depreciation have led to deflation in some cities, potentially decreasing the cost of living for some expats.

To get the full benefit of our knowledgeable panel, watch the full webinar

YouTube bilibili

These webinars and all previous ones are also always available in the Resources Section of the Members Section of our website.

Key Takeaways: ATMA Country Update Thailand and Vietnam

Sharon Michnay — Wed, 09 Oct 2024 21:07:34 GMT

The webinar recording is now available in the Members Resource Section. Our thanks to Andy Flynn, Dermot Whelan, and Debbie Beynon for a session packed with key updates for those relocating employees to Thailand and Vietnam.

We’ve collected a few highlights here, but the full video is well worth watching!

Vietnam is increasingly focused on localizing roles, and Vietnamese nationals are filling more positions.
In Thailand, visas on arrival have been extended to 31 countries, and visa exemptions now apply to 93 countries, including China and India.
Vietnam has shown interest in joining the Hauge Apostille Convention, simplifying document authorization and easing the work permit application process.
There are a limited number of international schools in Vietnam: about 14 in HCMC and 7 in Hanoi.
There has been a decline in assignments to China and India with both countries now focusing on exporting expertise, especially in electric vehicle markets.
Companies are looking to reduce costs by localizing expatriates, using permanent transfers, and hiring foreign nationals locally.
Elections and geopolitical events are impacting mobility decisions while sustainability and environmental concerns are becoming critical factors in global mobility and relocation
Bangkok’s transport system has grown substantially since 2000, adding 100 stations that cover all points in and around the city.

Navigating IFRS S1 and S2 in ESG – Recent Developments and Applicability to Global Mobility

Sharon Michnay — Sun, 06 Oct 2024 22:01:12 GMT

The landscape of ESG reporting is undergoing a seismic shift. The introduction of the IFRS S1 and IFRS S2 standards in 2023 marked the beginning of a new era in sustainability reporting, bringing much-needed standardisation to the field. Effective for annual reporting starting January 1, 2024, these standards are now available for companies to adopt. While they will become mandatory as regulators incorporate them into financial reporting frameworks, their adoption across Asia varies, primarily affecting listed companies. As the region's regulatory environment evolves, the influence of IFRS S1 and S2 is set to grow, shaping the future of corporate transparency and accountability.

But what are the IFRS standards, and what do they mean for the global mobility industry in Asia?

IFRS and standards development

The IFRS Foundation is a not-for-profit organisation established to develop high-quality, understandable, enforceable, globally accepted accounting and sustainability disclosure standards. Two standard-setting boards, the International Accounting Standards Board (IASB) and the International Sustainability Standards Board (ISSB), develop the standards.

IFRS S1: Comprehensive Sustainability Disclosure Framework

IFRS S1 establishes a holistic approach to reporting sustainability-related financial risks and opportunities. It mandates disclosure on:

· Governance mechanisms for sustainability issues
· Strategic approaches to sustainability challenges
· Processes for identifying and prioritising sustainability concerns
· Performance metrics and progress towards sustainability goals

This standard ensures that companies provide a 360-degree view of how sustainability influences their operations and future planning.

IFRS S2: Spotlight on Climate-Related Disclosures

Focusing specifically on climate issues, IFRS S2 requires detailed reporting on:

· Strategies for addressing climate risks and opportunities
· Integration of climate considerations into overall risk management
· Performance against climate-related targets, including those mandated by regulations

IFRS S2 covers both physical risks (e.g., extreme weather events) and transitional risks (e.g., policy changes favouring low-carbon economies), emphasising their potential impact on a company's financial health and operational viability.

Global Adoption Landscape

IFRS adoption has been varied across regions, with different approaches in Asia, Europe, and the US. In Asia, Bangladesh has initiated requirements for banks and financial institutions to disclose sustainability and climate-related risks based on the ISSB standards, while Hong Kong plans to mandate these standards for listed companies starting in 2025. The European Union has also aligned its Corporate Sustainability Reporting Directive (CSRD) with the ISSB standards through its own set of European Sustainability Reporting Standards (ESRS).

In the US, the Securities and Exchange Commission (SEC) has introduced its own climate-disclosure standards, which share some similarities with the ISSB standards but are not recognised as an alternative reporting framework. This reflects a broader trend where jurisdictions either adopt the ISSB standards or align their existing frameworks to incorporate similar principles, with variations in scope, timeline, and mandatory versus voluntary application.

Starting from the 2027 fiscal year, large non-listed companies in Singapore with annual revenues of at least S$1 billion and total assets of at least S$500 million will be required to make climate disclosures. These disclosures must align with the standards set by the International Sustainability Standards Board (ISSB). With this move, Singapore becomes the first country in Asia to mandate climate-related disclosures for large non-listed companies, joining the European Union, the United Kingdom, and New Zealand in implementing such requirements.

Adapting to the New Reality and Implications for the Mobility Industry

The IFRS S1 and IFRS S2 standards impact listed corporations by shaping how they report and gather detailed information across their value chains. As a result, Destination Service Providers (DSPs), household good companies and Relocation Management Companies (RMCs) can increasingly anticipate the need for data gathering and sustainability reporting as part of the broader corporate value chain.

For DSPs, RMCs, and household goods companies, these new standards could mean:

Enhanced data collection on the environmental impact of relocation services.
Development of sustainable relocation policies and practices.
Integration of sustainability considerations and material impacts into vendor selection and management.
Training for mobility professionals on sustainability topics, reporting and best practices.
Requirement for increased collaboration between global mobility teams, RMCs, HR and corporate sustainability departments.

Keeping Up to Date: Recent IFRS developments

· The GHG Protocol and IFRS have established an official partnership, marked by a memorandum of understanding to ensure ongoing compatibility between their standards and the ISSB's work. This collaboration includes governance arrangements that will keep the ISSB actively involved in updates and decisions regarding the GHG Protocol standards and guidance.
· In July 2024, CDP, ISSB's primary global partner for climate disclosure, launched a new disclosure platform. The 2024 CDP questionnaire is now aligned with IFRS S2, using it as the foundational baseline for climate-related disclosures.
· Building on their May 2024 interoperability announcement, the IFRS Foundation and GRI committed to working together through the ISSB and GRI’s Global Sustainability Standards Board (GSSB) to identify, align, and optimise common disclosures. This effort aims to meet the distinct scopes and purposes of their respective thematic and sector-based standards.
· The ISSB has announced a two-year work plan to consolidate and harmonise the sustainability disclosure landscape. Over the next two years, ISSB will prioritise supporting the implementation of IFRS S1 and S2, including integrating disclosure-specific materials developed by the Transition Plan Taskforce into the IFRS Sustainability Knowledge Hub.

Conclusion

The introduction of IFRS S1 and S2 marks a significant shift in how the global mobility industry approaches sustainability. It challenges DSPs, RMCs, household goods companies, and HR to manage successful relocations with a keen eye on environmental impact and sustainability and a new focus on data gathering. As these standards become the norm, companies that proactively adapt their practices and reporting will be better positioned to meet the evolving expectations of clients, employees, and regulatory bodies in the global mobility landscape.

Useful resources

IFRS 1& 2 in full: https://www.ifrs.org/issued-standards/ifrs-sustainability-standards-navigator/

Key Highlights from the Country Webinar: Japan and Taiwan

Sharon Michnay — Wed, 25 Sep 2024 19:14:16 GMT

There are too many insights from the information shared by our speakers to be captured in this posting, so be sure to watch the recording to get the full benefit.

Both Japan and Taiwan are focused on attracting foreign talent.

Taiwan aims to increase its skilled workforce by hundreds of thousands over the next decade and is working on initiatives to make the country more attractive to foreign talent.

Taiwan launched the Employment Gold Card. This card offers flexibility for foreign workers in Taiwan. Unlike traditional work permits tied to companies, Gold Card holders can work for any employer and enjoy tax benefits. The number of Gold Card holders is around 10,000.

In Japan, special asset Management zones will be announced in four areas. Plans include supporting English translation and administrative procedures for establishing companies with the support of local governments.

Japan has a new resident card called the Specific Resident Card. This card will combine the functions of the current resident card and the My Number card for Japanese and foreign nationals.

Most central Tokyo leases (70%) are now held by Japanese residents, especially for long-term unfurnished apartments (80%). Tenant selection can be non-transparent, with processes like sealed bids giving landlords significant control.

High-end rental prices for expatriates in Taiwan are increasing by around 10% annually. Due to demand, rental availability is tight in Taipei and Taichung, while Kaohsiung has more availability thanks to newer projects.

International Schools

Tier 1 international schools in Taipei and Taichung have limited availability due to high demand, with waiting lists common for specific grade levels. Southern Taiwan has more availability, with Kaohsiung American School recently doubling its capacity. Expat families are encouraged to apply early and have backup options for schooling.

Japanese International schools are limiting third-party involvement in applications, and the high enrollment of Japanese students has reduced availability for expatriates. COVID-19 has worsened teacher recruitment challenges, mainly due to the weak yen, affecting staffing and educational quality.

Cost of Living

Both Japan and Taiwan have seen falling cost-of-living indices despite inflation, mainly due to the weakening of their respective currencies (Yen and New Taiwan Dollar). This makes goods and services relatively cheaper for expatriates earning in stronger currencies like the USD.

The Importance of Repatriation Services for Returning Expatriates

Sharon Michnay — Sat, 21 Sep 2024 15:23:05 GMT

International assignments are an essential part of talent development and organizational growth. Companies with developed talent mobility programs spend extensive human and financial capital implementing the selection and support services that produce high assignment success rates. From careful selection of the right employee at the right time to the right location to compliance and transition support, there is an intentional focus on positioning each assignment for success.

The transition back home, known as repatriation, is equally important and impactful to the employee and organization yet often fails to receive a fraction of the attention. Returning from an assignment requires a combination of support, some similar to the services provided at the departure, but there are unique offerings that help create a successful repatriation.

What are the realities of repatriation failure? Numerous studies state that 25 – 50% of returning expatriates will leave their jobs within two years of repatriating. Companies that fail to support employees' return home don’t just lose a high-value employee; they incur additional costs of employee replacement on top of the loss of funds spent on the assignment.

McKinsey recently published an article outlining its reboarding program: “Our reboarding program: Building a better model for leave support.” The paper examines the structure and support McKinsey has implemented to help employees returning from personal leave, including parental and medical leave. While the study didn’t specifically consider repatriating employees, the parallels are evident.

Tailored Reintegration Plans

Just as reboarding programs emphasize tailored reintegration plans, repatriation services should offer personalized support to returning employees. This includes creating a detailed action plan that addresses professional and personal needs.

Ideally, the repatriation plan should be defined during the assignment planning process. At a minimum, planning should happen several months before the repatriation. Organizations can help employees navigate the complexities of returning to their home country and workplace by providing a clear roadmap, ensuring they feel valued and supported.

Individual Coaching and Support

Reboarding programs often include individual coaching from executive coaches to facilitate a smooth transition. Similarly, repatriation services should offer one-on-one coaching to help employees leverage their international experience and align it with organizational goals. This personalized support can boost confidence, enhance performance, and foster a sense of belonging.

Performance Evaluations and Career Development

Calibrated performance evaluations are crucial to reboarding programs, ensuring that returning employees are assessed fairly and given growth opportunities. Repatriation services should also include performance evaluations recognizing the unique skills and experiences gained abroad. By aligning these evaluations with career development plans, organizations can retain top talent and maximize the benefits of international assignments.

Broader Support Systems

Reboarding programs provide broader support systems, such as supportive colleague communities. Returning from an assignment is unique in that the experience of the assignment changes the returning employee. It may be the exact same house being returned to, but a different person will walk through the door.

Repatriation services should similarly offer comprehensive support, including mental health resources and community-building initiatives. These measures can help returning employees fully reintegrate their current lives, which have been changed by their experiences, into work and home.

The cost of investing in repatriation services is small compared to the price of failure. Support is not just nice to have; it is necessary for organizations that value their global talent. The McKinsey article shares some proven tools that can also be useful for employees returning from assignments. It is best to start with a solid assignment plan that includes a roadmap for repatriation. The return should be part of the planning from the start, and employee support shouldn’t end upon arrival.

How Can We Integrate Sustainable Vehicles into Corporate Relocation Strategies?

Sharon Michnay — Tue, 20 Aug 2024 21:32:08 GMT

As the world grapples with climate change, corporations are increasingly focusing on ESG. One significant area where companies can make a positive impact is by adopting electric vehicles (EVs) in their corporate relocation strategies. With China leading the way in global EV adoption, this shift aligns with global sustainability goals. However, this presents opportunities and challenges for Human Resources (HR) departments, Destination Service Providers (DSPs), household goods companies and Relocation Management Companies (RMCs).

The Potential of EV Growth in Southeast Asia

The adoption of EVs in Southeast Asia is gaining momentum, with the market showing significant growth potential. According to EY-Parthenon analysis, the ASEAN-6 EV market (Indonesia, Malaysia, Thailand, Vietnam, Philippines, and Singapore) is expected to record a compound annual growth rate of 16%–39% between 2021 and 2035. Potential annual sales opportunities are estimated to reach US$80b–US$100b by 2035, a substantial increase from about US$2b in 2021. According to a McKinsey report, Singapore, Thailand and Indonesia are the countries most poised for growth in this sector.

EY analysis forecasts total EV sales volume in Southeast Asia to reach about 8.5 million units by 2035. Indonesia is expected to be the region's largest market by volume, with estimated sales of 4.5 million units across all EV segments. Thailand is predicted to come in second with an estimated sales volume of 2.5 million units.

The global mobility industry's challenge is how its supply chain adapts to using EVs today. Transport providers interviewed by Relo Network Asia in Cambodia, Malaysia, and Singapore highlight 2 main issues: EVs are 20-30% more expensive than petrol vehicles, depending on the market, and there is a lack of EV chargers across each country. For example, Penang, a booming hub for the semiconductor industry, has only one EV charger in some locations outside George Town, according to Plugshare.

Benefits of EVs in Corporate Relocation

Integrating EVs into corporate relocation strategies offers multiple advantages:

1.Environmental impact: EVs significantly reduce carbon emissions compared to traditional internal combustion engine (ICE) vehicles.

2.Cost savings: EVs often have higher upfront costs but offer long-term savings on fuel and maintenance. This can be particularly beneficial for companies managing large fleets or offering car allowances to relocating employees.

3.Enhanced corporate responsibility: Adopting EVs demonstrates a company's commitment to sustainability, improving its reputation among industry peers and clients.

Mobility Case Study: Beijing

In a recent discussion with Sean Collins from ATMA’s ESG Committee, who managed a program in Beijing from 2006-2010, he highlighted the early challenges and efforts towards more sustainable vehicle policies. Sean recounted his experience, "Back then, the electric vehicle revolution hadn't really started yet, so it was pretty much all petrol-driven cars, and the pollution in Beijing was horrific."

Managing a large expat population with car leases, Sean noticed the preference for large fuel-inefficient cars and the severe impact of car pollution on both the environment and public health. To improve the situation, Sean collaborated with his company's environmental officer to introduce restrictions on car leases, favouring more fuel-efficient models.

This policy change both reduced pollution and sparked awareness among assignees about the importance of vehicle efficiency. This early initiative highlights the gradual, yet impactful steps corporations can take to embrace sustainability and reduce their carbon footprint, paving the way for more sustainable mobility solutions in the future.

The Important Role of HR, DSPs and RMCs

HR departments, DSPs, and RMCs play vital roles in promoting EV use during relocations:

1.HR initiatives:

Educate employees on the benefits of EVs
Integrate EV options into mobility policies and compensation packages
Consider offering incentives for employees choosing EVs

2. DSP contributions:

Assist expats in accessing EV resources and infrastructure
Provide orientation and training on local EV regulations and charging options
Partnering with providers who have EVs in their fleet for their area orientations and home search programs

3. RMC strategies:

Partner with EV-friendly vendors and service providers where available
Develop policies that prioritize EV use in relocation packages

4. Household goods:

Pioneering household goods companies are now integrating electric vehicles and trucks into their fleet. Crown Relocations, for example, has recently introduced electric trucks in both Hong Kong and Singapore.

Overcoming Challenges

Despite the benefits, several challenges need addressing:

Charging infrastructure: Many Southeast Asian cities lack extensive charging networks. The EY-Parthenon analysis highlights that charging stations' availability and ease of use are vital for driving EV demand. Companies can collaborate with local authorities and property managers to install charging stations at offices and residential areas.
Cost: While EVs offer long-term savings, their initial cost can be higher. The EY-Parthenon analysis emphasizes that EV affordability is a significant challenge to adoption in Southeast Asia. Companies might consider leasing options or providing financial incentives to offset this difference.
Market readiness: EV readiness varies across the ASEAN-6 countries. Businesses should consider demand, supply and infrastructure factors that impact EV readiness in each market.
Ethical sourcing and supply chain: Access to raw materials is critical for battery production. Several Southeast Asian countries have substantial reserves of key materials like nickel and copper, which could influence the regional EV ecosystem. However, this often comes at a significant cost to the environment, workers and indigenous communities. “Battery passports” could be one way to help overcome these serious issues.

The Role of Hybrids

EV sales accounted for just 2.1% of total vehicle sales in Southeast Asia in 2022, compared to 2.3% in India and 29% in China. While full EVs are the ultimate goal, hybrid vehicles, offering improved fuel efficiency and reduced emissions compared to traditional ICE vehicles, can be an excellent transitional option in areas with limited charging infrastructure.

Mobility Case Study: Integrating EVs into Crown Worldwide Group’s Household Goods Business

Crown Singapore has long been committed to integrating sustainability into its global mobility operations. As Luis Contreras, Regional Director of Crown in Singapore highlighted, “One milestone in this journey was the shift to electric trucks, motivated by the company’s goal to reduce its carbon footprint and align with Singapore’s national sustainability goals.” Crown Singapore recognised the increasing availability of EVs and government incentives as fundamental to this transition. Integrating electric trucks into their fleet is central to their broader sustainability strategy, aimed at decarbonising operations and enhancing energy efficiency.

Adopting electric trucks came with challenges like adequate charging infrastructure and managing vehicle range limitations. Crown Singapore tackled these issues by investing in new infrastructure and optimising fleet management. Comprehensive driver training ensured a smooth transition to the new technology, significantly reducing greenhouse gas emissions.

Building on its success in Singapore, Crown Worldwide Group has expanded the use of electric trucks to other markets, including the UK, UAE, Malaysia, and Hong Kong. This expansion aligns with Crown’s broader ESG strategy to support the global shift towards a low-carbon economy. Electric trucks help Crown achieve its targets for reducing its environmental footprint and enhancing the sustainability of its transportation services.

Looking Ahead

The future of corporate mobility in Southeast Asia is increasingly electric. The EY-Parthenon analysis estimates the region's EV ecosystem to be worth about US$100b–US$120b by 2035. Companies that proactively integrate EVs into their relocation strategies will be well-positioned to meet future regulatory requirements and attract environmentally conscious talent.

However, the success of EV adoption across mobility programs in the region will require a deep understanding of local markets, available vehicles and synergies within the value chain. Amidst fast-paced technological improvements and EV battery charging efficiencies, recent battery safety concerns also point towards potential broader regulatory changes.

Conclusion

Integrating EVs into corporate relocation strategies in Southeast Asia is a forward-thinking business decision. For HR departments, DSPs, and RMCs, the transition to EVs presents an opportunity to innovate and add value to their services. Mobility professionals can play a pivotal role by staying informed about EV developments, collaborating with local partners, and continuously educating both their staff and clients. The road to full EV adoption may be long, but every step taken today will have positive future impacts.

Building a Business Case for Sustainability in Global Mobility

Sharon Michnay — Tue, 06 Aug 2024 20:20:02 GMT

An ATMA corporate HR workshop in collaboration with Schneider Electric

On the 26^th of July, the Asia Talent Mobility Alliance held a half day workshop for its corporate HR members to help them kick start their global mobility sustainability journey. The workshop was hosted and led by Sanjala Hari, from Schneider Electric’s Sustainability Business consulting practice, alongside Stephen Park and his global mobility team.

Following up on the inaugural ATMA ESG event in April, which attracted nearly 40 participants for educational sessions from industry experts on ESG within global mobility, this workshop focused on a hands-on approach for HR members eager to begin their sustainability journey, build a business case and develop a strategy.

The Schneider team kicked off by reviewing the participant companies’ climate ratings and commitments to net zero covering scope 1,2 and 3. With some commitments starting in 2025, this added great context and highlighted the urgency for global mobility functions to start planning how they can begin tracking and meeting their organisation’s commitments around reducing their greenhouse gases (GHGs). The group then identified the global mobility activities that contribute towards scope 3 emissions, especially around:

· Purchased goods and services
· Upstream transportation and distribution
· Waste generated in operations
· Business travel
· Employee commuting

Participants then set to work on building a compelling business case for executing a sustainability program for global mobility. Following the workshop Stephen Park and his team gave an update on their global mobility sustainability journey at Schneider, having already successfully built their business case and embarked on their sustainability roadmap. Stephen outlined how they are working with the consulting team at Schneider to identify the operational elements and type of data collection needed for emissions accounting.

Sanjala rounded up the workshop by sharing what the next steps would look like during the emissions measurement phase and how the consulting team can partner with organisations to achieve target setting & decarbonization roadmap development.

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

Sanjala Hari

Sustainability Business

Schneider Electric

https://www.linkedin.com/in/sanjala-hari-981b8a91/

Stephen Park

International Talent Mobility

Schneider Electric

https://sg.linkedin.com/in/stephenparksingapore?trk=public_post-text

ESG and the Role of Global Mobility - Key Takaways

Sharon Michnay — Tue, 30 Jul 2024 22:11:31 GMT

The recording for the recent webinar from our ESG committee is now available in the Members Resources Section.

A Few Takeaways:

Mandatory ESG Reporting: Organizations globally are increasingly required to report on their ESG activities, aligned with the 17 UN Sustainable Development Goals and various global reporting standards like GRI and ISSB. The EU mandates such reporting, with APAC following soon.
Greenhouse Gas Emission Targets: Many multinational companies are setting ambitious greenhouse gas emission targets according to the Science-Based Targets Initiative, with net-zero goals by 2050 and some aiming for 2030.
Impact on Global Mobility: ESG criteria significantly impact global mobility, focusing on gender equality, climate action, and energy and water consumption. Environmental criteria emphasize greenhouse gas emissions social criteria cover aspects like gender pay ratio and diversity, and governance criteria include incentivized pay and anti-corruption measures.
Scopes of Emissions: Companies must understand and report on three scopes of greenhouse gas emissions:
- Scope 1: Direct emissions from company-controlled sources.
- Scope 2: Indirect emissions from purchased energy.
- Scope 3: Other indirect emissions, including supply chain and business travel.
Growing Focus on Scope 3 Emissions: There is an increasing requirement to report Scope 3 emissions, necessitating preparedness in internal processes and vendor collaboration.
Carbon Offsets: These play a significant role in achieving net-zero targets, with costs expected to rise significantly. Companies should integrate carbon offset costs into relocation budgets.
Sustainable Mobility Practices: Virtual assignments, discard and donate programs, and using low-emission vehicles can reduce the carbon footprint of relocations. Companies are encouraged to set carbon limits and choose sustainable vendors.
Local Talent Sourcing: It is more sustainable to source talent locally or regionally rather than relocating individuals, reducing the carbon impact of frequent travel.
Equity and Compliance: Ensuring roles are accessible to diverse talent populations, providing necessary cultural training, and complying with local labor laws and right-to-work regulations are essential.
Social Development: Global mobility can support social development by hiring displaced talent or building local teams in developing regions.
Stakeholder Engagement: Engaging stakeholders, measuring data, and setting realistic targets are crucial for achieving sustainability goals.
Leadership and Accountability: A sustainability champion should lead ESG initiatives, develop a roadmap, and communicate the strategy effectively.
Policy Review and Quick Wins: Reviewing and revising existing policies, such as developing a green move policy and implementing quick policy wins, can make a significant impact.
Educational and Incentive Programs: Providing CO2 data education, green services, public transport allowances, and incentivizing sustainable decisions among employees are important.
Comprehensive Data Collection: Collecting and analyzing data from vendors and stakeholders helps set baselines and measure progress toward sustainability targets.

Enhancing Flexibility in Talent Mobility

Sharon Michnay — Wed, 24 Jul 2024 15:38:49 GMT

The Rise of Flexible Policies

We are immensely grateful to Des McKell of NetExpat for sharing the report on Core/Flex, which was a major topic during the recent ATMA India webinar. Thank you so much for your generosity and for contributing valuable insights to our discussions. A copy of the report, From core flex to care flex: A practical approach to mindful flexibility is now available in our Members Resources, or you may request a copy here.

In recent years, there has been a significant shift towards flexibility in corporate policies. According to Mercer’s Worldwide International Assignments Policies and Practices survey, 57% of companies had flexible policies in 2022, up from 37% in 2019. In 2023, 62% of companies reported reviewing or planning to review their policies to enhance flexibility.

The Drive for Better Experiences

The primary goal of introducing flexibility is to improve the experience for assignees, with 57% of companies recognizing this as a crucial benefit. However, implementing flexible packages presents challenges, including inadequate technology infrastructure, potential cost increases, tracking difficulties, and insufficient guidance from management and HR.

Measuring Impact and Expectations

Despite the push for flexibility, only 12% of companies regularly measure its impact against set objectives, while 18% do so randomly. Businesses aim to balance practicality with workforce satisfaction, benefiting both employees and their families.

Forms of Flexibility

Flexible talent mobility can take several forms:

Swapping Benefits: Exchanging one benefit for another of similar value.
Cashing-Out: Receiving benefits in cash instead of kind.
Lump-Sum Payments: Providing a cash amount to cover multiple components of the assignment package.
Cafeteria Model: Allowing employees to select benefits from a predefined list.
Core Flex Benefits: Distinguishing between essential (non-negotiable) and optional benefits.

Pros and Cons

While cash-based and lump-sum approaches are easy to administer and meet employee expectations, they can be tax inefficient and may not enhance the assignee experience. In hardship locations, flexibility may need to be limited for safety reasons.

Changing Mobility Patterns

Companies are increasingly adopting permanent one-way moves, appealing to relocation budget holders but posing complexities for employees and their families. Maintaining dual family income is crucial, with over 70% of families considering it a critical factor in mobility decisions.

Structured Flexibility: The Core Flex Approach

Companies are exploring more structured flexibility, such as core flex approaches that separate essential benefits from optional ones. Challenges include balancing flexibility with duty of care, ensuring consistent employee experiences, and providing informed choices.

Introducing Care Flex

The care flex approach refocuses on employee and family well-being, starting from the desired employee experience. It emphasizes financial affordability, relevance, and measurable outcomes for satisfaction and retention.

Implementing Care Flex

Key steps include:

Setting Minimum Support Levels: Ensuring compliance and well-being.
Defining the Experience: Prioritizing family experience and well-being.
Ensuring Relevance: Understanding and addressing diverse employee needs.
Fostering Collaboration: Involving all stakeholders in decision-making.

Measuring Success

Success metrics for care flex include awareness surveys, adoption rates, satisfaction rates, and monitoring talent retention and assignment outcomes. Positive indicators suggest that family support enhances assignment acceptance and job performance.

By adopting these flexible approaches, companies can better support their mobile workforce, improve satisfaction, and enhance overall organizational effectiveness.

Key Takeaways from the India Global Mobility Webinar

Sharon Michnay — Mon, 22 Jul 2024 17:33:34 GMT

It was difficult to extract the key takeaways from the recent India webinar. We could have listed many more and welcomed ATMA members and guests to view the full recordings to capture the entire value presented.

Key Takeaways:

1. Impact of COVID-19 on Mobility Policies:

- The pandemic has brought significant changes in global mobility policy demands within organizations.

2. Changes in Assignments:

- There is a shift in the traditional mobility approach, emphasizing the re-evaluation of assignment duration, purpose, and necessity.

- Hybrid assignments, typically lasting from 6 to 18 months, are gaining prominence for specific temporary needs.

- Short-term assignments for knowledge transfer and transition are still relevant but their approach is being reconsidered.

3. Business Travel:

- Organizations are re-evaluating the necessity of frequent business trips, leading to potential cost savings and support for ESG goals such as decarbonization.

- Business travel is now more targeted, mainly for top management or essential meetings, with many interactions occurring remotely.

4. Assignment Benefits:

- There is a shift towards core and flexible benefits, allowing tailored approaches based on individual needs, project requirements, and home-host country combinations.

- Mobility policies are moving away from a universal approach, recognizing the need for flexibility based on various factors like project budgets and employee requirements.

5. Temporary Roles:

- Emphasis on ensuring that temporary roles remain temporary, avoiding the practice of permanently rotating individuals in a constant role.

6. Cost Efficiency and ESG Goals:

- Organizations are leveraging mobility policy changes to achieve cost efficiency and support broader ESG objectives.

7. Emphasis on Employee Well-being and Engagement:

- There is greater focus on flexible policies managed through exceptions and recognition that adjustments based on project, industry, and demographics are necessary.

- Flexibility and core benefits aid in managing program costs, involving HR in decision-making to control costs and tailor approaches.

8. Global Policy Framework with Local Adaptation:

- Ensures high-level consistency with flexibility for local adaptation based on specific employee needs.

9. Ownership of Remote Work Policy:

- There is a debate on whether HR or Global Mobility should own the remote work policy, with mobility teams seen as better equipped for handling legality and compliance issues between home and host countries.

10. Challenges of Hybrid Work Models:

- Potential creation of permanent establishments in third countries and taxation issues with employees working from one country and generating revenue for another.

11. Continued Relevance of Global Mobility:

- Handling remote work policies helps maintain the relevance of the Global Mobility function, connecting various departments like payroll, finance, and legal for effective remote work policy management.

Watch the full webinar on our Youtube or bilibili channels.

Top 10 Takeaways from the ESG Fundamentals

Sharon Michnay — Wed, 03 Jul 2024 01:00:00 GMT

The ESG committee is starting an education series to raise sustainability awareness in the Global Mobility Community, help service providers report data to clients, and support corporate HR in building business cases tied to their ESG strategy. This first webinar focuses on ESG Fundamentals and will provide general education about ESG. Future webinars will delve deeper into global mobility functions and explore the social and governance aspects of ESG.

Focus on the 'S' in ESG: The organization's work is heavily centered on social sustainability, aiming to support long-term sustainable practices across the industry.
Wide-ranging Impact of ESG: ESG considerations are extensive, affecting not just the company but the entire industry and a diverse array of stakeholders, including investors, employees, suppliers, governments, and local communities.
Regulatory Frameworks: ESG practices are influenced by various regulatory frameworks that vary by jurisdiction, such as SDGs, SBTi, and EU directives, which can impact companies globally.
ESG Risk Management: Managing ESG risks, including fair labor practices and environmental risks like rising global temperatures, is a crucial emerging area for the organization.
Holistic Approach Required: Implementing ESG practices requires a comprehensive approach involving planning, data gathering, risk management, and strategic operations across the organization.
Zero Waste and Circular Economy: Emphasis on reducing consumption, reusing, and recycling to achieve zero waste. Transitioning from a linear to a circular economy promotes intelligent use of resources and better recycling practices.
Greenwashing: Companies should avoid greenwashing—falsely portraying themselves as environmentally friendly. Transparency and substantiated claims are essential to maintain credibility.
Carbon Emissions and Net Zero: Understanding and managing carbon emissions across Scope 1, 2, and 3 are crucial. The organization aims for Net Zero by balancing emissions with renewable energy, tree planting, and other initiatives.
Materiality: Focusing on significant environmental, economic, and social impacts, materiality helps prioritize reporting efforts and provides stakeholders with relevant information, enhancing accountability.
Global Reporting and Trends: The shift towards more standardized reporting frameworks like IFRS and ISSB standards emphasizes climate-related disclosures. Emerging EU regulations and adopting nature-based solutions are also key trends in the ESG space.

Watch the full webinar recording on YouTube or bilibili.

Embracing Global Diversity: Evolving Cost of Living Basket

Sharon Michnay — Mon, 24 Jun 2024 17:40:19 GMT

For those involved in expatriate management and HR, the cost of living basket is a practical tool. It's a collection of essential goods and services that compare living costs across regions.

As an Asian talent mobility membership association, we have an appreciation for ECA's commitment to updating and maintaining a representative cost of living (COL) basket. This tool has evolved to better reflect diverse global consumer habits, particularly those from Asian and non-US cultures, compared to its previous iteration that included items like canned corned beef and DVD rentals. ECA's basket now includes over 170 items, ranging from tennis balls to various fruits and vegetables, providing a comprehensive overview of living expenses, excluding accommodation and education. This makes it a valuable resource for talent mobility work.

The blog post "From Blockbuster to Netflix: the evolution of ECA's COL basket" offers an enjoyable article filled with nostalgia and insights into the changing world. The COL basket also mirrors modern consumption trends by incorporating contemporary food items such as frozen pizza, soy milk, and premium ice cream, aligning with healthier and more diverse food choices. Technological advancements are reflected as well, with broadband internet costs and video-streaming subscriptions replacing outdated items like inland postage and DVD rentals. This progression captures the actual cost of living in today's digital age.

To cater to the diverse dietary and lifestyle preferences of expatriates and in consideration of Asia's growing talent mobility, the basket now includes items such as instant noodles, tofu, and sushi rice, reflecting staples from Asian countries. This ensures more accurate cost calculations and fair salary adjustments for expatriates from these regions.

Beyond that, it’s a great read because of its insights into the complexity of maintaining COL data that reflects the existing assignee population and their long-term spending patterns.

Relocating Sustainably: Insights on the Carbon Footprint of Household Goods Shipments

Sharon Michnay — Wed, 05 Jun 2024 15:52:36 GMT

A post from our ESG Committee

As the relocation industry embraces sustainability, one of the most carbon-intensive processes in relocation apart from flights is the shipment of household goods. Holly Naylor from the ATMA ESG Committee recently spoke with Michael Johnsen, Vice-President of Asia Region at Arpin International Group, to gain insights on current trends, the carbon footprint of shipments and how the industry is evolving to address it.

The Carbon Cost of Shipping

Maritime transport is the most carbon-effective method for moving goods, releasing a small proportion of CO2 emissions per tonne-kilometre compared to other modes of transport such as trucks, trains, or planes. Global total shipments of all types are responsible for 2.1% of the world's CO2 emissions, according to the World Shipping Council.

Household goods shipments are the second most carbon-intensive component of relocations after flights with air shipments being more carbon-intensive than sea shipments. A report suggests that an average international move can produce up to 2 metric tons of CO2. Reducing shipment volume by just 15% could eliminate 150-300kg of carbon per move.

Steamships in particular are "extremely inefficient still," Johnsen says, given their reliance on fossil fuels. However, he expects airlines to make quicker sustainable progress given the pressure from consumers and higher associated costs. Johnsen notes it is also challenging to measure precise emissions as a half-full container still makes the same journey as a full one. However, reduced volume means less weight and packing materials, which likely lowers the overall footprint to some degree.

Less Container Load (LCL) – A More Sustainable Option?

LCL is a cost-effective and more sustainable shipping method that allows multiple shipments from different individuals or companies to be consolidated into a single container. This approach ensures that the container space is fully utilized, even if a single Assignee’s household goods shipments do not fill an entire container.

The process of LCL involves the following steps:

Collection of goods from various assignees
Consolidation of shipments at a warehouse or container freight station (CFS)
Loading the consolidated shipments into a single container
Transportation of the container to the destination port
Deconsolidation of the shipments at the destination CFS
Final delivery of individual shipments to their respective owners

By consolidating shipments, LCL offers several benefits:

Cost savings: Assignees only pay for the space their shipments occupy within the container, rather than bearing the cost of an entire container.
Reduced carbon footprint: Consolidating shipments helps minimize the number of partially filled containers transported, thereby reducing the overall carbon footprint of the shipping process.
Flexibility: LCL allows assignees with smaller shipments to transport their goods without having to wait for a full container load.

One potential drawback is that LCL shipments may take longer to reach their destination compared to full container load (FCL) shipments. This is because the consolidation and deconsolidation processes require additional time and handling and are a key consideration when considering an Assignee’s timeline in conjunction with the move into a new apartment upon arrival in their new country.

Driving Sustainability Through the Supply Chain

Multinational corporations are increasingly demanding that their suppliers, including relocation and shipping providers, invest in sustainability programs and carbon accounting. RMCs in turn require movers to step up their environmental initiatives to remain part of the supply chain. Arpin for example has invested in World Favor, a carbon emissions accounting program. As a company, Arpin also has a long history of environmental stewardship thanks to its President Peter Arpin’s personal passion for sustainability, which translates with the corporate focus on such programs today.

Reduce, Reuse, Relocate?

One proposed solution is reducing the volume relocated. Another is relying more on rental furniture. However, buying new furniture upon arrival in a new location may not be truly sustainable, as cheap furniture wears out and ends up in landfills after a few moves.

Shipping high-quality personal furniture may potentially generate less waste in the long run. One report on the carbon footprint of new furniture suggests that a regular item of furniture generates approximately 47 kilograms of CO2 equivalents (CO2e) or more during the manufacturing process.

Driving factors like cost are organically reducing shipment volumes already. Younger assignees tend to move less, have fewer belongings and lump sums are gaining popularity. However, families will never fully give up shipping household goods as their needs grow as they grow. Tighter corporate relocation policies will likely remain the main lever to shrink shipments.

The Quest for Greener Packing Materials

Using greener packing materials is another key initiative. Across the industry, moving companies are shifting from plastics to more recyclable paper-based materials. However, these are costly and less effective at preventing damage - a key concern for assignees and corporates. Striking the right balance remains a challenge notes Johnsen.

Harnessing Clean Energy and Human Power

Some progress is being made in the US with renewable energy, such as using solar to power truck cabs and reduce idle fuel consumption. There are also several shipping industry initiatives for greener shipping fuels on the horizon. However, many core aspects of moving still require significant human labour that can't easily be replaced by technology or clean energy. Packing and loading will likely always need human hands.

The Path Forward

The relocation industry has a long sustainability journey ahead, but progress is being made. Accreditation bodies like FIDI require environmental progress from movers. Resources from industry groups like FIDI and regional organizations like ATMA are raising awareness. FIDI has also recently created a carbon footprint calculator for the industry in collaboration withWorld Favor and sustainability is one of the key themes for the 2024 FIDI conference.

"As an industry globally, we are working towards making progress in emissions and environmental sustainability," Johnsen affirms. By shining a light on the often overlooked social and governance aspects, FIDI is helping drive the industry towards a more comprehensively sustainable future.

FIDI and other industry groups are also broadening the focus to encompass the social and governance aspects of ESG, not just environmental sustainability. "I always talk about the S and the G as well. I think that's really neglected often," Johnsen points out. By holding its members to high standards on social and governance matters, FIDI is ensuring the industry moves forward in a thoughtful, responsible and ethical manner.

While household goods shipping may never be emissions-free, a multi-pronged approach of reducing volume, using greener materials, tapping clean energy and working closely with all stakeholders can shrink its carbon footprint. This balanced approach acknowledges that true sustainability requires addressing all three pillars of ESG.

ATMA - First India Event Success

Sharon Michnay — Sun, 26 May 2024 23:30:00 GMT

On 6th May in Bangalore, ATMA conducted its first in-person networking event in India.

Despite the inclement weather, we at ATMA were humbled to receive 41 guests for the evening. The guests included a healthy mix of in-house corporate mobility professionals and service partners.

Attending ATMA Board of Director members, comprising Avrom Goldberg, Joanne Yee, and Dharmesh Kothari, introduced the mission and vision of ATMA to the attendees. The level of curiosity shown by the attendees towards the objectives and vision of ATMA has been very encouraging. The participants also shared their interests in how they could contribute to the vision of ATMA.

Joanne Yee shared the details about the Mentorship Asia Program (“MAP”) and how it is a differentiator for ATMA. MAP has attracted a lot of interest, and we look forward to expanding the program to India-based Global Mobility Professionals. The participants have expressed their excitement about ATMA and how they can best contribute to expanding the reach of ATMA.

ATMA looks forward to increased participation from global mobility professionals to achieve its goals in the Asia Pacific region.

Our deepest thanks to the sponsorship and coordination provided by IKAN Talent Mobility and to the sponsorship by USI Law.

Validating the Imperative of Talent Mobility: Insights from the EY Mobility Reimagined Survey

Sharon Michnay — Mon, 13 May 2024 13:11:01 GMT

In today's dynamic business landscape, the need for talent mobility has never been more pronounced. As organizations strive to thrive in an era of rapid change and disruption, attracting, retaining, and deploying talent effectively across geographies and functions is crucial for sustained success.

The EY Mobility Reimagined Survey provides insights that are directly applicable to your organization's talent mobility strategies. Let's explore the key findings that validate the importance of talent mobility in today's evolving workplace:

79% of organizations view talent mobility as a strategic priority for achieving their business objectives.
74% of organizations acknowledge that mobility programs contribute to building diverse and inclusive teams
63% of organizations report that mobility programs have a positive impact on employee retention
72% of organizations use mobility programs to address talent shortages

Strategic Talent Allocation: The survey illuminates one of the central themes: the strategic importance of talent allocation. In an era where skills gaps are widening and competition for top talent is fierce, organizations must have the agility to deploy talent where it's needed most. The survey reveals that 79% of organizations view talent mobility as a strategic priority for achieving their business objectives. This underscores the critical role of mobility in optimizing resource allocation and driving organizational agility.

Accelerate Innovation and Growth: Talent mobility is a powerful tool that not only fills skill gaps but also accelerates innovation and growth within your organization. The survey reveals that 68% of organizations believe that mobility programs enhance innovation by facilitating the exchange of ideas and best practices across diverse teams and geographies. By enabling employees to gain exposure to new markets, cultures, and perspectives, mobility fosters a culture of continuous learning and creativity, fueling organizational innovation and competitiveness.

Building High-Performing Teams: Effective talent mobility is instrumental in assembling high-performing teams that can deliver superior results. According to the survey, 74% of organizations acknowledge that mobility programs contribute to building diverse and inclusive teams, which are proven to outperform homogeneous ones. By fostering collaboration and cross-cultural understanding, mobility cultivates a workforce that thrives on diversity and harnesses the collective strengths of its members.

Driving Employee Engagement and Retention: In today's talent-centric landscape, employee engagement and retention are top priorities for organizations seeking to maintain a competitive edge. The survey underscores the correlation between talent mobility and employee satisfaction, with 63% of organizations reporting that mobility programs have a positive impact on employee retention. By offering opportunities for career development, skill enhancement, and personal growth, mobility programs demonstrate a commitment to investing in employees' long-term success, fostering loyalty and commitment.

Mitigating Talent Shortages: As organizations grapple with talent shortages in critical skill areas, talent mobility emerges as a strategic solution for bridging the gap. The survey reveals that 72% of organizations use mobility programs to address talent shortages, deploying employees to locations or roles where their skills are most needed. By leveraging internal talent pools and promoting a culture of internal mobility, organizations can mitigate talent shortages, reduce recruitment costs, and retain institutional knowledge.

The EY Mobility Reimagined Survey results strongly align with ATMA’s belief that talent mobility is a crucial driver of organizational performance and competitiveness. We strongly recommend that organizations review the full report, particularly the five actions to drive an evolved mobility function, and consider engaging with ATMA for specialized services.

Organizations that responded to a survey were assessed based on their mobility functions and were ranked as effective, emerging, or evolved. According to the survey, 30% of respondents from Asia were at the "evolved" level, similar to the Americas and higher than EMEA's 20%. These results further emphasize the importance of engaging with ATMA – a not-for-profit organization that aims to enhance talent mobility innovation and development in Asia. HR and Talent Mobility leaders require specialized services and programs to navigate their organizations through these rapidly changing times.

Driving Sustainability in Global Mobility: Insights from the Atma ESG Event at Schneider Electric

Sean Collins — Thu, 02 May 2024 07:54:50 GMT

On April 29th, the Atma ESG event was held at Schneider Electric's flagship facility, bringing together experts from Schneider Electric, EY and Graebel to discuss the growing importance of sustainability in global mobility programs. The event provided valuable insights into the challenges and opportunities organizations face when integrating ESG strategies into their mobility practices.

The event comprised 3 discussions led by Stephen Park, Sanjala Hari and Alister Stewart of Schneider Electric, while Tammy Allman and Monique Dawson from EY shared their expertise on sustainability tax and the findings from the recent EY mobility survey. Calvin Chin represented Graebel and provided an insightful update on Graebel’s sustainability journey.

Top 10 Takeaways

1. Sustainability is becoming a core focus for organizations, with ambitious targets and supplier engagement.
2. Global mobility plays a key role in driving sustainability initiatives, managing carbon footprint, and promoting sustainable relocation practices, especially those in carbon-intensive areas such as household goods shipments and business travel.
3. Transparency and data collection are essential for identifying vulnerabilities, improving processes and collaborating with suppliers across the organization’s value chain.
4. Integrating ESG strategies into global mobility programs requires a holistic approach, addressing regulatory developments, DEI, environmental, social, and employee value.
5. Collaboration and knowledge sharing across the mobility industry are needed for driving positive change and shaping the future of sustainable mobility practices.
6. Schneider Electric aims to engage 50% of its suppliers to reduce emissions by 2025 and become carbon neutral by 2040 across the entire supply chain.
7. While many organizations have an ESG strategy, only around a third have actively engaged global mobility in focusing on ESG within their programs, according to EY.
8. Adopting a carrot-and-stick approach to obtain data from suppliers can help. incentivize them to provide necessary information while setting clear expectations and consequences for non-compliance.
9. Graebel's ESG journey serves as a role model, incorporating both long and short-term goals such as commitment to the Climate Pledge and aiming for net-zero emissions.
10. Events like the ATMA ESG event provide a platform for discussing best practices and challenges whilst enabling collaboration and knowledge sharing to drive positive change in the industry.

Best Practice Sharing from Schneider Electric

Sanjala Hari, representing Schneider Electric's sustainability business, emphasized that sustainability is part of the company's DNA. She highlighted Schneider's commitment to engaging 50% of its suppliers to reduce their emissions by 2025 and to become carbon neutral by 2040 across the entire supply chain. Hari also mentioned that Schneider Electric has set targets to reduce waste and water intensity, with a primary focus on carbon and energy due to the nature of its business.

Schneider Electric's sustainability efforts are not limited to its internal operations. The company also supports its vendors and clients in achieving their sustainability goals. Hari introduced Schneider's three-pillar approach to sustainability: strategize, digitize, and decarbonize. Schneider’s approach is to also measure emissions, set targets and create roadmaps, whilst providing digital solutions for data management and decarbonization.

The Schneider Electric team shared their own experiences in implementing sustainability practices within their organization. Stephen Park discussed the company's global hub strategy, which aims to reduce the carbon footprint of employee relocation by strategically placing talent in key locations. Alister Stewart highlighted the importance of embedding sustainability into the company's culture and decision-making processes, from hiring practices to supplier selection.

EY on Sustainability Tax

Tammy Allman highlighted the increasing need for transparency across the entire value chain, particularly in areas such as DEI. She emphasized the importance of accessing data across the supply chain to identify vulnerabilities and address them proactively. While this may lead to increased costs, Allman stressed that individual country landscapes differ, and organizations must navigate these complexities to achieve their sustainability goals. She posed a critical question to the audience: "Does your organization have the right capabilities and responsibilities to deliver your sustainability goals?"

Monique Dawson referenced the EY mobility survey, which revealed that while 77% of organizations report having an ESG strategy, only 35% have actively engaged global mobility in focusing on ESG within their programs. The survey also identified the top ways in which mobility is helping to drive sustainability, including managing carbon footprint, contributing to organizational sustainability targets, and promoting sustainable transport.

Dawson discussed the key trends shaping the future of sustainable mobility, such as regulatory developments, diversity and inclusion, environmental impact, social license to operate, and employee value proposition. She emphasized the importance of encouraging partnerships, measuring the carbon footprint of each location, and quantifying scope 3 emissions to drive progress in sustainability.

Graebel’s Sustainability Update

The event also featured a presentation by Calvin Chin from Graebel who shared details on Graebel's ESG journey, emphasizing their long-term commitment to the Climate Pledge and their efforts to reduce carbon intensity. Graebel aims to achieve net-zero emissions for scopes 1,2, and 3 by 2040. Chin also discussed Graebel's initiatives, such as the Graebel Sustainability Partner Program, which engages suppliers in adopting best practices for sustainability.

Against a backdrop of changing regulations and different stages of companies on their respective ESG journeys, the ATMA ESG event provided a platform for mobility industry leaders and team members to share ESG best practices, discuss challenges and explore solutions to drive sustainability in global mobility programs. As organizations increasingly recognize the importance of ESG factors in their operations, events like these are key in enabling collaboration, knowledge sharing and driving positive change in the industry.

Top 10 Takeaways from the ESG Webinar

Sharon Michnay — Tue, 26 Mar 2024 20:59:45 GMT

Sustainability and mobility are intertwined aspects of modern business operations that demand attention and action. In a recent discussion, experts delved into various facets of sustainability, including definitions, frameworks, and practical strategies. Here are the top 10 takeaways:

1. Understanding Sustainability:

Sustainability, as defined by the Bruntland Report, is about meeting present needs without compromising future generations' ability to meet their own needs. However, the term has become overused and diluted over time, potentially undermining efforts to address core sustainability challenges.

2. Environmental, Social, and Governance (ESG) Frameworks:

ESG frameworks provide standards for socially conscious investors and businesses, focusing on environmental, social, and governance pillars. These standards aim to assess organizational practices beyond mere profit considerations holistically.

3. Sustainable Development Goals (SDGs):

The SDGs, established by the United Nations, offer a comprehensive framework for addressing global challenges by 2030. They cover 17 goals with 247 separate indicators, emphasizing the importance of people across various sustainability dimensions.

4. Overcoming Terminology Challenges:

Navigating sustainability terminology, including ESG, CSR (Corporate Social Responsibility), and SDGs, can be daunting. However, recognizing the overlap between these concepts and anchoring actions to the core principle of sustainability can provide clarity.

5. Urgency of Climate Action:

The escalating impacts of climate change, evidenced by record temperatures and extreme weather events, underscore the urgent need for robust climate action across industries. Businesses must prioritize climate resilience and mitigation strategies.

6. Environmental Risks for Businesses:

Senior business leaders recognize environmental risks, including extreme weather events and pollution, as significant concerns over the next decade. These risks necessitate proactive measures to mitigate environmental impacts and ensure long-term sustainability.

7. Regulatory Landscape:

Environmental and ESG regulations, often called the "alphabet soup," pose challenges for businesses due to their complexity and jurisdictional variations. However, emerging standards, such as those under the International Financial Reporting Standards (IFRS), provide more straightforward guidance for environmental disclosures and reporting.

8. Scope of Emissions:

Businesses are increasingly considering emissions across all three scopes—direct (Scope 1), indirect (Scope 2), and other indirect emissions (Scope 3). Addressing emissions comprehensively requires focusing on major contributors, such as transportation and supply chains.

9. Carbon Reduction Strategies:

Decarbonization efforts, particularly in international mobility, offer significant opportunities for reducing carbon footprints. Employing greener alternatives, optimizing relocation processes, and leveraging digital solutions can substantially reduce emissions.

10. Integration with Business Strategy:

Aligning mobility strategies with broader business goals, such as sustainability and diversity, fosters a holistic approach to talent management. By embedding sustainability considerations into decision-making processes and policies, organizations can drive positive environmental and social impact while achieving business objectives.

ATMA Members can find the webinar recording in the Members Resources section.

On February 15, ATMA held its first ATMA Meet Up

Sharon Michnay — Wed, 21 Feb 2024 23:42:07 GMT

The meet up took place in Singapore and was attended by a group of 18 talent mobility professionals. A mixture of networking and education, the conversations focused around ESG.

Some of the topics discussed:

Learnings from Silverdoor about their carbon tracking of properties for clients, a big step in ensuring reporting requirements are met by corporations.
Interest from other attendees to learn more about sustainability and how we can apply sustainable goals within the industry.
Sean shared upcoming plans from the ESG committee and how members can get involved

Future dates for Singapore meet-ups include March 14^th (evening), April 11 (breakfast) and Monday May 13^th (evening).

Look for more information soon on the Singapore events as well as more events in China and India.

APAC's Sustainability Path: Integrating Culture with Modern ESG Initiatives in Serviced Apartments

Sharon Michnay — Tue, 20 Feb 2024 17:04:25 GMT

A post from our ESG Committee.

Across bustling Asian cities, heritage practices hold strong even amidst modern city lifestyles. Could this juxtaposition between local traditions and contemporary living be the key to sustainability for APAC’s serviced apartments?

Sustainability has become imperative for the serviced apartment sector. As a point of reference, the Sustainable Hospitality Alliance outlines that for the industry to align with the Paris Agreement's emissions targets, carbon emissions per hotel room need a 66% reduction by 2030 and a 90% reduction by 2050[1]. This indicates the importance of preventing the sector's projected growth from directly increasing overall carbon emissions. However, there are many more complexities to consider.

As Ms Beh Siew Kim, Chief Financial & Sustainability Officer, Lodging, CapitaLand Investment and Managing Director, Japan and Korea, The Ascott Limited (Ascott) points out; “Profitability and sustainability are often deemed as competing priorities, but in fact, they are complementary priorities which go hand-in-hand. A key challenge therefore lies in shifting people’s mindsets, from regarding sustainability as a cost, to viewing it as a window of opportunity to drive climate action.” This shift becomes increasingly pertinent considering the evolving ESG landscape and cultural nuances of the APAC serviced apartment sector.

APAC’s Diverse Serviced Apartment Industry

APAC’s serviced apartment industry increasingly faces rising consciousness amongst guests, corporate sustainability supplier requirements and climate change impacts on its operations. However, sustainability strategies cannot take a one-size-fits-all approach. The APAC region faces nuanced sustainability challenges driven by its vast geographical spread, infrastructure gaps, local climate and increasing operating costs.

For instance, in Singapore, sustainability initiatives differ widely between larger established players surrounded by greenery and newer boutique properties in the downtown area. In addition, co-living spaces have emerged as competitive alternatives to serviced apartments for assignees on lower budgets[6]. Zooming out across Asia Pacific, market structures and challenges vary dramatically. In Phnom Penh, a handful of global brands co-exist with local landlords operating informal furnished rentals, leading to fragmentation. Myanmar faces civil unrest, while Jakarta struggles with severe traffic congestion. Hong Kong contends with frequent typhoons amid a changing climate. Every location has diverse environmental, social, linguistic and cultural nuances.

Ascott is one of the serviced apartment providers that recognizes the importance of keeping local cultural values in mind. With an extensive network of in-market teams led by Regional and Country General Managers, they have the capability to localize in-market activations, particularly in geographies where universal policies do not apply. Sharing best practices across regions is one technique that has delivered success within their APAC teams.

Market Differentiation Through ESG and Cultural Context

Blending traditional values and practices with modern ESG initiatives adds local relevance and meaningfulness to sustainability efforts across APAC. Integrating cultural contexts brings depth to realizing positive regional impact. Incorporating traditional values into ESG programs also makes them more relatable and effective. Realizing this requires proactive, continuous stakeholder engagement on all fronts to reshape mindsets.

For instance, the prevalent Asian principle of 'harmony with nature' aligns with sustainability goals, as does Japan’s 'mottainai' concept of regretting waste. Serviced apartments able to bridge localized variances through tailored initiatives aligned with cultural values stand to lead APAC’s sustainability progress. The path includes supporting not just environmental aims but also workers and communities. For example, Ascott’s commitments to education programs in Indonesia and a partnership with the WWF in Batangas, The Philippines, reflect these nuanced initiatives.

Enhancing Guest Experience through ESG

Prioritizing sustainability through the lens of cultural practices does not just benefit the environment - it can also enhance the guest experience. This was shown by Singapore's Treetops serviced apartments, where green initiatives significantly improved indoor air quality[2]. Serviced apartments in APAC that have embraced ESG initiatives often report higher guest satisfaction, owing to a growing preference for sustainable and responsible travel options. Features like energy-efficient lighting, water-saving fixtures, and locally sourced food reduce environmental impact and offer guests a unique, authentic experience. This duality of environmental responsibility and enriched guest experience can drive business growth and reduce costs.

As a Global Sustainable Tourism Council (GSTC) member, Ascott aligns its practices with benchmark sustainability goals. As Beh Siew Kim noted, “Responsible business among consumers has further translated into determining criteria when it comes to selecting partners. On the corporate front, we have seen a rising importance placed on selecting corporate partners who can demonstrate clear ESG practices.”

Evolving Regulation and Governance

Changes in the governance space may also accelerate ESG practices in the APAC region. There are clear indications that fragmentation in sustainability reporting will give way to consolidated standards for transparency and performance tracking. Guided by major bodies including the International Financial Reporting Standards (IFRS), the Global Reporting Initiative (GRI), and the International Sustainability Standards Board (ISSB), companies can expect aligned directives for communicating their eco-conscious policies, targets, and impacts to stakeholders. As leaders navigate this transition in sustainability measurement and disclosure, players understanding both universal guidelines and location-specific requirements will be able to transform reporting into a mechanism for strategic advantage.

Looking Forward: The Future of Sustainability in APAC’s Serviced Apartments

APAC’s serviced apartments are evolving towards prioritizing sustainability, influenced by economic trends, market demands, and technology integration. Future strategies may include smart technologies for efficient resource management, carbon offsetting initiatives, energy management and waste reduction. Other potential approaches are increased guest participation in sustainability and enhanced partnering with local artisans, suppliers, and waste reduction initiatives. As newer properties come online, new methods for offsetting or reducing embodied carbon and other initiatives are expected[5].

Conclusion

In Asia Pacific's diverse serviced apartment sector, sustainability necessitates balancing global consistency with regional relevance. While universal environmental and social priorities apply, embedding sustainability requires including location-specific cultural and traditional practices. The path ahead is for players to keep sustainability central to offerings through smart technology, carbon accounting, guest engagement and local partnerships. With consumers becoming more conscious of their choices, they are more likely to support businesses that align with their values.

With the regulatory landscape driving transparency through increasingly unified reporting frameworks, the need for robust data, transparency and clarity will only increase. Although the road to decarbonization is long and complex, cross-sector collaboration blends tradition with new solutions. Cultural insight might be the missing link for ESG and enhanced guest experiences that pave the way to scalable climate action and nurturing APAC’s local communities.

This article originally appeared in the Global Serviced Apartment Industry Report APAC Q4 2023, available at https://www.ariosi.com/gsair

Nurturing Sustainable HR Practices: Prioritizing People and Purpose

Sharon Michnay — Wed, 31 Jan 2024 20:12:03 GMT

A post from our ESG Committee.

A seismic shift has occurred in the way companies view sustainability. In a 2022 WeWork study of 850 companies worldwide, 80% said they plan to increase their investments in sustainability. In large corporations, sustainability is no longer just about reducing carbon footprint or implementing environmentally friendly practices; sustainability is now being integrated into every aspect of business operations, including human resource management.

What is Sustainable HR Practice?

According to Robin Kramar, writing in the Asia Pacific Journal of Human Resources, Sustainable Human Resource Management (SHRM) has been developing for over 15 years, expanding on strategic HRM. It includes wide organizational objectives across various domains and is not restricted to only business aims. Most critically, SHRM connects HR and Talent Management with sustainability. This viewpoint acknowledges the significance of incorporating sustainability into organizations and strives to accomplish positive economic, social, human and environmental results in the long and short term.

A Shift in HR Practices

A 2023 study by Deloitte revealed that corporate sustainability efforts have evolved beyond public relations or brand defence. Companies now prioritize driving meaningful outcomes through a human-centred approach. This involves purpose-driven incentives across the organization, developing technical and soft skills, improving the employee experience, and designing for human sustainability. Sustainability is becoming ingrained in the cultural fabric of many enterprises.

Within this landscape, sustainable human resource management practices are vital to how companies treat employees fairly, ethically, and caringly. This covers critical areas like well-being, development, retention, and more. Leading organizations also extend their integrated HR and sustainability initiatives across their broader ecosystem - including partners, suppliers, clients, and local communities. The human element is essential for implementing corporate sustainability in a meaningful way.

Drivers for Sustainable HR Practices

Recent shifts in the global employment landscape have forced organizations to reevaluate how they approach human resources. Work-related stress continues to be high with The Business Times highlighting that 52% of Singaporeans feel “stress” from their work. According to SHRM, trends such as mental health concerns, employee burnout, disengagement, and the Great Resignation show the need for sustainable HR practices. According to Tech Target and The U.S. Bureau of Labor Statistics, between April 2021 and April 2022, 71.6 million people separated from their jobs, or an average of 3.98 million people quit each month in the US.

According to Deloitte’s 2021 survey, 44% of millennials and 49% of Gen Z rely on their ethics in determining the type of work and companies they would join. From Baby Boomers to Gen Z, today's workforce increasingly seeks meaningful work, collaboration, flexibility, diversity, equity, inclusion, and an open relationship with their managers. This also means that managers themselves must evolve into mentors and coaches. In addition, challenges such as ongoing talent wars and the rise of AI, are reshaping the skillsets needed in the workforce.

An article by McKinsey emphasizes the transformative role of HR in driving sustainable change in the workplace, especially in the wake of the COVID-19 pandemic. McKinsey highlights that traditional hierarchical and bureaucratic management systems are becoming obsolete. Newer practices involve a culture of being dynamic, flexible and responsive model of HR practices. Central to this transformation is the focus on three key areas: identity, agility, and scalability.

HR professionals are therefore central in shaping and delivering their organisations' ESG strategy. This can include developing practical environmental policies for employees, leading diversity and inclusion initiatives, and ensuring governance mechanisms are in place to drive accountability and transparency. HR's involvement is important for aligning the business with its purpose and values, leading to better investor and employee relations and reduced risk.

Increasing External Pressure on HR Practices

Broader factors beyond internal organizational dynamics increasingly influence the shifting HR landscape. Many multinational corporations (MNCs) are actively reshaping their corporate values to include ESG practices, a change partly driven by investor influence.

A significant example of this trend comes from Gartner's 2021 data, revealing that 85% of investors consider ESG factors in their capital allocation decisions. This data highlights MNCs' substantial pressure to satisfy investor demands and maintain an image aligned with sustainable practices.

These external pressures, coupled with internal trends like generational shifts in the workforce and a growing focus on mental health, are compelling companies to reassess and evolve their HR strategies. This evolution in HR is not solely a reaction to external demands but also part of a strategic response to changing global business, societal and more significantly, investor pressure.

Benefits of Sustainable HR Practices

Implementing sustainable or green HR practices involves both short-term and long-term considerations. The cost of doing nothing is high, as is the cost of burnout, a damaged reputation, lower productivity, accidents and sickness. By avoiding knowledge loss through high retention rates and nurturing a talent pool, businesses can reduce costs and enhance customer satisfaction, loyalty, engagement, and innovation. According to a study by McKinsey, sustainable HR practices can lower capital costs due to reduced turnover and mitigate environmental risks. The benefits of sustainable HR practices are multiple:

Adapted from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7470767/

Implementing Changes for Sustainable HR

Implementing a sustainable HR strategy is more than a strategic shift. Sustainable HR practices are a series of steps towards aligning the organization with the evolving demands of the modern workforce and a broader societal push towards environmental and social responsibility. To navigate this transition successfully, a clear plan and defined steps can help meet these goals. Each planned stage should be measurable where possible and focused on specific outcomes.

To begin implementing changes for sustainable HR, it is important to first understand the company’s values and what is important as a company relating to the sustainability topic. Organizations may start by identifying key areas needing focus, such as mental health, recruitment practices, or rewards systems.

Secondly, employee involvement and a phased plan with small initial steps are important to consider. Leading people compassionately through changes, considering risks and costs of non-implementation, focusing on the entire employee life cycle, and meeting evolving generational expectations are also significant.

Additional areas to address include enhancing employee engagement, communication, recognition, and celebrating progress. Organizations can lay the foundation for impactful and lasting adoption of sustainable HR practices by taking a phased approach with early wins.

Sustainable HR in Practice

An increasing number of companies are embracing the role of sustainable human resource (HR) practices in fostering an inclusive, productive, and environmentally conscious workplace. This trend is exemplified by the innovative approaches of several leading firms across various industries. Here are just some of companies exemplifying sustainable HR in practice:

● BASF, a European multinational chemical company, has used tools like smartPlan to simulate realistic diversity scenarios, helping to increase the diversity share within the company and providing global sociocultural benchmarks for diversity. This approach integrates sustainability with diversity and inclusion initiatives.

● Novo Nordisk, a European Pharmaceutical company have recognized the prevalence of mental health issues post-pandemic place a strong emphasis on sustainability and employee well-being. The company has developed a strong emphasis on initiatives to support employee health, for example physical fitness, mental health, and work-life balance. This has led to improved employee satisfaction, increased productivity, and reduced healthcare costs for the company.

● Patagonia, a purpose-driven apparel company is renowned for its ethical treatment of workers and sustainable HR practices. Patagonia's commitment to employee well-being and sustainability has resulted in high employee retention rates and a positive brand reputation. The company has a very low staff turnover rate of only 4%.

● Interface, a modular flooring company is known for its commitment to environmentally sustainable practices. It implements sustainable HR in the form of increased employee education among other practices. This has led to improved job satisfaction and retention and a corporate culture of innovation and continuous improvement.

Tools and Resources

Using the right tools and resources can help transition the move towards more sustainable HR. There are many tools and models available.

● The Kubler-Ross Change Curve provides a guide for understanding and managing the emotional aspects of organizational change.

● EcoVadis provides comprehensive, actionable steps that translate into impactful organizational change. It can also be useful for assessing and improving sustainability performance, for example in areas such as supply chain management. Equipped with the right tools for their needs, organizations can be more prepared to approach sustainable human resource management.

● Gathering internal HR data: This approach will help understand the narrative of change within the business and during the execution of employee communication strategies. Key HR metrics serve as important examples. Attrition and sickness rates, reasons for job offer rejections or acceptances, and insights from employee surveys and feedback all contribute to a more detailed understanding of the organization. Such data will offer a more defined understanding of the areas in sustainable HR that necessitate concentrated attention and prioritization. This also aids the alignment and approach of HR strategies.

● Communicate: Start small and share quick wins. Ongoing communication with employees and the business is a major key to success.

● Sustainability reporting understanding: Tools like the GRI (Global Reporting Initiative) framework help develop companies' comprehensive sustainability reports and create a deeper understanding of sustainability and its impact on business. These reports are also key to transparently communicating your organization's sustainability performance to stakeholders.

● Learning and development: Incorporate e-learning platforms such as LinkedIn Learning or Coursera, offering courses on sustainability and ethical business practices. This helps in upskilling teams to be more aligned with sustainable practices.

Conclusion

HR can potentially lead the way for change in companies and society by incorporating green practices into areas such as hiring, employee involvement, operations, and the employee lifecycle. Sustainable HR improves morale, health, accountability, and retention. It meets the needs of new talent seeking balance and a sense of purpose. Moving to sustainable HR needs support from multiple stakeholders, resources, and overall buy-in. Although there may be some challenges along the way, sustainable HR creates value for all employees. Companies can potentially enhance their effectiveness by integrating HR and sustainability at their core, focusing on continuous improvement through small, measurable steps. Ultimately, sustainable HR practices nurture any company's true assets: its people.

Further Reading and References

Asia Pacific Journal of Human Resources. (2022). Sustainable Human Resources Management: 6 Defining Characteristics. Asia Pacific Journal of Human Resources. https://doi.org/10.1111/1744-7941.12321

CIPD - The Professional Body for HR and People Development (n.d.). "Environmental sustainability - Dassault Systèmes." Available at: https://www.cipd.org/en/knowledge/case-studies/environmental-sustainability-dassault-systemes/

McKinsey & Company (2021). "The New Possible: How HR Can Help Build the Organization of the Future." Available at: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-new-possible-how-hr-can-help-build-the-organization-of-the-future

McKinsey & Company (2023). "The State of Organizations 2023." Available at: https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/the%20state%20of%20organizations%202023/the-state-of-organizations-2023.pdf

PubMed Central (2020). "The impact of COVID-19 on the mental health of healthcare professionals." Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7470767/

ScienceDirect (2018). "Risk management for electric power systems: A focus on power transmission and distribution." Available at: https://www.sciencedirect.com/science/article/abs/pii/S0921344918303719

The Role of Communication for Sustainable Moves for RMCs and DSPs

Sharon Michnay — Mon, 18 Dec 2023 01:00:00 GMT

A post from our ESG committee working to support sustainable talent mobility.

Relocating to a new home in a new country is no small feat, and when sustainability is a priority, the task becomes even more complex. Interest in corporate sustainability is rising as companies aim to reduce carbon footprints across operations. A recent Mercer Worldwide Survey of International Assignment Policies and Practices revealed that 45% of companies surveyed expect to see an increase in long-term assignments again. According to McKinsey, ESG scrutiny will only increase as companies seek to reduce their carbon footprint across their supply chains. For corporations evaluating relocation management partners, sustainability is an increasingly important selection criterion to meet growing demands from customers, employees and investors. RMCs and DSPs must identify and communicate their ESG initiatives to compete for new business as the industry evolves.

From packing materials to transportation choices, a move involves countless decisions that can either limit or increase environmental impact. Even the most conscious companies may miss major opportunities for greener moves when the pressure is on. However, one tool is often overlooked – the streamlining of communication and coordination between all stakeholders involved. The Global Reporting Initiative (GRI) underscores the benefits of communicating with stakeholders as clear communication of sustainability practices boosts reputation and builds stakeholder trust. But how can we foster communication for better sustainability within the relocation industry?

Exchanging information sounds straightforward, but things easily fall through the cracks without established processes in place and with multiple vendors involved. The first and crucial communication is with the client to understand their needs and ensure that the sustainability initiatives that the RMC/suppliers are driving align with their overall company benefits. In this part of the process, assignees would ideally engage their relocation manager/single point of contact (SPOC), to ensure the safest, most sustainable, and cost-efficient relocation process for all parties involved.

Later in the relocation process, communication becomes critical again. For example, waste soars when trucks make repeated trips due to poor scheduling. Carbon emissions spike when service activations are misaligned. Plastic and paper household goods wrapping can easily be wasted and go to landfill. Essential details can easily get lost due to the number of parties involved.

Recognizing these pitfalls, the importance of a streamlined communication process between industry players becomes evident. Building on the importance of transparent communication as emphasized by the GRI, the relocation sector faces specific challenges due to the number of vendors, time zones and logistics involved. To execute moves more sustainably, many DSPs, RMCs and their other suppliers are already adopting more sustainable practices. TRC highlights some key initiatives, including the use of hybrid vehicles or EVs to transport household goods, the use of energy-efficient warehouses for storage and virtual property tours, for example.

By implementing changes across transportation, housing, technology, and materials reuse, the relocation industry can collectively take measures to reduce its environmental footprint. Communication and coordination underpin these efforts to ensure sustainability practices are aligned across all partners in the supply chain. But there are nuances to every move, and where can further improvements be made?

An added layer of complexity is that sustainability encompasses more than just environmental conservation - social and governance factors are also areas that relocation partners must align on and communicate shared values. By prioritizing structured communication channels and proactive coordination, relocation specialists can coordinate moves with even more efficiency. Some key strategies include:

•                  Guiding assignees and sharing sustainable relocation options where they exist, enabling assignees to make informed relocation decisions that minimize environmental impact. This may include presenting less harmful alternatives, when available, to empower assignees to reduce their carbon footprint.
•                  Considering all move aspects and centralizing contact points between assignees, landlords, utility companies, schools and other entities.
•                  Eliminate confusion on who needs what information and when.
•                  Align property check-in requirements and status to eliminate the need for multiple visits by property agents, cleaners and repairmen.
•                  Providing clear guidelines and checklists for sustainable packing, cleaning, maintenance requests, etc. Set clear expectations.
•                  Collecting feedback during and after the relocation to uncover gaps and lessons learned.
•                  Continuously improve processes and share best practices with internal teams and industry peers.
•                  Share curated information with assignees on sustainable practices before, during and after the move to their new location.
•                  Continue to identify how relocation and assignment management tools such as Relocation Online and Assignment Pro can streamline processes and reduce the carbon footprint of emails and communications.

With today's abundant technologies, there are more options than ever to connect teams across geographies and time zones. The expertise of relocation professionals is needed not just in arranging the physical aspects of the move but also in managing the communication and relationships that tie it all together. As the Mercer Worldwide Survey of International Assignment Policies and Practices showed, more than one-third of North American companies rank improving technology to manage mobility as a high priority (rated 4 on a scale from 1 to 4), compared to a quarter in Europe and 17% in APAC, so there is room for improvement. However, it must be noted that not all practices, for example, enabling self-moves, may be in line with the client's program goals. Many companies are currently looking to reduce costs whilst some sustainable practices may involve increasing costs, for example utilizing sustainable packaging.

Fully embracing sustainability requires both operational streamlining and transparent communication. By clearly conveying sustainable practices and ensuring each step of the move is well coordinated, RMCs and DSPs can strengthen partnerships, add value, and differentiate themselves. The role of efficient communication in executing sustainable moves at scale is now critical. It may not be an obvious sustainability tool, but communication can yield significant ESG and cost benefits.

Unlocking New Opportunities: The Positive Attributes of Regionalization of Talent Mobility

Sharon Michnay — Sun, 05 Nov 2023 15:44:22 GMT

In an increasingly interconnected world, the Asia-Pacific region is poised to benefit immensely from the regionalization of talent mobility.

The article on Development Asia, "Asia-Pacific Stands to Benefit from the Regionalization of Talent Mobility: Here's How," delves into the various aspects of this transformational trend. The article highlights the numerous advantages the movement of talent brings to individuals and businesses.

Enhanced Career Opportunities

One of the most significant advantages of regionalizing talent mobility is the abundance of career opportunities it presents. The article rightly points out that the seamless movement of skilled professionals across the Asia-Pacific region can help individuals discover new and diverse job opportunities. Relocating professionals can explore positions that may not have been available in their home countries, leading to career growth and personal development.

Economic Growth and Innovation

The article underscores the economic benefits of the regionalization of talent mobility. As skilled workers move across borders, they contribute to a more dynamic and innovative business environment. Companies can tap into a broader talent pool, bringing fresh perspectives and ideas. This, in turn, fosters economic growth and technological advancements, creating a win-win situation for both businesses and individuals.

Knowledge Transfer

The exchange of knowledge and expertise across borders is another key highlight of regional talent mobility. Professionals who move from one country to another bring a wealth of experience and skills. This knowledge transfer can help improve industry standards, services, and product quality and create a more competitive and robust regional workforce.

Cultural Exchange and Diversity

The article rightly emphasizes the role of regional talent mobility in promoting cultural exchange and diversity. As individuals from different countries work together, they bring their unique cultural perspectives and experiences to the workplace. This cross-cultural interaction enriches the work environment and promotes understanding and collaboration between nations.

Strengthening Regional Relationships

Regionalization of talent mobility is not just about individuals seeking opportunities; it also significantly strengthens diplomatic and economic relationships between countries in the Asia-Pacific region. The article highlights that talent mobility can lead to the development of stronger regional networks and partnerships, fostering greater cooperation and solidarity.

Skill Upgradation

Relocating professionals often need to adapt to new environments and work cultures. This adaptability and willingness to learn new skills can lead to personal and professional growth. As mentioned in the article, the process of adapting to different markets and industries can be an excellent opportunity for professionals to upskill and broaden their skill sets.

The Asia Talent Mobility Alliance (ATMA) was created to aid in developing talent mobility within and to Asia. The importance of a community where employers and companies that deliver services to support the relocation and quick settlement of employees in new locations can be echoed in the list of positive attributes for talent mobility listed above. The relocation industry is a profession that assists employees in being productive in their new location quickly, spending less time focused on the many challenges of moving themselves and their family from one place to another, especially when those moves are across borders.

ATMA membership is open to anyone who supports the movement of talent, including HR and talent mobility teams at corporations and the many support services such as household goods, temporary housing, destination services, and more that enable that movement. Join now.

Top 10 Takeaways | Is Mentoring For Me?

Sharon Michnay — Mon, 30 Oct 2023 13:31:58 GMT

ATMA's Mentorship Program is Launching.

Our most recent webinar explored answers to those who question, Is mentorship for me?

The Mentoring Asia Program, or MAP offers benefits for all participants whether they are mentors or mentees.

We've gathered some of the top thoughts from the webinar:

Mentoring is a powerful way for both mentors and mentees to grow and be successful. It's not just about benefiting the mentee but also the mentor.
Mentoring provides a platform for sharing experiences, ideas, and honest feedback, helping individuals in their personal and professional development.
It offers an opportunity for mentors to use skills they might not have used for years and to reflect on their past experiences for personal growth and learning.
Mentoring is seen as a valuable leadership skill, especially in the context of empathetic leadership, which is gaining importance in today's leadership landscape.
The mentor-mentee relationship is a two-way learning process, where both parties exchange ideas and knowledge, making it a mutually beneficial experience.
In regions like APAC, where opportunities for professional networking and community-building may be limited, mentoring can help create a sense of community and connect professionals.
Mentoring is essential for navigating non-traditional career paths, providing mentees with the support, advice, and vocabulary needed to progress in their careers.
It allows mentees to seek guidance and validation for their unique career interests, especially when those interests don't follow a conventional path.
Finding the right mentor can be a crucial step, even if it means reaching out to high-level senior leaders who can offer unique perspectives and support.
Practical tips for maintaining a successful mentoring relationship include taking ownership of your development, making time for mentoring, and viewing it as an investment in personal and professional growth.

You can watch the entire episode on Youtube or bilibili

If you're interested in joining the MAP program, it is free to all members. Explore more about the program in the Member's Section.

Navigating India's Changing Immigration and Global Mobility Landscape

Sharon Michnay — Tue, 10 Oct 2023 14:36:49 GMT

In today's rapidly evolving world, the global mobility landscape is undergoing significant transformations. Recent updates in Indian immigration rules and shifts in global work trends are reshaping the way businesses manage talent mobility. In this blog post, we'll provide you with a brief overview of a recent video that delves into these critical changes.

A Positive Shift in Indian Immigration Rules

Foreign Nationals of Indian Origin: India is home to a diverse expatriate community, including foreign nationals of Indian origin holding foreign passports. Until recently, many of them faced stringent requirements when it came to working in India.

Employment Visa and Dependent Visas: Traditionally, foreign nationals needed an Employment Visa to work in India, while their spouses were granted dependent visas, preventing them from seeking employment.

Interpretation Challenges at Overseas Consulates

Payroll Relocation Dilemma: However, a nuanced challenge arises as different overseas consulates interpret these rules differently. Some insist on moving the employee's payroll to India, creating a significant shift in how assignments are managed.

Lack of Specific Regulations: While some consulates advocate for this payroll relocation, no specific regulations support this interpretation. This adds complexity to the already intricate process of global mobility.

Housing and Schooling Considerations in India

Housing Supply and Rental Rates: The video discusses the fluctuating rental housing supply in various Indian cities, emphasizing the importance of securing accommodations for expats.

International School Fees: For families, international school fees in India range from 6,000 to 36,000 per year, depending on the city, school, and grade level. Flexibility in admissions helps expat families plan their children's education effectively.

Managing Business Expectations in a Changing World

Collaboration with HR: The evolving work landscape calls for increased collaboration between Global Mobility teams and HR departments. Aligning mobility solutions with remote work and hybrid models is now crucial.

Policy Revision: To adapt to changing employee preferences and business requirements, organizations are revising their mobility policies. This includes offering more flexibility in benefits and accommodating permanent moves.

The Challenge of Cross-Functional Integration

Complex Issues: The video highlights the complexity of dealing with issues like remote work and compliance. It emphasizes the need for cross-functional integration across various departments, such as HR, data protection, and tax compliance.

Taxation and Compliance Challenges

Accurate Reporting: Accurate data reporting and compliance are imperative. Recent changes in tax regulations require organizations to be meticulous in their financial records.

No Clear OECD Guidelines: While the Organization for Economic Co-operation and Development (OECD) is studying the implications of remote work, there are currently no clear guidelines on how it affects taxation. Individual country laws take precedence.

Ensuring Compliance and Transparency

Tracking Remote Work: For organizations, tracking where employees are working remotely is vital to ensure compliance with tax and labor laws.

Employee Transparency: Employees play a crucial role in this process. It's essential for them to be transparent about their remote work arrangements, helping organizations manage compliance efficiently.

The global mobility landscape is evolving rapidly, and businesses must adapt to these changes to effectively manage their international workforce. This blog post provides a sneak peek into the insightful discussions in the video, but we encourage you to watch the full video for a deeper understanding of the complex and ever-changing world of global mobility in India.

ATMA Webinars are available through the Members Resources Section. They are also available via our Youtube or bilbili sites.

View upcoming webinars and events.

Top Takeaways from ATMA Japan Country Update

Sharon Michnay — Sun, 08 Oct 2023 14:19:04 GMT

Relocating to a new country is a complex process, and when it comes to Japan, a country known for its rich culture and traditions, it's essential to stay informed about the latest trends and challenges in the global mobility landscape.

ATMA’s panel shared their thoughts on the current challenges and trends for talent mobility in Japan

Immigration screening times are getting shorter, with an average processing time of one month.
Japan is becoming more open to non-traditional immigration applications, including same-sex partners and extended family members.
Electronic Certificate of Eligibility (CoE) copies are available but may be unreliable; physical copies are recommended.
Drastic decrease in temporary housing availability for middle-class business travelers during the pandemic.
Remote work trends are driving demand for larger living spaces among local hires and younger employees.
International schools in Japan face challenges related to space and competitive admissions processes. Limited availability and high demand necessitate rigorous selection criteria.
Some schools are relocating to suburbs or consolidating facilities to accommodate more students.
Japan's ranking as an expensive destination has dropped due to a weakening yen, but prices have risen in absolute terms.
Protectionism in immigration and tax regulations is on the rise globally, posing challenges for remote workers and payroll compliance.

ATMA webinars are available via our Members Resources Section or view on our Youtube or bilibili site.

The Power of Mentorship: Statistics Prove Anyone Can Benefit

Sharon Michnay — Mon, 02 Oct 2023 22:26:04 GMT

Mentorship is a transformative relationship that has the potential to benefit anyone, regardless of age, background, or career stage. Whether you're a recent graduate, a mid-career professional, or a seasoned veteran in your field, statistics overwhelmingly demonstrate the positive impact of mentorship.

Here are just a few:

According to a Gallup poll, employees who have a mentor are three times more likely to feel engaged at work.
The Association for Talent Development (ATD) reports that 75% of executives credit their success to having a mentor.
Research by the American Society for Training and Development (ASTD) reveals that people who receive mentoring are promoted five times more often than those who don't.
A study published in the Journal of Vocational Behavior found that mentees reported significant skill improvement in areas such as communication, leadership, and problem-solving.
In the same study, 84% of mentees said they were more confident in their abilities after being mentored.
A study conducted by Sun Microsystems found that employees who received mentoring increased their productivity by 88% compared to those who did not.

The ATMA Mentoring Asia Program is launching soon. To learn more, visit the Mentorship page under Education. Members can find even more details in the Member’s Only Mentorship section. Participation in MAP is included in ATMA membership.

Curious and want to discover more? Perhaps ask some questions? Join our webinar on October 18 at 4:00 HKT for a discussion on the invaluable benefits of mentoring. Register now to attend live or to receive a recording.

Accelerating Asia's Growth and Competitiveness Through Effective Talent Mobility

Sharon Michnay — Sun, 20 Aug 2023 16:09:35 GMT

Asia is a dynamic region that is and will drive global growth for years to come. The Asian Development Bank (ADB) was developed to help enable that growth. ADB recently released a report outlining their work with the Association of Southeast Asian Nations (ASEAN), titled "The ADB's Role in ASEAN Integration: Pillars of ASEAN." One of the pivotal pillars, Pillar 3, revolves around "Growth and Competitiveness," aiming to foster regional economic growth and enhance competitiveness. To this end, the Asia Talent Mobility Alliance (ATMA) - www.asiatma.com - emerges as a key enabler in supporting successful talent mobility in the ASEAN and Asia regions, that is a key component to success for the Pillar 3 goals.

Pillar 3: Growth and Competitiveness:

The third pillar of the ADB's ASEAN integration strategy, "Growth and Competitiveness," revolves around stimulating economic growth, enhancing regional competitiveness, and promoting innovation. It recognizes the importance of facilitating cross-border trade, investment, and connectivity to drive regional economic expansion. This pillar also emphasizes the need to invest in human capital, recognizing that a skilled and adaptable workforce is essential for sustained growth and competitiveness.

The Asia Talent Mobility Alliance (ATMA):

The Asia Talent Mobility Alliance (ATMA) is a new industry association that aligns perfectly with the objectives outlined in Pillar 3. As global markets become increasingly interconnected, talent mobility plays a critical role in driving growth and enhancing the competitiveness of both individuals and businesses. Through its work, ATMA acts as a catalyst for effective talent mobility within ASEAN and across Asia.

ATMA's Role in Supporting Pillar 3:

Enhancing Regional Collaboration: ATMA brings together members of the talent mobility community to facilitate collaboration and knowledge-sharing on talent mobility practices. This collaboration is vital for creating the policies and programs that enable growth and competitiveness as businesses hire across borders to gain access to a diverse pool of skilled professionals and ideas.
Skill Development and Innovation: By promoting talent mobility, ATMA fosters the exchange of skills, knowledge, and best practices amongst HR and Talent Management professionals. Innovation is generated by shared expertise and a community dedicated to exploring and sharing creative solutions to talent mobility issues. Through empowered HR and Talent Mobility teams, companies help ensure they have in place the required programs to support a mobile workforce which promotes skill and leadership development in multi-national companies by creating assignments designed to build organizational knowledge and a well-rounded experience.
Cross-Border Recruitment and Workforce Optimization: Asian companies frequently hire talent from within and outside the Region to tap into a broader talent pool or fill local needs. ATMA members specialize in helping to find that talent and helping them arrive in a new location, ready to work. This benefits the business and enhances individuals' career prospects, aligning with the goals of Pillar 3.
Good Governance of Talent Mobility: ATMA emphasizes good governance in talent mobility practices, promoting that the relocation of employees is carried out ethically, transparently, and in compliance with regulations. ATMA members share best practices for benefits and policies promoting sustainable talent mobility practices which build on responsible growth.

ATMA's Four Pillars of Community, Advocacy, Development, and Sustainability align with ADB's Strategy 2030 to achieve a prosperous, inclusive, resilient, and sustainable Asia and the Pacific. The effective mobility of talent is fundamental to Asia's growth and competitiveness.

Value of Mobility Policies and Benefits

For relocating employees and their families, supportive benefits provide a positive experience and can help reduce failed assignments for the company. Talent Mobility Policies include:

• Reducing or Eliminating Employee Financial Loss and Compliance Risk

Including dual country income taxes, preserving social benefits and retirement schemes and immigration, as well as cost-of-living adjustment and covering the cost of the move.

• Limiting Emotional Toll and Lost-Time at Work

Including destination support for area orientation, housing, education and settling in, household goods moving and storage, temporary living, travel, and language and cultural training.

• Retaining Talent and the Enhanced Skills Developed

Including pre-planning for the end of an assignment, career planning, departure, and repatriation support.

The above list is far from exhaustive. As the support for a diverse mobile workforce advances towards customized and individual support programs, it will continue to grow well into the future.

Asia Talent Mobility Alliance is a not-for-profit organization whose vision is to enhance the innovation and development of the talent mobility industry of Asia. ATMA is a member-driven and volunteer-run organization whose work is enabled by membership fees and sponsorships.

By promoting collaboration, skill development, innovation, and responsible mobility practices, ATMA contributes significantly to achieving the goals outlined in Pillar 3. As ASEAN and Asia continue to evolve, the synergy between ADB's strategy and ATMA's initiatives is poised to create a more prosperous and competitive regional landscape.

A Rare Display of Cooperation Between Rivals: China and US Approve Double Flights

Sharon Michnay — Sun, 13 Aug 2023 18:24:30 GMT

In a rare instance of collaboration amidst diplomatic tensions, China and the United States have agreed to double the number of flights between the two nations. The move has captured the attention of various sectors, including the relocation industry, which is poised to benefit from increased connectivity.

Key Details of the Agreement

The article published in the South China Morning Post highlights several key details that underscore the significance of this aviation agreement:

Diplomatic Relations: The approval of double flights signals a willingness from both sides to engage in dialogue and foster a more cooperative atmosphere. This could lead to increased opportunities for collaboration across sectors, including the relocation industry.

Frequency Expansion: The agreement allows for a substantial increase in flights, doubling the weekly flights between the two nations. This frequency expansion is expected to streamline business and personal travel, making international relocation more convenient and efficient.

Airline Engagement: Both Chinese and American airlines are set to benefit from this arrangement. Not only will it facilitate business operations and tourism, but it could also help improve the attractiveness of relocation assignments to and from each country.

Enhanced Mobility: With increased flights, employees and their families will have more flexible travel options, facilitating smoother cross-border relocations. This heightened mobility is a welcome change for the talent mobility industry and individuals moving between countries.

The recent approval of double flights between China and the United States provides hope for improved relations and cooperation between these two global powers. The expansion in air connectivity has far-reaching implications for various sectors by further facilitating the movement of individuals and families across borders.

Asia Talent Mobility Association (ATMA) Opens Membership Enrolment: Empowering Professionals Across the Region

Sharon Michnay — Mon, 31 Jul 2023 22:18:36 GMT

ATMA, the premier not-for-profit membership association dedicated to talent mobility in Asia, is delighted to announce the official opening of its membership enrolment.

This milestone presents an exceptional opportunity for professionals across the region to join a vibrant Asia-focused community and gain access to invaluable resources, mentorship programs, and professional growth initiatives.

ATMA is committed to fostering industry collaboration, knowledge exchange, and career development. By becoming a member, individuals can avail themselves of the following key benefits:

1. Community: ATMA offers a network of talent mobility professionals and subject matter experts who work for Asian and Asian-invested companies. Members gain access to a robust platform for networking, idea sharing and fostering lasting connections within the industry.

2. Resources: ATMA provides exclusive access to a wealth of resources from information exchange programs, including a resources section, webinars, and meetings. This knowledge empowers members to make informed decisions and stay ahead of the curve.

3. Mentorship: Launching in September, the ATMA Mentoring Asia Program (MAP) is set to offer a unique opportunity for professionals from across APAC to learn new skills. Such mentorship fosters personal growth, skill development, and a deeper understanding of the industry's intricacies.

4. Professional Growth: ATMA is dedicated to nurturing the professional growth of its members. Through workshops, webinars, and skill-building sessions, individuals can sharpen their expertise and seize new opportunities for career advancement.

The Launch Committee, supported by the Foundation Partners, has worked closely for the past two years to create an environment that mirrors ATMA's four pillars: Community, Development, Advocacy, and Sustainability. To fulfill the vision for ATMA requires a group of dedicated individuals ready to participate and build upon the existing foundation.

To enroll and reap the benefits of ATMA membership, interested individuals can visit the association's official website at www.asiatma.com. The membership enrollment process is now open and accessible to all who wish to be part of this dynamic network.

About ATMA:

For more information, please visit: https://asiatma.com

Media Contact: Sharon Michnay, Director of Marketing memberservices@asiatma.com

Making the Case for ATMA Membership

Sharon Michnay — Wed, 19 Jul 2023 19:45:55 GMT

Talent Mobility is a strategic imperative for companies seeking growth and competitive advantage. Investing in an Asia Talent Mobility Alliance membership for your HR and Talent Mobility staff offers numerous compelling benefits that can significantly impact your organization's success.

Here's Why:

Knowledge Sharing and Best Practices

As a member of ATMA, your Talent Mobility team gains exclusive access to a platform that facilitates knowledge sharing and the exchange of best practices. They can tap into industry-specific insights and innovative strategies currently in use across Asia. ATMA's near-future goal is to offer research and reports to members so they can benchmark their own programs.

Networking and Collaboration

ATMA membership offers invaluable networking opportunities with industry leaders, experts, and peers from diverse sectors and geographies, all with a uniquely Asian focus and perspective. Your Talent Mobility staff can engage in meaningful collaboration, foster new partnerships and gain exposure to novel ideas. These connections can lead to enhanced organizational capabilities.

Influence Talent Mobility Policies

By joining ATMA, your company's Talent Mobility team becomes part of a collective voice advocating for favorable talent mobility policies in Asia. ATMA's Advocacy goal is to collaborate with governments and policymakers, enabling your organization to shape policies that support talent mobility, reduce barriers and enhance the ease of doing business across borders.

Professional Development and Learning

ATMA offers professional development opportunities for HR Talent Mobility professionals, including workshops, webinars, and access to industry resources. Investing in their continuous learning and skill enhancement will empower them to navigate the complex landscape of talent mobility with confidence and expertise, driving optimal outcomes for your organization.

Social Impact and Sustainable Development

Aligning your company's talent practices with ATMA's focus on inclusivity, diversity, and responsible mobility contributes to positive social impact. By prioritizing equitable talent management, your organization fosters a culture of fairness and equal opportunity. ATMA also supports sustainable development goals, supporting your company to be a responsible corporate citizen in Asia.

Resource Optimization and Cost Efficiency

Membership in ATMA enables your Talent Mobility team to leverage shared resources, infrastructure, and expertise among members. This collaborative approach optimizes costs, eliminates duplication, and streamlines mobility processes.

Membership opens August 1, 2023.

$300.00 USD - First Membership
$200.00 USD - Each Additional Member

Sponsorship Opportunities - Available Now!

ATMA Country Update | Singapore- Recording Now Available

Sharon Michnay — Sat, 15 Jul 2023 15:07:14 GMT

ATMA Country Updates are designed to give a snapshot of housing, education, immigration and cost of living of today. Our Hong Kong update sets a mid-year benchmark for post-opening statuses while our knowledgeable speakers delve into a bit of what may yet come.

Top Takeaways

Gain an overview of the upcoming visa and immigration changes, specifically through the COMPASS system
Learn tips and best practices for navigating Singapore's hot property market and the tight international school situation
Get a holistic review of talent programs and hiring practices in preparation for COMPASS

WATCH Now:

bilibili

YouTube

Don't forget to register for ATMA's upcoming webinars:

Country Update | Taiwan July 21, 14:00 HKT

New Report from EY on the Positive Impact of Talent Mobility

Sharon Michnay — Tue, 04 Jul 2023 20:13:53 GMT

EY published the results of the EY 2023 Mobility Reimagined Survey and the insights examine how talent mobility is underutilized at most organizations.

How Reimagined Mobility Can Help Organizations See Reward and Not Risk

In today's globalized economy, workforce mobility is more important than ever. By sending employees on international assignments, organizations can gain access to new markets, build relationships with key stakeholders, and develop their talent pool. However, mobility can also be risky. There are legal, compliance, and tax considerations to take into account, and the employee experience is critical to the success of any mobility program.

The EY 2023 Mobility Reimagined Survey reveals that many organizations are not realizing the full potential of their mobility programs. The survey found that only 30% of respondents believe their organizations are effectively managing the risks associated with mobility, and only 25% believe their organizations are providing a positive employee experience.

This article discusses how organizations can reimagine their mobility programs to mitigate risk and maximize reward. The key insights are as follows:

Employee experience is as important as mobility execution. Organizations need to focus on providing a positive employee experience for those on international assignments. This means providing clear communication, addressing any concerns or challenges, and ensuring that the employee's family is also supported.
Mobility can cultivate cross-border growth for people and organizations. By sending employees on international assignments, organizations can help them develop new skills and perspectives. This can lead to increased productivity, innovation, and cross-border collaboration.
Organizations need to realize the full strategic and tactical value of mobility programs. Mobility can be a powerful tool for achieving business goals. Organizations need to carefully consider their objectives and develop a mobility program that is aligned with those goals.

One outstanding piece of information comes in the form of this chart showcasing the powerful impact of an integrated talent and mobility program.

The article concludes by providing some recommendations for how organizations can reimagine their mobility programs. These recommendations include:

Streamline mobility processes and invest in the right technology. This will help to reduce friction and improve efficiency.
Increase awareness of tax, immigration, and regulatory risks. This will help organizations to mitigate risk and comply with regulations.
Integrate mobility with other HR functions. This will help to ensure that mobility is aligned with overall HR strategy.

By following these recommendations, organizations can reimagine their mobility programs to mitigate risk and maximize reward. This will help them to attract and retain top talent, build a global mindset, and achieve their business goals.

Post-Covid Fundamentals for APAC & China Talent Mobility

Sharon Michnay — Mon, 03 Jul 2023 18:25:44 GMT

Video Recording Now Available

Content Highlights:

APAC and China are leading the world in economic growth for 2023, it's share is 70%
43% of the worlds 5,000 largest companies are headquartered in AAC
Indonesia, Vietnam and Malaysia are anticipated to see new and more attention
China is expected to see increasing foreigners into China combined with increasing domestic mobility
There is a large difference between locations for desire to be remote
Cost and need to fill talent gaps are driving diversification of policies
Local talent availability remains a challenge in SEA, but China is less dependent on expatriates
Cultural background can impact an individual's willingness to do an overseas assignment
Seeing more self-initiated moves

Watch Now

Youtube:

Or watch on bilibili: https://www.bilibili.com/video/BV1TF411R7zo/?share_source=copy_web&vd_source=f635ab3976357db98f6a2c4671f1ecec

Important Dates:

ATMA Membership Launch on August 1, 2023
ATMA Reception in Singapore on September 6, 2023

ATMA Country Update | Hong Kong - Recording Now Available

Sharon Michnay — Tue, 20 Jun 2023 19:41:33 GMT

Top Takeaways

Hong Kong has lost over 110,000 workers over the past few years. The government has set up the Top Talent Pass (TTPS) Scheme to create an immigration fast lane for desirable talent to come to the country.
The long-term housing market seems to have stabilized in general, however the increase in business travel, tourism and a return of expatriates is placing pressure on the short-term housing market.
40 – 50% of international schools in Hong Kong now require debentures or have increase enrollment fees.
Hong Kong remains Asia’s most expensive city.

WATCH Now:

bilibili

YouTube

Don't forget to register for ATMA's upcoming webinars:

Post-COVID Fundamentals for APAC & China Talent Mobility

Country Update | Singapore

Navigating Talent Mobility in China and APAC: Unveiling Key Insights and Strategies

Sharon Michnay — Mon, 19 Jun 2023 03:00:00 GMT

Are you ready to unlock the potential of talent mobility in China and the broader APAC region? Join us for an insightful webinar where industry experts from the talent mobility team of Cargill will illuminate the critical macroeconomic and mobility fundamentals that shape the landscape. Gain valuable knowledge about talent mobility trends, challenges, and innovative approaches corporations take in this dynamic region. Discover how you can optimize talent management strategies and harness the power of mobility to drive your organization's success.

Key Macro-economic and Mobility Fundamentals:

Gain a comprehensive overview of the economic factors influencing talent mobility and how they shape business opportunities and challenges. Discover how the greater Asian economic trends impact talent mobility strategies.

Talent Mobility Issues and Trends:

Explore the latest trends in talent mobility, including remote work, digitalization, and the growing demand for diverse skill sets. Gain insights into how organizations adapt talent management strategies to stay competitive in an ever-evolving market.

Corporate Perspectives and Approaches:

Discover successful approaches organizations have taken to attract, retain, and develop talent across borders. Gain a deeper understanding of how companies navigate immigration policies, talent acquisition, and workforce planning to achieve business objectives. Learn about best practices in talent development, including cross-cultural training and fostering employee engagement in diverse teams.

Take advantage of complimentary access to the next ATMA webinar.

29 June at 14:00 HKT

ATMA Country Update | China - Webinar Recording Now Available

Sharon Michnay — Wed, 14 Jun 2023 17:53:52 GMT

The recent China Update webinar packed a substantial amount of information into just 30 minutes.

Also below - Watch Full Recording and Register for June 16 Hong Kong Event

Here are a few key takeaways:

Despite the opening border, there is still hesitance for foreigners to accept long-term assignments in China and reluctance by Chinese employees to accept assignments abroad. Currently, talent is finding short-term assignments more agreeable.
Top concerns causing hesitancy to accept long-term assignments include dual career families, impact on career after the 2-3 year assignment, and other family concerns.
Current tax exemptions for assignments into China have been extended through the end of 2023, but uncertainty exists about their availability or similar benefit availability after that timeframe is adding to the trend towards shorter-term assignments
Assignees are still lining up to enter China. During Q1, residence permits issued increased by 40%, totaling about 186,000 foreign national residential permit applications.
The surge in resident permit applications is causing backups in the process. Some locations, such as Singapore, Malaysia, and Singapore, have extended timeframes to book appointments for visa applications.
Chinese nationals returning during the pandemic years have filled in any gaps in housing and education left by departing foreign expatriates, and the housing market never dipped in China. Expat rentals are no longer unique, and expats are losing out on apartments to locals.
While rental housing costs remain high in many, especially Tier 1 cities, compared to other locations, the prices are currently less expensive.

Speaker Profile | June 7 Webinar

Sharon Michnay — Tue, 30 May 2023 23:24:50 GMT

Tiffany Qiao

Global Mobility Consultant

Cargill

On June 7, Tiffany will join panelist Eva Lu also of Cargill and moderator Meng Ziang Chy of Graebel to discuss China talent mobility challenges, changes and trends.

Tiffany is based in Shanghai and has more than 10 years of experience in multiple areas of Human Resources and Global Mobility. In the current role as Global Mobility Consultant, Tiffany partners with internal stakeholders on all international moves into Asia Pacific region and globally for certain businesses, also leads multiple global projects and looks after the process & service delivery of Cargill Global Mobility team cross regions.

We appreciate Tiffany for sharing her knowledge with the ATMA community!

June 7 14:00 HKT | Country Update Webinar / China

Click here to register to attend live or receive a recording.

Welcome RNA Group K.K. | Foundation Partner

Sharon Michnay — Mon, 29 May 2023 00:33:52 GMT

ASIA TALENT MOBILITY ALLIANCE (ATMA) WELCOMES RNA GROUP K.K. WHO JOINS AS FOUNDATION PARTNER

Foundation Partners play a fundamental role in the development of Talent Mobility in Asia and the formation of ATMA's supportive programs and services for the industry across the region.

Hong Kong, DATE -May 29, 2023 Asia Talent Mobility Alliance (ATMA), a not-for-profit organization dedicated to enhancing the innovation and development of the talent mobility industry of Asia welcomes the support of the RNA Group K.K. , a provider of destination, visa and immigration services as a Foundation Partner.

Foundation Partners provide substantial financial, talent and knowledge resources to help fulfil the vision and mission of ATMA. The program stands apart from a typical sponsorship and involves a deep partnership and leadership position for developing the organization. Invitations were extended to those companies with a demonstrated dedication to the professionalism and advancement of the talent mobility industry in Asia.

"As cooperation and trade grow through agreements like RCEP and ASEAN and as Asian headquartered corporations expand regionally and globally, we believe an association built in Asia for the Asian talent mobility community and wholly focused on advancing that community is necessary," stated Sean Collins, ATMA Launch Committee member. "ATMA is a not-for-profit and relies on the support and active participation of members and sponsors. As a Foundation Partner, RNA Group extends its deep investment and involvement in ASIA and highlights a strong commitment to the Talent Mobility community here."

“Our mission is to help people and their organizations with Mobility Services that support the globalization of Asia,” states Bryce Conlan, Director of RNA Group K.K (Japan), “This aligns perfectly with AMTA’s plan to build a talent mobility industry devoted to Asia and Asian-based companies.” “We are excited to join forces and together”, says Steve Burson, Director of RNA Group and CEO of Relo Network Asia (Singapore). “This will make faster progress on this essential component of properly representing our industry in Asia, but that until now, has been missing.”

Join us for our first Country Update webinar!

Sharon Michnay — Thu, 25 May 2023 23:22:21 GMT

This 30-minute session is a condensed overview of the current status of housing, immigration, policy trends and more impacting mobile talent and the teams supporting them.

For our premier session, our focus is on China.

Registration is open and free to the public. Click to register to attend live, or to receive a recording.

Who is ATMA? Member Profile: Eva Lu

Sharon Michnay — Wed, 24 May 2023 00:19:00 GMT

The Asia Talent Mobility Alliance is a growing community of professionals from all areas of the industry.

The strength and success of an alliance that includes a wide variety of companies across a region the size of Asia relies on membership with diverse backgrounds, unique perspectives, and different locations.

Our Launch Committee members mirror that ideal and, while standing firmly behind ATMA’s mission, vision and pillars, find personal meaning in each. We asked them to share their individual views and to permit us to publish their profiles in this series.

Competition for Talent 2023: Hong Kong vs. Singapore

Sharon Michnay — Thu, 06 Apr 2023 01:00:00 GMT

Singapore and Hong Kong are two of the most competitive cities in the world for talent. Both cities offer a high standard of living, a strong economy, and a diverse range of job opportunities. However, the competition for talent is fierce, and both cities are constantly striving to attract and retain the best and brightest.

Factors that make Singapore and Hong Kong attractive to job seekers

There are many factors that make Singapore and Hong Kong attractive to job seekers. These include:

High standard of living: Both Singapore and Hong Kong offer a high standard of living. The cost of living is high, but so are salaries. This means that people who live in these cities can afford to live comfortably.
Strong economy: The economies of Singapore and Hong Kong are both strong. These cities are major financial centers, and there are many job opportunities in the finance sector.
Diverse range of job opportunities: In addition to finance, there are many other job opportunities in Singapore and Hong Kong. These cities are home to a wide range of industries, including technology, manufacturing, and tourism.
English language: English is widely spoken in Singapore and Hong Kong. This makes it easy for job seekers from other countries to find work in these cities.
Multicultural environment: Singapore and Hong Kong are both multicultural cities. This means that people from all over the world live and work in these cities. This can be a great experience for people who want to learn about different cultures.

Challenges in attracting and retaining top talent

Despite the many advantages that Singapore and Hong Kong offer, they face some challenges in attracting and retaining top talent. These include:

High cost of living: As mentioned above, the cost of living in Singapore and Hong Kong is high. This can be a barrier for some job seekers, especially those who are not earning a high salary.
Competition for talent: The competition for talent is fierce in Singapore and Hong Kong. This means that companies have to offer competitive salaries and benefits in order to attract and retain top talent.
Lack of affordable housing: The lack of affordable housing is a major challenge in both Singapore and Hong Kong. This can make it difficult for people to find a place to live, which can impact their decision to move to or stay in these cities.

The competition for talent in Singapore and Hong Kong is fierce. Both cities offer a high standard of living, a strong economy, and a diverse range of job opportunities. However, they also face some challenges in attracting and retaining top talent. These include the high cost of living, the competition for talent, the lack of affordable housing, and the political instability in Hong Kong.

Despite these challenges, both Singapore and Hong Kong remain attractive cities for job seekers. They offer a great quality of life and many opportunities for career advancement.

7 Reasons to Read PwC's Asia Pacific Workforce Hopes and Fears Survey 2022

Sharon Michnay — Mon, 03 Apr 2023 18:53:50 GMT

The Asia Pacific workforce is in a state of flux. The COVID-19 pandemic has upended the way we work, and employees are rethinking their priorities. In PwC's Asia Pacific Workforce Hopes and Fears Survey 2022, they surveyed nearly 18,000 workers across the region to get a sense of what they're thinking and feeling.

The survey found that employees are restless, with just over half satisfied with their job, over a third planning to ask for a pay rise in the next 12 months, and one in five intending to change employers. Given the acute skills shortage across the region, companies must do more than attract new staff; they'll also need to 're-recruit' the talent they already have by creating the conditions that make people want to stay.

Here are seven reasons why you should read PwC's Asia Pacific Workforce Hopes and Fears Survey 2022:

1. To understand what employees want

The survey found that employees want more meaningful work, a better deal around fair pay, and to be able to bring their authentic selves to work. But are their leaders listening?

2. To identify the key trends shaping the future of work

The survey also found that employees are concerned about the impact of technology on their jobs, the future of work, and the future of the workplace. By understanding these concerns, companies can start to develop strategies to address them.

3. To benchmark your company against the competition

The survey provides a wealth of data on employee sentiment and behavior across the Asia Pacific region. By benchmarking your company against the competition, you can identify areas where you're doing well and areas where you need to improve.

4. To attract and retain top talent

In a competitive job market, it's more important than ever to attract and retain top talent. By understanding what employees want and need, you can create a workplace that people are excited to be a part of.

5. To improve employee engagement and productivity

When employees are engaged and productive, they're more likely to stay with your company. By understanding what drives employee engagement and productivity, you can create a workplace that helps people reach their full potential.

6. To make better business decisions

The survey provides valuable insights into the mindset of the Asia Pacific workforce. By understanding what employees are thinking and feeling, you can make better decisions that will impact your business.

7. To stay ahead of the curve

The world of work is changing rapidly. By staying ahead of the curve, you can ensure that your company is prepared for the future.

Conclusion

PwC's Asia Pacific Workforce Hopes and Fears Survey 2022 is a must-read for anyone who wants to understand the current state of the Asia Pacific workforce. The survey provides valuable insights into the mindset of employees, the key trends shaping the future of work, and how companies can attract, retain, and engage top talent.

Welcome ECA International, ATMA Foundation Partner

Sharon Michnay — Mon, 27 Mar 2023 01:00:00 GMT

ASIA TALENT MOBILITY ALLIANCE (ATMA) WELCOMES ECA International WHO JOINS AS FOUNDATION PARTNER

Foundation Partners play a fundamental role in the development of Talent Mobility in Asia and the formation of ATMA's supportive programs and services for the industry across the region.

Hong Kong, March 27 - Asia Talent Mobility Alliance (ATMA), a not-for-profit organization dedicated to enhancing the innovation and development of the talent mobility industry of Asia welcomes the support of ECA International, a leading provider of data, specialist software, consultancy and training to business on international talent mobility management as a Foundation Partner.

"As cooperation and trade grow through agreements like RCEP and ASEAN and as Asian headquartered corporations expand regionally and globally, we believe an association built in Asia for the Asian talent mobility community and wholly focused on advancing that community is necessary," stated Sean Collins, ATMA Board Chair. "ATMA is a not-for-profit and relies on the support and active participation of members and sponsors. As a Foundation Partner, ECA extends its deep investment and involvement in ASIA and highlights a strong commitment to the Talent Mobility community here."

“ECA has been a leader in the global mobility industry for over half a century and has a long-standing presence in Asia. We are honoured to be joining ATMA as a Foundation Partner and are excited to help advance Talent Mobility in the region.," says Lee Quane, Regional Director for Asia at ECA International. "The movement of people into and within Asia will be critical for the continued social and economic development of the region and we look forward to supporting the work of ATMA."

About:

Asia Talent Mobility Alliance (ATMA) is dedicated to empowering the talent mobility industry in Asia. It is the first not-for-profit mobility organization developed in Asia specifically for Asian and Asian headquartered companies. Members include HR, Talent Acquisition, and Global Mobility teams, as well as those in related fields that provide the support and structure to position employees wherever needed. ATMA advances its mission through services and programs that support members' communication, education, community, and advocacy.

For more information, please visit: https://asiatma.com

Media Contact: Sharon Michnay, Relo Network Asia, +1.312.521.0871 sharon.michnay@relonetworkasia.com.

ECA International is the market-leading provider of knowledge, information and technology that enable businesses to manage their international mobility programmes. Partnering with thousands of clients globally, we provide a fully integrated suite of quality data, specialist software, consultancy and training. Our unparalleled insights guide clients as they mobilise their most valuable resource: people. We make the complex world of international mobility simple, providing clients with the expertise and support they need to make the right decisions - every time.

Mobility solutions for a world that’s constantly moving.

For more information, please visit: www.eca-international.com

Media Contact: Jenny Chiang, ECA International
jenny.chiang@eca-international.com

Thailand's New Work From Home Bill

Sharon Michnay — Thu, 09 Feb 2023 00:04:55 GMT

The government of Thailand has recently passed a new bill that allows employees to work from home.

This bill aims to promote flexible work arrangements and modernize the country's workforce. With the increasing trend of remote work globally, Thailand has taken a step forward to provide a legal framework for employees to work from the comfort of their homes.

The new bill requires employers to provide the necessary equipment and technology for employees to perform their job duties effectively. It also ensures that employees working from home receive the same benefits and protections as those working in a traditional office setting. The bill also establishes telecommuting guidelines and outlines employees' and employers' rights and responsibilities.

The bill's passage is in line with the government's commitment to promoting digitalization and modernization in the country. It is expected to encourage more businesses to adopt remote work policies. Adopting the Work-from-Home bill in Thailand marks a significant milestone in formalizing this workforce category.

You can read more on the ASEAN Briefing.

Webinar Recording: A Corporate HR Perspective on Work From Anywhere

Sharon Michnay — Mon, 12 Dec 2022 23:20:18 GMT

Top Notes from “A Corporate HR Perspective on Work-From-Anywhere” Webinar

Asian companies are starting to see mobility in a more strategic direction rather than just a transactional one.
There is more than just getting employees to the US and back, there is a shift to focusing on mobility for movement across and within Asia.
Next year, Asia will account for 75% of global economic growth.
There is a lower demand for work from home in Asia compared to the rest of the world.
Success in work from home relied upon a group of employees who have worked together for years and had long-standing relationships and company cultural knowledge.
Hybrid work is here to stay, even if remote work is not.
Hybrid and flexible work arrangements are more viable than virtual assignments. Technology makes it possible, but an assignment isn’t just about getting work done.

Get more insights, watch the recording:

Our gratitude to Daniel Wan, Shumin Yeo and Avrom Goldberg for the great conversation.

Speaker Profile: November 24 Webinar

Sharon Michnay — Sun, 13 Nov 2022 13:00:00 GMT

Shumin Yeo | Singapore

Senior Manager, Global Mobility

Micron Technology

Micron has over 40 offices across Asia and globally.

On November 24, Shumin will join panelist Daniel Wan of Atotech and moderator Avrom Goldberg of Weichert Workforce Mobility for an open discussion on managing talent mobility across Asia in a remote work environment.

Based in Singapore, Shumin leads the global mobility function worldwide for Micron. Shumin and her team provide strategic partnership with business leaders to deliver best in-class People solutions and exceptional Talent experience with the aim for attracting top and diverse Talent to Micron, living core Micron values and enabling Micron’s vision.

In addition: Shumin is also part of the Steering Committee for the Micron Women’s Leadership Network’s Singapore chapter (MWLN) which aims to promote developmental opportunities for everyone at Micron. The MWLN is a voluntary, employee-led resource group to foster an inclusive workplace for Micron’s women team members and allies. In November 2021, this group was recognized with the Singapore Human Resources Excellence Award for Excellence in Women Empowerment Strategy. Shumin has been recognized as 1 of the Top 250 Global Mobility Professionals in the world in a worldwide poll. She was recognized in April this year by the Forum for Expatriate Management in the Americas with the award for Rising Star in Mobility.

We are grateful for Shumin's time on this webinar as well as her overall dedication and work as a member of the ATMA Launch Committee.

November 24 09:00 HKT | Asia Talent Mobility in a Remote Work / Work from Anywhere Environment

Topics of discussion will include:

What is the current status of COVID induced changes to the way we work, deploy talent and travel for business in Asia? How are these likely to translate into the ‘post-COVID’ era which the Asia region has yet to emerge into, fully? Are Virtual Assignments really a viable form of Talent Mobility?
What are likely to be the priorities in APAC for the corporate talent mobility agenda through 2023?

Click here to register to attend or receive a recording.

Speaker Profile | November 24 Webinar

Sharon Michnay — Wed, 09 Nov 2022 20:36:49 GMT

Daniel Wan | Hong Kong

Vice President, Worldwide Human Resources

Atotech - an MKS Brand

Atotech Group has a team of 4,000 experts in over 40 countries.

On November 24th, Daniel will join panelist Shumin Yeo of Micron and moderator Avrom Goldberg for an open discussion on managing talent mobility across Asia in a remote work environment.

Daniel has 30 years of international HR management experience. He has served as Senior Vice President, Global Human Resources at Rotam, a Taiwan-listed agrochemical company. Other previous appointments include Group HR Director for AZ Electronic Materials, Senior Director – Corp Learning & Organization Development for Avery Dennison, and APAC HR Manager – Networking, Internet & Communications for Intel. Daniel began his career in 1989 as a Consultant in the field of Organizational Development and Human Resources. Based in Hong Kong, Daniel is responsible for formulating and driving strategic HR initiatives and advancing the people priorities that support Atotech Group’s business.

We are grateful to have Daniel's time and talents for the next ATMA webinar.

November 24 09:00 HKT | Asia Talent Mobility in a Remote Work / Work from Anywhere Environment

Topics of discussion will include:

What are the key current and near-term challenges for talent attraction, development and retention in Asia?
What role does mobility play, and should mobility play, in advancing corporate talent agendas worldwide? Are there any material differences in approach required in Asia?

Click here to register to attend or receive a recording.

Welcome Graebel, ATMA Foundation Partner

Sharon Michnay — Tue, 11 Oct 2022 01:00:00 GMT

ASIA TALENT MOBILITY ALLIANCE WELCOMES GRAEBEL COMPANIES, A LEADING GLOBAL RELOCATION MANAGEMENT COMPANY, AS A FOUNDATION PARTNER

Foundation Partners play a fundamental role in the development of Talent Mobility in Asia and the formation of ATMA's supportive programs and services for the industry across the region

Hong Kong, October 11, 2022 - Asia Talent Mobility Alliance (ATMA), a not-for-profit organization dedicated to enhancing the innovation and development of the talent mobility industry of Asia, today announced that Graebel Companies, has been named an ATMA Foundation Partner. Graebel is a leading provider of global talent and workplace mobility solutions for some of the world’s most recognizable brands and their employees in 165 countries.

Foundation Partners provide substantial financial, talent and knowledge resources to help fulfil the vision and mission of ATMA. Unlike a typical sponsorship, becoming a Foundation Partner involves a deep partnership and leadership role in developing ATMA and helping the alliance reach its goals. Invitations were extended to companies with a demonstrated dedication to the professionalism and advancement of the talent mobility industry in Asia.

"As cooperation and trade grow through agreements like RCEP and ASEAN and as companies headquartered in Asia expand regionally and globally, we believe the time is right for an association built in Asia for the Asian talent mobility community, one that is wholly focused on advancing that community," stated Sean Collins, interim Board Chair. "ATMA relies on the support and active participation of member patrons and sponsors. As the only relocation management company serving as a Foundation Partner, we look forward to Graebel’s leadership in helping us to foster a dynamic, thriving talent mobility community in Asia."

“Asia represents 39 percent of global GDP and is home to several of the world’s fastest growing economies – a diverse, dynamic region where Graebel has supported mobility clients and their employees for many years,” said Akhbar Hameed, GMS-T, Graebel’s Singapore-based Asia-Pacific managing director. “By becoming an ATMA Foundation Partner, we can help create exceptional experiences for companies served by the industry, their mobile employees, the value chain of suppliers and partners, and the talented mobility professionals who call Asia home.”

About:

Asia Talent Mobility Alliance (ATMA) is dedicated to empowering the talent mobility industry in Asia. It is the first not-for-profit mobility organization developed in Asia specifically for Asian and Asian headquartered companies. Members include HR, Talent Acquisition, and Global Mobility teams, as well as those in related fields that provide the support and structure to position employees wherever needed. ATMA advances its mission through services and programs that support members' communication, education, community, and advocacy.

For more information, please visit: https://asiatma.com

Media Contact: Sharon Michnay, Relo Network Asia, +1.312.521.0871 sharon.michnay@relonetworkasia.com.

Graebel Companies, Inc. is a leading provider of global talent and workplace mobility solutions for some of the most recognizable brands in the world and their employees in 165 countries. Since its founding in 1950, Graebel has innovated and grown to deliver excellent relocation service and results for clients, all while remaining family-owned and focused on people-first mobility. With custom technology solutions, Graebel develops and implements mobility strategies that help companies attract and retain talent; respond faster to global market trends; maximize return on mobility programs; and create exceptional experiences that make global talent mobility more humane and as seamless as possible. As a full-service relocation management company (RMC), Graebel addresses every part of the mobility lifecycle for employers and employees, including services for departure and move management, destination, settling-in and ongoing assignments. For more information, visit Graebel.com. Here’s to the world ahead®.

Media Contact: Paul Raab, Linhart PR, praab@linhartpr.com

HR Impact: Digital Nomad Visa

Sharon Michnay — Wed, 28 Sep 2022 22:30:28 GMT

As Asian countries look to attract new residents, complications arise from confusion over employers' impact.

Working from home during the pandemic developed from a way to get business done when going to the office wasn't an option into a lifestyle with various interpretations. Employees took a "work from home" and turned it into "work from anywhere." Anywhere, in this case, could be a different, larger home in the same city, a different city inside the same country, or anywhere in the world. Governments had been lenient over the highly-impacted years but started pulling back permissions and stopped looking the other way as borders began opening.

This article from the ASEAN Briefing highlights several new opportunities for individuals looking to work from home in another country. Starting 1 October, Malaysia will begin offering its De Rantau Digital Nomad visa; offering stays up to 12 months. Foreign professionals who want to work from Thailand and make at least US$80,000 can receive up to a 10-year visa for themselves and family. Indonesia is also considering a five-year digital nomad visa.

The article highlights the requirements for the employee, but identifying any employer requirements is more challenging. A thorough review of Malaysia's De Rantau website is heavy on the qualifications for the digital nomad visa but light on the obligations for both the employer and employee.

Will recipients of digital nomad visas and other like-programs establish a tax presence for themselves or their employers? What is the impact on social, health and welfare programs in the home or host location?

From the employer's perspective, should a Singapore salary based upon a high-cost location be paid on remote work completed in a lower-cost area such as Indonesia? The situation may be more straightforward for contract workers, although other questions remain relevant, including questions regarding data security of the network in the new location

Countries' invitations to employees to participate in these cross-border working arrangements seem to come faster than other stakeholders in the situation can react. Domestically, governmental tax and social security laws must be developed or clarified in conjunction with new types of nomad visas. As a result, employers may be hesitant to knowingly engage in the program without it, putting a dent in what otherwise could be a mutually positive situation. In the interim, Human Resources and Talent Mobility teams need to investigate their company's appetite for risk vs. reward in this area.

Recent months have been challenging enough with the present work-from-home culture. Without clear rules regarding how to be locally compliant with cross-border remote work, companies will need to implement internal policies that reflect their capabilities as employers and promote those to their employees.

Who is ATMA? Member Profile: Meng Ziang Chy

Sharon Michnay — Tue, 20 Sep 2022 17:26:02 GMT

The Asia Talent Mobility Alliance is a growing community of professionals from all areas of the industry.

Who Is ATMA? Member Profile: Shumin Yeo

Sharon Michnay — Thu, 18 Aug 2022 01:00:00 GMT

The Asia Talent Mobility Alliance is a growing community of professionals from all areas of the industry.

Summer of our Discontent Webinar | Recording & Wrap Up

Sharon Michnay — Tue, 09 Aug 2022 19:44:26 GMT

Thanks to those of you who joined us for the inaugural Asia Talent Mobility Alliance webinar. We are especially grateful for the time and talents of our esteemed panel of presenters: Janet Chiang, Ella Ong, Lee Quane and Avrom Goldberg.

A Few Highlights

Digital Nomad Visas: The GOOD: They make an attractive offer for individuals to work remotely from Bali for up to 5 years without tax issues. The BAD: There is not mention yet of what taxation corporations may yet face if an employees takes part.
Post-Covid Benefits: Pandemic darling virtual assignments saw an increase over the past few years. Recent ECA study reports that virtual assignements were seen more as a contingency measure and in the coming years will fall out of use in favor of all other types of long and short-term assignments.
Cost of Living: There are challenges to how companies manage benefit policies. Some are based upon information now outdated due to local supply/demand issues and inflation, others because the local market has changed (re: Singapore now requires tenants to pay broker fees) or assignee needs have changed with invent of the hybrid working and home office requirements. But also, there can be an assignee perception of change that doesn't warrant a policy adjustment or enhancement.
China - Assignments are shifting to other locations in Asia due to continued Zero-Covid policies. China will not lose importance, but companies will change how they allocate roles in the country. Shanghai and Hong Kong may join with Sri Lanka as hardship-locations where it is difficult to attract talent.
Talent - protecting employee purchasing power and the employee experience are top of mind for relocation benefit packages in the coming year.

Work is already underway for our September webinar, and of course the official launch of the Asia Talent Mobility Alliance.

Speaker Profile | August 3 Webinar

Sharon Michnay — Sun, 24 Jul 2022 15:00:00 GMT

Ella Onn

Senior Mobility Manager APAC

BASF

Ella will join will join speakers Janet Chiang and Lee Quane with moderator Avrom Goldberg for the first ATMA webinar scheduled for 9:00 AM SGT on August 3.

Ella embarked on the Relocation & Global Mobility industry career journey over 15 years ago, overseeing the Asia Pacific region. A Malaysian national, she was based in China throughout her career which covers both the service delivery side, and in recent years, as in-house. She repatriated back to Malaysia in 2021 and continues building her expertise in the world of Global Mobility, and striving on providing the highest level of service possible.

The first ATMA webinar scheduled for 9:00 AM SGT on August 3 will focus on the issues most top of mind for everyone in the talent mobility industry. Titled "The Summer of Discontent", this first webinar panel will discuss how todays challenges of inflation, transportation disruptions and shortages in supply chains are impacting relocations in Asia alongside best practices for mitigating them.

ATMA was formed to Empower Talent Mobility in Asia. This webinar series is part of our commitment to Education and Community which represent two of the four Pillars of our not-for-profit organization.

Speaker Profile | August 3 Webinar

Sharon Michnay — Tue, 19 Jul 2022 21:37:33 GMT

Lee Quane

Regional Director - Asia

ECA International

Lee will join speaker Janet Chiang and moderator Avrom Goldberg for the first ATMA webinar scheduled for 9:00 AM SGT on August 3.

Lee has been based at ECA International’s Asia operations since 2003 and has been Regional Director since 2009.

Lee works with major organisations in the Asia-Pacific region, providing advice and support in the field of Compensation and Benefits and International Assignment Management, thereby ensuring that ECA’s clients can respond effectively to challenges they face in a rapidly changing globalised business environment. Lee has led multiple projects assisting companies who have either just set up their international assignment operations or established organisations looking to update and ensure that their policies remain competitive.

Since taking over ECA’s Asia operations, Lee has been heavily involved in the establishment of ECA as one of the most authoritative HR data and solutions providers in the region. Lee has spoken at several international HR seminars and contributes to industry publications in the region regularly.

Speaker Profile | August 3 Webinar

Sharon Michnay — Mon, 18 Jul 2022 15:26:12 GMT

Janet Chiang

Program Manager, Talent Mobility APAC

Netflix

Janet Chiang will join moderator Avrom Goldberg for the first ATMA webinar scheduled for 9:00 AM SGT on August 3.

Janet has extensive years of Talent Mobility experience in the Asia Pacific region. Her career covers roles in professional services and in-house in the Manufacturing and Entertainment industries. She has great passion in driving excellence in users' experience.

ATMA Inaugural Webinar | August 3

Sharon Michnay — Thu, 14 Jul 2022 20:21:59 GMT

Asia Talent Mobility Alliance (ATMA) is hosting the first in a series of webinars focused on information-sharing and collaboration.

The first webinar scheduled for 9:00 AM SGT on August 3 will focus on the issues most top of mind for everyone in the talent mobility industry. Titled "The Summer of Discontent", this first webinar will be moderated by launch committee member, Avrom Goldberg of Weichert Workforce Mobility.

Avrom will guide our panel's conversation as they discuss how todays challenges of inflation, transportation disruptions and shortages in supply chains are impacting relocations in Asia alongside best practices for mitigating them.

Who is ATMA? Member Profile, Steve Burson

Sharon Michnay — Mon, 11 Jul 2022 17:15:37 GMT

The Asia Talent Mobility Alliance is a growing community of professionals from all areas of the industry.

Who is ATMA? Member Profile, Sean Collins

Sharon Michnay — Thu, 30 Jun 2022 15:53:48 GMT

The Asia Talent Mobility Alliance is a growing community of professionals from all areas of the industry.

Regional Comprehensive Economic Partnership (RCEP) – Early Success

Sharon Michnay — Tue, 31 May 2022 21:42:48 GMT

Representing 30% of the world’s population and 30% of the world’s GDP, RCEP launched in January of 2022 has seen an increase in trade between the 15 member countries.

The world’s largest Free-Trade Agreement is designed to increase job opportunities through the market-integration of the member countries. A report from China for Q1 2022 states a 6.9% year-over-year increase in China’s trade with RCEP members, which represented both import and export business.

RCEP came into effect for the initial 10 countries on 1 January. Australia, Brunei Darussalam, Cambodia, China, Japan, Lao PDR, New Zealand, Singapore, Thailand and Vietnam were joined in February by Republic of Korea and by Malaysia in March. The remaining members, who include all members of ASEAN will join officially following completion of the process.

In addition to improving market access to goods and services for businesses, we hope RCEP will echo ASEAN’s work toward ensuring migration policies that support, sustain and protect cross-border and migrant workers.

ATMA Progress Report

Sharon Michnay — Tue, 24 May 2022 17:28:49 GMT

The ATMA Launch Committee has been making good progress towards the official launch of the Asia Talent Mobility Alliance.

We are on the final step of formally establishing the organization as a non-profit registered in Hong Kong. Within weeks, the company will be a reality and we will be ready to move onto the next steps.

Following the legal registration, our next tasks will be to open up membership to those who match our community’s vision and mission and to enable registration for our first webinar.

“Members are actively involved or interested in talent management, recruitment, relocation, global mobility or any form of employer-sponsored or managed moves.”

To find out first when the membership registration begins, please register here or you can also follow our LinkedIn page.

The inaugural ATMA monthly webinar series begins in July and we will publish the date on the Events section of our home page as well as LinkedIn.

The New World of Talent Recruitment

Sharon Michnay — Mon, 16 May 2022 13:53:17 GMT

Articles regarding the Talent Uprising are plenty these days. The shortage of workers post-pandemic has impacted how companies are approaching talent management overall.

Employers are switching from a reactive to a more pro-active process for sourcing and engaging talent. The goal has changed from filling vacant positions to strategically thinking about how to ensure talent will be available in the future as positions open.

This recent article “New Recruitment Practices in Asia Pacific” from the HR Exchange Network offers five emerging ways to build up talent capacity.

Hire for future talent needs
Consider job applicant potential and skills instead of only focusing on qualifications such as university degrees
Look for new pipelines of talent including colleges and meeting young job seekers where they hand out online
Consider incorporating AI-powered recruitment programs
Use programmatic job advertising to find niche candidates

Relocation benefits were not mentioned, but they make a strong partnership with recruitment especially as the search for talent goes beyond the city location and sometimes the country. Relocation benefits can be used to improve the company onboarding program by helping with the personal move needs of newly hired employees, paving the way for a great start to the relationship. Relocation and expatriate benefits also help ensure focus is kept on the job by removing some of the stress involved with a new location, finding where to live or which schools are best for children.

As an example of using relocation benefits as part of the recruitment offer, The Asian Development Bank publishes their list of employee benefits, including relocation support, on their websites career section.

Regional e-Commerce in China is Booming

Sharon Michnay — Sun, 17 Apr 2022 17:26:03 GMT

The pandemic accelerated everything, including cross-border e-commerce.

Chinese cross-border companies had a bumpy, yet in some cases meteoric rise in business that seems poised to continue. Not without risks, as outlined in this post by SixthTone.com the market is evolving to create both winners and losers.

Once dominated by Amazon and Walmart there are several options for online stores to reach markets in Asia, Europe and around the world. Diversification of on-line store locations to balance risk now include eBay, AliExpress, and Wish as well as Shopee and Lazada.

Shenzhen, known as the "Cross-Border Capital" is mentioned for actions taken by the government to further expand options.

"...Commerce bureau issued a notice offering financial support to cross-border e-commerce enterprises that develop overseas markets through independent sales channels: 2 million yuan for each project, as well as up to 3 million yuan in awards."

Read the full article here: https://www.sixthtone.com/news/1009763/as-amazon-changes-course%2C-chinas-sellers-shop-for-options

Is Hybrid Work the Solution for Asia's Tech Talent Woes?

Sharon Michnay — Mon, 11 Apr 2022 22:25:17 GMT

Employers Need Workers, What do Workers Need?

As the pandemic moves into an endemic phase, the original reason for remote and hybrid work also retires. There are real concerns about maintaining an engaged, inventive and productive team without the interaction that comes with close physical proximity. Many employees, on the other hand are unwilling to return to the strict office culture.

Techwire Asia just published an article exploring the topic as well as a report by Poly Research whose results showed the relationship between retention of existing employees through the lens of hybrid work:

Exiting employees disclosed that the top reasons for leaving are tied to their employer's approach to hybrid work:

- Employees discovered better suited jobs (19%)
- Employees did not get the desired flexibility of hybrid working (16%)
- Employees were unhappy about the way employers handled COVID (9%)
- Strategy and equality are misaligned: Less than half (48%) of all organizations are fully prepared for hybrid working, while 37% are only prepared in the short-term. A further 52% think that hybrid work is a blip. Meanwhile, 24% each of the Americas and APAC employers, and 17% of EMEA employers are demanding that their employees return to the office full-time.

Hong Kong's Zero-Covid Brain Drain

Sharon Michnay — Wed, 30 Mar 2022 17:23:11 GMT

Hong Kong's leader, Carrie Lam, reportedly has admitted the brain drain in Hong Kong is real.

This brings us back to a recent webinar that Steve, Fred and Sean of our ATMA launch committee participated in: "Searching for the Next Asia Megahub"

Together with friend and colleague Voon Lee, the panelist discussed the fierce competition between Hong Kong, Singapore and Tokyo to be the next centre for business in Asia.

New Demand for Domestic Relocation Policies in Asia

Sharon Michnay — Wed, 30 Mar 2022 17:01:22 GMT

Closed borders and talent wars are prompting companies to re-think some strategies.

Providing benefits to new hires and transfers within Asian countries is coming into greater focus. Like everywhere, talent benefits and incentives need to meet the needs of the employee, be cost effective and help attract and retain talent.

Weichert Workforce Mobility in a recent blog titled "Examining Global Domestic Mobility in APAC Region" states:

"The trends unfolding across the APAC region are consistent with what mobility professionals are seeing in other parts of the world, with mobility assertively taking the stage as a powerful tool in the war for talent."

The authors also share some insights gained from recent roundtables held to explore the topic. You can read the entire posting here.

ASEAN Adopts Framework for a Circular Economy

Sharon Michnay — Tue, 29 Mar 2022 23:02:04 GMT

The Association of Southeast Asian Nations (ASEAN), a 10-nation organization has the motto:

"One Vision. One Identity. One Community"

In September of last year, the group of nations took the One Community pledge forward by adopting a framework to protect the environment.

The framework provides structure to existing ASEAN initiatives that explores opportunities to accelerate the region's transition to a low-carbon economy.

TAn exciting step towards a greener and more sustainable Asia is truly welcome. You can learn more and download a brochure from the ASEAN website: https://asean.org/asean-adopts-framework-for-circular-economy/

Refocusing on People

Sharon Michnay — Tue, 29 Mar 2022 22:54:33 GMT

McKinsey & Company recently published a report titled, : Back to human" Why HR leaders want to focus on people again."

The summary takeaways are that Human Resource leaders are moving away from HR process to a focus more directly on people.

In today's world of burnout and talent shortages, this seems natural, although reading through the article, the shift was well on its way pre-pandemic. Like everything, the pandemic put change on a fast-track.

McKinsey Why HR Leaders want to focus on people again.pdf

Asia Talent Mobility Alliance Blog

E-waste in Asia: What Global Mobility Professionals Need to Know

Lessons from the VSME Standard and its Role in Global Mobility

Opportunities for Asia in the Global Talent Shift

Global Talent Mobility: 2025 Report Key Trends

The future of global mobility is here - and it's complex.

Conference Session Summary- State of Global Mobility: The Now and the Next

Getting a Seat at the Table: Beyond the Invitation

The phrase “getting a seat at the table” has become a mantra for hr and talent mobility professionals seeking better integration within their organizations.

Unpacking the Carbon Footprint of Corporate Housing

ATMA: What surprised you most?

Global Mobility and Sustainable Strategy: Insights from the ATMA - Schneider Electric ESG Workshop

Navigating Global Mobility in India: Key Insights from Our Latest Webinar

What Saudi Arabia’s Talent Mobility Strategy Can Teach Us

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.

Corporate Relocation Trends: What Changed from 2023 to 2024—and What to Expect in 2025

Key Shifts from 2023 to 2024

What to Expect in 2025

Final Thoughts

ESG Spotlight: Understanding Scope 3 Greenhouse Gas Emissions and How to Measure Them

Scope 3 – Emissions You Don’t Own, But Still Must Account For

What is Scope 3?

Why Scope 3 Matters to Global Mobility

Scope 3 Emissions: Roles and Responsibilities in the Global Mobility Industry

How to Calculate Scope 3 Emissions Using the GHG Protocol

Best Practices for the Global Mobility Industry

Moving Forward

ESG Spotlight: Understanding Scope 2 Greenhouse Gas Emissions and How to Calculate Them

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

Measurement Methods

Why This Matters

How to calculate emissions using the GHG Protocol framework

Practical Implementation for Mobility Providers

Best Practices for the Mobility Industry

Moving Forward

In Tribute to Joanne Yee.

Spotlight on Scope 1 Greenhouse Gas Emissions for Global Mobility Providers

Workshop Review: Building a Business Case for Sustainability in Global Mobility

ATMA ESG Evening: Insights from The Matcha Initiative

ATMA Receives "Rising Star" Award

Key Takeaways: ATMA Country Update Indonesia and the Phlippines

Key Takeaways: ATMA Country Update China and Hong Kong

Key Takeaways: ATMA Country Update Thailand and Vietnam

Navigating IFRS S1 and S2 in ESG – Recent Developments and Applicability to Global Mobility

Key Highlights from the Country Webinar: Japan and Taiwan

The Importance of Repatriation Services for Returning Expatriates

How Can We Integrate Sustainable Vehicles into Corporate Relocation Strategies?

The Potential of EV Growth in Southeast Asia

Benefits of EVs in Corporate Relocation

Mobility Case Study: Beijing

The Important Role of HR, DSPs and RMCs

Overcoming Challenges

The Role of Hybrids

Mobility Case Study: Integrating EVs into Crown Worldwide Group’s Household Goods Business

Looking Ahead

Conclusion

Building a Business Case for Sustainability in Global Mobility

An ATMA corporate HR workshop in collaboration with Schneider Electric

ESG and the Role of Global Mobility - Key Takaways

Enhancing Flexibility in Talent Mobility

Key Takeaways from the India Global Mobility Webinar

Top 10 Takeaways from the ESG Fundamentals

Embracing Global Diversity: Evolving Cost of Living Basket

Relocating Sustainably: Insights on the Carbon Footprint of Household Goods Shipments

ATMA - First India Event Success

On 6th May in Bangalore, ATMA conducted its first in-person networking event in India.

Validating the Imperative of Talent Mobility: Insights from the EY Mobility Reimagined Survey

In today's dynamic business landscape, the need for talent mobility has never been more pronounced. As organizations strive to thrive in an era of rapid change and disruption, attracting, retaining, and deploying talent effectively across geographies and functions is crucial for sustained success.

Driving Sustainability in Global Mobility: Insights from the Atma ESG Event at Schneider Electric

Top 10 Takeaways from the ESG Webinar

Sustainability and mobility are intertwined aspects of modern business operations that demand attention and action. In a recent discussion, experts delved into various facets of sustainability, including definitions, frameworks, and practical strategies. Here are the top 10 takeaways:

On February 15, ATMA held its first ATMA Meet Up

APAC's Sustainability Path: Integrating Culture with Modern ESG Initiatives in Serviced Apartments

Nurturing Sustainable HR Practices: Prioritizing People and Purpose

Top Content from 2023

What was the ATMA community reading last year? Here are the top 5 most popular pieces by views.

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