The Middle East conflict has dominated global headlines in recent months, but its impact extends far beyond the region. For businesses operating internationally, the conflict is influencing energy markets, supply chains, employee mobility and sustainability performance, demonstrating how closely ESG priorities are connected to business resilience.

For organisations managing international assignments across Asia, these effects are becoming increasingly tangible. According to the International Monetary Fund (IMF), around 25–30% of global oil and approximately 20% of liquefied natural gas (LNG) normally pass through the Strait of Hormuz.

Disruptions to this vital shipping route have pushed up energy prices, increased freight costs and created uncertainty across global supply chains.

 

The Iran crisis reinforces the need for energy resilience

The current situation highlights that ESG is about understanding risk, strengthening resilience and helping organisations adapt when global events disrupt business operations.

Shipping provides a good example. As vessels divert around the Cape of Good Hope to avoid conflict zones, transit times are becoming longer, and fuel consumption is increasing. Eco-Business notes that these diversions can significantly increase shipping emissions, while UNCTAD estimates that a round trip between Singapore and Northern Europe can generate around 70% more carbon emissions when rerouted.

The environmental impact also extends beyond carbon emissions. According to Eco-Business, attacks on energy infrastructure increase the risk of oil spills, deteriorating air quality, contaminated water supplies and damage to fragile marine ecosystems. Researchers from the Conflict and Environment Observatory have already documented more than 120 incidents of environmental harm linked to the conflict, highlighting how environmental consequences often continue long after active hostilities end.

• Ripple effects across Asia

  While the conflict is centred in the Middle East, its economic effects are being felt across Asia.

  The IMF notes that higher fuel costs are flowing through to manufacturing, transportation and household expenses, placing additional pressure on energy-importing economies. At the same time, supply chain disruptions are affecting fertiliser availability, logistics and commodity prices, increasing the risk of inflation across multiple sectors.

  Eco-Business reports that the conflict has disrupted around one-third of globally traded fertilisers, while higher energy prices are increasing production, storage and transportation costs throughout Southeast Asia's food supply chains. The publication argues that the region's long-term resilience will depend on diversifying energy sources, strengthening supply chains and investing in more sustainable and regenerative agricultural systems.

  The latest market survey conducted by Relo Network Asia also highlights how these global pressures are beginning to influence individual markets in different ways.

• ·       In Singapore, the relocation market remains stable, although rising utility costs and transportation expenses continue to be monitored due to the country's reliance on imported energy.
• ·       Hong Kong presents a more nuanced picture. Rising fuel prices have increased shipping and aviation costs, with airlines introducing fuel surcharges and freight operators facing longer transit times. At the same time, Hong Kong's stability has reinforced its appeal as a financial centre, with officials highlighting opportunities to attract investment seeking a safe and well-regulated market amid geopolitical uncertainty. This demonstrates how the same crisis can create both operational challenges and economic opportunities.
• ·       Thailand has largely contained the immediate impact through fuel price controls, although broader inflationary pressures are beginning to filter through the economy. This demonstrates how government policy can moderate short-term volatility while businesses continue planning for longer-term cost increases.
• ·       South Korea has expanded nationwide energy conservation initiatives, encouraging businesses and households to reduce electricity consumption, adopt more energy-efficient technologies and make greater use of public transport. These measures demonstrate how governments are responding proactively to improve energy resilience rather than simply reacting to higher prices.
• ·       Vietnam shows how energy shocks can quickly become workplace and mobility issues. Vietnam is among the Southeast Asian economies highly reliant on imported oil and gas, making it exposed to fuel price volatility linked to the Iran crisis. Vietnam has also introduced work-from-home policies for many public sector workers in response to higher energy costs.

 

What this means for global mobility

For global mobility professionals, geopolitical developments increasingly influence everyday operational decisions.

Longer shipping routes can extend household goods transit times and increase relocation costs. Higher energy prices may affect temporary accommodation, utilities and cost-of-living allowances. Supply chain disruptions can also delay the delivery of household goods and other essential services, requiring organisations to communicate more proactively with relocating employees.

At the same time, employee expectations are evolving. Assignees increasingly require confidence that organisations understand geopolitical risks, have contingency plans in place and can respond quickly when circumstances change. Business resilience therefore becomes an important part of the employee experience as well as operational planning.

 

Building resilience through ESG

Although geopolitical events create uncertainty, they also reinforce the value of long-term ESG investment.

Energy-efficient buildings, renewable energy, diversified supply chains and stronger business continuity planning all help organisations respond more effectively to disruption. Eco-Business also highlights an important advantage of decentralised renewable energy systems: because they generate energy locally, they are less dependent on vulnerable international supply routes and energy chokepoints.

For businesses operating across multiple markets, resilience is becoming a competitive advantage.

Organisations that monitor regional risks, communicate transparently with employees and continue investing in sustainable operations are generally better positioned to manage future disruptions.

 

Looking ahead

The Middle East crisis illustrates how interconnected today's business environment has become. A conflict thousands of kilometres away can influence energy prices, relocation costs, food security, carbon emissions and supply chain performance across Asia.

Sustainability, resilience and business continuity are increasingly interconnected. Building more adaptable supply chains, improving energy efficiency and planning for geopolitical uncertainty are becoming essential components of responsible business strategy.

As organisations continue navigating an increasingly complex global landscape, ESG will remain an important framework for managing both long-term sustainability goals and the practical challenges of operating in an unpredictable world.

 

 

References

 

Cressey, D. (2026) "As the Gulf conflict widens, so does its environmental footprint", Dialogue Earth / Eco-Business, 9 March. Available at: https://www.eco-business.com/news/as-the-gulf-conflict-widens-so-does-its-environmental-footprint/ 

 

Eco-Business (2026) "Chokepoint in the Gulf: what the US-Israeli war on Iran means for Southeast Asia's food security", Opinion, Eco-Business. Available at: https://www.eco-business.com/opinion/chokepoint-in-the-gulf-what-the-us-israeli-war-on-iran-means-for-southeast-asias-food-security/ 

 

Eco-Business (2026) "Iran's water weapon against the Gulf", Opinion, Eco-Business. Available at: https://www.eco-business.com/opinion/irans-water-weapon-against-the-gulf/ 

 

Eco-Business (2026) "Why Iran is attacking Gulf energy infrastructure", Opinion, Eco-Business. Available at: https://www.eco-business.com/opinion/why-iran-is-attacking-gulf-energy-infrastructure/ 

 

Global Finance Magazine (2026) "Middle East: key trends shaping 2026", Economics Policy Regulation. Available at: https://gfmag.com/economics-policy-regulation/middle-east-key-trends-shaping-2026/ 

 

Institute for Energy Economics and Financial Analysis (IEEFA) (2026) "Impact of Middle East crisis on global energy markets". Available at: https://ieefa.org/impact-middle-east-crisis-global-energy-markets 

 

International Monetary Fund (IMF) (2026) "How the war in the Middle East is affecting energy, trade and finance", IMF Blog, 30 March. Available at: https://www.imf.org/en/blogs/articles/2026/03/30/how-the-war-in-the-middle-east-is-affecting-energy-trade-and-finance 

 

Kakakhel, K. (2026) "The Gulf conflict shows climate finance must evolve to withstand geopolitics", Dialogue Earth / Eco-Business, 31 March. Available at: https://www.eco-business.com/news/the-gulf-conflict-shows-climate-finance-must-evolve-to-withstand-geopolitics/ 

 

Royal London Asset Management (RLAM) (2026) "Geopolitical shocks: key Middle East ESG implications for responsible investors", 2026. Available at: https://www.rlam.com/uk/intermediaries/our-views/2026/geopolitical-shocks-key-middle-east-esg-implications-for-responsible-investors/ 

 

United Nations Conference on Trade and Development (UNCTAD) (n.d.) "Strait of Hormuz disruptions: the burden of oil price shocks on vulnerable economies". Available at: https://unctad.org/publication/strait-hormuz-disruptions-burden-oil-price-shocks-vulnerable-economies  

Insights from the ATMA EcoVadis Webinar Panel held on 16 April 2026.

Missed the webinar? View the recording here.

If you have opened a client RFP recently, the chances are EcoVadis came up. EcoVadis is an embedded benchmark across global mobility, in supplier evaluations, procurement criteria, and onboarding checklists. And yet a question sits behind all of it that the industry has not fully answered: are we actually driving meaningful change, or are we simply getting better at navigating the system?

ATMA brought together four exceptional voices to explore exactly that. Claire Kolly of EDLT.global, Lucie Nazir of RelocateU, Jiangmin Dang from EcoVadis, and Sanjala Hari of Schneider Electric joined moderator Holly Naylor of Relo Network Asia for a candid, practical, and at times refreshingly honest conversation. Here is what every mobility professional in Asia needs to take from it.

 

Start with the why, not the score

Before you touch the questionnaire, get clear on your purpose. This matters more in global mobility than in almost any other industry, because unlike manufacturing or financial services, mobility has no unified regulatory framework governing ESG disclosure.

That gap is exactly why EcoVadis has taken hold. It is not mandatory. No regulator requires it. But it has emerged as the closest thing the industry has to a shared benchmark, one that both buyers and suppliers recognise, that cuts across geographies and company sizes. When a corporate mobility manager in London asks their RMC in Singapore about ESG credentials, EcoVadis has become the common language.

But a common language is only useful if it is spoken honestly. Holly Naylor, who has led EcoVadis submissions at Relo Network Asia and moderated the panel, was direct on this point:

Claire Kolly was equally frank about the opportunities that EcoVadis offers:

Lucie Nazir’s own journey at RelocateU illustrates what the right intent looks like in practice. Her first instinct when completing the questionnaire for the first time was to bring in an external consultant. She quickly realised they were targeting bronze, focused on compliance documentation rather than transformation. She took full ownership of the process, embedded the work into how the business operates, and attained a gold medal and more importantly, genuine, measurable change.

• Lucie Nazir on EcoVadis in practice:

  "You end up with an EcoVadis score reflecting how strong their policies are on paper but not the real impact behind them. It would tell you how structured and well-evidenced your approach is, but not how transformative or how sustainable your business actually is."

  Lucie Nazir, RelocateU

  It is a merit system, not a penalty system

  EcoVadis starts at zero and awards points for what you have. You are not penalised for gaps. The first assessment is effectively a reality check, a baseline picture of where your management system actually stands. From there, the scorecard identifies high-priority improvement areas, and you build on those year on year. For smaller mobility businesses without dedicated sustainability teams, this reframing matters. Companies do not need to have everything in place on day one, they need to start honestly and progress consistently.

  Sanjala Hari on what clients are really looking for:

  "It's not just to get a badge or a medal. It's to actually see how serious a company is on the actions that they are taking. Customers want to see progress, not just a badge or medal."

  Sanjala Hari, Schneider Electric

  The APAC reality is different and under-served

  Unlike Europe, where the CSRD (Corporate Sustainability Reporting Directive) provides a unified regulatory baseline, Asia has no equivalent. Disclosure requirements vary significantly by market, and ESG policies are typically designed at a global headquarters with Asian offices expected to implement frameworks that were never built for their reality.

  For operators across Southeast Asia, this tension is real and daily. The opportunity, as Jiangmin Dang noted, is that EcoVadis can serve as a practical reference framework even where regulatory pressure is absent, giving companies in this region a structure to work against when no single government mandate applies.

  Jiangmin Dang on APAC:

  “Companies within this region will have very inconsistent disclosure requirements. Companies can make use of the EcoVadis assessment as an opportunity, or a reference, to improve on their current management system and plan for future actionable implementations."

  Jiangmin Dang, EcoVadis

  Sustainable procurement is the most overlooked pillar

  Across the four EcoVadis pillars, environment, labour and human rights, ethics, and sustainable procurement, sustainable procurement is where companies most commonly fall short. Most organisations in mobility have not yet built a systematic approach to assessing the sustainability of their own supply chains. For an RMC managing a network of moving companies, DSPs, housing providers, and immigration firms, that is a significant gap and one that will increasingly be visible to corporate clients who are themselves reporting Scope 3 emissions.

   

  Large companies have a responsibility to smaller suppliers

  Sanjala Hari shared Schneider Electric’s approach to engaging their top thousand suppliers on decarbonisation. The message was blunt: asking small suppliers for scores without supporting them to improve is not a sustainability strategy, it is a paperwork exercise. For the mobility ecosystem, which is built on networks of SMEs, this applies directly. Corporate clients have the ability to lift ESG capability across their supply chains.

   

  Practical tips for mobility companies in Asia

  Drawing directly from the panel, here is what the experts discussed:

• Getting started: Understand your purpose before opening the questionnaire. Review the EcoVadis guide, scoring principles, and platform instructions before answering. Read the help content under each question carefully, as many companies lose points by misunderstanding what is asked.
• Building your approach: Do not try to do everything at once. Start with existing policies, supplier agreements, and employee handbooks before creating new ones. Focus on two or three strong pillars and set realistic long term targets. Companies that set overly ambitious first year goals and miss them often see lower scores later.
• For smaller organisations: Distribute the workload across your team rather than relying on one person. Use EcoVadis to align employees around a shared goal. Draw on networks and trade associations for sustainability expertise. Use AI tools to help structure documentation so time can be focused on impact.
• Honesty and reporting: Be transparent about gaps. EcoVadis rewards clear action plans with defined priorities. Customers want to see progress rather than appearances. Commitments alone do not score, only documented actions and measurable results do.
• Supply chain: Do not assume suppliers share the same ESG maturity. Many smaller Asian partners are willing but lack clarity or capacity. Larger organisations should guide suppliers rather than only request scores.
• On the APAC context: Global policies are often not suited to Asian markets. Advocate for local input into ESG frameworks and use EcoVadis as a voluntary framework to build discipline, as regulatory pressure in the region is increasing.

•  

  Top 5 takeaways for mobility professionals

1. Know your why before you start. Whether it is a client requirement, a competitive advantage, or genuine transformation, your purpose determines the value you get out of the process.
2. EcoVadis is additive, not punitive. You are awarded points for what you have, not penalised for what you lack. Start honest, then build.
3. Sustainable procurement is the most overlooked pillar. Most mobility organisations have no systematic approach to assessing the sustainability of their own supply chains. That gap is increasingly visible to corporate clients reporting Scope 3 emissions.
4. APAC needs its own ESG conversation. Global frameworks do not translate cleanly to this region. Mobility businesses here need tools and guidance built for their market reality.
5. Support matters more than scoring. Handing a small supplier a questionnaire without helping them improve is a missed opportunity. The companies making real progress are the ones investing in their supply chains, not just measuring them.

 

ATMA will continue bringing together conversations like this one. If you want to be part of the community driving this agenda forward, please contact us.

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This article is based on the ATMA EcoVadis Webinar Panel, featuring Claire Kolly (EDLT.global), Lucie Nazir (RelocateU), Jiangmin Dang (EcoVadis), Sanjala Hari (Schneider Electric), and moderator Holly Naylor (Relo Network Asia).

Insights from ATMA’s Latest Member ESG Survey

Every assignment, every relocation, every cross-border move involves flights, freight, housing, and supply chains, and increasingly, the people making those decisions are being asked to account for the environmental and social footprint that comes with them. ATMA surveyed RMCs, DSPs, movers, corporate housing providers, immigration professionals, and other mobility stakeholders across Asia Pacific to take an honest read of where our industry stands. A sincere thank you to every member who responded your candour is what makes this intelligence meaningful, and here is what you told us.

Strategic intent is ahead of operational reality

67% of respondents describe ESG as a clear corporate priority.

17% of respondents said ESG is not yet clearly defined and 2 smaller groups (8% each) say it is mainly customer-driven or talked about but not embedded. The era of “we’ll get to ESG eventually” is largely over. The challenge now is moving from stated commitment to operational delivery, and that is where the friction begins.

Data and know-how are the twin blockers

Nearly 60% of respondents cited data collection and reporting as their primary ESG challenge. A single relocation can involve an RMC, a DSP, a moving company, a temporary housing provider, and multiple local vendors. Producing consolidated, auditable ESG data across that ecosystem is challenging. Carbon footprinting is the sharpest example: most mobility programmes have no systematic way of measuring it, yet for organisations reporting Scope 3 emissions, employee mobility is a material category.

Training and awareness followed as the second biggest challenge. The gap is not simply a lack of knowledge, but respondents indicated that they struggle with what good ESG practice looks like when managing a relocation programme or a serviced apartment portfolio. Generic sustainability training does not answer that question. APAC-based teams at global organisations face an added layer: expected to implement a strategy set elsewhere, without always being resourced to do so.

What the industry wants to learn 

More than 90% of respondents want more ESG content from ATMA. The top 3 priorities are clear and consistent across all stakeholder groups. This tells us that respondents require practical, day-to-day guidance, not high-level frameworks.

• Industry-relevant ESG guidance: 16%
• Global & Asia-specific ESG regulations: 14%
• Carbon footprinting: 14%
• Data gathering & integrity: 14%
• EcoVadis & benchmarks: 12%

Other insights

The survey surfaces some telling gaps between visibility and execution. While 78% of respondents confirmed ESG features on their corporate website, only 33% have a dedicated ESG team or committee in Asia. For many organisations, ESG is being front-faced externally before it is properly resourced internally, a gap the industry needs to close.

Commercial pressure is building but unevenly. 58% say their sales teams factor ESG into procurement conversations, but a notable portion said "maybe" or "not sure," suggesting that even where ESG is a stated priority, it has not yet consistently reached the front line of client-facing work.

Individual motivation is outpacing organisational structure. 67% of respondents say they personally prioritise ESG with their teams, even in organisations where formal structures are absent. That grassroots commitment is a real asset, but it also points to a risk: progress that depends on individual champions rather than embedded processes is fragile.

The APAC dimension is distinct and under-served. Respondents are spread across Singapore, Hong Kong, Malaysia, India, and Japan and the message from open responses is consistent: global frameworks do not translate cleanly to this region. What practitioners need is guidance built for APAC conditions, not adapted from headquarters’ playbooks.

Workshop appetite is near-unanimous. All except one respondent said yes to attending mobility ESG workshops or events.

What this means for the global mobility industry

For corporate HR and mobility managers, start building ESG measurement into programme governance now, even imperfectly. The organisations ahead of the curve in two years are the ones asking the right questions today. For RMCs, a credible ESG story is becoming a commercial necessity as procurement conversations go deeper. For DSPs, movers, and temporary housing providers, supply chain accountability is the direction of travel. Clients under Scope 3 reporting pressure will increasingly expect transparent ESG data from their providers. Those who can deliver it will become preferred partners.

ATMA will use these findings to shape our content and events for the rest of the year. If you have made progress on ESG integration and are willing to share it, or if you would like to help shape what an APAC mobility ESG standard could look like, we want to hear from you. What this survey makes clear is that the appetite, the urgency, and the people needed to drive it forward are already here.

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This article is based on ATMA's 2025 ESG member survey. Respondents represent a cross-section of the Asia Pacific mobility ecosystem, including RMCs, DSPs, corporate housing providers, corporate in-house mobility teams, immigration and tax professionals and professional services firms.

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

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:

1. Measure carbon footprint using GHG Protocol (minimum Scope 1 and 2)
2. Review workforce metrics for diversity, health and safety, and training gaps
3. Map value chain for human rights and environmental risks
4. Identify material issues relevant to your business model
5. Leverage existing certifications (ISO 14001, EMAS, quality systems)
6. Explore support programmes like Singapore's SME SRP
7. Engage clients about their sustainability data requirements
8. 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

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.

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.

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.

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

 

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.