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 When an assignment ends and a family leaves their apartment, outdated electronics are disposed of.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.

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

 

Key Takeaways:

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

 

An Urgent Business Case for Sustainability

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

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

 

Identifying Quick Wins

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

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

 

Supply Chain Perspectives

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

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

 

 

Procurement Viewpoint

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

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

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

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

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

 

Conclusion

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

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

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

1. Geopolitical & Regulatory Uncertainty: Agility Is Essential

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

2. The Expanding Role of Global Mobility Teams

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

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

3. Organizational Response & Risk Management

Companies are taking a proactive stance by:

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

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

4. Communication: The Cornerstone of Mobility Success

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

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

5. Policy Flexibility & Core-Flex Trends

Mobility policies are becoming more flexible, especially for:

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

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

6. Influencing Factors in Policy Decisions

Policy flexibility is shaped by:

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

7. Remote Work: Guardrails Over Freedom

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

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

8. India’s GCC Boom: A Strategic Opportunity

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

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

9. Evolving Assignment Types

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

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

10. Inbound vs. Outbound Support: A Growing Imbalance

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

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

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

11. Implications for Mobility Teams

Mobility professionals must:

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

12. India Tax Compliance: Precision Required

India’s tax landscape is tightening:

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

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

13. Provident Fund & Social Security: Streamlining and Expansion

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

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

14. Visa Processing: Delays and Glitches Persist

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

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

15. Technology & AI: Strategic Support, Not Replacement

AI tools like Copilot are being adopted for:

• Drafting assignment letters.
• Automating emails and research.

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

Watch the full webinar recording, now available inside ATMASphere.

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

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

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

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

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

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

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

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

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

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

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

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