The Rise of Flexible Policies

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

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

The Drive for Better Experiences

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

Measuring Impact and Expectations

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

Forms of Flexibility

Flexible talent mobility can take several forms:

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

Pros and Cons

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

Changing Mobility Patterns

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

Structured Flexibility: The Core Flex Approach

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

Introducing Care Flex

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

Implementing Care Flex

Key steps include:

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

Measuring Success

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

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

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

Key Takeaways:

1. Impact of COVID-19 on Mobility Policies:

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

2. Changes in Assignments:

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

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

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

3. Business Travel:

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

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

4. Assignment Benefits:

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

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

5. Temporary Roles:

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

6. Cost Efficiency and ESG Goals:

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

7. Emphasis on Employee Well-being and Engagement:

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

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

8. Global Policy Framework with Local Adaptation:

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

9. Ownership of Remote Work Policy:

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

10. Challenges of Hybrid Work Models:

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

11. Continued Relevance of Global Mobility:

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

Watch the full webinar on our Youtube or bilibili channels.  

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

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

Watch the full webinar recording on YouTube or bilibili.

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

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

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

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

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

A post from our ESG Committee

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

The Carbon Cost of Shipping

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

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

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

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

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

The process of LCL involves the following steps:

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

By consolidating shipments, LCL offers several benefits:

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

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

Driving Sustainability Through the Supply Chain

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

Reduce, Reuse, Relocate?

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

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

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

The Quest for Greener Packing Materials

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

Harnessing Clean Energy and Human Power

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

The Path Forward

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Top 10 Takeaways

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

Best Practice Sharing from Schneider Electric

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

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

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

EY on Sustainability Tax

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

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

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

Graebel’s Sustainability Update

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

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

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

1. Understanding Sustainability:

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

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

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

3. Sustainable Development Goals (SDGs):

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

4. Overcoming Terminology Challenges:

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

5. Urgency of Climate Action:

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

6. Environmental Risks for Businesses:

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

7. Regulatory Landscape:

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

8. Scope of Emissions:

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

9. Carbon Reduction Strategies:

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

10. Integration with Business Strategy:

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

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

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

Some of the topics discussed:

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

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

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