Welcome to the first article in a series of three articles where we will closely examine the greenhouse gas emissions under the Greenhouse Gas (GHG) Protocol and identify what these mean for the global mobility industry.

What are the Scopes?

The Greenhouse Gas (GHG) Protocol, established in 2001, is a comprehensive framework that outlines both mandatory requirements and advisory guidelines. The GHG standards provide a framework for businesses, governments and other entities to measure and report their greenhouse gas emissions.

The GHG Protocol divides greenhouse gas emissions into three categories or "scopes" to help organizations systematically measure and manage their carbon footprint. Scope 1, 2, and 3 emissions are greenhouse gases released across an organization’s entirevalue chain. 

In 2023, 96% of Fortune 500 companies responded to the Carbon Disclosure Project (CDP) using the GHG Protocol directly or indirectly. The GHG Protocol provides the accounting platform for every corporate GHG reporting program globally. 

Scope 1 covers direct emissions from sources that a company owns or controls, such as vehicle fleets, facility heating, and on-site manufacturing. Scope 2 encompasses indirect emissions from purchased energy, including electricity, steam, heating, and cooling used by the organization. Scope 3, typically the largest category, includes all other indirect emissions throughout a company's value chain, from business travel and employee commuting to producing purchased goods and disposing of sold products.

Together, these three scopes provide a comprehensive framework for organizations to understand and address their total environmental impact. Understanding greenhouse gas (GHG) emissions is also key to effective environmental management across the mobility industry and each organisation faces unique challenges in measuring and managing its carbon footprint.

Source: WRI/WBCSD Corporate Value Chain (Scope 3) Accounting and Reporting Standard (PDF), page 5.

Scope 1 Emissions in the Mobility Industry

Scope 1 emissions are a company's direct carbon footprint. Scope 1 refers to direct GHG emissions from sources that a company owns or controls. These emissions are created directly by a business. In the mobility industry, Scope 1 emissions typically come from:

• Moving trucks
• The heating and cooling systems in offices or facilities owned directly by the company
• Backup generators

The Business Case for Measuring Scope 1 Emissions

• ·        Major corporations operating in the EU and other jurisdictions must now report their emissions data, affecting international moving companies and relocation service providers operating in these regions and beyond through the supply chain.
• ·        Banks and investors evaluate carbon performance when considering loans for fleet expansion or new facilities, making emissions data critical for growth planning and financing.
• ·        Tracking emissions directly connects to fuel usage, helping identify cost-saving opportunities through route optimization and timely vehicle maintenance. This is particularly relevant for all types of relocations.
• ·        Global corporations and relocation management companies increasingly require emissions data in their RFPs. Moving companies with clear carbon measurement systems have an advantage in winning new business.
• ·        Companies measuring and managing their emissions position themselves favourably for future market requirements, particularly in regions with stricter environmental regulations around expatriate services.

Implementing Scope 1 Emissions Measurement

• Professional transportation companies, the most likely stakeholders in global mobility to have Scope 1 emissions, must start with comprehensive tracking across two main areas: fleet and facilities. This means calculating and documenting fuel consumption for each vehicle type and applying appropriate emission factors for fleet management. Facility tracking covers natural gas usage: Heating, Ventilation, and Air Conditioning (HVAC) system refrigerants, and emergency power systems.
• At its simplest level, the calculation follows a straightforward formula: Emissions = Activity Data × Emissions Factor. This allows companies to convert operational data into actionable emissions insights and implement targeted reduction strategies based on this data.

The Path Forward

Effective Scope 1 emissions management requires a comprehensive approach that combines technological solutions with operational changes. Organisations should focus on establishing robust measurement systems, implementing targeted reduction strategies, and regularly monitoring progress. Success in emissions reduction often correlates with improved operational efficiency and a stronger market position. As the mobility industry evolves, companies that proactively manage their emissions will be better positioned for long-term success, especially as stringent EU regulations and supply chain requirements become more important to large corporates.

The future of emissions management in Asia’s mobility industry will likely see supply chain decarbonisation playing a key role, particularly in major hubs like Singapore, Hong Kong, and Tokyo, where regulatory pressures are growing. Most recently, The Philippines has announced it will implement mandatory sustainability reporting for listed firms by 2026, following a market readiness study and a transitional approach by the Securities and Exchange Commission (SEC).

Where applicable to their business activities, companies proactively implementing emissions management programs will be better positioned to comply with evolving regulations and meet rising client expectations for greener mobility solutions.

Further Reading

McKinsey & Company. (2024, September 17). What are Scope 1, 2, and 3 emissions? https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-are-scope-1-2-and-3-emissions

World Resources Institute and World Business Council for Sustainable Development. (2004). The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition). Available at: https://ghgprotocol.org/corporate-standard

ATMA and Schneider Electric's second workshop on sustainability in talent mobility on 26 November successfully brought together corporate mobility professionals to explore strategic approaches to environmental impact measurement. HR participants from various corporations gained insights into tracking emissions in relocation practices and developing robust business cases for sustainability initiatives.

The interactive session at Schneider Electric's Kallang Office featured expert-led discussions on integrating sustainability into talent mobility strategies. Attendees learned practical methods for identifying emission sources, creating compelling sustainability proposals and aligning mobility practices and policies with corporate environmental commitments.

Key discussions centred on talent mobility teams' central role in meeting organisational decarbonisation goals. Experts from Schneider Electric’s ESG Consulting team guided participants through interactive discussions, highlighting approaches to reducing environmental impact in global mobility operations.

Examining Scope 1,2 and 3

The Schneider team examined participants' climate ratings and net-zero commitments across scope 1, 2, and 3 emissions. With some organizational commitments starting in 2025, the discussion underscored the urgent need for global mobility functions to plan emissions tracking and reduction strategies.

Participants identified key scope 3 emission sources in global mobility:

• Purchased goods and services
• Upstream transportation and distribution
• Operational waste
• Business travel
• Employee commuting

Towards a Compelling Case for ESG

During the group discussions on building a compelling sustainability business case, Stephen Park of Schneider Electric’s International Mobility Centre, APAC, shared Schneider's global mobility sustainability journey and carbon footprint methodology. He detailed their successful business case development and ongoing collaboration with the consulting team to identify operational elements and data collection methods for emissions accounting.

Participants discovered critical considerations for embedding sustainability into talent mobility operations. Many companies have set clear decarbonization goals, with talent mobility teams playing a central role in meeting these commitments.

Fundamental Elements

Business Case Development Successful sustainability strategies require four fundamental elements:

• Clear Vision: Strategic direction for sustainability
• Robust Execution Plan: Tactical roadmap for implementation
• Financial Investment: Transparent cost structure and resource allocation
• Comprehensive Outcomes: Measuring both financial impact and employee experience

The Schneider team shared their approach to developing sustainability strategies specifically for talent mobility. By leveraging internal mobility team experiences, they demonstrated practical approaches to integrating sustainable practices. Sanjala Hari, Senior Manager, Sustainability Business at Schneider Electric concluded the workshop by sharing how the Schnieder consulting team can partner with organisations to achieve target setting and development of decarbonization roadmaps.

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

On November 26, 2024, the ATMA ESG Committee proudly hosted its final event of the year, bringing together sustainability advocates for an evening of inspiration and learning. Held at Mortar & Pestle in Singapore, the event featured Anne Langourieux, co-founder of The Matcha Initiative as the keynote speaker. With many years of experience living in Asia, Anne’s career journey—from the corporate sector to humanitarian NGOs—resonates with the shift towards a more conscious and sustainable global mobility industry.

The Matcha Initiative: Focused on Business Sustainability

During the pandemic, Anne co-founded The Matcha Initiative (TMI), a platform designed to help businesses in Singapore and globally advance sustainability practices. TMI's core mission is to equip companies with resources that help them comprehend sustainability challenges, identify practical solutions, and enable collaborative efforts for meaningful environmental impact.

Anne emphasized how individuals and organizations can embed sustainability into their daily work and broader organizational culture.

Several key strategies for promoting sustainability were highlighted:

• ·        Practical workplace actions: Individuals can drive change through simple yet impactful practices like recycling or reusing materials after events. Importantly, documenting and showcasing these efforts can help prove and promote sustainability initiatives within organisations.
• ·        Social influence: By demonstrating sustainable actions and sharing tangible results, people can motivate those around them to contribute to environmental conservation efforts.

Anne also underscored the urgent realities of climate change, using Singapore as a vivid example. She noted the increasing frequency of flash floods during torrential rains. She presented a stark projection: potentially 30% of Singapore's land could be submerged due to rising sea levels within 30 years. This sobering forecast illustrates the critical importance of sustainability and climate action.

Climate Insights: From the Wet-Bulb Effect to Singapore’s Challenges

Anne discussed pressing climate topics, including the wet-bulb effect—a critical measure of heat and humidity that reflects the body’s ability to cool itself. She explained the increasing risks of high wet-bulb temperatures and their implications for human health, building resilience, and long-term sustainability strategies. Highlighting Singapore’s unique position, Anne noted that the city-state’s temperatures are already 1.8°C above pre-industrial levels, underscoring the urgency of proactive climate action.

Lessons from AlterCOP

As a co-founder of AlterCOP, Anne also shared insights from this innovative platform. AlterCOP also took place in November and complemented the official COP29-Azerbaijan by providing a remote, accessible and more sustainable alternative here in Asia. AlterCOP 29’s rich agenda covered diverse topics such as waste management, decarbonization, green finance, and sustainable cities, all designed to inspire global and regional action without the need for extensive travel.

With over 2,100 attendees, 250 speakers, and a collaboration across five countries, AlterCOP embodies the essence of collective impact. Anne encouraged participants to explore its resources and integrate actionable ideas into their sustainability strategies.

Networking and Next Steps

Sponsored by Crown Worldwide, the evening concluded with engaging discussions and networking opportunities, where attendees shared their challenges and successes in embedding ESG principles into their roles. Anne’s practical insights inspired participants to take the next steps in building resilience and improving sustainability in global mobility.

FOR IMMEDIATE RELEASE

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

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

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

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

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

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

About ATMA:

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

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

About NetExpat

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

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

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

Key Takeaways:

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

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

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

A few key themes:

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

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

                YouTube                                            bilibili                 

 

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

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

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

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

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

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

IFRS and standards development

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

IFRS S1: Comprehensive Sustainability Disclosure Framework

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

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

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

IFRS S2: Spotlight on Climate-Related Disclosures

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

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

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

Global Adoption Landscape

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

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

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

Adapting to the New Reality and Implications for the Mobility Industry

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

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

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

Keeping Up to Date: Recent IFRS developments

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

Conclusion

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

Useful resources

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

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

• Both Japan and Taiwan are focused on attracting foreign talent.

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

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

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

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

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

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

• International Schools

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

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

• Cost of Living

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

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

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

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

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

Tailored Reintegration Plans

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

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

Individual Coaching and Support

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

Performance Evaluations and Career Development

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

Broader Support Systems

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

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

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