Re:locate Magazine, Spring 2015

FO R H R , G LO BAL MA N A GERS & RELOCATIO N PR OFESSIONALS

ÂŁ8

Re:locate Spring 2015

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EXCLUSIVE EVENT

Spring into

engagement!

Your chance to shape the global mobility agenda

Serviced apartments Shaking it up...

TESTING TIMES For oil, gas and energy

AFRICA HOTSPOTS

Coping with the challenges

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Our welcoming committee for your international assignees and their families It’s nice to know they’ve got a friend As an international family moving to the UK, it’s nice to know that they will be supported in not just their banking requirements, but also in settling their family into the UK. Our personal service to help them through the account opening process and new NatWest Global Employee Banking website means they’ve always got a friend ready to lend a helping hand! Helpful guides on everything from banking in the UK and education for their children to family days out plus our superb online and mobile banking. We’re here to make sure their move is as smooth as possible.

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Contents 26

16

NEWS, ANALYSIS & EVENTS 4 Re:editor’s letter

Fiona Murchie looks at what’s in store this issue.

38

46

FEATURES 26 Re:serviced apartments

38 Re:event

This fast-growing sector is rising to the challenges of global growth.

41 Re:awards

Insights from thought leaders attending Worldwide ERC’s London EMEA conference.

58 Re:corporate social responsibility

The UK’s film industry is a stunning example of innovation, creativity and economic success.

Give your organisation a head start by taking part in our exclusive workshop.

Book your places for the 2014/15 Re:locate Awards gala dinner!

An inspiring initiative in Zambia is seeking support from the global mobility community.

HOT TOPIC 6 Re:oil, gas & energy

What do continuing falls in oil prices and the rise of new energy sources mean for global mobility?

GLOBAL MANAGEMENT 10 Re:Africa

We unpack the mobility and talent challenges across this vast and diverse continent.

34 Re:mobility trends

42 Re:creative industries

POLICY & PRACTICE 24 Re:pay & benefits

Mobility practices are setting the pace as the function supports corporate objectives.

EMPLOYEE SUPPORT 16 Re:Africa education

Advice to help parents choose a school in their destination country.

22 Re:international banking

20 Re:health

Having the right bank account can help assignees adjust to life in a new country.

36 Re:employment

Tips for UK university visits, for assignees with late-teenage children.

HR awareness keeps valued talent safe from tropical diseases.

Understanding the jobs market is key to recruiting and retaining top talent.

44 Re:leadership

Inspiring ordinary people to achieve extraordinary

33 Re:higher education 48 Re:education

An overview of systems around the world, to help families make schooling choices.

results. Plus how can mobility become an influential stakeholder?

relocateglobal.com | 3

The Team

Making “connections

Managing Editor: Fiona Murchie editorial@relocatemagazine.com Design: Cohesion Marketing by Design Editor: Louise Whitson

can help solve today’s mobility challenges

Advertising: Susana Morss-Davies ads@relocatemagazine.com

Address Re:locate Magazine Spray Hill Hastings Road Lamberhurst Kent TN3 8JB T: +44 (0)1892 891334 F: +44 (0)1892 891336

”

S

pring is the season of new beginnings. As they expand into new markets, companies around the world are facing new challenges as they seek to engage the new generation of globally mobile employees and find new ways of tackling old issues.

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Re:locate’s networking reception, attended by 100 global mobility and relocation professionals, started conversations about the connection between engagement and productivity, which will continue during the exclusive workshop we are holding at the Institute of Directors (see p38).

Following International Women’s Day, we’ll be announcing some exciting new initiatives around the topical issue of women’s leadership, and you can get involved in our new charity project to help a school in Zambia (see p58). Look out for the new editions of Re:locate Europe and Re:locate Asia Pacific, coming soon.

In this edition, we unpack the mobility and talent challenges across the vast and diverse continent of Africa. As oil prices continue to fall and interest in renewables and new types of production rises, we consider the future of the global energy sector. Our health feature looks at how HR awareness can protect assignees from tropical diseases.

Thank you to everyone who has entered this year’s Re:locate Awards.

Don’t forget to book your places for the relocation event of the year (see p41), when professionals from across the sector will celebrate their successes and those of their peers.

Fiona Murchie Managing Editor

Exclusive event!

Engaging Global Talent Thursday 14 May, London Details from events@relocatemagazine.com

Gala Dinner Book now!

Gala Dinner: Thursday 14 May

© 2014. Re:locate is published by Profile Locations, Spray Hill, Hastings Road, Lamberhurst, Kent TN3 8JB. All rights reserved. This publication (or any part thereof) may not be reproduced in any form without the prior written permission of Profile Locations. Profile Locations accepts no liability for the accuracy of the contents or any opinions expressed herein. ISSN 1743-9566.

4 | Re:locate | Spring 2015

Coming in the Summer 2015 issue of Re:locate magazine

10th ersary Anniv Year

AWARDS

PROPERTY

ASIA PACIFIC

Our winners’ inspiring stories

UK lettings market

Hotspots and new regions

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Celebrating 60 Years of Industry Leadership

CARTUS

It’s easy to talk about industry leadership. It’s another thing to demonstrate it.

YEARS

Since we founded the industry 60 years ago, Cartus has been doing just that through an unwavering focus on delivering services, solutions, and expertise that respond to the changing needs of our clients and their transferring employees around the world. Our commitment to both innovation and flexibility translates into customized approaches that match any situation. Whatever your size or location, we couple personal attention with the experience gained through more than 3 million moves and a diverse global client base. Find out what 60 years of trusted guidance can do for you.

®

©2015 Cartus Corporation. All rights reserved.

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OIL, GAS & ENERGY

TESTING TIMES for the global oil and gas sector

With oil prices continuing to fall, and interest in renewables and new types of production, such as fracking, on the rise, the global energy sector is facing a range of challenges. Mark E Johnson asked some experts for their perspectives on its future.

6 | Re:locate | Spring 2015

OIL, GAS & ENERGY

A

fter a decade of high oil prices, the energy sector is in a state of flux dominated by a plummeting price per barrel.

Until June 2014, the price of oil had been hovering at around $100 per barrel since 2010.

A combination of factors created favourable conditions.

Consumption was growing, thanks largely to China and other developing nations, while geopolitical upheaval in countries such as Iraq, Libya and Iran had restricted supply, driving up demand.

In North America, the higher price spurred drilling efforts in areas that had previously not been cost effective – notably North Dakota’s shale beds and Alberta’s oil sands – with many companies engaging in further exploratory operations.

The picture has changed dramatically, however. In June 2014, the oil price started to slip. Nine months ago, it was at a high of $115.

By January 2015, the price of North Sea Brent Crude had slumped to $48 per barrel, its lowest point since March 2009.

A confluence of factors has come into play to drive the drop.

Demand is being squeezed from a number of different directions.

At the macro level, sluggish global economic growth has depressed demand. At the consumer level, the growth in viable alternative energy sources is driving down consumption, while tougher fuel regulations and increasingly efficient engines are meaning that users can do more with less.

Meanwhile, output is climbing, thanks in large part to increased US production, bolstered by hydraulic fracturing (fracking) and horizontal drilling. US output grew by 15 per cent in the 12 months to last November, while imports dropped by 4 per cent.

Added to this mix is the Organization of Petroleum Exporting Countries (OPEC), led by Saudi Arabia. Driven by the fear of market-share loss, OPEC has refused to reduce production to stabilise prices – a move that further depressed oil prices when it was announced in late November.

The Saudis, backed by other producers with deep pockets, such as Kuwait, Qatar and the United Arab Emirates, have effectively embarked on a game of chicken with other producers, betting that they will shut off their pumps first as production becomes uneconomical.

The US Energy Information Administration (EIA) estimates that, in 2014, the increase in supply of liquid fuels was twice the increase in global consumption. Similarly, OPEC forecasts that demand for its oil will hit a 14-year low of 28.2 million barrels per day in 2017. That’s 600,000 barrels less than it predicted a year ago, and a drop from its current output of 30.7 million.

It adds up to troubling news for large companies such as BP, ExxonMobil, Shell, Total and Chevron, which invested tens of billions of dollars in exploration while prices were high without seeing a boost in production or profit.

Predictions for the future of the oil price vary. Some analysts are predicting further falls, while the likes of the EIA forecast that Brent Crude will average $58 per barrel in 2015 and $75 per barrel in 2016.

While the short-term outlook for oil is gloomy, however, the International Energy Agency warned in its World Energy Outlook 2014 that the current picture of a well-supplied market should not obscure future risks. As demand in the Organisation for Economic Co-operation and Development (OECD) countries remains flat and growth in China slows, India, South East Asia, the Middle East, and parts of Africa and Latin America are expected to drive growing global demand. The upshot for oil, the report says, will be increased reliance on the currently unstable Middle East, and Iraq in particular. ➲

relocateglobal.com | 7

OIL, GAS & ENERGY

Renewables While the exploitation of new oil and gas resources through fracking and other techniques has been one upshot of previously high oil prices, growth in renewables has been another.

International renewable energy advocacy group REN21 said in its 2014 annual report that renewables accounted for more than a fifth of global electricity generation in 2013. Capacity grew by 8 per cent, accounting for 56 per cent of global net additions.

Over the longer term, the International Energy Agency said in World Energy Outlook 2014 that it expected renewables to account for nearly half the global increase in power generation to 2040.

Solar photovoltaics continue to expand at a rapid rate, adding almost 55 per cent annually over the last five years. Wind continued to be a strong component, despite a fall from 2012, thanks largely to a slowdown in the US market. Both solar and onshore wind have been boosted by falling costs, and an increasing number of projects are being built without public financial support.

The sector sees strong support from developing nations, which account for 95 of the 138 countries that have support policies in place for renewables, according to REN21.

While some analysts have claimed that falling oil prices will negatively impact the renewables sector, Adam Sieminski, head of the EIA, said in January that this was unlikely, noting that oil was not in competition with renewables for electricity generation, and that many initiatives were shielded by government incentives.

Skills shortages The falling oil price has led to belt-tightening worldwide. Projects have been paused, delayed or cancelled, and companies have been reassessing hiring plans as a result.

Andrew Speers, managing director of Petroplan Global, laid out the context for Re:locate. “Oil and gas firms are beholden to macroeconomic factors and exposed to substantial levels of risk relating to market volatility, uncertainty, and geopolitical instability.

Despite the fact they are operating in a strategic global industry, many firms tend to be reactive.

“Costs have increased substantially in recent years, against the backdrop of high oil prices. But when oil prices slide, there is shareholder pressure to cut costs across operations, including the workforce. This has been illustrated by the recent oil price slump, with several international operators and service companies announcing layoffs and cuts to contractor rates.”

Neil Gascoigne, global business development manager for Hays Oil & Gas, said that the situation was still in flux, but noted, “There is a lag in effect, as the projects that had received Financial Investment Decisions, or FID, prior to the fall still need to recruit the talent required to ensure the projects reach their successful completion.

“That said, we have seen some high-profile companies announcing redundancies, and, should the price not recover in the short to mid term, we would expect to see further consolidation and further companies announcing restructuring programmes.

“The longer the price remains sub $70, the deeper the cuts and prolonged freeze in hiring will last. However, despite the uncertainty, employers have strategic hiring plans in place to target the specialist skills needed now and for future talent pipelines when growth returns.”

Discussing areas seeing the greatest churn at the moment, Tom Watts, director of Chronos Oil and Gas’s Birmingham arm, told Re:locate, “Geographically speaking, it seems as though the whole world is feeling the pinch. However, the most movement continues to be in the Middle East region.”

8 | Re:locate | Spring 2015

“A decrease in hiring is likely to exacerbate the skills gap and could result in further skills shortages in the future.”

Andrew Speers added, “We expect the falling price of crude will have a bigger impact on countries with higher production costs. To date, the majority of workforce-related announcements have been focused around mature markets with ageing assets and marginal fields, such as the UK North Sea. Falling oil prices are also threatening the viability of many US projects.”

The sixth annual Hays Oil & Gas Salary Guide, completed in November 2014, showed that skills shortages were once again the biggest headache for employers, with 30 per cent of respondents saying that they were a concern. This was followed by economic instability, cited by 24 per cent of respondents.

While conditions have been changing rapidly, Neil Gascoigne said that those responses still held water. “We are still seeing companies struggle for highly skilled candidates despite the current situation in the market. I think that, if we were to ask the question today, skills shortages would remain a major concern. Given some of the conversations I’ve had with hiring managers recently, I would say that the economic backdrop would also be among the top concerns for employers in the current climate,” he said.

Discussing the particular skills areas that were producing movement, Tom Watts said, “I think that, during any downturn in any industry, the big players are likely to invest in sales and business development personnel, to ensure that they are capturing what business is out there.”

Conversely, skillsets relating to finding new assets are most vulnerable to cuts. “The two main concerning areas are geosciences and petrochemicals. Both of these skillsets are likely to be hit hard, as they are utilised during exploration stages. Oil operators have announced significant reductions in their exploration and production budgets – in the region of 25 to 30 per cent on 2014 budgets – as the focus shifts to maximising revenues from existing wells rather than exploring new plays,” said Neil Gascoigne.

Andrew Speers echoed the sentiment that exploration-related roles were likely to be affected, adding, “Certainly, producing assets will not be affected to the same degree, because the capital investment has already been made.”

Beyond the immediate problems raised by the fall in the oil price, Mr Speers pointed to certain producers’ focus on local hires as something that restricted mobility. Some countries, such as Oman, have requirements that large percentages of their workforce be nationals. Beyond that, firms are looking for local workers to keep total package costs down, though this can be short-lived, as those same hires take the experience they’ve gained elsewhere.

Andrew Speers said that cutbacks might be used as an opportunity to address other workforce issues, however. “The industry may use this period of austerity to address persistent recruitment issues, such as the balance of contractors and full-time employees. Contractor rates have increased three times more than staff rates over the last five years; thus, it can be more cost-effective for firms to hire contractors as permanent employees.”

OIL, GAS & ENERGY

Both solar and onshore wind have been boosted by falling costs.

Talent pipeline Over the longer term, there’s a real danger that the talent pipeline will suffer. Neil Gascoigne noted that the long-established concern of the industry losing knowledge as senior staff and engineers retired was heightened by current conditions.

“A decrease in hiring is likely to exacerbate the skills gap and could result in further skills shortages in the future. This year’s survey revealed 22.5 per cent of respondents worldwide are aged 50 and above, which means that a significant portion of the tenured, skilled workforce will be retiring over the next five or more years.

With the anticipated reduction in hiring of Gen Y workers, the industry could be creating a future skills gap issue, much like it did in the mid-to-late 1980s.”

This is a particular concern in the vulnerable area of geosciences.

In the US, for example, two-thirds of all geoscientists are five to seven years away from retirement. Failure to hire graduates in the field could leave a substantial void.

“So, as companies seek to make cost reductions to balance the books, they have to make tough decisions. If they cut from the higher-earning employees, you lose the knowledge and experience required to nurture the next generation. Stop hiring from the newer, less-experienced talent pool and they face the possibility of not having sufficient talent to pass the knowledge on to. It’s a fine balancing act.

“The longer operators’ appetite for exploration remains low, the greater will be the long-term effect on other engineering disciplines, as the lag between new exploration and projects increases,” said Andrew Speers.

Scotland As noted by Mr Speers, the UK’s oil and gas sector is one of the areas that have been hit hardest by the price drop. Companies including KCA Deutag, Weatherford, ConocoPhillips, Chevron, BP and Shell have all announced job losses over the last few months.

While that’s a reaction to short-term problems, it’s part of an ongoing trend. A recent study commissioned by Oil and Gas UK and skills body OPITO, Fuelling the Next Generation, predicted that as many as 35,000 of the current 375,000 oil and gas industry jobs could be shed by 2019.

The report shows that Britain runs contrary to the ‘ageing workforce myth’ prevalent in engineering fields. Just over 10 per cent of sector workers are over 55 (compared with a national average of 32 per cent), while 40 per cent of the workforce is under 35 (compared with 31 per cent nationally). However, OPITO UK’s managing director, John McDonald, told Re:locate that the shedding of jobs could still lead to the UK’s own talent pipeline issues.

“Companies are doing what they can to safeguard jobs and retain skilled people now. The question is, what message is being sent to the future potential talent pool in terms of oil and gas being an attractive and aspirational career choice in the future?

“What we don’t want to see is the progress made in recent years to invest in the pipeline of talent through apprenticeships and graduate schemes compromised.”

There’s danger of a talent bleed to other countries, too, Mr McDonald warned. “People with North Sea experience are highly sought after the world over. Following previous downturns, the industry has created its own skills shortage, and cried out for skilled people who were laid off only months before. The North Sea today is very different to how it was 15 or 20 years ago, and, if they are not already doing it, talented, well-qualified people will move overseas.”

Tom Watts told us that the UK had problems prior to the price fall. “I think that the North Sea was also struggling to attract people due to good personnel going overseas to avoid tax,” he said.

Despite the air of gloom around media reports, John McDonald remains upbeat about the opportunities available in UK oil and gas.

As well as new work surrounding decommissioning, he pointed to the boom in shale gas.

“Recent figures from the British Geological Survey estimate that there is around 1,300 trillion cubic feet of shale gas located in the Bowland Shale in the north east of England, with a further 80 trillion cubic feet in the Midland Valley in Scotland, so it has the potential to be significant.

“As a sector, shale is still in its infancy. However, with much work currently being undertaken to set the regulatory framework, it is evident that much of the skills and experience honed in the offshore industry in the last 40 years will be transferable onshore.”

While oil’s immediate future looks troubled, there are still opportunities in the energy market for those prepared to be flexible.

relocateglobal.com | 9

REGIONAL PROFILE: AFRICA

AFRICA Unpacking the mobility challenges

10 | Re:locate | Spring 2015

REGIONAL PROFILE: AFRICA

With Africa now a firm fixture on the global growth frontier map, we unpack the mobility and talent challenges across this vast and diverse continent. From housing to health, assignment type and security, Ruth Holmes looks at the opportunities from a moving-people perspective.

T

he 2007/8 global EY notes that, in 2013, economic crisis FDI project announcements brought Africa’s in Africa were down by 3.1 per 54 countries’ cent. This, in its analysis, was significant growth into sharp due overwhelmingly to political focus. Barometers like the World instability in North Africa. But Bank’s Doing Business Index despite this recent dip, EY’s and International Monetary data also shows that the 750 Fund (IMF) outlooks suggest FDI projects announced in a continued rising tide of wealth 2013 were “way in excess” of on the continent. EY’s Africa the pre-crisis average of just Attractiveness series of surveys 390 projects per year. also continue to show the Taking the long view encouraging reality of business Arriving at 2014’s US-Africa Leaders’ Summit there.

The overall picture of optimism In particular, Sub-Saharan and the opportunities that Trade volumes between the US and African (SSA) countries – the abound at local, national and the African continent have grown swathe of 47 diverse countries international levels appears to taking in Mauritania to the west, remain bright for the longer by 40 per cent since 2009.

Somalia to the east, and South term. At 2014’s US-Africa Africa to the south – are in the Leaders’ Summit, US President vanguard of Africa’s economic development, averaging 4.5 per cent Barack Obama pledged to strengthen his country’s commercial annual GDP growth last year, which is set to rise to 5.1 per cent in relationship with Africa. Trade volumes between the US and the 2017, says the World Bank.

African continent have grown by 40 per cent since 2009.

Between 2007 and 2013, foreign direct investment (FDI) to the At the four-day Washington DC event, attended by 50 leaders West Africa region increased at a compound annual growth rate of of African countries, Mr Obama acknowledged the announcement 27.7 per cent – the strongest on the continent, notes EY in its Africa of major investments by US companies Blackstone, Coca-Cola, GE 2014: Executing Growth study. East Africa was close behind at 23.4 and Marriott, in “new deals” in clean energy, aviation, banking, and per cent, attracting most investment from other African countries construction worth more than $14 billion. and reflecting the growing momentum of intra-Africa financing.

Nevertheless, UK companies are still the biggest investors in However, sentiment has recently taken a hit, particularly Africa, closely followed by the USA. According to EY, FDI from across North Africa. Commodity price slumps, global economic Spain, India and Japan jumped sharply in 2013. Africa’s share of uncertainty, the highly publicised Ebola epidemic, and ISIS world FDI also rose again in 2013, to 5.7 per cent. The proportion insurgents’ advances in Libya have cast a shadow over good news of total global capital invested also increased, from 7.8 per cent in 2012 to 8.2 per cent. ➲ stories and dampened investment.

relocateglobal.com | 11

REGIONAL PROFILE: AFRICA

Africa, with its relatively young population of almost one billion, its nascent middle class, and its improved political and social infrastructure, remains an enticing prospect for foreign investors, mobile workers and returning diaspora.

As these figures suggest, much of Africa, with its relatively young population of almost one billion, its nascent middle class, and its improved political and social infrastructure, remains an enticing prospect for foreign investors, mobile workers and returning diaspora.

A new departure board

Mirroring general global relocation trends, the continent is seeing a growing diversity of destinations and increasing mobility as more investment in new sectors comes on stream. Interest from retailers, information and communications technology (ICT) firms, and the financial sector is adding to the traditional drivers of natural resource extraction and government and thirdsector involvement, with new investment and assignee hubs coming to the fore.

PwC’s 2014 study A Continent on the Move: Global Mobility in Africa, found that, for 88 per cent of its 44 respondents with African operations, the importance of global mobility has increased. Kenya, Ghana, and Mozambique have all recently moved up the top ten measured by the number of FDI projects, according to EY, with Zambia and Uganda new entrants, and Rwanda and Tanzania among other FDI hotspots.

South Africa alone, as a traditional expatriate destination and gateway to southern African economies, has seen the number of expats soar by 19 per cent over the past six years. The country accounts for 24 per cent of SSA’s FDI, followed by Nigeria (9 per cent), Kenya (8 per cent) and Angola (7 per cent).

Johannesburg-based Ruth Lockwood, global destination services provider Santa Fe’s director of relocation services for Africa, concurs with the picture painted by the data. “We are definitely seeing an increase in both inbound and intra-country movement. South Africa continues to be the largest single country for FDI projects, with Johannesburg the most attractive city. There is also continued growth in East and West Africa, and we are seeing direct entry into Kenya, Mozambique, Nigeria and Ghana.”

Across North Africa, Morocco (30 per cent) and Egypt (31 per cent) take the lion’s share of investment, according to EY. Charles Pommarede, MD of destination services provider Maroc Integration, notes, “The significant trend is that more and more multinational companies are opening a regional HQ in Morocco, usually in Casablanca, coming from countries that were traditionally not used to being involved in the country, like the USA, Canada and South Korea. The country’s political and financial stability, combined with its good connections to northern and western African countries, is the main reason for this.”

PwC suggests that the most common assignment types are longterm and short-term, each used by 74 per cent of respondents on the continent. This chimes with local destination service providers’

12 | Re:locate | Spring 2015

experiences. Mona Radwan, president of Cairo-based Global Relocation Consultants, which supports assignees in North Africa and the Middle East, and Re:locate’s Relocation Personality of the Year 2013/14, comments, “We have seen a global trend towards short-term assignments. Most of the assignees arrive on assignments of one year, with the possibility to extend the stay. We also see in the moves’ structure an increase in the number of assignees of Arab or Asian origin.”

An issue of hardship?

Government action, policy and FDI have brought improvements in administrative and physical infrastructures, and greater regional cooperation. Is this enough for the continent to shed its image as home to so-called hardship destinations and one of the most challenging regions?

“Improved infrastructures in some locations have a positive impact on the movements of commodities, including our expats’ household goods, which is a good thing,” says Ruth Lockwood. “But most of the time, the volume of traffic increases quicker than the infrastructures improve. So, at best, the improvements accommodate the growth, they don’t really make it better yet.”

“Most of Africa is still classified as a hardship destination, with the exception of South Africa,” says Karl Craven, managing director of HR strategy consultant Spiral HR, who has 17 years’ experience working on the continent for major energy companies.

“Despite improvements to the business and general environment, most expats outside South Africa and in newer locations still find themselves needing a driver, and often have to make additional payments, such as leave, maybe 13th- and 14th-month salaries, and other allowances. Essentially a traditional balance-sheet approach, with local extras.”

In addition to the reality, perceptions are another obstacle to changing this view fully. Without advice from trusted and professional service providers, it might be easy to assume from news reports of the latest Ebola outbreak, which centred on Guinea, Sierra Leone and Liberia, as well as the fast-developing political situation in Libya and Egypt, that these are no-go countries, leading to ill-informed and expensive decision-making.

Although Egypt has been a hardship destination since the 2011 revolution, Mona Radwan says, “The expats are coming with worse expectations than the situation shows in reality, due to the unfair media exposure. Our assignees see that all expat locations remain very safe. Egyptians in the country are living as usual, with no real agitation.”

Yet the continent is home to some of the world’s poorest countries and, in places, political instability too, according to measures like the Legatum Prosperity Index, which assesses the foundations for wealth in 142 countries globally. These bring with them the associated practical challenges for compliance, assignee healthcare and security.

However, this does not mean that the risk and reality are the same for every individual country. Managing this means researching each country on its own merits, says Dr Charl van Loggerenberg, regional medical director for integrated medical, clinical, and security services provider International SOS, and having a plan.

Frances Nobes, senior intelligence and security analyst at crisis management assistance firm red24, agrees. “Major cities in SubSaharan Africa present different risks for travellers, with some countries – Botswana, for example – rated as low risk, while others, such as the Central African Republic and South Sudan, are considered extreme risk. The most pervasive threat to travellers is crime, ranging from petty theft to violent crime. This affects many cities across Sub-Saharan Africa, and indeed other developing markets, and

REGIONAL PROFILE: AFRICA

is the risk most likely to affect both new and experienced travellers.”

“The risks are definitely there for health and security,” adds Charl van Loggerenberg. “Companies like ours wouldn’t be busy and still in business if these were exaggerated. For companies making informed decisions to protect their assignees, making reasonable risk assessments, and having a plan and support from reputable service providers, nine out of ten of the risks can be planned away.”

Taking care of talent This critical planning aspect, and taking advice from professional service providers with local knowledge and insight, can also cut the risks to compliance.

“The key challenges remain that very few companies are planning ahead strategically when it comes to immigration,” says Ruth Lockwood. “Companies can ensure a sustainable talent pipeline by ensuring they apply for, say, a renewable critical skills visa while putting in place training and development plans to develop local talent, rather than taking a short cut that could prove costly to the business and its reputation further down the line.”

Even with increasing focus on homegrown talent, more partnership-led approaches with local companies to hire in-country or regionally, and returning diaspora, it is still challenging to find people with the required skill level, says Ms Lockwood. “But our statistics show a definite increase and trend for developing the skills of the abundant African local talent – for example, Nigerians on assignment to Tanzania and Cote D’Ivoireans to Kenya. This will be critical for companies to succeed. Their success will depend on developing local talent and bridging the skills gap.”

On the ground, the rapid development of new sectors has seen a disconnect between immediate business requirements and a time lag in skilling people, observes Karl Craven. “New frontiers open up new opportunities, and often the skills simply are not readily available in country. We still need expatriates, and very often returning diaspora are presented with a dilemma.

“With better governance in many African countries, the African diasporas currently working internationally see their home countries with renewed interest. A huge recruitment industry has sprung up to service this.

“These people are educated and skilled African nationals and have very attractive talent profiles. However, they often find they are unable to agree a satisfactory expatriate salary. In theory, because returning nationals have roots in the country, companies regard it as easier for them to set up home life and to live, so think they need fewer financial inducements to do so.

“One problem here is the lack of communication around why returning African nationals are often not offered full expatriate packages based on the usual balance-sheet approach, despite their expertise and international experience,” Mr Craven concludes.

Deloitte’s December 2014 Spotlight on Africa: HR and Global Mobility Trends and Approaches in Africa notes that, while 56 per cent of its 60 respondent companies reported significant trends in hiring returning African nationals, only 18 per cent made special provision for their return.

Accommodating solutions As well as better communication, perhaps the solution also lies in more diverse assignment types better geared to meeting individual needs. This trend is identified both in the PwC study and anecdotally among attendees at Re:locate’s London networking even in February.

Charles Pommarede also notes, “We are seeing new types of assignees: young executives who are sent to support business development after spending spent five to eight years at HQ. They usually come single and want fast and efficient service. But once they are settled, they will need less ongoing support. These profiles don’t always have an expat package and are looking carefully at the cost of accommodation.”

PwC’s survey of global companies pointed to the significant housing costs on the continent. Respondents said they owned or leased housing and/or provided an allowance towards housing costs, owing to a significant lack of appropriate housing, which was often, in any case, “exorbitantly priced”.

In North Africa, expats are always surprised by the size of accommodation, observes Charles Pommarede. “They are usually happy to move in to a sunny apartment of 150 square metres or a 400 square metre house with a garden and pool. The main challenge is the gap between families’ expectations and the reality of the market.

Relationships with landlords are usually very complex and require a mix of diplomacy, strength and patience – a challenge because some expats only speak English.”

Some in the serviced apartment and hotels sector are optimistic that supply will improve, in part thanks to investment by international chains, such as Marriott, and serviced apartment operators. Commenting in the 2015/16 Global Serviced Apartments Industry Report, Trevor Ward, MD of W Hospitality Group, said, “There is huge demand for extended stay here. The distance of most African markets from demand generators in Europe, Asia, North America and others means that people stay longer. The nature of emerging economies also means that there are teams of consultants in situ for long periods.”

So it seems that, across every aspect of the diverse moving-people landscape in Africa, while there are some local concerns, optimism and flexibility abound. With professional advice, research and planning, mobility in Africa need not be a challenge.

relocateglobal.com | 13

AFRICA IMMIGRATION

OIL-RICH AND PROCESS-POOR ANGOLA When moving a foreign national to Angola, patience is a virtue and it’s essential that the immigration process is started as early as possible. Andrea Elliott, senior counsel at corporate immigration consultancy Pro-Link GLOBAL, explains the procedures involved.

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sking for a multinational client’s perspective on immigration to Angola results in a collective sigh, a rolling of the eyes, and an “I’ll get back to you after checking with legal”.

When asking employees currently on assignment in Angola what is a reasonable timeframe to quote for obtaining an Angolan work visa, the usual response includes expletives, and phrases like ‘update still pending’ are used.

To frame the concept of immigration into Angola, you need context.

Located on the western coast of Southern Africa, Angola was a Portuguese colony from the late 1500s until 1975. Sadly, freedom from the colonial yoke meant that civil war raged between three groups for the next 30 years. It was only in 2004 that Angola emerged as an oil-producing nation and in 2008 that presidential

14 | Re:locate | Spring 2015

elections were held for the first time, so it is a very young nation to have a legal framework for sponsoring foreign nationals.

Angola is Africa’s second-largest oil-producing country and its third-biggest in terms of economic growth.1 Engineering, oil and gas, IT and education are sectors which offer employment opportunities for foreign nationals. It is not surprising, therefore, that the Angolan immigration framework is driven by sector and/ or a governing ministry.

Almost all nationalities (except Namibians) must obtain a visa prior to arrival. In general, consular visas, like short-term visas (STV) or ordinary visas (business visas), are issued directly by the consular missions and embassies (outside Angola), without any prior approval from any ministerial entity.

However, for work visas, the issuance requires approval by the entity overseeing this sector of activity of the local hiring company.

AFRICA IMMIGRATION

For instance, if the local hiring company is a bank, the entity that oversees this business sector is the Angolan Central Bank; if it is an oil and gas company, the overseeing entity is the Ministry of Petroleum (MinPet). Other work visa applications are available through obtaining the relevant approvals from the Ministry of Transportation (MinTrans), the Ministry of Public Administration, Employment and Social Security, and/or the Ministry of Migration and Foreigners Services in Luanda, Angola’s capital.

How does one know which entity to request approval from?

In order to ascertain what sector of activity the company wishing to hire the foreign national is governed by, one must consult the bylaws of the hiring Angolan company (scope of business), in addition to the company registry certificate (to verify the stated scope of service). This review of corporation documents is the most misunderstood part of the process, and leads to frustration if not correctly explained.

Adding to the complexity of the process, a company may serve multiple sectors. Take, for example, a shipping company. It operates in the transportation sector, and provides services to the oil and gas sector. In this instance, either the Ministry of Transportation or the Ministry of Petroleum may be the governing sector. Knowing which sector is applicable is critical, otherwise one can add months to the already long process. Having expert immigration advice is a must in Angola.

Quota of locals to foreigners In addition to the sector approval, immigration law in Angola imposes a ratio to all hiring: only 30 per cent of the total workforce may be foreigners.

Language requirements

The processing time for a work visa is at least 45 days. The work visa is valid for two years, and multiple entries are permitted.

The validity of the visa may not exceed the period of the contract.

A work visa is not to be confused with the work permit, which is usually issued for a period of up to 12 months and is extendable twice in country.

In reality In practice, one requests a short-term visa, which is valid for seven days and allows employment. This route allows the foreign national to enter Angola, immediately file the work permit request to the SME, and extend the seven-day visa.

The timeline attributed to this particular process is the ‘update pending’ process alluded to earlier. There are instances of foreign employees waiting up to 20 weeks for their SME approval, albeit they are in Angola.

Risks and compliance As a young nation state, Angola is plagued by the growing pains that are common in developing countries. These include corruption3, bureaucracy, discrimination, inconsistent application of standards from one Angolan consulate to another, and no prescribed timelines for approvals from date of filing for work visas.

From a compliance programme standpoint, identifying the points of contact between the company and foreign government officials is a good starting point. Suffice to say that immigration practice in Angola requires onerous dealings with the regulatory approvals and foreign governments.

Timing

As a former Portuguese colony, Angola’s official language is Portuguese. This means that all foreign-issued documents must be translated into Portuguese and legalised by the appropriate authorities and the Angolan Consulate before a work visa application can be made with the ministry and the consulate.

It is important to ensure that the immigration process is started as early as possible and well in advance of the foreign national’s actual date of assignment to Angola. The document requirements, police clearance, credential translation, and legalisation all have to be completed prior to filing. After filing, the approval process can take anywhere from three to six months.

In theory

Last word

In a typical process, the work visa must be initiated in the country of origin. The consular office must send the work visa request to the Angolan Migration Services and Aliens (SME2) in Angola for approval.

When dealing with moves into Angola, patience is definitely on the list of required characteristics; Africa marches to her own drum when it comes to time.

www.newlandchase.com/country/angola_immigration_visa_work_ permit 2 Serviço de Migração e Estrangeiros www.sme.ao 3 The best-known index is Transparency International’s annual Corruption Perceptions Index (CPI), which ranks 180 countries from ‘highly clean’ to ‘highly corrupt’ according to expert determinations and opinion surveys (see Transparency International).

1

For immigration news and articles, visit relocatemagazine.com/immigration

relocateglobal.com | 15

AFRICA EDUCATION

Challenges of an African education Assignees moving to Africa often find the process uniquely challenging, owing to immigration complexities, security issues and cultural considerations. Those with school-age children face the added challenge of choosing a suitable education pathway. Rebecca Marriage takes a look at the availability of international schooling in the region, and offers advice to help parents make a school choice in their destination country.

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ith significant economic growth and one African country forming the ‘N’ in MINT (Mexico, Indonesia, Nigeria and Turkey), the countries expected to become economic powerhouses of the future, the continent of Africa is coming into sharper focus in the world of global mobility. But, while many African countries are rising up the lists of emerging new assignment locations, the Biggest Challenges report by global relocation services provider Cartus has named Africa as the numberone challenging market.

Brookfield Global Relocation Services conducted a survey to determine mobility activity, and found that, despite the challenges of

16 | Re:locate | Spring 2015

assignments to Africa, companies continued to send accompanying family members on assignments there.

International school choice Luckily, international schooling has also seen something of a boom in the region. According to the latest figures from the International School Consultancy (ISC) Group, there are currently 722 Englishmedium international schools throughout Africa, teaching more than 297,000 students.

ISC names the leading countries in Africa for English-medium international schools as Egypt, with 183, Nigeria, with 129, and

Photos GEMS Schools in Kenya and Uganda

AFRICA EDUCATION

Kenya, with 64. The city with the best provision is Cairo, where there are 112 international schools. ISC Research predicts that there will be more than 1,500 English-medium international schools in Africa by 2025.

It is highly likely that relocating assignees with accompanying school-age children will look for an international school offering either a curriculum that follows the same learning programme as their home country or an internationally transferable curriculum.

With the highest percentages of assignees coming from Europe (64 per cent) and North America (60 per cent), according to the Brookfield survey, it’s not surprising that the overwhelming curriculum choice is of British or American origin.

Cultural immersion This does not mean that families and children are completely isolated from life in their destination African country. GEMS Cambridge International School in Kampala, Uganda, opened its doors in 2013.

Principal Neville Sherman explains that, while the school offers an English National Curriculum, pupils are encouraged to gain an appreciation of Ugandan culture.

“Being based in Kampala, we understand well the part the school can and should play in the local community,” says Mr Sherman.

“We promote pupils’ understanding of the need to support others perhaps less fortunate than themselves. Thus, part of the school’s philosophy and approach is to enrich pupils’ understanding that they are not just part of the immediate school community but part of a wider local and, indeed, global community.”

Part of the wider GEMS education group, which has international schools around the world, GEMS Cambridge International School is located in the area of Butabika, next to the Royal Palms Estate.

With thousands of expatriate and relocating children passing through their doors each year, the smooth transfer of children into each school is a priority for GEMS school leaders across the group, which also opened a Nairobi campus during 2012.

“We are an English-curriculum school that will lead to students gaining internationally recognised IGCSE, AS and A Level qualifications,” says Neville Sherman. “These provide pathways for further study at university or college or entry into the professions.

We acknowledge, however, that our school is based in the ‘Pearl of Africa’ and, as such, actively promote and develop our students’ ➲

relocateglobal.com | 17

AFRICA EDUCATION

understanding of the values, customs and traditions of this unique part of East Africa.”

Simon Dweck is head of international school services at Capita Education Resourcing, helping teachers find positions in international schools. “It’s important to engage with the local culture if you want to get the most out of your stay,” he says. “While the bustling and chaotic nature of the larger cities, such as Cairo, may be difficult to take in at first, you can only really appreciate it if you’re submerged in the culture.”

Safety and security In the Cartus Biggest Challenges survey, safety and security topped the list of concerns for respondents asked to consider the region’s greatest challenges for managing relocation programmes. This, says Cartus, is likely to have been driven by anxiety over continued unrest in many areas.

Sarah Teasdale, lead consultant and managing director of Educatus, an education consultancy offering services to both the relocation industry and private individuals, strongly advises anyone looking for an international school to examine its accreditation carefully and, ideally, seek specialist advice.

While the quality and safety of an international or British school can often be verified by the embassy or high commission, says Ms Teasdale, there is extra difficulty when moving into a region where there appears to be a large offering of international schools. “In some countries, such as Kenya and Egypt,” she explains, “local entrepreneurs have poured money into building schools and paying for the marketing of these institutions. Unfortunately, the quality of schooling and the educational value can be questionable, and, in many cases, not recommended. When faced with choice, it is best to seek expert advice.”

The smooth transfer of children into each school is a priority for GEMS school leaders across the group.

It is advisable for families to shortlist schools that are accredited by larger international school membership groups, such as the Council of International Schools (COIS), which demands that a member school has achieved high standards of professional performance in international education.

The British Schools Overseas programme, run by the British government, inspects and accredits international schools overseas, and has recently launched a kitemark, which successfully inspected schools are permitted to display on their marketing materials. Simon Dweck adds that the vast majority of British schools and employers have comprehensive emergency and evacuation plans.

Relocating with school-age children is one of the biggest challenges a family can face, and moving to a challenging destination will be fraught with anxiety for parents looking for a safe, secure and high-quality international school for their child.

To avoid costly assignment failure, relocating families will require plenty of reassurance about the suitability and safety of the potential education choices for their accompanying children.

For education news and articles, visit relocatemagazine.com/education-schools 18 | Re:locate | Spring 2015

HEALTH

TROPICAL DISEASES Keeping talent safe

As World Malaria Day (25 April) approaches, and with West Africa’s Ebola outbreak finally on the wane, Louise Whitson investigates whether fear of disease is making employees unwilling to undertake assignments in some parts of the world, and how employers can address their concerns.

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sure sign of the ever-lengthening list of locations – some of them challenging – in which businesses seeking global growth are operating is the increasing number of international private medical insurance (IPMI) products tailored to people living and working in Africa.

Bupa Global’s Vital Africa, for example, provides access to emergency treatment for employees anywhere on the continent.

Aetna International’s Executive Healthcare Plan is for corporations located in Africa, while InterGlobal’s UltraCare Africa offers both regional and worldwide medical insurance for individuals, families, business people and corporate groups.

AXA PPP International has introduced Pan Africa Plan, a new IPMI product for individuals and SMEs living or based in Kenya and Tanzania. International sales and marketing director Kevin Melton explains, “Africa is buoyant. With its entrepreneurial spirit and fast-growing economies, it’s no surprise that there’s a healthy opportunity for tailored and targeted healthcare cover.”

Weighing up the risks Media reports of West Africa’s Ebola outbreak set Re:locate wondering how HR could protect valuable talent from tropical diseases, defined by the World Health Organization as diseases that occur solely, or principally, in the tropics, although, in practice, the term is often taken to refer to infectious diseases that thrive in hot, humid conditions, such as malaria, leishmaniasis, schistosomiasis, onchocerciasis, lymphatic filariasis, Chagas disease, African trypanosomiasis, and dengue.

Medical, security and travel assistance services provider Healix International, 2013/14 winner of Re:locate’s Global Health & Wellness award, is seeing a substantial year-on-year increase in the number of expatriates being sent to countries which pose higher risks of contracting tropical diseases.

Head of medical communications Dr Simon Worrell said, “We have clients operating in all sectors – from oil companies to car and electronics manufacturers, from the British Foreign and Commonwealth Office to Harvard University and CNN. All have individuals being posted abroad, often to resource-poor settings where tropical diseases are common.”

I asked Dr Worrell whether employees were unwilling to relocate to some parts of the world because they feared tropical diseases,

20 | Re:locate | Spring 2015

and whether such fears were justified.

“Of the myriad of reasons why relocating for business is challenging,” he told me, “the presence of local tropical diseases may represent a particular threat, not only for the employee but also for their family. Such diseases are many, and often serious; moreover, definitive treatment is frequently lacking, adding to any anxiety about moving abroad.

“In addition, during an active outbreak such as the Ebola epidemic, a country’s medical provision, sometimes inadequate to begin with, becomes so overstretched that treating even simple conditions becomes impossible.”

To keep talent safe, Simon Worrell added, a bespoke HR response should be made which considers both the employee and the country, based on real-time knowledge of local threats to wellbeing.

“If an employee has few pressing pre-existing medical concerns, it is likely that the largest risk to health abroad will be from a tropical disease. This could be as simple as a bout of traveller’s diarrhoea, but other common possibilities are the flu-like mosquito-borne illnesses dengue fever or chikungunya, both of which have large epidemics at present.”

However, Dr Worrell continued, for those with a significant medical history, tropical diseases may not be the primary risk. “If they are unable to continue hospital follow-up or their medication supply is interrupted, they are at risk of their pre-existing disease becoming uncontrolled. In this scenario, it is likely that local healthcare provision will not be adequate, placing the employee at further risk.

“Healix’s pre-deployment screening [for which it took the Re:locate award] aims to ensure that workers are protected and safe when abroad, and that they and their employers can plan for their continued care from year to year, country to country.”

Effective wellbeing strategy: the three stages Planning and information, Simon Worrell said, are the lynchpins of a wellbeing strategy with three stages: pre-deployment, during deployment and post-deployment.

“Pre-deployment, a medical professional should examine the worker’s health, to assess whether the posting and the employee are a good fit. If the worker has a significant pre-existing condition and falls unwell, will they be safe at post?

HEALTH

Effective wellbeing strategy: the three stages

1. Pre-deployment 2. During deployment 3. Post-deployment

“The presence of local tropical diseases may represent a particular threat, not only for the employee but also for their family.”

“If the worker is taking regular medicines, a route for securing reliable medication must be established. As many individuals attend outpatient appointments to monitor conditions, a plan should be made to either consult doctors locally, if the expertise exists, or to fly to the home country for hospital visits – with the associated cost implications.

“Before deployment, the individual should receive the appropriate vaccinations. At Healix, we have developed an online portal that advises about the diseases prevalent in particular countries and suggests the appropriate inoculations.

“Particular attention must be paid to the prevention of malaria.

A malaria map should be consulted. In many resource-poor destinations, including large parts of Sub-Saharan Africa, malaria represents the most significant health risk, as expatriate workers have not acquired the partial immunity to the organism that the local population develops following repeated exposure.

“Since life-threatening consequences can occur when an expat is bitten by a malaria-infected mosquito, the adoption of bite-prevention strategies and the use of anti-malarial medication are crucial. If travelling to areas of basic medical provision or recent humanitarian disaster, the preparation of a medical kit may be necessary.”

During and after the assignment During deployment, Dr Worrell said, HR professionals can arm their employees with the knowledge to prevent many diseases by providing reliable real-time medical information that acts as a counterpoise to the hyperbole of the international press. Advice on avoiding foodborne and waterborne diseases is especially important in resource-poor settings.

While an outbreak is in progress, regular updates on case numbers and the disease’s effects on the country’s infrastructure become crucial to planning, allaying fears and misapprehension, and maintaining morale.

The role of the HR department can continue on repatriation, said Dr Worrell. “In the Ebola crisis, HR professionals have been central to the planning needed for when workers return from West

Africa. Education and the adoption of screening practices have aimed to protect not only returning workers but also their colleagues. In addition, being sensitive to the possible psychological effects following working abroad during an epidemic may allow for timely referral to a medical professional if necessary.

“We advocate that a crucial further HR practice is that of contingency planning, which is proving to be an effective tool in maintaining business operations during outbreaks, when both human resources and a country’s infrastructure are frequently compromised.”

Prevention is key What else can employers, and their employees in affected areas, do to cope with disease outbreaks?

When it comes to Ebola, the risk can be reduced significantly by adopting prevention practices. Transmission, Simon Worrell explained, has occurred mainly in three situations: when attending local funerals or caring for an infected family member, or in hospital settings. Through such information and by taking precautions, HR departments can ensure that their workers remain at very low risk of contracting the disease.

Dr Worrell went on to say that, for the majority of expats, the significant effect of Ebola is on the country’s infrastructure and culture: healthcare collapses, business is compromised, and fear – sometimes even panic – predominates.

In the latest outbreak, Healix instigated a screening procedure for employees already in Ebola-affected West Africa. In some cases, this led to the temporary redeployment of workers with a significant medical history, ensuring their safety while the epidemic was evolving and local healthcare provision particularly compromised.

Employees can protect their own wellbeing while on assignment, Simon Worrell said, by planning and preparing, staying informed, and seeking help early if a problem, whether physical or psychological, develops.

“Being away from home induces stress for a plethora of reasons: a new job, a new country, a new set of relationships. In addition, there may be family concerns. In this context, the effects of any illness can be easily magnified.”

For health news and articles, visit relocatemagazine.com/health

INTERNATIONALLY MOBILE BANKING ADVERTORIAL

Helping families meet the challenges of moving to the UK Assignees moving to the UK face a host of challenges, both practical and emotional. Neil Barsby, head of NatWest Global Employee Banking, explains how having the right bank account can help them and their families to adjust to life in a new country, reducing the risk of assignment failure and enabling the employee to be productive from the outset.

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he challenges of moving to a different environment in a new country should never be underestimated. For families, the excitement of arriving in a new destination has to be tempered with tackling a range of practical issues that need to be undertaken during what can be a stressful period of adjustment.

With the new job secured, the practicalities for the new employee and his or her family are wide ranging. Inevitably, they will cover such essentials as where they are going to live, whether to rent or buy, and what type of accommodation is preferred, combined with other factors, such as commute time to work, the nearby facilities, and the added challenge of finding the right school.

Some of the issues are more emotional than practical. Adapting to a foreign country is not easy for everyone. For example, making new friends might be easier for the person in the family who has the new job and will meet a range of new people, rather than for the partner who may not be working or for the children who have to say goodbye to friends and make new ones in a school that they do not know.

22 | Re:locate | Spring 2015

It may seem surprising that a bank would be a place to turn to for people facing a move to the UK, but some banks are hugely experienced in supporting families when they make such a move.

At NatWest Global Employee Banking, we have years of experience in helping families when they are relocating. Once an account is opened, customers have access to a full range of banking products, including the technological advances that are making banking on the move so much easier. Thanks to the wide-ranging research that we have access to, we have guidance on many of the other practicalities that need to be addressed for such an important step.

Priorities Years of working with the internationally mobile have taught us that, for international assignees, UK banking did not feature high on their list of priorities. But that may be to underestimate the importance that arranging their banking provision plays in the overall process. For without banking as a high priority, inpats are

INTERNATIONALLY MOBILE BANKING ADVERTORIAL

“Without banking as a high priority, inpats are not able to undertake many of the other priorities they felt were more important, including buying property and arranging school fees.”

not able to undertake many of the other things they felt were more important, including buying property and arranging school fees.

NatWest Global Employee Banking offers a dedicated fast-track service that enables people moving to the UK, or transferred from their company overseas to the UK, to establish a bank account with a leading-brand bank. In many cases, the account can be established before they leave their home country, with the minimum of fuss.

Mobile One rapidly changing aspect of the banking industry is the substantial enhancements that have been introduced to make mobile banking easier. Mobile payments and transfers are more than doubling each year as more and more banking customers take advantage of the apps that enable customers to bank on the go.

A recent survey indicates that 90 per cent of internationally mobile customers have three or more personal technology devices.

These are led by the PC (91 per cent), only slightly ahead of the smartphone (87 per cent) and the laptop (83 per cent). Tablets and notebooks are also popular, and it is evident that making it straightforward to undertake banking services through these channels will be an advantage to the newly relocated family with a string of practical matters to sort out in their new environment.

Recognising this, NatWest has developed banking apps designed to give customers more control of their finances and help them keep a track of payments and balances, wherever they are. One example of this is NatWest’s mobile banking app, which has recently introduced Touch ID login, allowing customers to log in to their app using just their fingerprint.

There is also the award-winning feature Get Cash, which can be used for customers who have left their wallet behind, or by parents who need a quick way to send money to their children immediately.

Customers simply select the amount they would like to withdraw (limits apply) via their app, which creates a secure six-digit code to be used at any NatWest, RBS or Tesco cash machine.

British culture Putting banking to one side, we include on the NatWest Global Employee Banking website many more practical guides to assist overseas assignees moving to the UK. We have built a relocation hub to offer a host of practical tips across a wide spectrum of aspects of a family move to a new destination. For instance, as far as education is concerned, our guide offers an insider’s look at the UK school system and how best to go about selecting the most appropriate school.

Not everyone arriving here will be familiar with British culture, so we have a section devoted to British idiosyncrasies, covering a whole range of topics, from etiquette to cuisine unique to different regions of the UK. It’s another way in which we try to smooth the integration process for new arrivals. We also understand the effect of this transition on families, especially children, and the website shares some tips to help parents when they are talking to their children about moving abroad, so as to make the transition easier.

NatWest Global Employee Banking, through our website and through the service we provide, aims to be a seasoned and trusted adviser for those who are relocating and need a UK banking service.

We are always happy to consider new opportunities or introductions from corporate organisations.

If this free service may be of interest to you, please contact Neil Barsby, head of NatWest Global Employee Banking, directly on +44 (0)1245 355628, or via email at neil.barsby@natwestglobal.com

Please visit our website, www.natwestglobal.com, for more details on the accounts on offer, or contact Neil Barsby directly on +44 (0)1245 355628.

National Westminster Bank Plc. Registered in England No. 929027. 135 Bishopsgate, London EC2M 3UR. National Westminster Bank Plc. is authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority. Calls may be recorded.

relocateglobal.com | 23

PAY & BENEFITS

What may 2015 hold for policy and pay?

Following our examination in the Winter 2014/15 issue of the strategic choices around expatriate remuneration, Ruth Holmes analyses the latest raft of survey reports and rounds up recent conference activity, to see how mobility practices are keeping and setting the pace as the function supports corporate objectives.

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rote Sue Shortland in the Winter 2014/15 issue of Re:locate magazine, “The days of the traditional view that one policy suits all, with repatriation as the norm and job guarantees on arriving home, are long gone. Today, remuneration approaches need to embrace an expanding global mix of sending and receiving countries, diversity in the assignment population, and the requirement to manage talent globally.”

So how are employers responding to the burgeoning need for global skills deployment though mobility policies?

Part of the answer, it seems, is with increasing strategic focus. International professional services firm PwC’s November 2014 Moving People with Purpose: Modern Mobility Survey found that 85 per cent of the 193 survey participants stressed the importance of mobility in helping to meet business objectives. This suggests that companies are striving to make the connection between strategy, HR, mobility policies and practices, talent and retention, modernising mobility in the process to rise to the challenges.

However, fewer than one in ten respondents to the PwC study strongly believe they have mobility and strategy aligned. Commenting on this strategic mismatch, Peter Clarke, global network leader for global employee mobility services at PwC, said, “Our research highlights that there is currently too much disconnect between organisations’ mobility policies and their business needs, with only 6 per cent confident that they are aligning the two.

“Businesses need to have a clear global mobility strategy which is based on growth priorities and what skills they are going to need and where, backed up by plans on how they are going to source, deploy, manage and motivate employees who work internationally.”

PwC’s findings echo those in fellow professional services firm Deloitte’s Strategic Moves 2013 study, reported in Re:locate’s Winter 2013/14 issue, where

24 | Re:locate | Spring 2015

two-thirds of respondents felt their global mobility practices did not currently support, or help deliver on, wider business goals.

Moreover, Santa Fe’s most recent Global Mobility Survey, which canvassed the views of 1,269 in-house mobility professionals, found that companies that linked global mobility with talent management were most likely to be able to deal with increased demands in assignment activity, and were better placed to deliver results back to the business than companies that did not.

Managing talent with mobility Encouragingly, though, 31 per cent of the 172 respondents (each responsible for an average of 581 annual moves) to corporate relocations specialist Cartus’s 2014 Global Mobility Policy & Practices study found an increasingly close relationship between the global mobility function and their organisation’s other HR and talent functions. This figure represents a ten percentage-point upswing from 2012.

Furthermore, 38 per cent of respondents said their global mobility programme was critically important to achieving short-term business goals, up 13 percentage points from 2012.

Bridging the gap between mobility & corporate strategy

PwC’s report also identifies which new assignment types its respondents are most likely to implement in the next two years to bridge the gap between mobility and corporate strategy. The mobility types predicted to see the greatest increases are those focused on talent.

One in five respondents plans to introduce talent swaps (a 49 per cent net increase), followed by development and strategic moves (both 17 per cent, and representing a 42 per cent increase for developmental moves). Permanent transfers are also expected to increase by a net 53 per cent in the next two years.

Managing costs This increased diversity of assignment types underscores that, while traditional assignments still have a role to play, there is a relative move away from a one-size-fitsall policy and reward approach. Perhaps one indicator of the relative decline of traditional expatriate packages, particularly with dual-career families and commuter and short-term assignments also on the rise, is the falling proportion of respondents who said that family members were always

PAY & BENEFITS

allowed to accompany the assignee on longterm assignments. This fell 14 percentage points (from 90 per cent to 76 per cent) in Cartus’s study.

While only 10 per cent of companies responding to PwC’s survey believe that a home-based, tax-equalised approach to mobility is defunct, “what we are seeing is a rebalancing of how frequently it is used,” observes the study. “Permanent transfers and local-plus moves (net increases in use of 53 per cent and 45 per cent respectively) are set to increase significantly ... This is likely driven by cost pressures and a desire to deploy and reward mobile talent in a way that is more equitable with local employees.”

These issues of equity, cost and changing attitudes to mobility are also picked up in Cartus’s study. In 2012, 31 per cent of respondents said the availability of local talent was a factor in decreasing their assignments, a figure that has fallen to 14 per cent in the latest study.

This, Cartus suggests, could reflect an awareness of the importance of the right training and background for many assignments, or the difficulties of finding skilled talent in emerging markets, or both.

Presenting at February’s Worldwide ERC EMEA conference in London, Selina Jones-May, head of global mobility at Lloyd’s Register, and Ellyn Karetnick, head of international mobility practice at Mercer, also noted the downsides of local-plus approaches, suggesting that this approach wasn’t always the panacea to cost control, or easier to manage than tax-equalised balance-sheet approaches.

The perceived negotiability of the plus element, especially in relation to housing, education, healthcare and home leave, as well as the complex aspects of financial viability and managing these package types across countries with large income disparities, means that some potential assignees may be unwilling to move from high-net-income to lower-net-income destinations.

Managing conflicting demands: centralisation and flexibility Challenges such as these dovetail with the key conclusions from Brookfield’s 2014 Global Mobility Trends Survey of 159 respondents around how mobility programme leaders can navigate the shortterm demands for cost reduction while pursuing the goal of long-term strategic programme enhancement.

A consistent trend that has gained momentum over the past decade, according to the study, is an increasing move to centralised policies. An historic high of nine out of ten respondents indicated their relocation/assignment policy and programme decisions were made globally.

Cartus’s Global Mobility Policy & Practices report observed similar movement.

The number of companies using a global approach to administering their mobility programme has risen ten percentage points since 2012, with 73 per cent of respondents using this approach today, reflecting an increasing interest in global control and consistency.

However, there is also a significant trend towards greater flexibility, especially in the context of increasing numbers of destinations and assignees. Cartus notes that three-quarters of companies continue to see demands for greater flexibility in their mobility programmes.

Cost again features prominently, with flexibility driven primarily by budget constraints (67 per cent). Factors that have also grown in significance since 2012, according to Cartus’s data, are regional need (up 15 percentage points to 36 per cent), changing employee needs (up eight percentage points to 44 per cent) and changing employee expectations (up seven percentage points to 29 per cent).

Cartus’s data suggests that companies are meeting the need for more flexibility primarily through ad hoc solutions (41 per cent). Tiered programmes (up 16 percentage points to 39 per cent) and lump-sum options (up 11 percentage points to 38 per cent) also play key roles.

Brookfield’s 2014 study also asked respondents about their flexible policies or policies based on a set of core provisions with additional options. More than half (54 per cent) indicated that they had flexible policies for long-term assignments, with 35 per cent considering developing and/or implementing flexible policies for long-term assignments. The findings were broadly similar for short-term assignments.

Global labelling and packaging firm Avery Dennison is managing pressure from the business and seeking to improve employees’ experience by offering greater choice and flexibility within the context of cost. Jackie Blais, manager of enterprise mobility, explained to delegates at the Worldwide ERC London summit how standard one-size-fits-all policies for each of its three major assignment types, created and controlled at corporate headquarters,

offered little flexibility for employees to opt in and out of benefits, leading to unnecessary costs and lots of exceptions.

Again, based on its permutation of nine policy types, the mobility enterprise team created a core/flex matrix to guide the business and create a better fit with assignees. Immigration, destination services, and so on are considered core, while family support and miscellaneous allowances are regarded as part of the flexible elements.

Although a work in progress, the new programme is seen as a success overall. The business is very happy with the flexibility and greater control afforded by the new approach, while employees like having more say in how they use their benefits.

Managing return on investment and repatriation However, to measure cost and demonstrate fully the value to the business, especially in this climate of acute cost focus and talent shortages, one area of further improvement is measuring return on investment (ROI).

Brookfield’s latest survey notes that the percentage of companies measuring international assignment ROI fell by 50 per cent (from 14 per cent to 7 cent).

Uncertainty, as well as limited capacity and resources to achieve this, were the key constraints.

PwC found a similar pattern, with just 9 per cent measuring mobility ROI and 73 per cent anticipating that this would become a larger aspect of their role, with a focus on continuous improvement in the next two years.

The Brookfield survey also asked respondents to identify major initiatives used to improve international assignee ROI, with career-path planning to use cross-border skills on repatriation (33 per cent), better candidate selection/assessment (20 per cent), improved international assignment preparation, and more communications/recognition during the assignment (both 10 per cent) the most cited responses.

Overall, these surveys and conference case studies offer insights into how global mobility is working well with the business to manage the costs and strategic role of an increasing variety of international assignment types and assignee profiles. It also shows where there are opportunities for global mobility professionals to increase their role as business partners and support the business better as mobility demonstrates its integral role in value generation.

For international assignments news and articles, visit relocatemagazine.com/international-assignments

SERVICED APARTMENTS

Shaking it up As the global market for business travel accommodation grows and changes, the serviced apartment sector is under pressure as never before. Fiona Murchie looks at how some of its key players are adapting to stay ahead of the game.

26 | Re:locate | Spring 2015

SERVICED APARTMENTS

Times change, and so do fashions. Who would have thought that collaborative consumption – sharing, swapping and renting – would become so popular? Being resourceful and connecting people around the world is not new. Baby Boomers travelled and passed on contacts in the heady days of the 1960s and 1970s. In recent years, from Boris Bikes and car shares to pop-up restaurants, the concept of using what you want when you want it, and making the most of the community you live in, plus an appreciation of environmental impact, has begun to shape our world.

Nowadays, when some people travel for work, they want to feel part of the community in which they stay. No longer are recommendations for local restaurants sufficient. Serviced accommodation providers have appreciated this, extending their levels of service and hospitality to include a sense of belonging.

Airbnb has exploded as an accommodation concept for the independent minded. You stay in someone else’s place while they are absent but have left most of the traces of home. Recommendations are key to the property’s next occupancy. The website is clear and easy to use. You take a bit of a punt, as a user and as a property owner, but, for many millions of users, it is a win-win arrangement.

The concept is beginning to bite into the business travel sector.

Airbnb, now in London, exhibited at the recent Business Travel Show and was proud to have signed up Grant Thornton as users.

The BridgeStreet IQ Report: Business Travel Insights 2015 revealed that, while 15 per cent of business travellers had used a service like Airbnb, only 31 per cent of corporate travel policies allowed their use. This will be a serious problem for the growth of the concept. ➲

SACO Bristol Broad Quay

I

t’s all change for the serviced accommodation sector as it rises to the challenges of global growth.

Established provider SACO is rocketing into the future with the announcement that it has merged with CL Serviced Apartments (Oaktree Capital Management) to launch Beyonder ApartHotels.

The new company has cleverly targeted the tech-savvy generation that corporates struggle so hard to cater for. As employers know, this demographic is a challenge; they want global experience, but often on their terms. While acknowledging that many younger players are intent on managing their own careers and will be off to pastures new after three years or less, HR and talent managers are aware that these people are the lifeblood of their businesses. The cost of global mobility is high, and there is intense pressure to keep costs down, but there is also a need to balance talent retention and duty of care.

Beyonder ApartHotels is focused on helping Millennial global travellers to get the most from their stays, whether of six days or six months. Tablets control everything from the lighting to the television to the blinds, and free, high-speed wireless internet, telephone and films are standard.

The combined company will have a portfolio of 1,645 apartments, which includes new transactions on 945 apartments across ten properties in London, Amsterdam, Edinburgh, Glasgow, Aberdeen and Dublin that are scheduled to open from December 2015, along with SACO’s existing portfolio of 700 apartments across the UK. Presumably there will be no age restrictions on the door, and if you are handy with a mobile and are on the go, the concept will catch on.

relocateglobal.com | 27

SACO Birmingham Brindley Place

SERVICED APARTMENTS

However, as 46 per cent of respondents indicated that employees were responsible for making their own business travel arrangements, there is potentially a big market for the serviced apartment providers who claim their attention. It makes sense that this will be via phones and mobile devices, so the race is on to influence end users.

The news is good for serviced accommodation providers regarding preference for this type of accommodation. A massive 74 per cent of corporates with a travel policy include serviced apartments, with 44 per cent recommending them for stays of between one and four nights, rising to 76 per cent for stays of longer than a week. This is a clear indication that serviced apartments are preferred to hotels.

This reflects the huge growth in the sector over the last five years.

Drilling further into the report, location was the key driver for choice of accommodation for the business traveller. Perhaps more importantly for the serviced apartment sector, which is working hard to establish global brand recognition, consistent customer experience is most likely to drive loyalty to a specific brand.

This must be rewarding for BridgeStreet, with its tiered system of six brands, providing guests with six- to two-star serviced apartments. It has been very focused on promoting the quality of its offering across all its brands, the ‘memorable hospitality experience’ and the consistency, which is so important for the corporate market.

BridgeStreet’s stand at the Business Travel Show reflected its confidence in meeting the needs of the UK and European marketplace. With more than 50,000 apartments in more than 60 countries, it is a main contender for taking on more of the European business, which is driving into relocation hotspots and emerging markets. London and the UK are a springboard for global growth, but the complexities of getting the message right in other parts of Europe must not be underestimated.

28 | Re:locate | Spring 2015

Duty of care Let’s not forget the responsibilities of the employer. Oakwood was one of the first global serviced apartment providers to show the lead, by providing emergency accommodation for employees airlifted to safety following incidents of political unrest.

Oakwood is also aware of responding to the values set by its corporate clients. Impact on the environment is taken seriously by corporates assessing accommodation providers, as are evidence of appreciation of corporate and social responsibility and an understanding of critical business needs.

Corporate HR cannot afford to overlook duty-of-care responsibilities, and they look for these to be reflected by their accommodation suppliers.

Business travel risk Compliance is also high on the agenda for corporates. This is not a new phenomenon, and we have written articles across the Re:locate media about the risks of stealth business travellers. That this issue is gaining so much attention now may be to do with governments around the world stepping up the penalties for tax and immigration misdemeanours, or it may be to do with the increase in the volume of business travellers as international assignment numbers are reduced.

As the session on compliance at the recent London Worldwide ERC summit revealed, corporate clients cannot afford to let business travellers slip under the radar. However, it is important to make sure that the compliance debate doesn’t drive the innovation out of global mobility, or the relocation management companies could shoot themselves in the foot. ➲

SERVICED APARTMENTS

DEPENDABLE SERVICE. CONSISTENT QUALITY. EVERYWHERE. From international assignees and their families to short-term domestic travellers, everyone will benefit from BridgeStreet’s six unique serviced apartment experiences – designed to fit all budgets and lifestyles.

With local knowledge, regional expertise, and a global footprint our experts can help you develop a custom domestic or international programme for your relocation needs.

BridgeStreet Global Hospitality.

Everything is in the right place Especially you.

BRIDGESTREET.COM

relocateglobal.com | 29

Citadines Grand Central Sri Racha, Thailand

Citadines DPulze Cyberjaya, Malaysia

Last year, the relocation market was a key focus of the serviced apartment sector. This is still the case, with increasing numbers of the big brands growing their market share, and smaller providers appreciating the advantages of longer stays. The proposition is compelling, where quality is consistent and the supplier understands the relocation requirements of security, trackability, flexibility and quality. But what are the cost savings against hotels now?

Now that business travel is high on the agenda, some serviced apartment providers are also embracing the short stay.

Key providers, such as Cheval, the London-based operator which formerly dealt almost exclusively with the corporate relocation market, now have an offering for business travellers of the same high standards but for a few nights’ stay. The crossover market is very much on the radar of the savvy operators, who realise that competition is hotting up.

The threat of international hotel groups coming into Oakwood Worldwide Serviced Apartments Marylebone, London a marketplace which has become the preserve of the serviced apartment sector is always around the corner. Staybridge, the InterContinental Hotels Group brand, has been in the UK since 2008 and recently opened in Vauxhall following a successful opening in Stratford.

A coup for the Association of Serviced Apartment Providers (ASAP), which now has 88 members, was the announcement that the world’s largest operator/owner, The Ascott Limited, had joined the association.

Rebecca Hollants Van Loocke, Ascott’s UK country manager, said, “We feel that now is the right time to get on board with ASAP, who are gaining serious momentum within the industry.” ➲

LIVING IN BRUSSELS MADE EASY Downloa d our corpor ate brochure at www.bbf .be

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CALL US ON +32 (0)2 705 05 21 OR VIST WWW.BBF.BE

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30 | Re:locate | Spring 2015

AD RELOCATE.indd 1

11/03/15 16:48

SERVICED APARTMENTS

Global Serviced Apartments Industry Report The fifth edition of the Global Serviced Apartments Industry Report, released in February, makes interesting reading.

S Oakwood Worldwide Serviced Apartments Great Tower Street, London

“Ascott has seen that a united voice for our industry is paying dividends, and we look forward to working alongside the team to ensure business and leisure travellers make serviced apartments a primary choice for their accommodation needs when in the UK.” In the UK, Ascott has six properties under the Ascott and Citadines brands, with 736 apartments. Speaking at industry events, Ms Hollants Van Loocke has been open about her organisation’s desire to grow in the right locations, including London and Paris.

ASAP’s managing director, James Foice, said that Ascott’s international reach would be of particular benefit to his organisation as it sought to build membership beyond the UK and roll out its quality programme to help create an international quality standard for serviced apartments.

The association has already made overtures in the US, but Europe, with its different models in France, Germany and other regions, will perhaps be a harder nut to crack.

Asia is a hugely important market for global businesses (the prized corporates with a relocation and business-travel need), and the expertise that Ascott can bring to the table will be invaluable if ASAP is to reflect the global ambitions of its leading international members.

The spirit of collaboration is a sign of a maturing market.

There is huge knowledge of the market, hospitality and the service model – not to mention flair and sophistication – within the global apartment brands. But perhaps this spirit of cooperation, which is embracing the very big players, is also an indication of the seriousness of the potential threat from the international hotel chains if they surge forward into what has become the domain of the serviced apartment sector.

Interesting times as the stories unfold.

ince the report was first published in 2008, the number of apartments has risen to 748,437 worldwide.

That is a staggering 14 per cent increase year on year.

There is no sign yet of a downward trend, with 69 per cent of operators predicting that they will increase the number of apartments in existing locations over the next two years, predominately in Europe and Asia.

Serviced apartments appear to be growing in appeal to corporate buyers and relocation users. Of the survey respondents, 81 per cent prefer serviced apartments to hotels, up 3 per cent from the previous survey in 2013. Users seem most to appreciate the ability to cook their own meals or entertain, the privacy, and the overall environment.

It is the competitive market rate that is drawing in the corporates, followed by total cost of stay, fulfilment of their duty-of-care remit, and feedback from assignees and business travellers.

The report is clearly evolving. The first editions had around 20 contributors, but now there are 43. In the early days, operators were reluctant to provide information; now they are keen to be involved.

Originally, the report was a reference tool for buyers, but now it is valued for its contribution to thought leadership in the marketplace.

Operators who can analyse the detail and combine it with knowledge gleaned from global mobility surveys will be in a much stronger position to support their corporate clients and understand their challenges.

The race is on to get the message across that serviced apartments are a global solution. Some of the big brands offer a worldwide presence, and now, increasingly, the independents are working as networks.

An example of this is the TAS Alliance. As Jo Layton, MD of group commercial sales explained at the recent press launch for the report, the shift is now towards supplier engagement rather than supplier management, with the need for suppliers to understand fully what a global programme means. There is an increasingly important role in setting expectations for travellers as corporates send their international assignees to locations further afield.

The picture is not the same in LATAM as it is in the Middle East. The reality is that there is a huge demand in Brazil for serviced apartments, with inadequate supply. Who would have predicted that Africa would feature so strongly on the wish list for serviced accommodation provision? Accommodation is a challenge for corporates and their suppliers in a region which is severely undersupplied outside South Africa and Nairobi.

The more you read of this fascinating report, the more questions arise. We look forward to exploring the implications in the months ahead.

The Global Serviced Apartments

Industry Report 2015/16

in association with

a TIN report

For serviced apartments news and articles, visit relocatemagazine.com/serviced-apartments

EXTENDED STAY ADVERTORIAL

HOME AWAY FROM HOME InterContinental Hotels Group (IHG®) has produced a winning formula with its Staybridge Suites® brand, which appeals to the extended-stay guest.

I

n 2005, IHG was the first global hotel company to launch an extended-stay offering in the UK, opening in Liverpool in 2008. Now, there are five Staybridge Suites conveniently located in business hub areas of Birmingham, Liverpool, Newcastleupon-Tyne, London Stratford City and London Vauxhall.

Ideal for business travellers and relocatees, the locations are key to Staybridge Suites’ success and keep guests returning again and again. For HR and corporate decision-makers, choosing a Staybridge Suites property is a no brainer. There is the reassurance of the IHG global brand, and the locations are great for business.

The amenities, which include free wi-fi, a 24-hour Business Centre, and quality living space, allow busy professionals to extend their working day, relax in a home-like environment, or enjoy the free fitness room 24/7.

Supporting talent on the move is important for organisations, and providing the right accommodation when employees are away from home is part of establishing and maintaining the employer brand. Staybridge Suites fit the bill for both employer and employee.

32 | Re:locate | Spring 2015

At the end of a long day, it makes such a difference for the business user or international assignee to return to accommodation with the comforts of home. Staybridge Suites guests enjoy a warm, welcoming fire and a hospitable environment in the communal lounge, where they can socialise if they choose and enjoy food and drink with fellow guests three evenings a week.

Employees appreciate the homely feel and having the option to cook for themselves in their fully equipped kitchen or go out if they prefer. A free daily hot breakfast makes sense if you have a busy day ahead, but cooking your own meals is easy, too.

If you haven’t time for food shopping, then that is no problem either, as The Pantry, a 24/7 convenience store, is available on the premises. Free laundry facilities and a living room with TV and workspace tick the boxes for a relaxed stay.

Staybridge Suites has thought of everything to make extended stays special, comfortable and welcoming. Just ask the people who use them. In fact, they are so popular that Staybridge Suites® Newcastle is currently rated the city’s number-one hotel on Trip Advisor, with Staybridge Suites® Liverpool number two in Liverpool.

The newly opened Staybridge Suites® London Vauxhall is located in Spring Mews, just off the Albert Embankment, and has excellent tube, bus and rail links. The views are stunning and include the Palace of Westminster and the London Eye. With the South Bank just a stroll away, guests couldn’t be better connected to the London scene.

And now, when guests at Staybridge Suites London Vauxhall return from a night out or a busy day at the office, they will be made to feel as if they are truly coming home: Waggers, the property’s resident Labradoodle, will be there to greet them!

For more information, please visit www.staybridgesuites.com

EDUCATION

EDUCATING GLOBAL CITIZENS EXPLORING UK UNIVERSITIES How can mobility professionals best advise assignees with late-teenage children on higher education? Sue Shortland provides some tips for UK university visits.

T

he role of the mobility professional frequently involves Once a student has demonstrated interest by including them in their advising parents on appropriate schools or engaging a list of choices and the university has made an offer, the institution specialist consultant to undertake this. For parents moving then aims to ensure that it is the student’s first choice. with late-teenage children, issues concern next steps – such as which Universities invest considerable resources in running open days university they should attend, and which course they should study. for potential students and applicant days to convert students who As part of efforts to support global talent, the mobility have received an offer of a place to convince them to accept it as professional’s remit may well stretch to giving advice on their their first choice. country’s higher education system, as international relocation policies do not usually make direct financial provision or give consultancy Open-day tips support for assignees’ children’s tertiary studies.

Attending an open day requires forethought and careful planning.

International assignees’ children are often considered to be the There are usually a range of events taking place concurrently, and global citizens of the future. Given their experience of studying it is never possible to fit everything into the time available.

For example, the open day will in different cultural and linguistic environments, they often prefer to usually include a strategic overview The UK offers high-calibre university enter tertiary education in a different of the university’s mission, future education and is one of the top choices of and values given by the vicecountry rather than return home.

However, while assignees are chancellor or dean of faculty. This country for students wishing to take a probably familiar with university provides a helpful guide to the ethos bachelor’s or master’s degree. entrance procedures in their home of the institution. Subject-based countries, they are less likely to talks, exhibitions, drop-in subject know how to go about helping their children with the selection of enquiry sessions, and subject department tours are given. These an appropriate institution in a foreign land. are critical to understanding what a course offers and how it runs The UK offers high-calibre university education and is one of the in practice.

In addition, general talks on accommodation, finance, student top choices of country for students wishing to take a bachelor’s or master’s degree. But the choice of which university to apply for can be services, and disability services are offered. Tours of housing/ tricky given the large number of institutions and courses available. accommodation, the library, the campus, and the town or city Late-teenage children who are studying at schools in the UK also take place. It is important to prioritise the most important are usually enrolled in a state or private school, a sixth-form college of these events, and to distinguish between what is critical to the or an international school. Schools and colleges in the UK take an selection decision (typically the subject talk/drop-in and visiting the active role in assisting students to complete the application process accommodation) and what is interesting to do or see if there is time. for gaining a UK university place via UCAS. They also help guide Take the opportunity to ask questions to ensure the points students in writing their personal statements. that matter are addressed, and take notes, as, after visiting several Students usually explore course and university options themselves universities, the key differences can begin to blur. Rushing from one online, but it is difficult to get a real feel for the culture of the session to another can prove quite stressful, so ensure that sessions institution from a webpage alone. Relocating families with late- are planned to allow time to relax and reflect.

Choices made in the space of an open day can be reaffirmed or teenage accompanying children may therefore enjoy the opportunity to attend university open days to get a feel for higher education and its reconsidered at an applicant day. These days frequently cover similar student lifestyle. This can assist them in deciding where to undertake ground, but with greater emphasis on course specifics.

The key issue to remember is that the choice of a university is a university education.

Universities compete to fill their places. They set out to show life-changing one, and it must be made carefully. themselves in their best light, to attract the most suitable applicants.

relocateglobal.com | 33

MOBILITY TRENDS

Global thought leadership: exploring recent trends Chairing a panel of distinguished global mobility experts at Worldwide ERC’s EMEA conference in London, Peggy Smith, the association’s president and CEO, led a thoughtprovoking discussion of key issues in the mobility industry. Sue Shortland reports the panel’s views on significant industry developments last year, current issues, and likely developments in the year ahead.

T

he panel, which consisted of John Pfeiffer, of E.ON, Susan Gregory, of Grant Thornton, and Dale Collins, of Santa Fe, highlighted that the past year had seen a shift in emphasis in how businesses view talent management.

There has been a move away from an operational focus on mobility (getting people in the right place, at the right time and cost, and being compliant in so doing) to seeing the mobility function in the round.

Specifically, businesses have become more aware of the value of ongoing sustainable strategic approaches to talent management and development, and the role of global mobility in achieving this.

This has been addressed to a greater extent by a more centralised service-delivery model and a stronger accent on customer service. There has been greater awareness of the need to roll up diverse influences at the local level into a global overview of policy, underpinned by the use of metrics and data, thus maximising (as far as possible) successful outcomes, from balancing various global-local approaches to managing people internationally.

Strategic input Despite the rhetoric that HR takes (or should take) a strategic role in the business, the panel argued that HR is a service provider to the business and, as such, should take its cue from top management.

The experts reported that HR is not at the point of setting business objectives.

That said, there was recognition that HR must be involved in supporting top management to achieve its goals, with HR involvement being critical to ensure smooth processes and effective people management.

The role of the mobility/HR professional is to focus on the customer, listen to what is needed, and put the solution on the table.

34 | Re:locate | Spring 2015

By listening, HR can address policy and its implementation to problems that actually exist, and thus help business to achieve its objectives.

HR’s role is, therefore, to ask the real questions, so that solutions can be devised and implemented. Policy should be interpreted creatively, and third-party providers included in a partnership model, to achieve objectives.

The ability to deliver the right people to generate the highest business outcomes was considered the greatest talent management challenge.

Valuing service providers

to see the value of employing them on a developmental basis.

This was because these young people were likely to act as free agents, moving to where they could develop their careers with envisaged limited organisational loyalty. Managing the expectations of Millennials, on both expatriation and repatriation, was also thought to be a key challenge.

It takes time for the relationship between customer and supplier to evolve from provider to trusted adviser. Service firms have a wide lens, as they have insight into so many different organisations’ ways of working, so building a deep relationship has great payback. Service providers do not want to run for re-election continually, so the relationship increases in value as its stability grows.

Issues of concern Compliance tops mobility professionals’ current list of concerns. The panel attributed this to technology: as people travel, they are tracked by the authorities.

It is no longer possible to slip in and out and not draw the attention of tax, social-security and immigration bodies.

Information on movements becomes knowledge, and this, in turn, becomes power.

Technology enables diverse bodies to link up, and a case can be built easily against an organisation. Expatriates and their employing organisations thus become easy targets for compliance fines and negative media attention.

The new generation of Digital Natives requires new HR approaches.

The key difficulty envisaged was not in encouraging Millennials to work abroad but in persuading host-country operations

Looking forward The panel highlighted a number of issues likely to gain increased prominence in the future. The ability to deliver the right people to generate the highest business outcomes was considered the greatest talent management challenge.

The talent debate relating to hiring in versus growing your own, with the costs and benefits of each approach, is likely to be under close scrutiny. The delivery of policy elements, and their impact on ensuring the assignee can perform in post, will also be critical.

Historically, the pendulum has swung between giving cash and providing the service. The panel predicted controlled independence (money to spent in certain policy categories) being increasingly adopted as a policy approach as HR pursues its responsibility to increase assignee performance.

SECTION HEADING

When it comes to relocation, we know that every corporation and relocating employee is different.

That’s why we take the time to really understand our clients’ needs and create custom-tailored solutions for the right fit, every time.

relocateglobal.com | 35

EMPLOYMENT

2015 EMPLOYMENT LANDSCAPE TRENDS

With hiring volumes on the rise for the first time in several years, understanding the jobs market and responding to industry trends are key to recruiting and retaining top talent. Graebel Relocation takes a look at the global employment picture.

I

n previous years, the unstable global economy and its declining jobs market have impacted global employers’ ongoing ability to recruit and retain employees. Currently, employers in 38 of the 42 countries and territories surveyed by ManpowerGroup have reported positive first-quarter hiring plans.1 Forecasts indicate that the hiring pace in most of the world’s labour markets will not shift dramatically compared to three months ago or even last year at this time.

The current state of global hiring A global employment outlook shows that overall hiring is positive for 2015. Hiring confidence for the January through March timeframe is strongest in India, Taiwan, and New Zealand. Staffing levels are expected to grow by varying margins in all but four countries – Finland, Italy, the Netherlands, and Switzerland – but there is little evidence of a broad-based acceleration of hiring activity. Instead, patterns similar to prior quarters continue.

According to a survey by the ManpowerGroup, employer confidence in both the US and the UK continues to improve gradually. Hiring intentions in China and Brazil remain positive, but the energetic pace that used to characterise these labour markets continues to slow to more reserved levels. And the hiring pace in

36 | Re:locate | Spring 2015

Ireland and Spain is regaining momentum as outlooks again turn positive following dips three months ago.2 For the third consecutive year, Japanese employers report the highest level of talent shortage; more than four out of five employers are struggling to fill open jobs. However, this issue isn’t limited to Japan. Employers around the globe, including those in Peru, India, Brazil, Turkey, and Argentina, have also reported skilled workforce shortages. During the past 12 months, the problem has worsened in ten countries, most notably Latin American nations. At the other end of the spectrum, employers in Ireland and Spain reported the least difficulty filling jobs.3 ManpowerGroup interviewed more than 37,000 employers in 42 countries in the first quarter of 2014, and found that, on average, 36 per cent reported having difficulty filling jobs, the highest proportion in seven years (see Table 1).

7

Table 1: Hardest jobs to fill in 2014 Global US 1 Skilled trades

1 Skilled trades

2 Engineers

2 Restaurant and hotel staff

3 Technicians

3 Sales representatives

4 Sales representatives

4 Teachers

5 Accounting and financial staff

5 Drivers

6 Management/executives

6 Accounting and financial staff

7 Sales managers

7 Labourers

8 IT staff

8 IT staff

9 Office support staff

9 Engineers

10 Drivers

10 Nurses

EMPLOYMENT

Current work climate in the US The upswing of the US economy is especially good news on the jobs front, strengthening the market for 2015. Monthly job gains are expected to increase to average 250,000 or about three million for the year, which is slightly above the addition of 2.95 million jobs in 2014. These gains will keep incomes and consumption fuelling healthy economic growth.4 In the US, specifically, the rapid hiring that made 2014 an excellent year for job gains shows no sign of decline.5 Employers added nearly three million jobs in 2014, the best year for hiring in 15 years. That helped drive the unemployment rate down to 5.6 per cent, the lowest in six years.6 Job openings rose 2.9 per cent to 4.97 million in November, the most since January 2001. In December 2014, companies hired 252,000 more workers, with gains widespread across nearly all industries. Hiring of healthcare and food service workers continued at a strong pace. There was a strong jump in construction employment as well.8 The 2015 unemployment rate is predicted to finish off around 5.3 per cent – only marginally lower than the 5.6 per cent recorded in December.

The consistency could be related to the strong jobs market, which is likely to entice more individuals back into the labour force.9

Recruitment and retention trends Staying informed on the current jobs market and responding to industry trends are crucial to recruiting and retaining top talent.

With hiring volumes increasing for the first time in four years, hiring highly skilled talent is now more important than ever. And sourcing this talent while improving quality of hire is the secondhighest priority for recruiting leaders worldwide.10 Competition and compensation continue to be the top obstacles to attracting talent. Organisations of any size face unique challenges in recruiting, and therefore must play to their own competitive advantages. Broader technology advancements have also begun to disrupt the talent industry. And retention continues to be a priority.

According to LinkedIn, the average length of time an employee stays at one company is four years.11 Attractive and appropriately targeted benefits may work as an advantage for companies looking to attract new employees – and keep the ones they already have. Table 2 contains the percentage of respondents indicating a particular benefit was “very important or important,” according to a survey by the US Bureau of Labor Statistics.

Table 2: Benefits employees value the most12 Retirement annuity (pension plan)

91 per cent

Thrift/savings plan: 401(k) 403(b)

89 per cent

Employee healthcare benefits

89 per cent

Retiree healthcare benefits

87 per cent

Life insurance

71 per cent

Long-term care insurance

63 per cent

Health/wellness programmes

53 per cent

Flexible spending accounts

45 per cent

In addition to providing traditional perks like 401(k) matching funds and free medical and dental benefits, employers are becoming more innovative, offering perks like onsite daycare, acupuncture, free food, game rooms, concierge services, and more.

Wages and benefits rose at a slightly healthier rate last year as well, which is a sign that strong job gains could be forcing companies to pay a bit more for workers. A Bloomberg survey of economists shows workers will see higher wages this year as the jobs market tightens. Hourly earnings for employees on company payrolls will advance 2 to 3 per cent on average, according to 61 of 69 economists surveyed between 5 and 7 January 2015.13 Compensation growth for non-supervisory workers in the US is likely to jump in 2015 to 2.4 per cent, after running at about 2 per cent in most of the second half of 2014, which could be a result of increased minimum wage earnings. These wages fell by six cents per hour in December, the most in over 50 years.14

Your global relocation partner Graebel Relocation’s consultancy services and effective relocation programme administration render efficient benefits for recruiting and retaining your people across the globe. For more information, visit www.graebel.com or email the UK representative, Simon Mason, at simonmason1@graebel.com 1 Manpower Employment Outlook Survey Global Q1 2015. ManpowerGroup.

2 Ibid.

3 The Talent Shortage Continues: How the Ever Changing Role of HR Can Bridge the Gap. ManpowerGroup.

4 David Payne. Kiplinger’s Economic Outlook: Employment. Kiplinger, 9 January 2015.

5 Christopher S Rugaber. Job openings jump to 14-year high. ABC News, 17 January 2015.

6 Ibid.

7 2014 Talent Shortage Survey Key Findings. ManpowerGroup 8 David Payne. Kiplinger’s Economic Outlook: Employment. Kiplinger, 9 January 2015.

9 Ibid.

10 2015 Global Recruiting Trends. LinkedIn. 11 Ibid.

12 Top Employee Benefits. Money-Zine.

13 Michael Jamrisko. Worker Pay in US Rose at a Slower Pace in Fourth Quarter. Bloomberg Business, 30 January 2015.

14 David Payne. Kiplinger’s Economic Outlook: Employment. Kiplinger, 9 January 2015.

relocateglobal.com | 37

SHAPE THE GLOBAL MOBILTY AGENDA Global managers and HR professionals face tough challenges as their organisations enter new markets around the world. In an exclusive high-level half-day workshop, we continue the conversations begun at Re:locate’s international networking reception in February.

I

f you’re in HR and want to sit at the decision-making table, this is the perfect opportunity to explore how you can make your opinions count.

People are at the heart of business growth, and engaging diverse employees is key to boosting productivity and with it ROI, whether you’re facing change and transition, going into new markets, planning a group move, or coping with mergers and acquisitions.

Global managers, chief executives and financial directors will find this event an invaluable introduction to the global mobility arena. Whether you’re recruiting from overseas or setting up in a new dominion, this is your chance to understand the challenges and be inspired by those experienced in this field.

Why not bring your HR director to network with fellow professionals and share entrepreneurial insights in this highly specialised area?

This is about setting your sights high and working through, with your peers, how you can achieve ambitious goals through creativity and innovation. ➲

Objectives • Identify and solve the engagement challenges of managing a global workforce • Learn how to communicate with productive teams and individuals in expanding global markets • Discover how to retain and improve performance across a range of global organisations • Learn how individuals can feel connected in an international environment

What you will gain • Opportunity to share opinions with global mobility thought leaders

• Identify the skillsets to help managers and leaders work with diverse teams to manage change

• Practical solutions to transform a global organisational culture • Knowledge of how to motivate and engage already top-performing teams • Insights into how the Thinking Environment and Laughology models can improve communication and productivity

38 | Re:locate | Spring 2015

Engaging t Global Talen!

W BOOK NO 5 14 MAY 201

EXCLUSIVE EVENT: Engaging global talent

Using the psychology of humour and happiness to engage global talent

Stephanie Davies, CEO of Laughology

relocateglobal.com | 39

EXCLUSIVE EVENT: Engaging global talent Content: Engaging Global Talent Part 1: Judy Oliver A practical session using the Thinking Environment at Work, formulating outcomes and an action plan.

• Strategic thinking, looking at the wider business environment: politics, the economy, demographics and technology Judy Oliver, of Oliver and Company (UK), specialises in coaching, facilitation, leadership and partnership development for individuals, teams, boards and alliances. A barrister by training, she started her career at BP, setting up the first public-private sector MBA programme. She went on to hold senior positions in local government organisations to help them take advantage of effective business practice.

Judy now works with high-level public- and private-sector organisations, including government departments, and with medical leaders. She is a Fellow of the RSA and the CIPD and a Visiting Fellow of Bournemouth University.

• Key questions you need to answer in order to succeed in global markets • Issues around retaining and developing talented young employees • Practical tools and techniques that can be transferred to other parts of working life

Part 2: Stephanie Davies Techniques, coaching and development tools for managers, leaders and individuals.

• Engaging with diverse teams in a global market • The neurology of happiness and the impact on teams and individuals • Understanding and increasing emotional intelligence, mental agility and self-awareness • Creating cultural awareness and positive attitudes and behaviours

Who should attend?

Stephanie Davies is CEO of Laughology, which uses the psychology of humour and happiness as a foundation for communication, development and thinking. She combines a background as an awardwinning stand-up comedian with expertise in applying the concepts of neuroscience and emotional intelligence in a business context.

Over the past 15 years, Stephanie has worked on innovative projects and events in the private and public sectors. Her creative and rounded approach to engagement, happiness at work, continued development, culture change and customer loyalty drives success in the organisations she works with.

Help shape your organisation’s future 40 | Re:locate | Spring 2015

• • • • •

CEOs and CFOs Business leaders HR directors and managers Talent managers Senior global mobility professionals

Cost £350 + VAT

Venue and date Institute of Directors, 116 Pall Mall, London SW1Y 5ED Thursday 14 May 2015, 1.30 pm–5.00 pm

How to book For full details and to book your places, see the Events section of relocateglobal.com, call +44 (0)1892 891334, or email events@relocatemagazine.com

WHO WILL BE THIS YEAR’S WINNERS?

It’s time to set the scene for the annual gala dinner and introduce an exciting new pre-awards event

T

he entries are in and the excitement is mounting. Winners of the Re:locate Awards 2014/15 will be announced at this year’s black-tie gala dinner which takes place at the prestigious Institute of Directors, in London’s Pall Mall, on Thursday 14 May. There will be plenty of time for networking and the evening starts at 7.00 pm with a sparkling champagne reception and live music. After a delicious three-course dinner with fine wines, our winners will receive their trophies – the highlight of a memorable evening.

This year we inject some fun and humour into proceedings by our choice of keynote speaker.

Stephanie Davies, CEO of Laughology will entertain and engage with her unique blend of comedy and understanding of neuroscience and the psychology of happiness. Stephanie is Stephanie Davies a frequent contributor to popular television programmes like the ITN news and is an expert on humour, happiness and health, and a regular on BBC Radio.

The master of ceremonies will be Laughology’s Dave Keeling, a professional actor, comedian, Dave Keeling speaker and trainer.

High-level workshop event At Re:locate, we’re always seeking innovative ways of supporting you in the work you do across global mobility.

This year, we are introducing a high-level workshop on boosting productivity and ROI by creating happy, engaged teams and individuals in an ever-expanding global market, to be held on the afternoon of the Gala Awards Dinner.

Judges announced Each year, the Re:locate Awards judging panel, made up of independent experts, reflects the diversity of those working in the world of relocation and international assignments. For details of this year’s judges, visit the Awards section of relocateglobal.com

Keep up to date The shortlist will be announced in April. For the latest Re:locate Awards news, see relocateglobal.com, and subscribe to our free monthly e-newsletter, Re:locate Extra.

The Summer 2015 issue of Re:locate magazine will include a full-colour supplement on this year’s awards, with case studies, photographs and comments from our judges.

BOOK NOW! Join us for the Gala Awards Dinner and the afternoon event.

Visit our website for full details and to reserve your places.

relocateglobal.com

SPONSORED BY:

ENDORSED BY:

Three ways to pay 1. Book and pay online, via PayPal. 2. Download a booking form and return it by post or fax +44 (0)1892 891336.

3. Call us on +44 (0)1892 891334.

UK CREATIVE INDUSTRIES

Shaken and stirred the Pinewood Studios creative hub The UK film industry is a stunning example of innovation, creativity and economic success.

Mark E Johnson looks at how the 250 small companies – specialists in everything from lighting to animation – that make up Pinewood Studios’ creative hub are expanding into overseas markets and addressing the skills shortages that could threaten the sector’s future.

N

estled in Buckinghamshire, around six miles from Heathrow and eighteen from central London, there are some surprising sights to be seen if you know where to look. At any moment, an observer might spot superheroes saving the world, secret agents fighting for queen and country, Jedi knights doing battle with evil, or magicians defying the laws of science.

Pinewood Studios Group has, in its 80-year history, played host to film productions ranging from the Carry On series, the Harry Potter films, and the venerable 007 franchise to, more recently, the likes of Marvel’s superhero films, and the upcoming revival of Star Wars.

Beyond the mammoth production of big-budget films and television, Pinewood also plays host to a cluster of smaller companies in Britain’s creative sector, offering expertise to the film, television, video-game, advertising and photography industries.

Some 280 businesses are housed on site, employing around 750 people full time. They range from the likes of specialist accountancy firm Moneypenny Production Accounting to lighting company Panalux to Mark Holt Special Effects.

In short, tenant companies offer services covering everything from chauffeuring to high-end post-production, creating a hub designed to lure in film productions with a full suite of services that cater to their myriad, and sometimes unpredictable, needs.

These smaller companies complement a range of stages and lots, including specialist locations and the likes of the 007 stage and a facility for underwater filming. Beyond that, Pinewood offers post-production services, as well as workshops and TV studios.

After facing strong opposition from residents, Pinewood got the go-ahead in June 2014 for a plan that will see it double in size. Eric Pickles, Britain’s communities secretary, said that the economic benefits of the expansion outweighed the objections of the local council, which had said it would be inappropriate for green-belt land.

The expansion, known as the Pinewood Studios Development Framework (PSDF), will include 12 large stages, workshops and production offices spread over 100,000 square metres. It will also increase the space available to tenants on a pro-rata basis. Pinewood claims that the project will create 3,100 net additional jobs, providing £194 million in private-sector infrastructure investment and an additional £37 million per year in UK exports.

It was announced late last year that construction of the first phase of PSDF would start in January, with first occupancy expected in the first quarter of 2016.

An active part of the UK’s community of creative businesses, Pinewood has ties to several organisations nurturing new talent. In 2014, the group was part of a consortium (which also

42 | Re:locate | Spring 2015

includes games companies Sony Computer Entertainment Europe and Ubisoft Reflections) that formed the Next Gen Skills Academy, focused on computer-generated animation and backed by the UK Commission for Employment and Skills, with £6.5 million in funding.

Skills shortages looming The academy, run by motion capture company Centroid and Wycombe College, will offer new entry-level qualifications, higher-level apprenticeships, short courses and online learning opportunities to students often poorly served by universities offering learning in visual effects. Pinewood has also worked on courses with the likes of the Open University and Aston University.

The talent pipeline is clearly a cause for concern for Ivan Dunleavy, chief executive of the Pinewood Group. He addressed employers’ organisation the CBI’s annual conference last November (with Star Wars’ R2D2 in tow) about a looming skills shortage in the creative industries. After highlighting the £70 billion they contributed to the UK’s economy annually and noting that UK film alone employed 44,000 people directly (and another 73,000 indirectly), Mr Dunleavy appealed to the assembled audience not to rest on its laurels.

The government’s Creative Industries: Focus on Employment report, published in June last year, showed that there were 1.71 million people employed in the creative industries in 2013, up 10.1 per cent from 2011, growth that Ivan Dunleavy claims is under threat.

“We mustn’t let this success be put at risk by failing to look ahead and seeing the dangers on the horizon from a skills shortage or in missed opportunities for our exports,” he said. “We’re starting to bump into constraints that could put a crimp in our ability to take advantage of the huge opportunities we see out there in the future ... The skills shortage won’t just affect us. It will affect every business represented in this hall.

“It’s no use government launching training initiatives if the outcomes are inadequate – and in some cases they are. This matters. We can’t risk a skills shortage starting to take the energy out of the recovery.”

Mr Dunleavy further stressed the importance of Britain’s creative industries being able to compete on the world stage. “Under this Business Secretary, it’s encouraging that UKTI [the government body that works with UK-based businesses to ensure their success in international markets through exports] now recognises film as an export opportunity.

“But we need to ramp up the effort if we’re to turn that opportunity into something tangible that will allow us to sell more UK movies into the fast-growing markets like China and other new economies,” he said.

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Our country is geared to accommodate the most demanding business requirements. In Wales, we have unbeatable financial incentives within the UK and minimal levels of bureaucracy. For example, if your business is seeking investment of up to £1 million we can get you a decision within 30 days from receipt of your application and supporting business plan. It’s not exactly a bolt from the blue that Wales has recently experienced the best improvement in foreign direct investment in the UK.

Find out what Wales can do for your business JustAsk.Wales.com +44 (0) 3000 6 03000

relocateglobal.com | 43

LEADERSHIP

HOW TO BE SEEN AND HEARD BY LEADERSHIP At Worldwide ERC’s EMEA global workforce summit in London, two organisational global mobility professionals reported on how they ensure top management knows what they do and how they add value to their organisations. Sue Shortland reports on the experiences of Lloyd’s Register and E.ON and their tips for success.

44 | Re:locate | Spring 2015

LEADERSHIP

B

eing an influential stakeholder in organisations today involves negotiating a political minefield.

Gaining leadership buy-in to initiatives isn’t as straightforward as it sounds, as it will typically require influencing a long list of individuals. Identifying these stakeholder groups and the key people within them (such as business leaders, home/host country managers and assignees) is the first step in the process.

It is important to remember that each will have different understandings, objectives and demands. To make it even more complex, these can overlap, creating conflicts of interest.

The top managers of today were probably the assignees of yesteryear, given the use of expatriation as a leadership development tool. It is important to be aware of this when trying to overcome pushback from current and former expatriates.

Communication is the key, and, while face-to-face might be best, it is not always practical – but alternatives such as webinars can help to involve people in each region and business stream.

There is much debate about return on investment (ROI) and how to measure and improve it. One of the key problems that the mobility function faces is in justifying its value and the contribution it makes to organisational success.

ROI is usually calculated as a function of output for costs incurred.

While organisations are getting better at measuring costs (for example, salaries and expenditures), this is only part of the measure.

Output can be difficult to define, let alone quantify.

A potential way forward is to measure ROE (return on expectations) instead – that is, ‘we spent this to achieve this’. An ROE measure can be more easily connected to the higher business purpose. For instance, mobility management can be linked to taglines that the organisation is already committed to, such as talent development and skillset resourcing.

Raising the profile of mobility It is crucial to carve out the time to talk about global mobility, and to make links with centres of excellence within the organisation.

For example, at E.ON, elements of preparation and pre-departure training are managed within the Learning Centre of Competence.

Ensuring sound links with such in-house centres enables greater buy-in to the objectives of the mobility professional because it is likely that the other organisational representatives are trying to achieve similar objectives. This can help to generate a culture of co-operation and facilitation.

The mobility function might also make good use of its relationships with external service centres – such as those of its vendors – to find out, for example, where assignees are routinely unhappy with elements of policy.

Communication is the key, and, while face-to-face might be best, it is not always practical – but alternatives such as webinars can help to involve people in each region and business stream.

Vendors are likely to be dealing with employee issues more frequently than in-house mobility professionals. Their insight can help to tailor policy provision for greater efficiency and effectiveness, leading to a smoother and more productive assignee mobility programme and consequent productivity improvements.

Where possible, if savings made can be demonstrated to outweigh any investment, this adds credibility to the mobility function.

The degree to which the mobility function is – or wants to be – involved in strategic decision-making is debatable, as the role primarily concerns operationalising strategy rather than devising it. This means that the practicalities of delivering mobility remain crucial to the function’s success.

Delivering ‘the yawn’ – the very basics – and getting them right is a requirement. Top management will not give the mobility function the opportunity to become involved in strategic decision-making if its functional expertise does not underpin global assignment management so that it runs like clockwork.

That does not mean, though, that mobility professionals cannot expand their remit and take on more strategic initiatives. To raise their game to this level, it is important to benchmark and keep ahead in terms of knowledge management, and to use this to devise and deliver arguments for change that cannot be denied.

FINAL TIPS FOR SUCCESS? Mobility professionals must: • Know their organisations; any

proposals made must be relevant to context and climate

• Know their audience and all the stakeholder groups within it • Know the business case and be able to sell the positive benefits

• Know their numbers (using data to make a sound case) • Listen to stakeholders’ views (while sticking to their guns) • Think commercially – and make sure their initiatives will add value

relocateglobal.com | 45

LEADERSHIP

l l e k s a G n i v e K on aiming high – and

extraordinary results “Let’s think and dream at a different level – aim high, and dream about transformation and 500 per cent change.”

Kevin Gaskell’s keynote speech at Worldwide ERC’s EMEA conference inspired his audience to unlock the passion and commitment that drive engagement and enable ordinary people to achieve extraordinary results.

Fiona Murchie reports.

K

evin Gaskell was appointed managing director of Porsche GB at the age of 32. In five years, his team rebuilt the brand and turned a business close to bankruptcy into the UK’s most profitable car company.

Mr Gaskell moved to BMW, where he led the company to four years of record growth and a 500 per cent increase in profitability. He left BMW to set up a dotcom in automotive e-commerce, which he later sold. He now acts as an investor and chairman to a number of growing companies.

Kevin Gaskell has been an international cricketer, taken part in skydives, and played in a rock band. He celebrated his 40th birthday by climbing Mount Everest.

So far, so superhero! But his passion, which he mentions in an understated way, has been walking to both the North and South Poles and climbing some of the world’s highest mountains to fund the building of a cancer treatment centre.

That is the essence of his leadership success. It is not about what drives and inspires, but who drives and inspires. It is truly all about engagement and how to get ordinary people to achieve extraordinary results.

Unlocking the passion will bring the results. Human beings are emotional, belief is about a dream, and, when things get tough,

46 | Re:locate | Spring 2015

you need to look deep inside yourself.

Motivational speeches about conquering mountains or rowing across oceans can be inspiring, but it is really the hands-on experience of leading teams on the small scale, as well as the huge successes, that inspires the most. It’s the human stories that make the difference, and the humanity you can believe in.

I think Kevin Gaskell took a lot of the audience with him on that journey. The garden centre turnaround was as impressive as the renaissance of the boat builder. There would be a lot of people pondering ‘what’s my dream, and what can we achieve together?’

Committing and aiming high raises the bar and can bring about transformational change. Yes, you need the plan, and yes, you need bite-sized pieces to make the messages

really simple, but, as Kevin Gaskell says, “Let’s think and dream at a different level – aim high, and dream about transformation and 500 per cent change.”

It can certainly be scary, like a parachute jump for the first time, but you need to act quickly and be prepared to learn from your mistakes.

Getting the best people is crucial. Find those people, listen to them, and create the opportunity to do great work, and they will come to you with great ideas – and it’s fun.

His approach was demonstrated by a photograph of a pinboard covered in brown paper covered with post-it notes containing the ‘ideas’ – a simple mechanism for capturing ideas and moving them forward.

Everyone contributes, and suppliers are invited to participate, too.

LEADERSHIP

Leadership is about giving away power and creating a culture that lets people run.

Talk about 1,000 days rather than a three-year plan, and make every day count to drive the project forward. These were practical tools and techniques for anyone to take away.

In your business plan, you can prepare for the dangers, and it is important to sit down and have that conversation, but you also have to have lots of conversations about what success looks like. Draw a straight line to what you want to achieve, and don’t get buffeted from your course. ‘Stuff ’ inevitably happens along the way, and you can deal with it as it comes up.

A simple structure of six boxes representing the big areas that are going to change is all you need.

Make it clear what people are responsible for and accountable for, and you will be astonished at how far they will go, he claims.

Set the direction, and be clear about what the goal looks like. Leadership is about giving away power and creating a culture that lets people run. “My job is to believe what we can do and inspire people so they can achieve it and achieve extraordinary results,” Kevin Gaskell concluded.

See you at the top of the mountain!

For leadership and management news and articles visit relocatemagazine.com/leadership-management

EDUCATION

Comparing global education systems 48 | Re:locate | Spring 2015

Photos TASIS The American School in England

EDUCATION

Moving between the education systems of different countries can require nerves of steel on the part of globally mobile families. Navigating final exams and qualifications, grade systems and year groups may be too big a challenge, and, according to recent research, difficult education choices are likely to be the biggest contributor to costly assignment failure. Rebecca Marriage presents an overview of some the key considerations, to help you help families to understand global education opportunities.

relocateglobal.com | 49

EDUCATION

F

or families making an international move with schoolage children, there can be an overwhelming number of considerations to factor in to the planning process.

Depending on the ages of the children and which school they currently attend, there will be many difficult and emotionally charged decisions to make.

Children are likely to be settled in their existing school, with firm friendship groups, and they will be accustomed to an established system of learning.

Not only will there be cultural challenges ahead, but there will also be new education systems to navigate, which could present a host of pitfalls if the family have not been advised to consider their next move.

While a foreign assignment can be one of the most lifechanging and eye-opening experiences, offering new and exciting opportunities, it is vital to advise families that they need to keep one eye on the future. Not all education systems around the world are equal, and, without giving careful thought to each stage of learning – and the resulting qualifications for each child – families could over-complicate repatriation and, at worst, hinder entry into a preferred higher education institution.

Global education systems Every education system around the world has its own examination arrangement or assessment of pupil performance, which usually allows students to move on to the next stage of learning. Luckily for UK citizens, the education system in Britain is one of the most

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EDUCATION

revered and widely replicated learning structures across the globe.

In fact, education is one of the UK’s biggest exports; according to figures from the International School Consultancy Group, just over 40 per cent of all international schools teaching in the English language offer a British-based curriculum.

Families moving from the UK often find themselves in the enviable position of selecting from a large number of international schools teaching a British curriculum, which offers students not only continuity of education on the outbound relocation, but also ease of repatriation back into the UK education system, particularly when it comes to exam time.

Although many of these schools will largely be fee-paying, some will have the advantage of being accredited by British-governmentapproved inspectorates, offering families further peace of mind.

In fact, in many of the rapidly developing major international relocation destinations – such as the Middle East and Asia Pacific – it will be necessary to attend a fee-paying international school, as state education is unlikely to be either available to, or a viable option for, expatriate families.

However, in destinations such as many European countries, the USA and Australia, state education systems are highly regarded, and families may be more open to the prospect of joining a local state-funded school. This option has the added advantages of helping with social integration and being an alternative to costly fee-paying international schools.

Considering future moves It is vital that families choosing to enter the state education system offered by their destination country are advised to consider any future moves or possible repatriation issues. For example, in the USA, while the standard of state education is considered to be high, schools offer an entirely different learning curriculum from the UK, even differing from state to state within the country. The US education system also does not offer a comparable end-of-school assessment to the British standard GCSEs and A Levels.

“It is important for families to understand, if they are relocating to the US and hoping to repatriate at some point, that the US education system is different from many,” says Elizabeth Sawyer, US-based education consultant and CEO of Bennett Schoolplacement Worldwide. “We have no national curriculum. Up until recently, the curriculum has been decided completely at the state and district levels, which means that there has always been a huge variation in content and structure across the United States. There has been no national exam like the French Baccalaureate or the English A Levels with which students earn a secondary diploma.”

Comparing final exams With that in mind, if a child of an assignee is heading towards the completion of secondary or high school in the state education system of their host country, it will be necessary for the family to understand the levels of achievement required for entry into a higher education institution or their planned route into a profession. ➲

Thank You to our valued partners for contributing to our success 6

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relocateglobal.com | 51

EDUCATION

Comparisons between end-of-school exam systems and/or methods of assessment of different countries are notoriously difficult to make, and ideally families should be advised to avoid a move during this particularly tricky stage. But if presented with this challenge, there are methods of determining the standards and equivalent levels of qualifications students will gain while the family is on an overseas assignment.

In the UK, the Universities and Colleges Admissions Service (UCAS), an organisation which co-ordinates applications to most British higher education institutions, operates a tariff system, whereby it attributes points to grades achieved in post-16 qualifications. The points system covers many qualifications, including all the UK exams, such as A Levels and Scottish Highers, but also includes some of the qualifications that are likely to be obtained overseas, such as the International Baccalaureate, the Irish Leaving Certificate, and the Advanced Placement Programme, which is offered in the US and Canada.

UCAS accepts that, increasingly, comparisons need to be made with international qualifications as a consequence of the rise in professional global mobility, and has published guidance on this, which would offer help to families making further education decisions.

“Globalisation is leading to a greater mobility of students across the world,” states the UCAS International Qualifications Guide. “It is therefore important that higher education admissions officers, staff and tutors are fully aware of the qualifications that may be offered by international applicants.”

The guide goes some way to ensuring that international students are assessed fairly when entering the UK higher education system. UCAS aims to promote a greater understanding of the value of international qualifications, and is helping higher education providers to make realistic offers to international students and those returning to the UK having obtained qualifications overseas.

52 | Re:locate | Spring 2015

Another UK-based resource that offers help to understand the value of overseas qualifications is the UK National Recognition Information Centre (UK NARIC), a designated National Agency responsible for providing information and advice on qualifications worldwide. Its services are offered to individuals and organisations advising on comparisons of international qualifications against UK framework levels.

Benchmarking international qualifications In 2008, the European Commission devised the European Qualifications Framework (EQF), which divides learningstages and qualifications gained into eight levels. On outlining the intentions of the Framework, Ján Figel’, former European Commissioner for Education, Training, Culture and Multilingualism, commented, “People in Europe too often face obstacles when they try to move from one country to another to learn or work. The EQF will make different national qualifications more understandable across Europe, and so promote access to education and training. We believe the EQF will help people in Europe to face the challenges of a globalising, knowledge-based world economy.”

The Framework ranges from level one, ‘basic general knowledge’, to level eight, ‘knowledge at the most advanced frontier of a field of work or study’. Most qualifications around the world can be placed within these levels, to offer a guide to both the comparable levels of learning with an unfamiliar education system and the final exams on offer.

The UK, along with many other EU member countries, has restructured its own qualifications framework in line with the EQF. As a general guide, those taking GCSEs with passes at grades D–G would sit within level one, level two would include GCSE grades A*–C, AS and A Level, and the International Baccalaureate would be classified as level three. Level six would take in bachelor’s degrees, and level eight would represent those with a doctorate. ➲

Watch the

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When did a school make you feel this good?

Families just know when a relocation works. Whether you are a mom or dad, toddler or teenager, HR or relocation professional, from Texas or Tokyo, when all the pieces come together, it can deliver one of life’s most rewarding experiences. ACS understands the complex needs of globally mobile families. We have partnered the relocation industry since 1967 to meet the many challenges that face international families. Our campus-specific Admissions, Housing and Transport experts work closely with parent-assisted Welcome Teams, International Groups, Parent/Teacher Organisations and Buddy programmes to create a smooth, seamless and happy transition. That is why each year literally hundreds of families from more than 100 countries make ACS ‘the’ regional solution to their educational and lifestyle needs.

To find out more about us, and our world renowned programmes, please visit www.acs-schools.com. Alternatively call either ACS Cobham +44 (0)1932 869744, ACS Egham +44 (0)1784 430611, ACS Hillingdon +44 (0)1895 818402. ACS schools are non-sectarian and co-educational (day and boarding) for students 2 to 18 years of age.

relocateglobal.com | 53

EDUCATION

In recognition of the increasing need to classify international qualifications, UNESCO is currently working on an International Standard Classification of Education (ISCED). According to UNESCO, the ISCED will cover “formal and non-formal education programmes and any resulting recognised formal educational qualifications”.

Although implementation of the ISCED is expected sometime in 2015, extremely detailed breakdowns of international education systems and qualifications are benchmarked against a similar level structure to the EQF, and can be found at www.uis.unesco.org/Education/ ISCEDMappings But, while there are many resources to help guide families to a better understanding of what they might be entering into when choosing a state education system in their overseas destination, there really is no substitute for discussing in detail the specifics of the learning options with the schools and colleges themselves.

“It is vitally important for families to discuss the specifics of curricular content with possible schools of choice,” advises Elizabeth Sawyer. “And they should do this while also thinking about eventual repatriation or next relocation, so that their children may have some degree of continuity and as much ease as possible with transitions.”

For education news and articles visit relocatemagazine.com/education-schools

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Dwight Global Campuses and Programmes: London | New York | Seoul | Shanghai | Canada

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09/03/2015 13:37

EDUCATION

At ISL, I acquired the skills and attitudes for university success: essay writing, critical thinking, open mindedness, problem-solving and thinking outside the box.

Anna

Anna joined the International School of London (ISL) from Finland for the International Baccalaureate (IB) Primary Years, Middle Years and Diploma Programmes. She achieved the top mark of 45 points in her IB Diploma exams and currently studies Art at Edinburgh University.

The ISL Schools in London, Surrey and Qatar integrate mother tongue and other languages into the IB curriculum from a young age, nurturing the global competencies critical for success at universities worldwide. ISL is helping its students turn dreams into reality.

ISL London Alumna

London +44 (0) 20 8992 5823 Surrey +44 (0)1483 750409 Qatar +974 4433 8600 www.islschools.org

The really warm and positive atmosphere, coupled with a variety of in and outdoor activities, makes it the ideal place for Benjamin to feel happy among his new friends and to be cared for in the most optimal way by the wonderful BSB staff.”

Lysanne and Benjamin (who chose BSB’s Early Learning & Development Centre - Kindercrib)

• 1,350 students fro m ages 1-18 years • 70 nationa lities • British-based curr iculum up to age 16 • Students aged 16-18 years - on ly sc hool to offer A Levels, IB Diploma and BTEC French/English biling ua l education ava ilable for ages 4 -14 years • Outstand ing academ ic results • Wide choice of ext ra-curricul ar activiti es

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relocateglobal.com | 55

EDUCATION

IS BRITAIN LOSING THE RACE TO ATTRACT INTERNATIONAL STUDENTS?

I

n a new cross-party parliamentary report, MPs have warned that British universities could be “losing out in the global race to attract international students” by restricting post-study visas for global graduates.

The All Party Parliamentary Group (APPG) on Migration published its findings in early 2015 in the report UK Post-Study Work Opportunities for International Students. The panel of MPs and peers claims that, as a result of the 2012 closure of the Tier 1 visa route, which allowed international graduates to find employment in the UK for up to two years without sponsorship, British universities are losing out to those of other Anglophone countries with more attractive post-study work opportunities.

“The government’s current approach to post-study work and student migration policy is jeopardising Britain’s position in the global race for talent,” said Conservative MP Richard Bacon. “We are already losing out to countries with a more sensible approach, such as Australia, Canada and the United States.”

The MPs have said that, since the removal of the Tier 1 visa route, there has been an 88 per cent decline in the number of students acquiring work visas after study in the UK. The group has called on the government to maximise the UK’s offer to international students by opening a new route for work in the UK after graduation. “The report lays bare the negative impact that closure of the former post-study work visa has had on British businesses and universities,” said Labour MP Paul Blomfield.

“Alternative visa routes have failed to attract talent and have actually prevented skilled graduates from contributing to the UK jobs market,” he continued. “There is strong cross-party agreement on the need to take action to restore our reputation as the destination of choice for international students from all countries.”

David Boddy, principal of Anglo Schools International Services (ASIS), a company that helps international students and families relocating to the UK to gain access to the best schools and universities, believes it is imperative that international students recognise that “the door is wide open” for those who genuinely want to study in the UK. “We have been putting pressure on the UK government to recognise the enormous financial and social contribution the international student community makes to Britain,” he said. “Only lately, we put the case again to leading Conservatives, including the Chancellor. Most quality graduates will easily qualify for a starting salary over the threshold. What we would like to see, though, is for the UK government to drop its plan to throw out foreign students once they have finished their studies.”

The UK government is expecting around 600,000 international students at its universities and schools by 2020. Leading UK businesses backed the calls by ASIS and other educational groups for the threat to throw out students when they had finished their studies to be dropped.

INTERNATIONAL BACCALAUREATE PROGRAMMES AND ENGLISH LANGUAGE COURSES FOR 3-18 YEAR OLDS

Inspiring Success ICS is the international day school located in the very centre of London.

We offer the International Baccalaurate Programmes (Primary and Middle Years Programme and Diploma) to children aged 3-18yrs.

ICS has a diverse community with 45 different nationalities, and boasts a strong tradition of working with students in a highly personalised tuition framework in a rigorous but supportive environment.

35 Y E A R

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Prov id

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ion ucat Ed

For students needing English language support we offer our customised preparation programme. We also welcome and provide outstanding support to children with special educational needs (SEN).

All our students benefi t from a wide ranging sports & activity programme. This year ICS is proud to be Internationa l ing celebrating 35 years of offering international education.

AUTISM ACCREDITATION

+44 (0) 20 7935 1206 | ADMISSIONS@ICSCHOOL.CO.UK | WWW.ICSCHOOL.CO.UK

56 | Re:locate | Spring 2015

R E A L I S E

Y O U R

P O T E N T I A L

EDUCATION

T he A mericAn S chool

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Exclusive pre-IB Middle Years Programme Nurture and support: girls gain excellent results Places achieved at top Universities worldwide Scholarships and bursaries available Multilingualism: up to 9 languages taught Internationalism: over 40 nationalities, yet one shared mission All faiths welcome Please contact: admissions@marymountlondon.com www.marymountlondon.com Tel: 020 8949 0571 George Road, Kingston upon Thames, Surrey KT2 7PE.

relocateglobal.com | 57

CORPORATE SOCIAL RESPONSIBILITY

Support our book appeal for a Zambian school’s library

RELOCATION

reaching out

W

ith Africa at the top of the relocation agenda for many organisations, this is the ideal time to introduce an inspirational school in Zambia to the global mobility community.

The school would benefit hugely from your charitable support.

Whether you are able to provide textbooks or transport or do a little fundraising in the office, there are plenty of ways of getting involved.

The Hands of Compassion Foundation supports a community school for orphaned and vulnerable children in a shanty compound near Ndola, Zambia, that is home to more than 68,000 people.

Hands of Compassion funds free primary education for nearly 400 children, from nursery to Grade 7. By helping with payment for uniforms and fees at a government school, it also sponsors more than 50 older pupils.

Through education, the children develop skills that empower them for later life.

This is particularly needed in Zambia, where an estimated one person in every six dies of HIV AIDS between the ages of 15 and 50, leaving more than one-and-a-half million children orphaned.

Poverty and malnutrition contribute to this crisis. Whole generations are being wiped out, leaving youngsters to survive on their own, in need of food, shelter, clothing, healthcare and education.

Get involved!

Re:locate is seeking donations of textbooks and reading books from international schools and other sources, to form the basis of a book collection for a new school library. Alternatively, schools, parents, companies or suppliers may wish to use this as a CSR project, or simply offer fundraising support. The Gift of Time ethos could really engage your team or community.

We are also seeking a removals company to ship the donated books to Zambia.We have a number of charities that would welcome your support, including Magpie Dance, which is celebrating its 30th anniversary and is offering some fantastic initiatives to get involved with, from diversity workshops to supporting its new High Fliers talent initiative. Find out how to get involved with Re:locate’s CSR projects by visiting our website, and tell us about your own activities for charity via social media.

Call Vanessa McConnell on +44 (0)1892 891334, email vanessa@relocatemagazine.com, contact us via Facebook or Twitter, or visit relocateglobal.com

Registered charity in the UK 1124423

58 | Re:locate | Spring 2015

DIRECTORY

Re:directory BANKING NatWest Global Employee Banking Neil Barsby +44 (0)1245 355628 neil.barsby@natwestglobal.com www.natwestglobal.com Area: Worldwide

DESTINATION SERVICES PROVIDERS Profile Locations Vanessa McConnell +44 (0)1892 891334 relocation@profilelocations.co.uk www.profilelocations.co.uk Area: London, South East, Aberdeen Quintessential Relocation Consultants Jo Stoddart +44 (0)1481 257200 +44 (0)1534 854574 info@qrcci.com www.qrcci.com Area: Channel Islands (Guernsey, Jersey)

LEGAL AND FAMILY SUPPORT The International Family Law Group LLP Ann Thomas +44 (0)20 3178 5568 enquiries@iflg.uk.com www.iflg.uk.com Area: UK & International

IMMIGRATION SERVICES Pro-Link GLOBAL Andrea Elliott +44 (0)20 3004 9276 info@pro-linkglobal.com www.pro-linkglobal.com Area: Global

Chartered Institute of Personnel and Development (CIPD) +44 (0)20 8612 6200 www.cipd.co.uk Area: National European Association of Relocation Professionals (EuRA) Tad Zurlinden +44 (0)870 072 6727 enquiries@eura-relocation.com www.eura-relocation.com Area: International FOCUS Alessandra Gnudi +44 (0)20 7937 7799 agnudi@focus-info.org www.focus-info.org Area: London, South East The Relocation Network Deborah de Cerff +61 (0)4225 77724 deborah@relocationnetwork.com.au www.relocationnetwork.com.au Area: Australasia

RELOCATION MANAGEMENT COMPANIES Graebel Relocation Simon Mason +44 (0)7730 814696 simonmason1@graebel.com www.graebel.com Area: Worldwide Team Relocations Colin Atkins +44 (0)20 8955 1312 colin.atkins@teamrelocations.com www.teamrelocations.com Area: Worldwide

REMOVALS AND STORAGE

Smith Stone Walters James Walters +44 (0)20 8461 6660 James.Walters@smithstonewalters.com www.smithstonewalters.com Area: UK & International

Britannia Movers International Tony Vullo +44 (0)20 8256 1742 tony.vullo@britannia-movers.co.uk www.britannia-movers.co.uk Area: Worldwide

PROFESSIONAL ORGANISATIONS

DT Moving Tim Daniells +44 (0)20 7622 4393 london@dtmoving.com www.dtmoving.com Area: Worldwide

Association of Relocation Professionals (ARP) Tad Zurlinden +44 (0)870 073 7475 enquiries@arp-relocation.com www.arp-relocation.com Area: National

Essential Contacts...

SCHOOLS ACS International Schools Fergus Rose +44 (0)1932 867251 frose@acs-england.co.uk www.acs-england.co.uk Area: London, South East Dulwich College Beijing Admissions (Main Reception) (0086) 10 6454 9000 info@dulwich-beijing.cn www.dulwich-beijing.cn Area: Beijing, China Dwight School London Mary Langford +44 (0) 20 8920 0637 admissions@dwightlondon.org www.dwightlondon.org Area: London International Community School Laura Thompson +44 (0)20 7402 0416 laura.thompson@ics.uk.net www.icschool.co.uk Area: Central London International School of London (ISL) Group of Schools Heather Mulkey +44 (0)1483 750409 admissions@islondon.org www.islschools.org Area: London, Surrey, Qatar Marymount Admissions +44 (0)20 8949 0571 admissions@marymountlondon.com www.marymountlondon.com Area: London TASIS The American School in England Karen House +44 (0)1932 582316 ukadmissions@tasisengland.org www.tasisengland.org Area: West London, Berkshire, Surrey

SERVICED APARTMENTS BridgeStreet Global Hospitality Shaun Hinds +44 (0)20 7792 2222 shaun.hinds@bridgestreet.com www.bridgestreet.com Area: Worldwide

Cheval Residences Selina Wakeling +44 (0)20 7341 7010ยง info@chevalresidences.com www.chevalresidences.com Area: Worldwide Hyde Park Residence Heike Taylor +44 (0)20 7409 9000 sales@hpr.co.uk www.hpr.co.uk Area: Mayfair, London Oakwood Worldwide Claire Barrie +44 (0)20 7749 4460 oakwooduk@oakwood.com www.oakwood.com Area: Worldwide Refresh Apartments Hugo Morris +44 (0)845 680 0080 hugo@refreshapts.com www.refreshapts.com Area: UK & Worldwide SACO The Serviced Apartment Company Ben Harper +44 (0)20 3405 2877 bharper@sacoapartments.com www.sacoapartments.com Area: National & International Skyline Worldwide Natalia Eleuterio +44 (0)20 7036 2240 marketing@liveskyline.com www.liveskyline.com Area: Worldwide The Apartment Service Shabina Awan +44 (0)20 8944 1444 shabina.awan@apartmentservice.com www.apartmentservice.com Area: UK & Worldwide

SPOUSAL ASSISTANCE/ CAREERS Profile Locations Vanessa McConnell +44 (0)1892 891334 careers@profilelocations.co.uk www.profilelocations.co.uk Area: National & International

Industry jobs at: relocatecareers.com relocateglobal.com | 59 To advertise here, or in our online directory, please call: +44 (0)1892 891334

SECTION HEADING

Co Sp m ring ing 20 1 fo r D so 5 igi ta on lM ag ! a

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