Re:locate Magazine, Winter 2009/10 by Profile Locations

Re:locate THE MAGAZINE FOR HR & RELOCATION PROFESSIONALS

Winter Issue 2009/10

Property promise On the up in the UK

Removals industry Rising to the challenge

www.relocatemagazine.com

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The sky’s the limit! Pushing boundaries with ERC in Chicago

International assignments New trends, new roles

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Re:locate CONTENTS

re: conferences

re: international careers

Contents

4 6 8

10 14 18 20 24

Re:editor’s letter Fiona Murchie looks at what’s in store this issue Re:news & views Key industry happenings, personalities and comment Re:property Why it’s far from doom and gloom on the home front Re:hot topic How the removals industry is rising to current challenges

26 28 32

Re:event A report on the recent Re:locate event at the IoD Re:awards Your chance to enter the 2009/10 Re:locate Awards Re:country proﬁle India still surging ahead

33 33 38

re: education

Re:education Why the IB is going from strength to strength, plus a look at the Specialist Diploma Re:directory Essential relocation service providers

Re:property ﬁnance The effect of mortgage availability on relocation

Re:conferences Lessons learned and advice gleaned at ERC, in Chicago, and at the ARP conference, in Oxford Re:international careers The new breed of assignment options Re:South East proﬁle Exciting times for Thames Gateway Re:cross-cultural issues Handling subtle cultural differences

winter 2009/10 re:locate

Coming in the Spring 2010 issue of

Re:locate magazine

“You can’t afford not to be part of the Re:locate Awards! ”

You only have to look at this issue’s conference and event roundups, which cover ERC, the ARP and our own recent event at the IoD, to appreciate how important it is to build

Localisation – the issues

networks within our profession. The synergy such networks provide can result in access to wider expertise and innovative solutions via trusted partners, to the ultimate beneﬁt of both client and service provider. The deadline for entering the Re:locate Awards 2009/10 is looming, so don’t miss this chance to celebrate your success. On page 26, some of last year’s winners share with you the many beneﬁts, both personal and professional, of entering. You can’t afford not to be part of this very special event!

Technology unwrapped

Elsewhere in this issue, we examine two very different areas in which relocation is developing: the Thames Gateway and overseas hotspot India. Further information on both is available from the Re:locate website. We also take a look at the domestic property market, ﬁnd out how the removals industry is rising to current market challenges, and consider why the IB exam continues to grow in popularity with relocating families. In our continuing drive to offer you as much practical support and information as possible, we are introducing two exciting new initiatives. Our new series of Re:locate Factsheets covers all aspects of relocation, from domestic and international relocation policy to education and removals. The ﬁrst, on domestic relocation policy, is now available to

International relocation

download from www.relocatemagazine.com. Responding to requests to make readily available our comprehensive support material for relocating employees and their families, we have now launched Smart Move, a new section on the website speciﬁcally for them.

Fiona Murchie Managing Editor

China – still a good bet? Interested in advertising?

Re:locate THE MAGAZINE FOR HR & RELOCATION PROFESSIONALS

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Managing Editor: Fiona Murchie editorial@relocatemagazine.com Art Editor: Andy Newson info@andrewnewson.co.uk Sub Editor: Anna Lambert Advertising: Barrie Barradell ads@relocatemagazine.com

Re:locate Magazine Spray Hill Hastings Road Lamberhurst Kent TN3 8JB Tel: 01892 891334

© 2009. 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.

Funded GSP still available Subject to Credit Approval

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Re:industry news & v Property market is on the move According to the latest data from Connells Survey & Valuation, gradually-increasing optimism in the housing market is being reflected in an upsurge in the number of valuations for home purchase, with much stronger growth for homeowners wanting to move than for first-time buyers – many of whom still struggle to raise mortgage finance. This October, almost twice as many valuations were conducted for homeowners as last October, while, in the three months to the end of October, the number of homeowners requesting a valuation on their homes rose by 75 per cent compared to the same period in 2008. Overall, says Connells Survey & Valuation managing director Ross Bowen, transactions were up 26 per cent in October 2009 compared with the previous year, and up 13 per cent in the three-month period (again compared with 2008). Our features analysing the current state of the property market (page 8) and mortgage availability (page 32) provide further evidence of an upturn.

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School offers a truly international education The new International School of London in Surrey (ISLS), based in Woking, was formed when the International School of London acquired the former Dutch school, the Prins Willem-Alexander School (PWAS) earlier this year. ISLS is now offering a truly international education, welcoming pupils of all nationalities and backgrounds. The International Primary Curriculum, taught in English, is combined with an extensive Mother Tongue Program, taught by native speakers. This bilingual approach enables children not only to develop their language skills but also to create mutual respect for each other’s culture and background. The school covers the whole primary range, and, after 2011, will expand further, offering the ﬁrst years of the Middle Years Program, eventually leading on to the International Baccalaureate diploma years. This month’s education features by Fiona Leney look at the rise of the International Baccalaureate (page 33) and the new Specialist Diploma (page 37). Don’t miss our proﬁle of the South East, which starts on page 20.

Re:locate NEWS IN BRIEF

views

If you have news and views that youâ&#x20AC;&#x2122;d like to see aired on these pages, contact us at editorial@relocatemagazine.com

New research reveals key furniture trends Research from Roomservice by CORT reveals attitudes to furniture provision among the UKâ&#x20AC;&#x2122;s residential landlords, highlighting trends within the industry and identifying areas for cost savings. 59 per cent of landlords provide furniture with at least one property within their portfolio (35 per cent let all their properties fully furnished). Of these, the average cost of furnishing a two-bedroomed property is ÂŁ2,904, with 77 per cent replacing some or all of the furniture within four years. Says managing director Roger Hollis, â&#x20AC;&#x153;Landlords are failing to take advantage of the beneďŹ ts furniture rental can bring. Not only does renting work out cheaper for those who replace their furniture within four years, but there are also the hidden savings associated with freeing up capital and not having to replace breakages. We found this particularly surprising given that 81 per cent of landlords take furniture costs into account when calculating rental yields.â&#x20AC;? For further details, visit www.roomservicegroup.com

Making time to think Back in 1999, Nancy Kline wrote Time to Think â&#x20AC;&#x201C; Listening to the Human Mind, which brought quality thinking to individuals, companies and organisations. Building on this, she delivers even more possibilities with her latest offering, More Time to Think â&#x20AC;&#x201C; A Way of Being in the World. Faced, in 2009, with an even faster-paced world, where pressure is everywhere â&#x20AC;&#x201C; pressure to perform, to meet targets, deadlines and budgets â&#x20AC;&#x201C; the importance of â&#x20AC;&#x2DC;more time to thinkâ&#x20AC;&#x2122; is obvious. Would the errors of the last year have been made if those in positions of responsibility had applied quality thought to their decision-making? Can we afford not to deliver a quality thinking environment for all those involved in making the recovery meaningful, whatever the size of the company? Invest in your future and world recovery by reading this book, and, if you are lucky enough, seize the opportunity to hear Nancy, and unlock your potential. More Time to Think â&#x20AC;&#x201C; A Way of Being in the World is available via www.timetothink.com at ÂŁ11.99.

FIXED COST NO RISK Homesale Scheme x Are you offering employees a Guaranteed House Purchase Scheme when relocating? x Are you incurring loss on sales and open ended interest / marketing costs? x Do you want to remove the risk and have fixed up front budgeting ability? ,I \HV WKHQ FRQWDFW 1LFN .LQJ Âą King Relocation Services Ltd Âą RU 3HWHU *UD\EXUQ Âą PRSCO Ltd Âą

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winter 2009/10 re:locate

On the home front As far as the state of the UK’s housing market is concerned, things could certainly be worse. Susan Bevan looks at the current situation, and at the areas where there’s room for improvement. The house-move side of relocation has proved a lot less problematical over the past year than was feared when the world’s financial system teetered on the brink of meltdown last autumn. At that point, the outlook seemed bleak indeed for anyone who might have needed to put properties on the UK market in 2009. In the event, while house prices carried on sliding through the winter, the spring saw the start of the bounce-back that has taken most experts by surprise. For example, the Royal Institution of Chartered Surveyors (RICS), which initially predicted average house prices would fall a further 10–15 per cent this year, now expects a year-on-year gain in the fourth quarter of 2009. Building society Nationwide’s monthly survey showed house prices in October rising for the sixth successive month, taking the average price of a typical UK property to £162,038. This was two per cent higher than a year earlier – the first yearon-year gain since March 2008, though still 13 per cent down on the 2007 peak. As it turned out, buyer confidence started to show some recovery around the turn of the year, encouraged by lower mortgage rates and the rapid slide in house prices – down 17 per cent from their peak to the lowest point, according to the Nationwide’s index. The improvement gathered pace, and, by June, the RICS measure of new demand – the net balance of

winter 2009/10 re:locate

surveyors reporting an increase rather than a decrease in new buyer enquiries – reached a record 66 per cent, and, while the pace of growth eased back subsequently, the measure was still at high levels in October. But would-be buyers have found the market short of the type of property they want where they want it. And that, broadly speaking, has been good-sized, favourably-situated family homes. Thus, while, for example, new-build blocks of one- and two-bedroomed ﬂats in city centres have remained vastly oversupplied, with prices slashed by as much as a half, solid houses in popular areas have fared much better, and this has been true in many parts of the country. The RICS monthly survey for October showed more of its members expect rising, rather than falling, prices in all its UK regions. Though the recovery in demand has been from a low base and hampered by the post-credit-crunch shortage of mortgage ﬁnance, it all adds up to a market in the second half of 2009 that has been less arduous than anyone involved with relocation dared to hope a year ago. Unknown territory “We were in unknown territory then,” says Gordon Kerr, CEO of TEAM Relocations. “But our worst fears of a real property crash haven’t materialised. Prices fell, but not dramatically, and now we’re about back to where we were. If properties

Re:locate PROPERTY

are aggressively sold and well presented, the buyers are out there. You do have to work harder, but we’re able to sell in a reasonable time if valuations are realistic.” There is a general agreement that, if better than it might have been, 2009 has indeed been a hardworking year and tested the mettle of the house-sales specialist. The first few months were extremely difficult, and housing market activity is still way down on pre-credit-crunch levels. Making the best of the conditions has put a premium on experience and often required tough decisions. At Cartus, Rob Abbott, vice president, UK relocation services, ascribes the record sales completions the company has managed to achieve in 2009 so far to decisions on procedure taken late last year. Key to success has been, he says, being proactive and able to seize selling opportunities promptly without being hampered by unrealistic price expectations. Creative thinking has also played a part, as has “getting all the nuts and bolts in place in a disciplined way.” “Our inventory management teams have done a magnificent job of ensuring clients are kept informed. We developed a commercial forecasting tool to provide them with good, hard evidence about what the value of a property might be in three or 12 months’ time. It has helped us ensure decisions are soundly based and paid off in resale prices and selling times. There has been some pain: some losses were inevitable, but I think we’ve certainly made the best of a very difficult situation.” Biting the bullet Rob Abbott also pays tribute to his clients, who have been prepared to bite the bullet on difficult sales decisions, owing in part to a detailed property-market education programme Cartus conducted that started early in 2008. In this, they share a general willingness among companies to toughen up their relocation policies in the face of hard times, for example offering far fewer guaranteed sale price (GSP) schemes on stricter terms and being less patient with employees’ sometimes rose-tinted views of their property’s value. GlaxoSmithKline, for instance, has amended its GSP scheme, lowering the guaranteed offer from 100 to 95 per cent of market price and introducing a revaluation if the house fails to sell in three months. “It’s amazing how people have managed to move in those three months,” reflects relocation manager, UK international relocation services, Virginia McCulloch. The new policy has had a dramatic impact, she says. Where GSP agreements reached before the changes have been a struggle to deal with, houses in later schemes are often selling within weeks, and sometimes for more than the guaranteed value. Despite the recent market bounce, relocating staff cannot hope their employers will revert to a softer approach any time soon. The outlook is far too obscure, with many commentators believing a renewed price slide could easily be on the cards. They point to the fragility of a recovery based on lack of supply in a thin market. Sales per surveyor in the latest RICS survey averaged 19 over the three months to October – well up on the average of 11 earlier in the year, but comparing with a norm of around 27 over the last decade. On the supply side, there have been signs that sellers are returning to the market during the autumn, with a net balance of 15 per cent of surveyors in the RICS survey reporting an increase in new instructions in October. However, the pickup is still not keeping pace with the increase in demand, says RICS spokesperson Jeremy Leaf. The stock of unsold properties on surveyors’ books has not increased, and the closely-watched sales-to-stock ratio, which measures the degree of slack on the market, climbed to 30 in October, higher than it has been

since the end of 2007. The fear is that the number of new properties coming onto the market has been unnaturally restrained, with ‘aspirational movers’ – people wanting to trade up to better homes, who normally comprise the bulk of the market – holding back because of concerns about the economic outlook. At the same time, mortgage lenders have been under pressure to restrain repossessions, which are low for this stage in the recession. Any significant increase in supply could send the fragile demand/supply balance into reverse, particularly since shortage of mortgage finance is substantially preventing firsttime buyers from entering the market. A prevalence of cash buyers in the current market is widely reported. Indeed, some think the reverse is already underway, with recent figures showing price rises losing momentum. For example, the 0.4 per cent increase in October reported by Nationwide was down from 0.9 per cent in September and 1.4 per cent in both July and August. Nationwide’s chief economist, Martin Gabhauer, said strong monthly increases seen over the summer months were unlikely to be sustainable over the long run. “Although it’s too early to tell for sure, it may also reflect a more natural level of stock available for sale coming to the market, alleviating some of the extreme shortages of property on the market seen during most of this year.” The outlook Meanwhile, the demand outlook is subject to a plethora of uncertainties: how far unemployment will rise, the impact of the end of the stamp duty holiday, how the steadily-nearing election will impact on confidence, and whether it will be followed by increased taxation. Above all, an increase in interest rates could choke demand – though this does not seem likely any time soon. “The property market is inextricably bound up with the economy, so there are certainly grounds for caution,” says Tim Rose, managing director of Connells Relocation. “While there are signs of improvement, what worries me more than anything is whether we are in a w-shaped recovery and there is going to be another dip.” Connells was among the first to predict a serious housing market setback (and advised clients accordingly), well before the worst impact of the financial crisis was apparent. Now, Tim Rose describes his view as “cautious optimism.” If the economy avoids another reverse, he reckons the biggest threat to the current modest recovery in house sales would be an outburst of euphoria about a return to boom times. “That would bring things to a juddering halt. Immediately, vendors would start overpricing. Buyers would be unable to get mortgages, and prices would go into reverse.” Meanwhile, he views the current market, with prices stabilised but sellers still sufficiently subdued to be realistic about the value of their properties, as far from a bad place to be. Indeed, while the sellers’ market lasts it is rather a good place to be if you have to relocate and have help to deal with market vagaries. The big question is, can it stay that way?

See page 32 for Susan Bevan’s feature on the impact current mortgage availability is having on relocating families.

Don’t miss the Property section at www.relocatemagazine. com; it’s packed with news, articles and practical advice. Download our Domestic Relocation Policy Factsheet, from the Re:locate website.

winter 2009/10 re:locate

All the right moves A collapse in demand, tighter legislation and more cost-conscious customers are all taking their toll on the moving sector, yet it’s ULVLQJ WR WKH FKDOOHQJHV 5XWK +ROPHV ÀQGV RXW KRZ figures give a good indication of the buffeting the sector is Global mobility has had a tough year. Two-thirds of businesses experiencing, and how it’s coping with it. report scaling back their overseas assignments. And, for the short term at least, the outlook remains grim, despite some Cost is clients’ key priority pockets of strong demand (for example, to Australia, the Amid increasing competition from movers previously focusing ‘economic wonder Down Under’). For those companies and on the now-quiet domestic market, removals firms looking to jobs reliant on an increasingly mobile global workforce, these adapt to and survive the new realities are taking the lead from trends can’t help but have a knock-on effect. “International their clients’ coping strategies. movers have seen a strong decline in volumes and allowances The latest Brookfield Global Relocation Survey highlights this year,” says Al Mithal, of Star Worldwide, in India, president that cost is the number-one priority for businesses relocating of the FIDI Global Alliance. their employees. 68 per cent – the highest figure in the The latest figures from the British Association of Removers survey’s history – reported reducing assignment expenses, (BAR) underline the extent of this retrenchment. While the mainly through localisation policies and reducing policy removals industry is well used to its seasonal peaks and offerings or troughs, the amounts. sector has seen its Brookfield workforce shrink. “expect[s] to It lost 16 per cent see companies of its jobs in the encouraging year to date for the assignees to first half of 2009, request and use with the number of benefits wisely removals vehicles and responsibly on the road falling based on by 12 per cent. their family BAR data circumstances also reveals the and needs.” extent of declining The cost move volumes. issue, together The number of with emergent European moves trends in fell from Q1 2008 relocation, is to Q1 2009 by focusing minds just three per cent Source: British Association of Removers on what level year on year. Yet of service is Q2 2009 shows needed and a staggering 38 when. With some per cent reduction interpretation on Q2 2008. of local-plus For international contracts rising moves, the figure, in popularity in though large, is now ‘emerged’ more stable, with destinations around 20 per like China and cent fewer moves elsewhere, the each quarter. level of removal Now that support may be companies affected. seem to have Moreover, finalised their with extended workforce recall business travel and redeployment assignments in the aftermath becoming more of the global Source: British Association of Removers commonplace, financial crisis, the

winter 2009/10 re:locate

Re:locate HOT TOPIC

serviced accommodation and furniture hire are increasingly attractive options, limiting the need for international shipping. Alongside the more established pattern of long-term assignments that require more wholesale packing, removal, shipping and storage for an entire familyâ&#x20AC;&#x2122;s personal effects, mobile workers are also looking to ship smaller consignments of personal items.

exceed the savings achieved when compared to buying removals as a complete package. â&#x20AC;&#x153;Service excellence and strong client communication have always been fundamental to our industry,â&#x20AC;? says Steve Wilkins, director of international at FAIM/ISOaccredited Harrow Green Global Moving Solutions. Interestingly, Steveâ&#x20AC;&#x2122;s experience New providers has shown and services that, during In this pricethis economic sensitive market, period, many the internet is organisations Source: British Association of Removers proving to be have had to a real winner for reduce headcount alternative move service providers. The removals sector is not and, therefore, look for more support from suppliers, as they immune from the web-spun competition that has completely donâ&#x20AC;&#x2122;t have the resource in house. â&#x20AC;&#x153;Clients ďŹ nd the partnership transformed other industries, such as the aviation sector. approach that Harrow Green offers crucial to ensuring From do-it-yourself professional (â&#x20AC;&#x2DC;DITY Proâ&#x20AC;&#x2122;) movers that successful, cost-effective moves,â&#x20AC;? explains Mr Wilkins. He work in partnership with established courier ďŹ rms like Federal goes on, â&#x20AC;&#x153;We take all aspects of our business seriously. For Express to services that mean people can buy elements of instance, Harrow Green has recently developed a robust the traditional removals package, like insurance, separately, Corporate Social Responsibility (CSR) programme that has there is now a potentially endless array of options available for corporate clients looking to cap relocation costs â&#x20AC;&#x201C; particularly for those managing the process in house. â&#x20AC;&#x153;More and more service providers are entering the

! Moving you closer market using the web as the medium to sell their products, to your dreams # and will only instruct a removal ďŹ rm to perform the packing and shipping services. This now allows the consignee to create a bespoke package for their move,â&#x20AC;? says John Taylor, director of online move insurance broker Insure Your Move. â&#x20AC;&#x153;For insurance, sourcing cover independently can save a considerable amount of money â&#x20AC;&#x201C; up to ÂŁ200 on a sum insured of ÂŁ20,000 on a move to China, for instance.â&#x20AC;? In some cases, a service bought independently of a package has additional beneďŹ ts. For insurance, for example, a premium may well offer more comprehensive cover, such as new-for-old replacement based on the cost of replacement at the destination, as well as no excess. Galleon International is one established removals ďŹ rm that is facing the future by focusing partly on its online & ! ! # # offering. â&#x20AC;&#x153;While we are continuing to focus on delivering & # " !% # ďŹ rst-class service for our core service offering, we are also remaining ďŹ&#x201A;exible, to be quick enough to adapt to our clientsâ&#x20AC;&#x2122; & ! ! # ! requirements,â&#x20AC;? explains Corinne Hearne. â&#x20AC;&#x153;We are using & ! # the recession as an opportunity to review and enhance our & # ! $ website, including our online client services.â&#x20AC;? & " # ! !$ The larger number of service providers entering the market, and the growing focus on driving up service, are great

0208 256 1730 news for companies managing moves in house. The complete corporate@britannia-movers.co.uk care plans offered by Galleon International, for example, and others mean greater peace of mind and value for clients. www.britannia-movers.co.uk A balancing act Yet internet-sourced or separately-brokered services â&#x20AC;&#x201C; while clearly an excellent option for some companies and assignments â&#x20AC;&#x201C; wonâ&#x20AC;&#x2122;t be ideal in every case. The cost of in-house expertise to broker the necessary deals may well

winter 2009/10 re:locate

met with approval from both clients and staff.â&#x20AC;? In the case of movers new to the international corporate sector, clients may also be missing out on the additional security of commissioning established shippers â&#x20AC;&#x201C; especially when it comes to navigating correctly the complexities of customs. Seeking a FIDI-approved or other respected industry body-accredited ďŹ rm, like FAIM, should, therefore, be part of the procurement process. Nevertheless, the pressure on costs and budgets remains immense. â&#x20AC;&#x153;Some clients have requested a 25 per cent reduction without being able to specify the number of moves,â&#x20AC;? says Bob Sullivan, vice president of commercial operations at Arpin International. â&#x20AC;&#x153;While we do everything we can to accommodate these requests, sometimes the margins means that it just isnâ&#x20AC;&#x2122;t possible. We have walked away from half a dozen or so contracts for this reason. Our philosophy is that we always aim to offer the best combination of price and service, which means there is a level that we just wonâ&#x20AC;&#x2122;t go below if we canâ&#x20AC;&#x2122;t achieve that. Our reputation is too important to risk damaging it in any way.â&#x20AC;? Knowledge is power Key to choosing the right service provider â&#x20AC;&#x201C; at the right cost and avoiding hidden costs further down the line â&#x20AC;&#x201C; is having realistic expectations and the technical knowledge to negotiate with suppliers and compare rival offers during the tendering process. With any cost reduction, there is likely to be a trade-off in terms of shipping time and support when things go wrong, for example. It is,

therefore, essential for HR and internal relocation managers to be informed about what this means in relation to the level of service provision. Removals companies like UniGroup Worldwide UTS and Arpin International are actively engaging with clients, either directly through workshops or via sponsorship of roundtable events, to exchange ideas and improve understanding of procuring removals services. By understanding how to structure and what to include in requests for quotations, as well as effective procurement management, companies can make signiďŹ cant cost savings [see box, right]. Looking ahead As with the wider economy, including on the international side, the green shoots of recovery are just about sprouting. BARâ&#x20AC;&#x2122;s latest quarterly statistics indicate a slight upturn in activity, and the UKâ&#x20AC;&#x2122;s professional body is tentatively positive. â&#x20AC;&#x153;These encouraging results imply that the industry is continuing to recover, and a brighter economic forecast is widely predicted. Overall, the domestic removal market has witnessed a growth over the last few months, although a climb back to success is likely to be a long process.â&#x20AC;? The removals sector is not on its own when it comes to the pains of recession. As an industry, while sadly there have been casualties this time round, many ďŹ rms have weathered previous recessions, and this one is no exception. Removals companies and their clients can, by equipping themselves with the right knowledge and responding to it, position and adapt themselves to be ďŹ tter for the future.

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winter 2009/10 re:locate

Re:locate HOT TOPIC

Appointing removals service providers â&#x20AC;&#x201C; key points There are various options when seeking to appoint removals suppliers, including: Exclusive supplier agreements: a more streamlined process useful for companies that move large volumes of employees. Can lack competitive pressure on pricing. Fixed panel: provides pricing pressure, although requires in-house personnel to compare quotes and service levels. Two global suppliers: combines the advantages of the two approaches above. Selection criteria should include price, network coverage, past performance and experience, references, health, safety and other standards, including quality, and insurance claims history, each weighted according to the companyâ&#x20AC;&#x2122;s priorities. Top tips: t 8 IFO SFRVFTUJOH RVPUBUJPOT JODMVEF BDDVSBUF EFUBJM on trafďŹ c lanes (i.e. departure points and destinations), volumes, demographic proďŹ les (i.e. single people, families, etc) and the proportion of the trafďŹ c each accounts for on each lane

t # F DPNQSFIFOTJWF XIFO SFRVFTUJOH USBGmD MBOF SBUFT UP avoid being charged excessively for routes not quoted for originally t %FmOF UIF MFWFM PG USBOTQBSFODZ GPS FBDI DPNQPOFOU charge where practical, such as management fees, freight booking fees, shipping and airfreight costs t *ODMVEF B NFDIBOJTN JO UIF DPOUSBDU UIBU FOBCMFT currency ďŹ&#x201A;uctuations to be accounted for separately where the contract is for a longer period of time t &YBNJOF JOTVSBODF QSFNJVNT UIPSPVHIMZ B EJGGFSFODF PG a premium of just 1 per cent can lead to an overall move cost difference of 16.2 per cent t 4FU 4."35 TFSWJDF MFWFM BHSFFNFOUT UP JODMVEF DBSFGVMMZ deďŹ ned maximum transit times, time limits for issuing budgets and schedules, transferee satisfaction, etc t 8PSL JO QBSUOFSTIJQ XJUI TVQQMJFST UP CFOFmU GSPN KPJOU cost savings, e.g. by working to longer timescales Based on UniGroup Worldwide UTSâ&#x20AC;&#x2122;s white paper Buying Move Management Services, copies of which can be obtained from Lonneke Keurs, l.keurs@uts-intl.com

See our Suppliers Directory and the Removals section at www.relocatemagazine.com for more information. Coming soon: the Re:locate Factsheet on removals â&#x20AC;&#x201C; watch this space!

+EEPING PACE IN THE EVER CHANGING WORLD OF $OMESTIC %UROPEAN AND )NTERNATIONAL -OVING Established in 1980, Galleon International Shipping Co. Ltd is now globally recognised as one of the leading removal companies, moving household and personal effects in the UK, Europe, and Internationally. Galleon International has adapted and responded to the constant changes taking place when moving home. Galleon International, manage, control and perform several thousand moves each year. Our modern purpose built client care centre and storage facility, provide the highest levels in packing and removal solutions and services.

Galleon International Shipping Company Limited Galleon House, PurďŹ&#x201A;eet Ind. Park, Aveley, Essex. RM15 4YA T: 01708 868068

Road, Sea or Air, Galleon International will continue to be one step ahead in providing the ultimate moving organisation.

F: 01708 864321

E: info@galleon-ltd.com

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Please Contact: Chris Townsend, Operations Director or Corinne Hearne, Sales Director on 01708 868068.

winter 2009/10 re:locate

Aiming high with ERC

Fiona Murchie looks at some of the themes emerging from ERC’s annual conference in Chicago. Going to conferences, surely, is about engaging with likeminded people, building on ideas you didn’t even know you’d had and taking away useful nuggets for the future. It is important, no matter what the economic climate, to get out there and talk the talk, reaffirm, challenge and enjoy. That’s why I was so keen to attend this year’s ERC conference in Chicago. Yes, a lot of painful decisions have been made in the last year, jobs lost and companies restructured, but outgoing ERC president Al Blumenberg urged us to remember that “people pursue their most creative ideas in difficult times, so step into the storm and focus on new strategies.” His other ‘truth’ was the need to continue making connections with people, because it’s those connections that make us happy. Relocation/mobility is, of course, a people industry, so we’ve no excuses not to follow Blumenberg’s advice in that regard! Keynote speaker Stuart Varney, a British-born newscaster with Fox radio, observed that the real challenge ahead comes via demographics. Throughout the developed world, fertility rates have fallen, population is in decline and societies are ageing rapidly. Today, the biggest group in society is the retired, and they are being supported by a workforce that is having fewer children. As things stand, we simply cannot keep our promises in terms of, for example, pensions and healthcare. Varney’s view was that the financial panic of recession is over, the US is already in expansion mode and, by early next year, there will be more growth. His mood of quiet optimism was shared by delegates: an electronic straw pole in the conference hall revealed that 64 per cent of them felt next year would be better. A month after the conference, the US has declared itself out of recession, but we in the UK continue to struggle after a false dawn, which we hope will be short lived. At a conference exploring globalisation trends, it was ironic to hear that globalisation in itself can present a problem. Varney cited the example of enjoying a typical restaurant meal in the US: we have to learn to adjust, he said, to the madness of a world where a restaurant meal consists of salmon from Norway, water from Italy and wine from France. In the UK, there are signs that the tide is turning towards valuing ‘local’ produce – but this, in itself, is a complex issue,

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since halting the export of green beans from Nigeria will have ramifications for local producers. The carbon footprint versus international relocation is a theme we will take up again in features in 2010. According to Varney, we are beginning a period of wealth redistribution and the demand for ‘fairness’ will only grow after the debacle of financial excesses. I spent an interesting hour with Scott Hellier, Manager, Supplier Services of CORT. This specialist furniture provider works outside the relocation industry, so has a wider perspective on business needs. Re:locate has always held the view that, despite the recession, mobility will continue, with a lot of corporate movement going on independently and totally project driven. Scott Hellier agrees. “What companies are looking for are strategic initiatives when they’re wanting to enter new markets. They need business solutions and a broader mobility focus.” Clearly, that’s what CORT is delivering, well outside the furniture rental box, working with as many strategic partners as possible. It’s all happening Under the radar, all sorts of companies are moving people and looking for new markets, both in their home countries and overseas, with new-style relocation serving this business flow. Reacting to what people actually want and what businesses say they need is the new challenge, and those quick and flexible enough to be able to deliver are those most likely to succeed. Given all the insecurities of the current economy, these days those employees asked to move are not as keen to do so permanently as they might once have been. Instead, they want to try out the new role for size – and businesses want that flexibility, too. Solutions such as furniture rental, which are quick and accessible, can help to make the whole thing work, not only for individuals but for entire project teams. However, Scott Hellier observes, despite the pressures to comply in order to retain one’s job, people are not prepared to uproot their families unless they are totally reassured, and they will put up with the stresses of business moves and short-term assignments to make things work. But once the recession lifts, there is a danger that core talent will switch allegiance to a new employer. The

Re:locate CONFERENCES

return of skilled migrants to their homelands will further add to the â&#x20AC;&#x2DC;brain drainâ&#x20AC;&#x2122;, and, as we know from the picture in the UK, disillusioned young families are being tempted to a better lifestyle in countries such as Australia, New Zealand and South Africa. Talent management was top of the agenda before the recession hit, and those most likely to succeed are the companies nurturing their talent even through the toughest times. In the UK, there are signs that graduate recruitment is back on the agenda, and that some organisations have been too swift to cull their knowledge base. Valuable lessons The Global Thought Leaders Session at the conference was, perhaps, one of the most valuable, reďŹ&#x201A;ecting on what had changed over the last 12 months and highlighting some reassuring constants. The underlying war for talent is heating up and will continue to be an issue. Globalisation and population issues are irreversible.

When new countries are opening up to investment, talent and expertise will be attracted there. Anita Blanchett, global vendor manager for BP, astutely remarked, â&#x20AC;&#x153;People havenâ&#x20AC;&#x2122;t changed. People in the relocation profession like being in a people business â&#x20AC;Ś Employees are looking for people to help them.â&#x20AC;? Unfortunately, sometimes procurement decisions are focusing on the wrong things, driven by assignment management fees rather than understanding the supplier-service costs involved. This is reďŹ&#x201A;ected further in our removals feature on page 10. Undoubtedly, there is more complexity in relocation, with the impact of constantlychanging immigration regulations, additional security, compliance demands and the overwhelming range of mobility issues associated with new business start-ups, diverse countries and cultures, which often lack the maturity and infrastructure to cope. Globalisation is set to continue, challenging times are forcing the business world into increased transparency, and on the horizon are new types of relationship between employer and employee in an increasingly knowledge-based economy.

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Cost-cutting solutions without skimping on service It might sound too good to be true, but there really are ways of saving money during the relocation process that you might not already have thought of. Inspired by a session on this topic at the ERC Symposium from the other side of the pond, we suggest some ‘smart ideas’ to make your relocation budget go further, whether you’re managing domestic or international moves. We’d welcome your ideas and suggestions, too, so please contact us via www.relocatemagazine.com, so we can share them on our website.

Defining what you’re after It may seem obvious, but clearly defining what you mean by short-term assignments, long-term assignments, business travellers and so on – and making sure everyone understands those classifications – can make a huge difference to what your organisation spends. Banish those expensive exceptions, but remember to keep communicating. See Sue Shortland’s article on page 18 for useful advice on assignments. Housing and cost of living Don’t provide the same level of housing support as you’ve done in the past. Instead, turn to the wide range of ‘indices’ for a clear picture of the cost of living in different countries, and modify your allowances accordingly. See the following for information: www.orcworldwide.co.uk www.eca-international.com www.mercer.com/costofliving

Cultural and language support This is vital for the success of many assignments, so take the time to investigate online tools and speak to your providers about what technology they may be introducing. You may be surprised by what’s available and affordable.

Re:locate is responding to your need for practical advice across a range of subjects. We’re building up the content of our website to give you lots of practical ‘how to’ information across the raft of relocation topics. We’re also

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Education Some companies are now sharing tuition expenses with parents. Look, too, at what your company is paying for in terms of extras: school trips, uniforms, books – could this cost be borne by parents? Some may view such actions with alarm, but many companies are being faced with difﬁcult choices, so being pragmatic is vital. See our regular education feature in every issue, plus our packed Education section on www.relocatemagazine.com, for more information and advice on childcare, schooling and education issues.

Widen your knowledge Everyone knows managing international assignments is a complex business. You don’t need to be an expert on every subject, but you do need to be aware of the issues concerning tax, immigration and other specialisms in order to keep a handle on costs and to work with your advisers to make the best decisions. Take advantage of networking groups, newsletters, magazines and websites to keep informed. Remember, your own personal development is important, too!

Localisation best practices This is a rising trend that offers both pros and cons, and we’ll be examining it in depth in our Spring 2010 issue. If you want to contribute, let us have your case studies so that we can share your experiences. Email them to editorial@relocatemagazine.com

introducing a new series of Re:locate Factsheets, which offer step-by-step guidance in the form of downloadable pdfs. The ﬁrst in the series, on Domestic Relocation Policy, is now available, with International Policy to follow in the

spring. For the relocatees themselves, we have a new area on the website packed with resources, and reassuring help and advice at www.relocatemagazine.com

Re:locate CONFERENCES

Joined-up thinking: why networks make sense Fiona Murchie reports from the recent ARP conference on the growing trend of working together to pool expertise and resources. At the Association of Relocation Professionals’ (ARP) conference in Oxford this autumn, the question posed at one of the sessions was, ‘Has the market slowdown had some positive effects?’ The focus of the day was clearly on how to meet challenges head on and work through the current climate and out the other side. The supply chain Those in the know appreciate that there are many providers in the relocation supply chain. Even the big global relocation management companies may not be at the top of the chain where management consultants are ultimately responsible for outsourced HR or assignment management. Global companies are increasingly outsourcing the relocation function, and they make that judgement based on cost and business criteria. It is not their core function, so they appoint a provider, appreciating that there are a number of links in the supply chain and understanding their responsibility as the corporate employer to explain the process, and the structure of who does what, to their employees. A single point of contact is, in reality, a myth, but good communication with the employee and all the suppliers in the chain, plus the aid of quality technology and employee communications tools, will make it all work effectively. For some companies, this solution is pragmatic and effective. Other, equally successful, organisations manage the relocation process in house and appoint various suppliers for speciﬁc tasks, such as home search and orientation, education consultancy and so on, in the locations in which they need them. Of course, there are numerous companies that operate something in between. Building effective networks As the experts on the ground, possessed of true entrepreneurial spirit, ARP members are well placed to form effective networks. During a panel discussion, Anne-Claude Lambelet, executive director of The International Relocation Associates (TIRA), representing a network of 65 members worldwide, spoke out for the value of the network. TIRA offers a consistent service internationally, with one member per country. By working together, they offer clients a diversity of services and global coverage that wouldn’t be achievable by individual suppliers. They share marketing and will bid for work together and individually. Re:locate readers will remember Rising Star in Relocation award winner Sharon Hewitt, of Chiltern Relocation, who has teamed up with 21 other destination service providers (DSPs) to provide nationwide coverage in the UK. In Scandinavia, Absolute Nordic Relocation has been newly formed to offer a network of relocation services across the four Nordic countries of Denmark, Finland, Norway and Sweden. Said Ase Lofgren Gunsten, of Sweden, “Each of the partners have developed a strong brand in their own country working

with leading multinationals and corporate clients. Together, we can offer a continuous quality service with guaranteed standards, underpinned by the EuRA Quality Seal accreditation. Busy HR people can deal direct with the contact they know, assured of the cultural understanding, local knowledge and language skills that are essential for a smooth move.” 5IJT NPEFM PG XPSLJOH JO HSPVQT JTO U OFX JO GBDU $PVOUZ Homesearch, a franchise operation, has been in business since 1988. Andrew Scott says, “What makes us stand out is that we can offer consistent services and standards nationwide and pull together to meet project requirements. Sharing marketing gives us a wider reach and, ultimately, more opportunities.” The serviced accommodation industry already works in networks. Some of the best-known brands also act as agents, teaming up with preferred suppliers to offer apartments in other UK regions or internationally and to supplement their properties in London or other major cities. Trust, quality, standards and understanding ensure delivery and the ﬂexibility and assurance the client is looking for. Relocation management companies also operate networks of DSPs. They may have their own in-house providers on the payroll for major cities and core client areas, but it isn’t possible, or economic, to employ large numbers of people on the ground nationwide. Therefore, using independent home search providers can offer a viable solution. During the tendering process that so often features in procurement nowadays, a network of providers can really come into its own, meaning wider geographical coverage and a pooling of the resources and skills and a sharing of the time that, inevitably, has to be spent on getting all the elements of the tender in place. How the ARP could contribute For networks to work effectively, they need the support of their professional organisation. The ARP already offers training for members new to the industry, plus continuous legal training on the rentals side of relocation. Perhaps it could expand its role by mentoring, matchmaking and helping members to work in partnerships, thus enabling them to grow and take advantage of business opportunities. So the message to those responsible for relocating employees is: don’t rule out your local supplier on the assumption they won’t be able to handle complex projects – they may well belong to a network that works nationally, or even internationally. Of course, not all companies have an HR department to manage relocations, but at www.relocatemagazine.com you’ll ﬁnd a wealth of information for any organisation moving people, no matter how many or where – including our newly updated Domestic Relocation Policy Factsheet. See, too, our special focus on the South East, plus a case study on moving to Stockley Park, beginning on page 20.

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Alternative assignment types With the current brake on mobility, short-term and commuter assignments are becoming increasingly popular alternatives. Sue Shortland looks at the advantages and pitfalls they pose. The use of short-term and commuter assignments has been a feature of the international relocation scene for many years now, with such alternatives to a long-term international assignment having gained in popularity, particularly since the mid-1990s. It was at this time that concerns began to emerge, in particular, over such barriers to mobility as dual careers, and such alternative types of assignment were seen to present a solution to family immobility. At this time, the expansion of affordable air travel helped to promote these types of assignment. In essence, alternative assignments enabled the employee to take up an international role and gain experience and cultural understanding by relocating on single status, leaving the family behind. They also seemed to be an excellent way to enable families to maintain their lifestyle at home â&#x20AC;&#x201C; with children remaining in schools, and spouses and partners able to maintain their jobs and careers. The use of such assignment types also enabled families with commitments, such as elderly relatives to care for, to meet them. Box 1 (see right) provides a summary of the main reasons for using international short-term and commuter assignments. Clearly, such arrangements meant that the family house continued to be occupied, and thus it was looked after and kept secure. Indeed, in respect of international moves, it is usually unwise to sell the family home. This is because the vagaries in the housing market may ensure that purchase is potentially unaffordable on return. The domestic scene In the current recession, with house prices falling and home loans ever more difďŹ cult to obtain, the beauty of the use of alternative assignment types is that, by relying on the family maintaining their home and the employee renting in the new location, the requirement to buy and sell property is negated. This reduces costs and, potentially, the time needed to effect a domestic relocation. Commuter assignments, in essence, mean that the employee commutes (weekly or fortnightly) to and from the OFX MPDBUJPO TIPSU UFSN BTTJHONFOUT also generally involve leaving the family behind (although family splits for three months or more are less likely in the domestic context). Another alternative type of assignment that might be considered is the use of remote or virtual working, combined with business travel.

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Summary of alternative international assignment characteristics Short-term assignments: t 6TVBMMZ UISFF UP NPOUIT EVSBUJPO t *ODSFBTJOH USFOE t *OUFS BOE JOUSB SFHJPOBM BTTJHONFOUT t 3FBTPOT GPS VTF - service/complete project - ďŹ ll a skills gap - open new operations/markets - develop international experience - provide career development Commuter assignments: t *ODSFBTJOH JOUFSFTU JO BTTJHONFOU UZQF t "MUFSOBUJWF UP USBEJUJPOBM JOUFSOBUJPOBM BTTJHONFOU t *OUSB SFHJPOBM BTTJHONFOUT t 3FBTPOT GPS VTF - family considerations - cost containment Policy implications Alternative assignments such as short-term and commuter assignments are also known as â&#x20AC;&#x2DC;ďŹ&#x201A;expatriateâ&#x20AC;&#x2122; assignments in the international mobility literature. The term is used to distinguish between an assignment and a business trip, both of which require frequent ďŹ&#x201A;yers. On the domestic front, the travel necessary to undertake such mobility patterns may be carried out by car, train or plane. For such assignments to work successfully, the commuting distance and time must be reasonable: it is important to bear in mind that trains and planes are never early, and a clear road one day may be a snarl-up the next! In terms of policy design, it is necessary to consider how such assignments will be remunerated. Box 2, below, provides a summary of typical approaches to remunerating employees on international assignments. Remuneration considerations for international mobility Short-term assignments: t 4BMBSZ VTVBMMZ IPNF CBTFE t *ODFOUJWFT HFOFSBMMZ QBJE BOE TVCKFDU UP UBY

t )BSETIJQ QSFNJVNT QBJE XIFSF BQQSPQSJBUF t "DDPNNPEBUJPO QSPWJEFE t 3FDFJQUT PS QFS EJFNT QBJE NFBMT FYQFOTFT FUD

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Re:locate INTERNATIONAL CAREERS

Commuter assignments: t 4BMBSZ IPNF CBTFE t 5SBOTQPSU QSPWJEFE t "DDPNNPEBUJPO QSPWJEFE t -PDBM USBOTQPSU DPTU PG MJWJOH BOE VUJMJUZ costs usually met Equity is an important factor in policy design. Typically, when employees are on a short-term international assignment a long way from home, their return visits to see their families are reduced in number as a result of sheer logistics â&#x20AC;&#x201C; time to travel, and costs â&#x20AC;&#x201C; whereas employees who are based in locations nearer to home may be more likely to have return trips home funded by the company. This can be viewed as inequitable, particularly as employees whose assignment is based close to their home country may easily be able to afford their own travel arrangements and can possibly ďŹ t these in to weekends. For domestic assignments, commuting costs might be paid or subsidised to some degree, along with the cost of renting in the assignment location. Some compensation for disruption might also be considered, in respect of the time involved in travelling to and from the assignment location. Drawbacks Although alternative assignments do appear to present several advantages, they come at a price (see Box 3, below). There are both ďŹ nancial and human costs involved in such a mobile lifestyle. Travelling and separation from families are well-known sources of stress, and thus commuting should be kept to a minimum as far as is possible. Single-status assignments (such as short-term international moves) create family separation. The disruption to family life may mean that such types of assignment only really suit employees who do not have family ties, despite the fact that such arrangements are normally advocated as â&#x20AC;&#x2DC;idealâ&#x20AC;&#x2122; to enable dual-career couples and families with children at critical education stages to maintain their desired lifestyles. Indeed, commuter assignments have even been described as â&#x20AC;&#x2DC;assignments of last resortâ&#x20AC;&#x2122;, as a result of the disruption they cause to family relationships.

t )FMQ UP DPOUBJO DPTUT t .FFU TLJMM OFFET RVJDLMZ Disadvantages t .PCJMF MJGFTUZMF GPS JOEJWJEVBMT t %JTSVQU GBNJMJFT t 3FRVJSF SFHVMBS DVMUVSBM BEKVTUNFOUT t $PNQMFY SFNVOFSBUJPO TUSVDUVSFT t -JNJUFE AQPPM o NBZ POMZ TVJU FNQMPZFFT XJUI AOP UJFT

Short-term and commuter-style international assignments also may give a ďŹ&#x201A;avour of international life and some cultural exposure, but it might be argued that the assignees undertaking them do not truly become culturally conversant, as they are not long enough in-country, or that they do not attempt to build a social life, as they return home at weekends. In summary, alternative assignments provide a means to an end. They are useful to overcome family, business and economic hurdles, but they may not provide a substitute for a true domestic relocation or international assignment.

Keep up with latest developments via the International Assignments and Policy, Reports & Surveys sections at www.relocatemagazine.com. Coming in spring 2010: our International Relocation Policy Factsheet.

IPM

EXPERTS IN INTERNATIONAL ASSIGNMENT SOLUTIONS

Advantages and disadvantages of alternative international assignments Short-term assignments: Advantages t 4VJU QSPKFDU CBTFE CVTJOFTT TFDUPST t "DIJFWF nFYJCJMJUZ t 1SPWJEF DBSFFS EFWFMPQNFOU BOE training opportunities t &BTF SFQBUSJBUJPO QSPCMFNT t "EESFTT TPNF GBNJMZ JTTVFT Disadvantages t "GGFDU QSPEVDUJWJUZ t .BZ JODSFBTF DPTUT t 3FRVJSF BEEJUJPOBM BENJOJTUSBUJPO t $SFBUF DPNQMFY UBY JTTVFT t %JTSVQU GBNJMZ SFMBUJPOTIJQT Commuter assignments: Advantages t "EESFTT GBNJMZ NPCJMJUZ t 1SPWJEF nFYJCJMJUZ

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Z www.ipmltd.eu winter 2009/10 re:locate

Thames Gateway is RII WR D Á\LQJ VWDUW The 2012 Olympics are a fantastic opportunity for one area of the South East in particular. Iona Walton reports. The South East remains the most prosperous region of the country. It enjoys the highest return on investment for public and private sectors, and generates 44 per cent of the UK’s prosperity while having only 35 per cent of the country’s population. But there is a problem, in that London – the capital city that enables the South East to compete on a global level – has run out of room to grow. An ignored area just to the east of the city, however, offers hope. Home to some of the most deprived people in the South, the Thames Gateway has huge potential: direct access to London’s economy but far lower costs for business, an infrastructure that makes it easy to get to the rest of the UK and Europe, and a workforce that is both skilled and affordable. Key to the success of the Olympic bid was that the site for the games would be located in the heart of one of the poorest areas of London, ploughing in much-needed money, building state-of-the-art facilities and creating jobs for the people who live there. The regeneration of the Thames Gateway is thus off to a grand-scale start. And stakeholders agree that the Olympic Games, while a catalyst for change, are only the beginning of the area’s regeneration story. With room for homes to be built, a national housing shortage and the promise of jobs, Barratt – the UK’s biggest housebuilder – has been quick to get in on the action. “There is a desperate shortage of homes in the UK, and I am in no doubt that there will be huge demand in this area,” says Mark Clare, chief executive of Barratt. “Although the recession has had an extremely negative impact on the property market, Barratt has stayed true to its involvement in the Thames Gateway, such is its promise for the future.” Since 2001, 60,000 new homes have been built, and even in the last year 7,000 homes have been erected. Andrew Altman, chief executive of the Olympic Park Legacy Company, relocated to London from Philadelphia, where he spearheaded a similar project. “The Thames Gateway could become the new metropolitan centre in London and the UK,” he enthuses. “We are creating Europe’s largest park for 150 years, and it will be a tremendous offer of world-class sporting facilities, the Westﬁeld Mall with shopping, dining and cinema, schools, universities, and a journey time into London of around 15 minutes.” Sensitive planning means the building of houses and new areas is being carefully integrated into neighbourhoods. Transformation of the landscape will include the creation and extension of exceptional parklands – there are an astonishing 36 Sites of Special Scientiﬁc Interest within the area.

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The education picture Students will also be able to enjoy the regenerated area. Boosted by £1.6 billion invested in teaching and learning, and an additional £850 million for new further-education facilities, the Thames Gateway boasts 15 universities, 21 colleges and a wide range of schools, including state, independent and grammar. The Institute for Sustainability (launched last year) is an independent, private-sector-led charity created to advance the UK’s ability to deliver solutions for a sustainable future. “Its aim is to become a world-class centre of excellence for independent sustainability research, demonstration and knowledge dissemination,” explains Professor Malcolm Grant, interim chair of the Institute for Sustainability. Meanwhile, the Skills for Sustainable Construction Academy, in Dartford, will be a business-led skills and knowledge training centre that provides comprehensive training in green building. Further opportunities for specialisation exist in aerospace at Southend, advanced manufacturing in Medway and a sports university in the Lea. An intense programme of increasing skills levels could form the basis of building up new industries and economies, particularly in the green sector. Accessibility is key Fundamental to the future success of the Thames Gateway is second-to-none accessibility, and major infrastructure development includes the widening of the M25 and the Jubilee Line extension. The Dockland Light Railway opened in the 1990s, as did London City Airport. “Today, travellers can fly from London City Airport to 30 destinations, and we’ve seen a tremendous response to our latest destination, New York,” says the airport’s chief executive, Richard Gooding. The purchase of Southend Airport by the Stobart Group will lead to further improvement of its facilities, with proposals for a new terminal and railway station and longer runway. Over 1,000 jobs will be created in the airport, and 6,700 for the wider communities. In terms of trains, new high-speed international and domestic rail services are already operational, and journey times between London and Kent will be dramatically reduced from December by High Speed 1. The positive effects of the Channel Tunnel Rail Link are felt in the Ebbsfleet Valley, Stratford and St Pancras. It is now possible to travel from London St Pancras to Paris Gare du Nord in just over two hours, and to Brussels South in under two hours. Intermediate stations are found at Ashford International and Ebbsfleet, and one at Stratford will open to domestic services in December 2009.

Re:locate SOUTH EAST PROFILE

Further development of Crossrail services will have a huge impact beyond Canary Wharf and the City. Services Eastward will be improved in the future, with better access to the town centres at Whitechapel, Custom House, Woolwich and Abbey Wood. Northwards, Crossrail will link areas beyond Stratford along the River Lea. Employment As it stands, job growth in the Thames Gateway is 2.5 times the UK average, and around 69,000 jobs have been created in the region so far. â&#x20AC;&#x153;In the Thames Gateway, we now have the capitalâ&#x20AC;&#x2122;s second-largest ďŹ nancial district â&#x20AC;&#x201C; Canary Wharf â&#x20AC;&#x201C; and a new entertainment and business quarter based around The O2 on Greenwich Peninsula,â&#x20AC;? says Ros Dunn, chief executive of the Thames Gateway London Partnership. Current investors include CEMEX, a Mexican global building materials company that opened a 1.2 million tonne cement-grinding and blending plant at the Port of Tilbury, in Essex, in September 2009. The ÂŁ49 million investment will increase the companyâ&#x20AC;&#x2122;s cement capacity in the UK by 20 per cent. â&#x20AC;&#x153;The Thames Gateway has been a very supportive environment to work in,â&#x20AC;? says Gonzalo Galindo, president of CEMEX UK. â&#x20AC;&#x153;I have always seen the South East as the focus GPS HSPXUI JO UIF 6, GVUVSF QSPTQFDUT BSF CSJHIU w A number of projects are underway in Essex, including ÂŁ1 billion-worth of change promised over the next 20 years to grow Basildon into a ďŹ rst-class destination. Next to the centre, a multi-million-pound sporting village will open in 2011, and although it could be a pre-Olympics training camp,

it aims fundamentally to increase participation in sport as a destination that the region is proud of. Canvey Island town centre is a further focus for regeneration. Work will soon begin at Convoys Wharf, in Lewisham, which will see the largely-vacant and underused brownďŹ eld site brought back to life. New owner Hutchison Whampoa plans to open up the riverside, generating signiďŹ cant employment. Meanwhile, around 6,500 jobs have been created at the Crossways Business Park, in Dartford, and, further south, Maidstone â&#x20AC;&#x201C; which has the largest economy in Kent â&#x20AC;&#x201C; will see ÂŁ320 million of investment over the next 20 years, creating 11,000 new homes and up to 10,000 jobs. â&#x20AC;&#x153;Popular sectors in the area include business services, engineering and a growing number of creative industries,â&#x20AC;? says Paul Wookey, chief executive of Locate in Kent. â&#x20AC;&#x153;Most of the investments in Maidstone are from the UK, but it has attracted interest from overseas, with two German companies relocating to the town since last year.â&#x20AC;? A phenomenal number of projects are thus underway or planned in the South East. The Olympic Games have been the catalyst, but the vision for sustained growth within the global economy is strong. The Thames Gateway will, deservedly, see the most advantages, but the effect on the region as a whole will be fabulous. As London mayor Boris Johnson said, â&#x20AC;&#x153;The sun is rising in the east over London.â&#x20AC;? See the new South East section at www.relocatemagazine. com for more information on developments in the Thames Gateway and the South East.

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winter 2009/10 re:locate

From Amsterdam to Stockley Park Louise Whitson reports on how one South East-based relocation company handled the complex process of moving a multinational organisation’s employees from Holland to west London. Behind the scenes, the South East, an educational seminar and a one-to-one with its state-of-the-art business parks, relocation workshop with each participant. excellent communications and access to Everyone had completed a questionnaire in European and wider international markets, advance, so we knew exactly what to cover. At offers a range of options to consolidating the end, participants received an information businesses. pack and were given a month to decide When companies are looking at cost whether or not to make the move.” cutting, restructuring and rationalising premises and job functions often result The challenges of home search in moving groups of employees. Equally, “Eighty employees – twice as many as our in the current market companies are client had anticipated – chose to relocate. merging or being taken over, which can Then began the next phase of the project, result in a small group move of ten or more home search and school search. The home employees. Moving key people at this search, in particular, was a huge challenge, sensitive time is imperative for the success since most of the relocatees were younger of the business. people looking for the same type of property Finding a good relocation company (i.e. two-bedroomed rented) in the same Christina Dunning, of The Relocation Support Group is key to managing talent and ensuring areas and the timeframe was very tight. The retention. It pays, therefore, to seek out orientation took place in March, and the an established relocation agent who knows the area inside employees had to move by 1 July. Initially, they were to be out and has the knowledge and relocation expertise to make allowed four weeks in a hotel and we were only to begin the things happen and bring in whatever support is required home search when they had arrived, but we managed to for relocating employees and their families at each step of persuade the client to spread the process over eight weeks. the move. Nevertheless, it was a tough schedule. “To be handy for work and within easy reach of central Stockley Park beckons London’s leisure opportunities, most of the relocatees settled When a multinational digital solutions company decided to in West London – Ealing, Chiswick, Richmond – with a few relocate one of its key departments in Amsterdam and move choosing areas like Paddington and Notting Hill. A minority, up to 140 employees to offices in Stockley Park, west London, mostly families, wanted to be further out, in places like it turned to Maidenhead-based The Relocation Support Group, Maidenhead. which has been moving relocating families throughout the “We had six to eight consultants working on the project South East since 1995. at any given time, and were thrilled with their commitment, Director Christina Dunning describes how The Relocation flexibility and teamwork. They pulled together, swapping Support Group’s tailored approach achieved a successful details of properties and ensuring we met the client’s deadline. outcome to a tight schedule. “The requirement for foreign language skills was an added “We began by holding a day of seminars and Q&A challenge. Not all the the people we were moving were Dutch: sessions in Amsterdam for the potential relocatees. One of the other nationalities represented included German, Italian, biggest challenges was that, because people were moving to Spanish and Portuguese. Fortunately, one of our employees save their jobs rather than for career advancement, there was is Dutch, and several team members had relevant language a degree of negativity to combat. We had to be positive while skills. These were particularly useful in one-to-one sessions. getting the necessary information across. “Our brief included working alongside the Dutch moving “All employees who decided to make the move would company, making sure possessions arrived and were receive relocation assistance, but they would be localised, so unpacked in a timely manner. would have to pay for their own accommodation. One or two “In the end, everyone was in their new home within the would be buying, but most would be renting.” required timeframe, and there have been no ongoing issues. We consider this to be one of the most demanding projects Information, and orientation, were crucial we’ve been involved in to date, but also one of the most “Once we’d identified those who were interested in relocating, successful and satisfying.” we organised orientation weekends. In total, between 100 See www.relocatemagazine.com for more on relocating and 120 people took part. Day one consisted of a coach within and to the South East. tour of the areas we’d agreed with the client (West London, Buckinghamshire and Berkshire), and day two comprised

winter 2009/10 re:locate

Re:locate SOUTH EAST PROFILE

Settling employees in the South East Fiona Murchie introduces two exciting new initiatives Re:locate is launching for employers and their relocating staff. We know that Re:locate’s employee support features on topics such as education, property-related subjects, settlingin issues, partners’ employment, transition and change are read not only by our HR and relocation specialist audience but also by relocating employees and their families. Our practical features offer advice and reassurance to those facing potentially one of the most stressful times of their lives. Even expatriates who have constantly been on the move like to hear about where they are going and the experiences of others, no matter how many times they have been round the track. As part of our commitment to supporting relocating employees, we are launching two major new initiatives. Firstly, from 2010, we will be sharing our employee support features with the relocatees themselves via their very own new online newsletter, Smart Move. We’ll also include more topical features aimed specifically at relocating employees and their partners and families, from housing options to concerns about schooling to tips on settling in. This lively and attractive new online publication will be available from our website. You’ll be able to email the link to those in your current cycle, or we can give you permission to incorporate it on your website. To complement our feature on developments in the South East, we are now providing supplementary information on www.relocatemagazine.com about locations not only there but throughout the UK. Designed especially for relocation, the Online Area Guides include information on all the major topics, from housing, education and travel to shopping and leisure activities. Areas covered in the first phase include London, Ashford (Kent), Windsor & Maidenhead, Bracknell & Wokingham, Reading, Aberdeen, Edinburgh, Liverpool, Manchester, Macclesfield and Birmingham. Below are some highlights from the South East guides Let us know which locations around the country are most in demand and we will make them a priority.

Ashford Ashford is growing fast, having been identiﬁed by the Government as the site for an estimated 31,000 new homes by 2031. The Channel Tunnel’s Shuttle terminal is a short distance away, and Eurostar trains on their journey from London St Pancras to Paris and Brussels stop at Ashford International. Journey times between east Kent and London are being dramatically reduced by the new High Speed 1, opening up the area to commuters. Ashford itself, the historic city of Canterbury, the coastal town of Folkestone and the host of smaller towns and attractive villages in the area offer a good choice of places to live. Windsor & Maidenhead Among the Edwardian elegance in and around Maidenhead are large, modern homes in the popular river area and mature detached houses between here and the town centre. The range includes homes from many eras, but most have been built in the last 150 years, with timber-clad or slated-upper-storey homes in quiet cul-desacs featuring in the most recent developments. There has been quite a lot of modern building – for example, on Farm Road of three- and four-bedroomed houses, and on Altmore Park of three-bedroomed townhouses and larger four-and ﬁve-bedroomed houses. Reading Reading is equipped with an impressive range of facilities and services, including the Hexagon entertainment venue, the Oracle retail and leisure complex with its riverside cafés and continental feel, and the Broad Street Shopping Mall. A wealth of parks and open spaces offer a wide variety of sports facilities and children’s playgrounds plus splendid views across the Thames, while leisure centres and swimming pools provide a range of opportunities for sports enthusiasts of all ages and abilities. In Re:locate’s Domestic Relocation Policy Factsheet, available from www.relocatemagazine.com, Sue Shortland gives practical guidance on covering all the bases and delivering an effective relocation policy. Also on www.relocatemagazine.com, see the new South East section and our area guides for relocating employees.

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Dealing with subtle cultural differences Working abroad can be daunting, particularly when the cultural differences are very great. Sue Shortland considers the value of cultural training, wherever the destination.

It is often said that the USA and the UK are two nations divided by a common language. Although we think we speak the same words, and we, in the UK, are heavily exposed to American culture via the media, our language is quite different, and it is easy for both sides to create misunderstanding. Language is an artefact of culture â&#x20AC;&#x201C; we see and hear it every day. However, language is just a surface expression of the deep-rooted assumptions and values that represent cultures and make one different from another. When assignees go to live and work abroad and are moving between clearly different cultures (such as the UK and Japan or China, for example), it has become common practice to offer cultural training. The cultural divide is wide, and it is well known that expatriates and their families will need support in understanding the differences, in order to cope with culture shock and to ensure employee productivity. Theoretical approaches to cultural training are, indeed, in the main linked to the degree of difference, with greater rigour, length and type of training depending on this. So, for example, the greater the cultural difference (or â&#x20AC;&#x2DC;cultural distanceâ&#x20AC;&#x2122;, as it is sometimes known) the more likely the training course is to be intensive, lengthy and involving affective approaches such as role play and simulations (as opposed to brieďŹ ng and surface-level training). Research into subtle cultural differences and the impact they have on employees and families is in its infancy. It is known, though, that assignments can fail even when the cultural difference is small. It is common for Americans coming to the UK, for instance, to complain that the Brits do not say what they mean and show great reserve. The Brits, meanwhile, may ďŹ nd Americans very direct. Similarly, Canadians and Americans, whose cultures appear on the surface to be extremely similar, experience cultural misunderstandings when undertaking assignments in each otherâ&#x20AC;&#x2122;s countries. The same is true of Australians and New Zealanders, Chinese BOE 5BJXBOFTF UIF MJTU HPFT PO Cost cutting So, what does this mean for the HR practitioner â&#x20AC;&#x201C; especially in times of budgetary constraints, when, typically, one of the ďŹ rst elements to be cut in spending is training? Well, it almost goes without saying that, if cultural training is only usually seen to be

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important for relocations across major cultural divides (and even that might be under threat in times of cost cutting), training for those moving between nations where the cultures are perceived to be similar surely should get the chop. To take such action would be regrettable. In a climate of cost control, where each and every assignment is scrutinised to see if it will provide return on investment, and where competition is becoming increasingly sharp, the alternative viewpoint is more important than ever. Nations divided by a common language are, in fact, divided by different cultures, and, no matter how similar these might appear to be on the surface, cultural faux pas and culture shock can lead to loss of business and assignment failure. In some respects, facing major cultural differences can be easier for expatriates â&#x20AC;&#x201C; they can see what these differences are, and can, therefore, rationalise their explanations for any misunderstandings. Subtle cultural differences cannot be so easily seen or explained, leaving individuals feeling helpless, confused and unhappy. Families feel at a loss and want to come home, and employees are less productive than they might otherwise be. The value of training Cultural training can, therefore, be extremely valuable for moves between apparently similar cultures, just as they are for moves between very different cultures. The investment made in it can well be repaid, particularly in times when competition is great and a high premium is placed on success. It is important, therefore, not to cut cultural training for expatriates as part of the effort to save money. It is better to ensure that the assignment is necessary, that the person selected for it is the best and most appropriate, and not to stint on training and preparation, in the knowledge that the payback will be greater in the long run by so doing. In short, whether the move involves countries with obvious cultural differences or subtle ones, the differences themselves can create big problems if they are not identiďŹ ed and training to cope with them provided. For more information on cross-cultural support, see the section on our website and watch out for the new Cross-cultural Support Factsheet at www.relocatemagazine.com

Re:locate EVENT

Winning Strategies event showcases best practice Re:locateâ&#x20AC;&#x2122;s November networking forum event presented current trends and best practice in developing relocation policies for both domestic and international moves. Acting as a showcase for last yearâ&#x20AC;&#x2122;s Re:locate Awards winners, it also set the scene for the launch of the 2009/10 awards. Sue Shortland, who chaired the event, reports.

Bringing cultures together Given this background, delegates considered the implications for policy design. Two major global corporations, Jones Lang LaSalle and Ernst & Young, both Re:locate Awards 2008/9 winners, detailed the stages and processes that led to the development of their relocation policies. For Jones Lang LaSalle, the focus rested on how to bring cultures together in a merger and design a policy that would operate effectively, even during turbulent economic times. One of the key messages that shone through, and one that applies whether the policy relates to international or domestic moves, is the importance of having an underlying strategic goal and keeping focused on it. It is then a case of ensuring full consultation at every step of the way, to gain buy-in from all stakeholders. This message was reinforced by Ernst & Young, who also had to design a policy and achieve worldwide buy-in to it. The focus of this presentation concerned the role of teamwork and how individuals brought together from across the world to work on a common project could leverage such impressive results in a project that had no allocated budget. Both these examples of the process of policy design brought home the message of the need to develop a shared mindset and to articulate the â&#x20AC;&#x2DC;people beneďŹ tsâ&#x20AC;&#x2122; to the business. A further award winner, PricewaterhouseCoopers, set the policy design issues outlined earlier into a return-oninvestment framework. The emphasis was on the need for HR â&#x20AC;&#x201C; whether responsible for domestic moves or international

ones â&#x20AC;&#x201C; to promote and defend its actions. If actions can be measured in some way, they can provide a basis for JNQSPWFNFOU BOE PS DPTU SFEVDUJPO UIF LFZ IPXFWFS JT UP CF clear on what it is appropriate to measure. One suggestion concerned retention/turnover, as this has a distinct impact on talent management processes and costs. Discussions held with a panel of experts brought out a number of key points on policy design. Cost cutting can be detrimental if elements that provide necessary support are reduced. These, in turn, affect productivity negatively. Ensuring buy-in, employee commitment and engagement can help to improve return on investment. Cost analyses are important in considering outsourcing, but other factors to be thought through include the numbers of contact points involved and the need to reduce confusion for employees and their families. It is likely to take longer to effect a move using one central provider than by having multiple touch points when the relocation process (domestic or international) involves the QSPWJTJPO PG NBOZ TFSWJDFT ZFU B TJOHMF DP PSEJOBUPS CSJOHT B sense of continuity and clarity to those involved. Itâ&#x20AC;&#x2122;s important to remember that the mobility function is not the driver of NPCJMJUZ IFODF UIF SFMPDBUJPO QSPDFTT NVTU CF PXOFE CZ UIF business, and actions taken within relocation must be aligned with company strategy. The importance of success Judith Leary-Joyce, author of The Psychology of Success, helped delegates to understand their strengths and motivated them to capitalise on these in both their working and personal lives. The value of celebrating success was highlighted by winners of the 2008/9 Re:locate Awards, who admirably demonstrated how worthwhile they felt entering had been and the positive outcomes achieved as a result, in terms both of marketing for their businesses and the personal pride they felt in achieving industry recognition. The day provided deep insight and knowledge into best practice, and acted as a motivator to go forward, even in tough economic times, to show to the world just what relocation professionals can do.

Tu ou rn t Re t ho he :lo w pag c to 20 ate en e to 09 A te ďŹ /1 wa r t nd 0! rd he s

The day began with setting context with the latest trends as reported in BrookďŹ eldâ&#x20AC;&#x2122;s 2009 Global Relocation Trends report. Whereas, last year, around two-thirds of the organisations surveyed had predicted an increase in their international mobility in the coming year, in 2009 this ďŹ gure had declined to just over a third of those surveyed. Interestingly, the age proďŹ le of transferees has seen a change, too, indicating a rise in average age and a reduction in the numbers of assignees with children. In essence, this indicates a risk-reduction strategy, with organisations sending more seasoned assignees, rather than younger people, on developmental moves. The results indicated the lowest proportion of working spouses and partners in the history of the surveys â&#x20AC;&#x201C; only 10 per cent of spouses/partners were employed before and during the assignment â&#x20AC;&#x201C; a sign of the economic downturn taking its toll on international mobility. A further trend concerned a lack of BQQFUJUF GPS NFBTVSJOH SFUVSO PO JOWFTUNFOU DPOTJEFSJOH UIF emphasis placed today on cost control and on adding value, it was quite astonishing to ďŹ nd only six per cent formally measured return on investment.

d fo eve W r y lo i ou pm n a rH e R nt d te a am y !

Enter the Re:locate Awards Today! With all seven categories now sponsored, the relocation community is getting behind this year’s Re:locate Awards, to highlight the contribution our very specialist sector makes to businesses – and to the lives of individuals and their families.

We’re delighted to announce that, for the first time in the history of the Re:locate Awards, we have a sponsor for every category. In the present economic climate, this is quite an achievement, and it demonstrates that companies appreciate not only the importance of championing excellence in relocation but also the valuable commercial benefits that sponsorship gives them. This is the third year of the Re:locate Awards, and we want to make it the best yet! But we can’t do it without you. In this article, some of our 2008/9 winners share with you what entering the awards has meant to them, from both a personal and a professional perspective. We’ll let them convince you of the many benefits entering can bring. Why you must enter! For those still asking themselves, “What’s in it for me?”, here’s some feedback from last year’s winners. Speaking at the recent Re:locate networking forum event, Winning Strategies: Adding value to relocation, Shameel Ahmed, of Jones Lang LaSalle, winner of the Best Relocation Strategy/Policy category, said that winning the award, combined with internal initiatives such as the mobility brochure, intranet mobility job site, newsletter updates and expat case studies, had enabled his team to counter any initial internal cynicism about their new policy and played an important part in promoting mobility throughout the organisation. Jane Mabbitt, a member of the Ernst & Young team voted Inspirational HR Team of the Year, says the award has helped promote their Global Exchange Program and further strengthen leadership buy in, a key issue in her organisation. “At Ernst & Young, teaming, integrity, and leadership excellence are not just things we talk about, but part of everything we do. That’s why we were so keen to participate in the Re:locate Awards, and so delighted to win.” However, these awards aren’t just for HR

Sponsors:

professionals: there’s plenty of scope for those on the supplier side, too. Serviced accommodation provider SACO Apartments, which won the 2007/8 and 2008/9 Best Property Provider or Solution category, has found that the award has played an important part in differentiating it from its competitors. Speaking at the launch of the 2009/10 awards, How to be a Winner, Clare Ace spoke of the “huge benefits and great value for the business” winning had brought. “The award has helped us to stand out in today’s ultra-competitive market. Combined with the other awards we’ve won, it’s enabled us to win larger clients, who otherwise might not have gone with a smaller company like ours.” As a bonus, she said, SACO has had fantastic publicity via Re:locate magazine and the website, as well as through its own press releases. The prestigious Bristol Evening Post even used one of the judges’ quotes – “A small company giving a big service” – as a headline when it ran the story of SACO’s win. Clare Ace also made the point that the entry process was useful in itself. “Considering the business objectively, asking customers what they particularly liked about us and refining our USP gave us valuable insights.” Chiltern Relocation’s Sharon Hewitt, who won the Rising Star in Relocation category at the 2008/9 awards, agrees that taking time out to think about your business is beneficial. She makes the point that size doesn’t matter in the Re:locate Awards. “I initially thought my company was too small to win, but eventually decided to give it a go – and look what happened!” Like SACO, Chiltern Relocation has found the award a useful sales tool. “If I’m going up against a competitor, particularly for a big-name account, I find the award helps to give me the edge.” Sharon described the moment she collected her trophy as “unforgettable” and the Gala Awards Dinner as “a great, great event!” Latest sponsors We’re thrilled that two of our latest sponsors, MoveAssist International and Connells Relocation Services, are sponsoring for the second year running. MoveAssist’s Robby Wogan says, “With technology playing an increasingly important part in relocation, we are delighted to sponsor the Technological Innovation in Relocation award again this year. As previous winners of this

category, we understand the value of the opportunities winning the award brings and look forward to seeing the winners of this year’s award benefiting from them as we have done.” Connells Relocation Services is sponsoring Relocation Personality of the Year. Says managing director Tim Rose, “As a leading relocation management company, Connells forms close partnerships with the full range of professionals involved in a relocation. We are glad to have this chance to pay tribute to the outstanding work of an individual who has contributed significantly to the profession in the widest sense over a period of time. It will be exciting to see who takes on the mantle this year.” The HCR Group is a first-time sponsor of the awards. Says Adrian Leach, “HCR is delighted to be sponsoring the Best Property Provider or Solution award. As tenants ourselves in over 7,000 properties nationwide which we have rented for our clients, we feel it is most appropriate that we encourage best practice in the property market through this prestigious award.” Win a development day! This year’s Inspirational HR Team of the Year will receive a day’s consultancy with author and management guru Judith Leary-Joyce, during which they’ll work with her to develop their team and business skills and promote the culture of success within their organisation. We can promise you a stimulating and worthwhile day, with tangible business benefits for your organisation.

Entry is easy, and free Visit www.relocatemagazine.com for full details and an entry form, plus practical tips on writing a winning submission. Don’t miss Sue Shortland’s feature (page 25) on Re:locate’s recent networking forum event, which showcased some of last year’s Re:locate Awards winners. Closing date for entries: 15 February 2010. Gala Awards Dinner 6 May 2010.

Professional endorsements: THE RELOCATION USERS GROUP

Award Categories 1. Best Relocation Strategy/Policy – sponsored by Pricoa Relocation 2. Technological Innovation in Relocation – sponsored by MoveAssist International 3. Inspirational HR Team of the Year – sponsored by Cartus 4. Relocation Service Provider or Team of the Year – sponsored by Fully Furnished 5. Best Property Provider or Solution – sponsored by HCR Group 6. Rising Star in Relocation – sponsored by Roomservice by CORT 7. Relocation Personality of the Year – sponsored by Connells Relocation Services

FREE BOOK FOR EVERY ENTRY Every organisation that enters the awards will receive a free copy of Judith Leary-Joyce’s new book, The Psychology of Success, which reveals how to harness talent to gain serial success.

India: the times they are a-changin’ With 30 per cent of companies still intending to increase assignment volumes this year, India is one country likely to be LQ WKHLU VLJKWV 5XWK +ROPHV ÀQGV RXW KRZ WKLV ERRPLQJ %5,& economy is bucking the trends. India has had a ‘good’ global downturn. Insulated from falling demand in countries like the US and UK by its rapidly-growing domestic consumer demand and relatively little reliance on its export markets, it has maintained its solid growth rates in the past 18 months. While there is no denying that the growth rate has been dented somewhat (halving from around 12 per cent to seven per cent per annum), recent indicators suggest that growth is set to accelerate again. Returns-hungry foreign investors, such as London-based 3i capital and British institution Marks & Spencer, have recently announced signiﬁcant investments on the sub-continent, adding to the $500 billion being pumped into massive Indian government infrastructure projects by 2012, which are pushing the demand for skills still higher.

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The number of expat workers in India has increased greatly in the past 10 years. Major and ongoing investments are changing the face of India, with inspiring urban architecture making a clear statement about India’s new world standing. Yet modern high-rises and glass, granite and steel constructions sit uncomfortably alongside slums, like Mumbai’s Chhatrapati Shivaji International Airport and its ﬁve-star hotels. And people not yet lifted above the abject poverty line subsist alongside a new class of super-rich. Such contrasts are indicative of many quality-of-life and wider environmental issues, and reﬂect why India is still regarded by most companies as a hardship destination – although this status is changing.

Re:locate COUNTRY PROFILE

Hardship payments – but for how long? Most expat packages still contain a large element of hardship allowances. Recent data from Mercer suggests that this constitutes, on average, around 40 per cent of an expat’s pay deal at senior management and professional levels. In around 90 per cent of cases, this includes an allowance for travel NPTUMZ UIF QSPWJTJPO PG B DBS DBS BOE ESJWFS BMMPXBODF OPU surprising, given the well-documented difficulties of navigating an overcrowded public transport system and extremely congested roads, which mean that it can take up to three hours to commute across town. Accommodation, too, is still of variable quality, with the country scoring the lowest on this measure in a recent HSBC survey of 2,000 mobile workers. Yet new enclaves for foreign workers are springing up, especially in the technology-sectorheavy cities, like Bangalore and Pune, close to out-of-town science and IT parks. Accommodation costs are still relatively low compared to the UK, but they are expensive by Indian standards and have risen by 300 per cent in recent years. India’s status as a hardship destination is reinforced by what can be difficult environmental conditions. Extremes of heat and cold are features of India’s climate, as well as its monsoon season, when flooding and air pollution become commonplace. For many, these ‘hardships’ are, of course, balanced by the career development opportunities, the chance to be part of a fast-moving emerging economy and good financial rewards. Assignments in India are compensated, on average, with one of the highest average salaries among key expat destinations. These higher salaries, coupled with a relatively low cost of living, mean that expatriates in India experience one of the highest propensities to save. While a mobile worker may like to consider their options as to their investment plans, for most an Indian bank account is a necessity, because at least 25 per cent of their salary is required to be paid in rupees into an Indian bank account. Despite the downturn, salary increases have continued to track at around 15 per cent growth year on year, according to Mercer, although this increase is being pegged back by inflation peaking at around 12 per cent and that is running annually at around 7 per cent, as well as companies looking to limit costs and a wider pool of talent. With companies looking to cut costs and the wider underlying trend for local-plus packages in EMEA and for an increasingly expat-friendly India, hardship allowances – at least at the levels seen recently – may well have their days numbered. “Several companies have put their expat compensation under the scanner,” Manpower India director (operations) Cherian Kuruvillla commented recently. “Expats figure among the highest-paid employees, and hence companies are keen to cut their salaries to keep their employee costs under control. As part of this, hardship allowances are undergoing a sea change, since India is now seen as a land of opportunities.” One area employers have cut back on is rest and recuperation leave. In 2001, two trips a year was common practice, according to ORC Worldwide, with a 60/40 split in favour of companies providing this. More recently, one trip a year has become the norm among the 30 per cent or so of employers who include this in a package. Nevertheless, India remains one of the harder destinations for families to settle in. Poor air quality might be a factor in the recent HSBC survey, which shows that children of expat families in India spend significantly less time outside than in their home country – which might account for the significantly increased time spent studying (especially for children aged over ten years old).

Taxing issues Big changes are also afoot in taxation and visas. For taxation, the key changes are a widening of the tax bands and an overall package of measures designed to simplify the system and bring the tax regime into line with a more globallyaccepted system. Explains Zaheed Alibhai, senior manager in the Global Employer Services department of Deloitte LLP, “Further to changes to the Indian Provident Fund last year, the Indian government has proposed a new direct tax code, which should come into force in April 2011. The aim is to improve efficiency and equity of the system by eliminating quirks and ambiguity, introducing moderate levels of taxation and expanding the tax base. The code will simplify the income tax system and, broadly, will see lower liabilities. Corporation tax, on the other hand, is likely to increase.” While the taxation changes are currently on the timetable for the Indian parliament’s winter session, many foreign workers on assignment in India, and their employers, have been experiencing the visa changes first hand. In September, thousands of foreign workers found themselves in receipt of a letter that required them to leave the country by 31 October, or by the end of the contract, whichever arrived soonest. The action was part of a radical change to immigration rules. This is likely to make obtaining a business visa difficult, especially for semi-skilled foreign workers and workers in the oil and gas, telecommunications and power generation industries. Explaining the changes, Asma Bashir, expert at immigration specialists Newland Chase, says, “Generally speaking, in order to qualify for employment visas, individuals should be skilled in their profession or employed by an Indian company on a contractual or full-time basis at a senior level. The MHA [Ministry of Home Affairs] is reluctant to issue employment

winter 2009/10 re:locate

visas for jobs which can be filled by skilled Indian labour.” Given the extent of the changes, some industry experts, like Kuldeep Kumar, an executive director of PricewaterhouseCoopers, have pointed out that “companies will have to review and restructure their assignment programs in order to comply with visa requirements.” Law firm Magrath LLP is also advising employers with assignees already in India to “carry out an immediate review of each individual’s visa status to ensure they are not in breach of the new legislation.” Two-way traffic Underlining the strong investment flows between the UK and India (with TATA now owning Corus Steel, Tetley and Jaguar Land Rover, and Marks & Spencer and other UK companies making large investments in India), visas are also a hot topic for the 29,400 workers from India currently in the UK on work permits. The rules will be tightened in 2010 with the introduction of a 12-month qualifying period with the sponsoring company. Many of these skilled Indian workers are employed in the UK on intra-company transfers for training and development purposes. Current reward practice for workers on these assignments generally is for home pay adjusted for cost of living, plus accommodation costs. Keeping the pay at home levels and setting clear time limits to the assignment (often short-term project-based assignments lasting six months to a year or so) makes repatriation easier, because home salary is likely to be comparable to colleagues’. While pay is not, perhaps, too enticing, it is counterbalanced by career

benefits. However, while an assignment in the UK is a crucial career-development tool for middle managers, more senior personnel are yet to see it as such a favourable move. They are proving more difficult to attract, because of salary issues and reluctance to get off the career ladder in India, especially when quality of life and salary are unlikely to be matched. In India, it is common for people who earn over the equivalent of around £6,000 to employ domestic staff – something that the cost-of-living allowance is unlikely to cover. This might be a contributing factor to an accompanying spouse or family finding it difficult to adjust to life in the UK, just as many mobile workers’ trailing spouses in India report difficulty in adjusting to having help in the home. Racing out of global recession Asia’s third-largest economy is steaming ahead in terms of growth. The global downturn, while having some impact on salaries, hasn’t limited the opportunities for mobile workers. Yet it remains to be seen what impact the planned tax and visa changes will have on pay, especially if companies will need to reassess their assignment projects in the light of more stringent rules. For the time being, at least, India remains the land of opportunity.

For further information on relocating to India, see our International Destinations section at www.relocatemagazine.com

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Re:locate COUNTRY PROFILE

Relocating to India 6XQLW -LOOD RI )DUQKDP &DVWOH ,QWHUQDWLRQDO %ULHĂ&#x20AC;QJ &HQWUH looks at the cultural complexities of living and working in India. With a population of over one billion, India is a complex society made up of people with a multitude of languages, customs and differing values. Understanding these differences and being prepared for unfamiliar situations will help the employee and his or her family who are relocating to the region. The ďŹ rst point to keep in mind is that you are not alone! In Bengaluru (Bangalore) alone, there are an estimated 10,000 westerners who have moved to the city over the last few years to live and work. As a result, around the country there are many expat clubs that can give a unique â&#x20AC;&#x2DC;westernâ&#x20AC;&#x2122; perspective on how to manage in Indiaâ&#x20AC;&#x2122;s very different cultural environment. However, there is no substitute for making Indian friends, who will help with the integration into the new culture. Donâ&#x20AC;&#x2122;t be shy to accept an invitation for dinner from an Indian counterpart whom you have met only once or twice. In India, people are generous with their hospitality, and this is a great way to make new friends and integrate into the real life of this colourful, vibrant country. Subscribing to English-language publications like the Times of India, India Today and the Economic Times is incredibly useful in helping expats understand how the country works and its unique challenges. Contradictory standards One aspect which many westerners ďŹ nd difďŹ cult to adjust to is the different, and often contradictory, standards of life in India. Poverty is a major issue, and begging is commonplace. Government hospitals may be in poor condition and should be avoided, public transport is overcrowded, even at non-peak times, and pollution is a big problem in the crowded cities. On the other hand, expats will usually be provided with comfortable accommodation and domestic help. They will inevitably be provided with a company vehicle and a chauffeur. Because of the hierarchical nature of society in India, managing domestic staff may pose some challenges at ďŹ rst. A maid or chauffeur in India is not seen as being on the same level as the employer. One would not be expected to share a cup of coffee or have breakfast XJUI B EPNFTUJD IFMQ GPS FYBNQMF an invitation to do so would make them feel very uncomfortable. Thanking them regularly for jobs that they are expected to do is also not customary. Communication may also be an issue, as domestic staff may not have a good command of the English language. Speak slowly,

and donâ&#x20AC;&#x2122;t be afraid to ask someone else to slow down â&#x20AC;&#x201C; this will not cause offence. Remember, the word â&#x20AC;&#x2DC;yesâ&#x20AC;&#x2122; can be misunderstood. If you ask an Indian employee, â&#x20AC;&#x153;Can you complete this task for me by tomorrow?â&#x20AC;?, they will usually say, â&#x20AC;&#x153;Yesâ&#x20AC;?. However, in reality, â&#x20AC;&#x2DC;yesâ&#x20AC;&#x2122; can mean â&#x20AC;&#x2DC;I hear youâ&#x20AC;&#x2122; or â&#x20AC;&#x2DC;yes, maybe I can complete it by tomorrow.â&#x20AC;&#x2122; The Asian societyâ&#x20AC;&#x2122;s emphasis on hierarchy means the employee would not want to lose face in front of his or her boss, and so may appear to agree to complete the task. In fact, the domestic help will feel frustrated and unsupported, as they were not asked additional questions such as, â&#x20AC;&#x153;Do you have the right tools to ďŹ nish the ďŹ&#x201A;oor by tomorrow? Do you know how to use these tools?â&#x20AC;? In other words, the level of micro-management needs to be much higher to ensure successful delivery of any task, both at home and in the workplace. There are also numerous other cultural differences which westerners will come across on a daily basis. One would not normally be expected to shake hands with a woman, for example. A simple â&#x20AC;&#x2DC;namasteâ&#x20AC;&#x2122; is used instead, mainly in social situations. In business situations, one would have to play it by ear. Avoid offering or using your left hand for food or money, as the left hand is used for ablutions. Holding hands or kissing in public between people of opposite genders is not deemed appropriate. Keep in mind that more than 60 per cent of Indians are vegetarians (many may not even eat eggs), and, in addition, there are many festivals because of the many different religions, which include Hinduism, Islam, Buddhism, Sikhism and Zoroastrianism (practised by Parsees). India is a fascinating, diverse, pulsating country, and one with a rich cultural heritage. The crowded, bustling and noisy cities are exciting, and at the same time daunting â&#x20AC;&#x201C; yet the people are warm and hospitable, and an expat will ďŹ nd it easy to make new friends. There is no substitute for advance country visits to help get some idea of the culture, if this is possible. However, research and cross-cultural training, for the expat and his or her family, will help prepare for the adjustments necessary to manage a smooth integration into the new culture. Farnham Castle International BrieďŹ ng Centre specialises in cross-cultural management development programmes and international assignment brieďŹ ngs for every country in the world, as well as for people coming to live and work in Britain. For further information about programmes at Farnham, visit www.farnhamcastle.com.

winter 2009/10 re:locate

The impact of mortgage availability 6XVDQ %HYDQ GLVFRYHUV WKDW Ă&#x20AC;UVW WLPH EX\HUV DUH VXIIHULQJ PRVW EXW the impact has not been too great on those relocating. Despite some recent improvement, This consideration is one of the factors mortgage availability remains encouraging homeowners who might considerably restrained. Lenders otherwise be considering trading up the continue to be largely without the funds housing ladder at the moment to stay put, from the wholesale markets that ďŹ red which is contributing to the current shortage ! * the pre-credit-crunch exuberance, of houses on the market and the very averse to risk as they try to repair low level of remortgaging generally. The their battered balance sheets, and same consideration could make a forced substantially fewer in number than they move through relocation an unwelcome used to be. proposition. This situation is not, however, Homeowners with limited equity in their posing signiďŹ cant problems for property are, inevitably, more numerous relocation, since the major impact is following the sharp fall in house prices from on ďŹ rst-time buyers with limited funds their 2007 peak. However, the issue does not available for a deposit. They have appear to have loomed large in relocations been hit with the full force of reduced so far. enthusiasm for mortgage lending and Rob Abbott, vice president, UK relocation risk aversion. services, at relocation company Cartus, Where mortgages providing 90 per said that while relocatees moved by the cent or more of the propertyâ&#x20AC;&#x2122;s value company over the past year were experiencing accounted for around 15 per cent of all erosion of equity, it was not enough to have mortgages at the end of 2007, the ďŹ gure a signiďŹ cantly detrimental effect. â&#x20AC;&#x153;We had a Our new Re:locate Factsheets series was around 4 per cent by the middle of roundtable meeting to discuss this with clients, is aimed at everyone managing this year. Despite a slight improvement but they didnâ&#x20AC;&#x2122;t feel it was a major problem.â&#x20AC;? relocation, whether they are recently, deals on the market are Where it is an issue, there is, so far, little experienced or new to the role. dominated by those requiring a deposit sign of employers introducing measures Starting with the Domestic Relocation of 25 per cent or more. to help with shrunken equity as there have Policy Factsheet, Sue Shortland And, while lenders have increased been in the US, according to Gordon Kerr, gives practical guidance on covering their margins generally, the impact on CEO of TEAM Relocations. â&#x20AC;&#x153;Help with all the bases and delivering an interest rates is particularly severe at mortgages is an area where employers have effective relocation strategy. This the high loan-to-value (LTV) end of the been reluctant to get involved.â&#x20AC;? will be followed in the spring by the market. Borrowers here are seeing little SpeciďŹ c policies are difďŹ cult to frame, International Policy Factsheet, with advantage from the slashing of the says Gordon Kerr. There can be tax the series building over the year Bank of Englandâ&#x20AC;&#x2122;s base rate from ďŹ ve implications, and it is easier to deal with to provide a toolkit of resources. per cent in early October last year to the the issue through general disturbance The website, too, is being rapidly current historic low of 0.5 per cent. allowances or one-off hardship support. expanded as a one-stop shop for Some better deals are starting to Many employees do, however, get help anyone managing relocation moves creep back, but borrowers with only 10 with arrangement fees on new mortgages in the UK or internationally. per cent to put down are still looking at necessitated by relocation, and another interest rates of 6 to 6.5 per cent â&#x20AC;&#x201C; as feature of the mortgage market is how these much as two percentage points above have escalated over the last few years. levels those with 40-per-cent deposits might pay, according They now average just over ÂŁ1,000, according to to Moneyfacts, the personal ďŹ nance website. Moneyfacts. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s yet another cost clients have to put up This is a big change from conditions in the withâ&#x20AC;?, says Rob Abbott. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s viewed with resignation.â&#x20AC;? mortgage market before the turn of 2008, when most deals carried much the same rate for those borrowing any amount up to 90 per cent of a propertyâ&#x20AC;&#x2122;s value. Where this impinges on relocation is that existing borrowers, particularly those with a high LTV mortgage, may ďŹ nd the rates they are paying their current lenders signiďŹ cantly lower than those available on new deals.

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Re:locate EDUCATION

International Baccalaureate:

IB = A-OK!

Fiona Leney charts the rise of the International Baccalaureate from humble beginnings to its exam of choice position. As doubts remain over the value of A levels, all the signs are that the International Baccalaureate (IB) exam is going from strength to strength, no longer as the sole preserve of international schools. The number of pupils studying for the IB diploma in private schools alone has doubled in the past year, according to the Independent Schools Council, and more and more state schools are offering the qualification. State-school interest has soared since 2006, when Tony Blair, then Prime Minister, pledged funding to help at least one maintained school in every authority to offer it by 2010. Partly, the move reflected a desire to be seen to be offering choice to teenagers, but it also recognised that the IB, with its challengingly wide curriculum, may not only deliver a more accurate measure of academic achievement than A levels, but may also simply be a better way of delivering high-school education. Some schools that initially offered the IB in tandem with A levels have now switched entirely to the IB – a move that makes sense, given that the approach to teaching in the two systems is radically different. While A levels encourage students to specialise in three or four closely-related subjects, IB students select one subject from each of six groups and study them at different levels of difficulty, according to their own strengths: a first language, a second language, experimental sciences, mathematics and computer science, the arts, and individuals and societies. Added to this is a 4,000-word essay on a subject of the pupil’s choice – a paper called ‘theory of knowledge’, and a community service element. In other words, the syllabus is broad, and the method of study encourages comparisons of cultures and systems.

Switching completely King Edward’s School, an independent day and boarding school in Surrey, has been offering the IB for the last six years alongside A levels. From 2010, it will be offering only the IB, because, says deputy head Gwyn Phillips, school leaders have been impressed by the effect the IB has had on students’ standards of learning. “They are becoming more independent in their learning and thinking, and they are acquiring really useful skills that universities and future employers will welcome. They can carry out research, are self-confident and can make good presentations, in teams or individually. The whole work ethos of the sixth form has improved, and they now have an international perspective in their studies.” Mr Phillips makes the point that introducing the IB at diploma level (for students post-GCSE), has also made a difference to the overall ethos of the school, as teachers have adopted many aspects of the IB approach – such as the emphasis on community service principles – for younger years as well. King Edward’s has also introduced a pre-IB course, specifically designed for students coming from abroad, to ease transition into the two-year diploma. “It’s aimed both at overseas students whose English or maths/science was not sufficiently developed to access the full IB course straightaway, and at children of expat families returning to the UK whose education has been disrupted for whatever reason,” says Mr Phillips. An added advantage is that the course introduces them to the range of subjects on offer for IB and other elements such

Refe r www parents .relo t cate o Smart mag azin Move at e.com winter 2009/10 re:locate

as critical thinking. Initially, demand for the IB at King Edwardâ&#x20AC;&#x2122;s came from the schoolâ&#x20AC;&#x2122;s overseas students, who make up about 25 per cent of its population and come from more than 30 different countries. But Mr Phillips says that, as the number of King Edwardâ&#x20AC;&#x2122;s students taking the diploma rose and the ďŹ rst results began to come through, the school saw a rise in the number of UK applicants wanting to join speciďŹ cally to take the IB. Results have been strong, he says. â&#x20AC;&#x153;This year, our average points were 35 (out of a possible maximum score of 45), the equivalent to A* and three grade As at A level, or 501 UCAS points. Seven of our 28 candidates achieved over 40 points and have received places at their ďŹ rst-choice university.â&#x20AC;? This is an important point â&#x20AC;&#x201C; university admissions tutors are impressed by the IB â&#x20AC;&#x201C; and one which has swung schoolsâ&#x20AC;&#x2122; attitudes more ďŹ rmly behind the diploma. In a survey conducted back in 2006 by ACS International Schools into the value given to various schoolleaving exams, the IB came top, with more than twice as many admissions tutors naming it, rather than A levels, when asked which system helped students most to thrive at university. Academics questioned also felt that the Baccalaureate was

a better qualiďŹ cation than the A level on eight out of nine measures, including its capacity to encourage independent inquiry and creativity. Unmet target The Government target of getting one state school offering the IB in every local authority wonâ&#x20AC;&#x2122;t be met now, as funding has quietly dried up, but the fact remains that it is far easier to ďŹ nd a school â&#x20AC;&#x201C; whether independent or state â&#x20AC;&#x201C; offering the IB in your area than ever before. The Conservatives have also suggested they would give the qualiďŹ cation even more support. Hockerill Anglo-European College, a grant-maintained day and boarding school in Hertfordshire, is top of the A-level league tables, despite not offering the exam. All its sixth formers take the IB diploma, with the average student gaining an IB score equivalent to four As at A level. Simon Dennis, the head teacher, says the IBâ&#x20AC;&#x2122;s attraction is that it is a complete package. â&#x20AC;&#x153;You canâ&#x20AC;&#x2122;t just pass a bit, you have to pass it all,â&#x20AC;? he says. â&#x20AC;&#x153;A levels seem very narrow, and create different silos of learning. The IB creates young people who are open-minded, independent learners who take risks. Most of our pupils are trilingual, too.â&#x20AC;? Like many international schools, Hockerill opts for

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More than just a school 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 moving to London. 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 50 countries make ACS ‘the’ London solution to their educational and lifestyle needs.

To find out how we can help meet your relocation requirements, please visit www.acs-england.co.uk Alternatively, call either ACS Cobham +44 (0)1932 869744, ACS Egham +44 (0)1784 430611 or 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.

immersive language learning: pupils can attend geography or maths lessons that are taught in French. At TASIS, the American School in England, foreign languages are equally important – this time because many of its students are non-English mother-tongue speakers. A new course has been created to ensure that these students remain fluent in their own tongue while studying for the IB in English. The course, which is self-taught, allows these students to study literature in their own language. Although the content is focused on literature, it is actually fulfilling one of the IB language requirements, as well as reinforcing the diploma’s ethos of encouraging independent study. “This course, which is currently being taught in 13 languages, is designed to allow students to pursue the literary heritage of their country in their first, or best, language,” says Chantal Gordon, TASIS’s IB co-ordinator The idea is that students are responsible for choosing the content of the course and are supported in their study by classes exploring and developing techniques of critical thinking and literary analysis. Classes are collaborative, with students sharing ideas and comparing cultural influences with one another – another example of the IB’s focus on fostering intercultural understanding and respect. In addition, Dr Brent Whitted, who devised the course for TASIS, has recruited language tutors with whom he works closely. “As well as developing analytical skills, students must maintain the native fluency needed to communicate ideas and arguments, both orally and in writing,” he says. Dr Catherine Dobson, director of sixth form and assistant

head at Tonbridge Grammar School, in Kent, says that her school decided to offer the IB in 2004 in order to provide further choice and increase the intellectual challenge for students, and now around 25 per cent of the sixth form opt for the course. “We are committed to personalising student learning. The International Baccalaureate diploma means that students who excel in a range of subjects maintain breadth and keep their options open,” she says. Dr Dobson says she values the “holistic approach” of the diploma. The international perspective offered by the diploma, and the fact that it has international recognition, is particularly valuable for those students looking to work or study abroad. Its one comparative weakness is its ability to develop in-depth subject expertise – a point seized on by its critics, who argue that, while students study a wide range of subjects, they actually only scratch the surface of each one. The IB’s supporters hit back by arguing that this is an oversimpliﬁcation. Jill Rutherford, adviser on the IB to the independent Oakham School, in Rutland, says that the argument is a false one. “The only degree that the IB would not combine with is Cambridge maths. For greater specialisation, it is easy to drop, say, one arts course and substitute it with an extra science.” See our special Education section at www.relocatemagazine.com for the latest news and a monthly feature by Fiona Leney plus Smart Move for parents.

ALL IB IN THE SIXTH FORM The ultimate preparation for a global workplace

From September 2010 IB Diploma will be the sole Sixth Form curriculum

4 Outstanding 2009 results - average points increased to 34.2 - equal to four grade As at A Level 4 Broader education encouraging independent creative thinking and learning 4 Welcomed by universities across the world Telephone: 01428 686727 Email: admissions@kesw.surrey.sch.uk web: www.kesw.surrey.sch.uk

KING EDWARD’S SCHOOL WITLEY, GODALMING, SURREY GU8 5SG

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SUCCESSFUL SINCE 1553

Re:locate EDUCATION

The Specialist Diploma Hard on the heels of the IB’s success comes the Government’s initiative for a Specialist Diploma. Fiona Leney examines its implications. Little more than a year ago, the Government launched what it said was going to be the 21st-century successor to A levels: the Specialist Diploma for 14–19-year-olds. It was intended to address worries that A levels failed to prepare students adequately, either for fur her study at university or for the world of work. But, this autumn, figures emerged that show that students are not queuing up to take the courses and university admissions tutors are unconvinced of their worth unless they are combined with A levels. Diplomas are intended to combine work-based training with classroom study – bridging the traditional divide between academic and vocational qualifications. They were launched in five practical subjects, construction, media, engineering, information technology and health. A further five, including hair and beauty, hospitality and manufacturing, were introduced this year, with promises of eight more to come. This includes diplomas in the traditional academic subjects of languages, humanities and science. The Government has insisted from the beginning that even Russell Group universities – a group including the most prestigious universities in the UK – would welcome diplomas as entry qualifications. They were given a partial endorsement earlier this year, when Oxford and Cambridge said they would consider admitting students taking advanced diplomas in engineering – the most high-profile backing for the qualifications yet made. The universities both said, though, that potential students would also have to take an A level in physics at the same time to meet stringent Oxbridge entry requirements. The statement also tacitly admitted that the door would be closed to teenagers studying diplomas in other practical subjects, such as media, health and construction. But the real disappointment for the Government is that the students who were supposed to be the ones who would gain most from the new qualifications are, so far, staying away. Figures just released show that the Government has spent almost £114 million on the new diplomas, even though courses were taken by just 11,326 teenagers last year. Costly option It is believed that the cost of putting students through diplomas was more than twice that of conventional courses such as GCSEs and A levels. In at least eight local authorities, fewer than 20 teenagers took diplomas, which the Government hopes will eventually become the “qualification of choice”. The disclosure – in figures published by the Department for Children, Schools and Families (DCSF) – comes despite Government claims that courses are “growing in popularity”. Ministers insisted that last year’s funding included start-up costs and the true figure was much lower. But official figures recently published show only 11,326 teenagers took them in the first 12 months. It includes 1,409 who took the most demanding ‘advanced’ diplomas. This was around a quarter of original estimates and represents less than 0.5 per cent of eligible students aged 14–19. In Durham, diplomas were taken by only 15 students, while

16 teenagers sat them in Hillingdon and Shropshire. In some areas with large numbers of deprived students, including St Helens and Wandsworth, south London, numbers were also below 20. Figures show that in Croydon, south London, only 17 pupils took diplomas. Ed Balls, the schools secretary, said in 2007 that diplomas could eventually become “the qualification of choice”, and refused to rule out the possibility that they might replace GCSEs and A levels altogether. Meanwhile, a DCSF spokesman said the number of students taking diplomas from September 2009 had grown. He added, “Any new qualification needs substantial investment to succeed, particularly one as innovative as the diploma. The investment we are making now will benefit all diploma learners throughout the lifetime of the qualification, not just those learning in the first year. “The investment to this stage is heavily front-loaded and includes set-up costs, development and teacher training. This Government remains committed to investing in our young people and ensuring their potential can be fulfilled and recognised, especially in these tough economic times.”

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DIRECTORY: ESSENTIAL CONTACTS

Re:directory AREA GUIDES

Profile Locations Contact: Fiona Murchie Tel: +44 (0)1892 891334 Email: orders@profilelocations.co.uk Website: www.profilelocations.co.uk Area: National BANKING

Lloyds TSB International Contact: Cliff Govender Tel: +44 (0)7736 359952 Email: cliff.govender@lloydstsb.co.uk Website: www.lloydstsb-offshore.com Area: National & International CHILDCARE

My Family Care Contact: Ben Black Tel: 0845 676 7690 Email: ben@myfamilycare.co.uk Website: www.myfamilycare.co.uk Area: National DESTINATION SERVICE PROVIDERS

Apogee Relocation Limited Contact: James Walton Tel: +44 (0)1829 260195 Email: james@apogee-relocation.com Website: www.apogee-relocation.com Area: Manchester, Cheshire & West Midlands .............................................................................

Atlantic Corporate Relocation Contact: David McWilliam Tel: +44 (0)1932 226666 Email: enquiries@atlantic-relocation.com Website: www.atlantic-relocation.com Area: Global .............................................................................

Interdean International Relocation Contact: Rob Lucas Tel: +44 (0)20 8 961 4141 Email: rob.lucas@interdean.com Website: www.interdean.com Area: Worldwide .............................................................................

Profile Locations Contact: Fiona Murchie Tel: +44 (0)1892 891334 Email: relocation@profilelocations.co.uk Website: www.profilelocations.co.uk Area: London & the South East, Aberdeen FURNITURE RENTAL

Bradbeers Contact: Greg Davies Tel: +44 (0)1794 521992 Email: rental@bradbeers.com Website: www.furniturerental.co.uk Area: England and Wales

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Roomservice by CORT Contact: Laura Shepherd Tel: +44 (0)20 8 397 9344 Email: info@roomservicebycort.com Website: www.roomservicebycort.com Area: National HR CONSULTANTS

ORC Worldwide Contact: Siobhan Cummins Tel: +44 (0)20 7 591 5600 Email: siobhan.cummins@orcww.com Website: www.orcww.com Area: Global

European Association of Relocation Professionals (EuRA) Contact: Tad Zurlinden Tel: +44 (0)8700 726727 Email: enquiries@eura-relocation.com Website: www.eura-relocation.com Area: International .............................................................................

Focus Contact: Barbara Rees Tel: +44 (0)20 7 937 7799 Email: brees@focus-info.org Website: www.focus-info.org Area: London & South East .............................................................................

The Relocation Network IMMIGRATION SERVICES

Newland Chase Contact: Asma Bashir Tel: +44 (0)20 7 712 1765 Email: asma.bashir@newlandchase.com Website: www.newlandchase.com Area: National & International .............................................................................

Pro-Link Global UK Contact: Lance Elliott Tel: +44 (0)20 3 0049726 Email: lance.elliott@pro-linkglobal.com Website: www.pro-linkglobal.com Area: Worldwide INTERNATIONAL ASSIGNMENT MANAGEMENT

International Personnel Management Contact: Alan Bentley Tel: +44 (0)1733 364040 Email: alan.bentley@ipmltd.co.uk Website: www.ipmltd.co.uk Area: International .............................................................................

Total Reward Solutions Contact: Simon Richardson Tel: +44 (0)1732 765323 Email: simon.richardson@ totalrewardsolutions.com Website: www.totalrewardsolutions.com Area: International PROFESSIONAL ORGANISATIONS

Association of Relocation Professionals (ARP) Contact: Tad Zurlinden Tel: +44 (0)8700 737475 Email: enquiries@arp-relocation.com Website: www.arp-relocation.com Area: National ............................................................................

Chartered Institute of Personnel and Development (CIPD) Tel: +44 (0)20 8 612 6200 Website: www.cipd.co.uk Area: National

Contact: Kay Withell Tel: +61 (3) 9416 2887 Email: info@relocationdirectory.com.au Website: www.relocationdirectory.com.au Area: Australasia RECRUITMENT

Frazer Jones Contact: Matt Brooks Tel: +44 (0)20 7 415 2815 Email: mattbrooks@frazerjones.com Website: www.frazerjonesreward.com Area: National & International .............................................................................

JAM Global Mobility Contact: Andy Shaw Tel: +44 (0)20 7 415 2815 Email: a.shaw@jamrecruitment.co.uk Website: www.jammobility.co.uk Area: National & International RELOCATION MANAGEMENT COMPANIES

Beswick Relocation Services Contact: Oliver Beswick Tel: +44 (0) 1477 533 533 Email: enquire@brsuk.com Website: www.beswickrelocationservices.com Area: National and International .............................................................................

Cartus Contact: Nigel Passingham Tel: 0800 018 3880 Email: deliveringmoreemea@cartus.com Website: www.cartus.com Area: National & International .............................................................................

Connells Relocation Services Contact: Tim Rose Tel: +44 (0)1635 271271 Email: tim.rose@connells.co.uk Website: www.connellsrelocation.co.uk Area: National .............................................................................

PhoenixARC Contact: Sally Kelly Tel: +44 (0)1256 817888 Email: sally.kelly@phoenixarc.com Website: www.phoenixarc.com Area: Global

Re:locate DIRECTORY

RELOCATION SOFTWARE

SCHOOLS

BridgeStreet Worldwide

MoveAssist International

ACS International Schools

Contact: Jo Layton

Contact: Saloua Smyth

Contact: Fergus Rose

Tel: +44 (0)20 7 313 2861

Tel: +44 (0)1462 452186

Tel: +44 (0)1932 867251

Email: jo.layton@bridgestreet.com

Email: saloua@moveassist.com

Email: frose@acs-england.co.uk

Website: www.bridgestreet.co.uk

Website: www.moveassist.com

Website: www.acs-england.co.uk

Area: Worldwide

Area: Global

Area: London & the South East

.............................................................................

Deep Blue Apartments

International School of London

Contact: Sherry Humphreys/

REMOVALS AND STORAGE

Contact: Yoel Gordon

Rosie McDonald

Bishop’s Move

Tel: +44 (0)20 8 992 5823

Contact: Richard Hohler

Email: mail@islondon.com

Tel: 0800 616 425

Website: www.islondon.com

Email: corporate@bishopsmove.com

Area: London

Website: www.bishopsmove.com

.............................................................................

Area: National

Area: Global

.............................................................................

International School of London in Surrey

Britannia Movers International

Contact: Marco Damhuis

Contact: Nick Chaffaut

Contact: Gavin McCarthy

Tel: +44 (0) 1483 750409

Tel: +44 (0) 845 226 0232

Email: mail@islsurrey.com

Email: nick@dreamhouseapartments.com

Website: www.islsurrey.com

Website: www.dreamhouseapartements.com

Area: Surrey

Area: Aberdeen, Edinburgh and Glasgow

Tel: +44 (0)20 8 256 1730 Email: corporate@britannia-movers.co.uk Website: www.britannia-movers.co.uk Area: Worldwide .............................................................................

Cadogan Tate Contact: James Sanderson

.............................................................................

Marymount International School Contact: Chris Hiscock Tel: +44 (0)20 8 949 0571

Tel: 0870 770 0778 Email: relocate@deepblue-apartments.com Website: www.deepblue-apartments.com

Dreamhouse Apartments

.............................................................................

Frasers Hospitality Contact: Virginie Viche

Email: admissions@marymountlondon.com

Tel: +44 (0)20 7 341 5599

Tel: +44 (0)118 989 5518

Website: www.marymountlondon.com

Email: sales.london@frasershospitality.com

Email: j.sanderson@cadogantate.com

Area: London & the South East

Website: www.frasershospitality.com

Website: www.cadogantate.com

.............................................................................

Area: National & International

Area: Global

St. Clare’s, Oxford

.............................................................................

Contact: Richard Gorst

SACO Serviced Apartments Worldwide

F + N Worldwide

Tel: +44 (0) 1865 552031

Contact: Clare Ace

Contact: Paul Fletcher

Email: richard.gorst@stclares.ac.uk

Tel: +44 (0)117 970 6999

Tel: +44 (0) 1476 579210

Website: www.stclares.ac.uk

Email: paul@fnworldwide.com

Area: Oxford and the South East

Website: www.fnworldwide.com

.............................................................................

Area: Worldwide .............................................................................

TASIS (The American School in England)

Harrow Green Global Moving Solutions

Contact: Bronwyn Thorburn-Riseley

Contact: Steve Wilkins

Tel: +44 (0)1932 565252

Tel: +44 (0)1708 892960 Email: international@harrowgreen.com Website: www.hg-gms.com Area: Global .............................................................................

Interdean International Relocation Contact: Rob Lucas

Email: ukadmissions@tasisengland.org Website: www.tasis.com/england Area: West London & Surrey

Email: clareace@sacoapartments.co.uk Website: www.sacoapartments.co.uk Area: National & Worldwide SPOUSAL ASSISTANCE/CAREERS

Proﬁle Locations Contact: Fiona Murchie Tel: +44 (0)1892 891334 Email: careers@proﬁlelocations.co.uk

SERVICED APARTMENTS

Website: www.proﬁlelocations.co.uk Area: National & International

Apartment Service

.............................................................................

Contact: Melanie Degand

Tel: +44 (0)20 8 961 4141

Tel: +44 (0) 20 8 944 1444

Email: rob.lucas@interdean.com

TO ADVERTISE HERE

Email: melanied@apartement.co.uk

Website: www.interdean.com

Website: www.apartmentservice.com

Area: Worldwide

PLEASE CALL

Area: UK and Worldwide

.............................................................................

UTS Bournes

Ascott International

Contact: Wesley Bourne

Contact: Sylvie Cartiser

Tel: +44 (0)1797 228000

Tel: +44 (0)203 119 3400

Email: wesleybourne@uts-bournes.co.uk

Email: Sylvie.cartiser@the-ascott.com

Website: www.bournes-uts.co.uk

Website: www.the-ascott.com

Area: Global

Area: UK

BARRIE BARRADELL

01892 891334 winter 2009/10 re:locate

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