Re:locate THE MAGAZINE FOR HR & RELOCATION PROFESSIONALS Spring Issue 2011
www.relocatemagazine.com
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Spring in the step for Europe?
Where companies are sending their assignees, and why
Olympics impact Planning for accommodation needs
Avoid the risks Business travel and commuters
IB: the way forward? Education options
This issue is sponsored by:
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SPRING 2011
CONTENTS :
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CONTENTS 4
Re:editor’s letter Fiona Murchie looks at what’s in store this issue.
Immigration
6 Re:news & views Key industry happenings, personalities and comment. 8 Re:hot topic Managing business travellers and cross-border commuters. 10 Re:serviced accommodation Developments and trends.
Europe
18 Re:immigration An update on changes to Tier 2 of the Points Based System. 20
Re:international Local and global approaches to rewarding performance.
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Re:finance How planning ahead can make life easier for expatriates.
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Re:Europe Where companies are sending their assignees, and why.
Finance
40 Re:trends Experts offer their relocation predictions. 42
Re:awards Announcing our special guest speaker for the 2010/11 Re:locate Awards.
44 Re:relocation industry Celebrating 25 years of the ARP. 45 Re:education The latest on the IB as an option for relocating families.
Europe
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SPRING 2011
“Book your
TheTeam Managing Editor: Fiona Murchie editorial@relocatemagazine.com
tickets for the Gala Awards Dinner on 12 May! ”
Design & Photography: Andy Newson info@andrewnewson.co.uk Sub Editor: Louise Whitson Advertising: Garry Tester garry@relocatemagazine.com ads@relocatemagazine.com
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www.smartmoverelocate.com
T
his bumper spring issue has a special focus on Europe. We review the economic climate across the region and provide practical tips from those operating in individual countries on how to manage international assignments. You will find more information, plus news and views, by country on our website. We continue our step-by-step guidance on managing international relocation and avoiding the risks associated with doing business internationally. In this issue, we look at business travellers and commuters. We’ll cover short-term and longterm assignments in features throughout the year and via supporting streams on the website. This practical approach, combined with www.smartmoverelocate.com, your trusted source for employees and their families, will cover all the bases, whether you’re new to relocation or a seasoned professional wanting to keep up with trends. Serviced accommodation is the ideal solution for business travellers and commuters, project teams, short-term assignments and domestic movers wanting a stop-gap property solution. We examine the developments in this fast-growing sector, and, with help from industry figures, look at the potential impact of the Olympics on corporate bookings for 2012. We have plenty of specialist advice to keep you on track throughout 2011, with expert opinon on rewarding performance, the insiders’ view of relocation, an update on UK immigration, and a review of the IB as an education option for relocating parents. The Re:locate Awards have grown tremendously this year, with a huge increase in entries over our ten categories. The shortlists for most of the categories are announced in this issue, with more to be revealed in due course via the website and Re:locate Extra. Book your tickets now for our fabulous Gala Awards Dinner (12 May) with keynote speaker and host Baroness Benjamin, during which we’ll launch ‘Making a difference’, our new charity initiative. Enjoy the spring sunshine when you can, catch up with us at conferences and exhibitions and keep us informed of your views by emailing editorial@relocatemagazine.com Fiona Murchie Managing Editor
Coming in the SUMMER 2011 issue of Re:locate magazine • AWARDS SPECIAL
Our winners – and the stories behind their success
© 2011. 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.
• COUNTRY PROFILE
The latest on the Asia-Pacific region
• HEALTH AND SECURITY Issues for international assignees
Global Employee Banking
Internationally mobile Arranging banking facilities for your relocating international employees has never been more straightforward. Our dedicated Global Employee Banking team can really make it easy. We can even have accounts open before your employees arrive in the country.
That’s one thing off your list Helpful Banking Contact us to find out more about how we can help Call us on +44 (0) 1245 355628 quoting NWRL or visit www.natwestglobal.com National Westminster Bank Plc. Registered in England No. 929027. 135 Bishopsgate, London, EC2M 3UR. National Westminster Bank Plc. is authorised and regulated by the Financial Service Authority. Calls may be recorded. N3779 (02/08)
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: NEWS & VIEWS
SPRING 2011
INDUSTRY NEWS & VIEWS If you have news and views that you’d like to see aired on these pages, contact us at editorial@relocatemagazine.com
CELEBRITY to host Re:locate Awards
BRITANNIA celebrates 30 years One of the biggest names in the industry, Britannia Movers International, has just turned 30. Britannia began in 1981 as a small cooperative group of 14 companies. In a relatively short time, it has grown to become one of the largest moving groups in Europe, with over 40 UK offices and five overseas locations. While international shipping continues to be the lifeblood of the company, Britannia has diversified into other spheres and built a reputation in commercial and corporate moving, as well as a wide range of storage services. It has also opened its doors to trade operations, and continues to forge partnerships with organisations in the moving industry, both at home and abroad. Britannia’s annual conference, to be held in June, will allow employees of the company, past and present, and its wider family of overseas agents, to get together and celebrate.
NEW SCHEME helps relocatees donate unwanted goods to charity With preparations for the 2010/11 Gala Awards Dinner well underway, we’re thrilled to announce that our guest speaker for this, the highlight of the relocation calendar, will be Floella Benjamin, now Baroness Benjamin, distinguished broadcaster, actress, writer, cultural ambassador for the London 2012 Olympic Games, and international children’s campaigner. Baroness Benjamin is an inspiring – and very entertaining – speaker, and we look forward to having her with us. For more Re:locate Awards news, including details of our brand-new charity initiative and how to book your places for the Gala Awards Dinner, turn to page 42.
SMITH STONE WALTERS opens Hong Kong office Immigration specialist Smith Stone Walters has opened an office in Hong Kong, to provide UK immigration support to its clients in the Asia Pacific region. “We are delighted to further enhance our UK immigration offering and raise the bar in client service,” said director James Walters. “The office will be staffed with UK immigration experts, who will be dedicated to helping our clients’ assignees transferring to the UK from the AsiaPacific region.” For an update on UK immigration, see p18.
The British Red Cross and Oceanair International have got together to increase the flow of much-needed charity shop stock donations while providing expats on the move with an easy way of passing on their unwanted personal and household effects to charity. On the day of their move with Oceanair, the packing crew will collect unwanted items and deliver them to the British Red Cross, free of charge. For information about the scheme, see www.oceanairinternational.com
SUMMER SCHOOLS: a boon for relocating families Summer schools can be a very effective way of easing the transition for relocating families, helping children to settle in their new surroundings and giving parents an opportunity to find their feet and make new contacts. Places at the most sought-after summer schools sell fast, so advise your relocatees to apply as soon as possible. For information on the variety of options available, see our summer schools feature in the Education section of www.relocatemagazine.com
Expatriate Management and Global Mobility Conference 2011 Thursday 9th June 2011, Central London
Programme Highlights: •
Link cross border assignments with talent programmes
•
Match global mobility policies with business needs
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Measure business benefits vs. cost
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Monitor assignees and measuring their impact on the organisation
•
Plan your assignees next steps
•
Examine global tax compliance
•
Understand UK Immigration rules
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Understand Global immigration compliance when moving employees outside of the EU
•
Pay and reward packages for expats and dealing with negative COLA
•
Manage dual careers in cost conscious times
•
Find the right balance between UK and local policies and culture
Aimed at in-house HR professionals responsible for the management and administration of expatriate’s and international employees The Expatriate Management and Global Mobility Forum 2011 will provide, legal updates, best practice case studies and knowledge sharing networking sessions. Attending Expatriate Management and Global Mobility Forum will enable you to manage international talent more effectively and will give you the tools to link global mobility policies to business needs, track assignment costs and assignees progress during and after the assignment. Confirmed speakers: •
Sarah Buttler, Founder, Sarah Buttler Associates
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Peter Reilly, Director HR Research & Consultancy, Institute for Employment Studies
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Caroline Thorley-Farrer, Global Mobility Director, Atos Origin
•
Sophy King, Director, Knowledge Management, Pro-Link Global
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Catherine McMenamin, Global Reward Project Manager, Oxfam
•
Ellen Shipley, Vice President Global Mobility, BT – BT case study
•
Plus more presenters to be announced soon!
Special Offer to Re:locate readers - save 20%* Full programme and online booking at www.symposium-events.co.uk or call the booking hotline +44 (0)20 7231 5100 *Use discount code: HR138relo
Media Partners:
Organised by:
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: HOT TOPIC
SPRING 2011
Business travellers and commuters: managing the risks of cross-border working (part 2) Mobility consultant Sally Lockhart continues our series on the HR risks associated with doing business internationally and offers step-by-step guidance.
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n the Winter 2010/11 issue of Re:locate, we highlighted six kinds of cross-border working. This article will look in more depth at managing three of them, particularly in relation to the risks previously outlined – that is, immigration, tax and social security. 1. Business travel – An employee who travels, usually for a few days, to another country for meetings with clients, suppliers or colleagues, to participate in or lead training, or for any very temporary and ‘non-productive’ activity. 2. Commuter assignment – An assignment that does not involve relocation; the employee continues to be based at home and works for short periods in the assignment location, returning home for a long weekend every two/ four weeks. 3. Cross-border commuter – An employee who lives in one country and travels to work in another every day. Some obvious examples are people who live in France and commute to Geneva (Switzerland), or who travel between southern Malaysia and Singapore, Denmark and Sweden, Belgium and Luxembourg, or Canada and the US. The common thread is that the individual does not relocate; he or she remains living at home. The amount of time spent in each location varies. It might be just a day or two, or it might be every working day for a number of years. And, although the circumstances are different, they carry the same element of risk in the three key areas.
Business travellers The biggest challenge with business travellers is finding out about them, but it is important to do so. Companies use different methods to trace their workforce: ID cards that record the office the person has accessed, reception desk lists, travel agencies, and asking the accounts department for details of those claiming expenses in another currency. The danger with people who travel a lot is that, without realising it, they could become liable to income tax in another country as well as their own, or be working contrary to immigration regulations. Most countries will seek taxes from anyone who is in their country for more than 183 days (including weekends, holidays or other non-work days). This can be any 183 days in their tax year, in a calendar year, or in a rolling 12 months; each country is different. So someone who travels to many different countries will probably be fine; someone who travels to the same place over and over again may not be. And, while 183 days is very common, it is not always the case. For example, employers are required to report to the UK revenue authority anyone who comes to the UK to work; this can be limited to those who stay more than 30 or 60 days. Social security is rarely an issue for business travellers, as they would generally need to spend more than 30 consecutive days in the country to be liable for it. And, outside the EU, which has free movement of labour, most countries allow short business trips without a work permit; however, there is usually a limit on the length of such trips, and on what can
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be undertaken during one. If the visit entails anything other than business meetings, training or conference attendance, a work permit may well be required. Business travellers should keep, and give to you, clear records of where they are and when, so you, or your professional advisers, can monitor whether they might have a tax liability, or need a work permit. Commuter assignments Next, let’s look at commuter assignments. These are often treated as full assignments, but they are different. If such assignments are fairly common, a policy will ensure consistency and fairness. It should include details of, for example, the length of the assignment (two years is a good maximum), the commuting arrangement (weekly, monthly, or whatever), allowances payable, benefits available (for example, accommodation) and, very importantly, who is responsible for any additional income- and social-tax costs. The requirements for immigration are the same here as they would be for any international assignment, so let’s assume this is not an issue. Tax and social security, however, are significant issues for commuter assignments. Because the assignee will be working, almost exclusively, in the host location, income tax is likely to be payable in that jurisdiction. However, as the individual also spends time in the home country, income tax may be due there, too. If tax is payable in both countries, a double tax treaty may exist between them. This means that tax is only paid on the same income in one of the two countries, usually the one in which the work is undertaken. The treaty may be applied retrospectively by refunding tax already paid, meaning that the individual pays tax to two authorities at the same time. Tax equalisation is a good option in these circumstances. The rules are complex, and professional guidance will be needed. Important points to note are: •
•
• • •
Tax paid is refunded via a foreign tax credit, whereby one country accepts that tax has already been paid on the same income somewhere else, and either does not seek to tax it, or refunds tax that has already been paid If host-country tax is lower than the home country’s, the home country will collect the difference between the amount of the foreign tax credit and the home-country liability; the individual does not benefit Based on tax liability, it may be easier for the host payroll to pay the assignee If the assignee has no home-country tax liability, the employer may be expected to meet the host-country tax liability Any work undertaken while in the home country could mean that income tax is due there, too
A commuter assignment should be structured and documented as an assignment, with the individual seconded to an entity in the host country. If there is no host-country entity, the hostcountry tax authorities could determine that the individual is operating as a branch of the home-country employer and seek to tax the company as well as the individual. The rules behind this are even more complicated; expert guidance is essential. If the host country has a social-security scheme, there will also be a social-security obligation. Across Europe and between some other countries, notably including the US, it is possible to apply for a Certificate of
HOT TOPIC :
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Coverage, to allow a worker to remain in their home country’s social-security scheme, with exemption from the hostcountry scheme. Because the assignee remains living in the home country, a multi-state certificate is required. These are generally as easily obtained as those for one country, but it is important to have the correct version. Cross-border commuters Finally, let’s consider the issues affecting cross-border commuters. Employers don’t generally mind if their employees choose to commute across an international border, provided they can get to work each day. However, they may not have considered the financial and other implications. In some locations, the three key concerns – immigration, tax and social security – will arise. In others, where crossborder commuting is common, special arrangements have been made, and these concerns are not relevant. In most cases, the individual will know if anything is needed from an immigration perspective, and will have dealt with this. Because an employee will normally be paid in the country of employment, tax and, where applicable, social security will generally be withheld from pay, in line with procedure in the employment country. This, of course, does not take into account that the individual may have a tax liability in the country of residence and will very likely wish to contribute to social security there. The tax issues will be similar to those of the commuter assignee and will depend on time spent in the two countries. In order to claim social-security benefits – for example, maternity or sick pay – the individual must be resident in the country in which the contributions are made. A multistate certificate of coverage, based on the country of residence, is essential, as is a means to pay the contributions to the correct authority. The contribution rate in the country of residence may be higher than that in the country of employment, and this is, of course, the employee’s responsibility; however, social security also has an employer element, and, if this, too, is higher than in the country of employment, the employee might be asked to fund the excess. Although very few employers have a policy for crossborder workers, it is worth documenting who will be responsible for such additional costs and for ensuring contributions can be paid as required. In summary Because the situation is different in every country, and even in combinations of countries, it is not possible to be specific about what will, and won’t, happen in individual cases. However, the key issues to remember are awareness, income tax and, especially, social security. Be aware of your population, think about, and plan for, the income- and social-tax implications of their circumstances, and make sure the company is compliant and your employees are able to benefit from state-funded benefits schemes. Future articles throughout the year will consider shortand longer-term assignments from a similar perspective. If you want help with, or advice on, your policy, contact our experts at consulting@relocatemagazine.com Follow the streams highlighted on our website for step-by-step guidance on managing international relocation.
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: SERVICED ACCOMMODATION
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Serviced accommodation:
rising to the challenge As the global upturn gets into its stride, the signs are that business travel is on the increase. Fiona Murchie looks at how the serviced apartment industry is meeting the needs of people on the move, and meets some of its key players.
Citadines Prestige Holborn - Covent Garden
At Re:locate, we recognise that the fast-growing serviced accommodation sector is of great importance to companies relocating employees around the UK or sending assignees overseas – particularly as the global economy starts to recover and different parts of the world respond in different ways. Perhaps not surprisingly in our increasingly global environment, a Deloitte poll in 2010 showed that 80 per cent of business travellers expected to take at least as many, if not more, business trips in 2011 as they did in 2010. A growing industry Serviced accommodation is now seen as a real alternative to hotels, with all of the service combined with more flexibility. Final 2010 figures from the Association of Serviced Apartment Providers (ASAP) confirm that demand continued to increase steadily last year. Average overall occupancy for London was 89 per cent for the year overall, up three percentage points on 2009. Quarter 3 delivered the highest occupancy for the year, averaging 94 per cent from July to September. For the rest of the UK, the overall occupancy for 2010 was 76 per cent (up four percentage points on 2009), with Quarter 3 once again proving to be the best-performing quarter, achieving an average occupancy of 81 per cent for July, August and September. Serviced accommodation has claimed to be nationwide, but in reality there are, at present, only around 70 UK locations.
However, the number has increased dramatically since last year. Attending the Business Travellers Show in February, I was encouraged by the regional facilities emerging, which reflect shortages in particular areas. Outside London, Cotels caters for the hub of activity in Milton Keynes and the outlying areas, with major offices for well-known brands, such Argos, Homebase, T Systems and Red Bull Racing. Nearby Northampton has Carlsberg, Coca Cola and Barclaycard, which create more demand. Other recent new openings by ASAP members include properties in Nottingham, Norwich, Salisbury, Farnborough, Bournemouth and Swansea. Roomspace Serviced Apartments has opened new apartments in Windsor, within easy reach of the business parks of Staines and Slough. The M3 and M4 corridors are already well catered for. Scotland has a long history of serviced accommodation, with demand from the oil industry in Aberdeen and the mix of tourism, business and financial-sector needs in Edinburgh and Glasgow, and remains buoyant The regional perspective Don James, of Berkshire Rooms, has a useful regional perspective. He feels that the year has got off to a good start despite the doom and gloom about the economy in the press. Like many serviced accommodation providers, Don James is very positive about the year ahead, which should build on the momentum started last year. He is one of the few
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providers offering houses, and these are obviously ideal for relocating families moving to East Berkshire, perhaps looking for a stopgap until they find a long-term property to rent or buy. Don James observes that families are relocating in increasing numbers, and this activity suggests that the larger corporate companies that populate the UK’s Silicon Valley, in the M3 and M4 corridor, are moving their workforces around more readily. He feels that both the corporate clients and their employees are more enlightened about the differences between hotels and serviced accommodation and see using them as a positive way of controlling costs and reducing discretionary spend. Now, when he speaks to potential new clients, “the door is open”, because more people are aware of serviced apartments. They understand better that the benefits are not just about price but also about morale and motivation for employees and their families. Worldwide growth Serviced accommodation is taking off across the globe and moving into emerging markets, providing what it does best for project teams and the subsequent flow of business travellers and expatriates. These are exciting times for those with the experience and capital behind them to break into new markets and expand globally. Singapore-based The Ascott Limited is the largest owneroperator, with more than 27,000 serviced accommodations, including 5,000 under development in key cities throughout Asia-Pacific, Europe and the Gulf region. Its three brands, Ascott, Citadines and Somerset, can be found in 60 cities
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across 20 countries. New serviced apartments are due to open between 2011 and 2013 in key locations worldwide, many of them in the BRICs countries. There are seven new properties in China (including Beijing and Shanghai), and five in India (including Hyderabad and Chennai). Other locations include Melbourne, in Australia, Kyoto, in Japan, Kuala Lumpur, in Malaysia, and Jakarta, in Indonesia. Strong in Europe, Ascott is transforming its Citadines apartments with a major programme of refurbishment. In London, the Holborn-Covent Garden apartments have been stylishly renovated to meet the needs of time-pressed executives and the central-London leisure market, and the Trafalgar Square apartments will follow this year, together with two of the 16 Paris properties. The refurbishment programme will continue in Brussels and other French cities. Flexibility – and knowing what you’re getting It is important that corporate users know exactly what level of accommodation they are purchasing. Serviced accommodation can range from basic to luxurious, with everything in between. The model of servicing the core needs of the business traveller first, and then providing value-added extras, is an increasingly popular one, enabling serviced accommodation providers to offer everyone what they want. Savvy business travellers and assignees want hotel standards with home-from-home comforts that reflect their business and personal lifestyle preferences. Providers are now offering a worldwide brand that will appeal to corporate users across the globe, and want their customers to request their product not only in the UK and the US but wherever they may travel to.
Experience Global Apartment Living At The Ascott Limited, we offer over 25 years award-winning experience of delivering quality serviced residences and apart’hotels in over 70 cities worldwide. Choose from the exclusivity of Ascott The Residence, the vibrancy of a Citadines Apart’hotel or the homely warmth of a Somerset Serviced Residence. Wherever you stay, you’ll benefit from the privacy and space of your own apartment while enjoying the services and convenience of a hotel - perfect for an overnight business trip or longer term stay.
In Europe, choose from 44 locations including six in London: • Ascott Mayfair London • Citadines Prestige South Kensington London* • Citadines Prestige Holborn-Covent Garden London*
• Citadines Trafalgar Square London • Citadines Barbican London • St Marks Apartments
* refurbished in 2010
To book one of our 22,000 apartments worldwide, call +44 203 119 3400 or go online at www.the-ascott.com To discuss your corporate arrangements email london@the-ascott.com
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Service with a smile: BridgeStreet
Clarity and transparency BridgeStreet has decided to grade within its own portfolio. It has three products, with 3*, 4* and 5* ratings. The tiers provide more choice and a distinct price point. For someone buying into the high level, it is very clear exactly what additional benefits and facilities they can expect. The 3* suites offer practical convenience, while the 4* level, where most of BridgeStreet’s apartments sit, offers more comfort and additional services. Accommodation bookers know where they stand, and can manage expectations accordingly. Families and trailing spouses know exactly what they are coming to. Now, BridgeStreet is rolling out its grading system to its entire network, with 90 per cent of properties falling into the good 4* category. This mid-tier product is ideal for relocating employees and a popular choice for HR booking accommodation for their own employees or relocation management companies fulfilling this function for them. “The new branding has made my job so much easier, with clear tiers and clear products,” says Jo Layton, VP of sales and marketing for BridgeStreet’s EMEA region. This is surely the way forward if the industry is to penetrate the potentially huge business market out there. Says Jo Layton, “I adore this industry, and feel lucky to be at the spearhead. This is the first time there has been an
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BridgeStreet Kings Wardrobe Residences
alternative to the hotel, and it is available for everybody. Serviced accommodation is now, and it is exciting and different.” I spoke to George Westwell, of the Cheval Group, which rebranded as Cheval back in June 2010. The company perfectly illustrates what the serviced accommodation industry is now offering and its desire to make its offering more cohesive and develop a strong, recognisable brand across all its properties. Cheval illustrates the growth of the serviced accommodation sector, particularly at the top end of the market. As director George Westwell recalls, 2008 was a record year, 2009 showed a single-figure dip, 2010 was back on track, but the first two months of this year are 11 per cent up on last year. It is interesting how the movement of world travellers can affect a market. George Westwell points out that, this year, Ramadan will be in August, so a lot of Cheval’s Middle Eastern visitors will go back to their home countries. It also remains to be seen how the political situation around the Middle East and the uprisings will affect willingness to travel. Hyde Park’s apartments are in a refurbished traditional building and a traditional style, within easy reach of the Royal Parks and the elite restaurants of Mayfair.
it’s all about people... 0845 055 6352 selectapartments.co.uk CVG 138 Select 186x62 Ad.indd 1
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The apartments, says Katie Kelly, are particularly popular with Japanese business people and American, Russian and Middle Eastern visitors, who appreciate the 24-hour security – a huge bonus in a new city. According to Katie, “It’s all about service. Our brand is traditional elegance, making our guests feel completely at home, but with a touch of luxury. US guests like the environment because it is very much like home.” Hyde Park Apartments can provide stays of up to two years. According to Katie Kelly, 35-40 per cent of occupancies are now longer term – that is, at least a year. Quality assurance The serviced accommodation industry recognises the need to demonstrate quality and best practice to develop and retain the corporate market. First conceived in 2002, ASAP is going from strength to strength, as demonstrated by its growing membership. It now represents most of the main serviced apartment operators in the UK – which, in turn, manage and control more than 7,500 units across the country. Its aims include establishing a set of standards for UK serviced apartments and their operators, auditing members’ performance, and promoting corporate housing and serviced apartments to both corporate buyers of accommodation and agents. Members must have all relevant insurances and sign up to a strict code of professional conduct. The association’s first conference, held in autumn 2010, was oversubscribed, and plans are already in place for a bigger event in 2011.
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ASAP feels it is important to help smaller providers, and is strong on education, also helping with marketing and PR and getting the message out to the press and wider markets. Don James, of Berkshire Rooms, is on ASAP’s Quality Steering Committee, which focuses on standards and best practice. ASAP introduced a quality standard accreditation via VisitBritain that is now the benchmark for current members as they grow and share knowledge and experience with new ones. Ultimately, Don James believes, being part of a respected membership organisation will lead to a higher, consistent level of achievement and standards across the country. In an industry that is growing, with a bright future and the emphasis firmly on service, not just property management, ASAP is aiming to provide leadership as well as education. However, not all the premier players are members of ASAP, believing that their model doesn’t fit with the VisitBritain rating system. Ascott, the largest worldwide provider, is just one of the elite providers with undoubtedly high standards and rigorous quality control and customer service credentials who remain outside the organisation. Tips for choosing serviced accommodation If you are new to finding short-term accommodation, or your normal provider is fully booked, how do you find the right solution for your employee? Try getting personal recommendations from contacts, and find out who the companies you are considering are affiliated with, what accreditations they have, and what associations they belong to. And don’t forget the obvious – read the small print and check the terms and conditions, including the cancellation policy and criteria for getting your deposit back.
Many happy returns! We’re celebrating 30 years of clients coming back time and time again.
We pride ourselves in delivering complete accommodation solutions to suit every client. Experience Matters
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Call: +44 (0) 20 8944 1444 or visit: www.apartmentservice.com
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: SERVICED ACCOMMODATION
Booking and online With the big providers already at around 80 per cent occupancy or higher, how can those new to the concept of serviced accommodation take advantage of it? The obvious answer is to use a booking agency. However, things are, perhaps, not as clear as they might be, as some providers are operators and booking agents. If you go to your favourite operator/agent, they will endeavour to find you compatible property within their network, and they go to great lengths to try and match the quality. If you are time pressed, rather than search all the providers yourself, you can use the services of a specialist booking agency. One of the agents best known to the relocation industry, The Apartment Service, is celebrating 30 years as a specialist agent for fully furnished serviced apartments worldwide. It has grown from small beginnings in 1981, and now has over 525,000 serviced apartments units available on its website, which offers online booking capabilities for thousands of serviced apartment locations around the world at ‘best available’ rates. “We linked our web services into the GDS [global distribution system] several years ago, in order for companies to access the best available or their own negotiated rates. By utilising the GDS connection, we got live product availability, enabling instant reservation confirmations,” says Melanie Degand, director of sales. ”It also means these can be added to any bespoke managed corporate programmes all in one application.” “Booking most serviced apartments is no different from booking hotels, as most are operated by major hotel chains
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or hospitality-focused companies, and are, therefore, easily available to agents and travel management companies in their normal systems,” adds MD Charles McCrow. “Where specialist serviced apartment agents really come into their own is with longer-term stays and in sourcing solutions outside the box, not just booking what is in the system. Many agents just do not have the expertise or capacity required to achieve this.” This point is reinforced by David Smith, of City Apartments, who is also president of ASAP. “Travellers are more self-sufficient in serviced accommodation, and more empowered. Part of our role is expectation management.” He argues that one of the problems with online booking is that you don’t know exactly what you are getting without the human contact. “Accommodation may look good on a website, but when you arrive it may be the size of a broom cupboard and then you can get into a contentious situation. The truth is we’re going to see a swing back to people who want to be looked after.” As City Apartments only deals with companies and carefully manages those relationships, staff know what their availability is for their loyal customers. With occupancy of 98–100 per cent every month, they value the very close relationships they have with their clients and don’t need to place unscheduled volume business. Choosing a booking agent “Most individuals would be able to find a serviced apartment, but a little knowledge can be a dangerous thing, and, to ensure the very best results, the services of a specialist are required,” says Richard Majewski, of booking agent Accommotel, who has been in the industry for many years and is one of the founder members of the Serviced Apartment Bookers Association (SABA). The association brings agents and property providers together, with the aim of encouraging greater communication and trust, thus engendering a better trading environment, which can only be of benefit to the client. It is currently developing Codes of Conduct to protect all parties, which will be represented by the SABA logo. I asked Richard for his advice for corporate clients and relocation professionals on choosing a good booking agency – what to look for and how to check them out. “After the summer, look for the SABA logo,” Richard advises. “Otherwise, there is actually no way of telling or being able to trust by website alone. Contact details with phone number are a good sign, but misrepresentation and fraud are widespread, and clients should gauge according to the availability and responsiveness of the agent. “If you don’t use a reputable booking agent, you could lose the money you paid to book the apartment – and the possibility of staying anywhere, if there is no alternative accommodation available. That means also loss of money on travel expenses and wasted time. “I should add that not only agents but also properties need to be reputable – and that is why it is so important for SABA to bring together both agents and providers to safeguard and benefit the clients.” I was interested to know if booking agents actually look at the properties. How many would a good agent be likely to have seen? Richard assured me that agents are likely to visit most weeks to view new properties and refresh familiarity with
SPRING 2011
others. Owing to the growth of the London market, it is difficult to see all properties, but perhaps 70 per cent would be expected. This is a good point to probe when you are developing a relationship with an agent. It is well worth doing, because searching can be a time-consuming business, and, as another SABA founder member, Alex Wood, puts it, “ You need total confidence in your supplier and your booker to ensure the wellbeing of
SERVICED ACCOMMODATION :
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the employee and the overall success of the relocation or business trip. Make sure you are dealing with reliable and dependable people who are able to handle queries quickly and efficiently.� See page 16 for information on finding accommodation in London during the 2012 Olympics.
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: SERVICED ACCOMMODATION
Finding accommodation in London during the Olympics With tickets for the London 2012 Olympics now on sale, it is time to think seriously about how the Olympics will impact on finding accommodation for assignees over the summer of 2012. The opening ceremony will take place on 27 July and the closing ceremony 16 days later, on 12 August. Taking into account the build-up in the weeks beforehand, as well as the numbers of people who will be staying on to enjoy tourist and cultural attractions in the capital and further afield, the disruption could last for weeks, or even months. And the Paralympics, which run from 29 August to 9 September, will also impact on the short-term property picture. The solution is to plan ahead now and work with your suppliers to ensure your corporate needs are met. If you haven’t already started to communicate with your business and project teams about their requirements for 2012, it is time to start managing expectations and planning with military precision. You will have to consider: • • •
What is the normal volume of inbound assignees over the summer months, and how can you manage numbers for 2012? Can dates be shifted, and projects staggered, to accommodate the Olympics factor? Do budgets need to be revised to take account of potentially inflated prices?
Tips for planning • • • • •
Decide on your policy and stick to it Be prepared for unscheduled business trips and shortterm assignments, and have procedures in place to deal with them Define the rules for accompanying spouses and children, and make them transparent Allow extra time for visas Plan and book travel arrangements well ahead
SPRING 2011
How the providers are responding BridgeStreet is working with the London Organising Committee of the Olympic Games (LOCOG). It has a very small allocation, but has been supporting travel across the UK in the two years leading up to the games. The company sees the relationships it has built up over the last ten years, rather than the Olympics – a temporary phenomenon – as being of paramount importance, seeking to protect its ongoing relationships with clients and its corporate rate. In September and October 2011, BridgeStreet will review demand for corporate clients by looking at the volume over 2010 and 2011. It hopes to supply the same number of apartments during the Olympics period. Jo Layton feels the pressure will be eased because some of the company’s usual clients – such as groups, graduates and interns – will not come to London over summer 2012, but will go instead to Asia, Hong Kong or New York. Like BridgeStreet, Cheval feels its corporate market is for the longer term. Says George Westwell, “We have not gone the LOCOG route, as it was not commercially viable for us. Other providers have committed accommodation to the Olympics at agreed prices, but we felt we couldn’t, because we want to focus on our existing clients and corporate users.” Katie Kelly, of Hyde Park Apartments, advises, “Talk to us as soon as possible to set your dates. It’s important to keep in touch.” Ian Merrick, general manager of Oakwood Serviced Apartments, one of the biggest providers, sees loyalty to existing clients as the priority. Having built up its client base over many years by providing a personal, reliable service with high standards, Oakwood is here for the long term and will manage the weeks over the Olympics period, and during 2012 in general, by working closely with its clients. Also on the ASAP Quality Steering Committee, Ian feels that most established ASAP members will follow the same line and want to look after their customer base. The Summer issue of Re:locate will report on the renting position leading up to and during the Olympics. Keep informed with our monthly online property report and the Serviced Accommodation section of www.relocatemagazine.com. Refer your employees to www.smartmoverelocate.com
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Re:locate
: IMMIGRATION
SPRING 2011
UK immigration: the latest Gill McKearney, of specialist immigration firm Newland Chase, explains the proposed changes to Tier 2 of the UK Points Based System, which take effect on 6 April, and advises employers and migrants on how to deal with them.
A
s part of its ongoing response to the Government’s policy to bring net migration to the UK down to the ‘tens of thousands’ by the end of this Parliament in 2015, the Home Office has released proposals for changes to be made to the Immigration Rules relating to Tier 2 of the Points Based System, effective 6 April 2011. This statement will be placed before Parliament in mid March, and we can expect more detailed guidance during that period. We discuss the proposals in detail in this article. The tone of the statement underpins current Government policy on migration, namely, to reduce net migration and protect economic growth, to select only the best and brightest to work and study in the UK, to bear down on abuse, and to break the link between temporary work and study in the UK and settlement. Who is affected by the 20,700 limit? As announced late last year, there will be a limit of 20,700 on the Tier 2 (General) category in the year commencing
6 April 2011. The limit applies to those applying for entry clearance under Tier 2, except for those earning £150,000 or more. Those applying in country, either to extend their stay under Tier 2 or as a work permit holder, or to switch from a different category of stay into Tier 2, are not subject to the limit. How can an employer obtain a Certificate of Sponsorship? Certificates of Sponsorship (CoS) issued for applications which come under the 20,700 limit (that is, Tier 2 entry clearance applications) will be known as ‘restricted’. CoS for applications which fall outside the limit will be known as ‘unrestricted’. Sponsors will continue to be able to apply for additional unrestricted CoS during the financial year in the same way as they currently do. Where the application falls outside the limit and the CoS is ‘restricted’, the sponsor will need to request a certificate for the specific role.
SPRING 2011
The UK Border Agency (UKBA) will consider applications on a monthly basis. The 20,700 limit will be divided over 12 months, with the greatest allocation, of 4,200 places, for the first month and 1,500 for the remaining months. Where the monthly limit is oversubscribed, UKBA will consider applications according to points criteria. Those with jobs on the Shortage Occupation List will be granted their applications first, followed by those with jobs at PhD level. The remaining applications will be prioritised according to those with the highest salary. In the event that there are a number of applications scoring an equal number of points, UKBA will approve all these applications, where this would not cause the monthly limit to be exceeded by more than 100. The monthly allocation for the following month will then be reduced accordingly. Therefore, if June’s allocation of 1,500 is exceeded by 70 CoS, July’s allocation will be reduced from 1,500 to 1,430. Where granting all the applications scoring an equal number of points would mean that the monthly limit would be exceeded by more than 100, all those applications will be refused. Instead, the balance of the monthly allocation will be carried over to the next monthly allocation. If an employer’s application is unsuccessful, they will have to reapply, and their application will not automatically be rolled forward to the next month. In the not-unlikely event that the monthly limits are oversubscribed, there is a risk that employers will be left in great uncertainty regarding their recruitment plans whilst they are required to reapply. Employers should ensure that all the criteria are met before submitting an application for a CoS. Further, they should not submit the application too early, as they will need to assign the CoS within three months of its being allocated. If the employer finds that the CoS is continually refused, they should monitor the situation and keep their legal adviser informed of progress, in case there may be any grounds for challenging any refusal. Stricter skills levels and English-language competency requirements – what are they, and to whom do they apply? These stricter requirements apply to all Tier 2 applications. Only applicants whose job is included on the Graduate Occupation List, and whose job is, therefore, considered to be at graduate level, can apply under Tier 2. All applicants under Tier 2 will need to show intermediate English-language competence, rather than the basic level previously required. Intra-company transfers (ICTs) seeking to extend their stay beyond three years will only have to show English language at A1 level. How will the changes affect ICT applicants? Those on intra-company transfers paid between £24,000 and £40,000 will only be granted leave for up to 12 months, after which they will not be able to reapply for further leave as an ICT until 12 months after their last leave as an ICT has expired. Those paid more than £40,000 may not extend their leave beyond five years and may not reapply as an ICT until 12 months after their last leave as an ICT has expired. Crucially, those under ICT visas will not be able to switch into Tier 2 (General) from 6 April. This, like all the other changes in this section, does not apply to ICTs already in the
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UK before 6 April 2011. There is great concern that ICTs key to the operation of their company will now be excluded or limited to 12 months’ employment in the UK purely on the basis of their salary. What if I am already in the UK as a Tier 1 or Tier 2 migrant – how will this affect me? Those with existing leave under Tier 1 (General) and the Highly Skilled Migrant Programme (HSMP) may continue to extend their leave under Tier 1 (General). Those in any other categories, including Tier 1 (PostStudy Work) and students, will not be permitted to switch into Tier 1 (General) after 6 April 2011. It is clear that industry held more influence in the Government’s consultation process, as, essentially, all workers in the UK will be required to have a job offer, except from those deemed ‘exceptionally talented’, investors and entrepreneurs. The changes will not apply to those already in the UK as Tier 2 or work permit holders or Tier 2 ICTs. Those already in the Tier 2 ICT category may continue to apply for extensions of stay beyond five years and to qualify for settlement after five years’ leave in that category. What changes will be made to settlement? As of 6 April 2011, there will be a new income requirement for Tier 1 (General), Tier 2 (General) and work permit holders applying for settlement. They will be required to show that their income is the same as, or higher than, when they were last granted leave. Tier 1 (General) migrants will be required to score points against the same criteria as in their last application. Tier 2 (General) and work permit migrants will need to be paid the appropriate salary for their occupation, as set out in the relevant Code of Practice. The criminality threshold will be brought in line with that for citizenship applications. All migrants will need to be free of unspent convictions when applying for settlement. This seems unduly strict, as it would include minor driving offences that have resulted in a fine. Advice to sponsors and migrants We strongly advise that all applications for migrant workers are completed before 5 April 2011, to avoid the restrictions due to come into place after that date. The main points for employers to take away from the new rules are that most employers will be granted the allocations for new hires, provided they meet the criteria. The system is likely to operate similarly to the old-style work permits, whereby permission to employ must be sought before a certificate can be allocated. The advice to migrants currently in the UK under Tier 1 or Tier 2 is that they are unlikely to have to meet the new requirements. If they wish to apply for settlement in the longer term, they should consider whether the new requirements may pose a potential problem for them. If so, they may wish to consult an immigration adviser, to consider all their options for settlement. www.newlandchase.com For the latest immigration news and articles, see the Immigration & Visas and new Europe sections of www.relocatemagazine.com, and sign up for Re:locate Extra, our monthly e-newsletter.
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: INTERNATIONAL
SPRING 2011
Rewarding performance in an international environment Rewarding performance is a challenge in a domestic setting but can present an even greater conundrum in an international one. Sue Shortland explores the tensions between local and global approaches in the management of performance.
G
iven the economic climate, the quickening pace of globalisation, mergers and acquisitions and the emphasis on competition, reward and performance management are changing. People are working harder than ever before as the squeeze to increase productivity, while cutting costs, increases. The mantra of performance management is strengthening. Yet the time-honoured problems of how to link performance to pay, and of minimising the global/local tensions in rewarding performance across a worldwide spread of operations, remain at the forefront. Benchmarking Organisations with international operations need to consider how best to reward local staff and those with global responsibility (with or without global mobility) in such a way as to enhance and sustain motivation, engagement and commitment from all employees while rewarding performance in an equitable and transparent manner. This presents a number of tensions that need to be addressed. As every organisation will have its own ways of working and rewarding employees, there can be no one-size-fits-all solution; nevertheless, certain considerations should be taken into account when drawing up a policy to address performance management and associated reward criteria. It can be helpful to benchmark practice with other organisations in the same, or similar, industries and/ or locations/regions. However, it is important to adapt any potentially helpful practices to suit the organisation concerned. In essence, in designing (or adapting) a reward/ performance policy, it is critical to ensure that it will support the organisation’s business strategy across the world and be of a suitable organisational cultural fit. It must also provide a balance between cost control and employee engagement. Global, local or glocal? One of the first considerations to take into account is the degree of global-versus-local emphasis that is maintained within the organisation. To what degree do the organisation’s subsidiaries act as independent entities (a very local approach) or as interdependent operations (a more global one)? Combined with these approaches is the degree of centralisation and decentralisation with respect to policy and practice. So, for example, in an organisation which is strongly decentralised, with independent subsidiaries, a local approach to reward and performance management is likely. At the other extreme, a
highly centralised and interdependent organisational stance will result in a global approach. Care needs to be taken at these extremes. For instance, a highly globalised approach is likely to use similar measures for performance measurement and associated reward implementation world wide, taking little account of local practice and sensitivities. This is problematic when particular cultural issues are ignored. For instance, individual performance-related pay (linked closely to individual goals and targets) can work well in individualistic and personalperformance-driven cultures, but is less effective in cultures where group dynamics and norms are prioritised over individual work effort. Locally set reward schemes and performance measures can function effectively where international subsidiaries work in relative isolation from other operations. They are less effective (appearing less equitable) when there are strong interrelationships between subsidiaries all working towards an organisational group goal. Managing this global/local tension is, therefore, critical to success. To address this issue, the starting point is always identifying the strategic context. At this stage of policy design, the business strategy must be identified and aligned with the talent management and reward strategies. If there is a business case for change to the current reward/performance policy, this must be fully developed and articulated. If the performance policy is to be more closely aligned to the global reward model, the key global requirements for performance must be identified, global programmes to address them clarified, any constraints identified and addressed, and worldwide reporting, monitoring and review processes devised. Any cultural considerations should be built in such that the approach to be taken does not end up being so global as to be inappropriate at a local level. If, on the other hand, a more local approach to rewarding performance is to be taken, the framework needed for local adaptation of performance measures must be developed, with the specific way in which the policy will operate at local level identified and any potential consequences clearly articulated, taking into account local regulatory frameworks. Consideration also has to be given to how performance will be rewarded when internationally mobile employees are working in local performance reward rĂŠgimes. Should performance bonuses be aligned with similar performance scores in the home or the host country? If local host-country performance rewards are to be applied, it is critical to consider the potential impact of this practice on expatriates who are relocated abroad on home-based pay systems. (How, for example, will their base salaries be managed in line with
SPRING 2011
INTERNATIONAL :
home-based peers when they return home if any performance rewards received abroad have been consolidated?) Whether the performance reward policy will be global, local or glocal (a mix of both), policies mean little unless they are put into practice. As with any policy design, implementation procedures need to be clarified, local blockages identified and solutions worked through, with global and local approaches aligned, to ensure there is no conflict. It is helpful to consider elements of the policy that might typically be considered as being addressed at global or local level. For example, for top and senior levels of management, job descriptions, grading, reward strategy, base salaries and performance measures/management are likely to be set at the global level. By contrast, for administration and bluecollar workers, a local approach is more likely to be applied to job descriptions and grading, base salaries, salary reviews and performance management. For middle management and professional grades, there is likely to be a greater mix of global and local approaches, depending upon their roles and degree of global involvement. To examine employee engagement and obtain feedback on performance and reward from all levels, a global approach is needed.
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better to sacrifice some degree of precision in linking reward to performance to ensure employee understanding and buy-in. The global/local paradox must also be addressed. Global alignment has to be managed at the very top of the organisation, with buy-in from senior management world wide, so that any policy drawn up is not undermined. However, local buy-in is also of immense importance – particularly in countries where collective bargaining is required. In order to determine the rewards that are aligned to performance measures at a global/local level, it is critical to ensure that data systems are managed effectively, and that data used are robust. Any HR involvement in determining the pool of financials for distribution must accord with budgets and reporting used by finance departments. In essence, you cannot promise money that is not in the pot! Another key issue is communication. It is critical that, if performance management and associated reward processes are to work effectively and achieve their objectives, even simple messages may have to be communicated and re-communicated several times via different and reinforcing media. Altering performance and reward mechanisms can prove difficult, as, typically, there is resistance to change and employees may not be willing to accept adapted systems. It is worth considering the introduction of new performance measures and associated rewards, rather than tinkering with existing schemes. Any policy must fulfil the requirements of attraction, motivation and retention of talent. There will not be a perfect solution, but there can still be efficient and effective ones. A planned, strategic course of action is required to ensure that employees receive rewards commensurate with their performance, be that at an individual and/or a team/group level, in an equitable manner around the world.
Tips for success An important starting point is to ensure that any reward and performance management policy is simply and clearly written. Reward aims to motivate – it cannot do so if employees find the performance-management process so complex as to be incomprehensible. Any performance rewards received must also not be so over-engineered, in terms of their complexity, that the message that links pay to performance is lost. It may be
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Re:locate
: FINANCE
SPRING 2011
Making banking easier for international assignees Corporate employees coming to the UK need all the assistance they can get to settle in their new country. Neil Barsby, head of NatWest Global Employee Banking, explains how his company can help.
W
e know that international assignees often need to hit the ground running. The quicker they settle in the UK, the sooner they can focus fully on their new role. For many HR professionals and relocation agents, that means not just helping with visas and work permits, but also arranging accommodation and schools, putting assignees in touch with healthcare professionals, and even assisting them with buying a car or learning a language. Research carried out by Opinium on behalf of NatWest Global Employee Banking* tells us that, in many cases, a vital building block of the relocation package – the early opening of a UK bank account – is being left until the last minute. The bank account should be the cornerstone of the relocation strategy. If it is not up and running by the time they arrive, employees coming into the UK, ‘inpats’, may be unable to deal with many of the most pressing priorities they face. Our survey sought the view of HR professionals and relocation agents about the needs of people coming to the UK to work. 93 per cent said accommodation was a key priority, with 62 per cent indicating schooling and 45 per cent healthcare as concerns for workers arriving in the UK. Arranging banking was only seen as a priority by 33 per cent, even though, without a functioning UK bank account, it is difficult, verging on impossible, to deal with those issues perceived as being more important.
Encourage your assignees to set up a bank account before they arrive, and your overseas worker’s transition towards becoming a fully functioning member of the UK workforce will happen more easily. Arranging for payment of property rentals, utility bills, home and car insurance, school fees and private healthcare will be considerably more straightforward for them if they think ahead and arrange their banking before they leave their home country. Our research tells us that one of the key reasons why HR professionals and relocation agents do not encourage the arrangement of a bank account for their assignees sooner is a lack of understanding of how easy it is to open an account before the assignee has left their home country. Of those surveyed, 53 per cent did not see opening a bank account as a priority, and thought this could be more easily arranged once they had moved to the UK. Catch 22 Many inpats who walk into a high-street bank in the UK to open an account will find themselves in a catch-22 situation. High-street banks’ UK branches are not generally set up to take on overseas clients with ease, and, whilst inpats will be able to satisfy the ID check with a passport or a driving licence, many may struggle to provide some form of proof of address, such as a utility bill, which the inpat is not likely to be able to provide for some time.
SPRING 2011
Fortunately, there are services that help meet the relocation challenges faced by foreign workers coming to the UK. With 17 years of experience, NatWest Global Employee Banking offers a dedicated fast-track service that enables corporate employees coming to Britain to establish accounts with a leading-brand bank before they leave their home country. Free to both employers and employees, the service has helped 45,000 inpats relocating to the UK in the last five years alone. We understand that the skills gap is the main reason why talent is sourced from overseas – 59 per cent of those surveyed told us so. We also know that IT, consultancy, financial services, general management, accountancy and law are the key sectors for inpat recruitment at present. Our research shows that there is an increase in staff of a higher level being brought over to the UK from overseas, with 40 per cent of respondents saying executives are in greater demand, more than double the 19 per cent when we carried out the same research a year ago. What’s more, this rise in the type of staff being brought here has seen the average salary for international assignees increase, averaging £53,000 this year, compared with £39,000 last year. Owing to the increase in executive-level individuals moving, there is a likelihood that the inpat may have more complex financial needs, and, as a consequence, will want access to a full range of banking services. The precise needs of individuals can vary widely, and, as such, NatWest offers a variety of onshore and offshore products and services to meet customers’ needs. Offshore – or onshore? Our research suggests that many people believe that offshore accounts can be more expensive than onshore ones, but this is a misconception. Our core Current Plus account, which offers everyday banking, has no monthly account fee and is available to both offshore and onshore customers. For employees looking for more than a basic offshore account, we have our Advantage International account. There is a £12 monthly fee for this account (£6 per month for those with a minimum annual salary of £45,000), which is a UK sterling-based account with many other features, such as links to multi-currency accounts that will allow regular payments to be made abroad for commitments such as properties, bills and payments to dependants. HR professionals and relocation agents should also not deter assignees from opening offshore accounts on account of complexity. You will not be creating any extra work for your payroll department by offering them a choice of an offshore account. Our sterling offshore accounts have a UK clearing system sort code, making payments in and out as simple as with onshore accounts. Our relationship managers can assist assignees with satisfying their more complex financial requirements, perhaps in relation to mortgages or credit cards**, where, for example, a lack of UK credit history can deter some lenders. Another area for inpats to consider is their tax status, rightly identified by 48 per cent of respondents to our survey as a key concern. We would suggest that all customers seek advice from a tax adviser, either provided as part of their move or independently. This will also aid them in deciding the correct bank account requirements to meet their needs.
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Be prepared It goes without saying that a functioning bank account can help employees integrate into the UK far more quickly in their first weeks and months here. Yet one of the negative findings of our research is that 63 per cent of HR professionals and relocation agents leave it until staff arrive before speaking to them about setting up their bank account. We would encourage employees to take advantage of our services before arriving in the UK – and, of course, our dedicated service also works well for those who have recently arrived. We are happy to talk individuals through the paperwork over the telephone, and, for companies within the Central London area, we will arrange a visit to assist with the application process. Setting up a new life in a new country is exciting, but even the most focused person will be distracted by the challenges it presents. Setting up a bank account ahead of arrival is the foundation upon which many other services are based. *NatWest Global Employee Banking research conducted by Opinium Research Ltd between 10 and 25 February 2011.120 interviews conducted with senior HR professionals and relocation agents working with inpats. ** Products and services offered subject to criteria.
To find out more about the service NatWest offers, please contact: Neil Barsby Head of NatWest Global Employee Banking Eastwood House, Glebe Road Chelmsford, Essex CM1 1RS Tel + 44 (0) 1245 355628 Fax + 44 (0) 1245 490627 Email employee@natwestglobal.com www.natwestglobal.com
The Global Employee Banking service is offered by National Westminster Bank plc. Registered in England Bo.929027, 135 Bishopsgate, London EC2M 3UR. National Westminster Bank Plc is authorised and regulated by the Financial Services Authority. The International Personal Banking service is offered by The Royal Bank of Scotland International Limited trading as NatWest (NatWest). Registered Office: P.O. Box 64, Royal Bank House, 71 Bath Street, St Helier, Jersey JE4 8PJ. Regulated by the Jersey Financial Services Commission. Business address: PO Box 11, 16 Library Place, St Helier, Jersey JE4 8NH.
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: EUROPE – OVERVIEW
SPRING 2011
Relocation in Europe: business as usual – or a new reality? The financial crisis of autumn 2008 took its toll on Europe, as elsewhere in the developed economies. For some of Europe’s nations, the effects are still very much being felt, while, for others, the recovery is well underway. In relocation terms, the events appear to be hastening the game-changing trends that were taking off as the crunch took hold, leading to maturing markets and exciting times for Europe’s relocation sector. Ruth Holmes reports.
T
he ease of moving people and doing business across the European Union’s (EU) 27 nation states is a core feature and one of the EU’s founding principles. Its central edict of the free movement of labour and goods has meant that it is about as complex to move people from, for example, “London to Aberdeen as it is to move them from London to Budapest,” says Mario Amato, UK MD of worldwide removals company AGS Four Winds. And, with a consumer market of 495 million inhabitants, the EU might be the world’s second-smallest continent, but it has the world’s third-largest population after China and India, and is, therefore, an attractive place in which to invest and do business.
Stretching from Portugal, on the Atlantic coast, in the west, to Poland, in the east, on Russia’s hinterlands, the EU is home to the mature developed economies of the UK, France, Germany, Benelux, Switzerland and Scandinavia, where world-leading global companies are key features of their economic prowess. Norway and Switzerland might not be EU member states, but they are, nevertheless, important European economies. Practices in international companies provide an insight into the future of global-mobility practices and markets. The movement of people beyond Europe’s boundaries, to the USA – still a major destination – and the emerging economies of China and India, as well as Russia and China, the Middle
Take a fresh look. At Citadines Apart’hotels, we offer cleverly configured spaces and a variety of services so you can choose the stay experience that suits you, delivering the privacy of your own apartment while enjoying the convenience of a hotel. In 2011 we continue the refurbishment of some properties in Europe and the launch of Citadines Prestige in Paris, taking the Apart’hotel concept to the next level by offering a new contemporary design, comfortable beds, WiFi and daily housekeeping service as standard. With Citadines, choose from 36 locations in France & Germany or from over 60 locations worldwide from London and Shanghai to Brussels and Melbourne – you’re sure to find a convenient location for your needs. Stay with us overnight, for a weekend break or on an extended business trip – the choice is yours.
For more information or to book your Citadines apartment, visit www.citadines.com or call +44 203 119 3400 To discuss corporate arrangements email relocate@citadines.com Citadines Apart’hotel is managed by The Ascott Limited - the largest global serviced residence owner-operator in Asia Pacific, Europe and Gulf region. The company manages the Ascott, Citadines and Somerset brands in over 70 cities across more than 20 countries.
Bringing new opportunities within reach. When new places promise new heights for your business, trust Cartus to know the path. Delivering relocation services from globally integrated Cartus offices around the world, we have successfully guided hundreds of organisations and thousands of individuals into markets worldwide—replacing complexity with predictability, and providing a helping hand to everyone your programme touches. For a clear path to your goals, contact Cartus at trustedguidance@cartus.com.
www.cartus.com Primacy Relocation is now a part of Cartus. Š2011 Cartus Corporation. All rights reserved.
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East and Africa, is integral to delivering ongoing consistent growth and shareholder returns in an increasingly competitive environment. New frontiers In addition to Europe’s most developed economies, the relatively recent accession to the EU of the Baltic states of Lithuania, Latvia and Estonia and the Eastern European nations of Slovenia, the Slovak Republic, Hungary and the Czech Republic has created new opportunities for businesses of all sizes and sectors in Europe. Although the trend has waned since the initial interest, there is still a tail of companies that are seeking to locate their operations here. The potential accession states of Croatia, Montenegro, Albania and Turkey will, no doubt, provide similar opportunities for business, relocation specialists and workers. Says Geoff Mills, Netherlands-based MD of Paragon Relocation, “Pre 2008 saw the advent of Central and Eastern Europe as a major destination, as many global companies set up centralised functions in countries such as the Czech Republic, Hungary and Poland. IT companies led the way, with SAP (Czech Republic) and IBM (Hungary) moving back-office functions to these low-cost, highly educated countries. Companies like Shell (Poland) and IBM (Hungary) also saw their regional decisionmaking functions relocate to these countries as they looked to lower full-time employee costs and reduce overheads of the more expensive western European countries. “Although these locations still remain popular for relocations, we’ve seen a marked decrease in numbers over the last three years. This, in part, has been as a result of the downturn in the global economy but, more so, they have become mature markets, with costs increasing.” A twin-track Europe? For the moment, however, the story in Europe is about how its mature economies have recovered from the 2008–9 recession, during which the EU’s GDP, as a whole, shrank by four percentage points. For 2010, growth in Ireland, Greece, Bulgaria, Romania and Latvia continued to shrink, and growth prospects remain slim for this year as these countries grapple with large government debts, the aftermath of a property bonanza that went bust, and currency instability. Yet for Germany, the Nordic countries, the UK, France and the Benelux region, and some of the accession states, like Slovenia and Slovakia, GDP is growing once more, and companies are coming to terms with these straitened economic times. It is these economies that, in the short to medium term, will continue to generate much of the EU’s GDP growth – and, by continuing to rely on a business model that seeks continually to create cost efficiencies and grow new markets, ultimately convert them to shareholder value. Relocation, relocating? Together, the wider European trends outlined above reinforce the need for HR business partners, companies and the relocation sector as a whole to find ways of responding to this complexity in a consistent way. It is, therefore, interesting to note that Mercer finds that 60 per cent of companies in Europe are undertaking a restructuring of the HR function. With the forecast for continuous change and adaptation to the business environment, it’s likely this figure will remain.
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In these increasingly regulated times with potentially smaller talent pools, global mobility is being used as a key tool for retention, and the HR team, whether inside or outside the organisation, has an important role to play. Now, more than ever, having the right blend of HR partner and relocation support – be it in-house or outsourced, centralised or local – for employees is key. For Mario Amato, the speed and nature of the changes in Europe’s markets mean that, “These are very unusual times. That means that, number one, companies need to survive. Number two is that we need to learn how to dance, and to dance new steps. And number three is that we need to learn quickly and continue to make money. After all, that is why we exist.” With a raft of recent announcements of new office openings and service offerings, including for Paragon, Citadines, Ascott and AGS Four Winds, in one way relocation in Europe post2008 is very much business as usual. It is clear that business in Europe is largely forging ahead and creating more Europecentric practices. The question is, will this be enough to enable the region to match the BRICs on competitiveness? Sources: Pan-European Mobility Challenges 2010 Survey report, Interdean International Relocation, www.interdean.com 2010 Global Mobility Policy & Practices Survey, Cartus, www.cartus.com Global Compensation Trends 2010, Mercer, www.mercer.com
Making the most of your money The financial turmoil in the wake of the banking crisis of 2008 created currency fluctuations as well as a change in the fortunes of currencies like the British pound, which has fallen in purchasing power against the euro. With the cost focus paramount, and employees managing more of their own package, companies and individuals are finding smarter ways of protecting their incomes and purchasing power. Nat Davison, of Personal FX currency advisers, explains how this can be achieved. “Between October and December 2008, GBP/EUR plummeted over 20 per cent, to a low of 1.0200. Whilst the market has recovered a little in the 14 months since, the highs seen prior to the global economic crisis have not been troubled. “As a result, people have had to readjust their expectations when moving funds overseas. Using a foreign exchange specialist enables both employers and employees to take advantage of free, expert guidance. A variety of tools are made available to you. These include the ability to lock in to a rate of exchange up to 12 months in advance, enabling you to budget more accurately. Or you may prefer to place a market order. This is active 24/7, and, should your target price be reached, your currency is automatically purchased. Both options, and more, are designed so that you can make the most of favourable market conditions when they arise.” Read on for key mobility themes in Europe, and don’t miss Sally Lockhart’s article on managing and monitoring crossborder workers, on p8, and the brand new Europe content in the International Destinations section of www.relocatemagazine.com
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Key mobility themes in Europe Restructuring One significant trend since 2008 for relocation in Europe is the withdrawal of overseas staff and group moves as part of wider regional or global restructuring. Such business focus is reflected in statistics from relocation service provider Interdean’s Pan-European Mobility Challenges 2010 Survey report, which show that “cost control is king” among 82 per cent of its 137 respondents, underlining the greater cost-consciousness of companies in a time of tighter budgets and smaller margins. Says Robert Fletcher, UK MD of Interdean, “Companies are getting smarter about money and assignment costs. This is being demonstrated by greater scrutiny of return on investment, and sign-off at much more senior levels than in the past.” At the time of writing, the first results from Interdean’s 2011 Mobility Survey report are coming through. Cost management is now listed by only 59 per cent of respondents as a high priority. However, it still remains the overall highest priority. Of concern for the EU, which is committed to ensuring it remains a key player in the global knowledge economy, is that it is the value-added R&D sector that is starting to be hit, as China and India become increasingly more attractive cost and talent propositions. Anglo-Swedish pharmaceuticals giant AstraZeneca, for example, is undertaking a Europe-wide programme of facility closures and group moves to create smaller business units. American drug-maker Pfizer has also announced closures in the UK. More flexible expat packages For HR practitioners and globally mobile employees in Europe, “Companies used the recession as a moment of divestiture and are taking the opportunity to change the dynamic of support and move to a more empowered package for employees of more money and less support,” explains Robert Fletcher. “Now, employees can make their own decisions about what is important to them, with choices of peripheral services that they can organise themselves. In HR terms, this is playing out in packages that are constantly being aligned and amended.” Greater diversity This greater dynamism in packages and allowances responds well to changes in Europe’s traditional patterns of inbound and outbound assignees. With inbound employees as likely to come from lower-cost-of-living countries as the historical routes, and on potentially lower salaries, the HR function has to continue to be proactive in its support for business strategy by creating packages that provide the right level of benefits so as to be attractive, equitable and affordable. Commuter and extended business travel The need for long-term, more US-centric expat packages is also under pressure from the proximity of Europe’s mature markets to each other and the extensive, and relatively lowcost, travel options that connect them.
The continuing popularity of commuter and extended business travel arrangements is highlighted in Cartus’s 2010 Global Mobility Policy & Practices Survey. It finds that companies are using commuter assignments most in the Europe region, and that the number of companies using them has increased, since 2007, from 42 per cent to 70 per cent among the survey’s respondents. Extended business travel arrangements have seen a similar increase in the number of companies using them, from 33 per cent in 2007 to 41 per cent in 2010. Together, both sets of figures provide a useful comparison for mobility in Europe pre- and post-2008. They also explain the attraction of quality serviced accommodation, both as a stopgap for expats while they organise their own longer-term base and for shorter-term assignments. “Demand in Europe has continued to rise steadily over the past five years, and serviced accommodation is now a mature market in both France and the UK, and is becoming so in Germany,” says Alain Ferracani, VP of sales and marketing for The Ascott Limited. “We are seeing more travellers from the corporate sector choosing serviced residences in preference to hotels for relocation accommodation and short-stay visits, and travellers from the leisure sector are following suit.” Increasing immigration and tax compliance issues However, the greater use of shorter-term arrangements brings its own challenges. Cartus’s 2010 survey report also signalled the danger of the ‘stealth expat’, given the rise in mobility generally across Europe, leading to compliance issues around local tax and immigration laws, and pushing related issues, like work-life balance, up the agenda. An impact of the recession is the harder line taken by governments on regulatory issues, which has resulted in tax and immigration régimes being tightened. “One of the counter-plays to recession and barriers coming down is that we are in a somewhat more restrictive environment post-2008,” says Robert Fletcher, of Interdean. “Countries are aiming to keep jobs for their own people by introducing new caps, which is counter to business needs.” These new limits on the movement of non-EU labour are also focusing businesses on how they are managing and retaining their global talent. This issue again features highly, both anecdotally and in industry surveys such as Mercer’s Global Compensation Trends 2010 report, with resource-planning again moving up the agenda. Keep up with developments in Europe via the International Destinations section of www.relocatemagazine.com
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Mobility in France: vive la différence? The relocation scene in France isn’t all A Year In Provence and second homes for UK owners. Prompted by privatisation and the necessity to create shareholder value, French companies are embracing opportunities for doing business beyond their country’s boundaries, writes Ruth Holmes.
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Adagio City Aparthotel, a large and growing network of 32 aparthotels at the heart of main European cities: Basel, Berlin, Brussels, Monaco, Munich,Paris, Rome, Vienna... From studios to two bedroom apartments, for very short or long term stays, Adagio provides spacious, comfortable, and fully equipped apartments with many optional services and digressive rates. The perfect solution for every business traveller on extended trip or on a long-term relocation. Serviced Accommodation
Paris Relocation Service has provided successful national and international mobility management since 1992. Paris Relocation Service 30 Rue Godot de Mauroy 75009 Paris France Contact: Eva Demichellis T: +33 (0)1 53 30 41 82 E: info@prs.fr W: www.prs.fr
We work closely with HR departments in small and large companies to find the best relocation solutions for each transferee and their families. Our friendly team of multilingual consultants assist in all the aspects of the move. We are professional, devoted and we care. Relocation Management
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I
t might come as a surprise to learn that the traditionally conservative world of French business currently has the strongest aspirations to achieving a greater global reach of any European nation. Yet this is the finding from the latest Pan-European Mobility Challenges 2010 Survey report published by Interdean. Of French participants in the survey, 57 per cent said that they were likely to enter new markets in the next 12 months – way ahead of the UK and Ireland, which ranked second on this measure, at 30 per cent. Such bullishness around international expansion can be traced back to the mid 1980s and the Chirac governmentinitiated programme of privatisation, which continues to the present day. Household names like Saint-Gobain, Paribas, Crédit Commercial de France, Compagnie Générale d’Electricité and Société Générale were sold off as government assets in the first wave in 1986–87. The policy injected in privatised companies the new objective of propagating and growing shareholder value, not least by seeking out new markets. Twenty years on, and with many French companies now owned by owners of nonFrench companies, business culture has adapted to keep pace, changing its DNA in the process. The outcome is a more international outlook that arguably owes a touch more to the USA’s unofficial motto “one from many” than to France’s “liberty, equality, fraternity”. Outsourcing and centralising management? Such strategic exercises aside, one constant is that Paris remains the business location of choice for firms with a French presence. It is the European home of many international companies’ headquarters for the EMEA region, principally because it is regarded as close to the heart of the European Union (EU), politically, culturally and geographically. “France remains strategically important to companies. Paris is seen as an important location to be present in, based on aligning with their existing clients, prospecting for new business and global brand recognition,” says Geoff Mills, MD of Paragon Relocation. Alcatel-Lucent, the self-proclaimed “world’s first truly global communications solutions provider”, is one company that reflects these trends. It was created from a combination of Alcatel (whose parent company was Compagnie Générale d’Electricité, one of the first French nationalised companies to sell its shares) and US company AT&T. Notwithstanding Alcatel-Lucent’s French heritage, this company, and other world leaders like it – for example, BNP Paribas, ranked 11 in the Forbes Global 2000 – choose to
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have their global headquarters in Paris, and, unusually for French companies, have outsourced some of their relocation requirements to external experts. “We’ve seen more French companies looking at their global strategies and the possibility, for the first time, of outsourcing core functions,” explains Geoff Mills. “These well-respected, globally recognised companies are moving away from traditional in-house models for managing global mobility, in particular, to a more outsourced solution. This seems to show intent to look for more globally consistent, cost-effective solutions to a global service.” Mario Amato, UK MD of international removers AGS Four Winds, the largest removals company in France, concurs that, while the change to outsourced providers is a “significant one in the French market, it is certainly not seen across the board.” Indeed, the Interdean survey suggests that the rate of change is likely to be slower than in the rest of Europe: 15 per cent of French respondents report that they are likely to change the balance between centralising and decentralising their relocation programme this year, against the average of 28 per cent. Moreover, against the all-Europe figure of 16 per cent, just 8 per cent of French respondents are looking to change the proportion of relocation management that is insourced/outsourced this year. Regional hotspots The options for international companies looking to set up in France are not limited to its capital city. “Paris is still an expensive location to relocate to, and we have seen an increase in tier-two locations becoming more popular as companies look to find more cost-effective solutions to Paris,” says Geoff Mills. “Lille, Lyon, Grenoble and the Côte d’Azure are all attracting interest from global corporations. These locations offer excellent infrastructure and lower accommodation costs and cost of living, plus access to a cheaper talent pool than is available in Paris.” While France’s 22 or so municipal regions have no legislative power, their assemblies do have a degree of selfdetermination over tax. This, together with France’s excellent domestic transport networks and relative ease of access to its neighbours and beyond, strong cultural heritage and quality of life, means that the republic is not just one of the world’s leading tourist destinations, but also a heavyweight in the global business arena. Alain Ferracan, sales VP at premium short-term international serviced accommodation provider The Ascott Limited, has also noticed the allure of France’s south coast for business, as well as
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the endurance of Paris as France’s premier city. “In France, Paris is still the number-one city. We accommodate more guests here than anywhere else there. Other cities where we attract a strong number of relocation and business clients are Lyon, Marseille, Strasbourg, Nice and Toulouse.” Commenting on where the relocation activity in France is centred, Mario Amato notes, “On the domestic front, demand in France is very strong: Toulouse, Lyon, Grenoble and Nice, for example, which has an extraordinary presence of EMEA headquarters for international companies, are particularly so. “Beyond the national boundaries, and to reflect Europewide trends in relocation, we are now bolstering our global coverage by forging an alliance with a Swiss removals company to ensure a strategic presence in this crucial traffic lane. Belgium and the UK are also big markets for us, and we are also seeing lots of movement to and from Russia, China, India, the Middle East and South Africa.” Meeting the challenge For French companies to deliver on their international ambitions, attracting, recruiting and retaining people with the right blend of skills and experience here, as elsewhere, will be critical. Yet Mercer’s Compensation Planning 2011 report for France notes that, despite the focus on expansion and global growth, “the current mindset is one of unpredictability”. Base pay rates were anticipated to rise by 2.5 per cent in 2010, but
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achieved an actual increase of around half that, of between 1 and 1.5 per cent. Against this background of uncertainty and financial restraint, combined with the need for expansion, the Mercer research reveals that global mobility opportunities will play a key role. “High-potential employees are nurtured – in ways other than pay – mainly through career pathing and global mobility. For example, in addition to a 5 per cent pay increase, a high-potential employee will also be offered career development and national/international mobility opportunities.” How, therefore, these assignments are managed, and, ultimately, from where – centralised/decentralised, inside the company or through an outsourced supplier – will be of key importance as global mobility in France takes on greater importance and comes under greater scrutiny from profitconscious financial directors. Sources: Pan-European Mobility Challenges 2010 Survey report, Interdean International Relocation, www.interdean.com Forbes Global 2000, www.forbes.com Compensation Planning 2011, Mercer, www.mercer.com Don’t miss the brand new Europe content in the International Destinations section of our website, www.relocatemagazine.com! It’s packed with country-specific information on everything you need to know about relocating employees to, or within, Europe.
Coming in the summer issue:
Relocating in the Nordic region
It may be at the northernmost limits of Europe’s continental mass, but the Nordic region – Norway, Sweden, Denmark and Finland – is a central force in its economic success. These countries’ growth is bringing benefits to relocation service provision in Europe and taking it to a new level in the region, says Ruth Holmes. Find out more in the summer issue.
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e will also bring you coverage of developments in the Netherlands and Belgium. In addition, we will report on the European scene as revealed at the Mondissimo International Mobility Conference and EuRA Congress, and Sue Shortland will report on European talent management. In the light of Fons Tompenaars and Maarten Nijhoff Asser’s recent book The Global M&A Tango, we will examine how to reconcile cultural differnces in mergers and acquisitions and the picture across Europe. We will also take the opportunity to look at the wider implications of cross-culture and language training on successful international assignments and global projects. As part of our commitment to grow our international coverage, keep in touch with developments across Europe in every issue of Re:locate magazine, available in digital format for international readers, and via the International Destinations section of our website at www.relocatemagazine.com
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The Emerald Isle green about the gills? In recent years, the Republic of Ireland has, notoriously, gone from property-fuelled boom to ignominious bust and bailout by the International Monetary Fund (IMF) and European Union (EU). It is now starting on the long road to recovery, as Louise Whitson reports.
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hough the Celtic Tiger (the term used to describe the Republic of Ireland’s economy during the late 1990s to early 2000s, when it was growing rapidly – too rapidly, as it turned out) is now virtually toothless, Ireland and its people are determined to prove that there’s economic life in them yet. At the time of writing, Ireland’s general election has recently taken place, the Fianna Fail party has been ousted, and election victors Fine Gael and Labour are forming a coalition government, with Fine Gael leader Enda Kenny, who has promised to try to renegotiate the IMF and EU bailout deal, as Prime Minister. After the recent bad-news stories and political uncertainties, there is a new mood of optimism – albeit cautious – in Ireland. How is this affecting relocation? During the boom years, a host of big-name global companies – Intel, Google, LinkedIn, Facebook, Microsoft, Dell, GE, IBM, Merck and Hewlett Packard, to name but a few – set up operations in Ireland, lured by its 12.5 per cent corporation tax rate and young, skilled workforce. The country benefited greatly from the influx of companies that occurred when President Obama prohibited US companies from setting up in the Cayman Islands and other no-tax locations. Ireland, with its low-tax regime, was the next best place. But will this trend continue, in the current economic climate and beyond? According to the Irish Examiner newspaper, a new study by economist Keith Walsh, of the Office of the Revenue Commissioners (Ireland’s equivalent of HMRC), has revealed the enormous part US multinational subsidiaries are playing in helping Ireland’s economy emerge from crisis. They not only contribute a third of all corporation tax and about 2.5bn euros in other taxes, but are also driving a boom in exports and significant growth in jobs through increased investment. The importance of Ireland as a location for multinationals is highlighted in another of Mr Walsh’s findings, also reported by the Examiner. Last year, IBM rated Ireland as number one in the world in terms of jobs created by foreign investment relative to population size. This is, no doubt, partly because, as Mr Walsh says, there is a strong focus among US firms based in Ireland on the production of pharmaceuticals and medical devices, which are, to a large degree, recession-proof. The relocation industry perspective Says Francine O’Byrne, MD of Dun Laoghaire-based The Relocation Bureau, which this year celebrates 21 years in business, “Despite the economic environment of recent times,
Ireland continues to be highly attractive to foreign direct investment. Almost 1,000 companies, including some of the world’s best-known brands, have chosen Ireland as the hub of their European networks. Ireland’s corporation tax of 12.5 per cent and its highly skilled workforce have been two of the key factors in these companies setting up in Ireland. “The Relocation Bureau provides support to many of these companies, and, although there was a slowdown in movement of personnel in 2009–2010, since the start of 2011 we are experiencing an obvious increase in overseas assignments throughout most business sectors. Indications are that the year ahead should be a busy one for us.” Relocation industry veteran and incoming vice president of the European Relocation Association (EuRA) Patrick Oman, MD of Irishrelo, is also upbeat, despite what he admits have been a very difficult couple of years. Headquartered at Kilcock, near Dublin, his company, which numbers Cartus, Brookfield Global Relocation Services and SIRVA among its clients, also has an office in Belfast, giving him a broad perspective on the relocation scene in the island of Ireland as a whole. Says Mr Oman, “From 2002 until 2008, we rode the crest of the wave. By the end of 2008, it was as if the business had fallen off a cliff. During 2009/10, things stabilised at about half what they had been. Only now are initiations starting to creep back towards the level they should be at.” By reducing its overheads, Irishrelo survived the downturn without losing any of its people – a great achievement when many Irish companies were, as Patrick Oman puts it, “haemorrhaging jobs”. Having held on to skilled and experienced staff, he says, is proving beneficial now that the upturn is starting. By the summer, he hopes to start recruiting again. Mr Oman emphasises that it is companies like his, which can be flexible, spot opportunities and access the necessary funding, that will thrive as the country in general, and the relocation industry in particular, get back on their feet. For example, when Irish landlords failed to adapt quickly enough to the growing trend towards shorter assignments by offering leases of less than a year’s duration, Irishrelo took half a dozen apartments for a year and itself managed all aspects of the tenancy, including the ‘churn’. Partly because of the fact that investment in Ireland by global corporates has been maintained during the recession, Patrick Oman is optimistic that Irishrelo’s levels of business will return to where they were during the boom years – if not this year, then certainly next. It looks as if Ireland may be over the worst – and even, possibly, on the mend.
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Mixed outlooks in European markets as Central Europe takes the helm at the EU As the recovery from recession continues across Europe, the outlook for the rest of 2011 is mixed, with some countries having been harder hit than others by the downturn. While Germany and Poland are emerging as powerhouses of the recovery, other countries face more difficult times in the months ahead. Alison Semple finds out more. Germany Germany saw its fastest economic expansion for 20 years in 2010, as a rise in exports (the lifeblood of the German economy, which ranks second only to China as the world’s biggest exporter), driven by the recovery in the global economy, led to a boom in consumer spending and an increase in staffing needs. Having dropped by all of 4.7 per cent in 2009, reflecting the full impact of the downturn, the country’s GDP rose by an impressive 3.6 per cent last year, outstripping all previous advances since reunification. Private consumption rose by half of 1 per cent, state spending by 2.2 per cent, and capital investment by 5.5 per cent. Economy Minister Rainer Bruederle summed up the achievement when he commented that Germany had “achieved the comeback of the year”. The Bundesbank’s predictions for the rest of this year point to an expansion of 2 per cent in 2011, slowing to 1.5 per cent in 2012 as the effects of the debt crisis in the wider eurozone impact again on exports. Helmut Berg, president of the European Relocation Association (EuRA), underlined the fact that Germany is in a fortunate position, “as we have overcome the crisis pretty well. Industrial growth is pushing up salaries and consumer spending. In terms of relocation, we can definitely see a change, particularly compared with 2009, when a significant
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Global LT has been working with international clientele for over 30 years, providing them with a range of services which enable them to work more effectively in the global marketplace. Our services are delivered worldwide and include: • Language training • Cultural training • Translation and interpretation services • Expatriate destination services • Workforce learning and leadership development Language & Cross Cultural Training
number of projects were delayed or postponed and employees were called back out of Germany. Even before the crisis, we were seeing a shift towards shorter-term deployments as a cost-cutting measure, and we expect this to continue for possibly another one or two years. “Nevertheless, we expect to see further growth in relocations this year, possibly bringing us back to the levels of autumn 2008. Confidence amongst businesses is definitely on the increase; the EuRA index, which measures companies’ confidence month by month, has risen by 16.2 per cent in the past year.” With its strong recovery, Germany has been the main source of growth in the eurozone, as several other countries in the currency bloc have been struggling to meet their debts. The problem for Europe’s financial decision-makers at the Central Bank is that the widening differences in the fortunes of the EU’s member states, and the problems of those involved in local debt crises, make it harder to set one-sizefits-all fiscal policies.
Switzerland Just over the border in Switzerland, many of the same factors are in play, but the picture is slightly different. Long known as a favourite destination for inward investment and for the high standard of living it offers, Switzerland is facing a possibly ICUnet.AG is the leading provider of intercultural relocation services, qualification and coaching. ICUnet.AG Fritz-Schäffer-Promenade 1 94032 Passau Germany Contact: Elisabeth Strohmeier T: +49 (0)851 988666 0 E: info@icunet.ag W: www.icunet.ag
With our interdisciplinary team of 100 employees and 200 freelancers worldwide, we are the largest destination service provider in Germany. We guarantee worldwide support in all phases of assignment, whether it concerns the sending or the returning; always focusing on the employees and their families in order to make success global. Destination Service Provider
SPRING 2011
more significant economic slowdown than Germany, even though it is partly due to the same external drivers – and, in particular, to an expected fall in export development. In Switzerland, it is the strength of the local currency which is to blame, and which may continue to affect exports for some time to come. The forecast drop in GDP growth is 1.2 percentage points for 2011, down from 2.7 per cent last year to 1.5 per cent. As the global economic situation remains largely uncertain and debt issues continue to put a damper on consumer spending in other markets, Switzerland’s future growth will depend on the fine balancing of export growth and currency strength. However, the domestic market in Switzerland has proved to be resilient to the downturn so far, and, with this in mind, the expected slowdown should remain limited. If there is a gradual improvement in international trade conditions, the Swiss economy is expected to see some significant growth again in 2012, rising by 1.9 per cent. And Switzerland remains an attractive location for business. Well located in the centre of Western Europe, with good access to other markets and good transport links, it has continued to attract the European HQ facilities of international companies. The attractive tax regulations, of course, are a significant pull to foreign companies. The drive to win new investment has led to fierce competition between different cantons over tax incentives, resulting in savings of up to 20 per cent for UK companies, for instance. UK businesses like plumbing firm Wolseley have located in Switzerland, but some – most recently healthcare retailer Boots, whose holding company, Alliance Boots, has a Swiss base – have faced a public backlash at home over what some have dubbed tax avoidance.
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Pierre Jeronimo, head of the new Geneva office of Sterling Relocations, points out that Switzerland has very favourable labour regulations and is easy to do business in, with low unemployment (3.9 per cent) and a multilingual workforce. But he acknowledges that, to some extent, the country is “a victim of its own success”. Echoing the words of Finance Minister David Hiler, who recently declared that Geneva “is full”, Mr Jeronimo concedes that the services of companies like Sterling are ever-more essential, as residential and business property can be hard to find, and school places are at a premium. This view is supported by Sabine Baerlocher, owner of Active Relocation. She notes that Switzerland is still attracting its traditional investors – financial services firms as well as those in the chemicals and life-sciences sectors – but says that the real issue facing employers is persuading their employees to locate in Switzerland, when the common belief is that Bridging Cultures Relocation offers a range of tailor-made destination services to corporate clients and individuals throughout Switzerland, including: •P re-arrival and orientation •M ore search (renting/ Bridging Cultures Relocation buying) Bodmerstrasse 7 • Settling-in programs CH 8002 Zurich • Cross-cultural training Switzerland •E ducational consulting / schoolsearch Contact: Roswitha van den Berg • Office search T: +41 (0)44 720 6508 • L.I.N.C.S. support line E: rvandenberg@bluewin.ch •D eparture/repatriation W: www.bridgingculturesrelocation.com services Destination Service Provider
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accommodation and education are difficult to find. “But the housing and schools are available if you know how to go about it,” she says. “Many employees are still finding accommodation in France, for instance, within easy commuting distance and at lower cost than in Geneva. And last year, to take one example, we assisted with Expedia’s move to Switzerland – which involved around 60 families – and found school places for every one.”
Central and Eastern Europe In Central Europe, the picture is also mixed, but the overall trend is expected to be upwards in 2011–12. Erste Group Research expects average real GDP growth of 2.9 per cent in the Central and Eastern Europe (CEE) region (excluding Turkey) in 2011. And, on the whole, fundamentals are good, with national debts generally below 60 per cent of GDP – significantly lower than those of the eurozone countries. Of relocations, Jon Harman, of Move One Relocation, notes that, “There is a healthy mix of manufacturing, banking and financial services, pharmaceuticals and consumer goods companies coming into the region. In the past few years, we have also seen an influx of high-tech web-service companies – and, of course, there has been a slow and steady flow of car manufacturers to the region since the end of communism. “In terms of labour costs, rental prices and so on, there have been some slight rises, but they are still lower than in Western Europe, so the market remains a destination for manufacturing and shared service centres, for instance. The recession and its lingering aftermath have put a damper on consumer spending; that has resulted in fewer assignees for consumer products companies.” A varied picture Jon Harman agrees that the issues in the CEE region vary from country to country. “Full recovery from the recession is probably at the top of everyone’s mind, though some countries – Poland for example – have withstood the downturn very well, while others, such as Hungary, Romania and Ukraine, seem to have been harder hit -- at least judging from the volume of expatriate assignments. “There remains tremendous potential for development in smaller cities outside the capital cities. Places like Wroclaw, Lodz, and Krakow, in Poland, Gyor, in Hungary, Brno, in the Czech Republic, and Timisoara, in Romania, all boast a large workforce and an advancing quality of life, and we are seeing companies consider them more and more.”
Rilvan Moving and Relocations No 29 Topraisar Street, Sector 1 Bucharest Romania Contact: Dorin Chirila T: +40 (0)21 221 9547 E: dorinchirila@rilvan.eu W: www.rilvan.eu
Rilvan Moving and Relocations is a division of the Rilvan Group with an abundance of experience in successfully providing services to major companies since 1992. We offer services in Romania, Republic of Moldavia, Bulgaria or Ukraine, in the fields of immigration, destination and moving. Our firm offers a broad expertise in the field, ensuring an easy and exciting new beginning. Relocation & Removals
SPRING 2011
Indeed, Poland is proving very attractive to businesses, in comparison with other European alternatives, as corporate activity increases and the economic background remains solid. It is also now viewed as one of the more mature markets in the CEE region. Stuart McAlister, MD of Budapest-based Inter Relocation Group, supports the view that some CEE markets are achieving more success as the upturn continues than others. In Hungary, he notes that, while a small number of major ongoing projects give the appearance of a very successful market, “We are still significantly down on where we were in 2007. Hungary is in an unprecedented political situation, with a new and stable government, but there are some uncertainties over how business orientated this new government might be. So companies are waiting to see how the situation plays out – whether it will work to their advantage or not. “Unlike in previous years, I’m not aware of any very major investments coming into Hungary in 2011.” And recent taxes imposed in Hungary on multinationals in successful sectors, to support the economy, have raised additional concerns. However, Stuart McAlister notes that Hungary is still well placed to attract business. Traditional investors such as the automotive sector are continuing to invest and expand; salaries in other parts of the region – in Poland and the Czech Republic, for instance – have added to Hungary’s competitiveness, and, while other markets, such as Slovakia, have recently attracted some key investments with good tax and salary offerings, there are question marks over whether or not that trend will continue. Viktor Orban, Hungarian Prime Minister and, for six months, President of the Council of the European Union, has recently said that all the internal problems facing Hungary will make 2011 one of the most difficult of the last 20 years. But if the distraction of the political situation can be overcome and the focus returns to the country’s market and economic fundamentals and longer-term prospects, it is likely that there will be excellent opportunities for experienced players. In the wider marketplace, Stuart McAlister notes that there is still a tendency for companies to look further and further east for lower costs. “Romania is benefiting from this trend, as is Bulgaria, and we expect to see more growth – led by the more pioneering companies – in less-traditional markets, such as Ukraine and Belarus, in the future, as costs rise in the more-developed central European countries.” While Romania’s economy is still fragile, it is generally thought that the country could stage a strong comeback in 2011–12. EU presidency Significantly for the CEE region, Hungary, and then Poland, are taking over the rotating presidency of the European Union this year. This is the first time that two Central European countries will follow each other in the presidency, and it will allow them to highlight their central role at this crucial time for the economy of Europe as a whole. Don’t miss the brand new Europe content in the International Destinations section of our website, www.relocatemagazine.com. It’s packed with country-specific information on everything you need to know about relocating employees to, or within, Europe.
SPRING 2011
EUROPE – SOUTHERN :
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Sunshine returns to the Mediterranean? As Italy struggles with political and economic difficulties, and Spain and Portugal recover slowly from the financial crisis of 2009, a mature relocation industry is making strides, as Fiona Leney discovers.
Italy Although the antics of Prime Minister Silvio Berlusconi currently make it hard to focus on anything else about the country, it should be remembered that Italy has continued to function through a series of crises for the last 50 years. True, the economic data is alarming. The economy is virtually stagnant, GDP growth in 2010 was a measly 1.1 per cent after a fall of more than 5 per cent the year before, and public-sector debt is projected to exceed 120 per cent of GDP. So is the country heading for the sort of debt crisis that almost overwhelmed Greece, Portugal and Spain? Probably not, unless the political stalemate caused by Mr Berlusconi’s scandals drags on indefinitely. Italy’s economy is larger and more diverse than any of these countries’ – the seventh largest in the world – and has a vibrant export market. Surprisingly, Italians are big savers, and there has been no property bubble and crash of the sort that left Spanish banks saddled with massive debt. The modest number of expatriate workers in Italy can partly be explained by the country’s business model. With the exception of a few giants in the motor, engineering and agro-industries, it is small, often family-run businesses which underpin the economy. Add to that bureaucracy, high and complex corporate tax
rates, and entrenched employees’ rights, and the business climate is not hugely attractive to outsiders. Foreign companies invested in Italy operate primarily in the service industries. The growth of investment in logistics and in the services sector reflects the trend in all major industrialised countries, but has also occupied a gap in the home market. Cultural aspects But the cultural face of Italy is changing, and with it traditional businesses and the way of life itself. In the past few years, food-price wars have broken out on the Italian high street, in a way familiar to Anglo-Saxon shoppers. As a result, big French supermarket chains such as Auchan or Carrefour have moved in, opening hypermarkets and depots across the country, and foreign makers of white goods and home audio and computer systems have also pounced. Other sectors, such as banking, once fiercely protected, are also opening up, with a smattering of high-level foreign executives appearing in the financial centres of northern Italy, particularly Milan. Most of the foreign multinationals operate in the economically more vibrant north, around the industrial hubs of Milan and Turin, and more than half of these are
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European companies. North American companies make up around a third, with the others coming from Japan and the rest of the world. For the employee relocating to Italy, local help is indispensable. While Italian society functions on the premise that individuals help each other, and any newcomer is likely to be overwhelmed by personal kindnesses, this is because bureaucracy is complicated, often incomprehensible and not at all accommodating. Executives wishing to buy, rather than rent, will find the process expensive – taxes can amount to between 10 and 14 per cent – although it is usually speedier and simpler than UK conveyancing, as the sale is based on Roman contract law and it is hard for parties to renege on the deal once a price is agreed. But there is also the widely practised habit of dodging sales tax by under-declaring the price paid – a risky game for foreigners, as the authorities are cracking down on the practice, and the financial penalty, for those caught, is heavy. Most Italians prefer to rent and generally live in apartments, although Anglo-Saxon-style estates are springing up in the suburbs around Milan and Rome. Although Italian schools are rapidly adapting to the influx of immigrants and providing language support, most expats look for international schools. Most of these are in northern and central Italy, with Milan offering the best choice. Legal requirements, such as visas, work permits and so on, will depend on whether employees come from, within or outside, the EU – in common with Spain and Portugal, immigration regulations for EU citizens are much simpler.
Spain Spain is another location which may not figure large on the map of international moves but offers a host of attractions – beautiful countryside, pleasant weather, plenty of leisure activities and the opportunity for a good lifestyle. Under the spotlight recently because of the fallout from the collapse of its property bubble and subsequent debt crisis, Spain is slowly stabilising. Christine Martin, MD of relocation specialist Olympic Advisors, believes that some business sectors have seen the return of stability, but she warns that there is a long road to recovery and to finding ways of moving the economy forward in new directions. As in Italy, service and IT companies lead the sector in international assignees, who may find themselves working in cities as diverse as Madrid and Barcelona. Strong regional differences, including different languages,
SPRING 2011
are a feature of Spain. This, says Ms Martin, can be one of the biggest difficulties for international relocatees. “Underestimating the impact of the diverse regional languages, such as Catalan and Basque, can be a real issue.” Finding places in good international schools among a limited offering can also cause problems, as can negotiating immigration regulations for non-EU citizens, she adds. “Setting proper, achievable expectations together with specialised local experts, is highly important for a successful move.”
Portugal Portugal is also recovering slowly from the financial crisis of 2009. Isabel Cudell Gouveia, MD of Moving ON Professional Mobility, says that, although multinational companies are slowly moving back into the market, many projects are being stalled because of lack of confidence in the economy. “It’s better than it was in 2009, but there’s certainly been a big rise in the number of Portuguese workers moving the other way – to find work abroad,” she says. The cost of living in Portugal is surprisingly high, with the price of housing, particularly in the rental market, disproportionate to local salaries, leading most Portuguese to buy. Ms Cudell Gouveia advises expats to rent, despite the cost, at least until they are familiar with the area, and to engage a local relocation company to help, as the regulations covering rentals are difficult for foreigners to deal with. Most expatriates tend to live in the same neighbourhood, Cascais, an attractive area just outside Lisbon. The city offers a surprising amount of educational choice: four English-curriculum international schools, and American, French and Spanish schools. The problem, as in Spain, is finding places. All are very much in demand. Whilst the expat would be well advised to learn Spanish or Italian to make life easier, Ms Cudell Gouveia says that many expats in Portugal get by without learning the language. “Our language is difficult, so the Portuguese generally find speaking English easy, and are happy to do so,” she says. Don’t miss the brand new Europe content in the International Destinations section of our website, www.relocatemagazine.com! It’s packed with country-specific information on everything you need to know about relocating employees to, or within, Europe.
Re:locate
SPRING 2011
We provide our clients worldwide with functional language capabilities and cultural know how.
Connells – sensitive to people – sensitive to costs
Connells Relocation Services Ltd James House 27–35 London Road Newbury Berkshire RG14 1JL Contact: Simon Robins/Tim Rose T: +44 (0)1635 271271 E: simon.robins@connells.co.uk W: www.connellsrelocation.co.uk
Connells Relocation has been trading since 2002 and provides a complete menu of UK domestic relocation and international assignment services to our blue chip clients, which include leading PLCs in the banking, energy, retail, telecoms and defence sectors + HMG. We appreciate that both cost and risk reduction are key drivers in employee relocation today.
Directors Languages & Cultural Briefings.com Global & EU Office Directors House Sheephouse Road, Maidenhead SL6 8HH Contact: Alena Sevcikova T: +44 (0)1628 778476 E: alena.sevcikova@ directorslanguages.com W: www.directorslanguages.com
Relocation Management
Fox Group (Moving & Storage) Ltd 10 Somerset Road Cwmbran, Gwent NP44 1QX Contact: Stephen Blackmore T: +44 (0)1633 866923 E: international@fox-moving.com W: www.fox-moving.com
Fox Moving and Storage is a leader in international removals to and from anywhere in the world. With locations throughout the UK, Fox will assist with any move, no matter how big or small, and a dedicated corporate relocation team is on hand with experienced coordinators and a single point of contact for you and your employees. With efficient systems, trusted agents and helpful, trained crews, let us take care of them wherever in the world they are moving.
Language & Cross Cultural Training • New to London
The Step Ahead Relocation for Young Professionals 36 Gloucester Ave London NW1 7BB
Robertson Languages International Robertson House 57–59 High Street Twyford Berkshire RG10 9AJ Contact: Ósk Daníelsdóttir T: +44 (0)118 934 6000 E: osk@robertsonlanguages.co.uk W: www.robertsonlanguages.co.uk
• Relocation service for young professionals and individuals • Innovative solution • Attractive and affordable pricing suited to individuals
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Removals & Storage Since 1989 Robertson Languages has supported relocation assignees and their families by providing language and cross-cultural training across the world. • Face-to-face, online and blended solutions in all languages, pre and post transition • Cross-cultural briefings to reduce the risk of cultural shock, improving the relocation success • Offices in 9 countries, ensuring consistent delivery worldwide
• Foreign & English language training for global mobility • Language training for business • Face-to-face, virtual, e-learning and blended solutions • Country-specific & crosscultural awareness workshops • High-impact, low-cost solutions, delivered globally
Destination Service Provider
Team Relocations 54 Queen Anne Street London W1G 8HN Contact: Paul Barnes T: +44 (0)20 8955 1415 E: paul.barnes@ teamrelocations.com W: www.teamgoc.com
TEAM Relocations is a European leader in the Global delivery of innovative services to HR professionals. Integrated services, including expense management, destination and moving services, are managed through 36 offices, including Paris and London. Our unique business model, combining strategic relocation management and in-house services, delivers consistent quality, local expertise and cost savings on a national, regional and global basis.
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Extending Your Reach Global Mobility Consulting Services Domestic Relocation Services International Relocation Services Global Assignment Services Worldwide Destination Services Group Move Management Mortgage Services Visa and Immigration Services
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Services Worldwide t: +353.1.811.6630 w: paragonrelocation.com e: info@paragonrelocation.com PR201-030211-ReLocate
Relocation Management
Re:locate Europe Don’t miss the brand new Europe content in the International Destinations section of our website, www.relocatemagazine.com. It’s packed with country-specific information on everything you need to know about relocating employees to, or within, Europe. Plus news, trends and features. www.relocatemagazine.com
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SPRING 2011
Relocation 2011: what’s in store? How is relocation shaping up so far this year? We bring you comments from across the profession, with a special focus on the role of technology.
Fast forward for technology Robby Wogan, CEO of specialist relocation and moving software development company MoveAssist International, is well placed to comment on the way in which technology is evolving to meet the changing needs of the relocation industry. “Relocation service providers realise the growing importance of technology to their business, so in 2011 we can expect the trends in other industries to be reflected in the world of relocation. “Most new developments will be focused on mobile devices. Smart phones and iPads are now commonplace, and a growing number of ‘apps’ are used to access corporate data and communicate with work colleagues and customers. However, this presents a number of challenges to corporations, particularly in relation to privacy and security. “If apps are used to synchronise data between central servers and phones or iPads, these devices become security risks, as they may hold sensitive data. Also, if a relocation co-ordinator communicates with an assignee via a text message (SMS), it is unlikely there will be a central record of the correspondence. This increases the danger of important communications going missing, which could lead to customer expectations not being met. “As a wider range of communication mechanisms and devices is used, the scale of the problem increases, and corporations and service providers will struggle to maintain control of their data. “There is, however, a simple solution which already exists: the use of fully-fledged web applications, accessed via a browser on a mobile device but with the data stored centrally – probably in the much-hyped ‘cloud’. This will not only provide privacy and security controls but will open up much
wider functionality than is currently available via apps. “The downside is that users will need to be online to access the applications – but, with the rapid spread of wireless networks, it is only a matter of time before there is complete coverage. “There is something wonderfully cyclical about these developments. In the early days of computing, we had ‘dumb’ terminals, which did very little other than connect to a large computer, which performed all of the processing. Then we moved to personal computers, which performed the processing instead of the mainframe. The next stage of development was the web browser, which acted very much like a dumb terminal, as the processing was all performed on the server. Now we have the iPhone, running its own apps, much like a personal computer. Coming up next will be powerful web browsers on mobile devices, with processing taking place on a virtual server in the ‘cloud’. Which pretty much brings us back to ‘dumb’ terminals … “
Relocation ‘will increase’ The results of Cartus’s 2010 Global Policy and Practices Survey indicate that companies expect relocation activity to grow, rather than decline, over the next two years. Respondents anticipating growth outnumber those expecting decline by six to one. “Short-term assignments and localisations are particularly on the increase,” says Rob Abbott, VP, UK relocation services, at Cartus. “Indeed, 51 per cent of survey respondents commented that, over the next two years, short-term assignments would increase, and 49 per cent indicated that localisation would increase. The survey reports that expansion into emerging markets and a gap in viable local skills are the
SPRING 2011
primary reasons for increased activity. “In line with our survey findings, we anticipate the trend for young, single assignees will continue in 2011. Respondents reported a rise in the under-30 age group from 19 per cent to 29 per cent since 2007, and in single assignees from 29 per cent to 42 per cent. “Our survey indicates a rise in assignment locations as well as moves. New markets in Mexico, Vietnam and Turkey are emerging as assignment destinations, and increased moves were reported in the survey to China, Switzerland, Singapore and the United Arab Emirates, as well as the USA and UK. “We expect fiscal discipline to remain a priority in 2011. In this challenging economic climate, our survey shows that organisations’ main strategy is to reduce the cost of individual assignments and expand return-on-investment measurements. Results show that approximately one in three companies currently uses assessment tools to determine assignment suitability, and we anticipate this trend will continue in 2011.”
Property: a gradual improvement? Tim Rose is MD of Connells Relocation. His firm saw a marginal (less than 1 per cent) uplift in house prices over 2010 and expects prices to remain broadly flat in 2011. Says Tim Rose, “Depleted confidence and unemployment impacted the housing market in the second half of 2010, but the biggest challenge for buyers was access to mortgages and the need to raise larger deposits. This remains a concern. “In January 2011, compared with January 2010, Connells recorded a 7 per cent increase in the number of people looking to sell their homes, a 4 per cent increase in house hunters, a 10 per cent increase in viewings, a 22 per cent increase in the stock available, and a 15 per cent increase in online activity. Sales were down 9 per cent compared with
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January the previous year; however, the final week of January was the best sales week of corresponding weeks that Connells has experienced in the last three years. “2009 and 2010 saw a better market than the horrendous conditions in 2008, albeit still at historically low levels of transactions. 2011 will be, at best, another year of gradual improvement, but with market conditions still well below historic long-term averages. Any significant house-price increases are likely to be in 2012 and beyond.” He adds, “Major employers in the private and public sectors will continue to view with caution the use of Guaranteed Sale Price [GSP] schemes, which are generally regarded as high cost and high risk. Although Connells is still providing funded home-sale schemes to a number of clients, the majority now incorporate various safeguards to mitigate market risk. “Typically, the GSP will be 90 or 95 per cent of the property valuation, instead of 100 per cent as was the case a few years ago. Employers generally insist that relocating staff who qualify for a GSP scheme cede to the relocation management company control over the asking price, marketing strategy and offers. Many companies now prefer to offer staff the lower-risk, non-funded marketing assistance programme. “Other employers prefer to use secondments and temporary assignments rather than permanent transfers involving the sale of the old home and move of the entire family to the new location.” In the lettings market, says Tim Rose, rents are likely to continue rising, as the growth in demand shows no sign of faltering. Join the debate! Email your views on what the future holds to editorial@relocatemagazine.com
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SPRING 2011
: AWARDS
Join the celebration!
Baroness Floella Benjamin
This year’s Re:locate Awards attracted a record number of entries. It’s time to announce our talented team of independent judges, reveal their shortlist, and start looking forward to this year’s Gala Awards Dinner – and our special celebrity guest speaker. We’ve been thrilled to receive a record number of entries for this year’s awards, with our three new categories for 2010/11 attracting considerable interest. “As we’d hoped and expected, the Re:locate Awards are growing from year to year and really have become the ultimate accolade for everyone working in relocation, whether on the HR or the supplier side,” says Re:locate’s managing editor, Fiona Murchie. “I’d like to thank everyone who entered for making this a bumper year. “We can now reveal the judges’ shortlist for five of the categories [see opposite]. During the next few weeks, the judging panel will have the difficult task of choosing an overall winner from each category. However, with such stiff competition this year, I can honestly say that every shortlisted entrant is a winner.” Gala Awards Dinner The winners will be announced and presented with their trophies at the annual black-tie Gala Awards Dinner – now established as the highlight of the relocation calendar – which this year takes place at the Institute of Directors, in London’s Pall Mall, on Thursday 12 May. Beginning at 7pm with a champagne reception and live music, followed by a three-course dinner with fine wines, this elegant occasion is the perfect opportunity for everyone involved in relocation to network, socialise and celebrate success. Celebrity speaker This year’s special guest speaker will be Floella Benjamin, now Baroness Benjamin, distinguished broadcaster, actress, writer, cultural ambassador for the London 2012 Olympic Games, and international children’s campaigner. As a broadcaster and actor, Floella Benjamin
Sponsors: Relocate Your Thinking
has been in the public eye for over 35 years. She has appeared on stage, in films and on television, and is remembered with affection by millions for her role as presenter of BBC television’s long-running Playaway and Play School series. Among other honours, Floella Benjamin has been awarded the OBE for services to broadcasting and a BAFTA Special Lifetime Award for her services to children’s television. She is chancellor of the University of Exeter and a deputy lieutenant of Greater London. In June 2010, she took her seat as a Liberal Democrat peer in the House of Lords. “Having relocated to England from her native Trinidad as a ten-year-old, Baroness Benjamin is very aware of the challenges moving to another country can bring,” says Fiona Murchie. “She is an inspiring, and very entertaining, speaker, and we look forward to having her with us.” Baroness Benjamin, in turn, is looking forward to meeting some of the people who make relocation happen and hearing their stories. “Today’s shrinking world and increasingly global economy mean that people are constantly on the move, facing new cultures and challenges. HR and relocation professionals bear the responsibility not only of supporting individuals and their families in a multitude of ways but also of ensuring that their move is a successful investment for the employer. “These dedicated specialists richly deserve the recognition of their colleagues across the relocation spectrum – a recognition symbolised by the Re:locate Awards.” New charity initiative We will be announcing the details of a new charitable initiative, ‘Making a difference’, for the relocation industry. By working together across the
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AWARDS :
profession, we hope to pull together knowledge and resources to support UK and international charities to help bring relief in disaster areas. This year, as Baroness Benjamin is president of Barnados, and as homes and the support of children are so fundamental to relocation, we will be fundraising for a charity that is devoted to providing support and stability for children without the support network of families. Our second charity for 2011 will be VSO, which works with so many companies and organisations to bring expertise where it is most needed. Book now! Places for the Gala Awards Dinner are bound to sell out fast, so reserve yours today. You can book and pay online, download a booking form from www. relocatemagazine.com, or call +44 (0)1892 891334. We offer a discount for tables of ten. New supporters Since our Winter 2010/11 issue, two more companies have come on board to support the Re:locate Awards. Specialist international health insurance provider Now Health International believes strongly in the ethos of these awards. Says marketing and e-commerce director Alison Massey, “Award winning is a great distinction for teams and individuals alike. It’s a mark of quality and recognition of achievement. Awards schemes don’t just provide a chance to celebrate with your peers – they drive companies to focus on what’s
important, and to improve their service. We are thrilled to participate in the awards, and wish them every success.” Red Recruit services the recruitment needs of international shipping, freight, logistics, property, removals/relocations and commercial interiors businesses. Managing director Caroline Frostick sums up why her company is supporting the awards: “We have been serving the relocation industry and would like to put something back by supporting a vibrant and dynamic industry award.” Our judges Each year, our talented team of judges reflects the diversity of those working in the world of relocation and international assignments. This year’s judges are announced in the Awards section of www. relocatemagazine.com. We are very grateful to them for helping to make this year’s awards such a success. Special awards supplement The Summer 2011 issue of Re:locate will include a full-colour supplement on this year’s awards, with case studies, photographs and comments from our judges. Find out what makes a winner – and be inspired to enter next year! Keep up to date For more information about our judges, plus all the latest Re:locate Awards news, see www.relocatemagazine.com, and subscribe online to our free monthly e-newsletter, Re:locate Extra.
Re:locate
The shortlist 2010/11 Relocation Service Provider or Team of the Year Sponsored by: Newland Chase • • • • • •
BRS Relocation Services HCR ICUney.AG Interdean International Relocation/ BP Pricoa/BP PetRelocation.com
Best Property Provider or Solution Sponsored by: Fully Furnished • • • •
BridgeStreet Go Native SACO SilverDoor
Rising Star in Relocation Sponsored by: Roomservice by CORT • • • •
Anna Fletcher, Interdean International Relocation Anthony Gallo, London Relocation Ltd James Hooper, Oceanair International Kasia Pinska, Move One Inc
Relocation Personality of the Year Sponsored by: SIRVA Relocation • • • •
Jonathan Harward, County Homesearch Margaret Moes, Clearview Relocation Susan Schneider, Plus Relocation Services Tad Zurlinden, ARP
Green Achievement Sponsored by: Connells Relocation Services • • •
Crown Relocations HCR Group Robinsons Relocation
Shortlists for the remaining five categories will be announced in April.
• Best Relocation Strategy/Policy • Technological Innovation in Relocation • Inspirational HR Team of the Year • Excellence in Employee & Family Support • Best International Destination Services Provider
Supporters
Professional endorsements:
THE RELOCATION USERS GROUP
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: RELOCATION INDUSTRY
SPRING 2011
Fit for the future The Association of Relocation Professionals celebrates its 25th anniversary this year. Louise Whitson reports on its first quarter century and its plans for the future.
T
he formation of the Association of Relocation Professionals (ARP) marked the birth of the relocation industry in the UK. Today, the association’s 285 members, who specialise in every aspect of relocation management, provide services to major corporations moving employees in and out of the country, as well as private clients looking for new homes. The membership also includes companies offering other services integral to the relocation process – among them, visa and immigration consultancy, furniture rentals, international removals, education and careers consultancy, and cross-cultural orientation. Humble beginnings The idea of forming an association for companies and individuals involved in relocation was first mooted in 1985, when the relocation industry landscape looked very different. It was largely populated by small operators providing home search for private individuals, rather than the destination services providers (DSPs) we know today. A few forward-looking operators, including Paul Greenwood, of Stacks Relocation, and Tad Zurlinden, a relocation agent, formed what was then known as the Association of Relocation Agents (ARA), to represent members’ interests, share information and provide a forum for discussion. It became apparent straightaway that there was real enthusiasm for such an association. At the ARA’s launch, 41 members joined. By the end of the financial year, there were a further 112. Among the earliest members were what is now Cartus, People and Property, Stacks Relocation and what later became Weichert. The ARA was first incorporated in 1986. By 1988, it was obvious that independent administration was needed. Tad Zurlinden, later the ARP’s chief executive, was appointed. Over the years, he has been joined by operations manager Dominic Tidey and administration executive Linda Bell. Milestones along the way By 1989, the ARA had introduced training courses and published its first directory of members. 1996 saw its first major conference. A conference is now held every two years, there is a full training programme, and the directory is published annually. Over the past two decades, Tad Zurlinden has established the European Relocation Association, of which he is general secretary. He was on the original steering committee of the European Academy of Relocation Professionals. The ARP also set up the Association of Serviced Apartment Providers, and ran it until the end of 2010, when it became independent. The ARP today In 2005, the ARA changed its name to the Association of Relocation Professionals (ARP) and extended full membership
to a wider range of operators involved in relocation. The move, says Tad Zurlinden, modernised the association, making it a professional body rather than a trade one. Today’s ARP is a non-profit-making company run by an elected council. Three types of membership are available: full (for companies that have been trading for more than two years); associate (for companies that have been trading for less than two years); and affiliate (for companies that provide services used by relocation professionals, but whose primary activity has a broader client base). The changing relocation landscape Asked how the ARP has risen to the challenges of its first 25 years, Tad Zurlinden replies, “As a result of the 1989–90 recession, the relocation industry changed dramatically. Before that, there was a gulf between the smaller DSPs and the larger ones. The larger companies offered GSPs [Guaranteed Sales Price schemes] – it was then very common for employees to be moved domestically by government departments and large employers – but the expense of these schemes caused them to become much rarer. The relocation management companies saw what the DSPs (or companies that would become DSPs) were doing, and decided to follow suit. And so the focus moved to the DSPs we have today. “During this period, a significant number of operators went under. Others shifted their focus from individuals to companies. Very few still do purely private acquisitions.” During the recent recession, there has been, says Tad Zurlinden, a reduction in the number of employees being relocated. However, perhaps surprisingly, the number being offered relocation packages has grown. He is sanguine about the future. “Even if the numbers drop a bit, they don’t go back to what they were. And even in today’s economic climate, if you’re really valuable to your company, they’ll throw money at you.” Future plans Recently, the ARP has been working with the National Federation of Property Professionals, the Royal Institution of Chartered Surveyors and the Association of Residential Managing Agents to produce guidelines for members on complying with antimoney-laundering legislation. It is currently collaborating with Oxford Brookes University to deliver a web-based global training programme. This means that, within two years, ARP members should have access to university-level accreditation. One challenge for the future, according to Tad Zurlinden, is to convince organisations that they could benefit themselves by “doing relocation properly”. To mark its anniversary, the ARP is holding a black-tie gala dinner at the Caledonian Club, in London’s Belgravia. Says its proud chief executive, “This is a terrific moment to celebrate the past, while looking to the future.”
SPRING 2011
EDUCATION :
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IB – riding high The International Baccalaureate’s stock has reached new heights – both as a schoolleaving qualification in its own right and as a benchmark for educational achievement across the board – as Fiona Leney reports.
E
INSPIRING YOUR FUTURE
ach time we’ve covered the International Baccalaureate (IB) in Relocate magazine over the last few years, we’ve noted the growth in its popularity. As more UK schools than ever before offer the IB Diploma – 219 in 2010, up 18 per cent on the year before – there are signs that both the educational and political establishments have recognised the strengths of a broader-based test of educational achievement. There was uproar last year when Michael Gove, the Education Minister, introduced a new standard to measure the quality of teaching in secondary schools. The ‘English Baccalaureate’ is a certificate recognising the achievement of five GCSE passes in core subjects of the curriculum. The outrage that greeted it was over its retroactive timing – it led to many schools being demoted in the league tables – not over the concept that some sort of baccalaureate, recognising achievement in diverse subjects, was a sensible measure of good education. Just to confuse matters further, the IB’s name has also been lent to the latest newcomer to the already-overcrowded field of post-16 qualifications – the AQA Bacc – which adds extra
elements to the A levels a student might be taking anyway, to come up with an overarching qualification. To gain the Bacc, students have to pass three A levels in any subjects, and an AS in general studies, critical thinking or citizenship. They also have to complete an extended project or dissertation and ‘enrichment activities’: work-related learning, community participation or personal development such as sport or music. AQA, the exam authority offering the Bacc, says that it has been well received by the 100 schools and colleges which are trying it out. It certainly has the attraction of offering the depth of A-level study while allowing excellent students to distinguish themselves in the supplementary subjects. But it remains an A-level-based qualification and has yet to prove its popularity with university admissions officers. Gold standard The original IB diploma remains the baccalaureate gold standard, with its emphasis on breadth of study, the development of study skills and initiative, and, most
I C S International Community School
icschool.co.uk
We are a small school located in the heart of London. As an IB World School, our students study the International Baccalaureate programmes from 3yrs to 18yrs, culminating in the highly regarded IB Diploma programme. The combination of our welcoming community, a focus on personalised learning, our innovative use of ICT, and exciting Travel and Learn programmes, makes ICS an excellent choice for London’s international community.
Admissions:
Primary campus: (3-11yrs) 4 York Terrace East, Regents Park, London, NW1 4PT Telephone: 0207 935 1206 Secondary campus: (11-18ys) 21 Star Street, London W2 1QB Telephone: 0207 420 0416 Email: admissions@icschool.co.uk
www.icschool.co.uk
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: EDUCATION
SPRING 2011
importantly for globally mobile families, internationalism. Kevin Skeogh, assistant head of school at North London International School (NLIS), which runs all three of the IB programmes, primary, middle years and diploma, says his school offers a truly international education. Mr Skeogh believes that the IB, from entry to diploma level, encourages children to develop as individuals and independent learners. “Families choose NLIS because of the unity it holds (common international philosophy, common language, common assessment), the outward projection it develops in its children, and the links that are established both here in North London and throughout the world. “IB schools stress the importance of learning, and continuing to learn, a second language in addition to their own mother tongue. They promote a depth of understanding in several subjects, without the option of limiting exposure to maths or science in the lead-up to university. They promote international understanding that is clearly witnessed through face-to-face interaction in the playground, but also in the fabric of our school community.” London international schools, such as NLIS and the International Community School (ICS), in Regent’s Park, tend to have particularly high numbers of expatriate students – about half in NLIS and 85 per cent at ICS – because of their location, but they also draw in local families who want a different educational offering for their children. ICS has started offering the IB diploma, in response to demand. “We already offered the early- and middle-years IB programme,” says Rose Threlfall, head of secondary school. “And, with 95 per cent of our students going on to universities around the world, the diploma is the icing on the cake.”
Beyond the capital Because of its international connections, London has the lion’s share of IB schools, but a number of sought-after schools in northern England and Scotland have been offering the qualification for some time. The International School of Aberdeen, many of whose students come from families which have relocated to the area because of the oil business, is actively encouraging local children to come to the school by offering discounted fees. Oakham, a co-educational independent day and boarding school in Rutland, has offered the IB alongside A levels for ten years. Its director of IB, Simone Lorenz-Weir, says that the attractions of the course, and the philosophy underpinning it, have made it an attractive option, even for students who have no international connections. “Some students cannot narrow down their subjects to just four A levels, some really see the sense in the skills that they will learn (independent research, writing, presenting, thinking, and so on), and some simply like the holistic aspect of it. Some students are also incredibly curious and like doing something different,” she says. Ms Lorenz-Weir says that about a third of the cohort is international, two thirds are UK students and quite a few are local. “Some parents choose Oakham for entry at ten, 11 or 13 because we offer both IB and A level, but we see a big demand for places to do the IB in the sixth form each year,” she says, adding that the fact that many students are now looking beyond the UK for university, and the IB’s excellent reputation inIBthe US, plays a big1part. 132x89mm_Layout 18/02/2011 11:13 Page 1
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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.
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ACS survey results
Each year, ACS International Schools in London carries out a survey of the attitudes of university admissions officers to school-leaving qualifications. Last year, it compared the IB Diploma, A levels and the new specialised diplomas introduced by the last Government in order to provide a more vocational qualification for 16- to 19-year-olds. In the table below, university admissions officers were asked to rate a range of qualities found in A levels, the IB Diploma and the New Diploma. Ranked First: 1st Ranked Second: 2nd
A levels
IB Diploma
New Diploma
3rd 2nd 3rd 3rd 3rd 1st 3rd 3rd 3rd
1st 1st 1st 1st 1st 2nd 1st 1st 2nd
2nd 3rd 2nd 2nd 2nd 3rd 2nd 2nd 1st
Ranked Third: 3
rd
Developing self-management skills Developing ability to cope with pressure Encouraging independent inquiry Nurturing communication skills Nurturing an open mind Developing in-depth subject expertise Encouraging creativity Encouraging citizenship Developing business skills
The IB Diploma is given the highest score across seven out of nine qualities surveyed, while A levels are perceived as ‘best in class’ only for developing in-depth subject expertise. These results should be read bearing in mind that ACS schools offer the IB and the American curriculum, but not A levels. Nevertheless, over the five years that the survey has been conducted, admissions officers have consistently ranked the IB above A levels in terms of how well it prepares students for both university and working life. On the concerns about grade inflation in A levels, however, 72 per cent of admissions officers said that the new A* level (which requires extra work from candidates) is the solution, and only 5 per cent believed that A levels should be abandoned.
T he A mericAn S chool
in
e nglAnd
The North London International School Awaiting artwork after mixup with size. International Baccalaureate Diploma • American High School Diploma Advanced Placement Classes • English-as-a-Second Language Co-educational • Day (nursery - 18 years) • Boarding (14 - 18 years) Spacious Campus • Close to London Coldharbour Lane, Thorpe, Surrey TW20 8TE Tel: 01932 565252 • Fax: 01932 564644 ukadmissions@tasisengland.org • www.tasisengland.org
SPRING 2011
EDUCATION :
“Some of our UK students are now also looking to countries where the teaching language is English,” she adds. “Maastricht is excellent in the Netherlands, and we have even had a letter from their admissions tutor to say how much they like IB students from Oakham.” Passport to university? The appeal of the IB to universities, both in the UK and abroad, is underlined by Manchester Grammar School (MGS), which ranks as one of the top schools in the country academically, with high numbers of students gaining places at Oxbridge each year. “The IB is often chosen by students at MGS because it is seen as a more challenging qualification,” says Michal Lowe, director of IB at MGS. While she says that there is no typical IB student at MGS, Ms Lowe has found that students who have their sights set on university in the US seem drawn to the IB. “There is a lot of evidence to support the fact that US universities rate IB candidates highly – sometimes accepting them straight into the second year of the course – given the quality of the IB programme,” she says. One of the traditional objections to the IB used to be that admissions tutors found the points system of marking the diploma difficult to understand, but, as time has passed, this is no longer the case. Both Ms Lorenz-Weir and Ms Lowe believe that universities not only understand the system well but actually value it, because it allows them to distinguish the very best students from the best in a way that A levels no longer do. As to the other often-voiced doubt about the IB, that it adv183x132_v3_021210:Layout 1 12/3/10 11:41 AM Page 1 is only suited to the more able child, Ms Lorenz-Weir gives
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the argument short shrift. “We are convinced that the IB is an excellent route to university also for students who are not always at the very top academically. 30–35 points (45 points equal full marks) get students into excellent, if not Russell Group, universities, and even students who do not achieve beyond 30 points are looked at favourably by many good universities,” she says. “The universities value what the students bring with them: an ability to recognise deadlines and work within them, their literacy and numeracy, and their ability to present their ideas verbally in front of an audience and to work in teams.” It is a view endorsed by Ms Threlfall, whose school provides extra support for the 15 per cent of its children with mild to moderate special needs. “The IB is very good for all abilities. I’ve seen very average students get full marks with the excellent support that we can offer. The IB provides an alternative way of learning for them,” she says. For students who have English as a second language, ICS runs a one-year diploma support programme, which prepares them for the two-year IB diploma course. “In essence, that makes it a three-year diploma,” says Ms Threlfall. She adds that, even if students can’t take the full diploma, because of language or academic timing problems, they can still obtain certificates in individual subjects that many universities accept. “As the school’s university counsellor, I’ve seen universities open up to the IB in an incredible way,” she says. For the latest on education, see www.relocatemagazine.com, and refer your relocatees to www.smartmoverelocate.com
TWO SCHOOLS - One Educational Vision Serving the Schooling Needs of the Expatriate Community in London & Surrey • Offering International Programmes for Children Age 2 to 18 • Small Classes with Individual Attention • Inclusive Schools • Mother Tongue and Foreign Language Programmes • EAL and Learning Support Provision LONDON CAMPUS 139 Gunnersbury Avenue London W3 8LG Tel: 020 8992 5823
www.islondon.com
SURREY CAMPUS Old Woking Road Woking GU22 8HY Tel: 01483 750 409
www.islsurrey.com
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: DIRECTORY
SPRING 2011
Re:directory ESSENTIAL CONTACTS... 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 NatWest Global Employee Banking Contact: Neil Barsby Tel: +44 (0)1245 355628 Email: neil.barsby@natwestglobal.com Website: www.natwestglobal.com Area: Worldwide
DESTINATION SERVICES PROVIDERS 360 Relocations Contact: Tony Squire Tel: +44 (0)1923 235360 Email: sales@360relo.com Website: www.360relo.com Area: Worldwide
Interdean International Relocation Contact: Rob Lucas Tel: +44 (0)20 8961 4141 Email: rob.lucas@interdean.com Website: www.interdean.com Area: Worldwide
Map Relocations Contact: Eileen Money Tel: +44 (0)1233 227012 Email: contact@map-relocations.com Website: www.map-relocations.com Area: National, Belgium, Netherlands & Luxembourg
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
Roomservice by CORT Contact: Laura Shepherd Tel: +44 (0)20 8397 9344 Email: info@roomservicebycort.com Website: www.roomservicebycort.com Area: National
HEALTHCARE AXA PPP International
Contact: Lesley Hubbard Tel: +44 (0)1325 713213 Email: lhubbard@propertyfinderagency.co.uk Website: www.propertyfinderagency.co.uk Area: Northern England
Rushbrook & Rathbone Contact: Sarah Rushbrook Tel: +44 (0)1462 420201 Email: enquiries@rushbrookrathbone.co.uk Website: www.rushbrookrathbone.co.uk Area: National
FURNITURE RENTAL David Phillips Contact: Ana Stratton Tel: +44 (0)845 371 1280 Email: ana.stratton@davidphillips.co.uk Website: www.davidphillips.co.uk Area: National & International
Contact: Tad Zurlinden Tel: +44 (0)8700 726727 Email: enquiries@eura-relocation.com Website: www.eura-relocation.com Area: International
Focus
Contact: Karen Teasdale Tel: +44 (0)1892 508627 Email: international@axa-ppp.co.uk Website: www.axappphealthcare.com Area: International
Contact: Barbara Rees Tel: +44 (0)20 7937 7799 Email: brees@focus-info.org Website: www.focus-info.org Area: London & the South East
Bupa
The Relocation Network
Contact: Emma Hays Tel: +44 (0)1273 322084 Email: companynewbus@bupa-intl.com Website: www.bupa-intl.com/for-business Area: Global
Contact: Kay Withell Tel: +61 (0)4271 33309 Email: info@relocationdirectory.com.au Website: www.relocationdirectory.com.au Area: Australasia
InterGlobal
RECRUITMENT
Contact: Paul Weigall Tel: +44 (0)1252 745900 Email: info@interglobalpmi.com Website: www.interglobalpmi.com Area: International
Vanbreda International Contact: Kevin Melton Tel: +32 (0)3217 6529 Email: info@expatplus.com Website: www.expatplus.com Area: International
HR CONSULTANTS Mercer Contact: Carlos Mestre Tel: +41 (0)22 869 3090 Email: carlos.mestre@mercer.com Website: www.mercer.com Area: Global
IMMIGRATION SERVICES Newland Chase
Property Finder Agency
European Association of Relocation Professionals (EuRA)
Contact: Asma Bashir Tel: +44 (0)20 7712 1765 Email: asma.bashir@newlandchase.com Website: www.newlandchase.com Area: National & 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
Alchemy Recruitment Contact: Terry Page Tel: +44 (0)1376 322045 Email: terry.page@alchemy-recruit.co.uk Website: www.alchemy-recruit.co.uk Area: UK, Europe, Middle East, Asia
Red Recruit Contact: Caroline Frostick Tel: +44 (0)1621 840600 Email: caroline.frostick@redrecruit.com Website: www.redrecruit.com Area: Worldwide
RELOCATION MANAGEMENT COMPANIES Cartus Contact: Nigel Passingham Tel: +44 (0)800 018 3880 Email: trustedguidance@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 & International
Pricoa Real Estate and Relocation Services Contact: Keiran Ward Tel: +44 (0)20 8996 1200 Email: keiran.ward@pricoa.com Website: www.pricoarelocation.com Area: Worldwide
SIRVA Relocation Chartered Institute of Personnel and Development (CIPD) Tel: +44 (0)20 8612 6200 Website: www.cipd.co.uk Area: National
Contact: Francis Docherty Tel: +44 (0)7917 178380 Email: sales.eu@sirva.com Website: www.sirva.com Area: National & International
Industry jobs at: http://jobs.relocatemagazine.com
SPRING 2011
DIRECTORY :
Re:locate
Quintessential Relocation Consultants
International School of London in Surrey
House of Fisher Ltd
Contact: Jo Stoddart Tel: +44 (0)1481 257200 Email: jo@quintessential-relocation.com Website: www.quintessential-relocation.com Area: Channel Islands (Guernsey, Jersey, Alderney)
Contact: Marco Damhuis Tel: +44 (0)1483 750409 Email: mail@islsurrey.com Website: www.islsurrey.com Area: Surrey
Contact: Donna Martins da Silva Tel: +44 (0)118 951 4151 Email: donna@stayhof.com Website: www.stayhof.com Area: UK South East
TEAM Relocations
Kent College Canterbury
Hyde Park Residence
Contact: John Sammon Tel: +44 (0)121 329 5058 Email: john.sammon@teamrelocations.com Website: www.teamrelocations.com Area: Worldwide
Contact: Jayne Simpson Tel: +44 (0)1227 813 931 Email: registrar@kentcollege.co.uk Website: www.kentcollege.co.uk Area: Kent, South East
REMOVALS AND STORAGE
TASIS (The American School in England)
360 Relocations Contact: Tony Squire Tel: +44 (0)1923 235360 Email: sales@360relo.com Website: www.360relo.com Area: Worldwide
Bishop’s Move Contact: Richard Hohler Tel: +44 (0)800 616 425 Email: corporate@bishopsmove.com Website: www.bishopsmove.com Area: Global
DT Moving (Davies Turner Worldwide Movers)
Contact: Karen House Tel: +44 (0)1932 565252 Email: ukadmissions@tasisengland.org Website: www.tasis.com/england Area: West London & Surrey
The North London International School Contact: Amy Harris Tel: +44 (0)20 8920 0634 Email: aharris@nlis.org Website: www.nlis.org Area: North London
SERVICED APARTMENTS Apartment Service
Contact: Tim Daniells Tel: +44 (0)20 7622 4393 Email: london@dtmoving.com Website: www.dtmoving.com Area: Worldwide
Contact: Melanie Degand Tel: +44 (0)20 8944 1444 Email: melanied@apartment.co.uk Website: www.apartmentservice.com Area: UK & Worldwide
Interdean International Relocation
The Ascott Limited - Serviced Residences & Apart’hotels
Contact: Rob Lucas Tel: +44 (0)20 8961 4141 Email: rob.lucas@interdean.com Website: www.interdean.com Area: Worldwide
Schmid & Kahlert S & K 2000 France Contact: Philippe Lienig Tel: +33 (0) 38896 5903 Email: info@schmid-kahlert.fr Website: www.schmid-kahlert.com Area: Worldwide
SCHOOLS ACS International Schools
Contact: Rebecca Hollants Van Loocke Tel: +44 (0)203 119 3400 Email: rebecca.hollantsvanloocke@the-ascott.com Website: www.the-ascott.com Area: UK, Europe, Gulf Region, APAC
SACO Serviced Apartments Worldwide Contact: Clare Ace Tel: +44 (0)117 974 5934 Email: clareace@sacoapartments.co.uk Website: www.sacoapartments.co.uk Area: National & Worldwide
Select Apartments Contact: Giles Walker Tel: +44 (0)20 3130 1015 Email: gileswalker@selectapartments.co.uk Website: www.selectapartments.co.uk Area: National
SPOUSAL ASSISTANCE/ CAREERS Profile Locations Contact: Fiona Murchie Tel: +44 (0)1892 891334 Email: careers@profilelocations.co.uk Website: www.profilelocations.co.uk Area: National & International
JOBS:
Cheval Residences Contact: Emma Dean Tel: +44 (0)20 7341 7031 Email: emma.dean@chevalresidences.com Website: www.chevalresidences.com Area: London
Dreamhouse Apartments
Contact: Fergus Rose Tel: +44 (0)1932 867251 Email: frose@acs-england.co.uk Website: www.acs-england.co.uk Area: London & the South East
Contact: Nick Chaffaut Tel: +44 (0)845 226 0232 Email: nick@dreamhouseapartments.com Website: www.dreamhouseapartments.com Area: Aberdeen, Edinburgh & Glasgow
International School of London
Frasers Hospitality
Contact: Yoel Gordon Tel: +44 (0)20 8992 5823 Email: mail@islondon.com Website: www.islondon.com Area: London
Contact: Katie Kelly Tel: +44 (0)7409 9000 Email: katie.kelly@hpr.co.uk Website: www.hpr.co.uk Area: London
Contact: Virginie Viche Tel: +44 (0)20 7341 5599 Email: sales.london@frasershospitality.com Website: www.frasershospitality.com Area: National & International
www.relocatemagazine.com
To advertise here please call: 01892 891334
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