Re:locate Magazine - Summer 2012 by Profile Locations

Re:locate F O R H R , G LO B A L M A N A G E R S & R E LO C AT I O N P R O F E S S I O N A L S Summer 2012

www.relocatemagazine.com ÂŁ8

Middle East Calmer seas ahead?

Property

Change: the only constant?

Health

Mitigating risks for international assignees

Canada

Assessing the relocation scene

This issue is sponsored by

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SUMMER 2012

CONTENTS :

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CONTENTS 4 Re:editor’s letter Fiona Murchie looks at what’s in store this issue. Re:news & views 6 Key industry happenings, personalities and comment. 8 Re:hot topic The latest developments as they affect relocation. 10 Re:UK hotspots From Somerset to Cambridge, parts of Britain are booming. 14 Re:property Profiling an estate agent who ‘gets’ relocation. 15 Re:Middle East Relocation issues in the region, including education. 24 Re:health Mitigating risks for international assignees, plus how employers can best support relocating staff. 30 Re:international Trends in relocation assignment types and remuneration strategies. 32 Re:Canada Exploring the relocation scene in up-and-coming Canada. 36 Re:European conference Key themes from this year’s EuRA Congress in Stockholm. 39 Re:education Curriculum choices for families relocating internationally, plus the education picture in Brazil. 45 Re:awards Celebrating the winners of this year’s Re:locate Awards. 65 Re:The Jubilee Hour How your organisation can get involved and make a difference.

Property

Canada

UK hotspots

Awards

Re:locate

SUMMER 2012

TheTeam

We honour those “from across the

Managing Editor: Fiona Murchie editorial@relocatemagazine.com Design: Gulp Creative hello@gulpcreative.com

HR and relocation profession who offer a shining example

Sub Editor: Louise Whitson Advertising: Garry Tester ads@relocatemagazine.com

”

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

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Tel: 01892 891334 Re:locate 2012 Party, 30 November To celebrate this great year for Britain and thank all who contribute to the relocation profession’s support of The Jubilee Hour, we will be holding a party on 30 November. This will be a great way to thank your team for their efforts, to network, and to start the Christmas festivities. For further details, see www.relocatemagazine.com If you can donate prizes for a raffle or help in any way, please contact Mireille Applebee on 01892 891334.

With the celebrations of the Queen’s Diamond Jubilee still fresh in our minds, now is the perfect time to get involved with nationwide charity scheme The Jubilee Hour. Re:locate’s campaign to support this wonderful initiative is gaining momentum. There are many opportunities for you and your company to get involved, including the chance to donate some high-level expertise which could really make a difference. For more details, see page 65 and the Re:locate website. As part of our support for The Jubilee Hour, we’ll be running a free one-day knowledge-sharing conference for HR. We extend an open invitation in particular to those from the charity and not-for-profit sector. Find out more on page 7. And don’t miss the fabulous Re:locate 2012 Party (see box, left). In this edition, we have a special focus on property, which also provides the opportunity to look at UK relocation and inward-investment hotspots round the country, both in the magazine and on our website. Health and limiting risk are at the heart of this issue, as we provide a range of practical features that also shed light on doing business in the Middle East. In our country profile, we look at what is drawing people to Canada. The latest assignment and remuneration trends are captured in our comment on recent reports and conferences. International curriculum choices are at the top of the agenda for relocating families. We provide guidance on schooling issues in Brazil and the Middle East. With more entries than ever before and a packed Gala Dinner, relocation took centre stage on 10 May at the Re:locate Awards. Our special supplement is packed with inspiring stories of success, as we honour those from across the HR and relocation profession who offer a shining example, overcoming challenges and driving through change. Fiona Murchie Managing Editor

Coming in the AUTUMN 2012 issue of Re:locate magazine • PENSIONS © 2012. 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.

International complexities under the spotlight

• INTERNATIONAL

Developing a global mindset: added value from cross-cultural training

• COUNTRY PROFILES

Focus on Australia and the USA

Re:locate

: NEWS & VIEWS

SUMMER 2012

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

Follow the Flame Follow the OLYMPIC FLAME with Re:locate In celebration of this great year for Britain, Re:locate is expanding the UK Destinations section of its website. The Olympic Torch Relay, which takes place between 19 May and 27 July, is travelling within 60 minutes of 95 per cent of the UK population. Re:locate’s new Follow the Flame web section showcases the regions through

which the flame travels, giving exposure to selected companies in each. As the flame goes from Cornwall to London, via Wales and Scotland, HR, global managers and relocation professionals can follow its progress via an interactive map. All companies listed in our Extended Suppliers Directory will feature on the map as the flame is carried through their region. For only £300 per 12 months,

an Extended Suppliers Directory listing gives you a 300/500-word company profile, plus contact details, a logo and three images, so that HR and mobility managers can find you first when looking for products and services. Call us on 01892 891334 for details. This is a fantastic opportunity to be part of our leading international website, which now attracts 42,500+ unique visitors every month. For the latest on UK relocation destinations, and to monitor the flame’s progress, make sure you visit www.relocatemagazine.com. Don’t miss our features on the relocation scene in Somerset (p10) and Cambridge (p12).

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SERVICED APARTMENTS: a challenging start to 2012 Figures released by the Association of Serviced Apartment Providers (ASAP) show that the first quarter of 2012 proved challenging for many serviced apartment operators. With 56 members across the UK and Ireland, ASAP represents more than 12,000 apartments. The new figures suggest that the average overall occupancy for London was 77 per cent for the first quarter. January, in particular, started slowly, with average occupancy of 73 per cent. The average net weekly rental in London, however, was £974 – an increase of 7.7 percentage points on the 2011 figure of £904. For the rest of the UK, the average overall occupancy for quarter one was 72 per cent, with January – during which average occupancy was 64 per cent – proving the most challenging month. The average net weekly rental for the regions was slightly down on 2011 at £589, a fall of 1.5 percentage points. Said ASAP chairman David Smith, “Many of our members had a difficult start to the year, but report that business in April and May has picked up, although prospects for quarter three remain uncertain, particularly in London during the Olympic and Paralympic Games.” For the latest serviced accommodation news, visit www.relocatemagazine.com

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SUMMER 2012

NEWS & VIEWS :

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HR Mobility KNOWLEDGE SHARE CONFERENCE

New force in GLOBAL TRANSITION In an age of growing globalisation, a high level of support for families who relocate and repatriate around the world is vital. A major resource which aims to enhance this support has now been launched in the UK. The UK Affiliate of FIGT (Families in Global Transition) will build on the work done by the think tank FIGT and provide a new resource for global-mobility professionals and relocating families. Its main aims are: • To build a UK network across all sectors • To provide a forum of exchange for globally-mobile professionals, families and students • To organise events and discussion forums on all issues of global mobility, cultural transition and relocation • To connect this international community with local service providers and relevant organisations • To develop a valuable resource for education and training • To empower families by sharing research and best practice before, during and after international transitions For further information, see www.figt.org/uk_affiliates

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As part of its support for charitable initiative The Jubilee Hour, Re:locate will be running a free one-day knowledge-sharing conference for HR representatives from the charity and not-forprofit sector, to be held at Knight Frank’s Baker Street offices on Wednesday 24 October, from 10am to 4pm. We’ll be asking leading experts to give their hour of time to this worthwhile cause for the benefit of the charities. HR professionals from the private sector are also invited to attend without charge, to share their knowledge. In return, those from the charitable sector will have expertise to impart about sending employees to particular countries – cost-saving measures and immigration knowledge, for example. Places are strictly limited. If you are an HR professional and would like to join us, please reserve yours as soon as possible by emailing events@relocatemagazine.com The programme for this special event will be announced on www.relocatemagazine.com For more about how your organisation can get involved in The Jubilee Hour, see p4 and p65.

Re:locate

: HOT TOPIC

SUMMER 2012

Property: is change the only constant? Over the past decade, changes in corporate relocation patterns within, and to, the UK have led to changing assignee profiles. This has had implications for the types of accommodation most in demand by relocatees, as Louise Whitson reports.

new survey from HSBC, which reports that the average property price in the UK is 86 times higher now than it was 60 years ago, may give some comfort to homeowners depressed by the latest monthly index from the Office of National Statistics, which showed that, in March 2012, UK house prices were 0.4 per cent lower than in March 2011. During those 12 months, prices of newly-built homes rose by 6.9 per cent, while prices of pre-owned ones fell by 0.9 per cent. The strong performance of new builds is confirmed by research from property website SmartNewHomes, which gave the average price of a new home in March 2012 as £231,304, an increase of 0.8 per cent over the month and 1.9 per cent in the first quarter of 2012. May’s edition of the Knight Frank/Markit House Price Sentiment Index – which analyses perceptions of the housing market – suggests that optimism about house-price rises is unaffected by the latest less-than-positive news on the economy. It will be interesting to see if this ‘feelgood factor’ makes employees more willing to relocate. I asked James Moss, of property company Curzon, what advice he would give those looking to buy in the current climate. “The key is having finance arranged in advance, particularly the deposit. Buying outside London offers some excellent value-for-money opportunities, as values have fallen consistently for several years now. This is especially so in substantial houses up to £2 million, which avoided being

severely impacted by the rise in stamp duty in the last Budget.”

Stamp-duty changes The Chancellor’s announcement, in his March Budget, of a new 7 per cent stamp duty on residential properties sold for more than £2 million attracted opposition from some property experts, who felt it would negatively affect the entire residential property market, leaving some buyers, as David Whittaker, managing director of Mortgages For Business, put it, “sandwiched between the feeble first-time buyer market and a punished prime market”. Since many relocating employees will fall into this category, this must be cause for concern. Also in the Budget, the Chancellor closed a loophole that allowed property to be purchased via a limited company, avoiding stamp duty altogether. Says Jonathan Haward, chairman of The County Homesearch Company, “In closing the stamp-duty-avoidance loophole for foreign buyers, the Chancellor has probably made the right call. Very few of our purchasers chose to buy through a company vehicle, and the change does not seem to have deterred SMEs from relocating to the UK.” First-time buyers, who in March 2012, according to the ONS index, were already paying 2.8 per cent more, on average, than in March 2011, were not helped by the return of stamp duty on properties worth under £250,000. Following a 10 per cent rise in transactions during February, March saw a 32 per cent increase, as the result of a rush to complete before the deadline, according to research from LSL Property Services and Acadametrics. This was followed by an 18 per cent fall in April. Since first-time buyers underpin the entire market, this, again, will be of concern to relocating employees and their managers.

Stratford underperforming The Olympics were predicted by many to have a significant affect on the property market in London and the South East. However, research by Hometrack has shown that, on a pounds-per-square-foot basis, residential capital values in Stratford, adjacent to the Olympic site, have underperformed relative to the rest of London for the last four years. It remains to be seen how attractive a proposition this area will prove to be in the longer term. Hometrack’s Richard Donnell says, “Given that the area around Stratford has been very much in the spotlight since 2006, our findings may come as something of a surprise. However, it should be remembered that, as a regeneration

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project, the area is still in its infancy. The next ten to 20 years will see the growth of a new residential quarter. Up to 11,000 homes are planned for the Olympic Park and Village sites alone, all in an area with a new E20 postcode. Off the back of this new supply, new pricing benchmarks will emerge.” We’ll be exploring the regeneration of Stratford further in the Autumn 2012 issue of Re:locate. Jonathan Haward believes the Olympics will have a negative effect on relocation. “The biggest temporary hiccup to the business will be the Olympics. We can’t see much business for either company relocation or private buying going on during this period. The disruption to the economy will be greater than any impact the stamp-duty changes have had so far. “There is a shortage of good rentals, particularly in London, which will keep prices high, and we expect the disruption caused by the Olympics to business to return to normal in September.”

Rentals market divided A recent Insight Paper from Hometrack revealed two very distinct rental markets, one in London and another in the rest of the UK, with rents in London broadly double those for a comparable property elsewhere. The continued rise in the capital’s rents, the paper said, reflects the sheer size of the city, the cost of buying there, and a corporate rental sector that drives some of the highest rents in the country. By contrast, demand across other cities is largely domestic, driven by those unable to access owner occupation. Looking ahead, Hometrack believes that, with no major increase in mortgage availability likely in the near future, demand for rentals is set to remain strong. Property company Savills reports a reduction in international tenant numbers in the prime central London market. In the first half of 2011, tenants from North America and Western Europe accounted for 53 per cent of demand, but their market share fell to just 40 per cent in the second half of the year. Another trend noted by Savills is that of companies relocating expat employees to smaller properties, or awarding an accommodation allowance rather than securing a company let, giving individuals discretion to rent at a lower budget. This has contributed to an increase in self-funded young tenants looking for smaller properties, and means that welllocated flats are now the hottest sector of the prime central London market. The bottom line, says Curzon’s James Moss, is that rents have been rocketing over the last two years, although now they are in a brief lull. “Across the UK in Q4 of 2011, quoting rents increased by an average of 5.2 per cent, so, for international assignees, not only has stock availability fallen, competition has increased, and rents have risen. “In London – a market of very restricted goodquality housing stock, little new house-building, and huge international assignee rental demand – the impact is even more pronounced. Over the last 12 months, property values have risen by 11.3 per cent. Quoting rents increased by an average of 5.2 per cent in Q4 of 2011, following a more than 13 per cent rise over the previous 18 months. “Following such strong growth, rental values are levelling off and are currently flat, notwithstanding a short-term spike anticipated during the London Olympics this summer, which will be mainly confined to the short-term housing market.

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“Outside London, and particularly in the Home Counties, where so many US and international schools are based, as the recovery gathers pace (especially in the US-global financial sector), the market will move back in to equilibrium, having been a tenant’s market since the credit crisis kicked in.” Because good-quality stock will remain restricted, Mr Moss advises those looking to rent in the current market, “Do your research, have your finance in place, and, when you find the right property, tie it up fast, so as not to lose it. There’ll be plenty of competition around, and seldom does the same property come up twice in a row.” I asked Nick King, of King Relocation Services, for his view on the current availability of the rented family houses that are so sought-after by relocating families. Said Mr King, “The rental market remains buoyant across most areas, and demand is continuing to increase, while rents also appear to be rising. This means that good-quality family accommodation can be hard to find. Also, most properties are unfurnished, which places additional costs on companies providing short-term solutions for their employees, as furniture packs are required, or removals. This has an impact on the overall costs, and can mean that short-term rental is not as cost-effective as some may think.”

Impact on relocation How is the state of the housing market affecting relocations? Curzon’s James Moss says, “Corporate relocation patterns have changed enormously since 9/11 and the credit crisis of 2008, with a far greater emphasis on cost control. This means that larger family relocations have been replaced by middlemanagement, and often non-family, relocations focused more on apartments, combined with an increase in local hires.” According to Nick King, the difficult property market appears to be having a greater impact on methods of managing relocation, and on policy content, than on numbers. Companies are still looking at quick-fix options, and offer employees financial benefits rather than service support – an approach which, he says, may be counter-productive. “Our research has shown that, in many cases, this change of management method has increased relocation cost when compared with a properly-managed GSP [Guaranteed Sale Price] scheme, and, in the long term, can have an impact on business continuity and employee satisfaction,” says Mr King. Where are today’s relocation hotspots? By far the biggest for corporate tenants, says James Moss, is prime London, where 45 per cent of demand is from North American and Western European tenants, many of them from the financial and business sectors. As the strong US recovery continues to gain pace, there will, he believes, be an increase in demand for properties in prime central London, including large family homes in Kensington and Chelsea, Knightsbridge and Hampstead, this year and beyond. Says Nick King, “There are hotspots in every part of the country, driven by the corporates’ business locations. If we consider inbound UK, London probably remains the principal destination. However, other parts of the country are also destination points for inbound assignees; for instance, we have recently quoted for a group move to South Wales.” See www.relocatemagazine.com for the latest property news and articles. Refer your relocating employees to www.smartmoverelocate.com

Re:locate

: UK HOTSPOTS

SUMMER 2012

A bright future for Somerset Traditionally regarded as a sleepy, rural county, Somerset is now a focus for inward investment. Businesses there are innovating to succeed, as Fiona Murchie discovers.

ne industry that has seen impressive growth in Somerset in recent times is renewable and low-carbon energy generation. Still in its early stages in the UK, it is set for significant growth over the coming years. Somerset is positioned in the ‘Golden Triangle’ of ideal solar conditions below the M4 corridor, which makes it a perfect location for harnessing solar energy. A host of new projects are in the pipeline, including EDF Energy’s proposed £10 billion investment in the first nuclear new-build development, at Hinkley Point, on the Somerset coast. “Assuming this is granted planning permission, it will be Somerset’s biggest construction project in decades and will become a catalyst for economic development throughout the county,” says Rupert Cox, chief executive of local inward investment body Into Somerset. There is a range of renewable initiatives that all help to reinforce Somerset’s position as a ‘green’ pioneer and one of the country’s leading environmentally-aware, lowcarbon counties. Says Mr Cox, “Another particularly strong area for Somerset is aerospace and advanced engineering, where, thanks to key industry players like AgustaWestland, Honeywell Aerospace UK, and the Ariel Motor Company, we have earned a reputation for world-class invention and innovation. High-profile projects such as AgustaWestland’s £439 million contract to maintain the Ministry of Defence’s Apache helicopters mean that opportunities for local

businesses to become part of local supply chains for this sector are vast.” Nearby, in the Bristol area, are BAE Systems and RollsRoyce, which makes for a cluster of expertise that is attractive to potential investors and those already established with professional and technical knowledge and skills in the region. There is also an established supporting supply chain. Although Somerset does not have its own university, it is close enough to benefit from the pool of talent generated by the universities of Bath, Bristol, and Exeter. There is also a project in the pipeline with the University of Plymouth. Other familiar names are luxury fashion brand Mulberry, which has an existing headquarters near Shepton Mallet and is opening a new factory at Bridgwater. This builds on the leather tradition created by Clarkes, which no longer manufactures here but still has marketing and research sites in the county. The area is also a hub for the food and drink industry, and has attracted rising supermarket star Morrisons, which will open a new regional distribution centre in Bridgwater.

Key drivers of relocation The regeneration of areas like Taunton, Yeovil and Bridgwater has helped to attract many major businesses to the South West. “There is huge potential here for business start-ups, too. In fact, Somerset has one of the highest business start-up rates

SUMMER 2012

UK HOTSPOTS :

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of any county outside London,” Rupert Cox explains. “Our In May, the Government announced sweeping reforms to strong, supportive business networks are a real bonus when it the UK energy sector, reviving the nuclear debate. Two key comes to building contacts and developing new business leads players, RWE Npower and E.On, said this spring that they – plus we have excellent road and rail links, being less than would not develop new nuclear power projects in the UK. two hours from London, the Home Counties, the Midlands They had been planning to invest in new plants, on Anglesey and Wales, with a choice of international airports on the and at Oldbury-on-Severn, near Bristol, under a joint venture doorstep, at Bristol and Exeter.” called Horizon Nuclear Power. According to Into Somerset, around 20,000 people Confirmation of EDF’s project has now been delayed until relocate to the county every year, attracted by its coast and 2013. In 2008, the company bought British Energy, which had countryside, friendly market towns, short commuting times, nuclear power stations and 400 acres previously allocated for and first-class educational development. If all goes to plan, opportunities. the major civil engineering Rupert Cox says that contracts (worth £1.2 billion) investment is divided into four will be awarded in 2013. Two primary categories: project major consortia, led by Balfour relocations, such as EDF’s; Beatty and Laing O’Rourke, are regional expanders, who are standing by. already based in the area; Of course, French company Courtesy of EDF Energy business-case relocations, EDF is long established in the Image from the company’s stage 2 which are driven by costUK and unlikely to relocate consultation (July to October 2010) Rupert Cox, Chief Executive of Into Somerset. saving benefits; and lifestyle whole teams, but it has been relocators, who are attracted by working closely with Somerset. the region’s quality-of-life benefits. The latter generate fewer The nuclear-related jobs are only likely to be around 25 per jobs, but are often of a higher quality. cent, with the majority of work in the civil engineering, Cost benefits are an obvious driver for businesses that mechanical, electrical, and construction spectrum. relocate to Somerset. Companies can make huge savings on If it goes ahead, the new power station will have a huge commercial property, which tends to be at least a third cheaper impact on the region’s prosperity, providing jobs throughout than in London and the South East. In 2010, IT giant IBM the tiers of development, and afterwards. moved its maintenance and repair centre from Uxbridge to Highbridge, near Bridgwater and the M5 corridor, and, as a For more on the latest relocation hotspots, see the expanded UK result, saved 45 per cent on building costs. Destinations section of www.relocatemagazine.com There is a range of residential locations, from towns to picturesque villages and everything in between, to suit everyone, from first-time buyers, who will get their foot on the property ladder in Somerset, to families, who will get more space and large gardens, to the top end of the market. Schools always feature strongly in the relocation equation. Somerset’s state schools are generally pretty good. In the private sector, Taunton School, Wellington School, King’s College, Queen’s College, and Millfield are highly regarded.

Leading the way on nuclear? The brightest hope on the horizon for Somerset is the proposed Hinkley Point C nuclear new-build development by EDF Energy. Nothing has been built on this scale in the UK for 30 years, and, if it goes ahead, it will be seen as a global model for future nuclear power plants. Overall, the project is expected to generate £100 million per year for the local economy during construction, and £40 million per year during operation, with an additional £6 million invested in skills and training. It is estimated that the development will provide 25,000 jobs during the construction phase, with around 5,600 people working on site during the peak construction period, and many more in the supply chain. At least 900 directly-employed permanent jobs are anticipated at the new power station over the 60 years or more of its operation. The building phase is likely to take ten years. Last November, the now-defunct Infrastructure Planning Commission confirmed that EDF’s application for a new nuclear power station at Hinkley Point, and the associated development, had been accepted and would be taken forward for examination. The final planning decision is still to be confirmed.

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: UK HOTSPOTS

SUMMER 2012

Cambridge: anything but blue While other parts of the UK struggle, Cambridge is booming, and relocation to the city is increasing. Caroline Hardy talked to some local relocation professionals to find out why.

ith its beautiful college buildings and bridges, Cambridge is a university city recognised around the world. It also boasts one of the fastest-growing economies in the UK.

While other cities are struggling, Cambridge appears to be bucking the trend. Cambridge Science Park, the UKâ&#x20AC;&#x2122;s oldest and most prestigious science park and home to more than 100 companies, continues to attract new businesses, from small start-ups to subsidiaries of multinational corporations, while house prices are on the rise and more people are looking to move to the city. Among Cambridgeâ&#x20AC;&#x2122;s larger employers is Marshall Aerospace, which employs around 3,500 people and runs Cambridge airport. The Science Park is home to 5,000+ employees working for companies that include Napp Pharmaceuticals, Dutch electronics giant Philips, and software-solutions company Citrix Systems, while more than 6,500 people work in the cityâ&#x20AC;&#x2122;s thriving tourism industry. Another big employer in the area is Addenbrookeâ&#x20AC;&#x2122;s, one of the countryâ&#x20AC;&#x2122;s top teaching hospitals. Project1:Layout 1 25/05/2012 15:29 Page 1

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So what is behind Cambridge’s success? Angela Joseph and Clare Miller own and run Relocate Cambridge, which has been relocating clients to the area for the past decade. Angela Joseph agrees that Cambridge seems to be bucking national trends. “There has been a marked increase in relocation work into the city recently, although, to be fair, it never really fell off,” she says. “Global corporations like Microsoft, alongside FTSE and major pharmaceutical companies, are moving in to Cambridge as it becomes better known as a bio-science centre. We’ve seen an increase in both corporate companies and private individual clients, including people moving here from London. “They’re attracted by the proximity to world-class universities and Addenbrooke’s, our excellent schools, and the lifestyle in this part of the country. Over the last couple of years, we’ve also seen university alumni wanting to move back with their families to the city where they studied.” Against this background, while property prices in other parts of the county are falling, or, at best, remaining stable, Cambridge is again leading the way, seeing prices rise by an average of 8 per cent in the first quarter of 2012. “Very high prices are being achieved by Edwardian and Victorian properties in the city, and there is huge demand for two-bed cottages,” Angela Joseph says. “Shortages have pushed prices up, which has seen a downward spiral in stock, with the supply of one-bed properties falling by 30 per cent and two-beds by 39 per cent. Cambridge doesn’t have much in the way of detached houses in the city now, as most of them have been taken over as college and student accommodation.” A lack of available city property has led more people to look for homes in nearby villages. “Areas to the south

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of Cambridge are proving popular for those working at Addenbrooke’s, while the new guided busway makes it an easy commute to the Science Park for people living at the northern side,” explains Angela Joseph. “Other big towns, such as Ely, 16 miles away, and Newmarket, are also becoming more attractive. If the commute is around 30 minutes, people are happy to look at living outside the city.” Among those reaping the rewards of a buoyant market is leading Cambridge estate agent Bidwells, which deals in property at the higher end of the market. Residential partner Chris Carey expects that a house bought today in the city at the top end of the market will appreciate by up to 50 per cent in five years, based on past performance over a long period. And that, he says, is due to demand. “Lots of people locate here because of the schools, and then commute back to London. And Cambridge is more and more globally recognised.” Landlords are also helping fuel the economy. “Cambridge is one of the top five cities cited to see the UK out of the recession, so buy-to-let has been extremely strong over the last few years,” explains Chris Carey. “Today, 40 per cent of the properties we manage are on behalf of investors, whereas it was 15 per cent three years ago, with the rest owner-occupiers who were away for a period. Buy-to-let investors will pay £300,000 for a two-bed city apartment and get £1,400 a month in rent.” Don’t miss the expanded UK Destinations section of www.relocatemagazine.com

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: PROPERTY

SUMMER 2012

An estate agent who ‘gets it’! An estate agent who understands the relocation dynamic and is committed to adding value can play an important part in a successful employee move. Enter Simon Bradbury, partner at Cartus Home Sale Network award winner Thomas Morris, who talks here to Fiona Murchie.

hen Simon Bradbury, of Thomas Morris estate agents, bounded onto the stage at the Cartus Home Sale Network (HSN) Awards ceremony in December to collect the Master’s Cup, I knew there was something different about him. Here was an estate agent with bags of energy, a passion for what he does, and a larger-than-life personality. It wasn’t just the red socks and red bow tie he wore with his black DJ; earlier in the day, the HSN conference delegates had been treated to an energetic presentation by him on the relevance of marketing and keeping it simple. His company also specialises in training for the industry, which says something about his approach. I know a little about Thomas Morris’s patch, having been brought up in South Cambridgeshire. I understand the differences between its market-town catchment areas of St Ives, St Neots, and Huntingdon. They are sandwiched between the neighbouring cities of Cambridge, with its sky-high prices and university, hospital and knowledge-based science-park demand, and less-affluent Peterborough, with its swathes of new housing (it has been earmarked by the Government for much more) and new office parks, which is struggling to reinvent itself as a new town following the departure of manufacturing and heavy engineering. Cambridgeshire is a flat county, with pockets of attractive towns and villages (some pretty sandstone cottages, not dissimilar from those in the Cotswolds, contrasting with the plain, square-style, local yellow brick and general housing mix) interspersed with agricultural heartland, which ranges from big wheat arable to vegetable growing and vast stretches of fertile fenland. Communications are good, with easy access to the northsouth M1 and A1, and, east to west, the M11 and staggeringly

busy A14. London is only 60 miles from Cambridge by road, and the train service takes you into revamped King’s Cross and adjacent St Pancras and the Eurostar. Stansted airport is within easy reach. The flat aspect made the area ideal for the RAF and American bases in the war, and there is still Ministry of Defence influence in the economic mix. This seems unlikely home territory for an award-winning estate agent. But that is exactly the point: the agents in the Cartus HSN really understand location. Relocation is all about selling a location and understanding the lifestyle of the people you are moving. Simon Bradbury sees relocation as Thomas Morris’s unique point of difference, and recommends that estate agents and letting agents take the time and trouble to understand relocation issues and listen to the people they are moving. “Most agents think about selling houses, but we understand that we are solving relocation problems for people,” says Mr Bradbury. “Estate agents can bring so much value to the process. It’s a great lightbulb moment when the people you are helping realise the value and think ‘wow, this really is possible’. So much is about relationships, communication, and consistency of message. We spend a lot of time training our negotiators to ask the right questions. The most important question to ask is ‘why are you moving?’ That unlocks a whole stack of useful information.” The other important thing to remember is that Cartus HSN members offer a joined-up solution to the employees of companies relocating their staff. They find exactly the right property in the new location for the relocating employee, but they can also help at the other end, by working with their trusted partners in the network to ensure that a smooth sale is achieved and all the hurdles overcome. When an employee is on the move, there is an end date and the drive to complete. Equally, there is the short-term solution of finding rented property to fill the gap while the home is being sold, say, or a flat for six months for the employee to commute from until the start of the new school year. It is all about asking the right questions, being flexible, and driving through solutions. Corporate clients and relocation professionals would be well advised to check out the estate agents they are using and pose the question: “Relocation – do you get it?” With vast amounts of money tied up in property, and a slow market in most areas, can you afford to use a firm that doesn’t? For more case studies and the latest property news and articles, see www.relocatemagazine.com

SUMMER 2012

MIDDLE EAST :

Re:locate

Education in the Middle East Though education provision in the Middle East is growing all the time, many relocating families currently struggle to find school places. Rebecca Marriage reveals insider advice from schools across the region, and looks at how parents can judge the quality of education available.

ducation is big business in the Middle East. From nursery school to higher education, the choice is growing daily, as new institutions spring up all over the region to cater for demand and join the economic boom in the popular relocation destinations. The quality of education provision is variable, and waiting lists for good schools remain very long. Assignees with school-age children are struggling to secure places, and, in many cases, have not anticipated the battle they may have on their hands. This often ends in anger and disappointment, and, at worst, a temporary split of the family as they continue to educate their children in their home country. Until relatively recently, the number of good schools available in middle-eastern countries was limited. In fact, many countries discouraged the influx of an expatriate workforce into the region, favouring local workers. But it soon became apparent that, with the growth of the airline and construction industries, help was needed from outside the region, and, with it, the provision of services for expatriate families. The demand for international schools offering a choice of international curriculum options grew rapidly, and governments and international school groups were quick to respond. Independent education consultant Sarah Teasdale explains, “In the UAE [United Arab Emirates], for example, land was given to international education companies by the

government to open good-quality British and international schools, with the aim of attracting to the region more highquality education establishments for expatriates.” Lesley-Ann Wallace, principal of the British International School Abu Dhabi, has observed the rapid growth of the region. “The UAE is now a place to be. There are more things for families to do, and, therefore, it’s more appealing, and the choice of educational institutes has grown tremendously, so there are options where there weren’t before.”

Growing number of schools Many well-known UK schools, such as ACS International, the International School of London (ISL), and Sherborne, in Qatar, Brighton College, in Abu Dhabi, and Repton, in Dubai, have recognised the opportunities in the Middle East and opened sister schools there. Larger school groups, such as the Council of British International Schools (COBIS), GEMS Education, Nord Anglia and SABIS, already have a number of establishments in the region and are committed to expanding. But although the number of international schools is growing, finding a suitable school with available places can be a challenge, and many relocating expats with families are now demanding the security of a school place before accepting a new assignment. A recent report from ISC Research, an organisation which researches and analyses developments in international schools, said many parents considering a move to

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: MIDDLE EAST

the UAE are now more concerned with finding school places for their children than they are about the salaries they earn.

HR ‘must manage expectations’ On discovering the difficulty of securing places at good international schools in the Middle East, parents have strong reactions, as Mark Hunter, vice principal of student services at Doha College, in Qatar, explains. “We see the full range of reactions from relocating families, from resigned acceptance, to desperate disappointment, to outright anger. A lot of the reaction depends upon how well-informed parents were prior to their application.” He stresses the importance of the role of HR managers in managing expectations, and urges them to take the lead. “HR departments for companies in Qatar have a responsibility here, and we welcome calls from companies or relocation agents in this regard.” It is emerging that the shortage of nursery and primary places is even greater. Ashrafa Mohmed, assistant headteacher at Doha English Speaking School, which offers primary education in Qatar, explains that, though every year group has a long waiting list, there is a much higher demand from preschool up to Year 3. Here, waiting lists could be up to 18–24 months.

Competition The increasing number of new schools in the region means that there will, in time, be more opportunities for expats looking for school places, but it is also likely to make bigger the job of assessing the quality of education on offer. There are currently a number of ways of assessing the quality of provision in the region’s schools. British schools overseas now have the opportunity to be reviewed by inspection providers approved by the Department for Education (DfE) and monitored by the English schools’ inspectorate, Ofsted. Reports can be found on the DfE website. For American schools overseas, the New England Association of Schools and Colleges has a similar system. Details of accredited schools can be found on the Commission on American and International Schools Abroad directory. The Council of International Schools demands high standards of performance from members, and assesses schools through peer review and self study. COBIS and British Schools in the Middle East have a similar accreditation process, but require their schools to have undergone an inspection by a DfE-recognised body. In Dubai, the government’s Knowledge and Human Development Authority has its own well-regarded Schools Inspection Bureau, and publishes a yearly report, with schools judged against criteria approved by the British government. In Qatar, the Outstanding Schools Oversight Committee of the Supreme Education Council invited three private international schools to open in 2008/9, and expects to open new ‘Outstanding Schools’ in Qatar each year over the coming three to five years. Outstanding Schools are selected from top schools throughout the world that teach accredited international or national curricula. ISL Qatar was the first of the three schools to be invited to join the initiative, and, as Heather Mulkey, group marketing and admissions officer for ISL, explains, “The school has been highly successful and is already expanding, with construction underway to add more primary and secondary classrooms.” International Baccalaureate (IB) Diploma School status is another indicator of quality. Only schools authorised by the IB

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organisation can offer any of its three academic programmes, the Primary Years Programme, the Middle Years Programme, and the Diploma Programme. ACS International opened a new school in Doha, Qatar, in September 2011, and has set out to achieve IB World School status. Head of school Tom Lehman explains, “These are schools that share a common philosophy: a commitment to high-quality, challenging, international education.”

Admission When it comes to applying for their chosen school, there are no hard-and-fast rules for parents, and all schools approach admissions in different ways, operating their own timelines. Diane Thorson, of GEMS Dubai, explains, “GEMS schools accept applications two years prior to the enrolment date.” But Mark Hunter says, “Applications mid-year, and even midterm, can have a greater chance of success.” However, as Camila de Pierrefeu, of the Dubai British School, warns, “On occasion, families are not able to get all their children places until the start of the next year, when there is more flexibility.” So, for parents and those helping families secure a school, it seems that applying as early as possible is advisable. Parents can expect to receive lots of help and advice from schools, so it is important that contact is made early. Robin Appleby, superintendent at Dubai American Academy (DAA), would like to reassure families. “Despite the fact that demand is high, we never take parents for granted, and we want to help them find the right school for their children. The registrars work closely together to refer families to the best schools in our network, and we do try to help families find seats elsewhere when one is not available at DAA.”

Differences Families may be surprised to learn, on relocating to the UAE, that there is a requirement for students to take a certain number of hours of Arabic language classes as part of their regular school week. As demand is also high from the local population and from families from around the world, classmates are likely to be from dozens of different countries and backgrounds, which has some great benefits for the globally-mobile family. As Ian McIntyre, of Brighton College, Abu Dhabi, explains, “We are attracting children and parents from across the globe who are settling in Abu Dhab. This is immensely rewarding for our pupils and helps us to promote tolerance and respect within the college community.” In many of the countries in the region, schools and businesses operate to a slightly different timetable. Says Mark Hunter, “School days tend to start and finish earlier than many families might be used to. The early start has both climatic and traffic advantages, and the early finish does create opportunities for post-school-day activities. Early starts do, however, take some getting used to!” For the shellshocked and newly arrived family, the good news is there is plenty of help on offer from school staff and fellow parents and students. Parents are likely to find active parent-teacher associations and plenty of social events to help them settle in. Our education coverage starts on p39. For the latest on the Middle East relocation scene, see p15 and the International Destinations section of www.relocatemagazine.com

Re:locate : MIDDLE EAST

SUMMER 2012

Middle East

Restoring stability Though conflict persists in some parts of the Middle East, others are bouncing back from the global economic downturn and making the most of new opportunities. Fiona Murchie asked relocation professionals in the region about the latest mobility trends.

here seems no doubt that the United Arab Emirates (UAE) is now on the road to recovery. The International Monetary Fund says, “Real GDP growth reached an estimated 4.9 per cent in 2011, supported by an increase in oil production. Non-hydrocarbon growth also strengthened, to around 2.7 per cent, backed by strong trade, tourism and manufacturing, and despite continued over-supply in the realestate sector. Real non-oil GDP growth is projected to further strengthen to 3.5 per cent in 2012. Inflation is likely to remain subdued at around 1.5 per cent this year.” The potential impact of instability in the surrounding Middle East and the global economy cannot be dismissed, but this is, nonetheless, a remarkable turnaround. Diversification seems to be the key. Abu Dhabi is investing in key projects, as outlined in its Vision 2030 to be an environmentally, socially and economically sustainable community. The first phase of the impressive Khalifa Port opens on 1 September, with construction continuing until 2030, by which time the port will be able to handle 15 million 20-foot units and 35 million tonnes of bulk cargo. Work has begun on zone one of Khalifa Industrial Zone Abu Dhabi (Kizad), potentially one of the world’s largest industrial development areas. As a cultural hub, Abu Dhabi has attracted Zayed National Museum, designed by Norman Foster, the Guggenheim Abu Dhabi, and the Louvre Abu Dhabi (opening in 2015). The Performing Arts Centre on Saadiyat Island, which will be connected to the mainland by two road bridges, is emerging as a glittering centre for leisure, residential accommodation, business, and culture. Neighbouring Qatar, equally intent on diversifying its economy, is also taking the cultural route, led by the Amir’s daughter, Sheikha Al-Mayassa Al-Thani, who has been cited by the Economist as the art world’s most powerful woman. Qatar Museums Authority, in partnership with University College, London, is to deliver postgraduate training in archaeology, museum studies, cultural heritage, and conservation. Another of Sheikha Al-Mayassa Al-Thani’s hugely successful projects is the Doha Tribeca Film Festival, which is twinned with the New York Festival. Dubai is bouncing back as a trade and tourism destination. It has proved to be well placed, with access to the emerging markets of China and India, and is an economic hub for the Far East, Europe, Africa, and North America. Dubai is still regarded as the financial centre, although Abu Dhabi is competing hard.

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Says John Nicholls, of Move One Inc, “After global financial and debt crises in 2008 and 2009, it seems that political unrest sweeping across parts of the Arabian region in 2011 has resulted in some positive economic developments in Dubai, which is now largely regarded as a safe haven for investors. According to latest economical developments, including substantial growth of its tourism and service industry, Dubai is likely to become a key Gulf business hub. “It remains a prosperous destination for those considering investing in the United Arab Emirates, with a recent economic report proving the region, particularly Dubai, is moving from ‘economically strong’ to ‘stronger’. Dubai’s diverse economy, political and economic stability, highly-developed infrastructure, and position as a gateway between Asia and Europe demonstrate this ‘safe haven’. The aviation industry is huge in the UAE. It contributes over 6.3 per cent to GDP and is estimated to generate $22 billion annually. As part of the Dubai Strategic Plan 2020, airport capacity is set to increase from 60 million to 90 million passengers by 2018.

Property trends As a new report in ECA International’s Global Perspectives series confirms, rental trends in the Middle East have been affected by the recent social and political turmoil, most notably in Cairo and Manama. The reduction of expatriates following the uprising forced landlords to reduce rents. Many expatriates are shunning the suburbs to move to quality new-build properties in nearby satellite cities, adding further downward pressure on Cairo’s rental market. continued on p22

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SUMMER 2012

The report ranks Abu Dhabi as the second-most-expensive location in the region, despite a reduction in rental rates for the third year running. Expatriates working in Abu Dhabi often choose to live in Dubai, because of the lower rents. However, rents in Dubai remain relatively high, despite prices having dropped for the third year running and more luxury new-build apartments entering the market at competitive rates. The report reveals that compound accommodation in the Saudi cities of Jeddah and Riyadh is in short supply, with three-bedroomed houses increasing in price by between 9 per cent and 13 per cent since ECA’s previous survey. Demand for secure properties and compound living has increased as a result of the Arab Spring. However, security is not considered to be an issue in Kuwait and the UAE. Natasha Estie, Qatar country manager for Intouch Relocations, notes that expatriates, particularly those new to the Middle East, prefer compound living in gated communities. But this is more about the comfort of living with people from similar Formed in 1971, the United Arab Emirates (UAE) is a federation of seven states: • Abu Dhabi • Ajman • Dubai • Fujairah

• Ras al Khaimah • Sharjah • Umm al Qaiwain

backgrounds and the added facilities, such as cinemas, kindergartens, and sports facilities, than security. Intouch’s Kavit Handa reports that housing in Saudi is in short supply for two reasons. First, building hasn’t kept up with demand for compound living. Second, there is a growing trend for young Western-educated Saudis to leave extendedfamily homes and live in their own smaller family units. Prices range from $50,000 dollars for a four-bedroomed house to $125,000 for accommodation in a compound. The ECA report points out that company lets are preferred throughout the region – good news for those who are relocating.

Dealing with difference A recent survey of 2,000 expats, commissioned by monthly magazine 999, published by the UAE Ministry of Interior, found that only 28 per cent of respondents had any real knowledge of local customs and traditions. Despite the abundance of learning resources and materials available, 72 per cent of expats admitted they knew little about their host country. Only a third set aside enough time to find out about the UAE’s culture, and 11 per cent claimed they never really tried to understand the culture at all. Natasha Estie feels that some HR in Europe and US think that that one region of the Middle East is much like another, when, of course, that is not the case. Natasha told me that HR should be more understanding of the challenges facing assignees, particularly those with families. Although countries like Qatar are growing at a great pace, with fabulous new buildings that are similar in style to those of Western cities, in reality there is a cultural gap. She emphasises the importance of cultural training and support, in terms not only of cultural differences but also of coaching to deal with with the change and transition that relocating employees and their families typically experience.

Kavit Handa feels this to be particularly true for assignees being sent to Saudi Arabia. He has noticed that many clients, even if they don’t offer cultural support to those going to other middle-eastern countries, do provide it for Saudi, because of the very different cultural experience. Mona Radwan, of Global Relocation Consultants, makes an even stronger plea for a deeper understanding of, and compassion for, the situation in Eygpt. She says that, on the surface, it looks like business as usual. There are everyday sights of normality, with roads being widened and traffic lights installed. The golf courses are booked up, and tickets to the opera are sold out. Everyone is well dressed, and hairdressing salons are full. Everything seems as normal until you see protesters outside the house of parliament and government offices. Mona Radwan describes how, driving to work, she feels reassured to see the army presence on the streets, because it makes her feel secure. But the reality is that Egypt, as she explains, is a country in revolution. Ms Radwan cites the example of a German expatriate, new to the country, who arrived completing forgetting that Egypt was in turmoil, not giving his relocation consultant a chance, and complaining about his disrupted home-search tour. But the consultant could hardly move between areas because of the traffic. “It’s cruel to say the service is bad: the consultant is a diamond,” she says. “It breaks out hearts, but we are doing all we can. The message from Egypt is for companies to spend a few more dollars and please give assignees even an hour of cross-cultural training.” A heartfelt message, which I promised to pass on. Companies and assignees are returning to Egypt because it is too important a market to be neglected, and, with the election of a new president underway, hopefully stability is on the horizon.

Crisis management The political upheaval in Egypt and other Arab countries in 2010/11 was a wake-up call to many companies to look at their crisis-management plans. We covered the BP experience in the Autumn 2011 issue of Re:locate, and there is a valuable checklist on the website. PwC has recently released a five-stage crisis-management response model. Key issues to consider when planning for a crisis include: Before • Business resilience planning • International assignment policy development and review • Crisis-management team and communications plan structuring • Data quality and employee tracking assessment During • Immigration support • Information management and reliability of sources • Vendor support – payroll, finance and legal support After • Reviewing your organisations’s response • Tax and social-security advice • Benchmarking your approach to other organisations’ • Policy development and review

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MIDDLE EAST :

Employee health and safety Healix provides international medical, security and travel assistance services. Its security team tracks more than 15 million travel movements and monitors over 356,000 global incidents ever year. Dave White, director of sales and marketing, international healthcare, is keen to remind companies sending employees on assignment overseas of their legal obligations. “Duty of care, and the requirement for employers, so far as is reasonably practicable, is to ensure that employees are not exposed to risks to their health and safety at work. This has been in place in numerous countries for over 30 years, but is still misunderstood and poorly applied across large multinational organisations. It is not, however, the primary act or legislation, but rather a subset of the workplace or occupational health and safety laws. “The realisation, or acceptance, that duty of care applies as much to business travel as to traditional static workplace environments is a relatively new occurrence. This is not due to any significant alteration or refinement of related legislation or laws, but more an awakening of consciousness and a greater volume of informed employees who are both aware of, and exercise their right to, a managed workplace. “Improvement and adherence to workplace health and safety should be the primary focus to all businesses in support of business travel, not duty of care.” For the latest news and articles on the Middle East, go to www.relocatemagazine.com

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: HEALTH

SUMMER 2012

Reducing assignee health risks As well as helping to fulfil employers’ duty-of-care obligations, protecting international assignees by mitigating the health risks they face in their destination country can help to promote successful assignments, as Louise Whitson reports.

s the world shrinks and business becomes increasingly global, international assignments, sometimes to difficult destinations, are becoming a fact of everyday corporate life. In addition to natural disasters, war and terrorist attacks, assignees, and accompanying family members, may be at risk from such factors as infectious diseases and sudden illness or injury. Leaving aside the human costs, the consequences for an employer if employees fall sick or are injured – disruption to the assignment and, perhaps, the wider business, medical bills and/or evacuation costs, and negative effects on their brand’s image – can be grave. “The worldwide competition for high-potential individuals is more and more intense,” says Philip Wright, chief commercial officer at German company DKV Globality. “The increasing transparency and competitiveness of the labour market means that the health of expatriates and their families is not only a key factor for the success of the assignment, but a competitive factor for multinationals. High-potential talents, strategic business leaders, seasoned technical experts, and career-building volunteers will all need attention from HR if they are to be attracted, motivated and retained.” With new regulations coming into force around the world, employers who fail to take adequate steps to protect assignees may even lay themselves open to litigation. The fact that healthcare systems differ from region to region and country to country, and, in many cases, are highly regulated and difficult to access, adds to the challenge of safeguarding the wellbeing of assignees.

Recognising, and managing, risk Global medical and security services company International SOS, which had 4,500 clients five years ago, now has more than 10,000 – a sign that companies are taking seriously the need to manage the risks facing their global workforce. Recognising that one of the challenges facing employers is

the lack of overall international guidance on duty of care, International SOS recently announced a global initiative to foster the study and adoption of duty-of-care best practices, with the aim of improving the safety and welfare of those working abroad by providing information to governments, employers, workers and contractors on health, safety and security risks linked to international and remote assignments. The recently-launched 2012 edition of International SOS’s annual HealthMap provides organisations operating internationally with country-specific health-risk ratings, to enable them to determine which destinations require riskassessment procedures and preparation programmes. Says medical director Dr Doug Quarry, “While companies may see having the right health-risk practices in place as a cost, they should also consider the rewards of doing so. There is a strong cost benefit for assuring that preventative riskmanagement strategies are in place. It is also a valid argument from a business-continuity point of view.” HealthMap 2012 highlights the gap between the perception and reality of health risks, which happens at both company and individual level. For example, though a recent survey of 196 expatriates showed that individuals ranked infectious diseases, security problems and natural disasters as the biggest risks they faced, International SOS’s figures for the leading causes of air-ambulance evacuations out of Africa, supported by data from the World Health Organization (WHO), reveal that accidents and cardiovascular diseases, followed by infectious diseases and psychological problems, are the most common diagnoses. Dr Quarry points out that, in some countries – notably the BRICS, but also Argentina, Azerbaijan, Chile, Indonesia, Kazakhstan, Peru, the Philippines, Thailand, and Vietnam – the level of medical risk is low or moderate in the major cities, but high in other areas. In these countries, health risk is also determined by the availability or accessibility of adequate medical care.

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: HEALTH

An ounce of prevention … When it comes to reducing the health risks faced by expatriates, preparation and prevention are key. Scott Gilbert, head of security operations at Travel Security Services, a joint venture between International SOS and Control Risks, advises, “Prepare travellers as much as possible. Ensure they have received, and read, medical and security advice and information before they travel and receive regular updates when they’re on the move. Identify, and keep track of, your people and their movements – especially those in remote sites. Capture contact and medical information before they travel.” Well in advance of the assignment, employers should consider three things: the employee’s present state of health (which can be assessed through a pre-departure questionnaire and/or checkup), including any conditions requiring ongoing treatment; infectious diseases prevalent in the destination country; and any particular risk of trauma – for example, from road accidents, which are especially common in certain parts of the world, India among them. Where there is a chronic condition, it’s important to establish that the destination country has the facilities to manage it, including access to repeat prescriptions if needed. Expatriates should not rely on being able to obtain, or even use, medication that is routinely available in the UK. In the United Arab Emirates (UAE), for example, some medicines which can be obtained on prescription or over the counter in the UK – including products containing codeine – are designated ‘controlled substances’, and may not be brought into the country without prior permission from the UAE Ministry of Health. An individual who arrives in the UAE without prior approval and the required documentation risks prosecution (source: www.ukinuae.fco.gov.uk).

Avoiding infectious diseases Particularly in the case of assignments to far-flung destinations, it’s important to be aware of prevalent infectious diseases, and, where possible, provide appropriate health advice, vaccinations, and/or medication. Depending on where the assignee is going, vaccinations – available for diarrhoeal diseases such as cholera, hepatitis A and typhoid, and for respiratory ones like tuberculosis, influenza and pneumonia – may be advisable, or even required. Those with children should ensure the appropriate childhood vaccinations have been carried out before they travel. For the latest information on international vaccination requirements, visit the WHO website (www.who.int), or consult your international health insurance provider. The Foreign & Commonwealth Office website (www.fco.gov.uk) is another invaluable source of advice. As some vaccinations are needed well in advance of travel, it is wise to start planning as early as possible. Research by International SOS shows that malaria is a leading cause of death from infectious disease among expatriates and business travellers. Each year, around 30,000 travellers contract the disease. However, as Dr Doug Quarry explains, “Malaria is entirely preventable, and it worries me that employees still contract the disease. In West Africa, some mining operations have recorded up to 25 per cent of the workforce contracting malaria in a given month. Through a

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targeted, integrated malaria control programme, businesses can protect employees, the community and their reputations against the risk of malaria.” Most malaria cases occur in sub-Saharan Africa, but the disease can also be contracted in the Middle East, Asia, Latin America, and even parts of Europe. Assignees to destinations where malaria may be a threat should seek advice at least eight weeks before departure.

Other precautions If an expat, or a family member, has a chronic condition or a less-than-straightforward medical history, it may be wise to have health records translated before leaving the UK. This can help to ensure the patient gets the correct treatment, avoid duplicating tests or examinations, and save time in an emergency. You, or the assignee, should research the nearest doctor and emergency facilities in advance of the assignment, so they are prepared for emergencies. Your medical insurance provider can help with this, and also with language issues, such as providing an interpreter or recommending facilities where English is spoken. While they are overseas, expatriates can reduce their chance of ill health by adopting sensible safety measures. Where heatstroke and sunburn are a danger, for example, they should drink plenty of fluids (preferably water), to prevent dehydration, and avoid the sun at the hottest times of day. Other commonsense precautions may include boiling water before drinking it, and peeling fruit and vegetables.

The role of international medical insurance For employers wishing to shield their employees, and themselves, from risk, the right healthcare insurance – including, for some destinations, medical evacuation cover – is essential. Different insurers offer different benefits, state healthcare provision available to expats varies from country to country, and compliance can be a minefield, so seek advice. Says Debbie Purser, managing director of MediCare International, “Our experience tells us that clients look first at the quality of healthcare available with a policy, then at the nature of the backup available, and then at the cost. Clients may want to tailor care packages to different locations, to reflect the fact that different levels of domestic care may be available on the ground, or they may want different combinations of care cover for different levels of staff.” DKV Globality’s Philip Wright adds, “One essential part of effective risk management is an international, locally-based service and assistance programme. This involves providing expatriates and their family members with direct access to worldwide best practice, to reputable and professional international medical support and evacuation services.” The message is clear: in today’s global business environment, assessing, and mitigating, health risks for employees working overseas must be high on the corporate agenda. For the latest health news and articles, visit www.relocatemagazine.com

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: HEALTH

SUMMER 2012

Assignee support: employers could do more Employees working abroad play a crucial role in increasing global organisations’ expertise, market share and revenue in host locations. However, the findings of a new survey suggest that employers could do more to help their international assignees during the relocation process. AXA PPP International explores the issues.

new survey conducted on behalf of Lloyds TSB International Global Mobility Banking suggests that employers could do more to help employees during the relocation process. The survey of 400 expats found 22 per cent of respondents’ employers had not done anything to facilitate their relocation, and 46 per cent found the help offered inadequate. Ed Daniels, regional sales manager for Africa at AXA PPP International, says, “In recessionary times, many employers are choosing to cut international assignees’ relocation packages, but this can be a false economy. If employers spend a little more helping employees and their families settle into a new location, they will ultimately get a greater return on their investment. A settled employee will become productive more quickly and is unlikely to leave an assignment before it is complete.” Investments that can help minimise the stress of relocation and ensure an employee adapts include:

• Visa provision. Organising a work visa can be complex in some countries, and it may be helpful to enlist the services of a specialist agency. The cost of processing visa applications will also vary according to the country • Cost-of-living assessment. An assessment should be conducted to determine whether the cost of living in the employee’s host location is comparable with their current level of expenditure. If the cost of living is significantly higher, the employee’s salary and benefits package must reflect this • Risk assessment. Employees travelling alone, or with a young family, may have concerns about the safety of certain areas. A risk assessment will determine any threats and whether security measures should be put in place • Language and cross-cultural training. This will help international assignees to integrate and gain a better understanding of local customs and business dynamics. Trailing spouses and children should also be given language tuition • Relocation agent. Relocation agents offer a variety of services, including assistance with renting a new home, finding suitable school places, familiarisation tours, and removals management. Outsourcing these services may help employees get settled and on the job more quickly • Pre-assignment trip. A short pre-assignment trip will help an employee and their family to acclimatise to a new location. It might be an opportunity for an employee to look around the local area, choose a neighbourhood they like, view possible properties, and purchase a car • Healthcare. Many countries, such as the United States, Australia and Germany, stipulate that foreign nationals must have a minimum level of health cover provided by a licensed organisation. But no matter what the healthcare regulations of the host country, international private medical insurance will help ensure employees are productive and fit to attend work (see International health insurance versus local healthcare options). This is an area in which expert professional advice is essential, as Employers lack knowledge of international healthcare shows

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• Accommodation allowance. This should cover incidental costs such as hotel expenses while permanent accommodation is organised. Accommodation costs can vary greatly, with Hong Kong topping the tables as the world’s most expensive city in terms of residential rental costs. Tokyo, Moscow, New York and London follow close behind • Shipping and disturbance allowances. Shipping an employee’s possessions to their host country is likely to incur a cost. A disturbance allowance will help an employee meet the cost of setting up home – for example, buying new furniture and household items • Financial advice. The survey conducted on behalf of Lloyds TSB International Global Mobility Banking found finance was an area where employees felt lack of support from their employers most acutely. Just 21 per cent of respondents said they had received sufficient financial advice during relocation, while 53 per cent said more advice about taxation issues and requirements in their host nation would have been helpful • Transport allowance. The cost of purchasing and running a car can vary enormously according to the country. Transportation costs should be provided at an appropriate level, so employees can travel with ease • Flight allowance. International assignees will have to cope with long periods of separation from their relatives in the UK. However, offering employees and their families provision for at least one return flight to their home country every year can help. Flight costs should also be covered if an employee needs to take compassionate leave

International health insurance versus local healthcare options 1. In overseas countries, the quality of state care, if there is any, is not always as good or efficient as that offered by the NHS in the UK. 2. International health insurance gives access to certain benefits that wouldn’t be available on the state or on a local private medical plan, such as maternity, evacuation and repatriation, health screens, and dental treatment. 3. The benefit limits of international health insurance plans are usually more generous than those of local private medical insurance plans. 4. In state care, a good knowledge of the local language is needed, whereas an international private insurer will help you, usually offering interpretation services, and guide you to a hospital or clinic where the staff speak English. 5. AXA PPP International also offers a host of support services, such as the 24/7 multiclinic telephony service, staffed by healthcare professionals and called Health at Hand. 6. Waiting times – if you need to see a specialist or have treatment done, the time that you have to wait could be a lot longer in countries outside the UK. 7. If you’re venturing further afield than Europe, some countries don’t even have state healthcare, so private insurance is a must.

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Employers lack knowledge of international healthcare A recent survey conducted during a seminar organised by Jelf Employee Benefits found employers lacked understanding of international healthcare. The survey discovered that, although 98 per cent of employers realise their expat workers depend on them to ensure adequate healthcare provisions are made, only 5 per cent consider themselves completely knowledgeable about healthcare rules in every country where they operate. A tiny 2 per cent of companies believe employees have complete understanding of regulations governing healthcare provision in their country of work or residence. Andrew Nicol, head of AXA PPP International’s relationship team, explains, “Many countries, such as Germany, Saudi Arabia, Australia and China, have regulations which govern healthcare provision for impatriates. Expatriates based in these countries must have a minimum level of mandatory healthcare cover provided by a locally-registered company in order to be granted permission to work or reside. “Only certain companies are licensed to provide this cover, and there is no guarantee that expatriate workers will be able to use an existing private medical insurance policy abroad.” The survey results suggest that lack of adequate health cover could be having an adverse effect on productivity and sickness records, as well as leaving employees with sizeable one-off medical bills. Employees may also face hefty penalties as countries step up efforts to reduce the number of expats living or working without proper medical insurance. “The rules governing international health cover may vary significantly across countries, so it’s essential employers make a careful study of local regulations,’ says Andrew Nicol. “Employers should also be aware of the restrictions imposed on maximum levels of cover, to ensure employees have a healthcare plan that is appropriate to their needs. For example, some healthcare packages do not cover further treatment of an illness or ailment that has previously appeared in an employee’s medical history. “In certain circumstances, it may be more fitting to opt for a package that disregards an employee’s medical history, so they can claim for any condition they currently have, or have had in the past.” The poll suggests that businesses are letting their international assignees down when it comes to healthcare provision, because of a failure to approach specialists for advice. AXA PPP International has been looking after the health insurance needs of expatriates for nearly 40 years, and our team of advisers offers expert support to guide you through this important purchase. AXA has a strong global presence in over 57 countries, giving employees fast access to care in more than 10,000 hospitals worldwide, as well as full support throughout treatment. For further information on AXA PPP International’s range of international private medical insurance plans, call +44 (0)1892 707984, or visit www.axapppinternational.com

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: INTERNATIONAL

SUMMER 2012

Trends in international relocation assignment types and remuneration strategies Despite the recession, numbers of international assignees are rising. Against this backdrop, Sue Shortland considers the latest trends and developments in remuneration policy and practice for international mobility.

ccording to Associates for International Research Inc (AIRINC) Europe, some 80 per cent of organisations worldwide have either maintained or increased their numbers of international assignees, with 90 per cent anticipating growth in their assignee populations in the future. Brookfield Global Relocation Services reports that 63 per cent of global companies expect an upward trend in overseas assignments during the remainder of 2012, while Santa Fe reports 47% of organisations have seen the number of international assignments rise over the last 12 months. However, it notes that 51 per cent of companies require a cost-benefit analysis to justify an assignment – a 10 per cent increase on last year – and 14 per cent of assignments failed on compensation and benefits grounds. It is, therefore, critical to get the expatriate remuneration, allowances and benefits package right, as this is a key element of the assignment cost, and it affects employees’ motivation to go, and to complete. Yet the picture is not straightforward. Weichert Relocation Resources reports that: 62 per cent of organisations are either currently using alternative types of assignment to traditional long-term mobility or are considering implementing them in the near future; 66 per cent expect their use of such assignments to increase in the coming year; and 77 per cent consider alternative assignment types to be effective in meeting their mobility needs. Weichert’s survey of 180 HR and relocation professionals reveals that: 80 per cent of organisations make use of alternative assignments to address business units’ and subsidiaries’ needs specifically; 47 per cent make use of such flexible assignments to save costs; 48 per cent use them to achieve company-specific objectives; and 55 per cent use them to support project-based initiatives. The most popular alternative assignment types are extended business travel (used by 72 per cent), commuter assignments (58 per cent), local plus (45 per cent), and rotational (42 per cent). These flexible assignment options offer lower costs and faster

deployment, and potentially a wider candidate pool, than traditional assignments. The use of different mobility strategies has an effect on remuneration policy and practice. As a result, we see changes taking place in the use and nature of expatriate pay systems.

Expatriate pay The traditional balance sheet remains the number-one pay methodology; 72 per cent of organisations currently use this approach, according to AIRINC Europe. While providing a very flexible approach to expatriate remuneration, it has the drawbacks of being expensive and difficult to administer, and of creating inequity between workers based in a host country who are from different home countries. It is, therefore, not surprising to find that organisations use alternatives where possible. Indeed, AIRINC Europe notes that organisations have an average of 3.8 different policies. These include host plus (there is a strong pull towards this approach), localisation and localisation plus, and globalist. One third of organisations contacted by AIRINC Europe, reported that they were seeking a low-cost alternative policy to the home-based balance sheet, typically preferring a host-plus approach and looking to establish more home/host combinations where such a pay methodology would work. Of course, host plus is not appropriate in lower-wage countries, and it has the disadvantages of lack of transparency (owing to currency fluctuations and cost-of-living changes) and difficulties in benefits portability (for instance, social-security benefits). Nonetheless, for moves between economically-similar countries, where pensions and social security are portable and local salary levels are aligned with the sending country, hostplus pay is an attractive and lower-cost remuneration option. There is also increasing employer interest in localisation (either in full or localisation plus); this requires moving expatriates to local salaries, phasing out aspects of expatriate pay and benefits over a period of time. Such pay systems require a methodical approach, clearly transparent in nature.

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However, their advantages concern cost control/reduction and the removal of expatriate status. Global expatriate pay remains relatively uncommon. It involves determining a global salary structure for a predetermined, selected group, most usually top talent or perpetual movers. A balance-sheet-style approach to pay is used, with the home base being a fictitious location. All assignees in the globalist group are paid on the single-salary structure, with home/host differences adjusted using a ‘home’ balance sheet, with no tie to a real country, but rather to a fictional home base (for example, Euroland). While this approach to remuneration is not increasing significantly, it is notable that 29 per cent of oil-and-gassector firms use a globalist approach (reflecting their constantly-mobile expatriate populations), and that many companies in other sectors are considering its advantages of transparency and facilitation of global mobility. The first point to consider is the strategic nature of the pay methodology choice; it should be matched to globalmobility objectives, not only cost control. (There is no point in having a low-cost policy if no one is motivated by it.) Of course, whichever remuneration approach is chosen linked to assignment type and purpose, it is critical to communicate it effectively, otherwise employees will not be encouraged to take up an assignment, or to succeed once in post. Suggestions include a quick reference guide for employees, as well as access to the policy itself. Transparency helps to demonstrate equity and manage expectations.

Innovations in Expatriate Pay Methodologies, AIRINC Europe, 2012 Global Relocation Trends Survey Report, Brookfield Global Relocation Services Global Mobility Survey 2012, Santa Fe Group Alternatives to International Assignments, 2012, Weichert Relocation Resources Visit the International Assignments section of www.relocatemagazine.com for more news and articles.

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It is important to remember all stakeholders: HR and others who will brief assignees, payroll, and providers who are involved in outsourcing the policy, as well as the assignees and their home/host managers (who need to buy into policy content and not vary it on implementation, so as to preserve equity and transparency). Where there are several policies in operation to address differing groups of assignees undertaking assignments for different purposes (for example, strategic, project, skills transfer, developmental) or on different bases (short term, commuter, and so on), it is important to make clear why different policies are being used. Remember, the issue is to maintain equity within – but not necessarily between – groups of assignees on different types of international assignment. Implementation also needs to be considered on a centralised, regionalised, or local basis – here, it is important to be clear as to who holds responsibility for what, and when (a corporate checklist or timeline is an important factor). Finally, policy design and implementation practice must be kept under constant review, to ensure effectiveness.

Policy implementation

GLOBAL MOBILITY STRATEGIC PLANNING AND DEVELOPMENT

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: CANADA

SUMMER 2012

Focus on Canada At a time when the economies of other G7 member countries are struggling, Canada is proving attractive to international business. Mark E Johnson explores the issues for companies sending staff on assignment to this up-and-coming relocation hotspot. Key employment sectors

anada may be viewed by many as simply a quiet annex to the louder, more prominent USA. However, with a renewed focus on immigration, and similar economic freedoms to those enjoyed south of the USA/Canada border, it’s looking attractive to international business at a time when other G7 countries are struggling. Ranked sixth in the Organisation for Economic Co-operation and Development’s (OECD) Better Life Index, and with positive steps being taken to encourage an influx of skilled immigrants, Canada is a strong contender, at the moment, for companies looking to penetrate North American and Pacific markets. According to Invest in Canada, which is responsible for promoting, attracting and retaining foreign direct investment, the country’s economy has grown faster than that of any other G7 member over the last ten years. Looking forward, the OECD said in its May 2012 Economic Outlook that, in all, Canada’s growth is projected to be around 2.25 per cent in 2012 and 2.5 per cent in 2013. Notably, Canada has avoided the double-dip recession that has hit countries like the UK. Tom O’Carroll, vice-president and membership committee chair of the British Canadian Chamber of Trade and Commerce, Toronto, attributes this to record sales in new markets, namely China and India. “Plus,” he says, “our banking system stayed pretty true to its original values, which were based on British doctrines. We haven’t had to take any loans, and it’s stayed pretty robust. I think, from our point of view, things have slowed somewhat, but we’re still doing quite well.” Canada’s banks have traditionally followed conservative lending practices and strong capitalisation – behaviour that has helped to cushion them from problems faced elsewhere. While remaining relatively economically stable, Canada has boosted its appeal to foreign companies. The World Bank’s 2011 Doing Business report ranks it 12th overall for ease of doing business, placing it at number three for both starting a business and resolving insolvency. The report states, “Canada made paying taxes easier and less costly for companies by reducing profit tax rates, eliminating the Ontario capital tax and harmonizing sales taxes.”

With a market-oriented economic system similar to that of the US, Canada is noted for its high levels of economic freedom. As with many first-world nations, a large portion of Canada’s economy is dominated by the service sector, which employs around three quarters of working Canadians and accounts for 78 per cent of GDP. Unlike many of its peers, however, Canada retains a significant primary sector and is a net exporter of energy. Alberta, in particular, is currently benefiting from its oil sands, which stand as the second-largest proven reserve in the world. In the province of Saskatchewan, there are further oil sands, which some experts believe could be even larger than those in Alberta. While development of many of the country’s more northerly natural resources has been shelved because of the cost of creating infrastructure to extract them, there are signs of movement, with the Canadian government recently having opened the bidding process for exploration of 905,000 hectares in the Arctic Circle. Some 75 per cent of Canadian exports go to the US, and Canada serves as its neighbour’s top supplier of energy, including oil, gas, uranium, and electric power. This is facilitated by the North American Free Trade Agreement’s (which also includes Mexico) precluding tariffs. This makes Canada vulnerable to problems faced by the US. “They’re a close partner. We feel their pain. They catch a cold, we sneeze,” says Tom O’Carroll. This hasn’t proved to be too significant a problem, though. “Our traditionally strong trade activity with partners on both sides of the Atlantic, particularly the US and the UK, has not let us down yet.”

The importance of immigration An ageing population makes immigration vitally important to Canada. “One of the biggest challenges ahead for Canada is population growth,” says Stephen Cryne, president and CEO of the Canadian Employee Relocation Council. “It is predicted that all growth in our workforce will come from immigration for at least the next two decades. “To put that in perspective, there are currently 4.6 workers supporting one retiree; that ratio drops to 2.3 workers to one retiree over the next 15 years. That is based on current immigration levels of 250,000 a year. Some commentators are calling for that number to be pushed as high as 400,000.” The current spotlight on immigration has come with a shift in policy emphasis. “The employer will be given more and more latitude,” says Julie Lessard, partner and immigration law specialist at Quebec-based business law firm BCF. “Typically, before, Canada was one of the countries accepting a higher number of people without a job offer, without a link to an employer. We’re changing the system and giving more latitude to employers, but, at the same time, the rules are very strict.”

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There’s an emphasis among companies relocating staff on assignees with specific skill sets. “Skilled and professional workers are in short supply, particularly in the western provinces and in some of the Atlantic regions, where major oil and gas projects are underway,” says Stephen Cryne. Julie Lessard echoes this, placing further emphasis on skills with practical applications. “There are a lot of engineers in the aerospace and aeronautics sector who are being looked for as well, and a few positions in the pharmaceutical and medical industries, too. But more and more in the trades. We don’t have enough young people who are interested in getting that level of training after high school. “In the western provinces, it’s the oil and gas that are in highest demand. Every province has its own niche.” The digital sector is also still attracting immigration – particularly in Quebec – with the Canadian government having pursued videogames companies aggressively through, among other initiatives, highly-competitive tax breaks.

Canada by region I asked Bob Johnson, the MI Group’s vice president of client relations, Toronto, about recent relocation activity in Canada’s regions Said Mr Johnson, “The Canadian economy, in general, has weathered recent economic turmoil better than most countries in the developed world. Relocation trends reflect this fact, as many Canadian firms, while characteristically prudent, continue to examine and pursue growth opportunities involving talent deployment. “Strong energy and resource markets, such as Alberta, Saskatchewan, and parts of the Maritime provinces, continue

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to experience robust mobility activity, drawing in both offshore and extra-provincial talent. “Quebec continues to focus on attracting investment and helping firms grow through federal, provincial, and municipal economic and immigration initiatives, resulting in a healthy mobility environment. “Ontario activity appears to be steady, with some ups and downs within various market segments. The purchase of some formerly ‘Canadian’ firms headquartered in Ontario by offshore interests has impacted overall activity, as has a movement among foreign-owned firms to centralise mobility management within their global subsidiaries in their home country. This trend is likely to continue.”

New rules, new hurdles All the government attention currently being directed towards immigration presents complications of its own. “The government is changing all the rules. There are a lot of programmes that were cancelled or replaced. Some of them are under probation, some were closed. It’s a complete revamping of our system, and HR people are struggling with that. It’s going to be interesting,” says Julie Lessard. Regional variation can throw up bureaucratic problems. “We’re definitely not like the UK, where it’s the same law everywhere. There are different rules regarding education, regarding certain enforcement, regarding regulatory bodies, regarding watchdog committees,” says Tom O’Carroll. Another problem that arises from Canada’s regionalism is the language barrier. “There’s a lot more French speaking in Canada than people realise. It’s not just in Quebec, it’s in every province,” says Mr O’Carroll. However, on a business level, he

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: CANADA

adds, “I don’t find it a problem at all; I find it an advantage.” Language does, however, raise issues. “If you’re opening a subsidiary in Quebec, the main language will have to be French. The workplace can be bilingual, but it can’t be only English,” says Julie Lessard. Issues largely come back round to the usual suspects: taxation, HR practices, and the application of labour laws. Ms Lessard quotes Canada’s low statutory holiday allowance – just ten days – as an example. “Let’s say that you are sending a junior person here and they already have four or five weeks’

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vacation, and you have senior members having two or three weeks. “In Canada, it’s hard to balance all that. So you have to know these differences in terms of labour law as well, because, if you mix Canadian employees and UK-based employees, they don’t have the same benefits, it doesn’t work the same way.” By and large, though, Canada’s relative cultural similarities to the UK, the basis of its legal system in British law, and its common language make relocation from Britain, at least, fairly smooth.

New trends in immigration Canada’s immigration system is being transformed. Julie Lessard, partner and head of the business immigration team at Canadian business law firm BCF, shares her expert view of the changes currently taking place.

n Canada today, as in many other countries, immigration issues figure prominently in public political and economic debates. Canada has seen a surge in the public expression of opinions relating to the political, social and economic aspects of immigration, as the system is undergoing a complete transformation, impacting all classes of potential temporary and permanent immigrant to the country. Aside from the continuing public discourse about Canada’s humanitarian role as a country welcoming and assisting world refugees, this dialogue is centred, at present, on making a direct link between attracting temporary and permanent immigrants and responding to Canada’s demographic challenges and skills shortages in the labour market Interestingly, even though businesses and government agree that skills shortages exist, the unemployment rate in Canada was 7.3 per cent in April 2012.

Addressing skills shortages The Canadian immigration system comprises many different programmes for temporary workers and permanent immigrants. All programmes are affected by recent regulatory changes. There is a general tendency to invite temporary workers to Canada and help them to stay permanently as permanent residents; this recognition of the permanent skills shortage in certain areas receives a lot of attention and is reflected increasingly in recent immigration policies. This article concentrates primarily on the Temporary Foreign Workers (TFW) Program, which we find is at the core of the immigration debate across Canada. The Canadian government introduced a first significant change in the regulations in April 2011, with the aim of protecting temporary foreign workers from potential abuse, implementing stricter monitoring processes to ensure that

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all participating employers respect the terms of employment and working conditions that they offer to foreign workers to attract them to Canada. Since the new provisions came into force, Service Canada, the agency responsible for policing the Canadian labour market under the new regulations, has introduced a growing number of workplace audits and investigations. Employers are facing ever-increasing scrutiny of the applications they submit in order to hire temporary foreign workers. In addition, the various government agencies involved in the TFW evaluation process were each given broad (and sometimes overlapping) powers in the application of TFW regulations, which sometimes results in increased processing times and inconsistency in the application of the regulations.

Help – or hindrance? Overall, while the new TFW regulation were introduced with the noble objective of protecting vulnerable foreign workers, the practical outcome of their introduction has been adversely to impact the ability of Canadian employers to be able to hire a foreign professional or skilled workers quickly. In response to pressure from many industries, the federal government has opened up several discussions on the role of immigration in fulfilling the current demands of the labour market. It has introduced changes to its processes which should (in theory) facilitate the TFW process for good-faith employers and respond to the specific needs of various industries from province to province. This has led to the emergence of ‘local’ regulations. Federal-provincial agreements are multiplying, and, increasingly, each province is being given the power to select its own immigrants. The Province of Quebec was historically the first to benefit from such powers. Many other provinces are being delegated similar powers through federal-provincial agreements. As a result, companies operating across the country are struggling with regulations that are not applied nationwide, and, in many instances, foreign workers are facing an increasing level of difficulty in carrying out assignments that require them to work at more than one location. InCanada mobility is becoming harder and harder to organise, and local rules and interpretations are giving major headaches to large and mid-sized employers. While we understand the logic behind monitoring the impact of immigration on local labour markets based on each region’s particularities, such specialisation has practical consequences for the Canada-wide TFW programme. We understand, and agree with, a system where each province can set up a list of professions and trades that are in demand, and for which expedited processes are available. However, such changes should not create a significant backlog of other cases that are also legitimate.

Foreign talent: flexibility needed There remain situations where employers need to access foreign workers even where the worker’s skills do not fall under a recognised general shortage. Innovation comes from talent, and all businesses strive to innovate and remain competitive worldwide. The regulations must be flexible enough to take into account all situations where businesses may have valid reasons to seek recourse to foreign labour, and not turn into a system where only labour shortages are being filled. The evolving need for the best talent requires a more sophisticated analysis than can be gleaned from skillsshortage statistics.

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Engineering in Alberta In Alberta, home of the Athabasca Oil Sands, the economy dipped for a while as the global financial crisis took hold. It has come back in force recently, however, as oil and gas prices have risen Calgary, in particular, is booming as a result, writes Mark E Johnson. Under the re-elected Progressive Conservative Party, Alberta is starting to reposition itself in a leadership role, leaving behind its somewhat isolationist position thanks to its economic growth. “The oil companies located here can have hire-and-fire tendencies, picking staff up rapidly when prices are up and shedding them again if/when things dip,” says David Johnson, a British civil engineer working at Hatch Mott MacDonald’s Calgary office. At the moment, prices are up, and some companies are experiencing a very high turnover of staff, with individuals anecdotally leaving positions for 50 per cent increases on their salaries in certain cases. It’s a challenging environment for companies not in the oil business, especially when it comes to staffing nonspecialist positions in areas such as IT and administration. Oil companies pay such competitive rates that non-oilfocused companies are struggling to retain employees. Because of imbalances in staffing, engineering firms are transferring high numbers of employees from England, where there isn’t much work, to Alberta, where there’s a surplus. Typically, assignees go on a two-year secondment, after which they often become fully absorbed into the Canadian arms of the businesses, staying on for longer-term roles. It’s a highly-charged environment – and one that, for the moment, at least, is generating considerable activity. Notwithstanding the areas mentioned above, where room for improvement definitely exists, the Canadian system remains an open one. In most cases where there is a legitimate need for temporary foreign labour, there exists a legal and relatively-transparent (although not entirely free of bureaucratic hurdles) path to obtaining a Canadian temporary work permit. The multiplicity and complexity of current regulations require sound legal advice to understand the issues and to minimise wait times, which often become a major issue for the employer, despite efforts to expedite the process. At the end of the day, reactions to the new regulations and policy are mixed. While some groups and analysts applaud the changes introduced by the government and the principle of using immigration to fill labour market gaps, others consider this vision to be a short-term fix and are concerned about the impact of such policies where the labour market is evolving quickly and the real issue is the adaptability of both local and foreign workers to such labour-market changes. What the long-term impact of the new policies on the Canadian economy and demographics will be is not yet clear. Don’t miss the new Canada content in the International Destinations section of www.relocatemagazine.com

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: EUROPEAN CONFERENCE

SUMMER 2012

EuRA members sharpen their focus Held in Stockholm, Sweden, this year’s European Relocation Association conference was attended by nearly 600 delegates, who came not only from across Europe but from around the world. Fiona Murchie explores some of its key themes.

s conference host Frances Edmunds spelled out, the relocation professional needs to be customer focused in this increasingly-competitive environment. In a world that is changing dramatically, understanding the individual’s needs is important, too. The industry is about not only service but also building trust and operating with transparency. For EuRA members, this is underpinned by a commitment to their flagship Quality Seal and training programmes. Market intelligence (with which Re:locate provides both HR professionals and service suppliers) is also key to understanding clients and growing your business. Knowing what is going on in your own area, both geographically and industry-wide, is crucial, but, to remain competitive, you also need to understand what is happening in your clients’ world. Equally, it is important to know what is going on in other markets. Where there is connectivity, there may also be opportunity. Fundamentally, EuRA members are entrepreneurs, owner-managers who understand about judicious risk-taking. In today’s economic climate, some of these attributes are being put to the test. Difficult choices lie ahead, but there was a determined mood and a sharpening of focus throughout the conference. My impression was that there was less introspection and more outward focus, with the desire to listen and understand how the global-mobility world was shaping and how the industry, in turn, could adapt and focus to take advantage of change. There is only so much swimming against the tide you can do. The reality is that relocation management companies (RMCs) and procurement departments are here to stay. In the UK, it is very common for destination services providers (DSPs) to provide the majority of their services via the global RMCs, but in Europe and further afield, many DSPs work directly for their corporate clients. However, this is changing, and inviting HR and representatives of the RMCs to participate in equal discussions and explain their processes, and the reasoning behind them, is the mark of a mature industry.

International compensation trends Christa Zihlmann, compensation leader for Central Europe at Mercer, gave a comprehensive overview of international compensation trends, which set the scene. She drove home the point that 80 per cent of companies have reviewed, or are reviewing, their policies. There is a worldwide increase in international mobility, but the patterns are different, and this is what smart DSPs must adapt to. Most companies are facing pressure to deal with cost and cut

exceptions, and compliance is now a big issue. A new trend is for companies to look at how to support accompanying partners to help persuade employees to relocate. For practical options, see the Re:locate website. Expatriate packages are controversial. Christa Zihlmann revealed that metrics to see if generous, medium-sized and less-competitive packages made a difference to the number of people leaving the company showed that there was no relationship. Interesting, but not good news for those trying to manage relocation budgets, or the DSPs delivering the services to tight housing budgets.

Focus on talent management Stephen Cryne, CEO and president of the Canadian Employee Relocation Council, moderated a lively dialogue between David Rooney, of Ernst & Young (based in Frankfurt), Netta Reichenberg, of American Express (based in London), Kristin Birekeland, of Microsoft (based in Norway), and Johanna Judkins, representing AstraZeneca in Sweden. Talent management is fast catching on as the new raison d’etre for global mobility, especially with changing demographics around the word. To ensure economic growth, HR ofen needs to recruit creatively. Both HR professionals and the mobility industry need to understand these drivers and realise that we are in the throes of significant change. Many companies are still stuck in the old long-term or short-term approach, but now clients are moving to a fourquadrant approach. Many companies are unable to offer the international experience so coveted by Generation Y, so those that can offer it need not pay them big bucks to relocate. Kristin Birekeland confirmed that Microsoft recruits globally. Its challenge is to make sure that applicants are not trying to use a Norwegian vacancy as a stepping-stone to work in the US. Still on the talent management front, everyone is talking about repatriation, but not many companies are doing

SUMMER 2012

much about it. The panel agreed that this should ideally be considered at the beginning of the relocation process. Stephen Cryne commented on the Canadian experience, where the cost of an assignment is estimated at $980,000. The ‘rain maker’ is sent out into a new region, does lots of business development, comes back, and has a miserable repatriation, and, if you are not careful, you are going to lose them and all that investment and revenue-earning capability. Netta Reichenberg explained that American Express had run a study on repatriation and concluded that a high-touch approach was required as part of the war for talent.

The client/service partner relationship The panel recognised DSPs’ contribution to successful relocations and the challenges thrown up by cost cutting and compliance, and were keen to provide pointers. One suggestion was the provision of metrics. HR has difficulty in showing return on investment, so, if a DSP can demonstrate that it has saved money or added value, that is important. The client/service partner relationship is evolving. Netta Reichenberg explained that compliance is increasing and HR departments need the professionals they work with to be proactive and flag up what they need to know across the board – from immigration and tax to housing and shipping. She pointed out that line managers still have the tendency to say, “Don’t worry about relocation – we’ll cover everything with HR”. However, in reality, they are not in a position to do that. Replying to a question on how the increasingly-powerful procurement departments fit into the picture, it was felt that, all too often, they think that purchasing relocation support is like buying pencils, when, of course, it is all about people.

EUROPEAN CONFERENCE :

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It was concluded that HR still has much to do to educate procurement-department colleagues.

Rising to the challenge In the changing landscape of global mobility, the evolving relationship with the RMCs will be crucial. Patrick Oman, of Irish Relocation, moderated this session, with panel members Hannah Bolton and Miriam Duignan, of Brookfield Global Relocation Services, Chris Pardo, of Plus Relocation, and Lisa Reid, of Cartus. A lively and informative discussion put forward the RMC perspective and illuminated some of the frustrations experienced by DSPs. Behind it all was the message from the HR corporates that they must continually demonstrate the value derived from outsourcing. As with any relationship, the more communication, the better, and, judging by the sea of international talent assembled in that conference room, EuRA members are more than capable of rising to the challenge and choosing whatever business model best fits their company. Judging from the steady growth of DSP networks, such as TIRA, Relo8 and Absolute Nordic Relocation, which have been joined by the Palladium Mobility Group and ACE Mobility Alliance, the trend towards such networks will be the solution. It will be exciting to see what developments next year’s conference will bring.

To hear Fiona Murchie’s conference interviews with key EuRA members, visit www.relocatemagazine.com

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ake your plans now to be in Washington, D.C., USA from 3-5 October 2012, for the Worldwide ERC® Global Workforce Symposium — and unleash the power of talent mobility at the industry’s premier event! Join delegates from around the globe to learn from experienced professionals in dynamic and interactive educational sessions, and browse the extensive exhibit hall for the latest in employee mobility innovation. Come away with new ideas, solutions, business connections and strategies to unleash your organisation’s full and powerful potential!

Keynote Speaker: Kaihan Krippendorff You’re part of the next generation of strategists. Add to your playbook for this new business game with tips from bestselling author and consultant Kaihan Krippendorff. Applying revolutionary research and information gleaned while preparing his latest book, Outthink the Competition: How a New Generation of Strategists Sees Options Others Ignore, Krippendorff will demonstrate how to think differently and leverage your expertise across industries.

SUMMER 2012

EDUCATION :

Re:locate

International school curriculum choices As the landscape of international education evolves and becomes more complex, Rebecca Marriage investigates the options for relocating families.

t has been a significant year for international schools around the world. According to reports, the number of children attending the worldâ&#x20AC;&#x2122;s international schools has passed three million, the International Baccalaureate Organisation has announced the authorisation of its 2,000th IB World School, and a new international curriculum has been rolled out among a highly-respected group of world schools. According to international schoolsâ&#x20AC;&#x2122; research organisation ISC Research, the international education sector has seen phenomenal growth in the last ten years. ISC Research predicts that numbers will double again in another ten years to reach six million students, and that the number of international schools will increase from 6,000 to 10,000. While the variety of schools for families relocating across the globe is on the increase, what exactly are the options available, and why would parents choose one learning programme over another?

Considerations will differ during each stage of schooling, and each decision will come with its own set of criteria. â&#x20AC;&#x153;There are, typically, four reasons families and students choose one curriculum over another,â&#x20AC;? says Craig Johnson, superintendent of the American School of Bombay. â&#x20AC;&#x153;The first usually depends on what curriculum the family or student may be transitioning from. The second commonly is in preparation for where the family or student may be moving to next. â&#x20AC;&#x153;Both of these reasons relate to making smooth transitions. The third reason often has to do with the type of education the parents have received and their knowledge of the current educational landscape. The last variable that impacts this decision is the educational availability in the city or country they will be relocating to.â&#x20AC;?

English National Curriculum Many families relocating from the UK will naturally look

I love the fact that BSB has given me the opportunity to take part in a range of activities outside the academic programme, such as debating at the Model United Nations, speaking in the national finals of the Telenet BBC Public Speaking Awards and playing in the school orchestra.â&#x20AC;? Sam (School President, BSB)

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Re:locate

: EDUCATION

SUMMER 2012

to an international school that follows the English National Curriculum. Choosing this option comes with the added advantage of being able to review inspection reports that have been approved by the Department for Education for some British schools overseas, similar to those carried out by Ofsted in England. A British education has become hugely popular across the globe, and, according to ISC Research, there are more than 2,000 schools outside Britain teaching parts of the English National Curriculum that would typically prepare students for GCSE and A-level examinations. According to the Council of British International Schools, â&#x20AC;&#x153;Choosing a British international school not only gives students the benefit of a British education, it is also eminently transferable. The structure and consistency of the National Curriculum allows students to move easily, if necessary, between British schools in various countries, including the UK, and facilitates an easy progression to university in the UK or elsewhere in the world.â&#x20AC;? Following a curriculum similar to that back home will have obvious advantages, and, as Ashrafa Mohmed, assistant headteacher at Doha English Speaking School, Qatar, which follows the National Curriculum for England and Wales, explains, â&#x20AC;&#x153;It instils confidence and reassurance in parents that their child is receiving formal education and meeting the UK statutory requirements. The schoolâ&#x20AC;&#x2122;s setting is very much like a school in the UK. These factors would enable the child to integrate back easily if they had to leave.â&#x20AC;?

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The American Programme In the same way, families relocating from the USA are likely to choose an American programme, says Robin Appleby,

4QBDJPVT DBNQVT t $MPTF UP -POEPO

SUMMER 2012

superintendent of Dubai American Academy. “Our families choose the American curriculum for a number of reasons. Those coming abroad from the US generally choose an American curriculum, as the teaching methodology, curriculum content, and co-curricular programmes are familiar to them.” But, importantly, families are also increasingly taking into account the future higher-education options for their children. “It basically comes down to where the students intend to study after their high-school graduation,” says Deidree R Diño, director of admissions at the American International School, Vienna. “Students may not know which degree they will be taking but have some idea of where they would want to do their university or college studies. Students who are bent on going to an American university will likely want the US Diploma, and those who want to have more options do the full International Baccalaureate Diploma.”

International Baccalaureate The International Baccalaureate is considered an excellent choice for entry into higher education. A recent report by the Higher Education Statistics Agency found that students in the UK studying the IB Diploma Programme were more likely to achieve a first-class honours award at degree level. However, for many relocating families, looking forward to entry into higher education will not be the only consideration. Many, especially those that are likely to make further moves, will be keen to make the international transfer as smooth as possible for their children. Says Mark London, of ACS International Schools, which has offered the

EDUCATION :

Re:locate

IB for over 30 years, “The IB is the only truly internationallytransferable qualification to an international community which needs an education system capable of underpinning globallymobile lifestyles.” Alongside the diploma, there are also the lesser-known IB Primary Years Programme (PYP) and Middle Years Programme (MYP), both of which set out to offer the same principles of learning and international recognition.

International Middle Years Curriculum For many years, the PYP and MYP appear to have gone unrivalled in their approach to learning – an approach that is believed by many to be underpinned by encouraging pupils to think for themselves and put the enjoyment of learning at the heart of what they do. However, this year several international schools, including schools from the World Class Learning Group, a group of schools which established themselves in response to the growing needs of the relocating family, have embarked on the newly-launched International Middle Years Curriculum (IMYC) for 11- to 14-year-olds. At the American International School of Rotterdam, secondary principal Alison Lipp describes her motivation for change. “Our school does offer the IB Diploma for our grades 11 and 12, but we felt that the IMYC was a better fit for us as a small school than the MYP for the years leading up to the IB [Diploma].” “The children have already grown. The IMYC is definitely engaging them more, it’s been a big confidence-builder for many of them, and it’s helping them all to want to solve problems and take ownership of their learning.”

continued on p42

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: EDUCATION

SUMMER 2012

International GCSE The International GCSE (iGCSE), which celebrated its 25th anniversary in 2010, has become well established on the international education scene and is an internationallyrecognised qualification for 14- to 16-year-olds, taught in over 2,600 schools worldwide. Like the IMYC and MYP, it is intended to have a broad approach to learning, and it is considered by some to be more rigorous than the traditional qualification for 14- to 16-yearolds following the English National Curriculum, the GSCE. Denry Machin, head of secondary at Harrow International School, Thailand, believes that, in the competitive world of international qualifications and exams, the iGCSE offers a very broad range of subjects and specifications written with international students in mind. Ultimately, of course, the decision will rest on whether the curriculum, the teaching, and the delivery of the whole school package are right for the relocating child. As Craig Johnson concludes, “Children are resilient, and educational systems, at their core, have more in common than meets the eye. All countries have quality schools. It is the transferring between these quality schools that most families should be concerned with.” For the latest education news, articles and blogs, visit www.relocatemagazine.com, and refer your relocating employees to www.smartmoverelocate.com Financial Times Advert MAY 2012.pdf

CMY

5/30/12

2:09 PM

UK teachers in demand around the world There are now 74,264 teachers from the UK working in British international schools throughout the world, according to the latest NatWest International Personal Banking Quality of Life Index. Compiled by the Centre for Future Studies, the report predicts that, by 2013, this number will have risen by a further 54 per cent. In the last year alone, more than 500 new English-speaking international schools were opened across the globe, most of them in the United Arab Emirates (including Dubai), Qatar, Spain, and China. British education, it seems, has considerable cachet overseas. Many parents who took part in the study believe that they are securing their children’s future by sending them to a school that teaches in English. By 2013, Asia will have more than 1,600 British international schools. The 2009/10 recruitment wave proved to be the largest demand on the British teaching market ever, and, according to the report, the skills of British teachers are particularly highly prized throughout the international school system.

SUMMER 2012

EDUCATION :

Re:locate

Brazil: the battle for a school place Brazil may have recently overtaken the UK as the sixth-largest world economy, but not every sector is booming – and certainly not from the perspective of the relocating family in search of a place at a good international school. Following on from the Brazil focus in our Spring 2012 issue, Rebecca Marriage investigates.

ore and more expat families are moving to Brazil, which is fast becoming the world’s number-one vibrant and exciting relocation hotspot. However, many are faced with a surprising challenge. After the provision of housing for new expats, international schools are next on the list of services under tremendous strain. They are struggling to offer places to an increasing number of incoming families, and, consequently, waiting lists can be alarmingly long. According to Stuart Young, headmaster of the British College of Brazil, São Paulo, “Many families have been surprised by the challenges of finding quality school places in Brazil. One of the main difficulties is for families with more than one child, as we may have a space for one of the children but not for the other, and this is also the case at other international schools here.” In Brazil’s main relocation destination cities, such as São Paulo, Rio de Janeiro, Brasilia, and Macaé, there are some great international schools for families opting for a curriculum or learning programme which follows the one that

they are used to in their country of origin, if they are lucky enough to secure a place. Most expats opt for international schools offering the English National Curriculum, the American programme, or the International Baccalaureate (IB) Programme. São Paulo, for example, has the largest variety of international schools, with three American and three British schools. But it is not just internationally relocating students placing pressure on the most popular international schools, as Stuart Young has discovered. “Because of the economic boom, many local Brazilian families now have the money to be able to send their children to private international schools, therefore making spaces for relocating families fewer, and creating longer waiting lists.” However, Karen Fraser Colby de Mattos, director of studies at Pueri Domus School, in Macaé, would like to reassure relocating families that there may be a little flexibility for the international student. “We have a policy that we have a limit of 20 students from pre-school to first grade; however,

Re:locate

: EDUCATION

we do allow an extra student in the class if he or she is international. In Elementary, Middle and High School, we have a limit of 25 students, and the extra place is always for an international student.” Families moving to the region are unlikely to consider a local state school, because of issues relating to language requirements and integration, so a fee-paying Englishlanguage international school is often the first choice. However, schools like Puri Domus can offer an alternative, says Karen Fraser Colby de Mattos. “Our school is for families that want to have a Brazilian experience while in Brazil and also have their children study in English following an American curriculum up to middle school and the IB Diploma in our Verbo Divino Campus for high school. We have the Brazilian curriculum following the Brazilian calendar and the American curriculum following the American calendar. ” Distance from home to school should be another practical consideration for families; traffic can be an issue in the big cities and can be quite unpredictable. A journey that takes 20 minutes one day could take an hour the next. Many schools provide a bus service to take children to and from school, but, to ensure that children arrive on time, school runs can begin quite early in the morning.

How relocation professionals can help While the schools are very well set up to help and advise families on cultural and practical differences, Karen Fraser Colby de Mattos suggests that relocation professionals could offer more support for families on their move into the region. “Relocation agents come to the school with the

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families,” she says, “but do not follow up on them. Some of the multinationals will keep close contact with us to ensure that the children are well adjusted, but some do not really get involved.” The big international schools in the region have recognised the need to help families settle in. “We have realised that relocating families need support in different ways,” says Stuart Young. “We have created a parent group that liaises with new families and organises social events for them to attend, to help them settle into their new life and begin making contact with others in a similar situation.” While it is certainly not impossible for families to secure a place at a good school, it does remain a challenge for parents – and issues of timing and communication with schools will be crucial for assignees relocating with school-age children. Not only will families need plenty of time to research their education options carefully, they will also need time to make the necessary alternative applications should their chosen school be closed to new students. It is a good idea to keep the channels of communication open with the schools in the region. They are more than likely to be willing to help in any way they can, and often have personal experience of the difficulties of making the move – as summed up in these final words from Stuart Young. “As an expat myself, I feel a certain sense of duty to visiting families to help them as much as possible, even if we cannot offer them a place for their child right away.” For the latest news and articles on Brazil, see the International Destinations section of www.relocatemagazine.com

To schedule a guided tour, please contact us at: info@ismacae.com or call us at: +55 (22) 2765 5199

International School of Macaé Rua Joäo Batista de Silva Lessa, 275 Bairro da Glória, Macaé CEP 27.933-160 Rio de Janeiro, Brazil

www.ismacae.com

Awards Special

2011/12

Following months of anticipation, the winners of this yearâ&#x20AC;&#x2122;s Re:locate Awards were presented with their trophies at a memorable Gala Awards Dinner attended by nearly 200 guests.

AWARDS

Re:locate

: AWARDS SPECIAL

eld on 10 May at London’s Institute of Directors, the Re:locate Awards 2011/12 Gala Dinner and Presentation Ceremony attracted HR and relocation professionals in record numbers. In this, the fifth year of relocation’s premier awards and the best yet for entries, there was a real buzz in the air as guests from across the relocation spectrum – including both HR professionals and suppliers – networked the night away and awaited the announcement of the winners. As The County Homesearch Company’s Jonathan Haward commented, “The food’s great, the company’s fantastic – a fabulous show!” Fiona Murchie, Re:locate’s managing editor, said, “This year’s record number of entries – up 25 per cent on last year – and huge increase in dinner bookings demonstrate that, as we had hoped, these awards have become the ultimate recognition of excellence in all aspects of relocation, both in the UK and internationally. “We’ve had to make extra places available in order to accommodate everyone who wanted to attend the Gala Awards Dinner, but it’s been well worth it.” Between them, the ten awards recognised individuals, teams, policy and innovation, with a choice of categories for HR and service providers. The high-calibre shortlist reflected the many different types of organisation involved in relocation, and the winners represented organisations large and small.

Relocation’s bright future The evening began with a champagne reception and music from the Robert Reid Trio. Broadcaster and travel presenter Adrian Mills, celebrity host and guest speaker for the evening, joined guests to toast success and good practice in this diverse field. Following a three-course dinner with fine wines, Fiona Murchie spoke of Re:locate’s role in making connections and building communities across the profession, urging guests to get involved, share their thoughts and knowledge, and help to shape the future of relocation. “The economic situation is still tough – in some European countries represented here tonight, very tough indeed. But people are on the move, and business is on the move. The surveys show it, and the people on the ground are getting busier. “The companies that are succeeding are thinking globally;

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SUMMER 2012

new business is across international borders. There is a bright future ahead for relocation professionals, because more and more companies will need to know how to navigate the complexities of tax, immigration and legislation to reach their goals in overseas markets. “Their people will need to be moved and housed and their families supported, maybe not in the traditional way – times are changing, and technology is having a huge impact – but those who can keep up with trends, understand their customers’ world, and provide solutions will succeed.” Continuing her theme of making connections, Fiona Murchie appealed to the audience to support new charitable initiative The Jubilee Hour, which encourages people to support good causes in their area during 2012. “In this 60th year of the Queen’s reign, The Jubilee Hour asks people to give just 60 minutes of their time to civic, charitable or community activities. To show Re:locate’s support, we’ll be leading the way, volunteering locally, and encouraging others to do the same.” For details of how you can get involved, see p4 and p65.

Contents 48 Best Relocation Strategy/Policy 50 Inspirational HR Team of the Year 52 Technological Innovation in Relocation 54 Creative Application of Technology 55 Best Property Provider or Solution 56 Relocation Service Provider of the Year 58 Best International Destination Services

Provider/Rising Star in Relocation

61 Green Achievement 64 Excellence in Employee & Family Support 66 Relocation Personality

of the Year International

68 Relocation Personality of the Year UK 69 Highly Commended

SUMMER 2012

Sponsors and Supporters: key to success Re:locate is very grateful to this year’s sponsors – Cartus, Interdean International Relocation, MoveAssist International, NatWest Global Employee Banking, Pro-Link GLOBAL, SIRVA Relocation, and Weichert Relocation Resources – for their support, which is essential to the awards’ success. We are delighted to announce that Pro-Link GLOBAL has already signed up to sponsor the Green Achievement category in 2012/13. We also thank this year’s Supporters – Beswick Relocation Services, Paragon Relocation, Brookfield Global Relocation Services and TEAM Relocations – and the various professional associations that do so much to raise the profile of the awards. The Association of Relocation Professionals (ARP), the European Relocation Association (EuRA), FOCUS, and the Relocation Users Group (RUG) are all longstanding Supporters. This year, the removals industry, represented by the British Association of Removers (BAR) and the FIDI Global Alliance, has joined them.

Expert judging panel As in previous years, entrants’ submissions were subjected to rigorous scrutiny by a team of independent judges. We thank them for their commitment and expert, impartial input.

AWARDS SPECIAL :

Re:locate

Award sponsors Here’s why our sponsors were keen to support the Re:locate Awards 2011/12.

Cartus

Sponsor of Inspirational HR Team of the Year “In selecting to sponsor the Inspirational HR Team of the Year award, we look forward to celebrating the very best HR teamwork in practice within the world of relocation.” Rob Abbott

Interdean International Relocation

Sponsor of Best Relocation Strategy/Policy “We understand how a thoughtfully-planned relocation strategy and expertly-executed policy can maximise the effectiveness of any relocation programme. We also know how insight and an innovative approach can help reduce costs and improve service.” Barrie Gilmour

MoveAssist International

Sponsor of Technological Innovation in Relocation “We’re proud to encourage new technological advances. As previous winners of this category, we know the opportunities winning the award brings.” Robby Wogan

On this year’s panel were: • Elaine Crowe, relocation manager, Rank Group, and chair of the Relocation Users Group • Clare Harrison, international mobility manager, Europe, Willis • Susie Inwood, independent global mobility consultant, Droveway Associates • Janet Kidner, head of strategy and new business, sustainability – EMEA, Lend Lease • Frances King, UK and international relocation manager, Marks & Spencer • Sally Lockhart, independent global mobility consultant, SLIM Consulting • Virginia McCulloch, relocation manager, GSK • Sue Shortland, principal lecturer and course leader, London Metropolitan University • Alison Van Dalen, chair of the ARP We would also like to thank everyone who entered for supporting excellence in relocation and raising the profile of our profession.

NatWest Global Employee Banking

Sponsor of Best International Destination Services Provider “Destination services providers are key to successful relocations, so we are proud to sponsor the international professionals who make such a significant contribution to the lives of individuals and the success of global business.” Neil Barsby

Pro-Link GLOBAL

Sponsor of Green Achievement “As a core service provider for relocation professionals, we are proud to help recognise excellence in the industry.” Glenn Faulk

SIRVA Relocation

Sponsor of Relocation Personality of the Year “Relocation Personality of the Year celebrates the exceptional leaders in our industry – the ones who set the trends and ensure we continue to move forward.” Erika Toomer

Weichert Relocation Resources For details of the shortlisted entries, winners, and photographs capturing the excitement of the evening, see www.relocatemagazine.com

Supporters:

Sponsor of Excellence in Employee & Family Support “This category focuses on the most critical aspect of any relocation: the successful assimilation of the valued employee and his or her family into the new location.” Tim McCarney

Professional endorsements:

THE RELOCATION USERS GROUP

Best Relocation Strategy/Policy

Brookfield GRS

ricoa Relocation UK (now part of Brookfield Global Relocation Services) took the award for its strategic approach to addressing the relocation challenges presented by the London 2012 Olympic Games – one of the biggest events in UK history – which brought suppliers together to work collaboratively to ensure that relocation of international assignees and domestic employees could continue unabated during the Olympics. As the judges pointed out, “With the emphasis on education and developing best practice by assisting clients in providing information and support, this initiative is good for UK plc as well as individual businesses. Brookfield appears to be setting industry standards here.”

Filling a gap Brookfield’s David Brady explains the award-winning concept. “This strategy is topical, innovative, engaging for our clients, and satisfies a clear niche in the market. We have developed a comprehensive programme of industry events and updates. The project team has contributed to industry press and has presented at roundtable meetings and other forums made up of global corporate clients who have an interest in moving employees to London. “We have also hosted speakers such as Tessa Jowell, MP, and Nick Hardy,

SPONSORED BY:

of the UK Border Agency, to motivate and inspire confidence in relocation to London during this time. Brookfield has also implemented special Olympics working groups, allowing clients and suppliers to share ideas and work collaboratively during the Games under its leadership. “We have leveraged our supplier capability to ensure they are prepared and able to work collaboratively, says Mr Brady. “We have gathered suppliers, such as competing estate agents or transport companies, and convinced them to work together and not raise costs excessively. The Brookfield offer included service innovations, such as block booking of temporary accommodation, to reduce challenges and cost to clients during the Olympics. Says David Brady, “We are reinforcing the message that, despite the challenges, it’s ‘business as usual’ as far as we are concerned.” The weight given to cost control impressed the judges, who said, “This is great news for business. It’s good to see the emphasis on non-profiteering, as this is a concern at employee, as well as employer, level.”

Using resources wisely Making best use of resources was another element of the strategy. Says David Brady, “The key resource here has been people from across our business.

SHORTLISTED: Beswick Relocation Services

We have ensured that staff with expertise in a variety of disciplines – from destination services to temporary accommodation – have been involved.” Fundamental, too, has been effective use of technology – such as holding webinars or video conferences for clients who were unable to attend events in person – and judicious deployment of marketing resources. The project, says Mr Brady, has demonstrated that moves to London in summer 2012 can still be successful, despite media hype suggesting that they present insurmountable logistical or financial challenges. This promotes continuity in the industry during the already-busy summer months, and reassures clients that Brookfield and its partners have positive solutions. Summing up, David Brady says, “This project has been a fantastic opportunity to strengthen and develop relationships. “The award recognises strong teamwork and collaboration across the industry and reflects our embracing of the Olympics as a project to help rally everyone together and promote the strengths of our industry in challenging times.” www.brookfieldgrs.com

PICTURED: Rui Gonzaga, Susie Goodall, David Brady, Kerry Shepherd and Miriam Duignan, Brookfield GRS

Inspirational HR Team of the Year

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John Lewis

ollowing the recent demise of our office fridge, I accidentally ordered a too-small replacement from John Lewis. When I phoned to explain, the service was a delight, writes Fiona Murchie. We worked together to find a date for them to collect the old one and deliver a new, wider version. I had spent a bit more money, and they had lived up to their returns policy – but they had sold me so much more. Customer service in bucket loads, which will have me returning time and again to John Lewis without a second thought, because I trust them.

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It is not surprising, therefore, that John Lewis featured in the recent research report Where has all the trust gone? by Cass Business School (funded by the CIPD). I attended the presentation by Jane Beine, of John Lewis, at the CIPD’s 2011 national conference, which revealed how the company had conducted a change programme impacting on 3,300 posts that actually resulted in a higher ‘trust’ rating in the organisation than before the exercise (see box opposite). Jane’s well-delivered and inspiring case study detailed John Lewis’s eight-

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point leadership plan, which was initiated as part of the change programme, and the company’s response to the changed economic climate in 2008/10. When I interviewed Claire Herbert, head of mobility for John Lewis, about their Inspirational HR Team of the Year win, I asked her if the leadership programme had impacted on her management of mobility. Her response was that she was not particularly aware of this. My observation is that this is exactly the point. The partnership’s values flow seamlessly throughout the organisation. People and ‘Partners’ are at its heart, and customer focus, whether the customer is the John Lewis ‘Partner’ or me buying a fridge, is paramount. This is undoubtedly underpinned by the HR team’s delivery of exceptional customer satisfaction, and they are truly worthy of the Inspirational HR team of the Year accolade. Claire Herbert manages 120–125 relocations at any one time, with set policies for the standard relocation of a Partner, travel support and secondments. Asked what she thinks they might do differently from other organisations, Claire focuses on the attention individual Partners need to make their move successful. John Lewis handpicks its providers, which include Beswick Relocation Services and GB Liners, to reflect its values. September 2011 saw the opening of the flagship John Lewis store in the Westfield shopping complex in Stratford, East London. The company looked to build relationships, and worked closely with local organisations, charities, Workplace and Jobcentre Plus to encourage applicants from a diverse pool within the local area. This included providing a number of designated assessment-centre places for individuals who completed the Retail Works scheme (designed in conjunction with Jobcentre Plus and Workplace), which provided a course for the long-term unemployed. John Lewis’s commitment to local people and training them to take ownership is supported by the welloiled HR machine that is tasked with supporting new store openings. Stratford

PICTURED: Claire Herbert, John Lewis

SUMMER 2012

What the judges said John Lewis’s three-year restructuring programme involved the removal of ‘outdated’ roles and 3,300 posts being made redundant, with 90 per cent of affected employees being redeployed. The success of such a major change exercise hinged on building and maintaining trust amongst the organisation’s Partners (its employees co-own the business and share in its annual profits). With emphasis on addressing long-term strategies, rather than short-term profit maximisation, strong and committed leadership was critical. This was enhanced through a strong team spirit and bond, to ensure messages were aligned throughout the business and the organisation’s vision was carried forward, maintaining a strong culture. John Lewis’s management team was commended by the Re:locate Awards judges for its efforts to build and maintain trust during the change-management programme, in particular through its dedication to strong chains of employee communications. Indeed, these were so successful that employee survey results relating to leadership and trust increased during the lengthy restructuring period. The judges noted, “The emphasis on time spent talking to people to ensure understanding is, no doubt, a major factor underlining success. Managers showed empathy and listened to staff, helping to create engagement and buy-in to change processes. Listening, and showing that you are listening, is a key to success.” The judges also commended the use of emotional intelligence in communication, as well as the John Lewis management’s reflective practice and emphasis on learning at all levels of the organisation. In their decision to award John Lewis the Inspirational HR Team of the Year trophy, the judges described its entry as “an inspirational example of how some of the most challenging of HR change-management activities, involving large-scale restructuring and redundancies, can be led and managed effectively. It sends a valuable message to others: if all team members ensure that communication comes first, success can be achieved, and trust generated.”

did not involve large-scale mobility, Claire explained, as, within London and the South East, there were Partners with expertise who could be pulled in from other neighbouring stores, including the flagship Oxford Street branch, the Sloane Square store, and nearby Brent Cross and Bluewater. The model for other store openings, in new locations such as Exeter and Ipswich in 2012, will call for more mobility. Claire was clearly delighted to accept the award and thrilled her mobility role had been recognised. John Lewis is a shining example of an inspirational HR team, and a beacon for companies, large and small, that put people first. www.johnlewis.com

AWARDS SPECIAL :

Re:locate

Technological Innovation in Relocation PwC US

s technology continues to respond to market trends, it’s not surprising that this category attracted a large number of entries and gave rise to lively debate among the Re:locate Awards judges, who were looking for evidence of real innovation in this fast-changing field. Such evidence was provided by PwC US, the US firm of the worldwide network of assurance and tax advisory firms formerly known as PricewaterhouseCoopers, which took the award for TravelWatch, the first complete business-travel calendar tracking system to come to the market. As well as offering a unique and comprehensive solution to businesstraveller monitoring – an increasingly important issue for companies around the world – it enables organisations to identify ‘at-risk’ populations and assess compliance risks. Praising the entry for, among other things, its excellent supporting online demo, the Re:locate Awards judges said that this app would take the burden of recording and tracking in-country days for expatriates, short-term business visitors, and informal frequent shorthaul business travellers to a welcome simplified platform. Summing up, one judge said, “This app will be timesaving and more accurate in tracking vital information for compliance. It could be rolled out to all

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employees in an organisation to track all travel and work hotspots for enhanced business and location planning. It has the potential to support business planning and tax compliance in a broader way than just mobility.”

Helping employers to plan Explaining the significance of the new system, PwC US international assignment services director Alex Rubin says, “Employees on international assignments can incur unexpected tax liabilities for themselves and their employer. Traditional methods used to manage business travel – such as asking business teams to report travel, or using electronic expenses systems – are often inefficient. “If the individual and corporatelevel tax costs aren’t accounted for and remitted properly, a company may be liable not only for the unpaid taxes but also for interest and penalties that could negatively affect the bottom line. TravelWatch helps companies identify, and plan for, these potential costs.” Suitable for any size of company, from a small business to a multinational one, TravelWatch empowers HR administrators, global-mobility specialists, and relocation providers. Data can be managed in a variety of ways, as Alex Rubin explains. “TravelWatch is the first system that lets employees enter

SHORTLISTED: Cabforce, Cartus, Crown Relocations (UK), Move One Inc, SIRVA, Think Apartments

their travel details. Our software uses the smartphone and GPS feature to suggest travel locations and make data entry quick. Users spend, on average, only 20 seconds entering their data on this application. “If a smartphone isn’t available, TravelWatch can take data feeds from travel and relocation providers, expensestracking systems, and any other HR systems. Alternatively, employees can log in to the mytravel.pwc.com website to enter their travel details.” Employees, Alex Rubin points out, are more likely to enter their travel data into a smartphone than through a website or spreadsheet, because their phone is almost always with them, mobile apps are fun to use, and data entry is so quick. This means that employees spend less time on tedious admin, and employers benefit from higher completion rates. “We cherish this external validation, especially noting the crowded field in which we competed. Our goal was to lessen the compliance burden for both organisations and their employees, and we’re glad to hear the judges felt we have done so,” says Alex Rubin.

www.pwc.com/us/en/ hr-internationalassignment-services

PICTURED: Robby Wogan, MoveAssist International, and Celeste Stretton-Knowles, PwC

Creative Application of Technology ER

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Cartus

ith more than 50 years’ experience in providing global relocation services, Cartus has long held a position of industry leadership. Its win in the special Re:locate Awards category Creative Application of Technology proves that it is also at the cutting edge of developments in mobile technology and communications. Cartus took the award for its new mobile app, which provides enhanced and integrated communication between clients, assignees and Cartus. The judges praised the app as “a product that improves processes and services for clients and assignees, providing greater speed and clarity.” The app aims to help make an assignee’s move smoother through the latest in mobile technology and 24/7 communication. The judges commented that Cartus had clearly listened to its

customers and in-house teams, and, in a glowing testimonial, one of the judges said that the app “gets the closest demonstrated in the marketplace to the Utopia of the single point of contact.”

Meeting expectations Cartus executive vice president and managing director Ian Payne explains that there is a new level of expectation in these days of instant mobile communication. “The rapid development of new technology, not just in our industry but in all aspects of everyday life, has meant that our clients and their relocating employees are used to accessing information via different communication channels, at any time of day and in any time zone. They expect timely processes and resolutions, and our new app is in response to this expectation. “Should there be an immediate need

to get in touch with the assignee during the move, Cartus consultants are able to send a message direct to the assignee via the app, speeding up service delivery. It allows assignees to respond whilst they are on the move, reducing the time it takes to meet urgent requirements.” The app is currently available for free download on iPhone, iPad and iPod Touch, but there are plans to roll it out to Android this summer. It draws on Cartus’s successful, robust and secure web-based case-management system, ATLAS, and information is received in real time. “The app provides a convenient way for the client and assignee to keep fully up to date with the move,” says Ian Payne. “For example, it synchronises contacts related to each move (consultant, supplier, language trainer) onto the user’s mobile phone, storing all this information on one device and providing the user with key details about their relocation, through a simple communication channel.” The judges were particularly impressed that partners and spouses are able to gain access to the information – something Cartus recognised early on as a requirement when developing the app. “Often, the partner or spouse will actually be the one coordinating the move,” says Ian Payne, “so we wanted to ensure that they had access to this technology, too. It allows the partner or spouse to remain in control of their move.” Of winning the Re:locate Award, Mr Payne says, “We were extremely proud to accept the award. We are delighted to see the app receive this recognition so soon after its release. “The innovative thinking and creativity that resulted in the creation of the award-winning app are indicative of the industry leadership that is Cartus’s hallmark, and we are thrilled that others see its value. “As we all become ever more mobile in our working patterns around the world, this kind of technology will really come to the fore.”

www.cartus.com

PICTURED: Shelley Northrop amd Jane Bergman, Cartus

Best Property Provider or Solution

BridgeStreet

clear focus on customer service, with an innovative approach to its core business, helped BridgeStreet secure top spot in this hotly-contested category. As one of the world’s largest serviced-apartment providers, BridgeStreet offers corporate housing in thousands of locations around the globe, and currently employs 210 people. It has a true focus on the needs of relocation, as its awards submission proved. Says BridgeStreet’s Jo Layton, “Working as an extension of every team that books into our serviced apartments or our network partners’, whether a relocation company, a global-mobility specialist, or a corporate client, we aim to ensure that we make providing accommodation for their most valuable asset as easy as possible. “We understand that we are a small cog in the large relocation wheel, but we also know that our product and service have a huge impact on how fast the international assignee will localise, settle into their new job, and enjoy life with their family.”

Outstanding testimonials Evidence that BridgeStreet has far exceeded expectations is provided in the ten pages of testimonials – described by the judges as “outstanding” – that accompanied its entry. Among them is one which, Jo Layton feels, sums up the

standards the company always strives to achieve. Credit Suisse’s Bernadette Basterfield writes, “Our strategic partnership work with BridgeStreet has delivered significant savings to Credit Suisse. Together, we have built a solid platform to drive our long-stay programme, and, with helpful and useful data, we have the ability to drive opportunities. The account-management team are first class and always open to new ideas.” The judges agreed, praising BridgeStreet for constantly innovating and improving its core business, from its widely-adapted tiering system to its mobile apps and service guarantees. BridgeStreet scored highly for customer service, the judges singling out its “great information for the customer”, including the Journey through BridgeStreet – a detailed example of how the company stays in touch with customers at every opportunity throughout their stay. Connecting with clients is vitally important, as Jo Layton recognises. “Without a true dedication to customer service, we would be the same as every other leading service provider. We consider this to be a true differentiator.”

relocation (“excitment mixed with fear”, as Jo Layton puts it), and how it sets out to minimise that stress. “Our focus, as a team, is always to deliver the BridgeStreet Difference. This affects the relocating professional, from arrival in one of our apartments to departure. “We also support our message, and our promises, with a satisfaction guarantee that, if it is ever invoked, is followed up personally by our CEO. “The same is true for our guestsatisfaction surveys; any that do not achieve an acceptable percentage are followed up by our managing director, president, or CEO.”

Teamwork is key So what does Jo Layton believe lies behind the company’s success? “We believe that the foundation of our success is four key areas: service excellence, relationships, leadership, and growth.” BridgeStreet’s employees are also a vital part of the process. Says Ms Layton, “Our success is based on teamwork. Teamwork in our industry, and in our organisation, forms the core of our business.”

Empathy for relocatees The judges were also impressed by the company’s empathy with the stress of

SHORTLISTED: Boutique London Lets, Go Native, HCR, London Relocation, Oakwood, SACO Serviced Apartments, SilverDoor, Think Apartments

www.bridgestreet.com

PICTURED: Lorna Keen, Stephen Hatton and Shabina Awan, BridgeStreet

Relocation Service Provider or Team of the Year Interdean Relocation Services

Fiona Murchie finds out from Interdean Relocation Services MD Robert Fletcher what makes the company stand out from the crowd.

skills and capabilities that our clients are looking for, and we don’t over-complicate. “As our parent company Santa Fe’s strapline says, ‘We make it easy’.”

Training and development are top priorities

hen I interviewed Robert Fletcher recently, I began by asking what he thought was the key to Interdean’s success at this year’s Re:locate Awards. He replied, “I think that what makes us successful is a passion for understanding what clients want in terms of service delivery and the type of people they want us to employ, and then coming up with a solution – rather than imagining we know better than they do, which is a common flaw in this industry. “Clients are being bound by compliance in virtually everything they want to do, and they expect to have a high quality of personnel acting on their behalf. “They want to know you have clear processes and follow those processes, and that you have audit trails and can demonstrate you are doing the right thing every time. We demonstrate all the

One of the aspects the judges praised was training, so I was keen to know from Robert if he thought Interdean’s attitude to training and its people was a major part of its success. “The training of staff is absolutely part of it. The biggest cost to a company is staff, and one of the things that excites me most about Interdean is its commitment to investing in its people. “We have full-time in-house training, we have the Perfect Relocation model and the Interdean Academy. We recently held the Perfect Relocation Training Summit in the UK, with staff from around the world, including Moscow, Bucharest and Madrid, all coming to the UK for a long weekend. “This is about improving processes and making sure, across

our entire global footprint, that we have a level of consistency we can deliver to clients – whether they are moving people to Madrid, London or Kazakhstan – to ensure that assignees have a similar experience.” Clearly, employee engagement is key to Interdean’s success, and it is about more than just training, it is about the whole company culture.

‘Getting it right’ – and engaging staff Judging by the team photos taken at the Re:locate Awards ceremony, Interdean is clearly a company that knows how to have fun. I asked Robert how management struck a balance between delivering the service clients expect and engaging its employees. “No one comes to work to have a bad day,” he said. “We understand hard work and about doing things the right way, but our employees should have fun, too. You can tell on the telephone if someone is smiling and having a good day.

SHORTLISTED: Connells Relocation Services, Crown Relocation (UK)/Unilever GMS Team, Curzon, HCR, International Personnel Management, London Relocation, Paragon Relocation, Robinsons

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“Although most of the people we’re moving around the world are relocating willingly, our job can be stressful. It’s much less so if our team can enjoy what they do.”

Interdean mobility survey The judges were impressed by the scope of the Interdean mobility survey, which has grown steadily over the years. “We are hugely excited by – and proud of – our survey,” Robert remarked. “Many surveys outside the USA deal with fairly small data sample sets. I feel that, outside the USA, the industry is not very good at collecting data, but the fact that we had nearly 1,200 respondents to our survey means that it is a very credible piece of data, which is even being taken seriously by academics.” In terms of surveys produced in the past, it is impressive to have responses from 1,200 clients based all around the world. Robert explained that the way in which the survey has been set up gives people the ability to use it as they wish – to filter by country, by business skills, or by sector, for example – and come up with really good strategic information. “The core data” he said, “is there for people to use. If the board wants you to determine what your company’s mobility policy should look like, this is a real help.”

Current mobility trends Next, I asked Robert how relocation is developing, and what are the current mobility trends. “Our survey only validates what we already know are the priorities. What we hear most about is companies’ drive to manage the cost of mobility effectively, and to demonstrate compliance in everything they do. “Some clients manage cost by cutting mobility to the bone; others choose to be creative and look at innovative ways of being more effective, moving from a balance-sheet approach to a blended one. What they need, rather than the company saying ‘you will get a, b and c’ is to understand the assignee’s needs and say ‘you can have a and b if they’re more important to you, and spend more of your allowance on them’. Some clients are trying to be innovative, while others

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are looking to cut benefits from their policy, to maintain cost control. “Here again, compliance is the name of the game. Clients are looking for their RMC [relocation management company] to demonstrate high-quality reporting and fabulous data collection at the click of button, and show that the quality of that information is good. “We know that tax authorities are getting much more interested even in short-term working, so clients are keen to hear how we can track business travellers.” Robert observed that more businesses are fitting mobility under talent management and using mobility as a way of gaining valuable international experience.

Technology: no substitute for relationships I asked Robert for his views on technology. “Clients demand, and rightly, that you are able to provide information when they request it. Gone are the days when the client asked for data and you would send a report in two weeks’ time. They want information immediately; we are the ‘now’ generation. “But the reality is that you can’t hide behind technology. What makes great mobility is the people. Relocation is all about people and relationships. “One of the reasons I think we are so successful now is that, traditionally, RMCs have always looked over their shoulders for clients trying to catch them out. Typically, assignees are pushed through the relocation process, but I want to pull them through. There is a subtle difference. “So I say to my people, be proactive, make the phone call, and explain that X is going to happen next week if there is an event due to happen.Then, make a phone call in a few days’ time to say nothing has happened yet, but we are still on track for X to happen in five days’ time. “Absence of information creates doubt and uncertainty, so ring anyway, to update and reassure.”

Re:locate

rate. I asked Robert what he put that down to. “We recognise that, if we are going to retain customers, we have to be great at what we do. We don’t want just another customer, we want a partnership to which we can add value. Part of that is innovating for the customer. You need to tell them what you are doing in your business, how you are changing and reacting to changes and trends. “I impress upon our staff that, if we do something new or innovative in any areas, we should be offering these innovations to all our clients, even if they refuse them at that stage, because it keeps the relationship fresh. You can’t carry on doing the same things; just because something worked yesterday, you can’t assume that it will work tomorrow. You constantly have to reinvent yourself with your clients, understanding how their business is developing and reacting to the market and what changes their company’s DNA. “You need to keep pace with them, or they may look elsewhere.”

Re:locate Awards success Asked how the Interdean team felt about their Re:locate Awards triumph, Robert replied, “We are incredibly proud. This isn’t just an individual’s achievement: every single staff member is important, and every client is important. We have a great, dedicated set of people working really hard.” “The award has already been on tour! It came back from Kazakhstan and is off to the Netherlands shortly.” Robert is already laying down the gauntlet for next year. “We recognise that no one has won this award two years running, but we certainly intend to give it a go.” It looks like an exciting year ahead for Interdean. With the irrepressible Robert Fletcher at the helm, it should be fun, too.

Customer retention Interdean’s Re:locate Awards submission quoted a 99.8 per cent customer retention

www.interdean.com

PICTURED: Andy Elson, Julia Day, Robert Fletcher, Heather Hodge, Andrew Hopgood and Bettina Zboray, Interdean

Best International Destination Services Provider

BRS Relocation Services

Rising Star in Relocation Beatriz Carro de Prada

ed by the charismatic duo of managing director Beatriz Carro de Prado and managing partner Pascal Bourbon, who, together, founded the business in 2001, BRS Relocation Services has established itself as one of the leading relocation services providers in Spain, with a staff of 24 located in seven cities across the country.

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BRS covers all Spainâ&#x20AC;&#x2122;s major economic regions, providing professional relocation assistance to executives, individuals and families coming to the country from all over the world. So far, it has successfully managed more than 2,500 relocations for local and multinational companies, as well as private clients in Spain.

SHORTLISTED, BEST INTERNATIONAL DSP: County Homesearch International, The Relocation Bureau, Ireland

The Re:locate Awards judges commented on the companyâ&#x20AC;&#x2122;s wellwritten entry statement, which explained its background, development and current position in the Spanish marketplace and was supported by excellent, varied, comprehensive, and relevant testimonials. Proven adaptability working with a group move, relationships with provider

PICTURED: Beatriz Carro de Prada and Pascal Bourbon, BRS Relocation

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.

ThatĂ&#x2022;s one thing off your list Helpful Banking Contact us to Ă&#x17E;nd 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)

Re:locate

: AWARDS SPECIAL

companies, workshops and training for staff, multilingual consultants and outstanding support materials for clients, combined with internal and external leadership and the communication of positive messages to Barcelona, Spain and beyond, contributed to this awardwinning entry.

Secrets of success The judges praised BRS for being proactive and innovative, and balancing cost effectiveness with quality, concluding that it had been another good year for “this impressive niche provider”. One judge was particularly impressed with BRS’s customer service, commenting, “Professional 92.8 per cent customer satisfaction rate – wow!” That satisfaction figure is even higher now, Beatriz Carro de Prado and Pascal Bourbon told Re:locate after the awards presentation. Both still buzzing with excitement, they spoke of their delight at the company’s double triumph. “It was a big surprise,” said Ms Carro de Prado. “Both categories were very strong, so winning them both is a great honour.” Mr Bourbon added, “We were not expecting it. There is a lot of pressure in being recognised as one of the best in Europe, and we will be working hard to maintain that level.” Asked why BRS came out on top, Pascal Bourbon said that quality control, maintaining a high profile, and good management were all key factors, as well

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as the company’s focus and its passion for relocation. Being able to adapt its services to meet the changing needs of clients was another of its strengths. Selecting knowledgeable, serviceorientated personnel has also contributed to the company’s growth. “All our employees speak three languages,” said Pascal Bourbon. “They have first-class communications skills and an empathy with clients, and they are committed to learning every day.” A willingness to change with the times has been important, too. “Our clients have changed over the past ten years, and we have had to adapt,” said Beatriz Carro de Prada. “Our clients used to be more the typical family, where the husband had to move for work. Now, it is often the wife who has a new job and is moving the family.” BRS is used to dealing with big projects, and, thanks to its strong profile, recently won a contract from the European Commission to relocate 300 of its staff to Barcelona. It is also no stranger to prizes; at last year’s Cartus Global Network conference in Colorado, BRS was the only Spanish company to receive the gold award for excellence. It also took the silver award for supplier innovation, for developing a cost-savings plan for an urgent group move.

Rising Star in Relocation This category sparked some debate among the judges: what exactly constitutes a rising star? Is it someone just starting out on their career, or can it be someone who is taking a new direction, or expanding their business? They concluded that her company’s international expansion made Beatriz Carro de Prada a rising star in the global sphere. She won because of the quality of her entry and the supporting documentation and testimonials, the fact that she created her own company (with Pascal Boubon) and continues to build and expand it, and her very high profile in Barcelona and, increasingly, further afield, supporting and promoting relocation to a wider audience.

a great promoter of mobility, across Spain and now across the world,” said the judges. “She and her company have a bright future ahead of them.” Ms Carro de Prada’s understanding of all aspects of the business has helped BRS to carve a niche for itself pioneering new services, as has her work in promoting relocation in Barcelona. She is a frequent conference speaker, and is currently working with a leading business school on a mobility survey. Fluent in six languages, Beatriz Carro de Prada maintains that networking is a fundamental part of her business. “I really enjoy sharing knowledge – it is important to be outward-facing.” “Beatriz is the heart of the company – and maybe the brains, too!” Pascal Bourbon says. “She has the skills to promote Barcelona and the business, and is extremely good at it.”

Forward to the future So what does the future hold for this forward-looking company? BRS certainly has its eye further afield. It already has a toehold in South America, thanks to a shared language, and is looking to open markets for its services in Africa, the Middle East, and China. Where do Beatriz Carro de Prada and Pascal Bourbon see themselves in five years’ time? Although they have pinpointed strategies, the future may be uncertain, as Mr Bourbon explains. “We know where we want to be this year and next, but in five years’ time it is not so clear, because of the present economic troubles in Europe.” Financial uncertainty aside, BRS plans to maintain its position in the market. “We want to establish our company as a reference point in the relocation industry, and to maintain very high quality in terms of what we offer to clients,” says Pascal Bourbon. A passion for what they do is equally important. As Beatriz Carro de Prada says, “To be the best in Europe, and to be successful in general, you have to like what you do. And we love what we do.”

Communication is key “Beatriz shows great positivity, and is obviously a great communicator and

www.brs-relocation.com

SHORTLISTED, RISING STAR: Julian Grose-Hodge, Robinsons Relocation, James Hooper, Oceanair International, Natalie Langdon, Cambridge Relocation, Bettina Zboray, Interdean Relocation Services

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Green Achievement

AWARDS SPECIAL :

IN Re:locate

HCR Group

ith a staff of 115, Basingstokebased HCR Group is the UK’s largest independent relocation specialist. It provides a wide range of services, from home search to policy consultancy. Championing environmental initiatives is not only key to fulfilling HCR’s corporate and social responsibility agenda but also makes sound business sense, as Simon Hood, the group’s head of marketing, explains. “We are dedicated to understanding the implications of climate change and the effects we all have during our day-to-day lives. At the same time, more and more clients are coming to us after searching for a relocation service provider that is making efforts to reduce its environmental impact. In addition, our environmental efforts provide huge cost savings for the business through reduced mileage and energy consumption.” As increasing numbers of companies across the relocation sector seek to ‘go green’, it was HCR’s commitment to managing environmental impacts and its innovative ways of engaging customers

on environmental issues that set it apart in the judges’ eyes. What’s more, said lead judge Janet Kidner, head of strategy and new business for Europe, the Middle East and Africa (EMEA) at Lend Lease, who also sets sustainability targets for her company’s EMEA region, “HCR shines in terms of seeking to influence best environmental practice within the industry and through its supply chain, requiring suppliers to provide accreditations and a copy of their environmental policies and practices as part of the selection process. “This is a good example of the required leadership, and it highlights that ‘green’ can lead to better outcomes for the triple-bottom line – people, our planet, and profit.”

SPONSORED BY:

SHORTLISTED: The Ascott Limited

ISO Certified 9001:2008

Managing environmental impacts HCR is, indeed, something of a trailblazer. In 2008, it became the first relocation company in the UK to win ISO14001 certification in environmental

management. This, explains environmental and special projects manager George Dawes, enabled it to become leaner, greener and more efficient – reducing impacts on the environment and making significant savings for clients and the company. Continuous improvement of its environmental management system – achieved by setting goals for reducing energy consumption and waste, and enforcing recycling – is core to the business. All paper, plastic cups and bottles, cans, and batteries are recycled, the HCR website is powered by solar and wind sources, and there is a strict switchoff policy for all lights and computers when not in use. HCR’s carbon-management action plan aims to cut carbon footprint by 4 per cent annually. It sets targets for business mileage and paper consumption, both of which have fallen during each of the past four years. To date, business miles have been reduced by more than 199,000, which has not only cut CO2 emissions but also saved the company

PICTURED: George Dawes, Felicity Brown and Simon Hood, HCR Group

Re:locate

: AWARDS SPECIAL

ÂŁ86,000. The reduction was achieved by providing training on greener driving to local area consultants. Last August, HCR fulfilled its long-held ambition to become the first relocation management company in the world to achieve carbon-neutral status. An exhaustive assessment of carbon emissions was taken to ISO14064, highlighting carbon dioxide emissions produced per person in the business. These amounted to just 1.2 tonnes â&#x20AC;&#x201C; 1 tonne less than an average office-based service company. HCR took immediate steps to reduce, and eventually offset, its carbon emissions by investing in verified carbon standard carbon offsets projects in India, Turkey and China. The path to carbon neutrality wasnâ&#x20AC;&#x2122;t always smooth. Initially, not all board directors were persuaded of the value of carbon-neutral status, questioning the cost of such a scheme and its relevance to the companyâ&#x20AC;&#x2122;s core activities. However, the business case proved overwhelming.

Engaging customers, staff, and the community One of the main ways in which HCR engages customers on environmental

SUMMER 2012

issues â&#x20AC;&#x201C; and one highlighted by the Re:locate Awards judges â&#x20AC;&#x201C; is the Sustainable Relocation Promise, now in its third year, which involves planting trees for clients to counter the emissions produced by corporate relocations. To date, 1,300 trees have been planted across Hampshire. This year, HCR teamed up with Basingstoke and Deane Borough Council to ensure the local community benefited, planting 555 trees to create a wildlife corridor. Feedback from peers and clients, says George Dawes, continues to motivate staff to do their bit for the environment. â&#x20AC;&#x153;We hear from our staff how they are taking green practices home and implementing them in their day-to-day lives. Many even take part in our annual tree planting. â&#x20AC;&#x153;Recognised by 10:10, which supports individuals and organisations to cut their carbon emissions by 10 per cent in a year, our annual Environmental Day trains employees to ensure that environmental targets, and how staff contribute to them, are understood, while our Walk to Work initiative rewards those who walk, cycle, take public transport, or car share. Each

month, we hold a prize draw to reward participating employees.â&#x20AC;?

Looking ahead Never content to rest on its laurels, HCR has launched a new venture to sell good-quality secondhand furniture from completed tenancies. So far, this has generated more than ÂŁ35,000 of profit. Before, furniture was collected and disposed of via charities or local councils, which, as George Dawes points out, was time-consuming, expensive, and not eco-friendly. As those who attended the Gala Awards Dinner can testify, the HCR team was thrilled to win. Summing up, George Dawes said, â&#x20AC;&#x153;This is the culmination of four yearsâ&#x20AC;&#x2122; hard work, and we are proud to be recognised as a leader within the industry when it comes to the green agenda. â&#x20AC;&#x153;It is an excellent opportunity for us to differentiate ourselves within the relocation industry.â&#x20AC;?

www.hcr.co.uk

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Excellence in Employee and Family Support ER

FOCUS

ounded in 1982, and operating as a non-profit organisation offering support and advice to international professionals and their families in the UK, FOCUS is proud to have reached its 30th anniversary this year. And what better way to celebrate than to scoop the trophy in one of the Re:locate Awards’ newest categories for the second year running? From humble beginnings compiling information on a rolodex, FOCUS has grown, over three decades, from a small team of five expat women with the desire to share concerns and experience to an organisation which has helped to build a community, including online social networks, and a resource-rich information system for international professionals and their families living and working in the UK. FOCUS prides itself on its enthusiastic and friendly approach. “While we have evolved tremendously as an organisation, our spirit and values have remained unchanged through the years,” says executive director Alessandra Gnudi. “We are a small and passionate team with a great sense of humour! We have daily personal contact with our members, and this will not be replaced by our online community.” Alongside a revamped website offering a wealth of resources, FOCUS runs events and seminars, providing its

1,400 members with an opportunity to meet people in similar circumstances from countries all over the world. Members are offered support through personal contact, a bi-monthly magazine, publications, and regular email updates.

SPONSORED BY:

SHORTLISTED:Impact ImpactGroup, Group, SHORTLISTED: NatWestGlobal GlobalEmployee Employee NatWest Banking,Robertson Robertson Languages Banking, International, Smith Stone Languages International, Walters Smith Stone Walters

Cost-effective services FOCUS operates with very limited resources, and, in this difficult economic climate, has had to prove to corporate clients that it is providing a worthwhile, cost-effective service. It understands the continued pressure on HR to decrease expenses while managing complicated international moves, and makes a huge effort to provide a complete service for expats and their families. The judges were impressed. “This entry shows how a small, low-budget, and relatively poorly-resourced not-forprofit organisation can deliver stunning outcomes due to the commitment of its staff. The manner in which FOCUS has responded to change – in the economy, in leadership, and in terms of responding to client feedback by providing new and valuable services – is second to none.” FOCUS’s international team members are made up of eight paid staff and a handful of volunteers. All have first-hand experience of living abroad, and are able to tailor information and services to the specific needs of each member. Many of the volunteers are FOCUS members

themselves, and Alessandra Gnudi believes that this involvement plays an important part in the success of FOCUS. “We provide our members with a ready-made network,” she says, “and can help with recommendations that assignees would have asked their family and friends for at home.” Ms Gnudi believes that the daily personal contact with members ensures that the organisation is constantly aware of their changing requirements. “We can be extremely flexible and respond rapidly to the changing needs of our members,” she says. FOCUS has demonstrated that it can update information to current trends. This year has seen a shift in strategy from predominantly providing settling-in services to creating a vibrant community for international professionals. Summing up the importance of the award, Alessandra Gnudi says, “We thank Re:locate for introducing a category that recognises the importance of the partner and family to a successful relocation. “Winning the award means so much to FOCUS. In our 30th anniversary year, it helps to raise our profile and promote best practice to the wider profession.”

www.focus-info.org

PICTURED: Alessandra Gnudi and Eva Stock, FOCUS, with Andreas von Strachwitz, Weichert Relocation Resources

SUMMER 2012

THE JUBILEE HOUR :

Re:locate

Our clients rely on Stewart to guide them through the financial complexities of global relocation. So while they’re focused on growing their businesses, Stewart and his team are handling the details, tracking and auditing expenses, managing multi-currency payrolls and ensuring compliance with international tax regulations. Stewart gives our clients the confidence and freedom to deploy talent wherever opportunity calls. And he’d welcome the chance to earn your trust, too.

Meet Stewart. His title is VP, Global Financial Services. But to our clients, he’s a Trusted Partner.

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Re:locate backs The Jubilee Hour Launched at the Gala Awards Dinner, Re:locate’s campaign to rally the global mobility sector behind nationwide charity scheme The Jubilee Hour is gaining momentum.

s the country marks the Queen’s 60 years of service, The Jubilee Hour is enabling individuals, families, communities, groups and businesses to support good causes in their area by donating just 60 minutes of their time to voluntary service. See www. thejublieehour.org Re:locate got behind the initiative after being approached by Jonathan Haward, of The County Homesearch Company, who invited us to help encourage the relocation profession to participate. Readers are already enthusiastically embracing projects to support The Jubilee Hour. The Re:locate team is donating time to Streetscape, a social enterprise that transforms the lives of long-term-unemployed 18- to 25-year-olds. This worthwhile project needs a variety of types of support, many of which the global-mobility sector is ideally placed to provide – from HR and marketing expertise to manpower and fundraising. See our website for details www.relocatemagazine.com/jubileehour

We’ll also be bringing the local community into our offices and sharing some of our technology skills with older people who want to learn about the internet, send emails, and feel part of the technological age.

Get involved! We have lots of charities who want your time and we’ll be happy to suggest projects for you to work with. Please contact Mireille Applebee at mireille@relocatemagazine.com There is also the opportunity to donate some high-level expertise which could really make a difference. Immigration, employment law, HR, property and removals specialists are just some of the professionals who could contribute so much to this fantastic initiative. Email fiona@relocatemagazine.com Let us know about your pledges, projects and stories for the special Jubilee Hour section of our website. We have also created a unique Facebook page to showcase the globalmobility sector’s contribution, which will include photos and reports from volunteers. To keep up to date with events as they happen, visit www.facebook.com/relocatejubilee and ‘like’ us.

Relocation Personality of the Year International ER

SUMMER 2012

Joseph Morabito, Paragon Global Resources

Teamwork is key When Joseph Morabito accepted the award, he was clearly thrilled. “I appreciate the recognition. But individuals don’t win awards: teams do. It’s the people at Paragon who won this.” This focus on others is typical of a man who started life in retail, then becoming a teacher in the barrios of Los Angeles. Of the changes he has seen in relocation over the years, Mr Morabito explains that HR is a great influencer, but it is procurement that is “running the show”. With more HR generalists, it is increasingly difficult to build relationships. As he concludes, the reality is that HR professionals are busy, and, on the relocation side, interaction is often negative, with client managers calling because a housing allowance isn’t working, for example. HR may move on within 18 months, and the depth of mobility experience perhaps isn’t there. But true to form, his solution is to be proactive. Where, in the past, Paragon would offer clients two days of seminars, now it provides a series of briefing webinars, because, as Joseph Morabito says, you have to find other ways of being time-efficient. Clients are global companies, and so is Paragon, which is active in 120 countries, and there are time-zone issues. “Technology is a wonderful way to get to people,” explains Mr Morabito. “You can’t have too much information, but you can have too little.”

The future of mobility

escribed by the judges as “a largerthan-life character with a passion for the industry”, Joseph Morabito is a recognised thought leader who has been in relocation for three decades. During his 25 years with Paragon, Mr Morabito has expanded the company from a domestic player to a global one. He was the first person to win Certified Relocation Professional designation from Worldwide ERC, shares expertise with committees and panels, and writes mobility articles. He developed a group-move methodology, and has written white

papers and conducted seminars for the relocation industry. Through his involvement with the US Chamber of Commerce and Worldwide ERC, Joseph Morabito has, as one of his nominators put it, “kept relocation at the forefront of legislative efforts”. Another nominator described him as a leader in the relocation industry. “When I say leader,” she says, “I mean it in the true sense of the word: a man of deep principles, who, regardless of the popular view, has always had the best intentions for the relocation industry, his clients, and his employees.”

SPONSORED BY:

SHORTLISTED: Paul Evans, Interdean Relocation Services, Robert Fletcher, Interdean Relocation Services, James Moss, Curzon

Relocate Your Thinking

He predicts that Europe will follow the way of the US, with more clients becoming fully outsourced to their relocation management companies. This will include everything, from benefits administration to counselling, because they can’t afford the internal resources. Asked what excites him today, Joseph Morabito says, “I never stop learning. There is a constant evolution taking place. I would have had a hard time believing, when I started out, what we are doing today. I don’t think we have invented yet all the services that are possible.” www.paragonrelocation.com

PICTURED: Joseph Morabito, Paragon Global Resources

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Relocation Personality of the Year UK

Margaret Moes, Clearview Relocation

escribed by her employer as “a rare treasure”, and praised by her Re:locate Awards referees not only for her energy, professionalism and skill in building relationships with clients and colleagues but also for her generosity and sense of humour, Margaret Moes – known and respected throughout the relocation industry – clearly has something very special. To her current post of global mobility director at Clearview Relocation, Ms Moes brings 25 years’ industry experience. She has been a council member of both the Association of Relocation Professionals (ARP) and the European Relocation Association (EuRA), and was vice president of EuRA between 2006 and 2008. Margaret started her career in relocation in 1986, having been relocated to the UK in the late 1970s without receiving any assistance. She says, “I really believed I was the first person starting such a business when I found out that the Association of Relocation Agents, now the ARP, was being formed!”

Championing relocation Explains Francine O’Byrne, managing director of The Relocation Bureau,

SPONSORED BY:

Relocate Your Thinking

Ireland, who was EuRA’s president during Margaret Moes’s time on its council, “Margaret is a great ambassador for the relocation industry, and is continually looking for opportunities to promote it. As the first person in the UK to receive the EuRA Quality Seal back in 2008, she has encouraged other companies to go through this auditing process, to promote high standards within their companies and the industry as a whole. “She was only the second person in the UK to achieve the European Academy of Relocation Professionals’ Fellowship designation, and one of only 14 people globally. “Margaret has had the experience of starting her own relocation company and building it up as owner-manager over the years. In recent times, she saw the opportunity to expand her horizons, and, having joined forces with Clearview Relocation, is successfully building up a business that now reaches out across the globe to provide managed destination services worldwide, utilising her vast experience.” Clearview’s Simon Bell is equally complimentary. “Margaret’s experience within the international arena is second

to none; she appears to know everyone in the industry, and everyone seems to know her. She is held in high regard, and we are proud to have her as a member of our team.”

Thriving on variety What was it that drew this dedicated professional to relocation, and what is it that, after all her years in the industry, she still finds so fascinating about this particular field? Says Ms Moes, “It’s the great variety, and the international aspect. You are a business person, but, at the same time, a service provider and a carer – a great combination!” Accepting the Re:locate trophy, Margaret Moes commented, “Receiving this award is an honour, and a privilege. It’s lovely to know that people appreciate what I’ve put in to the relocation industry, which has grown so much since I joined it, and continues to grow. “The Re:locate Awards have become part of the relocation year. They have established their value, and more people are keen to hear about them, and to participate.” www.clearviewrelocation.com

PICTURED: Margaret Moes, Clearview Relocation

SUMMER 2012

AWARDS SPECIAL :

Highly Commended

Re:locate

Some categories of this yearâ&#x20AC;&#x2122;s awards were so hotly contested that Highly Commended trophies were awarded. See our website for further details.

Beswick Relocation Services

International Personnel Management

Green Achievement

Paragon Relocation

Smith Stone Walters

The Ascott Limited

Best International Destination Services Provider

ighly H ommended C

Excellence in Employee & Family Support

ighly H ommended C

Relocation Service Provider or Team of the Year

ighly H ommended C

Best Relocation Strategy/Policy

The Relocation Bureau, Ireland

Re:locate

: DIRECTORY

SUMMER 2012

Re:directory ESSENTIAL CONTACTS... AREA GUIDES

HR CONSULTANTS

Profile Locations

Mercer

Contact: Fiona Murchie

Contact: Carlos Mestre

Tel: +44 (0)1892 891334

Tel: +41 (0)22 869 3090

Email: orders@profilelocations.co.uk Website: www.profilelocations.co.uk Area: National

BANKING Lloyds TSB International

Email: carlos.mestre@mercer.com Website: www.mercer.com Area: Global

IMMIGRATION SERVICES Paragon GeoImmigration Contact: Elaine Martin

Chartered Institute of Personnel and Development (CIPD) Tel: +44 (0)20 8612 6200 Website: www.cipd.co.uk Area: National

European Association of Relocation Professionals (EuRA) Contact: Tad Zurlinden Tel: +44 (0)8700 726 727 Email: enquiries@eura-relocation.com Website: www.eura-relocation.com Area: International

Contact: Kevin Ballard

Tel: +353 (0)1811 6630

Tel: +44 (0)1624 638065

Email: emartin@paragongri.com

Email: kevin.ballard@lloydstsb-offshore.com

Web: www.paragongeoimmigration.com

FOCUS

Website: www.lloydstsb-offshore.com/

Area: Worldwide

Contact: Alessandra Gnudi Tel: +44 (0)20 7937 7799

employeebanking Area: Worldwide

Pro-Link GLOBAL Contact: Andrea Elliott

NatWest Global Employee Banking Contact: Neil Barsby Tel: +44 (0)1245 355628 Email: neil.barsby@natwestglobal.com Website: www.natwestglobal.com Area: Worldwide

Tel: +44 (0)20 3004 9276

Email: agnudi@focus-info.org Website: www.focus-info.org Area: London, South East

Email: info@pro-linkglobal.com Website: www.pro-linkglobal.com

The Relocation Network

Area: Global

Contact: Kay Withell Tel: +61 (0)4271 33309

INTERNATIONAL ASSIGNMENT MANAGEMENT

Email: info@relocationdirectory.com.au Website: www.relocationdirectory.com.au Area: Australasia

DESTINATION SERVICES PROVIDERS

IPM (Global Mobility Specialists)

BRS Relocation Services

Email: info@ipmglobalmobility.com

Red Recruit

Contact: Beatriz Carro de Prada

Website: www.ipmglobalmobility.com

Contact: Caroline Frostick

Tel: +34 (0)93 2034 935

Area: National & International

Tel: +44 (0)1621 840600

Contact: Alan Bentley Tel: +44 (0)845 458 5643

Email: beatriz@brs-relocation.com Website: www.brs-relocation.com

Total Reward Solutions

Area: Spain

Contact: Simon Richardson Tel: +44 (0)1732 783817

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

Contact: Jo Stoddart Tel: +44 (0)1481 257200

Area: Channel Islands (Guernsey, Jersey, Alderney)

Website: www.redrecruit.com Area: Worldwide

RELOCATION MANAGEMENT COMPANIES

Area: National & International

360 Relocations Contact: Tony Squire

PET RELOCATION AIRPETS Tel: +44 (0)1753 685571 Email: info@airpets.com Website: www.airpets.com Area: Worldwide

Email: jo@quintessential-relocation.com Website: www.quintessential-relocation.com

Email: caroline.frostick@redrecruit.com

Website: www.totalrewardsolutions.com

Email: simon.richardson@totalrewardsolutions.com

Contact: Martin Brown

Quintessential Relocation Consultants

RECRUITMENT

PROFESSIONAL ORGANISATIONS

Tel: +44 (0)1923 235360 Email: sales@360relo.com Website: www.360relo.com Area: Worldwide

Brookfield Global Relocation Services Contact: Duncan Boyd Tel: +44 (0)20 8996 1200 Email: duncan.boyd@brookfieldgrs.com Website: www.brookfieldgrs.com Area: Worldwide

Association of Relocation Professionals (ARP)

Cartus

Contact: Tad Zurlinden

Contact: Nigel Passingham

Tel: +44 (0)8700 737 475

Tel: +44 (0)1793 756000

Email: enquiries@rushbrookrathbone.co.uk

Email: enquiries@arp-relocation.com

Email: trustedguidance@cartus.com

Website: www.rushbrookrathbone.co.uk

Website: www.arp-relocation.com

Website: www.cartus.com

Area: National

Area: National & International

Rushbrook & Rathbone Contact: Sarah Rushbrook Tel: +44 (0)1462 420201

Industry jobs at: http://jobs.relocatemagazine.com

SUMMER 2012

Connells Relocation Services Contact: Simon Robins Tel: +44 (0)1635 271271

DIRECTORY :

REMOVALS AND STORAGE Bishop’s Move

Re:locate

SABIS International School UK Contact: Deborah McAllister Tel: + 44 (0)1225 891841

Contact: Richard Hohler

Email: admissions@sisuk-sabis.net

Email: simon.robins@connells.co.uk

Tel: +44 (0)800 616 425

Website: www.sisuk-sabis.net

Website: www.connellsrelocation.co.uk

Email: corporate@bishopsmove.com

Area: National & International

Website: www.bishopsmove.com Area: Global

HCR Group

Area: Bath, UK

TASIS The American School in England Contact: Karen House

Contact: Simon Hood

DT Moving

Tel: +44 (0)1932 582316

Tel: +44 (0)1256 313741

Contact: Tim Daniells

Email: ukadmissions@tasisengland.org

Email: shood@hcr.co.uk Website: www.hcr.co.uk Area: UK, Worldwide

Tel: +44 (0)20 7622 4393 Email: london@dtmoving.com Website: www.dtmoving.com Area: Worldwide

Website: www.tasisengland.org Area: West London, Berkshire, Surrey

SERVICED APARTMENTS The Apartment Service

Interdean International Relocation Contact: Rob Lucas

White & Co Contact: Louis Spies

Contact: Melanie Degand Tel: +44 (0)870 080 2303 Email: melanied@apartment.co.uk

Tel: +44 (0)20 8961 4141

Tel: +44 (0)1489 774907

Website: www.apartmentservice.com

Email: rob.lucas@interdean.com

Email: l.spies@whiteandcompany.co.uk

Area: UK & Worldwide

Website: www.interdean.com

Website: www.whiteandcompany.co.uk

Area: Worldwide

Area: UK

Paragon Relocation

SCHOOLS

Contact: Liam Brennan

ACS International Schools

Tel: +44 (0)20 7559 3412

Contact: Fergus Rose

Email: lbrennan@paragonrelocation.com

Tel: +44 (0)1932 867251

Website: www.paragonrelocation.com

Email: frose@acs-england.co.uk

Area: Worldwide

Website: www.acs-england.co.uk

Tel: +44 (0)20 7409 9000

Area: London, South East

Email: jacqui.parker@hpr.co.uk

SIRVA Relocation Contact: Erika Toomer Tel: +44 (0)1793 606538 Email: erika.toomer@sirva.com

Frasers Hospitality UK Contact: Sin-Han Thiede Tel: +44 (0)20 7341 5586 Email: sinhan.thiede@frasershospitality.com Website: www.frasershospitality.com Area: Europe, Middle East, Asia Pacific

Hyde Park Residence Contact: Jacqui Parker

Website: www.hpr.co.uk

International School of London (ISL) Group of Schools Contact: Heather Mulkey Tel: +44 (0)1483 750 409

Area: London

Pravonix Serviced Apartments Contact: Pragna Hay Tel: +44 (0)844 8550 094

Website: www.sirva.com

Email: admissions@islondon.com

Email: pragna@pravonix.co.uk

Area: National & International

Website: www.islschools.org

Website: www.pravonixservicedapartments.co.uk

Area: London, Surrey, Qatar

Area: Newbury, Berkshire, UK

TEAM Relocations

Select Apartments

Contact: John Sammon

International School of Macaé

Tel: +44 (0)121 329 5058

Contact: Leslie Anne da Mota

Email: john.sammon@teamrelocations.com

Tel: +55 (22) 2765 5199

Email: gileswalker@selectapartments.co.uk

Email: admissions@ismacae.com

Website: www.selectapartments.co.uk

Website: www.ismacae.com

Area: London, UK

Website: www.teamrelocations.com Area: Worldwide

Weichert Relocation Resources Contact: Andreas von Strachwitz Tel: +44 (0)1293 813838

Area: Macaé, Rio de Janeiro, Brazil

The North London International School Contact: Alison Miley Tel: +44 (0)20 8920 0634

Contact: Giles Walker Tel: +44 (0)203 142746

SPOUSAL ASSISTANCE/ CAREERS Profile Locations Contact: Fiona Murchie Tel: +44 (0)1892 891334

Email: avonstrachwitz@wrri.com

Email: admissions@nlis.org

Website: www.wrri.com

Website: www.nlis.org

Website: www.profilelocations.co.uk

Area: Worldwide

Area: North London

Area: National & International

Email: careers@profilelocations.co.uk

To advertise here please call: 01892 891334

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