The Future Of

REGIONAL RELOCATION GROUPS / TOP 7 TRENDS IN MOBILITY / MARKET: MANCHESTER, NH / DESTINATION: BAHRAIN

Magazine of Worldwide ERC® June 2019

THE FUTURE OF

HOW IT INTERSECTS WITH THE FUTURE OF WORK

WHEN THE TALENT MAKES THE PICK THE CHANGING FACE OF RECRUITING AND TALENT MANAGEMENT

MEDICAL ISSUES FACING INTERNATIONAL ASSIGNEES

WHAT NOT TO DO IN A HOMESALE PROGRAM

Are you ready for the workforce of the future? scan to request a Alternative workers are growing in number. Has solution your mobility program evolved to serve the different types of employees you’ll need to succeed?

Aires offers customized solutions to help you rethink the traditional one-size-ﬁ ts-all approach.

®2019 American International Relocation Solutions, LLC Contents FEATURES

PG 46 WHEN THE TALENT MAKES THE PICK PG 54 MEDICAL ISSUES FACING By Diane McIntire INTERNATIONAL ASSIGNEES What makes job seekers choose one By Mollie Ivancic and Tom Paton, GMS company over another? A look at the Proactive steps to ensure healthy, changing face of recruiting and talent productive employees and families management. while on assignment.

PG 52 MOBILITY MATTERS PG 60 REGIONAL RELOCATION GROUPS By Jon Ferguson Worldwide ERC®–recognized How offices have changed since the organizations and their leadership teams. heyday of the cube farm. PG 68 DESTINATION PROFILE: BAHRAIN By M. Diane McCormick Quality of life and affordability in the Persian Gulf.

COVER STORY PG 40 HOW THE FUTURE OF WORK AND TRAVEL INTERSECT By Michael W. McCormick Increased mobility and business travel are investments aimed at growing companies’ bottom lines and the overall global economy.

2 Mobility | June 2019

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Visit us at fosterglobal.com to learn more. Contents COLUMNS

Worldwide ERC® Karen Cygal PG 8 PERCEPTIONS Vice President, Product Development Leveraging Talent

Chris Wilson, SGMS-T Vice President, Research & Education PG 30 GOVERNMENT AFFAIRS What Not to Do in a Homesale Program Kristin White Communications Consultant PG 35 MARKET SUMMARY EDITORIAL/DESIGN/MEDIA SALES Manchester, New Hampshire The YGS Group Amy Norcross, Managing Editor Steve Kennedy, Senior Editor Beth Hughes, Copy Editor Charity Fox, Account Manager DEPARTMENTS Melissa Wiedemann, Photo Editor PG 6 CALENDAR OF EVENTS Serena L. Spiezio, Creative Director Megan Meckley Hacker, Art Director PG 10 TIPS & TRENDS Jack Davidson, EVP Promoting a Culture of Well-Being in Your Zack Buchanan, National Sales Manager Workplace [email protected] +1 717 430 2291 By Gerrit Brouwer Heather Macaluso, Account Executive [email protected] PG 13 AROUND THE WORLDWIDE ERC® +1 717 430 2224 In Case You Missed It (ICYMI) PRINTING Worldwide ERC® Front Page The YGS Group York, PA Executive Spotlight Collective Wisdom YP40 ABOUT WORLDWIDE ERC® Worldwide ERC® is the workforce mobility association for professionals who oversee, manage, or support U.S. PG 38 THE NUMBERS domestic and international employee transfers. The SIRVA 2018 Mobility Report organization was founded in 1964 to help members overcome the challenges of workforce mobility. PG 79 ADVERTISERS’ INDEX OUR PURPOSE We empower mobile people through meaningful connections, unbiased information, inspired ideas, and solutions. PG 80 INDUSTRY INSIGHTS Top 7 Mobility Trends By Lisa Johnson

worldwideerc.org | Mobility 5 MOBILITY Vol. 40 No. 6 • June 2019

EXECUTIVE COMMITTEE Chairman of the Board Calendar of Events SCRP, SGMS-T Sue Carey, Baird & Warner, Chicago, Illinois, USA

JUNE 2019 Chair-Elect U.S. Immigration Climate: Changes in Immigration Edward Hannibal, GMS Adjudications and Enforcement Deloitte Tax LLP, Chicago, Illinois, USA 11 June Vice Chair – Finance Master Series, sponsored by Berry Appleman & Leiden LLP Robert Brezosky Boston The Walt Disney Company, Burbank, California, USA worldwideerc.org/events Vice Chair – Talent Community Andrew P. Walker, GMS-T U.S. Immigration Climate: Changes in Immigration EY, New York, New York, USA Adjudications and Enforcement President and Chief Executive Officer 13 June Peggy Smith, SCRP, SGMS-T Master Series, sponsored by Berry Appleman & Leiden LLP Worldwide ERC®, Arlington, Virginia, USA New York BOARD OF DIRECTORS worldwideerc.org/events Merritt Q. Anderson San Francisco, California, USA

Erik Eccles SEPTEMBER 2019 Urbandoor, San Francisco, California, USA Tokyo Summit 2019 Kerwin Guillermo 5 September Hewlett Packard Enterprise, Singapore Tokyo Heather Henry worldwideerc.org/events-conferences Netflix Inc., Los Gatos, California, USA Gustavo Higuera, CRP, GMS-T OCTOBER 2019 Weichert Workforce Mobility Inc., Miami, Florida, USA Global Workforce Symposium 2019 Sigrid Nauwelaerts 16–18 October Johnson & Johnson, Beerse, Belgium Boston Shelby Wolpa worldwideerc.org/events-conferences InVision, Austin, Texas, USA EX-OFFICIO DIRECTORS Chairman, Foundation for Workforce Mobility MAY 2020 Robert L. Giese, SCRP, GMS Americas Mobility Conference 2020 Sterling Lexicon, Jacksonville, Florida, USA 12–15 May PAST CHAIRMAN Houston Robert J. Horsley worldwideerc.org/events-conferences Fragomen Worldwide, Santa Clara, California, USA

OCTOBER 2020 Mobility (ISSN 0195-8194) is published monthly by Global Workforce Symposium 2020 Worldwide ERC®, 4401 Wilson Boulevard, Suite 510, Arlington, VA 22203-4195, +1 703 842 3400. Mobility 28–30 October examines key issues affecting the global mobility workforce Washington, D.C. for the benefit of employers and firms or individuals worldwideerc.org/events-conferences providing specific services to relocated employees and their families. The opinions expressed in Mobility are those of the authors and do not necessarily reflect the opinions MAY 2021 of Worldwide ERC®. Mobility is printed in the United States of America. Periodical postage paid at Arlington, VA, and Americas Mobility Conference 2021 additional mailing offices. Worldwide ERC® members 24–26 May receive one annual subscription with their membership San Francisco dues. Subscriptions are available to both members and worldwideerc.org/events-conferences nonmembers at $48 each per year. Copyright ©2019 by Worldwide ERC®. All rights reserved. Neither all nor part of the contents published herein may be reproduced in any READ ALL ABOUT IT! form without written permission from Worldwide ERC®. About what? That’s our question for you! Send your suggestions for topics you’d like to read about in Mobility to [email protected].

POSTMASTER: Send address changes to Mobility, Worldwide ERC®, 4401 Wilson Boulevard, Suite 510, Arlington, VA 22203-4195.

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Leveraging Talent

ake 50 percent of the working population that’s filling traditional jobs. Add a healthy portion of contingent workers, both long- and short-term, depending on the initiatives you need to address. Measure out percentages of automation and artificial intelligence, a huge component of lifelong learning, season with company culture, and mix well. Congratulations! You’re creating tomorrow’s workforce. And when I say “tomorrow,” that’s a little misleading—because leveraging all the possi- Tbilities and opportunities to build the future workforce is already underway. We know that using traditional workforce practices exclusively won’t cut it anymore. There are tumbling population replacement rates: Today, almost 50 percent of the world’s population lives in countries that are below the average global replacement rate of 2.1 children per woman. We have rising numbers of contingent workers choosing entrepreneurial and flexible career paths, expected to outpace traditional employment in the near future. Automation is both replacing jobs and creating new ones, and the World Economic Forum says that after 75 million jobs are displaced by 2022, those created will add up to nearly 60 million net new jobs … jobs that will need specialized skills, so upskilling and training are imperative. (In Upwork’s latest Skills Index, 70 percent of the fastest-growing skills are new to the index!) Deloitte’s 2018 “Global Human Capital Trends” report is already charting movement as companies adjust to advanced technologies: 53 percent of the 11,000 HR and business leaders who responded said they were redesigning jobs around automation. Companies that are already revolutionizing ways to bring together traditional employees, learning, technology, and access to contemporary talent assets such as on-demand and remote workers will be best positioned for competitiveness and growth. The story of a new workforce is writing itself—and we are part of the narrative.

Cheers,

PEGGY SMITH, SCRP, SGMS-T President and Chief Executive Officer Worldwide ERC®

8 Mobility | June 2019 BECAUSE THERE’S MORE TO RELOCATION THAN GETTING FROM POINT A TO POINT B

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Promoting a Culture of Well-Being in Your Workplace

EXCERPTS FROM AN ARTICLE t’s hard to read about the future of work without coming across “data,” BY GERRIT BROUWER, “AI,” “robotics,” and other tech terms. But what about the workers? CO-FOUNDER OF KEYPATH B.V. Employee experience and well-being—both mental and physical—are SHARED WITH PERMISSION. increasingly important parts of the conversation. Below are five tips for contributing to employee experience and well-being at your workplace.

Send your article ideas, letters, and feedback to 1. LEAD BY EXAMPLE. [email protected]. Demonstrate positive behavior and inspire others to adopt healthier habits by engaging in regular physical exercise routines and encouraging others to do so as well. WalkingI meetings or an after-hours planking session or “boot camp” can generate the same team-building connectivity and fun as a happy hour, with much healthier benefits. 2. STIMULATE YOUR INTERNAL “INFLUENCERS.” Every team has some employees who freely share content on Instagram or other sites that many want to see and follow. Consider harnessing the strength of those influencers to help spread the word about your well-being initiatives and generate new ideas. Give them a podium, and they might just be great coaches or brand ambassadors. 3. REWARD PEOPLE FOR BEING VULNERABLE. Sharing problems is never easy. But you can work to change the stigma by rewarding employees who are helping colleagues. Finding ways to appreciate a person’s vulnera- bility may be a long shot, but promoting mental and physical well-being naturally cre- ates a more open and transparent culture. Connecting generations can make a difference, too—some colleagues may have been through similar hardships and can offer help. 4. EFFECTIVELY COMMUNICATE YOUR WELL-BEING PROGRAMS. Many companies, especially large multinationals, have a multitude of well-being programs, from a health club subscription to a free massage. Prioritize well-being in your communications by including an overview of what’s available on your career pages, within the new hire integration process, or on your intranet. Tapping into your influencers as focal points for everything related to well-being also goes a long way. 5. BE EXCLUSIVE AND INCLUSIVE. A strong commitment to well-being can help your organization gain an exclusive competitive employer advantage. At the same time, well-being is for everyone, and companies should make sure their efforts are as inclusive as possible. If you are creating a support group, make sure every employee gets the message that they are being heard and taken care of by your company. By including everybody, your employees will be closer to achieving that one common goal: contributing to your business in the long run to let your workplace—and your workers—truly thrive.

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On worldwideerc.org, we’ve been reporting on what looks to be a tight race in India’s general election, with final results expected WHAT’S HAPPENING ON SOCIAL? to be announced in late May. At press time, the election was a FOLLOW US! @WORLDWIDEERC contest between two main front-runners: current Prime Minister Narendra Modi of the Bharatiya Janata Party and Rahul Gandhi Twitter – Have you bookmarked the page that of the Congress Party. The sheer size of India’s population and can serve as your one-stop shop for our economy makes the results of this election important to the ongoing analysis of all things #Brexit? Take a look at mobility industry. If India’s unemployment rate continues to worldwideerc.org/impact-of-brexit-on-mobility, where rise, it’s possible that the government may take steps to decrease we’ve organized the evolving storylines and the immigration and focus on getting jobs to local workers. In addi- potential impact on mobility by channel. tion, there is a strong relationship between connectivity and economic advancement—but more than 900 million people in India Facebook – We shared updates from the U.S. are not yet fully connected to the internet, making the market a Internal Revenue Service (IRS), including its huge focus for the technology sector. We’ll continue to report on adjusted foreign housing amounts for 2019 for a long the outcome and the aftermath this month—stay tuned! list of global locations, and expansions to its previously In other global news, we shared some highlights of and the link announced relief for taxpayers who unintentionally to a report released by the U.K.’s Institute for Fiscal Studies, indicat- underpay. ing that higher earners are being subjected to continuing unwar- ranted tax increases due to the lack of inflation adjustments for a LinkedIn – Canada announced additional number of income thresholds. As expatriate employees working scrutiny of its residential real estate transactions, in the U.K. are likely to be prominent among those affected by that and we gave you the lowdown via our social channels lack of inflation adjustment, their U.K. tax and the tax adjustment and website. The real estate initiative, which is one of burden on their employers are also likely increasing. several the finance minister announced to reduce tax We continue to keep you informed about the impact of the U.S. evasion, is expected to produce an additional CA$68 Tax Cuts and Jobs Act, which—among other changes—suspended million in revenue over five years. And speaking of the deduction and exclusion for moving expenses occurring taxes, we also kept you in the know about a report between 2018 and 2025. In particular, we’re keeping a careful watch from the Transactional Records Access Clearinghouse on whether and how individual states are adopting the changes as at Syracuse University that found that in 2018, U.S. IRS they work on conforming to the federal law. In Massachusetts, an audits of major corporations fell below 50 percent for April technical information release suggests that the state will not the first time since 2010. If that trend continues, it’s adopt the federal changes, enabling Worldwide ERC® members likely you can expect fewer audits of such mobility with transferees there to continue to exclude reimbursements and issues as the taxability to transferees of costs incurred payments for moving expenses from their Massachusetts income, in homesale programs. reducing necessary state tax gross-ups.

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Through our Citi Global Executive Banking Preferred and Citi Global Executive Banking account packages, your employees can gain access to banking1 and investment2 products and services, allowing them to manage their U.S.-based finances at home and abroad. As a global corporation, consider the benefits of: • STREAMLINING INTERNATIONAL COMPENSATION Help reduce transaction fees & administrative costs by crediting compensation and expense reimbursements to a U.S.-based bank account • A DEDICATED CORPORATE RELATIONSHIP MANAGER Work closely with your Global Mobility department to roll-out a successful program • FINANCIAL SOLUTIONS DESIGNED FOR INTERNATIONAL EMPLOYEES Explore Citi, Offer a suite of financial products and services to complement your international employees’ benefits packages Empower Your Serving distinguished corporate clients for over 30 years, International Personal Bank U.S. is a banking industry leader, uniquely positioned to serve multinational corporations through Global Employees. Executive Banking account packages.

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International Personal Bank U.S. (IPB U.S.), is a business of Citigroup Inc. (“Citigroup”) which provides its clients access to a The products and services mentioned in this document are not offered to individuals resident in the European Union, European broad array of products and services available through Citigroup, its bank and non-bank affiliates worldwide (collectively, “Citi”). Economic Area, Switzerland, Guernsey and Jersey. Your eligibility for a particular product and service is subject to a final Through IPB U.S. prospects and clients have access to the Citi Global Executive Preferred Account Package and Citi Global determination by us. This document is not, and should not be construed as, an offer, invitation or solicitation to buy or sell any of Executive Account Package. the products and services mentioned herein to such individuals. Global Executive Banking is a service of Citibank, N.A., providing banking and borrowing products and services. Transactions may be executed outside of your country and without any participation from any Citigroup or Citibank subsidiary, 1 Banking products and services are provided by Citibank, N.A., Member FDIC. branch or affiliate in your country. Some products may not be registered with the Financial Regulatory authority of your country, nor may they be governed or protected by the laws and regulations of your country. Products and services offered by Citigroup and its affiliates are subject to the applicable local laws and regulations of the jurisdiction where they are booked and offered. INVESTMENT AND INSURANCE PRODUCTS: NOT FDIC INSURED • NOT A BANK DEPOSIT Not all accounts, products, and services as well as pricing are available in all jurisdictions or to all customers. Your country of • NOT INSURED BY ANY FEDERAL GOVERNMENT AGENCY • NOT A BANK GUARANTEE • MAY LOSE VALUE citizenship, domicile, or residence may have laws, rules, and regulations that govern or affect your application for and use of our accounts, products and services, including laws and regulations that govern or affect your application for and use of our 2 Investment products and services are made available through either: accounts, products and services, including laws and regulations regarding taxes, exchange and/or capital controls. Citi Personal Investments International, (CPII) a business of Citigroup Inc., which offers securities through Citigroup Global Not all investments are suitable for all investors. Not all products and services are provided by all affiliates, or are available at all Markets Inc. (CGMI), member SIPC, an investment advisor and broker-dealer registered with the Securities and Exchange locations. Commission. Insurance is offered through Citigroup Life Agency LLC (CLA). In California, CLA does business as Citigroup Life This advertisement is provided for informational purposes only. It is not an offer to buy or sell any of the securities, insurance Insurance Agency, LLC (license number 0G56746). products, investments or other products name. Or Citi International Financial Services, LLC (CIFS), member FINRA and SIPC, a broker-dealer registered with the Securities and Exchange Commission that offers brokerage products and services to non-US residents/citizens or non-US entities. CGMI and CIFS investment accounts are carried by Pershing LLC, member FINRA, NYSE and © 2019 Citigroup Inc. SIPC. CGMI, CLA, CIFS and Citibank, N.A. are affiliated companies under the common control of Citigroup. Citi, Citi and Arc Design and other marks used herein are service marks of Citigroup Inc. or its affiliates, used and registered throughout the world. All rights reserved. MOB-GEB-COR-AD-0419-E Backed by the strength of Citi’s global presence and resources International Personal Bank U.S. empowers individual clients around the world to work towards reaching their financial objectives.

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Suddath’s first building in a 1931 photo, upper right, and vintage moving vans SUDDATH CELEBRATES CENTENNIAL A century ago, Carl Suddath had little more than a Award for its patented Estimator platform, which dream when he bought a failed moving company shortens the turnaround time for quotations and to start up his own business. Armed with a couple contracts while improving the quality and accuracy of small trucks, two mules, and a cart, Suddath saw of estimates. opportunity in a 7,000-square-foot warehouse. Today, “We’ve made it to 100 years old by staying true The Suddath Companies celebrates its 100th anniver- to our core values while also evolving to meet the sary as a $600 million company that moves more than demands of a changing marketplace,” says Mike 70,000 households annually, including managing the Brannigan, president and CEO of The Suddath moves of about 30,000 U.S. service members. It also Companies. “For generations, we’ve committed to provides mobility, relocation, and logistics services in innovation, to investing in our people, and to meeting more than 150 countries across the globe and is North customer needs with quality service—from acquiring America’s largest commercial mover. successful smaller operations around the world to The Suddath Companies has been honored for developing award-winning technologies that improve its use of technology to streamline and improve its everything from warehouse management to corporate various industry sectors such as logistics, mobility, office moves or personal relocations.” and corporate moves, including specialty environ- Carl Suddath’s lone 7,000-square-foot facility in ments such as medical, high-tech, or food-grade 1919 has grown to 3 million square feet of warehouse facilities. In the last year, Suddath earned the space throughout the U.S. and Europe, and the com- CIO 100 Award for its Tracker program, which it pany moves people, products, and businesses through developed in-house to keep precise track of even its 30 locations and more than 2,200 employees world- the smallest items, allowing clients to know exactly wide. The company recently announced the launch of where their inventory is and alerting them when a new brand, Sterling Lexicon, built on its acquisitions their items have been delivered and set up; and of two mobility industry leaders in the U.S. and U.K.: received a Digital Edge 50 International Technology Sterling Mobility and Lexicon Relocation.

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“My grandfather’s drive and determination gave sales professionals at Weichert. I am so proud of this rise to a company that is now connecting people and team and our accomplishments. We have built strong businesses across the world,” says Steve Suddath, relationships with other member companies based on chairman of the Suddath board of directors. “Our our ability to consistently produce results.” company’s success is built on our customers’ trust in our capabilities. I’m proud of our great work over BAL ADVANCES ROBOTIC PROCESS AUTOMATION the last 100 years and excited to see the impressive Berry Appleman & Leiden LLP (BAL) has selected innovations we achieve in the future.” robotic process automation (RPA) platform UiPath to continue its development of intelligent automa- WEICHERT WINS AWARD AT GLOBAL REAL tion. Last year BAL established its Automation & AI ESTATE EVENT Development Center, which accelerates automation within the business processes that underlie immigration and global mobility. As the firm continues to evolve its use of automation, BAL will apply UiPath’s RPA solution across departments to perform certain repetitive manual tasks and allow BAL personnel more time to invest in the customer experience. BAL selected UiPath as its RPA vendor for the company’s capabilities in the area of human-bot interaction—a criterion that BAL was particularly focused on to ensure easy onboarding and management of the From left: Joe Horning, chairman of the board for LeadingRE, and Weichert Relocation Department’s Natalie Hill, CRP, Vice President Betsy Roche, and Mike Cummings solution among its employee base. BAL also collab- orates with UiPath partner Accelirate, which plays a Weichert, Realtors, was the winner of a Member critical role in the procurement and training process, Achievement Award presented by the Leading Real offering BAL guidance from experienced RPA prac- Estate Companies of the World® (LeadingRE), a selec- titioners. With the help of Accelirate, BAL identified tive global community of more than 565 independent several internal processes to automate with RPA, real estate firms. The awards were presented during such as new employee onboarding, managing client the LeadingRE Annual Conference in Las Vegas, requests, and streamlining time-intensive adminis- attended by nearly 3,000 real estate professionals trative and clerical tasks. The firm is also deploying from 24 countries. UiPath in conjunction with its Cobalt global immi- “Our Achievement Award winners have earned dis- gration management platform, which includes BAL’s tinction among the best real estate firms in the world,” mobile immigration app. says LeadingRE President and CEO Paul Boomsma. “With UiPath, we are delivering cognitive capa- “Recognizing them and celebrating their many accom- bilities that go well beyond basic RPA areas, such as plishments was a highlight of our recent conference.” swivel chair web automation, document processing, A nominee in several categories, Weichert was and form assembly,” says Vince DiMascio, chief infor- recognized as the top company in the LeadingRE mation officer of BAL. network in 2018 for outgoing closed referrals “BAL is just the type of innovative organization resulting from the most client introductions made we are eager to support, and we’re thrilled they’ve to other affiliates throughout the network. This adopted our technology to further that innovation,” marked the 20th consecutive year that Weichert has says Coenraad van der Poel, head of the Americas at achieved that accomplishment. UiPath. “Our platform is meant to help companies “We are thrilled to have once again achieved the focus on what they do best—bringing supreme prod- most outgoing referrals for the entire LeadingRE ucts to market and delighting customers—and BAL is network,” says Betsy Roche, vice president of already doing just that. As the company continues to relocation for Weichert. “This achievement speaks digitize its business, we expect their results with our volumes about the hard work and dedication of the solution will only get better.”

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ATLAS WORLD GROUP INTERNATIONAL IS we celebrate how much Altair Global has accom- FIDI-ACCREDITED plished over the past years, we also want to ensure Atlas World Group International (AWGI), a subsidi- that our company’s guiding principles and values ary of Atlas World Group Inc., has received certifica- reflect not only the company that we are today, but tion from FIDI Global Alliance as a FIDI Accredited the company that we will become tomorrow and in International Mover (FAIM). the years to come.” FIDI, made up of 600 affiliates in more than 100 In the past year, Altair Global has announced countries, is the largest global alliance of professional expansions in EMEA, the relocation of the head- international moving and relocation companies. The quarters office to a new 65,000-square-foot location FIDI-FAIM certification program ensures companies in Frisco, Texas, and the XM initiative, all aimed at work to a worldwide common standard for managing transforming the company’s ability to provide a suc- and performing international moving services in a cessful experience globally. uniform, quality-minded, and effective way. “As we begin our fourth decade in business, we “We are proud to receive this certification and knew it was an opportune time to take a look at our expand our international network with FIDI’s rep- mission, vision, and value statements,” says Chad utable affiliates,” says Jim Gaw, president and COO Sterling, CRP, GMS, chief executive officer at Altair of AWGI. “We will utilize the many resources they Global. “We’re a very different company than we were provide to maintain the highest standards possible even five years ago—we’re working in different places when helping customers go to new places.” in the world, we’re performing different services, and AWGI will undergo periodic assessments every we’re certainly doing it in a very different way.” three years to retain FAIM status. As a new member of the FIDI Global Alliance, AWGI will utilize the BUDD VAN LINES ACQUIRES MERCHANTS organization’s training resources with its team to MOVING & STORAGE expand learning opportunities and continue to focus Budd Van Lines has acquired Wisconsin-based on heightened consistency of service. Merchants Moving & Storage. The partnership will “Earning this accreditation was a team effort, and increase the companies’ shared national footprint it will play a major role in shaping our service and of service centers, surveyors, move counselors, and assisting our valued customers going forward,” says drivers. The combined fleet of pack-and-haul driver Ashley Saunders, international operations and quality teams will offer greater capacity during the crunch of manager at AWGI. the peak summer season. Budd Van Lines, based in Somerset, New Jersey, ALTAIR GLOBAL CELEBRATES 30TH ANNIVERSARY and Merchants Moving & Storage each will continue Early this year, Altair Global reached the milestone to utilize the Team Pack & Team Haul service model, of 30 years of providing mobility services across the which dictates that one driver team handles each globe. Starting in 1989 under the company name move from start to finish. AmeriCorp Inc. as one small office in Texas, Altair “One key synergy we perceived was the tremendous Global has experienced significant transformation in similarity between Budd and Merchants,” says David three decades, including expansions to 10 locations W. Budd Sr., CEO of Budd Van Lines. “Both are family- across America, Europe, and Asia-Pacific, and revo- owned, employee-focused, independent van lines lutionizing the way it conducts business through an active in our communities. I’m confident this merger is Experience Management (XM) platform. going to be a great fit for the customers of both compa- Altair’s more than 600 team members celebrated nies, as well as for everyone else involved.” the company’s achievements in each region around Jennifer Eastman, president of Merchants, will the world, while also showcasing the business’s new remain a key member of the team to assist with mission, vision, and value statements. the integration of employees and management of “It’s incredible to see how far Altair Global has clients. To symbolize the merger, elements of the come since its beginning in 1989,” says Kathryn Merchants logo have been incorporated directly into Cassidy, president and chief operating officer. “While Budd’s logo. M

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Executive Spotlight

ROB GIESE APPOINTED VP OF INNOVATION locations in the Washington, D.C., Maryland, and AND CHANGE Virginia (DMV) area, which include Dulles and Rob Giese, SCRP, GMS, has joined Sterling Lexicon to Stafford, Virginia, and Forestville, Maryland. Seal’s lead a newly formed team as vice president of innova- leadership will extend to all local dispatch, warehous- Rob Giese tion and change. “The creation of this new team, led ing, and service teams across those branches. by Rob, reflects our commitment toward innovation in Seal previously served as vice president of oper- technology and throughout our business,” says Michael ations and earlier as vice president of Hilldrup’s Brannigan, chief executive officer. international division. He first worked for Hilldrup Giese brings 30 years of experience in global mobil- on a moving team over the course of four summers ity, along with an extensive background in technology while attending Indiana University. After graduating for the industry. In addition to leading the innovation in 2003, he joined Hilldrup’s local operations team, team, he will focus on client implementation and serving as a dispatcher, planner, and ultimately local global process improvement using lean strategies. operations manager. Len O’Neill, chief information officer, says, “We are “Throughout all of his leadership roles that he Onie Girton very fortunate to have Rob lead this critical function. He has earned at Hilldrup, John has demonstrated the brings a wealth of experience in developing and deploy- highest levels of dedication, commitment, and excel- ing leading-edge mobility solutions. We look forward to lence that our employees and customers expect from having Rob work together with our business teams to Hilldrup,” says McDaniel. drive market-leading, technology-enabled services that will take customer experience to the next level.” ARPIN GROUP ANNOUNCES PROMOTIONS Arpin Group has promoted Allison Dickson, CRP, HILLDRUP PROMOTES GIRTON, SEAL TO SVP Kevin Amatucci, Richard Travisono, Roxana Andrews, Hilldrup has named Onie Girton, CRP, GMS, senior vice and Steven Rivera.

John Seal president of sales and client services and promoted John “Allison, Kevin, Richard, Roxana, and Steven have Seal to senior vice president of operations–DMV for the all been successful in their careers at Arpin and are company’s corporate headquarters. always willing to take on additional responsibili- Since joining the Hilldrup team as an intern 22 ties,” says David Arpin, president and CEO of Arpin years ago, Girton has filled roles including customer Group. “With their expansive knowledge of the service coordinator, customer service manager, industry and Arpin’s operational processes, we look branch vice president and general manager, and most forward to seeing them excel in their new roles.” recently, vice president of client services and market- Dickson has been promoted to vice president, ing. Girton will be responsible for leading and grow- domestic pricing and account services. She has more ing Hilldrup’s corporate sales division in addition to than 30 years of experience in the moving and storage Allison Dickson her current role overseeing client services, relocation, industry and will be responsible for developing the and marketing for all 10 branches. company’s domestic rates and pricing tariffs to opti- “Onie has been an invaluable member of the mize profitability and market competitiveness. Hilldrup team for more than two decades,” says Amatucci has been promoted to vice president, Charles W. McDaniel, Hilldrup’s president and domestic corporate accounts and customer care. He CEO. “Her experience and strategic support have joined Arpin Van Lines in 2013 and has more than 29 been a tremendous asset to helping achieve our years of experience in household goods relocation. He business goals, and we look forward to seeing how will oversee the day-to-day operations of the domes- she will help to grow Hilldrup’s sales division.” tic corporate accounts customer care department and In his new position, Seal will be responsible for serve as the primary customer care liaison between Kevin Amatucci the oversight and strategic leadership of all Hilldrup Arpin Van Lines and client representatives.

22 Mobility | June 2019 Meet the proud owners of TRC Global Mobility.

TRC Global Mobility: An Employee-Owned Company trcglobalmobility.com AROUND THE WORLDWIDE ERC ®

Richard Travisono Roxana Andrews Steven Rivera Mark Schueler Carlo Iannandrea Misty Taylor

Travisono brings his knowledge of the complex Iannandrea has more than 30 years of experi- safety issues affecting the moving industry to his ence in the home and environmental relocation new role as director of driver services. Travisono, industry. He previously held a similar position who joined Arpin Van Lines in 2010, will continue with US Inspect. to serve as the company’s director of safety. Prior to “We are extremely excited to have Carlo joining joining Arpin, he served as a Rhode Island Capitol the Globespec family,” says Myron Sonkin, CEO. Police officer for 15 years. “We have worked with and known each other for Andrews has been promoted to director of cus- over 25 years, and we are thrilled that he will have tomer care. She joined Arpin Van Lines in 1996 as a the opportunity to bring his expertise and knowl- move coordinator and has been named employee of edge to our company.” the month multiple times. She will be responsible for directing the customer care department and its NEI HIRES TAYLOR AS VP FOR SOUTHEAST U.S. employees as well as overseeing the relocation pro- NEI Global Relocation has appointed Misty Taylor, cess on corporate accounts. CRP, as vice president of client development for Rivera has been promoted to director of opera- the southeast quarter of the U.S., including North tions. He joined Arpin Van Lines in 2008 and will and South Carolina, Georgia, Florida, Tennessee, now be responsible for overseeing the day-to-day Arkansas, Alabama, Mississippi, and Louisiana. operations of dispatch and planning. “We are thrilled to have someone of Misty’s caliber join our organization,” says Al Blumenberg, BRISTOL ADDS NEW VP OF GLOBAL BUSINESS SCRP, NEI senior vice president, global client DEVELOPMENT development and service partner relations. “She is Bristol Global Mobility has added Mark Schueler as very familiar with the entire region, has a strong vice president, global business development, based out background in relocation, and shares the partner- of the company’s Toronto office. He comes to Bristol ship skills that NEI values in our employees.” with more than 21 years of employee mobility expe- Taylor’s relocation experience spans more than 20 rience. Operating throughout the Canadian market, years, first working with transferees as a real estate Schueler has achieved consistent success in building agent, experiencing five corporate transfers as an trust-based relationships, as well as creating support accompanying spouse, and leading a team of more solutions for current and prospective corporate clients. than 40 real estate agents as a relocation director “We are excited to have Mark join the Bristol team managing corporate properties and transferee real and look forward to his vital contributions as we estate transactions. continue to expand our Canadian scale and scope,” As a relocation director, she worked extensively says Bristol’s president, Joe Cardini, CRP. with relocation management companies, including NEI, and coordinated all agent referrals. Taylor was IANNANDREA JOINS GLOBESPEC AS VP recognized as a consistent multimillion-dollar pro- Globespec has added Carlo Iannandrea as vice pres- ducer among the top five Realtors® nationally with ident for enterprise and client development, a newly her agency. She has also served as a pharmaceutical created position in which he will oversee multiple representative, contributing to the successful launch aspects of existing operations along with being respon- of three major products and consistently improving sible for developing new opportunities and new clients. market share with each product.

24 Mobility | June 2019 Lance Allen Curt Smith Jackie Donnelly Paul LaTerra Kader Sakkaria Dean McClearn

ALLEN JOINS AIRES AS GENERAL MANAGER OF broad experience on the affinity team and look WEST COAST REGION forward to his contributions.” Lance Allen, GMS, has joined Aires as general manager Jackie Donnelly, new vice president assistant of the West Coast Region. Allen brings more than 30 controller, is a Cartus veteran from 1994 to 1997. years of mobility industry experience and leadership She was most recently vice president of finance at to Aires, having worked extensively in the U.S., Asia, Hubbell Inc. for 16 years. “It is a wonderful oppor- Africa, and the Middle East. He has worked for reloca- tunity for Cartus to welcome back such a talented tion management, destination services, and household employee who has vast experience in finance for goods shipping companies, specializing in strategic global brands,” says Paula Wiltshire, corporate company development in key markets, client relation- controller. “Jackie will be responsible for general ship building, and team development. ledger accounting, international tax, audits, and “His years of experience will be a great asset to our payroll for the Americas and EMEA regions.” company as we continue to expand and develop our Paul LaTerra, CRP, who held sales management West Coast presence,” says Jeff Wangler, company pres- positions at Cartus for more than a decade, returns ident. “Lance brings the perfect mix of abilities to Aires, as director of strategic business after eight years with from building strategic alliances with clients, to devel- other companies, including SIRVA and BGRS. oping successful operations and management teams, to New to Cartus are Kader Sakkaria, vice pres- successful business development and growth.” ident of applications development, and Dean Most recently Allen was based in Hong Kong, McClearn, vice president of sales, Americas. serving as managing director for North Asia for a “Kader brings so much experience to the table that leading mobility firm. “Being a service provider I anticipate he will make a major impact in Cartus’ and partner with Aires, I have admired the orga- IT department very quickly,” says Rizwan Akhtar, nization for decades, and now I have the opportu- senior vice president and chief information officer. nity to be part of their team,” says Allen. “The company is focused on digital transformation, and Kader is just the person to bridge the IT CARTUS WELCOMES RETURNING LEADERS department with all the business units that will be AND NEW TALENT involved with our tech developments.” Cartus Corporation recently hired five new senior McClearn has significant sales experience with a leaders, three of whom are returning to the company focus on digital media and was most recently vice from other industry organizations. president of sales at Harpoon, a division of MNI Curt Smith, CRP, who has been hired as group Targeted Media Inc. “We are very excited to welcome vice president, affinity services, started at Cartus Dean to the Cartus global accounts team,” says Rob in 1996 and previously was vice president of client Moore, senior vice president of global sales. “He is a services. He returns to Cartus after 18 months business leader and has a proven record of recruiting with Crown World Mobility. Smith will report to and inspiring successful sales teams that consistently Scott Becker, global innovation and product officer. exceed benchmarks and goals.” M “Curt is a highly talented business leader charged with accelerating our growth in what is already a very hearty business line for Cartus,” says Becker. “I am excited to have a leader with his talent and

worldwideerc.org | Mobility 25 AROUND THE WORLDWIDE ERC ®

Collective Wisdom

C-SUITE AND GROSS-UP GLOBAL POLICY Is gross-up a problematic pay practice We are developing a global policy for international transfers. for C-suite executive relocations? How While we have the most activity inbound to the U.S., we want does your company handle gross-ups a consistent policy that can be used for international transfers during these moves? globally. It’s been a bit difficult lining up what provisions should be included. I’d appreciate your thoughts on what provisions other companies have set as “standard” for their global international transfer policy. Do other companies have a core-flex policy for international transfers?

REAL ESTATE DISRUPTERS HYPO TAX There was a session at a Worldwide ERC® meeting last How does your company calculate hypo tax, year about real estate “disrupters,” including iBuyers. and who does the calculation? Has anyone addressed this issue in their policy? Are you allowing employees to accept offers from these “buyers”?

TALENT AND MOBILITY HOME-LEAVE TRIPS What does your company do to For international assignments, what benefits are included in increase mobility among talented annual home-leave trips? Do you have a flight allowance per individuals? Do you have a mobility family member, or does it follow the company travel policy? Do metric or benchmarking to measure you allow business class over a certain flight duration? that?

MINERAL RIGHTS Do you allow properties into your homesale program if the prior owner of the employee’s house has mineral rights to the property? If yes, SPOUSE’S VEHICLE do you exclude this property from the GBO Can you tell me whether your company provides program and provide direct reimbursement? support with a spouse obtaining a second vehicle (lease, purchase, cost offset)? At our company, only the international assignee would be eligible for a vehicle.

BENCHMARKING FOR VAN LINES Read the answers or add your own comments Where can I find industry standards for to these questions, or post a new one of your van lines for such things as full value own in the Worldwide ERC® Community’s protection, discount rates, guarantee Corporate Benchmarking Forum. delivery, etc. for benchmarking?

Corporate and government agency members can log in at worldwideerc.org/community.

26 Mobility | June 2019 #GMS2019 REVISION Mobility through the looking glass

Latest thinking and insights on: + Emerging talent trends in 2019. + Evolving role of Global Mobility profession. + How the ever-changing way we work is shaping Global Mobility. + The future of Global Mobility. To help you in the continuing development of your Global Mobility programmes. Search ‘The Global Mobility Survey 2019’.

Contact: John Rason Group Head of Consulting Santa Fe Relocation [email protected]

Global Mobility Survey 2019 Latest thinking and insights on: + Emerging talent trends in 2019. + Evolving role of the Global Mobility profession. + Why is Global Mobility a risky business? To help you in the continuing development of your Global Mobility programs. Search: “Global Mobility Survey 2019” to download your free copy www.santaferelo.com

We make it easy Contact us: [email protected] or call +1 203 731 0945 Tokyo 5 September TOKYO SUMMIT 2019

Transforming Talent in Tokyo INNOVATIVE A rapidly aging and shrinking population is prompting Japanese business and political leaders POLICY DESIGN to seek new and innovative ways to fill talent gaps. With a designated-skills visa designed to bring in some 500,000 new workers by 2025, its workforce is radically and rapidly transforming.

Be part of the conversations and explore the contributions that mobility teams can make as businesses attract new global talent, build skills and create innovative policies to foster growth.

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Raise your company’s profile as a sponsor or exhibitor at the first Tokyo Summit. To explore opportunities, contact: EXTENDED NETWORKING Whye-Ko Tan, GMS Alexandra Holtzman, GMS-T [email protected] [email protected] +65 6828 1528 +1 703-842-3421

TokyoSummit0619.indd 1 5/14/19 4:19 PM AROUND THE WORLDWIDE ERC ®

Tokyo 5 September TOKYO SUMMIT 2019 Young Professionals

How do you live in the moment while planning for the future?

We all are looking for the discover new interests or connections that bring me secret to a good life. joy. By challenging myself to more fully engage in the Pythagoras said, “The great present, I experience personal growth. From there, science to live happily is to future opportunities can blossom. live in the present.” Confucius A second way I’ve found to achieve balance is to Transforming Talent in Tokyo had a different idea when he focus on what really matters. Like many, I lead a very said, “A man who does not busy life. There have been times when I’ve reached INNOVATIVE plan long ahead will find the point of burnout because I was being pulled in A rapidly aging and shrinking population is prompting Japanese business and political leaders trouble at his door.” Today, we too many different directions. Eventually, I realized POLICY DESIGN to seek new and innovative ways to fill talent gaps. With a designated-skills visa designed to live in a society that values that not every task should be treated equally. So, I bring in some 500,000 new workers by 2025, its workforce is radically and rapidly transforming. instant gratification. Yet, planning ahead is necessary made a list of every task I was responsible for, both to successfully transition through life’s many stages. professionally and personally. Then, with a reflec- Be part of the conversations and explore the contributions that mobility teams can make as Most people gravitate toward one philosophy or the tive mind, I crossed through the items that were not businesses attract new global talent, build skills and create innovative policies to foster growth. other, but I have discovered some tricks to mastering important to me. What remained on the list are the both for achieving that elusive “life balance.” things I have chosen to pursue. Everything else, I let Come together with your colleagues and peers in Tokyo for roundtable discussions designed to The first way to achieve balance is to eliminate go. Through this exercise, I gained a clearer under- take on the challenges, embrace the opportunities and drive transformative results. unnecessary distractions and unplug, if only for a short standing of what I deem self-success. I also have more time. Sometimes, I mistake living in the moment for time to set and achieve my goals. EXPERT answering every text or email right away, or spending Both Pythagoras and Confucius eloquently expressed Register to join us today – corporate HR attendees are invited to enjoy a complimentary time on social media observing how others spend their their ideas of how to live happily, but I leave you with ROUNDTABLES booking. time. While these activities are not “bad,” they distract my own: To live in the present with intent and purpose me from my own thoughts and aspirations. is to successfully pave the way for a fulfilling and Learn more at worldwideerc.org/events When I catch myself losing focus, I redirect my successful future. M energy into pursuing my goals. I might research a Miranda Mayahi, CRP topic that interests me, work on a home project, or Old Republic Relocation Services spend time talking with family and friends. These Raise your company’s profile as a sponsor or exhibitor at the first Tokyo Summit. activities expand my knowledge base, advance my If you’re a professional under 40 who would like to be featured critical thinking and listening skills, and strengthen on this page in a future issue, please contact Heidi Hume, To explore opportunities, contact: my relationships with others. They also allow me to GMS-T, at [email protected] or +1 703 842 3419. EXTENDED NETWORKING Whye-Ko Tan, GMS Alexandra Holtzman, GMS-T [email protected] [email protected] +65 6828 1528 +1 703-842-3421 worldwideerc.org | Mobility 29

TokyoSummit0619.indd 1 5/14/19 4:19 PM WORLDWIDE ERC ® GOVERNMENT AFFAIRS 2019

What Not to Do in a Homesale Program By Peter Scott

Since the issuance of Rev. Rul. 2005-74 by the U.S. the home until shortly before closing of the outside Internal Revenue Service in 2005, scrutiny of relocation sale. However, if the employer routinely engages in homesale programs has declined, but the programs practices that force sales close together, the program have by no means disappeared from the IRS radar. will be challenged. Experience with application of the ruling has confirmed The employer waits to finalize its purchase contract with and in some cases reemphasized Worldwide ERC® sug- the employee until all contingencies have been satisfied on gestions as to the most common areas of disagreement the outside contract (for example, financing) and closing is that generally will lead to IRS objections. certain. The IRS will say this is evidence the employer There are a number of common defects or pro- never really assumed ownership risk. Prior to issu- cedural errors that occur in homesale programs. ance of Rev. Rul. 2005-74, companies often waited to Some of the following, if present in a company’s sign a contract with the employee until after they had program, probably will prove fatal and cause the signed a contract with the outside buyer, the buyer costs to be taxable to employees. Others will cause had completed his or her inspections, and the inspec- serious questions from the IRS and may also lead tion results had been negotiated between employee to a conclusion that costs are taxable, particularly and buyer. Since the ruling, it has become clear that when combined with other defects. The mistakes this practice will result in the IRS concluding that are grouped by category. the program falls into unfavorable “Situation 3” in Rev. Rul. 2005-74, and it should not be done. A worse PROCEDURES problem, although seldom seen, is making the pur- The employee signs a contract with an outside buyer. chase from the employee contingent on the closing of Unless the buyer, employee, and real estate broker the outside sale. agree in writing to rescind the contract and start over, The employer makes the employee pay part of the closing this is a taxable assigned sale. The same result may costs of the outside sale. For example, the employer occur if the employee accepts a down payment. says it will pay only up to 5 percent of the value of The employer inflates appraisals, ignores them, or the house, with the employee responsible for the otherwise finds a way to pay the employee more than an excess. The IRS will say this is clear evidence that the amount supportable as “fair market value.” The excess is real sale was between the employee and the outside a “directed offer,” taxable to the employee as wages. buyer, with the company paying 5 percent of the The employer routinely orchestrates its home purchase costs. The costs paid by the company will be taxable transactions so that it closes with the employee at or near to the employee as wages. the time it closes with the outside buyer. The IRS will The employer withholds an amount from the employee’s say the first sale is a sham that should not be rec- equity for repairs. When repairs demanded by the ognized because the company assumed ownership outside buyer are less than the amount withheld, the risk only momentarily, if at all. Note that sales close employer refunds the balance to the employee. The together are generally satisfactorily explainable if IRS will view this as evidence that the real seller is they result simply from the employee not vacating the employee.

30 Mobility | June 2019

WORLDWIDE ERC ® GOVERNMENT AFFAIRS 2019

The employer sells an employee house for more than The employer’s home purchase contract with the employee it paid the employee for it and passes on the excess to the does not clearly spell out that the company is assuming lia- employee. This “profit pass-back” will convince the bility for satisfying the employee’s mortgage and will hold the IRS that the company never really owned the house, employee harmless from any such liability. since it did not keep the benefit (profit) from its own purported sale. DEFINITIONS, NOMENCLATURE, LANGUAGE Employer policy, procedures, correspondence, etc. con- DOCUMENTATION stantly refer to the employer as “assisting” the employee The employee fails to include an exclusion clause in to sell the house and do not consistently refer to the the listing agreement with the real estate broker. When employer as the “purchaser” or as the “owner.” This the employee sells to the employer, the broker has terminology suggests that the employer does not earned a commission, taxable to the employee when really consider itself to be buying and selling the the employer pays it. house. Similarly, company policy or other docu- The employer does not enter into its own listing agree- ments refer to the employee “assigning” a sale to the ment with the real estate broker prior to selling the house to company. No document should ever use this term. the outside buyer. When the employer pays a real estate Other terms that should never be employed include commission, the broker will have earned the com- “equity buyout,” “your” sale (when referring to the mission under the original listing agreement with the employee), and “on your behalf” (again, referring to employee, and the payment of it by the employer will the employee). be taxable as wages. As noted, not all of these defects will invariably The employer has the employee execute documents such result in a failed homesale program, but some will, as assignments of proceeds and general powers of attorney. and others will do so when combined. Generally Generally, these documents are not needed to close relo- speaking, all should be avoided by companies seek- cation homesales, and the IRS views them as inconsistent ing to be sure they are operating a homesale program with the company’s position that it is the owner and free that will withstand IRS scrutiny. M to dispose of the house as it sees fit. If powers of attorney are used, they should be carefully crafted to limit their Peter Scott is Worldwide ERC® tax counsel and principal use only to correcting errors in the sale from employee to of Peter K. Scott Associates. He can be reached at +1 910 employer or relocation management company. 579 5332 or [email protected].

Find What’s Next

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32 Mobility | June 2019 RREUNITINGEUNITING TTHEHE OONESNES YYOUOU LLOVEOVE!!

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GWSFullPage0619.indd 1 5/14/19 4:17 PM MARKET SUMMARY

Manchester, New Hampshire By Jocelyn F. Lavoie, CRP

ew Hampshire continues to have top connections available via the Manchester-Boston national rankings when it comes to Regional Airport, recently named the “best midsize health, education, low crime, and quality airport in the country” by TravelPulse, an interna- of life. The Granite State—so named tional travel trade website. becauseN of the numerous granite quarries throughout Named the “No. 1 small city in the East” in 1998 by the state—offers year-round beauty and recreation Money magazine and frequently cited for its favor- through a vast network of lakes, ocean beaches, and able small business climate, Greater Manchester is mountains, including Mount Washington, the highest the largest metropolitan area in New Hampshire and peak in the Northeast at 6,288 feet. one of the fastest-growing in New England. It is also New Hampshire takes enormous pride in its tradi- home to a number of higher education institutions. tion—mandated by state law—of holding the first-in- Manchester is the business and financial center of the-nation primary of each presidential election season. northern New England and is home to manufacturing As soon as the midterms are over, New Hampshire plants, communications companies, health care facil- becomes the favorite state of ambitious politicians as ities, and financial services firms. In the footsteps of they dip their toes in the water of a presidential run. Dean Kamen’s DEKA Research & Development Corp. The vibrant and modern city of Manchester, (creator of the Segway personal transporter), numer- located in Hillsborough County in the southern ous high-profile and emerging high-tech companies, part of the state, enjoys a prime location within an such as Oracle, Dyn, Texas Instruments, Geneia hour’s reach of Boston, the Atlantic seacoast, and (specializing in medical analytics), and ARMI (the the scenic White Mountains and the Lakes Region. Advanced Regenerative Manufacturing Institute), Hillsborough County is easily accessible, thanks to have chosen to establish headquarters, or at least a the confluence of major highways and the global meaningful presence, in the revitalized and thriving

worldwideerc.org | Mobility 35 MARKET SUMMARY

MARKET AT A GLANCE STATISTICAL SNAPSHOT* ECONOMIC CLIMATE VERY GOOD TODAY 1 YEAR AGO CHANGE REO ACTIVITY VERY LOW UNEMPLOYMENT 2.1% 2.5% –16% SUPPLY LOW MONTHS OF SUPPLY 1.1 1.1 0 ANNUAL SALES VOLUME $1.386 BIL $1.308 BIL +6% DEMAND HIGH MEDIAN SALE PRICE $300,000 $282,476 +6.2% MARKET DIRECTION STEADY AVERAGE DOM 43 48 –10.4% MARKET MOOD CAUTIOUS *Hillsborough County; real estate source, NHAR, New England Real Estate Network; employment statistics, OPTIMISM New Hampshire Employment Security Economic and Labor Market Information Bureau

Manchester Millyard District. In late 2018, interna- underutilized labor pool, and permissive state tional defense, aerospace, and security giant BAE and local regulations—began to replace the textile Systems, already a major employer in Hillsborough industries. Soon electronics manufacturing, machine County, announced its expansion into Manchester, building, metalworking, and plastic manufacturing which is expected to bring more than 800 new jobs to companies peppered the landscape. the area. By 2003, the Manchester metro area was selected as The strong high-tech growth in the Millyard District one of America’s “Best Places to Live and Work,” and has created a demand for more housing, restaurants, in 2011 Manchester was voted the “second-happiest upscale shopping, and other amenities attractive to a city in the U.S.” by Men’s Health. young, educated, and upwardly mobile workforce. Diverse housing opportunities exist throughout LOOKING AHEAD Hillsborough County. New Hampshire’s second-larg- The industrial era has passed, but Hillsborough est city, Nashua, lies to the south, and the affluent sub- County remains a hotbed of growth and opportunity. urb of Bedford just southwest. Manchester and Nashua Manchester has reemerged as a premier city in New saw a 150 percent increase in multifamily permits over England in which to lay down roots, raise a family, the last year (compared with the national increase and build a business. of just 3 percent). This is additional evidence of the The vibrancy of the revitalized Millyard District demand for upscale, as well as affordable, rental units will continue to attract business and retail expan- in city centers. A more traditional suburban lifestyle sion, and housing demands will continue to rise to is enjoyed in many nearby towns and communities. support the growing population base. The increasing Bedford, for example, boasts a highly regarded public popularity of downtown living will see buildings school system, ranked among the best in the Northeast. originally built as tenement housing for mill workers in the 19th century being converted into stylish, LOOKING BACK eclectic residential condominiums. The past 100 years have seen a major shift in the The advantages offered by Greater Manchester’s engines that drive the Manchester-area economy. In geography, cultural offerings, housing choices, the late 1800s and early 1900s, Canadian immigrants relative diversity, educational opportunities, and came to cities such as Manchester to work in the tex- access to all-season outdoor recreation, with a tip of tile mills. The rapid growth of the mills demanded a the hat to political junkies, make the area a magnet large influx of workers, and with them came doctors, for growth and opportunity for individuals, families, lawyers, and other service and support professionals. and businesses. M In the 1920s, many Manchester mills began to experience a significant decline due to competition Jocelyn F. Lavoie, CRP, is director of client services and from the South and overseas. As this decline contin- relocation at Better Homes and Gardens Real Estate The ued over several decades, the mid-1970s brought new Masiello Group and a member of the Relocation Directors hope and opportunity. New industries—attracted Council (RDC). She can be reached at +1 603 459 1768 or by Manchester’s low land costs, low taxation rates, [email protected].

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The “SIRVA 2018 Mobility Report, Talent Mobility for Business Growth—Aligning Practices to Drive Organizational Impact,” explores the continuing demand for mobility programs to play a more strategic, value-add role within organizations. SIRVA’s 2018 report provides data and insights on mobility program administration and components of policy support delivery based on 245 respondents representing 235 unique organizations.

MOBILITY POPULATION SIZE MOBILITY DEPLOYMENT DRIVER Global, excludes frequent business travelers To fill a specific resource gap in the host/ destination location 57% Under 50 28% Leadership or talent development program/initiative 28% 50–under 100 12% To gain cultural awareness and experience 100–under 500 26% (including corporate culture) 12%

500–under 1,000 14% Self-select (volunteer) 16%

1,000–under 5,000 14%

Over 5,000 6% Excerpted from the “SIRVA 2018 Mobility Report.” Reprinted with permission. Complete survey available at landing.sirva. com/2018-Mobility-Report-Email_Landing-Page.html.

38 Mobility | June 2019 ANTICIPATED POPULATION INCREASES AND DECREASES BY MOVE TYPE IN THE NEXT 1–3 YEARS INCREASE DECREASE

International long-term top/ senior employees 26% 10% International long-term mid-/ 29% 12% TOP ORGANIZATIONAL lower-tier employees PRIORITIES

International short-term 41% 5% Organizational growth 53%

Extended business traveler 44% 3% Cost management 19%

International permanent Talent development 13% relocation–“plus” package 30% 8% International permanent relocation–standard package 34% 5% ALIGNMENT OF SUPPORT Domestic one-way 30% 7% TO MOVE TYPE

Temporary domestic assignment 20% 6% Organizations that do not adjust the ratio of mobility professionals 56% to relocating employee based on move type IMPORTANCE OF MOBILITY

Organizations rating deploying talent as “extremely important” or “very important” to the overall success 80% TOP MOBILITY CHALLENGES of the organization

Participants rating career/work experience outside of Cost management 61% an employee’s home location as a key requirement for 49% career advancement Process efficiency 46%

Speed to deploy 33% MOBILITY POLICY AND LUMP-SUM DELIVERY APPROACH Excerpted from the “SIRVA 2018 Organizations that include a lump-sum component Mobility Report.” Reprinted in one or more available policy types (domestic 64% with permission. Complete and global) survey available at landing. sirva.com/2018-Mobility- Organizations that offer a “lump-sum-only” package 37% Report-Email_Landing- Organizations that calculate the value of the lump Page.html. sum based on defined policy provisions (e.g., final move expenses based on home/host location and 29% family size)

LUMP SUM MOST COMMONLY INTENDED TO COVER:

Temporary housing 41% Travel to/from host location 40% Household goods shipment 39% House-hunting trip 33%

HOW THE FUTURE OF &

INTERSECT

Increased mobility he future of work and the future of business and business travel are travel are intrinsically intertwined. Over the T last decade, the nature of our global econ- investments aimed at omy has shifted dramatically. As we climbed out growing companies’ of the Great Recession of 2008–2009, for the U.S., international outbound travel was a major driver of bottom lines as well the recovery. Businesses needed new opportunities as the overall global for growth, and they turned to newer and emerging markets to find it. As a result, global travel is on a economy seemingly unstoppable growth trajectory.

By Michael W. McCormick THE BIG PICTURE By 2022, the Global Business Travel Association (GBTA) projects, global business travel spending will top $1.7 trillion, with 18 out of the top 20 business travel markets set to outpace their growth average over the last five years. After surpassing the U.S. in recent years as the world’s largest business travel market, the Chinese business travel market is poised to be the fifth-fastest-growing in the world over the next five years, picking up an additional $129 billion in annual business travel spend by 2022 as China continues to distance itself from the rest of the world. We are seeing an overall shift in the world’s the U.S. and found that it constituted 15 percent of fastest-growth markets for business travel. India all business travel spending, reaching $45.4 billion. and Indonesia are poised to be the fastest-growing In total, 66 million trips were taken last year for proj- markets over the next five years, showing enormous ect-based purposes, and demand for project-based potential. The next-fastest-growing major business business travel will continue to rise, with top proj- travel markets will come from Scandinavia, as both ect-intense sectors forecast to grow faster than the Sweden and Norway are projected to grow signifi- broader economy in the coming years. cantly faster than average. The regional share of As this shift continues, mobility will increasingly global business travel continues to shift slightly, as be seen as a reward or incentive in the eyes of many the Asia-Pacific region will gain 2 percent of market employees. GBTA research has demonstrated the share by 2022, while North America is expected to considerable impact business travel can have on lose 1 percent. employee satisfaction and retention. In the U.S., more Breaking the world’s major business travel markets than three-quarters (79 percent) of business travelers into segments, we see another impending shift. In the say their business travel experience impacts their “Market Opportunity” chart shown on the next page, overall job satisfaction—and this is even more true the “stalwarts” make up roughly half of the global among millennials (88 percent). The numbers are business travel spending market today and comprise similar in Europe (83 percent) and Latin America (71 many of the world’s major economies. percent) as well. India, China, and Indonesia, once considered Business travel not only influences how employ- emerging markets, now form their own segment and ees feel about their current company, but it also continue to grow at an extremely rapid pace. This can influence whether they take a job in the first segment will pick up ground on the stalwarts over place. The vast majority of travelers across the the next five years, gaining $164 billion in annual globe indicate that a company’s travel policy is an spend by 2022. GBTA projects this segment to be the important factor when considering a potential new largest in the world by 2035. employer. This is not just about employee satisfaction, either—95 percent of Latin American business RISKS AND OPPORTUNITIES travelers, 84 percent of U.S. business travelers, and For business travel, the potential for trade wars 83 percent of European business travelers say the is the biggest global risk that GBTA is watching. quality of their business travel experience impacts Drastic increases in tariffs and associated retalia- their business results. tory measures could have detrimental impacts on the global economy and the global business travel COMBINING BUSINESS AND PLEASURE market. An analysis of the mathematical correlation The emphasis on traveler experience is one we between the two shows nearly 60 percent of the have seen grow in recent years as the economy has variability in global business travel spend can be steadily increased. This is a trend that is likely here explained by global trade volumes. Intuitively, this to stay, given the impact it can have on recruitment, makes sense, as the movement of goods and services retention, and business results, as shown by the necessitates people, namely business travelers, to stats noted above. While the blending of business support global commerce. and leisure travel—commonly referred to as “blei- Trends in immigration are having a major impact sure” travel—really is not a new concept, it is one on the outlook for mobility in today’s world. We are that we have seen get more attention in recent years seeing many countries adopt a more protectionist as the focus on traveler-centricity has grown. More view, while some others become more open in an than two-thirds of travelers indicate the option to attempt to make it easier to attract new talent to the extend a business trip for leisure time is important workforce in their country. to them, and millennials are taking bleisure trips at At the same time, we are seeing a shift in how rates much higher than their Gen X or baby-boomer we work, with the emergence of the gig economy counterparts did. Some of this likely has to do with and a focus on project-based work. Last year, GBTA how connected we all are in today’s always-on assessed the project-based business travel market in world. Employees are used to checking in at all

42 Mobility | June 2019 STALWARTS MID-SIZE 2017—BTS: $678 B MATU RE 2022—Est. BTS: $826 B 2017—$72 B 2022—$93 B

ICI EMERGING BR MARKET MATURITY ’17—$56 B 2017—$401 B ’17—$50 B 2022—$565 B ’22—$73 B ’22—$58 B Low Medium High

Low Medium High MARKET OPPORTUNITY

Source: GBTA BTI™ Outlook Annual Global Report & Forecast hours, so it really is not surprising that they would compared with five years ago, and most travel pro- want to mix in some time for themselves when on grams offer traveler-facing technology. the road as well. Creating a more enjoyable and more seamless TECHNOLOGY, DISRUPTION, AND TRAVEL travel experience is so much more than the idea of Technology certainly has an enormous impact on the simply adding on an extra day for some rest and traveler experience. Technology makes the booking relaxation or exploration in a new city. The most chal- process more seamless and mobile, allows travelers lenging aspects of business travel always come back to be connected to home and co-workers alike no to time-consuming pain points—be it time spent in matter where in the world they are, puts restaurant transit, changing a reservation midtrip, or preparing recommendations and reservations in a new city at expense reports. Ultimately, those who travel want to our fingertips, and lets us access a hotel room with save time when possible, be productive, and have a just our smartphones. These are just a few examples pleasant experience while accomplishing their busi- among so many other innovations aimed at improv- ness goals. A clearer understanding of the challenges ing the travel experience. business travelers face can help organizations better Improving technology, particularly the use of serve their road warriors as they work to provide the artificial intelligence and automation, also poses a right tools, resources, and policies. threat to our global workforce in many minds. A 2017 Travelers tell us the amenities that make the report from the research arm of the consulting firm most difference for their travel experience include McKinsey & Company forecasts scenarios in which convenient and comfortable hotels, nonstop flights, 400 million to 800 million jobs could be replaced and strong, reliable internet connections no matter by automation by 2030. A Deloitte study of U.K. where they are. Travel buyers are also focusing on workers looks at this from a different perspective. improving the traveler experience. GBTA research It shows evidence of technology contributing to the finds that one-third (34 percent) of experienced loss of more than 800,000 lower-skilled jobs, but at travel buyers spend more time communicating the same time potentially creating nearly 3.5 million with their travelers or addressing their concerns new higher-skilled jobs in their place.

worldwideerc.org | Mobility 43 Business travel not only influences how employees feel about their current company, but it can also influence whether they take a job in the first place.

Dealing with disruption is nothing new for the expect their company to proactively contact them business travel industry, which has been continu- within two hours of an emergency event, and ously evolving. Technology can vastly improve the expectations do not stop once the business portion types and amounts of data available, how we book of the trip ends. Three in 10 travelers expect their travel, and how we stay connected on the road; but organization to be responsible for traveler safety on when an issue arises, we often look to a person for added leisure days as well. assistance, as many times automation cannot solve Ultimately, increased mobility and business travel more complex problems. are investments aimed at growing both companies’ bottom lines and the overall global economy. It is no PUTTING THE CARE IN DUTY OF CARE secret that business travel drives business growth and The importance of today’s travel buyers goes well face-to-face interactions help get business done—and beyond travel, as they are often responsible for this will remain unchanged as the future of work and helping their companies manage risk, improve travel continues to evolve. M employee satisfaction and retention, ensure employee safety, and deliver on critical business objectives. One Michael W. McCormick is the executive director and COO challenge that will certainly continue for both travel of the Global Business Travel Association (GBTA). He can be buyers and mobility professionals is the responsibil- reached at +1 703 684 0836 or [email protected]. ity for the care and safety of mobile employees. Traveler safety and duty of care responsibilities are taking up significantly more time for experi- Keep the conversations going on this and enced travel buyers compared with five years ago. other topics by participating in our online For several years now, GBTA has heard from our Community. Sign in at worldwideerc.org/ members that this is their most pressing issue. community with your Worldwide ERC® Employees demand it as well—recent research username and password. shows high expectations, as 73 percent of travelers

44 Mobility | June 2019 GMSFullPage_0619.indd 1 2019, takeadvantageofa Between nowandJuly15, Enter thispromocodeat

the timeofregistration: TRAINING available onrequest. Group purchase savings arealso SPECIAL OFFER 20% discount! GMSMOB20 Achieving yourGMS intercultural managementskills. focused ontheprinciplesandpracticesofglobal workforcemobilityand online soitisavailabletoyouwhenYOUwantit…24/7.Theprogram pass acomprehensiveonlineexam.Themodulesandexamareentirely www.worldwideerc.org/gms Specialist (GMS to-the-minute topicsimpactingtheindustry.EarnGlobalMobility You’re alwaysacquiringextensiveglobalmobilityknowledgeonup- industry leader—andlearner. Set yourselfapartasan Successful GMS process. a unique level ofunderstanding about the principles of the talent mobility To learnmoreandenroll,see: facilitate greatercross-borderbusinesscollaboration andunderstanding. industry leader,wellequippedtoeffectivelyserve mobilefamiliesand ® ® ) designation,andlettheworldknow thatyouhave candidatescompletethreeeducation modulesandthen ® designationdistinguishesyouas aknowledgeable 5/13/19 5:04 PM What makes job seekers choose When the one company over another? TALENT By Diane McIntire Makes the PICK

Your dog snoring softly under your desk. Yoga in the work-life balance; and a reputation for fairness and afternoon. A daily pint of Cherry Garcia for a snack. social responsibility—these are many of the factors that If you work for PetSmart, the Institute for Integrative impact a job seeker’s choice or a current employee’s Nutrition, or Ben & Jerry’s, one of these could be part decision to stay,” says Janelle Piatkowski, SGMS, pres- of your workday, courtesy of your employer. ident and CEO, Cornerstone Relocation Group. “With Workplace perks were all over the news for a while, the sweeping changes we’re seeing in business, mobility as colorful pluses like indoor basketball courts, on-site professionals are another set of expert eyes in the work- dry cleaning, and haircuts were integrated into the force planning partnership. We can offer insight about workplace to attract young employees. As the compe- deploying and managing talent on two parallel tracks: tition for talent deepened, so did the benefits, and we perspective on transferee and assignee preferences for now see companies tempting job candidates with such today, and on the emerging wants and needs that will promises as student loan reimbursement, VTO (paid impact the company’s future talent planning.” volunteer time off), family planning options, and travel stipends. Businesses are sending a strong “Work here! The Purpose-Driven Career Pick us!” message in the quest to be employers of choice. (and Brand) Mercer’s new report, “Global Talent Trends 2019,” Choice-Rich Workplaces notes that “employees are seeking more purpose, In a tight job market, what makes job seekers choose inspiration, and connectivity.” This is the era of one company over another? Is it the freebies and talent-driven branding, when employees look to join the fun, the compensation and flexibility? Do they companies that match their own values and personal crave purpose? Adventure? Strong company culture? beliefs and promise to meet their professional goals. Sometimes it’s all of these and more—and the blend of It makes for a better outcome, because organiza- preferred qualities is changing the face of traditional tional values reflect the collective judgment of what’s recruiting and talent management. important in an organization. When organizational We’re in the middle of one of the most “choice-rich” values are well-integrated and communicated, team workplace environments for those starting or growing members are more focused, they make decisions more their careers. With an ever-tightening talent shortage, quickly, and they commit more fully to those deci- companies want to hold onto the talent they’ve already sions. Mercer notes that brand resonance is so integral attracted, educated, and groomed, but it’s getting to attracting and retaining employees that today “HR harder: The best talent has plenty of opportunity to is as much a custodian of the brand as the marketing move on and expand their careers. Staffing, recruiting, department.” The survey found that nearly 40 percent and culture firm LaSalle Network’s recent report on hir- of executives recognize that adopting more responsi- ing millennial talent in 2019 captured a startling figure: bility for societal issues will impact their organization 71 percent of the 5,000 millennial professionals who in the next two years. (We explored that concept responded to the survey received at least one job offer in our previous article, “It’s a Match: Mobility and in the last year. Further, the “2018 Deloitte Millennial Corporate Responsibility,” Mobility, October 2018.) Survey” revealed that 43 percent of millennials plan to One of the ways in which companies are demon- leave their current jobs within two years. High rates of strating and amplifying their brands to attract turnover are one of the significant factors shaping the talent is through storytelling and gamification. workforce, impacting both professional development The Heineken Company’s “Go Places” microsite and business growth. It’s essential to know what’s showcases workers’ lives in different regions of the going to captivate and keep that exceptional analyst, world—and is a portal through which to apply to outstanding marketing director, or brilliant cybersecu- the company. REI extends its adventure brand by rity specialist. And our industry can help. providing two paid “Yay Days” to employees to try “Employers must cover a lot of ground to appeal to a new activity or work on an outdoor stewardship today’s talent, coupling things like competitive compen- project. Work life at credit company Mastercard can sation and job security with career pathing and upskill- be glimpsed through its “Priceless” campaign, which ing; easy information access and exceptional technol- was extended to boost its employee value proposition ogy; employee empowerment, respect, and recognition; and shares some of the exceptional (priceless!) career

48 Mobility | June 2019 This is the era of talent-driven branding, when employees look to join companies that match their own values and personal beliefs and promise to meet their professional goals.

experiences of its employees. Red Bull gamified its shared this observation: “Fifteen years ago, manage- strengths assessment, and those who play not only ment was approaching current employees about global gain insight into their own strengths—they become assignments. Now we haven’t even hired someone, and part of the company’s candidate pool. they’re asking if they have that opportunity.” As much as employers are aware that constant Career Pathing and Development upskilling, retraining, and learning are now impera- The LaSalle survey noted that fewer than half of tives for the workforce—and as much as employees employees are satisfied with training and develop- claim to crave development—LinkedIn’s “Workplace ment opportunities at their current employer. Seeing Learning Report” noted that getting employees to that a company offers exceptional onboarding, invests make time for learning was the No. 1 challenge with in training, and fosters a culture of lifelong learning talent development last year. When they are training, will check some important boxes for job seekers. 68 percent of employees prefer to learn at work, 58 per- For those looking for a company to develop their cent prefer to learn at their own pace, and 49 percent leadership skills toward the future of work, global prefer to learn at the point of need. Designing learning assignments deliver outstanding learning possibili- programs that align to these preferences is another ties and workforce adventure. Touted as exceptional employer positive. training tools for leaders who need to build their VUCA Supporting “intrapreneurship”—encouraging (volatility, uncertainty, complexity, and ambiguity) mus- employees to develop commercially viable ideas—is cle, global deployment is not only sought after, it’s often another attribute that makes a company more appealing. an expected option. In the Worldwide ERC® report Examples: Google offers “20 percent time” (one full day “The Perfect Storm: Talent Mobility Leaders Decode the per week) for employees to work on a Google-related Future,” global mobility consultant Laura Rodriguez project of their own choosing, and Shutterstock hosts an

worldwideerc.org | Mobility 49 annual two-day hackathon so employees can develop As Peggy Smith, SCRP, SGMS-T, of Worldwide ERC® ideas that will benefit the company. has noted, “Imagine if rewards were experiences rather Autonomy is an imperative to job seekers. than financial remuneration. What if a short-term global Companies can help employees plan careers with assignment were incentive for meeting deliverables; or lifelong learning in mind by empowering their employers added a bleisure element to a business trip workforce to select what they want to learn—within for executing a successful project on time and under the requirements of the work they are doing—when, budget? What if companies looked to mobility and lev- where, and how they want to learn it. And leadership eraged it as a component of their rewards program?” development company BetterUp Labs reported the Then there’s flexibility. When companies con- surprising news that 90 percent of workers they sur- sider flexible work options, whether it’s through veyed said they’d give up income for greater control remote work possibilities, providing the right over how they work, and for a more meaningful job. tools to collaborate and communicate, or distrib- uting projects and information that can support a Don’t Randomize the Talent! work-anywhere approach, it ups their appeal. The Mercer report also describes some scenarios that “Flexible work is certainly a bonus, but there will companies want to avoid or change in order to increase always be some jobs that can’t be done, in whole or their appeal to potential employees. Because informa- in part, from a distance, either because one’s physical tion today is both immediate and excessive, and change presence is essential, or the dynamics of the job are more is a constant, companies can streamline the work successful when a team works together in person. Even experience so that employees don’t feel pulled in too a number of large companies have started to reunite many directions or encounter overwhelming cascades people to drive innovation,” says Piatkowski. “So we of information. Curating work so that it is simpler, more suggest that companies look to offer flexibility where intuitive, and digitally enabled will help people learn they can, and where it makes sense with the kind of job at the point of need and will support collaboration for that must be done. Maybe it’s some schedule fluidity remote working and virtual teaming. Mercer suggests when someone has a family challenge; a short-term that companies “redesign the work experience to ensure arrangement for a specific reason or project; or moder- the right information and opportunities are visible at the ate flexible scheduling so that core hours are covered right time, and to foster employees’ sense of connection but there is more choice in one’s start and stop times.” to each other and to their company.” For small to midsize companies that may not have “Change fatigue” is another concern. A deluge of the resources that larger organizations do, it’s still information and disruption—no matter how agile an possible to offer some solid perks. Think along the organization claims to be—can thwart transformation lines of volunteer time off, building cultural aware- initiatives. In fact, when Mercer asked which talent ana- ness with holiday- and food-themed staff gatherings, lytics would add the most value, “burnout risk” landed wellness initiatives, or financial and wealth counsel- in the top five for the first time. When the company, the ing. It’s easy to find modest investment possibilities C-suite, HR, and its agents can deliver clarity to employ- that work well for both employees and the company. ees on which elements of business have stability and Engagement pays off in profits: Gallup research says which are likely to be dynamic, it’s a better and more companies that rank in the top 10 percent in engaging engaged work experience. employees posted profit gains of 26 percent through the Making rewards programs more meaningful adds last recession, compared with a 14-percent decline at some magic for job seekers, too. In its report “The Rise comparable employers. When team members feel they of the Global Enterprise,” Deloitte notes that “compa- make a difference—that they matter to the organization nies … are creating rewards programs that are delivered and their employer—they are more likely to stay and more continuously, aligned more closely with individ- contribute to success, while poor employee engagement ual preferences, and based more fully on an employee’s often hobbles productivity. Not only are talented workers whole contribution—to the team and the organiza- the most likely to depart quickly when they are disen- tion.” And there are terrific possibilities for mobility gaged, but they are also costly to replace, and they could to provide valuable input to rewards program design. prompt other high performers to make the same move.

50 Mobility | June 2019 Belonging Is a Benefit When they make their pick of an employer, it will be In a Wall Street Journal article, “Why Perks No Longer for a work environment that resonates with their val- Cut It for Workers,” author Sue Shellenbarger notes, ues and career goals. And maybe a few great snacks. M “What will distinguish the most profitable companies from the rest in the coming year won’t be Diane McIntire is vice president, human resources, at whether they offer foosball or free food. It will be Cornerstone Relocation Group. She can be reached at whether leaders foster a workplace culture where +1 908 484 1035 or [email protected]. employees feel a sense of belonging, like their jobs, and trust their managers to help them move on to a Keep the conversations going on this and better one.” other topics by participating in our online People are thinking differently about how and on Community. Sign in at worldwideerc.org/ what terms they commit to an employer. They are community with your Worldwide ERC® laser-focused on their own development and want to username and password. know that what they do makes a difference to society.

worldwideerc.org | Mobility 51 Offices are changing, and for the better. The so-called “cube farms” that long dominated workspaces are being replaced by innovative designs that incorporate elements such as natural light, open floor plans, and rooms for collaboration. And that’s just for starters.

Cubicles were first introduced in the 1960s as a way to maximize workspace and give employees some semblance of privacy. As late as 2014, about 60 percent of office workers spent their time in cubicles. Studies have found that “cube farms,” as cubicle- filled offices came to be known, tend to greatly reduce workers’ morale. The move to scrap them has accelerated, and they’re quickly being replaced with open floor designs. Source: observer.com

Google is known for its innovative offices, which are designed to keep employees happy and inspire creativity. Its Irish office, located in Dublin’s tallest commercial building, includes spaces with names like Clown College, Funland, and Bouncing Castle. It is outfitted with a gym, swimming pool, pool tables, shuffleboard tables, bean bags, and swings. If that weren’t enough, it also provides employees with free food in the cafeteria, beer in a pub, and Segways for quick trips around the office. Source: home-designing.com

Workers’ desks don’t have to be rooted to the same spot day after day, becoming part of a routine that sometimes seems to dull the senses instead of enlivening them. The desks at Skullcandy’s international offices in Zurich can be reconfigured for individual or collaborative use. The units, which fit together like puzzle pieces, can be moved and reattached at the whim of the employees. The office is designed to encourage mobility, flexibility, and collaboration. Source: blog.hubspot.com

Because the workers at the LEGO headquarters in Denmark spend much of their day playing, the design of the company’s offices revolves around playtime and recreation. The corporation’s workspaces are colorful and airy, designed to encourage interactions and play among its design teams. The offices, basically playrooms for grown-ups, are aimed at stimulating the imagination. Source: topresume.com

The designers of today’s offices are taking pains to break down the walls—both figurative and literal—that keep employees apart and thwart communication and collaboration. The traditional office usually had two kinds of areas where employees could meet—formal spaces like meeting rooms and informal spaces like lunchrooms, where actual conversations happen. Offices these days are blurring the line between the two, designating areas as informal meeting or teamwork spaces. Source: itpro.com

52 Mobility | June 2019 Mobility Matters Interesting, challenging, and surprising stats and finds around the globe

By Jon Ferguson

The concept of feng shui, which in Chinese thought is a system of laws considered to govern spatial arrangement and orientation in relation to the flow of energy, can be used to improve your office space. For example, angled furniture can create so-called “poison arrows” pointing in your direction, which create attacking energy that can weaken your own energy. Remedy this by slightly repositioning the furniture so there are no sharp angles pointing at you while you work. Source: thespruce.com

The employees at the architectural firm of SelgasCano feel as if they’re working in the middle of a forest—because they are. The owners, Spanish architects José Selgas and Lucia Cano, dug half of the office into the ground in a forest outside of Madrid. A long window that curves up to the ceiling runs along the length of the office, eliminating the need for artificial lighting during the day. The office’s sunken floor means employees sitting at their desks have an eye-level view of the forest floor. Sounds like a relaxing place to get some work done. Source: boredpanda.com

“Green offices” are not only good for the environment; they’re also good for the mental and physical health of workers. A 2016 report by Harvard University maintains that employees working inside green-certified buildings had cognitive function scores 26 percent higher than those laboring inside noncertified buildings. Those in green buildings also had 30 percent fewer symptoms associated with “sick building syndrome,” such as watering eyes; hoarseness; dry, itchy skin; sneezing; dizziness; and nausea. Source: convene.com

Embrace the light—natural light, that is. Employees’ productivity declines if they’re stationed more than about 25 feet (7.6 meters) from a window, according to studies by the International Well Building Institute. Exposure to natural light lessens anxiety and stress, and it provides a boost in vitamin D. If skylights and translucent panels aren’t practical, it’s good to make up for the shortfall in the sun’s rays with installations such as tabletop UV lamps and natural-spectrum bulbs. Source: weforum.org

worldwideerc.org | Mobility 53

Medical ISSUES FACING INTERNATIONAL ASSIGNEES

Proactive steps to ensure erman philosopher Arthur Schopenhauer aptly stated, “Health’s not everything, but everything’s healthy, productive Gnothing without health!” Internationally relocating employees—especially those who accept a first-time employees and families assignment—often “don’t know what they don’t know.” Pre-assignment medical considerations and screenings are not usually top of mind but remain an important detail while on assignment in preparing for an international assignment. For successful global mobility management programs, proactive service and strict attention to detail are critical and result in a positive BY MOLLIE IVANCIC AND return on investment for companies and employees alike. TOM PATON, GMS Therefore, it is very important to convey well before depar- ture what the employee and family can expect in the host country. If they have any health issues, they need to understand what medical options are available to ensure employees going abroad are empowered, are knowledgeable about the process, and understand country requirements. situation at home. After six months, the candidate was cleared for assignment to the host country. PROACTIVE MEDICAL SCREENINGS Efforts to discover medical issues and under- For those offered an international assignment oppor- stand how they can influence an assignment’s suc- tunity, medical screenings may seem unnecessary or cess or failure should not focus only on employees. low on their to-do list with everything else on their Health issues for spouses, partners, and/or accom- plate. However, the effort can be well worth it to panying dependents should be discussed upfront reduce the risk of avoidable health issues on assign- with each family considering an assignment. ment. After all, one of the most effective tools for a successful, stress-free international assignment or PRODUCTIVE PLANNING permanent move is proactive planning. An assignee about to fly from Turkey to the U.S. Medical screenings can supply proof of a compa- learned at nearly the last minute that his wife’s ny’s legal standing concerning duty of care, which recently diagnosed health condition required her presumes employers have moral and legal respon- medicines to be refrigerated continuously. Special sibility for the health, safety, and security of their batteries for the ice packs needed to be used in flight employees—especially those traveling on behalf of and during their long airport layover. The batteries their employer. also required constant recharging during all periods Proactive pre-assignment medical screenings that of transportation. The family’s 20-hour journey was only include interviews of the employee and family members two days away. When the assignee called his relocation help ensure information and action plans can support management company, it was clear by his voice that the success of the assignment or move and lower stress he was nervous. levels. Such screenings—required by some employers The global relocation management company and only strongly encouraged by others—can also result account executive helped arrange a successful in proactive doctor recommendations that support a journey from Turkey to the U.S. Together, the healthy employee and family while abroad. A well- account executive and the assignee worked with designed plan will also clearly address and alleviate the airline to arrange refrigeration of all medicines any data privacy concerns employees and their family during the flights. They located and purchased in members may have about their medical information. advance additional freezer packs at the layover Being more prepared for and in tune with manag- airport. These steps ensured that they could keep ing the potential for health concerns is not only good the medicines cool until they reached the destination business practice, but it helps assignees feel relieved hotel. Additionally, they took steps to ensure that the when they know their employers are providing help family would be able to obtain more medicine in the and looking out for their family’s welfare while assignment location. abroad. According to Mercer’s Paul Andrews, medi- Before employees and families travel abroad, they cal conditions identified at a screening may not stop should understand what medical services their health an assignment from happening, but rather, they can insurance will cover outside of their own country. help the employee and family prepare for a success- They should also: ful assignment. • Schedule a discussion of any specific health con- In just such a scenario, all international assignment cerns—illness, allergies, medications, etc.—with candidates at a manufacturing company are required their medical provider eight to 10 weeks before to undergo “pre-assignment medical screening check- the anticipated start of travel and receive immu- ups.” One employee’s screening resulted in the dis- nizations well in advance of travel to achieve covery of a serious undiagnosed condition. The doctor optimal protection. (Certain vaccinations require highly recommended that the employee and company two applications—some in at least six-week to delay the assignment to address and remedy the health two-month intervals.)

56 Mobility | June 2019 • Those entering Dubai must now complete an online form detailing medication they carry, • Determine whether company health insurance will because many medications are banned, such cover existing conditions abroad. as narcotic-based, psychotropic, and controlled • Arrange eye exams for family members, and obtain substances. The banned list also contains medicines duplicate prescriptions for glasses and contact that are not registered in the United Arab Emirates, lenses, or extra pairs of glasses or lenses in case herbal medicines that might contain some banned these are not easily available on location. substances, medical devices that might contain • Request copies of medical records, X-rays, and banned medication, and pharmaceuticals that have prescriptions to take abroad. been discontinued in the UAE. • Schedule family medical checkups in advance for • Going to Japan requires leaving over-the-counter when they are on home leave. cold treatments such as Sudafed or some Vicks It is critical that employees going abroad under- products behind, as they contain the ingredient stand how the company’s health insurance works pseudoephedrine, which is banned there. Japan also in the destination location. Does the employer’s limits common Benadryl to 10-milligram capsules. health insurance company cover the same prescrip- • Some over-the-counter medicines commonly used tions as under the home country’s health insurance in the U.S. and other countries are illegal to bring coverage? Will prescription expenses far exceed the into Mexico, including inhalers and some allergy home-country cost of the same medicine? If so, will and sinus medications. the company reimburse the employee for what is • In Greece and the UAE, diazepam, tramadol, not covered, since he or she is taking an assignment codeine, and many other commonly prescribed at the company’s request? medicines are “controlled drugs”—always check Finally, employees should know the importance what the requirements are for taking them into of carrying proof of health insurance and how to a country. process claim forms, contact their health insurance • Visitors are strongly encouraged to carry a doctor’s provider, and make payments for medical coverage note with them for any personal medicine when while on assignment. visiting China. • Those headed to the U.S. should be aware that PRESCRIPTION RESTRICTIONS personal medication may be subject to U.S. drug MAY SURPRISE YOU importation laws and regulations. In general, per- Employees should not rely on being able to access sonal importation of a 90-day supply of medica- the same medicines in the destination country as they tion is allowed, but only if the drug is not available can in their home country. The medications may not in the U.S. be available or—depending on location—may not If there is no way to legally enter a country with meet standards for approval. one’s needed medication, some tough choices must Employees and their families need to be aware that be made. Employees can check with their prescribing the rules about moving medicine and prescriptions doctors to see whether there is a legal alternative in through customs or having them shipped to the the new location. If the destination’s government has assignment location vary significantly from country a limit on the specific amounts of a medication that to country. As some travelers have found out, igno- can be brought into the country at one time, an option rance of local laws is no excuse to authorities. There is to use one’s home-leave trip benefit to acquire an can be consequences if such laws are violated while additional supply. entering the host country. For example: • Singapore requires a license to legally bring VACCINATION VARIANCES in Ambien. Restrictions can also apply to vaccinations. One • In Saudi Arabia and Japan, attention deficit U.S. family in China that had a newborn in-coun- disorder drugs such as Adderall and Ritalin are try learned that a vaccination required for young not allowed, even with a doctor’s prescription, children in the home country was not allowed in as methamphetamines and amphetamines are China. The company approved reimbursement for active ingredients. round-trip tickets for the mother and newborn to

worldwideerc.org | Mobility 57 If they have any health issues, the employee and family need to understand what medical options are available.

a proactive, consistent—and private—pre-assignment medical briefing program. Mobility managers should consider: • adding pre-assignment medical screenings to visit South Korea for the vaccination rather than the employee’s checklist of things to do before wait until their next home-leave trip to the U.S. for departing; and the vaccination. • establishing a checklist regarding pre-assignment It may be possible to obtain the medication health issues, including: once the employee arrives in the host country, but –– reviewing company policy to see if any reference consideration should be given to where it is pur- to health screenings needs to be added, and chased. Tullia Marcolongo, executive director of the –– understanding exactly what the policy covers International Association for Medical Assistance to and who, internally, can explain the importance Travelers, reminds, “Fake medicines are common of proactive, pre-assignment health planning to worldwide and can cause serious illness or even potential assignees. death. Always get your medication from a reputa- When sending employees to other countries for ble, licensed pharmacist.” Additionally, employ- work, it is prudent in the spirit of duty of care to ees should be cautious when sending medication reduce all risks for employees and families before through the mail. Says Marcolongo, “Extreme heat they even accept the assignment. Health and safety and cold during transit can alter the effectiveness of should be at the top of the list for both parties— your medication. It is also possible that the package employee and employer. could be confiscated at the border.” Such proactive steps can not only result in healthy, Finally, the U.S. Centers for Disease Control and productive employees and families while on assign- Prevention recommends that when traveling, it is ment abroad, but positively impact the company’s important to pack approved medicines in carry-on bottom line, as well. M luggage so that if a suitcase is missing, the medications are not lost and out of reach when one needs them. Mollie Ivancic is vice president, international services, and Tom Paton, GMS, is a marketing writer for NEI Global IMPROVING THE ODDS FOR Relocation. Ivancic can be reached at +1 402 398 5152 or SUCCESS [email protected], Paton at +1 402 548 6338 or According to Mercer’s “Worldwide Survey of [email protected]. International Assignment Policies and Practices,” failed assignments have an estimated cost of $2.5 mil- Keep the conversations going on this and lion each—not to mention the costs to recruit, interview, other topics by participating in our online train, and establish a replacement. Community. Sign in at worldwideerc.org/ Improving the odds of assignment success and community with your Worldwide ERC® a global company’s return on investment can be username and password. accomplished by supporting employees through

58 Mobility | June 2019 The Worldwide ERC® Experience

People count on global mobility professionals to make things happen. A lot of things. This is an industry that demands a blend of skills and expertise like no other, from the analytical and strategic to the compassionate and creative. Worldwide ERC® gives you the content, the community, the marketplace and the connections to propel you — and the people who count on you — to success.

Join or renew today and be part of the world’s premier organization for talent management and global mobility, and make your work easier, smarter, better and more meaningful.

Members enjoy access to:

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Member-only access Special member pricing and Community connections to deep government, access to global events, and access to a global tax and legal data certifications, courses, and mobility-focused for the mobility industry. resources. business network.

Learn more at worldwideerc.org/membership

MembershipFP0619.indd 1 5/13/19 5:21 PM

Regional Relocation

An annual resource for Groups making local connections

significant number of regional relocation groups are recognized by Worldwide ERC® and consist largely of Worldwide ERC® members throughout the U.S. A Earlier this year, Mobility staff members asked representatives from all of the cur- rently recognized groups to share with us details about their 2019 leadership. Information on organizations from which no response was received was taken from their websites. As much as possible, considering the production schedule of Mobility and the election cycles of some of the groups, the following information represents complete and accurate data as of March 15, 2019. For up-to-date details about regional relocation groups in your specific area, see the Worldwide ERC® website at worldwideerc.org/relocation-groups.

ARIZONA RELOCATION DIRECTOR OF EDUCATION MARKETING – SOCIAL MEDIA ALLIANCE (ARA) Bernadette A. Fargo, CRP, GMS Jean Gong, CRP, GMS Wells Fargo Home Mortgage Arpin Group Inc. PRESIDENT DIRECTOR OF MEMBERSHIP ASSISTANT, MARKETING Christina M. Mills, CRP, GMS Juliette M. Fogo, CRP, GMS Angela N. Parr, CRP Oakwood Worldwide Arizona Relocation Alliance Cornerstone Relocation Group VICE PRESIDENT Organization DIRECTOR OF COMMUNITY Mary E. LaRocca, CRP DIRECTOR OF TRAINING SERVICE Cornerstone Relocation Group Martha S. Bennett, CRP Candace L. Carter, CRP TREASURER Consultant Bristol Global Mobility Mary Roberts, CRP DIRECTOR OF MARKETING ASSISTANTS, COMMUNITY REA – Partners in Transition Lisa J. Adams, CRP SERVICE SECRETARY Weichert Workforce Mobility Kerri A. Amman, CRP, GMS Angela Gomez Graebel MARKETING – WEBSITE Aires Mike Garland Jana L. Pounder, CRP, GMS ASSISTANT SECRETARY Consultant Bristol Global Mobility Karin L. Wiseman, CRP, GMS-T Santa Fe Relocation AUSTIN RELOCATION YP PROGRAMING LEAD SPONSORSHIP CHAIR DELAWARE VALLEY COUNCIL (ARC) Danielle R. Dahl, GMS Alexandra R. Bolick, CRP RELOCATION COUNCIL S&M Moving Systems Compass Group USA Inc. (DVRC) CO-FOUNDERS SOCIAL MEDIA CHAIR SCHOLARSHIP/ Judy K. Alloway, CRP PRESIDENT Anthony J. Gonzalez EDUCATION CHAIR J.B. Goodwin Realtors Jack Jampel, SCRP Synergy Global Housing Jason D. Beane, CRP Stryker Eileen Rau Charter Communications MENTORSHIP PROGRAM Budd Van Lines VICE PRESIDENT CHAIR PR/SOCIAL MEDIA CHAIR Janet E. Olkowski, SCRP, BOARD MEMBERS Sandra E. Beyer, CRP, GMS Kathryn A. Thomas, CRP SGMS-T Rebecca Stephens, CRP, GMS Salesforce Wilkerson ERA Real Estate Cornerstone Relocation Group Indeed COMMUNICATIONS CHAIR SECRETARY/TREASURER Tracy Hayes, GMS Helen Maracle CORPORATE John F. McGowan, CRP CWS Corporate Housing Acme Car Shipping RELOCATION COUNCIL (OF CHICAGO) (CRC) LCM Relo Solutions Stephen D. Townsend, CRP, PHILANTHROPY CHAIR CORPORATE ROUNDTABLE GMS-T Brit Bemis PRESIDENT CHAIR TRC Global Mobility Inc. Churchill Living Jennifer Breen Suite Home Corporate Housing Elodie Davignon, GMS-T Trey Delmark SPECIAL ADVISER Saint-Gobain Corporation Topia Robert J. Horsley VICE PRESIDENT PROGRAMS CO-CHAIRS Fragomen Worldwide Erica L. Burton, CRP Kathryn Garner Chase John E. Fort Tokyo Electron U.S. Holdings Inc. CORPORATE ADVISERS Campbell Soup Company Paula Capilla SECRETARY Kim Cermak Sean Lynch Apple Elizabeth M. McGrath, CRP VISA Baird & Warner Real Estate Inc. Athena Group International Veronica Raygoza, GMS-T MEMBERSHIP CO-CHAIRS BAY AREA MOBILITY Square TREASURER Bill Rounds, CRP, GMS Robert G. Ludwig, CRP MANAGEMENT (BAMM) Reads Moving Systems HomeBuyer’s Preferred (a PRESIDENT CHARLOTTE METRO Radonova Company) Gosia Piasecka Manos Rajiv Thadani AREA RELOCATION CHAIRMAN Chemours KPMG LLP COUNCIL (CMARC) Evan L. Miller, CRP, GMS Chris Douglas ® VICE PRESIDENT RELO Direct Inc. Everbank PRESIDENT Sara Judy MEMBERSHIP CHAIR Alexander’s International Kati L. Keith, CRP Amy H. Green Sealed Air Corporation Betsy Ortolano Marsh & McLennan Companies PAST PRESIDENT Accenture VICE PRESIDENT William Taylor SPONSORSHIP CO-CHAIRS EDUCATION CHAIR Relocity Inc. Julie Malloy Valentine Brown Sealed Air Corporation Tracy Troth Duane Morris LLP SECRETARY McDonald’s Corporation IMMEDIATE PAST Deborah B. Davy Kristin A. Manning, CRP CHARITABLE CAUSES CHAIR Gibney, Anthony & Flaherty LLC PRESIDENT Urban Outfitters Inc. Suzanne D. Lail, CRP Julie Sujack, GMS-T TREASURER Cottingham Chalk Weichert Workforce Mobility CHARITIES CHAIR Ciela M. Lewis, CRP Mark Morgan COMMUNICATIONS CHAIR Odyssey Relocation TREASURER Budd Van Lines Kayla Kozak Management Terry L. Reiter, CRP Ingersoll-Rand Company TRC Global Mobility Inc. DETROIT REGIONAL MEMBERSHIP CHAIR SECRETARY PROGRAM PLANNING RELOCATION COUNCIL Victor Alasti, GMS CO-CHAIRS Interconex Renee L. Daniels, CRP (DRRC) Fonville Morisey Realty/Long & John D’Ambrogio, CRP, GMS PRESIDENT SPONSORSHIP CHAIR Foster CRES @Properties Kate Williams Kim Martin, CRP, GMS Denise M. Mast, CRP Odyssey Relocation MEMBERSHIP CHAIR Signature Relocation Anne M. Priester, CRP MoveNet International Inc. Management VICE PRESIDENT Leonard-Ryden-Burr Real Estate CORPORATE ADVISER PROGRAMS & EVENTS Lisa Fontana, CRP, GMS-T Isabell A. Polotzek CO-CHAIRS MEMBERSHIP CO-CHAIR Quicken Loans Kristen Leggett Allianz Global Risk US Insurance Christine Hagberg TREASURER Belk Stores Company Korman Communities AVE-AKA Lori Swarthout, GMS PROGRAMS CHAIR SPONSORSHIP CHAIR Heather James, CRP, GMS Signature Relocation Michelle Scott, GMS Bridget B. Ritchie, CRP, GMS Nomad Temporary Housing Inc. SECRETARY Amgen Inc. Arpin Group Inc. WEBSITE CHAIR Tamara S. Gilbert, CRP PROGRAMS CO-CHAIR Joshua S. Hyatt, CRP Premia Relocation Mortgage Stephen Hoffman, GMS Plus Relocation Services LLC PROGRAMS/VENUE CHAIR Global Tax Network US LLC (GTN) Tessa Boone Ford Motor Company

62 Mobility | June 2019 SPONSORSHIP CO-CHAIRS WEBSITE/SOCIAL MEDIA PROGRAMS CHAIR TREASURER/SECRETARY Arin Steinhauser, GMS CO-CHAIR Hellen Valle, CRP Cynthia Campbell Palmer Moving Services Angela Thurman Berkshire Hathaway DST Systems Inc. Traveler’s Haven HomeServices PenFed Realty Brian M. Smith, CRP SPONSORSHIP CHAIR Huntington National Bank SPONSORSHIPS CHAIR GeLaine M. Joachim, SCRP GREATER PITTSBURGH Mike W. Cahill Premia Relocation Mortgage MEMBERSHIP CO-CHAIRS RELOCATION COUNCIL SIRVA Worldwide Inc. Joe A. Marton, CRP, GMS (GPRC) MEETING CHAIR Dwellworks John H. Campbell, CRP PRESIDENT GREATER Studdard Moving Group Jennifer Jorgensen Tracey K. Shellem WASHINGTON Plastipak Packaging Howard Hanna Company EMPLOYEE COMMUNICATIONS CHAIR Bill Werth, CRP CHARITIES CO-CHAIRS RELOCATION COUNCIL VICE PRESIDENT Nelson Westerberg Jill Partaka Carol J. Palatucci (GWERC) V-Suites PROGRAM CHAIR PNC Financial Services Group PRESIDENT David A. Gonzalez, CRP, GMS Ben Cross, SCRP Tracie Cohee TREASURER Fry-Wagner Moving & Storage University Moving & Storage Rebecca George Western Express WEBSITE & MEDIA George Moving & Storage Inc. PRESIDENT-ELECT HOUSTON MANAGER SECRETARY Timothy A. Bonette, CRP RELOCATION Emily Stark Rhiannon Michaels Allegiance Government Relocation PROFESSIONALS (HRP) Quicken Loans PricewaterhouseCoopers LLC PAST PRESIDENT PRESIDENT Lisa A. Beranich, CRP, GMS-T Michelle Velasquez, GMS GREAT LAKES GREATER RICHMOND Stevens Worldwide Van Lines RELOCATION COUNCIL Preferred Corporate Housing RELOCATION COUNCIL SECRETARY (GLRC) (GRRC) VICE PRESIDENT Kimberly Franklin, CRP, GMS David Bunnell ADVISORY BOARD PRESIDENT TTR Sotheby’s International Realty Transportation Worldwide CHAIRMAN James Carroll, SCRP, SGMS-T TREASURER Kevin R. Pool, CRP WestRock Company TREASURER Executive Class Anthony Cristaudo, CRP Brett Lyons, CRP VICE PRESIDENT Ruoff Home Mortgage Chevron Corporation GREATER CINCINNATI Mark Bicocchi, GMS-T PROGRAMS DIRECTOR Hilton Worldwide SECRETARY RELOCATION COUNCIL Jean Marotta, CRP Holly D. Holmes, CRP (GCRC) SECRETARY Berkshire Hathaway Sterling Lexicon Camille W. Mims, CRP, GMS HomeServices PenFed Realty PRESIDENT ® Long & Foster Corporate Real WORLDWIDE ERC LIAISON Darrin C. Kerby, CRP PROGRAMS-ELECT Estate Services Division Mary Piper Blvd Suites Corporate Housing David M. Bronder, CRP, Bernstein Realty Inc. TREASURER GMS-T VICE PRESIDENT Catherine P. Whitener, SCRP, Wells Fargo Home Mortgage CORPORATE LIAISON Kim Mullins, GMS SGMS-T Charles J. Ameno, CRP Huff Realty Home Services of MEMBERSHIP CHAIR Hilldrup Chevron Corporation America Lynn Madison, GMS CORPORATE Alexander’s Mobility Services SPONSORSHIP/GOLF TREASURER BENCHMARKING & TOURNAMENT CO-CHAIRS Dawn T. Hertlein, CRP, GMS COMMUNICATIONS CHAIR SCHOLARSHIP CHAIR Alan Grantham Worldpay Evan L. Miller, CRP, GMS Chase Loretta Allard, GMS-T RELO Direct® Inc. SECRETARY Genworth Financial Inc. Meredith Morris, CRP, GMS Donna Socha, GMS BYLAWS CHAIR MARKETING & CapRelo Sibcy Cline Relocation Catherine W. Partridge, CRP, COMMUNICATIONS CHAIR Services Inc. GMS-T OUTREACH AND Patrick Fleming, CRP Interstate Relocation Services SCHOLARSHIP CHAIR ® MEMBERSHIP/ RELO Direct Inc. Donald K. Rupe, CRP SPONSORSHIP CO-CHAIR AD HOC CHAIR SCHOLARSHIP & Daryl Flood Relocation & Logistics Sabrina C. Tinkler, CRP Leah G. Miller, CRP, GMS-T PHILANTHROPY CHAIR Fifth Third Bank Marriott International COMMUNICATIONS CHAIR Elizabeth T. Hernquist, CRP Clay Poe, CRP, GMS CarMax Auto Superstores Inc. PROGRAM CHAIR HEART OF AMERICA Interconex Inc. Maggie Womacks PLANNING CHAIR RELOCATION COUNCIL Coldwell Banker EVENTS CHAIR Mary Livengood (HARC) Marian Sauers, GMS PROGRAM CO-CHAIR Paxton Companies Weichert Corporate Housing Melissa Singer-Reed, CRP, PRESIDENT MEMBER COMMUNICATION GMS Heather Brockert, GMS EVENTS AND CHAIR Planes Companies Cerner Corporation COMMUNICATIONS CHAIR Annie Foster Vibeke H. Vadstein, CRP, VICE PRESIDENT WEBSITE/SOCIAL MEDIA Edward Rose & Sons GMS Debbie S. Sextro CHAIR BGRS Traci Kloepfer, CRP Black & Veatch Corporation Anthem Inc.

worldwideerc.org | Mobility 63 MEMBERSHIP CHAIR Bill Rounds, CRP, GMS SECRETARY MEMBERSHIP CO-CHAIRS Faye S. Hoxworth, CRP, GMS HomeBuyer’s Preferred (a Elizabeth R. Messier, CRP John Verrell Old Republic Relocation Services Radonova Company) Residential Properties Limited Armstrong Relocation & Companies 2019 CONFERENCE TREASURER METROPOLITAN COMMITTEE MEMBERS Anthony Cristaudo, CRP Jackie C. Lockette ATLANTA RELOCATION Jennifer Breen Ruoff Home Mortgage ADP COUNCIL (MARC) Suite Home CHAIRMAN SPONSORSHIP CHAIR PRESIDENT Bridgette S. Blandon, CRP, Stacy E. Romano, CRP Michelle J. Gobrecht Tammy K. Cottrell, CRP GMS Aetna Oakwood Worldwide Coldwell Banker Residential U.S. Postal Service Brokerage BOARD MEMBERS Carolyn Ferroly Carol E. Card NEW YORK COUNCIL VICE PRESIDENT Brooks Furniture Rental FM Global OF RELOCATION Marian L. Padgett, CRP, PROFESSIONALS GMS-T MINNESOTA Jeff Hitchcock (NYCORP) HomeServices Relocation LLC Humboldt Storage & Moving Co. EMPLOYEE CO-PRESIDENTS Christine E. Holland, SGMS SECRETARY RELOCATION COUNCIL Sonya Weisshappel Massachusetts Institute of Charles Morrow, CRP, GMS (MERC) Seriatim Inc. Storey Morrow Company Technology PRESIDENT Peggy Lee, GMS Pete J. Larkin, CRP, GMS-T TREASURER Shannon R. Brown, CRP LVMH Inc. Richard H. Cobb, CRP Fazendin Realtors CapRelo PRESIDENT EMERITUS Wells Fargo Home Mortgage Wendy K. Moore, CRP VICE PRESIDENT Christine M. Haney, CRP, Wells Fargo Home Mortgage COMMUNICATIONS CHAIR Zeke Oaks GMS Melissa Bernard Alexander’s Mobility Services Jessi Rinaldi Douglas Elliman Real Estate SunTrust Liberty Mutual Insurance SECRETARY SECRETARY COMMUNITY OUTREACH Jill A. McDonald, CRP, SGMS Katie Rudnick Hoai Truong, CRP, GMS CHAIR SIRVA Worldwide Inc. Publicis Groupe Hudson’s Bay Company Jeffrey S. Livingston, CRP, TREASURER GMS Kate Skelly MARKETING CHAIR Sarah Ritter Armstrong Relocation & Homeport Stays Mike W. Cahill TIAA Bank Companies Weichert Workforce Mobility WEBSITE/COMMUNICATION NEW JERSEY MEMBERSHIP CO-CHAIRS SPONSORSHIP CHAIR CHAIR RELOCATION COUNCIL Tom Theisen Daniel Baum Katherine Rudnick Beltmann Relocation Group (NJRC) Daniel Baum & Company TIAA Bank Yolanda Pless PRESIDENT/PLANNING COMMUNITY OUTREACH EDUCATION CHAIR Nordstrom Corporation CHAIR CHAIR Melanie Robertson, SCRP, Ron Labin, CRP, SGMS-T Michelle Hennessey PROGRAMS CO-CHAIRS GMS-T Plus Relocation Al Filippone Associates Kristen Meglaughlin RSM US LLP Gables Corporate VICE PRESIDENT WEBSITE CHAIR MEMBERSHIP CHAIR Accommodations Michelle Durkin Robert J. Sanford Jr., CRP, Andrea Shifflett Teva Pharmaceuticals GMS-T Tyler H. Burn, CRP Target Corporation New York University Aires TREASURER COMMUNITY CARES CHAIR Jeff T. Cromie, CRP EVENTS CHAIR SPONSORSHIP CHAIR Melissa Willette, CRP Wells Fargo Home Mortgage Bob Wallace Janet M. Mauldin, CRP, GMS U.S. Bank Home Mortgage HSBC Bank USA Berkshire Hathaway SECRETARY ANNUAL CONFERENCE HomeServices Georgia Properties Kim Schimenek, GMS MEMBERSHIP CHAIR CHAIR ReloQuest Sara M. Simonetti, GMS Brenda Thoeny-Johnson Interconex MIDWEST RELOCATION Corporate Housing Company CHAIRMAN OF THE BOARD COUNCIL (MRC) Heather Leigh Tuttle Merck NORTH TEXAS EXECUTIVE COMMITTEE NEW ENGLAND RELOCATION MEMBERS RELOCATION MARKETING/ PROFESSIONALS Bridget B. Ritchie, CRP, GMS ASSOCIATION (NERA) COMMUNICATION CHAIR (NTRP) Arpin Group Inc. Juliana Cibelli, GMS-T PRESIDENT Nelson Westerberg Inc. PRESIDENT Bill Werth, CRP Melissa M. Niemczyk, CRP Jane Woolston VENUE CHAIR Nelson Westerberg Inc. Staples Sabre Alice Oswald, GMS Craig E. Anderson, SCRP, VICE PRESIDENT Korman Communities AVE-AKA VICE PRESIDENT SGMS Elizabeth Bilek-Portalla, CRP, Chris Lauterbach, CRP COMMUNITY OUTREACH AECC Mobility GMS-T Colonial National Mortgage Sterling Lexicon CHAIR Sandra L. McKinney, CRP, Sara M. Simonetti, GMS GMS Interconex Weichert Workforce Mobility

64 Mobility | June 2019 SECRETARY NORTHEAST OHIO CORPORATE CO-CHAIRS EDUCATION CO-CHAIRS Vicki J. Heitman, CRP RELOCATION Rachel McNulty Ryan Brown Cartus T-Mobile USA Blount International Inc. ROUNDTABLE (NEORR) TREASURER Keith Shafer, GMS Sarah Moon PRESIDENT Pamela A. Pinto, CRP, GMS Salesforce Nike Inc. Cartus Jeff K. McMillen, GMS The McMillen Group Inc. CORPORATE MEMBERSHIP MEMBERSHIP CHAIR PROGRAMS/EDUCATIONAL CHAIR Jessica Mack VICE PRESIDENT/ CO-CHAIRS Alicia Wells Paragon Corporate Housing WORLDWIDE ERC® LIAISON Jennifer Fisher Alaska Airlines Inc. SPONSORSHIP CHAIR Berry Appleman & Leiden LLP Mary Lynn Jackowicz, GMS Jones Day SUPPLIER MEMBERSHIP Scott O’Neill, CRP, GMS-T Bruce Waller, CRP CHAIR Suddath SECRETARY Armstrong Relocation & Barry Matheny SOCIAL RESPONSIBILITY Companies Jeffrey L. Meagrow, CRP, John L. Scott Real Estate GMS CHAIR PROGRAMS/SOCIAL Andrews Moving & Storage EDUCATION CHAIR Scott McMullin CO-CHAIRS Company Inc. Mary E. LaRocca, CRP Alexander’s Mobility Services Tina Swenson, SCRP, SGMS Cornerstone Relocation Group TREASURER NEW MEMBER HOSTING Eddy Halliday, REALTORS Lee Jones, CRP MEETING CHAIR CHAIR Thomas M. Wortham, CRP, Sherwin-Williams Company Corinne N. Mossman, CRP Barry Matheny GMS Coldwell Banker Bain John L. Scott Real Estate GLRC LIAISON TheMIGroup Mike McGill SOCIAL RESPONSIBILITY COMMUNICATIONS/ MEMBERSHIP CO-CHAIRS Mills Van Lines Inc./Atlas CHAIR WEBSITE CO-CHAIRS Maggie S. Hall, GMS Kristina Cudworth Alexander S. Paja, CRP FACILITIES & HOSPITALITY Virginia Cook Realtors APlus Housing Archibald Relocation & Real Estate CHAIR Services Jill L. Wylie, CRP, GMS Jennifer Papalardo SPONSORSHIP CO-CHAIRS Berkshire Hathaway National Corporate Housing Katherine Rudnick Kai Du HomeServices Drysdale Properties TIAA Bank Cartus MARKETING & PROMOTION WEBSITE CO-CHAIRS CHAIR Greg Dolan Mark Waller, CRP Gus Armbruster Chipman Relocation & Logistics RELOCATION COUNCIL A-1 Freeman Moving & Storage Armbruster Moving & Storage OF CENTRAL OHIO BYLAWS CHAIR (RCCO) Grant Wickes MEMBERSHIP CHAIR Patti M. Ward, CRP Wickpoint Danielle Hanlon, CRP, GMS U.S. Bank PRESIDENT Nestlé Jennifer N. Haller, CRP OUTREACH CO-CHAIRS Chase Nola Leverenz PORTLAND Nelson Westerberg Inc. PACIFIC NORTHWEST RELOCATION COUNCIL VICE PRESIDENT & WEBSITE RELOCATION COUNCIL (PRC) CHAIR Jeff B. Pearce, CRP, GMS (PNWRC) Mac Lawless PRESIDENT Altair Global Corporate Housing Systems PRESIDENT Wendy Sanman SCHOLARSHIP CO-CHAIRS LaMonica Q. Hummel, CRP, Oakwood Worldwide SECRETARY & WORLDWIDE Patience L. Hawley, CRP, GMS-T ERC® LIAISON VICE PRESIDENT GMS Windermere Relocation & Referral James Herlihy Debbie Convery, GMS IMPACT Group Services Herlihy Moving & Storage Inc. Nike Inc. Amber Gibson VICE PRESIDENT TREASURER TREASURER Alexander’s Mobility Services Ray Kirby, CRP, GMS Rosemarie A. Muncey, CRP Michael James Nordstrom Nationwide COMMUNICATIONS/SOCIAL SuiteAmerica MEDIA CO-CHAIRS IMMEDIATE PAST CORPORATE LIAISON CHAIR Geron R. Gore, GMS PRESIDENT Brenda Kay Paul, CRP Katherine Rudnick Arpin Group Inc. Stephanie S. Quam, CRP, Nationwide TIAA Bank GMS Deb Borrell, CRP DATABASE & Old Republic Home Protection BOARD MEMBER Allie Beth Allman & Associates COMMUNICATIONS CHAIR Lindsay Ford TREASURER Ryan Clevenger SPONSORSHIP CO-CHAIRS Sprout Tours Andrew Cramer Scott M. O’Neill, CRP, GMS-T Huntington Mortgage Company Suddath EVENTS CO-CHAIRS Preferred Corporate Housing MEMBERSHIP CHAIR Kayla B. Soleglad SECRETARY Jenny Germann Brian C. Digan Consultant Altair Global Deborah Santee Worthington Industries Inc. ABODA by RESIDE Betsy Hand PROGRAM COMMITTEE ADVISERS WEB Media Group LLC Kelle C. Wortham, CRP COMMUNICATIONS CO-CHAIR Tenet Healthcare Corporation Joshua S. Hyatt, CRP LeeAnn Larsen Hillary Boster Plus Relocation Services LLC SuiteAmerica National Corporate Housing Felicia Wright BNSF Railway Company

worldwideerc.org | Mobility 65 PROGRAM COMMITTEE SAN ANTONIO SCHOLARSHIP & SPONSORSHIP CHAIR CO-CHAIR & VENUES REGIONAL COMMUNITY OUTREACH/ Kayla D. Waller, CRP CO-CHAIR MEMBERSHIP Chase Ralph Burkley, CRP RELOCATION COUNCIL Michael Puckett, CRP COMMUNITY SUPPORT Chase (SARRC) Guaranteed Rate CHAIR CHARITY DIRECTOR & PRESIDENT PAST PRESIDENT/ Taylor Williams Smith, VENUES CO-CHAIR Debra A. Ritchie, CRP, GMS-T SPONSORSHIP GMS-T Tima Sanyal Marathon Petroleum Mark Britt, CRP, GMS NuCompass Mobility Services Inc. Sanbar City Consultants PrimeLending, A PlainsCapital VICE PRESIDENT PROGRAMS/VENUES CHAIR Company Stacey Haeber, CRP Nicholas Curtin ROCKY MOUNTAIN Valero Energy Corporation ADVISORY Journey’s End Relocation RELOCATION COUNCIL Joseph M. Dudek, CRP, GMS-T TREASURER YP (YOUNG (RMRC) Quicken Loans Brenda K. Wall, CRP, GMS PROFESSIONALS) CHAIR PRESIDENT Kuper Sotheby’s International Jodi L. Harris Gaby M. Palacios, CRP, GMS Rashel Meiworm Realty Johnson Controls Inc. Aires Ernst & Young SECRETARY Keith C. Michelsen, CRP, GMS BYLAWS CHAIR VICE PRESIDENT & Mary Jean Hernandez RELO Direct® Inc. Gary T. Wagner, CRP PROGRAMS/EVENTS CHAIR CST Services LLC Cartus PAST TREASURER/FINANCE Morgan Snapp SPONSORSHIP CHAIR Cartus Jason Paschel PROGRAMS/EDUCATION Pamela G. Poitevent, CRP Champion International Moving CHAIR PAST PRESIDENT Coldwell Banker D’Ann Harper Ltd. Brian Loud Vini Valverde, GMS Realtors Planes Companies Nike Inc. COMMITTEE MEMBERS SOCIAL MEDIA CHAIR Danny J. Angelo, CRP CORPORATE MEMBERS TREASURER Eileen Rau Chase Joleen Tomonaga Jason Exley Budd Van Lines Qualcomm Kentwood Real Estate Beverly J. Bell, CRP BOARD MEMBERS Interlink Relocation Resources LLC Michelle Olympia-Boldt SECRETARY Kari Hatfield, CRP, GMS MUFG Union Bank Tara Carigren Aires Janna B. Macik, CRP, GMS-T DaVita Inc. APR Energy LLC Eve Espindola, GMS Marietta C. Alba, CRP, GMS ASICS CORPORATE ENGAGEMENT/ Apartment & Relocation Center Shannon Greeley RESOURCES CHAIR ATB Furnished Housing ADVISER TO THE BOARD Donna Muth, GMS Jane Frye Krista Caldwell, GMS H-E-B Corporation Worley Parsons SOUTHERN Alexander’s Mobility Services CALIFORNIA DATABASE & SYSTEMS SOUTHEASTERN RELOCATION COUNCIL ST. LOUIS REGIONAL CHAIR REGIONAL (SCRC) EMPLOYEE Robert L. Giese, SCRP, GMS RELOCATION COUNCIL Sterling Lexicon RELOCATION COUNCIL (SRRC) PRESIDENT (STLERC) Ciela M. Lewis, CRP SUCCESSION PLANNER PRESIDENT Richard S. Beatty, CRP Odyssey Relocation Management PRESIDENT Lisa Rhead, CRP Lindsey Sutherland, CRP Johnson Storage & Moving United VICE PRESIDENT HM Properties Laura McCarthy Real Estate Van Lines Tracie Pham VICE PRESIDENT & EDUCATIONAL CONTENT Blizzard Entertainment VICE PRESIDENT LOGISTICS Mandy L. Maevers CHAIR SECRETARY Carrie Takamatsu, CRP, World Wide Technology Inc. Sarah L. Beck GMS-T Jelena Katic eBay Hilldrup MSI Global Talent Solutions TREASURER Chris J. Douglas, CRP CHARITABLE CAUSES CHAIR TREASURER SECRETARY & MEMBERSHIP TIAA Bank Ceri Koski CO-CHAIR Bridget M. Ahern Ogletree Deakins Danielle Sanzobrino, GMS Ernst & Young SECRETARY Global Mobility Solutions Faye Toepfer, CRP COMMUNICATIONS CHAIR IMMEDIATE PAST UniGroup Inc. Dirk Dykson TREASURER PRESIDENT Integral Performance LLC Shannon Sweeney, CRP, GMS Christopher P. Furlotte, CRP WEBMASTER MEMBERSHIP CHAIR CSX Transportation BGRS Michael A. Midgley, CRP Aires Tom J. Orlando, CRP, GMS PROGRAMS CHAIR COMMUNICATIONS CHAIR Housing Helpers Paula J. Holloway, CRP, GMS Mary E. LaRocca, CRP CORPORATE MEMBERSHIP SPONSORSHIP CHAIR Sterling Lexicon Cornerstone Relocation Group CHAIR Brad Shepard Tom Lilly MEMBERSHIP CHAIR COMMUNICATIONS CHAIR K2 Corporate Mobility Madison & Company Properties Roger Sorhagen Jean Gong, CRP, GMS First Class Moving Systems Arpin Group Inc. MEMBERSHIP & PROMOTION CHAIR Amy Yount ReloQuest

66 Mobility | June 2019 YP (YOUNG Beth Roser WISCONSIN EMPLOYEE PROGRAMMING ATB Furnished Housing PROFESSIONALS) CHAIR RELOCATION COUNCIL Charles Pinckney Leonardo Capotorto, GMS V-Suites Diane Clark TRC Global Mobility Inc. (WERC) PrimeLending, A PlainsCapital Paul M. Seymour, CRP PRESIDENT PHILANTHROPY CHAIR Company Bristol Global Mobility Carolyn Ferroly Michelle W. Bennett, GMS Judy K. Alloway, CRP Brook Furniture Rental Inc. Kayal Kozak Berkshire Hathaway HomeServices J.B. Goodwin Realtors TRC Global Mobility Alliance Real Estate VICE PRESIDENT Kari Hatfield Matthew W. Tobel Beth Penfold, GMS-T TENNESSEE Consultant Suite Home Corporate Housing KPMG RELOCATION COUNCIL Pamela A. Pinto, CRP, GMS TREASURER MEMBERSHIP (TRC) Cartus Douglas E. Ketzer, CRP, GMS Pamela Jacknick, CRP, GMS Merchants Moving & Storage NEI Global Relocation PRESIDENT Shelley A. Giles, SCRP, GMS-T Lori Stillwell Tenet Healthcare Corporation SECRETARY Christopher M. Bloedel, CRP, TIAA Bank Nadya V. Nahirniak-Hansen, GMS Kay Latham, CRP, GMS Montway Auto Transport VICE PRESIDENT CENTURY 21 Boston & Company CRP, GMS Restaino & Associates Realtors Joseph M. Dudek, CRP, GMS-T CORPORATE ADVISERS Patricia A. Pollard, CRP, Quicken Loans SOCIAL MEDIA/WEBSITE Jodi L. Harris SGMS Sarah Lindquist Johnson Controls Inc. TREASURER CENTURY 21 Realty Partners AECC Mobility Teresa Summers Jill Rooney, CRP Dollar General Corporation Kohl’s Department Stores SECRETARY Sara Hanlin National Corporate Housing

PROGRAMS CO-CHAIRS Tonya Hamilton, SCRP, GMS Berkshire Hathaway HomeServices Woodmont Realty

Debbie Robinson, CRP Premier Transitions

LOGISTICS CO-CHAIRS Susan Macchia Cummins

Holly Hintz UBS

MEMBERSHIP CHAIR Nicole Awalt Oakwood Worldwide

SPONSORSHIP CHAIR Eve Seib, CRP, GMS OneSource Relocation

COMMUNITY OUTREACH Andi Parker Air Animal Inc. (Air Animal Pet Movers)

ADVISERS Kristin Peterson Bridgestone Americas Inc.

Brad Brekle, CRP Ward North American

TEXAS RELOCATION NETWORK (TRN) BOARD MEMBERS Sandra Peterson, CRP, SGMS Brinker International

Aimee Crossland, CRP, GMS Crossland Real Estate Inc.

worldwideerc.org | Mobility 67

DESTINATION PROFILE: BAHRAIN

Quality of life and affordability in the Persian Gulf By M. Diane McCormick

xpats assigned to Bahrain need not fear the resettle- ment process. Bahrain’s capital, Manama, was ranked third-highest in the “Expat Insider 2018” best place to live survey—and the ability to settle in easily earned the city the top spot in the world. Expats report that it’s easy to get to know the culture and to find Bahrainis who are friendly toward foreigners, allowing them to concentrate on making Bahrain their new home. EIn 2006, Bahrain was the first Gulf state to seal a free trade agreement with the U.S., generating $1.9 billion in bilateral merchandise trade in 2017 and encouraging greater foreign investment. Signs of Bahrain’s warm and longtime ties to the U.S. include its hosting of the U.S. Navy’s Fifth Fleet, counterpiracy measures, and participation in military anti-terrorism coalitions. The U.S. also exhorts Bahrain to lift civil and political restrictions that have been longtime sources of opposition and occasional unrest. Manama is home to multinational companies and has blossomed into a regional hub for Islamic finance, supporting and training banking and other institutions in operating in accordance with religious law. As early as the 1970s, Bahrain’s oil production and reserves began drying up, but 85 percent of today’s revenue remains dependent on oil. The recent worldwide slump in energy prices created annual budget deficits of up to 10 percent of GDP. Long-standing efforts to diversify encompass petroleum processing and refining, expanding aluminum and petrochemical production, hospitality and retail, and banking. With a GDP of $71.7 billion, Bahrain has found economic inde- pendence elusive, and this small nation of only 1.4 million people remains economically dependent on Saudi Arabia. The World Bank projects moderate growth of 2.1 percent in 2019 “as low oil prices weigh on domestic demand and market uncertainties prevent the economy from performing at its full potential.” However, multilat- eral and private-sector entities have committed to project spending that is expected to boost the economic outlook.

worldwideerc.org | Mobility 69 DESTINATION PROFILE: BAHRAIN P.V.R.Murty / Shutterstock.com P.V.R.Murty

Doing Business in Bahrain With a World Bank Ease of Doing Business 2019 score for men—even on a 102°F (39°C) day in July. Men of 69.85 out of 100, Bahrain ranks 62nd in the world should never touch a woman in greeting unless she and outranks many of its Gulf-region neighbors. extends a hand first. Due to Bahrain’s past as a British protector- Employers seek work visas from the Labour ate, English is commonly spoken in workplaces. Market Regulatory Authority for expats, detailing Punctuality is so important that expats arriv- the decision to offer a job to a non-Bahraini and ing late or unprepared for a meeting can suffer why a person with the requisite skills couldn’t be damaged reputations. While Western business found in Bahrain. On arrival, expats must apply practices and tolerance are the norm, Bahrain’s for a residency permit, submitted to the Labour adherence to Islam is felt in business through such Market Regulatory Authority and issued by the customs as a Sunday-to-Thursday workweek in General Department for Nationality & Passport some workplaces. Residence. They must also obtain an identifica- During the holy month of Ramadan, expats tion card, known as a CPR card, from the Central aren’t expected to participate in daily fasting but Informatics Organization. are advised to avoid eating and drinking in public The U.S. State Department warns expats not to while the sun is up. Some companies provide rooms work in Bahrain on a tourist visa alone, even if an where non-Muslims can eat during Ramadan. employer says it’s OK, because Bahraini officials Muslims are forbidden to consume alcohol, but hold offenders personally liable. That includes non-Muslims can have a drink in hotels, restau- spouses, who must have family visas converted to rants, and social clubs that have permits to sell work visas if they want to hold jobs. As part of the alcohol for on-premises consumption. process, women must obtain a “no objection” letter In business, personal relationships are valued. from husbands. Permitted sectors for employment The best way to launch them is through a letter of are medical, banking and financial, and education, introduction from a mutual acquaintance. Initial although applicants can seek special approval from meetings focus on letting the participants get to Bahraini immigration officials to work in other fields. know each other. However, good relationships don’t Anyone who intends to return to Bahrain after mean breaching formality. Use of titles matters, and leaving the country must, before exit, obtain a saving face by avoiding a direct “no” or contradic- reentry permit valid for at least six months. And tion is crucial. Negotiations should never be rushed. a word to the wise about exit restrictions: Avoid A social invitation—usually to a same-sex gather- legal or financial trouble while in Bahrain. Anyone ing—should be reciprocated. encumbered by debt, traffic tickets, or unresolved Women will find that they are welcome to traffic accidents can be barred from exiting Bahrain participate in business, but men and women alike until the issue is resolved—even if it takes several are advised to dress conservatively. That means years, and even if the visa expires and daily fines covered arms and legs for women, and suit and tie begin to accrue.

70 Mobility | June 2019 Living Bahrain ranks fifth-highest for overall quality of For expats posted in Manama, the choice of loca- life in HSBC’s “Expat Explorer Survey,” making it tion comes down to finding the right neighborhood an attractive destination. However, while expats according to lifestyle: find it easy to settle in Manama, daily living • Bohemian: Adliya offers apartments and villas challenges can loom. Summertime temperatures amid cafes, shops, and galleries. can soar above 100°F (38°C), and some expats • Bustling: Those who must have a Starbucks can find air quality diminished by sand and dust from find apartments and villas in Juffair, a mixed constant construction. residential-commercial neighborhood. A wide array of attractive, affordable housing is • Suburban: Expats might be surprised to find abun- available for expats. Unlike the commute in many dant greenery in Saar, home to ambassadors and other expat destinations, getting from suburbs to expats living in compounds and gated communities. center-city Manama can consume only 10 to 30 • Seaside: The man-made Amwaj Islands are minutes of the morning, providing more flexibility home to a full-service community of residences, in selecting just the right spot. a school, a hospital, and restaurants—all built Semifurnished homes come equipped with kitchen among waterways feeding directly into the waters appliances and air conditioners, and unfurnished of the Persian Gulf. ones are usually completely bare. An abundance • Family-friendly: The calm Busaiteen, elegant of good furniture stores, plus artisans available to Seef, serene Riffa, and centrally located Gufool custom-craft unique pieces, makes the semifurnished beckon families with quiet living and conve- or unfurnished option popular with expats. nient amenities.

worldwideerc.org | Mobility 71 DESTINATION PROFILE: BAHRAIN

Education Bahrain is home to several international schools, including some offering the American curriculum or International Baccalaureate degrees. Waitlists can be long, so parents should begin looking before the relocation, if possible, and per- haps prepare to home-school their children while waiting for slots to open. John Grummitt / Shutterstock.com

Transportation Expats negotiating terms for the relocation to Bahrain might want to include a car and driver. As a small nation, Bahrain lacks comprehensive public transport, relying on buses that traverse most of the island. But be aware they lack air conditioning and are often crowded. Expats who drive themselves should drive defensively and always wear seatbelts because navigating the unfamiliar, and often erratic, traffic can be dangerous.

72 Mobility | June 2019 Health Care Bahrain might not have the huge population of world responders are well equipped but not always speedy, hot spots, but when you need medical care, the scar- so when the matter is urgent, expats are advised to city of patients means short wait times to get appoint- get themselves to the hospital. ments and be seen. As in many countries, expats can Prescription drugs are widely available, although access the public health care system—considered some medications sold over the counter in the U.S. quite good—but usually opt for the additional require a prescription in Bahrain. Anyone bringing assurance of private care. Expats are partially covered prescription medications must have a letter con- by Bahrain’s national health insurance, but private firming their intended use for the expat only, signed health insurance helps ensure access to the full array and stamped by a registered medical practitioner. of services available. It’s important to be aware that Note that tranquilizers, antidepressants, and some limited specialist care can require patients to seek sleeping pills are banned except for certain types of treatment outside of the country, so medical evacua- severe mental illness. Expats can bring in their own tion insurance would be a wise purchase. Emergency supply, but getting it refilled can be problematic.

worldwideerc.org | Mobility 73 DESTINATION PROFILE: BAHRAIN

Finances Bahrain does not impose a personal income tax, but to disregard the rules. Three-bedroom apartments don’t start dancing in the streets yet. Bahrain and the can run 700 Bahraini dinars (BHD), or US$1,840, U.S. do not have a tax treaty, so American expats’ in the city center, and 450 BHD, or $1,183, in far- income is subject to taxes back home. ther-flung neighborhoods. Compared with such glittering hubs as Dubai Whether it’s finding a handwoven rug at an and Abu Dhabi, Bahrain offers affordability, ancient souk or a designer handbag at an upscale although inflation and an influx of Western expats mall, Bahrain is a shopper’s delight. While familiar are said to be driving up prices. In cost of living, imported foods can be pricey, fresh local produce and Manama ranks around the middle among world goods are extremely affordable. One high cost to watch cities, at 56.41 on a 100 base. Although annual rent out for: taxi fees. Expats have called taxi rates exorbi- increases are capped, landlords have been known tant—another reason to get a driver with a car.

74 Mobility | June 2019

DESTINATION PROFILE: BAHRAIN

Unexpected Bahrain Bahrain’s name means “the two seas,” referencing freshwater springs that flow under the salt water of the Persian Gulf. The kingdom’s cosmopolitan, multicultural feel originates in its strategic position bridging the Middle East and Asia. Sixteenth- century forts built by Portuguese navigators include the Fort of Bahrain, or Qal’at al Bahrain—a UNESCO World Heritage Site and a must-see for its museum showcasing artifacts excavated from a site occupied since 2300 B.C. After a tour of the fort’s winding array of excavated stone buildings, a stop at the fort’s seaside cafe, Le Palme, offers the island’s best views of sea and palm groves, the sight of birds flocking in mud flats, and the delec- table tastes of cakes that dazzle the eye—maybe the Strawberry Pistachio Forest or the towering Praline Profiterole—from the famous Le Chocolat restaurant nearby. M

M. Diane McCormick is a freelance writer in Harrisburg, Pennsylvania, and a frequent contributor to Mobility. She can be reached via [email protected].

76 Mobility | June 2019

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worldwideerc.org | Mobility 79 INDUSTRY INSIGHTS Tips and advice from the global talent mobility community

Top 7 Mobility Trends By Lisa Johnson

This year we are seeing a “youthquake” of global talent strategy and global mobility. Business and human that’s forcing companies to shift values, cultures, and resource partners want options to meet their needs, strategies. Global mobility will be at the forefront in whether they fall within the budget, region, or adopting new ways of working as technology drives us employee population. Corporate mobility programs to develop innovations in communications, and in navi- increasingly expect flexibility and choice from their gating shifting business models and workforce values. external partners, including concierge services, During its annual webinar on trends impacting the lump-sum management, global or local billing, and global mobility industry and its ability to adapt to face-to-face or virtual consultations. new ways of working, Crown World Mobility (CWM) identified seven top trends that will impact global 5. Dual-Career Couples mobility in 2019: More companies are struggling with the challenges that the dual-career couple demographic brings and 1. The Increasingly Important Employee Experience are in search of creative solutions. This is a trend that Companies are emphasizing new and creative ways reflects a shift in relevance and is gaining urgency, to engage and retain talent, as well as improving impacting almost every employee eligible for accom- the overall employee experience by offering a soft panied status. landing to the employee and family at the start of an assignment or relocation, including policy orienta- 6. Employee Well-Being and Duty of Care tions, new-location welcome packs, cross-cultural Today’s employees expect to work in an environ- training, or destination services. ment that enables them to establish a work-life balance. This has broadened to incorporate physical 2. Technology to Supplement, Simplify, and Enhance well-being and benefits that support a wide range of Technology designed to help manage an employee’s priorities, from access to healthy food options and move continues to evolve, and even companies with encouragement of physical activity to mindfulness fewer than 25 assignments per year will look to move and flexible health care. away from the traditional paper process to more of a digital process. 7. Making Global Careers More Accessible Global companies require international experience 3. Global Mobility in the Adviser Role as a part of future leader development. Inclusion We expect to see global mobility teams rewriting and reducing barriers to global mobility are central job descriptions, upskilling team members, and to this concept. More companies this year will be hiring new talent with more consultative and taking steps to become more inclusive, increasing strategic experience. The increased use of flexible the number of female assignees, supporting LGBTQ mobility policy, along with growing business and employees and dual-career couples, creating low-cost employee demands for choices, will further impact and agile opportunities for millennials and employ- global mobility. Flexibility offers companies a way ees from business-critical emerging markets, and to address differing business lines, location, and adding flexibility to policy to support nontraditional assignee needs via a consistent platform. family dynamics. M

4. Flexibility and Choices Lisa Johnson is global practice leader, consulting services, Today’s employees want choices, convenience, and for Crown World Mobility. She can be reached at the opportunity to customize, impacting corporate [email protected].

80 Mobility | June 2019 NOT JUST A RELOCATION, THE START OF AN ADVENTURE.

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