Re:locate Magazine, Spring 2010

Re:locate T H E M A G A Z I N E F O R H R & R E L O C A T I O N P R O F E S S I O N A L S

Spring Issue 2010

Are YOU doing the

right thing? What ethicability means for

you and your business

What’s in store for relocation?Expert predictions for the decade to come

Easy, tigerAn indepth look at China – now the world’s largest exporter

Awards Gala

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This issue is sponsored by:

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Re:locateC O N T E N T S3

ContentsRe:editor’s letterFiona Murchie looks at what’s in store this issue

Re:news & viewsKey industry happenings, personalities andcomment

Re:trendsExperts offer their relocation predictions for the next decade

Re:accommodationWhy the serviced accommodation sector is continuing to grow

Re:international issuesLatest trends in international mobility

Re:policyRelocation policy is responding to change

Download your FREE Policy Factsheets

Re:localisationIs the rhetoric on local packages matchingthe reality?

Re:financeBanking made easier for those relocating to the UK

Re:awardsAnnouncing our celebrity speaker for the 2009/10 Re:locate awards

Re:country profileAn indepth look at China

Re:immigrationAdvice on the regulations for those entering Japan on business

Re:ethicsWhy ‘ethicability’ isa key ingredientfor successfulorganisations

Re:educationFinding the right school for children who need a less ‘standard’ approach

Re:directoryEssential relocation service providers

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re: international issues1510 re: accommodation

Welcome to the first issue of Re:locate in 2010. We have a cracking line-up of featuresfor you.

After the tumultuous changes of the last couple of years for the economy, businessand individuals, it seemed appropriate to look ahead to what the next decade mayhold in store for relocation. We asked experts from technology, HR and the relocation industry for their views (see page 8). If you would like to join the debate, email usat [email protected] and we’ll include more contributions in thesummer edition.

Other topics this issue range from localisation to serviced accommodation and education. To coincide with Sue Shortland’s feature on policy development and review (see page 18), download your free International Relocation Policy Factsheet from the website.

We revisit China, the country to watch in relocation terms. Our incisive report from Ruth Holmes will be invaluable for those already in this market or working towards opening there. Those operating in Japan will value the expert immigration update from Penningtons.

The Re:locate Awards are going from strength to strength, with more and more organisations getting involved everyear. We were thrilled with the range of entries this year;thank you to everyone who entered. Turn to page 26 tosee the shortlist revealed.

Don’t miss the social event of the relocation calendar! Jous at the glittering Gala Awards Dinner on 6 May, when twinners will be announced. Award-winning broadcaster,journalist and author Libby Purves, Times columnist andpresenter of BBC Radio 4’s popular talk programme Midweek, will be our after-dinner speaker and host for the evening. We are thrilled that she has agreed to help us celebrate this year’s awards.

Fiona MurchieManaging Editor

Healthcare - check-up

Family support for all ages

locate

Join us at the Gala Awards Dinner on 6 May.

TheTeamManaging Editor: Fiona [email protected] Editor: Andy [email protected] Editors: Anna Lambert, Louise WhitsonAdvertising: Barrie [email protected]

Re:locate MagazineSpray HillHastings RoadLamberhurstKent TN3 8JBTel: 01892 891334

© 2010. Re:locate is published by Profile Locations, Spray Hill, Hastings Road,Lamberhurst, Kent TN3 8JB. All rights reserved. This publication (or any part thereof)may not be reproduced in any form without the prior written permission of ProfileLocations. Profile Locations accepts no liability for the accuracy of the contents orany opinions expressed herein. ISSN 1743-9566.

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Re:industry news & vPhoenix trading assets acquired by HCRIndependent relocation management company HCR has acquired thetrading assets of Phoenix Relocation Services, which had gone intoadministration, and employed its former staff.

“It could have been a nightmare for Phoenix clients, as their employee rents and utilities would go unpaid and unmanaged, properties in a Guaranteed Sales Price scheme would go missing, and general administration would simply not be dealt with,” said HCR’s business development director, Adrian Leach. “We have the systems, the management and the financial stability to support Phoenix clients at this difficult time.”

Said managing director Andrew Finney, “The blend of the Phoenix service delivery team and the HCR specialist teams will provide an

unbeatable combination of passion, talent and successful management that will benefit all our clients, and we are looking forward to the challenges ahead.”

Are mergers and acquisitions the shape of things to come in relocation? Don’t miss our feature on page 8.

15,000 Civil Servants on the move!According to a new Government report, 15,000civil servants could relocate out of the South Eastas a cost-cutting exercise. Due out shortly, thereport is likely to cause a stir with those relocationmanagement companies that are geared up forpublic-sector work. However, although the numberslook big, they refer, of course, to moving jobs, notrelocating people.

Those involved in relocation back in 2004 will remember the Lyons Report advocating 20,000 Civil Service jobs move out of London. A touch of déjà vu:Re:locate was launched in June 2004, when the Lyons report was released,and the Summer 2010 issue could see us running asimilar story!

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views If you have news and views that you’d like to see aired on these pages, contact us at [email protected]

Re:locateN E W S I N B R I E F

Cartus acquires Primacy RelocationThe acquisition of Memphis-based Primacy Relocation by Realogy Corporation subsidiary Cartus has been announced.

“This is a strategic acquisition for Cartus – one that will enhance its domestic operations, substantially broaden its global capabilities, and firmly position it as the leading relocation services provider to the government sector,” said Richard A Smith, president and CEO of Realogy. “This acquisition positions Realogy for strategic growth across our international and domestic businesses.”

Primacy, which has approximately 700 employees operating in 25 offices located throughout the Americas, Asia and Europe, serves a number of US government agencies and Fortune 500and 1000 and Global 100 companies, as well as smalleremerging-market organisations.

Matt Spinolo, who has served as Primacy’s CEO since 1995, will lead Primacy’s operations.

Media celebrity to hostRe:locate AwardsWith preparations for this year’s Gala Awards Dinner well underway, we’re delighted to annnounce that our special guest speaker for this glittering

occasion will be award-winning broadcaster, journalist and author Libby Purves.

Libby is an extremely entertaining and experienced after-dinner speaker and host, and we are delighted that she has agreed to participate in this year’s awards.

For more Re:locate Awards news, the announcement of the judging panel and shortlist, plus details of how to book your places at the Gala Awards Dinner, turn topage 26.


The shape ofthings to comeWhat will relocation look like in the new decade? Re:locate asked experts from across the profession for their predictions.

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Technology: what’s onthe horizon?ReloAssist, from relocation management and moving services software developer MoveAssist International, is used by corporate HR departments, relocation management companies and service providers, giving the company a unique insight into how technology touches different parts of the relocation process.

Says MoveAssist’s Robby Wogan, “For corporate HR departments, the need to manage vendors, monitor costs and report regularly to management is of great concern, as costs continually come under scrutiny. Relocation managers increasingly use tools like ReloAssist to maintain control of both the operational and the financial aspects of a growing expatriate community.

“In the age of blogging and tweeting, there is a greater acceptance of online tools, and large corporations are using this trend to make their assignees more self-reliant. We are developing ‘relocation portals’ for corporate HR departments, which provide information and assistance to relocating families. By using technology to replace the traditional phone call for help, HR departments can become more efficient and cost-effective. We have clients who have taken the self-reliance model a step further and allow their assignees to pay for their services through ReloAssist with their credit cards. Assignees go online to book flights and buy concert tickets, so why should booking a visa service or filling out a quality questionnaire be any different? Soon assignees will be using mobile devices, such as the iPhone, to fill out a needs assessment, view property details and post expenses claims.

“As corporations try to drive down their assignment costs, some are taking a different approach and are effectively outsourcing their relocation management systems to their service providers. They are happy to initiate assignments in the provider’s system, but,

in return, want tracking and online reporting facilities designed to their own specification. As a result, the technology used has to be flexible and easily customised. For many corporations, exchanging data with back-office applications, such as SAP and Oracle, is the logical next step, making integration facilities also vital.

“So where does this leave the service providers? With costs being squeezed, they have no option but to become more efficient. Technology enables providers to automate many of their mundane tasks, freeing up time to concentrate on the needs of the assignee. Providers who want to work directly with large corporations will need technology, not only to manage their own processes but also to integrate closely with their customers’. The days of scribbled notes and spreadsheets are long gone; customers now expect online KPI dashboards and cost-saving reports. Relocation management systems are no longer an option, but are considered a prerequisite by most large corporations. These changing needs also present an opportunity for service providers to ‘lock in’

their customers by making them reliant on

their systems.“In conclusion, IT systems are

changing the way the industry works, and companies must ensure they have systems in place to meet the needs of their clients or risk being left behind by their competitors.”

9Re:locateF U T U R E T R E N D S


HR: fit for thenext decadeAs we were planning this feature, the CIPD published the first report

of Next Generation HR, its new research project exploring sustainable organisational performance. Produced by

Bridge, the report recognises a fundamental shift in the focus of HR over the last decade, from delivering the

personnel function towards an emphasis on ‘people and performance,’ and argues that HR has a unique role to play in helping organisations succeed in a way that lays the foundations for future sustainable success,

building a future-proof culture which is agile and adaptable, with HR playing an active role in facilitating strategy and responding quickly to trends and opportunities.

The perils of HR simply supporting organisations to deliver short-term strategy were demonstrated by the excesses that fuelled the global financial crisis. “The world has changed, and business is changing too,” explains CIPD chief executive Jackie Orme. “The danger for HR is that, if it does not step up with sufficient urgency or credibility, it will be left behind as CEOs turn elsewhere for the solutions to the challenges we’ve identified.”

Says report author Lee Sears, “Some HR functions are consistently bringing the clarity and timely and impactful solutions that will enable their organisations to thrive … We’ve also seen some HR functions investing heavily in building organisations that are genuinely fit for the future, innovating in the building of future leaders, and developing authentic and adaptable cultures. However, it would appear that relatively few HR leaders have taken a sufficient step back and asked enough questions about how HR needs to evolve in light of the seismic challenges organisations face, particularly following the global financial crisis.”

Following HR’s evolution from a service-driven to a process-driven function, the report identifies the next stage of its development as being driven by ‘organisation insight’, with HR in a new role as architect, facilitator, provocateur and guardian. It defines organisation insight as a deep understanding of what will help make the organisation successful (the key drivers of the business, the wider market and the context), together with a deep appreciation of ‘what goes on around here’ and ‘what really makes things happen’ (intelligence through data-gathering and analysis, plus activities and interactions by HR across the organisation). If HR can accomplish this transition, says the report, it can become an integral part of the business, with a unique, valuable perspective.

Says Jackie Orme, “Our determination is to play a leading role in ensuring this emergent next-generation practice contributes to a swift evolution of HR from its service-driven and process-owning heritage to the provider of relevant and timely insight that adds real future value to organisations.”

The relocation perspectiveAdrian Leach, of independent relocation company HCR Group, predicts that, over the next decade, “The Government will have to rein in its relocation expenditure by cutting back on GSP [Guaranteed Sales Price] packages and those eligible for support as the Civil Service shrinks and the decade of austerity takes hold. There will be a polarisation in the level of relocation service. The highly-mobile, top-flight professional executive will be parachuted into global locations and demand a platinum, totally personal relocation service. In contrast, the increased mobility of the general workforce throughout Europe and within the UK will result in a more homogenised relocation service reliant on technology to inform and educate users and stakeholders whilst letting the employee ‘get on with it’. The technology will include iPhone applications with the RMC [relocation management company] property itinerary built in, allowing unaccompanied users to view, and even adapt, requirements on the move.

“Assignees will be able to undertake a remote look-see, view typical properties, and explore neighbourhoods, amenities and schools without leaving their home country until they actually relocate. RMCs will develop editing suites capable of building bespoke DVD introductions or online virtual tours. There will be an increase in the use of webinar technology to manage group moves and undertake case and management reviews.

“RMCs will consolidate as the necessity to exploit the economies of scale becomes prevalent in maintaining margin. While there will always be the demand for the small DSPs [destination services providers], they will not have the resource to build dedicated portals, manage supply chains or access markets to the same level as the larger RMCs.

“GSPs will come full circle and once more achieve respectability as the major inducement for employees to relocate.

“Controversially, the Government may review its tax regime and increase the overlooked Relocation Tax Allowance, together with the 50 per cent higher-earner tax rate that will dissuade the expat from relocating here, thus restricting the development and growth of the UK as a world centre of business.

“FInally, despite the many tools that increase communication and make information more accessible, there will never be a substitute for the knowledgeable, dedicated relocation adviser and local area consultant working together to create a seamless relocation.”

Join the debate! Email your views on what the future holds to [email protected]. We’ll include more comments from various sectors of the relocation community on our website, www.relocatemagazine.com


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Room for one moreServiced accommodation is a rapidly-growing industry, as we have been charting since Relocate began six years ago. Fiona Murchie takes a look at the latest developments.

Members of the Association of Serviced Apartment Providers (ASAP) recognise relocation as a core market and have noticed the trend for shorter stays, from months to weeks. Nowadays, the corporate market will use serviced accommodation for only a few days, or to provide flexible housing for employees and international assignees for a longer period. It is also a great solution for weekly commutes.

The providers offer different operating models, and there are huge variations in standards, so using ASAP members is a good guide to quality. But don’t rule out other providers; some of the leading brands, particularly in London, are not

ASAP members – yet! But that is one of the reasons behind the demerger of the ASAP from the Association of Relocation Professionals (ARP), to pull the quality providers together.

There is pressure on rates, with corporates pushing down prices in what still is a buyer’s market.

ASAP still has work to do in clarifying this sometimes confusing market and helping the relocation market choose which serviced apartment providers to use. There are the operators, the operator/agents, and the booking agents. The operators run and control everything, so arguably, with no middleman and a thorough knowledge of their properties, it

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The operator/agents should be able to offer the best of both worlds: knowledge of their own properties and locations, and affiliations with partnering brands to extend their supply. This gives more nationwide coverage. Most serviced accommodation is still in London, some parts of the South East and major towns and cities; the nationwide coverage is sporadic. But it will come, if there is market demand, and, let’s face it, flexible accommodation is the future. This is a vibrant, forward-thinking industry, with some real quality operators who understand the value of service delivery and value. We need more serviced accommodation across the country, and, with developers struggling, this is a golden opportunity for some cash-rich operators to see the potential in new regions and establish themselves while prices are low.

At the moment, you can’t book corporate property very easilyonline: usually, someone has to get back to you with availability, and that is partly because of the operator/agent status.

The message to those booking accommodation (corporate clients, and those in the relocation industry) is: decide on your priorities, location, convenience, facilities, price, and then factor in the circumstances of the user and the timescale. If you need an apartment next week in a certain location, chances are you will have to book what you can get at short notice. If you don’t have much advance warning and you don’t know the area, you’ll probably turn to a booking agent or the internet, and why not take a chance?

Fortunately, more information and statistics are now available for serviced accommodation, and we’d like to share some of the latest findings with you.

Global industry insightsBased on research conducted among apartment operators worldwide, the Global Serviced Apartments Industry Report 2010, from The Apartment Service (TAS), gives a fascinating window onto the industry, providing insight into the challenges currently facing it and suggesting what the future may have in store.

The report finds that apartment usage worldwide is still business-dominated, with 62 per cent of bookings being made by, or for, corporates. 86 per cent of respondents are optimistic about an upturn in 2010, with some already reporting an improvement in business, boosted by the recovery in the banking sector.

Operators’ greatest wish is for standardisation in terms of apartment grading, pricing, cancellation policies and quality control. A global reservations system is a high priority for many, without the (for smaller businesses) prohibitive pricing of the Global Distribution Systems.

Commenting on the findings, TAS’s managing director, Charles McCrow, said, “With a high level of optimism for the future, this indicates that the use of serviced apartments is growing faster than ever, with more companies integrating them into their procurement processes … My principal concern for the industry is that more property inventory will come onto the market that is not run to the high standards of existing operators in terms of durable quality and service levels.”

A survey this year by Citidines, in France, revealed that 76 per cent of French executive respondents would accept a post that required them to be away for three days a month, while only 39 per cent would be prepared to move house. This confirms the trend towards commuter assignments, where serviced apartments are a natural solution.


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Owners Ascott International are currently refurbishing all their Citidines apartments in Holborn and Covent Garden.

The ASAP pictureOccupancy for members of the Association of Serviced Apartment Providers (ASAP) held up well during 2009. The average overall occupancy for London was 86 per cent for the year overall, an encouraging two per cent increase on the overall performance for 2008.

The fourth quarter of 2009 was particularly strong, with occupancy averaging 90 per cent (compared with 81 per cent in 2008). For the rest of the UK, the overall occupancy for 2009 was 72 per cent (up one per cent on the 2008 performance); fourth quarter 2009 occupancy was 73 per cent, again a one per cent increase on 2008.

Expansion in LondonAt the recent Business Travel Show, I caught up with some of the providers for their view on the market and to find out what’s new with them.

Think Apartments is now in two main areas of London. Its original location, in Bermondsey, offers mainly stays of 90+ nights, a short walk from London Bridge and the City and within easy access of Canary Wharf. A new site in Earls Court will, by the end of July, offer 350 apartments – convenient for those attending the exhibition centres or in search of quick and easy access to Heathrow or West London.

With the financial sector fighting back, Canary Wharf is in demand again. A number of the well-known serviced accommodation brands, including Clarendon, SACO and

BridgeStreet, are taking on new properties in The Landmark, on Westferry Road. Peter Morgan, of Clarendon, comments, “2010 was definitely buzzier – we enjoyed our highest demand for the first weeks of the year in four years.”

In the five-star market, Town Hall Hotel & Apartments offers new, luxury character apartments with restaurant, spa and swimming pool. Positioned in Bethnal Green, near the Museum of Childhood, and designed to appeal to an art-appreciating clientele, it includes its own art installations.

Growing in the regions and overseasBridgeStreet is a worldwide provider that’s growing and actively promoting its brand to global clients. It’s opening over 60 new properties in Canary Wharf, and, last year, it opened apartments in Liverpool for the first time. “Liverpool is a very transient city”, said Jo Layton, “with peaks and troughs as a result of local events – and, of course, football. The pattern of users is hotel style at the moment, as it takes a while for the longer-stay business to establish and the business community to get to know and understand the benefits of serviced accommodation.”

Meanwhile Manchester, established as a sophisticated commercial hub, is ripe for expansion. SACO opened 48 brand new city-centre serviced apartments there in 2009.

Don James, of Berkshire Rooms, has clients who are predominantly multinationals moving staff into the Silicon Valley M4/M3 corridor. He believes service is critical, and highlights the trend towards shorter stays and an increasing number of tourists using his properties. He is able to offer some houses with the added attraction of a garden. These are very popular with relocating families, who can choose from

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character or contemporary styles. With the housing market still flat, maybe this is something more providers could try in core relocation hotspots.

In the same area, Reading-based House of Fisher is adding quality new apartments at Farnborough and Bracknell to its portfolio, which currently encompasses Reading, Maidenhead, Basingstoke and Bracknell. The new properties are within walking distance of key town-centre amenities, including public transport and business parks, and a short drive from Heathrow. This typifies what serviced accommodation can offer relocation and business travellers: convenience combined with quality accommodation.

Looking further afield, BridgeStreet has just opened in Dubai, with over 180 apartments. It is promoting its brand in the hope of introducing users to a global presence they can rely on when booking accommodation around the world.

Extended staysThe extended-stay hotel model is popular in the US, and is being introduced to Europe by organisations such as Staybridge Suites, part of the InterContinental Group, which has newly-built properties in Liverpool and Newcastle, plus Cairo and Abu Dhabi. This kind of accommodation offers the hotel extras that some users prefer with the convenience and space of an apartment. More accommodation is obviously an advantage to relocation users, but within the industry “extended stay and corporate housing do not engage with each other, and a more joined-up approach between the various industry associations is undoubtedly required,” comments Charles McCrow in the TAS report. Booking complexities need to be ironed out, too.

Online – the way to go?Increasing numbers of providers will be making online booking systems a priority in 2010. Although relocation bookings may sometimes be complex, given the need to tailor requirements, there are still plenty of occasions when booking online would be the most convenient option.

The technology is becoming available for even smaller providers to put their properties online, and, via new software, for automating the whole process, from leads to customer response and property management. Says Giles Horwitch-Smith, of Res:Harmonics, “As a result of the recession, the market is more open to innovative ways of doing things.”

Select Apartments is exploiting technological advances, offering a corporate client response guarantee, which pledges a typical enquiry-to-proposal turnaround of one hour, or less, for 95 per cent of corporate serviced apartment requests. A social networking ‘neighbourhood’ and blog for apartment bookers and assignees are added benefits.

There is a huge potential market out there of corporate clients and individual business people and relocating families who don’t even know serviced accommodation exists. I’d say to the providers, you offer a brilliant accommodation solution, so get out there and spread the word!

There’s more coverage of serviced accommodation on www.relocatemagazine.com, and regionally in the Online Area Guides. On Smart Move, we introduce relocatees to the joys of serviced apartments.

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Re:locate 15I N T E R N A T I O N A L I S S U E S


Recent trends in international assignments of international mobility. Sue Shortland reports on recent trends.As the global recession has deepened, so international relocation activity has begun to decline. In 2009, only 37 per cent of organisations surveyed in Brookfield Global Relocation Services’ annual Global Relocation Trends Survey1

believed that the number of international moves increased in the previous year, and only 33 per cent felt that international mobility would continue to increase in 2009. The volume of international mobility is always subject to rises and falls; for example, we saw a dip in international activity after 9/11. The general overall trend, however, remains upward, for various reasons. Expatriates fill a number of critical functions: strategic, operational and developmental.

As organisations increasingly attempt to decrease cost and boost productivity, there is much to promote the concept of localisation, in terms of training and developing local nationals to manage international subsidiaries. Indeed, organisations may well find themselves having to agree to do so as part of their foreign investment strategy, this being part of their negotiations with governments to set up and enter particular environments. Training and developing local people brings with it particular challenges – typically, it either requires these individuals to be brought to the HQ operation country for training and development or the use of assignees from HQ or other company locations to put into effect the knowledge transfer. Either way, the consequence is expatriation. To move assignees from the HQ or a third country to the local subsidiary is very much a tried-and-tested method of knowledge sharing, and acts as a developmental experience for the assignees themselves. This also serves to enhance the talent management process.

Changing demographicsRecently, there have been some interesting developments

in terms of the demographics of expatriate transfers. As economic conditions have worsened, so the assignee profile has undergone some notable changes. Brookfield reports that, in its 2009 survey, only 9 per cent of the sample are aged between 20 and 29 – down 5 per cent from the previous survey and the lowest figure in the history of the survey. Some 38 per cent are aged 30–39 (up 2 per cent); 27 per cent are between 40 and 49 (up 5 per cent); 14 per cent are between 50 and 59; and 2 per cent are over 60. This is an interesting finding, as it indicates a strategy of risk reduction amongst employers; they appear to be sending more seasoned and experienced individuals abroad, rather than younger people, who are more likely to be on developmental assignments.

As might be expected, training and development is one of the first aspects to be cut in gloomy economic times, and, as a result, developmental assignments for younger staff appear stymied. That said, Brookfield’s indepth research in particular sectors2 suggests that not all are following this trend. For example, the oil and gas industry is experiencing the threat of future talent shortages, as previous recessions and falls in oil prices led to similar cuts to training and development for existing staff, as well as reductions in the intakes of young people to the industry some years ago. There are now forthcoming demographic shortages, which means that, in this industry, the international mobility of the younger age groups is still being promoted as the traditional expatriate population approaches retirement.

As the age profile has increased, it would be expected to have an effect on marital and family status, and this is, indeed, the case. Brookfield reports 67 per cent being married (up 7 per cent). Yet only 49 per cent have accompanying children (down 2 per cent, and the lowest figure in the history of the survey). This might reflect employers’ reluctance to send families

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because of the higher costs involved, and/or employees’ desire not to move their children for education reasons.

A major stumbling block to mobility has always been spousal careers. It is potentially debatable if this issue is having such a strong negative impact on assignment acceptance today, owing to unemployment in the Western economies (the traditional sending locations). For example, Permits Foundation3

reported in 2008 that, although 90 per cent of spouses and partners were employed before expatriation, this figure fell to 35 per cent during the assignment. Brookfield’s 2009 data indicates that only 32 per cent of spouses were employed before the assignment, 10 per cent were employed both before and after the move abroad, and only 3 per cent were employed during the assignment when they were not previously in employment. The Brookfield sample and data are not directly comparable to those of Permits, so it is dangerous to make direct comparisons, but spousal employment prospects during an international move do appear to have worsened, although it could be argued that their employability at home has become less favourable as well.

Changing assignment typesAssignment types are changing, too. Brookfield reports 61 per cent of assignments being long term in its 2009 survey, with 22 per cent being short term and 12 per cent being one-way transfers. Flexible assignment types, including frequent-flyer and commuter-style arrangements, are gaining in popularity. Although short-term assignments are gaining ground, owing to their potential to provide flexibility and reduce costs (especially if they are unaccompanied), long-term assignments are recognised as providing stability of leadership and the

opportunity to increase strategic capability2.Although the USA and the UK feature strongly as

assignment locations (they traditionally attract some of the highest volumes of moves), China has overtaken them as the lead destination. Brookfield1 reports that 19 per cent of all international moves are to China, and it is the top emerging destination for expatriation. Yet it is the country that presents the greatest challenge for expatriates and relocation programme managers, and has the highest rate of assignment failure.

International mobility remains of vital importance to organisations as globalisation continues apace. Realignment of operations, and the requirement to ensure local productivity and accountability, remain key concerns, and expatriates are the trusted agents of corporate control to ensure these take place effectively. While the profile of assignments, assignees and locations is in a state of some flux, it is important to ensure that international assignment policies address changing strategic and operational issues.

Sources1. 2009 Global Relocation Trends Survey Report, Brookfield Global Relocation Services, www.brookfieldgrs.com2. International Mobility: Impact of the Current Economic Climate, Brookfield Global Relocation Services, www.brookfieldgrs.com3. Expatriate Spouses and Partners Employment, Work Permits and International Mobility: international survey and summary report,Permits Foundation, www.permitsfoundation.com

A companion article (see page 18) addresses recent trends in policy design and review, and new Re:locate factsheets on domestic and international relocation policy, accessible via www.relocatemagazine.com, provide the underpinnings to assist readers in developing policy.

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Relocation policy development and review: trends and tipsRoundtable discussions at Re:locate’s Winning Strategies: adding value to relocation event brought forward a number of extremely

domestic and international. Sue Shortland reviews the trends

There is a clear downward trend in numbers of both international and domestic relocations taking place, linked to the economic crisis. This creates pressures to achieve cost savings for both domestic and international moves. To achieve cost efficiency, a number of options present themselves, including rewriting relocation policies to trim out excess ‘fat’ and create a ‘lean and mean’ approach. To some extent, this can be seen in the UK, where there is evidence of so-called ‘distress’ moves. These refer to domestic relocations resulting from issues such as factory closures. Policy provision here appears to present stark choices – take it or leave it (and, in the latter case, face redundancy).

Such an approach to relocation, clearly, does not engender commitment or engagement from a workforce. As such, it is unlikely to support productive working and the retention of talent for the upswing in the economy when it comes about. Policy design and review should, therefore, take a more balanced line, with effort being made to consider cost savings set against a positive return on investment.

For example, benchmarking is often used to help redefine

policy. This process brings with it both efficiencies in being able to introduce new ideas and helpful practice, and, at the same time, costs that are associated with time spent on the process and the need to obtain buy-in to any changes introduced. As can be seen, the return on investment in the benchmarking and policy review has to be offset against gains envisaged. Let’s consider some options for policy review, while at the same time noting the return on investment that may, or may not, flow from them.

Cutting the costs?Menu-driven policies are becoming an area of increasing interest to HR as the pressure increases to tailor relocation assistance in the closest way possible to employee needs – both to reduce costs (by not supplying unnecessary benefits) and to increase employee satisfaction through freedom of choice (and thus generate greater employee commitment, engagement and productivity). One option is to provide lump sums to enable employees to spend as they wish on the items that they feel best meet their needs. Tax inefficiencies must be considered if this approach is taken. However, given the

Re:locate 19R E L O C A T I O N P O L I C Y


relatively low level of tax efficiency possible (e.g. the £8,000 cap), the cost savings gained through reduced administration (e.g. on processing invoices) might make the provision of lump sums a viable policy consideration. Set against this is the ‘you don’t know what you don’t know’ argument, namely, that employees and their families may not understand the benefit of support elements and prefer to pocket the cash in favour of a DIY approach, resulting in reduced productivity and family dissatisfaction, or even failure of the move. Thus, careful analysis of the various pros and cons must be carried out before embarking on a lump-sum approach within relocation policy.

Cost trimming in policies often affects aspects considered marginal to employee take-up of relocation. For example, young children are increasingly not being catered for in education provision. This might save some costs but creates inequity within families where older children are in receipt of education provision/allowances. Families expect children to be treated equally, and this might, therefore, act as a demotivating factor or as a barrier to mobility.

Short-term assignments are becoming more popular to service requirements for international mobility. While this may reduce costs, these assignments only provide limited cultural understanding and opportunities for staff development. Again, a cost-benefit analysis is important before traditional international assignments are jettisoned in favour of short-term assignments.

Negotiating down the prices of various services appears to be an obvious solution to help cost cutting. However, the margins for some services are quite slim already, and employers will not easily be able to reduce expenditure in this manner; a more creative approach to meeting service needs may be required. The use of serviced apartments may be helpful, as an alternatives to removals, for example – although this does not negate the requirement for removal services linked to family housing for long-term assignments and permanent domestic moves.

Return on investmentWhat gets measured gets done. Although return on investment is notoriously difficult to measure, it is important to try to define an appropriate metric. The cost of assignment failure (such as through early return or turnover) translates into the cost of a replacement. This can be measured.

Determining what, and how, to measure only represents part of the process; another area to consider is who should do this? Responsibility could potentially lie within procurement, finance or HR. The key issue is that, as things stand, different elements of the relocation expenses budget are, typically, processed by different functions, clouding the overall understanding of the total expenditure. So, for example, hotels and meal costs or per diems may be processed from a different budget in a different function from, say, housing expenditure, which is clearly a relocation issue, and hence there is no obvious total expenditure that can be clearly tracked.

Exception management must be controlled tightly – ideally requiring sign-off at a high level, to ensure that exceptions are kept to a minimum. The impact of exceptions must be clear to all involved in the relocation process – precedent setting is a dangerous game to play when the stakes are raised and return on investment becomes ever more paramount.

Low-cost items provide high-value returnCutting support to employees and families appears an easy way to reduce costs – but if this results in increased relocation failures, then the business case for support services becomes stronger, not weaker. If support services have value, then that value must be articulated and championed to keep crucial elements within

policy. Language and cultural training, home search and spousal support are examples of policy elements that provide untold value and can make or break an assignment. Yet these tend to be hidden from view and considered ‘soft’, defying measurement in terms of employee productivity. The scale of the hidden cost of support required from HR when such elements are not provided needs to be calculated (e.g. as employee and HR time) to justify their inclusion in policy.

Service provision can be time-intensive – an easy option appears to be simply to give employees the cash to spend (as highlighted earlier). This reduces administration and appeases employees, who often prefer this method. However, the purpose of employee support is to do just that; it is impossible for many inexperienced relocatees to know what support they will need. Opting for a cash settlement tempts them to pocket the money and not take the support – yet it is that support that often acts as the make or break to mobility and the deciding factor between relocation success and failure.

Talent management is a long-term process. As such, return on investment must be viewed in the longer, rather than the short, term. There are similarities between domestic and international relocation in this regard: issues to do with cost management twinned with return on investment apply equally to both. For example, in the international arena, repatriation is a process that requires preparation and support in just the same way as expatriation. Reducing (relatively inexpensive) policy provision in relation to this element is likely to result in higher turnover, wasted investment and reduced return on investment.

CommunicationCommunication is critical throughout the relocation process. The first step here is to identify who the stakeholders are, as

20


well as the key relationships within an organisation. Ensuring that all identified stakeholders buy into the policy design is critical to its eventual success. This can require constant education, communication and the setting of expectations. This will need to be put into effect in different ways in different organisations – remember, it is your organisation’s culture that will shape how the policy design and communication processes operate.

Any changes made to policy that can save money can be hugely demotivating unless they are communicated effectively. For example, within international mobility, the requirement to reduce costs can be addressed though examining the provision of cost-of-living allowances (COLAs), potentially by using efficient purchaser, rather than standard, indices. Consideration should also be given to the application of negative COLAs, where host-country living costs are less than those in the home location. Careful communication is required, as this is a particularly emotive subject within international relocation policy.

Complex moves require one point of co-ordination – this is not the same as having one point of contact. There may be a wide variety, and high number, of specialist providers involved in managing a relocation (providing touchpoints), but there needs to be one co-ordinator, to ensure employees and their families remain productive by reducing the level of ‘noise’ that results from the complexity of the services in operation. If the distraction remains far in the background, it leaves individuals and their families committed to the move, and to the employer.

Managing employee mobility is rarely an individual task – it involves a wide spectrum of people with specialist areas of expertise. These contributors have to work as a team, and that means bringing diverse perspectives to the process and ensuring that differences are respected. Thus, for relocation policy to be put into practice successfully, it is critical to ensure there is a listening culture.

Strategic understandingThe development or review of any relocation policy must demonstrate an understanding of organisational strategy; in essence, what do the organisation’s leaders expect to see to ensure that goals are met? Goal setting is managed differently across the world, with performance-management processes following local cultural traditions. An international relocation policy should, therefore, have taken into account the different regions of the world in which an organisation sends people, to ensure that local tailoring is put into place, where necessary, to respect local cultural conditions.

HR with responsibility for relocation must act in partnership with the board and at line-management level. The mobility function is expected to take a strategic approach to managing mobility, whilst bearing in mind that it is not usually the driver of relocation but often a function required to respond (and do so speedily) to line-management decisions. To ensure better relationships with line management, business partnering and sound communication are required.

Overall, this is not the time for the fainthearted. Cost cutting is necessary, but not at the expense of return on investment. Paying peanuts and getting monkeys is not a solution for recovery. Relocation must continue to add value to organisations, and policies used to frame mobility must be sound, valid and appropriate. They must also continue to meet their underlying purpose, namely, to ensure mobility: to get the right people, in the right place, at the right time, at the right cost, providing the right talent for recovery and growth.

Sue Shortland is a leading expert in IHRM and principal lecturer and course leader at London Metropolitan University. Don’t miss her article on recent trends in international assignments, on page 15.

For more policy articles and news, visit the Policy, Reports and Conferences section on www.relocatemagazine.com

This up-to-the-minute factsheet, written by Sue Shortland,offers practical guidance for those writing or reviewing an international relocation policy, and forms a valuable checklist for those wanting to review their policy in light of the current economic climate.

It looks at the strategic issues underpinning policy design, researching your policy, consulting, and gaining buy-in, with advice on policy content and launching and communicating your policy. The implications of outsourcing are also considered.

Also in this series, available to download now:Domestic Relocation Policy

Sponsored by:

Download your FREE International Relocation Policy Factsheet NOW at www.relocatemagazine.com/factsheets!

Watch out for more titlesin the Factsheet series.


22

Going local: is the new pay a myth?At the ORC/Deloitte London conference on emerging markets,

whether companies’ interest in local packages was being matched in practice; is the rhetoric matching the reality? Ruth Holmes looks at the numbers.Cost issues are, unsurprisingly, figuring highly on corporate agendas. The current Brookfield Global Relocation Trends Survey revealed they are a key priority for businesses relocating their employees. The highest figure in the survey’s history on this measure – 68 per cent – was recorded for those seeking to reduce assignment expenses. The survey shows that this is being achieved mainly through localisation policies and reducing policy offerings or amounts at a time when demand for mobile employees is growing.

Among the respondents to the Brookfield survey, 38 per cent were planning localisation of expatriate terms as a future policy. This was, by a reasonable margin, the most common plan, ahead of extended business travel (34 per cent), commuter assignments (30 per cent) and short-term assignments (26 per cent). Are the traditional expat package’s days, therefore, numbered?

The end of the traditional expat package?Considering the statistics for localisation in the wider context, it seems that some form of the traditional expatriate pay and benefits package is still very much alive and well. Mercer’s 2008/09 Global Benefits Survey for Expatriates and Internationally Mobile Employees suggests that employees in this most common category are actually increasing, at a time when the numbers of long-term expatriates and global nomads are largely stable.

So, what’s the link between companies’ reporting their intentions to increase localisation and greater volumes of assignees on ‘traditional’ expat packages?

What’s in a name?The answer lies in a question of semantics. ‘True’ localisation,as defined by tax specialistandadvisoryfirm KPMG, for example, is, typically, where base pay and

incentives are paid in the host country’s terms and there is no tax assistance. Even in regions where expat pay is traditionally ‘localised’, such as the Middle East, benefits such as housing, transportation and holidays are generally offered as part of the package, and received in cash.

It seems, then, that what is being termed ‘localisation’ is something more akin to a move towards ‘expat-lite’ or ‘local-plus’ packages. These are where expatriates are paid largely according to local salary levels, together with additional elements, such as tax assistance, plus none, some or all of the features of the traditional expat package: accommodation allowances, health insurance, help with moving costs, and other benefits – sometimes also covering dependants, like allowances for the cost of education.

At the other end of the scale, traditional expat packages are under the knife as health benefit and other costs rise and companies seek to add equanimity to mobility policies, with varying degrees of success.

Local, plus …?The ORC Worldwide figures cited at October’s ORC Worldwide/Deloitte Emerging Markets conference show that the trend for local-plus packages is unmistakable, even if it can’t be called true ‘localisation,’ where an expat’s package is

indistinguishable from his or her peers’. In Singapore, almost seven out of

ten companies provide local-plus packages. In Hong Kong,

this figure is around 50 per cent, and, perhaps

surprisingly, given that it is still regarded by some as a hardship destination and the disparity between

home- and host-country pay, the figure for the Chinese mainland is just

over 40 per cent. According to

ORC Worldwide, the types of assignment most

likely to attract local-plus status in over 80

per cent of cases are for permanent transfers, local/

direct hire of an expat, and when ‘localising’ an employee

23Re:locateL O C A L I S A T I O N


(at the end of an assignment, for example, or predetermined time, perhaps). For temporary assignments, the figure drops to around 25 per cent of cases.

The data presented by ORC Worldwide at the October conference revealed that, of the 40 per cent or so companies offering a local-plus package in China, 80 per cent do not provide a hardship allowance, 73 per cent do not include a mobility allowance, and 60 per cent do not include home leave. However, some form of housing assistance is provided in 80 per cent of cases, and 73 per cent of packages attract dependant education assistance.

Under these watered-down versions of localisation, the hallmarks of the traditional expat package are still very much in evidence, even if they are somewhat worn away.

Flexible benefits versus equanimityCompanies’ focus on cost control – and the resultant trimming or wholesale restyling of the fringe benefits usually associated with traditional expat packages – mirrors the broader, and, at first sight, competing, trends of more personalised and flexible benefits, and greater equanimity of policies as companies move from ‘hub and spoke’ models to ‘core-flex’.

Tailored to individuals and their circumstances, flexible benefits can make more efficient use of company resources and give a better return in terms of recruitment and retention. Flexible benefits also reflect the general shift in responsibility to the individual from the employer as the costs of pension packages and healthcare benefits increase following treatment innovations, ageing populations and increasing expectations. For expat packages, the knock-on affect has been seen in a reduction in

the number of companies providing provision for dependants as a matter of course, as well as a reduction in policy cover, which are being reflected in more localised policies.

Findings from the Mercer 2008/09 global benefits study suggest that 45 per cent of the 243 multinational companies it surveyed (covering 94,000 employees on assignment) asked employees to contribute towards medical benefits for themselves and for the cost of family members. Interestingly, from the point of view of cost control and localisation, 82 per cent of companies are not taking into consideration local social security or legislation around medical benefits, therefore potentially missing an opportunity to save costs and leaving themselves open to non-compliance issues.

Localisation=cost controlMapping out what localisation means in practice has, therefore, revealed it to be more of a ‘neighbourhood term’ covering anything other than the traditional ‘fully-loaded’ expatriate package.

Assignment costs, pay and benefits are notoriously difficult to compare and draw conclusions from, and depend on a whole range of factors, from type of assignment and skills required to length of assignment and destination, as well as local compliance issues.

Nevertheless, with cost containment pressures, a growing appetite among workers to experience an overseas assignment, and more opportunities to do so, the traditional expatriate package, as we used to know it, is under pressure.

Even if the trend shows that we haven’t arrived at ‘true’ localisation just yet, we are already some way down the road.


24

Banking made easierCorporate employees coming to the UK need all the help they can get. Neil Barsby, head of Global Employee Banking at NatWest, explains how his company can provide it.

It’s one of the biggest life decisions we make – moving to a different country to work. It comes with hopes and prospects of a better life, career progression and exciting cultural experiences.

However, standing between the comfort of one’s current home and living the new dream can be a daunting and long set of arrangements that have to be tackled.

A recent survey by NatWest Global Employee Banking* sought the views of HR directors and relocation consultants about the needs of people coming to the UK to work. In their opinion, top of the list of worries may be securing visa and work permits, finding the right home, establishing the children in good schools and mastering a new language.

However, many ‘inpats’ to the UK overlook what should, in fact, be one of their most important and earliest priorities. And what is this answer to relocation perfection? It’s the bank account!

Dealing early with this seemingly mundane issue may well alleviate much more stress than one would imagine. Having a working UK bank account will allow all the other arrangements that need to be made to happen uneventfully.

For example, without a local bank account, relocating employees may find it difficult to secure rented accommodation or obtain a UK mortgage, transfer utilities into their name, pay bills, or even receive their UK salary once they start working.

The top tip here is to open a UK bank account and transfer

funds in preparation for the relocation long before even thinking about packing boxes – ideally a couple of months before making the big move.

However, there can be a hitch. If an employee approached most UK high-street banks to open an account before moving, or even shortly after arriving in the UK, they would be required to provide proof of identity and UK residency for a certain period of time in order to satisfy the banking regulations designed to help fight financial crime. So, in fact, they would reach a dead end almost immediately.

Fortunately, however, there are some specialist services that can alleviate this problem and provide fast-track account set-up for workers relocating to the UK ahead of their move.

One such service is called Global Employee Banking, from high-street name NatWest. It specialises in setting up bank accounts for corporate employees moving to the UK, working through corporate organisations and relocation agents. The service is free to both the firm and the employee, and the company does not even need to bank with NatWest. In the last four years alone, it has helped firms relocate more than 30,000 employees to the UK.

Opening their accounts before arriving in the UK gives people the means to secure accommodation and be paid by their employer at the right time. This allows them the freedom and the means to enjoy their time in the UK, and be productive at work, from the minute they get here.

A further benefit of the service from NatWest is the choice

25Re:locateI N T E R N A T I O N A L F I N A N C E


to set up an account either onshore in the UK or offshore. Customers can make use of NatWest’s extensive high-street network and Private Banking services. Alternatively, offshore accounts, which allow multiple currencies to be held in the same account, may be a suitable option for certain customers, depending on their particular circumstances, any tax advice they may receive and their personal preference. Irrespective of whether the banking is managed in the UK or offshore, they will have access to an extensive branch network, plus telephone and internet banking.

Fast forwarding to when the boxes are unpacked and the new life is in full swing, inpats will invariably continue to have commitments and responsibilities in their home country, which need to be managed from a distance. Where these involve paying bills or receiving a local income, for example from renting out a property, it’s reassuring to know that these financial tasks can also be managed from the same NatWest accounts. Thanks to a multi-currency account and a flexible internet banking service, NatWest’s offshore customers can easily pay bills from a foreign currency account run alongside their main, day-to-day sterling account.

45 per cent of HR directors and relocation agents recently surveyed by NatWest* predicted that the number of inpats

required for UK businesses would increase in the next 18 months. With this in mind, we can expect little abatement in the need for good relocation services.

The simpler the relocation process can be made for corporates and employees alike, and the quicker that employees can hit the ground running in their new roles, the better. Specialist services geared around inpats’ particular circumstances, such as that from NatWest Global Employee banking, will help considerably to achieve that.

* NatWest International Personal Banking research conducted by Opinium Research Ltd. Between 23 and 27 November 2009, 128 interviews were conducted with senior HR professionals and relocation agents working with inpats.

If you would like to find out more about the serviceNatWest offers and the various account optionsavailable to relocating employees, please visitwww.natwestglobal.com.Alternatively, contact Neil Barsby,NatWest Global Employee Banking,on 01245 355628 or [email protected]

Our services are not offered to any person in any jurisdiction where their advertisement, offer or sale is restricted or prohibited by law or regulation or where we are not appropriately licensed.

The international personal banking service is offered by The Royal Bank of Scotland International Limited trading as NatWest (NatWest). Registered Office: PO Box 64, Royal Bank House, 71 Bath Street, St Helier, Jersey JE4 8PJ. Regulated by the Jersey Financial Services Commission. Business address: PO Box 11, 16 Library Place, St Helier, Jersey JE4 8NH.

NatWest is a member of the Depositors Compensation Scheme as set out in the Banking (Depositors Compensation) (Jersey) Regulations 2009. NatWest is a member of The Royal Bank of Scotland Group. The Royal Bank of Scotland plc – Registered in Scotland No 90312. Registered office: 36 St Andrew Square, Edinburgh EH2 2YB. The Royal Bank of Scotland plc is authorised and regulated by the Financial Services Authority. The latest report and accounts are available at www.investors.rbs.com

NatWest places funds with other parts of its Group and thus its financial standing is linked to the Group. Depositors may wish to form their own view on the financial standing of NatWest and the Group based on publicly available information. The latest report and accounts are available at www.natwestinternational.com/financial-results

The Global Employee Banking service is offered by National Westminster Bank Plc. Registered in England No. 929027. 135 Bishopsgate, London, EC2M 3UR. National Westminster Bank Plc. is authorised and regulated by the Financial Services Authority.

The deadline for entering the Re:locate Awards 2009/10 has now passed, and we’ve been thrilled both by the number of entries they’ve attracted and by the quality of those entries. A big thank you to everyone who entered; you’ve helped us to make this third year of the awards the best yet!

Following the judges’ meeting, we can now reveal their shortlist for five of the seven categories (see opposite). Heartiest congratulations to all. During the next few weeks, it will be the judges’ unenviable task to select an overall winner from each category.

Because, by popular demand, we extended the entry deadline for the Best Relocation Strategy/Policy and Inspirational HR Team of the Year categories, the shortlist for those awards will be announced in early April on our website, www.relocatemagazine.com

Gala Awards DinnerThe judging will culminate in the black-tie Gala Awards Dinner, to be held at the Institute of Directors, in London’s Pall Mall, on Thursday 6 May. This glittering event will begin at 7pm with a champagne

reception and live music, followed by a three-course dinner with wine. It’s the perfect opportunity for everyone involved in relocation, whether on the HR or the supplier side, to network, socialise and celebrate success. The highlight of the evening will be the presentation of the trophies to the winners.

Celebrity speakerWe’re pleased to announce that our special celebrity guest speaker for this fabulous evening will be award-winning broadcaster, journalist and author Libby Purves.

Now presenter of BBC Radio 4’s popular live talk programme Midweek, Libby was previously the youngest-ever and first woman presenter of its flagship Today programme.

Her writing credits include a weekly column for the Times. She was awarded the OBE in 1999 for services to journalism, and was Columnist of the Year in the same year. As the daughter of a travelling diplomat, she understands the challenges faced by those relocating around the world.

Says Libby, “Relocation isn’t always glamorous, and sometimes people move to difficult and dangerous new places. But people rise to challenges – I know that as a journalist

Sponsors:

As the countdown to the announcement of this year’s winners begins, we unveil the shortlist, our talented judging panel, and a very special celebrity guest speaker for the Gala Awards Dinner on 6 May.

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and interviewer. And that’s just as well, because as work and business are increasingly global, there’ll always be plenty of people moving on. So people need looking after, guiding, and respecting. HR and relocation professionals are the people who are responsible.

“These awards are a well-deserved moment of glory for those who are on the frontline in helping employees and their families to carry on with good lives in new circumstances. I’m looking forward to meeting some of these people and hearing their inspiring stories.”

Booking informationPlaces can be booked and paid for online, via PayPal, by downloading a booking form from www.relocatemagazine.com, or by calling 01892 891334.

New supporterWe’re proud to announce that, since our Winter issue, another high-profile supporter has come on board to endorse the awards. Removals and storage specialist Clark & Rose has been part of the Re:locate Awards from the start.

Says CEO Stephen Levitt, “Clark & Rose is delighted to be involved once again with the Re:locate Awards, and, while we are not sponsoring a category this year, we are proud to participate in a different role.

“Our involvement with Re:locate has been an excellent investment for our business, opening doors to new ventures and allowing us access to a network of experience within the relocation sector. The annual awards are now firmly on our social calendar!”

Our judgesOur talented team of judges reflects the diversity of those working in the world of relocation and international assignments. We are very grateful to them for their part in makingthis year’s Re:locate Awardsa success.

Elaine Crowe is chair of the Relocation User Group (RUG) and relocation manager for the Rank Group, responsible for domestic and international relocation.

Siobhan Cummins is managing director, Europe, of ORC Worldwide, and former VP of the CIPD’s International Committee. She has special expertise in policy and international issues.

Susie Inwood recently took early retirement from BG Group. From 1990, she specialised in expatriation in a dual policy/operational international assignments manager’s role responsible for some 600 assignees in 30 countries.

Sally Lockhart was responsible for global mobility, EMEA, at Arthur Andersen, and then at Reuters. She now works as an independent consultant, advising large and small international organisations on all aspects of global mobility.

Eileen Pevreall is Global, Information Services and Technology director at the CIPD. She has played a critical role in shaping the CIPD’s business strategy and determining how technology and information services drive and enable this, and is currently spearheading the institute’s international development strategy.

Sue Shortland is principal lecturer and course leader at London Metropolitan University. Before entering academia, she held a series of senior positions in research, as well as the CBI and management consultancy.

Alison Van Dalen is chairman of the Council of the ARP and director responsible for home search, settling-in and educational services at Pricoa Relocation.

Helen Walton is director, Global Mobility, at AstraZeneca, and has global responsibility for international assignments within the company.

Special awards supplementThe Summer issue of Re:locate willfeature a full-colour supplement dedicated to the awards, with case studies, photographs and comments from our judges. Find out what makes

a winner – and be inspired to enter next year’s awards!

Keep in the loopFor more information about our judges, plus all the latest

Re:locate Awards news, visit www.relocatemagazine.

com, or subscribe online to our free monthly e-newsletter, Re:locate Extra.

Professionalendorsements:

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Best Relocation Strategy Policysponsored by:Pricoa Relocation

Inspirational HR Team of the yearsponsored by:Cartus


28

China takes off?recent Lunar New Year celebrations be enough to ward off the less-than-auspicious indicators for the economy in 2010? Ruth Holmes investigates.

The Year of the Tiger got off to a roaring start in this foremost emerging Asian economy. Data show that China has now overtaken Germany as the world’s largest exporter and is well placed to replace Japan as its second-largest economy. What’s more, the International Monetary Fund’s forecasts suggest that China alone will account for more than a third of total growth in the world economy in 2010, returning its growth to double digits and overshooting even the most rosy of predictions.

This is all good news. China has long and often been hailed as the next economic success story. With its almost-incomprehensibly large population and legendary manufacturing prowess, China and its future have been the source of endless speculation and hyperbole. Since 2008, the world’s expectations of its, until recently, command economy have heightened further, as it confidently rode out the downturn while its insatiable demand seemingly propped up the rest of the world’s economies.

Boom or bust?However, look a little closer and it’s clear that China’s economy didn’t quite escape the credit crunch’s multiple financial pile-up unscathed. The Chinese government

spent around US$600bn on a stimulus package designed to pump cash into the financial system, to ensure that the capital needed for growth remained forthcoming, as well as infrastructure investment to provide jobs.

Much of this money would have been sunk into speculative real-estate purchases. According to Standard Chartered, the average land price in China increased by 106 per cent last year; that includes huge increases of more than 200 per cent in Shanghai, almost 400 per cent in Guangzhou and 876 per cent in Wenzhou. With a clamour of analysts now pointing out the potential for an investment bubble and excess supply in the market, the Chinese government, at the beginning of this year, embarked on a process of fiscal tightening. Added to this, and reflecting the scale of government-sponsored investment in China’s infrastructure, inflationary pressure is also building, with food and other living costs rising for average Chinese families. The government – clearly keen to stave off social unrest – responded with a 15 per cent minimum wage increase, which will take effect from 1 April 2010. Already, some Chinese businesses have signalled that this will adversely affect purchasing decisions, potentially putting the brakes on future growth and inflation in these uncertain times.

29Re:locateC O U N T R Y P R O F I L E


Innovation key to future growthBut China’s leaders have ambitious plans to buck the economic odds. Speaking at the World Economic Forum’s ‘Summer Davos’ in Dalian in September 2009, Chinese premier Wen Jiabao spoke of China’s need to counterbalance the effects of the global financial downturn with innovation, “the powerful engine of economic growth” that will help China stay on track. The country will be making “[a] greater effort to develop new industries”. In essence, China’s stated goal is to move higher up the value chain, from manufacturing giant and the world’s warehouse to scientific and technological pioneer.

China already has a nascent ‘knowledge’ economy: essentially, the term that describes the shift from a manufacturing-based economy with a low-skilled workforce to an economy based on technical innovation, with highly-skilled employees in technical and professional roles. There is a growing number of examples in which China has taken its expertise, innovated and added value. For one, Shanghai-based Aviation Industry Corp of China (AVIC) is an award-winning Boeing aircraft parts manufacturer. It developed, and late last year delivered, its first regional jet for China’s domestic commercial airlines. Whether or not China’s emergent aerospace industry, including Commercial Aircraft Corporation of China (COMAC), which unveiled its challenger to Airbus and Boeing’s dominance earlier this year, will be able to spread its wings and take off on a global scale is yet to be established. Nevertheless, the example is an interesting one in terms of China’s future direction in manufacturing and the skill sets it will need to train, attract and retain.

Skills in demandBack in 2006, the issue that was exercising most corporations with Chinese interests was the lack of local managerial skills.

However, four years on, the skills shortage focus has been ‘promoted’ and is now firmly on high-tech, scientific and R&D fields. To ensure that China achieves its aim of becoming an innovation-based economy, it has actively been looking outside its borders to attract talent. In an unprecedented move, AVIC looked overseas in summer last year for highly-skilled personnel with specific technical knowledge. (That said, following its much-trumpeted search overseas, its six hires were all Chinese passport holders.)

The Chinese government and China’s administrative regions have also set in place a number of programmes that aim to attract world-leading scientists, academics and others at the top of their field in banking and business. According to the China Daily, in April last year 96 scientists and 26 entrepreneurs were the first to be admitted to China on a talent scheme that will attract 2,000 ‘talents’ over a five- to ten-year period. The programme ‘aims to help the country achieve its goal of becoming an innovation-oriented nation’ and builds on a similar initiative set up 15 years ago, the 100 Talents Scheme. However, this time China has the pulling power to attract the very best. The nation’s R&D spending has steadily increased as a percentage of GDP, at a time when it is on the wane in many developed economies, and top-flight scientists come to China with the promise of large financial incentives, as well as the facilities to pursue their research. (Even though China has 38 million scientific personnel, only 10,000 of them, many of whom are in the nanotechnology sector, are considered to be world class.)

Competition for talentChina’s wooing of knowledge workers is also evident in the talent war between its top-tier cities of Beijing and Shanghai.


30

Using 2008’s Olympic Games as a springboard onto the world stage as a forward-looking modern city, Beijing is capitalising on its success. “Beijing is a big, fresh new internationally-focused core city that is still developing,” explains Richard Collett, managing director of Our Man in Beijing Consulting Services – one of an emerging breed of high-touch, knowledge-based relocation services that is relocation company, concierge, fixer and hand-holder to mobile workers on short- and long-term assignments. “Bejing wants to challenge Shanghai.”

Beijing is a magnet for high-tech IT firms. Google, Baidu and Oracle are just three big software firms operating out of the many gleaming new science parks, and outsourced IT providers are one of Beijing’s key industries. The district of Chaoyang (the principal location of foreign embassies and reputedly home to 3,000 foreign and around 160 of the top 500 transnational businesses) is offering cash bonuses of around $29,000 to certain professionals and entrepreneurs in its Phoenix Plan. Beijing has also introduced new provisions to encourage multinational companies to establish regional headquarters in the city.

Shanghai is also forging ahead. The upcoming Trade Expo in May will again thrust China into the global consciousness, and investment continues apace. “I’ve seen a big growth in pharmaceuticals in Shanghai, as factories are being built and money seems to flow readily,” says Adrienne Farrelly, general manager of Shanghai Properties. Already the largest centre for expat workers in China, with around 150,000 foreign workers registered there, Shanghai has also introduced more foreign-worker-friendly policies for those with in-demand skills, as well as similar rules to Beijing to entice business owners to base operations in the area by lowering the amount of registered capital required to apply for an extended permit. Furthermore, the South China Morning Post reported, at the end of 2009, that Shanghai had become the first major destination to offer its social safety net to expatriates in return for employer and employee contributions.

But it’s not just world-leading knowledge workers who are regarding China as an attractive employment destination. The UK downturn has hit the young particularly hard, with larger numbers of graduates opting to take a year off and travel rather than enter the jobs market. Many are stopping off in China and teaching English, gaining, in the process, valuable transferable skills for future employment. “There are also quite a number of expats who have finished their assignments or been retrenched, and, rather than going home to an unsuitable environment, have opted to stay on here to be locally employed, as they know their skills sets will be deemed valuable,” comments Adrienne Farrelly. “Without a doubt, China experience has been seen as more beneficial and carries more weight than it used to.”

Shock of the newYet, knowledge worker or not, the failure rate of assignments in China is still alarmingly high. Recent figures from consultancy China Transition Institute put the number of assignments ending early at almost 50 per cent, with the ever-present threat of culture shock, family members finding it difficult to adjust, and lack of cultural preparation all playing their part. “The culture shock in China is massive. For a start, language is one of the biggest barriers, as is knowing where to start. People arrive and think they are going to be able to manage; that is, until they want to buy a loaf of bread or a pint of milk. Asia is very different to Europe, and China more so,” says Richard Collett. While the kind of talent China is attracting is changing, the same rules apply, in that mobile workers need a trusted guide, a go-see trip and a good

relocation management service to help them hit the ground running from day one.

While the Chinese premier can inspire and provide the framework for China to embark on the next phase of its development, in reality mobile workers based in China are left facing a crunch of their own as they find their packages trimmed and housing options limited, as Adrienne Farrelly explains. “The global financial crisis [GFC] has moved around the demographics of expatriates in China, thus changing the dynamics of residential property rentals. Pre-GFC, quite a number of expatriates were on packages where housing and schooling were covered by their companies. The GFC saw a lot of cost-cutting measures, with these costs now being covered in salaries. Many expats had to move to lower-cost housing, and demand for medium-priced family accommodation was created.”

Whether or not these changes are temporary, or will be reversed when the recovery is in full swing, remains to be seen. But what is certain is that China continues to be the land of opportunity in these uncertain times.

China without tears

Our Man in Beijing’s Richard Collett has some useful advice for those relocating to China.

1. Look for a relocation firm that provides destination/property management services and other ‘settling-in’ assistance, such as police registration and orientation programmes.

2. Do as much research as possible into Chinese history, culture and language. Even the smallest effort is genuinely recognised by all Chinese, whilst giving you a better understanding of everything.

3. Ignore websites/guidebooks that mention things like ‘stock up on nappies, prescriptions, etc’. You can very easily get everything in Beijing – and it’s cheaper, too.

4. It’s definitely worth buying a phrasebook, but it won’t save you on its own. A good relocation company will help you get settled, and there are plenty of English speakers in Beijing, and good signage. A simple Mandarin course to fit your schedule will bring swift benefits.

5. Pre-arrival, discuss any concerns with someone who has some China experience. A good on-the-ground relocation company’s advice will help settle the nerves. Additionally, join some of the Beijing-based expat forums to get an insight into Beijing expat life.

6. As far as choosing a home goes, a good relocation company will know the best/most suitable areas for you based on your employment/financial situation, and will put together a dossier of options. If possible, make a pre-move assessment/orientation visit.

7. Be prepared for culture shock! It will definitely happen in the first two or three months. As long as you’re prepared, you will recognise the anxiety and it will pass without too much bother.

8. Don’t let yourself get stuck in the house or the office! Beijing and China have many incredible places to visit.

31Re:locateI M M I G R A T I O N


Immigration JapanPenny Salmon and Rika Tanaka, of Penningtons Solicitors LLP, outline the immigration issues that overseas nationals entering the country on business may need to consider.

Citizens of most European countries and the US do not require a visa to enter Japan as a business visitor, providingthey do not have an adverse immigration history. In addition to business meetings, the Japanese consulate in the UK has specified that business activities generally accepted under the business visitor route include attending conferences, undertaking market surveys/research, business liaison, signingcontracts, and after-sales service for imported machinery.

On arrival in Japan, individuals also have to be able to satisfy the immigration officer that they meet the criteria of a business visitor. As a general rule, business visitors are expected to have evidence of a valid return air ticket and being employed and paid outside Japan, and to have sufficient funds to cover their trip (for example, accommodation, per diem). Business visitors are usually granted leave for a period of 90 days on each entry. However, British nationals and citizens of other countries that admit Japanese visitors into their country for a period longer than 90 days may apply to extend their stay for a further period. The maximum length of stay and visa requirements vary, depending on the arrangements that the Japanese government has with each country.

If an individual is required to work in Japan, he will not be able to enter under the business visitor route, but instead must obtain the appropriate work authorisation and visa before travelling to Japan. The application for this (Certificate of Eligibility – Zairyu Shikakusho) should be made in Japan by his Japanese employer or a qualified lawyer. Assuming the application is successful, and once the certificate has been received, the individual can make a visa application at the nearest Japanese consulate in his home country or country of legal residence. Japanese consulates usually require visa applicants to submit the application in person. Alternatively, where the individual is already in Japan as a business visitor or in a different category, it is possible to apply to switch his immigration status in Japan (Change of Certificate of Eligibility – Zairyu Shikaku Henko). The application must be filed by the individual, or a qualified lawyer, in person.

For those who are currently outside Japan, an individual’s purpose to enter and remain in Japan, and his Certificate of Eligibility, determine the type of visa he should apply for. For

employment (assignment), a work visa is the most common visa. However, those who qualify as intra-company transferees may apply for this type of visa. To qualify, the individual needs to be transferring to the head office, a subsidiary, branch office, representative office or joint venture company in Japan, and to have been employed by the present company for at least one year immediately prior to filing the application. He will also be required to hold a degree or equivalent qualification/sufficient work experience relevant to his proposed position in Japan.

Although a normal process entails applications for a Certificate of Eligibility and a visa, some Japanese consulates are authorised to process intra-company transferee visa applications without the applicant having first to obtain a Certificate of Eligibility. Visa applications can usually be processed within five working days, and, therefore, this option would cut down the processing time (approximately four weeks) and costs for obtaining a Certificate of Eligibility. It should be noted that some Japanese consulates will accept the intra-company visa application documentation without a Certificate of Eligibility. However, they will forward the documents to the Ministry of Justice in Japan for consideration before issuing a visa, so it would be a good idea to check with the relevant Japanese consulate before submitting a visa application as to how the consulate will process it. Furthermore, intra-company transferee visas are not available to certain business sectors (for example, accounting). Currently, the Japanese consulates in London and Edinburgh can process intra-company transfer visa applications without referring them to the Ministry of Justice in Japan.

The spouse and children of the main work/intra-company transferee visa applicant can apply for a dependant visa to accompany the main applicant. However, they will not be able to work in Japan in this category. In addition, unmarried partners are not recognised as dependants, and, therefore, they will need to satisfy the Japanese immigration rules in their own right. In certain cases, this can be problematic.

Investor and business manager visas are other visa types used by businesses wishing to commence the operation of international trade or invest in international trade or other business in Japan. Other work visas include professors, artists, legal/accounting services, medical services, researchers, instructors, engineers, specialists in humanities/international services and entertainers.

On arrival in Japan, overseas nationals on a long-stay category visa must register with the local authorities (Gaijin Toroku – Overseas Nationals Registration). It is also advisable to obtain a re-entry permit (Saijoriku Kyoka) before leaving Japan temporarily on business/holidays, otherwise re-entry to Japan in the same capacity may be denied.

The information above is of a general nature only and should not be relied upon as legal advice. For detailed information or advice, contact Penningtons Solicitors LLP’s immigration team at www.penningtons.co.uk


Integrity and ethicsA fascinating masterclass at the CIPD annual conference

‘ethicability’ as a key ingredient for successful organisations and

As our fast-changing world slowly emerges from recession, companies around the globe have an increasing understanding of the vital part ethical behaviour and authenticity can play in building trust and creating organisations which, while fit for the future, remain innovative, thereby helping to mitigate some of the worst consequences of the credit crunch. Ethical behaviour affects employees, customers and the wider world, with implications for such issues as employee engagement, talent management and corporate social responsibility.

The CIPD seminar looked at the part HR professionals can play in this process. Led by Roger Steare, professor of Organisational Ethics and Corporate Philosopher in Residence at the Cass Business School, City University, it took delegates on ‘an interactive journey through the moral maze of life’, based on Professor Steare’s research document Who’s Doing the Right Thing?, which, under the three broad measuresof Rule Compliance,SocialConscienceand Principled Conscience,analysed different groups’ attitudes to making ethical decisions and came up with some very thought-provoking findings, based on responses to the Ethicability Moral DNA Test from more than 20,000 people in 162 countries.

Perhaps not surprisingly, women, people in caring professions and those with religious faith scored highest in the test. Lower scores were achieved by respondents in government, energy businesses and financial services – worryingly, the very occupations that

can most influence climate change and the economy. The results were also analysed by other criteria, including gender, age and nationality. The British score lowest of the seven national groups surveyed on each of the three measures, while US nationals score highest. This low score, says Professor Steare, may provide some evidence of a ‘broken Britain’, and indicates that a serious debate about British values and British society is needed – though it appears that politicians and civil servants may not be the best people to lead such a debate.

Morality in the business arenaIf personal morality is challenging, business morality is

even more so. Professor Steare is well qualfied to deal with this subject; in addition

to his academic work, he advises a number of major corporations, such as BP and HSBC, on moral challenges in the real world. Out

of his research has come the third

edition of his very readable book Ethicability

(subtitled How to decide what’s

right and find the courage to do it), in

which he makes, as Joe Garner,

group general manager of

HSBC, puts it, “the compelling

case for why doing the right thing is not

a function of a good business, it is good

business.” Having considered how

ethics can be defined (in five words, ethics is rules,

integrity, good, harm, and truth), the book goes on to provide a practical framework

32


for making reasoned decisions on a range of moral dilemmas, in a format that has been tested by groups from business executives to health practitioners. Armed with the confidence that, having considered everyone and everything involved, we have made the best decision we can, we should then be able to find the courage to do the right thing, even if it isn’t easy.

To keep readers on the straight and narrow, the Ethicability framework is provided on a handy reference card, etched on stainless steel. I’ve tried it, and, at the very least, it stops you from making hasty decisions or being steamrollered into a course of action you may later regret.

HR’s roleThe masterclass set out to examine what ‘good’ corporate culture is, and concluded that it is when people stop and think, talk about shared values, unite around a common purpose, and act fairly for the common good. But what part does HR play in leading this culture of integrity?

Professor Steare envisaged HR’s role as both promoting the business case and setting the business example. This fits well with the CIPD’s recent Next Generation HR report (see page 9), which saw a future role for HR as an organisation’s guardians and commentators. HR can also step up and lead the debate, and has a natural role as an educator, working at a high level with the board and executives, as well as delivering employee learning and engagement.

The relocation contextHopefully, the days are long gone when an international assignment or relocation move is seen as a way for an employee to make money. Those managing relocation and international assignments can promote corporate and personal integrity and fairness throughout the process

for both sides, using this robust model, which can also filter through to families. In the international context, helping managers to focus on the possible implications of unrecorded business trips, in terms of tax and immigration, is always worthwhile.

As we know, sometimes redundancy is the only option when an employee feels unable to accept a relocation, and working through the Ethicability steps could form an excellentframework to test such decisions and carry them through responsibly. Cultural differences add an extra dimension, as the above table illustrates, and a better understanding of the ethical standpoint of the countries you operate in can only help in managing global teams.

33Re:locateE T H I C S I N B U S I N E S S

48.00

49.00

50.00

51.00

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55.00

UnitedKingdom

Australia Ireland South Africa New Zealand Canada United States

ethi

cabi

lity®

scor

e

ethicability® Moral DNA by Nationality(Combined ethicability® ranking)

Rule Compliance Social Conscience Principled Conscience

Moral DNA shows significant national variations with each moral conscience.The below-average scores for the UK suggest that a serious debate aboutBritish values and British society is needed.

Who’s doing the right thing? Ethicability ® Moral DNAReport 2008By Professor Roger Steareand Pavlos Stamboulides in assocation with PricewaterhouseCoopers LLP,The Times online and Cass Business School.

EthicabilityHow to decide what’s right and find the courage to do it By Roger Steare,published by Roger Steare Consulting Ltd £10 available from www.ethicability.org

Ethicability: the 20 steps

PreparationTime out!How do we feel?Who’s involved?What are the facts?What sort of dilemma is this?What are our intentions?What are our options?Have we thought creatively?

Decide what’s RIGHTWhat are the Rules?Are we acting with Integrity?Who is this Good for?Who could we Harm?What’s the Truth?

Testing our decisionHow would we feel in their shoes?What would be fair and reasonable?What would be the adult thing to do?What would build trust and respect?What would stand the test of time?Have we the courage to do what’s right?What can we learn from this dilemma?

into a round hole

34


Britain’s leading tutoring service provider has 33 years experience. Qualified, experienced, enhanced-CRB checked tutors deliver personalised tuition programmes & excellent results. The Good Schools Guide recommended.

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Some children need a different approach toeducation if they’re to thrive at school.Fiona Leney looks at the options.

The majority of children settle into a new school happily – particularly if it has been researched and chosen with care by their parents. But there have always been some who, whether by reason of special needs or simply character and personality, are round pegs who risk being forced into a square hole by the standard educational offering.

The problem is exacerbated when the choice of schools is limited by relocation. But there are more alternatives than commonly imagined. They range from schools that offer a slightly different emphasis or more creative delivery of the standard English national curriculum, through those that widen their offering to take in issues of internationalism and community service – looking at the development of the child as a future member of society rather than strict academic

achievement – to those that discard conventional teaching structures altogether in their drive to develop each child’s unique potential.

Many relocating families may not have thought of bringing in a tutor to prepare the child for their new school environment, and tutors can even be recruited to accompany families to remote overseas locations. Equally, expatriate families, and those managing their moves, may not be aware of accredited guardianship services for overseas children, or the range of school search options that are available to them.

In Britain, there is little state funding for education outside the mainstream, so the majority of these alternative options will be independent – and depend either on parents or employers paying the fees or on scholarships/bursaries.

Families just know when a relocation works. Whether you are a mom or dad, toddler or teenager, HR or relocation professional, from Texas

or Tokyo, when all the pieces come together, it can deliver one of life’s most rewarding experiences. ACS understands the complex needs of

globally mobile families. We have partnered the relocation industry since 1967 to meet the many challenges that face international families

moving to London. Our campus-specific Admissions, Housing and Transport experts work closely with parent-assisted Welcome Teams,

International Groups, Parent/Teacher Organisations and Buddy programmes to create a smooth, seamless and happy transition. That is why

each year literally hundreds of families from more than 50 countries make ACS ‘the’ London solution to their educational and lifestyle needs.

To find out how we can help meet your relocation requirements, please visit www.acs-england.co.ukAlternatively, call either ACS Cobham +44 (0)1932 869744, ACS Egham +44 (0)1784 430611 or ACS Hillingdon +44 (0)1895 818402

ACS Schools are non-sectarian and co-educational (day and boarding) for students 2 to 18 years of age.

When did a school make you feel this good?


Before looking at them in more detail, however, it is worth mentioning that some UK state schools are taking advantage of a loosening of Government control over curriculum delivery. Increasing numbers have turned to a system known as the International Primary Curriculum (IPC), which operates successfully in countries as diverse as The Netherlands and Thailand, and integrates learning across subjects, rather than chopping it up into self-contained subject units.

Launched in 2000, the IPC is now taught in more than 800 schools in 58 different countries. The theory, according to Martin Skelton, a former headmaster who created the curriculum, is that teaching through topics provides a creative system that opens up learning. The core subjects – science, mathematics, history, art, language, geography, and more – are taught through topics (a popular one is ‘chocolate’!), each lasting two to six weeks.

The origins of the IPC lie in the Shell petrol company, which commissioned Mr Skelton to create a curriculum for Shell International schools. He had to develop something that suited a high turnover of students who, under the national curriculum, were missing out on swathes of work if they moved from one school to the next.

Now independent of Shell, the IPC is run by the company Fieldwork Education, which sells the system to schools who wish to adopt it. But the three standards Mr Skelton and his team considered particularly important for internationally-mobile children still hold today: academic achievement, personal development and ‘international mindedness’.

The teaching formats were developed with close attention to how emotional states link with learning. “When the brain is stressed, it doesn’t learn, but when it’s engaged, it does,” says

Mr Skelton. “We looked at what learning is, and what styles of learning help information get into the brain.”

A first step for parents interested in this approach would beto ask the head of a prospective school whether they use the IPC system. Alternatively, parents can visit the IPC website or phone Fieldwork Education to check if a particular school uses it.

Looking to the private sector, and still largely within mainstream education, Round Square is an association founded in the late 1950s by educationalist and former headmaster of Gordonstoun School Dr Kurt Hahn, which links 80 schools around the world. The schools believe that learning should go beyond academic excellence, and that young people should be prepared for real life through challenge,

36

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adventure, service to others, and international understanding.Round Square schools, such as Cobham Hall, in Kent, and

Boxhill School, in Surrey, have a strong international ethos. Both Cobham Hall and Boxhill offer the IB diploma in the sixth form, after broadly following the UK national curriculum to GCSE level. But rather than concentrating on academic excellence, the schools aim to stimulate personal development and responsibility by providing students with community service, work projects and exchange programmes. As one would expect from schools with a high number of international students and offering boarding as well as day facilities, pastoral care is also high on the list of priorities.

“We watch our students grow in confidence and enthusiasm during their years at school, taking on leadership roles, organising fundraising activities, and representing the school at conferences, where they meet and work with students from different cultures and environments,” says Diana Usher, events co-ordinator for Cobham Hall. “Many students participate in exchange visits or spend time in the holidays working on one of the International Service projects, living and working with the local community.”

Cobham Hall also offers support for students with special learning needs in its Susan Hampshire learning centre. Here, those students who need extra support are offered help tailored to their needs and encouraged to find strategies to help them cope in mainstream classes. The emphasis is on finding ways to participate in the mainstream, rather than being withdrawn for teaching. Likewise, students are encouraged to take part in whole-school activities.

While international schools tend to be more expensive than their domestic counterparts, institutions that subscribe to strong community and ethical values tend to offer a wide range of subsidised places – a point confirmed by Ms Usher.

“At Cobham Hall, scholarships and bursaries are available for students of outstanding potential, especially those who demonstrate an understanding of the ethos of the school and wish to contribute wholeheartedly to its ideals,” she says.

The advantage for an internationally-mobile parent of sending your child to a school in this group is that, with sister schools in five continents around the world, you are likely to be able to find one which shares at least the same ethos and structures in the event of a move.

Of course, one of the first systems that comes to mind when thinking of alternative education is the Steiner system. Although Steiner schools are very familiar at one level – as a byword for educational eccentricity – few people actually know exactly how they work. Children start school at three years old, and, ideally, remain in the school until they are 18, with the emphasis on unhurried learning and the development of the whole child, rather than purely academic achievement.

Contrary to misconception, learning is structured, but, interestingly, rather like the IPC system, teaches by topic and by ‘doing’, rather than by theoretical work divided into traditional subjects. Children start formal reading and writing later than in mainstream – at age seven – but its advocates say they quickly become as competent as – or more so than – their mainstream peers. Teachers remain with the same class for their whole school career, and carry out continual assessment, avoiding exam stress. Children in the system do take GCSEs, though often fewer than they would in mainstream, but again, many do go on to do excellently at sixth-form college and university.

Of course, while children may have different reasons for failing to settle in a particular mainstream setting, there are situations when a child has a recognised educational need which necessitates more specialist support.

The bad news is that mainstream state schools are

struggling to provide that support as the numbers of children diagnosed with autism, dyslexia and Attention Deficit Hyperactivity Disorder (ADHD) continue to rise. At the same time, state special schools have been closing as the Government pursues its policy of educating more SEN children in the mainstream, despite increasing evidence from research that many SEN children will not get the specialist help they need to do as well as in a special school. With the prospect of education funding being cut heavily after the election, the outlook for SEN children in the mainstream does not look rosy.

Some schools, such as those with special units attached to the mainstream school, will be able to provide good support and expertise. And new units for the more-recently recognised special needs, such as autism and dyslexia, are opening. But parents of SEN children need to look carefully at exactly how much individual support, within a small classroom setting, their child will get.

The good news is that the independent sector is stepping into the breach, with several specialist schools now offering both day and boarding provision.

We will explore the role of guardians and tutors in the next issue of Re:locate, and expand on the topics covered above on www.relocatemagazine.com and on Smart Move, our new website for relocating families, which is packed with practical advice, hints and tips to ensure their move goes smoothly.

For further information on independent options for SEN, see Fiona Leney’s latest article on www.relocatemagazine.com

37Re:locateE D U C A T I O N


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AREA GUIDES

Profile LocationsContact: Fiona MurchieTel: +44 (0)1892 891334Email: [email protected]: www.profilelocations.co.ukArea: National

BANKING

Lloyds TSB InternationalContact: Cliff GovenderTel: +44 (0)7736 359952Email: [email protected]: www.lloydstsb-offshore.comArea: National & International.............................................................................NatWest Global Employee BankingContact: Neil BarsbyTel: +44 (0)1245 355628Email: [email protected]: www.natwestglobal.comArea: Worldwide

DESTINATION SERVICES PROVIDERS

Interdean International RelocationContact: Rob LucasTel: +44 (0)20 8 961 4141Email: [email protected]: www.interdean.comArea: Worldwide .............................................................................Our Man in Beijing Consulting ServicesContact: Richard CollettTel: +86 (10) 6475 3281Email: [email protected]: www.ourmaninbeijing.comArea: China.............................................................................Profile LocationsContact: FIona MurchieTel: +44 (0)1892 891334Email: [email protected]: www.profilelocations.co.ukArea: London & the South East, Aberdeen.............................................................................Property Finder AgencyContact: Lesley HubbardTel: +44 (0)1677 450783Email: [email protected]: www.propertyfinderagency.co.ukArea: Northern England

FURNITURE RENTAL

BradbeersContact: Greg DaviesTel: +44 (0)1794 521992Email: [email protected]: www.furniturerental.co.ukArea: England & Wales.............................................................................MK Furniture RentalsContact: Efua AdamsTel: +44 (0)845 452 4054Email: [email protected]: www.mkfurniturerentals.co.ukArea: National

Roomservice by CORTContact: Laura ShepherdTel: +44 (0)20 8 397 9344Email: [email protected] Website: www.roomservicebycort.comArea: National

SCHOOL GUARDIANS

Brightworld EducationContact: Lana FosterTel: +44 (0)1273 835745Email: [email protected]: www.brightworld.co.ukArea: National

HEALTHCARE

BupaContact: Emma HaysTel: +44 (0)1273 322084Email: [email protected]: www.bupa-intl.com/for-businessArea: Global

HR CONSULTANTS

ORC WorldwideContact: Siobhan CumminsTel: +44 (0)20 7 591 5600Email: [email protected] Website: www.orcww.comArea: Global

IMMIGRATION SERVICES

Newland ChaseContact: Asma BashirTel: +44 (0)20 7 712 1765Email: [email protected]: www.newlandchase.comArea: National & International.............................................................................Penningtons Solicitors LLPContact: Nichola CarterTel: +44 (0)20 7457 3000Email: [email protected]: www.penningtons.co.ukArea: Global

INTERNATIONAL ASSIGNMENTMANAGEMENT

International Personnel Management Contact: Alan Bentley Tel: +44 (0)1733 364040Email: [email protected]: www.ipmltd.co.uk Area: International.............................................................................Total Reward SolutionsContact: Simon RichardsonTel: +44 (0)1732 765323Email: [email protected]: www.totalrewardsolutions.comArea: International

PROFESSIONAL ORGANISATIONS

Association of RelocationProfessionals (ARP)Contact: Tad ZurlindenTel: +44 (0)8700 737475Email: [email protected]: www.arp-relocation.comArea: National............................................................................Chartered Institute of Personnel andDevelopment (CIPD)Tel: +44 (0)20 8 612 6200Website: www.cipd.co.ukArea: National............................................................................European Association ofRelocation Professionals (EuRA)Contact: Tad ZurlindenTel: +44 (0)8700 726727Email: [email protected]: www.eura-relocation.comArea: International.............................................................................FocusContact: Barbara ReesTel: +44 (0)20 7 937 7799 Email: [email protected]: www.focus-info.orgArea: London & the South East.............................................................................The Relocation NetworkContact: Kay WithellTel: +61 (3) 9416 2887Email: [email protected]: www.relocationdirectory.com.auArea: Australasia

RECRUITMENT

ECO RecruitmentContact: Terry PageTel: +44 (0)1708 379380Email: [email protected]: www.eco-recruitment.comArea: UK, Middle East & Asia.............................................................................Frazer JonesContact: Matt BrooksTel: +44 (0)20 7 415 2815Email: [email protected]: www.frazerjonesreward.comArea: National & International

RELOCATION MANAGEMENT COMPANIES

Beswick Relocation ServicesContact: Oliver BeswickTel: +44 (0) 1477 533 533Email: [email protected]: www.beswickrelocationservices.comArea: National & International.............................................................................CartusContact: Nigel PassinghamTel: +44 (0)800 018 3880Email: [email protected]: www.cartus.comArea: National & International

39

Connells Relocation ServicesContact: Tim Rose

Tel: +44 (0)1635 271271

Email: [email protected]

Website: www.connellsrelocation.co.uk

Area: National

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

HCR GroupContact: Natascha Clark

Tel: +44 (0)1256 313839


Website: www.hcr.co.uk

Area: National & International

RELOCATION SOFTWARE

MoveAssist International Contact: Saloua Smyth

Tel: +44 (0)1462 452186


Website: www.moveassist.com

Area: Global

REMOVALS AND STORAGE

AbelsContact: Karen Bye

Tel: +44 (0)800 626 769


Website: www.abels.co.uk

Area: Global

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

Arpin International (UK)Contact: John Ferguson

Tel: +44 (0)1892 725772


Website: www.arpinintl.co.uk

Area: Global

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

Bishop’s MoveContact: Richard Hohler

Tel: 0800 616 425


Website: www.bishopsmove.com

Area: Global

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

Clark & Rose International(England & Wales)Contact: Richard Crowther

Tel: +44 (0)1767 312869


Website: www.clarkandrose.co.uk

Area: Worldwide

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

Clark & Rose International (Scotland)Contact: Stephen Levitt

Tel: +44 (0)1224 782800


Website: www.clarkandrose.co.uk

Area: Worldwide

F + N WorldwideContact: Paul Fletcher

Tel: +44 (0) 1476 579210


Website: www.fnworldwide.com

Area: Worldwide

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

Interdean International RelocationContact: Rob Lucas

Tel: +44 (0)20 8 961 4141


Website: www.interdean.com

Area: Worldwide

SCHOOLS

ACS International Schools Contact: Fergus Rose

Tel: +44 (0)1932 867251


Website: www.acs-england.co.uk

Area: London & the South East

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

International School of LondonContact: Yoel Gordon

Tel: +44 (0)20 8 992 5823


Website: www.islondon.com

Area: London

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

International School of London in SurreyContact: Marco Damhuis

Tel: +44 (0) 1483 750409


Website: www.islsurrey.com

Area: Surrey

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

St. Clare’s, OxfordContact: Richard Gorst

Tel: +44 (0) 1865 552031


Website: www.stclares.ac.uk

Area: Oxford & the South East

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

TASIS (The American Schoolin England)Contact: Bronwyn Thorburn-Riseley

Tel: +44 (0)1932 565252


Website: www.tasis.com/england

Area: West London & Surrey

SERVICED APARTMENTS

Apartment ServiceContact: Melanie Degand

Tel: +44 (0) 20 8 944 1444


Website: www.apartmentservice.com

Area: UK & Worldwide

Ascott InternationalContact: Sylvie CartiserTel: +44 (0)203 119 3400Email: [email protected]: www.the-ascott.comArea: UK.............................................................................Deep Blue ApartmentsContact: Sherry Humphreys/Rosie McDonaldTel: +44 (0)870 770 0778Email: [email protected]: www.deepblue-apartments.comArea: National.............................................................................Dreamhouse ApartmentsContact: Nick ChaffautTel: +44 (0) 845 226 0232Email: [email protected]: www.dreamhouseapartments.comArea: Aberdeen, Edinburgh & Glasgow.............................................................................Frasers HospitalityContact: Virginie VicheTel: +44 (0)20 7 341 5599Email: [email protected]: www.frasershospitality.comArea: National & International.............................................................................Hot-el-ApartmentsContact: Lee PerrattTel: +44 (0)131 554 2721Email: [email protected]: www.hot-el-apartments.comArea: Edinburgh and Glasgow.............................................................................SACO Serviced Apartments WorldwideContact: Clare AceTel: +44 (0)117 970 6999Email: [email protected]: www.sacoapartments.co.ukArea: National & Worldwide .............................................................................Select ApartmentsContact: Giles WalkerTel: +44 (0)20 3130 1015Email: [email protected]: www.selectapartments.co.ukArea: National.............................................................................Staybridge SuitesContact: Elizabeth DevaneyTel: +44 (0)1384 890908Email: [email protected]: www.staybridge.co.ukArea: Europe, Middle East & Africa

SPOUSAL ASSISTANCE/CAREERS

Profile LocationsContact: Fiona MurchieTel: +44 (0)1892 891334Email: [email protected]: www.profilelocations.co.ukArea: National & International

Re:locateD I R E C T O R Y


smartmove For relocating

employees & their families

www.relocatemagazine.com/smartmove

From the

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Also includes

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Re:locate Magazine, Spring 2010