.svg)
Policies play a crucial role in a successful relocation strategy and are becoming even more important for achieving sustainable relocations. So when we decided to work on our new White Paper 2.0 – Global HR’s Green Opportunity: Using Global Mobility to Drive Environmental Change it was clear that collaboration with an expert on policies will be needed. Watch our interview with Dennis Michels, founder of Mobility Mastery and an expert in corporate relocation policies or read the transcript below to get more insights about how to start reflecting sustainability in your relocation strategy.
One of the experts we draw upon in the WhitePaper is you, Dennis, could you introduce yourself?
My name is Dennis Michels, I’m the founder of Mobility Mastery and have in-house consultancy experience. I believe in a holistic view of international mobility, which means that you look at it from a strategic angle. By focusing on your goals, you can optimize policies and the entire relocation cycle.
Do you think that sustainability and ESGs has reshaped the current corporate mobility policies? And if so, in what regard?
Sure, it has. ESG goals have become a big part of global mobility programs lately. It’s no longer just about moving people. it’s about doing it responsibly. Companies are focusing on cutting CO2 emissions. They are offering green housing options and reducing waste during relocations. So we’ve moved from a transactional “just get it done”-approach, to a strategic more sustainable approach. I think it’s a wonderful, great development.
Pre-relocation plans now include sustainable options like public transport, electric rental cars, and energy-efficient temporary housing. For example, a company I recently started working with wanted to incorporate ESG into their program. They had been offering employees a lump-sum relocation allowance, which didn’t align with their ESG goals. We changed it from lump-sum packages to pre-approved packages, where we included green housing, rental furniture options, and low-emission. This gave the company better control of emissions and helped them meet their ESG goals.
Have you noticed any innovative policies in the global mobility industry in the past two years?
The mobility world is upside down and things are changing rapidly. There have been some really interesting shifts. I see companies bringing sustainability into the conversation much earlier. Instead of treating sustainability as an afterthought, they are offering green options from the beginning of the relocation. It’s better to look at the root cause of things and not do symptom treatment. I see that companies are using data tools to track CO2 savings and measure the impact of their program.
An innovative example, is from Google, where they had a goal to reduce the carbon footprint of their commuters. They launched a car-sharing program for commuters, offering hybrid and electric vehicles in areas with the right infrastructure. It was fascinating to see that such a giant company can accomplish such program, and that the employees are happy with it. This shows one simple shift that has significantly reduced their emissions. When a front-runner, such as Google, is doing this, a lot of other companies are following.
Looking at trends outside of sustainability, in policy I see some of the biggest trends are adaptability and flexibility. This means that companies are moving away from traditional, long-term assignments, and are instead looking for alternative setups, such as local plus moves, commuter assignments, and even remote solutions. It’s all about adapting to how employees want to work today, while still maintaining the structure and compliance that the company needs.
What is the key role that policies play in achieving sustainability in the Global Mobility industry?
Many people ask me that same question about policies. Why does policy matter? I strongly believe that policies are the backbone of any successful company strategy. They create structure and consistency. They ensure the goals translate into action. By embedding ESG goals in the Global Mobility policies, sustainability is going to become part of everyday decision-making. By standardizing these practices, companies can ensure that their sustainability commitments are more than just words. They become part of their operational framework.
For instance, a practical example, I added to a Global Mobility policy that all relocating employees are required to live in an energy-efficient house. This one single change in the policy, because it is part of the everyday decision-making, will have a big impact on cutting the company’s carbon footprint stay aligned with their ESG goals. As a leader or company, you can make a difference simply by documenting policies effectively.
By simply putting it into writing you can make a difference?
It is necessary to monitor, as there are many companies with policies that they don’t follow. So it is necessary to have people ensuring that policies are executed in a correct way. But yeah, it starts with writing it down, get things into action, and then you need to follow up.
What are some of the common gaps in designing sustainability policies in global mobility programs?
One of the biggest gaps is that policies are either too vague or too difficult for employees to follow. If sustainability guidelines aren’t clear, they often get ignored. Make goals as clear as possible, and don’t allow exceptions, which could cause precedence.
Another common gap is that policies are designed by an employee, such as the lump-sum relocation allowance. When employees are given a lump-sum to cover their move, there’s no built-in incentive to go green. Instead they will go for convenience and low costs, instead of looking at sustainability.
When companies don’t fully integrate sustainability into their strategy and assume employees will naturally make environmentally friendly choices, but without clear direction, most people will just go with whatever is easiest.
For instance, returning to the first example, the company relied on a lump sum. They realized that employees often choose high-emission travel and housing options, because there was no built-in incentive. We redesigned the policy and switched to pre-approved relocation packages, including green housing, low-emission travel. It changed the direction and made it easier for employees to make that sustainable choice. This has a big impact on the company’s overall carbon footprint.
Can you share another example where an effective policy implementation made a significant impact on the ESG goals?
Absolutely, I worked with ABN AMRO bank and we introduced a train-over-plane program. It was for commuters and business travelers, encouraging them to travel by train instead of using short-haul flights – for example between the Netherlands and the UK. Usually, they would fly, but everyone had to go by train once they introduced the program. At first, there was a bit of resistance from the employees, arguing it takes more time. In the end, however, instead of letting them deal with airport hassles, such as security checks, delays, and long boarding times. On the train, they enjoyed a more comfortable journey, since it’s a fast train. In the end, the employee experience was good and they cut their transport emissions by 66%. After this success, more companies followed their example.
This example is similar to the one of Google, they made an example and integrated corporate travel with mobility sustainability commitments, and then you reached a huge volume of people. It makes ESG goals more than just a statement, it becomes a real part of everyday business operations, because you cover both business travelers and the Global Mobility relocators.
How do you ensure that these policies are actionable and not just theoretical documents?
The key is to make policies practical and easy to follow. If a policy is not practical and more theoretical, then it is difficult to follow. If a policy is complex or vague, it will never become effective, employees need clear guidance on what’s expected. Make it easy to make the right decisions. It’s also important to support the employees along the way, as is also mentioned in the whitepaper, training is key. Tools and resources help them understand and apply the policies in real situations, this ensures that the policies are actionable.
What advice would you give to HR leaders to strengthen their policy framework for sustainability?
My biggest advice is to keep it simple and practical. Too often, sustainability policies sound great on paper but don’t translate into real action. To make them work, HR leaders should focus on a few key steps:
1 – Audit: Take a close look at your current policy and identify the gaps are. You start the audit by answering “Are employees struggling to make sustainable choices?”
2 – Make sustainable options. The sustainable option should be the easy choice. The simpler you make it, the more likely employees are to follow through. For example, as I previously mentioned, pre-approved green-housing packages, green guidelines and low-emission travel.
3 – Start early, and the sooner the better. Start discussing sustainability as soon as the relocation is approved, and don’t leave it as an after-thought.
4 – Select the right team. Partner with providers and RMCs that align with your sustainability goals and offer data to track progress. Ask them: What are your sustainability goals? How do you support my ESG objectives? Collaboration is key. Your mobility department and providers should function as one unified team, working collectively toward shared goals
5- Engage employees. Use training and show them the impact of their choices, and make them a part of the solution.
My key take-away is: Well-designed policies make sustainability simple and effective. They not only help companies meet ESG goals but also enhance reputation, attract top talent, and create lasting impact
Sources:
1. White Paper 2.0 – Global HR’s Green Opportunity: Using Global Mobility to Drive Environmental Change
Image credits:
1. Photo by Flipsnack on Unsplash
2. Photo of Dennis Michels
.svg)
