Category: industry insight

In essence, Governance is the framework that brings – and holds – together your Environmental and Social initiatives. Dive down our ESG rabbit hole where we pull together the E, the S, and the G in a comprehensive overview, if you haven’t already done so.

Though for now, Governance…

Why does ESG Reporting matter?

Simply put, it’s a compliance thing. The EU is continuing full steam ahead with its aim to become the first carbon neutral continent and if you operate in the EU, you’ll need to prove you’re doing your bit.

More importantly, both investors and corporate clients look for partners that share their values and sustainability goals. And with directors increasingly carrying legal and reputational responsibility, it’s important to know what’s what and to be able to report on it. In other words: good governance.

A quick reminder of the key Global and European sustainability targets “we” are looking to meet:

• The 2015 Paris Agreement: to keep global warming below 1.5°C (reduced from 2°C).
• The 2030 EU Climate Targets: to reduce emissions by 55% compared to 1990; to achieve at least 32% renewable energy by 2030; to reduce energy consumption by 32.5% compared to 2007.
• The European Green Deal: to make Europe the first climate-neutral continent by 2050; to achieve a fair and prosperous society; to decouple economic growth from natural resource use.
• The UN Sustainable Development Goals (SDGs): the UN has set 17 interlinked objectives on ending poverty, inequality, injustice, and climate change, to be achieved between 2015-2030.

Two EU-wide Directives, Two Standards, and One Omnibus

To help guide you through the maze of responsibilities, the powers that be have designed the Corporate Sustainability Reporting Directive (CSRD), the European Sustainability Reporting Standards (ESRS), the Voluntary Sustainability Reporting for SMEs (VSME), the Corporate Sustainability Due Diligence Directive (CSDDD), and – because it really is a lot – have then gone on to ‘simplify’ things by way of an Omnibus Simplification Package.

The Acronyms Explained, Briefly

CRSD – the Corporate Sustainability Reporting Directive

The one law that rules them all and in effect since 1 January 2024. It determines which companies must report on the impact of their activities on people and the environment, and comes with a number of key reporting requirements.

ESRS – European Sustainability Reporting Standards

Next up are the ESRS, the mandatory standards to meet. They define how you should report, and what you should be reporting on. ESRS is a standardized reporting system that ensures information is transparent, reliable, and comparable across companies.

VSME – Voluntary Sustainability Reporting for SMEs

Of course, not every organisation is large enough to warrant a full CSRD report. And so, there’s the VSME, or the voluntary, simplified reporting standard for small and medium-sized enterprises. Although based on ESRS, it’s not a legal requirement. Instead, it helps SMEs provide the kind of information that financial institutions and corporate clients might be looking for as SMEs are part of their supply chain.

CSDDD – Corporate Sustainability Due Diligence Directive

In turn, the CSDD rules aim to ensure that companies in scope identify and address adverse human rights and environmental impacts of their actions inside and outside Europe. Although SMEs needn’t report on this, you may face indirect pressure from corporate clients that are looking to identify how their value chain is performing.

Omnibus Simplification Package

Realising this is ‘a lot’, the EU has significantly reduced the CSRD scope. Focusing strictly on the largest companies with the biggest impact, the Omnibus simplifies and streamlines requirements and standards, for a more pragmatic transition towards a sustainable economy.

DO: Clearly state your strategic goals and operational focal points. You don’t need to cover every topic of the ESRS or of the EU’s Climate Targets or the UN’s 17 SDGs; you just need to clarify what issues you are committing to and then back this up with factual evidence.

This, essentially, is where the RFP side of things comes into play. Potential clients are looking for confirmation that your corporate values align with theirs and that you are a trustworthy supplier who will support them in their endeavours to become more sustainable.

Two Codes to Governance in Belgium

And of course, then there’s Belgium… The Corporate Governance Code 2020 is a code of conduct for Belgian listed companies. It emphasizes monitoring control system effectiveness, managing potential conflicts of interest, and preventing misuse of power. It also places strong emphasis on long-term thinking and on respecting the legitimate interests of all stakeholders, including shareholders, employees, and the environment.

Code Buysse was created in 2005 on the initiative of Count Paul Buysse, who strongly promoted the professionalization of Belgian companies and saw good governance as an essential part of that. It is non-binding, providing recommendations and best practices with a focus on long-term vision.

DON’T: Make vague claims, neglect to provide proof, or fib outright. If you use ‘eco-friendly transport’ explain what makes it so eco-friendly. Similarly, you might say that your moving boxes are 100% recyclable, but if the cardboard comes from non-sustainable forests, these are just pretty words.

Perhaps you promise ‘fair wages for all staff and partners’ but remunerate your subcontracted or temporary workers below industry standards. An ‘easy’ oversight, but an important one nevertheless, and one that will see you caught out eventually.

One of the biggest governance failures, however, is not being able to demonstrate compliance. From policies to decision making processes, please document your actions.

7 Practical Tips & Tricks for Strong ESG Governance

But which system is right for you? The good news is that, for ABRA members, strong ESG governance doesn’t require a large team or complex systems — it simply requires clear ownership, consistent practices, and good documentation. Even small companies can implement an effective and credible governance framework with a few practical steps:

1. Appoint an ESG Responsible Person
   This can be part-time and/or combined with an existing role (HR, operations, compliance). The goal is simple: someone must own the topic. This ensures ESG doesn’t disappear in daily business and gives clients a clear point of contact during audits.
2. Use Simple Dashboards to Track KPIs
   You don’t need specialised software. Basic tools like Excel can track supplier assessments, training completion, even basic environmental metrics (e.g. fuel use during moves). Keep in mind that you need clear Dashboards that help leadership monitor progress and show clients that governance is active, not theoretical.
3. Provide Regular Training & Awareness
   In relocation, risks often arise from human error — mishandling personal data, unclear processes, or inconsistent supplier checks. Short annual training sessions on topics such as ethics, anti-corruption, data protection, human rights, and sustainability greatly reduce operational and reputational risks.
4. Integrate ESG Into Risk Management
   Treat ESG risks the same way you treat financial or operational risks: identify → assess → mitigate → follow up. When you embed ESG into risk management, you ensure continuous monitoring rather than one-off compliance.
5. Provide a Short Annual ESG Summary (2–4 pages)
   A concise overview of your policies, key actions, KPIs, and improvements is a great first step. It demonstrates transparency, professionalism, and readiness for CSRD-driven supplier audits — without too much administrative burden.
6. Align Governance Practices with CSRD Expectations
   We cannot stress this enough: even if most ABRA members are not directly in scope of the CSRD, your clients are. This means they increasingly expect documented policies, evidence of oversight, supplier due diligence, and reliable ESG data.
7. Use Supplier ESG Questionnaires
   A brief supplier questionnaire helps assess risks, demonstrate oversight, and protect against supplier-caused issues. This is one of the clearest ways to reduce exposure to data breaches, unethical practices, and operational failures.

In Summary

Responsible governance is possible without heavy bureaucracy. It helps embed your ESG initiatives across your entire organisation and ensures your processes are trustworthy, consistent, auditable and legally compliant.  Finally, it positions you as a reliable, compliant partner within global value chains.

Our thanks go out to the team at Andersen in Belgium for helping us put this article together. Please do reach out to them if there is anything they can help you with: they’d love to hear what challenges you face today. What governance questions come up most with clients? Where would templates or guidance help the most?

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ESG: what is it and why do we need it?

Increasingly, corporate Requests for Proposals – RFPs – require potential suppliers to report on their sustainability efforts. Despite what certain governments might have you believe, sustainability remains a key consideration when it comes to awarding tenders.

Sustainability Explained

The dictionary tells us that something is sustainable when it can be maintained at a certain rate or level. And this doesn’t just mean environmental sustainability, it means sustainable economic growth and a healthy, cohesive society too.

After all, sustainability is a broad issue which only becomes clearer when you divide it into three components: better for me, better for the planet, and better for society. Which is where the three pillars of ESG come into play:

ESG: Three Pillars to Compliance

Environmental Sustainability

From reducing your greenhouse gas emissions to recycling your waste, even organising cleanups as a teambuilding event, there are many ways in which you can do your bit for the planet and help inject a sense of purpose into the job.

As a destination service provider, there are myriad ways in which you can show your commitment to be green. From replacing your inhouse fleet with electric or hybrid vehicles to educating your assignees on local practices, even helping them adopt new habits, there is much to be gained through small and simple integrations that you can shout about.

“The silver lining of the current chaos and uncertainty around sustainability legislation is that we have a pause in the madness, some breathing room to find solutions that are practical and sustainable from a business perspective. But don’t think that this is the end of sustainability compliance: the pendulum will swing back – so better prepare now to be ready and ahead of the competition!” – Magali Horbert, Communications & Sustainability Manager at FIDI Global Alliance.

Social Sustainability

You can attract the cream of the crop, but if your talent is unhappy, they will leave. It’s as simple as that. It all begins with the interview process, of course. But it’s what happens after that, that defines whether you are an attractive employer and a worthy corporate supplier.

Because clients expect a single point of contact who knows their files, understands their concerns, and excels at meeting their priorities. They also want to know they can trust you. DEI initiatives are just the beginning of policymaking. It’s your leadership that shapes experience and ensures you create an organisation that nurtures resilience, belonging, and long-term growth.

“Our environment shapes us. How we adapt. How we regulate. How we connect. We thrive when the world around us supports us rather than overwhelms us. Regenerative cultures don’t just include people, but restore, nourish, and strengthen them. Cultures where belonging is not a programme. Where well-being is not an initiative. Where design supports the nervous system — instead of fighting it.” – Georgia Kyriakopoulos, keynote speaker and author

Governance

To ensure your Environmental and Social efforts are effective, measurable, and credible, you need strong Governance. It is the backbone that ensures your processes are trustworthy, consistent, and legally compliant. Finally, you’ll need policies, decisions, and solid data that proves you are walking the walk.

By fully understanding what your ESG goals are and underpinning them with a solid strategy, you can avoid beginner’s mistakes such as greenwashing or window dressing your performance, which in turn can weaken client trust.

“Good governance is a business necessity, not an administrative exercise. It builds client trust, ensures compliance, safeguards reputation, and reduces operational and reputational risks. When embedded across the organization and value chain, strong governance becomes a competitive advantage — showing that your company is compliant, professional, and safe to work with.” – Marie-Anne Theodoroudis, Reyprocity

We Congratulate You

Congratulations on starting your ESG journey with ABRA! You’ve attended our meetings and are reading our industry updates, which set out how to create a company policy that will give you the edge when dealing with prospective clients.

Our meetings and updates serve as part of leadership and team training events. Now it’s up to you to put it all together and create an ESG policy that will carry you forward. Even more, we have legal teams amongst our membership who are happy to help you officialise your ESG endeavours.

Not an ABRA member yet but interested in finding out more? Reach out to us.

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Changing Regulatory Landscape

The range and scope of legal implications continue to grow in global mobility. Broadly, businesses need to comply with tax, immigration and employment regulations. But these aren’t static. With updates and amendments coming from within countries, and beyond from organisations like the EU.

Ensuring that they are up to date with current and future legislation is crucial for service users. Especially with immigration laws tightening and evolving, a proactive and agile approach is important here.

Data Driven Decisions

Increasingly, the most successful international employers are taking a data driven approach to global mobility. Making informed decisions based on real world analytics.

Traditionally, data has been used for cost containment, looking at insurance, relocation services and travel. But increasingly, it is being used to develop more robust policies, to ensure that benefits are competitive and to look after the wellbeing of assignees.

Global Instability

It’s clear that there is a large amount of instability and uncertainty on the global stage at this point. From conflict in multiple regions, to tariffs and inflation, all these factors seek to increase costs for employers recruiting abroad.

However, whilst these challenges do need addressing, they also present an opportunity to seek new opportunities in regions and markets which have previously been underutilised. By seeking collaborations in different countries, the cost increases and uncertainties can, to a great extent, be reduced or even mitigated entirely.

Bigger Pool, Evolving Market

As a new generation enters the marketplace, they, Generation Z, are proving to be keener on international relocation than their predecessors. In fact, Gen Z is 36% more likely to value opportunities to travel or relocate in their work.

This coincides with local governments making temporary work visas more accessible than ever before. However, there still remain some challenges in Belgium.

Whilst this is a good sign, there are some signs that potential employers are limiting their opportunities based on complicated compliance and regulations around relocating staff.

Better Support

It has long been understood that the likelihood of success of a placement is greatly increased by supporting the assignee in the long-term. We are now seeing businesses actively helping their new team members establish themselves in their new home.

Services which are now being offered include cultural training, mental health support, and more in-depth relocation services. These are also extending beyond the individual, with many companies offering support to the partners and family of their assignees.

Individual Solutions

Building on the concept of better support, the companies with the most successful placements take a flexible approach to relocation. The idea that one service or solution fits all people is out-dated and unhelpful.

Tailoring mobility services to the needs of the individual and their family will both reduce stress and lead to better outcomes. Whether it’s as important as meeting specific accessibility needs or just meeting a personal preference, a flexible approach is better for all involved.

Owning Sustainability

The need to be more actively sustainable is clear in all aspects of business. With increased legislation, attention and customer expectation on businesses, it’s no surprise that global mobility is also being reviewed.

Companies are increasingly aware of reducing their carbon footprint when it comes to relocating their staff. By seeking more sustainable and environmentally friendly solutions, they are upgrading their mobility strategy, with an eye on more ethical practices and engaging with the local community.

This can be as large as choosing more carbon-conscious routes for relocation, to as simple as training assignees on local recycling practices. It all contributes to a picture of greater focus on operating in a long-term sustainable fashion.

Levelling the Playing Field

The drive for better diversity, equity and inclusion organisation-wide has, in many areas, never been stronger. With some evidence showing that a more diverse team has beneficial outcomes for the bottom line, it’s understandable that top-tier companies are looking to take advantage of this.

By actively eliminating biases through DEI initiatives, relocation options are becoming available to a broader scope of employees. In doing so, these organisations are opening up roles and positions within their hierarchy to candidates with experience who have been previously excluded.

Underpinning many of these trends is a desire to ensure employee safety and wellbeing while travelling. Within the survey, 45% of respondents saw this as one of the greatest challenges to their global mobility programme.

If you’d like a deeper dive into the information, you can download a copy of the survey itself here. If you work for a Belgian team and are considering taking your first steps into global recruitment, contact ABRA and we’ll put you in contact with one of our members who can support you.

We’d also love to know your thoughts on these trends, whether you’re a service user or provider, on LinkedIn here.

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How relevant is Expat Insider?

Central to the value of any survey is the quantity of data and methodology used to collect it. With Expat Insider’s 12 edition, InterNations has done some impressive work. The survey features data from over 10,000 expats from 172 countries. Respondents were asked to rank countries by a set of 53 different criteria, with only countries which had over 50 respondents being ranked.

This has resulted in a list of 46 countries placed using a reasonable sample of data, sufficient that comparison has value. After all, comparing a country with 3 results and a country with 500 doesn’t really fairly reflect either.

If there is a cautionary point, that is that this type of survey has many questions which are highly subjective. Asking how safe someone feels isn’t an exact metric, nor is how happy they are. However, with so much of expat life being what our assignees lived experience, these subjective points may be the only ones which matter.

What was measured?

As mentioned, over 53 different areas were looked at. With respondents being asked to rank on things like career prospects, salary, housing, culture, safety, and healthcare. This is a really good look at how it is to move to a new country.

Crucially, the survey covered areas which are central to the global relocations experience. Including how easy life administration is, if it is easy to connect and build friendship groups, even what the experience of moving to the country is like. This data will give us some guide to how likely a relocation will be and how much support, and where, assignees may need when moving to a specific country.

How does Belgium fare?

In a list of 46 countries, Belgium came 24^th, so roughly middle of the list.  Interestingly ahead of Germany (46^th), France (40^th) and Ireland (37^th). However, still behind the rest of the Benelux bloc of Luxemburg (18^th) and the Netherlands (22^nd).

So where did it go right, and where did it go wrong?

Belgium performed most strongly on work culture and satisfaction (5^th), career prospects (7^th) and healthcare (10^th). With the range of international organisations and businesses in Belgium, it’s perhaps not a surprise that the work environment is so attractive for working coming in from abroad. With a full 26% of expats moving to the country having either applied for or already found a job as their top reason for moving here.

Digging a little deeper into work, 16% of expats end up working in the public sector, NGOs, or government, again, not really a surprise. Other significant sectors to benefit from expats in Belgium include IT (10%), and manufacturing and engineering (8%).

On the other side, Belgium performed poorly in some key areas. For environment and climate, we came 39^th, though more alarmingly is the 32^nd place for safety and security.

Finding friends, culture and welcome were also not as positive as we might hope, with 32^nd and 30^th respectively. It’s probably no surprise therefore that Belgium only came 36^th for general happiness.

What can we learn?

There is a lot of positive news in the Expat Insider report, with all but one of the biggest winners in the 2025 overall expat ranking found in Europe. Only China beats the trend. More importantly, Belgium continues to outperform some of our larger neighbours and remains a draw for top talent in many sectors.

However, there are some areas of concern. Many existing residents hold similar concerns regarding the environment and safety within Belgium, especially within the larger cities. If the country is going to continue to be a draw for the larger companies and the best talent for those companies, these points need urgent, concerted attention at a government level.

When it comes to the integration experience of finding friend, and establishing a life here, that is very much where the relocations industry comes in. Whilst there is a trend, especially with younger workers, to relocate themselves, the results show this isn’t being as successful as it could be. Now, more than ever, tapping into the knowledge and network of Belgian Relocations Agents is the best way of ensuring a successful placement.

Our members help assignees have a less stressful move, establish themselves in Belgium faster by connecting them with groups who can help. That’s really the only way we can move to improve on the 36^th place for general happiness.

Who were in the top ten?

If you’re interested in who makes up the top 10 in the survey, you might be surprised by which countries are there.

1. Panama
2. Colombia
3. Mexico
4. Thailand
5. Vietnam
6. China
7. UAE
8. Indonesia
9. Spain
10. Malaysia

To read more and get your own copy of the 2025 report, visit the InterNations website.

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1. Inconsistent Income

Unless you are among the lucky few, life as a freelancer means inconsistent income. Some days are busy, others are quiet. Which is fine, unless the balance shifts too far in either direction. It’s tempting to work 80-hour weeks when the work’s there, as you need to be able to bridge those lean periods. Similarly, it can be tempting to take on projects you’re less keen on during quiet periods or even be ‘flexible’ on price to keep income flowing. Although that’s a slippery slope.

Whilst the relocation industry has always been seasonal – lots of moves during the big school holidays – there’s no denying that the typical expat profile has changed. Longterm assignments, with the entire family joining the assignee abroad, are becoming increasingly rare. People are more self-sufficient, using booking platforms to find temporary accommodation in areas they’ve Googled and deemed right for them.

This means that the kind of services required are also changing. Compounded by restricted budgets, the housing shortage, and stricter immigration regulations, files are taking more time yet are less profitable.

Perhaps it is time to update your service delivery model? Managing client expectations by setting boundaries and defining scopes not only helps you as a business, but helps your field agents plan their work too.  

2. Extra-legal Benefits, or Lack Thereof

Whilst full and parttime staff members are able to claim benefits like travel allowances and a monthly office allowance from their employers, as freelancers we are expected to cover our own expenses. Caught a bout of the flu? There’s no such thing as sick pay. Best break out the Lemsip or lose the income. Same goes for holidays, pension plans, and more. It quickly adds up.

As a freelancer, your fees should cover not just the hours you spend working, but time off too. Then there’s the invoicing, the quarterly VAT declarations, marketing yourself via social media, attending networking events… All non-billables, but essential to creating a steady pipeline of incoming work.

Corporate budgets may be under pressure, but the trickle-down stops on the freelancer’s desk. Ask yourself, are the rates you pay your freelance contractors realistic? Truly? Could you make it work if that was your gross turnover?

Is there any way in which you can help share the burden of their day-to-day costs, additional to their hourly rate? Can they, for example, claim back the coffee and cake they treated the assignee to between viewing appointments? Perhaps that essential company training could be invoiceable? After all, hours spent with you are hours that cannot be spent with another (paying) client.

3. The Importance of Timely Payments

We cannot stress the importance of timely payments enough. Years ago, I stopped working for a well-known fashion group because of their – frankly outrageous – payment terms: 60 days after month’s end of invoice receipt. In other words, I’d send an invoice on the 1^st of June, it would get booked in on June 30^th, after which another 60 days passed before payment was approved.

This meant it was the end of August or even the beginning of September before I saw money for services rendered back in May. Moreover, this brought me into the next financial quarter, which meant I had to front the VAT in Q2. As you can imagine, it was not a nice situation to be in, and I exited stage left (as did others). Suffice to say, they folded in 2022. Keeping your cashflow afloat by pushing problems down the supply chain is no way of doing business. But I digress.

Thankfully, our freelancers report they are generally paid correctly and on time. But with some immigration files taking months to complete due to government delays, is there any way in which you might improve payment terms?

Perhaps certain dossiers can be split in two or three payments, with a 30% part-payment upon initiation, a further 30% midway through the process, with the final 40% paid upon completion. Regular payments are a great motivator and show you are sensitive to your freelancers’ concerns.

4. Part of the Team

Working for yourself can be lonely. Even if you are spending half your day on the road ferrying expats around or having endless Zoom meetings. There are no spontaneous Friday afterwork drinks because ‘the sun’s out’ and you’re more likely to find yourself talking to the cat than having those all-important watercooler chats that HR experts and the C-suite rave about.

So yes, it does sting a little when LinkedIn tells you the ‘entire’ team had an amazing time during the company’s latest teambuilding outing. An outing you weren’t included in as – despite how essential you keep getting told you are – you work for other agencies too, making you an outsider after all.

Easy to implement actions such as introducing a buddy-system – matching similar inhouse and external profiles – make onboarding new consultants easier and go a long way towards freelancers not feeling quite so alone. Similarly, creating a shared Teams or Slack channel, where agents and coordinators alike can share questions, concerns, and advice in an informal setting helps people bond and feel like part of the wider team.

5. The Buffer Zone

I simply stopped working for aforementioned client. I had enough other projects going on, thankfully. But it’s not easy standing up to the people who pay our bills. As freelancers we’re well-aware we wouldn’t be able to pull in the kind of big-name clients that a larger organisation can. And even if we did strike it lucky, we likely wouldn’t have enough clout to negotiate solid contracts and decent payment terms, let alone be able to deal with conflict. We’re wholly dependent on the goodwill of the companies we work for.

As little fish in the big pond, we feel safe swimming with you. We rely on you to give us quality briefings instead of wishy-washy instructions so we can help you shine. And we especially appreciate it when you have our back when it comes to issues such as managing assignee expectations. An open company culture, where constructive feedback is both given and welcomed, makes us feel supported when we need it most.

Much as relocation agencies are the buffer between the field agent and the big corporate client, there is no buffer between the freelancer and the relocation agency hiring them. This is where ABRA hopes to play a more active role as the professional industry body.

As we prepare for our first dedicated freelance event, we look forward to finding out more about our freelance members’ most pressing concerns and how we, as an association, can help contribute towards better industry standards for all.

Interested in joining the relocation industry? Or already active, but not yet an ABRA member? Find out more about why you should join our network.

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This summer, we decided to delve into the good, the bad, and the can-be-improved-upons by way of an informal survey. Almost half of our freelance members responded, offering an excellent snapshot into life as a freelance field agent.

The aim: to see where we as an association, and our members as employers, can help create a better experience not just for the freelancer, but for the expat client too.

Life as a Freelance Field Consultant

The lion’s share of you have been freelancing for at least 8 years, with eight out of ten doing so on a full-time basis. Most of you (57.1%) have between 2 and 5 relocation agencies as regular clients, with 35.7% working for just one or two client companies. Only one of you works for more than five client companies at present.

You enjoy the freedom and flexibility of freelance life (73.3%) and discovering different company cultures (26.7%). However, 13.3% would have liked to work for a particular relocation company but were unable to find a FT/PT position. You also report that field work tends to be on a freelance basis anyway. Overall, you enjoy working as a freelancer (71.4%) though you admit there’s room for improvement (28.6%).

How Business is Going

How many assignments you handle per year varies greatly as files range from smaller tasks such as basic move-in-move-out support to the full range of relocation services. With respondents declaring everything from 15 to 100 assignments per year, business is vastly different for each consultant.

The one thing you all agree on is that business is not booming. Where 23.1% of you report the workload is more or less the same as in previous years, the rest of you are concerned about the lack of business. From less transferees requesting relocation services to less extensive support packages for expats, there is less money to be made overall. Compounded by the housing shortage, assignments are taking more of your time whilst fees do not adequately reflect the cost of providing your services.

A Solid Growth Industry

Does this mean all is lost and it’s time to start exploring other fields of business if you want to make a solid living? Not at all: recent industry research indicates that the global corporate relocation service market is valued at some US $20.22 bn in 2025 and expected to reach US $32.47 bn over the next seven years. Note that the marketing agency did not survey all industry players, which means the actual economic value of the relocation service industry is many times higher.

Europe is the second largest market for corporate relocations, accounting for over 25.2% of global market share in 2025. Belgium may well have dropped four places in IMD’s annual World Talent Ranking, we still hold a very respectable 16^th position globally. This means relocation services will continue to be needed, even if our government does need to start making more of an effort if we want to remain competitive in the global war for talent.

Part of the Team

Although you, as field agents, are the face of the relocation company, less than half of you (40%) feel sufficiently valued by your client companies. There is much room for improvement especially when it comes to inclusion, with just over one in four (26.7%) of you feeling like a real part of the team. The rest of you feel like an outsider, some, or all of the time.

As freelancers, you often work for relocators without being introduced to the rest of the team or even knowing who does what in the office. A staggering 80% of you don’t receive regular training from your client companies. And when you do, it often focuses on things like new IT-tools, rather than practical information such as navigating town hall registration processes.

Company Training

Although 66.7% of you do receive (some) training via your client companies, you all agree that more training is welcome. Everything from immigration updates to the latest in rental law, best practices, and other practical advice is gratefully received. However, as training and travel time are not reimbursed, you have a strong preference for online trainings.

Additionally, you are interested in finding out how you can improve your own business as a freelancer. How to get started in relocation, how to gain more clients, insights into conflict resolution, and so on. When it comes to training, you see a proactive role for ABRA as well as for relocation companies.

What’s Going Right

Although it depends on the company, you all value the quality of the briefings you receive, their transparent communication style, and any client feedback they share with you. Similarly, the trainings you do receive are much appreciated. Above all, you are grateful when they have your back in case of problematic files or difficult clients.

With some files taking months to complete due to processing delays, and with invoices only being paid the next calendar month, timely payments are a key concern. A certain level of flexibility by the relocation company would be much appreciated, especially considering it’s difficult to charge late payment fees. Thankfully, most of you report that invoices are paid correctly and on time.

What Could Be Better

The biggest bugbears for freelancers are time and money. From time consuming meetings to unscheduled lunches with assignees, field agency comes with a financial burden that cannot always be passed on to the relocation agency you are working for.

Suggestions range from asking end clients to increase their budget to introducing packages that bundle services together at a reasonable price. You’d also appreciate being given a certain level of autonomy, especially the more experienced of you. Overall, you don’t always feel sufficiently appreciated or remunerated. Though again, it depends on the company.

ABRA’s First Freelancer Event

This has been an exceptionally interesting exercise for ABRA: although many of our member meetings address topics that (we feel) should interest all our members, we recognise that attending our events doesn’t always align with freelancers’ concerns about unpaid travel time to locations around the country.

That said, all respondents expressed an interest in getting to know other freelancers and having the opportunity to discuss common concerns. And so, we’re looking forward to organising our very first dedicated freelancer event towards the end of the year.

We’re currently exploring venues and finetuning format, but are aiming for October/November 2025, so if you’re an ABRA Freelance Member, be sure to keep an eye on your inbox!

Not an ABRA member yet? Discover the benefits of membership….

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ExpatRide provide car services for Expats across the world. From lease to chauffeur driven vehicles, they’ve been supporting Expats for over 15 years. We’ll link to the full report at the end of the article, but here are some of our key takeaways:

New Talent, New Priorities

The drive to a sustainable future isn’t just about a moral responsibility, but a pragmatic one too. As the next generation of talent from Millennials and Gen Z enter the market, sustainability will become more important. In fact, over 37% of people aged 25–34 are willing to relocate to work, making them a great source for new talent for business.

However, with 40% of Millennials and Gen Z having claimed to change jobs over climate concerns, attracting the best talent may hinge on a company’s sustainability credentials.

Support Expat Choice

By adding in more sustainable options during the planning phase of a move, relocation teams can empower the employee to take control of their global impact.

This comes in at many points, but during cross-cultural training local options and expectations can be presented to the Expat to raise their awareness. With things like waste handling and recycling varying differently around the globe, a little knowledge of the options here can make a big difference.

Furthermore, providing more sustainable options for properties is also a good choice. Giving the employee information on property energy ratings and emissions is crucial to them making an informed choice.

Finally, integrating locally relevant and low-emission transport options should be central to policy. Whether that be electric vehicles, hybrids or similar, including these within the standard suite of options should be standard practice.

Though, again, this should be done whilst providing information on the implications of those choices. An electric car may be a low carbon choice, but they only work if the local area has suitable infrastructure to support recharging, for example.

Information is Key

Ensuring that Expats understand their options and the results of those options is crucial.

When we consider transport, for example, many people do not fully understand the difference between an electric, hybrid, plug-in hybrid or fuel call electric vehicle. Without a solid understanding of what each is, the risk is that an employee will make a decision which, whilst it is better for the environment, is not suitable for their needs or their new home.

Employers should therefore be mindful to provide clear guidance on which options are suitable for the city and job that the Expat will be working in.

Does it make that much difference?

At the end of the day, will making these choices really result in measurable benefits to sustainability goals? The straight answer is yes. If, again using transport as a focus, an assignee opts for a fully electric car over a standard vehicle, then the reduction in CO₂ emissions this will result in can offset the emissions from their relocation.

This is discussed in more depth and detail in the white paper, so we won’t spoil it here. But we found it surprising how quickly driving an EV can offset the emissions from even moving a 40-foot container from the US to the UK.

If you’d like to read the full white paper, you can download your own copy from the ExpatRide site.

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2023 was tough

It won’t be news to anyone, but 2023 was a tough year. Whilst 2022 saw a bounce back in the post-COVID world, last year saw soaring energy costs, global political instability and continued high costs impact global mobility.

Disappointingly, the removal industry is seeing some customers impose extended payment terms on their payment. 60- and 90-day payments are becoming more common, with some customers even taking longer. When margins are being squeezed (only 20% of companies achieve 10% margin on sales), this restriction of cashflow makes things even worse.

All of these elements have led to consolidation in the industry, with many mergers and acquisitions taking place around the world. This type of rationalisation is good for the companies thanks to reduced overhead and competition but does lead to redundancies within businesses.

Customers are also choosing to move less volume when they relocate. Instead of moving the whole household, they are moving only their essentials. This greatly reduces the volumes which need to be moved and degrades profitability in the process.

So, what can be done?

Shift focus

With many removal businesses focusing on the business-to-business (b2b) market, it might be time to look beyond the traditional routes to market.

The shift to business-to-consumer (b2c) has already begun for many, but the expectation is that this move will continue to grow and accelerate. Whilst a b2c project may be smaller than a b2b one, there are some distinct advantages. First and foremost, the improvement to cashflow. Consumers expect to pay upfront, no need to offer extended credit terms.

The profile of the general consumer is somewhat different to the expats the industry is familiar with, with digital nomads and commuters making up a large percentage of this b2c market. This brings a different set of needs and expectations, which will result in the removal business needing less office staff to manage these customers.

FIDI are also seeing removal companies diversify into records management, storage, logistics, fine art removals or luxury goods handling.

The future belongs to the business which is prepared to change approach as the marketplace evolves.

Sustainability becomes more pressing

2024 is the year when the European Union’s Corporate Sustainability Reporting Directive (CSRD), comes into force. Impacting some 50,000 of the largest businesses, this legislation requires these businesses to create an annual report where they detail what they see as the risks and opportunities arising from social and environmental issues, and on the impact of their activities on people and the environment.

These reports may then be used by investors, civil society organisations, consumers and stakeholders to have unprecedented understanding of the impact of a business. This has clear implications for investment and sales prospects for the businesses involved.

Crucially, the CSRD is expected to be expanded to encompass more businesses over the next few years. This makes it more important than ever that businesses undertake a detailed review of their environmental, social and governance (ESG) policies and performance. Undertaking these reviews and implementing meaningful change has never been more time critical.

When an ESG framework has been established, it must then be communicated both internally and to customers. Achieving understanding and compliance is central to the success of this type of initiative. So, getting a buy in from all stakeholders must be a priority from the very start.

Though it is worth noting that the removal industry is actually quite advanced in sustainability best practices and performances by comparison to many others.

Digital solutions ahead?

Whilst it’s good news on the sustainability front, an area where removals don’t fare so well is in digitisation. Even though a plethora of tools and services exist which could greatly improve the efficiency of the industry, uptake has been relatively slow.

Adopting new technology not only lets a business do more with less, but it also impacts sustainability and profitability. For example, tools which optimise the use of resources, such as trucks or containers; monitoring traffic patterns, cutting wastage and empty miles.

This also ties in with the expectations of the consumer market, with many expecting to be able to get a price, place an order and book a service directly online. Removal businesses need to ensure that they have the digital backbone to facilitate this type of service to make the most of the opportunities that sector offers.

It is also this digitisation which will allow businesses to take on smaller, individual consignments and remain profitable. Handing off these smaller ticket sales to a set of digital tools will retain service levels without compromising profitability.

The road ahead is uncertain

What does all this add up to? An industry in flux. Business models change, legislation develops, and technology grows against a backdrop of global instability and uncertainty. Expectations are that this fast moving, impactful change will continue and grow in the years to come.

So, what can removal businesses do?

According to FIDI, the answer is to evolve and become stronger. To utilise new technology, find novel approaches and to grow with the changes. As ever, it is the focussed, hard-working businesses which will survive.

Jesse van Sas, FIDI’s Secretary General, noted, “The challenges faced by the international moving sector mirror those of the broader relocation industry: volatile markets, disruption of the RMC model, and an increase in lump sum assignments. In this landscape, it’s essential for companies to think creatively and seize new opportunities. Enhanced cross-sector collaboration is more vital than ever, highlighting the significant role of industry associations like FIDI globally and ABRA locally.”

The FIDI State of the Industry Report 2024 is certainly sobering reading. But it’s important that we have these honest conversations and look at how, as an industry, we address the issues that they raise.

If you’d like to read the details of the FIDI report (this is just a summary), then you can download your own copy here.

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