5 Corporate Relocation Trends to Keep an Eye On | Q4 2023

Employee Relocation Abstract globe focusing on North America illustration Ai generat

Here are 5 corporate relocation trends WHR Global is keeping an eye on for Q4 and beyond!

Global Housing Costs

Verdict: ↑ Varied ↓

Whether purchasing or renting around the world, global housing costs are expensive, but the past 12 months have been inconsistent. Within the corporate relocation industry, it’s important to keep an ear to the ground in key hubs of economic activity so organizations know when to adjust housing allowances, begin to offer mortgage support for homeowners, or improve the level of support. Below are examples of just a few key economic zones WHR is monitoring closely:


  • Germany: Year-over-year (YOY) property price decrease of -4%.
  • Japan: YOY property price increase of 5%.
  • Netherlands: YOY property price decrease of -9%.
  • Singapore: YOY property price increase of 7%.
  • Switzerland: YOY property price increase of 4%.
  • United Arab Emirates: YOY property price increase of 18%.

  • United States:
    • Homebuyers: average 30-year fixed mortgage rate increase from 6.02% (15-Sep-2022) to 7.18% (15-Sep-2023).
    • Boston, MA: median monthly rent increase of 3% YOY from $3,200 USD/month to $3,300 USD/month.
    • Los Angeles, CA: median monthly rent decrease of -8% YOY from $3,195 USD/month to $2,950 USD/month.
    • Houston, TX: median monthly rent remained stagnant with a 0% YOY difference from $1,794 USD/month to $1,795 USD/month.
    • New York, NY: median monthly rent increase of 5% YOY from $3,480 USD/month to $3,664 USD/month.
    • Miami, FL: median monthly rent decrease of -12% YOY from $3,800 USD/month to $3,350 USD/month.

Corporate Relocation in the Netherlands

Verdict: ↑ Trending Up ↑

Thanks to the European Union’s Right to Work and expat-friendly legislation such as the 30% facility, corporate relocation is positioned to trend upwards. For those unfamiliar, the Netherlands 30% facility allows employers to choose to pay their employees 30% of their annual salary tax-free (provided they meet certain baseline conditions). Expats also enjoy geopolitical stability, a consistently high quality of life, and expat-friendly banks such as ABN AMRO.

Netherlands Migration Statistics (2013-2022)

This chart shows immigration, emigration, and net immigration for the Netherlands from 2013-2022.

ESG Considerations in Corporate Relocation RFPs

Verdict: ↑ Trending Up ↑

Environmental Social Governance (ESG) is becoming commonplace in most corporate relocation RFPs. As organizations focus on sustainability and ethical practices, these factors play a pivotal role in their vendor selection. ESG compliance aligns with a company’s values, reflecting positively on its brand image.

Choosing corporate relocation services providers committed to these principles demonstrates a commitment to social and environmental responsibility, appealing to both employees and stakeholders. Organizations should seek out corporate relocation serivces providers who value committed action plans such as EcoVadis certifications and Science-Based Targets.

EcoVadis helps organizations manage ESG risk and compliance, meet corporate sustainability goals, and drive impact at scale by guiding the sustainability performance improvement of corporations and their supply chains.

Science-Based Targets help organizations lead the way to a zero-carbon economy, boost innovation and drive sustainable growth by setting ambitious, science-based emissions reduction targets. 

Air Shipments in Corporate Relocation

Verdict: ↓ Slightly Trending Down ↓

As detailed in our article, “ESG in Global Mobility: Turning the Tide on Air Shipments,” there are significant ESG advantages to reducing or eliminating air shipments. Air shipments have long been the go-to choice for international relocations and corporate moves due to their speed and efficiency. However, the environmental impact of air cargo emissions cannot be overlooked. As a greener alternative, sea container shipments present a compelling case for global mobility programs to transition towards more eco-friendly transportation modes.

To compare typical CO2 emissions between modes of transport (measured in grams of CO2 per metric ton of goods shipped per mile): flights emit 500 grams of CO2/metric ton of cargo per kilometer of transportation. However, ships emit only between 10 to 40 grams of CO2 per kilometer.

Communicate the difference in CO2 emissions between air, road, and sea shipments. Your employees may self-select a more eco-friendly option (if feasible), sending fewer items in their air shipments or not utilizing them at all. Or, instead of an LDN air shipment container which has a weight capacity of 750 lbs, consider reducing this entitlement to a D air shipment container which has a weight capacity of approximately 500 lbs.

Implement programs such as Discard & Donate to reduce shipment sizes, thereby reducing organizational costs and CO2 emissions. Consider offering a cash allowance in lieu of the air shipment, or eliminate the air shipment option altogether.

Global Mobility ESG

Inclusive Language in Employee Relocation Policies

Verdict: ↑ Trending Up ↑

As discussed during various regional relocation council meetings, including WiERC & CRC Chicago, corporations can have a large positive or negative impact on their employees by how their policy language is written. Writing a definition for family size, as an example, can have large downstream impacts if a family member feels excluded.

Here are some of the considerations employers should take into account when defining family size in their relocation policies:

  • Is your definition for family size consistent across all HR policies?
  • Is your relocation policy inclusive of same-sex relationships?
  • Should dependent children be limited to 18-years-old and younger? Or should dependent children include those up to 21-years-old if they’re still attending school?
  • Should your relocation policy include or exclude elderly dependents? If elderly dependents are included, this could have immigration complications.
Family moving home


In summary, the corporate relocation landscape is undergoing significant shifts, and WHR Global is diligently monitoring these trends for Q4 and beyond. The global housing market presents a complex and varied picture, emphasizing the need for organizations to remain adaptable and responsive in adjusting housing allowances and support mechanisms. The Netherlands emerges as a promising destination for corporate relocation, thanks to favorable legislation and expat-friendly policies. Additionally, the rise of Environmental Social Governance (ESG) considerations in relocation requests for proposals (RFPs) underscores the growing importance of sustainability and ethical practices. Finally, the focus on inclusive language in employee relocation policies highlights the impact that thoughtful policy design can have on employees’ well-being and satisfaction. As the corporate relocation landscape evolves, staying informed and embracing these trends will be crucial for organizations seeking to navigate this dynamic environment successfully.

What is COLA (Cost of Living Adjustment)?

Cost of Living Adjustment is a crucial aspect considered by corporations when relocating employees or hiring talent from different geographical regions.  What is COLA? COLAs are payments designed to compensate employees for the higher cost of living they encounter in their new destination.

Understanding Cost of Living Adjustment (COLA)

Cost of Living Allowances or Adjustments, commonly known as COLA, serve a common purpose: to bridge the gap between the cost of living in a low or moderate region and that in a higher-cost location. The employer provides compensation to the employee based on factors like housing, goods and services, and taxes, enabling them to maintain the same standard of living in their new area.

Calculating Cost of Living Adjustment

The foundation of providing a fair cost of living adjustment lies in an accurate calculation. Several providers offer services to calculate costs of housing, goods, services, and other factors to determine the standard. The origination city’s cost index is then compared to that of the new city to identify the cost difference. Many employers have a limited number of potential locations for employee relocations, making it easier to assess cost indexes. Employers may also compare entire regions instead of individual cities for ease of calculation. WHR can help our clients understand the COLA formula and make the best decision.

Factors in Determining COLA

Employers must decide under what conditions they will offer a cost of living adjustment. The percentage of change in the cost of living between the locations is a critical factor in determining COLA. Some employers may require a cost-of-living change greater than 3%, 5%, or 10% to provide the COLA. Those aiming to offer more generous benefits may set a lower threshold for cost-of-living changes to benefit a larger number of employees. Every employer will determine their COLA benefits differently.

Duration and Payment of COLA

Once it is determined that a COLA should be provided, the next consideration is the duration and payment method. Traditionally, U.S. domestic COLAs are calculated once and paid either as a lump sum allowance or distributed over a specified period. Companies may choose to maintain the adjustment for an extended period to allow employees more time to adapt to their new location.

On the other hand, international COLAs are recommended to be recalculated more frequently due to fluctuating currency rates, inflation, and other uncontrollable factors. For international assignments with pre-determined end dates, companies often offer the cost of living adustment for the entire duration. However, if the assignment is open-ended, the company may transition the employee to the local standard of living (localizing) and discontinue the COLA after a set period.

Importance of Benchmarking

Relocation benefits can vary significantly across industries. Therefore, benchmarking your organization’s COLA policy against peers is crucial. Some industries may offer more frequent and generous COLAs, while others may not consider it at all. Understanding these variations can help you determine if a COLA adjustment or increase is needed or not. Ultimately it can help you tailor your policy to meet your organization’s needs.


Cost of Living Adjustment is a vital tool/formula used by corporations to ensure their employees can maintain the same standard of living when relocating to higher-cost locations. Companies can design worker compensation and relocation packages that attract and retain top talent, by understanding the factors involved in calculating COLA and benchmarking against industry peers.

Improve your COLA benefits with our Allowances & Per Diems Benchmark.

ESG in Global Mobility: Turning the Tide on Air Shipments.

In an era where environmental, social, and corporate governance (ESG) is gaining significant traction, it is crucial for global mobility programs to evaluate and modify their transportation methods accordingly. Air shipments have long been the go-to choice for international relocations and corporate moves due to their speed and efficiency. However, the environmental impact of air cargo emissions cannot be overlooked. As a greener alternative, sea container shipments present a compelling case for global mobility programs to transition towards more eco-friendly transportation modes. In this article, we explore the advantages of sea container shipments and emphasize the need for a shift away from air shipments.

How Air Shipments Impact ESG in Global Mobility:

Air cargo plays a vital role in global trade and mobility due to its rapid delivery times and efficient logistics. However, the environmental repercussions are substantial. Aircraft emit greenhouse gases, including carbon dioxide, nitrous oxide, and particulate matter, contributing significantly to global warming and air pollution. The carbon footprint of air shipments is disproportionately high compared to other transportation modes, making it imperative for businesses and global mobility programs to seek sustainable alternatives.

The image below is a comparison of typical CO2 emissions between modes of transport (measured in grams of CO2 per metric ton of goods shipped per mile). Other sources estimate that flights emit 500 grams of CO2/metric ton of cargo per kilometer of transportation. However, ships emit only between 10 to 40 grams of CO2 per kilometer.

The Advantages of Sea Container Shipments:

Reduced carbon footprint:

Sea container shipments emit significantly lower carbon dioxide per ton-mile compared to air shipments. Large cargo vessels have higher fuel efficiency and capacity, allowing them to transport goods in bulk, thus reducing per-unit emissions. This makes sea container shipments a more environmentally friendly option, particularly for long-distance relocations.

When paired with environmentally-friendly services such as Discard & Donate, global mobility programs take their ESG commitments to the next level. Not only does Discard & Donate reduce the cost of each household goods shipment for employers, it reduces the overall carbon footprint of air, sea, and ground shipments by eliminating the transportation of unneeded items and reducing the amount of packaging materials.


Sea freight is generally more cost-effective than air transportation, especially for bulky or heavy shipments. By embracing sea container shipments, global mobility programs can potentially reduce shipping expenses, allowing for more flexible budget allocations or investments in sustainable practices.

Improved packaging and consolidation:

Sea container shipments necessitate careful packaging and consolidation due to the longer transit times involved. This requirement often results in more efficient use of space, reducing the overall volume of shipments. Effective consolidation reduces the number of containers needed and maximizes the use of vessel capacity, contributing to a more sustainable supply chain.

ESG-friendly modes for last-mile delivery:

While sea container shipments are not as fast as air shipments, various sustainable last-mile delivery options, such as rail or road transport, can be utilized to bridge the gap. This multimodal approach ensures that sustainability is maintained throughout the entire logistics process, from port to final destination.

Promoting circular economy practices:

The longer transit times of sea container shipments provide an opportunity for companies and individuals to adopt circular economy principles. By embracing sustainable packaging, reusing materials, and optimizing supply chains, global mobility programs can contribute to reducing waste and promoting responsible consumption practices.


As the world continues to grapple with environmental challenges, it is crucial for global mobility programs to proactively shift away from air shipments and embrace ESG-friendly transportation alternatives. Sea container shipments provide numerous advantages in terms of reduced carbon emissions, cost-effectiveness, improved packaging practices, and opportunities for circular economy practices. Global mobility programs should consider the following steps to reduce their carbon footprint:

  1. Communicate the difference in CO2 emissions between air, road, and sea shipments. Your employees may self-select a more eco-friendly option (if feasible), sending fewer items in their air shipments or not utilizing them at all.
  2. Reduce the size of the air shipments offered. Instead of an LDN air shipment container which has a weight capacity of 750 lbs, consider reducing this entitlement to a D air shipment container which has a weight capacity of approximately 500 lbs.
  3. Implement programs such as Discard & Donate to reduce shipment sizes, thereby reducing organizational costs and CO2 emissions.
  4. Offer a cash allowance in lieu of the air shipment, or eliminate the air shipment option altogether.

By transitioning to sea container shipments, global mobility programs can play an active role in minimizing their environmental impact and contributing to a greener future. Embracing sustainable shipment modes is not only an ethical responsibility but also a business imperative that aligns with the growing global focus on environmental sustainability.

6 Ways to Align Global Mobility & Talent Acquisition

Has your organization strategically aligned your global mobility and talent acquisition stakeholders? Or do your teams feel siloed with different priorities and understandings? Read below to discover 6 ways to align global mobility and talent acquisition teams, including insights from Reda Belabed, GMS, a global mobility and immigration leader previously with Honeywell and General Electric, as well as WHR Global’s President, Chris Lagerman. 

If you feel like your global mobility and talent acquisition teams aren’t working towards the same objectives, you’re not alone! Fortunately, there are several common sense steps you can take to improve your talent mobility and ensure these stakeholders are working as a cohesive team.

When global mobility and talent acquisition teams are aligned, your highly-specialized employees are hired quickly and compliantly.

1. Distribute “How To” Relocation Guides to your Global Mobility and Talent Acquisition Teams for Core Locations

Distribute “How To” guides to your talent acquisition and global mobility teams. These should be mission-critical things they must know for your company’s core locations, including immigration, tax, and recommended relocation support. For example:

      • Your company regularly hires executives to work in your Netherlands Global Center of Excellence. Are your teams applying for the Netherlands’ 30% ruling? Is your talent acquisition team responsible for ensuring each applicant meets the 30% ruling’s requirements before presenting the job offer? For example, your talent acquisition representative must ensure the candidate has a specific expertise, is recruited greater than 150 km from the Netherlands border, and more.
      • Due to the highly-specialized nature of your business, you are recruiting internal and external candidates for a position in the U.S. Is your talent acquisition team familiar with U.S. visa types, such as the L-1 visa for intracompany transfers, or the H-1B visa for specialty occupations? Your talent acquisition teams should know the basic requirements for each visa type before attempting to source foreign talent.
      • Your RMC should proactively provide guidance on the level of relocation support needed by country for your core locations. For example, this 2023 Destination Services Benchmark Report indicates the minimum, average, and recommended level of destination support by country, family size, and employee level. The report also indicates if leases should be personal or corporate, how long it takes to receive a security deposit return, and which components are most challenging.
WHR Global Ask an Expert Destination Services Benchmarking Switzerland

2. Review Talent Acquisition Metrics such as Time-To-Fill

Unfortunately, TA (talent acquisition) is not only measured based on the volume/quality of positions filled but mostly on the Time-To-Fill (TTF) which often widens critical gaps between the organizational needs, candidates’ experience and the tough reality of compliance.

I’ve implemented a cross-functional pre-assessment process for what I called “Immigration Hire-ability”, where permissible by law. Where it has been applied, I’m quite comfortable with the level of partnership it managed to increase between the two functions (and ultimately mitigate the risks of “bad hires”). In other places, Data Privacy regulations along with Fair-Employment Practices appeared to be hurdles to the implementation. There’s not a lot of flexibility when it comes to Labor and Employment, through Works Councils and the likes and it’s really been a challenge.

One of the plasters we have been focused on in these instances is increased (and repeated) training and education sessions with the recruiters to get them up-to-speed with “what they need to look out for/how to identify red flags” and review the overall communication strategy (up to offer accept), to enable all stakeholders to have a better understanding of the potential risks inherent to the hiring of Candidates on an immigration status and/or sponsorship requirements and responsibilities (incl. cost, timelines, immigration lifecycles, as well as talent management strategies).

I guess we’re all progressing but there’s still a long way before we can say we’re comfortable with the level of collaboration and partnership, with a 100% Candidate satisfaction, an improved TTF metric and a satisfactory pre-hire Immigration Compliance assessment.

Reda Belabed, GMS

Global Mobility & Immigration Leader, Previously at Honeywell & General Electric

3. Implement Pre-Acceptance Checkpoints to Increase Success Rates

As alluded to above, mobility programs can greatly increase the acceptance and success rates of assignments by implementing various pre-acceptance checkpoints.

      • Retain the services of a reputable tax firm. In additional to country briefings for assignees, they can provide invaluable guidance to talent acquisition teams. At a minimum, ensure your talent acquisition teams are familiar with the concepts of tax assistance and equalization, and totalization agreements. to provide pre-acceptance tax briefings to all foreign applicants.
      • For country-specific tax briefings, applicants should be aware of their options before accepting the position as any misunderstandings can greatly increase the risk of a failed relocation or assignment. Assignees (especially those within executive or director-level positions) may have complicated investment portfolios of stocks, stock options, bonds, real estate holdings, precious metals such as gold, and more. The employee’s options will vary greatly depending on the locations, citizenship(s), and relocation type (permanent transfer, long-term assignment, short-term assignment, commuter, business traveler). 
      • As mentioned above in step 2, try to build your own cross-functional pre-assessment process (a.k.a. immigration hire-ability guide) where permissible by law. However, you should be cognizant of challenging jurisdictions such as the United States and European Union, as further detailed by Reda Belabed:

    Countries like the US where questions can be limited to “will you or in the future require sponsorship” and other EU countries where requesting personal information/data can be considered as PII and a hinderance to fair employment practices/discrimination at hiring. Geographies like the Middle East (GCC, in particular) are more open to these assessments.

    Authorities having a long history of foreign and diverse workforce tend to allow/promote the recourse to hireability checks based on sponsorship requirements but also advocating for more transparency in terms of “quotas”. Not that nationality quotas are something to condone, but the transparency around it helps the pre-determination of feasibility – instead of engaging with candidates through the offer stages only to discover it may not be possible. From an organizational standpoint, the process is quite transparent and streamlined.

    Reda Belabed, GMS

    Global Mobility & Immigration Leader, Previously at Honeywell & General Electric

    4. Predecision Calls through your Relocation Management Company (RMC)

    Your global mobility team and RMC may also choose to implement predecision calls. In relocation management, predecision calls ensure that the candidate understands the relocation package they’ll be receiving. However, it’s also an opportunity for your RMC to promote your company, your benefits package, and alleviate any concerns the employee or family may have.

    Predecision calls also prevent discrepancies or misunderstandings once the employee accepts the offer and begins the relocation process. For example, after the predecision call the employee knows exactly which package they will receive, how much each relocation allowance will be, and more. Oftentimes there is a disconnect between the relocation package quoted by an talent acquisition or HR business partner compared to the relocation package actually implemented by the RMC. This may boil down to human error or someone operating on an old/outdated policy. These discrepancies can be minimized when the RMC is both explaining the relocation package predecision and implementing the relocation package post acceptance. 

    Align Global Mobility & Talent Acquisition

    5. Optimize Your HRIS for Maximum Talent Mobility

    Your organization can maximize its talent mobility by creating custom fields, objects, and reporting in your HRIS (human resources information system). For example, in ADP your organization can build and manage a talent pool of applicants who are willing to relocate for open positions. However, your organization shouldn’t overlook existing employees who are willing to relocate for an intracompany transfer. Existing employees should already understand your products, services, and expectations, thereby reducing hiring and training costs. 

    According to benchmarking by SHRM, the average cost to hire an executive is $28,329 USD. But many employers estimate the total cost to hire a new employee can be three to four times the position’s salary. This is a combination of hard costs, such as recruiters, and soft costs such as the time it takes for department leaders and managers to support the hiring and training process.

    Instead of sourcing new candidates from scratch, speak with your IT department about adding custom fields, objects, and reporting to your HRIS system. Then, existing employees can indicate in their HR profile if they’re willing to relocate for a new position. Within the custom reporting, you can also add filters to narrow your talent pool to high-performing employees who are willing to relocate, combined with past performance reviews already loaded in the HRIS.

    Online recruitment application and one day specialist search service concept with man finger on virtual digital interface with personal cards with rating

    6. Conduct Regular Training Sessions With Talent Acquisition Teams

    Regular training sessions ensure your talent acquisition teams have access to the same systems, resources, and responses to questions which are frequently asked by candidates pre and post-acceptance. Training sessions also provide new talent acquisition team members an opportunity to learn more about the mobility packages your employees are receiving, and reinforce the message that all talent acquisition teams should follow the same standardized processes. 

    Relocation management companies regularly arrange training sessions with talent acquisition teams and relevant stakeholders to improve talent mobility. These training sessions can include:

        • On-site training sessions from the relocation management company for mobility, TA, and HR teams. Depending on the size of your mobility program, your RMC may conduct these training sessions for free or just request your company to cover hotel and travel costs (depending on the distance and duration). 
        • Virtual webinar-style training sessions from the RMC. 
        • Country or region-specific training for your organization’s key locations, or locations presenting unique difficulties. 
        • Insights from destination services providers (DSPs) and rental agents around market updates, cultural norms, and best practices. 
        • Guidance from immigration firms on red flags, quotas, estimated timelines, minimum salaries, labor market testing requirements, and more. 

    We have achieved significant success in transitioning regional structures to a centralized global mobility program by conducting regular training sessions with talent acquisition leaders. These sessions primarily focus on journey maps and crucial considerations throughout the process. By actively involving regional TA stakeholders in discussions about mobility benefits and desired outcomes, we have observed a noticeable increase in their willingness to adopt standardized processes.

    Chris Lagerman

    Head of Global Sales, WHR Global


    In conclusion, aligning global mobility and talent acquisition teams is crucial for organizations to ensure efficient hiring and successful talent mobility. By distributing relocation guides, reviewing talent acquisition metrics, implementing pre-acceptance checkpoints, conducting predecision calls, optimizing HRIS systems, and conducting regular training sessions, organizations can foster collaboration and enhance the effectiveness of these teams. Achieving alignment leads to the swift and compliant hiring of specialized employees, reduces risks, improves time-to-fill metrics, and ultimately enhances overall candidate satisfaction and immigration compliance. Continued efforts and investment in aligning these teams will contribute to a more streamlined and successful talent acquisition process.

    Moving Industry Updates Your Global Mobility Team Should Know

    Here are the moving industry updates your global mobility team should know. In this article, we’ll hear from the President & CEO of Aaversal Global Relocation, Hosea Bottley, as well as WHR Supply Chain Manager Adam Rasmussen. As always, your employee’s best chance at a successful move is to plan ahead, stay flexible with changes, and give plenty of advanced notice!

    Moving Industry Updates Your Global Mobility Team Should Know 2023

    Peak Season in the Moving Industry

    In the U.S., Memorial Day is right around the corner and the weather is heating up. For many of us, that means more time outside and enjoying friends and family get-togethers. For the household goods moving industry, that means something entirely altogether different. Summer volume in the moving industry tends to be much heavier than other times of the year. Peak season in the moving industry is from May to August. In fact, WHR estimates that half of the total shipments annually take place during this period. With that in mind, it is important to be prepared for the heavy volume if you are planning a relocation during this timeframe.

    According to the US Census Bureau, there was a decline in moves from 2019 to 2021 (no doubt related to the COVID-19 pandemic). However, a market research report by Technavio also expects the moving services industry within the United States to accelerate at a compound annual growth rate of 2.04% from 2021 to 2026. These fluctuations, paired with peak season, are difficult to forecast for moving companies. This typically exacerbates the undersupply of labor in peak season. Relocating employees should ideally request their pack and load dates 4-6 weeks in advance to ensure their preferred dates can be met.

    Insights from Aaversal Global Relocation

    The biggest issue is transportation of lithium batteries for GSA shipments... Capacity is not an issue at this time. Some agents are 2-3 weeks out, last year it was 5-6 weeks for some agents. There is no port congestion at any of the ports at this time. Trucking drayage (the transport of freight from an ocean port to a destination) is 3-5 days versus 2-3 weeks last year.

    Hosea Bottley

    President & CEO, Aaversal Global Relocation

    Insights from WHR Global

    We are cautiously optimistic after several years of extremely volatile volume and rates in the international shipping industry. Things appear to be settling into a “normal” rhythm in terms of volume and pricing.

    Container shortages, port congestion, and overall supply chain disruptions and issues do not appear to be as rampant in international shipping. However, that doesn’t mean that international shipping will be easy with no challenges as summer is a busy time of year to ship internationally as well.

    Many carriers have implemented general rate increases in preparation for the peak season, particularly out of the Asia-Pacific region. The best chance for your global mobility teams to have successful relocations is to:

    • Plan ahead,
    • Give plenty of notice, and
    • Be flexible with changing dates, increased shipping times, or fluctuating rates.
    Adam Rasmussen

    Supply Chain Manager, WHR Global

    WHR Global’s Supply Chain Department is well prepared for the 2023 summer peak moving season. After navigating the supply chain crises of the past few years, we continue to monitor the moving industry while building and maintaining relationships with quality supplier partners. Through WHR Global’s Opportunity Board and Move Management Platform (MMP®), we can find the right provider for each transferring employee on a case-by-case basis while keeping our clients apprised of moving industry updates.

    WHR chooses recipients of its 2023 Partner in Quality Award

    WHR Global (WHR) announced its 2023 Partner in Quality Award winners. Recipients are WHR partners who exceeded customer satisfaction and service excellence throughout 2022. To be considered for a Partner in Quality Award, a partner must complete at least 20 transactions in the previous year and receive performance rankings within the top one percentile of the relocation partner’s service category. The award winners listed below exceeded WHR’s expectations in cost management, customer satisfaction, quality and supply chain management.


    We are extremely thankful to our entire supplier network, but specifically to these companies that have gone above and beyond in service and partnership. Their dedication and commitment to excellence have helped WHR Advance Lives Forward® of countless relocating employees.

    2023 Partner in Quality Award Winners (in no particular order)

    • LARM
      Coral Springs, FL 33077