This article is part of a recurring series highlighting recent talent mobility industry reports. If you would like the WERC editorial team to consider covering a specific industry report, email mobility@talenteverywhere.org.
An analysis of nearly 400 sustainability-related request for proposal (RFP) questions submitted to suppliers in the global talent mobility industry and interviews conducted with mobility leaders from around the world highlights the growing role of sustainability in the sector. Commissioned by the Coalition for Associations in Global Mobility (formerly Coalition for Greener Mobility), of which WERC is a founding member, and created by the JustOne sustainability consultancy, the report, Bridging the Gap, found that corporate environmental, social, and governance (ESG) strategies are shifting due to regulatory changes, political pressure, stakeholder expectations, and economic factors. While some companies are scaling back their ESG goals, most remain committed by focusing on value creation and future-proofing their organizations. The analysis offers practical guidance for clients and suppliers and includes examples of minimum, best, and exemplary practices.
Broadly, the analysis found that many ESG-related questions overlap, are poorly defined, or fail to reflect supplier size, scope of activity, or context. While corporate demand is growing, it varies widely, and supplier readiness is mixed. A standardized approach to sustainability in RFPs could help address these issues.
The lines between ESG factors are blurring, with companies realizing the interconnectedness of these issues and adopting a holistic approach to sustainability. Sustainability has emerged as a competitive advantage, offering opportunities for talent attraction and retention, brand reputation enhancement, and access to new markets. “Sustainability is no longer a peripheral concern; it's the bedrock of future business,” states the report. “Companies must deeply integrate it into core strategy, risk management, and the pursuit of long-term profitability.”
Findings From Relocation Management Company Interviews
There was a general consensus among the relocation management company (RMC) interviews that RMCs are starting to realize the commercial benefits of sustainability. Most RMCs had long-term goals, mostly environmental and some social. All could explain the business case for sustainability. Among the key challenges noted was supply chain data collection and engagement as well as a lack of certification for the mobility sector. Also noted among the challenges were the complexity of reaching net zero, creating consistency across borders, competition with other RMCs, and quantifying social initiatives.
Findings From Supplier Interviews
Planning and progress varied amongst suppliers. While they are seeing demand for it and want to do more, some are struggling due to limitations in resources and team capabilities. Some felt overloaded by client demand, particularly when dealing with multiple RFPs, forms, questionnaires, and certifications. Suppliers were found to be seeking an easier and standardized system to pass on relevant information. Understanding of the business case for sustainability varied, but all understood the general business benefits. Most progress is being made in environmental issues. Many initiatives are chosen based on guesswork rather than materiality or stakeholder engagement. All suppliers welcomed more collaboration and support.
DEI Tops the RFP Question List
Sixteen percent of all RFP questions related to diversity, equity, and inclusion (DEI), perhaps because they came from corporate clients procuring mobility services that are based in the U.S., where DEI, at the time of the questioning in 2024, was trending for both economic and political reasons. Some companies are scaling back formal DEI programs that fail to address the reasons for underrepresentation and do not drive better business performance, and many are integrating DEI deeper into business operations, stressing measurable impact. Such companies are actively evolving their cultures to create inclusive places where everyone feels valued. Leadership is key, with managers accountable for DEI, key performance indicators (KPIs) tied to inclusivity, and diverse teams driving decision-making.
Energy and Carbon a Close Second
Thirteen percent of all questions were focused on energy and carbon. For large companies, especially RMCs and move management firms, up to 98% of emissions likely come from their supply chain, according to the report. Among the minimum practices outlined in the report are annual carbon footprint assessments that cover direct, indirect, and value chain emissions; the use of an internationally recognized standard relevant to corporate size, like the GHG Protocol, ISO 14064, CDP (Carbon Disclosure Project), or Science- Based Targets (1.5°C aligned); corporatewide goals for emission reduction that can be measured and communicated; and enactment of business travel and commuting policies that promote public transport, virtual meetings, and other carbon-reduction measures. The report also outlines best practices and exemplary practices.
ESG Strategy Development
This category accounted for 11% of all questions. Under this category, a concept known as “materiality” is introduced. Materiality is the process of identifying and prioritizing the ESG issues most relevant to a business and its stakeholders to help organizations focus on what matters most. Double materiality assessments go further by considering both the impact of ESG issues on the business and the business’s impact on people and the planet. This approach is a best practice and helps create long-term value.
Other Covered Categories
In all, 16 categories of ESG questions were covered. In addition to the three listed above, they included:
- Sustainable procurement
- Certifications and standards
- Risk management
- Sustainable products/services
- Environmental management
- Reporting and transparency
- Governance
- Social impact
- Cybersecurity
- Training and education
- Waste management
- Biodiversity
- Health and safety
Advice for Suppliers
For suppliers, once priorities have been identified, the next step involves setting annual targets and embedding sustainability actions across the organization. Teams should be queried on how best to meet targets. Begin with achievable initiatives but also plan actions that will build long-term results. Immediate actions can include:
- Scanning for changing legal requirements
- Updating policies, engaging suppliers
- Launching training
- Implementing sustainable practices in operations
The next step involves measuring the impacts of actions taken, using relevant standards, benchmarks, or KPIs to quantify progress. Measurable impacts can include emissions reductions, employee well-being, supplier engagement levels, and other ESG indicators noted in the report. Maintaining accurate and up-to-date data on the measurements provides the evidence needed to support RFP answers.
The adopted strategy and ensuing performance should be re-evaluated routinely. Internal reviews, stakeholder feedback, and industry developments can be used to gauge success, where fine-tuning is required, and where new opportunities exist.
Also key to the process is the identification of areas where performance or data may be insufficient. This analysis helps pinpoint where further action or information is needed and can cover such areas as documentation and supply chain visibility.
The report also provides a guide for smaller businesses to evolve their processes as they grow.
Advice for Clients in Crafting RFPs
Materiality insights can be used to prioritize the RFPs most relevant to a client's industry, operation, or region. RFP questions should be tailored, relevant, and context-specific to the global mobility supply chain to avoid getting buried in irrelevant data. RFP questions must take into account the diversity of the sustainability priorities in the applicable geographic regions. For instance, some regions may need to focus on issues like water scarcity, while others may need to focus on education or well-being.
Additionally, infrastructure limitations may make certain requests unrealistic. The procurement and financial teams of an organization can help to understand how the ESG information gathered in the RFP process is used in a business to improve strategies, update RFP questions, and support suppliers.
Collaboration as a Best Practice
Tackling sustainability challenges requires collaboration between clients and suppliers, the authors of the report stress. Collaboration “helps shift the dynamic from one-way demands to mutual progress, encouraging the sector to go beyond minimum requirements and drive meaningful change that benefits everyone.”
The shape of collaboration can differ, but it should involve working together to build capability, tailoring expectations to supplier diversity, simplifying and aligning information requests, and engagement beyond RFPs. Like the adage about a village raising a child, it will take a group effort to move forward with sustainability within the talent mobility sector.
Learn more about the Coalition for Associations in Global Mobility at globalmobilitycoalition.org.