More than 320 global mobility professionals from across the region and beyond convened in Singapore for WERC APAC 25, a gathering that underscored the rapid evolution of the industry. With nearly 50% corporate participation, the event demonstrated that global mobility is no longer solely about getting people from point A to point B. It’s about enabling business strategy, supporting talent development, and creating resilience in an unpredictable world.
From Transactions to Strategic Value
A major theme across the two-day event was the strategic repositioning of global mobility. Corporate stakeholders are no longer satisfied with reactive execution; they expect proactive, advisory partnerships. Relocation management companies (RMCs) are expected to provide continuous insight into business needs and employee outcomes.
This strategic focus has also shortened the planning horizon. Volatility in key markets, such as the U.S., has driven many companies to plan in 12-to 18-month cycles rather than committing to longer-term strategies. In this new era, a mobility strategy must be flexible, fast-moving, and closely aligned with business priorities.
The voice of the relocating employee is also rising in importance. “White glove” experiences—such as thoughtful airport pickups tailored for families—are gaining traction as a new success metric, often eclipsing pure cost-efficiency. At the same time, the well-being of global mobility professionals has become a growing concern, with many teams stretched thin across time zones and expectations.
A More Complex, Personalized Policy Landscape
Today’s mobility programs are more nuanced than ever. The average company now manages more than eight policy types—up from just over five—reflecting a shift toward more personalized support structures. Employees are no longer a monolith, and policy design is adapting accordingly.
Self-initiated moves are also on the rise, often falling outside traditional frameworks but still requiring light-touch support, such as lease guidance or local housing advice. Meanwhile, developmental relocations are becoming more targeted. Companies are sending fewer people, but those selected are considered high-potential talent aligned with strategic needs.
Cost control remains essential. Companies are eliminating cash-outs for unused benefits and closely scrutinizing “uncosted assignments” such as extended business trips that fall into a gray area. There is increasing pressure on RMCs to justify every dollar with clear value and measurable outcomes.
Global Shifts in Assignment Volume
Regional trends are also reshaping where and how talent moves. India and Australia have seen growth in domestic transfers, while China has fueled outbound movement within the APAC region. Inbound mobility to the U.S. has dropped sharply, by as much as 70%, while countries such as Germany, Spain, and Canada have seen increases in assignment volume.
Many companies are now using international experience as a development tool, not just a logistical challenge. Visa-free travel is being leveraged to reduce administrative friction and accelerate deployments, while more challenging markets are being increasingly used as testing grounds for future expansion.
AI: A Strategic Accelerator Rather than a Threat
Perhaps the most discussed topic of the event was the role of artificial intelligence in transforming mobility functions. Far from being seen as a threat, AI was widely embraced as a catalyst for turning mobility into a true business enabler.
Tools powered by generative and predictive AI are already helping teams conduct needs analyses, auto-generate policy briefings, and manage exceptions in real time. Sentiment analysis tools track relocating employee well-being, while predictive analytics optimize timing and cost forecasting.
AI is also being used to anticipate risks—whether geopolitical, logistical, or financial. An example shared at the event illustrated how AI platforms can flag when a family’s airport arrival coincides with a major event in the city, potentially spiking temporary housing costs. Early warnings like these enable more thoughtful planning and improved experiences.
RMCs are expected to arrive at quarterly business reviews with more than historical data. Clients now demand AI-backed insights, including forecasts of assignment volume, pipeline talent potential, and global risk alerts that could impact upcoming moves. Simply put, AI is helping turn reporting into strategic storytelling.
The Changing Role of RMCs
The earlier noted shift in expectations is also redefining the RMC-client relationship. Operational excellence is now the key to a long-term partnership. Clients seek strategic account leadership that stays informed about their business, provides tailored advice, and delivers insights that extend beyond standard KPIs.
The way reporting is viewed is also changing. Rather than asking “What do we need to report?” mobility leaders are asking “What business question are we solving?” Metrics such as speed to productivity, assignment duration, and post-assignment retention are being linked to broader organizational outcomes, including talent ROI and the potential impact on stock prices.
Barriers and Blind Spots: Immigration, Culture, and Risk
Despite these advances, familiar challenges persist. Immigration remains one of the biggest friction points in global mobility. It is critical to remain fully compliant with all immigration requirements because a small mistake can have dramatic effects, both for the company and the relocating employee. A deported employee may never be able to get a new work visa in the host country. Additionally, tax and immigration services are increasingly being managed outside mobility teams, creating both challenges and opportunities for RMCs to serve as holistic advisors.
Cross-cultural readiness also demands more attention. Relocating employees—especially global nomads—need support that goes beyond logistics. Companies that fail to provide this additional support risk losing valuable talent. Additionally, risk assessments related to relocating employee health and safety amid political stability are becoming non-negotiable due to ongoing geopolitical tensions.
Sustainability is also rising in importance. Clients want partners who think long-term and bring proactive solutions to the table, including environmentally responsible options embedded in relocation planning.
Nan Park, principal at USILAW, highlights the value of discussing regional immigration shifts in such a collaborative setting. “I was honored to speak alongside global mobility leaders and gain firsthand insights into regional market sentiment in such a fast-moving landscape, including how companies are navigating U.S. and Canadian immigration policies in 2025,” Park says. “The thoughtfully curated content, actionable learning, and rich conversations (both in sessions and through social events) made it an incredibly rewarding experience. We’re already looking forward to another impactful year with the WERC community in 2026.”
What Comes Next: The Five Pillars of Success
Looking ahead, five strategic pillars emerged from the event as essential to future-ready mobility programs:
- Cost Savings: Optimize policy design and vendor relationships to deliver efficiency without compromising experience.
- Business Growth: Connect the right talent with the right opportunities at the right time, supported by strategic planning and AI-driven insights.
- Operational Excellence: Embrace automation and lean delivery to manage increasing complexity.
- Organized Resilience: Prioritize sustainability and long-term adaptability.
- Talent Management: Align mobility with attraction, retention, and leadership development goals.
Turning Takeaways Into Action
Having previously lived in Asia for 13 years and the U.S. for over 15 years, attending WERC APAC 25 was both a valuable homecoming and a timely opportunity to reconnect with the region’s dynamic evolution. As someone now leading mobility efforts across EMEA, the conference offered invaluable insights—not only into emerging trends across APAC, but also into how global mobility is maturing into a truly strategic, interconnected function.
What stood out most was how innovation in APAC—whether in AI adoption, policy personalization, or talent development—is increasingly shaping global standards. It became clear that no region operates in isolation; what happens in one part of the world inevitably influences the rest.
Inigo Lopez, CEO of BiCortex Languages & Translations (pictured left, center), agrees. “Attending WERC APAC 25 was my first WERC event and my second global mobility conference in Asia, and it didn’t disappoint,” he says. “Asia is growing faster than any other region, making it the place to be for global mobility. Hosting the event in Singapore was a smart choice—most RMCs have offices there, which makes it easy to schedule visits around the conference.
“What stood out to me was the truly international crowd. While the event included professionals from across Asia, I was surprised by how many attendees came from other regions, turning it into a global networking opportunity. The atmosphere was also incredibly inclusive—people were genuinely open to connecting, whether at official networking events or casual get-togethers around the city.”
Rahul Batra, executive CEO and managing partner at Berkeley Square House, also emphasizes the strength of the event’s content and structure. “The event was not only informative but also inspiring, bringing together a strong mix of industry leaders, forward-thinking sessions, and valuable networking opportunities,” he says. “The topics were highly relevant to the current challenges and innovations in the global mobility sector, and the quality of the speakers was truly commendable. It was especially valuable to see regional perspectives shared alongside global insights, making the conference particularly relevant for the APAC audience.”
The opportunity to engage with peers tackling similar challenges—but approaching them in new, creative ways—offered a fresh perspective is also something I’ll be taking back to Bristol’s EMEA strategy. To stay competitive and deliver real strategic value, we must remain globally informed, regionally agile, and constantly ready to connect the dots across borders.
WERC APAC 25 was a powerful reminder that to be relevant and resilient in this evolving landscape, we must embrace a connected, global mindset—collaborating across regions and staying attuned to innovation wherever it emerges.