FIDI Focus No. 316 Dec-Feb 2024

Shaping the future

FIDI President Derek Duffy looks at how the organisation’s activities highlight the adaptation and pioneering spirit that have driven its success during the past 75 years – and that set the scene for it being an industry leader for many more years

We have a significant year ahead for FIDI. It is turning 75 years old, of course, but there are other reasons why the next 12 months will be a milestone for our pioneering association.

These include the opening year of FIDI Netting, a project that we, as an association, have been discussing for some time and – after several administrative bumps in the road – was finally launched in December. This is a big step forward. It will make the Affiliates who involve themselves more efficient, and save them time and costs –making them pioneers in their own right.

Our Academy will carry on with the innovation and expansion of its offer that makes sure Affiliates can give staff up-to-date learning, widen their international contacts, and access the right mix of in-person and online training. FIDI will also continue to evolve FAIM and FASI to support its membership in a balanced way.

In May, we head to the beautiful city of Dubrovnik, Croatia, for FIDI’s annual conference, which promises an industry-leading itinerary, insightful sessions, unrivalled networking, and an exciting social programme.

FIDI has succeeded in surviving longer than the average human for good reasons. First, it has a clear, forward-looking vision for the industry.

Its focus on making sure its membership can provide services of the highest quality underpins everything it does, even as the industry around it evolves. This drives innovation, with initiatives such as netting making sure our Affiliates – and by extension, FIDI – stay at the cutting edge of the business.

Leadership has been so important to FIDI’s long lifespan. Making FAIM mandatory for companies wanting to enter the association, developing meaningful, up-to-date educational content to strengthen Affiliates’ business, and providing clear guidelines in emerging areas (the transport of lithium-ion batteries, for instance – see page 69) and a strong voice from the FIDI office are great examples of this.

But building a vibrant international community has been vital, too. This means building links between our Affiliates, but also developing links and partnerships with other mobility associations around the world, helping us further the cause of our membership by speaking with a shared voice on issues including sustainability.

FIDI’s ability to innovate, lead and unite its membership has shaped the industry for the past 75 years, and laid the foundations for an exceptionally strong future. It really is one of the great pioneers of the international moving industry.

Derek Duffy, FIDI President

CONTENTS

Including: FIDI launches Netting service; update on USTRANSCOM GHC; millionaires on the move; FIDI advises during US strike action; Mobilitas expands to Kuwait; Delegates Meeting and GA round-up

LUMP SUM

Andrew Bennett speaks to movers about the arguments for and against making lump sum transferee payments

38-42 FIDI AT 75

As FIDI Global Alliance enters its 75th year, we launch a series of features on the organisation, with interviews and photographs 46-50 THE INTERVIEW

Joseph Song retires as the head of Asian Tigers Korea. Here, his daughter Saenah asks for his thoughts on his moving journey

24-31 AFRICA

One of the most varied and challenging continents for movers and those Affiliates who find success know why, says Andrew Mourant

76 BENICE

New Turkish Affiliate Benice Logistics passed its FAIM as a Top Performer. CEO Lukasz Olasek explains how

FIDI BUSINESS

54-55 FIDI 39 CLUB

Juan Diaz speaks to two industry leaders about the role of innovators in pushing the moving business forward

56-57 DIGITAL INVOICE FRAUD

Digital fraud is on the rise, FIDI’s Marie-Pascale Frix gives practical steps to protect your firm

58-59 MEET THE TEAM

We catch up with FIDI Marketing Executive William Zamundu and Advertising Manager Chris Dixon

60-64 FIDI CONFERENCE

An overview of what we can expect

at the 2025 FIDI Conference in Dubrovnik, Croatia

66-67 FIDI ACADEMY

The launch of new training content to ensure your staff are up to speed with their financial know-how

69-70 LITHIUM BATTERIES

With more items containing lithiumIon batteries, we look at shipping rules and best practice

72 AFFILIATE ANNIVERSARY

Doree Bonner celebrates 30 years of growth and partnership

74-75 MARCOMS

How to use the FAIM brand to market your business better

82 ONERECORD DATA SOLUTIONS

IAM has laid foundations for a Data Solutions Initiative and ONE Record

Standard to help with industry information exchange

REGULARS

20 AT A GLANCE

Statistics to help toast FIDI’s 75th anniversary

80 PEOPLE MOVES

Madeline van der Rhee returns to De Haan; Nicki French named AFRA President; Cristiane Balista takes One Moving Director role; Mobilitas reshuffles management team

FIDI President Derek Duffy on the international moving industry’s pioneering spirit Page 5

Editorial

Advertising

FIDI Secretary General Jesse van Sas reminds us of the work that has gone into the new netting service to help Affiliates across the world Page 23

FIDI 39 Club President Jackie Stouffer on a major change to how it attracts and engages its members Page 53

Santa Fe’s Ruth Lockwood on why transparency is essential to further moving’s progress on diversity Page 78

Leaders of the pack

Welcome to the pioneer issue of FIDI Focus. We’ve chosen this theme to mark the start of FIDI’s historic 75th year, kicking off the celebrations with the thoughts of the long-standing members of the FIDI office and the organisation’s first two female Presidents, and discussing the ingredients that turned a membership association founded by just four countries in a small Swiss village in 1948 into the enduring global leader it is today.

FIDI’s mission – to listen, direct and inspire the industry – is, at first glance, the same today as it has always been, providing a forum for businesses to meet, network and socialise, for the betterment of the sector. However, a deeper look shows the extent to which FIDI has evolved: monitoring and responding to international events and legislation; developing guidelines and educational initiatives to ensure its membership is equipped to deal with the latest international challenges, from rising supply chain costs to sustainability obligations; and launching the industry’s leading quality standard, FAIM, and the financial protection that is FASI. This is the nature of a pioneer: leading the way, pushing

boundaries, and anticipating and driving change.

FIDI’s progress is embodied by development of its membership, most recently opening up to include DSP-sector Affiliates to ensure that the organisation reflects the composition of the industry today. Meanwhile, the FIDI 39 Club is now encouraging young movers who cannot make it to the annual conference to sign up as online members. As the organisation evolves, it is securing the quality of people who will help it remain the industry leader well into the future.

In anniversary features in the coming three issues, we will be hearing from long-standing industry leaders, commentators, owners whose companies have also reached significant milestones, FIDI event partners, and many more.

We have also started work on the FIDI Focus State of the Industry Report – due out in spring 2025 – looking for hard figures and perspectives from across global mobility to give a comprehensive overview of the business in the past 12 months.

If you have a contribution, story or opinion to share, please contact me at editor@fidifocus.org

DOMINIC WEAVER Editor, FIDI Focus

FIDI launches long-awaited netting initiative for Affiliates

FIDI’s new netting scheme aims to give users a more efficient payment structure and make substantial savings on international currency exchanges.

It works by handling and netting all invoices exchanged by participating FIDI Affiliates on a specific day every month. This will provide a single net position, that must be paid or received, in the user’s home currency.

Benefits of the system include:

l Minimising the number of payment transactions between FIDI Affiliates, making considerable bank charge savings

l Reducing the number of bank accounts needed, with only currency accounts needed for external receipts or payments

l All currency exchanges related to the invoices of participating FIDI Affiliates

will be handled centrally at premium rates

l When a user has a surplus of, or needs, foreign currency, they can request it/offer it to the FIDI Netting Centre to receive the same premium rates

Suddath files GHC injunction against US government

l More straightforward account reconciliation

l Using a web-based system that can receive/ upload files from an ERP or accounting system

l Payable driven, meaning the payer takes the initiative

Suddath Companies has filed an injunction against the US government over its failed bid to deliver US Transportation Command (USTRANSCOM)’s Global Household Goods Contract (GHC) for moving military personnel and their families.

Suddath is protesting over the much longer than expected implementation timeline for the GHC, which, it says, would have had an impact on the costings in its initial bid.

The legal action has the potential to stop shipments by the bid winner, HomeSafe Alliance, which started to roll out domestic movements in 16 initial locations in nine states in September. These cover the military transportation offices servicing bases in Arizona, California, Colorado, Georgia, Maryland, North Dakota, Pennsylvania, South Carolina and Virginia that can issue orders for government-arranged household goods shipments under the GHC. The first international shipments under the contract will begin ‘no earlier’ than September 2025, according to USTRANSCOM.

Meanwhile, there has been speculation that significant price rises and increased volatility globally since the GHC was first put out to tender has put HomeSafe under significant financial pressure, with the company already making cost cuts.

to upload its payables for settlement – the same way businesses do when sending payment orders to their bank FIDI Affiliates can find out more on how netting works, and how to sign up, on a dedicated Netting page.

UK logistics ‘remarkablesees recovery’

The UK logistics sector has seen a ‘remarkable recovery’, as confidence for the future bounces back following near record lows in 2023.

According to the Barclays-BDO UK Logistics Confidence Index 2024, which assesses confidence and expectations in the UK logistics sector, this year’s score is 57.6, up from 47.3 in 2023 – the second lowest score ever recorded. Aside from the COVID-19 bounce back score of 2021, this is the highest level of confidence reported since the second half of 2015.

The improvement in sentiment has been attributed to a more stable and manageable trading environment, with 82% of logistics operators expecting business conditions to stay the same or get better in the next 12 months. As a result, more than two-thirds of respondents (70%) say their turnover will increase over the next year, with 50% expecting profits to rise as well.

New rules for air shipments to US Freight rate increases expected to continue into 2025

Shipping prices are likely to rise further in the coming year despite increases in tonnages, according to maritime research firm Drewry.

In an interview with The Loadstar, the company’s founder, Philip Damas, said that while around three million additional TEUs (20-foot equivalent units) of tonnage will be shipped during 2025, this would be offset by the impact of ongoing market disruption. This potentially includes new strikes affecting east coast and Gulf coast ports in the US, and other international transport hubs.

Damas said that even if US port strikes do not happen, other inflationary pressures – including a 75 per cent increase in carbon emissions taxes from January 2025 and vessels likely having to avoid the Suez Canal/Red Sea area until at least 2026 – would continue to push rates upwards. He added that, even in best-case scenarios, he expected the prices of containers to stay above prepandemic levels.

The formation in September this year of Maersk and Hapag-Lloyd’s Gemini Cooperation adds a further unknown, he said.

The new alliance, which will reportedly offer ‘high-schedule reliability of more than 90 per cent’ will go head-to-head with the world’s largest carrier, MSC, Ocean, and Premier groups.

The US Transportation Safety Administration (TSA) and Customs & Border Protection (CBP) has further tightened regulations for cargo shipments to or passing through the country that have originated in most European and some other countries.

From 12 November, freight forwarders and carriers will no longer be permitted to describe shipments as ‘used household goods or personal effects’ on air waybills (AWBs). Instead, they will be required to list the contents of shipments from their packing lists (such as handbags, dishware, clothing, and so on). Any description that the CBP considers ‘vague or unacceptable’ will result in the shipment being rejected.

The new temporary restrictions were introduced for air freight from Europe and Commonwealth of Independent States (CIS) countries, into the US, Canada, and Australia, following reports of at least two packages containing incendiaries catching fire in the European postal network.

The date follows the CBP’s previous announcement of countrywide rejection of unclear descriptions of cargo from 7 October, 2024.

FIDI has published more information on the restrictions on FIDINET.

For specific questions, please contact FIDI’s Business Intelligence Manager, Marie-Pascale Frix: Marie-Pascale.Frix@ fidi.org.

More millionaires on the move

A record number of millionaires have relocated or will relocate during 2024, as political shifts cause wealthy customers to prioritise new destinations.

According to the European Lifestyle report, by London-based property consultancy Knight Frank, London is no longer a leading destination for highnet-worth individuals (HNWIs). Paris has become the first choice among those who are considering a move, followed by Berlin, Barcelona, Vienna and Madrid.

The company said: ‘With 2024 the biggest election year in history, policy and tax changes are coming thick and fast, impacting property markets, crossborder investment and wealth flows. Newly elected governments are trying to balance increased spending on affordable housing and infrastructure with the challenge of reducing deficits and still

attracting foreign investment.’ Meanwhile, the Henley Private Wealth Migration Report 2024, by global residence investment specialists Henley & Partners, suggests that Britain will lose at least 9,500 HNWIs during 2024, up from 4,200 in 2023. In the wake of Brexit, the country lost 16,500 millionaires to migration between 2017 and 2023. The report predicts a record 128,000 millionaires will relocate globally this year, overtaking the previous record of

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UniGroup makes management changes

Moving and storage business and parent company of United Van Lines and Mayflower Transit, UniGroup, issued an update on its strategic direction in October, following a failed private equity deal and the resignation of key personnel.

Jason Mills, who had been President and CEO since the end of 2021 and in the business for more than 15 years, stepped down in September. The US press also reported that the chair of the company’s board Charles McDaniel also stepped down, as the company advised its shareholders that it had ended a major deal that would have seen a private

equity firm take a majority stake in the company, after disappointing results and projections.

In a company update, UniGroup said Kevin Krakora has been appointed as its new President and CEO. Krakora has more than 30 years’ experience and specialises in working with companies with complex financial structures and who are developing business transformation strategies.

Jordan Scott, the company’s Vice President and Corporate Controller has been promoted to CFO, overseeing financial strategy and planning.

Uncertainty remains after North American strikes end

Two major shipping strikes in the US and Canada have ended – although disruption and uncertainty caused by the stoppages may continue for several months.

In the US, the International Longshoremen’s Association (ILA) union suspended its strike action, which began on October 2 at major ports on the country’s east and Gulf coast, including Baltimore, Boston, Miami, New York, Philadelphia, and others. This was after the US Maritime Alliance, which represents employers, proposed a 62 per cent increase in wages over six years – higher than its initial offer, but lower than the union demands.

The 45,000 workers represented by the ILA returned to work from October 4. As FIDI Focus went to press, negotiations were scheduled to resume on January 15, 2025.

FIDI issued an open letter advising its Affiliates and supply chain partners to keep

clients updated about developments in the dispute, which threatened ‘additional costs and operational challenges’ to shipments, including household goods.

The open letter, by FIDI’s Secretary General Jesse van Sas, said ‘additional costs and operational challenges’ were likely to be incurred – and that businesses should communicate proactively with their customers about the developments.

‘While this situation is beyond your control, providing transparent updates will help to maintain client confidence during this period of uncertainty,’ the letter says.

Meanwhile, a strike in Canada shut down two major terminals at the Port of Montreal for three days last week.

Christina McCarte, at Canadian Affiliate AMJ Campbell, told FIDI Focus that she expected ‘possibly weeks of recovery’ following the end of the strikes.

FIDI office team hits Las Vegas

The FIDI office team hosted meetings with members, prospective members and industry partners and suppliers at its booth during the IAM Convention in Las Vegas.

Lydia Cope, Isabel Chillopa and John Prooij represented the FIDI office and reported a great atmosphere at the very well-attended event. Cope said: ‘We were delighted that the booth was extremely busy throughout the conference, which was buzzing with positivity and excitement. We had interest from many companies wishing to get the FIDI application process under way so they can join the prestigious FIDI community.’

FIDI ran a welcome cocktail event for its newest Affiliates, where they were greeted by President Derek Duffy and the FIDI team. The FIDI 39 Club Board also hosted a well-attended social hour at the FIDI Booth, which gave members a great opportunity to connect with old and new friends and learn about the latest FIDI 39 Club developments first-hand.

Cope said: ‘The FIDI team is dedicated to spreading FIDI and FAIM awareness and aims to keep the industry up to date on our latest developments to reinforce FIDI’s leading industry position by attending industry partner events. We are already looking forward to next year’s event in New York.’

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ISS Relocations wins green plaudits

ISS Relocations has won this year’s Arabia CSR & Sustainability Award 17th Cycle; it was the runner-up in the 16th Cycle in 2023. The company also won the PAIMA Juan Peralta Ecology Award 2024, for its sustainability efforts in the Middle East.

Reilly recognised for leadership

DASA CEO Craig Reilly has won the GCC award for Middle East Business Leader of the Year, which recognises leaders who excel in quality, show strong leadership, commit to social responsibility, and create a positive impact on business growth and community welfare.

Reilly said: ‘To lead is to serve, to inspire, and to bring out the best in those around you. This award is a tribute to the collective ambition and resilience of everyone at the company. It stands as a reminder that no matter the challenges we face, when we work together with purpose and passion, there is no limit to what we can achieve.’

NETMOVE Brazil gets Siemens prize

NETMOVE Brazil has been recognised with the ‘1st Greenlight 2024 Award – Transforming suppliers in agents of change’ award, as part of its participation in Siemens’ ‘Green Light Trail’, which aims to promote digitalisation and decarbonisation of the supply chain.

The initiative aims to educate suppliers on sustainability practices, allowing them to share work already in progress and support them with future initiatives.

Pickfords picks up mover award

Pickfords Move Management has been named as International Moving Company of the Year at the FEM ‘EMMA’ awards for the global mobility and International HR industry, held in London. It is the fifth time the company has won the award. The awards are judged by a team of senior figures in the global mobility industry who are drawn from a range of disciplines across the EMEA region.

Sterling runs Olympic event

Sterling Lexicon ran a Mobility Olympic Day for global mobility professionals in Paris during October. The company sponsored the event with Deloitte. The day included presentations on topics including changing immigration laws, highlighting the complexities and challenges faced by the mobility industry.

Mobilitas expands business to Kuwait

The Mobilitas Group has opened a business in Kuwait under its AGS brand, as part of the company’s regional strategy to provide services to the entire Gulf peninsula.

‘The newly established AGS Kuwait aims to better serve regional clients with operations across multiple states,’ said a company statement. ‘It will also support the growing number of international businesses looking to set up operations in the country.’

CEO of The Mobilitas Group Cedric Castro said: ‘Since opening our doors in Dubai in 2011, our objective has been

to establish a robust presence in the Gulf peninsula, and we eagerly anticipate fostering enduring partnerships within the Kuwaiti business community in the years to come.’ He added that the company aims to help the country conserve its cultural and architectural heritage.

Suman Prasai is heading the new company, with 15 years’ experience from the business in Doha, Kuwait and Qatar.

Kuwait is the 103rd country in the world in which Mobilitas has opened a company. It also has plans to open in Saudi Arabia next year.

Send FIDI Focus to your clients

FIDI has launched an initiative that allows Affiliates to send their corporate clients a free subscription to FIDI Focus magazine.

The aim is to share the benefits and insights of FIDI Focus with key clients and RMCs.

Affiliates can register up to three of their clients to receive a complimentary copy of FIDI Focus magazine along with a personalised letter from their company.

FIDI Sustainability and Strategic Communications Manager Magali Horbert said: ‘This is a great way to reinforce your relationships, promote your FAIM certification, and provide valuable insights into the global mobility industry.’

To sign up, go to FIDINET fidinet.fidi.org/publications/ fidifocus_corporate_clients

US political changeover to impact shipping

The shipping industry will face challenges following Donald Trump’s return to the White House in January, according to the head of a major US packaging firm.

Citing five trends that will shape the shipping business in 2025, Charles Haverfield, CEO of Arkansas-based US Packaging & Wrapping, said the rise of America-first policies may increase uncertainty in the industry; these include proposed tariffs of up to 20 per cent on all imports and 60 per cent on goods from China.

‘For businesses relying on foreign suppliers, these tariffs will add layers of complexity to cost management and logistics, as companies brace for these changes by frontloading imports,’ said Haverfield. ‘The rush to beat tariff deadlines could lead to bottlenecks in warehouses and ports, creating a logistical hurdle that could impact the timeliness of shipments for months.’

He said consumers could feel the impact at the checkout, as businesses passed on increased costs of imported goods to their customers.

Shipping analysts warn of looming oversupply

‘Several businesses have already admitted to plans to hike prices for American consumers as a direct result of these tariffs, as well as considering moving production operations outside of China,’ he said, adding that some brands had already switched to domestic sourcing or were regionalising their supply chains (known as ‘friendshoring’) to mitigate the impact of tariffs.

The changes could also trigger retaliatory tariffs from trade partners, further increasing the pressure on global supply chains, and driving companies to ‘reshore’ or ‘nearshore’ their networks to

The container shipping market could potentially collapse next year as a result of an increase in capacity outstripping demand, say analysts.

Analysts quoted in a report entitled ‘Container shipping in 2025 – the postponed apocalypse?’ in Seatrade Maritime News, say similar trends last year point to an annual growth in capacity of around 10 per cent – even accounting for possible scrapping of vessels – to a global capacity of more than 31.4 million TEU (twentyfoot equivalent units). Cargos, meanwhile, are only predicted to rise by four per cent.

While market downturns usually follow a spike in capacity, recent events including shipping disruption in the Red Sea and strikes in US and Canadian ports, have postponed any correction so far. Some analysts say that recent growth in cargo is because of shippers moving goods early to avoid potential disruption and this has also kept demand artificially high.

However, major shipping carriers including Hapag-Lloyd and Maersk have remained bullish and raised their profit predictions for 2024, notably based on a strong performance in Q3.

reduce cost and uncertainty.

The change in America’s governance could also see slowing or stagnation in sustainability drives such as reducing plastic packaging waste, said Haverfield. However, he expected the demand for eco-friendly packaging to remain strong as consumers continued to push for more sustainable options. Other trends that will impact shipping next year, he said, include a shift from ‘actual weight’ to ‘dimensional weight’ pricing; and a noticeable uptick in the use of AI systems, as the Trump administration loosens regulation in this area.

Doree Bonner takes to the river

While in the UK for the FIDI Conference in May, the Doree Bonner International Group took the opportunity to invite friends and partners from around the world to enjoy a boat trip on the Thames.

Twenty of the company’s partners enjoyed a beautiful day, with drinks and canapés on the journey west, from Tower Bridge to Chiswick Bridge. The route allowed their guests to see some of London’s most iconic landmarks and 24 bridges along the way.

They were joined by Ken Dwan, former GB Olympic rower, who competed in the 1968 and 1972 Games.

Lydia Cope, FIDI Customer Relations Manager

TFIDI Delegates Meeting and General Assembly

Lydia Cope, FIDI Customer Relations Manager, reports

“FIDI Netting represents a new era of financial efficiency and collaboration for our community”

he FIDI Delegates Meeting and General Assembly met online on 6 November. FIDI Association representatives, together with the FIDI Board and FIDI office, discussed the latest key topics, FIDI developments and industry trends.

Summary of the highlights:

FIDI Vice President Cédric Castro and Secretary General Jesse van Sas provided an overview of FIDI and its services. With membership numbers hitting 599, the golden target of 600 is in reach, with plenty of new applicant audits in process or due to be scheduled.

As FIDI’s membership continues to grow, the FIDI Global Business Cycle Barometer demonstrates that 2024 has been a difficult year for many, with expectations for this final quarter still not as optimistic as in previous years.

A poor year for the FIDI Academy is perhaps reflective of the fact that members are watching their expenditure more closely. It is hoped that FIDI Academy participation will start growing again in 2025, with the launch of the enhanced DSP course, a new Asia EiM and MiM2, a potential Latin American EiM, and the new corporate sales training modules (see page 66 for the latest on the FIDI Academy).

State of FIDI

l This year’s Internal FAIM Audit submissions hit a new low, with only 56% submitted at the time of the Delegates Meeting. Affiliates were reminded that this is a mandatory requirement and serves to maintain quality levels consistently throughout the year. On-site FAIM audits for Affiliates will end in 2025, with a switch to remote from 2026.

l FASI exposure remains very low, with reported invoices amounting to less than €120,000 YTD.

l FIDI Focus remains a key marketing tool for the organisation and, after recommendations from the FIDI Associations in the last Delegates Meeting, FIDI will extend its reach and target corporate customers by sending the magazine to key customers that Affiliates select.

l Following a presentation from incoming Professional Cooperation Guidelines (PCGs) Chairwoman Nicki French, the Delegates Meeting

approved, by majority vote, the automatic appointment of PCGs committee members to the Dispute Resolution Scheme expert team.

The FIDI Conference

l The FIDI Conference registration launch date of 25 November was announced, with FIDI ADA and FIDI Mediterranean Presidents personally expressing their excitement to welcome Affiliates to Dubrovnik, Croatia, in 2025, when the conference will take place from 27-30 April.

l Future conferences were also discussed. In 2026, the FIDI Conference heads to Osaka, Japan, with 2027 planned for Latin America. Though not yet formally confirmed, Buenos Aires, Argentina, was the frontrunner location at the time of the Delegates Meeting.

FIDI 39 Club

l FIDI 39 Club Vice President Juan Díaz provided an update, highlighting that the club will switch to a new membership model in January 2025. This will include two membership categories for digital and FIDI 39 Club conference attendees, with the intention of enhancing digital content and attracting new members to the club.

The Delegates Meeting ended with a look at FIDI’s strategic direction, and the Board invited the FIDI Associations to share their ideas and feedback. This topic will be up for further discussion in Dubrovnik, during the next Delegates Meeting.

Immediately afterwards, FIDI’s Vice President hosted the FIDI General Assembly, which unanimously approved FIDI’s finances, including the budget for 2025.

The FIDI Netting rules were also approved by majority vote, together with the Netting fees charge of €480 per annum, which were approved unanimously by the General Assembly. The FIDI Netting launch followed immediately after the meeting.

The agendas, attachments and draft minutes are available in full to download on FIDINET, in the Governance section.

l The next General Assembly and Delegates Meetings will take place during the FIDI Conference in Dubrovnik in April 2025.

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since FIDI was founded FIDI Affiliates globally

71

104 FIDI Conferences in 62 different locations (so far…)

Countries with FIDI Affiliates 600

A labour of love

Despite a few setbacks, challenges and legal delays, the FIDI Delegates have approved, with overwhelming support, the FIDI Netting service. FIDI’s Secretary General Jesse van Sas takes us through the process of setting up this major benefit for Affiliates

We knew it was never going to be a walk in the park. In fact, the FIDI Board and office initially pushed back on bringing back the proposal for a netting service, as suggested by some Delegates in 2019. FIDI had tried and failed 12 years earlier, so the Board was reluctant to fall into the same trap again.

But, gradually, the idea grew on all of us. A different approach, with more digital possibilities and an increasing realisation that the benefits far outweigh the costs, convinced the Board first, and then Delegates, that this is a very viable project, which will produce considerable savings for all Affiliates. So, five years later, during our recent November Delegates Meeting, FIDI Netting was approved as a service for FIDI Affiliates – not only with a large majority, but also with enthusiasm and eagerness to get the show on the road.

By the time you read this, all Affiliates will have received an invitation from the FIDI office to formally apply for netting services. Yes, it will entail some administrative tasks to get all of you online with the system and, in due course, you will have to comply with anti-money laundering regulations (which is a good thing!). But once you are in and able to upload payable invoices into the system, you will soon find out how great this service is, for big bookers, as well as for smaller receivers of business.

Users of a similar netting system in our industry all agree it is one of the most beneficial financial services they are using. By implementing it in the framework of a large federation such as FIDI, more companies can benefit from it.

I urge you all to apply for the service immediately. Not only because you will all contribute to the costs of running this service anyway, but also because it will only work if a critical mass of FIDI Affiliates actually use it.

We have received commitments from some of the largest bookers within our network that they’ll be using FIDI Netting, and that is great news for us all. It will trigger their agents to sign up as well, and, hopefully, this will create the critical mass needed – and perhaps even a landslide of Affiliates wholeheartedly supporting FIDI Netting.

Together let’s create a buzz and some FOMO [fear of missing out], by urging all your FIDI agents to use this fantastic facility. Here is a perfect example of a service provided at very low cost, accessible to (almost) all of our Affiliates – some (very few) countries are excluded for legal reasons – with benefits exclusively for the Affiliates themselves, administered by a neutral not-forprofit member association, which has the potential to grow into another stronghold service for FIDI Affiliates, providing you with value for the money you put into your FIDI membership.

The journey to the approval of the FIDI Netting service has been one of perseverance and dedication. This milestone represents a new era of financial efficiency and collaboration for our community. By leveraging this service, we can unlock new opportunities and create a more robust and interconnected network. Let’s take this chance to lead by example and demonstrate the value of FIDI Netting to all Affiliates. Together, we can build a brighter and more prosperous future for our federation.

“FIDI Netting represents a new era of financial efficiency and collaboration for our community”

Jesse van Sas, Secretary General of FIDI Global Alliance

Wildest dreams

With irregular infrastructure, security concerns, political instability, and a wide variety of difficult terrains – from congested cities and poorly maintained roads to desert and savanna – Africa has presented one of the world’s most challenging regions for movers. However, a select group of bold, aspiring companies has driven the business forward across the continent with the firm belief that, despite its many obstacles, Africa is a fertile ground for growth. Andrew Mourant meets some of them

“Across the continent, our clients continue to navigate geopolitical instability, most recently in West Africa”

Of all the world’s regions, sub-Saharan Africa probably holds the greatest untapped potential for economic growth. It is a vast collage of democracies, dictatorships, and countries, notably Sudan, riven by ruinous civil war. Its wealth of natural resources, mineral and agricultural, is well understood, albeit imperfectly exploited. There is much on the continent to attract global multinationals and foreign powers such as China, extending their influence and grasp on resources by building roads and railways.

As it shrugs off a post-COVID hangover, the removals industry across Africa is seeing new opportunities open up, while still grappling with the after-effects. There has been a drop in volumes where economies are struggling.

High freight rates; companies downsizing or employers hiring younger talent, which tends to travel light, are all to blame.

The topography of Africa, with its forests, mountains, rivers and rough roads, presents severe logistical challenges for FIDI Affiliates, whose resourcefulness in seeing the job through knows no bounds. Few people have a better understanding of this landscape than Lydia Kunihira, Uganda-based Director of Worldwide Movers Africa. The company (whose Uganda office is FIDI-affiliated) specialises in door-to-door relocation of household goods and pets to and from any part of the world and has offices across the continent.

Within her own country, Kunihira’s view is that the economy and currency ‘seem stable’, although the general election scheduled for January-February 2026 could create uncertainties, and cause the former to ‘take a slight hit'.

Across Africa, she sees agriculture – despite unexpected seasonal events that can devastate harvests – as a key growth sector, along with mining, oil and gas and banking ‘that continues to put up a spectacular performance’.

‘Improved infrastructure in East Africa means the movement of goods across the region has got better,’ she adds.

But there’s no legislating for political volatility.

‘For Uganda, being a landlocked country, civil unrest in key neighbouring country Kenya greatly affects transportations to and from Mombasa, the main port of entry/exit,’ says Kunihira. ‘Consequently, we have experienced extended delays in transit, and fuel shortages. Safety of goods in transit was compromised

and haulage/freight rates became extremely erratic.’

Tough financial decisions were called for. Containers were routed via Dar es Salaam port in Tanzania, which almost doubled the haulage price. ‘Hefty charges for security escorts were incurred to ensure safety of goods and, in some cases, we opted for air freight.’

Thomas de Mallmann, AGS Africa Desk Director, has also noticed post-pandemic changes adding to an already turbulent time for business caused by global and regional disruption. ‘Many companies choose to station employees in furnished accommodation, and the growing Africanisation of roles reflects a broader move towards fostering local expertise,’ he says.

‘However, across the continent our clients continue to navigate challenges posed by geopolitical instability, most recently in West Africa. The transport and logistics sector has also faced disruptions – in 2021, for example, one of the major shipping lines rerouted its vessels from African trade routes to Asia-US lanes, triggering vessel shortages and sharp price increases.’

When conflicts erupt, AGS policy is ‘to remain operational while prioritising the security of our staff’. ‘Adapting to rapidly evolving conditions requires outof-the-box thinking,’ says de Mallmann. ‘Depending on the situation, we use alternative routes and/or modes of transport, accompanied by security escorts and 24/7 online tracking.’

AGS operations span the entire continent, where it has been active since 1993, having started with a branch in Ivory Coast. By 2016, it had a foothold in all 54 countries – ‘with our network, we have the opportunity to invest anywhere’.

Embracing technology has seen AGS streamline business operations through shifting to online visits and virtual meetings, increasing efficiency and enabling the firm to stay connected with clients across multiple locations. But while the virtual world is great for trading relationships, in the ‘real’ world transportation challenges remain inescapable.

These can come from any angle. ‘We’ve had to deal with air freight suspensions in countries like Chad, Liberia, Gabon and the DRC (Democratic Republic of Congo),’ says de Mallmann. ‘In certain regions, there’s a limited choice of airlines, and restricted cargo capacity makes it difficult to move anything larger than 2-3 cubic metres. The global rise in fuel prices has further driven up the cost.

‘Air and ocean freight remain the preferred mode of transport, but ocean has its own challenges. Departures are scarce, schedules often unreliable, and container shortages are a persistent problem, especially for landlocked countries like Ethiopia and Zimbabwe.

‘And on the road, poor conditions, security concerns, and unpredictable fuel availability – such as recent shortages in Burundi – complicate transportation further, particularly for inland deliveries. When you’re moving goods inland from ports, for example from the port in Matadi to Kinshasa, this incurs significant additional expenses to be factored in.’

Problems and potential

Nigeria, one of Africa’s booming economies, with its vast oil and gas reserves, has long been a magnet

The team at AGS Kenya

Lydia Kunihira of Worldwide Movers Africa

Thomas de Mallmann, AGS Africa desk director

Ismail Lawal, IAL Chairman and Managing Director

“It would be a mistake to portray Africa as a continent of issues only. We strongly believe in its immense business potential” for international companies, something reflected in the range of services offered by FIDI Affiliate IAL. These include specialised project logistics for the oil industry and the handling of dangerous goods, including radioactive material.

Loading at IAL Nigeria

However, according to IAL Chairman and Managing Director Ismail Lawal, endemic problems continue to hold the country back. ‘Nigeria has the potential to become a major player in the global economy by virtue of its human and natural resources but faces big challenges,’ he says. He reels off a list: dependency on oil exports; vulnerability to global price fluctuations; high inflation; and security concerns that inhibit

From liquor carton packing to top-quality moving

Worldwide Movers Africa group has survived and thrived in one of the world’s most demanding business environments and now has operations in 20 countries across the continent. Chairman and founder Val Prinsep reflects on its early days and its prospects for the future amid political uncertainty and cutthroat competition.

Prinsep’s story begins in 1992 in Dar es Salaam, Tanzania. ‘I noticed an elegant gentleman rummaging around a dusty bazaar and couldn’t resist asking him what he was ferreting around for,’ he says. ‘The man in question was the American ambassador who’d been given his marching orders and needed to pack up his belongings pronto. He brandished a tri-wall liquor carton as though it was a trophy.’

Any old packaging material would do for a man in need, it seems. But these were different times in Tanzania. ‘The capital had no moving company – in fact the government took every effort to smother any enterprise that yielded profit,’ says Prinsep.

Helping relocate the displaced diplomat became a catalyst for building up his company – and the ‘compelling rationale’ to continue. ‘The yesteryear of moving families from one place to another was fairly straightforward,’ he says. Back then, there were just three ‘quality providers’, which ‘augured well for superb service at competitive prices'.

Fast forward 32 years and Dar es Salaam has grown from half a million residents to a gridlocked metropolis of more than eight million and home to around 30 moving companies. Prinsep scoffs at the ‘ubiquitous claims of legendary service made by fly-bynight outfits with dubious contacts’ and doesn’t see them as much of a challenge.

investment and economic activity. Other impediments include low level skills, high youth unemployment rates and ‘infrastructure deficits’ such as inadequate power supply, transportation and healthcare.

‘An under-used manufacturing sector due to reduced customer demand has resulted in businesses closing,’ he says. ‘The outlook remains fragile – there’s an urgent need to implement high-impact initiatives to grow the economy.’

But, Lawal adds, there’s no shortage of opportunities: growing non-oil sectors such as agriculture, manufacturing and, of course, exploiting technology for innovation and job creation.

‘Nigeria’s economy has resilience and potential,’ he says, citing a projected GDP growth forecast of 2.5-3 per cent and the improving business environment. Nigeria, like other African states, looks to agriculture, banking, telecoms and infrastructure development as drivers of future growth.

Lawal says the economy would be helped by reducing ‘endemic corruption… which obstructs development and stains Nigeria’s business environment'. That said, he feels slow progress is being made, and efforts to clean up business life are becoming visible. But growth is always at risk of knockback from strife across the continent. ‘Everyday activities are disrupted,' he says 'There are transportation problems because infrastructure is damaged or destroyed.’ How does IAL cope? ‘We

‘They rarely have pockets deep enough to finance the eye-watering cash outlays for large export orders,’ he points out. ‘We have yet to find relocation managers, or even governments, willing to pay freight costs in advance. It’s a wobbly existence for younger companies with limited funds and little insurance against the unpredictability of politics, insurrections and bizarre demands.’

Nevertheless there are, and always will be, newcomers trying to prise business from established providers. Moreover, Prinsep is resigned to the ‘ubiquitous RFQ’ (where a company asks suppliers and contractors to submit price quotes and bids for a specific project) being here to stay. ‘Many would suggest they favour the irresistible drive for higher margins via sub-standard performance,’ he says.

He considers the key to success as having a broad base and strength in depth. ‘It’s a shaky future having only one or two country operations in Africa,’ he says. ‘Risk mitigation becomes less onerous with multiple country operations: a poor year with one can be tolerated by a good year from others.’

Despite the ups and downs of operating across Africa, and regardless of the ‘sheer volume of whimsical governmental impositions – it’s a daily battle royale to manage these’ – Prinsep remains phlegmatic about the challenges. ‘As one of the industry’s older brothers, I have the luxury of hindsight,’ he says. ‘So, with a large rear-view mirror, it’s possible to argue that, to make a living from the international moving business in Africa, you provide topline service, stability, marketing acumen and other good things. An additional road to prosperity is to own and trade your warehousing assets as your company grows. Real estate equity has expanded exponentially, and increased values have been gratifyingly robust. Nonetheless, there’s still enormous satisfaction in generating flawless moves with top-line materials.’ And not, like the hapless American diplomat of old, resorting to used liquor cartons…

“Unemployment is one of the biggest problems for most African countries, so when an opportunity comes around, there are always people ready to take it”

overcome these challenges once armed conflicts subside and there’s a transition government.’

Attracting talent

FIDI Affiliates in Africa can often find it easier to appoint staff than some of their counterparts elsewhere in the world. ‘Unemployment remains one of the biggest problems affecting most African countries, so when an opportunity comes around, there are always people ready to take it,’ says Kunihira.

‘However, finding skilled personnel remains daunting. In the past, the generally held view was that removals is a man’s world – all about packing, lifting boxes, loading containers etc, but a lot more goes into a move that doesn’t require hard labour. With the increased presence of removal companies, a competitive job market and good exposure, a lot of women are taking an interest, especially at management levels.'

‘It’s been interesting getting the Ugandan population to understand, let alone use our services,' she says. 'To many people, having used household goods packed and shipped to another country seemed like a crazy idea. Locally, in the past, if someone had to move house, all they needed was a truck and some relatives or friends to help.’

But that, she says, is changing as more people

Thanks to the following Affiliates who took part in this feature:

seek out her company’s services. In addition, more professional Ugandans are relocating with household goods to take up expat jobs globally.

AGS attracts talent by stressing the variety of its operations and the potential for career advancement. ‘We hire people with military or logistics backgrounds, as well as recent graduates,’ says de Mallmann. ‘Many join us through the Volunteer for International Experience (VIE) programme, which places them in overseas branches of French companies.’

Young employees can expect plenty of responsibility early on. ‘It’s our experience that the opportunity to prove your capabilities in a dynamic environment has broad appeal.’

IAL has a multi-faceted approach to finding staff, including advertising and emphasising benefits such as competitive pay, flexible schedules, and opportunities for advancement. It also offers health insurance, retirement plans and performance-based bonuses.

Like AGS, it targets ex-military personnel, whose skills transfer neatly to removals, and logistics students. The company offers internships or graduate programmes while also using social media and industry-specific job boards to track down seasoned logistics professionals.

IAL encourages employee referrals, offering bonuses

AGS FRASERS

The Lagos Lagoon in Nigeria, a country of opportunity among the challenges

or rewards if these are successful. New recruits can expect comprehensive training, along with a steer towards industry-recognised certifications and clear paths for advancement.

‘Traditionally, the industry has been maledominated, but there’s a growing trend towards more women joining, with companies working to attract and retain female talent,’ says Lawal. Flexible work arrangements; mentorship; industry events and networking; and partnering with women’s organisations are all on offer at IAL. ‘Women are well-represented in administrative and customer service,’ he adds. ‘They fill specialised roles such as logistics coordination, supply chain and transportation management. Some are starting their own companies.’

Transporting the unexpected

For anyone with a sense of adventure, the African removals could be the dream job, for it has a habit of throwing up the unexpected.

‘One of our jobs involved moving a client’s shipment and staff by barge along the Congo River from Kinshasa in the DRC to the Central African Republic,’ says de Mallmann. ‘It could only be done at a certain time of year when the river levels were high enough.

‘We’ve also delivered books to every school in Rwanda on behalf of a diplomatic client, even though some were only accessible by pirogues (traditional long wooden boats). And we’ve transported fragile ceramic sculptures from Casamance in Senegal to Paris, first travelling 400km on dirt roads to reach the airport in Dakar. We drove the entire distance at 30km/ hour because the cargo was so fragile.’

Kunihira recalls the extraordinary hoops her firm had to jump through simply to ship an old hunting gun. ‘Despite having all the permits in place, it had to be shipped on its own. The amount of paperwork involved would have made a PhD thesis look like a normal high school examination.

‘We were required to have police escorts to accompany a small box containing a dismantled old gun – without a single bullet – from our warehouse, through customs and finally on to the airport tarmac, where we handed it over to the pilot.

‘Just when we thought we were finally through with the drama, airport security issued instructions to have this 'dangerous good' re-routed to a different airport. We had to go through all that paperwork again – shipping 20 containers to Brazil would have been much easier!’

Such are the setbacks Africa can throw up. But de Mallmann firmly believes the continent has rewards for those who persist.

‘It presents challenges, of course, but it would be a mistake and inaccurate to portray Africa as a continent of issues only,’ he says.

‘We continue to make substantial investments in new facilities in every country. We strongly believe in its immense business potential and are committed to playing a role in its development.

FIDI Focus meets AGS Worldwide Movers’ incoming CEO, Albin Porquez

When Albin Porquez joined AGS Worldwide Movers as an intern in 1998 while at business school in France, he could hardly have envisaged that one day he’d end up as a CEO.

But from the outset, Porquez had responsibility thrust upon him; being entrusted to help develop new branches in Senegal, Mozambique and Egypt. He arrived armed with business theory but soon found himself on the shop floor, doing mundane but essential jobs – learning how to do surveys and packing. Indeed, tidy packing remains the habit of a lifetime.

‘I still use those skills when we’re going on vacation and I’m loading up the car,’ he says.

Porquez, who takes over as CEO in the new year, sets store through leading by example. His working life has been split between managing removals and, latterly, executive relocations. His first task is to take stock.

‘My biggest challenge will be understanding everything about how the network is operating,’ he says. That includes, among much else, drawing up a report to get the clearest picture possible of how things run in the 54 African countries where AGS has a presence; and using that to develop future strategy.

So, he’ll have plenty of reading matter. It helps that Porquez is steeped in African experience, including three years in Morocco and a stint in South Africa. ‘But things have changed a lot, and my knowledge needs to be refreshed,' he says.’ That means understanding, country by country, not only where the opportunities lie, but how to provide good service in politically volatile states.

In 2007, after working as operations director for Africa, he left international removals and was appointed head of executive relocations, intent on ‘raising the visibility’ of this side of the business. It also enabled him to get a firm grasp of AGS’s corporate culture.

The role demands a close and intuitive understanding of clients – and their personalities – and tailoring services to their needs. Driven by Porquez, relocations has become a key part of AGS business. He learned plenty about strategic thinking from company founder and mentor Alain Taïeb, ‘looking two-three moves ahead from where we are right now’. ‘Never play chess with Alain,’ he adds ruefully. ‘He’s well above everybody.’

International relocations have bounced back from the disastrous nosedive triggered by COVID – a time when AGS focused on private moves to help keep things ticking over; and a warning, says Porquez, ‘never to put all your eggs in one basket’. That said, he sees relocations, with multiple demands, as a source of future growth for AGS, and much thought has gone into this side of its operations. A strong emphasis on interpersonal skills, for instance - choosing the right employee to match the client’s temperament (mature staff working with older people; younger ones with millennials) and developing software specifically for customer needs – is ‘very user-friendly and they love it’.

Crucial also, according to Porquez, is developing good relations with client company HR departments, which carry a lot of sway in the tendering process. ‘It’s more common to retain business for relocations than moving – you develop closer relationships,’ he says.

He expects lessons learned long ago, on how to make his own decisions and manage people, will guide his time as CEO. ‘You have constantly to work in countries that aren’t stable – you need good information and to know your customers. And to understand those with whom you work and what they’re doing.’

The lump sum

A flexible solution, or a formula for failed corporate moves?

As the debate within the moving community about lump-sum payments rumbles on, Andrew Bennett explores this hot topic with the help of industry professionals

Funding international relocations via a ‘lump sum ’ to employees is nothing new, and the method shows few signs of disappearing.

Corporate HR teams welcome the reduced administrative workload of making a direct, fixed payment to the assignee. It removes the need to manage multiple payments from the employer to various companies in the relocation supply chain, including international movers.

This funding model became prominent in the late1990s and has been in use ever since. Lump sum is still popular and may particularly appeal to younger business professionals, who want the maximum flexibility to manage their moves.

However, some RMCs and FIDI Affiliates question the viability of the model. They fear, in some circumstances, that it can lead to disastrous moves, which can mean failed – and costly – relocations.

FIDI’s own white paper on the topic points out that much has changed in the workplace in recent years. This may mean that lump sum is not always the best fit for international assignees.

A policy shift

As well as the shift in corporate workforce demographics, with Generation Z and Generation Y employees (those born between 1980 and the 2000s) now joining the global talent pool, use of lump-sum payments has evolved significantly.

Companies are increasingly adopting a blend of traditional policies and more flexible, employee-centric approaches, according to Ruth Lyons, Sales Director at Gerson Relocation, in the UK.

‘This shift is largely driven by the need for costeffectiveness and the desire to accommodate employee preference,’ she says.

There is a growing trend towards managed lumpsum policies, which – unlike traditional fixed lump sums – ‘explicitly define the benefits covered within the

policy guidelines’, adds Lyons.

‘These benefits are often presented as menu items, enabling employees to choose options that best align with their individual needs. This tailored approach allows for greater personalisation.’

An important distinction from traditional fixed lump sums is that any unused funds in a managed lumpsum policy may be returned to the company.

Lyons generally supports the use of lump-sum policies, with some caveats, including ensuring the lump sum provided is enough to cover the full costs of a relocation.

‘These policies offer significant advantages, particularly in terms of flexibility and cost control,’ she says. ‘They empower employees to manage their relocation according to their personal preferences, which can enhance satisfaction and reduce administrative costs for the company.

‘For organisations, lump-sum policies provide predictable budgeting and can be more cost-efficient, especially when compared with fully managed relocation packages.’

Peter Sewell, Managing Director of Sterling Lexicon, says the rise in popularity of lump sum has been driven by increasing pressure to manage costs. However, he adds: ‘Today’s employees are much more focused on seeking meaningful work and recognition with organisations aligned with their own values – a trend that’s likely to continue.

‘Employers who prioritise holistic employee wellbeing and duty of care will probably shift towards using lump sums more sparingly and providing additional support to maximise their effectiveness.’

Better cash flow

Steve Jordan, editor of The Mover magazine, believes lump-sum customers are a ‘mixed blessing’ for movers. ‘They convert a corporate client into a private one. This helps, because private customers pay in

Ruth Lyons, Sales Director at Gerson Relocation

advance, so cash flow is great,’ he says.

‘It also means that the movers are a step or two away from the demands of the corporations and the RMCs. That said, I believe the corporations still have a duty of care, so they should be providing guidance to their assignees and helping them make sensible decisions.’

However, the use of lump sum means moving and relocation companies need to employ consumer sales and marketing skills, instead of taking traditional B2B routes to win business.

‘Although many corporations will provide direction to assignees, movers must now rely on attracting private customers directly, through more traditional marketing and SEO [search engine optimisation], and from leadgeneration companies. Each sale is separate and every time they must compete, usually on price, with lowerend suppliers.’

Industry consultant and experienced moving company executive Mark Oakeshott offers a different perspective. ‘While the lump-sum model has a negative effect on companies that act as bookers for relocation management companies and the RMCs themselves, I believe the trend is positive for many more professional international moving and DSP companies that now have the opportunity to quote (for), and book, these shipments,’ he says.

‘Provided the corporate account gives clear guidelines to relocating employees on accredited suppliers – such as FIDI – to avoid rogue movers, I see lump sum as good news for the wider industry.’

responsibilities do not apply at all’.

‘Only qualified companies - like FIDI companies - incorporate all aspects of our corporate world to service our corporate clients’ needs,’ he says. ‘Using suppliers down the food chain spoils these opportunities, which makes multinational companies or organisations look bad for the transferee.’

The

relocation Wild West

Kay Kutt, CEO of Silk Relo, is another industry professional with strong doubts about the potential risks of lump-sum payments.

From an HR team’s point of view, lump sum can be ‘an easy solution to get folks from one place to another’, she says, and ‘probably works well’ if companies are recruiting a young mobile talent pool. However, ‘if you’re recruiting senior leaders, there is little benefit to them’.

‘I believe the pendulum has swung far too far to the “no” service model,’ says Kutt, who adds: ‘Lump sum is like putting a band aid on a deep wound. People like to have a choice, they are always going to pick the cheapest, and service isn’t guaranteed. With no contractual engagements or service level agreements, it becomes the wild Wild West of relocation.’

When the economy isn’t robust, lump sums look attractive as a solution, according to Kutt: ‘As you dig in to the solution, it meets some needs, (but) it is not a one-size-fits-all solution.

“When a lump sum is insufficient… the financial burden can negatively impact an employee’s morale and performance during their assignment”

Managing the risk

The need for greater compliance has grown significantly since lump sum emerged in the 1990s, and the requirement to tick regulatory and taxation boxes has never been greater.

In its white paper, FIDI points out that employers benefit from lump sum because the administrative responsibility is shifted to the employee. However, it continues, the employee also inherits ‘the challenge of compliance. Many assignees are either ignorant of the regulations or, at the very least, ill-equipped to deal with them’.

The assignee, the white paper adds, ‘is unlikely to have the knowledge required and thus is at risk of errors that could lead to legal penalties, financial risk or even deportation’.

Andreas Eibel, Vice President and Sales Director at Sobolak International in Austria, believes using lump sum can make it harder for clients to manage quality control of a relocation.

Of the inherent risks of lump-sum payments, Eibel says: ‘From an unhappy transferee to lawsuits, everything is possible. Especially with cheap companies’ liability and transport insurance, issues may arise. In addition, low-budget movers are not explaining the process correctly, which leads to false assumptions regarding the service level.’

Larger corporations are experiencing harder times, which has led to them downsizing their relocation budgets. Eibel worries that if transferees are allowed to choose any moving company ‘due diligence

‘In a scenario of a lump-sum policy, there isn’t any due diligence, because it is up to the transferee to choose the solutions they want to spend their money on. With no supplier vetting or oversight, (it is a) “buyer beware” solution.’

A sustainable choice?

With the sustainability of international moves well and truly in the spotlight, corporations are looking for a range of low- (or no-) carbon solutions they can apply.

‘Compared with a decade ago, the world’s largest employers are more openly and formally committed to reducing their carbon footprints: most have publicly stated a date by which time their operations will be net zero,’ says FIDI’s white paper.

As part of the solution, some may view lump sum as a more sustainable action because it isn’t providing air or sea freight or temporary housing for every transferee. Assignees are given the choice of how they spend their relocation money, so – in theory – they are free to choose the greenest relocation solutions.

However, Silk Relo’s Kutt, says: ‘Others would argue it is less efficient because it is a random spend, not qualifying partners that are best-fit sustainable providers. It isn’t addressing a company-led sustainable model; it is left to the individual.

‘Most times, an individual with cash in their pocket spends their money on the cheapest option, not the most sustainable. The company is washing their hands of sustainability in the case of lump sums.’

Another FIDI Affiliate that believes lump sum may not work so well in promoting sustainability and compliance is Sterling Lexicon. Managing Director Sewell says this is because ‘they transfer

Kay Kutt, CEO of Silk Relo

Peter Sewell, Managing Director of Sterling Lexicon

responsibility to employees, limiting a company’s control over partner selection, standards, and compliance tracking’.

Lyons, at Gerson Relocation, believes lump sum needs to be carefully planned and managed, as poorly executed use of this tool can, she believes, lead to dissatisfied employees.

‘Assignees face several risks when relocating under a lump-sum policy. One of the primary risks is that, if the lump sum is not accurately calculated or does not account for local costs, the assignee may find themselves without enough funds to cover essential expenses,’ says Lyons.

‘This risk is particularly high in regions with volatile housing markets or high inflation, where employees might need to rely on their own financial resources to make up for any shortfalls.’

Relocation can also be complex, particularly when assignees move to a new country.

‘Without adequate support from a relocation company, assignees may face challenges such as finding housing, enrolling children in schools, adapting to cultural differences, or settling in. The absence of corporate relocation support can lead to stress, delays and dissatisfaction with the relocation experience,’ Lyons adds.

‘Additionally, when the lump sum is insufficient, assignees may be forced to cover relocation costs from their own personal funds, which can strain their finances, especially if they were not prepared for these additional expenses.

‘Over time, this financial burden can negatively impact on the employee’s morale and performance during their assignment.’

In the worst-case scenario, this can lead to a failed relocation, forcing the employee to abandon their assignment altogether.

Another factor to consider for HR managers – or others looking to use lump sum as a tool for assignees – is how to ensure the actual payment is fair and equitable for all employees.

Calculating lump-sum allowances is challenging

because of varying individual and family priorities, fluctuating costs, and differences in origin and destination logistics, such as home and/or family size and moving dates,’ says Sewell, at Sterling Lexicon. ‘Analysing historical data can certainly help, but ensuring fairness is difficult if the lump sum proves insufficient, leading to case-by-case exception requests.’

The lump sum as a policy certainly isn’t all negative, with some industry executives believing this relocation approach has, in some ways, moved forward with the times.

In terms of recent trends, Sterling Lexicon’s Sewell says: ‘The good news is that closer scrutiny and increased awareness of the possible limitations help drive better, more innovative tools and resources to optimise its use, and lead employees to work with experienced relocation partners. We are also seeing companies that were early adopters now maturing and rationalising their approach.’

Increased volatility

FIDI believes corporations need to consider carefully how lump sum fits with global mobility in 2025.

‘Many employers still prefer it for its flexibility, cost control, and administrative simplicity. Many assignees still prefer it because they can allocate funds how they want – and even keep what’s left over,’ it states in its white paper.

Employers will continue to use lump sum, supported by technology and a workforce that is increasingly likely to seek independence over corporate control.

‘But there is increased volatility in the world today, coupled with the need for stricter financial, legal and environmental compliance,’ says the FIDI white paper.

‘The need to support an increasingly diverse workforce makes a “one size fits all” approach difficult to support. For many employers, this makes the lump sum problematic. In short, it is not for everyone.’

The FIDI white paper on lump sums can be downloaded on www.fidi.org/publications

Andreas Eibel, Vice President and Sales Director at Sobolak International

Steve Jordan, editor of The Mover magazine

Mark Oakeshott, industry consutant

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Happy birthday FIDI!

In the first of four features celebrating FIDI’s 75th anniversary in 2025, Dominic Weaver speaks to some of the FIDI team about driving a shared vision of being a representative, progressive and continually innovating global organisation

Part 1: The FIDI office

Jesse van Sas, Secretary General

Seventy-five years since the organisation he leads was established, Jesse van Sas, FIDI Secretary General, reflects on the work of his predecessors.

'Jean Verdonck who, in 1954, became the fourth President of the association, wrote this about the founding meeting of four European moving associations in the picturesque Swiss village of Estavayer-le-Lac: “It had been a very good lunch. Excellent food and splendid wines were served, the conversation sparkled and in this convivial mood, the little group of movers went off on a boat trip. There, someone managed to find a typewriter and in this happy daze, the Memorandum that created FIDI was banged out on its keys."

‘The above still speaks to me,’ van Sas says. ‘Sure, business in the 50s, just post World War II, was vastly different from what it is today. Transport of goods was dominated by bulk cargo in ships, with lots of manual labour involved in loading and unloading, less emphasis on speed and more on reliability. The cost of transportation was actually quite high then, and infrastructure less developed. Communication took time, lots of time. And international partnerships in business were just emerging.

‘However, a big part of it is still so true today. What we do is about networking over great lunches or dinners, with a drink and some finger food, and socialising with your international colleagues, in order to better serve your customers. I can just imagine the sparkling conversations by the business tycoons of the early days, the colourful characters and probably also the very politically incorrect side remarks or jokes.

‘Apart from this political incorrectness, much of the business remains the same, despite the huge

Marie-Pascale Frix, FIDI Business Intelligence Manager

FIDI’s Business Intelligence Manager – and FIDI’s longest-standing current staff member - Marie-Pascale Frix, says she got involved in FIDI completely by chance in 1998.

‘I knew nothing about the removal industry and certainly didn’t have a clue that a federation or association representing that sector existed,’ she says.

She was looking for a new professional challenge as her employer AT&T was closing its offices in Brussels, where she had worked for the previous five years.

‘I enjoyed the culture, the team spirit, the ambiance, the international environment and wanted something similar,’ she says.‘I was looking for a service-oriented environment rather than the finance department, where I could meet people and further expand my skills and competences.’

A recruiter found her an interview with FIDI’s Karin Wouters and two current Board members, offering her the position of Administration Manager. ‘It

developments in technology, infrastructure and logistics. It is still about personal relationships, agent to agent, looking each other in the eye and entrusting a customer to your counterpart overseas. It requires trust and loyalty to do so, and this is where an organisation like FIDI is key.

‘It is just a gathering of movers – that’s the easy part, which has been duplicated by many other organisations. Instead, the key is to bring more into the organisation. Daring to stand up for financial health, for example, for providing financial cover in case of misfortune, for implementing a global audited quality system, for offering relevant training to all involved in moving, from packers to CEOs, worldwide, for being the guiding light in terms of standards, professional guidelines and values in this intriguing business.

‘All of this came out of a gathering of movers, and continues to add value to the organisation today, 75 years later. Still the leader, still the trendsetter – and still the original.’

matched what I was looking for in terms of challenges, dynamism, multiculturalism and a people-oriented environment. I have never regretted taking it on.

‘Three months after I joined FIDI, I attended the FIDI EiM seminar, got my diploma and my first long-term friends within the business,’ she says. ‘I fell in love with the industry and its people, and this love/passion never left me. This is why, 26 years later, I am still here.’

‘I was given the opportunity to grow together with the association, my responsibilities evolving with the internal structure changes, from Operations Manager overseeing all services to my current responsibilities.’

At the time, says Frix, FIDI and the FIDI Secretariat were completely different, not least because there were only three full-time and one part-time staff.

‘It was like joining a buzzing start-up,’ she says. ‘Everything was to be created, service-wise and industry-wise. The FIDI office (called "secretariat” at the time), was working very closely with the FIDI Board and various industry committees. We were like a buzzing hive: we had so many dreams, ideas, plans and goals to achieve.’

FIDI Secretary General Jesse van Sas at this year’s FIDI Conference in Edinburgh

Marie-Pascale Frix in the early ‘buzzing’ days in the FIDI office

ANNIVERSARY

Marie-Pascale Frix receives her FIDI pin at the Lisbon Conference in 2011, in recognition of her valued contribution to FIDI

Marie-Pascale Frix’s memorable moments from her 26 years with FIDI:

l FIDI opening up to the online world –launching our first website

l Development and implementation of the FAIM quality standard – and evolving it

l Expansion of our educational programme, from the FIDI Institute to the FIDI Academy

l Expansion of FIDI’s financial protection, from FASI and netting

l Regionalisation of the FIDI Associations

l Launch of the FIDI DSP membership category

l Establishing a reference for:

l industry best practice and dispute resolution, with the FIDI PCG

l industry regulations with the FIDI Customs Guide

l sustainability with the industry carbon calculator

Part 2: FIDI’s first female Presidents

Ebru Demirel and Laura Ganon

FIDI’s first ever female President Ebru Demirel, who took office at the Amsterdam Conference in 2019, says FIDI’s commitment to quality has continued to differentiate the organisation in competitive times.

‘Any association can only continue to exist

The following 15 years were incredibly exciting, she says. ‘What made it unique is that we were a team – the FIDI staff and Board - and we had the same passion in life: FIDI. We only had the wellbeing of the wider FIDI community in mind. We referred to the FIDI family and we were ‘FIDI’ (and at the time, I was known “Mrs FIDI!”).

‘The culture evolved together with the changes in the industry over the past 26 years, but it remains a highly people-oriented place, which makes it unique. From a family moving business industry, we evolved into an industry of corporate companies and family businesses, with new risks and challenges: globalisation, shipping challenges etc, where companies must remain competitive and adapt to the worldwide changes brought about by diversification and other forces.’

After those first, frenetic years, FIDI went through some tumultuous times, before returning to ‘shine again, and return to full swing, as it is currently’.

‘FIDI should continue to evolve together with the industry it represents and the ongoing changes to our world. The past few years have been highly challenging, and the future will most likely follow that curve,’ she says. ‘Resilience and strategic thinking are important. It is difficult to predict what the next 25 years will bring in for our industry and for FIDI. I however can only hope it will be ultimately beneficial for all. FIDI is unique and should remain so, too.’

Frix says her time with FIDI has impacted on her profoundly. ‘It is part of who I am now,’ she says. ‘FIDI taught me to be resilient, assertive, adapt to changes and keep smiling, too. My passion for FIDI is still here today - and it is always a pleasure to help Affiliates.'

through its members, and FIDI’s decision years ago to make FAIM mandatory, even at the cost of losing members, is the strongest proof of its dedication to being a quality-focused network,’ she says. ‘I witnessed the period when this decision was made – and I can even say that I wasn’t very happy about it at the time – but now, looking back, I congratulate the Board for taking this bold decision. I believe FAIM has been FIDI’s biggest milestone.’

Past-President Laura Ganon, Demirel’s immediate successor in the role – adds: ‘This bold attitude meant FIDI’s Affiliates remained the first choice for corporate companies and institutions around the world. The FAIM programme has been evolving since its creation and it keeps on making us better.'

During the nine-year tenure of both on the Board, there were other momentous decisions, too, with a balancing act always to be struck between the needs of different nations and different-sized firms .

‘Of course, FIDI is not just about FAIM; it has always been a pioneer, implementing firsts for its members and, more importantly, for the industry,’ says Demirel. ‘Initiatives such as FASI and the FIDI Academy were well-timed steps. These services and practices are wide-reaching and provide Affiliates with essential support to become sector leaders.’

Beyond this Ganon says: ‘FIDI has transformed how we do business, enhancing transparency,

Marie-Pascale Frix in the FIDI office in 1999 with (from right) FIDI Secretariat at the time Sylvie de Wael, Christiane Lambotte, Houriet Khiaty, Karin Wouters

Ebru Demirel on a panel during the Edinburgh Conference

efficiency, and global collaboration; and leads the industry in setting standards. It has helped us deal with compliance requirements and data protection procedures. It is currently leading the industry in digitalisation, risk management, and sustainability –and now, it is not only the household goods industry profiting from this leadership, but DSP companies, too.’

Reflecting on the ‘incredible journey’ FIDI has taken since its inception, Ganon welcomes the progress the moving business has made in gender parity.

‘When I started, the moving business was largely male-dominated, but more women are stepping into leadership roles, driving innovation, and bringing fresh perspectives,’ she says. ‘It’s a gradual but promising shift. Ebru´s presidency, followed by mine, was a testament to FIDI’s commitment to diversity, yet there is still much more to be done.

‘The creation of the FIDI 35 Club (which later evolved into FIDI 39 Club) is helping, encouraging female leadership and offering a mentorship programme, which may be helpful for greater equity.’

Demirel also cites the FIDI 39 Club as significant, recognising the value of engaging the next generation and providing her personally with ‘my safe space’ when she attended her first FIDI Conference in 1995.

‘At that time, not only was I young, but it was also a period when men were in the majority,’ she says. ‘Today, however, the number of women at the conferences has significantly increased.’

‘Personally, I will always carry the pride of being FIDI’s first female president,’ she says, adding: ‘My greatest hope is that more female colleagues will run for these positions because women don’t often put themselves forward for such roles. I am hoping that both Laura Ganon and I have been positive role models for future female candidates, such as Aulina Mithal Sood.’

Demirel says the launch of the FIDI Netting project typifies the innovation that has kept FIDI at the forefront of global mobility during the past seven-anda-half decades – and that its membership demands.

‘Affiliates are coping with decreasing business volumes and increasing costs, and they also expect FIDI to find solutions to make their work easier,’ she says. ‘And like our own customers, they want to lower their costs, too.

‘I believe netting is a positive step. I have witnessed FIDI’s operations up close, and I am confident that it will continue to meet the ever-changing demands of businesses into the future.’

Ganon says that FIDI is meeting the challenge of staying relevant in an increasingly fast-changing world.

‘The rise of remote work, shifting global trade dynamics, and heightened client expectations will require FIDI to continue adapting its services and FAIM,’ she says. ‘However, with its strong foundation of trust and quality, I am confident that FIDI will not only meet these challenges but will also turn them into opportunities.’

Demirel says her time as FIDI president had ‘a very positive impact’ on her career.

‘While I dedicated my time and knowledge to FIDI, I gained new experiences in return,’ she says. ‘Most importantly, I was involved in industry-related issues and decisions in a field I am passionate about.’

Ganon, too: ‘Being FIDI President had a profound impact on my professional life. It expanded my global network, deepened my understanding of the industry’s complexities, and strengthened my leadership abilities. The experience was not just a milestone in my career, but a continuous source of inspiration as we collectively built the future of the moving industry.

‘It was a professional and personal privilege to serve as its second female President. As FIDI celebrates 75 years, we know its journey is far from over. FIDI will continue to grow, and lead us Affiliates, into the future.'

‘I am very happy to see FIDI’s 75th diamond jubilee and the organisation in such a strong position with its services and quality of its member network, adds Demirel. ‘Here’s to many more years of FIDI’

Coming up in issues 317, 318, and 319 of FIDI Focus magazine, we will hear FIDI’s ‘old guard’ speak about their past memories and future aspirations for the organisation; discover the thoughts of the leaders of some of the industry’s most influential players; talk to partner companies and third parties who are working with FIDI and its Affiliates; meet some of the family businesses that have evolved alongside FIDI; and further celebrate FIDI’s achievements in its first 75 years. To contribute, please contact the Editor, Dominic Weaver: editor@fidifocus.org

Laura Ganon addresses Affiliates during the 2023 FIDI Conference in Bangkok

Ebru Demirel and Laura Ganon interviewed for FIDI Focus during the 2022 FIDI Conference in Cannes

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Net benefits

As FIDI launches its netting system for Affiliates, we speak to three Affiliates about why they welcome this momentous development

‘Packimpex was part of the Harmony network and benefited from netting services for many years. With the ownership change to Gosselin, we left the network and, therefore, the netting service. Never ever did anyone expect the massive increase in work that this triggered. The time spent agreeing offsets with your agents through email ping-pongs across the world is tremendous.

‘In our line of business, every penny counts. The reduction of bank fees and foreign exchange spreads is a nice benefit of netting. I weigh the benefit of the

‘As the CEO of FINK Mobility, a proud FIDI Affiliate since its inception, I have long advocated for innovative solutions that simplify processes and boost efficiency. One of the most exciting developments on the horizon is the implementation of the FIDI netting system, and I couldn’t be more enthusiastic about its potential to revolutionise how we handle payments within our community.

‘Netting is a game-changer. In a global industry such as ours, where international transactions are common, payment complexities can slow down operations and increase administrative burdens. With cost pressures mounting, movers are constantly seeking ways to optimise processes and reduce overheads. This is precisely where the netting system comes into play.

‘By consolidating payments into a single monthly transaction between companies, the system simplifies the entire process. Instead of dealing with multiple international transfers, businesses will have a much clearer view of their financial obligations and receivables.

‘This is the next milestone benefit for being a part of FIDI, providing seamless, strong cooperation within our community.

‘In today’s globalised economy, netting is becoming increasingly important for businesses to manage costs and maintain efficient financial operations. For FIDI members, it’s a valuable tool for simplifying international transactions and strengthening relationships within the community. Netting minimises transaction and wire fees, and foreign exchange costs by taking advantage of FIDI-negotiated rates on the totality of currencies needed per monthly netting.

It is also a tremendous time-saver for each of the participating FIDI members. Netting simplifies and accelerates payment processing, reducing administrative workload, reducing delays because of email communication with each vendor or partner, and improving efficiency. In addition, it enhances liquidity,

simplification of the process that netting brings to FIDI agents even higher though.

‘Netting brings a monthly routine or rhythm to the international payable and receivable settings. It brings massive simplification, stopping the financial disconnect between FIDI agents.

‘Using netting services is a bit like owning an electric toothbrush. You never knew you needed one until you have one. Once you have it, you will never go back to manual.’

Marcel Jörg, Gosselin, and FIDI Board member

This is not only a huge time-saver, but also leads to significant cost reductions. Bank fees, currency conversions, and administrative work will all decrease, allowing companies to focus more on delivering excellent services rather than managing complicated financial logistics.

‘For the FIDI community, this brings numerous benefits. As a collective, we thrive when our processes are smart and transparent. Netting enhances cash-flow predictability, reduces payment risks, and strengthens relationships between members by ensuring smoother financial exchanges. Moreover, it reinforces FIDI’s commitment to providing its members with solutions that keep pace with the evolving business landscape.

‘In today’s economic climate, where every cent counts, the introduction of netting couldn’t have come at a better time. It’s a bold step forward that reflects the modern needs of our industry. I am excited to see the positive impact it will have on FIDI Affiliates around the world.’

Laura Ganon, CEO of FINK Mobility

provides a clear picture of cash flow, and optimises liquidity management.

‘The FIDI netting system will mitigate the risk of late payments, non-payment, and errors in international transactions. Although FASI provides some degree of non-payment protection, full coverage/insurance on the receivables will encourage more members to participate in the payable-driven netting. It will also promote increased business growth and engagement between participants.

‘We believe this takes the family of FIDI members to the next level of cooperation within the network, and it will strengthen the relationships within the FIDI community.

‘We are very thankful to all the colleagues involved in this project. This is a great achievement and we are really looking forward to seeing how this success story continues.’

Dirk Ellermann, Managing Director, Paramount Transportation Systems Europe

Marcel Jörg

Laura Ganon

Dirk Ellermann

Like the Bee, we work as a Team

Their honeycomb is strong and reliable, just like our international moving, packing and delivery services

Int’l Moving

Relocation Services

DSP (V&I, Home finding, settle-in services)

Pet Transport

Automobile Transport

Global Logistics

y Int’l Moving

y Relocation Services

y Pet Transport

Our service scopes

y Automobile Transport

y Project Cargo

y Sea &Air Freight

y Storage (RMS)

Keeping it in the family

After a moving industry journey that began in the aftermath of the Korean War and has spanned six decades, Joseph Song retired from his position as head of Asian Tigers Korea in August this year.

As he becomes Chairman Emeritus of the company he founded, he is passing the reins to his daughter, Saenah Song. Here, she interviews her father about his time in the industry, their working relationship and his thoughts on succession in a thriving family business

Why did you start the business? What attracted you to the moving industry?

I was born right after the Korean War, so while I was growing up, I was living in a country where citizens of all walks of life faced daily difficulties trying to survive. The country was trying to find its footing to rebuild itself.

In the early 1970s, I had to find ways to financially support myself and use my education in the best possible way. Thanks to an acquaintance’s introduction, I started working part-time at an overseas moving company. These were the initial steps I took that led me to a lifelong career in this industry.

After a few years, I decided to branch out and, in 1984, I established a company of my own. I have spent the last 40 years growing this business into what it is today.

For me, the biggest attraction of the moving industry is the friendships forged with customers and industry peers, along with the relationships established with our worldwide partners. These lifelong and priceless connections go beyond packing for a move, or simply trying to win the next contract.

What were the biggest challenges back then?

During the 1980s, Korea was developing at a fast pace. Across the country, Koreans were instilled with the belief that they could accomplish anything if they worked hard towards their goals.

However, as fast as Korea and the economy was growing, there were still challenges, with inadequate infrastructure, warehouse and transportation equipment. For the six months after launching the company, our biggest worry was how we could survive if our sales efforts did not go through as planned.

But everything went better than expected and, although cash flow was challenging at times, the company received a lot of help from those clients who paid promptly after the completion of a packing job.

At what point did you realise the company was going to be successful?

I never predicted success. If I had started out with the knowledge of how to run a business well, things wouldn’t have been the same.

We had numerous setbacks, trials and tribulations over the years, including external and internal crises. The company faced its share of

obstacles, but the dedication and effort of our staff helped us to overcome them whenever they arose.

What were the values you built the company on – and have they changed over time?

Back then, everyone had the same goals; most had a family and needed to find a way to make a living. I can’t say I had any lofty goals or objectives – I was just looking for a way to live.

We should meet our customers’ needs by providing the best service, not necessarily the most expensive. Our quality standards will be the same for everyone, but at the same time, the best service cannot be the cheapest. Even when we adhere to our principles, we always remain flexible and try to exceed our customers’ expectations.

How have our own family values influenced your approach?

I feel very fortunate to see all my family members in good health and enjoying good living conditions. This feeling extends to the company’s staff, who I see as part of the family too. When I look back, I believe I spent more time being with and working with company members than I did with my own family. The value of family, direct or indirect, means I have the responsibility to support everyone well.

What part has FIDI played in our journey?

We understand the importance of offering high-quality industry education to nurture promising talents for

career growth. The diverse educational programmes provided by the FIDI Academy have made a significant contribution to our personnel development.

FIDI’s FAIM programme has helped us select worldwide partners by verifying and certifying various aspects of a company’s management qualifications. Furthermore, the annual FIDI Conference in different locations offers valuable opportunities to engage with our friends and partners, allowing us to collaborate and support each other effectively.

How do you feel about the future of the company?

I started thinking about the future of the company while I was attending the 150th anniversary for Keller Swiss in 2005. I learned that a company must have a long, rich history and grow sustainably. It led me to consider the ways in which I could shape the company’s path forward and prepare it for the next generation.

Is it good to have family involved in the company?

It makes me very happy to have my family continuing the business. You (Saenah) showed an early interest in the industry, which helped shape your life choices and prepare you for a career in the company.

From university studies, living abroad, internships at different moving companies and attending conferences with me, every path you took has brought you to today.

Should they choose to do so, I hope future generations of my family can continue the business, too.

“For six months after launching the company, our biggest worry was how we could survive if our sales efforts did not go through as planned”

FIDI Focus: Saenah, what did you enjoy about interviewing your father?

Saenah Song: The process gave him the opportunity to reflect on history and memories and it gave me a chance to gain further insight into his thought process and tribulations during the early days of the business.

The process helped affirm his daily thinking and philosophy, which has been a guiding light to me during our years together in the business. He has taught me how to run a company properly – while always putting customers’ needs above everything else.’

What has it been like working alongside your daughter?

There are clear generational gaps between us, as we tend to see things differently because we grew up in different times. I was born into an underdeveloped country, whereas you were born into a middleincome country, so our developmental environments were contrasting.

When opinions differ between two parties, I try to recognise these as simple differences rather than ‘right’ or ‘wrong’.

I can remember a few instances when we have had differences in opinion, but nothing particularly memorable.

There were times when I advised you that, if problems or issues arise between employees and management, it is more important to listen to everyone’s opinions or comments and direct questions back to them - so employees can find appropriate solutions themselves.

Would you have done anything differently?

There aren’t many memorable events that I wish I had done differently. Some lessons I could learn only through experience or by consulting with professionals.

When we were constructing the warehouse, for example, I had initially thought the size we planned would be enough for the business. Over time, I came to the realisation that building a larger warehouse would have been more beneficial. I had not thought of future business expansion at the start, so discovered later how challenging it would be to add extra space to the existing warehouse.

What has been the best part of this journey for you?

This moment right now. The best part of my life is that I can retire as I had planned. I am happy to be able to retire in good health and to pass the business down to my family. I was born during a tumultuous time in our country, worked hard, made many meaningful connections and friends around the world with whom I have worked together over the years.

I also hope you can manage the company well and see it grow sustainably - but I don’t worry so much about it, as it is now out of my hands.

Where do you see our company in the next 10 to 20 years?

It is challenging to predict what our company will be like or how the industry will change 10-20 years

A question from Joseph to Saenah

Saenah Song: What would you like to ask me?

Joseph Song: As you ask, I’d like to enquire about your own plans to prepare to develop the company. My hope is that you will find a good path forward by giving it ample thought and making the necessary adjustments as you go along.

Saenah: Your founding goals haven’t changed: to grow the company into a healthy, sustainable entity – not necessarily a large corporation, but one that endures the test of time.

I have often questioned if I am the right person for this role, as I am very self-aware about my own personal strengths and limitations. However, while I might not be as mathematically skilled as my brother, or able to remember names as well as you – and I wouldn’t consider myself a natural salesperson - I have realised that leadership and management aren’t about doing everything by yourself, but rather surrounding yourself with properly qualified people and creating working harmony between them.

When faced with challenges, I try to listen to others and stay grounded in principles rather than allow biases to influence my decisions.

The story of succession at Faber-Castell, a 250-year-old company currently in its eighth generation – where each generation has contributed something unique – has inspired me to define my own path in leadership. Each generation at Faber-Castell has left its own mark, whether this was establishing the company, expanding it, refining processes, adding value to employees or adapting to changes. Not every generation needs to repeat the same thing, so I find comfort in that.

When I first took on this role, my initial thoughts were to retain the status quo. But I realised I had my own vision for the future and that certain changes in the company were necessary.

There are some structural changes forthcoming, but once the foundation is set, I will explore ways to continue growing the company. My goal will be to pass on the company in good shape, both financially and operationally, while staying open-minded and adjusting to a global business environment that is ever-changing.

from now – that is not my area of expertise. We need to remain flexible and open in our approach, concentrating on growth and determining how to best adapt as the market changes.

What would you like your business legacy to be?

My hope is that people can view our company as a happy and fulfilling workplace. Rather than focusing on profit alone, it should be a place where every employee can work to their full potential and be compensated fairly, so they want a long-lasting career with us. Balancing the expectations of an employer and its employees is challenging in itself, so my hope is, this is a place where everyone can work together to find the right solutions and always strive to create an enriching and healthy work environment.

What advice would you give to future generations of our family who may be in charge?

The story of our company is an ordinary one. If I were to emphasise key aspects of running the business, it would be the importance of always being flexible in all aspects, and being financially liquid.

There is a saying that one should prepare for difficult times during periods of ease. In other words, I believe that a company can’t thrive without first facing challenges and setbacks.’

Joseph Song now becomes Chairman Emeritus of Asian Tigers Korea. He is retaining his work email address at joseph.song@asiantigers-korea.com and aims to stay connected with international colleagues. He is relocating to be closer to his hometown in Jeonju, Korea, to relax and catch up with old friends – and take up new hobbies.

Charting new territory

If there is one thing that is constant in an industry that is always on the go, it is change. Sometimes change is expected; sometimes it comes as a surprise. It may be welcomed, or it may be challenged.

Those resistant to change and slow to adapt will be left behind. We saw this during the COVID-19 pandemic, in terms of early adapters to digitalisation and virtual survey tools. Pioneers who adjusted early reaped the rewards, while some of those who waited have had to close their doors.

The same principles apply to the FIDI 39 Club. Once focused on in-person annual events at the FIDI Conference, the Club has faced a choice: adapt and pioneer a new course for its membership in an increasingly virtual age, or stick to traditions and ‘the norm’, at the risk of becoming outdated.

We have chosen to adapt, charting a course to guide the Club into a new era focused on year-round engagement and growth for our members.

We have rolled out virtual elections; increased offerings focused on virtual engagement and growth, such as the Mentorship Programme; organised online micro-events and panels… but even with all of these adaptations, a key step still needs to be taken to cement the Club in its new and improved virtual era.

This involves pioneering a new approach to our membership structure and creating an additional category for people who wish to join as ‘virtual members’ – thereby eliminating the link with attendance at FIDI’s annual conference, which was widely perceived as a barrier to membership entry.

The Club plans to roll out this new membership option from January 2025, and is hopeful that it will boost reach and engagement to unprecedented levels among the emerging talent of our industry.

While I am very excited to see Club membership flourish, I’d like to back up a bit and talk about what it took to achieve the changes that have been enacted within the Club over the past few years. It involved a considerable number of meetings, planning, debate, and careful execution, but – more than anything – it took an unwavering commitment to question the norm.

We surveyed the Club membership, questioned ourselves and our ideas that stemmed from those surveys, and we questioned past administrations and industry leaders.

It is not easy to change procedures that are established in a culture. It is delicate, and careful consideration must be given to all the aspects that may be affected – but if the norm is not questioned, things will never change.

Something all pioneers have in common, I believe, is that they question, question, question. They ask why, why not, how, and what if? This is the root of change, and anyone asking these questions

FIDI 39 Club President Jackie Stouffer discusses the crucial role of adaptation in business and how challenging norms has led to a step change in the way the Club will operate in the future

can – and should – expect a healthy amount of debate and discussion.

Recognising a need for change – and further questioning to better understand the background of the current state you wish to change – is the equivalent of an explorer researching their route, and ensuring they have a compass and map before setting out into the wilderness.

Make no mistake – pioneering change is absolutely venturing into the wilderness. You think you know the way, but often need to retrace your steps to get back on course; you hope you have thought of all possible external challenges, but you inevitably encounter more along the way; and you ultimately hope that the journey uncovers a new and better route for people to follow, but can’t be sure until you’ve made it through. None of that, however, changes your conviction to embark on the journey.

The Club has initiated change in the form of new offerings, and has made adjustments to some policies and procedures that have been in place for a few decades. In the lens of the industry as a whole, however, we are sometimes talking about centuries of practice being challenged with increasing frequency by the current global environment.

Of course, we have FIDI helping us to push industry change forward, but it is not enough for the association to pioneer change. Affiliates need to decide to become early adapters and forge their own individual courses towards change within their companies.

Our hope is that the FIDI 39 Club’s course is representative of the future of the industry – a willingness to chart a new course and embrace change, no matter how uncomfortable, scary or intimidating that may be.

“Make no mistake –pioneering change is absolutely venturing into the wilderness”

Jackie Stouffer FIDI 39 Club President

Rebels with a cause

As FIDI celebrates 75 years at the forefront of innovation in the global moving business, FIDI 39 Club Vice President Juan Díaz speaks to two leaders about how innovators through time have transformed the industry by breaking new ground and embracing change

What does it mean to be a pioneer?

Traditionally, the term calls to mind explorers venturing into uncharted lands, pushing boundaries, and making their mark. Today, being a pioneer can take many forms, from developing game-changing technology to launching global initiatives that aim to make a positive impact.

In a sense, being a pioneer is a rebellious act. It’s about stepping into the unknown, challenging norms, and daring to try something new, even when the outcome is uncertain. This ‘shot in the dark’ could be a game-changer or lead to unexpected challenges, but one thing’s for sure: it takes guts.

In the international moving industry, this pioneering spirit is embodied by industry leaders such as Laura Busettini and Nicki French. These visionary women aren’t just navigating an evolving landscape; they’re actively shaping it, setting new standards and inspiring others to do the same.

When asked what it means to be a pioneer in the moving industry, Busettini, Head of International Moving at FERCAM, in Italy, highlights the importance of continuous improvement, innovation, and service excellence. For her, pioneering is about ‘leading the way in innovation, efficiency, and customer service’.

In an industry known for its traditional methods, Busettini sees value in pushing boundaries, finding new technologies, and developing methods that enhance the moving process and customer experience. From advanced logistics to digital tools that streamline communication, she emphasises the need to balance innovation with the human touch.

‘Overall, it’s about setting standards that others

can follow, and continually pushing the boundaries of what’s possible in the industry,’ she says.

Nicki French, of Australian mover Grace, offers a historical perspective, recounting how pioneers in the international moving industry have consistently expanded geographic boundaries. She describes Grace’s groundbreaking work in the post-war migration era, introducing the tagline ‘Across the street, across the world’ in 1948. ‘In the early 90s, Asia mostly meant Singapore and Hong Kong,’ French recalls.

Since these early days, the industry has expanded worldwide, driven by the courageous individuals and companies willing to enter new markets. French salutes those early pioneers, stating: ‘Bravo to those individuals and companies who were courageous enough to venture into these new territories first.’

Beyond digital

While technology has been transformative in the international moving industry, Busettini and French emphasise that true pioneering goes beyond digital innovation.

Busettini highlights the importance of sustainability, employee development and adaptability as critical components of a pioneering approach. She believes creating lasting, positive impacts requires a focus on people and the planet, as well as an ongoing commitment to meeting changing demands. ‘I would say focus on areas beyond technological advancements, such as sustainability initiatives and training programmes for staff,’ she explains.

For her, pioneering includes improving service quality, enhancing employee satisfaction, and ensuring

Juan Díaz

Nicki French, Grace

wellbeing – all essential to adapting to the challenges of today’s fast-paced world.

French echoes this sentiment by pointing to FIDI’s pioneering role in establishing high industry standards. The creation of FAIM was a landmark moment, she says, providing a highly trusted benchmark that distinguishes FIDI members within the industry.

Spirit of collaboration

‘Those who envisioned and developed FAIM were true pioneers,’ French says, recognising the courage it took to make FAIM mandatory, despite the potential for decreased membership. She notes the launch of the FIDI Academy (formerly FIDI Institute) and the Essentials in International Moving (EiM) seminar, which have empowered thousands of students worldwide to learn and grow alongside peers from diverse backgrounds.

‘This is truly special and speaks to the spirit of collaboration that defines our industry,’ she says, reflecting on the value of shared knowledge and community in fostering pioneering spirit.

As FIDI celebrates its 75th anniversary, both leaders agree that it remains a powerful force for innovation and progress in the industry. Busettini acknowledges that, while other associations have made significant strides, FIDI’s commitment to rigorous quality assurance and best practices sets it apart. ‘Still, FIDI is the only moving association offering a unique and rigorous quality assurance programme, assisting its members to apply best practices and developing policies that meet the market’s demands,’ she says.

According to Busettini, FIDI’s initiatives –particularly in areas such as environmental responsibility – help elevate standards across the industry and enhance the reputation of its members. She also highlights FIDI’s role in shaping industry standards, particularly regarding sustainability and technology integration.

For French, FIDI’s proactive approach to adapting its standards to meet evolving market demands is evidence of its pioneering spirit. She values FIDI’s focus on continuous improvement and advocacy, which she believes positions the organisation as an essential leader in guiding the industry towards a sustainable and innovative future.

When asked to identify the pioneers leading the industry today, Busettini points to ‘the companies that have been able to innovate to offer better customer experiences, incorporating eco-friendly solutions and social responsibility into their operations’, and underlines the importance of purpose-driven work that resonates with modern consumers.

French, meanwhile, says relocation management companies (RMCs) have transformed the industry by offering a comprehensive range of services -

“Those who can embrace technology and integrate it effectively into their operations will be the victors of the coming generation”

although she believes a shift may be under way. With technological advances making it possible to replicate some functions traditionally performed by RMCs, she suggests the industry may return to a more hands-on approach.

‘Those who can embrace technology and integrate it effectively into their operations will be the victors of the coming generation,’ predicts French, seeing the potential for blending technology with personal service to deliver a unique customer experience.

Looking to the future, Busettini envisions that the next generation of pioneers will be those who can combine technology with empathy and authenticity. She believes customers want to feel understood and valued, even in a tech-driven world.

‘The pioneers in the moving industry of the future are likely to be those who can adapt to changing market demands, offering efficient, seamless and eco-friendly solutions,’ she says. However, Busettini cautions against the ‘copy-paste philosophy’ and stresses the importance of maintaining a personal touch in customer interactions.

Customer service

As a member of Generation X, Busettini notes that her wishes for the industry may not fully align with the trends shaping it – but she believes that empathy will remain an essential part of customer service.

For French, innovation will be the defining characteristic of tomorrow’s pioneers. With limited opportunities for geographic expansion, she argues that companies will need to differentiate themselves by enhancing customer service through digital tools, transparency, and seamless communication.

‘Companies that do that will stand out,’ she says, adding that future pioneers will be those who prioritise meeting evolving customer needs while delivering a streamlined and satisfying experience.

As FIDI marks its 75th year, Busettini and French express admiration for the organisation’s ongoing impact and commitment to excellence.

‘This remarkable milestone celebrates not just your longevity, but also the enduring commitment to elevate industry and members’ standards worldwide. Happy 75th birthday, FIDI,’ says Busettini, who hopes the organisation will continue supporting international movers through innovation and growth.

French echoes this sentiment, praising FIDI for its adaptability and dedication to global partnerships. She describes its achievements as testament to its strong community and forward-thinking mindset.

‘The ability to adapt to the changing landscape of global mobility while maintaining a strong sense of community among members is truly appreciated,’ says French, who believes FIDI’s legacy lies in its ability to empower movers worldwide to innovate, grow, and lead the industry into the future.

‘On behalf of the FIDI 39 Club and the Board, we wish FIDI a fantastic 75th birthday and look forward to continuing our contributions to this remarkable association.’

“Still, FIDI is the only moving association offering a unique and rigorous quality assurance programme”

Laura Busettini, FERCAM

Protecting moving businesses from invoicing fraud

The international nature of the moving business makes it particularly vulnerable to the rising cases of digital invoice fraud. In this article, FIDI’s Business Intelligence Manager, Marie-Pascale Frix, explains some practical steps to mitigate the risks

Frix, FIDI Business Intelligence Manager

As the rate of cybercrime increases, FIDI is being alerted at regular intervals of Affiliates experiencing phishing incidents.

Recently, there has been a rise in cases involving digital invoicing scams, where fraudsters manipulate payment details, leading to substantial financial losses.

Invoice fraud, also known as ‘fake invoice fraud’ or ‘phishing invoicing’, happens when fraudsters send a falsified invoice to a company, posing as a legitimate supplier. The invoice may appear to be from a known partner, but, often, it contains modified bank account details, leading the unsuspecting company to pay money into a scammer’s account.

Fraudsters may even go as far as calling companies, in your name, in your sector, requesting payments for your company’s invoices to be made to a different bank account – this was recently experienced by a FIDI Affiliate. These schemes are often sophisticated, so even seasoned professionals can fall victim to them. But there are some straightforward steps your company can take to protect yourself.

Recognising the threat

The first line of defence is to understand how invoice fraud occurs. Typically, fraudsters target businesses with the following tactics:

Impersonating suppliers: Scammers hack into or mimic email addresses and use subtle changes, such as altering a single letter, to impersonate a trusted vendor.

Altered payment instructions: Fraudsters send invoices with new bank details, claiming the supplier’s banking information has changed.

Timing the attack: Fraudsters often time their attack during busy periods – such as month end or around

holidays – when payment departments are processing a high volume of invoices and may be less vigilant. Once the payment is made, it can be extremely difficult, if not impossible, to recover the funds. Prevention is therefore your best defence.

Some best practices

Use verification protocols: Never make a payment based on an email alone, especially if there’s a change in bank details. Set up strict internal controls that require phone verification with known contacts at the supplier’s office for any financial information changes. Ensure you’re calling a verified phone number – not the number on the suspicious email or invoice. For FIDI partners, you can refer to the ‘Find a FIDI Affiliate’ page on fidi.org for contact details.

Implement dual approval: For significant payments, require multiple layers of approval involving senior personnel. A second pair of eyes on every major transaction adds an extra level of scrutiny, which can help catch any inconsistencies or red flags.

Train employees: Your team is your greatest asset in combating fraud. Regularly train staff – especially those in accounts payable and procurement – to recognise phishing attempts and suspicious behaviour. Encourage them to verify any unusual or urgent payment requests directly with the supplier.

Use secure payment: Consider using secure electronic payment platforms with built-in verification mechanisms. Bank transfers and wire services that have extra layers of protection, such as multi-factor authentication, can help reduce the risk of fraud. For payments between FIDI partners, the new FIDI Netting system provides a very secure environment.

Monitor and review: Establish procedures for regular

Marie-Pascale

reviews of outgoing payments. Quick detection can limit the impact of fraud, and consistent auditing may reveal patterns or irregularities that might otherwise go unnoticed.

Update security software: Ensure your company’s email and financial systems are protected by up-to-date security software. Regular system updates and employing robust firewalls can prevent hackers from infiltrating your communications and manipulating invoices.

Report fraud early: If you suspect you have been targeted, report it to your bank and local authorities as soon as possible. Immediate action can sometimes help in recovering funds, especially if the payment is flagged quickly.

Get cyber insurance: Should the worst happen, having a robust cyber insurance policy can mitigate the financial fallout. This is especially important for businesses operating globally, where the legal frameworks for recovering funds across borders may be more complex.

What to do if you are a victim

Despite the best precautions, fraud can still occur. If your company has been scammed, quick action is critical:

1 Contact your bank immediately to see if the payment can be reversed.

2. Notify your supplier of the fraudulent activity so they can be on alert.

3. Report the incident to local authorities immediately, as prompt action increases the likelihood of recovering lost funds.

Who is liable for invoice fraud?

When a company falls victim to digital invoice fraud, the financial and legal implications can be severe. One of the most pressing questions businesses face is whether

they are still liable to pay the original invoice if the payment has already been made to a fraudster.

In most legal systems, the general principle is that a debtor remains liable to pay a legitimate debt until the creditor has received the correct payment. If a business mistakenly pays a fraudulent party, rather than the legitimate supplier, the debt is not considered settled because the actual creditor has not received the funds.

In certain situations, if the creditor’s own systems were compromised and led to the fraud – for example, if the supplier’s email or invoicing system was hacked –the debtor might have grounds to argue that the creditor should bear some or all of the loss. However, this often depends on whether the creditor has fulfilled their obligations in terms of securing their communication systems and taking preventative measures against fraud. This is usually only determined through legal proceedings.

Legal precedents typically favour the creditor’s right to payment, leaving the debtor to seek recovery from the fraudster, or from their own insurance company, rather than shifting the responsibility to the creditor. Banks may also reimburse from fraudulent transactions.

Vigilance is vital

Digital invoice scams are a growing risk for businesses worldwide, and relocation companies – which handle vast sums and operate across borders – are particularly vulnerable. By implementing these best practices and fostering a culture of vigilance within your team, you can reduce your exposure to fraud significantly

For more detailed guidance on protecting your company, visit FIDI’s resource centre on cybersecurity on fidinet.fidi.org/resource-pages/cybersecurity

“Your team is your greatest asset in combating fraud”

Meet the team

Introducing two new additions to the teams at the FIDI office and FIDI Focus magazine, William Zamundu and Chris Dixon

William Zamundu

Having worked as an intern with FIDI in 2022, William Zamundu took on the role of FIDI’s Marketing and Communications Officer

FF: Please tell us about your background. How did you get into marketing and communications?

William Zamundu (WZ): My ultimate passion is art, storytelling and the role that stories play in our societies. It is the mix of this passion and my studies in business management and marketing that laid the path to marcomms [marketing and communications]. Put simply, I use my background in storytelling, business, and communication techniques to get the necessary information in front of the eyes that need it.

FF: What were your first impressions of the global relocation industry?

WZ: I first heard about the global relocation industry when I joined FIDI as a student in 2022. It seemed slow, and without many young people. Also very warm and homely, with people who really care about what they are doing. The slowness is not inherently a bad thing; compared

“FIDI’s role is to provide Affiliates with the tools to explain that, as a FAIM-accredited mover, their services are worth the buck”

with the last industry I was in, this one allows for more attention and care with customers, staff and services, because the pace allows it.

FF: What unique marketing and communications challenges does our industry face?

WZ: I have not been here quite long enough to make bold claims. However, it seems as if the main challenges have remained the same for a very long time. It is that the end customer only goes through a global relocation once or twice in their lives, so communicating risk, price and the complexity of the service can be extremely difficult.

Additionally, tech innovation is often a bottleneck. Being an industry that can be slow to change means the customers are more digitally native than we can keep up with. We can fail to reach the stakeholders in our world because we are not reaching them in the places they spend their time. It is like putting up a huge billboard for people who always have their heads down, looking at their phones. It just doesn’t work.

My intention is not to mock or judge. I understand that a small percentage of FIDI Affiliates have dedicated marketing and communications teams, and it is a tricky landscape. This is why my colleagues and I, in the FIDI office, have made it one of our missions to support the membership in their efforts.

FF: What is FIDI’s role in helping solve these challenges?

WZ: It is to provide Affiliates with the tools to explain that, as a FAIM-accredited company, their services are worth the buck, and to do so in a way that can be simply understood. This can be with assets, or training on communication methods.

FF: How do you keep up to date with the latest marcomms developments?

This is a great question, because, even as marcomms professionals, we need to stay plugged in or we will fall behind. At the same time, we don’t want to be following every new trend or tool, because there is a lot of noise out there.

So, first, I network and find communities of marcomms professionals, in international relocation and in other industries. The casual conversations, online threads, questions and queries make evident the struggles, innovation and solutions that people are experiencing. This often leads to the discovery of new statistics, tools or concepts. These then need to be tested, or need more research done. It is timeconsuming, but innovation always is.

I have built a small network of marcomms professionals among FIDI members; these relationships

give me insight into the needs, struggles and solutions that our Affiliates face.

FF: Which projects do you particularly enjoy working on and why?

WZ: I love developing or implementing strategic projects; watching the evolution and fruition of the project brings a lot of fulfilment. Currently, my favourites are updating the FIDINET website to improve the user experience, and working on the annual FIDI Conference – ensuring that the FIDI community feels celebrated throughout this gathering.

FF: What are your interests outside of your work?

WZ: I am a sucker for a good story - films, books, podcasts or documentaries. I don’t shy away from a good cry over a heartbreaking story, or one that expands my horizon.

I love learning new things, and have a special addiction for YouTube explainers on random topics –such as why cheese is yellow. Next to that, I believe you can never go wrong with a good hike and a cup of tea.

Chris Dixon

With a background in newspaper ad sales, Chris Dixon, based in Cambridgeshire, UK, is the new Sales Manager for FIDI Focus

FIDI Focus (FF): How did you get into advertising sales?

Chris Dixon (CD): I started out wanting to get into film and writing – so I came out of university with a degree in English and media arts, which quite honestly didn’t help get jobs in that sector.

I started doing my own writing and making my own short films while working in customer service roles: car breakdown, home insurance, call centres, that sort of thing.

After a few years, I decided to go to America and become a voice-actor (I realise this isn’t normal behaviour, but that’s what I did!). I had a cousin in Atlanta, so I stayed with her for a bit while I found my feet. I took voiceover lessons, made demos, got an agent and eventually started doing voiceover work. Oh, and I met a nice young lady, who is now my wife. The work wasn’t regular enough for a steady income, so I found another job at a small publishing company in Atlanta. It was my first ad sales role, which didn’t really solve the steady income situation, but it was a start.

Fast-forward a couple years, and I was making another move, this time to Hollywood, California. The idea was to finally make it big as a voice-actor. We found a nice apartment, I managed to get an agent, and I proceeded to go to loads of auditions... but sadly never got any voiceover work. So, I got another job selling advertising for a local screenwriting magazine, which I really enjoyed. I started to realise that I was actually pretty good at this sort of thing.

Two years later, I was back in England, with voiceacting on the back burner. I got a job selling advertising for local newspapers, which, over the years, included niche magazines and more and more digital solutions.

After 16 years in advertising sales, I now find myself working for a fantastic new company, where I get to

“That strong partnership between FIDI members is hugely important and what really makes them stand apart”

speak to lots of amazing people all over the world.

FF: Why did you want to work for FIDI Focus?

CD: It’s such a supportive environment and everyone is so nice. I love meeting people from so many different countries. As I’ve moved around a fair bit myself, I really appreciate what FIDI Affiliates do for their customers.

FF: What are your first impressions of the relocation industry?

CD: Right off the bat, I saw that it was a very close-knit community. It’s also a very challenging and tough line of work, so I think that strong partnership between FIDI members is hugely important and what really makes them stand apart.

FF: What did you learn in your first few months?

CD: I’m still learning! One thing I’m working on is my time zones. First thing in the morning, it’s time to call Japan, then I gradually move left across the globe until just before it’s time to go home and call San Francisco. Australia and New Zealand are more challenging, but at least they still get my emails.

FF: Why do people advertise in FIDI Focus and FIDI Focus online?

CD: Because they understand that the audience is made up of all the key decision-makers within the global FIDI community. Also, by advertising on a regular basis, you stay front of mind, which is a very good place to be with a decision-maker.

FF: When you’re not busy with advertising sales, how do you unwind?

CD: I’m lucky enough to live near the Suffolk countryside, so lots of beautiful scenery and nice walks. I still enjoy a bit of writing here and there. I also quite like gin.

To get in touch with Chris about advertising or sponsorship, email sales@fidifocus.org

Discover Dubrovnik

at the 2025 FIDI Conference

FIDI Sustainability and Strategic Communications Manager

Magali Horbert reports

With the winter days at their shortest, and familiar grey skies overhead in the Northern hemisphere, it’s the perfect time to picture yourself in the warm, sunlit charm of the Mediterranean. Imagine escaping to the Adriatic coast, basking in the golden sunshine as spring blossoms around you.

This is exactly what awaits you at the 2025 FIDI Conference in Dubrovnik, Croatia, which will take place from Sunday 27 April to Wednesday 30 April 2025. This gem of a city, known as the ‘Pearl of the Adriatic’, is rich in history and Mediterranean charm.

With crystal-clear waters, warm spring breezes, and a blend of medieval architecture and natural beauty, Dubrovnik sets an enchanting stage for our annual gathering.

Wander through the ancient stone streets, immerse yourself in the lively atmosphere of bustling squares, or let your eyes drift across the sparkling Adriatic Sea. As a Unesco World Heritage Site, Dubrovnik is famed for its pristine city walls, terracotta rooftops, and its unique ability to transport visitors to another era. Whether you’re an adventurer, a history buff, or simply seeking tranquil coastal vibes, Dubrovnik has something for everyone.

An exceptional venue

This year’s conference will be hosted at the Valamar Lacroma Dubrovnik Hotel, a modern retreat set amid the tranquil beauty of the Babin Kuk peninsula. Offering extensive facilities, including a significantly expanded networking lounge to accommodate attendees more comfortably, the hotel offers an ideal space for our conference. After the cosy setting of Edinburgh in 2024, we’re excited to offer more room to connect,

Save the date: registration details

Mark it on the calendar. Registration opened on 25 November 2024, with earlybird rates available until 11 February 2025. Because of limited space at some key events, we are again capping the number of attendees to 650, so be sure to secure your spot promptly. Please note that gala dinner guest tickets will be restricted to one extra ticket per registered attendee and, like last year, we will only accept credit card payments to ensure a smooth registration process. Thank you to our registration and App sponsor ReasonGlobal.

collaborate and network to all our attendees.

If you prefer an alternative for your stay, the luxurious Valamar President Hotel is just a five-minute stroll away. Both options offer outstanding comfort, panoramic sea views, and special rates exclusively for our attendees.

To take advantage of the preferential FIDI rates, please make your accommodation booking via the FIDI Conference website.

Exploring Dubrovnik’s wonders

Alongside the usual programme of business sessions, there is an exciting line-up of social events and optional tours on offer – perfect for adding a sense of historic adventure or luxurious relaxation to your agenda. Whether you want to walk in the footsteps of kings, paddle along the coastline, or savour the region’s culinary delights, these curated experiences have something for everyone.

The Tour4All will offer a fantastic opportunity for registered attendees to explore Dubrovnik’s surroundings from a different vantage point. We will set sail from the harbour in the old town and make our way to Lokrum Island, just 15 minutes away. Upon arrival, you will have the opportunity to explore the island’s scenic grounds and coastline, observe the roaming peacocks, and participate in some fun team-building games.

Refreshments will be provided, and the return boats will depart at 17:00. For those wishing to leave early, a regular ferry service is available from the island back to the old town.

As always, we offer a variety of optional tours for you to discover Dubrovnik and its beautiful surroundings at your leisure. For those intrigued by history and culture, the Game of Thrones city tour takes you through iconic filming locations, such as Lovrijenac Fort, allowing you to step into the world of King’s Landing. Alternatively, the city walls and Fort Lovrijenac Tour offers a deeper dive into Dubrovnik’s fascinating past.

Adventurers will enjoy kayaking around the city walls, where you can paddle through turquoise waters to uncover hidden caves and beaches, or get stuck into the ATV adventure in the Župa region, which provides a thrilling ride through Dubrovnik’s picturesque countryside.

Sponsors confirmed as of 03-12-2024

Stand out with sponsorship at FIDI 2025

The FIDI Conference is more than an event; it’s a platform for building connections and gaining visibility. Sponsorship opportunities are available to help your company stand out to your FIDI peers. Whether you’re looking to boost your brand, network with industry colleagues or showcase your services, our tailored sponsorship options can amplify your impact. Contact Chris Dixon at sales@fidifocus.org if you are interested. Thank you to our sponsors for their valuable support.

“This event is set to be the usual close-to-perfect blend of business, learning and fun that has become the trademark of FIDI Conferences. Dubrovnik’s welcoming atmosphere makes it the ideal backdrop for another memorable event”

For those who seek a breathtaking perspective, the zipline on Mount Srđ offers an exhilarating glide above the Adriatic, while the hike on Mount Srđ rewards you with stunning panoramas of Dubrovnik and beyond.

If you prefer a more leisurely pace, consider the cycling and wine tasting tour in Konavle, where you can explore the countryside and sample local wines, or the pop-art and wine workshop, which combines creativity with a glass of fine Croatian wine. Food lovers will relish the gourmet city tour, an indulgent journey through local delicacies and fine wines, or the traditions of Konavle tour, which showcases the region’s crafts, authentic wines and natural beauty.

These tours are open exclusively to fully registered attendees, including social delegates. Don’t miss the chance to make your Dubrovnik experience unforgettable by joining these unique trips!

The sunlit splendour of Dubrovnik

This event is set to be the usual close-to-perfect blend of business, learning and fun that has become the trademark of FIDI Conferences. Dubrovnik’s rich history, breathtaking scenery and welcoming atmosphere make it the ideal backdrop for what promises to be another memorable event.

Ready to join the fun? Register via the FIDI Conference website www.fidiconference.org. We look forward to welcoming you to Dubrovnik in 2025.

Doing the maths

The FIDI Academy has launched a new online financial module, which aims to improve operational and sales staff’s understanding of this essential aspect of any business. We speak to Miguel Florez, who helped to develop the programme

In the increasingly competitive moving market – where margins are falling and pressure from corporate accounts and RMCs is rising further – every manager in a business should have a base level of knowledge about good financial practices.

The FIDI Academy devotes half a day to this crucial topic during its Masters in Moving and Mobility (MiM²) programme, which is usually well received by students, with some even reportedly aiming to develop their fiscal know-how even further.

However, as companies can’t always afford to send all their managers on a residential course, the FIDI Academy has developed a two-hour online module that covers the basics. The animated course includes videos and a test that qualifies the participant for an ‘Essentials in Finance Management’ certificate.

Aimed at operational and sales staff in move/DSP companies, the content includes:

l How financial literacy helps your career

l Key financial statements (balance sheet, P&L, cash flow report)

l Depreciation and accruals

l Financial analysis

l Financial ratios

l How credit management impacts your business

l The ‘offset’ practice in the moving industry

The financial content has been put together with the expert guidance of Miguel Florez, incoming FIDI Academy Trainer. He talked to FIDI Focus about his experience in finance and the goals of the new module.

“Private and corporate customers are facing serious challenges at the moment. Financial expertise is vital to see where the opportunities and risks lie”

FIDI Focus (FF): What is your business background?

Miguel Florez (MF): I’m an industrial engineer, with a Master’s degree in finance and logistics. I have worked in this industry for more than 20 years, currently as General Manager of Aviomar and its associated companies in Colombia.

Before this, I lectured on supply chains at the Escuela Colombiana de Ingeniería Julio Garavito (University of Engineers) in Bogota. I was president of LACMA 2019-21, and a member of its ethics committee; I am the current president of LARM [Latin American Relocation Movement] and a member of the BNC, FIDI’s Board Nomination Committee

I have now joined the FIDI Academy Trainer team, and am part of FIDI’s Netting and Professional Cooperation Guidelines (PCGs) committees, too.

FF: How did the FIDI Academy’s financial programme come about?

MF: Usually, the financial aspects of our companies are run by different departments, which are often not in contact with the realities of a business. Meanwhile, those running the dayto-day business are concerned about selling, sometimes without taking into consideration the cost or credit terms.

In addition, managers or coordinators are prioritising getting shipments delivered and satisfying customers. This is great, but they can tend to forget an essential part of our business – billing – and how important timely invoicing is for good cash flow.

These forces have impacted on our industry and our economies in general, with high interest rates and less access to credit for working capital. This is likely to

be the situation for some time, and I don’t believe we will get back to levels we have been used to – and we need to be prepared.

During the recent FIDI Academy Train

The Trainers event we discussed current industry challenges. The Academy saw this as an opportunity and, with Jesse van Sas as the lead, I have helped him develop training using my financial background.

FF: What other factors have impacted Affiliates’ finances?

MF: These days, our services are seen as a commodity, and added value isn’t really providing a differentiator from a margin point of view. Add in some inefficiencies in billing and you have even more pressure on the liquidity of a business.

Our private and corporate customers are facing serious challenges in many areas at the moment. For this reason, financial expertise is vital to see where the opportunities and risks lie, and to keep relevant and profitable.

Old practices, where endless credit was subsidised by cheap money, and misconceptions about the industry’s payment protection programmes gave people a false sense of security. However, with large customers still pushing our industry for longer payment terms, cash really is king. If companies don’t limit their credit, they may find themselves in a nasty situation.

FF: What does the module cover?

MF: It is aimed at managers and senior coordinators, and aims to boost understanding of internal financial reporting (we certainly won’t be teaching CFOs or senior accountants how to do their job).

The first part explains the basics of financial statements and how this can help to improve participants’ careers – and even their own personal finance. The second focuses on reading financial statements and how they impact a business, the allocation of resources, and how bad credit exposes a company.

It’s more important than ever that our people are aware of this part of their business. As the saying goes, be ready for the worst and hope for the best.

Miguel Florez, Academy Trainer

A guide to shipping lithium-ion batteries

FIDI’s Business Intelligence Manager Marie-Pascale Frix shares the latest best practice for handling the huge number of household goods consignments that contain lithium-ion batteries

FIDI Business Intelligence Manager Marie-Pascale Frix

Li-ion batteries are more ubiquitous than we think

Here are just a few:

l Cellphones

l Digital

l E-books

l Gaming controllers

l Laptops and tablets

l Power tools

l Smart watches

l Smoke detectors

l Toys

Moving consignments that include lithium-ion (Li-ion) batteries is a challenging area, with an increasing awareness that including such items in private shipments can increase the risk of fire. While there is no single, harmonised global position on shipping these items safely, new regulations are already impacting on movers working across international boundaries. FIDI has begun a dialogue with other organisations and has started putting together a FIDINET resource page on this important subject. Santa Fe has shared useful guidelines for shipping items containing Li-ion batteries of less than 100 Watt hours (Wh), pointing out that batteries with a rating above 100Wh ‘must not be packed for removal or storage under any circumstances’. Items for which the Wh rating is unknown should also not be packed for shipping.

Its advice is:

1. All batteries and items containing batteries (of any kind) must be free of physical defects or faults and, where possible and applicable, must be disconnected.

2. Goods containing batteries must not be stacked on top of one another in a box; they must always be packed and stored to allow air circulation.

3. Batteries must be depleted. If you are storing devices long term, it is best not to store them with a full charge. Aim for 50-60 per cent. Always check the manufacturer’s guidelines, as there may be minimum charge requirements.

4. Use original manufacturer’s packaging. If possible, goods containing lithium batteries should be in the original packaging designed to protect the battery.

5. You should never pack more than five items containing Li-ion batteries, even if criteria 1-4 have been met. Batteries stored together increase the risk of overheating and combustion.

Santa Fe highlights that its guidance is only applicable to shipments by sea and road, with all battery types of any size prohibited from air transport.

Documentation do’s and don’ts

Here are some further tips to ensure goods are correctly covered for shipping, taken from the recent Pan American International Movers’ Association workshop on the issue.

Do:

1. Obtain all documentation necessary before submitting an International Maritime Dangerous Goods (IMDG) request.

2. Submit a preliminary IMDG document to the steamship line (SSL) for approval.

3. Make sure you have dangerous goods (DG) approvals in place from the airline/SSL before packing the goods.

4. For vehicles, make sure you include the year/make/ model/serial number or VIN number/accurate weight on your IMDG.

5. If you get a rejection from an SSL you can always try another SSL.

6. Know your resources for assistance (local freight forwarder, DG provider used for certification, SSL, etc).

Don’t

1. Assume the SSL will approve the shipment. Remember, they have the final say about what is accepted on their vessel.

2. Separate the battery from the device, as that changes the classification and the rules.

3. Assume the packaging agents have a certified individual on their staff and the goods are packed correctly. Certain items may require specific packing and labelling.

Finally, here are some general best practices that your company can introduce today:

l As a general rule: clients should not ship Li-ion batteries in consignments of household goods. If they absolutely need to do so, these batteries may need to be declared as hazardous cargo. Clients should be reminded that this can lead to surcharges, inspections and delays, and other complications

l Classify right: make sure lithium batteries are declared correctly.

l Declare: failure to declare Li-ion batteries in a cargo (intentional or not) is taken very seriously. It can lead to fines of up to US$30,000, and the cargo being confiscated and disposed of.

l Communicate: many customers do not understand that shipping items such as electric bicycles, scooters and hoverboards are restricted, so it’s important to manage expectations by raising awareness and educating clients.

l Check your chain: before you agree to ship Li-ion batteries, ensure your supply chain is happy to as well. Some carriers won’t accept Li-ion shipments.

l Do the maths: make sure you and your clients are familiar with any costs that could arise from shipping Li-ion.

l Pack well: use UN-certified packaging materials for shipping dangerous goods and ensure you meet the requirements stated in the new rules.

l Label correctly: ensure all labels reflect any new regulatory classifications.

l Insure: it’s vital that your clients are properly insured for shipping items containing Li-ion batteries. You need to understand your own company’s liability, too.

l Review regularly: keep up to date with the latest revisions of the IATA, IMDG, and other regulations covering the areas in which you are shipping.

l Ask an expert: specialists in hazardous materials or regulatory authorities can help your business navigate new regulations.

l Train staff: ensure your employees can identify and know protocols for handling hazardous items.

Thanks to Santa Fe and PAIMA for their cooperation in putting together this article. Look out for the resource page, currently in progress, on FIDINET, which will contain further information and useful links on the topic.

Doree Bonner celebrates 30 years of growth and partnership

Geoff Watson and Gordon Lyall are celebrating 30 years at the helm of the Doree Bonner International Group, the moving business they purchased in November 1994.

Their journey began at the Hoults Group, which was then acquired by Pickfords. By the late 1980s, they were both in senior leadership roles, but aspiring to own a business – a dream that materialised in 1994 when the pair purchased Doree Bonner, the respected firm set up as Bonners of Welling in 1929.

Watson and Lyall set their sights on expanding the business through acquisitions of well-regarded, locally run firms, with owners who wanted to preserve their legacies. They strategically acquired companies including Richman Ring, Chapmans, Express, Jordan & Jarrett, and John Duncan, and moved into purpose-built headquarters in Dartford in 2000.

Doree Bonner gained FIDI FAIM certification, a milestone that has played a significant role in boosting its international business, helping it develop and strengthen relationships with partners across the world.

Watson and Lyall have negotiated many challenges, including the financial crash of 2008, leading to a divergence into niche markets, which helped grow the company to a fleet of 70 vehicles and more than 180 employees by 2014.

In 2017, recognising the need for external investment to secure future growth, the pair partnered with founder of a2e Industries Amin Amiri. The change resulted in them becoming joint CEOs of the business and bringing on board Jason Herbert, as Group Managing Director. Simon Norrington also joined as Group Financial Controller. The new management team oversaw the acquisition of Luxfords of Weybridge in 2019, and navigated the company through a period of intense challenges, from the customs and shipping complexities arising from Brexit to the impact of the pandemic and its ongoing fallout.

Doree Bonner also increased its focus on sustainability and social responsibility, launching initiatives such as an ethical recycling service for commercial clients, expanding its electric vehicle fleet, upgrading to LED lighting, and moving to paperless processes. In 2023, it launched confidential support services as part of a 24/7 employee assistance programme.

As it celebrates its 30th anniversary, the company continues to innovate and expand, focusing on strengthening its team and developing the business. The management team is looking forward to a next chapter

that is every bit as exciting as the first.

‘It’s been an incredible journey – from a portable building above a gun factory to 11 top-tier facilities across the UK,’ says Watson. ‘Our acquisitions have allowed us to bring on board some of the most-trusted companies in the industry. I’m deeply grateful to our dedicated staff and our global partners, whose support has helped solidify Doree Bonner’s reputation as a leader in the international moving industry.’

Lyall adds: ‘Each of our acquisitions aligned with our standards and values, positively impacting operations and customer service. Bringing Jason on board, and establishing a private equity partnership with a2e in 2017, strengthened our foundation and set the stage for sustainable growth. The expertise of our board has been instrumental in expanding our reach and fulfilling our vision.’

‘I was certain Doree Bonner was the right place to lead a quality moving and storage network,’ says Herbert. ‘I couldn’t have anticipated the challenges that would come with Brexit, the pandemic, and global disruptions, all of which have really tested my leadership skills. But with support from Geoff, Gordon and our amazing team, we’ve come through stronger.

‘The opportunity for me to reshape the business, build an agile structure, and work with the best team in my 37-year career has been incredibly rewarding. Without a doubt, there will be more interesting growth opportunities around the corner.’

l Find an extended version of this article on fidifocus.org

Above, left to right: Doree Bonner’s management team of Gordon Lyall, Jason Herbert and Geoff Watson

Doree Bonner’s original loading bay

Below: Today’s modern dedicated facility

Talking tech

Technology is bringing far-reaching transformation to global mobility. FIDI Focus Editor Dominic Weaver spoke to Robby Wogan, founder of MoveAssist, about the latest developments, challenges and opportunities for movers

FIDI Focus (FF): Why is technology such a hot topic in moving?

Robby Wogan (RW): Everyone, from the consumers to corporate clients, is looking for technology to make their life easier. The moving industry has been reasonably slow to adapt, but the customer demand is there now – and this is driving the development of a lot of companies.

The younger people coming into the industry have been brought up with tech and they want to work with it, and things are changing as a result.

FF: What challenges are MoveAssist’s customers asking you to solve for them?

RW: They are looking for connectivity, whether through API [application programming interface] or portals. Companies wanting to win business from the large corporates must have systems that are compatible, secure, and bring value.

FF: We all know that moving is a people business at heart. Do we risk losing this element as we adopt more technology?

RW: There’s always the risk that, through automation, you lose some of the human touch, but by automating –and there are lots of mundane tasks that can be automated – we can free up people’s time to be more strategic and focused.

A great example of this is the growth we’ve seen recently in smaller relocation companies. They spend more time with the transferee than would normally happen, because they are trying to bring back that human touch to their part of the industry. However, you can only do that if the technology is doing the important routine tasks that need to get done.

With artificial intelligence (AI), a lot of that will get easier, particularly around automation, which – to a certain extent – we’ve been doing for years. The main difference today is that we have generative AI, which

makes it more straightforward to communicate with the AI and for it to communicate with you. So, people can use it for producing letters and improving emails; enhancing the sales process; or optimising rates and routes.

It is going to impact many different areas, but hopefully, people won’t lose sight of the fact that this is a people-based industry. It’s about moving people, not just their stuff, and this is generally understood by the main players in the industry.

FF: We’ve had some high-profile cybersecurity leaks in the past few months. Can you tell us what precautions people need to take, and what you do as a company?

RW: Security is a huge area and massively important for large corporates, because you’re handling employee data. They have a duty of care to the employee to make sure that data is kept private and safe while it’s being used.

During an international move, you have lots of different players and lots of communication between them, so that has to be secured in some way. We are using APIs to send information securely, instead of emailing it.

We’re building a platform that includes corporate clients, as well as RMCs, DSPs, and movers. Everybody being on a single platform means they can communicate much more securely, as their information isn’t travelling outside the bounds of the platform. It gives you the security that you need.

Anybody dealing with large corporates now will be getting RFPs that put a huge emphasis on data security and privacy. If you can’t address those requirements, you’re not going to be getting the business.

FF: Can you tell us about your moving software, MoveAssist International (MAI)?

RW: We have been in the moving industry since we started the company in 1997, when we had systems for movers only. Then we got into relocation management and DSPs, and, more recently, we’ve been developing for the corporate side, too. We’ve built a platform that the corporates use for their assignment management, to do their balance sheets, cost estimates, payroll integrations, immigration, – everything they need to do.

Also, because we have RMCs, DSPs and, now, some movers on there, they can use the platform to communicate with their different providers. When the platform is used for corporates, we call it MAI Assignment; for relocation management companies, it’s MAI Relocation; and, for movers, it’s MAI Move.

l Thanks to MoveAssist for sponsoring the Tour4All visit to Gosford House at the 2024 FIDI Conference in Edinburgh.

l For more information about how MoveAssist can help your moving business, contact Robby Wogan at robby@moveassist.com

Robby Wogan, founder of MoveAssist

Attracting private customers with a stand-out website

In the first of a series of articles on best practices for marketing moving services, FIDI Communications and Marketing Officer William Zamundu and Marketing Coordinator Shola Gallard explore some practical ways to optimise your website – focusing on layout and SEO – to better attract private customers

The world of moving is changing, and private customers have moved to the centre of attention (see feature on lump sum, p32-36).

This group has a very different approach: while corporate clients focus on due diligence and compliance requirements, private customers are looking for the best deal, an easy online experience and positive reviews.

They’re hopping online, looking for movers who can make their experience simple, smooth and stress-free. For FIDI members, this shift is an opportunity to rethink how you connect with these customers. Having the best possible website is only one part of reaching and hooking the client, but it is arguably one of the most important.

Straightforward strategies for making your website work harder for you

1.

User-friendly website design for relo services

First impressions matter. When a potential customer lands on your website, it should be immediately clear that you are the best partner to make their move easy and worry-free.

l Understand your customer: before optimising your website, take a step back to understand who your clients are and what they are looking for. Private customers want a supplier who can take the stress and hassle out of the relocation process, not just a list of services.

Think about the type of customers you really want to attract to your company. You can’t be the perfect fit for everyone, so consider what your ideal customer looks like: are they young professionals moving for a job opportunity, families looking for a smooth transition to a new home, or retirees downsizing? Knowing your audience helps you craft the right message to engage them from the moment they land on your site.

l Understand how customers react to your website: according to web design specialists, it takes only a split second for users to form an opinion about your website, and 38 per cent of people will stop engaging with a site if the content or layout is unattractive. This means you have just moments to make a great first impression and keep visitors engaged.

So, it’s crucial to focus on the experience rather than the logistics. Instead of showcasing photos of trucks or piles of boxes, highlight how you can make their move stress-free, the support they will receive, and how you can guide them through the entire process.

l Clear navigation: keep your menus simple and easy to follow, directing visitors to what matters most, with sections such as ‘How we make your move easy’, or ‘Our moving services’. Think of your website as a helpful assistant that guides customers where they need to go and

encourages them to reach out to you directly.

l Prominent call-to-actions (CTAs): make sure your CTA buttons – such as ‘Get a quote’ or ‘Request a consultation’–are easy to spot and simple to use. These buttons are the key to getting customers to reach out, so they should stand out on every page.

l Mobile optimisation: many customers will either look for moving services on their phones or, at the very least, give your website a quick look on their phones before they decide if they want to invest more time in front of their computers. A mobile-friendly website ensures that your site looks good and works smoothly on any device – whether it’s a laptop, tablet, or phone.

2. Optimising your website for Google Search (SEO) Ranking well on Google is crucial. Private customers usually start their search with Google, so you need to make sure your business is easy to find.

l Use relevant keywords: choosing the right keywords is key to your SEO strategy. Keywords are the terms potential customers type into Google when they’re looking for a service. For example, terms such as ‘local movers in [your city],’ ‘long-distance moving services’, or ‘packing and storage solutions’.

Include these keywords naturally throughout your site— especially on important pages such as your homepage and service descriptions. This helps ensure you show up when customers are searching for the services you offer. If you are not sure which keywords are working in your area, use tools such as Google Trends

l Local SEO: if you have regional offices, make sure they are listed on your website. Showing up in local search results and on Google Maps is vital when people are searching for ‘movers near me’.

l Website speed: a slow website can cost you customers. Large images can make your site sluggish, which means visitors may leave before they even see what you offer. Make sure your images are properly sized and compressed so they load quickly. There are many free online tools that check your website speed and give suggestions on how to improve, like pagespeed.web.dev

l Mobile-friendly design: your site shouldn’t just work on a phone – it should be easy to use on a phone. If customers struggle to navigate your site on their mobile devices, they’re likely to move on to the next option.

3. Leverage your FIDI membership and FAIM certification

Your FIDI membership and FAIM certification are great ways to build trust with private customers – if you use them the right way.

FIDI Communications and Marketing Officer William Zamundu

FIDI Marketing Coordinator Shola Gallard

l Showcase trust and quality: create a dedicated page that explains what FAIM certification means and why it sets you apart when it comes to quality and reliability. Many customers won’t know what FAIM is, so keep the explanation simple and relatable.

l Link back to FIDI: linking to the FIDI website can add credibility to your website and explain the high standards you meet. This reinforces why choosing a certified provider is the smart move for a customer who may be new to the relocation industry.

l Use visual elements: incorporate FIDI logos, certification badges (like your FAIM logo), and banners throughout your site. These visual cues quickly communicate professionalism and trust – essential when someone is picking a mover for their most prized belongings.

The FIDI marketing team can help you with finding the right words and visuals to showcase your FAIM quality, so feel free to contact the team at marketing@fidi.org

While this article is focused on getting your website layout and SEO right, remember to keep track of your website’s performance. Tools like Google Analytics can help you understand how customers are interacting with your site. Use this data to keep refining your layout, content, and overall experience. A good website is never truly finished. Follow these steps to make your website a strong draw for private customers – the perfect online shop window to catch the customer’s eye. Highlight your strengths, show why you’re the right partner for their move, and make it easy for them to choose you over the competition. And remember to #SpreadyourFAIM!

Steps to the top

Türkiye’s Benice Logistics has become one of the latest additions to the international FIDI family, passing FAIM requirements with ‘Top Performer’ status. The company’s CEO, Lukasz Olasek, speaks to FIDI Focus about how the company’s Affiliate status will help it maximise the advantages of Türkiye’s fast-growing market for moving services

Türkiye’s logistics market benefits from its unique location, which connects Europe, Asia, and the Middle East. This makes it a key player in international trade.

Over the past decade, Türkiye’s logistics sector has changed a lot, and the country’s moving market is growing quickly as more people are moving to cities, pushing consumer demand up. Internationally, we see strong growth potential in the Middle East, where countries such as the UAE and Saudi Arabia are heavily investing in infrastructure and development. Europe remains an important market, especially for manufacturing and automotive logistics.

Domestically, Istanbul, Ankara, and Izmir are the top destinations for transferees because of their economic significance, business opportunities, and modern infrastructure. These cities are major business hubs, attracting companies from many different industries.

Internationally, countries such as Germany, the UK,

and the Netherlands are among the popular choices, because of strong trade relationships and established Turkish communities there. The Middle East, including the UAE and Qatar, is also a common destination thanks to the region’s rapid growth, especially in construction and energy. These destinations align with the business needs and goals of our transferees.

Benice Logistics understands these local conditions well, offering logistics and relocation services that are tailored to both domestic and international clients.

Investment in infrastructure

Türkiye’s government investment in infrastructure projects, including new highways, bridges and ports have strengthened the country’s logistical capabilities, and offer growth potential. These developments have made both domestic and international logistics more efficient and, as a result, customers now expect faster and more reliable services. Competition is tough, so to succeed, companies must focus on being costefficient, reliable, and innovative.

The biggest changes in the Turkish logistics market are the move toward digitalisation and the focus on sustainability. Companies are using automated systems and data analytics to make operations more efficient and meet the demand for faster services. There’s also a growing effort to reduce carbon emissions by using greener transportation and energyefficient warehouses.

At Benice, we are keeping up with these trends by investing in FAIM Certification and technology to improve efficiency, streamline our operations and improve service quality. We’ve added advanced tracking systems to plan better routes, shorten delivery times, and boost customer satisfaction. Sustainability is also a key part of our strategy, and we are looking into greener transportation options to lower our environmental footprint.

Joining FIDI

Benice joined FIDI to help us stay aligned with global standards and keep innovating. It also expands our global reach, ensuring that our services meet international standards, and allow us to work with trusted partners around the world to provide smooth and high-quality services for our clients.

The FAIM certification process was challenging, but very valuable. It helped us improve our internal systems and ensure we meet top standards for service quality, environmental care and customer satisfaction. This certification gives our clients confidence in the professionalism and reliability they can expect from Benice.’

Lukasz Olasek, CEO of Benice Logistics

Celebrating 20 years of progress and diversity

After two decades at Santa Fe, Ruth Lockwood, the company’s Head of Strategic Sales for South East Asia, reflects on the moving industry’s progress on diversity – and makes the case for increasing transparency when it comes to measuring gender parity within businesses

Reaching a 20-year milestone at a company is no small feat, especially in an industry like ours that has traditionally been shaped by male influence. Looking back on my journey at Santa Fe, I feel an immense sense of pride – not only on personal achievements but also for the progress the company has made in creating a more inclusive environment for everyone. My role has taken me across the globe, and through these experiences, I have seen first-hand the challenges women face in industries where they are so often underrepresented, particularly in sectors such as household goods and relocation services.

A male-dominated landscape

It is no secret that many parts of the industry, including ours, are still heavily male dominated. The household goods sector historically included family-owned businesses, involves physically demanding work, and has always struggled with gender representation. However, when we turn to immigration and relocation services, we see a far more balanced presence of women. This is a promising sign, but it reminds us that we must continue to elevate women’s roles across every area.

Bold steps

I recently had the privilege of speaking as a panellist at the Lloyds Dive In Festival, which focused on diversity, equity, and inclusion. To me, the experience highlighted the power of sharing our stories and data. Many firms hesitate to disclose diversity statistics, but our company took a bold step many years back, when we started to collect and analyse our own data. Considering our global footprint and the roles we cover, this wasn’t an easy task, but it was crucial for setting actionable goals.

We have always believed that being open and transparent can drive meaningful change. Our commitment to equality is now evident in our current diversity numbers: overall, our workforce is evenly split at 50 per cent male and 50 per cent female, with this balance also reflected in our management positions, with 51 per cent male and 49 per cent female representation.

Progress through leadership

I am thrilled to see just how far we have come. Julia Palmer, our COO of Relocation and Chief Human

Resources Officer, is an example of the inspiring leadership in the industry, while we have four exceptional female general managers leading large operations in south-east Asia. Their achievements demonstrate what is possible when women are given the opportunity to lead. Support from champions such as the Santa Fe’s Managing Director South Asia, Adam Sloan, has been instrumental in this journey.

We have made significant strides and introduced internal programmes aimed at promoting gender equality, including leadership development, mentorship, and career advancement initiatives specifically designed to support and empower women across our organisation. These efforts not only help to bridge the gender gap but have also contributed to a stronger, more dynamic team.

Fostering the right environment

It is now time for everyone in our industry to come together and be open about their progress. Transparency is about creating a culture where women feel empowered to thrive, step into leadership roles and succeed at every level. Building an inclusive workplace and setting ambitious goals will pave the way for the next generation of women leaders.

Studies have consistently shown that companies embracing gender diversity perform better financially and foster more innovative environments. We are proud to lead by example with near-equal gender representation across all levels. Our focus is on ensuring women have equal opportunities to grow, succeed and shape the strategies and decisions that will define the future of our industry.

A call to action

As I celebrate my 20-year milestone, I encourage competitors and partners to join us in fostering gender diversity across the industry. Let’s work together to create an environment where women can excel without barriers or biases. By being transparent about our progress and setting goals, we can pave the way for future generations of women leaders in our field.

It’s time for all of us to step up – no matter what background or experience we bring to the table –and drive towards a workforce that truly reflects the world we live in today and the customers we serve.

Ruth Lockwood, Head of Strategic Sales for South East Asia

Van der Rhee makes De Haan return

Madeline van der Rhee has returned to Dutch mover De Haan as CEO of the business where she previously worked in a variety of management roles. She has been Benelux Manager at Gosselin for the past five years.

Michiel de Haan, the eighth-generation owner of De Haan, who has managed the company for the past year and a half, will pass the CEO position to Van der Rhee on 1 January 2025. She will lead the company’s management team of Commercial Director Linda Rovekamp and Edwin Ros, who heads up finance.

Michiel de Haan, who will remain as CEO of the De Haan Group, said: ‘I am proud that Madeline is returning after five years at Gosselin. She was a highly valued employee from 2011, and I was very disappointed when she left. She now returns with five years of extra experience under her belt. I think she makes a fantastic team with our CCO Linda Rovekamp. It is with great confidence that I will take a step back and operate in a more distant position as CEO of De Haan Group.

‘Having two female directors at a moving company is unique. I have a lot of confidence in them. They have proven to be professionals in this extraordinary industry.’

Van der Rhee added: ‘After leaving De Haan five years ago, I am looking forward to this new challenge. I am extremely proud of our almost 248-year-old family business and look forward to being part of the journey towards our 250th anniversary celebration in 2027.

‘We have an excellent management team, highly skilled and driven colleagues, wonderful customers, an excellent international partner network, and modern equipment. I therefore have every confidence in the future.’

French becomes AFRA head

Nicki French, Director of Moving Services at Australia’s Grace Removals, has been appointed President of the Australian Furniture Removers Association (AFRA), which regulates and supports the removals business in the country through advocacy, compliance, education, and training.

‘I am honoured and excited to be appointed as AFRA President, and I look forward to leading our shared vision and goals,’ said French of the two-year honorary position.

One Moving welcomes Balista

Cristiane Balista has taken on the role of Director at One Moving.

‘In her new role, Cristiane will be instrumental in leading and expanding our operations across Brazil (One Moving), Portugal (Premier International Movers), and Chile (Decapack),’ said a company statement. ‘With her extensive experience and profound understanding of our industry, Cristiane embodies the quality, commitment to transparency and excellence that define One Moving.’

Mobilitas management shake-up

The Mobilitas Group has made changes to its senior management team, following its acquisition of Santa Fe earlier this year.

Mobilitas appointed Samuel Mergui as CEO of Santa Fe after it bought the business in February and, according to The Mover magazine, has now made fresh changes.

Nathalie Jeanneau moves from her position as director of AGS African Network to become AGS Chief Commercial Officer. She will be responsible for the company’s business development in removals, relocation, and records management. She is replaced by Thomas de Mallmann, who becomes Chief Operating Officer, African Network.

Edwin Ooms has taken on the position of COO European Network, moving from his role as CEO of Mobilitas’s Dutch subsidiary the Noble Group, itself a conglomerate of four companies.

From left: Madeline van der Rhee, Michiel de Haan and Linda Rovekamp

Nikki French

Cristiane Balista

On a mission

With interconnectivity and the push for greater efficiencies moving higher up the agenda for movers, IAM is pressing ahead with its Data Solutions Initiative and ONE Record standard. Chair of the project Alvaro Stein gives an update of progress so far, which includes the launch of a pilot project for data sharing across the industry

At the recent IAM 62nd Annual Meeting and Expo in Las Vegas, US, the spotlight was on the transformative potential of the IAM’s Data Solutions Initiative and the ONE Record standard to solve the problem of data exchange within the moving industry.

While the challenges of data sharing are not new, the industry has, until now, accepted inefficiencies as inevitable. However, as the world becomes increasingly interconnected and IT-driven, frustration has grown as industry stakeholders recognise the urgent need for an efficient data-sharing solution.

Amid these challenges, the ONE Record standard, created by the International Air Transport Association (IATA) and the IAM pilot programme, has emerged as a beacon of hope. This modern, elegant solution holds the potential to streamline data sharing across the industry. It’s a bold claim – but one supported by real insights from the recent session we organised in Las Vegas, featuring a panel of pilot participants.

The Annual Meeting session, entitled ‘All-In and All Together on Data Solutions’, highlighted that true standardisation is inherently a collaborative journey.

Moderated by IAM President Brian Limperopulos, the panel featured insights from industry leaders Louis Rast, from Paramount, Ronald Huiskamp, from RelocationOnline, Phil Gordon, from Conroy, Lennert de Jong, from Gosselin, and myself, as Chair of the IAM Data Solutions task force.

Throughout the session, panelists shared their experiences, fostering an atmosphere of hope, collaboration and engagement among attendees. Here are the main takeaways:

Led by movers: one of the most interesting insights from the pilot programme is that it is driven by moving companies, debunking the myth that standards are adopted only when mandated by clients or regulatory bodies. This initiative highlights a proactive approach from industry leaders, who recognise the need for change and are taking charge of their own digital future.

Lower deployment costs: adopting ONE Record involves two key steps: setting up the IT infrastructure to

support it and integrating this new infrastructure with existing systems. Using some plug-and-play solutions, pilot participants have successfully completed the first step in less than an hour and for less than US$10. The integration of this infrastructure with existing systems is more complex and requires more resources and expertise; however, it is no different from other integration projects that companies typically undertake.

A scalable solution: build it once. ONE Record replaces the need for numerous future integration projects. In fact, many companies currently building integrations with partners and clients, and experiencing the challenges of these projects, have paused to learn more about ONE Record, with some considering reformulating their projects to align in this standard.

Looking ahead, IAM has laid out a roadmap to expand the ONE Record standard for moving and relocation services. This includes providing educational resources and support to companies with their adoption journeys.

In addition, IAM plans to explore new use cases, such as pricing transparency and sustainability initiatives, which could further enhance the industry’s data-sharing capabilities. The success of the project depends on creating an open governance structure and developing a sustainable funding model that addresses the diverse needs of stakeholders.

Achieving this will require collaboration, and IAM will establish a working group comprised of volunteers who can contribute their expertise and insights on these critical matters.

What’s next?

Industry leaders are encouraged to get involved, learn about the potential, and engage IT teams early.

If you’re currently dedicating scarce and valuable IT resources to integration projects, consider analysing how ONE Record could improve the return on this investment by enabling a uniform integration method across all your partners.

Even if your company chooses to wait for pilot results, declaring your support will be invaluable in maintaining the initiative’s momentum

Alvaro Stein, Chair of the IAM Data Solutions Taskforce

Moving your world

No two moves are alike. They are as unique as the people moving, each with their own reasons, destinations and unique personalities. People move for personal or professional reasons, but here at Gosselin, moving means more than just relocating people and their belongings. We support you throughout the entire process, with care, confidence, and dedication. We cater to your needs and adapt to your world, down to the smallest details.

www.gosselin-moving.com