FIDI Focus No. 318 June-August 2025

Facing forward

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)

Getting started

Incoming FIDI President Cédric Castro looks at the initiatives he will be involved in from the outset of his tenure, which began at the 2025 FIDI Conference in Dubrovnik. This includes promotion of the FIDI Academy, FIDI Netting, collaborative initiatives, and preparations for the 2026 conference in Osaka, Japan

It was an incredible honour to take over the role of FIDI President during the 2025 conference. It was certainly one of the most memorable I have been to, thanks to the nearperfect organisation, the informative sessions, and the incredibly beautiful setting the city of Dubrovnik provided for delegates attending the event. It was also fantastic to receive the official President’s chain from my good friend Derek Duffy, who, during the past year, has brought humanity and humility to the role.

Preparations are already well under way for the 2026 FIDI Conference in Osaka, Japan – a venue we had to postpone twice during the pandemic.The FIDI Board, FIDI office, and conference partners are building on the groundwork laid earlier to bring you an event which – from the host city, business schedule, and cultural programme – promises to give us a completely different experience from this year.

Japan’s blend of tradition and innovation is the perfect setting for a FIDI community meeting. We are really excited about what’s in store. Watch out for more details and the registration launch later in the year.

In the meantime, we have our work cut out for us, and FIDI will continue to take a leadership role in anticipating and tackling the challenges and opportunities in global mobility.

We will be strengthening and promoting the unique work of the association, notably FIDI Netting. After the FIDI community voted to implement this moneyand time-saving facility, Jesse shared a progress report with delegates in Dubrovnik, showing that not only was the launch phase successful, but Affiliates using the scheme are already reporting huge benefits.

The AGM Group’s Russell Start also spoke about his company’s positive experience in the first three rounds of netting. You can read more about this in our conference coverage in this issue of FIDI Focus.

I echo the call Russell made in his presentation – if you’re still unsure about what FIDI Netting will do for your company, please speak to other Affiliates who have already signed up. When you’re ready, the FIDI office will give you the information you need to join and start enjoying the rewards. Remember, too, the more firms that use it, the greater the benefits for us all.

We will continue to promote the FIDI Academy, too. This is, without doubt, one of FIDI’s key differentiators, providing access to the best training in the market, and unforgettable experiences and career development for those who take part in the regular in-person seminars around the world, complemented by the flexibility of the online course offering.

The comprehensive programmes cater to the full range of moving industry roles, allowing staff to build in-depth knowledge of processes, service delivery, compliance, risk management, and other essential know-how.

The Academy continues to be a key part of FIDI’s offer to its Affiliates – a fantastic strategic resource for companies that want to boost the standard of their services, and for employees who want to advance their careers in the international moving industry. Any company that invests in its courses can expect to see benefits including better staff performance, higher retention, and greater job satisfaction.

FIDI will also continue spearheading existing and new collaborations, including the renamed Coalition for Associations in Global Mobility. The work of this joint venture between the foremost organisations in our industry has expanded beyond sustainability to wider issues affecting the sector.

These are just a few of the projects the Board and I will be focusing on over the next months. It’s great to have started the work.

Connect with Cédric on LinkedIn:

www.linkedin.

com/in/cédriccastro-43489133

Email:

cedric.castro@ mobilitas.org

CONTENTS

10-16 NEWS

Global mobility coalition remit expanded; new fund launched for training support; FIDI and FEDEMAC collaborate on sustainability reporting toolkit; State of the Industry Report 2025 unveiled; FIDI attends LACMA and YMC; CHPA carbon calculator; further industry acquisitions

SPECIAL FEATURES

60-63 THE INTERVIEW

FIDI Focus meets mover, social entrepreneur and Irish Senator Aubrey McCarthy

64-66 SERVICE QUALITY

Affiliates discuss current challenges to customer service quality around the world

68-70 FIDI AT 75

Celebration of FIDI’s 75 years continues with Affiliates’ thoughts on its past, present and future

71 A GUIDE TO RUSSIA

A look at the current legal and ethical questions around trading with Russia

REGIONAL FOCUS

46-53 PAKISTAN

FIDI Affiliates in Pakistan talk to Andrew Mourant about adapting fast to risk, tariffs, tech change and political upheaval

FIDI BUSINESS

22-34 2025 FIDI CONFERENCE

Highlights from this year’s event, which welcomed more than 600

delegates to the beautiful city of Dubrovnik, Croatia

36 DELEGATES MEETING AND GENERAL ASSEMBLY

An update from the decisions and discussions on FIDI’s direction at the conference’s governance sessions

40-42 FIDI 39 CLUB

FIDI 39 Club tackles the subject of personal branding, bold career moves, and other topics from its Dubrovnik conference

44 FIDI NETTING

AGM Group’s Russell Start explains how FIDI Netting is already generating significant savings in time and money

45 FIDI ACADEMY

FIDI Academy’s new focus on career paths aims to give clarity to end customers, suppliers and those outside the industry

54-56 FIDI ITALY

FIDI Italy’s Barbara Savelli on the association’s role in helping Affiliates navigate modern moving and logistics challenges

59 FIDI OFFICE INTERVIEW

FIDI Focus meets Sofie Vertenten, FAIM Quality Project Manager, and talks strategy and quality standards

72-73 MARCOMS

Top tips from FIDI’s marketing team on boosting movers’ social presence and storytelling

NEW AFFILIATES

76 NEW AFFILIATE

Eurogroup has joined FIDI as a Top Performer

REGULARS

18 AT A GLANCE

Key stats and trends shaping Pakistan’s logistics and trade landscape in 2025 and beyond

78 PEOPLE MOVES

Personnel news from Vanpac, SIRVA, OSS, M Dyer, Asian Tigers Taiwan, Able, and Kent

80-82 OBITUARIES

Rolina Van der Ent and James Kalasarinis

Opinions

Incoming FIDI President Cédric Castro looks at the initiatives he will be involved in from the beginning of his tenure Page 5

FIDI Secretary General Jesse van Sas discusses the strategic priorities for the organisation –and considers its future growth Page 20

Juan Díaz shares his thoughts on leadership, personal growth and the FIDI 39 Club’s conference in Dubrovnik Page 38

Sustainable, decluttered moves can benefit businesses as well as the planet, argues Brielle Jones, of The Space Coach Page 75

EDITORIAL

Editor: Dominic Weaver email: editor@fidifocus.org telephone: +44 7305 911 889 web: fidifocus.org

Advertising Sales Manager: Chris Dixon email: sales@fidifocus.org telephone: +44 1223 378 012

Published on behalf of FIDI

+44 1223 378000 web: cplone.co.uk

FIDI GLOBAL ALLIANCE

President: Cédric Castro email: cedric.castro@ mobilitas.org

General Manager: Jesse van Sas email: jesse.vansas@fidi.org telephone: +32 2 421 4751

Communications Manager: Magali Horbert email: magali.horbert@fidi.org telephone: +32 2 426 5160 FIDI Global Alliance (FIDI

Industry heads, together

The 2025 FIDI Conference in Dubrovnik, Croatia, was roundly acclaimed by delegates as one of the best in recent years. The Valamar Lacroma Hotel provided the perfect location for more than 600 delegates to take part in scheduled and spontaneous meetings across the five days, while an exciting and varied schedule of business sessions, workshops and cultural events made for some incredibly productive networking. The event was blessed with beautiful weather, too, which made for a sociable and relaxed atmosphere, and kept the hotel café terrace buzzing and busy.

The conference itself was timely. With ongoing challenges to international moving – including high prices and unreliable, disrupted transport networks (read more about the impact of these on service quality in our feature on pages 64–66) –and announcements about trade tariffs fresh in delegates’ minds, this was the ideal time for industry leaders to come together to show that, in defiance of the headlines, the spirit of international unity and friendship is stronger than ever.

At a time when many governments are at loggerheads, FIDI brings people and businesses together, and demonstrates, away from the

politics, how deep their shared bonds really are.

FIDI Focus’s State of the Industry Report 2025 highlights the past year as one of the most difficult trading periods ever for the industry, so the conference was an opportunity to put heads together and work on shared solutions to some of today’s toughest problems.

Collaboration across global mobility industry sectors, and between associations, is increasingly high on the agenda. The extension of the remit of the Coalition for Greener Mobility to other issues of importance – and, therefore, becoming the Coalition for Associations in Global Mobility – is a case in point, as is FEDEMAC and FIDI’s partnership on sustainability reporting for the moving industry’s small and medium-sized enterprises.

Full coverage of this year’s FIDI Conference and FIDI 39 Club Conference is on pages 22–42, with further content on FIDI Global Alliance’s YouTube and social media channels.

You can read more about last year’s challenges, and how the industry is responding, in the State of the Industry Report 2025, which is available as a free download from the magazine’s or FIDI’s website.

DOMINIC WEAVER, Editor, FIDI Focus

Mobility associations widen scope of coalition beyond sustainability

Six global mobility and relocation associations –the Canadian Employee Relocation Council (CERC), Corporate Housing Providers Association (CHPA), European Relocation Association (EuRA), FIDI Global Alliance, International Association of Movers (IAM) and Worldwide ERC (WERC) – have formed a new incorporated entity: The Coalition for Associations in Global Mobility.

Its aim is to facilitate further collaboration and engagement around major issues impacting employment-based global mobility and relocation.

The Coalition’s launch is an evolution of the Coalition for Greener Mobility, founded by the six associations in 2022 to collaborate on the advancement of

environmental sustainability in talent mobility.

It provides a platform to collaboratively address a broader range of industry challenges worldwide.

The Coalition for Associations in Global Mobility is registered as a private company in the UK and aims to:

l Harness the collective power of its member

Biddulphs grows Durban presence

South African Affiliate

Biddulphs has expanded its building and warehousing facilities at the Port of Durban, increasing the business’s household goods and commercial storage capacity by more than 50 per cent.’ The move comes in response to increased demand in the country’s KwaZulu-Natal region.

Chief Operations Officer Ryan Gibbons said: ‘Durban Harbour is the largest and busiest shipping terminal in sub-Saharan Africa, ranked among the top five to 10 largest container terminals in the Southern Hemisphere. The N3 toll route is one of our busiest operating routes, connecting Durban port and our shipping hub in Johannesburg, around 600km away, to the rest of the world.

‘Durban also provides a base for us to service other strategic locations around southern Africa, using our recently added fleet of road trains.’

The company, which is more than 96 years old, recently completed a female-only driver training programme. ‘As leaders in promoting more females into the removals industry, we have enrolled again this year, supporting applications for another five female, heavy-duty drivers,’ said Gibbons.

The company has also expanded its depot at Bloemfontein and installed solar panels in three of its depots in the country, with more planned for its main Johannesburg hub.

associations to address, and seek to solve, the challenges facing the global mobility and relocation industry

l Provide a structured forum for dialogue, cooperation and collaboration on issues, to amplify the individual efforts of its member associations

l Provide leadership and tools to its member associations in areas of

mutual interest, such as research, education and advocacy.

In addition to the six founding member organisations, the Coalition will give other not-for-profit associations the opportunity to join.

Initial members of its Board of Directors are: Stephen Cryne, President and CEO, CERC (who will serve as Chair of the Board for 2025); Nick Estrada, CAE, CMP, CEO, CHPA; Brian Limperopulos, CAE, President IAM; Anupam Singhal, President and CEO, WERC; Jesse van Sas, Secretary General, FIDI Global Alliance; and Tad Zurlinden, CEO, EuRA.

For more information about the Coalition, visit: globalmobilitycoalition.org

Invictus opens Madeira’s first international office

Portuguese Affiliate Invictus Relocation has opened a new office on Madeira, which the company says is the island’s first on-the-ground international relocation provider.

Company founder and President Fábio Manuel said the move aims to cater for expatriates, corporate clients, digital nomads and families, and is part of a strategy to increase the size of the original business.

‘Madeira’s increasing popularity – thanks to its attractive tax incentives, lifestyle benefits and growing international community – makes it a prime destination for personal and business relocations,’ he said.

‘Step by step, we aim to climb the ladder, consolidate our brand, and set ourselves apart as a unique example of excellence in the sector. By continuing to adapt, innovate and invest in our services, we will ensure that Invictus remains at the forefront of the relocation industry.’

The office will be staffed by an experienced team, complementing Invictus’s offices in Lisbon and Maia, in mainland Portugal.

Manuel, whose wife is from the island, said: ‘I felt it was time to take a risk, to be brave, and to bring Invictus to a place that truly deserves the best relocation solutions. This new chapter is more than an expansion – it’s a mission to leave our mark and build something special from the heart.’

FEDEMAC and FIDI Global Alliance collaborate to launch sustainability reporting tool

In a landmark collaboration, announced at the 2025 Young Movers Conference in Warsaw, FEDEMAC and FIDI Global Alliance have joined forces to launch a new sustainability reporting initiative tailored to small and medium-sized enterprises (SMEs) in the moving industry.

The initiative aims to make sustainability reporting more accessible for SMEs, while also driving greater standardisation in how sustainability efforts are measured and reported across the moving and relocation industry.

It comes at a critical time, as evolving European legislation is setting new benchmarks in corporate sustainability that are likely to influence international standards.

The initiative addresses the growing pressure on SMEs to report their sustainability efforts, including carbon footprint assessments, which can be complex and costly. Recognising that many SMEs lack the necessary resources and expertise, FEDEMAC and FIDI are collaborating to provide practical tools and frameworks to support their members.

In April last year, FIDI launched a bespoke carbon calculation platform, in partnership with Worldfavor, to meet the specific needs of the relocation industry. This platform has gained significant traction, with EuRA adopting it for its members in early 2025. In response to the growing demand from its members, FEDEMAC is planning to develop a reporting tool aligned with the EU’s Voluntary Standard for non-listed micro, small, and medium-sized enterprises. This initiative complements the broader industry push for accessible and standardised sustainability solutions, and received unanimous approval from the FEDEMAC Board during its General Assembly in Warsaw on 9 April.

In the spirit of industry collaboration, FIDI said it will provide access to its carbon calculation platform to support the carbon assessment component of the reporting. In return, FIDI members will gain access to the Corporate Sustainability Reporting Directive-aligned reporting template developed by FEDEMAC. The integrated platform is scheduled for launch in September.

John Mason to open Northern Removals Hub for UK movers

John Mason International is planning to open a new hub for UK moving companies.

Speaking at the BAR conference in Liverpool, Executive Director Simon Hood said the 141-year-old company would move its headquarters from Huyton in summer 2026, to a new 27,250 ft2 site on the Merseyside-Lancashire border. This will then become a regional trading hub for removals companies wanting to expand their operations in the north of the country.

The new facility will feature

two dock levellers, multiple shutter doors, and shared office space for partners from across the UK.

In an economy where removals companies face rising business rates and leases, John Mason’s ‘Northern Removals Hub’ will provide everything organisations need to run a leaner, more efficient operation.

‘We’re always looking forward to ways to improve our services and aid more clients across the globe,’ said Hood. ‘Expanding our base was an important step along that journey.

‘West Lancashire is an exciting place to be for us, with a growing economy and population, and emerging opportunities. All of us are thrilled for the possibilities coming down the track.’

The new hub is located on the edge of the Simonswood industrial estate, next to several major transport links.

With its proximity to the Port of Liverpool and major highways, including the M6 and M58, partners will be able to save on leases, business rates, warehouse handling, and other utilities costs.

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Foundation offers industry training funding grants

Employees working in the global mobility industry can now apply for career development funds through the newly launched Global Moving Foundation Industry Training Program (formerly known as the Alan F Wohlstetter Fund).

The programme offers up to US$500 per person, per year, to support professional development in the moving industry and training at all skill levels.

The money can be used to cover the cost of approved training from recognised industry providers, including the FIDI Academy, IAM Learning, LACMA, EuRA and WERC.

Applications are open to all employees working in the international moving

and relocation industry, and there is no limit to the number of applicants per company.

To apply, candidates must complete a short application form and include a careerintention statement, explaining how the selected course will support their career development. Applications that do not include this statement will not be reviewed.

More information and the application form are available at: globalmovingfoundation.org/ industry-training-program-awards

The full catalogue of training opportunities available through the FIDI Academy can be consulted at: fidi.org/fidi-services/fidi-academy/ academy-catalogue

CHPA launches carbon calculator

The Corporate Housing Providers Association (CHPA) has announced a new carbon calculator to help corporate housing and serviced accommodation providers measure the carbon footprint of individual units.

It says the Furnished Accommodations Carbon Calculation Tool initiative is ‘a significant advancement in sustainability efforts in corporate housing’.

FIDI and CHPA are already working closely together to drive standardisation in carbon measurement throughout the global mobility industry with the framework of the industry collaboration Coalition for Greener Mobility.

Global International makes fine arts acquisition

Portuguese Affiliate Global International Relocation has purchased Lisbon-based fine arts logistics provider Starmuseum.

The strategic acquisition brings the activities and assets of Starmuseum under the company’s Global Fine Arts division. This includes more than 500m² of facilities, six vehicles customised for the transportation of artworks, and a team of experienced staff.

Jorge Gomes, Chief Executive Officer at Global International, said: ‘We are incredibly excited about this acquisition, which not only strengthens our position as a leader in global logistics, but also provides us with a unique opportunity to build a world-class fine art logistics division. With the strategic assets acquired and the addition of new experts to our team, we are poised to offer an even more comprehensive and secure service to our clients.’

Company president and founder Jorge Da Costa said: ‘This is a key step in expanding our capacity and reach while ensuring that the highest standards of technical precision and security are maintained in every aspect of our operations.’

The company added that customers could expect ‘a seamless transition’ as the two businesses were integrated.

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Asian Tigers issues phishing attempt advice

Asian Tigers China has warned its supply chain that fraudsters have been posing as the company using a fake email address.

In an email to customers, China Country Manager Jason Will said one of its business partners had flagged the email – from a fake company domain asianstigers-china.com – which asked for the partner to hold payments and await new banking details.

‘Please note, we have NOT changed our bank information and FIDI members can use FIDI Netting to pay us,’ said Will.

The company was targeted by a similar attack in 2024, while Asian Tigers Indonesia suffered a breach of its IT systems in February this year.

Henk purchases AMS Umzüge

Henk International has acquired the business of Germany’s AMS Umzüge. The move is aimed at strengthening the business’s portfolio of services, ‘offering even more flexibility and efficiency to our customers’. AMS will continue to operate with its existing team. ‘With this acquisition, we are expanding our network and combining our expertise to provide even better moving solutions – nationally and internationally,’ the company said.

Partnership supports smart container uptake

A new body – the Smart Container Alliance – has been launched to drive the adoption of smart container technology.

Headquartered in Brussels, its aims include boosting the traceability of cargos, strengthening maritime trade, and helping international enforcement bodies fight criminal activities by the widespread adoption of smart technology.

‘With geopolitical instability and climate disruptions posing risks to global trade, shipping companies must prioritise security and efficiency,’ said the association.

Myanmar earthquake

Myanmar’s transport and logistics infrastructure was hit by a severe earthquake on 28 March. The 7.7-magnitude quake struck central Myanmar, causing more than 3,600 deaths across the country, injuring a further 5,000 people, and damaging infrastructure, including power networks, major roads, and bridges. It also closed several airports.

Australian storms

Moving operations in Australia’s New South Wales and Queensland were significantly disrupted by severe weather for several days in March. Cyclone Alfred was downgraded to a tropical storm before making landfall near Brisbane on Saturday 8 March, but still caused flooding and infrastructure damage across the two regions.

M Dyer workplace award

M Dyer Global has won a bronze award in Hawaii Business magazine’s Best Places to Work.

‘As an employee-owned company, we believe that when employees succeed, the company succeeds,’ it said in a release. ‘Our culture is built on trust, accountability and a deep sense of Ohana [family], where every team member takes pride in their role and supports one another like family. Our people drive our reputation as the most reliable and efficient operation in Hawaii.’

State of the Industry report 2025 released

FIDI Focus has published its latest report detailing major trends affecting the global mobility industry. The fifth edition of the State of the Industry report was launched during the 2025 FIDI Conference in Dubrovnik, Croatia, and examines the impact of geopolitical pressures, the changing RMC model, shifting attitudes to mobility, technological developments, and more. It is available from the FIDI Focus website as a free download.

Gosselin expands with UK and Belgian acquisitions

Gosselin Group has acquired Doree Bonner International and Mechels Verhuisbedrijf, as part of the Antwerp-headquartered company’s plans to expand its UK and Belgian businesses.

The UK deal strengthens Gosselin’s presence in the market following its 2017 acquisition of DT Moving, which was rebranded as Gosselin in 2020. Doree Bonner operates 11 branches in the UK and has an established reputation in local, long-distance, international, office and commercial removals, as well as storage services.

Doree Bonner’s Managing Director, Jason Herbert, and Finance Director UK, Simon Norrington, will become shareholders of Gosselin Mobility UK Ltd. They will continue to manage existing Gosselin UK operations, in addition to overseeing the ongoing management of the Doree Bonner Group.

Geoff Watson will continue to represent and support the business, while co-founder Gordon Lyall will remain involved with the UK board on a part-time basis.

In Belgium, Gosselin reached an agreement with the Van Rompay family, owners of Mechels Verhuisbedrijf, to purchase the business, with all employees and assets to be incorporated into the International Moving Division of the Gosselin Group. The company will operate under its original name for now.

NOTICE: FIDI email changeover

FIDI has changed email addresses.

The original contact, fidi@fidi.org, is no longer in use and has been replaced with contact@fidi.org

FIDI visits LACMA and YMC

By Lydia Cope

In the past few months, FIDI Global Alliance has had the privilege of participating in two key industry gatherings: the LACMA International Movers Association Convention in Lisbon, and the FEDEMAC Young Movers Conference (YMC) in Warsaw. Both offered dynamic platforms to connect, collaborate, and spotlight FIDI’s commitment to financial integrity and sustainability within the global mobility sector.

LACMA

Representing FIDI at LACMA, I had the pleasure of joining Brian Limperopulos, IAM President, and Evelyn Garcia de Jaen, LACMA Secretariat, on stage for a well-received panel discussion on payment protection programmes across industry associations. The session, which was expertly moderated by FIDI Academy Trainer John Seal, offered attendees a comparative overview of each of our association’s payment-protection programmes and, in a call to action, asked members to fully use the safeguards available.

A key message shared during the discussion was the importance of proactive financial protection. At FIDI, this takes the form of the FASI (FIDI Affiliates’ Secured Invoices) programme – which forms a pillar of FIDI’s financial scrutiny measures, backed by a formal financial assessment process. Thanks to annual independent audits of each member’s financial health, FASI

compensation, in case of default, is rarely activated. However, when needed, it offers an initial layer of protection, facilitating fast payment of overdue invoices. Members are encouraged to integrate FASI into their credit-control processes. Additional information and support are available on FIDINET or by contacting fasi@fidi.org

A heartfelt thank you to Evelyn and Laura Billingslea, from the LACMA Secretariat and Board, for the kind invitation and their outstanding support throughout the event.

FEDEMAC YMC

In Warsaw, the spotlight shifted to one of the most urgent challenges facing our industry: sustainable packaging. On a panel with Aivars Ursan, Fast Forward Group (Latvia); Maxime Borzee, Streff (Luxembourg); Stefan Dimitrov, Matrix Global Mobility (Bulgaria), we explored how relocation companies can transition to environmentally friendly materials ahead of upcoming EU directives mandating sustainable packaging material use from 2030.

EU expands import controls to road and rail transport

The European Union’s Import Control System 2 (ICS2) has been extended to road and rail transport. Effective from 1 April 2025, the Entry Summary Declaration regulations, which already apply to transport by air, maritime and inland waterways, now require carriers to submit standardised customs data before arrival into EU member states.

The new rules aim to ensure the safety of goods entering the EU. They affect road and rail carriers, postal and express operators, and logistics providers, and some final consignees. Failure to comply may result in delays and goods being held at EU borders.

To connect with the new ICS2 system, businesses need to update IT systems, train staff, and pass a selfconformance test.

The discussion was solutionorientated, offering attendees a road map and practical steps for implementing sustainable packaging. From trials to full integration, we emphasised the importance of taking action now to stay ahead of regulatory requirements and meet evolving client expectations.

After the panel, Magali Horbert, FIDI’s Marketing and Sustainability Manager, delivered a compelling address on why sustainability must be more than a compliance issue – and why it is a strategic imperative. A key milestone was reached with the announcement of a joint sustainability reporting initiative between FIDI and FEDEMAC, marking a significant step towards industry-wide alignment on environmental standards (see page 12).

Our sincere thanks to the FEDEMAC Board, as well as to Agnija Usane and her team for the impeccable organisation of the FEDEMAC YMC Conference. FIDI Global Alliance was pleased to attend this important event, which aims to empower and inspire the next generation of industry leaders.

Whether it’s reinforcing financial stability or driving environmental responsibility, these events reaffirm the power of collective action. FIDI remains committed to working with our industry partners to set high standards, share knowledge and build a more resilient, sustainable future for our global community.

Andreas Christ expands with Hannich purchase

Andreas Christ Spedition und Möbeltransport GmbH has acquired Hannich Möbeltransport-Spedition GmbH in Bretten, a furniture and relocation logistics firm that was founded in 1893.

Hannich’s business includes a well-established partnership with HERMES Einrichtungs Service, for which it handles numerous two-person deliveries to private customers in the Stuttgart, Pforzheim and Karlsruhe regions. Around 60 employees will be retained, with the business continuing to operate under the name Hannich Möbeltransport-Spedition GmbH.

The move expands Andreas Christ’s portfolio of services and its presence in the south-west of Germany. ‘We are thrilled to welcome Hannich – a company rich in tradition and regional expertise, and with a dedicated team that aligns perfectly with our values – into the Christ Logistik family,’ said Felix Baur, Executive Board member.

Pakistan... in numbers

$3bn 29%

US tariffs on Pakistani exports

(As FIDI Focus went to press these tariffs were on hold until 9 July)

International financing in US$ expected for Reko Diq copper and gold project

$2bn 50%

AP Moller-Maersk investment in port infrastructure in US$

Percentage of population under 30 years old

Is FIDI enough?

FIDI Secretary General Jesse van Sas the organisation’s relevance in the relocation world – or are we good as we are?

Idon’t think membership growth has ever been the focus of FIDI. Even in the years before FAIM, FIDI’s growth was kept moderate, in line with the increasing need for global networking. And, of course, as soon as mandatory FAIM came into the equation, FIDI put up a roadblock against excessive growth, by imposing a rigorous quality benchmark –designed to allow into FIDI only those companies that were able to demonstrate true quality in their operations, processes and compliance.

Nevertheless, over the years, FIDI showed slow but steady growth, gradually developing the FAIM standard to what it is today. This concept of raising the quality bar bit by bit – while assisting members with training, guidance and helpdesk to reach that bar – has proven effective and rewarding.

New Affiliates found their way in on an unbiased and transparent quality basis, and FIDI was able to remain relevant and lead the industry by harbouring a significant quality segment of the relocation business under its wing.

pressures, and in particular on the bottom line. FIDI has felt these pressures, too, with less support for our training offering, a fall in advertising in our magazine, and a membership that is increasingly tougher to engage, despite our many communication channels.

FIDI can boast many firsts: we were the first global federation in our business (1950); the first to organise global conferences; the first in financial protection of its members (FASI); first to offer global training seminars; first to include quality certification (FAIM); first in mandatory financial assessment; first in industry carbon footprint calculation; and I have probably forgotten a few others.

This is FIDI’s legacy, to lead and continue to lead. Accordingly, we asked this question of our Delegates during the recent Delegates Meeting in Dubrovnik:

“Though FIDI is doing well, there are considerable challenges ahead”

But we have to ask: is this still the case for the future? Should FIDI maintain this course, or should it try to expand its significance in the world of movers and DSPs by growing its membership more rapidly? Affiliates may think that a smaller FIDI, with less competition within the FIDI ranks, is more beneficial for them than a larger FIDI, with more quality companies to compete with.

However, given FIDI’s quality reputation, a larger FIDI ensures a larger spread of FAIM among customers and increasing trust of FIDI movers and DSPs; this would benefit Affiliates, with more business being entrusted to them.

Though FIDI is doing well, there are considerable challenges ahead. Yes, we have a stable membership, but any economist will tell you that some growth is needed to remain relevant in an industry and to maintain service levels. The removals business has been under a lot of strain in the past few years, with COVID, supply chain disruptions, geopolitical concerns, and a changing political landscape in the US and other countries across the world.

“Considering FIDI’s relevance in the relocation world, should FIDI pursue a growth model, or are we good as we are?”

It triggered an interesting debate among the Delegates, and hopefully this will continue for the next few years, as it encompasses an important strategic aspect of FIDI’s vision to lead the industry where the highest common standards are defined by quality, cooperation, and trust.

The interim conclusion from the Delegates Meeting is that we should stay the course, increasing value for the membership by leading the industry in quality, while fostering goodwill and long-term development, through strict adherence to the standards. Some Delegates even urged FIDI to increase the specifications of the standard where possible. At the same time, there was a general consensus that FIDI can expand its reach horizontally in neighbouring relocation activities, such as the already existing DSP certification or through a supplier membership category.

jesse.vansas@fidi.org

Fortunately, although the vast majority have weathered – or are weathering – the storms, our membership is experiencing increasing financial

It was great to have this profound discussion. This is exactly what the role of FIDI’s governance institutions are for: providing guidance and strategic direction in close cooperation with the FIDI Board and Office. We’re looking forward to building on this approach.

Jesse van Sas, Secretary General of FIDI Global Alliance

Dubrovnik delivers

More than 600 delegates headed to the Adriatic for the 2025 FIDI Conference, which this year was held in one of Europe’s most stunning coastal cities. Dominic Weaver reports on the event

The 2025 FIDI Conference took place between 27 April and 1 May in the historic and beautiful setting of Dubrovnik, Croatia.

Centred on the meeting rooms and sunny terraces of the Valamar Lacroma Hotel, Dubronik’s old town, and the surrounding area, the event brought together more than 600 delegates from FIDI Affiliates across the world for four days of business sessions, workshops, networking, social events, and tours.

Formal presentations and discussions took place around the industry’s key topics, including the growing risk of cybersecurity incidents; trade barriers, tariffs, and immigration restrictions; evolving regulations; and leadership transition and succession planning. Delegates took part in interactive meetings on topics including sustainability, managing risk, marketing with FIDI, and how to use FIDI’s new Netting programme

In addition to the Roll Call, the Delegates Meeting, General Assembly, and other formal meetings, FIDI held its first ever ‘Town Hall’ session, giving Delegates direct access to the FIDI Board.

With the exception of one thunderstorm, the events and tours were blessed with warm weather and sunshine – showcasing the very best of Dubrovnik, from walking, cycling, and kayaking tours, to a beachside party, sailing regatta, and reception in a 14th century monastery.

The 2025 FIDI Conference in numbers

608 Delegates registered 547 at Roll Call

450 attended the Tour4All 51 runners in the Gerson-sponsored fun run

600+ tickets sold for cultural tours and sailing regatta 550 at the closing gala dinner

The FIDI 39 Club held its annual conference in the two days before the main event – see coverage on pages 40-42.

BEYOND BORDERS

BEYOND EXPECTATIONS

WE GO FURTHER

Tech, tariffs, and the next generation

This year’s keynote speech and panel sessions dealt with the growing cybersecurity threats to businesses, the uncertain international trading environment, and how to plan well for succession within a company

Keynote speaker: Threats and breaches – when the real world comes crashing in

“Everything

is hackable. It’s about the level of compromise. While the threats are real... companies can dramatically reduce their exposure”

Cybersecurity expert Jo Dalton, Head of Pen Test Partnerships, Europe, started the conference business sessions with a sobering look at the growing threat of business security – physical and digital – and advice for Affiliates for handling the increasing risks.

Since COVID, remote working has blurred lines between office and home digital environments, exposing businesses and creating new vulnerabilities, she said – which has been compounded by more smart devices connected to the internet. Criminals will often use human behaviour as much as online access to attack a business.

‘If I can literally walk into your building and plug into your endpoint, I don’t need to break through your firewall,’ she said.

A new generation of smart devices, including kettles, televisions, or vending machines, can be major weaknesses, allowing unauthorised access into personal and corporate IT networks, said Dalton. ‘The kettle… it sits in your house, connects to your mobile app. Unfortunately, you could connect to this device and access your Wi-Fi key easily,’ said Dalton.

The devices can give attackers unauthorised access to home networks, intercept personal data, and even use open-source tools to map vulnerable devices across cities. The speaker demonstrated how she could locate dozens of insecure kettles in London using a free online service.

Smart locks and connected security devices often lack even the most basic encryption, too.

Dalton highlighted how attackers could hijack a car using a combination of insecure APIs and cloned mobile apps. ‘You could listen silently to the people within the vehicle,’ she said, which could be a big risk for highprofile or high-net-worth people.

‘Everything is hackable. It’s about the level of compromise,’ she said. While the threats are real and growing, with the right mindset and practices, mobility and logistics companies can dramatically reduce their exposure.

Mobility and logistics sector technology such as vehicle trackers and diagnostics systems can also be compromised, she said. Combining publicly available ship tracking data with on-board devices can also allow hackers to track vulnerable ships in real time.

Dalton suggested some simple actions attendees could take to mitigate the risks, including:

l Change default passwords immediately – and don’t trust a device that won’t let you.

l Check your supply chain providers for their own digital security – beyond just servicelevel agreements.

l Train staff to be aware of social engineering, where criminals pretend to be a third party: ‘If you don’t know them, challenge them.’

She said security is not just about firewalls and encryption – it is also culture, awareness, and preparation – and encouraged attendees to think of cybersecurity like physical health: ‘It’s about habits, hygiene, and awareness.’

Moving the Middle East

As global investment and talent continue to flow into the Middle East, the region is entering a bold new era of growth and opportunity For over 30 years, Move One has been at the center of this transformation — relocating professionals, families, and entire operations across the Middle East, Af rica, and Eastern Europe.

We’re proud to announce the reopening of our office in Syria reaffirming our commitment to supporting clients in even the most complex and evolving markets.

Trusted. Proven. Ready for what's next

Move One - Logistics and Relocations without borders

Panel members:

Moderator: Jesse van Sas, FIDI

Panellists:

Laura Ganon, CEO, Fink, Brazil

Morgana Somers, Director of Global Services, IAM, USA

Stephen Cryne, President and CEO at CERC, Canada

Thijs Deweerdt, Executive Director, EY Consulting at EY, Belgium, John Seal, SVP Operations at Hilldrup, US

Panel session 1: Policy, trade and talent: how the changing US political landscape affects global mobility

The Tuesday panel session looked at current challenges for global mobility, including geopolitical changes, protectionist measures, and economic uncertainty.

Hilldrup’s John Seal highlighted the impact of the volatility on business planning. ‘When we ask our customers, how is this going to impact you and what can we expect this year? The answer tends to be, I don’t know,’ he said. Some sectors – notably government moves – have been directly affected, while hesitation is widespread.

IAM’s Morgana Somers said: ‘We’re seeing more of a freeze response because people don’t know what’s going on… and we’re starting to see in the US a push towards almost stockpiling.’

‘Our warehouses are filling up with non-household goods,’ added Seal. ‘We’ve seen demand for warehouse space as importers try to stockpile and beat the tariffs.’

EY’s Thijs Deweerdt said politics was having a tangible effect. ‘You can see a bit of a shift to the right, a bit of deglobalisation... and obviously that has an impact,’ adding that increasing bureaucracy and tighter immigration rules are having an impact.

The panel also discussed the importance of risk mitigation. ‘Do your due diligence,’ said Somers.

Panel members

Panel moderator: Jackie Stouffer (VP International Services at JK Moving, USA)

Panellists:

Marcel Jörg, CEO, Gosselin Moving, Switzerland

Rob Bartup, Managing Director, GB Liners, UK

Eric Lim, Chairman, Asian Tigers K.C. Dat, Singapore

Linda Rovenkamp, Chief Commercial Officer, De Haan, The Netherlands

Juan José Andrade, Commercial Director, INSA, Ecuador

‘Check your quotes, SLAs, contracts. This is a really unstable environment globally… so make sure you’re doing smart business, not just business.’

The panel agreed that, with agility, companies can create opportunities, particularly for diversifying their services. Fink’s Laura Ganon said this was a necessity. ‘Companies must diversify,’ she said, ‘not just within our own world, but also into fine arts, commercial cargo, construction.’

Stephen Cryne (CERC) gave a view from Canada, where there has been some backlash to relatively free-flowing immigration. ‘We need to focus on changing the narrative,’ he said, ‘and drive the case that immigration is so important… it’s about the movement of talent.’

Panel session 2: The succession challenge – how to pass the torch to the next generation

Jackie Stouffer of FIDI’s 39 Club hosted this panel, looking at the complexities of planning for succession. Opening the session, she said: ‘Succession should be an evolution of the company. That’s what it should lead to. The company should change over time with the new generation.’

She asked who in the audience had a formal method of succession – which was very few, highlighting how unprepared many companies are for transitions in their leadership.

Gosselin’s Marcel Jörg said: ‘Some of us are afraid of potentially losing that sense of purpose if we pass on the torch and then suddenly feel irrelevant,’ adding that overcoming this fear was key to his own development and preparing for the future.

Juan José (JJ) Andrade from INSA – who joined his own family’s business on an informal basis during COVID – stressed the importance of incorporating the perspective of employees, not just the family. He said his father told him: ‘You have to go into the office and start talking to the people to see how it’s done. If you really want to know the business... talk to the staff.’

Rob Bartup of GB Liners illustrated how important having a plan is and that circumstances can often change fast. He became CEO of his company after his father died suddenly during a FIDI conference. ‘There wasn’t much of a transition,’ he said. ‘It was “Hey, you’d better pick this up and run with it”.’ He is currently

getting to grips with a plan for his own successor.

Good communication and long-term thinking is essential for succession but also staff retention, said Linda Rovenkamp from De Haan. ‘You’ll always have people who want to stay as a mover coordinator, for example, but you also have… talented people and if we don’t invest in them, they’re going to go.’

Eric Lim from Asian Tigers Singapore advocated ‘succession readiness’. ‘The most critical point is to identify the people who can be your successor – not necessarily the CEO, even a manager or supervisor,’ he said. ‘I think your company should do this regularly, and switch staff around so they understand the whole company.’

Jo Dalton’s full keynote speech, the two panels, and other sessions from the 2025 FIDI Conference are available to watch on FIDI’s YouTube channel.

FIDI Delegates Meeting and General Assembly

FIDI Customer Relations

Manager Lydia Cope gives an overview of the official business for FIDI’s local or regional associations that were part of the Dubrovnik conference

Every FIDI Conference features two essential governance events: the Delegates Meeting and General Assembly.

FIDI Delegates from the 26 FIDI Associations convened for this year’s pivotal gathering, which featured an agenda of strategic updates and operational reviews. Below is a summary of key matters discussed and voted upon during the meetings.

FASI and FAIM

The meeting opened with an update on the state of FIDI. Despite global challenges such as the ongoing geopolitical unrest and reduced demand that impacted on the industry during 2024, FIDI remains financially resilient. Thanks to robust FAIM assessments and the FASI programme, the FIDI network remains well protected. Affiliate satisfaction remains high, too –which is illustrated in the results of our recent membership survey.

The FAIM programme is geared up for the transition to a new FAIM standard in 2026, with a shift to remote auditing that will reduce costs for Affiliates.

Strict compliance enforcement measures were also announced for the annual internal FAIM audit and financial assessment submissions: failure to submit by the deadline required will now result in loss of affiliation.

Meanwhile, the FASI fund remains healthy and stable, with a significant drop in claims in 2024 compared with previous years. With regards to dispute resolution, late-payment issues will no longer be handled under the scheme and Affiliates are encouraged to make use of the FIDI Netting and FASI programmes to facilitate getting paid on time.

FIDI Academy and sustainability

The FIDI Academy faced significant challenges

in 2024, after its record year in 2023. Delegates discussed revitalising the training offer, especially through enhanced e-learning modules. Positive feedback on the new hybrid Corporate Sales training and the structured career paths programme suggests promising directions for growth.

Sustainability also took centre stage. FIDI is advancing its support for EUmandated CSRD reporting through tools such as the Carbon Footprint Calculator and partnership with FEDEMAC on a new reporting tool. These steps aim to standardise industry sustainability practices and help members comply with new regulations.

Financial review and Netting

While 2024 presented some financial strain, particularly for the Academy, the success of the Edinburgh conference balanced the books. The financial accounts were unanimously approved.

FIDI’s Netting project has seen strong early adoption. Some 40 per cent of Affiliates are now participating in the scheme, which allows them to streamline payments, saving time and money.

We encourage all Affiliates to review the comprehensive Netting section on FIDINET, which includes tutorials, FAQs and live session recordings to help you get started to use the system.

Governance and direction

Governance business included the re-election of several FIDI Board members for new terms, and a new three-year term for the statutory auditor. FIDI reinforced the importance of active Association participation, mandating Delegate presence at meetings.

The meetings also highlighted FIDI’s focus on quality over quantity in membership growth, and discussed the possibility of new associated member categories, such as DSP and, potentially, suppliers.

The role of artificial intelligence in relocation was also discussed, with a call for FIDI to develop tools and resources to support members in adapting to technological changes. Plans are already under way for updated online resources to start this process.

The next Delegates Meeting will take place virtually this aurumn, with preparations already under way for the 2026 FIDI Conference, scheduled for 10–13 May in Osaka, Japan.

As always, the full minutes of FIDI’s governance events – and supporting documentation – are available in the governance library on FIDINET.

Lydia Cope, FIDI Customer Relations Manager

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TA sense of belonging

As Juan Guillermo Díaz takes over as FIDI’s 39 Club President, he reports on how the organisation’s Dubrovnik conference showed the importance of its goals to the future of global mobility and how its members benefited from this year’s programme

hink of FIDI and you feel a sense of belonging. This is not just another association: it’s a global alliance rooted in high standards, mutual respect and a human-centric approach that makes each of us feel we are part of something meaningful.

At the last conference, our now past President, Derek Duffy, reminded us that FIDI has always been a pioneer, leading in quality, ethics and collaboration. It is the benchmark for excellence in the global moving industry.

As FIDI Affiliates, each and every one of us belongs to a powerful collective of leaders and a deep sense of responsibility. FIDI gets into your bones and drives you to contribute.

The beauty of it is this: contribution doesn’t need to be grand. What matters is showing up, giving your best, and doing your part to continue the legacy that has brought FIDI to its 75th anniversary.

This year, the FIDI 39 Club had a dynamic line-up of sessions and activities designed to connect us and stretch us. We explored why connection is crucial, how being humble can be a barrier, and how we can lead effectively while honouring the diversity of personalities in our teams. We learned how to better understand others and ourselves. Many of us stepped out of our shells, took risks, and opened up to new experiences. And let me tell you: it was worth it.

In short, this year’s Club programme exceeded expectations. It was a real success.

The Dubrovnik conference will forever hold a special place in my heart. It was there that I had the tremendous honour of taking over the presidency of the FIDI 39 Club from Jackie Stouffer.

Jackie is not just brilliant and strategic; she’s kind, grounded and committed. Under her leadership, I learned so much. She leads by example, stepping in when things get tough, and always pushes the Club to the next level. Her impact is lasting, and we are all deeply grateful for her work, her energy and her heart.

doing my best, and I already feel like I’m learning more than I ever imagined.

The FIDI 39 Club means community, a place where we meet people from all over the world –movers who thrive on problem-solving, adrenaline and action. It also means growth. Like every member, I now have access to tools and content that elevate my personal and professional skills. In addition, it gives its members an understanding of how a global association operates, how we can merge different viewpoints – and even opposing ideas – in the name of progress, innovation and inclusion. It’s a space to be disruptive, in the best possible way – and, on a personal note, it’s where I learned to speak to 600 people and find my voice, even when nerves kicked in.

Shaping the future of our industry is crucial for its survival. That’s why my focus during this term will be on consolidating and strengthening our programme. I want to ensure that we increase member participation, foster engagement, and build strong bridges with the FIDI Board, Academy and FIDI office. Most importantly, I’ll be working side by side with my fellow board members – each of whom brings incredible ideas, vision and dedication to the table.

Once I got home after the conference, I reflected on what leadership means. We often talk about leadership as if it’s some sort of superpower, but I don’t believe that’s true. We are all shaped by our emotions, past, culture and environment. So how do you lead in a world this diverse? How do you stay focused and lead with integrity in a global context – and how do you make decisions that centre on people, not just outcomes? Most importantly, how can I be a pioneer?

This is where I circle back to a phrase that resonated with me during one of our sessions: F*ck being humble. For me, it was call to action. I’ve decided to own who I am and be proud. I own my company. I joined this industry not long ago. English isn’t my first language. I feel heard and valued. I love what I do and, to be honest… I love FIDI.

This is about passion. It’s about showing up. And I’ll say it proudly: I’m Latino, and I bring all that energy, culture and drive into everything I do. So, here’s to what comes next. Let’s keep building, connecting and pushing boundaries together. Connect

Now that I have stepped into the President’s role, I want to thank all of you, especially the 39 Club members. I am grateful for your trust; it’s a privilege that fills me with energy and excitement. It’s like a shot of adrenaline and purpose that pushes me to keep the legacy alive and thriving. I’m committed to

A conference to remember

The 2025 FIDI 39 Club Conference in Dubrovnik challenged delegates to step out of their comfort zone to achieve more, faster, to turbocharge their career and build a distinct personal brand.

Jackie Stouffer reports

F*CK IT. Yes, you read that correctly. I am opening an article in FIDI Focus with an F-bomb. At its annual conference in Dubrovnik, the keynote speaker at FIDI 39 Club’s event shook things up by opening with the statement: ‘F*ck Being Humble!’.

While this definitely grabbed attention, and perhaps raised some eyebrows, this was about more than just an edgy catchphrase. For the past year, the Club has centered its efforts and focus leading up to our annual conference on the topic of personal branding and development.

Our aim was to give FIDI 39 Club members and the rising talent in this industry the tools to promote themselves effectively, so they may, in turn, promote their companies and their own careers.

This journey began with an online panel on personal branding, and culminated with our keynote conference speaker, Stefanie Sword-Williams, creator of the brand F*ck Being Humble.

Buzzing energy

This was definitely not your average business presentation. Stef wasted no time, and quickly livened up the room by having the group repeat this phrase time and time again with her. What may have started out as a little uncertainty and trepidation at this unconventional opening quickly turned into a buzzing energy within the room.

It was possibly the most effective and engaging opening line of a speaker I’ve ever witnessed, but it served as more than just a wake-up call. It immediately

Jackie Stouffer Past FIDI 39 Club President

made the room come alive and those in it find common ground through this simple action. It made us comfortable with ourselves, and one another, and that is the core foundation of how to begin building a strong personal brand. In two short hours, the Club received countless tips, tricks and tactics to not only navigate the upcoming conference effectively, but also their personal and professional lives back home.

Stef’s message was down to earth and relatable, and her key takeaways resonated with us over the course of the following week at the conference. I’ll share a few of my favourites that align perfectly with the Club’s mission.

Stef explained that by choosing to do something despite the fear, you may not achieve your desired result, but there could still be huge benefits. Think about it this way:

Scenario 1: you do decide to take a risk and put yourself out there (a great example – you decide to run for a FIDI 39 Club Board position). You may not achieve the outcome you were looking for, but you will be no worse off than before if you don’t win the election, only back to where you began before running.

Scenario 2: you don’t take a leap and push yourself outside of your comfort zone; you choose not to run in the Board election because you might not win, and don’t want to feel embarrassed. In the end, this decision

not to act will ultimately leave you with the same end result as scenario 1 – you are exactly where you started.

The difference between scenarios 1 and 2 is that, if you make the jump and take a chance on yourself, you may or may not walk away with the outcome you were hoping for – but you will absolutely walk away with more experience and, very possibly, a greater confidence and trust in yourself.

You will find that putting yourself out there in an election actually isn’t that scary. You may find you are proud of yourself for having the guts to take a chance –and, just maybe, you will realise that these experiences may be awkward in the short run, but ultimately have the power to change your career. In Stef’s words, ‘discomfort is temporary, but the payoff may be extraordinary’.

Boldness regret

The Club is a safe space for rising talent in our industry to learn and grow, so, in short, have the confidence in yourself to say ‘f*ck it’ and take a leap; you never know where you’ll land.

This leads me to another one of Stef’s points, which I absolutely loved, and that is the concept of boldness regret. I’ve personally struggled with this, especially in my earlier career, and I am probably not the only person out there to whom this applies.

I would get so caught up in my thoughts and analysis that I’d often miss out on an opportunity that, deep down, I really wanted to take. This leads to regret, and often continues the cycle of internal overanalytics and opportunity paralysis. Don’t rob yourself of opportunities. The only one paying attention to every single thing you do is you. No-one else cares. So make the most of each and every chance you have.

I still run into boldness regret in my life; it’s just in my nature and probably always will be. But now I have a label for it, and instead of my brain going into

“Don’t rob yourself of opportunities. The only one paying attention to every single thing you do is you. No-one else cares. So make the most of each and every chance you have”

analytics overdrive, there is a voice that says ‘don’t have boldness regret, get up and do this’. Life is short; you’re capable, so take a chance on yourself.

After Stef’s session, the Club hosted a sailing regatta that proved to be a memorable, once-in-a-lifetime experience for all. While I certainly don’t think any attendees of this event encountered boldness regret, there were an unlucky few who had to be rescued from seasickness. As usual, FIDI was prepared for all scenarios and the unfortunate few made a full recovery in time for the evening’s FIDI 39 Club Party. This was hosted in the midst of King’s Landing (Old Town Dubrovnik), at the historic venue Revelin Fortress.

On Sunday, the Club continued its conference with several workshops and exercises, focused once again on personal branding. We kicked things off with a FIDI 39 Club x FIDI Academy collaboration, and gave members the famous MiM Colour Test.

The test allowed the group to better understand their own personality, communication style, how their style may interact with others, and what needs to be kept in mind when speaking to others with a different

communication style (for more on this, contact Chantal Fera for the upcoming MiM2 seminar in Da Nang). The exercise was insightful and put into practice with some interactive workshops.

To bring our two-day conference to a close, we had a final challenge and exercise: everyone had to take a leap, promote themselves with some public speaking among a group of their peers, and publicly share the last time they embraced the F*ck Being Humble mentality.

By the end, we were all swearing like sailors (as the saying goes), but much more closely bonded and more confident sailors. It was a conference that will not soon be forgotten.

On Monday, during the annual FIDI roll call, Juan Guillermo Díaz officially became the new President of the FIDI 39 Club, with Sonja Tuomela moving into the Vice President role. Namita Sharma joined the board as its newest member. Under Juan’s leadership and the collective support of board members, the board will continue to ensure a strong and stable future for Club governance and growth.

We also had the honour of having two FIDI 39 Club members on stage as Top Students of the FIDI Academy, and our very own Josip Bilos, of Donath, educated the then FIDI Board President, Derek Duffy, on ‘the vibes’ of the Academy Seminars. (Derek, we will never forget this; it is now a Club legacy and will be added as a milestone to our historic timeline).

Succession planning

Fast forward to Wednesday and, for the second year in a row, the Club had the privilege of leading a business session during the FIDI conference. The Club hosted a session on the topic of succession planning, discussing when and how to hand over leadership responsibility to the next generation.

This is a topic about which the Club is passionate, and JJ Andrade represented the FIDI 39 Club voice on the panel. The panel covered numerous views and perspectives – from family-owned versus employee-led succession to the challenges of how to plan a healthy handover of responsibility.

It was a thought-provoking session and opened the door to what we hope is ongoing discussion among the FIDI community. Without strong succession, we weaken the future of our industry. Without opportunities for growth, we limit the potential of our future leaders and risk losing them.

The Club will continue to champion the growth of our next-gen leaders, and will serve as the mechanism to continue to drive forward our industry and future leaders, strengthening FIDI for years to come.

As I close this article, I am realising it will be my last as a member of the FIDI 39 Club board.

The experience I have had with the Club has shaped my life personally and professionally, and I honestly can’t imagine what my life will look like without the Club in it. It has made a deep and lasting imprint on my life, and my sincere hope is that it will impact others in this same way.

I know it can, if you take a leap and let it.

Keynote speaker

Stef Sword-Williams tells delegates why taking the plunge is better

Netting: simple, safe, and saves you money

FIDI Focus speaks to Russell Start, CEO of AGM Group, about why the business is a strong believer in FIDI’s Netting system, and the benefits Affiliates stand to get from using it – from significant cash savings to improved payment security

With several rounds of FIDI Netting already successfully completed, momentum is growing among Affiliates for the new money and time-saving service.

The head offices of 208 FIDI members are now signed up to the Netting system, with more poised to join.

AGM Group - through its Gerson Relocation and Abels Moving Services brands - was one of the first adopters of the service, having had a positive experience of using netting within the Harmony network.

“By using Netting, we save enough in currency exchange fees to cover the FIDI membership fee for all three AGM companies – and attendance at the annual conference”

Group CEO Russell Start, who hosted a netting session for delegates with FIDI Secretary General Jesse van Sas at the 2025 FIDI Conference in Dubrovnik, says: ‘We’ve used it from the beginning and I think it’s brilliant. We have been very supportive of this from when FIDI started talking about it, and once we found out the provider is the same one as for the Harmony Relocation network, it took away any nervousness, because they’ve been doing the same thing successfully for several years already. We volunteered to be guinea pigs for testing the system, too.’

He adds: ‘The process is intuitive – I’ve been through it myself to see what our finance people do with it day to day, and it really is very simple. There are only four or five fields of information you need to fill in for a transaction.’

Start says the business saw the benefits of the system from the beginning. These fall into three main areas of savings: on bank fees; foreign exchange; and admin time. ‘The FX savings in particular really are bigger than we expected – significantly more than we get

through our bank,’ says Start. In fact, he says, by using Netting, the company stands to save enough to cover the FIDI membership fee for all three AGM companies and delegate attendance at the annual conference, too.

He adds that as more people sign up to Netting, the number of transactions through the system rises, increasing benefits for all who use it. ‘The more people we can pay and get paid through Netting, the bigger the savings in terms of time and money will be,’ he says.

‘In terms of sales invoicing and chasing payments, you do everything the way you normally do. All it means is that rather than receiving 30 payments and making 28 payments, for example, you only make or receive one payment, depending on your balance ’

Despite the compelling early testimonials, some firms appear to be waiting. So, what’s holding them back? ‘First, I think there’s some ignorance of what Netting is and how it works,’ says Start. ‘There are people who haven’t used it before and who assume there will be some kind of teething troubles.

‘Secondly, others believe it means FIDI controls who they pay and when – which isn’t true. In fact, the service is payables-driven, so you’re in full control of who you pay and when, according to the

arrangements you have with your partners. FIDI doesn’t demand the terms.

‘Thirdly, there are some countries where regulations don’t allow or limit netting - but you can still use the system for receivables and get one payment a month instead of lots.’’

Concerns about payment security are also unfounded, says Start. Thanks to the verification required when firms enter the system, transactions are more secure than conventional methods. ‘We’ve all received bogus emails asking us to change bank details and so on’, he says. ‘This doesn’t happen with FIDI Netting’.

‘Companies don’t have to upload sensitive customer data, and it’s really difficult for someone else to alter bank details once they’re set up,’ says Start. ‘The daily input is minimal and much safer, which reduces the risk of fraud significantly.’

Start has two pieces of advice for any firms still to sign up to Netting. ‘Firstly, you can be sure that there are no bugs in the system – it’s tried, tested, and it works,’ he says. ‘Second, if you are still hesitating, speak to FIDI, the providers or someone already using the system. It’s straightforward to use and the benefits are real. So, there is absolutely no reason to wait.’

Russell Start. CEO AGM Group

Introducing FIDI Academy career paths

FIDI Academy Manager Chantal Fera looks at the new way in which the Academy is recognising students’ training progress – and the benefits it will have for them in the jobs marketplace

Starting this year, FIDI Academy is revamping the way it recognises the training undertaken by individuals to make it more relevant to end customers, suppliers and those outside the industry.

In the past, individuals were awarded Bronze, Silver and Gold awards, with a certain number of points allocated according to the training in which they had taken part.

Rather than awarding points, the Academy will now recognise specialities with clear terms – moving specialist, relocation specialist, sales specialist, and so on – to improve clarity and provide career growth opportunities.

To earn the certifications, participants must successfully complete named online modules and tests linked to the career path they want to achieve, as follows:

Forthcoming FIDI Academy seminars

EiM seminar (5 days) Panama

In Spanish

MiM² seminar (5 days) Vietnam

FIDI Certified Moving Professional (FCMP)

l Online FiM programme (Foundations of Int’l Moving)

l Cultural Awareness webinar

l Customer Service webinar

l On-site EiM seminar

FIDI Certified Relocation Professional (FCRP)

l Online DSP programme (A-Z Relo Process)

l Customer Service webinar

l Cultural awareness webinar

l Sensitivity of the transferee webinar

l Onsite DSP/Relo seminar

FIDI Certified Sales Professional (FCSP)

l Selling effectively webinar

l Full Corporate sales programme

FIDI Certified Compliance & Sustainability Professional (FCCSP)

l Online Compliance requirements programme

l Online GDPR programme

l Online QHSE programme

l Online Digital proficiency and Cybersecurity programme

l Online ESG programme

l Online FIDI workshops on carbon footprint

FIDI Certified Packers (FCSP)

l Online Packers programmes

Each individual will receive a certificate and a corresponding logo to promote and publish on their business card, email, and social media.

Opening dinner: Sun 5 Oct 2025

5 days seminar: Mon 6-Fri 10 Oct 2025

Departure date: Sat 11 Oct 2025

Opening dinner: Sun 28 September 2025

€3,550

5 days seminar: Mon 29 Sep-Fri 3 Oct 2025 €3,950

Final evening dinner: Fri 3 October 2025

Departure: Sat 4 October 2025 Corporate Sales Programme

sales

Arrival: Tues 11 Nov 2025

3 days seminar: Wed 12-Fri 14 Nov 2025

and methods (3 days) Departure: Fri 14 Nov 2025 Corporate Sales Programme Belgium

Arrival: Mon 17 Nov 2025

accounts 3 days seminar: Tues 18-Thurs 20 Nov 2025 €2,600 Sales (3 days) Departure: Thurs 20 Nov 2025

EiM seminar (5 days) Malaysia

LiM Forum (3 days) Switzerland

DSP/Relo (4 days) Vienna

Opening dinner: Sun 30 Nov 2025

5 days seminar: Mon 1-Fri 5 Dec 2025 €3,550

Departure date: Sat 6 Dec 2025

Arrival: Mon 26 Jan 2026

3 days seminar: Tues 27-Thurs 29 Jan 2026 €3,950

Final evening dinner: Thurs 29 Jan 2026

Departure: Fri 30 Jan 26

Arrival: Sun 18 January 2026

4 days seminar: Mon 19-Thurs 22 Jan 2026 €2,950

Final evening dinner: Thurs 22 Jan 2026

Departure: Fri 23 Jan 2026

Rockyroads

Political upheaval, economic headwinds and trade barriers are among the forces that drive Pakistan’s international removals to adapt fast – expanding services, investing in tech and tapping into new opportunities to manage risk and diversify their businesses. Andrew Mourant speaks to FIDI Affiliates in the country

P“Sky-high oil prices and a weak exchange rate are squeezing margins – and even a dollar more than a competitor can lose you the job”

akistan: wild, rugged, sprinkled with vast overcrowded cities; a political crisis never far away. Yet a country rich in potential, with much of it untapped. For the removals industry, Pakistan throws up every conceivable challenge: logistical; navigating the ebbs and flows of an uncertain economy; ensuring staff are kept safe in lawless areas.

FIDI members must now also grapple with the quixotic trade policies of President Trump. Quite what US tariffs Pakistan faces on exports may have changed when FIDI Focus goes to press, but, at time of writing, these had been set at 29 per cent (postponed until 9 July). It’s a blow for a country heavily dependent on textiles.

Movers will need to exercise all their adaptability. That means creating the broadest possible business base, something FIDI members have pursued for some time. Take Freeline Movers, for instance. ‘The need for greater control over our supply chain – particularly due to post-COVID freight rate increases and disruptions caused by the Red Sea shipping situation – led us to launch our own freight forwarding service,’ says Anam Aftab, Business Development Manager. ‘This means we can be more flexible and cost-effective.’

Freeline’s trade covers domestic and international relocations, moving individuals, multinational corporations, UN agencies, embassies and government NGOs. But instability has jolted the market ‘particularly in terms of perceptions and operational disruptions’. ‘For a period, Pakistan was listed as a non-family station by many foreign embassies, which impacted the movement of expats and their household goods.’

That situation appears to have eased. But turmoil creates other headaches: delays at borders, with customs clearance, and with internal transportation. Delivery times are disrupted, costs added. Freeline has been strengthening relationships with stakeholders to improve operational flexibility and ensure services remain reliable.

The company’s core business of household goods removals isn’t directly impacted by tariffs, but, says Aftab, logistics and freight-forwarding may take a hit ‘which could indirectly affect us’. ‘Industries linked to key exports, such as textiles, surgical instruments and others are likely to suffer due to increased costs and

potential reductions in demand. Any downturn could affect the demand for logistics services.’

Transpack, established in February 1971, began life focusing mainly on the oil and gas sector, but it too has moved with the times. From 1983, led by Nasir Uddin, the firm has focused on household goods handling around the world. A third-generation family member now runs the business, with Shehryar Nasir as the CEO.

It has expanded into logistics, storage and handling fine arts and exhibition goods. High-profile jobs include helping to export loan objects for the Bronze Age exhibition held at Amsterdam in September 2024. Managing Director Tabinda Usman anticipates substantial growth in IT, e-commerce – ‘among the fastest-growing industries in Pakistan’ – and logistics.

Tariffs, however, threaten to hit exports and increase unemployment. ‘Export volumes will reduce, raising sea freight prices,’ she says. ‘The Pakistani exchange rate is not in a favourable position – the political situation has made the economy unstable.

‘Sky-high petrol and oil prices have increased operational costs, leading to lower profit margins and revenues. Price competitiveness is very volatile – even a dollar more than a competitor means losing the job.’

Homepack Freight International, trading for more than 40 years, has branches across Pakistan’s major cities. It provides freight forwarding and customs clearance and, beyond the usual range of domestic and international household goods packing, DSP services such as home/school search, orientation tours, intercultural briefings and spousal employment support. Among its other specialisms are art handling and moving pets around the world.

Prolonged instability

‘One area in which we help clients is move management – moves handed to us by others for services in countries that aren’t easily accessible due to the scarcity of removals facilities or because they're land-locked,’ says CEO Farhat Irfan. ‘This has included moves to Afghanistan, Iran, and countries in Africa and Central Asia.’

Ocean Air International CEO Kashif Raza says prolonged instability has halted growth and created a difficult business environment. It’s meant grappling with a disrupted supply chain, protests and road blockages, such as those triggered by former Prime Minister Imran Khan’s imprisonment in May 2023.

‘Transit times increase during strikes/protests, and staff have to work from home,’ says Raza. ‘The demand for logistics services has decreased as a result of 20–50 per cent of export orders going to regional competitors.

‘The ripple effect influences the movement of industry executives. Instability has hindered investment across industries. Lack of clear transport policies, internet shutdowns and weak infrastructure have disrupted operations and reduced service reliability.’

US tariffs will hit the textiles industry especially hard, he fears – ‘textiles constitute more than 70 per cent of exports to the US, and this may lead to a decline in orders.’ The knock-on will be less demand for logistics and freight forwarding. ‘It will result

From left to right: Nagina Bashir, Elia Rathore, Anam Aftab, and Salza Durefalak Sha

Tabinda Usman, director at Transpack Packing

Anam Aftab, Business Development Manager, Freeline Movers

Homepack Freight proudly displaying its FIDI flag

“With

nearly half the population under 30, there’s a wealth of young talent eager to join our industry – and more women are stepping up than ever before”

in reduction/letting go of textile business executives, which will directly affect the moving industry.’ While Irfan says Homepack has yet to be impacted by tariffs - ‘a challenging scenario’ - she too expects an impact on commercial exports.

Hashmat Kazmi, Chairman of Global Packers, has ridden Pakistan’s volatility for 50 years. His firm was the country’s first to join FIDI. ‘When we began there were no other (removal) companies – prices and salaries were very low,’ he recalls. ‘Others learned from me, spending seven or eight years with us before setting up on their own. There was a time when the industry was booming. But not anymore – it’s saturated and competition is very tough. So, we need good cost-control in all areas of our business.’

Bleak picture

Global has a strong presence in the embassy, UN and NGO markets, along with the Pakistan Ministry of Foreign Affairs (Mofa). But trade has been knocked by being ‘in the vicinity of war-torn areas,’ and fewer emissaries bringing families with them. Moves are not always pre-arranged as in the past – ‘individuals receive their (funding) entitlement in cash, after which they shop around or, at times, even pocket the money,’ says Kazmi.

All this paints a bleak picture, yet Freeline appears buoyant about the future. The company, with a base in every major Pakistani city, has also expanded into Saudi Arabia, establishing a base in Riyadh (office not affiliated to FIDI) to cater for the growing regional demand.

Aftab sees key business opportunities in sectors such as energy, infrastructure, fine art and especially

mining, with the Reko Diq copper and gold project in Balochistan expected to raise US$3bn in international financing. ‘This will drive infrastructure development and demand for transportation and logistics services.’

She believes the growing international appetite for Pakistani artwork presents a great opportunity. ‘Recently, we worked with Qatar Museum to export fine pieces for an exhibition showcasing Pakistani art through the years. We believe this sector will continue to grow. We also see immense potential in last-mile delivery and warehousing services to support e-commerce platforms and retailers.’

Ocean Air, also in business for more than 40 years, is counting on global businesses continuing to expand and, with it, increased demand for domestic and international relocations. The firm is an expert transporter of artwork, antiques and large items such as pianos and grandfather clocks – another market they expect to grow. Secure storage also offers possibilities ‘as urban living spaces shrink and businesses rethink their physical footprints’. ‘We plan to offer digital inventory tracking, on-demand retrieval and mobile storage units,’ says Raza.

Substantial progress

Pakistan’s ramshackle infrastructure and mountainous terrain doesn’t make life easy for movers, though Aftab credits the government for ‘substantial progress’ in improving roads that connect cities to remote areas. ‘Tertiary highways are also being enhanced,’ she says. ‘Projects such as the tourism highway and better connections to China and Iran will further help smoother movement of goods and people.’

In recent years, congested ports and the worldwide shortage of container ships have been the bane of the removals industry. But, says Aftab, developments such as AP Moller-Maersk’s US$2bn investment in Pakistan’s maritime sector, should improve port infrastructure and efficiency, help attract international shipping companies, reduce congestion and improve the availability of containers.

Disruptions created by COVID and attacks on Red Sea shipping have led Ocean to forge stronger relationships with SSL and freight forwarders. ‘This enables us to reserve container space and make swift adjustments in case of delays,’ says Raza.

‘Where full container load shipments aren’t viable due to shortages, we offer LCL (less-thancontainer load) or groupage services, especially for smaller relocations, so clients can still move goods without delay. We have more scheduling and routeing flexibility.

‘Shipment tracking tools and port congestion analytics enable us to make informed decisions in real time. This helps reroute shipments and inform clients about changes in estimated delivery windows.’

Meanwhile, Transpack has sought help from subcontractor shipping companies, which, says Usman, act as a guide to quicker routes and/or alternative ports. ‘We feel the supply chain has

“Lack of clear transport policies, internet shutdowns, and weak infrastructure have disrupted operations and reduced service reliability”

become resilient enough to handle congestion. (It has helped) to invest in better coordination with the supply chain to help handle future disruptions.’

Terrorism remains a menace within Pakistan as well as the Red Sea. In high-risk areas, Freeline provides ‘comprehensive’ security that includes GPS tracking on all trucks. ‘The government has ramped up security along major highways, with increased patrols and CCTV surveillance,’ says Aftab. But despite government efforts, security threats remain in some locations. ‘We collaborate with local authorities and law enforcement, particularly when transporting valuables or going into sensitive areas,’ says Raza.

Sometimes armed guards are deployed alongside trusted, well-trained drivers, often local to the region.

‘We steer clear of nighttime travel in high-risk locations,’ he adds. ‘To reduce exposure, we provide safe substitutes such as partial services or regional hubs.’

For all that technology has revolutionised the removals industry – from online booking platforms to video surveys – the sector remains dependent on

Pakistan Affiliates

good people. ‘We have skilled labour that takes good care of clients, and we build long-term relationships,’ says Kazmi. ‘People spending money with us want experienced movers to come to see them – to explain how they’ll pack and take care of their goods. We have a lot of time (for this) in the developing world.’

For Freeline, finding good staff has become easier as Pakistan’s workforce has become more tech-savvy and globally connected. ‘With nearly half the population under 30, there’s a wealth of young talent eager to join our industry,’ says Aftab. ‘More women are entering than ever before, in roles ranging from operations and logistics to customer service and management. They bring new perspectives and energy.’

'Soft skill' gaps

New entrants to the logistic industry often arrive with technical know-how and training: drivers, warehouse employees and support workers. And yet, says, Raza, there remain too few experienced mid-level managers, a high turnover in physically demanding occupations

A Global Packers crew

such as loading and packing, and ‘soft skill' gaps in communications, customer service, marketing and HR.

Women, he says, are ideal for these roles. ‘But they face barriers – a lack of child daycare centres, flexible scheduling, safety concerns and cultural norms. Training programmes, equal opportunity hiring and initiatives to change industry stereotypes can all help. Advances are being made.’

Irfan admits that it’s not easy for Homepack to find good and efficient staff, though more women are coming forward. Although Pakistan is widely perceived as patriarchal, women are, she points out, ‘in pretty much all occupations, be it armed forces, police, airline pilots, air traffic controllers, education, the medical field, agriculture, and industries. And they’re competing in all sports, domestically and internationally.’

Transpack says it has few problems finding good staff. ‘There are many opportunities for women –increasingly they’re taking managerial and operational roles,’ says Usman. ‘They bring different perspectives and experiences. This improves problem-solving, which can lead to better decision-making.’

Technology, she adds, has switched the industry from being labour-intensive to becoming ‘more efficient and customer-centric’, for example software is used to get quotes, book services and track shipments by phone. ‘Digital platforms make operations faster and more efficient. Checks are easier with remote surveillance of facilities. Much less time is spent on

inventory controls and payments are done in no time.’

How do FIDI Affiliates see the way forward? Raza believes government could do more to help grow the economy, not least by spending on road and railways in rural and intercity areas. ‘This would cut travel time, fuel expense and vehicle maintenance,’ he says. Policies to encourage cross-border trade with Afghanistan and CIS countries could trigger ‘enormous growth potential in trucking services… public-private partnerships for the construction of/improving rail and road can play a key role.’

Congestion could, he adds, be reduced and efficiency improved through more multi-modal transportation – road, rail, and sea. ‘For international removals and cross-border logistics, simplifying customs clearance and reducing red tape would go a long way to improving service efficiency.’

Usman believes government plays ‘an integral part’ in improving economies. ‘Central banks can stabilise exchange rates that will give us an advantage,’ she says.

For all Pakistan’s past and present turbulence, Aftab says the country’s strategic position and ‘growing demand’ for domestic and international relocations continues to drive business opportunities. ‘We remain confident that the situation will stabilise further.’

Kazmi, too, is looking on the bright side. ‘If the situation becomes more stable, new companies will come in, even though they’ll be smaller scale and there’ll be fewer shipments. A businessman is always positive and optimistic.’

Kashif Raza, CEO of Ocean Air International moving

Hashmat Kamzi, Chairman of Global Movers

Navigating the new logistics order

As the Italian logistics sector negotiates a higher-risk trading environment, the incoming President of FIDI Italy, Barbara Savelli, gives an overview of the latest developments affecting the country – and the organisation’s priorities for the months ahead

The global, European, and Italian economic and logistics landscapes are in a state of transition and uncertainty. Compared to one year ago, we’re seeing a mix of trends and, while some challenges have eased, others persist, delaying the signs of stabilisation or recovery.

To stay competitive, the logistics sector must leverage its infrastructure and develop strategies to adapt. It is navigating a complex, high-risk environment that is being shaped by geopolitical tensions, climate disruptions, and often poorly evaluated regulations.

Recent crises have brought Europe’s and Italy’s logistical vulnerabilities to the fore – but have also demonstrated how the supply chain can keep going in the face of punitive trade policies.

The Italian economy

“The

global transport and logistics system

has proven itself to be resilient

in maintaining trade continuity –but much less so in terms of costs, quality and service reliability”

During 2023, Italy’s economy grew by just 0.7 per cent, marking a significant slowdown from the postpandemic rebound of 8.9 per cent in 2021 and 4.7 per cent in 2022. Current projections forecast that, at 0.70.8 per cent, growth during 2025 will be similarly weak, suggesting the post-COVID recovery phase has ended.

Italy’s growth continues to lag behind Eurozone peers like Germany, but there are some positive indicators. Overall, the unemployment rate has improved to 6.2 per cent, although youth unemployment remains troublingly high at more than 18 per cent, compounded by ongoing emigration of young workers between the ages of 18-34.

Performance across sectors is mixed, too.

Manufacturing continues to decline, particularly in the automotive and textile sectors, which have seen a severe slide. Meanwhile, service sectors – including tourism – are in modest growth.

Imports have weakened because of sluggish domestic demand. Exports show volatility, particularly to Germany – Italy’s primary trading partner – with potential future impacts from US trade tariffs.

These economic challenges come against a background of tighter fiscal constraints under the new European Stability Pact – which limits flexibility in Italy’s policymaking. Our government faces difficult trade-offs between maintaining social protections and funding critical investments in energy and environmental transitions. This is particularly challenging for the logistics sector.

Transport and logistics

Between 2020 and 2023, the logistics, transport and freight-forwarding sector in Italy experienced moderate growth, which continued in 2024.

The widespread shortage of skilled professionals is a major challenge, especially drivers – with a shortfall of 230,000 across Europe and around 22,000 in Italy alone. Addressing this requires structural reforms, which might include lowering qualification barriers and revising immigration policies.

l Maritime transport: we are in a difficult phase. While global traffic is rising, especially in the Mediterranean, disruptions including the Red Sea crisis have rerouted traffic from the Suez Canal to the Cape of Good Hope, slashing the number of transits through the Suez and driving a spike in shipping rates. Although container traffic began to recover in 2024 with a 5.4% global rise, Italian ports lag behind 2021–2022 levels, hampered by longer transit times and unreliable schedules.

l Air cargo: this has benefited from the crisis and the boom in e-commerce, growing globally by 11.4 per cent and in Italy by 16.5 per cent in early 2024, despite volatile freight rates. The sector has shown resilience post-pandemic but still underperforms.

Decarbonisation efforts in Italy are falling behind EU goals, with urban logistics requiring a more rational approach, including cleaner vehicles, expanded parcel infrastructure, and better regulatory support.

l Road freight: this grew by 3.8 per cent between 2021 and 2023, but key Alpine passes – vital trade routes – are facing severe infrastructural and regulatory issues. Closures of routes including the Mont Blanc Tunnel and restrictions in Tyrol impose massive costs.

New policies must be grounded in a clear understanding of their real-world economic impact, yet the EU’s approach to achieving sustainability goals has often lacked in this area. An increased push for decarbonisation has proceeded without the funding to help manage the social and economic consequences.

In road transport, decarbonisation efforts have heavily favoured electric energy, overlooking alternative solutions like e-fuels and biofuels, which could preserve internal combustion engine production beyond 2035. To prevent unmanageable social costs, the decarbonisation strategy must be reconsidered with a renewed commitment to technological neutrality, allowing for realistic goals.

Barbara Savelli, President of FIDI Italy

European priorities

The past year has been very intense at European level.

First, we are facing a newly elected European Parliament and a new Commission under scrutiny. The resumption of European work will still be demanding, with several dossiers ready for interinstitutional negotiations, including driving licences and qualifications, weights and dimensions, railway capacity, and maritime safety.

We have also devoted significant attention to the Combined Transport Directive, which must now be reopened by the European Parliament.

Simplification and digitalisation

Another key area for simplification in international traffic is the proposed Single Customs and Controls Desk (SUDoCo), which is designed to streamline the clearance of goods by consolidating checks from multiple authorities into a single location.

However, despite ongoing discussions, its implementation remains unrealised. This delay perpetuates heavy bureaucratic burdens on companies, creating competitive disadvantages that can lead to the relocation of economic activities to more efficient countries.

Administrative procedures related to port and airport operations in Italy are notably more complex than in many foreign counterparts, and the duplication of road controls – even over short distances – further exacerbates inefficiencies.

While administrative simplification and digitalisation, exemplified by SUDoCo, are essential reforms, they remain stalled, leaving businesses to navigate an outdated and cumbersome regulatory environment.

Nevertheless, international moving operators have already been hit by these reforms, which have certainly not been interpreted as a simplification by the movers,

as well as by the users, but rather as a complication.

Starting from the end of 2024, shippers moving household goods to/from Italy or transiting their belongings through Italy, will be required to provide customs with a valid, registered EORI (Economic Operators Registration and Identification) number, which is issued by the Customs Agency. This applies even if these individuals are not considered economic operators.

There are many uncertainties regarding interpretation and application, particularly for military personnel who relocate and do not need to have a tax code, and employees of the Ministry of Foreign Affairs or other individuals who do not transfer their residence, but elect Italy as their domicile or secondary residence. The President and the Board of FIDI Italy have initiated coordination meetings with ADM – the customs and monopolies authority – and they hope soon to release an internal clarification document that will benefit all international movers in Italy.

International context

Economic and sectoral trends require constant attention to the decisions made at the institutional level, which at times attempt to address critical issues and at other times seem to worsen them. Often, these are targeted interventions, very specific in nature, and the impacts are not always fully evaluated in all their implications.

We are experiencing the effects of systemic phenomena that are changing global economics. These effects are widespread and significant, affecting specific political, economic, social, and territorial sectors.

Over the past five years, we have faced the consequences of events such as the pandemic, the conflict in Ukraine, and the Israeli-Palestinian situation, all of which have altered and continue to alter economic balances, from global to local

levels. These are no longer exceptional events. Given their recurrence, these changes raise a series of strategic issues that require careful reflection.

must be supported to avoid the risk that, when the network becomes fully operational, there will be no operators left.

Two main lines of action are emerging in economic policies: on one hand, responses to continuous economic changes, and on the other, infrastructural adjustments along major existing routes and the potential opening of new ones.

A response to economic changes can certainly be realised through greater regionalisation of trade with neighbouring and geopolitically aligned countries, where the Mediterranean can gain logistical centrality with new commercial and supply routes.

However, these logistical corridors must meet sustainability and economic efficiency requirements –not just geopolitical affinity. A better balance between security and free trade is necessary.

For economic competitiveness, the development of infrastructure and the protection of essential ones – highways, railways, ports, and airports – is fundamental to reduce the risk of disruptions, despite significant financial constraints.

From a regulatory perspective, measures such as the carbon border adjustment mechanism (CBAM) and the ETS, and decarbonisation paths under the Green Deal, do not seem to be adequately assessed at the European and national levels. These measures require an adjustment in the decarbonisation of industrial and logistical production.

These are tools that also carry significant risks of modal shift towards road transport or non-EU ports with lower environmental standards, undermining a decarbonisation process that requires a gradual and cautious approach.

“We are not heading toward the end of globalisation, but rather the beginning of a new form –more regional, more cautious, and more strategically aware”

The shifts induced in value chains are gradual and do not yet show significant evidence, but we must start adapting to the changes now, particularly in increasing the resilience of supply chains, reshoring of production, reduction of strategic dependencies, revitalisation of industrial policy, searching for new and more secure economic partnerships, and accounting for increased trade restrictions that could escalate into a full-blown tariff war.

The global transport and logistics system has so far proven itself to be resilient in maintaining trade continuity – but much less so in terms of costs, quality, and service reliability. This requires serious joint reflection from national and European governments, as well as all stakeholders.

We now have a significant issue of ‘logistical fragility’ at both the European and national levels, which must be addressed and placed at the centre of the political agenda.

Our infrastructure suffers from reduced resilience because it requires major extraordinary maintenance and renewal programmes, some of which are already under way thanks to the funding from the PNRR, TEN-T, and European and national programmes.

These works may have a negative short-term impact, but they should be viewed as investments for the future. During this transitional phase, businesses

We are not heading toward the end of globalisation, but rather the beginning of a new form of globalisation – perhaps with more checks and balances (tariffs) to counterbalance excessive strategic dependencies, which are no longer sustainable as international shocks and tensions increase.

With the changing value chains, the relocation and regionalisation of strategic production, global connections, and logistical networks remain essential for reinterpreting commercial strategies toward markets with lower geopolitical risk, but equipped with reliable infrastructure and closer to final markets.

In the face of such significant and complex changes, the governance and intervention capacity at the European and national levels must be rethought. But, above all, so must the strategic vision and control with which to act effectively in response to the challenges facing our economy and, most importantly, our logistics system.

If our economies are healthy, we reduce the risk of marginalisation, but it is necessary to focus on agility, responsiveness and the competitiveness of the logistical-infrastructural system through its planning, regulation, and governance.

It is also essential to diversify the economic response to events by integrating industrial, commercial, and regulatory policies.

The Mont Blanc Tunnel is a key Alpine trade route – but has faced closures and restrictions, adding pressure to Italy’s already strained logistics network

Sofie Vertenten

FIDI Focus meets the FAIM Coordination Centre’s new Quality Project Manager

FIDI Focus: Tell us about your background

Sofie Vertenten: I worked for EY for six years, starting as an Executive Assistant for two partners of the internal audit department. I then took a job as Quality, Security and Sustainability Coordinator in the office supplies industry, where I performed internal ISO 9001 audits, following up with preventative and corrective actions with management.

I learned the Lean methodology (developed by Toyota) while in the energies sector and implemented this way of working across all departments and facilitated improvement projects. When the company was sold, I became an internal auditor at an international insurance company, always looking for ways to improve and ensure all departments are contributing to the company’s strategy and to the customers’ needs – and are therefore delivering quality. After two years, I heard that FIDI was looking for a new Quality Project Manager – I couldn’t resist the opportunity.

FF: You’ve known FIDI for a long time. What part has the organisation played in your career?

have been added and topics such as cyber security included in FAIM. It’s impressive how the FCC has anticipated future risks and included them in the standard, so Affiliates are well prepared.

FF: What does quality mean to you?

SV: Quality has been a common thread throughout my life. My father worked in the food industry, and from a young age, I was already familiar with ISO certificates and manuals. When I graduated, I spent nine months working in the insurance department of a leasing company. Nothing was documented, so I took the initiative to create a manual for the department. When I later discovered Lean, everything suddenly started to make sense.

Personally, too, I often find myself asking: how can I do this better next time? Quality is something I care deeply about, but I’m also a strong believer in the concept of continuous improvement. If you keep taking small steps – each day, each month, each year – in the right direction, towards quality, you can have a huge impact in the long run.

Customers will decide what they are willing to pay for and what quality means to them. As a company, you might have certain assumptions about what they want and will pay for - but ultimately, only the customer knows and makes that decision.

FF: What are you excited about in your new role?

SV: This role for me seems like the perfect fit, because it is a combination of things that I love to do. First, representing FAIM and what that means; looking for that next step, making sure the Affiliates stay best in class, and making sure FAIM helps them to deliver value to customers, partners and their own company.

But also, change management. It is my job to get to know the industry, and ensure Affiliates understand why different requirements are introduced and guide them through the process: making sure they understand the value of it, what is expected of them, and that there is enough clear information for them to prepare for the audits. I love thinking about quality, but I find the people aspect of the job as important as the more theoretical aspect.

“It is remarkable how proud Affiliates are of being part of FIDI. It made me very proud to be part of FIDI as well”

SV: I worked full-time as EY’s Project Coordinator for FIDI for two years. I guided companies through the FAIM process and planned on-site visits. I went to the FIDI office around every six weeks.

Thijs Deweerdt was one of the young auditors who performed the on-site visits at the time I was coordinating the FAIM process. He is now the director at EY overseeing FIDI as a client.

FF: How has FIDI (and FAIM) developed during this time?

SV: Everything has become more professional: from the office, the Academy, FIDI’s publications, FAIM and the FCC – I am really impressed with how it has evolved. The FCC is a well-oiled team with so much experience. In the days when we worked with Microsoft Access, getting a good overview was tricky, but over the years the FCC has created amazing dashboards and files that ensure every part of the process is followed up on.

FF: What were your first impressions at the FIDI Conference in Dubrovnik?

SV: I was so surprised with how well everyone knows each other. With more than 600 people there, I didn’t expect such a strong family feeling. You might think this could lead a first-time participant like me to feel lost at the conference, but it was the opposite of that; everyone was so welcoming. It is remarkable how proud Affiliates are of being part of FIDI. It made me very proud to be part of FIDI as well.

FF: What are your priorities for FAIM?

SV: With the current thee-year cycle (FAIM 2022) coming to an end, my first focus is on launching the next FAIM cycle: writing the new standard, adjusting supporting documentation, training the auditors, and so on.

After this, I will take the time to reflect on the long term: how do we keep FAIM relevant, for existing and first-time Affiliates; how do we mitigate emerging risks; what other improvements can we make?

Sofie Vertenten

Making a difference

Having started work young, in the family removals business in Ireland, Aubrey McCarthy’s career has grown into something far bigger. Drawing on the connections he made through moving, and his passion and energy for helping people, he has built a network of charitable initiatives tackling homelessness and addiction – and has now entered politics. FIDI Focus Editor Dominic Weaver meets the busy mover, social entrepreneur and recently elected Irish Senator

You might have thought being the Managing Director of AMC Removals – a mover, based in the Republic of Ireland, that carries out everything from small domestic moves to high-end and diplomatic relocations – would be enough to occupy even the most ambitious of businesspeople. However, Aubrey McCarthy has a mission that expands far beyond running the Dublinand Kildare-based firm – but it is a mission that has certainly been inspired by the moving industry.

Motivated by the people he met as a mover over the past two decades, McCarthy has established a stillexpanding charity empire across Ireland, supporting people affected by homelessness, addiction and abuse. The work has earned him recognition and awards, including Irish Red Cross Humanitarian of the Year last year, and began a journey that, at the start of 2025, led to him being elected to the Irish Senate.

McCarthy describes his early family life as ‘fairly chaotic’,with him and his siblings the subject of parental custody battles for some time. ‘It was a crazy set-up,’ he says. His father, Denis, was a cattle farmer in Cork and Kildare in the 1950s, but started to use the business’s trucks to transport antiques. He eventually switched entirely to this side of the business, shipping precious items for high-value clients and laying the foundations for what, today, is Dublin- and Kildarebased AMC Removals.

Theatre composer Andrew Lloyd Webber was an early client of the business – but the job hit a snag when dry rot was discovered in the large property that Lloyd Webber was buying. McCarthy, however, took the opportunity to expand the firm’s services beyond moving. ‘We had to take all the furniture out after we’d put it in,’ he says. ‘It needed to be stored, but my father didn’t do any of that, so I hired a warehouse and I started from there.’

While he was still at college, McCarthy began renting trucks – including, initially, a coal truck - and hiring

staff at the weekend to carry out domestic moves of his own. ‘I put an ad in the Leinster Leader (the local paper) and the first person to call was a lottery winner,’ he says. ‘I was 16 and still at school, so my mum took the message.’

He started working antiques fairs, and advertised the truck going to the UK and back. Eventually, he bought his first truck – a three-and-a-half tonne Mercedes Luton – and began operating as efficiently as possible.

‘To save money, rather than going from Dublin port (in Ireland) to Holyhead (Wales), I used to drive to Belfast and [after crossing on the ferry] drive down to London. I’d leave at six o’clock in Kildare and the next day be in London at one o’clock lunchtime,’ he says.

‘I started to earn decent money from the moves, so I said “well, I’ll keep this up”.’

McCarthy continued with his education, however, earning a business degree and Master’s qualifications in strategic international finance, strategic international marketing and French, and then theology – all while building up his company.

Word of mouth meant it wasn’t long before McCarthy’s fledgling business was moving some of Ireland’s wealthiest customers – with clients including billionaires Denis O’Brien, Tony O’Reilly and John Malone. ‘If you look at the most expensive house in Ireland each year, we’ve usually moved it,’ he says.

‘This isn’t about us targeting wealthy people as customers – it’s just that the moves we offer are high-

quality moves.’ This goes for all AMC Removals’ moves, he adds, and the company carries out many private relocations, as well as providing storage and selfstorage services.

Amazing people

In addition to a solid client base, the business fosters long-term relationships and loyalty with its staff. ‘I always invest in the guys I have,’ says McCarthy. ‘From day one, I’ve sponsored loans for people who want a car, or mortgages, and I had a pension system for them way before they were popular. Because I’ve been loyal to them, I think a lot of the guys would take a bullet for me, which is phenomenal – I wouldn’t get that by going to a recruitment agency.’

A keen sense for who will make a great staff member has helped, too. ‘My main logistics person, Kayleigh, came on a trainee scheme – and, wow, she is fantastic; she’s like James Bond,’ he says. ‘I find that if I meet someone and look them in the eye, you can see who is a good fit and who isn’t – I see that in every one of the different areas I am involved in today.’

The removals business flourished and, crucially, says McCarthy, it meant he worked for people who went on to become repeat clients – and friends. One Aston Martin-driving client was so impressed by his move that he donated €100,000 for McCarthy to organise a roof repair at one of his charity’s premises

‘Where else would I have met that man?’ he asks. ‘This industry has allowed me to meet the most

amazing people – it’s happened to me a hundredfold in so many different ways.’

Through recommendation, McCarthy has also worked for many ambassadors coming to, and leaving, Ireland. ‘I’d meet them here and there, and they’d introduce me to the Mexican ambassador, for example, or the Spanish, German, or Croatian ambassador,’ he says. ‘I can say that all these marvellous connections all stemmed from the removals industry; it’s amazing.’ Recent diplomatic jobs include moving the Brazilian ambassador to Kazakhstan, and the secretary of the Brazilian embassy to Suriname.

For all the prestige of working for diplomats and high-net-worth clients, however, McCarthy’s passion has increasingly guided him to those at the opposite end of the social scale – people struggling with ‘life-controlling problems’.

Over time, relocation jobs brought him into contact with people in crisis and he felt compelled to help them; on an informal basis at first, but then with the foundation – in the early 2000s – of a charity, Tiglin (a Gaelic word meaning ‘our house’), that helps people tackle poverty, addiction, homelessness, and other issues. ‘I was making a good few quid from moving and I wanted to see if we could do a bit more from a society point of view,’ McCarthy says.

“This business has allowed me to meet the most amazing people. These marvellous connections all stemmed from the removals industry”

Aubrey McCarthy with Micheál Martin, Ireland’s Taoiseach (Prime Minister)

McCarthy talks with former Taoiseach Leo Varadkar

“I had started to meet people on the street who were in big trouble, with big addictions… you can get people, give them a different opportunity and change their lives”

Tiglin provides a range of social care, including street outreach, services for the homeless, residential rehabilitation, educational opportunities, and family support for those affected by drug and alcohol misuse.

‘I had started to meet people on the street who were in big trouble, with big addictions,’ says McCarthy. Realising the dire need for housing, he now partners with the Irish government’s Land Development Agency to provide homes for more than 400 previously homeless people, with more in the pipeline.

The charitable work also includes a mobile café –nicknamed the ‘No Bucks Café’ – which feeds people in need from a bus McCarthy bought and initially ran with his friend Phil Thompson, who is now Tiglin’s CEO. Both men have witnessed first hand, in their own families, the devastation addiction can cause.

McCarthy also has the Lighthouse Café, which is open seven days a week from 8am to 10pm for homeless clients, and feeds up to 500 people a day.

Different opportunities

This project brought opportunities to make a direct impact on people’s lives. ‘One of the first people I met was just an ordinary lad, Ger, who had come undone and was on heroin for 14 years,’ says McCarthy. ‘He’s now one of my key managers on the charity and housing side.

‘This was a sign that you can get people, give them a different opportunity, and change their lives. So that’s what I did, and I’ve done that for many years now.’

There are many, many other stories, including helping a young, addicted man kick his habit, start studying and, eventually, become a vehicle test inspector for Renault; or helping Ivan, and Allen and Jay Bobinac – three Croatian men who were living in a local park – get critical medical care, accommodation, and then an education. ‘Two of them now have two Master’s degrees,’ says McCarthy.

‘One of them is managing my homeless café, one is managing the charity’s communications, and the other is managing a centre of Ukrainians in Coolnagreina.

I have always loved the quote by C S Lewis, “You can’t

go back and change the beginning, but you can start where you are and change the ending”.’

In May, Allen and Jay were given a Lord Mayor’s Award – alongside award-winning actor Brendan Gleeson, and others – to recognise ‘their outstanding voluntary service to the people of Dublin and their dedication to helping the homeless in our city’.

Under the auspices of the charity, McCarthy –along with the government doctor who deals with addiction – also bought the National Mountaineering Centre. Together, with Judge Gillian Hussey as patron, they formed a trust that now has nine rehabilitation centres around Ireland. Supported by Irish Prime Minister Simon Harris, McCarthy secured €830,000 of funding for an educational pilot scheme that has helped 114 homeless, addicted people enter thirdlevel college. Tiglin now has nine centres with overall running costs of more than €7m per year.

High-net-worth help

Relocation jobs with major businesses and individuals have very often helped McCarthy turbocharge the establishment of his charitable projects.

‘The moving industry is unique – it has allowed me to set up all these centres,’ he says. ‘I was moving the Intercontinental Hotels, for example, and they were renewing all their beds. They do this every four years, but the beds are Rolls-Royce quality and will last 50 years. So, I got all the beds for our centres from these moves.’

Other discarded, but beautiful furniture – from desks to wacky sofas – were acquired for the charity’s centres through moves for Twitter, Microsoft, the Central Bank, and other organisations. ‘When you come into the centres, you’re going to think that some designer has been in. Not at all; it’s from the moves. These clients worked with me to furnish them – which would have cost a fortune otherwise,’ says McCarthy.

‘Moving has meant I’ve been introduced to people in spheres of society that perhaps the average person would never be introduced to. These high-net-worth clientele have then realised what I do outside of work and ended up supporting it.’

This includes one wealthy individual who volunteered for Tiglin, but then located, bought and rented a property for the charity’s women’s refuge work – before signing it over to the charity entirely three years later.

In addition to setting up another personal venturea furniture destination store and restaurant on the former family farm in Punchestown - McCarthy has launched numerous initiatives under the charity (his personal website shows the impressive array), including a bakery and coffee shop that is now self-sufficient.

The projects give employment, community and purpose to countless people in need, but McCarthy says: ‘The people I went to help, my God, they’ve helped me more than I ever helped them. That’s always been the trajectory of what I’ve done.’

Although not overtly religious, McCarthy is propelled forward by a deep kind of faith. ‘To me it’s very simple,’ he says. ‘I’ll step onto that stage if you then do the rest, knowing that there “is a captain on the bridge”. I often think of the example that we learned at school of Jesus,

Aubrey McCarthy, Managing Director of AMC Removals

How moving inspires diplomacy

Newly elected to the Irish Senate, Aubrey McCarthy says politics can learn from international businesses such as moving.

‘Certainly, when you have a conflict in business, in moving, and a customer is not happy, you sit down with them and you say “OK, where do we go from here? How do we fix this?” There’s no point in shouting; you have to move forward.’

Having grown up during a period of deadly sectarian violence in Ireland known as The Troubles, he says: ‘When I was young, you had people being killed from both sides, but we’ve managed to draw a line under that. That was true diplomacy. Sitting down and looking people in the eye – even though that person might have murdered your grandfather, you still had to sit down and do a deal with them. Which is crazy, but it’s the only way forward.

‘So, when I look at Donald Trump, I look at Israel, at Gaza, Ukraine, I just think “these problems are solvable”. But it requires a level head and saying “I don’t agree with you, but let’s see how we can move forward”.

‘We need people from removals and other sectors getting involved in politics, in social life, in disadvantaged areas. We need their advice and their expertise, and you need a different voice than civil servants. And we need business in this country to create jobs - business is not a bad word.’

the manager on Friday. So, I’m still involved – but good management helps it work.’

which is timeless and universal. It is to enter the world of those who suffer, to make a difference to their lives and so bring hope where there is despair.’

So, where does he get the energy from? ‘I often wonder, I tell you,’ he says. ‘I think whatever drive I have is because I’ve seen poverty, and I’ve also seen second chances. I think all of us deserve second, third or fourth chances. I’m not a naïve Florence Nightingale, but I have seen it work for guys and girls that people have previously written off.’

Exploring his traumatic background with one of the professional therapists the charity works with gave him a further clue. ‘She said to me, the reason you do what you do is to help the next Aubreys that are coming behind me,’ he says, ‘so maybe that’s it.’

Passion and energy

With such verve and tangible impacts on people’s lives, McCarthy was a natural candidate for politics. In January this year, he was elected – as an independent candidate, representing the Dublin University constituency – to the upper house of the Irish parliament, the Seanad (Senate), a role that boosts his capability to help disadvantaged people significantly.

‘I was asked would I run for senator, and I thought what the heck, let’s see what that involves,’ he says. ‘I sort of did it blindly and was up against all the political parties, with just my team of lads I’d met on the street canvassing for me – and I won.’

In addition to passion and energy, McCarthy says working with great leaders across his varied business, charitable, and now political projects is essential. ‘I have four key people at AMC, and every Monday morning at eight o’clock, we have a meeting and discuss every inch of the past week,’ he says. ‘I then tail it off with

Now, at the age of 53 – and with some press articles even tipping him as a future Irish president – McCarthy remains as driven as ever in everything he does. Whether in moving, charity or politics, he is committed to making a difference and changing lives.

Some of the accolades received by Aubrey McCarthy:

l Pride of Place Award (2015)

l Rehab Kildare Person of the Year (2016)

l Trinity Alumni Award (2023)

l Royal Dublin Society Hon Lifetime Membership Award (2024)

l Irish Red Cross Humanitarian of the Year (2024)

Two of AMC Removal’s recent diplomatic moves: Aubrey McCarthy with the Cypriot ambassador and her husband (above); and with the South Korean ambassador and his family

President of Ireland Michael D. Higgins and his wife, Sabina Higgins, with Aubrey McCarthy, planting a tree at Tiglin’s Carraig Eden transitional housing facility

At your service?

Delivering strong customer service is a constant balancing act for moving companies around the world. Every day, international movers overcome challenges such as problems in their supply chain, disruptions at ports and with shipping lines, and shortages of skilled labour. But what factors affect the provision of great service, and does this vary? Andrew Bennett investigates

It’s a tougher time than ever to be a mover, with FIDI’s 2024-25 State of the Industry report citing the past year as being one of the hardest yet for the industry.

A constant factor is clients’ expectations of strong levels of customer service, often at reduced rates, so FIDI Affiliates are having to do more, better, and think smarter – for less financial reward.

While the storm of the COVID-19 crisis has ebbed away, another headache has emerged, according to executives at some FIDI Affiliates – room for improvement on quality control.

All FIDI Affiliates must pass the demanding FAIM audit quality bar on a regular basis to display the FIDI accreditation, but some believe there is still variation in the execution of moving services across different regions.

Nick Lacayo, CEO of Transworld Moving Ltd in Brazil, says: ‘Despite the high costs, the execution of services – from packing to internal logistics –sometimes falls short of expectations, resulting in significant damage to transported household goods.

‘At Transworld Moving, we maintain a complaint rate of just 0.3 per cent for door-to-door moves in Brazil. In contrast, partners in some other regions report an alarming 20 per cent complaint rate, a figure that far exceeds the global average and is entirely unacceptable.’

According to Lacayo, these levels ‘not only compromise customer satisfaction, but also place undue strain on insurers, who are forced to cover claims caused by avoidable errors and a lack of professionalism’.

He believes the root cause of the issue is the way booking agents sub-contract their services, claiming that, in some regions, they ‘often delegate tasks to third parties without proper quality control. As a result, poorly packed shipments, damaged goods and negligent deliveries have come to this high rate of a 20 per cent claims ratio’.

Lacayo adds: ‘There is an urgent need to revise the responsibilities and accountability of international agents. Leading moving associations – such as FIDI – must spearhead this initiative by establishing new regulations that hold sub-contracted agents directly accountable.

‘Origin or destination services must align with the standards expected by Latin American and global moving companies, ensuring that Brazilian companies such as ours are not unfairly penalised for errors occurring abroad. I feel strongly that FIDI Affiliates

should use third-party services with companies that provide proven quality services - or that are FIDI members themselves.’

Lacayo is not alone in his perceptions of the challenges to service quality. While industry observers are noticing this trend throughout the world, some regions are more subject to it than others.

Philippe Mirault, Group Managing Director at Grospiron Mobility Solutions in France, claims the differences in service delivery have become ‘more pronounced’ in recent years, especially in certain regions. ‘This deterioration is noticeable in terms of packing standards and coordination,’ he says.

Several factors may be contributing to this trend: supply chain disruptions, labour shortages, increasing union pressures, and a general lack of skilled manpower. ‘The result is a growing inconsistency in the customer experience,’ says Mirault.

European fragmentation

He continues: ‘In Europe, the situation is somewhat similar, but stems from different root causes. We are witnessing a fragmentation of the market, with a proliferation of small companies subcontracting most of the operational tasks. These operators often have limited control over quality, but are able to offer extremely competitive rates.’

In addition, movers have seen the emergence of digital platforms targeting corporate clients and private individuals.

‘While these platforms position themselves as innovative and cost-effective, their business model leaves little room for the traditional quality standards that established movers strive to maintain,’ says Mirault.

‘Despite this, FIDI members across all regions continue to invest significantly to uphold FAIM standards and provide consistent, high-quality service. The real challenge lies in the procurement policies of many clients, where price remains the primary decision-making criterion.

‘As long as cost continues to outweigh quality in vendor selection, it will be difficult to reverse this downward trend.’

A different perspective

Not all FIDI Affiliates agree that services across the international network can vary. Laura Ganon, CEO of FINK Mobility, based in Brazil, who is a former FIDI President, says: ‘We don’t have any complaints about the quality of packing and service in general from any country.

‘The reason I have a different opinion is the quality level of the partners we work with. At FINK, the partners we choose to work with around the world are always top-quality partners, and they know how to pack very well, use excellent packing material and offer very good service.

‘My advice to anyone who believes service levels need improvement is to focus more on quality than on price and choose better agents, because there are several in all countries.’

At Gerson & Grey, also in Brazil, Regional Director Richard Gerson sees things slightly differently. ‘While I wouldn’t say there has been a general decline in service quality, we have observed some challenges,’ he says. ‘From our perspective, these issues are largely because of factors such as labour shortages, port congestion and federal agent strikes.’

‘That said, we have also seen that effective coordination, proactive planning and clear communication can mitigate these problems significantly. We prioritise transparency and early engagement with clients and partners, to maintain a high level of service.

‘More than isolated incidents involving damage to goods, what we’ve encountered more frequently – and with greater complexity - are logistical delays… which directly affect timelines and overall predictability.’

According to Gerson, another challenge is inconsistency in the application of regulations and procedures. These can vary significantly between ports and airports across South America. For instance, in some locations, the importation of alcoholic beverages as part of a household goods shipment is permitted, while in others, it is strictly prohibited.

‘This situation is difficult to explain to clients and requires constant updates and very careful communication,’ he adds.

‘Race to the bottom on pricing’

Elsewhere in the world, other FIDI Affiliates have expressed concerns. Fábio Manuel, CEO at Invictus Relocation Services in Portugal, says: ‘There is room for improvement in international moving services across several regions. While there are many dedicated professionals in our industry, we are witnessing a gradual erosion of quality in some corridors – not because of a lack of capability, but rather a growing pressure to meet unrealistic pricing expectations.

‘A concerning trend we’ve observed is the widespread race to the bottom on pricing. To secure jobs, many companies feel compelled to accept rates that are simply unsustainable if one intends to deliver consistent, professional service. This cost-cutting inevitably leads to corners being cut, too – less training, reduced care, or unreliable sub-contractors.

‘The outcome is predictable: diminished service levels and frustrated customers.

‘Quality in our industry should not be treated as a variable, adjusted to fit financial limitations. It should be a constant.

‘If we are to restore higher standards worldwide, it starts with transparent communication about real operating costs and a shared commitment to fair pricing. Otherwise, we risk devaluing the very expertise that defines professional moving.’

Evolving demands

In Spain, DLF International Movers has noted variations in practices and services.

Cristina Mesonero, the firm’s International Corporate Manager, believes there is always room for improvement, ‘not because the industry lacks

Nick Lacayo, CEO, Transworld Moving Ltd, Brazil

Philippe Mirault, Group Managing Director, Grospiron Mobility Solutions, France

Laura Ganon, CEO, FINK Mobility, Brazil; former FIDI President

Richard Gerson, Regional Director, Gerson & Grey, Brazil

professionalism, but because global moving demands are evolving faster than many providers can adapt’.

‘While standards of packing and coordination remain high across most trusted networks, we do see inconsistency in communication practices, digital traceability and responsiveness across certain regions,’ she says.

‘The rise in sustainability regulations, low-emission zones and cross-border compliance adds complexity to already demanding operations. Combined with geopolitical shifts, container repositioning issues and fuel-price volatility, the global logistics environment challenges even the most experienced providers.

‘To ensure consistent service quality worldwide, the sector must invest in workforce development, shared performance benchmarks and proactive client communication.

‘More collaboration between agents and a stronger commitment to transparent processes will raise the standard for everyone.’

While experiences across the international moving community clearly vary, most Affiliates are facing real challenges in today’s tough business environment.

Based on the headwinds experienced in the industry in the past few years, it looks unlikely that doing business will get any easier any time soon

Jesse van Sas, FIDI Secretary General, on the challenge to quality – and how FIDI is helping its Affiliates uphold their reputation for top-tier service

‘We are hearing growing concerns from FIDI Affiliates and their clients about declining service quality in certain markets, with issues ranging from inconsistent packing standards to weak coordination. While the root causes vary – from global labour shortages and supply chain disruptions, to increasing union pressures – we must also acknowledge the increasing strain placed on service providers by aggressive procurement strategies, particularly when driven by third parties. Excessive pressure on rates inevitably comes at a cost to quality.

“Excessive pressure on rates inevitably comes at a cost to quality”

‘This is not a challenge unique to one region – it’s a global industry trend that affects us all. At FIDI, we take these signals seriously. We are not merely observers of the situation; we are actively working to support our Affiliates in maintaining and demonstrating the high service levels expected of FAIM-certified companies.

‘Independent, verified quality standards such as FAIM are more important than ever in this context. They provide a necessary counterbalance to cost-driven decision-making and give our industry a benchmark for operational excellence.

‘We also use our relationships with key partners in the industry – including major bookers and RMCs across the global relocation landscape – to defend quality service and advocate for the value our members bring to the table.

‘Upholding quality is not just about compliance – it is about protecting the reputation of the international moving industry and ensuring that our clients receive the professionalism and care they rightly expect.’

Fábio Manuel, CEO, Invictus Relocation Services, Portugal

Cristina Mesonero, International Corporate Manager, DLF International Movers, Spain

Jesse van Sas

Every step of the way

As FIDI’s 75th anniversary year continues, we hear from established Affiliates about how FIDI has been a part of their own company’s journey – and what they expect from the organisation in the future

Victor Ek Moving Ltd

By Hanna Lindqvist, Head of Relocation

Established in 1885 in Finland, Victor Ek is one of the oldest and most experienced relocation companies still operating today. Our archives, which include fascinating images and records, provide a rich narrative of our journey in the industry.

The company is a fifth-generation, family-owned business, with today’s Executive Chairman, Michael Cedercreutz, a direct descendant of the founding family, who says that personal service, reliability and customer care are still at the heart of everything we do.

Throughout significant historical events – including the sinking of the Titanic and both World Wars –Victor Ek has remained strong, consistently finding ways to serve our customers. Our long-standing experience and commitment to the global mobility industry have made us pioneers in the sector.

Victor Ek became one of the first members of FIDI because of our early recognition of the importance of a strong, interconnected global network. As international

relocations increased post-WWII, we knew that, to provide the highest service levels, collaborating with trustworthy partners worldwide was crucial. Our deeprooted values of quality, professionalism and integrity aligned perfectly with FIDI’s mission, and joining the organisation allowed us to help set the standards for the entire industry. Being part of FIDI gave us access to a trusted network of global partners – but also enabled us to share our expertise and help build a global framework that ensures seamless relocations internationally.

For Victor Ek, FIDI membership is a mark of quality and trust, ensuring that we maintain rigorous operational standards and offer the highest level of service. It means being part of a global family of like-minded professionals who share our commitment to excellence. The FIDI network gives us invaluable resources and partnerships, enabling us to offer comprehensive, reliable services around the world. It means we are not just members of the industry, but leaders in shaping its future. We take immense pride in being part of FIDI and we are excited to continue contributing to the advancement of the industry through this trusted network.

Hanna Lindqvist, Head of Relocation, Victor Ek

Above: Victor Ek received the IATA licence for air freight in 1948, as one of the first companies in Finland

Below: 1975 FIDI Conference, Helsinki. Second from right: Victor Ek’s CEO Magnus Cedercreutz – on his left, his wife Barbro Cedercreutz

A Victor Ek packing crew in action in May 1958, under the foreman’s watchful eye

Graebel

By Bill Graebel, Chair and Chief Executive

Idon’t exactly know when Graebel joined FIDI, but it certainly would have been in the 1970s. I currently serve on the FIDI Board Nomination Committee and served on the FIDI DSP Global Certification Programme in 2008, receiving the President’s Award. I have been a speaker at several FIDI conferences, and have sat on Netting and Carbon Calculator task forces. We have also hosted several EiM training sessions at Graebel HQ in Colorado, USA.

I began in the moving industry in the early 1970s, working in the summers and then full time from 1984. At the time, typewriters, carbon forms, telex machines and 'snail mail' were the principal technologies used –warehouse equipment and vehicles have all greatly improved since then.

Aires

By Laura May Carmack, Manager, Compliance and Quality

Aires wasn’t around when FIDI was founded in 1950, but we proudly joined the alliance soon after our establishment in 1981. Since then, the company has benefited from FIDI’s leadership in setting new benchmarks for quality in the international moving and relocation industry. The FAIM quality label, mandatory for all FIDI members, is the gold standard for the industry and ensures the provision of the highest level of service across international borders.

The international relocation industry of the 1980s was vastly different from today – with limited technology, and companies reliant on manual processes and local expertise. Communication was slow, with coordination between countries involving telephone, telex and post. Relocating families didn’t have the benefit of modern tools or real-time updates.

Today’s firms are investing in technology, helping them streamline processes and boost transparency. Data-rich reporting and advanced tech-enabled solutions have become crucial priorities, allowing companies to offer real-time insights and empower their clients to make informed decisions.

Company founder Jim Putt recognised the importance of technology, too, and from the beginning Aires positioned itself as an industry innovator – even with the limited tools available at the time. He created VHS videos to provide transferring employees with step-by-step guidance on relocation, ensuring they felt informed and prepared. Though these tapes may seem antiquated now, they were revolutionary at the time, bringing structure and predictability to a

Customers have evolved, too, and today are looking to have advanced consultative, data-driven insights to guide their programmes; the focus on delivering excellent customer service has never been greater.

FIDI’s deployment of the FAIM programme has been a great differentiator and has largely helped elevate its membership to be recognised as the best of the best in the industry.

I would say FIDI’s highlights are the FAIM programme, the FIDI Academy, the Carbon Calculator, the Netting scheme – and, of course, its wonderful conferences in truly remarkable locations.

For me, the key challenge for FIDI in the years ahead is for the membership and association to keep moving at the speed of business to maintain relevance and leadership, while developing and deploying products and services that add value to membership and their customers.

“Aires is proud to walk alongside FIDI as a pioneer –embracing the challenges of global mobility and constantly reimagining what is possible”

process that could otherwise feel overwhelming.

‘Aires has always believed in staying ahead of the curve and, today, we are known for pushing the limits of technology in the relocation and global mobility space – from proprietary platforms that provide real-time updates to analytics tools that offer deep insights, we empower our clients to make smarter, faster decisions.

FIDI’s thought leadership has been essential in shaping the future of global mobility. It has set industry-wide standards for professionalism, ethics and service quality. The organisation’s network provides operational consistency, but also a space for collaboration and shared learning across cultures and markets. For companies such as Aires, being part of this network has meant access to best practices, global expertise and a community of trusted partners.

The FAIM accreditation gives our clients confidence that we operate at the highest level of professionalism, and FIDI’s initiatives help us stay ahead of trends and developments in a constantly evolving market. Aires is proud to be FIDI-FAIM certified since 1998, with a current FAIMPlus accreditation, the highest level achievable.

Just as FIDI has transformed the relocation industry through thought leadership and standards, Aires will continue to pioneer new technologies and approaches, ensuring that we meet the needs of our clients today and in the future.

Aires is proud to walk alongside FIDI as a pioneer – embracing the challenges of global mobility and constantly reimagining what is possible.

Bill Graebel , Chair and Chief Executive

John Mason International

By Simon Hood, Executive Director

At 141 years old, our company has got to be one of the UK’s longest-established FIDI Affiliates.

FIDI has been the satnav that’s kept us on track through the unpredictable, bumpy roads of the moving industry, where, just when you think you’ve got it all figured out, another roadblock pops up. Being a part of the FIDI network has made it a lot smoother.

At John Mason International, we’ve always prided

ourselves on delivering top-quality service, and FAIM accreditation helps us back that up. It’s like saying, ‘Relax, we know what we’re doing.’ When you’re working with a FIDI-affiliated company, you can be sure you’re dealing with someone who’s just as obsessed with getting it right as you are.

At some point, most of our management team has been through the FIDI Academy, which is doing a great job of training the next generation of leaders. It’s not about ticking boxes; it’s about making sure we’re all on the same page with standards, professionalism and knowing what we’re talking about. We know FIDI’s got our back and we’re working with companies who care just as much about the customer experience as we do.

FIDI’s been great at getting all the bigwigs together – leaders, management, the top tier of the industry – but, for me, the real challenge for the future is engaging the people who make the industry tick. This includes the movers, the packers and the drivers, who are the face of this industry; the ones dealing with customers, lifting the boxes, doing the real work.

If FIDI wants to stay relevant, it needs to get them on board, too. The reality is, we’re already struggling to recruit the next generation of these frontline workers. Youngsters aren’t exactly queueing up to pack boxes and drive trucks, are they? FIDI’s got a massive role to play in fixing this. It’s not enough to just engage the management teams; we need to make frontline roles appealing – something people actually want to do.

FIDI needs to come up with some fresh ways to reach these people. Specialised training programmes, recognition schemes – anything that makes movers, packers and drivers feel like they’re more than just the muscle of the operation. These are the ones who deliver the quality service that FIDI Affiliates are known for, so why aren’t we doing more to make them feel valued?

If FIDI can make these people feel like a proper part of the family – with training and career paths, and showing them it’s a job with a future – it will help us get more people into these roles. It’ll also make sure FIDI’s high standards are being lived and breathed by the people who matter most. It’s a win-win.

FIDI can also make the industry more attractive to the next generation of workers by ensuring it is ahead of the game in areas including digitalisation and eco-friendly standards.

The organisation has been around for 75 years because it works. It keeps industry standards high, connects us with the right people and stops us from getting complacent. But the next few decades are going to be all about adapting – whether that’s going green, embracing new tech, or making sure the people on the ground are valued and engaged.

FIDI’s job is to keep pushing us forward – not just with conferences and new standards, but also by making sure every part of this industry, from the boardroom to the back of the van, feels like they’re part of something bigger. If FIDI keeps doing that, well, here’s to another 75 years. .

Simon Hood, Executive Director, John Mason

A John Mason International vehicle unloads at a port

Left: A John Mason move around 1930, 20 years before FIDI was founded

Navigating compliance with Russian sanctions

FIDI Focus gives the latest guidance for Affiliates whose supply chains involve Russia or Russian companies

In light of the ongoing conflict in Ukraine and sanctions imposed by the EU, the US, and other countries, companies that trade across international boundaries –including movers – must take into account significant obligations when they are trading with Russian firms.

The first question is: is it OK for FIDI to have Russian Affiliates in its federation? As an international association with headquarters in Belgium, FIDI must – and does – follow EU legislation with regards to sanctions. Currently, this means Affiliates from Russia are permitted within FIDI, subject to the usual qualifying FAIM criteria of course, as well as compliance and screening of EU sanctions.

The second question is more complex: can Affiliates work with Russian companies?

The first advice to Affiliates is that it is their responsibility to consult their own country’s legislation and rules on sanctions before dealing with companies in Russia – or any other sanctioned countries (it is worth noting that FIDI has Affiliates in Russia, but none in other countries that are subject to sanctions, including Iran, Syria, Cuba and North Korea).

Before they enter a service agreement or financial transaction with a Russia-based business, Affiliates must determine whether sanctions in their own country (or in the EU)

or any third country (which may be involved in the transaction) outlaw transactions with Russian firms

l The Russian company or any connected individuals appear on any sanctions lists

l Payments can lawfully be made to or received from Russian counterparts from their own country or bank, and in an acceptable currency (this point may well be policed by the bank/s involved)

Overview of relevant sanctions Finance

l Payments from/to Russia are currently subject to significant banking restrictions

l Many Russian banks are cut off from the SWIFT payment network, and financial transfers can be blocked by intermediary banks based in the EU, US, UK, or other countries

l If a Russian Affiliate is unable to meet its financial obligations, it risks removal from FIDI under FASI rules.

Transport

l EU airspace, seaports, and road networks are closed to many Russian transport operators.

l Affiliates must ensure any shipments to or from Russia are routed through approved channels and do not involve sanctioned carriers.

Due diligence

Affiliates considering working with Russian firms are advised to take the following steps: Screen business partners for links to sanctioned individuals or entities. Verify payment pathways and ensure funds can be legally transferred in and out of Russia. Assess involvement of third-country sanctions – a move involving countries other than the origin and destination may add restrictions, for example.

Avoid facilitating sanction breaches – Affiliates must be careful not to use intermediary services, financial bodies, or third-party logistics providers (for example) that could involve a sanctioned party. Consult national legal and regulatory authorities to stay up-to-date with relevant sanctions updates. The EU Best Practices guidance on sanctions implementation is a useful resource and can be found on the official EU website.

In summary, while FIDI is permitted to include Russian firms in its membership, under EU law, the decision and responsibility for engaging with these or any Russianbased entities falls with individual Affiliates.

Due diligence is vital, and Affiliates must make sure they comply with all current national and international sanctions. This is a fluid situation, and companies are advised to watch out for any changes to legislation that may apply to their business.

Giving to your LinkedIn

WIn this latest column on good marketing for movers, FIDI Marketing Coordinator Shola Gallard and Communications and Marketing Officer William Zamundu turn their attention to LinkedIn. Here are their top 10 tips for movers who want to lead the conversation online

e know what you’re thinking: ‘One more thing to add to my to-do list?’ But stick with us for a minute. Because it is all about trust, relationships and reliability, and your online presence – especially on LinkedIn – can be more powerful than you think.

LinkedIn isn’t just for job hunting or corporate shoutouts. It’s where reputations are built, stories are shared, and future clients and partners are already looking to see who they want to work with. Business leaders who show up with both professionalism and personality have the edge. And the best part? You absolutely don’t have to be a social media guru to make an impact.

Here are 10 ways you and your business can use LinkedIn to position yourselves as true industry leaders – without losing your authentic spirit.

Personal

branding: five tips for individuals

1. Optimise your profile, don’t ‘perfect’ it

Your LinkedIn profile is your digital handshake. It should look like you, sound like you, and give a sense of what matters to you. Use a clear, friendly headshot (save those sunglasses for Instagram), and write a headline that reflects not just your job title, but your role in the industry. For example: ‘Helping families relocate with care | Operations lead at FIDI’ A short, warm ‘About’ section can go a long way. Remember, this isn’t a CV; it’s a conversation starter.

2. Post as you talk to clients

You don’t need to reinvent the wheel with every post. Share what you know in your own words, the same

way you’d explain it to a client or a colleague. We love how Simon Hood from John Mason International brings this to life – his posts are always helpful, real and conversational. He makes the complexities of international moves feel accessible. And he’s not alone – more and more movers are finding their voice on LinkedIn with simple, story-led posts that make it easy for people outside the industry to understand the value we bring.

3. Comment with kindness and curiosity

Posting is great. But commenting on others’ posts is where the real magic happens. Thoughtful comments help you build visibility, connect across borders, and show you’re engaged with the industry. Take a note from Magali Horbert at FIDI Global Alliance – she’s generous with insight, curious in her responses, and always adds value to the conversation.

4. Show your behind the scenes

People love seeing the human side of the moving business. Whether it’s your team tackling a tough move, a crew photo after a long day, or your personal reflection on a recent challenge, let others in. Senator Aubrey McCarthy of AMC Removals nails this – his posts give a glimpse into leadership with heart and grit. Anthony Shipp from M Dyer also shares fantastic behind-the-scenes content that highlights both his team and the real-life complexity of relocations. This isn’t self-promotion; it’s storytelling; and it works.

5. Be a fan of others

The movers who really stand out are the ones who lift

William Zamundu

Shola Gallard

others up. Share your colleagues’ wins, celebrate your competitors’ innovations, and highlight the people who inspire you. Christina McCarte at AMJ Campbell does this brilliantly – her feed is full of positivity, and it reflects a real generosity of spirit that earns trust and admiration.

Company presence: five tips for business pages

1. Make your page a hub, not a billboard

Too many company pages look like a parade of job posts and corporate news, which isn’t what people connect with. Instead, aim for a mix of content: show the culture, share your milestones, give useful advice, highlight your community work. Think of your company page as a window into your world.

2. Introduce your people

People do business with people. Use your platform to showcase your team – packers, planners, sales reps, drivers. Give them the spotlight with mini profiles, staff takeovers or simple shout-outs. Not only does it build morale internally, it shows clients that you’re proud of the people behind the service.

3. Use visuals that feel real

Stock photos might be quick, but they’re forgettable. Real images from the field – boxes being packed, trucks being driven, happy clients, team lunches – create a

far stronger connection. Even quick smartphone shots (with permission) can bring authenticity to your brand.

4. Engage, don’t just broadcast

Posting is just the start. Like and comment on posts from partners, clients, and industry bodies – as your company. It shows you’re paying attention and participating in the wider conversation. And when someone comments on your own posts? Reply! A quick ‘thank you’ to the person posting, or a follow-up question, goes a really long way.

5. Let values lead

If your company supports sustainability, diversity, mental health, or local community projects, talk about it. Not to tick a marketing box, but because it matters. Sharing your values transparently and consistently builds trust with clients, suppliers and potential recruits. And when values and business align, everyone wins. LinkedIn doesn’t have to be overwhelming or overly polished. Whether you’re a solo mover or a global network, there’s room for every voice. Start by picking just one of these tips and try it out this week. A quick comment, a profile update, or a photo from today’s job. We’re in a people-first industry, and we’ve got stories worth sharing. So, let’s lead with pride, post with heart, and keep showing the world what makes our community so powerful.

Behind-the-scenes posts, such as this one from Anthony Shipp, make engaging LinkedIn content

Less is… more

Volumes are falling – but movers can benefit from a mindset shift towards the change, developing new services that focus on decluttering and sustainability. The Space Coach, Brielle Jones, tells us why moving less could mean achieving more for business, clients and the planet

I’ve stood in countless homes, watching families pack up years of their lives into boxes. Each time, I notice the same thing: people moving items they don’t need – adventure gear, forgotten gadgets, piles of children’s artwork, books, toys – the list goes on. The reason? Emotional attachment or the overwhelming task of deciding where to start. The result is always the same: wasted time, wasted money, and unnecessary resources being transported during their move.

This is where an untapped business potential lies for the moving industry. By embracing more environmentally responsible practices, we can reduce waste while creating fresh business opportunities. By prioritising what we move, how we move it, and what we leave behind, we can improve the process, boost efficiency, and generate more business with happier clients.

Traditionally, the moving industry’s business model relies on the volume of items moved to determine profit margins. Yet transporting excess belongings is wasteful – environmentally, and in terms of time and resources.

Reducing container loads purely for sustainability isn’t always feasible either. But here’s the shift: instead of focusing solely on volume, let’s focus on better moves. By helping clients make mindful decisions about what to move, we can cut down on carbon emissions, conserve resources, and improve their overall experience.

This doesn’t have to mean cutting prices either. Instead, we can replace lost volumes with valueadded services such as decluttering, coaching, packing and unpacking. These services enhance customer satisfaction, align with sustainability goals and set you apart from your competition.

No longer a trend –

there’s

a demand

Today’s home buyers and renters are more conscious than ever of the environmental impact of their actions and want efficient and eco-friendly moves. Clients are seeking companies that reduce waste, cut down on unnecessary transport and prioritise sustainability.

As sustainability goals become more stringent, governments are increasingly putting sustainability at the forefront of their tender processes, too. Companies increase their chances of winning public sector contracts when they meet environmental

standards. Meanwhile, major companies are recognising that sustainability is not just about reducing carbon footprint. As they integrate sustainability into their corporate social responsibility (CSR) policies, corporations are looking for industry partners that embody the same standards and values in their moves.

There’s a win-win here for everyone. By reframing the way we approach moves, the benefits can be unlocked for clients, movers and the planet.

For movers, this means:

• More accurate quotes and smoother transactions. Fewer items means cutting unexpected costs and boosting client trust.

• Happier crews, more efficient moves. Decluttered homes/offices reduces labour costs and means shorter move times.

• Competitive advantage. Sustainability sets your business apart, aligning with eco-goals.

For clients:

• More intentional choices. Clients can leave behind unnecessary items, creating a more organised, purposeful space in their new home.

• Less stress, greater satisfaction. Moving fewer items simplifies the process, reducing stress.

• Sustainability in action and emotional fulfilment. Making mindful decisions about what to keep boosts emotional wellbeing.

For the planet:

• Reducing emissions. Reduced fuel consumption and carbon emissions.

• Reducing packaging and transport.

The future of sustainable moving

As environmental challenges grow, it’s clear that the way we move must evolve. By embracing a more intentional approach, we can create better service, reduce waste and lower our carbon footprint –without sacrificing quality or revenue.

Together, we can turn this challenge into a powerful movement, reshaping the industry for a more sustainable, efficient, and thoughtful future.

Brielle Jones is the founder of The Space Coach (thespacecoach.com), a new business that guides clients through a decluttering process and provides services including packing, coordination with moving companies, and bespoke unpacking and styling.

Brielle Jones

30 years of Eurogroup

From its origins in UK-US groupage to complex global logistics and project management, Eurogroup has spent the past three decades expanding its reach, capabilities, and reputation, which have culminated in the achievement of FIDI Affiliation with Top Performer status

Founded in 1995 as EuroUSA, Eurogroup has spent three decades building and strengthening its business. Initially focused on servicing the UK-US groupage market, the company has broadened its scope and global reach in the areas of relocation, logistics, and project management services around the world. The business was rebranded with the new name in 2012 to reflect its more international nature.

A fully owned, asset-based moving company, Eurogroup has no debt, which allows it to invest in infrastructure, with four warehouse facilities covering a total of 100,000 sq ft, including a flagship site in Cambridge that was completed in 2023; and a combined managed/self-storage facility in Great Yarmouth that opened in 2021.

The firm has a fleet of more than 30 vehicles, eight of which are European road trains. It carried out more than 7,200 moves during 2024.

The company’s Partner Relations and Development Manager, Simone Percy, says: ‘Eurogroup’s success isn’t just about the numbers, it’s about its logistical expertise, too.’

One of the company’s most significant milestones came in 2010, when it was onboarded as a supplier to the UK Ministry of Defence (MoD). This partnership has evolved into a fully integrated department, with operations spanning multiple channels.

Eurogroup has been involved in many ambitious projects, including a huge relocation in 2015 of 2,500 households from Germany to the UK in a 12-week period. For this, the company deployed 200 personnel, chartered ships, and commissioned coaches.

Other standout assignments include specialised moves such as the annual relocation of an antique field gun for Joint Forces Naples, and the shipment of containers and critical equipment to support Ukraine.

During the COVID-19 pandemic, Eurogroup was awarded the contract to distribute personal protective equipment (PPE) to all fire service depots across the British Isles. With charter flights arriving each Sunday evening, the company ensured swift and efficient distribution, making sure that first responders had access to lifesaving protective equipment.

Leadership team

Eurogroup’s ongoing growth is driven by an experienced leadership team, drawing on years of knowledge and a clear vision for the future of the business. Company chairman Tony Tickner began his career in logistics as a tyre fitter at Michelin, which sparked a lifelong love of automobiles, before he moved into procurement and freight forwarding. He is an established voice in the international relocation

sector, who regularly attends industry conferences and has been President of British Association of Removers (BAR) and chair of its Overseas Group. He is now a board member of Movers’ Trading Club (MTC).

Co-managing director Calvin Tickner has worked in every department of the company since joining after university. He is a former Chairman of BAR Young Movers and joined FIDI’s 39 Club at the group’s Dubrovnik conference.

They are supported by Director Richard Crowther, who ensures MoD operations run with military precision, and Simone Percy, who joined in 2024, bringing a wealth of industry insight and expertise, including years as a FIDI trainer.

A top-performing business

2024 was a landmark year as Eurogroup officially joined FIDI, encouraged by the organisation’s Secretary General Jesse van Sas, who previously worked with Tony Tickner.

Percy says: ‘From the outset, Eurogroup’s business philosophy aligned perfectly with FAIM certification, setting the stage for immediate success. The company exceeded the requirements of the audit and achieved FIDI-FAIMPlus certification with a perfect score, establishing ourselves as a Top Performer, and highlighting that quality, transparency, and efficiency are fundamental to everything we do.’

From here, as Eurogroup celebrates its 30-year anniversary, it has prepared well for the years ahead. The company is looking to expand its business strategically, strengthening its foothold in the global logistics industry and diversifying its work in project management and specialised logistics solutions. ‘We have a commitment to continuous investment, so we’re always looking for new opportunities, driving innovation, and maximising our operational efficiencies to help us stay ahead in a competitive market,’ says Simone.

Tony Tickner

Simone Percy

Richard Crowther

Calvin Tickner

We Solve the Puzzle of Global Moving, One Piece at a Time.

From the UK to the World, Let Eurogroup Handle your Moves. At Eurogroup, we’ve perfected the art of problem-solving in the moving industry. With decades of experience and FIDI accreditation, we’re your trusted partner for seamless origin and destination services in the UK. Master UK removals with Eurogroup. Partner with us. www.the-eurogroup.com or call+ 44 (0)1638 515 335

Vanpac names Singapore CEO

Vanpac GroupAsia has appointed Andrew Chng as Chief Executive Officer of Vanpac International Pte Ltd (Singapore).

He takes on the day-to-day management of Vanpac Singapore, overseeing client services, operations, and internal affairs. He reports directly to Ricky Chng, Group CEO of Vanpac GroupAsia at the business’s regional headquarters, providing quarterly updates to the local board of directors.

Ricky Chng will continue to focus on regional strategic development, international network expansion, and collaboration between Vanpac GroupAsia offices.

Expat President role for Loud

Brian Loud has joined Expat Relocation

Solutions as the company’s President.

He said: ‘With the everchanging landscape in Global Mobility, Expat Relocation is uniquely positioned to engage in partnerships with other FIDI members, provide excellent customer service to today’s relocating families and individuals, and bring solutions to mobility decision makers. I look forward to working with the Expat Relocation team and helping lead them into the future.’

Lima takes back seat at SIRVA

Renato Lima, Managing Director of SIRVA Brazil, is leaving the role after ‘13 incredible years.’

In a message to FIDI members, Lima said:

‘While I won’t be involved in the company’s administrative, financial or operational matters moving forward, I’ll remain a proud shareholder – and of course, a big supporter.

‘Working alongside you over the years has been a true privilege. I’m genuinely grateful for

Hood ready at Able Moving & Storage

Able Moving & Storage has announced the appointment of Chris Hood as Vice President of International Operations.

the trust, collaboration, and friendships we’ve built along the way. We’ve achieved a lot together, and I’m excited about what’s still to come.

‘Even as I turn my attention to new projects, I have every confidence in the amazing team at SIRVA Brazil to carry on delivering excellence with the same passion and commitment we’ve always shared. Here’s to continued success and exciting new opportunities ahead for all of us.’

Hood’s career began in 1997 at Arpin International Group, where he led the GSA division and played a crucial role in elevating Arpin to a top carrier in the GSA CHAMP programme.

In 2014, he spearheaded the launch of the government division at ARCA International/Expat Relocation and later became President of ARCA International, where he oversaw global operations across corporate, logistics and government sectors.

Wayland signs as M Dyer Ops Director

Hawaiian mover M Dyer Global has appointed Mark Wayland as its Director of Operations, which the company said will help it strengthen efficiencies, optimise its supply chain and enhance its collaborative initiatives.

Company President and CEO Anthony Shipp said Wayland is ‘a highly accomplished and educated logistics leaders with an impressive career spanning over a decade in high-stakes global operations.’ This included 10 years with the US Navy’s Military Sealift Command (MSC), where he led missions to support US and partner forces around the world.

‘His ability to plan, execute, and lead teams

under extreme operational pressure makes him a perfect fit for M Dyer Global as we continue to enhance our efficiency, service capabilities, and overall customer experience,’ said Shipp. ‘Mark’s leadership philosophy is rooted in clarity, collaboration and operational excellence. He believes in empowering teams, fostering innovation, and ensuring that our partners, vendors and customers always receive the highest standard of service.’

Farley gets OSS GM promotion

OSS World Wide Movers announced the promotion of Chris Farley to the role of General Manager.

The company said that Farley –who has been with the company for nearly two decades – will lead the company’s next phase of growth, with a focus on strengthening partnerships, enhancing service delivery, and driving innovation in the business. With Chris at the helm, the future of OSS is in great hands,’ it said.

Andrew Chng

Chris Hood

Renato Lima

Chris Farley

Mark Wayland

James Kalasarinis

The global moving industry is mourning the untimely loss of James Kalasarinis. With a career spanning more than three decades, James was a well-known figure in the international relocation industry, working in several FIDI Affiliate offices in Greece and Romania.

James’s friends in the industry paid tribute to his warmth and friendship.

Jeff Wangler said: ‘When you saw James at a convention, he would always give you a big hug and his signature smile.

‘He was a quiet guy when you first met him, and people used to say to me “Hey, your friend is quiet” and I would say “Well maybe you should go and talk to him; he will talk.”

‘Once you knew James for a couple of hours, you knew him. He was funny, smiled a lot, loved the international moving business, where he spent almost his entire business career. He was a loyal friend and always had your back, always was polite to everyone, and to me he was just one great guy.

‘He took a lot of pictures and loved sunsets, ocean pictures and just being outside. One thing I remember about him is that, at the final dinner of a conference, he would always say “I hate saying goodbye”, and we would hug and not say goodbye, and he would flash that big smile, and I would feel great knowing I would see him again at the next convention. We talked in between and texted a lot.

‘I will miss our dinners, seeing each other at conferences and hanging out with a glass of wine.’

Nigel Saunders added: ‘I had the privilege of knowing James for over 30 years. I knew him to be a good and decent man of great dignity. His greatest pride was in his son, and he was a devoted father.

‘Hearing that James had passed away came as a great shock. He was a good friend; his loyalty was as solid as a rock. The kind of man we somehow imagine will always be around, which makes his untimely passing perhaps even harder to bear. James leaves many people with countless, happy memories, and his friendship will be missed.’

Gordon Bell, of Asian Tigers, said: ‘I am devastated by the passing of my dear friend James; may he rest in peace. I hope he knows I will miss him terribly.

‘James had been in the business for a long time, knew his stuff, was very personable with the transferees and gave them all a fabulous experience. He had a “godfather” in the industry and was looked after for many, many years – a bit like myself.

‘He was quiet, always in the background, but a true gentleman to whomever he met – and what a smart dresser; something he took pride in. To a few of us, he was a close and trusted friend, someone I looked forward to meeting at every possible chance; to the welcome of that rather large smile of happiness each and every time we met, quite simply reserved for those close.’

Gerson’s Martina Burke said: ‘It is hard to believe James is gone. For 32 years, he was my friend, my business colleague, and one of the most genuine people I’ve ever had the privilege of knowing. He wasn’t just someone I worked with; he was part of my life in a lasting way.

‘James made his mark in the moving industry, not only through his work, but through the way he carried himself – steady, kind, and quietly generous. He had a way of making people feel safe and respected, whether you’d known him for years or just met him

on the job. And then there was that smile – warm, sincere and unforgettable. It came from the heart, just like everything he did.

‘James was tall, dark, and handsome, and he carried that with grace and humility. But more than his appearance, it was his spirit that drew people in. He was one of life’s truly good guys, the kind who showed up, gave his best, and left people better for having known him. He had many friends in the industry, friendships forged over years of trust, laughter and shared experience. The friendships were not ordinary; they were real and lasting with James.

‘James’s loss has left a deep void in all our lives, but his presence is still felt in the memories, the laughter, and the love we carry for him. Rest in peace, James. Thank you for your friendship, your loyalty and your beautiful heart. You were one of a kind, and you always will be.’

Rolina Van der Ent

The Van der Ent Group announced the death of its national traffic coordinator, Rolina Van der Ent, on 19 March, from a brain tumour. She was 39 years old.

The company said: ‘Rolina had been a valued member of Van der Ent Group since 2008... Her commitment, warmth and collegiality left an indelible impression on all of us.

‘As the third generation of Van der Ent, she was an important part of the family and the organisation. Her passing leaves an enormous void in both her family and within our company.

‘She was not only a colleague, but also a beloved daughter of Daan and Edith Van der Ent, a caring sister of Christiaan Van der Ent, and a loving wife and mother to her husband, Robert, and two children.

‘Our thoughts and condolences go out to her family and all her loved ones. We wish them a lot of strength in this difficult time. Rolina, we will miss you.’

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.