Articles & Whitepapers

APAC recognition reinforces NEI’s international mobility performance

NEI Global Relocation has been named one of four finalists for Relocation Management Company of the Year in the 2026 FEM APAC EMMAs, placing NEI among a select group of relocation management companies recognized for their work supporting global mobility programs across the Asia-Pacific region.

Presented by the Forum for Expatriate Management (FEM), the APAC EMMAs recognize achievement across the global mobility industry. The Relocation Management Company of the Year category evaluates evidence of relocation services delivered, process improvements, employee satisfaction, efficiencies and positive impact on clients and other stakeholders. FEM notes that entries are assessed by independent judges who are senior corporate leaders and mobility decision-makers.

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Independent Recognition of International Mobility Performance

The APAC shortlist comes during a year in which NEI’s international capabilities have received recognition through several independent measures.

In the 2026 Trippel International Mobility Survey, NEI earned five #1 or tied-#1 rankings—the most among participating relocation management companies. Its leading results included #1 rankings for the selection of on-the-ground local service providers and satisfaction with the RMC team supporting expatriates.

Both areas have practical significance in Asia-Pacific, where international assignments depend on close coordination between global mobility teams and specialists operating within individual destination markets. Immigration requirements, housing, destination services and other elements of an international relocation are ultimately delivered within the local environment, making the quality and coordination of those resources central to the employee and client experience.

NEI supports this work through a global operating structure spanning the Americas, EMEA and APAC. NEI's regional APAC office is located in Singapore, alongside its U.S. headquarters in Omaha and EMEA office in Switzerland. Across all three regions, NEI’s international leadership coordinates teams and service resources to support employees moving between markets around the world.

“APAC brings together an extraordinary range of markets, cultures and mobility requirements, so strong regional coordination and local expertise are essential to delivering a consistent experience,” said Mollie Ivancic, Senior Vice President, International Services at NEI Global Relocation. “Being shortlisted for Relocation Management Company of the Year is meaningful recognition for our international teams and partner network who make that experience possible every day.”

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Supporting Global Programs Across Regions

Multinational employers need mobility programs that work well in each destination while fitting into a consistent global framework. Each move must be coordinated across markets, with employees and program leaders supported throughout the assignment, from initial planning through repatriation.

The FEM APAC EMMAs shortlist adds another independent perspective to NEI’s international performance record. Winners of the 2026 FEM APAC EMMAs will be announced September 3, 2026, in Singapore at the awards ceremony concluding the FEM APAC Summit.

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About NEI Global Relocation

NEI Global Relocation is a certified Women’s Business Enterprise (WBE) providing global mobility and assignment management solutions to more than 230 clients, including Fortune Global 100, Fortune 500 and Fortune 1000 companies. Headquartered in Omaha, Nebraska, with offices in Switzerland and Singapore, NEI supports corporate relocation programs through consultative expertise, technology, benchmarking, global service partner resources and end-to-end relocation services.

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NEI Ranked No. 1 in Relocating Employee Satisfaction

Top-Rated by the Employees Who Experience Relocation

NEI Global Relocation earned the top average satisfaction score among large-sample relocation management companies in the 32nd annual Trippel Nationwide Relocating Employee Survey©.

Conducted by Trippel Survey & Research, LLC, the annual survey gathers feedback directly from transferees and assignees about their experiences with relocation service providers. The 2026 survey collected evaluations from 4,655 relocating employees representing 56 corporations, federal government entities and nonprofit organizations during a six-month period, ending June 30, 2026.

Among relocation management companies meeting the survey's large-sample criteria, NEI earned the highest average satisfaction score of 8.72 on a 10-point scale, compared with an industry average of 8.56. NEI also achieved a 53% net satisfaction score, reinforcing the positive experiences reported by employees and assignees who used its services.

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Recognition That Starts With the Relocating Employee

The Nationwide Relocating Employee Survey provides an objective view of satisfaction by asking transferees and assignees to evaluate the overall service they received on a 10-point scale.

Respondents included domestic U.S. transferees and assignees across a range of move types, employment statuses and benefit levels.

For NEI, the result demonstrates a consistent commitment to high-quality, personalized relocation experiences across diverse employee needs.

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A Stronger-Than-Industry Performance

NEI's 8.72 average satisfaction score was the highest among the six relocation management companies in the large-sample category.

Large-sample RMCs collectively earned an average score of 8.57, while all RMCs included in the survey averaged 8.56. NEI outpaced the overall industry average by 0.16 points.

The survey also generated 236 individual evaluations of NEI's services, contributing to a meaningful representation of employee experiences.

NEI's 53% net satisfaction result further underscores the positive feedback reflected in its No. 1 average score.

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Continuing a Tradition of Industry Leadership

The Nationwide Relocating Employee Survey complements the Trippel Relocation Managers' Survey by capturing the employee perspective, offering a broader view of relocation performance from both program leaders and the people experiencing a move.

For NEI, the message is clear: exceptional relocation experiences matter to both the organizations we serve and the people we relocate.

“Our employees and clients are at the heart of everything we do,” said Janell Anderson, Chief Experience Officer of NEI Global Relocation. “Receiving the highest average satisfaction score from the people who experience our services firsthand is especially meaningful and reflects our teams' commitment to personalized support, responsive service and an employee-first relocation experience.”

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Delivering Experiences That Make a Difference

Relocation is a significant personal and professional transition for employees and their families.

NEI combines mobility expertise with responsive communication and personalized support from initial planning through move completion.

The result is an experience designed to meet program requirements while building employee confidence and organizational value.

The 32nd annual Nationwide Relocating Employee Survey provides meaningful evidence that this approach is resonating with relocating employees.

NEI Global Relocation is honored to be recognized as the top relocation management company by average satisfaction score among large-sample providers and remains committed to delivering exceptional experiences for every employee, every move and every client.

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Survey data and rankings referenced in this article are derived from the 32nd annual Trippel Nationwide Relocating Employee Survey©, conducted by Trippel Survey & Research, LLC. The 2026 survey was conducted during the six-month period ending June 30, 2026, and included evaluations from 4,655 transferees and assignees representing 56 corporations, federal government entities and nonprofit organizations. Supplier performance is evaluated using average satisfaction score and net satisfaction. Results should be viewed comparatively, as sampling size and composition may affect statistical accuracy.

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How Partial Relocations Can Expand Your Mobility Strategy

Employee relocations remain one of the most effective tools companies have for deploying talent, opening new markets, and building leadership pipelines. Yet, businesses don't always move at the same pace as families.  Partial relocations are one way mobility teams are beginning to close that gap.

Partial Relocations: What Leaders Need to Know

Alongside permanent domestic and international moves, more organizations are seeing requests for partial relocations—where an employee relocates first, delays family movement, commutes temporarily, or maintains two residences during a transition.

Partial relocations are not replacing traditional relocations, but for some companies they are expanding their mobility toolkit for key projects and talent mobility. Realtor.com shared TaskRabbit’s 2026 data showing a 37% year-over-year increase in partial move bookings during the first four months of this year.

For HR and Global Mobility leaders, understanding when and how to use partial relocations is becoming increasingly important.

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Gaining Attention

According to Deloitte’s 2025 Gen Z and Millennial Survey⁽¹⁾, flexibility, work-life balance, and personal well-being remain top workplace priorities for much of today’s emerging workforce⁽²⁾. While not mobility-specific, this data reflects broader workforce expectations that are increasingly showing up in relocation conversations.

As these generations continue to make up a growing share of the workforce, mobility expectations are becoming more nuanced ^(3). That shows up in different ways:

• A spouse may need time to transition out of their role
• Children may need to finish a school term
• Employees may be supporting aging parents
• A project may require quick deployment before a full household move is feasible
• Hybrid work may allow for short-term commuting while longer-term decisions are made

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When Using Partial Relocations May Make Strategic Sense

Partial relocations work best when business timelines and employee readiness don't align. This is a common reality in today's environment.

For some employers, they are treating partial relocations as a deliberate option, not an exception. They work especially well for:

• Urgent project launches
• Phased family transitions
• Market-entry assignments
• Temporary leadership deployments
• Hard-to-fill talent gaps

Effective partial relocation programs typically allow for à la carte services, phased planning, and built-in exception management, giving mobility teams the flexibility to add services as needs evolve. Consider the following:

• Tax and Payroll Risks: An employee who begins work in a new state while maintaining a primary residence elsewhere may inadvertently create payroll withholding obligations in both jurisdictions — a complication that can take months to unwind if not anticipated at the outset. ‍
• Immigration and Compliance Challenges: A common example is an employee on a work visa who begins an assignment while their family remains in the home country — if the actual work pattern doesn't align with the visa structure, even well-intentioned arrangements can create compliance exposure. ‍
• Employee Experience Considerations: An employee managing temporary housing, frequent travel back to the family home, and uncertainty about the permanent timeline is carrying a significant stress load — one that may not show up until too late, if not properly supported ⁽²⁾.

Like any Relocation/HR Mobility strategy, success depends on clear policy design, cross-functional alignment, and proactive oversight (3).  

“The future of mobility isn't about moving people differently. It's about having more ways to move talent when business demands it," says Janell Anderson, Chief Experience Officer at NEI Global Relocation.

The takeaway is clear: partial relocations are not necessarily simpler, but when used effectively, they may solve a different problem.

Expanding the Mobility Toolkit

Talent doesn't wait for perfect conditions, and neither does business. Mobility programs that can flex, by deploying an employee quickly, phasing a family move, managing a temporary commute, can give organizations a genuine competitive advantage in how they acquire and retain talent.

For mobility leaders looking to expand their programs, the starting point is policy clarity. That means defining when partial relocations are appropriate, what support tiers apply, and how tax and compliance risks will be managed. Getting that policy structure in place before demand arrives separates a reactive exception process from a genuine, proactive strategic capability.

If you would like more information on policy and benefit development support regarding partial relocations, or support on any other relocation-related topic, please contact your NEI representative or visit www.neirelo.com any time.

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^{The above article is provided for informational purposes only. Please consult your tax, legal, or accounting advisors before making any decisions or transactions.}

Sources

(1) Deloitte 2025 Gen Z and Millennial Survey

(2) Deloitte Global Press Release Summary (2025 Survey)

(3) Deloitte Insights: Workforce Expectations and Flexibility Trends

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Closing the Global Readiness Gap for Emerging Leaders

Many organizations invest heavily in leadership development, but too often leadership growth is measured by speed of promotion rather than depth of preparedness. Advancing talent without building global experience can create significant readiness gaps for younger talent moving up the ranks.

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Why Earlier Global Exposure Matters

Today's leadership environment has fundamentally shifted from what it was five or ten years ago. Teams are more globally distributed, markets are more interconnected, and economic/geopolitical shifts can affect talent, operations, and strategy literally overnight.

However, many young, emerging leaders continue to develop within one market, one culture, or one operating environment. This creates what many organizations today face: a global readiness gap for young leaders and talented employees.  

According to the World Economic Forum’s Future of Jobs Report 2025, analytical thinking, resilience, flexibility, leadership, and social influence are among the most critical skills for the future workforce ⁽¹⁾.

Those skills are increasingly shaped by international complexity and managing across borders and regions requires much more than just position or technical expertise. It demands:

• cultural intelligence
• remote leadership capability
• adaptability across time zones
• comfort navigating ambiguity
• awareness of regional labor, compliance, and market dynamics

Research from the Center for Creative Leadership shows that leaders who gain cross-cultural experience develop stronger adaptability and broader decision-making capabilities ⁽²⁾. Yet despite this evidence, many organizations continue to reserve that exposure for leaders who may already be past the point where it matters most.

In short, international exposure builds adaptability, capability, and leadership confidence.

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The Cost of Delayed Exposure

Many organizations still reserve international assignments for senior leadership. That is often too late: by the time a leader reaches a critical regional or global role, the expectation is to perform immediately. Without earlier exposure, the learning curve can be steep and costly.

Harvard Business Review has consistently highlighted that failed leadership transitions often stem, not from lack of technical ability, but from poor adaptability and context awareness ⁽³⁾.

For mobility and HR leaders, this creates a strategic opportunity.

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Leadership Accelerators

International and domestic strategic assignments should not just be viewed as business moves, but also as leadership accelerators.

That may include:

• Short-term project deployments  
• Cross-border rotational assignments  
• Domestic market expansion roles  
• Temporary or interim leadership placements  
• Commuter or phased relocation arrangements

Not every future leader needs a three-year expatriate assignment, but more future leaders likely need some form of international business experience.

“Increasingly, mobility is also about developing global talent for where the business is going,” said NEI Global Relocation’s Mollie Ivancic, SVP, International Services. “Strategic international assignments, even brief, short-term business exposure, can greatly accelerate the global development of employees and enhance their capabilities for what companies need most in the years ahead.”

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Mind the Readiness Gap

The strongest global organizations are not waiting until leaders step into global roles to begin developing global leadership capability, they are building mobility into talent strategy earlier.

For HR and Global Mobility teams, the focus should be on building leadership pipelines that match the pace, complexity, and geography of the business.

If you would like more information on global mobility policy and benefit development support, or support for any other relocation-related topic, please contact NEI’s Mollie Ivancic or your NEI representative or visit www.neirelo.com any time.

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^{The above article is provided for informational purposes only. Please consult your tax, legal, or accounting advisors before making any decisions or transactions.}

References

(1) World Economic Forum — Future of Jobs Report 2025

(2) Center for Creative Leadership — Developing Global Leaders

(3) Harvard Business Review — Why Leadership Transitions Fail

NEI Recognized for Excellence in Global Mobility Performance

Independent recognition highlights the consistency, execution and client focus behind strong global mobility programs.

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Gold Stevie® Recognition Highlights NEI’s Global Mobility Performance  

NEI Global Relocation earned a Gold Stevie® Award for Company of the Year – Business & Professional Services, Medium-size in the 2026 International Business Awards®, a recognition that reflects the qualities corporate mobility teams rely on most: dependable execution, strong partner coordination and a relocation experience that supports both the business and the employee.

For multinational employers, successful relocation requires more than completing individual moves. It depends on consistent service delivery, reliable local expertise and the ability to adapt to each organization’s workforce, policy and compliance needs.

“This recognition reflects the work our teams and service partners do every day to support clients and relocating employees,” said Michelle Moore, NEI President and CEO. “Global mobility takes strong process, reliable execution and a personal approach to employee care. We are proud to see that work recognized.”

That work can involve thousands of coordinated decisions and interactions. NEI aligns policy strategy, assignment support, supplier performance, financial stewardship and employee experience across different markets and regulatory environments.

The International Business Awards® evaluated 2026 winners through an independent judging process. Judges pointed to NEI’s data-backed performance, client retention, Net Promoter Score and operational controls as evidence of sustained excellence.

NEI’s recognition also aligns with independent global mobility research. In the 2026 Relocation Managers’ Survey© on international mobility conducted by Trippel Survey & Research, LLC, NEI earned five #1 or tied #1 rankings, including top results tied to on-the-ground local service providers and the RMC team supporting expatriates.

For organizations managing mobility programs across countries, employee populations and service partners, that consistency matters. NEI’s model combines consultative program guidance, regional and local partner expertise, supplier coordination and high-touch employee support—helping employers deliver relocation programs with greater care, control and confidence.

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2026 U.S. Relocation Lump Sum Trends and Practices

Lump-Sum-Only programs are just hitting a tipping point. 53% of companies surveyed now offer one, up from 46% in 2019, while sentiment toward Partial Lump Sum programs is quietly cooling. NEI Global Relocation (NEI) recently completed our 2026 U.S. Domestic Lump Sum Practices Survey, examining how companies structure Lump Sum Only and Partial Lump Sum programs, along with eligibility, calculation methods, payout timing, dollar amounts, and tax assistance.

Of the 202 participating companies, the top industries included Manufacturing, Technology, Financial Services/Insurance, and Medical, Pharma & Biotech.

Key Takeaways

1) Lump Sum Only Programs Continue a Steady Climb

Adoption has climbed steadily since 2019, 46%, 49%, and now 53%, and companies are also changing how they calculate it. 60% now base amounts on job or grade level, a sharp jump from 42% in 2023, after several years of companies experimenting with flat amounts and matrix-based formulas.

But it's not spreading evenly. Eligibility is expanding at the entry level (93 percent for renters) while narrowing at the manager and director levels, suggesting companies are increasingly reserving Lump Sum Only for lower tier moves rather than extending it broadly across the organization.

2) Partial Lump Sum: Steady on Paper, Rising in Practice

Adoption for Partial Lump Sums held steady (58%, down slightly from 62% in 2023), but the satisfaction numbers tell a more interesting story. Respondents' rating of the program "excellent" dropped from 32% to just 19% in three years, and complaints about the added time and administrative burden on employees rose 20%.

Eligibility for Partial Lump Sums is also moving in the opposite direction from Lump Sum Only: entry-level eligibility is shrinking (46% for homeowners, down from 52%), while director and executive eligibility is climbing to 85–86%. Partial Lump Sum is increasingly becoming a senior-level tool rather than an entry-level one.

3) Companies Are Warming Up to Lump Sum Only

In contrast to Partial Lump Sum, Lump Sum Only programs improved: top-box ratings (4 or 5) rose from 47 percent combined in 2023 to 82 percent in 2026, and low ratings shrank considerably. Flexibility for employees, ease of administration, and upfront cost certainty remain the top three cited benefits, each held by roughly 65-73 percent of respondents.

4) New for 2026: Payout Timing Data  

For the first time, NEI asked companies when they pay out lump sum allowances, and whether new hires or current employees are treated differently:

• New hires: most often paid right after their effective start date (54% Lump Sum Only, 55% Partial)
• Current employees: more often paid after authorization of relocation or receipt of documents

The likely reason: companies want more verification before cutting a check to someone already on payroll, while new hires are paid on a simpler start-date trigger.

5) Dollar Amounts Hold Relatively Steady

Median Lump Sum Only amounts for homeowners in 2026 range from $5,000 (Entry Level) to $17,815 (Executive), with $10,000 remaining the most common amount at the Manager level and above. Partial Lump Sum amounts follow a similar pattern but run slightly lower at senior levels, with Director and Executive homeowner amounts averaging $10,000-$12,500. Renter amounts closely mirror homeowner amounts across both program types.

6) Tax Assistance is Splitting by Program Type

Tax assistance for Partial Lump Sum benefits remains high and broadly consistent across levels, ranging from 81 to 91 percent. For Lump Sum Only, however, support is consolidating toward lower tiers: assistance for Entry Level rose to 84 percent, while Director (69 percent) and Executive (62 percent) levels saw declines compared to 2019.

7) Companies Are Providing More Overall Support

Companies appear to be adding more support overall, not replacing technology with people. Transferee counseling with an RMC or HR rose from 53 percent to 75 percent since 2023, while lump sum technology tool provision increased from 66 percent to 80 percent, a 16 percentage-point gain. Even if some movement reflects a different survey participant mix, it’s clear that fewer transferees are being handed a payment and left to navigate the move on their own.

Driving Unique Solutions for Each Client

We recommend all companies determine which lump sum structure best fits their talent strategy and cost objectives. NEI's Global Mobility Strategies Team is ready to help you benchmark your program against industry peers and identify the right balance of flexibility, cost control, and employee support.

Thank you to all companies that participated!

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Rethinking Relocation ROI: Measuring What Mobility Can Control

Relocation ROI is about removing obstacles so mobile talent can perform immediately and achieve their highest outcomes.

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Measuring the Wrong Thing in Relocation

When a transferred employee thrives, the relocation may be labeled as a success. Should they struggle and/or terminate, the ROI is negative, and the relocation itself may be blamed.  

Yet, reality is more complicated.

New job performance reflects a myriad of circumstances, not the least of them being surprises of the new role, team dynamics, leadership, strategy, and, sometimes, even business conditions. These are variables outside the scope of mobility execution of relocating talent from departure to destination locations.

What relocation ROI should truly reflect is: how well the function was executed to support employees and business needs.  

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Know the Full Investment Number

Without a precise total investment amount, ROI discussions are seen as speculative at best and -- if one cannot clearly state the total investment -- how can one credibly determine ROI?

Satisfaction is the most reliable indicator if a relocation initiative accomplished its purpose: minimizing disruption so the employee can perform in the new location. Relocation role should remove logistical, administrative, and personal barriers so employees can be locked in and focused on their new roles.  

If the relocating employee’s move runs smoothly, their attention stays focused on onboarding and excelling in their job. If the process breaks down – such as increased stress, missed timelines, service partner issues, poor communications, or Relocation Counselor availability – their attention is distracted, satisfaction declines and things start to slip.

“Our job at NEI is to ensure nothing about a move prevents an employee from becoming a high performer in the new location,” says NEI Global Relocation’s SVP of International Service, Mollie Ivancic.

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Revealing Meaningful Patterns

Relocation satisfaction data that is gathered consistently and objectively provides measurable insight into whether the program minimized disruption as intended. Viewed together, cost and satisfaction reveal meaningful patterns:

Viewed together, investment cost and employee satisfaction reveal actionable insights about your relocation program:

• High investment cost + high employee satisfaction: The higher investment expense is strategic, but helps ensure risk mitigation, employee focus, and retention. It indicates a deliberate investment in complex or critical talent moves. Premium support (full-service relocation, concierge assistance, housing, or visa guidance) can eliminate friction and protect productivity for roles that matter most.  
• High investment cost + low employee satisfaction: Signals inefficiency, poor vendor management, or misaligned policies. Investment is not translating into a smooth experience and requires immediate attention.
• Low investment cost + high employee satisfaction: Demonstrates operational discipline. The program delivers strong results efficiently, minimizing expenses while maintaining employee focus and satisfaction.
• Low investment cost + low employee satisfaction: Shows underinvestment, where cost-cutting may have sacrificed service quality, slowing ramp-up and risking disengagement.

When HR leaders evaluate mobility using controllable inputs (investment cost + employee satisfaction, also called “transition quality”), they can gain actionable insight and can refine policy design, strengthen vendor accountability, improve employee experience, and protect early-stage productivity.  

By analyzing cost alongside satisfaction, organizations move relocation evaluation from anecdotal judgment to structured insight. This not only identifies where the program succeeds or fails but also clarifies when spending more is justified strategically versus when it signals inefficiency or underinvestment.  

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From Cost Center to Capability

When employees evaluate their relocation support on execution, communications, and service quality, it reflects the company’s intentionality and investment in their personal success.  

• Relocation should not be treated as “a transactional expense.” --It’s an enabling capability that supports workforce agility, productivity, and strategic business objectives.
• The goal of relocation management expertise is not to identify potential high performers. --It’s ensuring nothing about the move prevents them from becoming high performers.

Said NEI Global Relocation’s Mollie Ivancic, “We see success as removing all barriers so employees can achieve their highest outcomes.”  

If you would like more information on this or any other relocation topic, please contact your NEI Global Relocation representative or visit www.neirelo.com any time.

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^{The above article is provided for informational purposes only. Please consult your tax, legal, or accounting advisors before making any decisions or transactions.}

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Car Rental Trends Shaping Global Mobility Programs

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The global car rental market is evolving, with direct implications for corporate HR, travel, and mobility programs. Growth, digital transformation, and shifting employee expectations are changing how organizations manage ground transportation.

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The Demand-Driven Market

The global car rental market is projected to expand at 2.6% yearly through 2035¹ due to increased corporate needs, global tourism, and demand for personal, flexible transportation.  

For relocating employees, rental cars are often a critical bridge between arrival and full settlement, helping maintain productivity during temporary housing and logistical delays.²  

Separately, the booking of rental cars has also grown decisively toward digital channels as more than 71% of car rental bookings are made online today. This is driven by ease of comparison, pricing transparency, and mobile accessibility.³

For HR and Global Mobility leaders, this reflects a broader expectation: employees want consumer-grade experiences when booking business travel. Platforms that allow real-time comparison and booking are no longer optional but expected. When a corporate Travel Management partner or negotiated supplier agreement is in place, leaders should confirm the online booking tool uses negotiated rates and direct-billing options.

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Cost Sensitivity and Employee Behavior

A growing trend in the market, especially popular among younger employees, is the rise of “bleisure” travel – that is, business trips combined with leisure activities. This is driving demand for flexible rental services that cater to both corporate and family travel needs.

However, location and affordability remain the dominant decision factor for car renters:

• A NerdWallet study showed that renting a car for seven nights (a short-term leisure/business-trip rental, not a relocation-length rental) at a downtown location costs $86 less on average than renting from an airport location where they tend to be about 18% more expensive than downtown counterparts.²  Airports often charge rental companies extra for operating on-site and these costs are passed to customers.
• Airport car rentals account for more than 38% of total rental activity each year due to their convenience for business and leisure travelers. However, local, short-term rentals are growing rapidly, projected to increase at 12.1% annually as urban mobility models and car-sharing gain traction.³

This information is particularly relevant for relocation and assignment programs as employees may need flexible, short-term transportation beyond traditional airport use cases.  

Customers are also making trade-offs to reduce costs: an October 2024 survey conducted by Zubie’s rental fleet management team, involving 2,016 respondents from only the U.S., showed:

• Affordability is the top priority for 77% of consumers when selecting a rental car,
• 48% chose fuel-efficient rental cars to save money,  
• Hidden fees remain a concern as 56% of respondents report a disconnect between advertised prices and their final bills, and
• 48% would choose a less convenient pickup location to save money.³

This has clear implications for policy design. Organizations that align travel policies with these behaviors, such as encouraging cost-effective locations or vehicle types, can better control cost without reducing flexibility.

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Customer Experience and Demand Trends Impact Satisfaction

Despite digital advancements, the rental experience still presents challenges:

• 57% of renters report frustration with the checkout process, and  
• 40% report dissatisfaction with the return experience.³

For HR teams focused on employee experience, this is a critical gap. Ground transportation is often one of the first and last touchpoints on a business trip. Stress during this process can negatively impact a relocating employee / family’s relocation experience and productivity.

Consumers; vehicle demands are also shifting:

• Economy cars account for over 32% of rental revenue, reflecting continued cost sensitivity.³  
• SUVs are one of the fastest-growing segments -- projected growth is 10.7% annually through 2030 -- driven by demand for more spacious interiors and cargo capacity for families and travelers with luggage.³
• Most car rental agencies are expanding their hybrid and EV fleets to meet increasing demand for alternatives, especially in urban areas.¹ However, charging infrastructure availability and EV rental supply vary widely by location and country, which global mobility teams should factor into policy for international assignments.

This diversification signals that a “one-size-fits-all” approach to rental car policies may no longer be effective. Different trip types, such as short-term business travel versus relocation-related travel, may require different strategies.

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Implications for HR and Mobility Leaders

The car rental category question is no longer static, so key priorities for organizations include:

• Aligning policy with employee behavior: cost sensitivity, digital booking
• Improving experience consistency across booking, pickup, and return  
• Adapting to flexible mobility models, including local and short-term rentals  
• Segmenting vehicle strategies based on trip purpose  
• Negotiating and enforcing use of corporate-rate / travel partner-integrated booking channels
• Standardizing insurance coverage and duty-of-care / incident-reporting requirements

As the market continues to grow, digitize, and become more employee-driven, success for HR and Mobility leaders will depend on balancing cost control with flexibility while also delivering a seamless experience that meets rising workforce expectations.

If you would like to discuss supplier, diversity global relocation, mobility or talent management strategy trends, please contact your NEI representative any time.

References

Business Research Insights: Car Rental Market Report – Business Research Insights  

Nerd Wallet: Car Rental Industry Analysis – Grand View Research

Grand View Research: Car Rental Market (2025 - 2030)

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The ROAD Act and Relocation: What Mobility Leaders Can Do Right Now

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July 23, 2026 Update

The 21st Century ROAD to Housing Act (H.R. 6644) became law on July 11, 2026. The legislation includes restrictions on additional single-family home purchases by qualifying large institutional investors—generally for-profit entities with investment control of at least 350 single-family homes.

The purchase prohibition and related enforcement provisions are scheduled to take effect on January 7, 2027, 180 days after enactment. During this implementation period, the U.S. Department of the Treasury is reviewing how to regulate in consultation with the Department of Housing and Urban Development, the Federal Housing Finance Agency and the Securities and Exchange Commission.

The final law does not expressly exempt temporary relocation home-sale inventory. As a result, the NEI is actively working with werc / mobility industry and the U.S. Treasury continues to seek clarifying implementation guidance that appropriately distinguishes short-term, transaction-driven relocation activity from long-term institutional investment ownership.

NEI is reviewing the enacted language and monitoring regulatory developments in coordination with industry and legal resources. Based on our current assessment and organizational structure, we expect to continue managing our clients’ home-sale volume effectively. We will keep clients informed of material guidance or compliance considerations before the relevant provisions take effect.

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July 9, 2026 Update

As previously reported, the 21st Century ROAD to Housing Act raised concern across the relocation industry because one provision could apply investor ownership limits to entities that temporarily hold single-family homes. While the intent of the legislation is to address housing supply and affordability concerns, the language created uncertainty for relocation home sale programs that briefly hold inventory as part of employer-sponsored mobility support.

At this time, the President has not signed the Act. However, the legislation includes a provision stating that if it is not vetoed by July10, it will go into effect. While we do not anticipate a veto, the Act also provides a 180-day period for the U.S. Department of the Treasury to further clarify and define the requirements needed to comply with the bill.

That clarification period will be important for mobility programs and relocation management companies, particularly as the industry seeks confirmation that temporary, transaction-driven relocation inventory is treated differently from long-term institutional investment ownership. NEI will continue to closely monitor Treasury interpretations, guidance, and any related compliance requirements as they develop.

Based on the current language and the structure of our organization, NEI believes we will be able to effectively manage our clients’ home sale volume without impact. We will keep clients informed as additional guidance becomes available and will continue evaluating any operational or compliance considerations that may arise during the 180-day clarification period.

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The 21st Century ROAD to Housing Act (H.R. 6644) could unintentionally impact relocation home sale programs by applying investor ownership limits to temporary relocation inventory.

Industry groups like Worldwide ERC are pushing for clarifying adjustments to the act. With decisions imminent, mobility leaders are urged to engage lawmakers to protect these programs.
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H.R. 6644 Impact on Relocation: What’s at Stake for Home Sale Programs

Recent developments around the 21st Century ROAD to Housing Act (H.R. 6644) have brought renewed attention to how housing policy may intersect with corporate relocation programs.

One provision under consideration would limit further home purchases by entities that own more than 350 single-family homes. While the intent is to address large-scale investor activity, the current language does not clearly distinguish between long-term investment ownership and the short-term, employer-sponsored home inventory that occurs within relocation programs. As a result, there is concern that standard home sale assistance (i.e. guaranteed buyout, buyer value option, and amended value programs) could be unintentionally affected if relocation inventory is included in that threshold.

Industry groups, including Worldwide ERC, along with corporate and industry leaders such as Nate Dodge, Chairperson & CEO of the NP Dodge Company, and Anupam Singhal, President & CEO of WERC, have been actively engaging policymakers to ensure that relocation-related activity is appropriately understood and accounted for. Their focus is on clarifying that these programs are temporary, transaction-driven, and directly tied to workforce mobility—not institutional investment.

With legislative discussions ongoing, the coming weeks are expected to be important in determining whether that distinction is reflected in the final outcome.
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What This Means for Corporations

The Road to Housing Act would effectively eliminate or severely restrict Guaranteed Buyout (GBO) and Buyer Value Option (BVO) home sale programs, which are the backbone of many corporate relocations. These programs allow employers to manage relocation risk by ensuring employees can sell their homes at a predictable, appraised value, while providing tax-protection under IRS Revenue Ruling 2005-74.  

If those home sale structures are removed, companies lose a critical tool for stabilizing relocation costs, managing employee mobility, and reducing friction in high-stakes transfers. Instead of standardized, employer-controlled transactions, companies would be pushed toward less predictable market-based reimbursements, increased employee financial exposure, and higher administrative and retention risk, ultimately making relocation more expensive, more variable, and harder to execute at scale.
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Your Voice is Needed

• The next few weeks are going to be critical for determining what happens next on Capitol Hill around HR 6644, particularly as the House is currently considering next steps around the bill.  It is important that Congressional offices continue to hear directly from stakeholders from across the talent mobility industry and from corporations that utilize home sale programs to support their moving employees around this issue and why it's important to ensure that home sale programs are not unintentionally impacted.
• WERC urges mobility practitioners to continue to call or email their Senators and Representatives and ask them to protect relocation-related home sale programs as Congress looks to address U.S. housing affordability and inventory challenges.  Resources for doing so, including templated messaging, can be found on WERC’s website here.
• WERC also encourage corporations, if they have not already done so, to reach out to their organization’s government affairs team in Washington to ensure they are aware of the issues around home sale programs and how unintentionally impacting them would impact your organization and your talent.  If possible for your organization, it would also be helpful for your government affairs teams, appropriate managers, and/or your industry groups connect with relevant Congressional offices (depending on your organization’s operational footprint) and urge them to work with the Chairs and Ranking Members of the relevant Committees and their Housing subcommittee to protect relocation-related home sale programs.

Helpful Resources:

WERC’s Resource Page on Housing Bill and Relocation-Related Home Sale Programs  

Link to Congressional Outreach Template  

Link to Congressional Letter from WERC and 253 Organizations  

Link to WERC’s OneTake Video on Home Sale Program (with Nate Dodge as speaker)  

About NEI Global

NEI Global Relocation, a certified Women’s Business Enterprise, partners with over 200 clients— including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. With offices in the U.S., Switzerland and Singapore and local partner specialists in each country, NEI helps companies transition employees smoothly across the globe.

^{This article is provided for informational purposes only and should not be considered legal, tax, or accounting advice. Organizations should consult their legal, tax, or compliance advisors regarding how FinCEN reporting requirements may apply to specific transactions.}

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H-1B Fee Litigation: What Employers Should Know Now

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Proceed With Caution

Employers using the H-1B visa program continue to face uncertainty as litigation over the Trump Administration’s $100,000 H-1B payment requirement moves through the courts.

On June 8, 2026, a federal judge in Boston struck down the policy, finding that the executive branch lacked the legal authority to impose the surcharge. The ruling was a significant development for companies sponsoring foreign talent, particularly employers with pending H-1B filings or high-volume sponsorship needs.

However, the matter remains far from settled.

The Administration is expected to continue pursuing appellate review, and the practical status of the fee may change as higher courts consider whether the policy can remain in effect while the appeal proceeds. As a result, employers should avoid treating any single ruling as final and should continue to coordinate closely with immigration counsel before making filing, budgeting, or employee communication decisions.

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What To Know While the Issue Remains Unresolved

Immediate Impact on Employers

The June 8 ruling challenged the legal foundation of the $100,000 payment requirement, but subsequent court activity may affect whether and how the policy can be enforced while litigation continues.

Employers preparing new H-1B petitions should not rely on outdated assumptions about filing costs. Depending on the status of court orders and agency guidance at the time of filing, certain petitions may still be affected by the $100,000 requirement, while others may proceed under the standard statutory and regulatory fee structure.

Organizations evaluating international hiring strategies, workforce planning, or mobility budgets should plan for continued uncertainty until the appellate process provides clearer direction.

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Why the Legal Landscape Is Complicated

The Boston ruling is significant because it conflicts with an earlier decision issued by a federal judge in Washington, DC, in December 2025 involving a separate challenge brought by business groups. The two rulings addressed different procedural questions and reached different conclusions about the Administration’s authority.

The DC court declined to halt the fee in that earlier challenge, while the Boston court later ruled on the merits and concluded that the Administration lacked the legal authority to impose the payment requirement. The Boston court found that the $100,000 requirement functioned more like an unauthorized tax than a traditional immigration fee.

Because federal courts have reached different conclusions, the issue is expected to continue through the appellate courts and may require further review before employers have lasting certainty.

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What HR and Global Mobility Teams Should Watch Next

Appellate Review

The most immediate issue is whether an appellate court allows the lower court’s ruling to remain in effect or permits the government to continue enforcing the fee while the appeal proceeds. That decision could directly affect filing strategy and cost assumptions.
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Agency Guidance

Employers should monitor immigration agency updates regarding how affected petitions will be handled. Even when a court ruling is clear in principle, agency guidance may affect timing, documentation, payment procedures, and petition processing.
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Filing Strategy

Organizations preparing H-1B filings should work with immigration counsel to evaluate whether timing, petition type, employee location, or other filing details may affect exposure to the $100,000 requirement.

This is especially important for employers with urgent hiring needs, time-sensitive employee moves, or pending petitions involving key roles.
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Budgeting and Workforce Planning

The litigation may temporarily ease or increase financial pressure depending on the status of the fee at the time of filing. Employers should avoid assuming that today’s cost structure will remain stable throughout the appeal process.

For companies with significant H-1B usage, this may require contingency planning across recruiting, relocation, immigration, and department-level budgets.
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Employee Communication

Employees affected by H-1B filings may be following these developments closely. Clear, measured communication can help reduce confusion, especially when legal updates appear contradictory or change within a short period of time.

Employers should avoid making definitive promises before confirming the current filing requirements with immigration counsel.

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What’s Next?

At this stage, the H-1B fee litigation remains active, and the practical status of the $100,000 payment requirement may continue to change as appellate review proceeds.

The dispute underscores the importance of proactive relocation and global mobility planning during periods of regulatory uncertainty. When immigration costs and filing requirements are in flux, organizations benefit from a coordinated approach that brings together HR, legal, mobility, finance, and business leadership.

As of this writing, the government's appeal remains pending and temporary court orders continue to affect whether and when the $100,000 H-1B fee may be enforced. Employers should confirm current filing requirements with immigration counsel immediately before submitting H-1B petitions, as the legal status may continue to evolve.

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^{This material has been prepared for informational purposes only and is not intended to provide, and should not be relied upon as, legal advice. Employers should consult qualified immigration counsel regarding their specific circumstances, including H-1B filing requirements, fee obligations, and the impact of ongoing litigation.}

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How to Choose a Strategic Relocation Management Company

Most Relocation Management Companies (RMC) offer similar tools and services, but a true differentiator is the strategic insight they bring to each unique client to proactively achieve meaningful business results.

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The RMC Litmus Test

Procurement’s role remains essential, but sophisticated client Global Mobility teams are encouraged to begin the process with a critical, fundamental question -- even before reviewing services, pricing or scorecards:

Is this RMC genuinely positioned to operate as a strategically aware, consultative partner aligned to our business objectives OR are they functioning merely as a transactional vendor?

A partner today must be locked in on strategic partnership with an evolutionary mindset towards enterprise-level solutions. Companies are strongly encouraged to check these five (5) critical filters way before comparing fees or formal evaluations:

1. Business Acumen: Can the RMC support future growth, market expansion, restructuring, or transformation initiatives?

2. Talent Insight: Do they understand which employee populations drive disproportionate enterprise value—and how mobility strategy should enable them?

3. Advisory Capability: Will they challenge assumptions and provide informed guidance, and do they invest the time to understand stakeholder objectives and constraints?

4. Data Intelligence: Can they anticipate trends and quantify risks impacting recruiting, retention, productivity, compliance exposure, and program ROI?

5. Program Leadership: Will they proactively advise on regulatory developments, geopolitical risk, market shifts, and evolving best practices?

When selection prioritizes only transactional capabilities instead of strategic alignment, companies risk higher achievements in retention, productivity, talent investment performance and relocation ROI.

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Why RMC Selection Impacts Talent Outcomes

The most effective RMC is one that understands a client’s business strategy.  

High-performing mobility and procurement leaders seek an RMC partner that demonstrates measurable impacts on workforce performance by:

• treating mobility as a strategic function; and

• influencing both talent outcomes and cost efficiency  

These shifts suggest mobility leaders increasingly view global programs as a strategic lever that aligns directly with company macro priorities -- expansion, leadership development, and workforce optimization.

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Real-world Implementations

According to a Mercer 2024 study, 76% of mobility professionals believe relocation is a key driver of talent retention,¹ but the distinction between transactional and strategic providers becomes clear in real-world implementations.

A strategic RMC brings intentionality and challenges the status quo, collaborates closely with clients and delivers continuous advisory services to support strategic thinking, action and outcomes.

NEI Client Example:

• Situation: A leading, large company in Japan sought NEI’s collaboration to boost global operations ROI through time savings, increase efficiencies and enhance employee trust worldwide. 

• Strategy:  NEI implemented a new intra-U.S. inpat domestic move policy for critical projects involving U.S. employees, a U.S. intern domestic relocation program, and introduced NEI’s iSelect program as a new relocation option. 

• Execution: For global employees, NEI developed and introduced four new short- and long-term assignment policies; integrated new language training, temporary living and DSP service benefits; and coordinated rental vehicle access as part of a broader mobility support framework. A household good moves partner in Japan was also onboarded to manage shipments within the U.S., leveraging their Japanese language and cultural expertise. 

• Measurable Impact to Client: Program ROI increased, and implementation and integration of the new services and service partners were seamless and enhanced trust. The client praised NEI’s proactive approach, proven service model, and ability to deliver consistent support across stakeholder groups.

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Technical Excellence Alone Is Not Enough

Mobility teams that have an RMC partner in total synch with their business have become ever more critical for enhancing ROI, enabling focused assignments/relocation, strengthening workforce stability, and ensuring talent initiatives stay aligned with overall business risk strategy.

When an RMC focuses on both logistics and strategic business drivers, the result impacts the organization’s larger, long-term goals.

If you would like to discuss this or any other issue in greater detail, please reach out to your NEI representative at 800.533.7353.  

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Sources

1. Expat-US citing Mercer. 76% of Mobility Professionals Say Relocation Drives Talent Retention.

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^{This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal, and accounting advisors before engaging in any transaction.}

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How Home Purchase Assistance Strengthens Employee Relocation Programs

Most relocation programs prioritize speed and flexibility, but by including destination home purchase counseling and closing costs assistance in one’s program, employers can improve retention, reduce disruption, and help relocating employees build lasting stability in their new location.
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Rethinking “Flexibility” in Relocation Programs

When companies relocate employees, the immediate question is how quickly an employee can begin working in the new location. Considering flexibility in housing strategies is a priority based on timing for the relocating employee and family.  

For immediate needs, short-term housing followed by renting in the destination is many times a first option. While this reduces immediate commitment, it can unintentionally weaken employee stability and long-term business outcomes.

Relocation benefits are designed to expand the talent pool and accelerate hiring.¹ By encouraging destination home purchase assistance and counseling benefits in one’s relocation program, companies can improve opportunity attraction, employee retention, and employee well-being while also helping them make more confident financial decisions.

Company destination home purchase benefits -- including expert destination counseling -- can increase move offer acceptance and strengthen commitment by reducing relocation friction.² It can also help relocating employees answer a critical question sooner:  

--Can my family build a life and put down roots here?
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Employee Advantage: Why Purchasing Can Be Better

Renting may feel like a “lower-risk option” to some relocating employees, but when the move is expected to last years, purchasing a home can realize clear advantages:

• ‍Faster personal and family adjustment: Permanent housing supports school continuity, neighborhood connections, and a stronger sense of belonging.

• Long-term housing stability: Fixed-rate mortgages provide predictable monthly payments, while rents often rise year over year.

• Equity and wealth building: Mortgage payments build ownership over time, unlike rent, which offers no return or financial leverage.

• Protection from market volatility: Homeownership can shield employees from rental shortages and sudden price increases in tight destination markets.

• Relocating employees with pets: For many today, homeownership reduces housing constraints and recurring costs driven by restrictive rental policies, enabling greater stability, satisfaction, and retention in long-term moves.  

For employees, home purchase assistance is not about pressure to buy. Rather, it’s about being equipped to decide with confidence and not to default to temporary solutions.
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Company Advantage: Stability, Risk Reduction, and Retention

Destination counseling and home purchase assistance can deliver measurable business benefits when applied appropriately:

• Stronger retention and commitment: Employees who achieve housing stability are more likely to remain engaged and less likely to pursue short-term or opportunistic exits.

• Improved equity and employer credibility: Structured destination home purchase support enhances the employer’s brand in an employee’s eyes, demonstrates long-term investment in employees and helps ensure consistent access to relocation benefits across income levels.

• Lower total relocation risk: Guided purchase decisions reduce dissatisfaction, failed relocations, and downstream exceptions that drive unplanned costs.

• Reduced administrative complexity: Centralized delivery through RMC partners streamlines counseling, vendor coordination, and policy governance, easing the operational burden on HR.

For HR/Global Mobility leaders, the shift is strategic: moving from temporary housing solutions toward relocation programs that support permanence, performance, and retention.
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The Shared Value Proposition

Any incremental cost of offering structured home purchase support is often quite modest compared to the significantly higher downstream costs of housing instability, disengagement, or failed relocations.

Destination home purchase assistance benefits both employees and employers by:

• Providing confidence and guidance in navigating unfamiliar housing markets and major financial decisions

• Helping employees settle more quickly, accelerating engagement, productivity, and long-term retention

• Reinforcing the company’s reputation as an employer invested in employee success beyond the move itself

NEI’s advantage is that we have no exclusive arrangements or ownership interest in any mortgage company -- we can work with any client-preferred lender. Our preferred mortgage partners offer direct billing of a client’s allowable closing costs, loans available in all 50 states, and competitive rates to make home purchase seamless for relocating employees.
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A Smarter Way Forward

For many relocating employees, owning a home in a new destination represents security, permanence, and a tangible commitment to the community they are joining. It supports a sense of stability that temporary housing rarely provides, and that often translates into stronger engagement and longer-term commitment to the company relocating them.

While destination home purchase support may introduce longer-term considerations around mobility and cost, these risks are manageable through caps and policy design. When applied with clear guardrails, destination home purchase assistance becomes not a loss of flexibility, but a deliberate investment in stability, performance, and reduced downstream relocation risk.

If you would like to discuss this or any other issue in greater detail, please reach out to your NEI representative at 800.533.7353.

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^{This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal, and accounting advisors before engaging in any transaction.}
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Sources

1. HR Daily Advisor, Should You Offer Relocation Assistance?
   

2. Employer Assisted Housing Programs Overview
   

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Growing faster than any other U.S. sport, pickleball is increasingly influencing relocation decisions as families weigh whether proximity to courts offers community benefits or unwanted noise. Avoid surprises by combining strong pre-move research with informed, on-the-ground destination support.

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Overlooked Details That Shape Destination Fit

The best destination support brings overlooked local details into view before they become post-move frustrations.

Pickleball court proximity is one of those details. Depending on the employee’s preferences, nearby courts may be a benefit, a drawback, or simply a factor worth knowing before a housing decision is made. The issue is not whether pickleball should drive relocation decisions. The issue is whether employees have enough local context to make informed choices.

As more courts are added across the country, relocation teams have an opportunity to help employees evaluate the daily realities surrounding a potential home.

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Why Pickleball Proximity May Matter in Relocation

Pickleball is no longer a niche activity: 24.3 million people played in 2025, making it the fastest-growing sport in the U.S., with participation increasing 311% in recent years.¹, ²

As the activity’s popularity expands, court proximity is becoming a more relevant factor in neighborhood selection, especially for families sensitive to noise, parking, activity levels, and the daily rhythm of nearby recreational spaces.

To prevent pickleball proximity from creating unexpected stress that undermines family satisfaction and lifestyle alignment, this factor should be addressed early in the relocation process.

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Impact on Destination Planning

The U.S. now has nearly 83,000 pickleball courts4 and approximately 14 new courts are added each day on average.³ Pickleball courts are projected to equal the number of tennis courts nationwide within a decade. For relocating employees, that growth means courts are more likely to appear near neighborhoods, parks, schools, apartment communities, and planned developments under consideration.⁵

Pickleball may not always be the loudest neighborhood activity by decibel level, but its sound profile is distinct. The sharp paddle impact, repetitive rallies, frequent play, and proximity of some courts to homes can make the noise more noticeable and irritating for nearby residents. Levels typically range from 60 to 70 decibels, compared with basketball courts and playgrounds that reach 80 decibels and traffic ranging from 50 to 90 decibels5 Buildings may further amplify sound, increasing the likelihood of irritation for residents living near courts.6 Lawsuits have emerged against homeowners associations citing noise violations, property values, hours of play, etc.⁷

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Assessing Neighborhood Fit Before Arrival

Effective corporate relocation strategy begins with thorough pre-move research. Understanding destination nuances helps employees either seek out, avoid, or at least be aware of pickleball courts when choosing where to live.

Following a needs analysis, NEI partners with qualified real estate agents or Destination Service Partners (DSPs) to provide customized area orientation tours, when authorized, along with pre-trip information resources. Additional steps agents / DSPs can take include:

• Mapping pickleball courts using USA Pickleball’s Places2Play database and municipal GIS systems.
• Reviewing local forums / news coverage to assess community sentiment.
• Checking municipal ordinances for noise limits, curfews, and zoning restrictions.

Digital research establishes a foundation, but in-person evaluation remains critical. During the home-finding trip, agents and DSPs can:

• Tour neighborhoods near courts to observe activity levels, noise, and parking conditions.
• Identify noise mitigation features (acoustic fencing, barriers, or limited hours of play).⁶‍
• Compare housing options near active courts with quieter alternatives farther removed.

This context allows employees to understand trade-offs between recreational access and potential disruption. NEI has found that such insight helps transferees align housing choices with personal preferences.

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Maximizing Destination Satisfaction

Relocation directly affects employee engagement and retention. When employees feel at home, they are more likely to succeed personally and professionally.

• Reducing dissatisfaction: anticipating noise concerns helps prevent avoidable frustration.
• Adding value: access to recreational amenities, including pickleball courts, can enhance relocation packages.
• Proactive risk management: addressing lifestyle factors early reduces the likelihood of post-move housing changes or additional support requests.

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Relocation Amenity or Annoyance?

Pickleball’s rapid growth makes it a relevant consideration in modern relocation planning. Proximity to courts may be a lifestyle advantage or a disruption if overlooked during home finding.

By combining targeted pre-move research with customized destination services, relocation teams can minimize surprises and maximize satisfaction in new communities.

If you would like to discuss this or any other issue in greater detail, please reach out to your NEI representative.

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About NEI Global Relocation

NEI, a certified Women’s Business Enterprise (WBE), partners with over 200 clients—including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. Headquartered in Omaha, Nebraska, with offices in Switzerland and Singapore, NEI helps companies transition employees smoothly across the globe.

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Sources

1. Pickleball: “Pickleball was fastest-growing sport in U.S. for fourth consecutive year, according to SFIA”

2. Pickleball Athletic Club: “How fast is pickleball growing Explosive Growth Shatters US Sports Records”

3. New York Times: “How Pickleball Took Over Thousands of US Tennis Courts”

4. USA Pickleball: “2025 USA Pickleball Annual Facts & Highlights”

5. EVStudios: “Pickleball Court Decibel Levels: Understanding the Noise and Mitigation Solutions”

6. Productive Parks: “Solutions for noisy pickleball courts”

7. Cleveland.com: “Pickleball disputes aren’t just Rocky River’s problem — tensions over the growing sport flare nationwide”

Cybersecurity on the Move

Today’s globally mobile employees face a constant risk: persistent, sophisticated cyber threats that target both the individual and their company.¹

The Cybersecurity and Infrastructure Security Agency (CISA) announced that advanced spyware campaigns are targeting mobile devices and identifying messaging apps as well as social media platforms as primary threat vectors. CISA highlighted spyware capable of capturing messages, emails and authentication codes; enabling remote microphone or camera activation; circumventing device security settings; and propagating through compromised messaging applications. These attacks target both individuals and companies alike.²

For HR and Global Mobility leaders, when cyber security efforts are proactive and evolve to new threats, business traveler/assignee cyber risk becomes manageable.

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The “Routine Travel Is So Low Risk” Assumption

Modern cyberattacks increasingly exploit mobility. According to Verizon’s Data Breach Investigations Report, stolen credentials, compromised devices, and unsecured networks remain leading causes of breaches.

In 2025, they report a 34% increase in attackers exploiting vulnerabilities to gain initial access and cause security breaches and that 44% of all breaches analyzed showed ransomware was present, marking a notable rise from last year’s report. These risks were amplified when employees travel internationally. Public Wi-Fi, hotel networks, airport charging stations, and even rental vehicles can be common attack vectors.³

Also, in 2025 the industry saw a sharp rise in zero-click spyware and social-engineering attacks (e.g., QR codes that instantly link an attacker's device to a victim's WhatsApp/Signal). Both fully updated iOS and Android devices are vulnerable, if the user scans a malicious code or installs a fake updater.

Critically, many networks that appear legitimate should be treated as untrusted. Government agencies advise that foreign networks, regardless of brand or familiarity, should always be accessed through secure channels.

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Practical Controls That Still Matter—And Why They’re Strategic

While the tactics below may feel familiar, their strategic value has increased:

• VPN usage: Encryption remains one of the most effective defenses against interception on public or foreign networks.
• Multi-factor authentication and conditional access: Enforcing MFA and geo-aware access controls significantly reduces account takeover risk.³
• Stop auto connecting: Disable wireless connectivity and Bluetooth so only connecting to networks when one wants to.⁴
• USB data blockers: The risk of “juice jacking” is low but not zero and remains a threat; blocking data transfer while charging reduces exposure.⁵‍
• Travel-only or “clean” devices: Minimize data exposure by issuing devices with limited access rights for high-risk travel (“clean” loaner devices with minimal data), bring only essential devices when traveling internationally and require employees to use strong passwords and disable biometrics before crossing borders.⁶‍
• Situational awareness and screen privacy: Shoulder-surfing and visual eavesdropping remain common in transit hubs.
• Post-travel remediation: Updating operating systems, rotating credentials, and scanning devices after travel reduces lingering compromise risks.

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Not All Destinations Carry the Same Risk

Cyber risk varies widely by country. In some, lawful interception, device inspection, or state-sponsored surveillance is routine. Employees are subject to local laws and corporate data may be exposed simply by crossing a border.⁷

Cybersecurity is a core part of duty of care. Forward-looking organizations should require pre-departure cyber briefings and classify destinations by cyber risk tier. These steps also help organizations align mobility programs with evolving global privacy and data-protection regulations.⁸ Regular, role-based training and integrated mobility-security planning are also no longer optional.³

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Data Breach Ramifications Can Last Years

The long-term legal, reputational, and financial ramifications of a data breach can last years.

For HR and Global Mobility, this is an opportunity to rethink how travel, technology, and duty of care intersect -- and to engage employees earlier, smarter, and more securely in the mobility lifecycle.

“When employees travel internationally, the decisions they make about devices, networks, and data can have enterprise-wide consequences,” said Dar Andrews, CIO, NEI Global Relocation. “While cyber risks can’t be 100% eliminated even doing everything recommended, with awareness, controls, and training, NEI’s found exposure can be significantly reduced.”

If you would like more information on this or any other relocation topic, please contact NEI’s Dar Andrews or your NEI representative or visit www.neirelo.com any time.

For CISA’s Cybersecurity While Traveling Tip Card, visit their website (www.cisa.gov) or click here.

_{The above article is provided for informational purposes only. Please consult your tax, legal, or accounting advisors before making any decisions or transactions.}

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About NEI Global Relocation

NEI, a certified Women’s Business Enterprise (WBE), partners with over 200 clients—including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. Headquartered in Omaha, Nebraska, with offices in Switzerland and Singapore, NEI helps companies transition employees smoothly across the globe.

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References

1. National Institute of Standards and Technology (NIST), “Cybersecurity Framework 2.0”

2. JD Supra, “New Warning on Mobile Spyware”

3. Verizon, “2024 Data Breach Investigations Report”

4. Cybersecurity & Infrastructure Security Agency (CISA), “Cybersecurity While Traveling Tip Card”

5. LastPass, “Juice Jacking in 2025: Want a Side of Malware with That Free Charge?”

6. JD Supra, “Protecting Data While Traveling Internationally”

7. I-Sight, “A Practical Guide to Data Privacy Laws by Country”

8. CISA Report: “Spyware Allows Cyber Threat Actors to Target Users of Messaging Applications”

How HMA and BVO Reduce Relocation Risk

Selling a home is often the most complex and emotionally charged part of an employee’s relocation. In today’s housing market, regional price volatility, and shifting interest rates, the risks associated with managing a home sale independently have only increased.

For this reason, many organizations offer Home Marketing Assistance (HMA) and Buyer Value Option (BVO) programs as part of their relocation benefits. These programs are designed to protect employees during a major life transition while helping employers manage cost, timing, and compliance. When used as intended, they deliver measurably better results than employee-managed home sales. Below, we examine the challenges of employee-managed home sales, the role Home Marketing Assistance plays in reducing risk, and why Buyer Value Option programs remain a best practice in today’s relocation environment.

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The Challenges of Managing a Home Sale Independently

Relocating employees who choose to sell their home without relocation support often underestimate the complexity involved. Without access to current, objective market data, homes may be priced unrealistically, leading to extended time on market, increased carrying costs, and delayed relocations. Employees may also lack access to relocation-experienced real estate professionals who understand transferee timelines and employer expectations.

From an employer standpoint, independently managed sales can result in delayed start dates, policy exceptions, and unplanned costs. In addition, under current IRS rules, most relocation reimbursements are treated as taxable wages, which can reduce the net value of employer support when issues arise outside a structured program. These challenges highlight why many organizations move beyond simply offering home sale benefits and instead take an active role in guiding employees toward structured programs.

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How Home Marketing Assistance Supports Better Outcomes

Home Marketing Assistance provides employees with expert guidance and structure throughout the home sale process. Rather than limiting choice, HMA offers clarity and confidence at a time when employees need it most.

Key elements of HMA include:

• Broker Market Analyses (BMAs) to establish realistic, market-driven pricing
• Access to relocation-trained real estate agents familiar with transferee timelines
• Strategic marketing and staging guidance, supported by ongoing oversight and reporting

These elements help homes sell more efficiently and reduce the likelihood of last-minute exceptions. For HR and mobility teams, HMA creates consistency and visibility, two factors that are increasingly important in today’s complex relocation environment.

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Encouraging BVO Use: A Smart Extension of HMA

When a qualified buyer is secured through HMA, the Buyer Value Option (BVO) allows the employer to purchase the home at the agreed upon sales price terms and manage the resale details. While optional in many programs, BVO participation is strongly encouraged because of the protection it offers.

For employees, BVO provides:

• Faster access to equity for the next home purchase
• Relief from attending the closing and managing post-sale logistics and documentation

For employers, BVO offers:

• Management of sale and closing details allows the employee to start work in the new location quicker and focused on their new role.  
• More predictable relocation costs and reduced exposure to taxable reimbursements

It’s important to note that properly structured BVO transactions are treated differently than direct reimbursements under IRS guidance, helping preserve a more tax-efficient outcome for both parties. As a result, many organizations view BVO participation not as optional, but as a best-practice extension of Home Marketing Assistance.

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Education Is Key to Program Success

Organizations with higher HMA and BVO utilization consistently focus on early, clear communication including specific benefits in their policy documents. Employees are more likely to participate when they understand that these programs are designed to not restrict flexibility but provide much needed assistance with their home sale details. Introducing HMA and BVO during offer discussions and clearly explaining how structured programs help avoid unexpected costs and delays positions these benefits as safeguards rather than constraints. When employees understand the value of these tools, participation increases naturally.

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The Bottom Line

Home Marketing Assistance and Buyer Value Option programs exist to support employees through one of the most challenging aspects of relocation. Compared to managing a home sale independently, these programs provide structure, expertise, and protection, leading to smoother transitions and better outcomes.

By actively promoting the use of HMA and BVO benefits, organizations can reduce uncertainty, manage risk, and deliver a more consistent and effective relocation experience that supports both employee well-being and business objectives.

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About NEI Global Relocation

NEI, a certified Women’s Business Enterprise (WBE), partners with over 200 clients—including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. Headquartered in Omaha, Nebraska, with offices in Switzerland and Singapore, NEI helps companies transition employees smoothly across the globe.

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NEI Earns the Most #1 Rankings in the Industry’s Leading Benchmark for International Mobility Performance

In the twenty-second annual Relocation Managers’ Survey© on international mobility, conducted by Trippel Survey and Research, LLC, NEI Global Relocation achieved more number one rankings than any other relocation management company (RMC), reinforcing its position among the best international corporate relocation companies.

Widely regarded as the gold standard for independent relocation intelligence, the Trippel survey captures direct feedback from corporate mobility leaders evaluating real-world program performance. Its international mobility edition isolates the most critical components of global relocation execution—providing a focused, objective view into what separates top-performing providers.

Independent Benchmarking That Reflects Real Program Performance

Unlike broader industry rankings, the international mobility survey evaluates highly specific aspects of global relocation delivery, including account management effectiveness, supplier coordination, and the strength of local service provider networks.

Because respondents are experienced corporate mobility professionals assessing active programs, the results provide a transparent view into how RMCs perform where it matters most—during execution.
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NEI Achieves the Highest Number of #1 Rankings

Across five key performance categories, NEI recorded the highest number of top rankings in the survey:

• NEI: 5 total #1 rankings
  
  • Two #1 rankings in average score
    
  • One #1 ranking in net satisfaction
  • Two ties for #1 in net satisfaction

While several providers earned #1 or tied #1 rankings in specific categories, NEI achieved the most overall.

This distinction reflects consistent, high-level performance across multiple areas of international mobility, rather than isolated category wins.
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Category Leadership in Critical Areas of International Mobility

NEI achieved top placement in several of the survey’s most consequential categories, including:

Selection of On-the-Ground Local Service Providers

Rank: #1 (Average Score and Net Satisfaction)

This category is one of the most critical indicators of international relocation success.

While global mobility programs are often evaluated at a strategic level, execution ultimately depends on local delivery. Immigration specialists, destination service providers, and other in-country experts directly shape the employee experience during a move.

Strong performance in this area reflects:

• Effective vetting and selection of local partners
• Consistent service quality across geographies
• Reliable navigation of country-specific compliance requirements
• Faster resolution of issues during the relocation process

In practice, this is where the difference between planning and execution becomes most visible.

Satisfaction with the RMC’s Team Supporting Expats

Rank: #1 (Average Score and Net Satisfaction)

This category reflects the effectiveness of the personnel responsible for managing international assignments. High performance here indicates strong coordination, clear communication, and the ability to support employees through complex, cross-border transitions.
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A More Focused View Than Traditional Surveys

This international mobility survey is distinct from the Fall Relocation Managers’ Survey, which evaluates total program management across both domestic and global services.

By focusing specifically on international mobility, the Spring survey provides deeper insight into the capabilities required to manage cross-border relocations—making it especially valuable for organizations evaluating providers for global assignments.
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What This Means for Companies Evaluating International Mobility Providers

For organizations seeking the best international corporate relocation company, independent benchmarks like the Trippel survey offer meaningful guidance.

The results demonstrate that:

• Performance differences between providers are measurable
• Execution quality varies across key areas of service delivery
• Local partner networks play a defining role in overall success

NEI’s performance in this year’s survey reflects strength in the areas that most directly impact international relocation outcomes.
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Explore the Full Results

To review the complete findings from the twenty-second annual Relocation Managers’ Survey© on international mobility, including detailed category insights and comparative performance data, download the full report.

Download the Full International Mobility Survey Report

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Supplier Diversity Trends Shaping 2026 Sourcing Strategies

Supplier diversity programs are entering a new phase, and supplier diversity is seen today as a value-creating function. Political shifts, economic uncertainty, and increased scrutiny mean programs must remain adaptable, data-driven, and aligned with companies’ business strategies.  
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Supplier Diversity Trends  

Insights from the “Supplier.io 8th Annual Report: 2025 State of Supplier Diversity – Trends, Transitions, and Plans for the Future” show how leading organizations are adapting their strategies amid economic uncertainty, political scrutiny, and evolving supply chain demands.

For HR, mobility and procurement professionals, the message is clear: supplier diversification is no longer a “nice to have.” It’s a sourcing strategy that drives resilience, competitiveness, and expansion.

Supplier diversity programs continue to receive strong backing from senior leadership, despite shifting external narratives:  

• Executive support remained for most programs and even grew for some with:
  
  • 87% of respondents report the same or even more executive support; and
  • 51% of respondents report that the program is strategically important.
• Leaders want programs that clearly align with enterprise priorities like cost control, risk mitigation, talent attraction, and market expansion. This pushes supplier diversity teams to speak the language of business outcomes, not just spend.
• Increased focus on small and local suppliers for increased supply chain flexibility. This highlights a change in how organizations talk about supplier diversity. Programs that grew support were able to successfully connect the value of their programs to measurable business value.
• Half of respondents adjusted their language to emphasize inclusion of small businesses and broader responsible sourcing goals. This reflects a pragmatic approach: supplier diversity programs are being positioned as inclusive, economically impactful initiatives that support a wide range of business objectives, and for procurement teams, essential to help sustain business momentum internally and externally.
• 49% of respondents publicly shared their results this year, down from 63%. Leaders shifted how they talk about their programs -- from community benefit to company / supply chain value and resilience (the most common benefit cited).
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Data Integrity is Non-Negotiable

As expectations rise, data modernization is a top priority for supplier diversity teams. Reliable data enables leaders to answer questions from executives, clients, and regulators and the Supplier.io 2025 report shows an expansion in how success is measured. Organizations are tracking outcomes such as:

• Influence on winning client RFPs
• Cost savings and operational efficiencies
• Economic impact, including job creation and community investment

These metrics reinforce supplier diversity as a value-creating function.
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Preparing for 2026: Innovation, Speed, and Flexibility

The Supplier.io 2025 report shows many companies continue plan to expand sourcing with diverse and small businesses, recognizing diverse suppliers often bring critical qualities such as innovation, speed, and flexibility. Programs are:

1. Expanding: Leaders are expanding the scope of their programs:
   • 38% plan to deepen their focus on small suppliers, and  
   • 46% expect to increase small supplier sourcing efforts, tying supplier diversity more directly to sourcing strategy, competition, and resilience.
2. Strengthening Reporting: Organizations are planning meaningful changes driven by rising expectations for transparency, business alignment, and sourcing performance. A notable shift is in reporting:
   
   • 30% increase in internal tracking,  
   • 34% increase in economic impact reporting, and  
   • 56% of companies plan to report publicly.  
3. Shifting Positioning: Instead of framing programs solely around participation, organizations are emphasizing business outcomes:  
   
   • half of respondents are prioritizing supply chain resilience, and
   • half are focusing on economic impact as a key measure of success.

The Tier 1 Opportunity Lies in Partnership

Programs that connect diverse suppliers to real business needs will be best positioned to thrive in 2026 and beyond.

For HR and procurement professionals and for nationally certified women-owned businesses—like NEI Global Relocation—serving as Tier 1 suppliers, the opportunity lies in partnership.  

For HR and procurement professionals, the value is in aligned partnership. As a nationally certified women-owned Tier 1 supplier, NEI enables clients to direct 100% of invoiced and reimbursed spend toward Tier 1 diversity goals—integrating performance and compliance into a single, measurable outcome.

If you would like to discuss supplier, diversity global relocation, mobility or talent management strategy trends, please contact your NEI representative any time.

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About NEI Global Relocation

NEI Global Relocation (NEI), a certified Women’s Business Enterprise (WBE), partners with over 200 clients—including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. Headquartered in Omaha, Nebraska, with offices in Switzerland and Singapore, NEI helps companies transition employees smoothly across the globe.

NEI has consistently earned strong rankings in independent industry surveys, including the Trippel Nationwide Relocating Employee Survey and the Trippel Relocation Managers’ Survey, which highlight performance in both employee experience and client satisfaction. Recently, NEI has also been honored with multiple Gold Stevie® Awards, including recognition for Company of the Year – Business or Professional Services and Customer Satisfaction at the International and American Business Awards. These accolades reflect NEI’s commitment to service excellence and its leadership in the global mobility industry.

Combining consultative expertise, benchmarking, trend analysis, innovative technology, and end-to-end relocation solutions, NEI empowers organizations to make confident global mobility decisions and deliver exceptional relocation experiences.

^{The above article is provided for informational purposes only. Please consult your tax, legal, or accounting advisors before making any decisions or transactions.}

NEI Sustainability Progress: CDP Rating and 2025 Impact Results

NEI 2025 CDP Assessment Rating

NEI is pleased to announce that it has earned an overall ”B” rating in the latest annual CDP (formerly Carbon Disclosure Project) assessment, recognizing the company’s strong transparency and effective management of environmental impacts across climate change, water security, and deforestation.  

“This score reflects NEI’s continued progress in identifying, managing, and reducing environmental risks, as well as its commitment to providing high-quality ESG data to investors and stakeholders,” said Andrew Dyer, NEI’s Director, Procurement and Global Service Partner Relations. “Achieving a ‘B’ rating positions the company above the global average and demonstrates meaningful action toward building a more resilient and sustainable economy.”

NEI’s green efforts include greener supply chain management and partnering with sustainable service partners around the globe. Many household goods carriers used have implemented a formal environmental plan, including the use of engines built for greater fuel efficiency.

This achievement is largely driven by our Green Team, whose leadership advances practical solutions that reinforce NEI’s commitment to sustainability and community stewardship.
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NEI Client Discard & Donate Program 2025 Results

Our long relationship with Home Sweet Home and their Discard & Donate Program continues to help the environment and support green initiatives for both NEI and our clients.  

In 2025, the Discard and Donate program directly supported NEI’s clients’ sustainability efforts, including:

• 1,294,628 lbs. of household goods shipment weight was eliminated!
• 51,785 lbs. of cardboard/paper reduction
• 431 trees saved
• 1,293 trees to be planted
• 20,714 gallons of fuel saved
• 204.92 metric tons of CO2e (Carbon Dioxide Equivalent) impacted
• Total cost savings of $931,249
• Average NEI client savings using Discard and Donate were $1,076 U.S domestic moves & $728 international moves in 2025

“NEI encourages our clients to include this program in their policies,” recommends Amy Smith, NEI’s Director, Global Mobility Strategies. “In addition to being good for our planet, it’s a way to accomplish many sustainability goals that include less boxes, which equates to the saving of trees which ultimately reduces the weight of the shipment, saving costs, fuel and CO2 emissions.”  
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Your Eco-friendly Corporate Neighbor

NEI's Corporate Sustainability Program is in place to be sustainable at every stage of the relocation management process. We maintain sound business processes throughout our operations and engage in activities to promote environmental sustainability as a socially responsible corporate citizen. 

Our leadership in identifying and developing solutions helps ensure we remain an eco-friendly corporate neighbor in the communities where we live, work, and play.

If you would like more information on this or any other relocation topic, please contact your NEI representative or visit www.neirelo.com any time.

^{The above article is provided for informational purposes only. Please consult your tax, legal, or accounting advisors before making any decisions or transactions.}

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How Saudi Vision 2030 Is Reshaping Global Mobility Strategy

Global HR and mobility leaders are encouraged to move beyond “relocation logistics and support” to “strategic enabler” for Saudi Vision 2030 market entry support and long-term ROI.
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Fueling a Talent Mobility Wave

Saudi Vision 2030 is a national transformation strategy to diversify Saudi Arabia’s economy, grow the private sector, and modernize society by 2030 in sectors such as construction, technology, tourism, logistics, retail and business services.¹  

As of this writing, the Kingdom’s surpassed its target of 500 multinational companies establishing regional headquarters there:

• 675 international firms established their regional headquarters in Riyadh and the number could surpass 1,000 by 2030.^2,6
• Companies that have established regional bases there include Northern Trust, IHG Hotels & Resorts, PwC, Deloitte, Citigroup, Braun, MicroStrategy, Lenovo, Nvidia, Salesforce and more.²
• 80 percent of global companies surveyed plan to expand trade and investment there within the next five years.⁷
• This initiative has contributed to a significant drop in Saudi unemployment, which fell from 12.8% in 2018 to 7.1% by mid-2024, surpassing the original Vision 2030 goal of 8%. The Kingdom has updated its target to 5% by 2030.⁴

But 2030 is a target, not an expiration date. Companies should not plan deployments there as time-bound engagements. Rather:

“Saudi Arabia’s evolving immigration and residency frameworks are fundamentally reshaping how truly global organizations access and deploy talent,” states Mollie Ivancic, SVP International Services at NEI Global Relocation Company. “As Vision 2030 accelerates, companies that partner with experienced global mobility experts are best positioned to flawlessly build compliant, flexible, and sustainable talent pipelines.”
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“Saudization” as an Opportunity

As over half the nation’s population is under 35, the “Saudization” program -- officially the Nitaqat labor nationalization framework -- seeks to lower dependence on foreign workers.  

For Vision 2030, the country’s “localization” policy refers to rules that increase the participation of Saudi nationals in the workforce and domestic economy. Multinationals are required to hire a specific number of Saudi nationals based on size, sector and existing workforce. The policy assigns companies to compliance bands based on the percentage of Saudi nationals employed and includes quota incentives and penalties. Quota thresholds are sector-specific and enforceable; firms that miss targets can face visa / work-permit restrictions and penalties. Localization mandates extend into skilled roles like engineering, procurement, technical services, and finance. ³

Instead of viewing localization as a hiring constraint, HR and Global Mobility leaders can protect visa availability and strengthen compliance by deploying expats with clear knowledge-transfer plans, formal training programs for Saudi nationals, and phased workforce sequencing using expatriate assignments to build capability before transitioning roles to localized hires.⁵  

Family Readiness is Imperative

Family and lifestyle considerations remain a decisive factor in assignment success to Saudi Arabia. Extreme heat during summer, high living costs, shortened work hours during Ramadan, cultural shock, etc. makes pre-departure cultural training and spouse/family guidance mandatory for success. Employers must also provide clear:  

• Housing strategies that prioritize locations with community infrastructure, schooling and safety; including support with liquidity, such as initial rental payments where 12-month upfront commitments are typically required.
• Compliant, mandatory health insurance and insurer support to navigate a competitive, but sometimes costly and complex, private healthcare system;
• Schooling options for children that integrate into relocation planning; and
• Flexible work schedules during the year’s hottest months (June, July and August).

Structuring a comprehensive approach with tailored guidance for family readiness so no stone is left unturned elevates Global Mobility from operational delivery to employee experience and ROI optimization.  
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Expertise for Market Entry  

Saudi Vision 2030’s economic diversification created demand for untraditional country talent profiles today like data scientists, digital strategists, renewable energy experts, and tourism and hospitality professionals.  

For streamlined talent pipelines, one of the most powerful planning levers may be how companies structure immigration pathways. Saudi has introduced alternative residency options that reduce dependency on traditional employer sponsorship and allow greater flexibility in assignment duration, tax planning, and family integration.³

Employers must conduct a thorough assessment of the assignment's purpose to ensure compliance and alignment with start dates and consider key nuances:

• Correct Visa & Risks: The Kingdom’s immigration system is structured with each visa type defining the holder's legal purpose, rights, and limitations. Applying for fast-track visas that do not fully align with the role’s long-term purpose may have implications on compliance and fines.
• Immigration Timeline & Residency Status (Iqama): Saudi immigration requires advance planning and document preparation. Build buffer time into relocation plans for the pre-Iqama phase and involve local experts.
• Highly Digitized Environment: Saudi Arabia’s digital systems (Qiwa, Absher, Muqeem) provide transparency, but demand accountability and knowledge to navigate these portals.  

“As corporate governance is key, partner with expert local immigration counsel, invest in training Mobility and HR teams on nuances, and establish a clear chain of responsibility for visa lifecycle management,” states Marie O’Neill, Managing Director and Co-Owner of EER Middle East. “In the rapidly evolving Saudi market, one’s agility and compliance are direct contributors to a successful relocation.”
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Unlocking Strategic Value Before 2030

Saudi Arabia has created a new landscape for global relocation management, destination services, housing, spouse/family support and immigration compliance. HR and Global Mobility leaders should focus on quality, consistency and excellence in service delivery and a company’s proven global experience when choosing a relocation partner. Ensuring these are factored into selection criteria will align partner capabilities with strategic mobility and talent pipeline outcomes.

Reframing Mobility from administrative support to strategic ecosystem design ensures that global organizations are not only compliant, but positioned to thrive in the country’s evolving business landscape.
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About NEI Global Relocation

NEI Global Relocation, a certified Women’s Business Enterprise (WBE), partners with over 200 clients— including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. With offices in the U.S., Switzerland and Singapore and local partner specialists in each country, NEI helps companies transition employees smoothly across the globe.
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About EER Middle East

EER Middle East is a leading relocation, immigration and corporate services provider with over 20 years of experience supporting individuals, families and businesses across the region. With deep local expertise in the UAE and Saudi Arabia, and coverage across the wider GCC, EER Middle East delivers seamless, end-to-end solutions that help clients relocate, establish and thrive with confidence.  

^{This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction
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References

1. Vision 2030 economic impact, diversification, non-oil sector growth. Arab News
2. Vision 2030 propelling Saudi Arabia’s global reputation. Arab News – Japan
3. Premium Residency and talent attraction initiatives. The Times of India
4. Localization and Saudization expansion in skilled sectors. Arab News
5. Human capital development and workforce strategy under Vision 2030. Motaded
6. Saudi minister forecasts $133bn of foreign inflows over five years. AGBI
7. Saudi trade: 80% of global firms plan expansion in Kingdom. Arabian Business

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Household Goods Shipping Trends Shaping Mobility in 2026

As organizations recalibrate global mobility strategies amid cost pressures, workforce fluidity, and geopolitical uncertainty, household goods shipping has become both more critical and more complex.  

NEI Global Relocation connected recently with Nolan Whitely, Global Relocation at Ace Relocation Systems, a trusted provider of U.S. domestic and international household goods services, to discuss the market forces shaping corporate relocations and how mobility teams are responding.

Enjoy NEI’s recent Q&A with Nolan below on trends impacting corporate relocations from a household goods (HHG) perspective.
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Cost & Capacity: What cost pressures are most affecting HHG shipments today, and where is volatility highest?

Cost pressure today is coming from several angles at once. Wage inflation along with equipment/material costs being the most significant drivers on the domestic side, while internationally we continue to see volatility tied to fuel costs, port congestion, container availability, and geopolitical disruption. What makes this environment challenging for mobility teams is that pricing and transit expectations can change faster than traditional budgeting cycles allow, requiring more proactive forecasting and communication – even more reason to work with the best partners to assist in those capacities.
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Service Delivery: How have your corporate clients’ expectations around speed, flexibility, and service evolved?

Corporate clients and their relocating employees expect more transparency and flexibility than ever before. Speed still matters, but predictability and communication matter just as much. Clients want real-time updates, proactive issue resolution, and service models that adapt to employee needs rather than forcing employees into a preset, rigid process. There is also a growing emphasis on high-touch support, especially for senior leaders, while still maintaining consistency and fairness across broader employee populations.
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Cost Containment: What adjustments have you made to protect employee experience while managing costs?

We’re all facing the same challenge: contain costs in a rising cost environment without sacrificing quality or service. In the household good shipping space, this is being achieved through smarter planning in all ways – from earlier shipment forecasting to more detailed shipment analysis and closer collaboration with RMC partners to align expectations before a move begins. We also help clients evaluate shipment size thresholds, storage strategies, and mode selection to ensure the most cost-effective strategy is employed in each move scenario.

Many times, a transferee will access their relocation benefits based on what they are eligible for rather than what they need – we’re realigning that dynamic through a proper needs assessment. The goal is to manage spend through better decision-making, not by cutting corners that negatively impact the transferee experience.
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Technology: How is technology improving HHG shipment visibility for HR and relocating employees?

Technology has become a critical enabler for confidence and trust in the relocation process. Enhanced shipment tracking, digital documentation, and centralized communication platforms give both HR teams and employees clearer visibility into where a shipment stands and what to expect next.  

For mobility teams, this means fewer reactive escalations and better data to manage exceptions. For employees, it reduces anxiety and reinforces that their move is being handled professionally and proactively. Tech enhancements aren’t changing how we pack a box or load a shipment, but they are improving mobility management tools and the transferee experience at every level.
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Looking Ahead: If advising a global mobility leader redesigning their HHG program for the next year, what would you tell them to prioritize? Do you see HHG programs changing?

I would encourage mobility leaders to prioritize flexibility, supplier accountability, and data-driven decision making. HHG programs are evolving to become more consultative rather than transactional. That means selecting partners who can adapt to changing business needs, offer clear guidance during disruption, and support both domestic and international volume seamlessly. We are also seeing programs place more emphasis on employee experience metrics alongside cost controls, recognizing that relocation success directly impacts talent retention and productivity.

Partnerships: Finally, in your experience, what drives consistent, high-performing supplier–RMC partnerships?  

Consistent performance comes down to trust, transparency, and shared accountability. Our strongest RMC partnerships are built on open communication, aligned service expectations, and a willingness to collaborate when challenges arise, not just when things go well.  

Day to day, that shows up as regular check-ins, quick escalation paths, and honest conversations about capacity, pricing, and employee needs. The landscape we work within is always changing as are the needs of our clients and transferees, but with the strength of our RMC partnerships, we can navigate that landscape with ease and create solutions for client needs before the need even arises.  
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Final Thoughts

Looking ahead, successful household goods programs will be those that balance employee experience with operational discipline and risk management. Perspectives such as these above underscore the value of partners who understand how shipment strategy fits into broader mobility, costs, and talent objectives.

Thanks again to Nolan Whitely for his perspective. If you would like to discuss this global relocation topic, workforce dynamics, emerging challenges or any other issue in greater detail, please reach out to your NEI representative at 800.533.7353.

^{The above article is provided for informational purposes only. Please consult your tax, legal, or accounting advisors before making any decisions or transactions.}

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When Rent Outpaces Income: What It Means for Relocation Programs

A large share of the renting population today is paying more for housing than they may reasonably afford. What can companies do to support such relocating employees?

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Hotspots Where Renting is Tightest

The median price for a home sold in January 2026 was $396,800, up 0.9% year over year -- the highest January price on record -- but rental affordability also continues to be an issue across many U.S. states and securing stable, affordable housing will continue to require income levels that are out of reach for many.¹⁰

• U.S. Census Bureau data shows 21 million renter households -- or 49.7% of renters -- spent more than 30% percent of their income on housing (rent plus utilities).¹  
• Between 2019 and 2023 the share of renters with cost burdens increased in 43 of 50 U.S. states and 89 of the 100 largest metro areas.³
• Between 2017 and 2025, median weekly earnings grew by 38%, while rents increased by 50%.⁹

When considering specific metro areas in the U.S., 12.1 million renter households were identified as “severely cost-burdened” (spending over 50% of income on housing).²

• New York City, San Jose, and Boston are among the most demanding markets in terms of income needed to rent comfortably.⁴  
• Florida metros show over 60% of renters were reported as “cost burdened” (spending 30%+ of income on housing).⁵
• The San Francisco Bay Area shows 56% of renters also as cost burdened, especially in outer suburban areas.⁶  

Supply constraints and cost pressures prove a mismatch between demand and available affordable rental supply while rising construction/land costs can worsen the situation.  

Why Renters are Stretched Thin

A 2025 Zillow analysis found renters in eight major U.S. metro areas now need to earn over $100K annually to “comfortably afford” typical rents – up double since 2020.⁴  

When asked what would motivate them to move, renters say affordability is a top reason for all age groups and areas sought out are where rental prices have dropped most. These include Las Vegas, metro Atlanta, and Austin as well as the most affordable markets with the lowest required income of Buffalo ($55K income), Oklahoma City ($56K) and Louisville ($57K).⁷

“Renters focused on affordability are often willing to make compromises, like choosing a longer commute, fewer amenities or fewer on-site services,” said Jiayi Xu, Economist at Realtor.com. “It shows that many households are carefully weighing costs against lifestyle, making tradeoffs to find a home that better fits their budget.” ⁸

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How Employers Can Help Relocating Renters

For companies, these affordability pressures cannot be ignored. Relocating renters moving to high-cost cities face both sticker shock and financial stress, which can affect retention and performance. Employers can provide support such as:

• High cost of housing assistance or rental assistance to offset cost burdens in expensive metros
• Flexible location policies that allow remote or a hybrid work week where possible, giving employees options to live in more affordable markets
• Increased rental finding and counseling so employees can make informed choices
• Opportunities to explore home purchase such as real estate referrals, mortgage counseling, and new home closing cost reimbursements

NEI Global helps play a critical role for clients and renting transferees by leveraging local service partners and their market expertise through:

• Conducting destination housing affordability assessments before moves
• Integrating destination location planning tools into client relocation offer packages to help employees balance rent with other expenses
• Negotiating with landlords and corporate housing providers to secure competitive lease terms
• Offering short-term housing or temporary accommodation solutions to ease transitions
• Educating employees and clients on purchase opportunities when rental affordability and/or availability is out of reach

These strategies offered to relocating employees can help candidates make informed decisions and mitigate the immediate financial strain employees face when relocating into high-rent environments.

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Not Confined to the Coasts  

Millions of renters are locked into housing budgets that strain their expenses. Relocation professionals, recruiters, and hiring managers are encouraged to recognize these obstacles and consider all proactive measures possible to secure and relocate the talent you need.

If you would like to discuss this or any other issue in greater detail, please reach out to your NEI representative at 800.533.7353.

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About NEI Global Relocation

NEI, a certified Women’s Business Enterprise (WBE), partners with over 200 clients—including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. Headquartered in Omaha, Nebraska, with offices in Switzerland and Singapore, NEI helps companies transition employees smoothly across the globe.

NEI has consistently earned strong rankings in independent industry surveys, including the Trippel Nationwide Relocating Employee Survey and the Trippel Relocation Managers’ Survey, which highlight performance in both employee experience and client satisfaction. Recently, NEI has also been honored with multiple Gold Stevie® Awards, including recognition for Company of the Year – Business or Professional Services and Customer Satisfaction at the International and American Business Awards. These accolades reflect NEI’s commitment to service excellence and its leadership in the global mobility industry.

Combining consultative expertise, benchmarking, trend analysis, innovative technology, and end-to-end relocation solutions, NEI empowers organizations to make confident global mobility decisions and deliver exceptional relocation experiences.

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^{This material has been prepared for informational purposes only and is not intended to provide, and should not be relied on for tax, legal or accounting advice. Please consult your own tax, legal and accounting advisors before engaging in any transaction.}

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Sources

1. ‍U.S. Census Bureau: “Nearly Half of Renter Households Are Cost Burdened” (census.gov) ‍
2. Novoco: “CHS Update to the American Rental Housing Report” (novoco.com) ‍
3. NCSHA: “Annual JCHS Report Finds Housing Affordability Challenges Persist; Issues Strong Call for Action” (ncsha.org) ‍
4. Zillow: “Renters Need to Earn $100K in Twice as Many Markets Than in 2020” (Zillow) ‍
5. Business Insider: “U.S. Cities Where Renters Struggle the Most” (businessinsider.com) ‍
6. SFChronicle: “Most Bay Area renters are ‘cost-burdened’ — especially in these areas” (sfchronicle.com) ‍
7. Realtor.com: “August 2025 Rental Report: Two Years of Declining Rents Have Renters Ready To Make a Move” (realtor.com) ‍
8. MortgagePoint: “Renters Move Toward Better Affordability as Prices Ease” (mortgagepoint) ‍
9. The Urban Institute: “In an affordability crunch, Gen Z adults are leaning on their parents for financial help” (CNBC.com) ‍
10. CNBC: “Realtors report a ‘new housing crisis” (CNBC.com)

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How New FinCEN Reporting Requirements Impact Relocation Transactions

Corporate relocation programs often intersect with complex financial and regulatory frameworks—particularly when real estate transactions are involved. Recent developments from the Financial Crimes Enforcement Network (FinCEN) introduce new reporting requirements that may affect certain residential real estate transactions tied to employee relocations.

For global mobility and HR leaders, understanding how these rules may influence relocation transactions is an important step toward maintaining compliance while continuing to deliver seamless employee mobility.

Understanding the New FinCEN Rule

FinCEN, a bureau of the U.S. Department of the Treasury, has implemented new reporting requirements designed to increase transparency in residential real estate transactions. The rule is part of a broader effort to combat money laundering and illicit financial activity within the U.S. housing market.

Under the new regulation, certain non-financed residential real estate purchases made through legal entities or trusts may trigger mandatory reporting requirements. In these cases, reporting professionals—such as title companies, settlement agents, or attorneys involved in the closing process—may be required to collect and submit information about the beneficial owners behind the purchasing entity.

While the rule primarily targets high-value cash purchases used to obscure ownership, its scope means that a variety of real estate transactions—including those connected to corporate relocation programs—could fall within its reporting framework.

Why Mobility Programs Should Pay Attention

For relocation management companies, the most relevant impact occurs during the home purchase process, when a relocation provider acquires a property from the transferring employee as part of a home sale program.

Under the new requirements, NEI has an obligation to report each qualifying property acquisition it completes. As a result, NEI will gather certain information from the relocating employee in order to meet these reporting obligations. Much of this information is already collected through standard relocation processes, but the FinCEN rule introduces an additional compliance responsibility tied to the transaction.

The resale of the property to an outside buyer is typically handled through traditional real estate channels, and NEI generally has little, if any, obligation to participate in reporting that portion of the transaction. However, depending on the circumstances, the relocating employee may be asked to provide information to the party responsible for reporting during the resale process.

Understanding these distinctions helps ensure that all parties involved in a relocation transaction remain aligned with evolving compliance expectations.

Implications for Corporate Relocation

In practice, these new FinCEN reporting requirements may introduce additional steps during certain real estate transactions tied to relocation programs. While most moves will proceed as usual, organizations should be aware of a few potential operational impacts:

1. Additional identity verification.
   Settlement professionals may request more detailed information regarding individuals who ultimately control a purchasing entity.
2. Expanded documentation requirements.
   Transactions involving entities or trusts could require supplemental reporting to FinCEN.
3. Slightly extended closing timelines.
   In some cases, gathering required information may add modest administrative steps to the closing process.

For relocating employees, these changes will generally remain behind the scenes. However, mobility teams and relocation management providers may play an important role in coordinating documentation and ensuring transactions proceed smoothly.

Looking Ahead

FinCEN’s new reporting requirements reflect a broader trend toward increased transparency in real estate transactions. While these rules are not specifically targeted at corporate relocation programs, mobility leaders should remain aware of how evolving compliance frameworks intersect with the home purchase and sale services often included in relocation benefits.

With the right planning and coordination, organizations can continue delivering efficient relocation experiences while maintaining alignment with regulatory expectations.

About NEI Global

NEI Global Relocation, a certified Women’s Business Enterprise, partners with over 200 clients— including Fortune Global 100, Fortune 500, and Fortune 1000 companies—to deliver world-class global mobility and assignment management solutions. With offices in the U.S., Switzerland and Singapore and local partner specialists in each country, NEI helps companies transition employees smoothly across the globe.

^{This article is provided for informational purposes only and should not be considered legal, tax, or accounting advice. Organizations should consult their legal, tax, or compliance advisors regarding how FinCEN reporting requirements may apply to specific transactions.}

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Kansas Enacts SB 244: New ID Requirements and Ongoing Legal Challenges

Kansas recently enacted Senate Bill 244 (SB 244), legislation that introduces new requirements related to identification documents and sex classification under state law. The measure has generated national attention primarily because of its retroactive effects on certain state-issued IDs. For employers managing domestic relocations, assignments, or compliance requirements in Kansas, it is important to understand what the law does and how it may affect employees.

Legislative Timeline

The Kansas Legislature passed SB 244 in late January 2026. Governor Laura Kelly vetoed the bill on February 13, but the legislature overrode the veto on February 17–18 with the required supermajority vote. The bill then became law upon publication in the Kansas Register, and took effect February 26, 2026.

Key Provisions of the Law

SB 244 establishes that certain state records and facilities must recognize sex as recorded at birth. The law applies across several areas of state policy, including public facilities and state-issued identification documents.

For purposes of mobility and employment administration, the most relevant provisions concern driver’s licenses and other state-issued IDs.

Under SB 244:

• State-issued IDs must reflect the individual’s sex as recorded at birth.
• Kansas agencies are prohibited from issuing new identification documents that list a sex that differs from the birth record
• IDs previously issued with a sex different from the birth record may be considered invalid under the new statute and subject to reissuance reflecting the birth-record designation at the holder’s expense.

The retroactive element of the law— requiring correction or reissuance of existing IDs—is one of the aspects that distinguishes Kansas’ approach from policies in other states. Some states have considered or implemented limits on changing gender markers on future documents, but retroactively invalidating existing IDs appears to be uncommon.

Legal Challenges

Two Kansas residents have filed a lawsuit in state district court challenging SB 244. The plaintiffs argue that the law violates protections under the Kansas Constitution. The American Civil Liberties Union (ACLU) is representing the plaintiffs and has asked the court to temporarily halt enforcement of the law while the case proceeds, but the injunction was denied on March 10, 2026.

Depending on how the district court rules, the case could proceed through Kansas appellate courts and potentially into federal litigation if federal constitutional claims are raised.

Implications for Mobility Programs

For companies relocating employees into Kansas, the law primarily creates administrative and documentation considerations.

1. Employees who previously obtained Kansas identification listing a sex different from the birth record may be required to obtain updated identification under the new requirements, which could affect driver’s licenses and other state-issued IDs used for employment verification or everyday purposes.
2. Employees relocating into Kansas may encounter different identification standards than in their prior state of residence. Many states allow gender marker updates or offer additional identification options, while Kansas now requires alignment with the birth record for state IDs.
3. Organizations should anticipate potential short-term uncertainty while litigation proceeds. Court decisions could affect enforcement timelines or administrative procedures.

What Mobility Leaders Should Watch

Mobility and HR leaders should monitor three areas:

• Implementation guidance from Kansas agencies regarding reissuance procedures.
• Court rulings that may temporarily block or modify enforcement.
• Legislative developments in other states, as policies related to identification markers continue to evolve.

At present, Kansas’ retroactive approach remains unique, but the broader regulatory landscape around identity requirements is still developing. Companies relocating employees should ensure compliance processes account for these evolving state-level requirements.

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Middle East - SERVICE ALERT

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As military activity in Iran continues and Iranian forces conduct retaliatory strikes against U.S. bases and assets in the region, the U.S. Department of State has urged Americans to depart multiple countries while commercial travel options remain available due to escalating security concerns.

• An ordered departure has been issued for U.S. citizens in Bahrain, Egypt, Iran, Iraq, Israel, the West Bank and Gaza, Jordan, Kuwait, Lebanon, Oman, Qatar, Saudi Arabia, Syria, the United Arab Emirates, and Yemen
• Ongoing hostilities are prompting commercial airlines to cancel or delay flights throughout the region
• U.S. embassies are impacted as follows:
  
  • Closed indefinitely / temporary: Saudi Arabia, Kuwait, Lebanon, and Israel
  • Suspended / limited services: Consular operations are heavily reduced in Iraq, Qatar, the United Arab Emirates, and Pakistan
  • The State Department has ordered non-emergency staff to leave multiple countries and urged U.S. citizens to depart Bahrain, Egypt, Iran, Iraq, Israel, Jordan, Kuwait, Lebanon, Oman, Qatar, Saudi Arabia, Syria, the U.A.E., and Yemen

The situation remains fluid, and guidance, travel availability, and diplomatic operations may change quickly as conditions evolve.

Americans who require assistance arranging departure via commercial transportation may contact the Department of State at +1-202-501-4444 (from overseas) or +1-888-407-4747 (from within the United States and Canada). U.S. citizens traveling internationally are strongly encouraged to enroll in the Smart Traveler Enrollment Program (STEP) to receive real-time security updates and allow the Department to reach them quickly in an emergency. Non-U.S. citizens should contact their respective embassies or consulates for country-specific guidance and assistance, as procedures and available support may vary by nationality. Individuals are encouraged to monitor official communications from their home country’s foreign ministry or diplomatic mission for the most current information.

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Older Posts: March 3, 2026

On Saturday, the launch of Operation Epic Fury in the Middle East caused immediate travel and security disruptions, including airspace closures over the UAE, Israel, Qatar, and other countries in the region, flight cancellations and diversions, unsafe maritime transit through the Strait of Hormuz and the Red Sea, and port closures.

NEI Response: Starting Saturday and continuing through the weekend, NEI identified impacted transferees and assignees and contacted them to confirm their safety and identify any immediate needs. NEI shared status updates with clients on affected employees. Where necessary, services -particularly in travel and temporary housing - have been adjusted.

NEI Ongoing Actions: NEI continues to work with clients and service partners to assess conditions in the region and determine best course of action to support transferees and assignees. Destination services in impacted countries have been temporarily halted until conditions are stabilized. Clients should anticipate potential increases in household goods freight costs due to War Risk and Security surcharges, scheduling volatility, and possible last-minute routing or port adjustments.

NEI will continue to monitor developments and provide updates as more information becomes available. Please contact your NEI representative with any questions or for case-specific guidance.