Energy firm Drax employs around 3,000 people globally. As well as its headquarters in the UK, it has offices in the US, Canada and Japan.
It has a small mobility programme, relocating employees to support new projects and business development. Seema Kaul, global mobility and domestic relocation manager at Drax, explains: “We might need to move a senior, strategic person to drive a project, or relocate employees with a specific skillset. It’s good to send internal employees as they understand the business.”
The length of an assignment can vary, with some less than 12 months and others lasting for two years or more. Regardless of how long an employee is relocated, the approach to supporting them is always the same, says Kaul. “We’ve put policies and processes in place to standardise our approach and ensure fairness and transparency,” she explains. “There are so many things to consider with global mobility, from internal logistics, such as system set up, to how the move will affect their benefits and family requirement. Consistency is essential with global mobility.”
For example, all employees who are relocated receive a core benefit that covers support with areas such as immigration, tax, housing and flights. “This takes care of everything from work permits to housing and schools,” says Kaul. “It ensures compliance and allows the employee to focus on their role.”
Flexibility is also essential. Every employee will have different needs so relocation packages are customised. “One employee might be relocating with their family and need support with this; another might be renting out their home in the UK and need a furniture allowance while they’re away,” she says. “We’ll discuss everything with the employee to ensure they’re well prepared.”
Ongoing support is also key with overseas assignments. “We provide every employee who is relocated with someone they can turn to if they have any questions or issues. The employee experience is so important,” adds Kaul.
