The Cost of Inaction: Sustainability and the Future of Global Mobility

Sustainability has rapidly shifted from a peripheral consideration to a defining force shaping the Global Mobility industry and the world. Most companies are already navigating geopolitical tension, supply chain instability, and rising environmental pressures with an increasingly uncertain outlook. It is a lived reality influencing costs, operations, and the future of workforce deployment. Understanding these dynamics is essential for organisations seeking to remain competitive, compliant, and resilient in an increasingly volatile world.

The World Economic Forum’s (WEF) Global Risks Insight Report for 2026 highlights the growing complexity of global risks, drawing on insights from more than 1,300 experts across sectors. The report identifies six major themes shaping the next decade, including multipolarity without multilateralism, values at war, economic reckoning, endangered infrastructure, quantum leaps in technology, and the rise of AI. These themes set the stage for understanding how global mobility will be affected in both the short and long term.

How This Relates Back to Global Mobility: Disruption in HHGs Pricing and the Normalisation of Fluctuations

The short term risks identified in the chart below - geoeconomic confrontation, extreme weather events, cyber insecurity, state-based conflict, and involuntary migration - are already reshaping the global mobility landscape. Household goods (HHGs) shipments, for example, have experienced unprecedented volatility since 2020. Port congestion, container shortages, fuel price spikes, and sanctions have all contributed to unpredictable pricing and extended transit times. Industry data shows that container shipping costs increased significantly at the height of the pandemic, and while prices have stabilised somewhat, volatility remains the norm due to geopolitical tensions and climate-related disruptions.

For GM teams, this means budgeting uncertainty, increased exception requests, and the need for more flexible policies that anticipate fluctuating logistics costs.

Rise of Global Conflict and Mass Migration: A Growing Pressure on Mobility Systems

The WEF report also highlights the intensification of state-based armed conflict and involuntary migration. The war in Ukraine alone triggered the largest displacement crisis in Europe since World War II, with more than 6.9 million refugees recorded globally. Conflicts in the Middle East, Africa, and Eastern Europe continue to destabilise labour markets, strain immigration systems, and create unpredictable relocation environments.

For global mobility, this translates into:

• Restricted access to certain regions, impacting assignment planning and business continuity

• Increased demand for emergency evacuations and crisis mobility support

• Pressure on housing markets, particularly in Europe, where refugee inflows have tightened supply

• Greater scrutiny of immigration pathways, as governments balance humanitarian and economic priorities

  
  

Mass migration driven by extreme weather events - projected to displace up to 216 million people by 2050 (World Bank) - will further reshape global workforce patterns and talent availability.

Not Everyone Needs a CSO. But Everyone Needs Sustainability Awareness

While sustainability is rising in importance, most organisations - especially small and midsized players in the GM industry - do not have a Chief Sustainability Officer. According to the True State of Sustainability Report, 67% of sustainability teams have three or fewer people, and 76% say they are under-resourced. In global mobility, the number of companies with a dedicated CSO is much smaller.

However, the absence of a CSO does not absolve organisations from responsibility. In fact, sustainability is increasingly seen as a shared organisational task rather than the remit of a single executive. Employees at all levels need:

• Awareness of sustainability risks (e.g. supply chain emissions, climate-related disruptions)

• Understanding of reporting expectations, especially as ESG regulations tighten globally

• Practical tools to make sustainable decisions, from vendor selection to travel choices

  
  

The argument that CSOs are becoming less relevant - due to limited control over capital allocation and operational decisions - reinforces the need for sustainability literacy across an entire organisation.

Integrating Sustainability as a Business Model: The Triple Bottom Line

Sustainability is no longer a reporting exercise; it is a business model. The Triple Bottom Line (TBL) framework - People, Planet, Profit - remains a powerful lens for GM organisations to evaluate long-term value creation.

• People: Supporting employee wellbeing, community engagement, and ethical labour practices

• Planet: Reducing emissions from travel, HHGs shipments, and supply chain partners

• Profit: Building resilience, reducing waste, and improving operational efficiency

  
  

Companies that embed sustainability into their core strategy outperform peers in risk mitigation and long-term profitability. For global mobility, this means integrating sustainability into policy design, supplier management, and employee education - and not treating it as an afterthought.

Developing Employees Through Education and Capability Building

One of the most significant barriers highlighted in sustainability research is the skills gap - particularly in Scope 3 emissions, supply chain management, and data analysis. Only 19% of sustainability teams regularly use AI, despite the heavy reporting burden they face.

For GM teams, capability building is essential. This includes:

• Training employees on sustainability fundamentals

• Upskilling teams on data integrity and ESG reporting

• Educating assignees on sustainable travel and relocation practices

• Leveraging technology to reduce manual work and improve accuracy

Empowered employees drive better decision-making, reduce organisational risk, and contribute to a culture of accountability.

In conclusion, the future of global mobility will ultimately face sustainability pressures, geopolitical instability, and climate-related disruptions. As discussed, HHGs pricing volatility, mass migration, and rising conflict are not temporary anomalies - they are the new realities that demand new and varied approaches.

While not every organisation needs a CSO, every organisation needs sustainability awareness, integrated strategy, and empowered employees to become more resilient in the uncertain times ahead.