LSS Relocation Limited

What to consider from a relocation perspective during the Olympics…

admin — Fri, 17 Feb 2012 11:31:46 +0000

At LSS we believe advance planning is the key to a successful relocation to London in 2012. With a huge 5.3million visitors estimated to descend upon London in July and August, there will be inevitable travel and logistical disruption across the six week duration of the 2012 Olympic Games. This will result in many planned assignments to the UK taking place earlier or later than expected to avoid any of these issues.
In preparation for this, LSS have set up additional access to temporary accommodations and other related services aimed to help mobility teams with the process of relocating their personnel and so ensuring your UK based mobility programmes during this period are hassle free.
The London 2012 Olympic Games will have a huge impact on the UK property market. Corporations across all industry sectors will need to plan ahead early in order to secure properties at a competitive price. The corporations who are relocating their employees will also need to ensure assignments stay within two years to remain UK tax efficient.
If you have any queries, concerns, or need assistance planning for relocation/assignments before or during the Olympic Games, do not hesitate to contact us on 0203 1944333

Travel in the Olympics

admin — Fri, 17 Feb 2012 11:28:07 +0000

London 2012 Olympic organisers have published a report detailing the hotspots that businesses, Londoners and visitors are being told to avoid during the London 2012 Olympics Games.
The report – issued by Transport for London – estimates that 65 per cent of train stations expect to see no additional waiting times. However, the stations that will be affected are the key stations providing transport services for multiple Tube lines – which will in turn affect a greater multitude of people.
The report also highlighted that around 70 per cent of the road network in Greater London will be unaffected. However, other locations will be severely affected for the duration of the Games, although these locations and times are subject to change.
Heatmaps showing expected congestion levels at the London 2012 Games are available on Transport for London’s website. Transport for London has also launched a web tool providing journey times from key origin and destination points across the capital.
Dedicated Games lanes make up a third of the Olympic Route Network, which comprises of a 109-mile stretch on London’s roads. The lanes will only be accessible to athletes, officials, sponsors, media and emergency vehicles once they open on 25th July, 48 hours before the opening ceremony. By contrast, the 2008 Beijing Olympic Games saw the lanes in place 19 days before the start of the Games.
With all 11million spectators being asked to use public transport, walk or cycle to events, organisers are keen to avoid a repeat of the 1996 Atlanta Games which was blemished by public transport problems.
An extra 3million journeys are expected in London on the busiest days of the 2012 Games, and organisers expect two thirds of tube journeys to be busier than normal.

LSS has been shortlisted for the second year in a row at the EMMA’s

admin — Tue, 20 Sep 2011 17:15:01 +0000

The glittering EMMA awards ceremony will take place at the Marriott Hotel in Mayfair in November. We are delighted to have been nominated as Best Relocation Company of year for the second year in a row. The Directors will be attending the event with some of their clients to celebrate.

LSS to speak at Mercer event 29th September

admin — Tue, 20 Sep 2011 16:44:42 +0000

LSS will be presenting at the next Mercer Seminar in London on the 29th September. We will be discussing relocating to China and common problems faced when relocating to a new country, where we will address housing, schooling and immigration amongst many other key topics and issues that human resources professionals are facing during this challenging economic climate.

Market Update – July 2011

admin — Wed, 20 Jul 2011 16:23:52 +0000

The average asking price of property coming to market has fallen for the first time this year.

After six consecutive months of rising prices, Rightmove recorded a fall of 1.6% (£3,797) for the 108,249 properties marketed within the last month, eating in to the gain of 8.1% over the first half of the year. With around 70% of property marketed so far in 2011 still on the market, new sellers will need an edge over their competition to increase their chances of sales success.

Miles Shipside, director of Rightmove comments: “Summer sellers are more nervous about their selling prospects than the early birds who asked ever higher prices during the first six months of this year. Early sellers in 2011 had a chance of worming their way into the more active spring market, whereas those coming to market now at the onset of the holiday season have to price more aggressively as many buyers have already gone to ground. With seven out of ten properties marketed so far this year still on the market, sellers in the second half of 2011 need to do something different to promote their property and increase their chances of catching those elusive buyers”.

	July	June
Average Property Asking Price	£236,597	£240,394
% Change in Month	-1.6%	+0.6%
% Change in Past Year	+0.1%	+1.1%
Monthly Index (Jan 2002=100)	192.5	195.6

Number of new sellers down 12% on July 2010, as many owners are unable to raise the deposit required to fund their next move

Retail price inflation outstripped property prices by 14% over the last four years, improving buyer affordability but undermining perception of bricks and mortar as a hedge against inflation

July sees the first fall recorded in 2011 as new sellers drop asking prices by 1.6% (£3,797)

7 out of 10 properties marketed so far in 2011 are still on the market, indicating that many equity- poor sellers are unwilling or unable to reduce their prices further—an opportunity for the equity-rich to cut their prices and do deals

This is the largest July fall for three years, since the 1.8% recorded in 2008. Sellers at this time of year traditionally show more pricing restraint than those in the first six months of the year, and we expect further falls over the next few months as buyer momentum ebbs away due to a combination of seasonal factors and a continuing lack of both mortgage finance and buyer confidence. Early findings from Rightmove’s forthcoming Consumer Confidence Survey, due for release on Monday 25^th July, show another fall in housing market sentiment. This muted buyer demand has resulted in average unsold stock per estate agency branch being the highest we have ever recorded at this time of year, currently standing at 78 properties.

Shipside adds: “Against a backdrop of high unsold stock levels and deteriorating buyer sentiment, the proposition that sellers and their estate agents market to potential buyers has to be enticing both in terms of their pricing and the quality of the property’s presentation”.

Analysis by Rightmove shows that 70% of properties that were newly marketed in the first six months of 2011 are still up for sale, a sobering reflection of current market conditions. This is hardly surprising given that lenders are still only approving around half the number of mortgages they were before the credit crunch. As a consequence, sellers have to have sufficient equity to be able to price aggressively to attract scarce buyers and still raise a large enough deposit to fund their next move. This is likely to contribute to new seller numbers remaining subdued. The current weekly run rate of new listings is 27,062, 12% lower than the 30,877 recorded in July 2010. Sellers with sufficient equity are at a considerable advantage in being able, if they are willing, to undercut the competition and then be in a strong position to be able to negotiate a similar reduction if they are purchasing again. They also benefit by being able to put down enough of a deposit to get the most attractive mortgage rates.

Shipside comments: “Many equity-poor aspiring sellers will be trapped in their current homes, either unable to come to market or stuck on the market and unable to reduce to a price that will attract buyer interest. Those that are equity-rich have an opportunity to increase their chances of success by launching to the market at a price below their over-priced and stale competition”.

The current level of retail price inflation is reducing property prices in real terms, which will eventually help frustrated would-be sellers who are currently unwilling or unable to price to sell. The Retail Price Index has outstripped property asking prices by 14% over the last four years, improving buyer affordability but undermining the perception of bricks and mortar as a hedge against inflation.

Shipside summarises: “While property has a good long-term record as a hedge against inflation, in the short term property prices have become significantly cheaper in real terms as the cost of living has gone up, while the cost of housing has stood still or gone backwards”.

Shipside advises: “The highest level of interest in your property will be in the first week it comes on the market—and first impressions count. It’s often hard for sellers to be objective about their cherished property, so it’s important to look dispassionately at the three Ps: Presentation, Price and Promotion. Make sure it’s looking its best from day one, that you offer better value than any similar property locally, and when you’ve got those two right then make sure your agent markets the socks off it so it really stands out. If you didn’t price and present your property right the first time then you need to discuss a makeover of the price, appearance and marketing with your agent.”

London Boroughs

	Avg. Price	Avg. Price	Monthly	Avg. Price	Annual
Borough			Monthly		Annual
Borough	Jul 11	Jun 11	Change	Jul 10	Change
			Change		Change

Kensington and Chelsea	£1,832,873	£1,840,730	-0.4%	£1,824,919	0.4%
City of Westminster	£1,327,393	£1,339,927	-0.9%	£1,270,752	4.5%
Camden	£796,119	£798,818	-0.3%	£779,513	2.1%
Hammersmith and Fulham	£780,110	£784,621	-0.6%	£784,212	-0.5%
Brent	£622,307	£607,681	2.4%	£561,278	10.9%
Kingston-upon-Thames	£613,335	£617,695	-0.7%	£588,938	4.1%
Richmond-upon-Thames	£606,667	£610,715	-0.7%	£626,919	-3.2%
Islington	£594,105	£596,514	-0.4%	£614,234	-3.3%
Wandsworth	£586,959	£591,656	-0.8%	£542,870	8.1%
Barnet	£504,729	£510,364	-1.1%	£500,438	0.9%
Hounslow	£492,306	£496,445	-0.8%	£476,525	3.3%
Hackney	£483,571	£486,702	-0.6%	£480,735	0.6%
Haringey	£469,661	£476,562	-1.4%	£460,879	1.9%
Merton	£419,546	£423,452	-0.9%	£403,057	4.1%
Lambeth	£418,898	£422,650	-0.9%	£418,497	0.1%
Ealing	£418,735	£418,505	0.1%	£410,953	1.9%
Tower Hamlets	£403,550	£406,885	-0.8%	£387,800	4.1%
Southwark	£400,626	£404,081	-0.9%	£394,071	1.7%
Hillingdon	£344,162	£346,650	-0.7%	£344,536	-0.1%
Bromley	£339,759	£342,858	-0.9%	£335,689	1.2%
Lewisham	£337,846	£341,248	-1.0%	£336,462	0.4%
Sutton	£328,181	£329,890	-0.5%	£318,400	3.1%
Harrow	£327,037	£330,232	-1.0%	£323,567	1.1%
Enfield	£325,947	£328,131	-0.7%	£338,513	-3.7%
Waltham Forest	£290,610	£293,792	-1.1%	£287,877	0.9%
Redbridge	£283,715	£286,239	-0.9%	£284,609	-0.3%
Greenwich	£277,278	£279,686	-0.9%	£272,595	1.7%
Croydon	£263,842	£266,139	-0.9%	£275,806	-4.3%
Havering	£251,303	£252,957	-0.7%	£250,758	0.2%
Newham	£238,231	£238,993	-0.3%	£223,655	6.5%
Barking and Dagenham	£212,874	£214,369	-0.7%	£211,887	0.5%
Bexley	£210,761	£212,579	-0.9%	£214,685	-1.8%

(City of London excluded due to small number of residential properties.)

(Source: Rightmove.co.uk)

LSS Relocation at EuRA Conference

admin — Fri, 29 Apr 2011 10:41:21 +0000

Press Release

On the 14th April two of LSS’s Directors journeyed to the sunny climbs of Palma to have a whirlwind networking experience at the EuRA conference. To fit 20 meetings into a 24 hour period was a feat in itself however the venue of the Melia Palace hotel which overlooked the yacht marina made it so much more pleasurable.

The conference was extremely well attended this year after last years ash cloud disaster with over 500 delegates from around the globe. LSS’s target was to meet with the global 3rd party providers and a number of their partners companies that LSS are working with in Europe, the Americas and the Asia Pacific regions.

Despite having no time to attend the sessions which we heard were extremely interesting, we found the conference a success for us as we achieved what we had set out to do – that of meeting with all the designated companies and had a good time in the process, helped by the extremely enjoyable evening and company we had on the night we were there at a wonderful venue of a Spanish palace with bull fighting men on stilts to welcome us!

Developing a Global Mindset – A Discussion

admin — Tue, 29 Mar 2011 13:23:03 +0000

In today’s economy, few Fortune 100 companies rely primarily on domestic sales. Instead, businesses look to international markets for future growth, often forecasting that a good percentage of the share of profits will come from international sales. Organisations are transforming the operational focus from domestic to global, as they seek new ways to integrate diversity of local needs into the corporate global strategies. It follows, therefore, that developing a global mindset in relocation is not only critical for successfully meeting the expectations of clients and business partners alike, but it has become an essential requirement in the execution of global relocation companies workforce strategy.

A few major challenges for companies today are to define the characteristics of individuals who can exceed within the global marketplace, to select individuals who have the potential to succeed, and then to support their growth and development. Global management success is the combination of knowledge, skills, and abilities. It is the responsibility of the company and the individual employee to partner in developing the skills that will bring the company success.

While technical expertise remains important for employer mobility, the expertise has become only one of the characteristics needed to succeed. A world-class organisation aims to identify and develop a mobile workforce with the following aptitude:

Learnt quickly;
conduct business effectively in different countries;
demonstrates cultural sensitivity; and
works with individuals from diverse organisational backgrounds.

Many companies are trying to recruit and develop the talent necessary to build global success. There is an increased notion that business run by managers who understand the global marketplace can enhance employee productivity and different parts of the world.

We often hear people speak about the way the world is shrinking without realising that this means it is also necessary to respond more quickly to requests, and communicate more effectively, even when they’re asked separated by time zones. To overcome barriers of time and distance, various methods are necessary for communicating with global partners, including phone, voicemail, faxes, and the Internet. Cultural differences also can affect the success of global communication, and some cultures are more expressive, while others prohibit open dialogue. Relationships often need to be established for communication can proceed. Global managers also are expected to build a rapport with the various individuals they manage so they can coordinate local understanding with worldwide policy. Companies are searching for ways to accelerate the transformation of employees from domestic cases people who are focused on local needs and concerns into a global business people who see the world as a single stage launching diverse business activity.

Organisations have begun the translation by focus on specific selection criteria and development and developmental experiences that foster greater global business knowledge and understanding of how business activities may change.

Matching cross-cultural differences is necessary if one of you to build a global strategy that is the foundation successful collaboration among businesses located in the world. This is well organisational leaders are beginning to consider ways to build cultural fluency so that they can work more effectively within the global arena. Cultural understanding also can be the difference between success and failure for business people and expatriate and their families who live and work in different parts of the work world, and ultimately can impact their success of the company in the international marketplace. A number of familiar business activities are influenced significantly by culture differences, including managing behaviours, customer service, market strategies, risk management, and acquisition integration. Fundamental cultural differences may sometimes be overlooked by assuming that because all people have similar needs, then the way they think, interact, and approach a variety of social and business situations also must be similar.

In some cultures, leaders are expected to take charge and make decisions and minimal input from the staff, in other cultures, leaders are expected to listen to the subordinate to make well-informed decisions while, again, in other cultures, leaders empower their subordinates to take responsibility and make decisions themselves.

It is evident that some people are better attuned to the nuances of human interaction than others. They are more aware of the small signals and rituals that make up a large part of national cultures. They also are fascinated by other ways of life; they want to learn about them and have the desire to live among different cultures, and also tend to be good at empathising with others. These are people who are likely to succeed on foreign assignments.

A global mindset is broader than being aware of human interaction, and harder to pin down. The simplest way to look at it is to see things in a global, rather than a national or personal, context. At a higher level, it is about being able to think resourcefully and independently of one’s own culture. It follows, therefore, the expatriates being sent on international assignment must be given time to prepare and to begin learning about their new environment. They also need to acclimate themselves when they get there. If they are married, their partner and children must be involved in this process.

Companies often struggle with the notion of how to convey a global mindset within the organisation. A global mindset is a behaviour transformation does not happen overnight. It is through a variety of programs, develop internally or by using external service providers, but can offer their employees a more in-depth understanding of implications in business in a global marketplace. Managers and employees must embrace the fact that cultural and geographic diversity are to be viewed as opportunities to exploit and she had to adapt different practices. In the longer relocation, possessing a global mindset cannot successfully executed expatriate programs powerful multinational clients. Many business people can sympathise with those who have received that late-night phone call from a person who sheepishly, “sorry, I do realise you were asleep, what time is over there?”

The world is indeed shrinking us fax, mobile phones, and worldwide Internet access allow things to happen much faster-and before. The firm, the solution might lead people to perceive that the world is looking more and more like environment they are accustomed to, and as such might forget about the customs and cultures of their customers – and even their international college. Making the assumption can only lead to an organisation down’. Creating global awareness in building global collaboration anyone, customers, and supplied and valuable bring organisations assess that everyone strategy.

By LSS Relocation

Security concerns and their impact on expatriate lives

admin — Sat, 19 Mar 2011 17:26:36 +0000

When taking up international assignments, expatriates need not view security concerns with the complete paranoia – and along the way to remember to make the most of this month opportunity.

In today’s world, it seems everywhere we turn, on every medium, there is some mention of bombings, kidnappings, wars or terrorism dominating the news and intensifying concerns surrounding the stability of the world in which we live.

An expatriate assignment should be an exciting opportunity for the entire family, but unfortunately very few destinations can be classified as completely safe. So what do you tell your boss then one day you go to the office and s/he tells you that you are the best employee for the job, and the job s/he is offering is not in your home country, but an unstable part of the world? And, what do you tell your family?

Although a number of employees turndown assignments because of security fears, trends generally suggest that the opportunity for an international assignment is usually one that many employees will not easily pass up. An overseas assignment brings along an opportunity or lifetime, but only for employees but also the entire family, and one that often envied by colleagues within an organisation.

It is a known fact the security threats have risen over the last few years and it is worth noting that this is a result of an overall rising crime worldwide and general political instability in many parts of the world. As for crimes against expatriates, generally connected to the amount of business the multinationals are performing in countries where poverty levels are extremely high, as this has proven to be one of the primary causes leading to the crime.

There are number of things employees and employers can do to minimise exposure to extracts:

Corporations have the expatriates and their families meet with their corporate security department to give an overview of how to prepare for an international assignment. The security department should communicate to the expatriate and his family about the culture and laws whilst on assignment and proactively create a plan of action should any security issues arise.

Early planning is essential. Developing a plan during an emergency is poor planning. In a Crisis, everything changes and that’s when people usually the panic.

As a general policy, employer should have their executives complete dossier has information that could become critical in risk employee, or family member, during emergency. In addition, it is common for employers to provide the professional assistance of personal security firms, as well as firms that specialise in personal evacuations for expatriates assigned to those areas where civil and political unrest more prominent.

Whilst employers are making efforts to inform employees of the political security concern that an international assignment might bring, there are number of things that expatriates themselves can do to raise awareness on arriving in four locations. Exercising common sense is something expatriate should remember when travelling all whilst in a host location.

Avoid wearing clothing that would immediately place you as an easy target a particular country or religious belief or even attract attention by demonstrating association with the company might be considered a target by displaying luggage tags, briefcases, label pin, and T-shirts.

Avoid places that could be targets. Whilst some might argue that there are no safe places left in the world, generally avoiding places that could be targets for terrorists or petty crime offenders could make a big difference.

Conceal expensive jewellery or simply leave it at home.

Don’t carry more than one or two credit cards in the wallet. As a debit cards are concerned, exercise extreme caution and used them to access automatic colour machines (ATMs) in areas that you are not familiar with all are poorly bit, and always be aware of your surroundings.

Register with your country’s embassy upon arrival in the forum assignment this nation. This will ensure that you are notified of potential security issues, travel warnings, and any other public announcements. In most cases, immigration laws of other countries require expatriates to register with local police authority within a few days of arrival in the country of assignment.

In summary, we have moved from the dangerous world of the Cold War the world where threats are more varied and targets no longer predictable. Everything appears to be ‘fair game’. As a result, it is more difficult to anticipate and respond to possible future problems than it is to present crisis.

Expatriate need to be aware of head, at the same time-foreign country should not be defined by complete paranoia. Most importantly, they should not forget spend most of their international assignment by having some fun along the way, experience a different culture, learning a language, and partaking in a different lifestyle. As a general rule of thumb, patient should set out to enjoy the forum assignment remember that the streetwise, well-informed, and culturally savvy.

Source: LSSRelocation

LSS Relocation: Complete rebranding after 25 years!

admin — Tue, 08 Mar 2011 07:45:04 +0000

Location Strategy Solutions (LSS), one of the longest established relocation companies in the industry, has launched a complete rebrand which symbolises the company’s ongoing philosophy to partnering with clients to produce the most effective solutions for relocating their employees globally. It is also a significant indicator of the progressive changes taking place within the company with new services being launched and new practices being implemented to reduce cost and simplify the service delivery for their clients.

LSS has launched a redesigned website (www.lssrelocation.com) which illustrates LSS’s expertise and demonstrates the benefits of partnering with LSS Relocation. These ongoing efforts reinforce LSS’s commitment to innovation as a trusted partner to clients throughout the world who rely on LSS’s relocation capabilities to assure they are offering their assignees a top quality service that is competitive within their business sector. The company’s new brand identity better positions LSS for continued success after more than 25 years of conducting industry-leading relocation solutions that has helped their clients improve their costs in this area whilst maintaining standards to the highest quality.

“As we redefine our organisation, LSS is raising its profile in the relocation arena which has been the foundation of our success for more than two and a half decades,” said LSS Director Tony Baldassarro. “Furthermore, our clients have come to rely on our expertise to develop their policies globally with a comprehensive worldwide perspective based on/and anchored to country-level knowledge.”

All this is represented by LSS’s new Global Innovation Sphere™ logo, which symbolizes LSS’s status as a trusted global relocation partner. It is comprised of three key components: the globe, the interweaving bands, and the supporting axis. The globe symbolises LSS’s belief in supporting their clients’ ongoing quest for globalisation having established one of the largest relocation networks in the world. The interweaving bands symbolize LSS’s belief in the power of teamwork and the sharing of knowledge around the world. It includes LSS’s dedication to working in tandem with its clients, advising them throughout their relocation process. The axel symbolizes LSS’s commitment to being steady and supportive to their clients throughout its own growth and new innovations.