Recent graduates, particularly from fields like
computer science, data analytics and software engineering, can be pivotal in areas like product development and service innovation. With such value placed on new talent, competition for top interns has grown fierce among tech companies. “For the top 1% of interns in these programmes,
multiple companies may be vying for their full-time employment, leading organisations to invest more in their internship experience,” Kabiru Onikoyi says. For many large tech companies, the scale of intern
Kabiru Onikoyi says one solution is to negotiate with
operators to retain rooms on an ongoing basis, even when not needed continuously, in order for them to be able to house their corporate travellers during peak periods. “We are educating our clients on market complexities
and working closely with operators to ensure availability, especially in volatile markets like Cape Town and other leisure-centric destinations,” he says. Longer-term stays reduce costs and help companies
secure better deals on accommodation. For example, daily rates for corporate housing in major European cities drop significantly for longer stays, from £250 per night for short-term visits to around £170–180 for extended stays, creating substantial cost savings for businesses over time.
Key takeaway: The corporate housing market is under strain in many regions, particularly those with a high volume of tourism or strict regulatory frameworks. Companies must adapt by negotiating longer-term stays, securing accommodation well in advance and exploring alternative solutions to meet their housing needs.
6. THE RISE OF MAJOR INTERNATIONAL INTERNSHIP PROGRAMMES With skills at a shortage, the need to attract and retain fresh talent is more pressing than ever. Companies, especially those in the tech industry, are increasingly focused on harnessing the potential of new graduates early on in their careers. Intern programmes, particularly across the Americas
and Asia, have become vital avenues for nurturing the next generation of leaders and critical thinkers. Tech giants like Microsoft and Google are taking the lead, establishing expansive internship programmes on campuses in the US and exploring other emerging markets for fresh talent. For these companies, the strategic investment in interns is not only about skill- building, but also about fostering innovative thinking that can drive transformative growth.
programmes can be astounding. For instance, in Seattle, thousands of interns are brought on during the summer, with some programmes managing 4,000 to 5,000 interns over a span of just three to four months. These figures reflect the scale and commitment that companies are willing to invest in talent acquisition. In the US, approximately 93% of interns come from within the country, and a similar domestic pattern has evolved in the Asia-Pacific region, with a strong focus on cities like Bangalore and Hyderabad. Although there are some international placements, the majority of intern hiring is domestic, ensuring that companies can build a local talent base. “For these companies, it is about finding the next
generation of critical thinkers fresh out of university,” says Kabiru Onikoyi. “Microsoft and Google have massive campuses in the US and are beginning to look into emerging markets as well. These interns bring new ideas and new ways of problem solving and they are going to be the future leaders of the company. “These major companies are looking to attract this
talent and retain these graduates within the company. There may be 400 companies vying for interns in terms of full-time employment and that is where investing a bit more into the relocation programme helps build more loyalty.”
Key takeaway: Overall, the global corporate mobility market is navigating a rapidly evolving landscape. From political instability and conflict zones to housing shortages and regulatory restrictions, companies must stay agile and proactive in their approach to managing employee relocation in order to obtain the best return on investment.
“ We’re navigating through an era of what we call permacrisis. We are also seeing employees, especially ones with in-demand skills that give them bargaining power, becoming more selective and demanding in where they would prefer to work.
CLAIRE PEPPER, PARTNER & BUSINESS TRAVEL LEADER FOR EMEA, VIALTO PARTNERS
17
GLOBAL MOBILITY
RISK
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