Business Travel Now March 2010

NOW manage your travel spend better

March 2010

Reading between thelines at

Spescom

Hattingh’s micro-management ensures travel is sorted

Tweet your way

to the top!

■ Marine travel – your next port of call ■ The latest in travel money and insurance ■ How to manage travel risk and security better ■ Mythbuster: it’s way too complex to calculate a carbon footprint

What’s in a title?

A

PROVOCATIVE topic that should be taken up for debate is the statement that as a profession, corporate travel managers are shooting themselves in the foot...

This is the opinion of Anna Hattingh, Spescom travel manager and this month’s profile candidate. “Travel management is a niche managing segment and as such, the title of travel manager needs to be redefined and not slapped on everyone who oversees travel procurement or a travel office.”

She says there’s also a big misperception that travel spend equals travel management skill. “There are a few not-so-good travel managers automatically held in high regard just because their companies have considerable travel spends.”

According to independent business travel strategist, Digby Johnson, the term ‘travel manager’ is a highly elastic umbrella term that often elicits the assumption that all incumbents are equally skilled.

“If we take a hard look at the technical management capabilities of travel in some of the large corporations, it’s evident the spend is not always managed to its full potential. We’ve seen many of the ‘Big Spenders’ fall prey to supplier smoke-and-mirror tactics due to the travel manager’s poor grasp of fundamentals. When it comes to the nuts and bolts of corporate travel management, currently many of the Big Spenders could best be described as complacent. Often Big Spenders are more flippant about their travel portfolios since travel is viewed as a small part of a multitude of budgets and relegated to the ‘miscellaneous’ group of inconsequentials, undeserving of a highly skilled resource.”

Unfortunately not many of the current corporate travel managers pursued their positions as a vocation, he says. “Rather, they have fallen into it, which is not the best recipe for effective travel management.”

MTN’s Warren Tanner-Ellis says ultimately it boils down to an organisation’s ‘need’ for a focus on business travel procurement and for most, this is not an obvious need (i.e. ‘Isn’t this the TMC’s role?’).

Another reason is that often procurement departments motivate staff headcount to a numeric value of their supplier base. “Travel spend often comes up short in this calculation and in addition remains an indirect spend. Therefore the title of the person entrusted to manage travel is somewhat irrelevant. What does count is the employer’s focus towards travel purchasing and those who have committed to improving this somewhat complex spend area.” ■

KIM COCHRANE – I’d love to hear your thoughts (kimcochrane@telkomsa.net).

PUBLISHER David Marsh MANAGING EDITOR Natalia Thomson CONSULTING EDITOR Kim Cochrane CONTRIBUTORS Linda van der Pol, Max Marx, Hilka Birns, Melody Brandon, Liesl Venter, Natasha Tippel, Sue Lewitton DESIGN & LAYOUT Michael Rorke ADVERTISING SALES MANAGER Kate Nathan SALES REPRESENTATIVE Diana Comninos, Lisa Jacobs ADVERTISING CO-ORDINATOR

Contents

COVER STORY As early as 2005, Spescom implemented an internal travel hub managed

by Anna Hattingh. In this issue we learn more about how she turned the project into a success story, which continues to this day. Cover image of the book-loving Hattingh by Tijana Huysamen.

News

2

Power Panel

6

Profile

8

Mythbuster

11

How To

12

On the radar

16

On the radar

20

Destinations

24

Deal detective

27

Destinations

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• Acsa ready to launch 2D check-in • Flight Centre SA boosts business travel presence • Your one-stop visa service blooms • Airlink bounces back with MPM flights

Tweeting your way to the top

We interview Spescom’s Anna Hattingh

Is it way too complex to calculate a carbon footprint?

How to manage travel risk and security

Travel money and insurance

Marine travel – your next port of call

Addis Ababa, Ethiopia

Namibia, Kenya, the Med and much more with our Travelinfo specials

Buenos Aires, Argentina

Natalie Walker SUBSCRIPTIONS subs@nowmedia.co.za ANNUAL SUBSCRIPTION RSA full price R275.00, RSA annual debit order R220.00, Foreign on application PRINTED

BY Juka Printing (Pty) Ltd PUBLISHED BY Lugan Investments (Pty) Ltd trading as Now Media, Now Media Centre, 32 Fricker Rd, Illovo Boulevard, Illovo, Johannesburg, PO Box 55251, Northlands, 2116, South Africa. Tel: +27 11 327 4062, Fax: +27 11 327 4094, e-mail: btn@nowmedia.co.za, web: www.btnow.co.za

Brought to you by Now Media, Business Travel Now is a professional travel publication aimed at South African travel procurement decision-makers in travel-buying companies.

This publication aims to reflect an unbiased perspective of the corporate travel industry offering insight and tools encouraging readers to manage their travel spend better.

BTN is the media partner of ACTE SA and the ITMSA.

March 2010 • BUSINESS TRAVEL NOW

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News

Acsa ready to launch 2D check-in

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OON passengers travelling through South African airports will be able to check-in online and print their boarding passes at home.

Airports Company South Africa (Acsa) is busy with the implementation of the 2D barcode verification system and plans to go live with it at the end of March.

The system will be launched first at OR Tambo International Airport and then rolled out in Cape Town, Durban, Bloemfontein and Port Elizabeth later in the year.

“The initiative will provide additional processing capacity, reduced queuing times and better customer service for the travelling public, especially over the 2010 FIFA World Cup period,” says Acsa’s group manager of communications, Solomon Makgale.

The boarding pass with the printed bar code is screened at the security search point, allowing passengers without luggage to bypass the check-in counter entirely. Meanwhile, passengers with luggage can proceed to the

fast bag drop-off point, depending on which airline they’re using.

The initiative is in line with Iata’s Simply the Business Initiative and Iata PDF 417 standard so all airlines complying with the Iata standard can participate, he adds.

For many airlines, the system is not new, as it has already been implemented in other parts of the world.

“Lufthansa eagerly awaits the introduction of this system at South African airports,” says md Southern and Eastern Africa for

Lufthansa and Swiss International Air Lines, Gabriel Leupold. “Speed, convenience and flexibility are the main benefits for the passenger.

Queuing becomes obsolete.”

SAA has already implemented web check-in and once Acsa is ready to deploy, SAA will activate home boarding pass printing with 2D barcodes, says acting head group corporate affairs, Vimla Maistry. “In addition SAA, in conjunction with Star Alliance, will deploy mobile based check-in with 2D bar codes.”

Flight Centre SA boosts business travel presence FLIGHT Centre SA (FCSA) has moved to strengthen its presence in the corporate travel market by unveiling plans to launch its Corporate Traveller brand as part of a strategy to improve service, increase business travel market share and meet the growing needs of the SME travel market.

Executive gm for the Flight Centre group in SA, Janine Salame, says Corporate Traveller,

which launches officially in South Africa this month, will be closely aligned with FCSA’s key global corporate travel business, FCm Travel Solutions, to ensure a high standard of service is maintained through dedicated account managers.

According to Salame, significant growth in the SME segment for corporate travel in the past few years means that a

dedicated approach to travel management is now required.

“We’ve witnessed substantial growth in the SME market from businesses working in a range of sectors including mining, engineering, finance and banking, technology and manufacturing. Corporate Traveller will specifically cater to the travel needs of this growing sector with a boutique travel management service that drives cost and time efficiencies.”

Corporate Traveller was introduced by Flight Centre Limited in 1993 and marked the company’s first push into the business travel market. As part of the company’s strategy to focus on the SME sector and grow the Corporate Traveller brand, Flight Centre Business Travel and FCm teams will now operate as Corporate Traveller.

Flight Centre’s Janine Salame says Corporate Traveller’s offering will focus on the SME market, providing clients with a combination of expert advice, personal service and tailored travel management to maximise savings for small- to medium-sized travel budgets.

Winner of the New Option with Thompsons Travel Pic: tijana huysamen

Chantalle Benadie, finance assistant and travel administrator of the finance division at Antalis South Africa, was chosen as the lucky winner of the New Option competition in BTN’s October 2009 issue. The prize included a full-day spa voucher for Mangwanani Spa, courtesy of Thompsons Travel. Pictured here, from left, are Chantal Kliche, corporate sales and marketing manager for Thompsons Travel, prize-winner Benadie, and ceo of Thompsons Travel, Mary Shilleto.

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March 2010 • BUSINESS TRAVEL NOW

News

New one-stop

visa service blooms

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ISA service company, Republic of Service Excellence (ROSE), has launched its new website allowing travel professionals – including corporate travel buyers – to purchase visas online using a credit card.

“ROSE has revolutionised the visa industry. We’re the first visa company to offer this service over and above our normal services,” says owner Brian van Tonder.

Users who register will find all the relevant information they need to apply for a visa, including downloadable application forms and a visa requirement checklist.

Using a credit card system, the website allows for online payment. “Everything is automated through Travel Buy, a security payment gateway that protects the client’s details.”

Once users have clicked on the ‘Buy’ icon, they are taken through several steps, including visa and departure details, traveller information, collection details, quote, payment, summary, and invoice.

The visa company will also collect the application forms, submit them to the embassy and deliver the visa after processing. There are exceptions where particular embassies, such as the UK and the US, require the client to appear in person for an interview or fingerprinting.

In these instances, the visa company will facilitate the process, collecting and delivering the visa.

The website is geared for South African passport holders but it can assist with foreign passports too. ROSE has branches in Johannesburg, Cape Town and Durban.

No more queues!

Southern Sun Hotels and Resorts has launched self-service check-in and check-out kiosks at its Garden Court properties, the first hotel group in Africa to do so.

The touch-screen application facilitates easy interaction. To use the check-in service, guests simply identify themselves at the kiosk with a reservation number or credit card, for example. The kiosk integrates with the hotel’s operational system, allocates a room, authorises a debit or credit and dispenses a room key card.

Through a similar identification process, it also allows guests to check-out, charging to a debit or credit card, or billing back to the guest’s company or travel agent. For those seeking human interaction, check-in services will continue to be provided at reception. Pictured here is md of Southern Sun Hotels, Graham Wood, and SA soccer icon, Lucas Radebe, at the official launch.

March 2010 • BUSINESS TRAVEL NOW

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Airlink bounces back with MPM flights AIRLINK has bounced back with the launch of a new route between Johannesburg and Maputo, operating in a codeshare agreement with Sociedade de Transporte e Trabalho Aero (TTA).

TTA Airlink operates flights from Monday to Saturday departing Johannesburg at 06h25 and arriving in Maputo at 07h35. Flights depart Maputo at 18h00 and arrive in Johannesburg at 19h15 from Monday to Friday and on Sunday.

The TTA Airlink service provides Johannesburg-bound passengers with convenient connections to the regional and international longhaul flights that depart from OR Tambo International Airport in the evenings, says Airlink ceo and md Rodger Foster.

TTA Airlink operates the route with an Avro RJ85 leased from Airlink, with 14 business and 69 economy class seats. The airline has also employed 30 staff in Mozambique to operate passenger services, check-in, baggage handling and cabin services.

“Airlink has been in negotiations for a bilateral agreement for the past two years. We’re confident the new routes will meet the growing needs of South African business travellers looking for same-day travel to/from Maputo,” he says.

He adds that TTA’s willingness to partner with Airlink despite the gruelling CAA probe can be seen as an endorsement.

Insight Vacations launches 2010 collection with new flair Insight Vacations has launched its 2010 programme, which includes the Eastern Mediterranean. Of particular interest to groups and incentives is its ‘Elegance of Egypt’ tour incorporating the exclusive all-suite MS River Tosca Nile cruise, says Insight Vacations gm, Sharon Marx.

“Each of the 42 suites is lavishly adorned and guests will find a host of onboard activities available to them. The Egyptian Elegance range starts from R19 075 per person.”

She adds that Insight Vacations is a group specialist so in addition to the quality and location of hotels incorporated in its programmes, excellent meals and included sightseeing, the company offers other advantages for groups. “We only carry a maximum of 40 guests on our coaches and only 20 passengers are required for a group to enjoy its own exclusive coach. Our extensive destination list and diverse touring styles are other major attributes.”

In brief ■ COMAIR will soon start scheduled flights from Johannesburg to Dar es Salaam in Tanzania and to Walvis Bay in Namibia. The group was granted the rights by the South African Air Licensing Council and the flights will add to Comair’s existing regional African network from Johannesburg to Harare, Livingstone, Victoria Falls, Windhoek and Mauritius.

■ ZAMBEZI Airlines and Kenya Airways have entered into a commercial partnership that will see the Zambian carrier operate three weekly flights between Lusaka and Nairobi, with onward connections to all major cities served by Kenya Airways. Effective March 2, Zambezi Airlines passengers will be able to purchase tickets for travel to Nairobi, with onward connections to any of Kenya Airways’ 50 destinations. Zambezi Airlines will operate services to Nairobi on Tuesdays, Fridays and Sundays.

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March 2010 • BUSINESS TRAVEL NOW

News

March 2010 • BUSINESS TRAVEL NOW

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Power Panel

ting weeway Tyour This month’s panel of expertise

to the top

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If your homepage is on the flicker and you find yourself not linked in, you may as well just be a twit on a blog. Experts agree social media has become a core tool of modern day business and ignoring this phenomenon is no longer an option. By Liesl Venter.

T

Rob Stokes, Quirk eMarketing ceo

Greg Forbes, head of marketing and communications for Wings Corporate Travel – Global

Hein Kaiser, Mango communication and corporate affairs manager

HE social media train has long left the station and those not on it may find themselves forever wondering where they went wrong. Be it an ordinary website or a mobile tweet, social media has changed the face of business forever and become an integral way of how companies operate.

Business travel is not immune.

“It is impossible to ignore the power of social media, as it is the power of the individual voice which was not heard before,” says Greg Forbes, head of marketing and communications for Wings Corporate Travel – Global.

“Whereas social networking is predominantly a personal and individual communication tool, it crosses the boundaries into consumer and business communication. The fact that any person can post comments about their experiences with either a company they work for or a company they have used has a world-changing effect on the way things are done.”

Mango spokesperson Hein Kaiser agrees, saying nobody can ignore social media because of the power consumers now wield. “Social media holds the key, along with more traditional media influences, to either elevate a brand beyond expected measures of success or to severely damage its reputation. It is for this reason that travel managers, in fact anyone who does business today, cannot ignore social media.”

March 2010 • BUSINESS TRAVEL NOW

Quirk eMarketing ceo, Rob Stokes, says the power of social media is clear when one looks at the impact of Sun City’s SpringBreak campaign that ran on Facebook. “It ensured that the resort was sold out within weeks.

Globally many travel players are already engaging in this environment with immense success.”

Social media has no doubt become a global frenzy. Also known as consumer-generated media, it refers to content being generated 24 hours a day online on blogs, message boards, social networks like Facebook or on platforms like Twitter. According to Nielsen Online, an organisation that monitors and measures global internet activity providing insights into the online universe, traffic to Facebook in the past year increased by almost 200%, while Twitter saw an increase of almost 1 500%. These and other networks are no longer just outlets for teenagers with opinions but rather a mainstream must-have.

Can travel buyers use social media to their advantage?

The greatest opportunity remains communicating and finding common ground with millions of consumers without, in true Net culture, overtly behaving like a traditional corporate suit, says Kaiser. “Social media provides a platform for internal and external communication, building communities and support bases for a business – taking the nuts and bolts of doing business right back to the

customers. This is where the new brand loyalty is nurtured.”

In a recent article in The Economist, experts agree that an increasing number of travel companies are using Twitter to market their brands, often tweeting exclusive deals to followers.

Obviously this would not be the only place to find good deals, but taking into account a study by Nielson Online not only are more people visiting social networking sites regularly, they are also spending more time there; it becomes an effective communication tool and one that a travel manager should be using.

According to Forbes, the South African travel industry still has a long way to go in terms of ‘business’ social media marketing compared to what the United States, for example, has been doing in the past couple of years.

“Powerhouse business social media like LinkedIn have proven to be extremely informational and educational for travel buyers and TMCs. Social media is becoming increasingly important in South Africa and will not be ignored in the near future, says Forbes.”

How has the use of social media impacted on the industry?

Mango is but one company that has embraced the challenges of social media, having effectively leveraged it as a medium to communicate directly with clients. “The Mango Facebook group has become a forum for publics interested in aviation,

Power Panel

receiving special offers from the airline exclusive to its social media presence and as a forum where dissatisfied individuals are able to communicate directly with management,” says Kaiser. “It has had a tremendously positive effect on Mango’s reputation and, while the group is relatively young at just under 2 700 members, its impact has been significant.”

Stokes says there’s no doubt that social media is already impacting and influencing travel decisions in SA. “Research has shown at least 88% of Tripadvisor visitors are influenced by the reviews read on the site. As such, the profile of quality service providers is being reinforced, while poor offerings are being publicly exposed. Overall social media has highlighted the importance of a good experience as a marketing tool.”

From a TMC point of view, the effects have not been huge but, says Forbes, people are finding it easier to network and interact and to find business as well as report on businesses. “Social media has the power and ability to grow a company and attract business at a speed that was unimaginable before. People learn about, adopt or try out new concepts every day and at an almost viral pace as news spreads.”

Always a challenge…

• Stokes: “Having the speed, scale, processes and policies internally to engage in external conversations with authenticity is a must for any organisation engaging on these platforms and can pose quite a challenge.

Secondly, there are so many platforms and channels available to marketers that deciding what to focus on can be a

real challenge. Thirdly, in SA, because of our bandwidth costs, travel businesses often don’t completely understand how visitors from developed countries use the internet, resulting in us not always offering an optimal online experience.”

• Kaiser: “Social media by its very nature is incredibly labour intensive and any successful campaign requires substantial human inputs. Another major challenge is managing your reputation online. It’s like the Wild West out there and you have to sheriff your reputation vigilantly.”

• Forbes: “With social media around, there is room for much manipulation. Social media dictates that companies have to deliver on their promises. Add to that the need to manage social media internally and externally.

Facebook and Twitter allow for possible brand damage if not monitored, as anyone can post untrue information about your brand and this can lead to unwanted and unnecessary bad publicity. Competitors are also able to follow your progress within the industry, which you may or may not want.”

Go bold or go home All three panelists agree that social media is as much a part of the travel manager’s future as it is of the TMC and supplier. “Travel managers can join sites like LinkedIn and become members of travel-related groups such as the NBTA, ITM and ACTE allowing them to keep a firm ear to the ground for updates in the industry,” says Forbes. “This way both TMCS and travel buyers can connect more openly. Travel managers should also interact with colleagues from within the same

industry and share discussions around the latest travel trends. With social media they can stay abreast of what’s happening in the world and what may affect their travel needs.”

The opportunities of using social media are endless, says Stokes. “It is direct and an extremely effective communication channel at a relatively low cost.”

His advice is short and sweet: “Participate. Use online reputation management tools such as Brandseye to monitor the online conversations. In this day and age, marketing is largely about being fast and being remarkable – social media can play an important part in this.”

You cannot for much longer pretend that social media does not exist, says Kaiser. “It is rapidly becoming the new social discourse, as it has globally. It is within this environment that a brand or a corporate reputation is able to thrive. Understand, however, that it is impossible to control every comment or tweet relating to your reputation, product or service.

Social media will ultimately, and fundamentally, change the way in which we do business, the way in which brands understand their customers and how the public relates to said business.”

Says Stokes: “Brands should not be afraid to engage. Their customers are participating in social media channels and if brands engage with respect and humility, they can derive business value from it.” ■

Next month our Power Panel looks at whether the TMC in-house is a dying breed.

Brands should not be afraid to engage. Their customers are participating in social media channels and if brands engage with respect and humility, they can derive business value from it.

– Rob Stokes

March 2010 • BUSINESS TRAVEL NOW

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Profile

Pic: tijana huysamen

A rare bird As early as 2005, Spescom implemented an internal travel hub. At the time, this was revolutionary in South Africa, but as we move further into 2010, more organisations continue to assess it as an alternative. Words by Kim Cochrane.

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PESCOM’S travel is sorted, says travel manager Anna Hattingh. “We don’t have any issues.” She says this matter of factly without any hint of pretence or arrogance. It’s just the way it is for the straight-talking Hattingh who prefers tap water to mineral water and who’s not shy to share her opinions.

We’ve met for lunch at Sandton Square.

Looking at the menu, she shudders visibly at the thought of a meal to delight most carnivores. “I’m going to have a salad,” she declares. “I can’t bear those huge slabs of meat that hang over the plate.”

She also can’t bear waste: “I hate waste.

I hate brands. I hate paying stupid tax on anything be it shoes, sheets or air tickets.”

BTN0970SD

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March 2010 • BUSINESS TRAVEL NOW

As early as 2005, Hattingh was actively motivating the use of internal travel hubs within corporations, what she refers to as a boiling pot of a subject at the time. Her ideas then were viewed with scepticism by many, but it didn’t deter her and she single-handedly put a travel hub into operation at the company.

“As far as I know, Spescom was the first corporation in SA to use the internal travel hub model in 2005. The do-it-yourself model for corporates was still a revolution so I was unable to draw on the expertise of my peers. I well remember other travel managers’ sometimes incredulous looks, wondering what on earth I was on about! Now the model is almost mainstream and I’ve been advising many travel managers on implementation. This trend

will continue, as it offers savings you simply cannot achieve by outsourcing the entire travel account. If a company has a TMC account from as little as R1,5m a year, mainly domestic with some international travel, it will pay to open up your own travel desk.”

Spescom is a JSE-listed company that provides the technology, expertise and innovation necessary to transform basic connectivity into flexible and scalable business communication platforms. These capabilities are vested in four divisions, namely Spescom DataVoice, DataFusion, MediaIT and Telecommunications. Spescom has a presence in SA, Sub-Saharan Africa, Europe and the Middle East, with offices in Midrand, Cape Town and Durban as well as London.

Profile In January 2005, Spescom decided to centralise its travel-purchasing facility. “Before then, each company in the group did its own thing. I’d been handling travel procurement for DataFusion as one of my responsibilities and with my background in travel, my boss suggested I take up the group procurement role. The travel hub took effect the day I stepped into the role and over the years, as trust has grown, we’ve become directly and securely plugged into the day to day operations at every Spescom company.”

The travel bug bit Hattingh years ago. “When I matriculated, I was not sure what to study, so I started working at a travel agency/tour operator.

I cut my teeth on the old Saafari (SAA’s DS/GDS before ‘proper GDSs’ were developed), although in those days, a licenced Saafari operator was scarce in many travel agencies. We just learned things on the fly and phoned around a lot. I worked my way into the tour operator division and have fond memories of seeing off tour groups of between 16 and 90 people at the old, ugly Jan Smuts Airport. All of this happened while I was studying for a degree in Anthropology and Community Development and going to classes at Pretoria University every evening after work – before the party started at 22h00.”

Standardising processes After working in community development for a few years, Hattingh owned a bakery and a restaurant before deciding that 18 hours a day on her feet, seven days a week, was getting a bit much. “I have a very low boredom level and need constant change and action and problems and churn. That’s when I’m at my most creative and productive. So after a few years in general admin management, the travel management in 2005 came as a welcome change.”

Her first priority was to create and implement a travel policy as well as to standardise travel expectations across the group, as nothing was in place, not even travel requisition forms. It was an exhausting process, she says, particularly as initially, she had no help.

“Although there was an almost immediate 100% compliance rate, with buy-in from top management and all levels of travellers, it took me a while to standardise forms. On one occasion I received an e-mail: ‘Piet has to be in Cape Town on Sunday’. Which Piet? Which Sunday? What time? Where in Cape Town?”

Her approach was three-fold: to understand expectations, to put standardised procedures into place across the group, and to negotiate the best deals. “One by one, I stripped down each process and found the easiest and quickest way of doing the job. The biggest problem was that, at that time, Spescom didn’t have significant travel figures. For example,

Travel management is a niche managing segment.

The title of travel manager needs to be redefined and not slapped on everyone who oversees travel procurement or heads up a travel office. As a profession, we’re shooting ourselves in the foot. A big misperception is that travel spend equals travel management skill. There are not-so-good travel managers who are automatically held in high regard just because their companies have considerable travel spends. one of the companies had only 30 bed nights in Johannesburg. How do you negotiate good rates and terms without a decent travel spend?

To this day, we don’t know what the exact spend was when we started actively managing travel because its costing was incorporated in the overall project cost for clients.”

On the domestic travel side, she started using the internet intensively. “In 2005, there were very few suppliers who offered a one-stop internet service to book, pay online and get the tickets or vouchers to travellers on time. But as suppliers developed their offerings, these things got easier. At that stage, all international travel was outsourced to a TMC.” She adds: “Once I’d clarified my vision of the hub, I negotiated rates and payment procedures with each supplier as the need arose and gradually built up a reliable system.

Currently we organise all our domestic trips.

I’ve slowly moved international bookings away from the TMC. Only about 20% of international air tickets are outsourced but we do the rest of the international arrangements. I use Uniglobe Extreme for access to a GDS and for a skilled international consultant.”

She says the focus has moved sharply away from getting it done as cost effectively as possible to getting it done as quickly and elegantly as possible, offering travellers the least fuss and most comfort under the circumstances at the best price possible.

“I don’t work well with red tape. The travel suppliers I enjoy seeing get ahead are those who are willing to do business as business should be done.”

Experience in anthropology and community development sharpened Hattingh’s instincts in terms of negotiation. “I’m very proud of our rates – I admit to a little smirk every time an invoice addressed to a much larger travel account accidentally crosses my desk and I see my rates are better. I also value the fact that we’re so close to travellers’ daily operations we’re often able to micro-manage trips. For example a job in Pietersburg, Potgietersrus and Tzaneen: instead of blindly accepting and processing the travel requisition for an air ticket, car hire, travel allowance and accommodation for say R6 000, we reverted to the project managers with several costing options and the job got done as a relatively leisurely ‘road trip’ costing less than R3 000.”

Installations and projects shape the travel requirement, she emphasises. “Our role is not restricted to travel bookings; we are part of the resources to get the job done.”

High productivity levels So while Hattingh views the travel management role as a bridge between operations and financial management, this type of micro-management is becoming increasingly more difficult as travel volumes increase.

“I’m always looking for ways to streamline operations and I’m considering shedding (as well as automating) certain functions this year, especially with regard to financial responsibilities. We have to check every invoice because there are still big hotel chains who don’t understand that a VAT number on a tax invoice is a legal requirement; the time we spend on this is ridiculous. Similarly, you cannot simply pass on an invoice for car rental to finance: Did the traveller take a side trip to the coast? Did he bump the car? Was it the correct rate? We do all the reconciliation, adding backing documents and approvals etc. If you include our financial functions, two consultants process around 15 000 transactions a year, remembering that these transactions are done without the automation (stored passenger data, invoicing, reporting functions etc.) that comes with access to a GDS, or even a SBT. That’s a very high productivity level.”

Hattingh feels highly valued by senior management. “It’s a form of recognition that would be hard to put into money. As long as travel works, which it does, they’re happy. I report directly to the ceo. It’s gratifying when top management doesn’t ask questions, worry or fuss.”

She recalls that her boss once called her “a rare bird”. She smiles. “I don’t mind being a rare bird as long as I can keep things moving...”

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March 2010 • BUSINESS TRAVEL NOW

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Profile

• Pre-approval system based on benchmarked costs for each destination • Traveller sends request to approver • Approved electronic travel requisitions are sent to the travel office • Only if there is a danger of a significant cost overrun – or if we see a better/cheaper way of doing it – do we consult • Travel office makes bookings and sends vouchers to travellers • All payments are made by the travel office; travellers don’t pay anything (including parking) • Ease in system – no travel claims by travellers • No billbacks – rather pre-payment to hotels • Invoices direct to travel office • Centralised payment by credit card • Travel office ensures invoices etc. comply with legal requirements • Check invoices for correct rates etc.

• Attach supporting documents • Reconcile using credit card • Travel allowance invoices raised on behalf of travellers, paid through payroll

Pic: tijana huysamen

How we do it in our travel hub

Over the years, as trust has grown, the travel team has become directly and securely plugged into the day to day operations at every Spescom company.

Advice There’s a common misperception that the bigger the TMC, the better the supplier rates.

It’s not true.

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• “TMCs are not the enemy, but they have to turn a profit and you’ll be providing it.

• Negotiate your own rates directly with suppliers.

• Pay only for the service you require. If your travel is mainly domestic, there’s no point in paying for a highly skilled, highly trained international consultant. But if you insist on paying only for medium-level skills, don’t complain when a high-level trip goes wrong.

• When red tape gets in the way of a new, cost-effective solution, investigate the back-office requirements: why do they need all this paperwork? What are the absolute minimum legal or technical requirements? Find another way to fulfil their minimum requirements – don’t automatically back down or dilute the value of your solution.

• Spescom greatly values its staff and we strive to balance comfort with cost. Since 2005, domestic and short international and regional flights are in economy class. Every person travels on LCCs as far as possible. Top executives travel in business only on longhaul international trips”.

March 2010 • BUSINESS TRAVEL NOW

Fact file • Destinations: Local (CPT, DUR, JNB).

Regional – Angola, Kenya, Mozambique, Tanzania. International – Middle East and Europe.

• Travellers: 100-120 regular travellers.

• Preferred partners: Air – 1time, kulula.com.

TMC – Uniglobe Extreme. Hotel brands – Holiday Inn Express, Protea Hotels, City Lodge. Car rental – First Car Rental, Budget Car Rental. Payment – Diners Club.

• Savings: “We are handling over 500% more travel than we did when we started. The travel account has consistently shown increased volumes but not consistent increases in costs, as higher volumes and sound management of our spend brought us better rates.” ■

Ernst Du Plessis

MYTH

Mythbuster

It’s way too complex to calculate a carbon footprint

By Kim Cochrane

REALITY

N

O it isn’t but it does require specialist assistance, says Kerry Wright, director of Cleaner Climate, a local carbon solutions company that has partnered with several travel agency groupings to enable them to offer clients a carbon footprint measuring solution.

“Deciding to undertake a carbon footprint of your organisation isn’t just a case of ticking a checkbox, as very specific protocols provide the framework around the measurement, management and reporting of greenhouse gas (GHG) emissions.”

Wright says calculating a carbon footprint is only the beginning of carbon management, as it identifies an organisation’s emissions assets and liabilities. “There is little point in establishing a carbon footprint unless the company then acts to reduce these risks as well as maximise the associated opportunities with regard

to reducing energy and process costs, enhancing competitive advantage in the emerging low carbon economy, participating in GHG markets, providing GHG information to stakeholders and participating in GHG reporting programmes.”

When calculating an organisation’s footprint, she adds, it’s important to quantify as full a range of emissions sources as possible to provide a complete picture of the organisation’s impact. “To produce a reliable footprint, it’s important to follow a structured process and classify all the possible sources thoroughly and apply the appropriate emissions factors to these.”

Determining which approach is the most appropriate depends on the reason for wanting to calculate a carbon footprint in the first place.

The GHG Protocol frames the process for measuring carbon emissions by using a series of so-called ‘scopes’. “Scope 1 is concerned with

direct emissions from activities the organisation controls such as onsite fuel usage or company owned vehicles.

Scope 2 refers to indirect emissions from the purchase of electricity. The final and emerging area, Scope 3, is focused on indirect sources such as purchased products or outsourced services, the supply chain and other elements such as business travel and waste disposal.”

She continues: “In a South African context, with the release of a White Paper on climate change anticipated by year-end and our recent commitment to the Copenhagen Accord, there is a real likelihood that mandatory emission reporting may be instituted in future.”

Wright says companies that begin to understand their carbon footprints now will be better placed to deal with impending legislation and regulation that will arise from SA’s future Climate Change Policy, which is expected to be finalised by 2012. ■

Deciding to undertake the carbon footprint of your organisation isn’t just a case of ticking a checkbox.

March 2010 • BUSINESS TRAVEL NOW

11

How To

How to

manage travel risk

&security B

Dr Ian Cornish

USINESS travel is increasing in range and frequency as multinational companies explore new business opportunities and develop existing operations in overseas markets.

According to International SOS, in the past year, more than 3,5 million international trips were made by employees, a quarter of which were to high- or extreme-risk destinations.

“The increased threat to business travellers heightens the liability of employers, who have a legal and moral duty of care for their employees,” says International SOS regional md of Southern Africa, Dr Ian Cornish. “Many organisations are, however, operating across borders without fully understanding the obligations that surround duty of care.”

As Cornish points out, there are certain practical steps that need to be taken to safeguard the business traveller against health and security threats and companies do not always provide the right level of care. “Even for organisations that have at least started the process, there are gaps in truly securing the wellbeing of their employees. In truth, a full view of this important component has fallen off the screens of some corporates.”

Implementation challenges Many organisations are operating across borders without fully understanding the obligations that surround duty of care.

12

March 2010 • BUSINESS TRAVEL NOW

Travel managers often encounter challenges in implementing successful and comprehensive duty of care strategies.

One challenge is that duty of care does not sit neatly within one department in an organisation and there is often a fragmentation of responsibilities. “The challenge is to understand how departmental responsibilities – such as travel, legal, insurance, procurement, business continuity, occupational health and HR – fit together in order to fulfil duty of care obligations,” notes Cornish.

Financial objections from senior management can also present challenges in implementing duty of care practices. “With the current focus on controlling costs, even the most enlightened travel managers are finding it difficult to secure investment in risk management strategy.

The solution is to build a solid business case for justifying the development of an all-encompassing strategy.”

Cornish says this business case can be built around the ‘carrot and stick’ approach: the stick

by Natasha Tippel

is meeting the legal compliance and reducing or avoiding negligence liability while the carrot is business continuity, reduced costs for avoidable expenses like medical care, evacuation, productivity loss and damages resulting from liability. “In the most simplistic sense, the old adage that prevention is better and less costly than the cure is applicable here.”

Best practice How do those responsible for the health, safety and security of international assignees meet their duty of care obligations?

The key is to demonstrate that steps have been taken to identify and assess all foreseeable risks and negate these through a comprehensive risk management strategy, says Cornish. “The employer’s duty of care is an ongoing process.

It should follow a cycle of assessing, informing, updating and assisting. Employers need to work with employees to mitigate risks and provide timely proactive and efficient solutions.”

The initial stage of fulfilling duty of care is to become familiar with the travel needs of the employee, the duty of care requirements, and the policies and procedures organisations can put into place to ensure these requirements are met. “For example, one important requirement is to undertake an assessment of foreseeable risks associated with a particular location and to ensure this assessment is credible and documented.”

The next step is to develop a comprehensive travel risk management plan. It is essential that all foreseeable risks are identified, assessed, mitigated and communicated to the employee and then incorporated into the risk management strategy.

The travel manager must then educate and train employees to ensure they are appropriately prepared for travel before leaving, informing business travellers of the hazards associated with the destination, he says.

Finally, the travel manager must be familiar with the travel itinerary and should track the travel of employees, knowing where they are at any given time. *International SOS has launched a new white paper entitled Duty of Care of Employers for Protecting International Assignees. More about this in the next issue of Business Travel Now. ■

Destinations

March 2010 • BUSINESS TRAVEL NOW

13

On the radar

Travel money

& insurance Difficult financial times have made travellers far savvier when buying forex and travel insurance. BTN finds out more about the latest trends. By Natasha Tippel.

International SOS no longer available through insurance alone

I

NTERNATIONAL SOS has restructured its relationship with the travel insurance industry. Its services are no longer accessible to corporates via travel insurance companies without a direct membership agreement between International SOS and the corporate company.

“While we believe that travel insurance is an essential element of financial risk management, we believe that an integrated risk management strategy is needed to fully address the needs of companies with a global travelling population,” says International SOS regional medical director, Dr Fraser Lamond.

International SOS has always maintained strong relationships with the travel insurance industry, and in the past policy holders had access to some of the organisation’s services via the insurer – depending on the insurance company’s policy.

The present process is based on a direct membership agreement with International SOS, together with a separate travel insurance policy. Companies provide a list of travellers or expatriates who become members. The new structure allows International SOS to provide proactive solutions to manage companies’ risks, allowing corporates to meet their duty of care obligations rather than only providing a reactive solution when an individual calls under an insurance policy. As before, members have access to medical professionals who can give them routine and emergency advice and

16

March 2010 • BUSINESS TRAVEL NOW

arrange and facilitate evacuations and repatriations by contacting one of the organisation’s 26 alarm centres. They will also have access to security experts who are able to provide ongoing advice and evacuation coordination in case of an emergency.

“More importantly, members have access to a vast range of services they would not have had access to through their travel insurance companies,” says Lamond. “These services form the basis of the company’s integrated risk management strategy and include assessing current travel policies and identifying potential risks, creating a travel risk management plan, and educating and training employees to ensure that they are appropriately prepared for travel before leaving.”

Any costs involved will be borne by the company or its insurance policy. If the insurer declines cover – for example, in case of pre-existing conditions – the company has the ability to authorise the assistance immediately.

What does this mean for procurement managers? “By entering into a direct agreement with International SOS, the company’s health and safety risks are mitigated and the associated financial risks covered through a travel insurance policy. Membership will enable companies to implement proactive risk management policies, which will prepare travellers for their journeys and ultimately result in fewer health and safety related incidents,” says Lamond.

On the radar

Elevated political risk levels to continue into 2010, says Aon POLITICAL and financial instability remain a feature of the business landscape, according to Aon Risk Services. The company launched its 17th annual Political Risk Map in a global webcast recently.

Miles Johnstone, director of Aon’s Political Risk team, explained: “Rising risk levels in 2009 led to a significant volume of credit and political risk claims in international insurance markets, which is driving many of the 18 downgrades in this year’s map.”

Nine countries have been upgraded to a lower risk level: Albania, Myanmar/Burma, Hong Kong, Colombia, South Africa, Sri Lanka, East Timor, Vanuatu and Vietnam. But 18 countries have seen conditions worsen leading to a downgrade: Algeria, Argentina, El Salvador, Equatorial Guinea, Ghana, Honduras, Kazakhstan, Latvia, Madagascar, Mauritania, Philippines, Puerto Rico, Seychelles, Sudan, United Arab Emirates, Ukraine, Venezuela and Yemen. Sudan, Venezuela and Yemen have been added to the Very High category, joining Afghanistan, Congo DRC, Iran, Iraq, North Korea, Somalia and Zimbabwe.

Johnstone concluded: “For many companies and across different sectors, including credit and political risk insurance, the business environment remains uncertain when trading with or investing in politically or economically unstable countries.”

SATIB introduces Guest Crisis Call SATIB Risk Solutions has launched its SATIB24 Guest Crisis Call product.

“SATIB clients already have access to the SATIB24 Guest Crisis Call facility as a benefit attached to their insurance portfolio, so what we have done with the 2010 World Cup coupon is made this available to the industry at large and the take-up has been phenomenal,” says Desmond Langkilde, md of Satib Risk Solutions.

The coupon is available to corporate companies and the local tourism trade who will be hosting at least 30 guests over the period June 1 through to July 31. The coupon includes insurance cover to pay for incident management fees and defined medical evacuation and outpatient intervention costs, including trauma counselling.

“In our 20 years of providing risk solutions to the tourism and hospitality industry, we have found that the ‘Golden Hour’ between a critical incident occurring and appropriate intervention being implemented can be the difference between life and death, or at the very least will have a positive impact on the likelihood of a claim for negligent liability being instituted against the client,” says Langkilde.

According to Langkilde, the biggest factor is often the delay in getting a foreign guest’s travel insurance or medical aid to authorise medical intervention costs.

The latest

trends TIC md, George Novis, let BTN in on some of the latest travel insurance trends…

• More travellers are buying travel insurance than prior to the recession to ensure they are adequately protected from any eventuality that could cause them exposure to financial loss.

• Fewer people are relying on the ‘free’ travel insurance they may receive along with a package and are buying additional stand-alone insurance.

• There is a strain on travel agents’ revenue from other sources due to the overall impact of the recession. Therefore, more travel consultants are selling and focusing on travel insurance than before to gain additional revenue that travel insurance sales can provide.

• Consumers are more aware of their legal rights and are being more selective and discretionary.

turn to page 18

March 2010 • BUSINESS TRAVEL NOW

17

On the radar

Complete rebrand for AIG

of the travellers’ d n c he e e qu h T e

is ne

ar

South Africa

AIG South Africa has rebranded to Chartis South Africa, with immediate effect. Also, as of November last year, the company markets its travel insurance products under the brand Travel Guard. Travel Guard products are underwritten by the worldwide property casualty and general insurance operations of Chartis Inc. As a result of the changes, all electronic documentation on the company’s online application system, called Travel Africa, now reflects the new company and travel department name with new logos.

Sales and marketing collateral will be updated and replaced this year.

Until new marketing collateral is distributed, old stock will be valid and can still be used. All current contact numbers and e-mail addresses will remain active via a re-routing system.

18

March 2010 • BUSINESS TRAVEL NOW

Bidvest Bank’s World Currency Card is popular, as it allows travellers to peg their exchange rate.

FOREX experts around the country are all reporting the same trend – cash passports are making travellers’ cheques redundant.

Cash passports work like prepaid debit cards, allowing travellers to buy currency and then use the card as a debit card at a point of sale or to draw currency at ATMs. Craig MacFarlane, head of retail operations for Bidvest Bank, says its World Currency Card is particularly popular, as it allows travellers to peg their exchange rate in these uncertain times. “This is much more cost-effective than using credit cards overseas and ATM fees are a fraction of what a traveller would pay to use a credit card at an ATM to draw cash,” he adds.

Another useful feature of the World Currency Card is that travellers receive an SMS transaction confirmation and balance confirmation after every card transaction.

“This really helps travellers keep a close watch on their money and budgets.”

Blacky Komani, sales and marketing director for American Express Foreign Exchange, has also noticed a major increase in demand for cash passport cards. “Cash passports are accepted at most merchants and are Visa-backed. They also offer better protection against fraud in that they are issued with a PIN number and have a daily withdrawal limit.”

Top forex tips ■ Travellers should avoid using credit cards overseas. It means they will have no control over the exchange rate when transactions are billed back to them.

■ Take small US dollar bills into Africa or third world countries as they’re handy for tips or buying snacks and drinks when the traveller doesn’t want to be stuck with lots of change.

■ Forex can be bought 60 days before travel. Travellers can buy half of their travel money at 60 days and the other half closer to travel to minimise the impact of exchange rate fluctuations.

■ Travellers should take a mix of foreign exchange mediums including cash, cash passports and credit cards. Cash is particularly helpful upon arrival when there has been no time to withdraw money from an ATM.

Travelex moves into Africa TRAVELEX Retail is expanding into Africa with the opening of three retail branches in the next three months. Branches will be opening in Botswana, Zambia and Mauritius.

Andrew Stainforth, Travelex Retail Foreign Exchange regional manager for Gauteng and Africa, says the expansion is due to demand from corporates travelling into Africa.

In other news, Travelex Retail has launched Western Union, a quick money transfer service. This is now available at all 40 branches in South Africa and will be extended into the African branches at a later stage.

Photo: Stock Xchange

Make sure you’re covered!

More travellers are buying travel insurance than prior to the recession to ensure they are adequately protected from any eventuality that could cause them financial loss exposure. Travellers also need to purchase forex smartly to avoid losing out on fluctuating exchange rates.

Did you know?

The South African Reserve Bank has increased the travel allowance from R500 000 to R750 000. What this means is that individuals can take up to R1,5m out of the country without any restrictions. This money can be in the form of travel allowance or gifts. ■ March 2010 • BUSINESS TRAVEL NOW

19

On the radar

Your next port of call Pic: tijana huysamen

The marine industry faces its own particular set of challenges when it comes to managing travel and after the recessionary climate of 2009, it is confronted with additional challenges. Report by Max Marx.

T

HERE has a been a decline in marine and offshore travel, with many shipping companies having started 2010 with ships laid up or new builds cancelled because of depressed freight rates, says Brian Potter, chairman of the International Marine Travel Group (IMTG), a global alliance of independent marine travel agencies.

“Oil exploration has also declined and vessels on Africa’s east coast face serious issues with piracy, which increases costs. Signs are encouraging, however, that the bottom of the market has been reached and hopes are high for improvements in coming months.”

Marine and offshore travellers themselves face increased security at airports and getting visas continues to pose serious challenges.

“Sometimes just getting a passport from an individual to an embassy at short notice is not possible. Travellers may have to be rerouted to avoid having to get a particular visa and booking certain nationalities on particular routes is also avoided to circumvent visa problems, says Potter.”

20

March 2010 • BUSINESS TRAVEL NOW

Ship delays can mean altering whole crew rotations, which may necessitate new travel arrangements. It’s therefore better that shipping companies deal with specialist agencies in the marine industry and more advantageous if that agency belongs to a global marine agency network like IMTG, he says.

“Any IATA agent can issue a marine ticket with a marine discount, but this is quite different from marine contract rates, which are only available to specialist agents. As marine contract fares are not the same everywhere, the fare you buy in the UK may not be the same fare as the one you can buy in Singapore or India, for the same Manila/Singapore routing.

The IMTG global network enables its partners to access fares in all parts of the world, and they can therefore buy at the cheapest point of purchase,” says Potter.

Michelle de Wet, md of Global Marine Travel which belongs to the MTA7 Marine Travel Alliance, says it’s imperative to ensure the travel management company you choose has real access to worldwide fare options and is not limited to what’s on offer in the SA market.

Paul Daniels, senior crew manager: Safmarine, says to manage savings better, shipping companies must ensure their travel agency has a very good idea of their operational and cost requirements.

Martin Knights, senior marine travel consultant for Wings Corporate Travel, adds that avoiding remote ports or high airport departure taxation countries can impact the overall cost of the travel programme.

“It’s also effective to schedule all offsigners around similar departure times to avoid multiple transfers by port agency transportation companies.”

He adds that the importance of utilising a specialist marine travel agent cannot be underestimated.

“They need to know which cities are close to which ports, be knowledgeable about country specific regulations and have knowledge of maritime law. Along with the delicate act of juggling last-minute plans comes the challenge of finding last-minute marine seats, which are often limited in number and booked in advance.”

turn to page 22

On the radar

March 2010 • BUSINESS TRAVEL NOW

21

On the radar

Why marine fares are crucial

Oil exploration has declined and vessels on Africa’s east coast face serious issues with piracy, which increases costs. Signs are encouraging, however, that the bottom of the market has been reached.

– Brian Potter IMTG chairman

While published fares can be cheaper than marine fares, they’re nearly always restricted or carry cancellation penalties.

Gabriel Leupold, md of Lufthansa Southern and Eastern Africa and Swiss International Air Lines, says while marine fares are similarly priced to regular fares, their very liberal conditions are what benefit clients most. “You can build routings with one-way fares all over the world. The most convenient usage is that the passenger can be anywhere and travel any routing, building sector fares as one-ways.”

Bronwyn Philipps, HRG Rennies Travel business development director, says marine fares are often better than corporate fares in that they offer a wider inventory of classes, are flexible, fully refundable, offer extra luggage allowances and savings of up to 60%. She adds that being a member of IMTG has also given HRG Rennies Travel access to the exclusive discounted fares negotiated by IMTG that offer further savings off published marine fares.

De Wet says it wouldn’t be possible for many crew to travel on corporate fares because they embark and disembark at different ports or in different countries. “Corporate fares are generally discounted on a return-fare basis, unsuitable for most crew, while marine fares are traditionally discounted on a one-way basis. Extra baggage allowance is also granted on marine fares, which is not available on all corporate fares.”

Who is eligible for marine fares?

Although marine fares are strictly controlled by carriers, the eligibility for use is generally the same, according to The Marine Travel Company: • Seamen travelling to/from a vessel who have a valid Seaman’s ID book.

• Staff employed to work on a vessel and are added to the manifest.

• Engineers, contractors, inspectors travelling to carry out work on a vessel, whether in dock or at sea.

• People engaged in repositioning semi-submersibles or drilling rigs.

• Most airlines also require marine passengers to carry a letter from their employer stating passenger name, destination, purpose of travel, name of vessel and port of registry.

Marine fare availability in SA Global marine fares and offshore fares are available to shipping companies operating out of SA through bona-fida agents who specialise in the marine market: • Virgin Atlantic Airways offers marine fares to travellers and crew in possession of a Seaman’s book and to workers engaged in contract drilling of offshore oil, gas and deep water drilling. These marine fares which fall into the ‘Unrestricted Fares’ category, are 30% to 50% cheaper than regular fares and can be changed or fully refunded without 22

March 2010 • BUSINESS TRAVEL NOW

penalty. They allow for a 40kg baggage allowance.

• Lufthansa’s global marine fares and offshore product allows marine travellers, crew and oil rig employees the convenience of non-restrictive fares that can be issued at any point of sale worldwide. All tickets are issued as one-way fares.

• SAA offers marine and offshore fares to marine travellers and crew, including those who work on passenger ships.

• Qantas also offers global marine fares and offshore fares.

Visas Prior to the 9/11 attack, seamen did not require visas and husbandry agents sent papers to airlines for endorsement. After 9/11, security measures became much stricter and all seamen now require visas, says Philipps.

Daniels says most locations to which Safmarine’s crew fly require visas. Some can be obtained on arrival, arranged by the vessel’s agent or visa agent in the arrivals port.

Vessels trading to the US require a special marine visa only obtainable via a US embassy prior to departure. Vessels trading to Australia require a Maritime Crew Visa that is applied for online and issued within a few days. Once the crew have joined the vessel, they don’t require specific visas for the countries where the vessel calls.

Leopold adds that while Schengen visas generally must be obtained prior to departure in the country of origin, there is a procedure whereby a seaman can obtain a Schengen visa on arrival at a German airport but in emergencies only where obtaining a Schengen visa in the city of origin is not possible.

Wings Corporate Travel offers tips to marine corporates wishing to employ a TMC • The TMC must be prepared and willing to perform multiple changes to travellers’ itineraries 24 hours a day.

• The TMC must spend time and effort finding last-minute marine seats and be prepared to change everything again as plans change.

• Consultants need high levels of patience, perseverance and specialised knowledge, such as knowledge of the visa requirements of different nationalities, geographic knowledge and knowledge of which ports are closest to which cities and airports.

• They need to be extremely well versed in fare construction so as to easily and quickly change fares at minimal cost and must be intricately involved with their clients to understand exact needs and requirements. ■

On the radar

March 2010 • BUSINESS TRAVEL NOW

23

Destinations

Addis Ababa

a city of surprises

A

One visit to Ethiopia’s capital, Addis Ababa, and typical perceptions of the country are dispelled. A lush and growing city, BTN uncovers what the destination has to offer business travellers heading to East Africa.

LTHOUGH many parts of Ethiopia are rural, Addis Ababa is a city filled with taxis, high-rise buildings, churches and restaurants. A distinct African flavour is mingled into the cityscape with goats, bicycles and carts winding their way through the streets.

SA business interests in Ethiopia centre on industry and mining. Aby Berhane, economic counsellor at the Embassy of the Federal Democratic Republic of Ethiopia, said mega soft drink conglomerate, Coca Cola, is included in local business development. Mainly, Addis Ababa is used as a hub for business travel into Eastern African countries.

Getting there ■ Kenya Airways operates flights daily to Addis Ababa via Nairobi. KQ756 leaves JNB at 00h40 and arrives in NBO at 05h45 (Monday to Sunday); KQ402 departs NBO at 07h35 and

24

March 2010 • BUSINESS TRAVEL NOW

arrives in ADD at 09h45 on Mondays, Tuesdays, Wednesdays and Fridays. KQ761 departs JNB at 11h00 arriving in NBO at 16h05 (Monday to Sunday). Flights also depart NBO for ADD at 21h25 (arriving at 23h35) on Thursdays, Saturdays and Sundays. KQ764 (NBO-JNB) departs at 20h40 (arriving 23h50) Monday to Sunday; KQ762 (NBO-JNB) leaves at 09h10 (arriving at 12h20) Monday to Friday. KQ403 (ADD-NBO) departs at 14h45 (arriving at 16h50) on Mondays, Tuesdays, Wednesdays and Fridays. KQ405 (ADD-NBO) departs at 04h20 (arriving at 06h25) on Sundays. Flights on the JNB route are operated with a Boeing 737-800 (16 premium seats; 129 economy seats) and an Embraer 170 LR on the NBO-ADD route (72 economy seats).

■ Ethiopian Airlines operates flights daily from Johannesburg departing at 13h55 arriving in Addis Ababa at 20h30. Return flights from Addis Ababa depart at 08h50 and arrive in Johannesburg at 13h55. The airline will be using

a B767 on its Addis Ababa-Johannesburg route daily, replacing its B737. The aircraft change will take place from June 1 to July 31 to coincide with the 2010 Fifa World Cup.

Getting around • Shuttles to/from the airport are available from major hotels; however, some hotels do charge extra for use of a shuttle service.

• Taxis are available on arrival; however, it’s recommended that travellers organise a meet-and-greet from either the hotel or tour operator.

• Travellers are advised to opt for the self-drive option only if they are confident about tackling the roads. Avis and other local car-rental companies are based in Addis Ababa.

• Dinknesh Ethiopia Tours is a reputable tour company in Addis Ababa offering tours, including transport to major sites in the capital.

Destinations

Where to stay

Where to have a business lunch?

Addis Ababa has two five-star hotels, the Hilton and the Sheraton, as well as a growing number of tourist class hotels.

Top View Restaurant is well-hidden in the hills of Addis and after a winding drive through residential areas it pops up offering a spectacular view of the city. It offers excellent Italian and local cuisine as well as good desserts, quite a rarity in Ethiopia. The restaurant also has a beautiful meeting and events area with glass walls where guests

can enjoy the view over a welcome drink. This area is separated from the main restaurant and perfect for private functions. For a more cultural experience try the YOD Abyssinia National Restaurant and Antica-Elfign Traditional Restaurant. Large groups should book before arrival to secure a table; bookings can also be made through a tour operator.

Travel tips

What the Hilton has to offer Located in the heart of the city and a ten-minute drive from the airport, the Hilton Addis Ababa – near the United Nations Conference Centre – offers a range of dining options and leisure facilities, including a health club, shopping, tennis, jacuzzi and heated pool. Business convenience is made possible by the availability of audio-visual equipment rental in the business centre, high-speed internet access, business phone and service cellular phone rental, express mail fax, office rental photocopying service, printer, secretarial service and four meeting rooms including a grand ballroom, which has the capacity to host up to 1 000 people. The 372 rooms offered range from guest rooms and suites to executive rooms.

26

March 2010 • BUSINESS TRAVEL NOW

• Water: Do not drink water directly from the taps. Expect to pay at least R40 for a mineral water from the mini bar at the Hilton Addis Ababa.

• Checking out: Check-out procedures can be long and tedious because of technical glitches. Travellers need to give themselves enough time to check out.

• Payment: Paying by credit card is not always possible at some hotels. Visitors should declare all currency in their possession on arrival and only change at banks and authorised foreign exchange dealers. The Ethiopian currency is the birr, the rate

Attractions -

of which against the US dollar is fixed in weekly auctions. In order to change birr back to dollars on leaving the country, visitors will be asked to produce bank receipts.

• Weather: Because of the high altitude, Addis Ababa has a cooler climate than many would anticipate.

• Visas: Visas can be obtained upon arrival in Addis Ababa for $20 (R154). There is a lot of confusion regarding what is needed for the visa so take a passport photo just in case.

Generally no photos are requested and visas are granted without much fuss on arrival.

If you have time, why not enjoy the Addis Ababa City Tour offered by Tribes:

• Full-day tour: National Museum (the home of Lucy/Dinqnesh, probably the most famous hominid skeleton in the world), Merkato (the city’s commercial centre and one of the largest open-air markets in the world), St George’s Cathedral, Abebech Gobena orphanage centre, ethnographic museum (operated by the Institute of Ethiopian Studies of the Addis Ababa University) and Entoto Hill’s Scenic Drive.

• Half-day tour: National Museum, Entoto Hills, Merkato and Abebech Gobena orphanage centre.

• Other attractions include Africa Hall (where the Organisation of African Unity was founded in 1963 and now is the headquarters of one of the UN’s six regional commissions), Trinity Cathedral (the most ornate example of modern urban cathedrals) as well as the Entoto, Mariam and Raguel (Elias) churches.

In the extensive mountain range of Entoto was the original site of the Menelik’s (legendary Emperor of Ethiopia) capital before he moved down to present-day Addis Ababa. ■

Deal detective

Linda van der Pol, Travelinfo’s editor, is our Deal Detective, bringing you great specials from Travelinfo, the online travel information system in daily use by travel agents all over SA. Just book through your TMC and tell the consultant it’s a Travelinfo special. To get connected, e-mail lindav@nowmedia.co.za.

Pic: istockphoto.com

Top10 specials

Pic: www.sx

Air Namibia. Special fares to Windhoek. Return airfares are from R990 ex-Johannesburg. Travel is valid until March 31. There is no minimum stay requirement and the maximum stay is 12 months. Fare does not include airport taxes.

c.hu

1. NAMIBIA

ckages . Seven-night pa ands and Safaris Offer is Isl – g. a in ric ar Af sh ve pp Ro rt from R9 222 so Re h ac Be all d , at Leopar hannesburg rn airfares ex-Jo transfers, inclusive of retu , return airport es rg ha rc su d an s e free xe on ta e pre-payabl d dinner plus ith breakfast an w is no n e io er at th od d m an m acco lid until April 19 va is er Off t. en spa treatm e.

Easter surcharg

2. KENYA 3. MEDITERRANEAN

Pic: www.sxc.hu

Development Promotions.

Mediterranean cruises with Costa Cruises. Packages are from R2 235 for a fivenight cruise and R4 932 for a 14-night cruise. Rates are pp sharing and include onboard accommodation, meals and entertainment.

Special is valid for set departures until March 28.

Rate excludes flights.

4. EUROPE

Emirates Airlines. Special fares to selected destinations in Europe.

Fares are from R4 150 for travel ex-Johannesburg. Offer is valid until June 7 and excludes airport taxes.

Special fares to the USA, Australasia and the UK are also available.

5. WESTERN CAPE

Aquila Private Game Reserve.

Four-star, malaria-free game lodge located two hours from Cape Town.

Rates are from R1 590 pp sharing per night. This includes accommodation with breakfast, lunch, dinner and two game drives per day. Offer is valid from August 1 to October 31. Luxury family cottages are also available.

6. MOZAMBIQUE

Mozambique Tourism. Pemba Beach Hotel and Spa – seven-night packages are from R7 750 pp sharing. Rate is inclusive of return flights ex-Johannesburg, accommodation with daily breakfast, airport-hotel transfers, non-motorised water sport/equipment and emergency evacuation. Three- and five-night packages are also available.

Special expires March 28.

7. SOUTH AFRICA

City Lodge Hotels. “Spouse-on-the House” offer – partner stays free on a Friday, Saturday or Sunday night. Pay the single room rate for a double room. Offer is valid at all City Lodge or Town Lodge and Courtyard Hotels. Offer is valid until May 31.

8. MAURITIUS

Thompsons Holidays. Seven-night packages are from R10 409 pp sharing at the three-star Pearle Beach Resort. Rate includes return flights ex-Johannesburg or Durban, airport-hotel-airport transfers, breakfast, lunch, dinner, all local drinks and complimentary half-day city tour. Rate ex-Cape Town is also available. Package rate excludes airport taxes.

9. MADAGASCAR

Animal Tracks Islandventures. For 12-day packages, prices are from R13 088 pp sharing at Sakatia Lodge.

Special includes return flights ex-Johannesburg, domestic flight to Sakatia Island, airport-hotel transfers, and accommodation with breakfast and dinner. Early bird discount of R1 640 pp for bookings received before March 15. Package is valid from June 8 to July 17.

10. SEYCHELLES

Travellers Choice. Special offer at the five-star Paradise Sun Hotel. Six-night packages are from R13 375 pp. This is inclusive of return flights ex-Johannesburg, airport-hotel-airport transfers, and accommodation with breakfast and dinner. Rate excludes airport taxes, which are R1 750 pp. Add-on fares ex-Cape Town and Durban are also available. Offer expires June 30. ■

DISCLAIMER: All specials are subject to availability, currency fluctuations and seasonal surcharges.

March 2010 • BUSINESS TRAVEL NOW

27

Destinations

Argentina’s capital city offers visitors a wealth of cultural and historical experiences to enjoy.

Buenos Aires, Argentina There’s more to Buenos Aires than just tango and football. Sue Lewitton finds out what makes Argentina’s capital one of South America’s most important business hubs.

B

UENOS Aires is the financial, industrial, commercial and cultural capital of Argentina.

Its port is one of the busiest in South America. This, along with a favourable exchange rate, has made the city a popular destination for meetings and conventions. In the 2008 International Congress and Convention Association (Icca) list of top convention cities, Buenos Aires ranked in 15th place. This is also attributable to the selection of convention space, with three fair centres offering a total area of 150 000 sqm of meeting space. An additional 48 facilities are able to accommodate smaller events of up to 2 800 delegates at a time.

Stay at the newest hotels Work is well underway on the construction of the InterContinental Nordelta Buenos Aires Hotel, Residences and Spa. The property, set to open early next year, will be located on the Bahia Grande in Greater Buenos Aires, about 22km from the city centre.

It will be a mixed-use development, with a hotel, residences, restaurants, shops and a Jack Nicklaus golf course. There is already a corporate park situated in Nordelta where several businesses and multi-national corporations are based. The property will also be situated close to Lago Central where a marina, boat slips and 28

March 2010 • BUSINESS TRAVEL NOW

direct access to the Rio Lugan provide guests with access to a range of recreational activities.

The hotel will comprise 140 guestrooms, including 20 suites, along with 225 residences. The resort will also include a spa, fitness centre, indoor and outdoor swimming pools, six meetings rooms with a capacity for up to 600 delegates, two restaurants and a bar.

New hotel devoted to eco-friendly practices InterContinental Nordelta Buenos Aires Hotel, Residences & Spa will join sister hotel InterContinental Buenos Aires, which is situated in the financial district of the city and within walking distance from the famous Calle Florida shopping street and main tourist attractions.

Construction is also underway on the five-star Hotel Único Buenos Aires. The property, which will be located in the Puerto Madero section of Buenos Aires, will comprise 220 rooms as well as condominiums and is scheduled to open at the end of 2010. The hotel will be the highest tower in the area and will include facilities such as restaurants, bars, a wellness and fitness centre, galleries and conference facilities.

For something a little different, Casa Calma is Buenos Aires’ first hotel to be completely devoted to eco-friendly practices.

Fast facts • SAA flies from Johannesburg to Buenos Aires three times per week. Malaysia Airlines also operates flights from both Johannesburg and Cape Town to Buenos Aires. Once in Buenos Aires, the cheapest way to get around is by using the metro. Taxis are cheap and plentiful and the city centre is easy and safe to navigate on foot.

• The unit of currency in Buenos Aires is the Argentinean peso, although many shops will accept US dollars.

(R1 = approximately 0,51 Argentinean pesos).

• South Africans travelling to Argentina do not require a visa – only a valid passport for entries of up to three months at a time.

• Argentineans tend to eat dinner much later than South Africans – it’s not uncommon for diners to start their evening meal at 22h00.

• The tap water is safe to drink.

Iberia rolls out the red carpet Iberia Airlines has introduced chauffeured limousine services to passengers choosing its Business Plus class for intercontinental flights landing at Buenos Aires airport. A luxury car and driver will take passengers from the city to the airport and on arrival will take travellers to their hotels. The service has been introduced within the framework of the airline’s €150m Total Customer Care Programme, which includes plans to offer online check-in for all destinations as well as a new Platinum membership card. The airline has also overhauled its intercontinental Business Plus class by removing a row of business class seats in order to expand the room between rows by more than 30cm from 152cm to 183cm. The total personal space available to each passengers will now exceed 2,2m. ■