SMEs are gaining importance in the eyes of TMCs and suppliers
SME Intro: An update on the latest trends and how SMEs are being catered for by TMCs and suppliers
Loyalty Schemes: How to manage your travellers' loyalty to rewards programmes
Talking Travel: We talk sport, family, travel and luggage with football legend Thierry Henry
Speaking Out: Paul Dear at SAP Concur warns buyers they might not always be getting the right content
Yes, I am biased but I am not the only one who thinks The Business Travel People Awards party is the best night in our industry’s busy social calendar –just see what Scott Wylie at TripStax says on page 27, for starters.
Based on the comments on social media and the many messages of thanks in our inboxes, many of you agree that it’s an extra special night.
The People Awards are a wonderful celebration of individuals and teams in every sector, working across all areas of their businesses, including some in roles who don’t usually get the recognition they deserve.
What’s more, they reward achievement at any stage of a career, from those just starting out to senior managers with many years behind them, and everything in between.
Our 2024 winners are a fine example of the diversity of these awards. Accolades went to a young, innovative marketing team at a Surrey golf and country club that most guests in the room hadn’t heard of, and to the small but mighty financial processing team of a TMC specialising in humanitarian, faith and academic travel.
Check out the full coverage of the awards on pages 14-21, with a full list the winners and highly commended, comments from the judges and some of the many pictures from the night. The smiles say it all.
Nominations will open in January for the 2025 Business Travel People Awards, which will be back at the Grand Connaught Rooms in London on September 30.
Put the date in your diaries folks and make sure you’re there for the best night in business travel. Rest assured, we're already putting our heads together to think of ways to make it even more special next year.
Bev Fearis, Editor
EDITORIAL
EDITOR
Bev Fearis
CONTRIBUTORS
Gill Upton, Sasha Wood & Jo Reeder
DIGITAL EDITOR
April Waterston
EDITORIAL DIRECTOR
Steve Hartridge
ADVERTISING SALES
PUBLISHER / COMMERCIAL HEAD
Kirsty Hicks
DESIGN & PRODUCTION
DESIGNERS
Matt Bonner, Caitlan Francis, Colette Denham & Neil Jones
OPERATIONS DIRECTOR
Clare Hunter
PRODUCTION ADMINISTRATOR
Steve Hunter
SUBSCRIPTIONS
Subscribe for free at thebusinesstravelmag.com/subscribe
BMI PUBLISHING
MANAGING DIRECTOR
Matt Bonner
CEO Martin Steady
Eye-catching images of the latest news and developments
The Singapore EDITION
Wonder Room at The Singapore EDITION is a new micro-club nestled behind the hotel’s signature spiral staircase. The plush Gold Bar is where cocktails and light bites are served, while The Pink Room is reserved for private gatherings.
Guests enter through a bronze mirror tunnel that sets the stage for a night of sophistication as the reflective surfaces create an ethereal passageway, transporting them into a realm of glamour and style”
The Sheridan Bar is the new Moët & Chandon Champagne and cocktail bar at this 17th-century historic Cheshire hotel, part of The QHotels Collection. With marble and brass accents by Fusion by Design, the bar is named after playwright and politician Richard Brinsley Sheridan, a friend of the first Lord Crewe and his wife Frances.
A subterranean cocktail bar, Black Lacquer, will showcase emerging DJs and artists at this new hotel in a Grade II listed landmark in the middle of London's historic Old Bailey. The UK debut of this new brand from Ennismore, the Hyde London City has 111 guestrooms and a modern, laidback Turkish restaurant, Leydi.
The new flagship for Rixos, this hotel is part of a transformation of Istanbul's historic Ottoman naval shipyards. It will have 432 rooms, 67 suites, a 2,027m² ballroom and an infinity pool with views of the Golden Horn. A ferryride from Istanbul airport, the property also has its own helipad.
“FIRST AND FOREMOST, TRAVEL IS A PEOPLE INDUSTRY SO IT'S ALWAYS A VERY SPECIAL NIGHT RECOGNISING OUR AMAZING TALENT”
“Thank you to the Business Travel People Awards 2024 for elevating and igniting the people”
,
"THE PEOPLE AWARDS IS HANDS DOWN MY FAVOURITE EVENT OF THE YEAR: NOT JUST THE MOST FUN BUT HOW IT RECOGNISES AND CELEBRATES TALENT IN SUCH A WARM, GENUINE AND MEANINGFUL WAY"
The event isn’t just a celebration of our industry's incredible talent but also a fantastic opportunity to reconnect with industry friends”
Tejal Parmar, Fulfilment & Supplier Relations Director, CT Business Travel
"WHAT I LOVE ABOUT THESE AWARDS IS THAT THEY’RE ALWAYS ABOUT THE PEOPLE. THEY’RE INCLUSIVE, HONEST AND THIS YEAR STRIVING TO BE EVEN MORE SUSTAINABLE THAN EVER"
“It’s evident just how much these awards mean to the people in our industry. It’s a proud moment for us all”
Leigh Cowlishaw, Chair of the Judges and Managing Partner Black Box Partnerships
Complex ownership structures and consolidation means you might not always be getting the content that’s right for you, warns Paul Dear at SAP Concur
Following the successful launch of the new Concur Travel, we are continuing to take feedback from clients and our TMC partners. We’ve made hundreds of enhancements and refinements in the last 12 months and our innovation continues at pace.
We were the first corporate travel tool to adopt the new Deutsche Bahn API and migrated all customers to that new experience within a month of initial launch. Our first-to-market Ryanair direct connect will be live at the end of October.
Between GDS, Direct Connects, and TripLink, we continue to give our customers the tools they need to obtain the content they want, wherever they want.
Our industry is full of acronyms, standards and complexities that can easily confuse. But cut through this and there is one simple requirement: to get the right content to your travellers on consumer grade technology that they want to use. Don’t be fooled by the people who are making it seem more complex.
I have the utmost respect for the tech start-ups coming into our industry, who were going to eliminate the TMC, but it’s interesting to see that a number of them have ended up buying TMCs, and most of them have at least contracted with TMCsreverting back to the traditional model. With the current consolidation – and I predict there’s more to come – you’ll be seeing more changes of ownership.
Alongside this, we’re now seeing some of the mega TMCs start to segment into different sectors – SMEs or enterprise – and offering different types of content to each one, plus different ways to fulfil the booking and different service levels.
At SAP Concur, we will go direct to suppliers where it adds value to you, not just to make 'marketing noise'. Unlike others, SAP Concur is not owned by a GDS, or a TMC. We are a pure SaaS provider, multi-channel and completely agnostic, focused on delivering a user experience that impresses travel managers and travellers alike.
We work with over 600 TMCs and provide content from 400-plus airlines via multiple channels. We're also taking accommodation content from a significant number of TMCs and aggregators, which allows for more hotel choice and rate types for your users.
We can get content from multiple channels of distribution, whether it’s GDS, through your TMC, NDC, or direct connect, as with our recent partnership with Ryanair. We make the same revenue from a £10 rail ticket as we do from a £20,000 flight, so economics don’t affect what we recommend. Nor do we train our AI to influence our recommendations.
Direct connects are not a new innovation. We have been enabling direct connects for over 20 years, but also work with all three of the major GDS companies.
We can take content from anywhere, so if an airline falls out with a GDS, it doesn’t matter – we have other channels where content can be sourced. NDC to us is just another content source. It’s not a big issue. Simply put, we are a smorgasbord of content and it’s up to you to pick and choose what works for you and your travellers. If you are not getting the content you want from your travel ecosystem, just ask for it.
We believe that tech providers should be the ones removing the complex tasks and making it easy. Using the well-known analogy, it’s up to us as technology providers to be doing all the paddling underneath the surface, taking care of everything, and all that you should see is the swan gliding serenely above water.
Bev Fearis chats with the entrepreneur and venture capitalist about his quest for ‘the perfect trip’, the future of TMCs, annoying habits, best bosses and more
When it comes to work-life balance, Steve Singh has an interesting approach. “There is no distinction between my work and my family - they are both my life and my source of joy and I derive incredible energy from both.”
It helps, of course, that his wife, Heather, and son, Naveen, one of the couple’s three children, also work in corporate travel. Heather is the Chief Product Officer and Chief Marketing Officer at group meetings and event platform Troop Travel and Naveen is the founder and CEO of expense management company Center. Alongside fellow investors in the Madrona Venture Group, Singh has invested in both Troop and Center, and also in Travel-as-a-Service platform Spotnana, where he is taking a more hands-on approach as CEO. Most recently, in April of this year Singh and his investor buddies acquired US travel management company Direct Travel. Singh is Executive Chairman in all four companies, plus others not related to travel. So, how does he manage his time? “I try to be 100% present in whatever I am doing, although I am not exceptional at this yet,” he admits. “I leave each conversation with action items and walk into each conversation with a set of goals on what I want us to accomplish in that discussion.”
Along with his brother Raj, Singh founded Concur in 1993 and was the company’s Chairman and CEO through its IPO, 16 years as a public company and sale to SAP in 2014
for $8.3 billion. He could have left the industry then but didn’t. “There were two things that pulled me back into the travel industry. A fundamental shift in the technology landscape (cloud computing and Machine Learning) and the opportunity to work with four incredible executives - Sarosh (Waghmar) at Spotnana, Naveen (Singh) at Center, Dennis (Vilovic) at Troop, and Christal (Bemont) at Direct Travel. Working with incredible leaders, leveraging a modern technology stack allows me the opportunity to deliver on a vision that I had real passion for - the perfect trip. It also feeds a personal need. I get great joy in helping others succeed,” he explains.
The latest step in Singh’s quest for ‘the perfect trip’ is Avenir (French for future). Billed as “Direct Travel's new, state-of-the-art technology stack, uniquely designed to be the first open, end-to-end solution of its kind”, it brings together Spotnana “for cutting-edge travel management”, Center “for advanced expense management,” and Troop “for efficient meetings and events planning”.
“With Avenir, we believe Direct Travel is
Cloud computing and AI are enabling a level of value creation that wasn't possible when I started Concur. We are living in the golden age for travel industry innovation”
poised to spark a movement that will fuel the modernisation of the business travel sector and a new era of unprecedented technical innovation,” says Singh.
Avenir’s “open and extensible design” allows innovators from any field to contribute, he adds. Singh sees potential for further innovation partnerships to use AI to automate travel bookings, predict and manage disruptions and ensure compliance, and for hotel and property management, which he believes is ripe for transformation.
“We have nothing to immediately announce, but we are engaged with folks across the industry on a regular basis,” he says.
The decision to buy a TMC took some in the industry by surprise, but Singh says the deal was about “distribution, customer acquisition and high quality customer service”.
“We looked at several TMCs, but none of them were as well managed, nor did they have the same level of customer loyalty as Direct Travel enjoys,” he says.
A recent Direct Travel report found most US business travellers believe TMCs no longer have a role in the ecosystem and are long overdue for disruption. Singh agrees the TMC model needs to change. “I believe TMCs will evolve to deliver a single technology stack (in the case of Direct Travel it will be Spotnana, Troop and Center) upon which they can deliver unique, ongoing innovation that leads to a better customer value proposition at a lower cost of operation,” he explains.
“Good TMCs do more than just manage
costs. They play a key role in modernising programmes, enabling travel managers to anticipate challenges, mitigate disruptions and enhance traveler wellbeing and satisfaction.
“Moreover, TMCs should elevate the travel leader’s role to that of a strategic business advisor who is viewed as helping advance the company’s interests.”
He believes there are three key priorities for travel managers – improving the traveller experience, travel programme cost management and duty of care, and that technology will play a key role with all three.
“AI can be used to automatically adjust travel budgets in a tightening economic climate. Rather than a flat x per cent cut across the board, a modern travel and expense platform can adjust travel budgets to align with economic opportunities and business priorities. Platforms like Avenir can be used to identify, communicate with and help travellers navigate out of locations where
there might be a safety concern - all while keeping the traveller manager and line managers apprised of the situation. Travel managers have an opportunity to leverage modern, open, integrated platforms and AI to dramatically improve the traveller experience while reducing their operating costs.”
He also predicts “compelling and exciting” changes on the horizon for travellers.
“In the near future you will be able to ask solutions like Avenir to book your travel with just a simple voice request. Modern solutions will integrate with your calendar, understand your preferences and pattern of behaviour, your corporate policies and book your travel –no matter how complex – inclusive of ground logistics and dining or venues," says the serial travel entrepreneur, fuelled by the possibilities.
"Cloud computing and AI are enabling a level of value creation that wasn't possible when I started Concur. We are living in the golden age for travel industry innovation.”
Who was your best boss and why?
I’ve not had a large number of bosses, but I have been fortunate that I have worked for some amazing people. Bill McDermott, my boss at SAP, gave me a lot of latitude in running the various Cloud businesses at SAP. We spoke once every few weeks and had a highbandwidth conversation that focused on strategy and people development. I loved his optimistic, people-driven approach to leadership.
Are you a good boss?
I would like to think so. I demand clarity in goals and alignment of the entire company against those goals. But that must always be matched with a deep commitment to the people that trusted you to come to work for you.
What's your most annoying habit?
I am very demanding. When you make a commitment to me, or your colleagues or company, I expect you to deliver without excuses. I expect the same of myself. I can be very hard on you if you do not live to your commitments.
What’s your pet hate about travelling?
Check-in at hotels is way too slow and requires too much repetitive information.
Favourite Netflix series?
I am a sci-fi geek. I loved the Lost in Space series.
What keeps you awake at night?
Knowing that the sunrises in front of me are fewer than the sunsets behind me. I want to accomplish as much as I can each day.
How would you like to be remembered?
For making a positive difference in the trajectory of life for as many people as I can. The only enduring legacy we leave behind is the cumulative impact of each of us incrementally improving the quality of life for all of us.
How is AI being used in business travel today?
Unless you’re top of the tree, I think most business travel professionals are still just dabbling with AI, perhaps using Chat GPT to help write documents, sales proposals or content for their website. They’re using it as a starting point but then enhancing it with the human touch. Or they are using it to monitor or analyse large quantities of data, perhaps for identifying when travellers might be at potential risk in cases of political unrest or natural disasters, or to monitor bookings for adherence to travel policy. At Lokulus we see an opportunity to use AI to not only assist with unstructured booking requests, but to bolster TMCs internal operations and customer service experiences.
What are the key benefits?
From an operational perspective AI provides an opportunity for TMCs to streamline or simplify their processes and provide a better service to their clients. For example, AI can be used to analyse a traveller’s free format booking request, determine which elements of the booking are requested and analyse the supplied information, such as dates and destinations, to identify any missing facts. Those missing facts can then potentially be supplied using AI, such as identifying a common departure point, or can be used to request further information from the traveller. This results in a more efficient booking process for the traveller and the opportunity for TMCs to provide a 24/7 service outside of the OBT.
What is the main concern about using AI in this way?
From what TMCs are telling us, the primary concern has been that they want their travel consultants to be in control of any actions
or responses sent to travellers to maintain quality and personalisation. We agree that it’s essential to keep humans in the loop, but AI can save time by reading through and extracting information, and can chase up missing information, freeing up consultants to focus on the more complex tasks.
What about concerns over data?
This is a more thorny issue. Yes, there is a growing awareness that ‘my data’ is going somewhere and some concerns over where is it being stored and whether someone else can access and use it. TMCs deal with sensitive traveller data, including personal identification, payment information, and travel preferences, so before embarking on any AI project that uses this data it’s vital to ensure you remain compliant of GDPR rules,
From a corporate travel perspective, dynamic itinerary creation would be an obvious candidate, where AI can create and adjust itineraries in real-time based on changing conditions, such as flight delays, weather changes, or last-minute preferences. ”
either by processing data locally (often not practical) or tokenising the data (replacing it with gobbledegook) before analysis.
And what about fears about job security?
This is often cited as a concern about AI but in fact most of the TMCs we speak to are not looking to use AI to reduce headcount. Instead they are looking to use AI to create more capacity or to simplify some tasks so that onboarding new staff is easier, particularly when more are working remotely. Good communication will help alleviate any fears among staff, explaining that AI is there to reduce mundane tasks to allow more time for creative activities.
What’s the next stage in AI technology and how will it impact our industry?
This is a technology that is developing at a pace possibly never seen before and predicting what's next is certainly a challenge. In the leisure space we are seeing advancements in the fields of Virtual and Augmented Reality emerging but this is less relevant in corporate travel. From a corporate travel perspective, dynamic itinerary creation would be an obvious candidate, where AI can create and adjust itineraries in real-time based on changing conditions, such as flight delays, weather changes, or last-minute preferences. But, to alleviate concerns about errors or model bias, we recommend keeping a human in the process, so that expectations of accuracy increase significantly.
Is the sector ready for chatbots?
Definitely. Chatbots or virtual assistants are becoming much more sophisticated and can be used to assist travellers to book travel and manage itineraries. They can be used to answer frequently asked questions and, importantly, they are also available 24/7. They can provide a supplementary route to online booking tools that some corporate travellers will find easier to use or navigate. A structured logic flow can coach the traveller through the booking process, or at the very least ensure that travel consultants are armed with sufficient information to assist their clients' travellers more efficiently.
Why should the industry embrace AI now?
Much of the industry is already using AI in a casual sense but by embracing AI more formally, the sector can start to improve operational efficiency, enhance the traveller experience, reduce costs, and stay competitive in a rapidly changing environment. We believe the benefits of AI are substantial and will continue to grow as the technology evolves at a fast pace. It’s essential for corporate travel businesses to start exploring the possibilities now, or their competitor around the corner will.
What are your top tips for AI newcomers?
• Don’t be too ambitious initially and grow the adoption of AI as you learn.
• Keep a human in the loop until you are satisfied with the results.
• Ideally work with a partner as the skills required can be scarce and difficult to learn.
Business travel professionals from all sectors gathered in London for the prestigious Business Travel People Awards 2024 presentation ceremony.
The awards, now in their 13th year, recognise and reward the incredible achievements of the industry’s finest talent.
Winners and highly commended in the 20 categories were presented with their awards in the beautiful Grand Hall at the De Vere Grand Connaught Rooms in London’s Covent Garden.
Outstanding individuals and teams in business travel were honoured at this year’s Business Travel People Awards. Congratulations again to all the winners
dozens of detailed submissions, all of which included written or video testimonials from clients and colleagues, plus other supporting evidence.
Speaking during the presentation ceremony, Chair of the Judges, Leigh Cowlishaw, said: “In the lead-up to this event and when we all look around this room tonight, it’s evident just how much these awards mean to the people in our industry. It’s a proud moment for us all.
The evening began with a champagne reception sponsored by Direct ATPI, who also offset travel to and from the awards for all guests.
During the three-course dinner and awards presentations, cabin crew from Platinum sponsor Virgin Atlantic added a fun flight theme from a jump seat on the stage.
Bronze sponsors – Sirius Talent Solutions, JetBlue, Nomadic, Travel Risk Academy, Clarity Travel Management, Best Workplaces in Travel and Blacklane – each sponsored an awards category.
Opening the ceremony, the awards organiser and Publisher of The Business Travel Magazine, Kirsty Hicks, said: “This is by far my favourite night in the industry calendar, a time to celebrate the achievements of our industry’s finest talent.
“We had more entries than ever this year
and, as always, the competition was tough, so being a finalist is a huge achievement. Well done to all of you.”
Nicola Goldsmith, Director of Virgin Atlantic’s Global Agency Sales Team, said: “We are so privileged to be headline sponsor of tonight’s awards. We’re proud to showcase the industry’s finest talent and celebrate the individuals and teams who go above and beyond to make our industry the best place to be.”
Winners were chosen by an independent panel of 20 industry experts who studied
"Thank you again to the team at The Business Travel Magazine and to all the judges for making this happen.”
Entries for the 2025 awards will open in January and the ceremony will take place on September 30 at the Grand Connaught Rooms.
Go to thebusinesstravelmag.com and follow The Business Travel Magazine and The Business Travel People Awards on LinkedIn for more coverage and photos and for details about next year’s awards.
The Business Travel People Awards 2025 will be held on September 30 at the Grand Connaught Rooms, London. Look out for details on thebusinesstravelmag com
ACCOUNT MANAGER OF THE YEAR
Nicola Meredith, Inntel
ACCOUNT MANAGEMENT TEAM OF THE YEAR Partnerships Team, ATPI
Highly Commended: Global Sales Team – Agency & Corporate, Virgin Atlantic
MEETINGS AND EVENTS TEAM OF THE YEAR
Meeting and Events Team, Brighter Events
BUSINESS TRAVEL TEAM OF THE YEAR
Sponsored by Virgin Atlantic Marketing Team, Foxhills Club & Resort
TRAVEL TECHNOLOGY INNOVATOR
Tony Edge, Focus Travel Partnership
Highly Commended: Adam Braun, Clarasight
SUSTAINABILITY CHAMPION,
Sponsored by Blacklane
MENTOR OF THE YEAR
Tracey Wilson, Blue Cube Travel
OUTSTANDING INDUSTRY CONTRIBUTION
Sian Sayward, Inntel
RISING STAR
Sponsored by Sirius Talent Solutions
Jake Lawley, Clarity
Highly Commended: Victoria Curley, Roomzzz
CONSULTANT OF THE YEAR
Sponsored by Clarity TM
Jayne Riddick, Blue Cube Travel
Robin Spierings, SkyTeam
DIVERSITY, EQUITY AND INCLUSION CHAMPION
Scott Wylie, TripStax
SHINING STAR
Camilla Tuzemen, ATPI
SALES AND BUSINESS DEVELOPMENT TEAM OF THE YEAR
Inntel Business Development Team, headed by Kilianne Clegg
Highly Commended: Sales Team, Roomzzz
SALES AND BUSINESS DEVELOPMENT MANAGER OF THE YEAR
Sarah Walton, Good Travel Management
DUTY OF CARE CHAMPION,
Sponsored by Travel Risk Academy Chelsey Power and Simone Coles Wellbeing Team, BCD
PEOPLE MANAGER OF THE YEAR
Sponsored by Best Workplaces
Frazer Gander, De Vere Group
Highly Commended: Chris Lawn, Clarity
BUYER OF THE YEAR
Sarah-Jayne Holley
TMC ABOVE AND BEYOND – INDIVIDUAL
Sponsored by Nomadic Donna Fitzgerald, Clarity
TMC ABOVE AND BEYOND – TEAM
Sponsored by JetBlue Financial Processing, Key Travel
CHAIR’S AWARD
Nico Nicholas, Trees4Travel
Sarah-Jayne has taken an enthusiastic, can-do approach to deliver significant positive impact within her organisation, fully embracing all of the support, relationships and mentorship around her and, crucially, listening and continually learning.
Scott’s commitment to DE&I is exemplary. Practicing what he preaches, he brings about positive change and instils confidence in employees, creating an open working environment for people from all parts of the world and raising awareness in the wider industry.
OF THE YEAR
JAYNE RIDDICK, BLUE CUBE TRAVEL
Testimonials from clients say it all:
• Jayne enables what appears to be the impossible.
• Total peace of mind – consistent and outstanding service.
• Jayne eliminates all stress and worries; she knows us like family.
ACCOUNT MANAGEMENT TEAM OF THE YEAR PARTNERSHIPS TEAM, ATPI
ATPI’s renamed Partnerships Team takes a consultative, dedicated and client-focussed approach under the leadership of Sam Davies. An extension to a client’s team, it prioritises face-to-face engagement, visiting company offices and connecting directly with travellers.
TMC ABOVE AND BEYOND – INDIVIDUAL
Donna is a true industry professional who went way above and beyond to stabilise the business through an uncertain period. She brought real and positive change to the organisation, ensuring the ship was steady and that her people felt heard. The legacy of what she achieved will have a significant impact on the business travel industry for years to come.
SARAH WALTON, GOOD TRAVEL
Sarah has demonstrated the value of continuous learning, commitment to excellence and self-belief to win new business. Her results are against a backdrop of personal challenges, making her successes even more remarkable. Colleagues say she is an inspiration.
A team of just two, Josh and Katie are managing to forge new partnerships and take innovative and imaginative approaches to secure business from new markets, including in the MICE space. They also created a memorable campaign to attract new talent.
Robin possesses an exceptional understanding of the complex challenges faced by the sector and has demonstrated remarkable leadership. Heading up the SkyTeam Sustainable Flight Challenge, she works both from the top down and from the bottom up to drive action, develop new ideas and, crucially, encourage sectorwide collaboration.
INNOVATOR
TONY EDGE, FOCUS TRAVEL PARTNERSHIP
A dedicated champion of innovation and a solutions-driven architect, Tony is fuelled by a desire to help solve some of the key challenges TMCs are facing and to revolutionise the business travel industry for the better.
MEETINGS AND EVENTS TEAM OF THE YEAR
MEETINGS AND EVENTS TEAM, BRIGHTER EVENTS
With a 100% customer retention rate and distinction from the Institute of Customer Service, this newly-merged Clarity and Agiito meetings and events team is already making its mark, helped by the new MeetingsPro solution.
Chelsey and Simone have invested time and passion to deliver an holistic wellbeing approach across their organisation, demonstrating real compassion towards their colleagues and peers, and they’ve done this above and beyond their ‘day jobs’.
Affectionately dubbed the Mother Hen, Tracey nurtures her team members with care and compassion and is always ready to offer support. She speaks at local colleges, contributes to Travel and Tourism curriculums and takes less experienced team members with her to networking events to help their career progression.
Having risen quickly through the organisation from student to a senior role, Frazer has led several initiatives to significantly help De Vere attract and retain talent and has become the role model for the group’s HR team.
Sian’s desire to support and change the industry is evident in the testimonials and demonstrated by the work she has done to encourage collaboration, innovation and her social and environmental impact. She is a clear advocate for giving back and generating change for the greater good.
Jake pushes the boundaries, always looking to take things to the next level. An ‘ideas man’, he contributes to different workstreams and is always the first to put up his hand and share innovative suggestions. Having progressed quickly at Clarity, he is now mentoring new account execs. He consistently receives ‘excellent/good’ ratings from customers too.
NICOLA MEREDITH, INNTEL
Nicola is new to the sector but has hit the ground running, going way beyond what is expected of her. Heading up a major new account, she put in extra hours to get familiar with Inntel IT systems and wasn’t afraid to question why things are done to find a better way.
With her warm, engaging personality, Millie has made her mark across the whole business – administration, operations, digital and sales –delivering excellence in all she does and transforming travel programmes through expansive knowledge and commitment to innovation. Millie is the embodiment of a business travel innovator.
SALES AND BUSINESS DEVELOPMENT TEAM OF THE YEAR INNTEL BUSINESS DEVELOPMENT TEAM, HEADED BY KILIANNE CLEGG
This team is taking a joined-up approach to exceed targets, retain clients and bring in new ones. It understands that new business isn’t simply saying yes and not delivering, but actually taking the time to know and understand the client, making sure to deliver all that’s expected.
Back-office teams are often the unsung heroes in an organisation but this Financial Processing team has clearly proved itself to be a critical cog at Key Travel. The personalities and strengths of the four individual team members shone through and the judges voted unanimously to make them the winner.
CHAIR’S AWARD
NICO NICHOLAS, TREES4TRAVEL, TREES4EVENTS AND ZEERO
A ‘human dynamo’, Nico recognises the many reasons why business travel is a force for good but also acknowledges that major changes must be made. He advocates collaboration and has helped form transformative partnerships between TMCs, corporates, suppliers, reforestation organisations, governments, engineers and scientists to scale up solutions.
As a new political landscape takes shape, the Business Travel Association is looking to achieve continuous, positive engagement with the new Government. Our goal is to advocate for the business travel industry, with a renewed focus on how it is shaping the UK’s economic landscape.
As the voice of business travel, we are committed to building strong relationships across the political spectrum and are actively engaging with new Ministers and Shadow Ministers, with MPs who are new or returning, as well as with the growing number of Metro Mayors.
Travel and transport infrastructure is intrinsic to Labour’s growth strategy for all industries. Integrated and forward-looking transport planning will be vital to our future prosperity, from railway reform to looking at ways to increase sustainable aviation fuel (SAF) production. Currently, transportation modes and links are fragmented, as we all know from (bitter) experience!
Integrated transport planning, based on the entire ‘journey’ of travellers, from ticket purchase to destination,
could help to streamline the various networks – taxis, buses, trains and planes –improving regional connectivity, not just for travellers in London.
Business travellers typically spend more on rail journeys than other travellers. So, it is crucial that the Government works with us to address issues, such as dated ticketing systems, poor service, high cost and limited availability, that deter travellers from using the railways. The current solution is not good enough and must change.
Our Rail White Paper shows our willingness to work with the Government to identify problems, improve customer experiences and implement ticketing reforms to create a more reliable and efficient transport system.
In aviation, SAF is leading the way as a solution for addressing sustainability concerns – but there is nowhere near enough of it. We urge the Government to implement a watertight SAF mandate and to look at all ways, including tax breaks, to stimulate a ramping up of SAF production and to turbo charge hydrogen development.
FRAGMENTATION of travel content is a major problem for the business travel industry, according to 100% of corporate buyers interviewed for a White Paper released at the BTA Conference in Gibraltar.
But research found the consensus from a supplier perspective was more split, with 60% of suppliers agreeing that fragmentation is a major problem in the industry, compared to 40% who do not think it is.
The White Paper explores the critical role TMCs play in mitigating the increasing levels of fragmentation. It was produced by Black Box Partnerships and commissioned by the BTA, the Australasian-based Association of Travel Management Companies (ATMC), and the Guild of European Business Travel Agents (GEBTA).
TRAVEL management companies need to tread carefully when it comes to perceptions about the way they are using AI, BTA members were told.
"As TMCs, I think we need to be careful that it could be seen by corporates as a cost cutting measure," she told the conference audience.
Clive Wratten Chief Executive Officer
In a session on AI technology at the BTA Conference in Gibraltar, Joanna Greenfield, Senior Vice President Europe at BCD Travel, said BCD has noticed that RFPs are increasingly including questions from corporates asking if AI will replace human interactions.
"We need to be very careful in the way we present this."
Greenfield said the TMC community needs to make sure their clients understand that it's the value TMCs put behind the AI automations that will drive benefits, not the technology itself.
VIRIDIAN APARTMENTS HAS OPENED A 38-UNIT PROPERTY BETWEEN CANARY WHARF AND THE CITY OF LONDON. SERVICED STUDIOS AND ONE- AND TWO-BEDROOM APARTMENTS, SOME WITH OUTSIDE SPACE, ARE SPREAD ACROSS FIVE FLOORS
VIRGIN ATLANTIC will launch a new route from London Heathrow to Riyadh in Saudi Arabia and to Accra in Ghana in summer 2025.
The daily service to Riyadh’s King Khalid International Airport aims to “participate in the growth expected from Saudi Vision 2030”.
Virgin Atlantic said air travel between the UK and Saudi Arabia is forecast to grow 24% between 2019 and 2035 as the destination targets rapid growth.
Riyadh services will operate daily on A330neo, the newest aircraft in
Virgin Atlantic’s fleet, from March 30, or possibly earlier due to high demand since flights went on sale.
Riyadh is also home to Virgin's SkyTeam partner, Saudia, and the partnership will offer onward connections to Islamabad, Lahore and Karachi, with further destinations within Saudi and to Bangladesh and China to follow.
Meanwhile, Virgin Atlantic will bring back flights to Ghana for the first time since 2013, with daily flights to Kotoka International Airport from May 2025.
34 days in advance for bookings business trips
Business trips are now being booked an average of 34 days in advance, which is 5.4 days earlier than the average in 2023, according to the member TMCs of the Advantage Travel Partnership and data from the group's technology partner Travelogix.
DELTA AIR LINES will fly its largest-ever transatlantic summer schedule next year with new routes from Dublin, Sicily, Rome, Milan, Brussels and Barcelona.
In May 2025 Delta will introduce a service from Detroit to Dublin four times a week, complementing the existing Dublin services from Atlanta, Boston, New York JFK and Minneapolis St. Paul.
In the same month, Delta is boosting its Italy services by over 10% to include a new daily service from New York JFK to Catania, Sicily, four weekly flights from Atlanta to Naples, Minneapolis St. Paul to Rome and Boston to Milan. Services will also increase to Athens, Zurich and Munich.
A SURVEY by Booking.com for Business has highlighted the most common mental health concerns relating to business travel, with loneliness topping the list.
In the online survey, Booking.com for Business surveyed 502 full-time and part-time professionals across the US who travel for business.
When it comes to problems associated with corporate travel, loneliness topped the rankings (24%), followed by health challenges (23%), sickness (22%), missing family (22%) and anxiety (18%).
The survey also found that 18-35 year-old business travellers said they experience loneliness significantly more often during business trips than their older counterparts, aged 36 and above.
>> CAP WORLDWIDE SERVICED APARTMENTS has been awarded a Gold Medal by EcoVadis, the industry provider of business sustainability ratings >> AIR PARTNER, a Wheels Up company, has forged a tie-up with The Advantage Travel Partnership >> PREDICTX has created an AI addendum template that is available for use by any entity when negotiating contracts with suppliers for AI-based solutions >> AER LINGUS has announced an NDC partnership with Expedia Group >> WIZZ AIR is launching a direct route from London Gatwick to Jeddah, Saudi Arabia, in March 2025 >> ETIHAD AIRWAYS has opened a spa at its lounge at Zayed International Airport in Abu Dhabi in partnership with spa brand Be Relax >> SYNERGY has achieved a silver EcoVadis rating for its impact across environmental, social and governance initiatives >>
A GLOBAL State of the Market Survey has revealed that business travel is set to soar in 2025, with 40% of businesses planning to increase travel from July to June and 42% of corporates forecast to spend more than in 2024.
The online survey targeted Corporate Traveller and FCM Travel customers, including decision-makers, travel managers and authorised travel bookers.
With more than 500 responses collected, the survey found 10% of customers intend to travel more than 20% more, 30% plan to
increase by up to 20% more, 35% believe the amount of travel will be the same and only 10% anticipate a reduction.
As for intention to spend, 6% of customers surveyed plan to spend over 20% more on travel, 36% intend to increase spend by up to 20% more, 31% believe the amount of spent will be similar versus last year, while only 11% are expecting a reduction.
Globally, the survey found that the EMEA region is seeing the strongest increase in intentions to travel for business.
JETBLUE has announced plans to open its first airport lounges, at New York’s John F. Kennedy International Airport Terminal 5 in late 2025 and Boston Logan International Airport Terminal C soon after.
Complimentary access will be reserved primarily for members of Transatlantic Mint and TrueBlue Mosaic 4 and holders of the airline’s yet-to-be-released new credit card and an accompanying guest.
60%
worried about physical health of overseas staff
Research commissioned by Towergate Health and Protection found 60% of businesses with employees working abroad are concerned about the physical health of their workers. That is just above mental health (58%), financial health (52%) and social health (51%).
Flight connections
Cathay Pacific is now offering complimentary Wi-Fi services to Business Class passengers on all connected aircraft following successful trials. Over 90% of the airline’s fleet is equipped with Wi-Fi, including all long-haul aircraft.
City hub
YOTEL plans to expand its portfolio in the UK and Europe with the opening of YOTEL Belfast in late 2026. It will have 165 rooms, a food and beverage concept, fitness centre and a meeting room.
New parents
Alaska Air Group has completed its acquisition of Hawaiian Holdings. The move allows travellers to reach 141 destinations directly and over 1,200 destinations globally through the oneworld Alliance and global partners.
Atlantic crossing
Expedia Group has announced the UK launch of its One Key loyalty programme, first introduced in the US last year. The scheme is now available and free for UK travellers who book eligible flights, holiday homes, hotels, car rentals and activities on Expedia, Hotels.com and Vrbo.
Risk avoidance
GlobalStar has signed a global partnership with Magnatech Travel Management Solutions for automated risk messaging, duty of care platform, and its automated workflows solution, MTWorkflows.
GUY FAWKES NIGHT approaches, and that means a split among the fourlegged members of the Wylie household.
While our dogs Bow, Ozzie and Reggie will be indoors, whimpering at every whizz and bang, our family cat Rocky will be with us all in the garden, calmly taking in the action.
The fireworks remind me of a question I am increasingly asked as a CTO: is artificial intelligence taking off like a rocket, or proving a damp squib?
It’s a good question, because anyone who looks online can find two contradictory views.
One is that it will change everything, taking control of humans and putting us out of work.
The other is that AI is a bubble which will burst as businesses realise they cannot make a return on the investment needed.
As we approach the second birthday on November 30 of ChatGPT, and having studied hard how it could affect our own business, and corporate travel, I believe the truth lies somewhere in between.
AI is already making huge differences to how we operate, but don't worry – it won’t end the world as we know it.
Every time we use AI on a tech project, we measure how much time it saves us.
On one recent project, time taken was reduced from 120 hours to 20 hours. That’s a massive productivity gain.
Where we see an opportunity to invest in AI for a good return, like the project mentioned above, we are happy to splash the cash; but often the business case is not there.
Why? Well, what we’re realising is that AI is fantastic for improving productivity. But what it can’t do is improve on the creativity of humans.
Actually, that’s not quite right: AI does boost creativity, but indirectly, not directly. Think about the 100 hours AI saved us on that recent project.
The time won was used for work like developing proofs of concept, and training to make our people even smarter at their jobs.
Freed from their routine grunt work, my IT team are throwing more fantastic product ideas at me than ever before.
Travel managers should be seeing improvements too. One example is management information.
Thanks to natural language processing
“
AI is already making huge differences to how we operate, but don't worry – it won't end the world as we know it"
tools like ChatGPT, you can now type a data request like “show me our top five airlines to Australia” and it will quickly return the answer – no waiting for someone with a PhD in computerology to draft a customised report.
But, it’s actually human initiative driving the request to identify those top five airlines and thus help the business.
So my message to all you travel managers out there is this: be like my brave cat Rocky.
Don’t be afraid of the AI fireworks. Come out and enjoy them: there’s a lot of noise but you aren’t going to get hurt.
Scott Wylie Chief Technology Officer TripStax
Even during a steady time, the dynamic and numerous challenges faced by today’s travel managers require flexibility, resourcefulness and resilience. But the spike in activity at this time of year gives the sense that only the questionable ethics of human cloning offers a solution.
When buyers are this time poor, suppliers need to be really smart about their review meetings, touch points and what constitutes valuable interactions. This doesn’t mean leaving their corporate clients alone during this hectic period. Think of it as another opportunity to demonstrate partnership and customer centricity.
Even before Covid, the hallowed Quarterly Business Review tended to be a mixed blessing, with rather too much reading of reports and platitudes.
Forward-thinking travel buyers have been shifting this dynamic for many years now, with all data absorption expected to take place prior to the precious in-person meeting. High value challenges and opportunities being flagged in advance
means the session can focus on agreeing solutions and smart, committed actions.
Suppliers who assume the mindset of how can I help or support my customer’s workload and success, rather than how can I get my unrelated objectives achieved, are likely to fare better and receive more customer airtime just now.
In a commercial role, I have always felt that you want the meeting with you and your team to be the one the client is most looking forward to in their diary this week, as opposed to the one they would ideally like to postpone or speed through to get to more productive, valuable and downright enjoyable stuff.
So, this quarter I would humbly suggest that suppliers read the room and aim to 1) minimise unnecessary updates, 2) ensure you are well researched and don’t trouble your client for information you can ascertain elsewhere, 3) aim to take away/solve one or more of the umpteen tricky challenges crowding their table, 4) ask yourself if you just made the client’s day better, not worse!
MADRID has leapfrogged Barcelona in the rankings for the first time in the 2025 Meetings & Events Forecast Top Meetings Destinations report from American Express GBT.
Hotel rates and its central role as a Latin American gateway have propelled Madrid to second place, behind London which held strong as the top destination.
Meanwhile, Berlin is quickly becoming a sought-after location for budget-conscious event planners and has entered the top five for the first time. The report says it offers excellent venues without the price tag of more established cities like Amsterdam, and also has a vibrant culture.
EMEA’s top five destinations for 2025 are London, Madrid, Barcelona, Paris and Berlin.
Scott Davies Chief Executive
5% more seats offered by top corporate global airlines
A report from FCM Consulting, based on global data sourced from FCM Travel and Flight Centre Travel Group corporate booking data, found forecast seats offered across the top corporate global airlines in 2024 are set to be 5% above the number in 2019.
PROMOTED AT: Focus Travel Partnership
FROM: PR and Marketing Executive
TO: Marketing, PR and Events Manager
In her new role as Marketing, PR and Events Manager, Emmerson will develop and execute strategies to enhance the profile of the Focus brand and its 54 TMC partners.
JOINS: Sabre Corporation
AS: Head of Corporate Accounts UK&I
FROM: PSNGR1
Viner will focus on helping corporate travel buyers in the UK and Ireland access the tech company’s multi-source content, including GDS, NDC and low-cost carriers.
CAP Worldwide AS: Director, APAC
FROM: AltoVita
Lin has joined the CAP global leadership team with responsibility for the continued development and growth in the strategicallyimportant APAC region.
JOINS: CT Business Travel AS: Fulfilment & Supplier Relations Dir. FROM: Spotnana
Previously Senior Manager
Global Supplier Relations at Spotnana, Parmar has been appointed as Fulfilment & Supplier Relations Director at CT Business Travel.
FROM: The Grove
Brown will be responsible for developing relationships with corporate clients and agencies, as well as expanding Exclusive Collection's leisure, concierge and brand partnerships.
PROMOTED AT: SilverDoor
FROM: Senior Client Programme Manager
TO: Vice President Business Development
Garrahy, who joined SilverDoor in 2022, has been promoted and will lead a 10-strong team responsible for building and developing the company’s global strategic growth plans.
ALSO ON THE MOVE... >> Access Bookings has promoted Lee Gunn from Operations Director to Chief Operating Officer >> Direct Travel has appointed Sarah Kuberry Martino as Chief Product Officer and promoted Darryl Hoover to Chief Data Officer >> HBX Group has named Xabier Zabala as COO and Javier Cabrerizo as Chief Strategy and Transformation Officer >> Synergy Global Housing has appointed Aaron Turner as Chief Technology Officer >> The oneworld Alliance has recruited Loren Neuenschwander for the new role of Vice President, Membership >> veSpace's new Marketing Director role will be filled by Josephine Bradley >> Jodie Gentles, previously General Manager at One Global, has been promoted to the role of Managing Director >>
Despite their diminutive size, SMEs are attracting more attention from travel management companies and suppliers who recognise their value, says Gill Upton
Alice Linley-Munro is Resourcing and Travel Manager at Oil Spill Response, an organisation that typifies the average SME. Over the last 10 years, the company’s £1m travel spend has soared to £2.5m from 160 travellers. Due to the nature of its business as an immediate response service to oil spills globally, much of its travel is booked last minute.
Linley-Munro demands a more hands-on approach from her TMC and expects all suppliers to be more engaged.
“I know all my travellers, while other travel managers in a huge corporation won’t, and I expect high-touch, personal service,” she says.
“Due to the last-minute nature of a lot of our travel there has to be give and take. We ask a lot of our suppliers and they always help when they can. We have an open and honest relationship.”
SMEs’ nimbleness, growth potential and widening travel needs provide a symbiotic relationship with TMCs, airlines, hotels, technology companies and ground transport firms. On a macro level, SMEs are the lifeblood of the UK economy (and make up
99% of businesses across Europe), and thanks to their flat hierarchy, they helped fill the empty coffers of the industry post Covid.
“Coming back from Covid was rocky but we really didn’t stop traveling,” says Linley-Munro.
One difference she has noticed post Covid is the recognition of the value an SME brings to the table. “Often we didn’t get a new piece of tech before Covid but now it feels like we’re being pushed forward as a soft trial as we have such a mix of business – transient and crisis,” she says.
She notes that suppliers are starting to realise the power of the SME and “are doing more with less and tech is helping with that”.
So, are SMEs now on a level playing field with enterprise clients?
“Absolutely,” says Claudia Jackson, MD UK & Ireland at BCD Travel, where the SME has always been a core customer and accounts for 70% of customers globally.
SMEs are defined by spends of between US$100,000 to US$10m, although a spend definition is not clear cut as industry vertical and company culture holds just as much
The SME sector is generally less volatile than larger groups of customers and spreading your bets is a safer strategy, and they tend to be more lucrative”
sway. “There are no hard and fast rules,” explains Jackson.
Arguably TMCs have lifted their game for SMEs, partly because technology has evened out provision, and also because these smaller-sized clients don’t just want a booking tool any more but a whole raft of services comparable to those synonymous with larger enterprise clients.
“Enterprise customers need the same as SMEs in most cases,” says Dawn Lister, Senior Sales and Business Support Manager at Premier Inn. It’s why the company’s business products are identical for all companies regardless of size.
For example, up to six weeks interest-free credit and up to 15% discount on flexible rates is on offer to all customers through Business Account.
Trend watch
SMEs looking to move from an unmanaged space no longer need to gravitate towards a smaller TMC as TMCs of all sizes are focussing on this sector.
Andrea Caulfield Smith, MD Global Business Director at The Advantage Travel Partnership, has spotted other trends: “We’re seeing a significant uplift of corporates wanting to use TMC services, a younger demographic keen to embrace AI and sustainability, and travelling more in economy and premium economy rather than business class. Time is money and they have less disposable income so they tend to book earlier in advance and take advantage of better rates,” she says.
She notes that reasons for travel have changed. “There was US$270 of sales
generated for every $1 spent and now it’s US$145, so nearly halved. That’s because travel is no longer just about sales generation but training and education and the like.”
She agrees that the personal touch is key to woo SMEs; they need to pick up the phone and speak to a human being.
“By comparison, the larger enterprise clients are more tech savvy and will use online booking tools more.”
Adam Kerr, CEO and founder of Tripism, notes: “Historically, SMEs were under-served in their travel programmes but now they want risk mitigation, sustainability and so on, and I hope SMEs will be acknowledged more now.
"Look at them one by one then no, but collectively they are a highly attractive market," he adds.
Tripism is meeting the needs of SMEs
Introducing the latest launch to our award-winning portfolio of 450+ serviced apartments:
A newly-built block of 38 units Studios, one-beds & two-beds Prime location between the City and Canary Wharf
Expertly interior designed Lift, Air-con, free Wi-fi Private outside space with select apartments
with a platform that replaces the intranet by delivering Trip Advisor-style content. It has recently extended its solutions to TMCs, partnering with Good Travel Management to redefine the SME corporate travel experience.
There are other attractive attributes of SMEs which make them a magnet for suppliers, says Scott Davies, CEO of ITM.
“The SME sector is generally less volatile than larger groups of customers and spreading your bets is a safer strategy, and they tend to be more lucrative in terms of the bottom line.”
The changing distribution landscape offers TMCs an opportunity, he adds: “They don’t fare well in complexities of travel so the distribution fragmentation adds to their burden. When there are so many moving parts it’s difficult. The TMC is the trusted confident when it comes to the murky world of the travel eco system.”
What is a common thread for the majority of SMEs is their general lack of a dedicated travel manager, in-house business travel resources or dedicated bookers, so they are ripe for the picking.
What helps SMEs manage their business
Smaller-sized clients don't just want a booking tool any more, but a whole raft of services comparable to those synonymous with larger clients
is the “heavy lifting” TMCs do for them, explains Laura Busby, Commercial Director at Good Travel Management.
“They are more labour intensive and we‘re like an outsourced travel PA. It’s about hand-holding and discovering what behaviour they’re trying to drive. You can help them so much.”
Anything under 100 nights won’t trigger a hotel deal so TMCs group together the volumes of multiple SMEs so they can access nett fares and overrides, and value-adds such as breakfast, Wi-FI, parking, a line of credit via invoicing or hotel billbacks, MI, CO2 reporting, a programme that entices travellers and retains talent and so on.
Route deals are easier to achieve now that clients don’t need to spend hundreds of thousands of pounds to become eligible.
“Today, it’s tens of thousands of pounds – around £50,000 now,” says Donna Joines, Head of Corporate Traveller UK.
Suppliers tend to provide simple, broadbased solutions to appeal to a wide number of SMEs. South Western Railway, for example, offers a dedicated Business Direct booking portal for SMEs with a focus on after sales service to expedite ticket refunds and the like.
“Our big thing is our after sales service,” says Joe Thurgood, Business Sales Manager.
“It’s a one-to-one conversation on the phone to resolve any issue within 24 hours.” Data can unpick spend by cost, reason of travel, type of ticket purchased, CO2 comparison etc.
“You take a gamble with SMEs on a spend of only £15,000 a year, but that could double,” explains Thurgood.
Recognising their value, Virgin Atlantic has set up a team dedicated to SMEs and specifically to reconnect with corporate loyalty Bluebiz clients and double the numbers after the airline cut back on resources during Covid.
“A huge part of our 2024 plans is to re-focus and re-engage with this sector,” says Amy Stirling, Senior Manager, Sales and Business Development.
SMEs who outgrow the airline's loyalty club can move to a corporate contract.
Despite sharing common characteristics with enterprise clients, there are clearly nuances, explains Virgin’s Stirling.
“SMEs are different from the global client. They’re more agile and driven by cost but looking for exceptional travel experience and loyalty rewards, and you’re always talking to the person who travels.”
SMEs are able to manage their business travel more efficiently and cost effectively in the post Covid world and are mutually beneficial to travel suppliers and TMC alike.
Getting your travellers home safely is the number one priority but travel risk management can be more of a challenge for smaller organisations, says Bev Fearis
Dear Jane,
Sorry I didn’t make it home today. I didn’t look out for myself. I didn’t look out for you.
I didn’t think about what it meant to not come home, to not see the dog wag his tail, the children making a mess and to see you, my wife happy amongst our wonderful self-made chaos.
I’m sorry we didn’t go to all the places we dreamed about. I’m sorry I didn’t get to see the children grow up. I’m sorry I can’t take the bins out, do the gardening and wash your car anymore. I’m sorry we didn’t get to laugh together one last time.
I’m sorry that today, I didn’t make it home.
Danny
This is just one of many moving letters penned by members of the travel team at Wood PLC, a global consulting and engineering business, as part of a campaign to raise awareness of the importance of travelling safely.
Instigated by its team in Kazakhstan, the ‘Make it Home’ campaign grew into a global initiative where team members made signs with their personal messages to a family member, loved one – or even their pet – to highlight why it’s vital to take care of their own safety and the safety of colleagues.
“In travel we talk about air fares and hotel rates, we talk about service and savings, but our primary function is to get our travellers to where they are going and ensure that they make it home,” explained Danny Cockton, Vice President Global Travel Services and the writer of the letter to Jane.
The campaign was so powerful, some of the team were unable to write personal letters due to the emotion that it brought.
Travel risk management is something that no company, whatever its size, can afford to ignore but for smaller organisations it’s not always given the attention it requires.
“The size of the organisation does not diminish the potential negative impact if a traveller is caught in an incident they are unprepared for; the consequences are significant regardless,” says Bex Deadman,
In
many cases it is harder to fulfil that obligation at SMEs or start-up companies as out-of-channel bookings and rogue booking behaviour is more common”
Earlier this year, travel insurance specialist battleface launched a streamlined business travel insurance product aimed at SMEs with two to 500 employees. The dedicated business travel insurance is available as an ancillary product and revenue stream for TMCs and suppliers to offer corporate clients. We spoke to Sophie Goodchild, Managing Director UK.
What are the USPs for travel buyers?
Unlike most business travel insurance, which involves lengthy application forms, we make it quick and easy to apply online without the need to provide detailed future travel itineraries for each traveller.
We’ve simplified the process for today’s SMEs, who will get an instant quote online with cover documents emailed directly to their inbox, plus online claims filling, direct billing and flexible payment options, via BACS or invoice.
What’s more, there are no exclusions for pre-existing medical conditions and no medical screening is required.
Our medical assistance team is available 24/7 with customer services support in multiple languages. Our policies offer comprehensive coverage options and importantly, due to the rise of blended trips,
they allow travellers to extend their business trips for leisure and still be covered.
What are the USPs for TMCs and suppliers?
Our A+ rated business travel insurance, rated excellent on Trustpilot, allows TMCs and suppliers to add value to their corporate clients and earn additional revenue on every policy sold.
Using our UI for instant quote and purchase, zero integration time is required, so it’s a low lift and low expense for our partners.
Our insurance can be co-branded, to add value for corporate clients, but reassuringly all customer services and claims are handled by us and are supported by our 24/7 medical assistance team.
We are specialists in travel insurance, not generalists, so we understand corporate travel needs.
What is covered?
Our business travel insurance offers comprehensive benefits for medical expenses and evacuation, personal accident, cancellation, corporate events, personal security expenses and more.
To get a quote, SMEs should go to battleface.com/en-gb/ business-travel-plan. For more information, TMCs and suppliers should email partners@battleface.com.
Co-founder and Director of Travel Risk Academy.
“However, it is uncommon for SMEs to implement a travel risk management strategy or collaborate with third parties to manage their travel risks.”
Limited resources, in terms of budget, time and having the people with the right expertise, can make it challenging.
“SMEs often lack dedicated personnel to own and manage travel risks and solutions. It is uncommon for SMEs to have travel managers, and when they outsource to travel management companies it is usually driven by operational needs rather than risk management,” adds Deadman.
Wayne Lappage, Senior Global Travel and Expense Manager at Yunex Traffic and an ITM Board Director, identifies other challenges for SMEs to meet their duty of care responsibilities.
The size of the organisation does not diminish the potential negative impact if a traveller is caught in an incident they are unprepared for”
“In many cases it is harder to fulfil that obligation at SME or start-up companies as out-of-channel bookings and rogue booking behaviour is more common. Cost is often wrongly viewed as a priority over employee safety and wellbeing,” he observes.
But while SMEs might lack the resource and expertise, there are some benefits to their diminutive size.
“With the right approach, SMEs can be just as agile, if not more so, in adapting to changing global risks,” says Michael Rogers, Chief Security Analyst at International SOS. He believes that while a large company might have extensive resources, the sheer scale of its operations can sometimes slow down decision-making processes.
“On the other hand, SMEs, with their more streamlined structures, can implement changes quickly and effectively.”
Deadman at Travel Risk Academy agrees:
“Surprisingly, managing travel risk can be easier for SMEs since they have fewer travellers and simpler internal processes.”
Lee Whiteing, Consultant at GSA Global, recognises that there may be greater flexibility and agility in how SMEs manage their business, but he warns this might mean managers have to be ‘multi-hatted’ and carry responsibilities for travel risk outside of their normal duties and experience.
“An HR lead, for example, may not have the expertise to undertake a security assessment of a traveller’s destination country or know how to handle a critical incident involving a traveller caught-up in an event abroad.”
Despite the challenges, Whiteing says SMEs are becoming more aware of the need to protect their travellers, driven by “litigation, associations/trade unions raising concerns, health and safety law becoming more widely audited against, social media commentary on travel, and travellers’ own experience of what can go wrong when abroad”.
“Also, many employers are increasingly seeing the value in looking after their people,” he adds.
Experts insist that travel risk management doesn’t have to be expensive.
“The idea that travel risk management must be costly is a common misconception,” says Mel Quinn, Director of Corporate Travel at Travel Counsellors for Business.
“It’s more about prioritising the right things. Effective risk management can actually save money in the long run, as the cost of an unforeseen event can far exceed the investment in a solid risk management plan," she explains.
The complexity and cost of arrangements
We talk about air fares and hotel rates, service and savings, but our primary function is to get travellers to where they are going and ensure they make it home”
should be proportionate to the degree of risk faced, suggests GSA’s Whiteing.
“An organisation engaged in prospecting for oil and gas in hostile and remote environments will need different resources to address risks as compared to a company where a handful of employees take a weekly train journey between branch offices in different parts of the country,” he explains.
So, where should SMEs start?
“Begin by recognising that travel is a shared responsibility with a ripple effect across the entire business,” advises Deadman.
“Consider the traveller's journey from start to finish and identify the touchpoints. It doesn't matter what area of the business you are in – you might be an office manager, EA/ PA, data-security specialist, or a traveller.”
She recommend gathering a group of representatives from different areas of the business.
“For an SME, this could include EAs, IT, operations, marketing, and finance. If possible, secure an executive sponsor early on, although this can be challenging due to their busy schedules. Most importantly, involve the travellers themselves.”
Set up a meeting or a workshop, says Deadman, to discuss all potential risks that can occur during a trip.
“Consider everything from illness and delays to asset protection and major incidents. Take into account the diverse needs of travellers, including mental and physical health, capabilities, activities, the destinations they are traveling to and the reasons why.”
Traveller tracking is key, says Quinn at Travel Counsellors for Business. “Implement a simple system for tracking travel itineraries and set up a reliable communication process
so travellers can easily get in touch during emergencies,” she advises.
“Focus should be on pre-trip information like travel alerts and on-trip visibility of movements across the globe and access to help when needed.
“Education is also key. Provide your employees with clear guidance on destination-specific risks and how to handle unexpected events. These fundamental steps will help you build a solid foundation for travel risk management.”
Whiteing recommends testing travel arrangements in a simulated exercise of a likely scenario, such as a terror alert.
“You will be surprised at how much you learn, how much it brings your team together and how valuable it is to practice before the real thing could happen,” he says.
“We cannot commend this enough as it can make the difference between reputational catastrophe and success.”
When things go wrong, having adequate business travel insurance is essential but it’s not always easy.
Insurance companies were hit financially by the Covid pandemic and are also wary of taking on the additional complexities of European travel in the post-Brexit world, so it’s become more difficult to find the right policies. Remote working has also made insurance companies nervous.
Heather Haggis, Head of Advantage Financial Services Limited (AFS), says many organisations are turning to their TMCs to help them find insurance cover, which is why earlier this year AFS acquired insurance broker Cork, Bays & Fisher and has sourced suppliers who are niche and specialists in the corporate travel sector.
Applying for corporate travel insurance can be a lengthy and complex process but earlier this year, travel insurance specialist battleface introduced a streamlined business travel insurance product aimed at SMEs with two to 500 employees.
Online applications take just a few minutes and organisations don't need to provide detailed travel itineraries or medical information for each traveller.
The battleface product also takes into account the rise in ‘blended’ travel, providing coverage for business travellers who add on leisure time to their trips.
Surprisingly, managing travel risk can be easier for SMEs since they have fewer travellers and simpler internal processes”
Read the extended version of this article online at thebusinesstravelmag.com
Bex Deadman, Travel Risk Academy: Remember that travel risk management isn't just about employees; it also includes processes for contractors and guest travellers.
Lee Whiteing, GSA Global: Never underestimate how important it is to work with the families of employees caught-up in incidents or events abroad.
Michael Rogers, International SOS: Travel risk management is an ongoing process so review and update your policies and procedures regularly to stay current with global risks.
Mel Quinn, Travel Counsellors for Business: Ensure that travellers feel genuinely cared for and supported, not just protected by formal travel risk policies.
Finding business travel insurance policies has become more difficult since Covid, which is why Advantage Financial Services Limited took action
Earlier this year, Advantage Financial Services Limited (AFS), a longstanding bond and insurance broker specialising in the travel sector and a wholly-owned subsidiary of The Advantage Travel Partnership, acquired insurance broker Cork, Bays & Fisher. With AFS positioned alongside Advantage, it is well informed on the challenges in the travel industry, including the challenges for business travellers acquiring business travel insurance. We checked in with Head of AFS Heather Haggis.
Why is there a need for insurance specifically for business travel?
There is less of an appetite among insurers to provide comprehensive
and competitively-priced policies for business travel since the pandemic, and also due to all the new complexities post Brexit. Insurers like clarity in the markets they trade in, and when this is impacted, this results in a reduction in coverage and a rise in premiums. It has made it difficult for business travellers to source the right policies for themselves. Many travellers are turning to their TMCs for assistance. Our TMC members have turned to Advantage wanting advice on where to send their clients, which is where AFS comes in.
How do you support your TMC members with regards to insurance?
We are an insurance broker who specialises in business travel. We have a better understanding of how the industry works and what business travellers need
for insurance policies. We have sourced suppliers who are specialists in this sector. These can be difficult to find in the open market and tend to require a boutique broker like ourselves.
Our TMC members help their clients with all aspects of their travel and are often asked about insurance policies, but it has been difficult for TMCs to find the right providers. Now they can come to us and we can take care of everything. Not only do we find the right policy, we also look after the client during the policy period, providing advice about the structure of the policy – making sure it’s competitively priced and doesn’t have limits or big excesses or require clients to share individual names and medical conditions. We can adapt the client’s policy if required and we also manage the claims. Importantly, the insurers we use have claims teams that works on the basis that it is covered, rather than with the burden of proof.
Why do you work with multiple providers?
Other TMCs will work with a single insurer. That insurer will have a defined capability and if any of the TMC’s clients fall outside the box, they will not be catered for. As a broker, we will speak to multiple insurers and if one says ‘no’, we will find another.
What are the benefits of being part of the Advantage family?
We are a team of eight dedicated to the travel industry. We are uniquely positioned because we are in the thick of the industry, keeping abreast of any developments. We have access to travel experts and prominent people in the industry who are continually horizon scanning to make sure we’re ahead of the curve, so we know what kind of products TMCs and their clients need.
We
have a better understanding of how the industry works and what business travellers need. We have sourced suppliers who are specialists in this sector”
Whatever the size of your budget, you’ll be under pressure to control your spend. Here are 10 ways to cut the cost of business travel
“Just like Oasis tickets, flight prices can be hiked when in high demand, so buying earlier can secure much cheaper rates,” says ATPI Director of Corporate Partnerships, Sam Davies, who recommends booking as far in advance as you can. While Clarity Senior Account Manager, Ann Thomas, suggests you can save money by booking at least two weeks ahead, Gray Dawes Director of Client Development, Gavin Sanderson, advises securing tickets no less than 28 days before departure. “Consider introducing a policy that mandates all bookings are made outside of 21 to 28 days, driving compliance and booking behaviour to secure best fares.”
Conversely, for hotel stays, there are savings to be made on last-minute bookings. Managing Director of Global Travel Management, Scott Pawley, advises: “Last-minute booking apps or services can offer great rates, especially in business hubs where hotels often slash prices to fill rooms. While this is more applicable for shorter trips, or where the exact accommodation isn’t critical, it’s a useful strategy for those
who can afford some spontaneity in their travel plans." Corporate accommodation specialist Silver Door’s Vice-President North America, Stephen Homsey, points out that there are some locations, such as New York City, where booking accommodation outside the centre makes sense: “Centrally located accommodation can command higher ADRs (average daily rates) compared to accommodation that’s on the outskirts. Take the time to check out locations beyond the city centre that still offer good public transport links and connections to the office," he says. "Our own booking data shows the average nightly rate for an apartment within New York’s Tribeca area is $200. However, if you were to book similar accommodation in central Manhattan, a major tourist hub, it could cost up to $357 per night.”
Considering your departure point and mode of transport carefully can slash costs on short-haul business trips. “Regional airports offer fantastic value for money – often with the added benefit of fewer queues. Travel managers could consider Liverpool over Manchester, or Stansted ▶
over Heathrow for extra savings,” says ATPI’s Sam Davies, adding: “Similarly, trains are a great solution, offering a sustainable office on wheels, meaning your team doesn’t have to be offline during the working day.” MediaFlights.com’s Director of Operations, Craig Burnett, also recommends looking at taking the train: “If your business meeting is in the centre of town it may end up being faster overall as you remove the time spent travelling between the airport and the centre.”
With a wealth of experience observing the best times to travel, TMCs have lots of top tips to optimise business savings. CTM’s General Manager for London, Stuart Birkin, emphasises flexibility: “Shifting an itinerary by just 24-48 hours could save business travellers an average 18% – and in some cases up to 69% – on their flight price. Even if a minority of travellers switch their travel dates by just one or two days, the savings to an organisation’s travel budget can be significant.” Choosing the best days to travel can also cut costs, according to BCD Travel’s Managing Director UK & Ireland, Claudia Jackson: “Our data shows that travelling out on a Tuesday and back on a Thursday is usually the most cost-effective option.” SilverDoor’s VicePresident Stephen Homsey also points out
Even if a minority of travellers switch their travel dates by just one or two days, the savings to an organisation's travel budget can be significant”
that staying flexible with travel dates can avoid seasonal hikes on short-term rentals.
“Use the company's travel data and map out spend and travel trends to buy your travel better and negotiate corporatespecific pricing on regularly used routes,” advises Dawson & Sanderson Corporate and Commercial Director, Judith Alderson. It’s a tip shared by Beyond Business Travel’s MD Shauna Burns too, who says it’s possible to negotiate better rates with preferred suppliers or identify opportunities for group travel discounts. “Build a relationship with hotels that your team frequently travel to. This can yield tangible benefits in the form of corporate discounts but also value-adds, such as free upgrades, complimentary transfers, among other travel perks. Signing up to hotel or airline newsletters can also help businesses nab special offers,” says Corporate Travel’s Hannah Jarvis. Amex GBT Head of Consulting for SMEs, Simon Antoniou, recommends benchmarking the rates you’re being offered (last room availability is preferable) and setting up dynamic rate caps in your online booking tool.
“Take full advantage of corporate reward programmes to further reduce travel expenses. This has real cash benefits that reduce your overall cost,” says ACE Travel’s Account Manager for SMEs, Jo Thrussell. Gavin Sanderson at Gray Dawes highlights airline loyalty schemes, in particular, as a real cost-saver: “Points schemes, such as BA Onbusiness and Miles & More by Lufthansa, are a great way of providing further savings to a travel budget. Points awarded via such schemes can be used for future business travel at minimal cost.”
“What gets measured, gets managed,” says ACE Travel’s Jo Thrussell, who recommends SMEs use detailed management information (MI) reports to monitor and improve booking behaviours. “How many trips get changed? What is the average advanced booking time? Utilising MI isn’t just about how much you’ve spent, use the information to improve your booking behaviour and maximise savings,” she says. Beyond Business Travel’s Shauna Burns advises having a
well-defined travel policy in place with clear guidelines on permissible expenses. Furthermore, encouraging employees to use an online booking tool (OBT) makes it easier to map and control booking behaviours, according to Amex GBT’s Simon Antoniou. “Use your OBT to drive policy compliance and thoughtful behaviour: include ‘trip purpose’ in the booking process and use questions, messaging and pop-ups to prompt better choices,” he says. BCD has found success in driving booking compliance by actively engaging the workforce: “Our engagement campaigns have driven results such as 64% shift in booking behaviour from one supplier to another,” says Claudia Jackson.
Industry insiders say booking travel packages often works out cheaper than arranging each element of the trip separately. “Some business travellers mistakenly book each component of their trip separately in hopes of a better deal, but bundling the trip usually results in the same cost, saves time and reduces the likelihood of errors for busy business travellers,” says Hannah Jarvis. “For many of our customers time is money, and bundled deals with airport transport make the booking and travel process seamless.” WNS’ Business Unit Leader for Travel and Hospitality, Jitender Mohan, recommends using tech tools. “Adopting a dynamic booking platform like Switchfly allows businesses to bundle flights, hotels, and car rentals into a single package, often at a lower cost than purchasing each service separately,” he says.
Plans change, bookings are made in haste, and your business could be leaking money due to cancellation and adjustment fees on travel. Hannah Jarvis
Our TMC members are telling us that some of their clients are using gamification to incenvitise their travellers to cut the cost of their business trips”
advises not to rush the booking process and consider the Ts&Cs on flights: “We’re seeing a lot of people paying additional fees or incurring costs because they have not opted for a flight with the right terms for their needs. I always encourage businesses to do an analysis of the Ts&Cs of their flight before booking to make sure money isn’t being wasted on full-flex or equally on a fully-restricted ticket. Each business will have their own unique needs so it’s really critical to choose the right amount of flexibility,” she says. Amex GBT’s Simon Antoniou
reminds bookers not to forget the Ts&Cs in hotel reservations either: “Include flexible cancellation Ts&Cs, and money-saving extras such as breakfast and parking,” he says.
“Our TMC members are telling us that some of their clients are using gamification to incentivise their travellers to cut the cost of their business trips,” says Andrea Caulfield-Smith, Managing Director Global Business Travel for Advantage Travel Centres. For example, a traveller might be allocated a total budget of £500 for a trip and, by switching to a low-cost airline or downgrading their accommodation, only spend £400. They will then get to keep a percentage of that saving or earn points which go towards a reward at the end of the year. The more they save the more they earn. Gamification can be applied on an individual, team or departmental level – and can be used to encourage travellers to travel more sustainably too.
We have launched our new Business Direct platform making travelling for business easier to book.
To set up an account or ask us any questions please email our Business Account Manager on business@tpexpress.co.uk
Travel managers and travellers don’t always see eye-to eye when it comes to membership of loyalty programmes, so what’s the solution? Gill Upton investigates
Speak to most travel buyers about loyalty schemes and it won’t be a positive experience. They can influence travel policy, the company’s relationship with suppliers and impact staff retention if travellers are prevented from earning and burning points. Travel managers would prefer it if they went away.
These schemes – the likes of Hilton Honors, Marriott Bonvoy, American Airlines' AAdvantage, British Airways' On Business and United’s MileagePlus - are here to stay. They are multibillion dollar businesses and give a direct connect with the end user and change behaviour in the supplier's favour. According to research by Queue-it, a virtual waiting room tool, 84% of consumers are more likely to stick with a brand that offers a loyalty programme.
The revenue airlines earn from the credit card partners in the schemes far exceeds the profits they earn from operating flights according to point.me, which rates Flying Blue, the loyalty programme from Air France and KLM, as the best programme out of 60 surveyed in terms of ease of earning, value, bookability, change fees and the like.
Factor in that consumers are not active in less than half the number of programmes they belong to, according to figures from Code Broker, and airlines and hotels are winning hands down.
One outspoken buyer is Eloise Ferrara-Neched, Procurement Manager for Travel, Events & Marcomms at Royal Mail Group Procurement.
The majority of Royal Mail's traveller redemption activity is from hotels and the organisation does not prevent employees from earning points but encourages travellers not to book based on these schemes.
“It’s a hard one to get to the bottom of,” she says. “Having no loyalty schemes would make my life easier. We look at MI and if they’ve booked over policy they have to justify it.”
Very often Royal Mail’s preferred property is of a higher standard than the redemption property, she says.
Ferrara-Neched is going to survey which facilities are being used during hotel stays –a pool, gym or bar for example – to better understand traveller booking choices.
“I want to find out why they’re booking what they’re booking. They might get a better meal [at a room owned by their loyalty scheme] but otherwise the rooms are on a par," she believes.
The best travel managers can do is find the balance between the risk of travellers booking outside policy and rewarding travellers for time away from family. While some airline schemes reward the corporate, no hotel schemes do.
The way these schemes are managed depends on the size of the client, according to Ann Thomas, Senior Account Manager at Clarity. “SME clients are a lot more flexible and agile when it comes to loyalty schemes and have a less restricted policy, so as long as travellers stay within policy/the rate cap they can keep their points,” she says.
“The argument for accepting these schemes is that travellers are away from their family but that’s their job and they’re paid quite well to do it so it’s not an argument to stay in a Hilton rather than a Travelodge, where our big volume is,” she says. “Travelodge have super rooms, they’ve really upped their game.”
She would like a fairer system, in which there is a benefit for both company and traveller or better still, where Royal Mail allows the travellers to receive say, 70% of the points they have earned and the remaining 30% can be diverted to good causes, to the company's charity, for example.
“What I don’t know is what that 30% would convert to,” she says. “I don’t agree with loyalty schemes but I’d like to divert some of them and be clever about how you apportion them.”
Some schemes generate points back to the corporate – such as British Airways’ On Business – and these are easier to sell in and obviously more popular.
“Companies pool the points and use them for incentives for the best booking behaviour, for example, or for an Employee of the Year,” says Clarity’s Thomas.
Buyer Carol Fergus at Fidelity has a similar idea and would like to see airlines come together to promote a percentage of points going towards paying for SAF to help spread the use of this more planet-friendly aviation fuel.
Already, Fidelity ensures that a proportion of points go towards SAF under Lufthansa’s PartnerPlusBenefit programme. “That’s my goodwill credit back,” she says.
SME clients are a lot more flexible and agile when it comes to loyalty schemes and have a less restricted policy, so as long as travellers stay within policy they can keep their points”
Fergus would like to see this initiative gain momentum but is aware of the challenges.
“There needs to be a change in behaviour from all airlines so it’s not the company saying this," she says. "All the airlines need to do it and that would take the pressure away from the buyer, but I don’t think that’s going to happen any time soon.”
Like Ferrara-Neched, Fergus chooses to manage loyalty schemes, saying that they are “too much of an aggravation otherwise in terms of the noise I get from travellers”.
She’s cognisant that they influence policy, relationships with airlines and sway traveller decisions but is pragmatic in her travel strategy.
Fidelity manages loyalty schemes through its strict travel policy of cheapest on the day. Travellers can keep any points they earn on the company’s preferred airlines and hotels and can burn for personal use. “I don’t promote loyalty schemes and travellers can redeem their points to have a better travel experience, as long as we don’t lose visibility of the ticket or impact the business travel cost.”
In a new twist, an independent TMC, Principal Travel, has introduced its own rewards scheme and believes it's the first of its kind.
Aimed at SMEs, the scheme rewards travellers with wellness 'treats’, such as security fast track, airport lounge access and even spa packages. Points can be earned for all aspects of a trip, including flights, hotels, car hire, meetings and events, alongside suppliers' own schemes.
"We're taking a dual-pronged approach," says the TMC's founder and CEO Ingrid Sanderson Whie travellers benefit personally, the scheme also encourages them to book more aspects of their trip with their TMC, helping organisations track travel spend and track their people. It also makes employees feel valued, boosting productivity and loyalty in a world where it's increasingly tough to attract and retain talent.
Principal Business Travel has launched a wellnessfocussed loyalty scheme for its clients’ travellers. We checked in with Founder and CEO Ingrid Sanderson
Why did you launch Principal Rewards?
Since the Covid lockdown we have noticed a change in mindset among travellers and their employees. Travellers are more mindful of their health and wellbeing and aren’t willing to get on a 10-hour flight, sit in a middle seat in economy, do a top-level sales pitch, wine and dine a client then fly back the next day, go straight into the office and do a presentation to the C-suite. Those days are gone. Meanwhile, organisations are realising that to attract and retain good people, which is becoming more difficult, they need to look after their travellers and make them feel valued and appreciated and, as a result, earn a reputation as a go-to employer.
How does the scheme work?
It’s very simple. Travellers earn points for every aspect of their trip they book with us. So, if they book a flight, hotel and a taxi transfer, they will earn points for each element of their itinerary. Points are also awarded for meetings and events reservations. It’s not based on how much is spent because that would be unfair for those road warriors who are travelling domestically, maybe staying in a budget hotel, but who are still away from their loved ones. Travellers can cash in their points for the most basic rewards, such as a lounge pass or upgraded airport parking, or keep hold of them for the higher-tier rewards such as hotel room upgrade or a spa package. The points are automatically awarded for each transaction and travellers
will receive a regular statement. There are no expiry dates, and we cover the cost of the rewards as part of our marketing budget.
What has the feedback been so far?
We went live with Principal Rewards in the spring and signed up all our current client base, so around 600 travellers. The response has been positive. Of course, some travellers are more engaged than others, but they are really appreciating the extra touches, such as car park meet and greet or airport fast track. These are relatively low cost but have a big impact on morale and motivation. We are now talking to potential clients about the scheme in our RFPs and they are really interested in the concept. We’ve already won new business on the back of it.
What are the benefits for your clients?
The scheme costs nothing for them – we do all the work – but they can have it there as part of their toolkit. With the growing cost and complexities of recruiting people, it helps them attract and retain talent. It also helps them with duty of care for several reasons. Firstly, it encourages travellers to book through their TMC, rather than booking direct. This means finance teams don’t have to be trawling through taxi expense claims or bookings made directly with hotels with a traveller’s personal bank card. It also means companies can keep track of where their people are in cases of an emergency. Of course, it also means their travellers are feeling cared for and are arriving for their meeting or for an engineering project feeling happier, healthier and more motivated and will ultimately do a better job.
See principaltravel.co.uk/principal-rewards or contact travel@principaltravel.co.uk for more information.
Organisations are realising that to attract and retain good people they need to look after their travellers”
A decade of redefining business travel together
One of the most celebrated strikers in history, Thierry Henry talks fashion, sport, travel, family and his new venture
With a career spanning more than three decades Thierry Henry has come a long way since his humble beginnings in Les Ulis, France, as a secondgeneration immigrant from the French overseas territories in the Caribbean.
Living in the tough Parisian suburb and housing project with his parents, it was here that he began his footballing career at the local club, Les Ulis. A stint at Clairefontaine, France’s world-renowned football academy, followed and the rest is history.
Henry, aged 46, is a global sports and style icon who has enjoyed an impressive career both on and off the pitch, most notably spending eight years at Arsenal FC under coach Arsène Wenger. That tenure saw him become the club’s all-time top scorer with a record-breaking 228 goals. He went on to join Spanish club Barcelona and since retirement has forged a successful career as a TV pundit, France U21s manager and more recently, coach of the French national team for this year’s Paris Olympics.
Travel has been an integral part of Henry’s life from a young age. One of his earliest memories of travelling abroad was when he was playing with the French national team.
“We visited Faro in Portugal. I must have been around 16 years old at the time and I remember being really excited to represent my country. Then my career took me to Monaco and Italy when I was about the same age,” he says.
Henry has recently teamed up with luxury Parisian luggage house Kabuto to co-design a collection of smart suitcases for savvy travellers, and has become a shareholder. As someone who has travel firmly rooted in
his DNA, designing a luggage collection was a natural career move.
“Iʼve travelled to countless destinations over three decades, but never managed to find suitcases that tick all the boxes. So being able to create this collection with Kabuto, with French roots like myself, has been so inspiring.”
The Kabuto x Thierry Henry Carry-on case can increase in volume by 50 per cent with a "simple zip and click" and the Kabuto x Thierry Henry Trunk transforms into a vertical wardrobe with foldable shelves.
I don't travel without a hoodie because my neck is my soft spot and the air conditioning on planes blasts my neck”
Other features include silent wheels, selfrepairing zips, and touch-unlock fingerprint technology. “The way you can open and unlock the cases with your fingerprint for me is game-changing," says Henry.
"The world is changing so fast and we don’t necessarily need keys anymore. I also love the fact the case has a loop so if I want to hang up my suit it doesn’t crease.
“I like my suitcase to be packed in a certain way. You never leave the same way you arrive on holiday. When we travel I always end up bringing more home than we took; either things people have given us to bring home or extra things we have bought.”
So what are Henry’s travel essentials? “Suits
because of my work, and I love my trainers and T-shirts – I live in them,” he says.
“Sunglasses and a cap. Also, I don’t travel without a hoodie because my neck is my soft spot and the air conditioning on planes blasts my neck so I need to protect it. I’m not really into beauty and skincare. My favourite product is a toothbrush, plus perhaps some moisturiser.”
Henry has been lucky enough to explore all corners of the globe but Rio is his favourite destination. “Rio has it all. Rio is always such an eye opener to me as there are very few places that have a sense of community in the way Rio does.”
When it comes family travel, he’s acutely aware of how lucky his four children are to have the opportunity to travel.
“Their childhood is so different to mine,” he says. “My travel consisted of visiting friends in my neighbourhood. I couldn’t afford to travel. People think I grew up in Paris, but I didn’t, I grew up in the suburbs of the city. Occasionally my mum would take me into Paris and I thought it was beautiful.
“My kids are so funny as they think going to the Maldives is 'alright'. I try to ensure they know it’s not normal to travel as much as they do. I want them to appreciate everything.” And if there’s one thing he dislikes about travel it’s going through the security checks –something we can all relate to.
“It’s annoying when you have to go through and open everything then put everything back in. There might be a guy on the right trying to push you because you’re stopping him. The guy in front is trying to put his shoes back on while you’re doing your thing. I usually just go and find a bench somewhere."
Thierry Henry is a professional football coach, pundit, sports broadcaster and former player. Earlier this year, he partnered with Parisian luggage brand Kabuto as a shareholder and co-designer to introduce a limited edition collection featuring two new smart suitcases, including an expandable carry-on. mykabuto.com/thierryhenry
THE FLIGHT I flew Business Class on an Emirates Airbus A380-800 aircraft from London Heathrow to Melbourne Airport via Dubai, departing at 14.20 and arriving at 21.50 the next day.
THE CHECK-IN Business and First Class passengers are chauffeured to and from the airport if they are up to 70 driven miles from Heathrow. I booked my time slot in advance and, as I live 67 miles from Heathrow, this was an amazing perk. I arrived at Terminal 3 three hours before my departure time, quickly checked in baggage and whizzed through security via the priority queue before heading to the Emirates lounge.
THE LOUNGE A 10-minute walk from security, the lounge is expansive and bright, with a dining area, lounge area and a self-pour bar section, all with floor-to-ceiling runway views. The cream and marble colour pallet creates the feel of a luxury hotel lobby. The hot buffet-style main course selection offered a variety of meat, seafood and vegetable dishes. The crème brulée was
delicious! Boarding times are announced and there are ample charging stations, as well as showers.
THE SEAT The cabin is in a 1-2-1 configuration in creams and teaks. I was offered a welcome drink of orange and mango juice (champagne was the alternative) and settled into my roomy aisle seat which had plenty of storage and its very own drinks cabinet stocked with water, soft drinks and snacks. The plush Bulgari amenity kit had face and body lotion, fragrance, lip balm, dental kit, deodorant, earplugs and a foldable hairbrush. Once in the air I was offered a soft sleepwear set, made using botanic fibres. Most of the passengers changed into the sleepwear pretty quickly. I was also given a pillow and a blanket to complete the sleep set.
THE SERVICE Being pregnant, I worked my way through mocktails and enjoyed Arabic dips of houmous and baba ghanouj with flatbread and a side salad, pan-fried beef tenderloin served with jus lié, and chocolate mango tart
layered chocolate and mango mousse.
MOST OF THE PASSENGERS CHANGED INTO THE SLEEPWEAR PRETTY QUICKLY
THE HOTEL The hotel is adjacent to Reading Football Club's stadium, formerly the Madejski (some of the road signs still say this) but now with the not-so-catchy name of the Select Car Leasing Stadium. It's just off the M4 and 10 minutes in a taxi to Reading Station. Voco is an IHG brand that promises to "combine the reassurance of a big brand with the informality and charm of an individual hotel".
THE CHECK-IN I parked easily (there's a huge, free car park for guests) and entered through the large, glassfronted lobby. It was Henley Regatta week so smartly-dressed guests were waiting for taxis. I checked in, ordered my taxi with the front desk (I was off to Henley too) and then nipped quickly to my suite to get changed. The taxi was delayed so I had time for a quick cup of tea in the Atrium Bar.
THE ROOM My suite was divided into two areas – a living area with a minifridge, tea and coffee making facilities, complimentary filtered water and comfy
seating, and an adjoining bedroom with a kingsized bed and a large ensuite bathroom, with a bath. There are two 49-inch LED TVs and a decent-sized desk with above desk power sockets. The decor is masculine and minimalist with splashes of colour thanks to bright yellow cushions. There was a laptopsized safe, too, and adjustable lighting.
THE FACILITIES
One of the hotel's highlights is the Elevate Health and Fitness Club, with a well-equipped gym, heated pool, sauna and steam room. It's open to locals too (with membership) so I had to book a slot for my prebreakfast swim. Sports fans will love the Atrium Bar, with screens showing live sporting action. It links to the stadium too. I enjoyed some late-night fries and a beer while watching the euros. For a refined dining experience, there's also Cilantro, with its own Champagne bar. A good buffet breakfast is served in Le Café. For meetings, there are four rooms for events with up to 66 guests and a private dining room for up to 60
Snacks were available at the separate bar, the A380 Onboard Lounge, which encourages passengers to spend time away from their seat with social seating.
THE VERDICT The luxurious amenity kit, pyjamas and mattress allowed for a restful flight. I felt taken care of.
THE DETAILS Business Class starts from £2,750 one way, emirates.com Jessica Alexander
guests in banquet style. For larger events of up to 500 people, there's an adjacent Conference Centre.
SPORTS FANS WILL LOVE THE ATRIUM BAR, WITH SCREENS SHOWING LIVE ACTION
THE VERDICT The added bonus of free parking and the health club makes this a great choice for meetings and events. The staff were super friendly too.
THE DETAILS Standard doubles from £170 a night, suites from £212, vocoreading.com
Bev Fearis
THE HOTEL Open since April 2024, this new property from UK lifestyle aparthotel brand Native is in the Grade II listed The Kings Wardrobe, tucked away between St Pauls and Blackfriars. As the name suggests, the building once safeguarded the king’s state and ceremonial robes. Next year, Native will have eight aparthotels in the UK with the addition of a property in Fulham.
THE CHECK-IN Check-in is at COUNTER, a cool but cosy café/bar/ restaurant that's also home to a small reception desk. Once checked in, guests make their way past the bar and into an leafy, cobbled courtyard where all the apartments are situated. Mine was in a block on the left. I used my electronic key to enter the block and then also for the lift to the third floor.
THE APARTMENT The lift door opened directly into the hallway of my two-bedroom penthouse apartment. To my left, there was a good sized lounge with a sofa and two comfy arm chairs, a dining table and a desk. In front was a
separate kitchen. The bedrooms were at either end of the hallway, both with ensuites. I chose the larger one with the bath. The kitchen had everything I needed, and there was a handy leaflet with clear instructions for appliances.
THE FACILITIES COUNTER serves an a la carte breakfast, lunch and evening bites. It opens at 7.30am, closes at 9pm and is popuar with non guests too. For breakfast I had a healthy Acai Bowl with banana chips and a mug of tea, but there's also bacon baps, the Royal Breakfast (with all the usual trimmings and sourdough toast), the Veggie Royal (with avocado), and other hot options.
In the evenings, COUNTER also hosts social events. There's no on-site gym but a short walk away is Anytime Fitness (fees apply). You can also book spa treatments to have in your apartment. Underground parking is also available for a fee. Pets are welcome too.
THE VERDICT The courtyard setting makes these apartments feel very homely and I can imagine you'd make friends
THE BUILDING ONCE SAFEGUARDED THE KING'S STATE AND CEREMONIAL ROBES
easily on an extended stay, especially if you hang out at COUNTER. There's a lovely outside seating area in the courtyard too, perfect for the summer.
The location is ideal because it's central but tucked away from the traffic noise. The free Wi-FI worked well and the beds were extremely comfortable.
THE DETAILS Rates from £250 a night, nativeplaces.com Bev Fearis
THE FLIGHT I flew Business Class on flight VN50 operated by a Boeing 787-9 Dreamliner aircraft. Flying time was just under 12 hours non-stop from London Heathrow to Ho Chi Minh.
THE CHECK-IN London Heathrow Terminal 4 was very busy at 8am on a weekday morning but there were no queues at Vietnam Airlines’ Business check-in desk.
THE LOUNGE The airline uses the Blush lounge for its Business passengers. Operated by Plaza Premium, the lounge is shared with EL AL. Self-service breakfast choice included cereals, yoghurts, fruit, cheeses and scrambled eggs. It is a light and comfortable lounge with large windows overlooking the runway. There are no toilet or shower facilities and, as there are no departure boards, I had to keep an eye on the time.
THE SEAT The Business cabin comprised eight rows in a 1-2-1 herringbone layout totalling 28 seats. My seat 2D was one of two adjoining in
the centre and carefully designed with curved dividing panels to retain privacy. My seat was roomy with plenty of storage space, a table to one side and a footrest with more storage space underneath. There were slippers, a blanket, pillow and duvet, but sadly all wrapped in plastic.
THE SERVICE Once seated I was warmly welcomed by the flight crew and offered a choice of Champagne, orange juice or water with a bowl of cashew nuts. Mood lighting helped adjust my body clock to Vietnam time (seven hours ahead) and I was served my lunch of smoked salmon with fennel salad, asparagus and courgette soup followed by crab cakes with a smoked garlic sauce. Delicious ginger ice cream was served for dessert followed by a cheese platter and tea. When the lights were lowered the crew came and covered my seat with a cotton spread and made up my bed, which was completely flat. The cotton duvet added to my comfort. Breakfast was a choice of yoghurts, cereals and
fruit and I had a delicious crayfish and noodles dish.
MOOD LIGHTING HELPED ADJUST MY BODY CLOCK TO VIETNAM TIME
THE VERDICT The crew were exceptional and highly-attentive, smiling throughout. All my meals were delicious and the flat-bed seat was extremely comfortable.
THE DETAILS Return Business Class Heathrow-Ho Chi Minh from £3191, vietnamairlines.com Jo Austin
THE HOTEL
One of more than 850 Premier Inn hotels in the UK, this 95-room property opened in 2011 and has recently been fitted with the budget brand’s latest style bedrooms. By February 2025, 11,000 Next Evolution rooms will be rolled out across over 100 Premier Inn sites. The hotel is a fiveminute walk from Angel tube station and even closer to the Business Design Centre, a conference and exhibition venue, where parking is available for £30 per 24 hours for Premier Inn guests.
THE CHECK-IN There are two self check-in kiosks but I went to the manned desk because I had a question about check-out time (it’s midday). The lobby doubles as a bar and restaurant and there were a few other guests milling about. It’s all open plan but cleverly separated into seating areas with shelves and partitions, with a mix of low café style and mid-height seats or comfy-looking sofas in Premier Inn’s distinctive purple. Check-out is super easy: you just drop your keycard in a
box. The lift required a keycard and we had to use it again to pass through another secure door to get to our fourth floor room.
THE ROOM The changes, which vary by hotel, are designed to create a calmer vibe, to help guests sleep, work and stay connected. Our bathroom had an extra option for soft purple lighting and floor-length curtains help block out the light. The flatscreen TV has new sockets for connecting devices. As well as bedside charging and USB ports, there are two power sockets on the vanity mirror, one for the hotel hair dryer, and good lighting on the mirror too. Rooms also come with a kettle, mugs, PG Tips tea bags and coffee.
THE FACILITIES The Thyme Restaurant, at the far end of the openplan lobby area, serves the usual Premier Inn menu, including a House Stack Burger for £13.49 and 1275kcals. Menus include calorific values now, even for the buffet breakfast (scrambled eggs 280kcal, fried eggs
108kcal, back bacon 49kcal per rasher). It’s £10.99 for the continental and £12.99 for the full hot and cold buffet.
CHECK-OUT IS SUPER EASY: YOU JUST DROP YOUR KEYCARD IN A BOX
THE HOTEL The four-star hotel is next to Friedrichstrasse train and S-Bahn station, a 30-minute ride by Airport Express from Berlin's Brandenburg Airport. The modern, eight-storey, 268-room property is a 20-minute stroll from attractions on Museum Island and an easy 15-minute walk to the iconic Brandenburg Gate.
THE CHECK-IN The reception is in a spacious, modern lobby with comfy, casual seating around a fireplace and a bar. I arrived in the mid-afternoon while a family was checking in. A couple of minutes later I was welcomed by a member of the hotel’s reception team, who apologised for my brief wait. After going through the formalities of showing my passport, running a credit card through the system and signing the check-in form I was allocated a key for a junior suite on the third floor.
THE ROOM With floor-to-ceiling windows overlooking a courtyard, my soundproofed junior suite had a contemporary vibe. The bedroom
featured a desk, armchairs and two comfortable beds that were pushed together. In addition to a wall-mounted television opposite the bed, the suite had a comfortable TV lounge large enough for a small group of colleagues, friends or family to gather. The bathroom was a decent size with a walk-in shower and refillable toiletries were supplied. The safe, below the mini-bar, was large enough to stash a laptop while the large lean-to mirror in the corridor was ideal for checking everything looked okay before heading out to explore the city.
THE FACILITIES A breakfast buffet, with hot and cold choices, is served in the ground floor restaurant, Friedrichs. An a la carte restaurant and bar TASTE! serves international and German dishes. However, I had dinner plans at the restaurant Veronika in the Fotografiska photography and art museum, a 10-minute stroll away. A compact fitness room is open 24 hours a day, along with a sauna and steam
THE VERDICT This well-established budget brand’s formula was already good and it’s reassuring that it’s not resting on its laurels and is still tweaking its product. This one is in a fantastic location too.
THE DETAILS Rooms from £65, premierinn.com Bev Fearis
room. Bicycles are available to rent from the hotel reception.
A SMART, MODERN HOTEL THAT'S INVITING AND COMFORTABLE AS WELL AS QUIET
THE VERDICT This is a smart, modern hotel that's inviting and comfortable, as well as quiet. It is conveniently located next to a railway station served by local trains, the airport express and some inter-city services.
THE DETAILS Junior suites from €146 a night, nh-collection.com
Stuart Forster
Put down that pint, (with your full English), because drinking at the airport may soon be limited.
A recent YouGov poll of 6,771 adults found 32% of brits strongly supported restricting passengers to two alcoholic drinks at airport bars and 30% tended to support the limit.
When it comes to enjoying a pre-flight drink, it can be hard to resist the offerings in the airport lounge or the lure of a ‘spoons.
Ryanair Chief Executive Michael O’Leary believes that calling last orders on excessive drinking at UK airports would help tackle a rise in in-flight passenger disorder.
We believe that calling time on Ryanair’s policy of charging ludicrous fees for printing out a forgotten boarding pass or oversized baggage would also help ease passenger disorder. But we digress.
It’s not just boozing that
passengers are getting fed up with. In another YouGov poll, 57% of 2,997 people questioned said commercial air travel would be worse if passengers were allowed to make and receive phone calls onboard.
Flight diversions and delays happen for a host of reasons, but they're not often blamed on a stowaway mouse.
An SAS flight from Oslo to Malaga had to land in Copenhagen after the pesky pest jumped out from a passenger's in-flight meal.
Rodents on board aircraft are deemed a safety risk as they can chew through critical wiring, so the plane was grounded and a replacement found. It came just weeks after two squirrels caused mayhem after jumping on to a train service to Gatwick. What's next? Hamsters on the Heathrow Express?
When questioned, 48% of 2,601 people surveyed also said it’s unacceptable for a fellow passenger to recline their seat during a daytime flight – and especially if it causes you to spill your in-flight drink!
Artificial intelligence, content fragmentation, and sustainability were just some of the many important business travel topics on the agenda at this year's BTA Conference held in Gibraltar at the end of September. Oh, and another subject that popped up was...wait for it...toast. Yep, the problem of how long it takes to cook your toast in hotels was raised by the BTA's CEO Clive Wratten and prompted quite a debate. It seems he's not the only traveller browned off about this burning issue. Burning. Browned off.
Popped up. Is that enough puns for you?!
In partnership with Virgin Atlantic, Delta is launching nonstop service to the Sunshine State from London Heathrow, starting 28 October 2024.
