The Business Travel Magazine December/January 2025

HIGH TOUCH

Premium air travel gets personal

Check in,

chill out

Once you set foot in a Virgin Atlantic Clubhouse, you won’t want to leave. Grab a bite to eat (or two), freshen up with an in-house shower, or find a quiet corner to send o a few emails. It’s all so relaxing, you’ll have to remind yourself you’ve got a flight to catch.

London Heathrow, Johannesburg, New York JFK, San Francisco and Washington DC are waiting for you. Our newest Clubhouse in LAX opens March 2025.

People Awards: We unveil six new categories and the opening date for entries for the 2025 awards 14 2025 Trends: Take note of these 10 top business travel trends for the year ahead

18 Taxis and Transfers: Why it's time to bring taxis, transfers and chauffeur-drive into your travel programme 26 Premium Flying: Initiatives on board and on the ground to make air travel seamless 32 Private Jets: The exclusive world of private jet chartering

Airline Programmes: How to get the best deals from your airline partners 40 Six of the Best: Business Class experiences

Opening Shots: The most exciting openings in the world of travel – in pictures

Everyone's Talking About: the cost of sustainable business travel

Speaking Out: Mel Phaure at Blue Cube Travel

Welcome

Forward thinking

Tis the season to be jolly and in the next few weeks we'll be rummaging around in our wardrobes for our sparkly tops, or ties, and heading to various industry events to eat, drink and be merry. In fact, the festivities have already started.

But, if we're honest, will the room be filled with largely the same old faces? Mel Phaure at Blue Cube Travel thinks so. In her Speaking Out on page 9, she argues that if we want to firmly lay the foundations for our industry's future, our events need to be more inclusive for those starting out and in less senior roles.

It's something we're already taking on board at The Business Travel Magazine. For starters, we're introducing an Industry Newcomer category in our 2025 People Awards, along with other new categories (see more on page 12). Entries open on January 22, so start preparing your submissions and make sure you save the date for the ceremony on September 30. We've also got some other new-style events planned, so watch this space.

This issue is our air travel special and we're taking a look at the latest initiatives designed to give your travellers a smoother flying experience, both on the ground and in the air (pages 26-29) and delving into the exclusive world of private jets (pages 32-35). On pages 36-39 experts share their advice on how to get creative with airline programmes when airlines still hold the upper hand.

And, as 2025 fast approaches, we reveal some of the top business travel trends that might not be on your radar (pages 14-15), so take note.

Thank you for all your support and engagement in 2024 and on behalf of the BMI Publishing team I'd like to wish you all a fun-filled festive break and all the best for the year ahead. See you on the other side!

Bev Fearis, Editor

EDITORIAL

EDITOR

Bev Fearis

CONTRIBUTORS

Gill Upton, Nick Easen & Sheena Adesilu

DIGITAL EDITOR

April Waterston

EDITORIAL DIRECTOR

Steve Hartridge

ADVERTISING SALES

PUBLISHER / COMMERCIAL HEAD

Kirsty Hicks

DESIGN

& PRODUCTION

DESIGNERS

Matt Bonner, Caitlan Francis, & Colette Denham

OPERATIONS DIRECTOR

Clare Hunter

PRODUCTION ADMINISTRATOR

Steve Hunter

SUBSCRIPTIONS

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BMI PUBLISHING

MANAGING DIRECTOR

Matt Bonner

CEO Martin Steady

A WORLD OF CHOICES . YOUR SKYWAY TO

Discover our 2025 summer schedule, now open for booking, with some of the best premium cabins in the sky and an experience that makes out of office out of this world.

Guests find themselves at the nexus of London's past and future. The hotel marries urban sophistication with a touch of residential charm”

Park Hyatt London River Thames

TEA TIME

Guests can sip rare vintages or savour artisanal teas at the TAMISé Wine Library and Tea Lounge, while a wellness floor has panoramic Thames views at this new Park Hyatt, just a short walk from Battersea Power Station.

FORMER GLORY

Originally opened by Qantas in the 1960s, this iconic five-star hotel has been revitalised with 436 redesigned rooms and suites, four new dining and bar venues and upgraded event spaces, including one of Sydney’s largest ballrooms, all intended to recreate the sixties jet-set glamour of its formative years.

YOTEL Tokyo Ginza GINZA STYLE

YOTEL commissioned local artist Mio Fukukawa to create bespoke artworks, inspired by Ginza’s street scene, for this new-build hotel, its third in Asia and first in Japan. A 15-minute walk from Tokyo station, the hotel has an all-day bar and restaurant, Komyuniti, and bedrooms with floorto-ceiling views of Tokyo Tower, Ginza and the Shinkansen railway line.

The Standard Singapore

CITY GARDEN

Billing itself as an urban oasis, The Standard Singapore is on Orange Grove Road, steps away from the city's Botanic Gardens. It has its own garden, with curated art installations and landscaping, stretching across the first and second floors up to the pool, overlooked by 143 stylish bedrooms.

Sofitel Wentworth Sydney

Everyone's talking about... the cost of sustainable business travel

"I

“ EVERYONE WANTS TO DO THE RIGHT THING WITH REGARDS TO SUSTAINABILITY BUT THEY ARE RESTRAINED BY COSTS”

"Sustainability

continues to be a secondary factor when it comes to business travel. For buyers it will always be behind cost, and for the travellers it

will always be behind convenience"

THINK COST IS BEING USED AS AN EXCUSE. I WONDER HOW MANY PROGRAMMES MEASURE THEIR DAY TRIPS AND THE COST IMPACT OF THEM TOGETHER WITH THE EMISSIONS?"

According to our 2024 research, 46% of travel professionals say sustainability is a high priority but travel buyers say obstacles remain, with 75% citing higher costs as a barrier”

"THE SAY/DO GAP IS VERY BIG. FOR SAS – AND I DON’T THINK IT’S MUCH DIFFERENT FOR OTHER AIRLINES – JUST 1.5% OF PASSENGERS OPT TO PAY OUR SUSTAINABILITY TOP-UP FEE "

“The battle between cost and people/ planetary care is going to be the defining travel management ‘battle’ to 2030”

Paul Tilstone, founder, temoji

Karen Hutchings, founder, Cobb & Hutch Consulting

Paul Verhagen, Executive Vice President and Chief Commercial Officer, SAS

Catherine Logan, Regional Senior Vice President EMEA and APAC, GBTA

Donna Fitzgerald, Executive Director, Clarity

Tim Wheatcroft, Head of Corporate Communications, Emburse

INDUSTRY

STARTING OUT

Mel Phaure, co-founder and Director of Blue Cube Travel, is calling on the industry to make some fundamental changes to solve the talent crisis

My business partner Kenny Stirling and I both started in the travel industry on a Youth Training Scheme, which was essentially the 1980s version of an apprenticeship. We were lucky that someone gave us that opportunity and wanted to do the same.

That's why, 10 years ago, we launched a Blue Cube Apprenticeship Scheme. Coming out of Covid we made a huge investment in apprentices and they have become invaluable to us as a business, especially within our reservations team.

Currently we have nine employees on some form of apprenticeship programme.

Our retention rate is very high, and if someone reaches the end of their apprenticeship they are always kept on.

Generally, we know very quickly if it isn’t going to work out and the apprenticeship programme comes to an end within a couple of months, but this is very rare.

Our apprentices and junior staff take the pressure off our senior consultants, enabling them to focus on more complicated tasks.

Our apprentices who have graduated are now junior corporate travel consultants and are helping the next stream of apprentices coming through.

Exclusive events

One thing we're passionate about is making sure that our apprenticeships and our newer members of staff get the chance to get out and about and attend industry events, but sadly at these events they rarely see anyone else in the room that looks like them.

Our industry says it wants to champion new talent, but where are they all?

Of course, cost is a factor. I understand that if you're paying £100-plus for a dinner where most people in the room are going to be of a senior level why ‘waste’ that money on a junior member of staff.

But I would argue that if you’re senior, you’ve done the rounds, you’ve attended the parties, you’re probably seeing the same people over again, so why not give someone else a chance?

I think we all know we can turn up to an event and guarantee we can name quite a few people in the room. Wouldn’t it be lovely to have a room filled with fresh faces?

We are constantly hearing how the industry wants to promote new talent, so let’s help to broaden their horizons.

It’s a shame that events don’t consider an alternative pricing structure, or a limited number of free tickets for the under 25s.

Newcomers need the opportunity to increase their knowledge, make new connections, discover more about our industry and feel part of a much wider community.

Preferred suppliers

We also recognise the importance of handson knowledge and strongly believe that what you experience when you are first starting out on your career will stay with you for life.

Suppliers that have been willing to engage with us in educating our team will reap the rewards in years to come.

Thanks to our supplier partners, we have arranged many site visits at London hotels and further afield, which have created lifelong memories for our apprentices. As I write, I have two very excited young women about to head off to New York and I’m sure that no matter how many hotels or flights they take throughout the rest of their lives, this will be one trip they will never forget.

Further education

At Blue Cube we also do frequent talks to travel and tourism students at our local colleges and universities and invite them into our office for open days.

It still amazes me that until we arrive, the majority of students – even after potentially two or more years of studying travel and tourism – are still unaware of the corporate side of the industry. The sad reality is that many of these people don’t even know our sector exists and would never look our way.

If we want business travel to continue to thrive, we must all be more proactive, inclusive and ensure that our industry events are attainable.

We should be passing on our skills and knowledge to leave a legacy that will continue for many years to come.

MEL PHAURE

Mel Phaure and Kenny Stirling founded Blue Cube Travel nearly 22 years ago. Earlier this year, Blue Cube was acquired by Talma Travel Solutions, which also owns Norad Travel.

Phaure and Stirling remain with the business and are also now shareholders in the combined Norad/Blue Cube business.

CTM founder and Managing Director JAMIE PHEROUS

As CTM reaches a 30-year milestone, we chat with its founder and Managing Director about the early days, the dark days and the bright future ahead

It began with two people in Brisbane, sharing a computer. Three decades later, Corporate Travel Management (CTM) has a workforce of 3,200 people across four continents, with a total transaction value of £5.5 billion.

When Jamie Pherous started his travel business aged just 25, he had no idea what it would become, but he had a clear vision. “I was working for a large, global consultancy company with a large travel spend and I was travelling frequently,” he explains.

“Everything was a call centre, and you were just a number. The technology we used was OK in the States but nowhere else, and when I found a better fare elsewhere there was no way of feeding back those cost savings to enhance ROI on the company’s travel spend. I realised there must be a way of turning that £5 million annual spend into a £3 million spend, so I left a well-paying job to start from scratch.”

The three principles that drove the business at the start still apply today. “Really strong personalised service, technology that adds value, and underpinned with return on investment reporting," he explains.

From the excitement of winning the very first client – a mining company – his energy for the business is still strong but today Pherous takes a less hands-on approach.

“I believe in empowerment, giving people the tools and the infrastructure to be the best they can be. It sounds like a cliché but it’s all about building a culture that people want to be part of and seeing people develop and make careers for themselves.”

Achieving a good work/life balance is key to his success as a leader. “When I was younger,

I used to feel guilty when I heard how many hours other CEOs worked, because I wasn’t working those long hours. But I knew that to avoid being burnt out, you need to take time out and spend time with your family and friends doing what you love.”

Surfing and skiing are his passions –activities also enjoyed by his five sons, who are aged between 18 and 24. A self-confessed adrenalin junky, every year he goes hiking and heli-skiing with friends in Alaska. Being in remote places in nature is where he has his best lightbulb moments. “There’s no doubt that from a strategy point of view I do my best thinking when I’m in the middle of nowhere, away from the office,” he says.

Now that the market has begun to normalise following Covid, CTM has set a clear strategy going forward with a five-year plan to double the size of its business.

“We’ve not set crazy goals. We have set targets to win new customers, and we’ll continue to automate the business using artificial intelligence and machine learning to improve productivity and customer service. Crucially, the whole business is aligned and locked in with the plan.”

Unlike many TMCs who emerged from the Covid pandemic laden with debt, CTM is debt

As a company, crossregion collaboration and purposeful travel have become essential as we steer CTM into its next chapter of growth"

free and has a strong balance sheet. “There were definitely some dark days through Covid but we had learnt from the swine flu pandemic in Asia and put effective measures in place,” Pherous explains.

Seeing the impact of closed borders, CTM recognised the importance of having a good mix of clients and building a strong domestic customer base in each market. In the UK, it secured the travel management account for the UK Government, and when Covid hit CTM was responsible for repatriating 50,000 British citizens. “The team was very privileged to have that responsibility. It was a complex operation and the biggest movement of people since World War II,” he notes.

Having a more resilient mix of clients meant CTM’s revenue only dropped by two thirds, considerably less than many of its competitors. Its recovery since Covid has also been quicker than most thanks to strategic acquisitions and client wins, and at £5.5 billion, its total transaction value (TTV) is now way above the £3 billion it was in 2019.

“Our NPS scores for both our customers and our people are also the highest they’ve been, even compared to pre-Covid levels,” adds Pherous, and its customer retention rate is 97%. “We’re winning customers around the world, both global enterprises and SMEs in niche sectors,” he says

Much of the success, Pherous believes, is down to CTM’s focus on people, customers, process and innovation.

“It’s simple really. If you have good tools, good service and staff engagement, you win and retain customers. I think communication is also key – being straight with people about what we’re doing and why.”

Pherous believes a strong culture of embracing change and innovation, particularly in technology, has also been vital.

“We’ve developed SleepSpace, our proprietary hotel management system, that enables both clients and suppliers by maximising choice, content and rates. We built our own booking tool, Lightning, and that was one of the best decisions we ever made,” he explains.

“In the UK, while other TMCs struggle to manage clients with high volume domestic travel effectively, our tech stack and productivity levels are so efficient we’ve been able to pivot to look at UK companies with big domestic travel spends, such as companies in construction or heavy materials."

Working closely with clients has also been invaluable. “We always ask our customers for feedback. We want to know how to change the way things are done and find a better solution,” says Pherous.

After an unsettling post-Covid period where the cost of travel went through the roof, Pherous is happy that prices are normalising and customers are getting back to basics, focussing on how to buy travel more efficiently.

“We’re using AI to automate tasks which are no value or low value, freeing up our people to do the complex work that matters for our clients," he explains.

CTM’s AI-powered chatbot Scout is meeting the needs of clients who increasingly want to self-serve out of hours and this is particularly true for the new generation of business travellers.

“Millennials now make up three quarters of the workforce and in the next five to 10 years they will be the people running the corporations we serve," observes Pherous.

"They want tools to help them make changes quickly, or to access their itineraries through apps on the go, but they want the technology to be customer friendly and easy to use like the tech they’re using for their leisure travel.”

The behaviour of the next generation is also driven by social and environmental concerns.

“They want to work for companies that are more sustainable. Our booking tool doesn’t just help our customers identify better options, such as switching from air to rail, we have carbon budgets, smart comparisons, speedy sorting and lots more."

Like other TMCs, CTM is adapting to the new ways of working post pandemic.

“Hybrid is here to stay and we are holding more meetings to bring our teams together," says Pherous. "As a company, cross-region collaboration and purposeful travel have become essential as we steer CTM into its next chapter of growth.”

in brief...

Do you enjoy travelling for work?

Yes, I love it. I will never take it for granted. I live most of the year in Brisbane and spend a few months in the US, in Colorado, to be closer to our important North America and European business. Each year I do a round-theworld trip – Singapore, Hong Kong, London, New York – and when I travel I still pinch myself. I never lose sight of how lucky I am to see the world and experience so many amazing destinations.

What are you most proud of in your career?

From a business point of view, it’s been incredible to see people who have had their first job at CTM and gone on to make very successful careers. I’m also immensely proud of our teams and how we’ve worked on hugely important projects, such as the Covid repatriation and getting our teams out of Ukraine following the Russian invasion.

Who is your biggest inspiration?

Definitely my mother and father, who were both entrepreneurs. They worked together in fashion and property, and I would listen to them talking about business at the dinner table and I’m sure I absorbed what they were saying and their tenacity, determination and hard work. I think looking back I was always going to run my own business, not necessarily in travel, but I was also going to be entrepreneur.

Would you like your sons to work in travel?

They’re all so different and I’d prefer them to find their own pathway. I think that working for the family business is difficult because you need to work twice as hard to prove yourself. I hope that they go out into the world with a good work ethic and understand how important it is to always be curious and ask questions.

Jamie Pherous founded Corporate Travel Management Limited (CTM) in 1994. Before that he worked for  Arthur Andersen, now EY, as a qualified Chartered Accountant, specialising in business services and financial consulting, notably in Australia, Papua New Guinea and the UAE.

JAMIE PHEROUS

TIME TO SHINE

Get your submissions ready for the next Business Travel People Awards, with six new categories for 2025

Entries will open on January 22 for the 2025 Business Travel People Awards. The prestigious awards recognise individuals and teams in business travel whose professionalism and business excellence make them stand out from their peers.

They celebrate the achievements of business travel professionals across all business travel sectors and at all stages of their careers.

Unlike other awards, the People Awards showcase the achievements of the people in the industry, rather than the companies or brands.

“The awards celebrate the achievements of business travel professionals across all business travel sectors and at all stages of their careers”

prestigious Industry Contribution Award will be chosen by the Judges Panel and will not require a submission.

Alongside 21 categories, a Chair’s Award will be chosen from across all of te categories by the Chair of the Judges Panel, Leigh Cowlishaw.

Nominations will be welcomed from managers and colleagues but also from the applicants themselves.

As in previous years, nominations must be backed up with evidence, such as videos or written testimonials from clients, partners or peers, and this will account for a third of the overall score.

They cover all industry roles, including those working in frontline or back-office functions who might not otherwise have the chance to be recognised.

There are a number of new categories being introduced for 2025 in response to a particularly high number of entries

in some categories in recent years.

Winners will be presented with their awards at an evening ceremony on Tuesday September 30 at the De Vere Grand Connaught Rooms in London’s Covent Garden.

Awards recognising achievements in sustainability and tech innovation now have separate categories for individuals and for teams.

In addition to the Rising Star category, which is open to professionals aged 35 and under, there is a new award for Industry Newcomer of the Year, which is open to applicants of any age but who have only been in the business travel industry for up to three years.

There are also two new awards for individuals and teams working in sales and marketing roles.

For the first time, the recipient of the

For sponsorship opportunities, please contact Kirsty Hicks, Publisher of The Business Travel Magazine, at kirsty.hicks@bmipublishing.co.uk.

ENTRIES OPEN

The Business Travel People Awards 2025 will open for entries on January 22 thebusinesstravelmag com

2025 CATEGORIES

• Account Manager of the Year

• Account Management Team of the Year

• Meetings and Events Team of the Year

• New Sales and Marketing Manager of the Year

• New Sales and Marketing Team of the Year

• Business Travel Team of the Year

• Duty of Care Champion

• Diversity, Equity and Inclusion Champion

• Sustainability Champion

• New Sustainability Team of the Year

• New Travel Technology Innovator - Individual

• New Travel Technology Innovator - Team

• Mentor of the Year

• People Manager of the Year

• New Industry Newcomer of the Year

• Rising Star

• Shining Star

• Buyer of the Year

• TMC Above and Beyond – Individual

• TMC Above and Beyond – Team

• Industry Contribution Award

• Chair’s Award

2025 CEREMONY

September 30 at the Grand Connaught Rooms, London. Look out for more details thebusinesstravelmag com

TREND WATCH

Make note of these 10 top business travel trends for 2025 and beyond, according to the experts

1

EC O REWARDS

A step-change in the evolution of sustainability practices will see the emergence of loyalty schemes that incentivise travellers to make greener choices, predicts Al Butler, Senior Client Programme Manager at serviced apartment specialist SilverDoor. For example, travellers who choose to stay in a more modest apartment or opt out of a daily servicing would earn points that can be redeemed for vouchers or rewards for their personal use, or a donation to a charity or project that supports sustainability.

2 LESS BLEISURE

Two of ours experts expect to see a drop in the number of blended business and leisure trips in the next 12 months – but for different reasons. Julie Cope, Chief Operating Officer at Take2Eton Group, says clients’ concerns about duty of care, insurance, risk and liability are forcing them to put policies in place to prohibit bleisure trips. Meanwhile Charlie Sultan, President Concur Travel at SAP Concur, believes there will be a demise in bleisure travel as remote workers return to offices and companies look to hire employees within commuting distance.

3 THE AI LAYER

AI, of course, will continue to dominate the dialogue in the coming years but Paul Tilstone, founder of consultancy temoji, believes one of the most interesting developments will be how AI could form a new layer of interaction between booker and traveller. He says this will lead to a number of questions, such as who will own that additional layer – the corporate, TMC, OBT or other – and what will it mean for TMCs and OBTs and their brands? Will it replace the TMC and OBT as the single, chosen provider and start to act as a broker for clients to find most suitable across multiple players? And what impact will it have on distribution fragmentation?

4

RESPONSIBLE DESTINATIONS

With ESG continuing to creep up the agenda, CWT expects to see more organisations giving closer consideration to where they hold their meetings, conferences and events. Not only will they be seeking responsible venues, they’ll be giving preference to hubs, cities, regions, or countries known for their sustainability credentials. Organisations will promote the use of green transport, micromobility solutions, eco-certified hotels and venues with

energy-efficient technologies and zero waste policies. Amsterdam, Oslo and Copenhagen are good examples of cities leading the way and could become preferred destinations.

5 RESTRICTED RENTALS

James Austin, Access Bookings Director of Organisational Development, predicts it will become more difficult to find extended-stay options in certain destinations in the coming years, citing Paris, Amsterdam and Seville as good examples. This is due to increasing pushback from tourism officials, local governments and local communities who are frustrated by the influx of visitors and the impact on their cities, towns and villages.

There will be a demise in bleisure travel as remote workers return to offices and companies look to hire employees within commuting distance”

6

VIRTUAL REALITY

With younger demographics like Gen Z and Gen Alpha set to form a significant part of the workforce by 2030, the next few years will see virtual technology increasingly being used to enhance the booking experiences of travellers. Although the technology is currently only being used by its leisure agency members, Advantage Travel Partnership believes its TMC members will soon start to blend virtual experiences with their traditional expertise to help create seamless journey for travellers. “TMCs will begin to offer travellers the opportunity to explore travel options, viewing airlines, hotels, and amenities as well as exploring unfamiliar locations through immersive virtual reality experiences to choose their ideal options,” says Andrea Caulfield-Smith, Advantage’s Managing Director Global Business Travel.

7 THE MIDDLE EAST

The Middle East is poised to become an even bigger hub for business travel with significant growth forecasted in the coming years, according to Rebecca Hollants Van Loocke, COO EMEA Frasers Hospitality, with countries like Saudi Arabia, UAE, Qatar, and Bahrain already seeing unprecedented

growth. With Virgin Atlantic starting flights from Heathrow to Riyadh and Wizz Air launching Gatwick-Jeddah flights from March, there will be better connections to Saudi Arabia, which is investing heavily in its tourism infrastructure to the tune of over $800 billion over the next decade, with significant 'giga' projects in partnership with global brands.

8

MONDAY-NIGHT STAYS

The hybrid workplace is here to stay but as more companies insist their employees return to the office for a few days a week, traditional travel patterns are being turned on their head. Tuesday to Thursdays have emerged as the most popular office days, with many workers choosing to hold on to Fridays and Mondays to extend their weekends. The result, says Andy Besent, Head of Sales Leonardo & NYX Hotels, is that there has been a sharp rise in bookings for Monday-night stays at its London properties as employees chose to travel up on a Monday night to be ready for the office, or to meet office-based clients on Tuesday morning.

9

TRIP MANAGEMENT FEES

David Chappell, Chief Product Officer, TripStax, is predicting the death of the ‘Individual Fee’ and emergency of a new type of commercial model – the ‘Trip Management Fee’. “Rather than nickle and diming every element of the trip with individual transaction fees, agents can now aggregate all the data from different booking sources, centrally –NDC, offline, OBT, hotel booking sites, car, rail – to have a single fee that doesn’t change regardless of the number of components," he explains. “It will increasingly make sense to charge a centralised fee to manage the entire trip data, allowing agents to articulate their value proposition better.

10

PERSONALISED FLYING

According to the 2025 Travel Trends report by Amadeus, air passengers can expect to enjoy even more immersive, connected experiences as airlines invest in algorithmic entertainment with hyper-personalised in-flight systems showing movies, TV shows, games, adverts and shopping opportunities. Content will be tailored to individual flyers, based on their preferences as loyalty scheme members. Passengers can already stream content in flight with high-speed Wi-Fi and the next phase will see airlines loaning virtual reality headsets to passengers in premium classes.

BLACKLANE

PRODUCTIVITY GAINS

As Blacklane releases the findings of a report on the impact of poor travel planning on traveller productivity, we check in with James Dow, the chauffeur specialist’s UK Country Manager

What were the main findings in the report?

Working with Censuswide, who collated the feedback of 1,000 travelling execs in September 2024 to create our ‘Premium Meets Productivity’ report, we found that 86% of business travellers who reported finding journeys stressful lost at least one hour of productive time once they arrived at their destination. When you consider how many people travel for business, this is a significant wellbeing concern and a staggering amount of working time lost.

How do the findings differ among C-suite travellers?

Among the most senior travellers we see the starkest impacts. Almost half (45%) of

C-level professionals report losing up to a whole day – between four and eight hours –of productive time when travel is fragmented and stressful. Almost all C-level executives (96%) note that premium experiences positively contribute towards their productivity and success.

Did any of the findings surprise you? Yes, personally I am very surprised by the extent of the impact on productivity. Our guests regularly tell us the seamless doorto-door reliable service is what makes them choose to travel with Blacklane again and again, and travel managers are acutely aware that fragmented travel is not ideal. However, the figures that we saw in our research are really staggering – significantly worse than I expected.

How is the bleisure trend impacting the needs and expectations of business travellers?

Our research highlights how important embracing the blend is to creating successful working environments. It found 54% of business travellers stated that combining business and leisure trips makes them more productive, and 50% work harder when there are other exciting things

Employers should remember that it's not duty of survival, it's duty of care. We think there is still a way to go”

to do. Even when the trip is businessdedicated, almost two-thirds said they prioritise personal time to remain productive. So, as much as we may dislike the word ‘bleisure’, merging business and personal travel is here to stay. At Blacklane we have much-loved policies that allow our people to work from anywhere, and it’s something I enjoy taking advantage of.

What other workplace trends are influencing what travelling employees want and need?

Business travellers tell us that experiences such as flying premium or business class (39%), access to uninterrupted Wi-Fi (39%), airport transfers at both ends of a journey (35%), and private chauffeurs to assist with in-city travel or personal errands in-destination (35%) are all services that reduce the possible stresses of business travel. Interestingly, almost a third (31%) would like to travel with a family member to ensure a trip is less demanding, highlighting again the increasing blurring of business and leisure travel boundaries.

How are cuts in travel budgets affecting traveller productivity?

The general trend is costs have gone up, but services and inclusions within a fare have not necessarily increased. A reliable, safe chauffeur service that is also comfortable and provides space to work or relax can be

seen as a ‘luxury extra’ reserved for the most senior. But when you factor in protecting traveller wellbeing by reducing the frustrations that come with fragmented journeys, there are clear time savings, plus people engagement and productivity benefits. From a long-term perspective, there is significant value in thinking far beyond the immediate cost. Nobody wants to feel life is more difficult because someone is focused on cutting spend. At Blacklane we’re passionate that travel is treated as a value-creator for businesses.

Why are the report’s findings important for corporate travel managers?

We’re encouraging our corporate travel clients to think hard about the productivity

We want to be part of the change that takes business travel from being seen as a cost centre to a significant value-add”

and wellbeing matrix. Employers should remember that it's not duty of survival, it's duty of care. We think there is still a way to go. The ROI of business travel shouldn’t just be measured in terms of pounds and dollars, but in how positively your travelling people engage with policies, how their wellbeing fares after multiple trips and how their productivity performs trip after trip.

How should they be responding to the report?

It’s time for corporates to re-position business travel from a cost to an opportunity for greater success. Engaged, rested and valued people deliver better results. We would encourage travel managers to survey frequent travellers and monitor their wellbeing to check how the trends found in our report are playing out in their own organisations.

How is Blacklane responding to it?

We continue to showcase the benefits of working with partners who provide reliable, consistent, comfortable high-quality services that truly make business travel better. Of course there is a benefit to Blacklane here, but we also want to be part of the change that takes business travel from being seen as a cost centre to a significant value-add. blacklane.com

Taking a BACK SEAT

A focus on duty of care is prompting more travel managers to get a handle on their taxis and transfers spend, but what’s stopping those who aren’t, asks Bev Fearis

Let’s start with the good news; in the last few years there’s been a notable rise in the number of organisations looking to integrate ground transport into their travel programmes and manage their spend.

Bringing happiness (and relief) to those working in the sector, mobility has been a topic of discussion at several key industry conferences this year, even making it on to the main stage, and at a Ground Transport Business Travel Lunch Forum in June, organised by The Business Travel Magazine, the high calibre of corporate travel buyers at the table proved beyond doubt that it’s finally being given the attention it deserves.

“The mobility vertical has been the poor relation in managed business travel – until now,” says Stuart Donnelly, President Mobility, Mobility iQ by The Miles Consultancy.

Gordon Millner, Head of Corporate Sales at Blacklane, says the chauffeur specialist is definitely seeing an uptick in corporates looking to manage their ground transportation programmes.

“Following a few years of travel instability caused by the pandemic, travel managers are now catching their breath and taking a look at opportunities to improve their travel programme to increase employee satisfaction, achieve higher quality, cost savings and sustainability," he says.

Dr. Vojkan Tasic, CEO of Limos4, has also seen a noticeable shift.

“Companies are now reevaluating their travel strategies, including ground transportation, to ensure compliance with sustainability goals and cost control. Larger corporations in industries such as financial services, technology and consulting are leading this shift. They demand reliable, safe and traceable transportation to uphold duty-of-care obligations and align with ESG priorities,” he observes.

But now for the bad news; the majority of organisations are still letting their travelling employees go rogue on ground transport, particularly when it comes to taxis and transfers.

“The Business Travel Lunch Forum showed that rhetoric is rising but we are still at the beginning of the journey when it comes to maturity around fully-managed ground transportation programmes,” notes Donnelly at The Miles Consultancy.

Despite major strides, its surveys found 70% of ground transportation spend in major organisations is still unmanaged, compared to less than 5% for air travel.

A recent Uber for Business survey of professional services employees found 51% are now using their business accounts to book taxis and private hire cars.

“But this means that almost half (49%) are still using their personal accounts,” says Jenna Brown, Director of Uber for Business UK.

A FREENOW for Business and GBTA survey found 85% of corporate travel programmes include risk-related policies for business travel but only 55% ‘always’ or ‘often’ address ground transport in these policies.

Daniel Price, founder and CEO of ground transport solution Jyrney, is worried: “From the data I’ve seen, many businesses have more control over the management of office stationery than over placing travellers in vehicles with unknown drivers,” he warns.

“This lack of oversight is alarming, particularly when duty of care is a critical concern. Unmanaged ground transport spend also leads to inefficiencies.

Customers have reported savings of up to 20% when transitioning from unmanaged to managed solutions.”

So, for those organisations that haven’t

Unlike air travel and hotels, where centralised booking tools exist, ground transportation remains highly decentralised”

yet got behind the steering wheel, what are the key obstacles and how can they be overcome?

Cost concerns

“I think there are still some travel policies that perceive premium ground transportation as expensive, or only for the most senior travellers,” says Millner at Blacklane.

“When speaking to our clients, Blacklane always tries to assure them that we’re never trying to convince their employees to spend more money, but we are trying to highlight the benefit of a reliable, high quality chauffeur car service in the right scenarios.”

He argues that corporates need to give that last mile the same consideration as the rest of the trip. “So many have policies around travellers flying business class or premium economy if a flight is over a

I think there are still some travel policies that perceive premium ground transportation as expensive, or only for the most senior travellers”

▶

certain duration so that their travellers can be more productive, well rested, etc. We’re working with travel managers to ensure that these same travel policies address those very factors when it comes to ground transportation.”

He recommends looking at travel holistically, not just the cost of the travel but the purpose of that travel, the ROI of every business trip, the long-term wellbeing of those travelling and the value that “seamless, reliable, and high-quality” ground transportation can add to that mix.

Tasic at Limos4 points to new pricing strategies, which can bring cost savings on ground transport.

“Just as airlines and hotels have embraced dynamic pricing, ground transportation providers are adopting similar strategies,” he says. “Travel buyers must be prepared to navigate fluctuating rates, which can also

bring opportunities for cost savings when paired with analytics tools or negotiated agreements.”

Fragmentation

One of the core challenge lies in the fragmentation of the ground transportation sector, say the experts.

“Unlike air travel and hotels, where centralised booking tools exist, ground transportation remains highly decentralised,” says Donnelly.

“This was highlighted at the recent ITM Autumn Conference by Cristina Chimienti, Head of Global Travel for Sky, who noted that ground transportation is the area that generates the most traveller complaints. Without a unified booking tool and managed service, controlling this category effectively is incredibly difficult.”

Price at Jyrney agrees that fragmentation is a major barrier. “While ride-hail companies like Uber and Bolt, or chauffeur services like Sixt and Blacklane, have brought some transparency, they only cover a portion of the market. A substantial volume of bookings still happens with fragmented providers, including local taxis, black cabs, yellow cabs, and airport transfer companies, which leaves a significant gap in visibility and spend management," he explains.

"With ground transport accounting for up to 20% of some travel budgets, and often operating in the shadows, the opportunity to optimise this area is immense.”

He believes the problem is compounded by a lack of interest from travel management companies (TMCs).

“Ground transport frequently takes a back seat to air travel, which commands most resource and attention. To overcome this, companies must emphasise to their TMCs how critical ground transport is to their travel programme. Without this push, its rise up the agenda will be slower.”

He says TMCs with their own technology stack tend to be more agile and quicker to implement ground transport solutions.

“On the other hand, TMCs relying on an OBT often find themselves caught in a cycle of stagnation. With few bookings for ground transport coming through OBTs, there’s little incentive to invest in innovation, leaving the solutions outdated and unfit for travellers' needs. This lack of investment fuels the cycle, as poor products fail to generate demand.”

Jyrney is working with TMCs and OBTs to break this cycle and accelerate the adoption of integrated ground transport bookings.

“Meanwhile, we’ve seen a growing trend of corporates coming directly to us to bridge the gaps left by existing solutions, highlighting just how critical it has become to offer travellers a seamless, safe, and sustainable ground transport experience.”

Solutions

Recent advancements in technology have been game-changing for ground transport, says Price.

Ride-hail apps have revolutionised the industry by offering real-time tracking and seamless booking experiences, and now even local taxi companies in remote locations can provide digital booking and real-time driver tracking solutions.

“The ability to integrate all these services into a single platform or API has been a breakthrough for travel management. Platforms that consolidate accurate, realtime data across all ground transport providers bring unprecedented visibility and control to ground transport,” he says.

“What’s more, the availability of legacy technology providers, alongside global ridehail and chauffeur brands, means that these

UBER FOR BUSINESS

services can now be integrated directly into mobile booking tools, or offered via standalone apps for corporates.

"This level of interoperability and accessibility makes it the perfect time for travel buyers to bring ground transport into their managed spend.”

Tasic says Limos4 has seen firsthand how advancements in AI, automation and data

analytics streamline the entire process, from booking to post-trip reporting.

“For example, AI-driven software modules allow us to predict client needs, optimise vehicle availability, guarantee final pricing and ensure seamless coordination across global locations,” he explains.

“Real-time tracking and communication tools also play a crucial role, ensuring travellers and travel managers are informed at every step. These innovations enhance safety and reliability while providing peace of mind, especially for corporate clients operating under strict duty-of-care policies.”

Education and change management are crucial. "It’s important to communicate the benefits of managed ground transportation to stakeholders, from cost efficiency and enhanced safety to improved traveller satisfaction," he says. "Demonstrating how these programmes align with broader corporate goals, such as sustainability and duty of care, helps build buy-in."

With few bookings for ground transport coming through OBTs, there's little incentive to invest in innovation, leaving the solutions outdated and unfit for travellers' needs”

BLACKLANE

BTA COMMENT

BTA UPDATE

Clarity, consistency and choice

Imagine this: you’re booking a flight for a last-minute business trip. After scrolling through endless pages and comparing multiple platforms, you've finally settled on a ticket. Only then do you realise there's an extra fee for seat selection, no option to bundle in checked luggage, and different booking sites are showing conflicting prices. Frustrating? Absolutely. Now, imagine this on a global scale every week, for dozens of travellers at once. That’s a travel manager’s reality, and it's why TMCs are essential now more than ever before.

Recent industry discussions, including those highlighted in our White Paper with ATMC and GEBTA, indicate that this fragmentation of travel content isn’t merely a quirk of the digital age; it’s a serious frustration for buyers and travellers around the globe.

Business travellers worldwide are frustrated by the perception that they miss out on competitive rates and the complexity of navigating dispersed booking channels.

Where there’s a challenge, there’s also a solution. For TMCs, fragmentation is a unique opportunity to navigate.

TMCs procure rates and manage policies to deliver cost-effective and fullymanaged travel programmes, but their success depends on strong partnerships with airlines and other suppliers.

Airlines and hotels are increasingly attempting to bypass vital distribution channels in pursuit of direct business. Whilst this DIY approach suits the suppliers, it creates confusion, restricts choice, and has far-reaching implications for the total journey experience, including duty of care and trip tracking.

Airlines need to understand that their distribution chain is not just a pipeline; it’s a partnership. By working closely with TMCs, they enhance their reach and, more importantly, improve the traveller experience. After all, price parity isn’t just about cost – it’s about trust.

Travel buyers and business travellers don't want to play fee bingo. They demand clarity, consistency, competitiveness, and freedom of choice.

By uniting airlines, hotels, and TMCs, we can build a future where business travellers can focus on what matters most – their work.

GBTA survey shows sustainability barriers

SUSTAINABILITY remains a complex but critical focus for travel professionals, according to the GBTA's 2024 Business Travel Industry Outlook survey.

The poll of almost 900 corporate travel professionals found that 46% said sustainability is a high priority, with 44% already integrating sustainability initiatives into their programmes.

The survey also identified the key barriers to achieving more sustainable travel, with 75% citing higher costs along with concerns about complexity (not knowing where to begin), ambiguous emissions measurement standards and traveller inconvenience.

One-third of respondents reported a year-over-year increase in rail travel (38%) and multimodal trips (33%).

LUFTHANSA GROUP EXTENDS GREEN FARES TO LONG HAUL

LUFTHANSA GROUP is now offering green fare tariffs on its long-haul flights.

Clive Wratten Chief Executive Officer

Green Fares, which are already available for short- and mediumhaul flights, will be bookable in all travel classes on long-haul routes from December 4.

The sustainable tickets includes the full offsetting of the individual, flight-related CO2 emissions through the use of sustainable aviation fuel (SAF) and a contribu-

tion to Lufthansa Group's climate project portfolio.

“Extending Green Fares to the Lufthansa Group’s global long-haul network is an enormously important and consistent step, not only for us, but for the entire aviation industry," said Dieter Vranckx, Chief Commercial Officer. Green Fares are available on Lufthansa, Austrian Airlines, Brussels Airlines, SWISS, Edelweiss, Discover Airlines and Air Dolomiti.

IN BRIEF

Join the crew

ATPI Group has launched CrewHub, a proprietary self-service booking platform to streamline complex multi-destination bookings into a single transaction

Japan debut

YOTEL Tokyo Ginza opens in Japan’s capital in December, marking the brand’s third hotel in Asia and its first venture into Japan.

Direct connect

CT Business Travel has partnered with ground transport platform Jyrney to enable the TMC’s clients to book vetted taxi, chauffeur and ride-hailing services directly through CT’s client-facing portal, YourCT.

Shopping spree

ISON Travel has acquired Screen & Music Travel (SMT), months after it purchased Excellence based in the US. Screen & Music Travel specialises in managing travel for UK production companies.

Global reach

Saudi Arabia-based Almosafer Business has joined TMC community

One Global Travel. Owned by Seera Group, the Saudi TMC provides tech-led travel management solutions to corporate and government entities.

Latin routes

Virgin Atlantic will launch three weekly flights from Heathrow to Cancun from October 2025, with onward connections with SkyTeam partner Aeromexico and codeshare partner LATAM.

FIND OUT MORE

Diary of a CTO

WHAT'S YOUR NEW YEAR'S resolution for 2025? Mine is old school: I want to get fitter. There’s a lot to be said for home working. But all too often, before I know it, it’s 6pm and I’ve only got up for the occasional loo break or to grab a ham and pickle sandwich.

So this year I’m going to take proper time out which means – gasp – going outside in the fresh air. You may think that’s not the natural habitat of a CTO and you’d be right but believe it or not I have been quite a keen cyclist in the past. I particularly love my mountain bike, which comes in very useful for traversing the snow-capped peaks of my native Suffolk.

But what could we see more of from a business travel perspective in 2025? Well, here’s a controversial thought. One trend I reckon we might see more of is corporates taking some booking functions in-house that are handled today by travel management companies. When I started in business travel, quite a few large companies had their own in-house agencies, partly because they collected a tasty 9% airline commission on all the bookings. That idea largely died out when commissions began to disappear in the late 1990s, but it has lived on the US in what are known as corporate travel departments (the CTD model). Outside America, I see in-house booking more for specialised needs like marine travel.

But what goes around comes around, and maybe having someone in-house with a global distribution system terminal will begin to make sense again. Advances in technology mean an in-house travel person or team can easily access agency-level systems. And remember you no longer need the

specialised knowledge of airport and airline codes and the rest of it to book via a traditional GDS “green screen” Today’s GDS front ends are more intuitively point-and-click, and companies like TripStax can add layers on top of those front ends to make them even more user-friendly and efficient. In any case, not everything need be, or even can be, booked via a GDS anymore. It’s really worth checking out just how much you can book instead via portals using more modern principles like New Distribution Capability. You might even score a better deal with your preferred

“Advances in technology mean an in-house travel person or team can easily access agencylevel sytems"

airlines if you agree to use booking channels that reduce their distribution costs. You could also gain more direct control of your data, something I know many travel managers are crying out for. Just to be clear, I’m not advocating cutting TMCs adrift. They provide services where they add significant value – some of which provide larger margins, so focusing more on those areas could be a win-win.

Maximising time and effort versus reward is certainly something I’ll be doing more of. Wish me luck as I venture back out into the wilderness, SWILLedup and ready to go.

Scott Wylie Chief Technology Officer TripStax

ITM COMMENT

BTA UPDATE

Hold on tight and enjoy the ride

Have you ever worked for an airline? Most of them are currently enjoying a successful period and I for one don’t begrudge them it. Having spent a large part of my career at airlines I can tell you it can be a fantastic but sometimes bumpy ride.

25 years ago, almost to the day, I was contacted by my new boss at a large, well-known airline to inform me of the logistics for my first day in the job as account manager. And so began the best, most exhilarating day of my career (so far).

I was requested to wait at a bus stop outside the office rather than come into the enormous HQ building.

I was a bit bemused, but the bus stop was soon filled with about 200 of my new colleagues, and then coaches arrived and whisked us to London Studios where we gathered in a room with theatre-style curtains. Everyone seemed excited. Grand music played and the curtains rose to reveal the highlights of a major new product lineup from said airline, including the revolutionary, world’s very first fully-flat bed in business class.

Since I was to be primarily selling this game-changer to the corporate market I wondered if this was what sales heaven looked like. I tried to play it cool, but it was all I could do to not spontaneously combust.

On a high, we re-boarded the coach to be told that a further surprise awaited. The coach made its way to the South Bank where we were invited to be amongst the first passengers on the pioneering giant observation wheel that the airline was to sponsor, which was a few weeks from opening to the general public.

I went home that night fizzing with excitement and motivation and wondering how day two could possibly top day one.

As I recall, week three involved announcing and implementing the (also revolutionary) removal of commissions to be replaced by more modest transaction fees, which was certainly a rather different kind of ride.

It’s all about the journey, not the destination isn’t it?

But has anyone ever had a better first day in this wonderful, exciting rollercoaster of an industry?

British Airways reveals new first class seat

BRITISH AIRWAYS has unveiled its new First seat as part of its A380 retrofit plans, expected to take to the skies in mid-2026.

The airline’s new First cabin has been designed to inspire feelings of a “modern luxury hotel”.

The new seat is ultra-wide (36.5inches) with a bed length of 79inches, and features a multi-purpose ottoman and stowable table, a 32-inch 4K TV screen and adjustable mood lighting, including options such as ‘relax’, ‘dine’ and ‘cinema’.

For passengers travelling together in the centre of the cabin, the divider slides open to create a shared lounge space, and the stowable tables mean passengers can enjoy ‘buddy dining’ in the seat with their travel companion. Passengers will also be able to wheel their luggage into a personal storage space.

Scott Davies Chief Executive

60% of travel managers have the right tools to do their jobs

A BCD Travel survey of 187 travel buyers worldwide found 60% said they have the necessary tools to do their job properly but many face budget constraints, with 46% lacking budget for travel tech and services and 46% using the service of external consultants.

JOINS: Corporate Travel Management

AS: Global Chief Commercial Officer

FROM: HRS Group

Ana Pedersen has joined CTM as Global Chief Commercial Officer to oversee global sales, account management and supplier relations to help accelerate global growth.

PROMOTED AT: Advantage Partnership

FROM: Head of Operations

TO: Director of Strategy

The Advantage Travel Partnership has promoted Lee Ainsworth to the newly-created position of Director of Strategy to help deliver on the group's ambitious growth plans.

Clyde Travel Management

AS: Senior Account Manager

FROM: TJX Europe

Mervin Moonien, previously Travel & Fleet Manager

TJX Europe, has joined Glasgow-based Clyde Travel Management as Senior Account Manager.

JOINS: easyHotel AS: Head of Development FROM: The Embassies

Anja Bachmann joins easyHotel in the newly-created role of Head of Development in Germany and the Netherlands as the group looks to expand in these markets.

Accelya AS: Chief Technology Officer

FROM: HP

Accelya has named Gaurav Roy, formerly with Vodafone, HP and Google, as Chief Technology Officer. He succeeds Gianni Cataldo, who has transitioned to Chief Product Officer.

PROMOTED AT: SilverDoor

FROM: Senior VP Partner Relationships

TO: Chief Supply Officer

SilverDoor has promoted Alex Neale to Board Member and Chief Supply Officer. Neal has been with SilverDoor since 2009, most recently as Senior VP Partner Relationships.

ALSO ON THE MOVE... >> FCM Consulting, a division of FCM Travel, has named Jason Kramer as Air Category Lead globally >> Claire McCarthy, CWT Director of Global Sales, has joined Nuitée as Director of Business Development >> World Travel Protection has appointed Jennifer Marsland as Business Development Director and Mike Rideout as Business Development Manager for the Midwest and Northeast regions >> Eliran Glazer, currently CFO at monday.com, has joined TravelPerk's Board of Directors >> The Belfry Hotel & Resort has appointed Katie Niland as Commercial Director >> Icelandiar has appointed Guðmundur Tómas Sigurðsson as VP Flight Operations >> 30 Euston Square, the events venue in central London, has appointed Salem Retibi as Venue Director >>

JOINS:

JOINS:

ANA PEDERSON

MERVIN MOONIEN

GAURAV ROY

LEE AINSWORTH

ANJA BACHMANN

ALEX NEALE

VIRGIN

SMOOTH flight

Premium flying requires a personalised and seamless experience both on the ground and on board, says Gill Upton, who looks at the latest initiatives

Frictionless travel is nirvana for timepoor frequent travellers and no more so than when flying. Certain products and services come into their own to expedite and smooth the end-to-end experience to the airport, through the airport and 35,000 feet up, but it’s still challenging.

Being able to work for longer and getting on to the aircraft faster are the key drivers.

According to buyer Michael Hill, Head of Indirect Procurement and Global Travel Services at Kantar, also important to his travellers are “direct flights and flying to get their loyalty points".

With a lot of US travel, Kantar eases all travellers through immigration and passport control by supporting Global Pass.

Hill is also cognisant of supporting his company’s VIPs, an executive board of 13, “because they’ll give you time when you want to talk to them,” he explains.

“As a travel manager we want to make travellers more comfortable. So, as an example, if a flight gets cancelled and they’re flying in economy class, we allow them ad hoc use of a private lounge. The EAs alert travellers of any gate changes and the like," adds Hill.

He reckons attitudes towards business travel post Covid has changed for the better.

“People seem to enjoy travelling again. We don’t have too many demands placed on us and we have no divas!” he says. “It’s effective communication that works for me.”

Door-to-door

So, what’s out there to ease the experience?

Peter Snowdon, Director of Commercial UK at TAG, says: “We generally see the most friction for travellers occurs when getting to and from airports or hotels. This is where we believe offering a true end-to-end service is required to ensure that all the small details are taken care of.”

Kantar utilises chauffeur specialists Blacklane and Uber for Business, for example. What Snowdon would like to see is better communication between suppliers and TMCs. “It’s key to ensuring the traveller has a seamless experience. We need to provide details such as driver information, contact details and be alerted to any changes,” he explains.

Being chauffeured from home or office to Heathrow, and taken to a private lounge with a personal butler to serve food curated by Michelin-starred chef Jason Atherton, is a good a start as any. This is what's provided by Heathrow VIP – the airport’s front door to tarmac product where travellers are escorted from check-in to security, while the passport control process is dealt with in the suite. Increased demand has triggered a refurb of all eight suites by January. Gatwick has a similar service, called Signature.

VIP treatment

Hand-holding comes in many shapes and forms and streamlining airport navigation ▶

is one of them. DiamondAir International offers a bespoke airport meet and greet and assist service on departure – to get travellers through security, to a lounge or departure gate – and on arrival too, to meet travellers at the gate, escort them through immigration and customs, to a connecting flight or to onward travel. Available at 600 airports worldwide, the latest addition is En Route, an off-airport check-in lounge to process luggage before arriving at Heathrow and to enjoy a spa treatment.

If you want to sail through security, prebooking Fast Track security is a must and some airlines include it in premium cabin bookings, but sadly high demand in the UK is making it more akin to Slow Track.

The experience of Sascha Meskendahl, Chief Revenue Officer at chauffeur service Blacklane, is not uncommon: “The biggest pain point for CEO and VIP travellers remains airports and delays. I recently lost one and a half hours to immigration at Chicago airport, missed my connection, and arrived a day later, also having missed an important business meeting. This is not an isolated experience," he says.

“Security at the departure and arrival airport is suffering from labour shortages where there are simply not enough people, and flights are not running as smoothly as they were before the pandemic. Arriving one hour ahead of a flight is no longer enough, making scheduling a nightmare for bookers. Every element of the journeyincluding chauffeurs - needs to build in flexibility and flight tracking in a world when flights are more often delayed than not.”

Lounge access is crucial and access will depend on travel policy. Flying business class automatically means enjoying a quiet space to eat, drink and relax and pay-to-use access lounge providers fill a gap, including Priority Pass with 1,600 airport lounges worldwide and Plaza Premium Lounges at 80 airports.

Any major airline worth its salt has been enhancing its premium products to keep these high-yield customers happy and loyal”

Airports are continually upgrading facilities for the business traveller and cutting-edge digital integration, sustainable airport facilities and a “focus on human-centric design that puts the traveller at the heart of every decision” are the three main pillars of airport design, according to Yvonne Bilshausen, Senior Vice President Global Head of Aviation, Architecture & Engineering at infrastructure firm AECOM.

This translates to smart systems for checkin, security and bag handling to expedite the journey through the airport, so improvements are on their way.

A new FTE Airport Design & Development Think Tank recently launched, with members from United Airlines and from Manchester,

Los Angeles and Cleveland airports, with the clear aim of improving airport design from 2040.

In the meantime, Singapore’s Changi is investing S$3bn over the next six years improving check-in, immigration and Skytrain connections between terminals and readying itself for Boeing’s B779, the world’s longest twin-engine aircraft, by strengthening airside infrastructure.

Hong Kong International will have a threerunway system fully operating by the end of 2024, and across the pond a US$19 billion transformation at New York JFK and a new Terminal A at Newark are promising a more streamlined passenger experience.

Different values

On facilities 35,000 feet up, it wasn’t so long ago that a flat bed was the gold standard but today the focus has turned to other areas. According to surveys of Virgin Atlantic’s Upper Class passengers, what they value most are a smooth boarding experience (lounge access, priority boarding and deplaning), onboard space, impeccable service (genuine interactions with crew), a relaxing environment, quality food and beverage, and extras (surprise and delight moments that make them feel valued).   Any major airline worth its salt has been

HEATHROW VIP

LUFTHANSA MIXED-REALITY HEADSET

We generally see the most friction occurs when getting to and from airports or hotels. This is where offering a true end-toend service is required”

enhancing its premium products to keep these high-yield customers happy and loyal.

Delta has a paid-for VIP Select service to greet VIP clients and expedite each step of the travel experience, from curbside to planeside. It also has ‘surprise moments’ from its Porsche airport transfers, taking VIPs from the jet bridge on deplaning to their connecting flight.

Similarly, American Airlines has Flagship First and Business services such as lounges, fast check-in, security and boarding and Five Star Service that includes priority boarding and car service coordination.

Personal touches

United Airlines texts customers links to local, live radar maps during weather delays and sends personalised day-of instructions and terminal guides to navigate point-to-point through certain airports.

It also gives real-time access to boarding pass, gate and seat number and a countdown clock to departure time.

It is using AI to attempt to de-stress tight flight connection times by determining if flights can be held and has introduced a time-saving boarding process, by seat position. Its app is being turned into a personal concierge with on-demand customer support and the like.

In the next few years customers will enjoy fast Wi-Fi across the entire fleet thanks to a deal with SpaceX announced in September. Delta Air Lines, meanwhile, has been busy opening a dedicated Delta One Lounge at Los Angeles, launched Missonidesigned amenity kits in Delta One and is adding eight more lie-flat suites to its fleet of Airbus A350-900s. It's rolling out free Wi-Fi across international flights and has a new cabin interior that will be installed across the fleet.

It has also expanded its Digital ID touchless airport technology (biometric facial matching) to a sixth US airport, Salt Lake City. This eliminates agent-facilitated document checks and gives access to dedicated TSA PreCheck Touchless ID lane for the fastest experience. At bag drop the tech has made transactions 75% faster. Another innovation is Delta Sync, rolling out fleet-wide, which makes seatback screens feel like smart TVs, greeting passengers by name and providing updates on ETAs, connection gates, bag status and more.

Seat selection

Lufthansa Group's new Allegris concept gives passengers the choice of five different Business Class seats, all with chest-high walls, sliding doors, wardrobes and personal minibars.

A new First Class cabin took to the skies in November. The ceiling-high Suite Plus (single or double) has one-metre-wide seats that can be heated or cooled, with a lockable door, personal wardrobe and minibar. It's part of a €2.5 billion investment designed to give a more personalised, individual experience.

Cathay Pacific has a new Business Class Aria Suite and will be launching a new First Class experience onboard its 777-9s and a brand new flat-bed Business Class product on its Airbus A330s.

Singapore Airlines is launching a new First and Business Class cabin in its seven A350900ULR aircraft.

Qantas’ Project Sunrise will see the launch of non-stop flights from London Heathrow to Sydney and Melbourne on 238-seat Airbus A350-1000ULR aircraft from 2026, saving up to four hours compared with one-stop flights. First class cabins will be more like a mini boutique hotel room with fixed beds, separate recliner chair, personal wardrobe and a dining table for two.

Such innovations in premium flying help to improve the end-to-end experience of flying.

Unfortunately, there are still no workarounds for traffic delays and flight cancellations, but technology and personalisation should at least help ease airport navigation in years to come.

VIRGIN ATLANTIC CLUBHOUSE

LUFTHANSA FIRST CLASS SUITE

LUFTHANSA ALLEGRIS

LET'S GET PERSONAL

Long-haul travellers can enjoy a new level of comfort and personalisation thanks to a major cabin investment by the Lufthansa Group

The background

Lufthansa Allegris is a new travel concept being introduced on Lufthansa's long-haul routes to give our passengers more comfort, space, privacy and choice. As travellers look for a more personalised, individual flying experience, we are investing a total of €2.5 billion to enhance the overall travel experience for customers in all four of our long-haul travel classes: Economy, Premium Economy, Business and First Class. It’s the largest product and service overhaul in the Lufthansa Group's history.

First Class

We are setting new standards with our new First Class product, Suite Plus. There will be a choice of single suites or double suites with ceiling-high walls and an entirely

closable door. This means passengers travelling together can dine at a large table and two wide seats, which can also be combined into a comfortable double bed. As well as controllable lighting, First Class suites have adjustable seat heating and cooling functions. First Class suites are already available on selected flights to India, initially for our most loyal guests by invitation.

Business Class

With personalisation firmly in mind, our new Business Class offers five different seats tailored to each traveller's individual wishes and requirements. Our front row suites give passengers extra personal space, a monitor up to 27 inches in size, wireless charging, ample storage and a personal minibar. Extra-space seats provide business

travellers with spacious single seats with an extra work surface, window seats give more privacy and other seats have extra-long beds (2.20 metres). Our classic business class seats give direct aisle access. In all options, high seat walls and generous shoulder space provide greater privacy, while heating and cooling technology ensures more comfort.

Premium Economy and Economy

We’ve added extra amenities to the new Premium Economy Class. Passengers can adjust the headrest, armrest or legrest to find the perfect seating position without disturbing fellow passengers in the row behind. Thanks to the special design, all seats have a discreet screen for greater privacy and plenty of personal space. Meanwhile our ergonomic, latest generation Economy seats have individually adjustable headrests, providing extra seat comfort and clever details, such as the storage compartment directly at the seat and the USB power supply.

Destinations

During the introductory phase, passengers will be able to experience Lufthansa Allegris on selected routes, including Munich to Shanghai, San Francisco and Cape Town (all classes except First Class) and Bengaluru and Mumbai with First Class too. In addition, Chicago, New York JFK and Beijing will be served by aircraft with Lufthansa Allegris on board at various times during the 2024/2025 winter schedule. During the introductory phase, only a few aircraft will be equipped with the new travel classes and The Business Class Suite will be available exclusively to HON Circle Members and Senators.

business.lufthansagroup.com/gb/en/allegris

Our new Business Class offers five different seats tailored to each traveller's individual wishes and requirements”

High FLYERS

Demand for private jets is booming as time-poor senior executives look for a more reliable way to travel, says Nick Easen

Private jet travel is back in the news after the Chancellor of the Exchequer announced, in the Budget, that there will be a hefty 50% rise in air passenger duty from 2026 for flights on these types of aircraft.

However, this is not deterring individuals and businesses looking to travel by private jet. Such surcharges still only make up less than two per cent of the average cost of a flight, which will easily be absorbed by customers.

The industry has boomed since Covid as top executives turn to private flights to avoid crowded airport terminals and commercial jets, which have been full to the brim with the surge in leisure travel and now business trips.

Many jets have been chartered by first time buyers and the numbers speak for themselves. Over five million private flights were taken in 2023, a 15% rise since pre-

pandemic times, according to data from Wing X.

In the UK, so-called business aviation facilitates £4.9 billion a year in gross value add or GVA to the UK economy, with roughly 223,000 flights annually, according to CBI Economics.

The same research found these jets were overwhelmingly used for revenue generating activities, with 94% citing meetings with clients and potential customers, while 69% cited meetings with business partners.

According to recent figures, a private jet takes off every six minutes in the UK, making it the private jet capital of Europe.

London and Paris is the most popular route, accounting for 3,357 flights, and six of the top 10 European routes also included London.

Demonstrating continued corporate demand for private flying, earlier this year Advantage Travel Partnership, the UK-based consortium of travel management companies, added private air charter provider Air Partner to its air programme.

Time pressures

There are a lot of advantages to including private charters in a corporate travel programme.

Flexibility, agility, comfort and destressing travel are paramount, especially for top executives.

Private jets also allow access to locations closer to the final leg of a journey, thanks to downtown air strips and private terminals.

There are cheaper jet charter options, and one can get from and to a destination in a private jet for the cost of a business class ticket”

Time saving is a critical mission of private aviation. Commercial air travel is often plagued by delays, unpredictability and inefficiencies due to the hub-and-spoke model of modern air travel, all of which can be overcome by private flights.

Chartered jets consistently ensure top executives can travel reliably.

Those who use these jets have the ability to work in a distraction-free environment with reliable Wi-Fi, so productivity is high. They also benefit from greater privacy.

"The primary benefit is increased efficiency and being able to respond swiftly to urgent requirements and adapt to changing schedules without the limitations of

commercial routes and timetables," says Charlie Wilcox, Director of Charter at ACC Aviation.

"Private charters offer a level of flexibility tailored specifically to clients' travel needs, including bespoke routes and onboard services aligned with individual preferences."

And that’s the key word here - bespoke. Chartered fights can admirably handle urgent and complex travel needs. They work for particular businesses and executives where every minute counts. In a couple of hours, top decision makers can reach multiple cities and work sites. This is a feat that is often impractical by train or by commercial flights.

Price points

There are a myriad of options to choose from to meet travel programme needs, whether it’s a jet charter on demand, fractional ownership, or outright ownership.

For those who use an aircraft upwards of 300 hours per year, it makes more economic sense to own rather than charter, say experts.

For travel managers, drilling down and understanding the pricing model is crucial, and so is working out the benefits of membership, fractional or on-demand contracts.

Many private jet providers allow buyers to book several seats at a subsidised price per person for a round trip.

These dynamic pricing models have increased demand for private jets.

Traditional commercial carriers often charge change or cancellation fees, plus there's the high cost of last-minute bookings.

With a private jet, there are often no hidden fees and businesses can better control their travel spend even in times of disruption.

Cost considerations

There are many misconceptions that the industry has to overcome to persuade travel buyers, particularly when it comes to the cost of private jet travel.

“Historically, air chartering has been viewed purely as a luxury service. While that may still be true for private individuals, for group business travel involving multiple people on one flight, it’s often a time-efficient and, in many cases, a cost-effective solution," says Wilcox from ACC Aviation “

Kevin Singh, Founder and President of Icarus Jet, says jet chartering can be cost effective and even competitive with the price of commercial flying.

"There are cheaper jet charter options, and one can get from and to a destination in a private jet for the cost of a business class ticket, with the average cost of a jet charter being around US$5,000,” he says.

ACC Aviation recommends taking advantage

of empty legs, which occur when a private jet needs to reposition without any passengers on board.

"Operators often offer these empty legs at a discounted rate, providing a more costeffective option for those seeking to fly privately," ACC's website says.

"While you may not receive a fullycustomised experience, empty legs can offer a chance for more individuals to access private air travel."

According to London-based private jet charter specialists, Shy Aviation, the cost of an empty-leg flight can be up to 70% lower than a 'standard' private jet charter.

"So, if you are flexible with when and where you can fly and can fly at short notice, staying up to date with empty-leg flight availability is definitely advisable," it says.

Of course, making use of these empty flights also helps to reduce the carbon footprint of private jet travel, which brings us nicely to one of the biggest concerns about private jets.

Carbon impact

The private and charter jet sector is working hard with Sustainable Aviation Fuel (SAF) and electric aircraft, but these are early days.

“There are many ways to mitigate the environmental impact, such as choosing fuel-efficient aircraft, using SAF, and sourcing responsibly for onboard catering and supplies. Many charter companies also offer carbon offsetting options," says Wilcox at ACC.

The unique characteristics of private aviation, coupled with consumer expectations, position it as an ideal candidate to power the electric revolution, argues Singh at Icarus Jet.

While investment is being made in electricification there are challenges relating to range limitations and battery weight. A hybrid approach is emerging as the most likely solution in the shorter term.

Meanwhile, the reputation of the private jet sector continues to suffer.

Earlier this year, a controversial decision by Starbucks to fly its new CEO nearly 1,000 miles

from California to its Seattle headquarters multiple times a week made the headlines.

"Business aviation already faces much criticism; actions like Starbucks’ jet-commuting CEO only add fuel to the fire of public outrage," says Singh. "Where our industry is moving toward SAF, route optimisation and electrification, these public contradictions make those efforts seem performative."

SHOPPING around

With airlines still calling the shots, travel managers must get more creative with their air travel programmes to secure the best fares, says Nick Easen

Navigating air travel for 2025 isn’t easy. Pricing and ticketing is subject to a constrained market around the globe because demand continues to outpace supply. Airlines still aren’t getting hold of planes or parts quick enough, so expect moderate price increases next year, particularly on popular routes. If buyers haven’t factored this in already, they will need to rethink.

Ask many carriers and they will run off a long list of why costs are creeping up in 2025. Certain regions are still experiencing inflationary pressures, which hits operational costs. Turmoil in the Middle East keeps fuel prices high, which is a huge portion of airlines’ costs, despite hedging. Jet fuel is also priced in dollars, now surging with a Trump presidency.

“Aviation taxes are increasing as well. So, it seems likely that air fare increases will track ahead of inflation and other consumer indexes,” explains Scott Davies, CEO of the Institute for Travel Management. There are still labour challenges, particularly among pilots and ground staff. With a rebound post-Covid, business and leisure demand are still firm. Combine this with fleet expansion issues and it means the market is squeezed.

When you factor in new geopolitical tensions, which are bound to pop-up during the coming year, you have an uncertain air ticketing environment.

Fare forecasts

“We expect a 2% to 3% rise on long-haul fares on average," predicts Rich Johnson, Vice President Solutions Group at CWT.

"These factors collectively mean that price stability is fragile, especially on high demand routes and peak travel periods. This reinforces the need for savvy purchasing strategies by buyers."

Modelling by American Express GBT and Advito is more optimistic, predicting inflation of airfares could soon end with prices levelling out.

“Airlines are actively seeking more business as yields are dropping. This shift can provide travel buyers with a stronger opportunity to renegotiate certain deals,” details Claudia Jackson, Managing Director UK & Ireland, BCD Travel.

Higher loads

For air travel it’s still a supplier’s market. Airlines will continue to call the shots in 2025 because load factors are at a new record high, above 84%, according to the ▶

Buyers should look at RFP cycles and decide whether longer contracts make sense. Performance clauses, if applied sensibly, can also secure better terms”

International Air Transport Association (IATA). “The market for air travel is hot,” says Willie Walsh, IATA’s Director General. You would think that strong profits, say from IAG which owns British Airways, and others, would allow them to offer more to travellers. But they, like other airlines globally, are still paying off debt, boosting revenues, and building up balance sheets battered during Covid times.

Efficiency gains have also helped, but margins are still low at 3%, on average. When they get money airlines are upgrading their existing product rather than reducing fares. So don’t expect price drops unless demand softens.

“Carrier-imposed surcharges also continue to expand, pushing up prices in 2025. There are also changes to airline capacity management. By deploying narrow-bodied aircraft, carriers can maintain frequency while benefiting from higher load factors.

Be aware that you may face low availability on popular routes even if frequencies have recovered,” points out Dan Beauchamp, Vice President Consulting for Amex GBT.

It is unlikely that “supply chain issues and infrastructure constraints,” as IATA puts it, will be resolved anytime soon. As a result buyers will find it difficult to secure significant discounts or flexible rates in the next 12 months.

“It will continue to be a challenging market. Airlines will want to better understand the demand from corporates. Early planning will be key to getting the right negotiated fares,” states one coroprate travel buyer.

In such a constrained market, travel managers need to be creative with costsaving strategies. Airlines are also likely to demand loyalty with any new negotiations, since the power play sits with them.

“Most airline partners want to reduce our discounts. For new airlines that we are adding to our travel programme they are requesting banners on the self-booking tool and promotion via newsletters,” details one EMEA travel manager, currently undertaking an RFP.

Data points

Leveraging data on evolving trip patterns, which is key to understanding air spend, will be increasingly important in 2025.

Consolidating airline portfolios, using data, is one way that buyers can give their negotiating strategy some muscle. Prioritising volume over discounts is key. Combining air and hotel agreements can also beef up budgets and clout.

“Airlines are now more open to partnership models that reward sustained business," says Johnson at CWT. "Aligning travel policies with airlines’ regional strengths can also yield concessions. Buyers should look at RFP cycles and decide whether longer contracts make sense. Performance clauses, if applied sensibly, can also secure better terms and provide more leverage in renegotiations."

There’s also the careful management of when staff fly in the next 12 months. Those tickets purchased last minute, on the day,

can be eye-wateringly expensive. Buyers should use data to identify and act on optimal booking windows.

“We’ve found that buying 21 days in advance often delivers significant savings,” states Mike Orchard, Head of Performance at Festive Road.

He adds: “Travel managers can also look to diversify their approach by shifting short-haul routes to rail, like London to Paris or Washington D.C. to New York, deploying high-speed rail, which reduces costs and supports sustainability goals.”

Fluid pricing

Understanding those adaptable rate structures that carriers churn out is vital, especially with the NDC transition, where there’s likely to be limited scope for traditional negotiated deals.

That’s because airlines in 2025 are increasingly focused on dynamic, continuous and demand-led pricing with content they market direct through NDC. There are also savings to be made. Data

from Navan shows potential savings per airline, ranging from 3% to 16%, through the NDC.

“Airline strategies are changing, and the direction is about delivering richer and more personalised content to buyers, which spells long-term value,” says Fred Stratford, CEO of Reed & Mackay.

“Airlines are investing in dynamic fare structures like NDC, through content, partnerships, and technology infrastructure. Where there are direct integrations with airlines available, such as the one we support with British Airways, there is better access to richer buying choices and flexibility to manage these bookings on the fly.”

Dynamic buying

Buyers need to be more dynamic about air negotiations in 2025. One buyer is now reviewing her organisation’s airline contract every quarter, despite having a two- year deal in place.

Bringing in low-cost carriers or loyalty schemes can also temper any price spikes.

“For smaller routings and travel spend why not look at the corporate points programme? These can be very good,” explains another travel manager.

“Focusing on your top routes only and the routes where you think you could switch from another airline is worth it. Some airlines will add in extras like upgrades to their reward programmes, which is a good way to encourage usage.”

Aside from NDC, the other elephant in the room is SAF. Sustainable Aviation Fuel is one of the few low-carbon technologies that can help decarbonise the sector but it requires significant investment going forward into 2025.

“Regulatory requirements around SAF adoption will impose further costs on carriers, some of which are likely to be passed on to buyers," concludes Orchard at Festive Road. "For example, SAF mandates in certain countries require airlines to integrate a percentage of SAF by 2030, and this cost of compliance is expected to influence fares.”

TOP TIPS

Energise strategies on air ticket pricing

Bring in more competition and other airlines if costs continue to rise and thresholds are reached, changing programmes by 10% or even 50%.

Focus on the volume and holistic picture

Ensure a line of sight across the organisation on air ticketing, combine air and hotel to give you more clout, or leverage meetings and events. Volume matters in negotiations.

Focus on divergent air pricing

Not every region, every route is red hot when it comes to air ticket prices. Seek out those city pairings, flight times and dates that offer the best deals, especially in such a tight market for pricing.

Optimise continuously Airlines are hot on dynamic pricing and eternally shifting price points, so you can be too. Continuous negotiations and reviews will be critical in 2025.

Airline strategies are changing and the direction is about delivering richer and more personalised content to buyers, which spells long-term value”

Six of the best... Business Class experiences

VIRGIN ATLANTIC UPPER CLASS

From table service in its famous Clubhouse to getting your shirt pressed at the Revivals Lounge, Virgin's Upper Class makes passengers feel extra special. On board, its 6.4” seat becomes a fully-flat bed with in-suite mood lighting, a fully-closing privacy door and loads of storage.

UNITED AIRLINES POLARIS

A focus on wellbeing onboard means United Airline's Polaris passengers are promised the ‘best sleep in the sky’, thanks to eco-conscious luxury bedding and a partnership with wellness brand Therabody.

DELTA AIR LINES DELTA ONE

Indulge in chef-curated dining (including a dessert cart) before settling into a lie-flat seat with a super soft, oversized duvet, large sleeping pillow and lumbar pillow that doubles as a mattress pad for a good night's sleep.

LUFTHANSA BUSINESS CLASS

With five seat options (including an extra-long bed, greater personal space or a double seat), seat heating and cooling systems, wireless charging modules and personal wardrobes and minibars, the new Lufthansa Allegris Business Class is bringing new levels of choice and comfort.

AIR NEW ZEALAND BUSINESS PREMIER

Built around the concept of ‘Manaaki – taking care further than any other airline on earth’, ANZ’s refreshed B787 Business Premier has 2-metre lie-flat beds, all with direct aisle access and memory foam mattresses.

EMIRATES BUSINESS CLASS

Emirates has invested $79million into the beer and spirits it serves onboard and offers 96 premium wines, Champagnes, Ports and sweet wines across its network. It is currently retrofitting its 777 aircraft with a Business Class bar and additional seat privacy. 2 1 4 6 5 3

Reality check

THE APARTHOTEL Opened in 2004 but renovated last year, Charlottehaven The Garden has 44 serviced apartments set around a landscaped courtyard garden, all with balconies. It was created by well-travelled entrepreneur Finn Harald Simonsen and named after his wife. It's in Copenhagen's laid-back and trendy Østerbro district and a two-minute walk from well-connected Nordhavn Station. A sister property, The Tower, opened in 2020 just around the corner and has another 37 apartments. Guests here can use all facilities at The Garden.

THE CHECK-IN We arrived at midday so stored our luggage and went for lunch at a nearby café, suggested by the receptionist. Two hours later we returned and our room was ready.

THE APARTMENT Our two-bedroom, third-floor apartment had a hallway with plenty of space for shoes and coats, leading to a large bathroom with walk-in shower, which was also home to a washing machine. It also led to an open-plan dining/lounge area and

APARTHOTEL: CHARLOTTEHAVEN, COPENHAGEN

kitchen, with bedrooms at either end, one with a decent-sized desk with an adjustable desk lamp and a large corner balcony terrace overlooking the leafy courtyard. This and the large windows provided lots of natural light. A bunch of beautiful flowers were on the dining table, with a personal welcome card.

THE BUSINESS Meeting and conference spaces cater for groups from eight to 450. There's also free underground parking.

THE FACILITIES Breakfast, lunch and dinner are served in the restaurant, which is behind the reception desk. On weekdays guests can choose items from a small breakfast menu (fruit, granola, banana bread, bacon, eggs and more –mostly organic) all served on a plate in little dishes. At weekends there's a buffet brunch (9am-3pm) that's hugely popular with locals so you'll need to book. We stayed at Halloween and the restaurant and central bar were decorated accordingly. There's a large fitness room, a 20-metre pool and a

sauna, all free to use. Guests must wear swim caps, which are provided for free.

AT WEEKENDS THERE'S A BUFFET BRUNCH THAT'S HUGELY POPULAR WITH THE LOCALS

THE HOTEL The first YOTEL with meetings and conferences facilities, this hotel opened in April 2024 and its events spaces in September. It’s a 30-minute drive from Geneva city centre and 10 minutes from Nyon, the home of UEFA’s headquarters and a major centre for money broking. The 237-room hotel is a 40-minute walk or a five-minute drive to the lakeside. Two inter-connected glass buildings give glimpses of the lake, the snow-capped mountains behind and even the peak of Mont Blanc on clear days.

THE CHECK-IN We took the free shuttle bus from Geneva Airport, which runs roughly every 40 minutes from 5.20am until 11.40pm and takes just 15 minutes. We got the last bus and went straight to the 24-hour reception desk. There are also self-service check-in and check-out kiosks for busy periods.

THE ROOM Some rooms have floorto-ceiling windows with lake views but sadly ours, a premium twin, didn’t. Instead we had a door which looked

across a pebbled rooftop to the rooms opposite. True to the YOTEL brand, the room was bijoux but well designed to maximise the limited space. All plug sockets were an odd shape which meant my UK-Europe adapters didn’t fit but I borrowed one from reception. The large TV had dozens of channels, including all the freeview UK channels.

A small desk flipped down from the wall with a pouf (only the top room types have desk chairs). Two separate cubicles housed a walk-in shower and a toilet while the sink was in the main bedroom, next to a hanging rail for clothes.

THE FACILITIES The Hygge Restaurant and Seafood Bar serve Danish dishes. Breakfast was limited but had the basics and a few extras, like smoked salmon. There's a small fitness room and a work area in the lobby where guests can get free hot drinks. There are two enclosed booths for private phone conversations.

THE BUSINESS Two new conference rooms, with standing room for up to 300 people, are well designed, with floor-to-

THE VERDICT The pretty courtyard, balconies, indoor pool and gym are the highlights of this well-designed aparthotel where I'd happily spend an extended stay.

THE DETAILS Prices depend on dates, promotions and apartment type, with a starting rate of 2150 DKK (£240) a night. charlottehaven.com

Bev Fearis

ceiling windows, as were the four small meeting rooms. A fabulous rooftop bar for special events has lake views.

A FABULOUS ROOFTOP BAR FOR SPECIAL EVENTS HAS LAKE VIEWS

THE VERDICT Upgrade to a lake view room to get the best experience. The free airport shuttle bus is a bonus. The staff (especially Smaïn) were super helpful.

THE DETAILS Room rates start from 150 CHF a night. yotel.com

Bev Fearis

HOTEL: YOTEL GENEVA LAKE, GENEVA

The final word

What's in the bag please, sir?

No, it's not a special episode of the BBC's Antiques Roadshow on location at Heathrow. This is a screenshot from a new online video channel from Wings Global Travel to highlight the importance of the human touch in our increasingly high-tech world.

This particular episode stars Chris Davies, a charming Wings Travel Consultant who has worked in the travel industry for no less than 45 years and who owns a delightful collection of airline memorabilia.

For some of us at The Business Travel Magazine, the video took us right back to the good old days, but our younger members were left slightly baffled and amused.

The video shows a spoof airport security bag search where Chris pulls out two paper timetables from the Laker Skytrain – the 1970s pioneer of low-cost fares.

And low cost they really were; a single trip to Los Angeles was just £84 and New York £59. Wow! Chris also produces amenity kits from Pan Am and TWA, plus a variety of hand-written paper airline tickets and a menu from a

Lost but not found

Nearly 63,000 items were handed in to lost property at UK airports in the last year, with headphones, books, glasses and clothes top of the list.

According to a traveller survey by Confused.com, the most common places for losing items were sitting at the airport

terminal (37%), waiting at a restaurant, bar or cafe (31%), and at the dreaded bag security checks (23%).

But perhaps more shocking is the fact that only 30% of these lost items were eventually reunited with their owners. So, where have all the rest gone?

To charities, we hope.

Based on the severity of traffic congestion, complex road layout and high accident rates, Airport Parking site FHR has conducted a study to determine the worst cities for driving in England. Here's where you're best avoiding:

1981 Concorde flight (roast loin of veal and lobster thermidor, don't you know) – all from a fabulous retro leather Brisith Airways bag that we reckon would fetch a fair bit if it did ever make it on to the Antiques Roadshow. Go on Chris!

Google searches for 'four-day work week' have shot up in recent weeks after a sixmonth trial began to test the viability of a shorter working week. The news also prompted the team at Travel Republic to do some tricky calculations to work out how many extra days a year we'd all get to go on holiday. They did the maths and – surprise, surprise – revealed that we'd all get an extra 52 days off a year. When added to Saturdays, Sundays and 28 days of annual leave, that would mean a total of 184 days of non-work days. Tempted?

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