The Business Travel Mag Spring Issue 2025

Let’s go Riyadh & Toronto

It’s time to make your next business move. Our new daily flights unlock even more global opportunities in Saudi Arabia and North America.

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More connections. Endless possibilities. Book now.

Contents SPRING ISSUE 2025

Inclusivity: How to put DE&I at the heart of your travel programme

Sustainability reporting: Getting to grips with new reporting regulations on Corporate Social Responsibility

23 SAF schemes: Top tips on how to invest in sustainable aviation fuels and what to watch out for

30 Lunch Forum and Workshop: Key takeaways from our ground transport event with Blacklane

34 Air travel distribution: The ongoing challenge of getting access to the right airline content

38 Lunch Forum Tech: Four technology experts share their insights after our London lunch forum

Opening Shots: The most exciting openings in the world of travel – in pictures 8 Everyone's Talking About: the CMA's sudden U-turn on the Amex GBT/CWT deal 9 Speaking Out: Martijn van der Voort, independent consultant

Welcome

Inclusivity challenge

An interview I recently did for our sister magazine Onboard Hospitality really opened my eyes to the importance of considering the individual needs of each and every traveller when putting together a travel programme.

I was chatting to Scott Wylie, the Chief Technology Officer at TripStax and also one of our regular columnists, about his personal experiences as a neurodivergent traveller – what he does to prepare for a business trip, the specific challenges at the airport, during the flight and on arrival.

Over the years he has developed coping techniques. For example, he has to know as much information as possible in advance, including the number and location of the departure gate, the aircraft configuration and what's on the inflight menu.

I think the interview would be an eye-opener for many travel managers too, so we'll be running it on thebusinesstravelmag.com soon. In the meantime, see our feature (page 10) where we look at the importance of putting DE&I at the heart of a travel programme, how organisations are approaching this and share advice from the experts.

As the role of a travel manager continues to widen, we hope our features on the new CSRD reporting requirements (page 20) and how to invest in SAF (page 23) will help you and your organisation on the path to sustainable business travel.

With all these additional responsibilities, it's more important than ever for travel managers to come together to share their experiences – which is why our intimate Business Travel Lunch Forums are going from strength to strength. We share the key takeaways from our latest forums in this issue (pages 30 and 38). Thank you to everyone who took part.

Bev Fearis, Editor

EDITORIAL

EDITOR

Bev Fearis

CONTRIBUTORS

Gill Upton & Nick Easen

DIGITAL ASSISTANT

Sheena Adesilu

EDITORIAL DIRECTOR

Steve Hartridge

ADVERTISING SALES

PUBLISHER / COMMERCIAL HEAD

Kirsty Hicks

DESIGN & PRODUCTION

DESIGNERS

Matt Bonner, Caitlan Francis, Colette Denham & Emma Norton

OPERATIONS DIRECTOR

Clare Hunter

PRODUCTION ADMINISTRATOR

Steve Hunter

SUBSCRIPTIONS

Subscribe for free at thebusinesstravelmag.com/subscribe

BMI PUBLISHING

MANAGING DIRECTOR

Matt Bonner

CEO Martin Steady

END ZONE

Lufthansa's refurbished Senator and Business Lounge at Heathrow's Terminal 2 now has room for 350 guests, plus upgraded lighting, flooring and furnishing, with ‘zones’ aimed at improving privacy for business travellers.

Workspaces have been reimagined with the addition of chain curtains to enhance zoning and privacy”

Lufthansa Heathrow Lounge

FINE WINE

The first stage of Hilton’s £6 million refurbishment of the Trafalgar St James comes in the form of the Rockwell Bistro & Wine Bar. This slick addition offers an allday dining experience, from morning coffee through to deli-style lunches and small-plate evening meals, alongside a curated wine list.

Vertus Canary Wharf EASTERN EYE

Vertus Edit has opened its first aparthotel, in London's Canary Wharf. The property offers 378 studios across two buildings, ranging from 15m² to 32m², each with bathroom, kitchenette and sleeping area. The property has communal lounges and terraces, a co-working space, bookable meeting rooms, laundry and gym facilities.

PYRAMID GAME

Sofitel's latest addition delivers some top-end five-star capacity to Egypt's capital. Set close to the bustling Tahrir Square, the 563 rooms and 52 suites are fitted out in a contemporary French style with a nod to Egyptian heritage. The property also has a spa, 17 meeting spaces and 24-hour butler service.

Trafalgar St. James, Curio Collection by Hilton

Sofitel Cairo Downtown Nile

Everyone's talking about... The CMA’s U-turn on Amex

“LOOKS LIKE A LENGTHY AND POORLY RUN PROCESS BY THE CMA…MANAGING TO DAMAGE CWT, WITH BOTH STAFF AND CUSTOMERS SUFFERING UNNECESSARILY”

"The

updated provisional conclusions by the CMA is an important milestone toward the consummation of the transaction"

"WE ARE VERY SURPRISED BY THE CMA’S U-TURN IN THIS CASE, AND BY THE ARGUMENTS USED TO ARRIVE AT A NEW PROVISIONAL CONCLUSION. WE FIND THEM SPECULATIVE AND TENDENTIOUS"

The one thing it shows is, as it appears, CWT is in precarious position, should the deal fail”

INVOLVED ”

“Looking ahead, it's likely that the U.S. Department of Justice will reach similar conclusions”

Ruben Leal, former Director Travel & Expense, LATAM, Netflix

Norwegian travel management company Berg-Hansen

John Harvey, Managing Partner, Globalyse

Martijn van der Voort, Independent Consultant, Director AstraNomad Ltd

Steve Allen, Non-Executive Director and Board Advisor

Eric J. Bock, American Express GBT Chief Legal Officer and Global Head of M&A

INDUSTRY

TIME TO BREAK FREE

BBuyers need to step out of their comfort zone and embrace a whole new way of doing things, says independent consultant Martijn van der Voort

usiness travel is at a crossroads. For years, discussions around industry progress have circled the same tired topics: NDC, outdated technology stacks and incremental tweaks to how we book and service travel. While these debates are important, they often miss the bigger picture. We don’t just need new systems or standards, we need a fundamental change in mindset.

communication and embracing innovation that genuinely surprises and delights. That requires buyers to be bolder, exploring new technologies, engaging with non-traditional suppliers and pushing past the comfort of the “usual suspects” who dominate event floors and panel discussions.

solutions that fail to adapt to their needs. Suppliers must confront this reality head-on. That means acknowledging when a product falls short, addressing the gaps, and most importantly listen to the frustrations of their users. A spade should be called a spade and innovation for its own sake must give way to innovation that delivers genuine value.

Raise your voice

At the heart of this transformation lies the need for buyers to wield a stronger voice within their organisations. They should be equipped with the knowledge and influence to make smarter, more strategic decisions, ones that challenge the status quo and prioritise long-term outcomes over shortterm savings.

True transformative partnerships between buyers and suppliers hinge on stronger collaboration. It’s about more than just a handshake or a signed contract; it’s about aligning on long-term goals, fostering open

Too often, buyers cling to what feels safe. The perception of minimal risk when working with well-established players comes at a cost: stifled innovation, inflated pricing and missed opportunities to reshape the way their organisations approach travel. Suppliers, on the other hand, need to lead with transparency and honesty, presenting solutions that are not just shiny objects but meaningful advancements. Creativity and accountability should be the baseline, not the exception. In short: a better balance between tech marketing, capability and integrity.

Turn to tech

Buyers must also demand better from suppliers, pushing for transparency and creativity while remaining open to change. This requires a shift in mindset, where risk is not viewed as something to avoid but as an opportunity to grow. Only then can both parties build partnerships that feel empowered, valued and deeply connected.

While NDC and its promises dominate headlines, the real conversation should focus on rethinking how travel is booked and serviced. The traditional travel management company (TMC) model, with its reliance on physical agent-led servicing, is becoming increasingly outdated fast. Buyers and suppliers need to pivot to tech-driven TMCs that prioritise seamless, self-service solutions powered by AI and machine learning.

Be bold

Imagine a future where a traveller’s preferences, compliance requirements and real-time contextual data merge in an intuitive, frictionless booking and servicing process. That’s the promise of modern technology when implemented well. In that context we need to call it: much of today’s travel tech is frankly subpar for future purpose and needs. Buyers deserve tools that work as seamlessly as the apps they use in their personal lives, but instead many are stuck with clunky interfaces, rigid systems and

If the business travel industry is to move into the future, it must prioritise collaboration over complacency. Buyers need to break free from their comfort zones, explore the full spectrum of what the market has to offer and engage with fresh partners who are willing to challenge outdated norms.

Suppliers, in turn, must deliver solutions that aren’t just new but transformational, backed by transparency, honesty and a genuine desire to meet evolving needs.

Let’s stop having “boring” debates about incremental improvements and start focusing on the bigger picture to build an industry that’s smarter, faster and more connected than ever before. The opportunity is there, if only we’re bold enough to seize it.

An independent consultant, Martijn van der Voort is Director of AstraNomad Ltd, a consultancy specialising in travel technology, corporate booking and expense management. He previously spent 16 years at CWT in senior roles, latterly as Director Product Delivery Technology.

MARTIJN VAN DER VOORT

Across THE BOARD

Putting DE&I at the heart of a travel programme isn’t just the right thing to do, says Gill Upton, it’s essential for the success of your organisation

Despite what’s happening across the pond, few would question the merits of the Diversity, Inclusion and Equity (DE&I) hire strategies embodied in the Equality Act 2010. Representing people from a variety of backgrounds ensures fairness, respect and a workplace culture where all employees feel valued.

Failing to embrace DE&I not only risks a company’s talent pool and reputation but so much more, according to Carol Fergus, Director - Global Travel, Meetings and

Ground Transportation at Fidelity International, one of the many companies leading the way.

“It’s about employee satisfaction and trust and employees being able to be their authentic self,” she says. “I can be me, and I trust my employer to do the right thing, and this has been based on the opportunities presented to me and ability to grow. People need to see themselves, they need to feel part of the organisation, and these are simple fixes. DE&I is a benefit to all companies across all industries.”

Building networks

Placing DE&I at the heart of a travel programme follows and inclusion networks are a good starting point. PwC, a frontrunner in this field, runs 14-people networks, including a Gender Balance network, Disability Awareness, LGBTQ+ and faith-based networks. “These ensure that what we offer responds to the needs of different communities,” explains Will Hasler, PwC Business Travel Manager.

“Our people networks are essential in creating an inclusive and supportive

environment, demonstrating care, and promoting cultural understanding and diversity.”

Similarly, Amex GBT has created numerous Employee Resource Groups (ERGs) as a safe place to connect and network, explains Kayleigh Rogers, Consulting Manager.

“The ERGs advocate internally for changes to GBT’s own processes, run educational sessions throughout and share experiences,” she says. They conduct surveys within their ERGs to “better understand travellers’ experiences, using this to shape our own travel policies”.

HR departments can help with guidance on the right language to use, while suppliers can share what they have in place already"

needs but if you’re starting from zero, anything is better.”

For example, the nervous flyer might not want to share that information, or the neurodiverse employee might be reticent about asking for help through the airport.

Traveller buy-in DE&I-friendly travel programmes must cover gender, race, sexual orientation and those with accessibility needs. Providing it is one thing but don’t expect a rush of users, highlights Karen Hutchings, former buyer at EY and founder of Cobb & Hutch Consulting.

“People don’t self-declare, so be careful how you communicate the new services,” she advises.

"We said, ‘Here is a blanket communication’ and we offered it to everybody and they chose to use it or not. People are not transparent about support

“It’s very personal and sensitive,” cautions Hutchings.

Once you identify those in need of extra services, Rebecca Brown, founder of ThinkWow, outlines all stages of the trip that must be considered. “This might include providing transportation or accommodation with wheelchair access, booking flights at times that consider individuals with religious observances, choosing hotels in close proximity to public transportation or events, and offering travel reimbursement options that consider different cultural practices,” she suggests.

“Additionally, accessible policies mean ensuring individuals can interact with your travel booking process without barriers or overly-complicated procedures.

"Providing visual or audio overviews for individuals with blindness or hosting a platform that is compatible with assistive technology is an excellent means of ensuring accessibility for all.”

Getting technical

Technology easily fills lots of these gaps. For example, CTM's proprietary OBT Lightning incorporates a wide range of functionality for users with visual, auditory, physical, speech, cognitive, language, learning and neurological disabilities.

There will be trial and error and Clarity’s Sue Chapman, Executive Director, Product and Commercial, and Ruth Nicholls, Head of Product for ClarityGo, advise user testing and feedback. “We defined a range of user journeys and built them in the system, then put them to the test – enabling a cohort of testers to use the system in a live environment as if they were customers with free reign," explains Nicholls.

"This approach enabled users to explore the site freely and provide feedback, ensuring that nothing was hidden.”

People

don't selfdeclare, so be careful how you communicate the new services"

Top to bottom

Ultimately, for DE&I to be understood and supported throughout an organisation it must start at the top, with inclusive leaders. It should filter down into management, HR, legal and all business functions.

The move challenges time-poor travel managers, although it’s less about changing the travel programme and more about enhancing it. This is where HR departments can help with guidance on the right language to use, while suppliers can share what they have in place already, be it accessible hotel rooms or meet-and-greet services at airports.

SilverDoor's Chief People Officer, Imogen Brettell, suggests recommending or offering noise-cancelling headphones, earplugs and fidget tools to pack alongside booking confirmations, plus travel guide support aides such as maps and route planners.

There will also be pushback to change and much wider issues, according to Scott Wylie, CEO of TripStax. “Superficial commitment, resulting in tokenism, unconscious bias which can impede the effectiveness of DEI efforts, lack of resources, poor communication which can create misunderstanding and conflict, and measurement difficulties as assessing the impact of DEI initiatives can be challenging,” he notes. “Assessing these issues requires ongoing effort, open communication, and commitment at all levels of an organisation.”

External consultants, industry associations, and your own HR and legal departments are the starting point to what is a vital move to create a respectful workplace.

EVOLUTIONARY SHIFT

Is DEI&A naturally becoming part of an organisation’s DNA, asks Jo Layton, CEO, CAP Worldwide

As we travel quickly into 2025, the previously sharp focus on DEI&A is expected to face new challenges and potential priority changes as many companies re-direct their energy and focus onto current business risks, economic opportunity and harmonisation – moving DE&I into more of a ‘business as usual’ activity.

There are discussions happening in boardrooms across many global organisations where they are re-visiting original goals and ambitions, and are concluding that due to the high attention these areas have been afforded recently, they should now be safely embedded into the company cultures – reducing the requirement for continued focus.

This outcome replicates a similar response to the rise – and eventual move – into mainstream of Corporate Social Responsibility (CSR) in the early 2000s.

CSR activity has been prevalent since the 1800s and came into focus with companies such as M&S, who, in 2007, set its tagline as ‘Plan A because there is no Plan B’ – a five-year sustainable business programme designed to face and address the key environmental, social and ethical challenges.

Companies may, in the current geopolitical landscape, choose to move the needle to company development, growth and education, alongside the recruitment of the best and brightest talent.

This does not necessarily mean they move away from building cohesive, supportive and welcoming cultures. After all, there has been relatively high investment in these areas.

Secure foundations have been built, and if we all continue to ‘do the right

thing’ this could be the natural evolution of DEI&A into all company DNAs moving forward.

At CAP, from an external perspective, we achieved early adoption of positive cultural philosophies through our celebrated ‘At CAP, You’re Welcome’ programme, ensuring all brand partners are given a fair opportunity to service our clients' needs, and subject to meeting our strict HSSE verification requirements. Internally, we set our culture immediately on the strong foundation of integrity, diversity, dignity and trust, managed through our successful HR programme, ‘At CAP, YOU are Welcome’, where we support the CAPCrew to be the best version of themselves that they wish to be.

As a minority company, we believe that DEI&A needs to be present and measured. A positive culture should ‘naturally’ feature in the personality of

the strong foundation of integrity, diversity, dignity and trust"

the firm’s senior leadership and management teams, with the expectation of it being present in how all employees treat customers, partners, suppliers, stakeholders and each other. At CAP, we have always had a sharp focus on ‘levelling up’ and accessibility. However, all our teams and partners, no matter their position or background, still need to be the best in their field, and be able to work easily as part of a cohesive, open, honest, challenging, curious, opinionated and ambitious team. we set our culture immediately on

Blacklane: On the Road

AS A FORMER BASKETBALL PLAYER – or perhaps more accurately a basketball player who couldn’t quite make the big time – my sportsperson mantra of practice, preparation and execution still runs strong in my veins. My shoulders might be past it, but I remain hooked on the feeling of a big game and what it takes to win.

Talk to any sportsperson and they will tell you that to perform at their very best, wellbeing must be at the forefront of their lifestyle.

Today, my achievements are more measured in meeting room pitches than on the court, but I still carry these sporting mantras with me.

Like many of us in this industry, I’m no stranger to frequent travel. And after a recent red-eye back to London from Houston I’ve been feeling up close and personal to the theme of wellbeing in business travel.

Of course, there are lots of elements of a trip that can be out of your control – and sometimes even chaotic – but there are key choices we can make to create the best possible experiences.

As a salesperson I need to make sure I have enough quiet time in my schedule in order to reflect, plan and crucially visualise how I will win. No one can be successful without preparation.

I’m in a lucky position to work for a company with a business travel policy that supports travellers feeling valued.

A chauffeur service to my sales pitches isn’t seen as a luxury, it’s quite rightly regarded as an absolute essential to allow me to get into the right head space, to rehearse and feel ready for an important moment of high pressure.

This approach doesn’t just apply to those most senior or those in the revenue-earning roles. Everyone’s time and comfort should be respected and protected.

The reason for the travel should determine

whether a chauffeur service is required, rather than the seniority of the traveller.

The theme of wellbeing was one of the key topics of conversation when over 30 travel managers and representatives from travel management companies generously shared their time to take part in some honest and open debate at our recent Business Travel Lunch Forum and Workshop in London in partnership with The Business Travel Magazine (see report on page 30).

As an industry we’re all working to translate duty of care and traveller wellbeing into a value that can be understood, and therefore invested in. Together with our industry colleagues we discussed how we can collectively help businesses to see travel not as a cost centre but as a profit centre.

“I''m in a lucky position to work for a company with a business travel policy that supports travellers feeling valued"

The profit potential as a result of wellmanaged business travel is something we should all be buying into, but we're not there yet in getting those outside of our sector to buy into it.

Dodgy shoulders aside, I’m committed to bringing my best game to this challenge. We’re at an important inflection point in the industry and it’s going to take a whole team effort to bring this one home.

The true value of business travel is in the performance and engagement of our people When we get it right, like true sportspeople, we can maximise this winning chance.

4.62 days is the average duration of a business trip

The average length of a business trip fell sharply from 6.9 days in 2023 to 4.62 days in 2024, bringing it more in line with levels before the pandemic. This was based on TMC bookings through Travelogix in its joint research with Advantage Travel Partnership.

10%

rise in average lead-in times for TMC hotel bookings

Jason Dunderdale

Global Director of Sales BlackLane

The average lead time for hotel bookings through TMCs rose by nearly 10% in 2024, according to the latest data from HotelHub. The average booking lead time closed out at 16.13 days last year, up from 14.68 days in 2023, due to more stringent travel-approval processes.

Darren Toohey has joined Corporate Travel Management as Chief Sales & Customer

Officer, kicking off a five-year plan focused on new customer acquisition. Based in Phoenix, US, he joins after 16 years in a similar role with rival CWT.

Paul Ford has joined Absolute Travel Management as Director of Sales to support the new agency’s growth plans in the SME market. Ford has 35 years' experience in TMC sales, including stints at CTM and Clarity Travel.

Spotnana has appointed finance veteran Frank Pelzer as Chief Operating Officer. Pelzer previously held senior positions at Concur and SAP, and joins to speed take-up among suppliers of the firm's open tech platform.

Joanna Hillman has been named Director of European Development at Reed & Mackay. Hillman, who spent 25 years in sales and development roles at CWT, returns to the industry after a year out in consulting.

Julia Hillenbrand has stepped up to Vice President Sales Europe, Middle East and Africa for Lufthansa Group Airlines. She will oversee all commercial and sales activities in EMEA, plus managing the global sales communication programme.

Former Microsoft global travel director Eric Bailey has been appointed to the Advisory Board of Clarasight. The carbon planning platform said Bailey will help guide strategic direction and product development as it grows.

ALSO ON THE MOVE... >> American Express GBT has promoted Evan Konwiser to Chief Product and Strategy Officer and Alisa Copeman to the role of Chief Marketing Officer >> Sabre Corporation has recruited Trish O’Leary as Sales & Account Manager for Ireland. She was previously with Amadeus for 20 years, most recently as Commercial Manager >> Amadeus has named Carol Borg as its new Chief Financial Officer, effective May 5 >> The Stafford Collection has promoted John McLean to the role of Managing Director following his appointment to General Manager back in May 2024 >> Pauline Houston has joined Onyx CenterSource as Global Head of Sales >> Wings Global Travel has appointed Matthew Forbes, previously at Reed & Mackay, as Senior Vice President of Global Growth >>

30% of buyers plan to reevaluate their TMC this year

Nearly one-third of buyers plan to reevaluate or change their travel management company in 2025, with 39% citing dissatisfaction with TMC technology and 37% citing service quality concerns as key reasons, according to a global GBTA survey carried out in January.

7.4% rise in average interational air fares from the UK

Booking data released by SAP Concur shows the average international air fare from the UK rose by 7.4% from £1,128 in 2023 to £1,211 last year. Meanwhile, the average UK domestic fare rose by 7.25% from £489 in 2023 to £511 in 2024, jumping 20% in September to £564.

DARREN TOOHEY FRANK PELZER

JULIA HILLENBRAND

PAUL FORD

JOANNA HILLMAN

ERIC BAILEY

Joining the dots for a prosperous future

LET'S BE HONEST – the world of business travel isn’t getting any simpler. Rising costs, sustainability demands and ever-changing regulations mean both businesses and TMCs are navigating more complexity than ever before.

But the one thing that has always been critical to the movement of people remains a priority: connectivity. Whether it’s domestic rail links or international flight paths, seamless transport infrastructure is fundamental to keeping people moving, economies growing and enabling opportunities for all.

It’s why the BTA continues to push for meaningful improvements in national and regional connectivity, ensuring that those travelling for work can access the networks they need to succeed.

The topic of Heathrow’s expansion has been all the rage lately. As the UK’s leading hub airport, its growth is critical not only for international trade but for regional and micro-economies that rely on its global connections.

But expansion alone isn’t enough; we need to ensure that UK-wide transport links complement and support it. That’s why we’re also campaigning for a solid regional infrastructure strategy, one that strengthens connectivity across the country and ensures that all business travellers – regardless of location – have reliable access to these key hubs and aren’t disadvantaged by increased passenger charges.

This commitment extends beyond aviation. In our upcoming meeting with

the Transport Commissioner of Manchester, we’ll be advocating for better regional links. From ensuring smoother rail connections to other major cities and improving last-mile transport solutions, our focus is on making travel efficient, sustainable and accessible for all.

For the UK to remain a global leader, we must build an infrastructure that supports our ambitions. By championing expansion where it is most needed and strengthening our regional networks, we can create an interconnected transport system that works for everyone.

Clive Wratten BTA Chief Executive Officer

Three letters still seem to spell trouble

I’M NOT going to use the three letters, I promise, but in this year’s ITM Buyer Priorities Survey, the single greatest challenge facing our buyers was confirmed to be access to the airline content needed.

There are many reasons why this problem exists and still more reasons why it is such a thorny issue for management travel programmes. Although there are benefits to be derived from new methods of airline retailing, some of the current frustrations threaten the integrity of and confidence in the travel programme itself.

Airlines, of course, have every right to distribute and retail in any way that suits their business model and goodness

knows they’ve endured some very tough years recently.

However, the alarming element of our survey results for me were that both the proportion of buyers who listed this as their top challenge and the amount who stated that they didn’t have the content they needed have both noticeably increased over the last three years. This means that this ‘issue’ is still worsening and, in general, ‘modern airline retailing approaches’ (still no three letters here) are actually becoming less compatible with corporate travel programmes.

So, something needs to change to reverse this direction of travel doesn’t it ? There are large-scale dynamics in place here and the evolving ways that airlines and suppliers in general incentivise

business through TMCs, along with the way that TMCs generate profitable income, are relevant. These are market forces that do not shift quickly but it’s fair to say we are at an inflection point.

ITM’s Priorities survey also states that the primary KPI for our buyers' TMCs going forward will be full access to their required content. I believe that this subject is going to see significant developments this year and it will be fascinating to see which players harness the opportunity to turn this from a buyer headache to something that finally adds value.

Scott Davies ITM Chief Executive

ITM COMMENT

Diary of a CTO

I REMEMBER back in 2004 and the release of the Will Smith sci-fi blockbuster, iRobot – set in 2035, just a decade from now – seemed a little far-fetched for the times, but not inconceivable.

Zoom forward to the global AI Action Summit in Paris last month and back on the agenda was the threat of technology becoming cleverer than us mere mortals. The scenario: artificial intelligence is starting to control us rather than the other way round.

The so-called “godfather of AI”, Nobel Prize winner Geoff Hinton has estimated a 10-20% chance of AI causing human extinction in the next 30 years. This, of course, is extreme. Will AI be the death of us all? While I’m not Lowestoft’s answer to Nostradamus, my answer would be – no, we’re not all doomed. Phew, that's a relief! Quite the opposite in fact. AI will make things better, in my opinion.

The fears around a computer-led future usually fall into four buckets, the first being the scenario above. You seen the moviestechnology goes rogue and kills us all. Alternatively, there's a second AI worry... that it just comes along and takes all our jobs. Or maybe you subscribe to the third school of thought, which argues AI is a power-hungry environmental disaster. Lastly, AI is the perfect tool to turbocharge disinformation.

Let's have a look at the various arguments. On the question of jobs, well, yes, it will undoubtedly take some. But for now at least, I reckon this smart technology is making us work smarter. That enables people to become more productive and aids profitability. That's no bad thing.

the chips which process AI become more efficient.

Disinformation is also a bona fide fear. The new Chinese AI tool DeepSeek, for example, makes no mention of a massacre if you ask it what happened in Tiananmen Square on June 4 1989, whereas Grok3, Claude AI, ChatGPT all reference people dying. Meanwhile, all the major AI chatbots mentioned have been found to return weird and untrue answers when tested by journalists.

Both misinformation (falsehoods spread by mistake) and disinformation (those spread deliberately) are a social and political problem and not necessarily a technological one, although tech does dramatically expedite consumption.

“Will AI be the death of us all? While I'm not Lowestoft's answer to Nostradamus, my answer would be – no, we're not all doomed”

To my mind, there is no doubt we need more AI regulation, and I would contest the theory that it’s a blocker to innovation. Common sense checks and balances will help greatly and hold nobody back. I believe that people who are clever enough to put AI systems in place are also clever enough to put guard rails in place.

So, if you’re imagining of a world overrun with robots replacing household maids, for example, governed by regulation like ‘Asimov’s Laws’ in the next 10 years, then I’d say you need to invest in your own pair of rubber gloves.

My tech team all use AI in their daily work and I can tell you we’re hiring, not firing. The environmental impact of AI is a genuine worry. By 2026 electricity consumption by data centres worldwide is expected to reach 1,050 terawatts, which would place them fifth collectively if they were a country. However, I believe this problem will ease as

Scott Wylie Chief Technology Officer TripStax

BEYOND THE TICKET

Pippa Ganderton, Louisa Toure and Rachel Brown share their insights on how ATPI is shaping the future of

sustainable travel

ATPI is continuously refining its approach to sustainability, ensuring environmental and social responsibility are embedded across all aspects of the business. By supporting clients with their carbon reduction goals, fostering an inclusive company culture, and driving investment in areas like SAF, ATPI remains committed to shaping a more responsible travel industry.

Here, three of ATPI’s sustainability leaders outline how ATPI is helping to shape a more sustainable future for corporate travel – one journey at a time.

Pippa Ganderton, ATPI Halo Director

ATPI Halo is built on three pillars: Measure, Reduce, and Compensate. While these principles remain unchanged, the solutions continue to evolve. ATPI now offers advanced emissions reporting, carbon budgeting and traveller engagement tools to drive lower-emission travel choices.

For businesses navigating complex sustainability reporting for audit disclosure, we provide clarity. Many small- to mid-sized companies lack clear ownership over sustainability compliance, often caught between travel, finance and compliance teams. ATPI consolidates all travel emissions data under a single methodology, ensuring consistency and audit readiness. One of the biggest challenges for

businesses is navigating the complexity of sustainability regulations. Our goal is to provide clarity and give clients the confidence to report their travel and events impact accurately.

Sustainable Aviation Fuel (SAF) is another exciting area for ATPI. Through a partnership with Neste, ATPI enables clients to invest in SAF as a direct strategy for reducing aviation emissions, beyond supplier choice and behavioural change. SAF’s scalability makes it a viable solution that some jurisdictions are now mandating.

Businesses voluntarily integrating SAF today are setting the standard for the future. ATPI ensures clients can track and retire SAF investments with auditable ISCC declarations, helping them achieve tangible reductions in their Scope 3 emissions.

Looking ahead, the development of SAF from alternative sources such as lignocellulose and algae will continue to play a crucial role in decarbonising aviation.

Louisa Toure, ATPI Sustainability Officer

ATPI’s sustainability strategy has transformed from a focus on compliance to one of meaningful action. My role is to ensure sustainability is integrated across all areas of the business, aligning long-term goals with practical steps.

At ATPI, we take a pragmatic approach, recognising that businesses must focus on what is truly material to them rather than

chasing trends. Sustainability is dynamic. Our strategy is built on strong foundations but remains flexible to adapt to new challenges. A crucial element of this approach is embedding sustainability into decisionmaking across departments, ensuring it becomes a tool for problem-solving rather than an administrative burden. By creating a culture where sustainability is instinctive nature, ATPI drives greater impact than isolated initiatives ever could. We ensure that sustainability is not just a policy but a practice embedded into everyday operations.

Rachel Brown, ATPI Global Culture and Talent Lead

Sustainability isn’t just about emissions, it’s about people. In my role, I ensure ATPI’s approach to social sustainability supports our employees and aligns with the company’s overall goals. Historically, social impact projects were managed in isolation, but now, a global HR Community of Practice ensures consistency and collaboration across ATPI’s network.

One standout initiative is ATPI Inspires, where ATPI actively encourages, promotes and facilitates employee participation in volunteering activities within local communities. A collaborative partnership between HR and Sustainability, it emphasises ATPI’s commitment to social responsibility and community engagement.

By working together, both teams can amplify their impact, ensuring social sustainability is more than just an HR function and is a business-wide priority.

I’m also on the senior leadership team and having this seat at the table means that people-focused sustainability is recognised as an integral part of our strategy. It’s not just about compliance, it’s about fostering an inclusive and supportive work environment.

ATPI’s approach is also data-driven. A Global Staff Engagement Survey benchmarks employee wellbeing across all offices, guiding HR strategies and ensuring best practices are replicated companywide.

Looking ahead, 2025 will see the launch of the Dignity at Work learning path, an initiative designed to foster a culture of diversity, equity, and inclusion throughout ATPI.

We ensure that sustainability is not just a policy but a practice embedded into everyday operations”

Piling on the PRESSURE

Keeping on top of new sustainability reporting requirements is adding to the workloads of corporate travel managers, but it can’t be ignored, says Gill Upton

Most companies are already reporting on their carbon footprint as part of their commitment to sustainability, but a new law for large EU companies and EU market-listed businesses, Corporate Sustainability Reporting Directive (CSRD), is about to change that.

The new legislation goes beyond carbon emission reporting, tasking companies to annually report their social and environmental risks and their impact on people and the environment, with greater granularity. Grappling with the Double Materiality Assessment requirement, for example, means assessing your travel programme’s impact on the world.

The first reports are due this year based on companies’ financial results last year.

While CSRD targets large enterprises with more than 250 employees and a turnover of over €40 million, it still affects companies based outside the EU, specifically those with a turnover of above €150 million in the EU .

The legislation will cascade down to SMEs in 2026 and to non-EU SMEs in 2028, so it’s best to start preparing now.

The purpose of the legislation is to increase transparency and accountability. “It enables investors, stakeholders and customers to make more informed and lower carbon choice destinations,” explains Dr Wendy Buckley, Client Director at Carbon Footprint. “It will promote sustainable practices and investments and while it’s too early to tell definitively, the increased reporting

requirements and third-party assurance should help achieve these goals.”

Levelling out

Key to its success is enforcement. CSRD covers emission Scope 1 (direct emissions) and Scope 2 (indirect emissions from energy), while reporting on Scope 3 (other indirect emissions in the value chain) is encouraged but not mandatory. However, most industry observers believe that Scope 3 emissions reporting will soon follow together with stricter enforcement mechanisms and a global consistency in sustainability reporting standards. In January the EU proposed Omnibus legislation to harmonise reporting requirements across member states.

The latter will help level the playing field, says Roger Peters, buyer and independent consultant. “Each company measures in a different way and each EU country has different rules and targets. This potentially could give a competitive advantage to a company that applies a calculation that looks more beneficial to them than a company applying a more realistic calculation.”

Omnibus looks set to change the categorisation of the size of business and the associated application of rules.

“Although in the short term not much will change, I think for buyers this evolution [with Omnibus] will create uncertainty on what they will have to do to be compliant in future, and it also reinforces the need to remain connected with internal sustainability teams,” says Ami Taylor, CEO of Goodwork

The main task is data integrity, so buyers will put pressure on their TMCs to aggregate not just TMC data but expense data and invoice data”

Sustainability UK and Festive Road’s Associate Consultant.

Breaking barriers

It will be much easier for large blue-chip companies to meet the new CSRD reporting requirements as they already have processes and resources in place. A GBTA survey found that the size of travel programme, based on travel spend, is directly related to a company's sustainability maturity level.

“Most companies I have worked with do this as a day-to-day activity anyway,” says Peters. “And I believe, as with a lot of things, the actual requirements are not as onerous as you might think and will not affect as many companies as you think as well.”

For the SME, though, it might feel like what Sally Higgs, Festive Road's Travel and Events Sustainability Manager, calls “unintentional scaremongering”. GBTA's 2024 Business Travel Industry Outlook highlighted the key barriers to achieving more sustainable travel as higher costs (75% of the 900 polled), the complexity of not knowing where to begin and ambiguous emissions measurement standards.

Sustainability questions in RFPs go well beyond a box-ticking exercise today, to the extent that sustainability has become a competitive advantage and opens the doors to win more business. That’s key if companies plan to grow profits, reduce carbon and absorb the extra headcount and workload.

“If done well, you can reduce cost by identifying low-value travel and by driving a purpose-led travel programme,” says Adam Braun, CEO and co-founder of Clarasight. Carbon is now a metric that matters and Braun claims two thirds of business leaders are investing in IT for emissions management. However, there are small businesses out there with tenders who still don’t understand how to respond to questions on sustainability. Very often the people given responsibility for sustainability are not from sustainability

backgrounds, but HR, finance or operations. There is undoubtedly complexity in complying with CSRD and a need for technical expertise, so challenges lie ahead for the SME. “I really feel for travel managers having this added to their workload as the legal obligations are very confusing and overwhelming,” says Higgs at Festive Road.

“The main task is data integrity, so buyers will put pressure on their TMCs to aggregate not just TMC data but expense data and invoice data.”

Data cleansing has long been an issue and now resource constraints on top of that could hamper progress. Carbon counting has done a great job to date on backwards reporting but this new legislation needs forward-looking target setting and that presents other challenges.

Clarasight’s Braun advises giving targets to business unit leaders to let them choose how to spend. “IT departments travel differently to sales and marketing department employees, for example. Give people autonomy and let them manage allocations. It may include modal shifts or supplier shifts.”

He also believes company culture around risk will be a factor in how much confidence people have in forward-looking targets. “It’s the unknown so expect some pushback.”

Internal training is one way of tackling the challenges head on. Sam Cande, Consultancy Directory for 360 Consultancy by Greengage, believes there is a significant knowledge gap and delivers weekly training to educate on what Scope 1, 2 & 3 actually means.

“It’s challenging to work out your carbon footprint when you get to a company with 300-400 people and particularly if you do not employ a TMC,” she says.

“All you have is your spend figure and you have to go into every single line, so it takes time and there is a cost to that, but if you’re

responding to an RFP for £60 million worth of business and the cost of doing the work is £5,000 then it’s worth doing.”

Cande believes CSRD is a game changer despite the challenges around the complexity of supply chains and the cost of gathering data, particularly for SMEs.

First steps

If there is budget, it makes sense to use a third-party sustainability expert, but first collaborate inside the business for support and start the journey.

“Don’t let perfection get in the way of good,” advises Goodwork’s Taylor.

”Don’t be fearful and not get out of the gate. One company I know has business across 50 markets, plus local programmes. The key is transparency. Apply assumptions that, for example, this data represents x% of our travel spend. Don’t worry about the methodologies and for the first year stick with DEFRA.”

Companies cannot afford to ignore CSRD. Nor can companies make claims they cannot support with data. Offsetting carbon usage from flights by planting trees (rather than avoiding/reducing travel) has been discredited and supporting nature and biodiversity is the gold standard today. It doesn’t require a sustainability expert to switch to a different flight, or different carrier.

The top three long-term business risks identified in the World Economic Forum’s Global Risk Report are all related to environmental risks.

“Investors are looking long-term at risk mitigation so companies need to think about travel programmes with business priorities,” says Taylor.

Organisations are working closely with their supply chain to give them the tools to green their operations. They are providing webinars – an internet search flags up a plethora of choice – while industry associations do the same. “Work with your suppliers and share information,” says Greengage’s Cande. “Help educate them and partner with them and take them on the journey with you. Be empathetic, understanding and supportive.”

It’s not all doom and gloom as there could be upsides for travel managers to grab this opportunity and fill a more strategic role in the organisation, for buyers to work with more responsible suppliers in the long run, to create a stronger business pipeline, and for an end to greenwash.

TIME TO REFUEL

As more corporates turn to SAF to reduce their Scope 3 emissions, Nick Easen looks at the best ways to get hold of it

Sustainable Aviation Fuel, or SAF as it’s now widely known, is never far from the headlines. Made from so-called renewable sources, the fuels are said to be a ‘gamechanger’ by the UK Chancellor Rachel Reeves, limiting the environmental damage of flying. Even though this has been challenged by some, alternative aviation fuels are here to stay, with a new mandate from Westminster

From this year, 2% of all jet fuel used in the UK must be SAF, rising to 10% by 2030 and climbing again by 2040, and there’s a similar programme in Europe, ReFuelEU.

The British Government argues that SAF emits 70% less carbon emissions over its lifetime. Last year, production volumes globally reached one million tonnes, double that of the year before, according to IATA. This sounds like a lot, but UK aviation

consumes over 12 million tonnes of jet fuel each year. For travel buyers looking to drill down on their Scope 3 emissions, the big question is how to get hold of the stuff. There are a number of avenues (see next page), however there can be challenges.

“Making sense of this sector is like unravelling layers of an onion, working out who are the producers, suppliers and middlemen. With any scheme, I am ▶

always looking for the closest line of sight to the SAF producer,” explains John Harvey, founder of travel consultancy Globalyse and former Chief Marketing Officer of HRG.

Remember carbon offsets? Well, the market for SAF is reminiscent of this, with accusations of greenwashing and double counting. Integrity in reporting will therefore be essential going forwards, where claims are based on transparent and verifiable data, with a clear justification of their environmental impact.

This is where credible standards come in; the Roundtable on Sustainable Biomaterials (RSB) Book and Claim Standard is one and the Sustainable Aviation Buyers Alliance’s (SABA) Sustainability Framework for SAF is another.

Then there’s the issue of whether it’s sustainable at all. A study commissioned by the European Consumer Organisation, BEUC thinks not. Currently a lot of SAF comes from used cooking oil, animal fats or agricultural waste. Although it contributes to reducing the harmful environmental aspects of flying, the term “sustainable here is too absolute and not concrete enough,” it says.

For instance, the amount of land needed to produce the required amount of fuel via agricultural means would be 68% of the total land under production in the UK, according to a Royal Society report.

These are still early days. The quality of current SAF used does matter. There’s only

Making sense of this sector is like unravelling layers of an onion, working out who are the producers, suppliers and middlemen”

so much farm waste and residue oil available to fuel producers, while new raw materials such as algae and novel vegetable oils based on regenerative farming practices are underdeveloped. So are ‘power-toliquids’, which use green hydrogen and carbon capture to generate a liquid jet fuel, often called an e-fuel.

But if travel buyers are getting in early with purchases, they’re helping to kickstart the industry of the future, in a similar way to investments in solar power decades ago. Solar is now cheap to install, ubiquitous and has lower generation costs than new fossil fuel projects. So, what are the options?

Buy it direct from producers

This is the best way to source SAF. You then have a clear line of sight on what you’re getting and from whom. Transparency and traceability matters. One of the world’s largest producers and the most prominent in Europe is the Finnish company Neste. Many buyers will not have the volumes to source directly. However, knowing who the

producer is at the end of the supply chain is essential, and that they are reputable. World Energy, Alder Fuels and SkyNRG are also big players in this space.

Buy it from airlines

Air France-KLM is a standout, then there’s United Airlines and Norwegian. T&E’s SAF Observatory ranks airlines on their use of SAF and what it’s sourced from.

Airlines have subsequently partnered with energy companies to source the stuff, some of which are also fossil fuel firms. For instance, Air France-KLM has an agreement with TotalEnergies to produce SAF.

IATA plans to launch a SAF registry this quarter allowing any airline to source certified and compliant fuel.

In a recent development, easyJet has been trialling its own SAF scheme with customer Airbus and is now rolling it out to other corporates. Under the scheme, easyJet will work with corporate partners to determine a specific quantity of SAF to cover their travel requirements.

Once it has pooled demand, it will use its purchasing power to buy the SAF from a fuel supplier at a better price and deliver it to a chosen airport where the SAF will be used by all carriers operating there.

Corporates are provided with nontradeable, verified SAF certificates which they can register as part of their Scope 3 reporting (see more on page 26).

Buy it from TMCs

Whether it's ATPI, CWT, Reed & Mackay, American Express GBT or other travel management companies, SAF can be purchased through a ‘book and claim’ system, where SAF is ‘booked’ into a fuel system and the benefits are ‘claimed’ elsewhere.

A number of TMCs source their fuel direct from producers such as Neste. Again, travel managers must know where their SAF is coming from. Due diligence is essential.

Buy it from new digital platforms

New digital and data-fed platforms are now available to travel buyers. A number are more widely active in the climate technology industry.

For instance, CWT and BCD Travel have adopted Berlin-based Squake. This allows corporate travel buyers to use an automated solution for procuring SAF on a

trip-by-trip basis. Such platforms offer wider carbon budgeting, forecasting and reporting tools to clients. Squake again sources SAF from Neste directly.

Buy it using new blockchain tools

Blockchain allows for a reputable digitised public ledger for SAF, so that purchases are efficient, traceable and transparent with environmental data on the fuel used.

It is why Amex GBT has adopted the technology through Avelia, a blockchain powered book-and-claim solution, which involves Shell Aviation and Accenture. RollsRoyce, Google, Delta Air Lines and Bank of America are just some of the 20 or so firms signed up to Avelia.

Buy it from energy suppliers

Traditional fossil fuel companies are also getting in on the act, including BP, Chevron, Shell, TotalEnergies, ExxonMobil and Eni.

These six oil majors have 43 biofuel projects that are either already operational or are targeted to start up by 2030, according to Rystad Energy.

Many are creating their own biorefineries using ‘waste and residues from the circular economy.’ Some companies are doing direct location-based deals on SAF.

For instance, DHL buys from Shell at Brussels Airport. This is a carbon ‘insetting’ practice – as opposed to offsetting, since it addresses carbon emissions directly inside DHL’s own value chain.

The issues with investing in SAF

If air transport is to become more sustainable, rapid action is needed to boost production of sustainable aviation fuels.

The UK Government is betting airport expansion on the ability to ramp up SAF.

Fuel demand will also have to rise since air passenger numbers globally are projected to more than double by 2050, undermining the industry’s ability to cut carbon emissions.

According to green group, Transport and Environment, such growth means the airline sector could be burning as much fossil kerosene as it did in 2023, even when using SAF for 42% of its fuel, as mandated by EU legislation.

The issue at the moment is a lack of supply and high prices, which are up to five times that of traditional jet fuel. Investing in SAF is likely to bring prices down, but more capacity is needed.

It doesn’t help that there is a lack of biorefineries under construction. These require extensive capital expenditure.

Plants typically cost £600 million to £2 billion to reach economies of scale and tend to run at a loss during their first years of operation.

Shell has now paused SAF projects and in the U.S. President Donald Trump has vowed to repeal Joe Biden's green measures under the Inflation Reduction Act. This includes tax credits for SAF producers, so uncertainly plagues the sector, globally.

Who’s responsibility is it anyway?

IATA says oil majors, who supply jet fuel to the industry, should be responsibility for the ramp up of SAF, rather than airlines, who do not produce any fuel themselves directly.

It's why the UK Government is now talking about a levy on traditional fuel suppliers. The levy would cover the cost of payments to SAF producers, so the country can meet its mandate for SAF production. This idea is out for consultation.

Ultimately, it will be the traveller that pays, but right now a stand-off could be looming between oil companies who may not want to produce SAF without long-term commitments, and airlines who won’t necessarily commit to SAF without lower prices.

In the UK, a levy would deal with this, providing a price guarantee and a so-called revenue certainty mechanism for SAF producers. Watch this space!

If travel buyers are getting in early, they’re helping to kickstart the industry of the future, in a similar way to investments in solar power decades ago”

EASYJET'S SAF SCHEME

DRIVING DEMAND

A new easyJet scheme to stimulate the growth of the SAF industry is giving organisations the chance to make a positive impact, lower their travel footprint and improve their ESG scores. We checked in with Director of Sustainability Lahiru Ranasinghe

Why was the easyJet scheme developed?

Sustainable Aviation Fuel (SAF) will play a vital role in decarbonising aviation but it continues to be in very short supply and we need to find ways to stimulate growth. At the same time, corporate organisations are becoming increasingly mindful of their travel footprint and, due to stricter ESG reporting requirements, they are also under increased pressure to demonstrate how they are lowering it. Given SAF can reduce CO2 emissions by 80% compared to traditional jet fuel, it could be a hugely effective means of doing this. The issue is that SBTi (Science Based Targets initiative) rules insist companies must show beyond reasonable doubt that fuel has been

consumed, which only an airline or fuel supplier can do. This scheme is a novel solution to this problem and our proof-ofconcept trial (now proven) has allowed us to demonstrate how airlines and corporates can share the cost of SAF in a mutually beneficial way. And over time, such an initiative could drive up demand for SAF and bring down prices for all.

How does it work?

easyJet purchases the fuel and in return, we help our corporate partner lower their footprint, which is useful for helping them meet their ESG reporting obligations while making a ‘real world’ difference when it comes to emissions reduction. We began with a three-month partnership with Airbus, which essentially covered its employee

travel on easyJet between the company’s bases in Toulouse and Bristol. The customer is given non-tradeable, verified SAF certificates to provide proof of sustainability and delivery, which then allows it to demonstrate reductions in its Scope 3 target. In turn, the SAF is delivered to the chosen airport and used by all carriers operating there.

Can corporates of any size take advantage?

Absolutely. The beauty of this scheme is that easyJet is able to ‘pool’ demand for SAF and make a bulk purchase. We can establish the precise SAF requirements of each of our partners to cover their particular travel needs. Making a bigger order is better for SAF producers as it shows there is long-

term commitment. Having launched with Airbus, our intention now is to welcome as many corporate partners as possible. Given business travellers make up around 14% of our customer base, there is a lot of potential to expand. By scaling up the scheme into different regions, using the many easyJetoperated airports, we believe we can make it a practical solution for customers looking to meet their Scope 3 ambitions.

What makes it different from other SAF schemes?

Again, the difference of our scheme is that there is a direct link between the customer and the SAF. The ability to provide

verification is key and this scheme enables us to guarantee where the fuel was produced, when it was purchased and how and where it was used. Offering that level of transparency and assurance is a real selling point. We also ensure that SAF used in our scheme meets EU and UK standards and is additionally certified by the ISCC voluntary scheme, which provides evidence of the sustainability characteristics.

Why did you pick Airbus as a launch partner?

We have a long working relationship with Airbus, having collaborated with them on many innovative projects. They also made a

The beauty of this scheme is that easyJet is able to 'pool' demand for SAF and make a bulk purchase”

perfect launch partner as the easyJet Toulouse-Bristol service is one that is used regularly by Airbus employees, and it was simple for us to feed the SAF stocks into the fuel supply at Toulouse-Blagnac Airport. The 106 tonnes of SAF purchased was equivalent to the amount of fuel needed to operate easyJet’s flights between Toulouse and Bristol with 30% SAF blend over a threemonth period of the trial.

What else is easyJet doing to make flying more sustainable?

SAF is just one part of a suite of measures we are taking to move towards net zero by 2050. By 2035 we aim to have reduced our carbon emissions intensity (per passenger/ per KM travelled) by 35% compared to 2019 levels. Reducing energy use is key, and we are doing that through fleet renewal, operational efficiencies and airspace modernisation. Scaling up SAF use, renewing our fleets, maximising operational efficiency, driving airspace reform, adopting carbon capture and investing heavily in research with Rolls-Royce into future aircraft technologies, such as hydrogen-powered engines, are all key components of how we’ll achieve our long term goal to decarbonise.

What’s next for the model?

We hosted an event following the close of phase one and have received nothing but positive feedback on the scheme from leaders at Airbus, not to mention local politicians and media that attended. Now the concept has been proven – and having successfully retired SAF certificates on Airbus’ behalf – we invite other corporate partners that are interested to join the scheme and encourage any interested parties to contact their Business Development Manager. easyjet.com

Arrive revived

From preflight pampering to onboard bliss, we’ve got everything you need to land feeling refreshed, recharged, and ready for business. Every step of the journey is designed to help you be at your best.

Clubhouse calm

Escape the crowds in our Clubhouse. Peaceful spaces, delicious bites, and plenty of ways to relax. Order comfort food, light snacks, or healthy vitamin drinks. If you’re heading o on a night flight, cozy blankets and herbal teas get you in the mood. And if you need a refresh, a hot power shower will have you feeling fly.

Stretch. Breathe. Fly.

Aaaaand exhale, with a pitstop into our Clubhouse yoga retreat. Whether you fancy some mindful meditation or a mood-boosting flow, we’ve got everything you need to loosen up before takeo .

Can’t touch your toes? No problem. There’s plenty more space to stretch out onboard.

Scents before your ascent

Grab a piece of peace with our exclusive Aromatherapy Associates oil Roller Balls. Choose from Deep Relax or De-Stress, apply to your pulse points, and let the calming scents work their magic. Want to take it up a notch? Simply scan for a guided breathing exercise. Your happy place awaits.

Well onboard

Our onboard menus cater to every craving, but if you’re looking for that wellness glow, opt for a lighter plant-based bite. Pass up a cocktail for a healthy shot, or even a sleepy tea. No fads, just simple, feelgood choices.

Sweet dreams at 35,000 feet

Our lighting adjusts to your destination’s time zone, setting the stage for better sleep. Pop on your plush eye mask (included in Premium and Upper) and tune into Headspace meditation, ASMR, or Max Richter’s eight-hour sleep session. Beats counting sheep. Flying Upper Class? Transform your seat into a fully flat bed before you drift o .

Make yourself at home

You can ask our crew for a water top-up anytime, or help yourself Nigella-style to a midnight snack. Slip into your Upper Class sleep suit (or bring your own) then recline, relax, and we’ll take care of the rest. On your return to Heathrow, start your day with a hot shower and made-to-order breakfast in our Revivals lounge.

Fly well, feel good, with Virgin Atlantic.

Blacklane invited buyers and

TMCs to take part in a special Business

Travel Lunch Forum and Workshop in London STAYING GROUNDED

Travel buyers and TMC leaders met with some of the UK-based team of chauffeur specialists Blacklane at a Lunch Forum and Workshop designed to facilitate industry collaboration and to discuss how a properly-managed ground transport programme can help organisations improve the safety, wellbeing and productivity of their travelling employees. Here are the key takeaways of four of Blacklane’s senior team members:

Jason Dunderdale, Global Director of Sales

It was encouraging that travel managers at the workshop recognised that chauffeur services need to be regarded not just as a perk for senior people but should address the impact and necessity of the travel rather than hierarchy. They noted that those travelling to repair critical equipment or attend high stakes meetings should be considered in policies as able to access traditionally premium services, not just those in the most senior roles.

Interestingly, the TMCs found that when they talk to clients about chauffeur services, it isn’t something that is outside of policy, it simply hasn’t been thought of and so it is not addressed. It was a common theme in the room that ground transport policies can have lots of layers and chauffeur services are only permitted in certain cases. Travel managers were keen for suppliers to support them to simplify policies and continue to highlight the key benefits.

We talked about the work Blacklane has done to help reinforce the strategic value of corporate travel, and how we can play a key

role in helping communicate travel as a driver of business success. It was great to talk more about how we continue this collaboration to support travel managers in making policies more effective, and ensure they deliver against strategic business goals so that travel is not categorised only as a cost-centre.

Sam Davis, Team Lead – Mid Market Accounts, Europe & APAC account management

Ease of booking and making processes as quick and automated as possible were key themes at the workshop. Guests reinforced how self-serve booking is encouraged and therefore needs to be fit for purpose.

We all welcomed new technology players who are bringing change in the ground transport market, but travel managers highlighted their concerns around the reality of being able to implement these tools within their existing platforms if development investment is

required in a cost-conscious environment. The GDS’ were recognised as important for bookings with multiple travel segments. However it was also noted that in some cases these platforms are not currently fit for purpose in ground transport.

Workshop guests recognised business travel as a revenue generator, but found that the department they sit within can significantly influence perceptions within their business. We noted the challenges faced when travel is part of procurement or finance, and the business culture tends to view it as a cost, whereas when travel sits within HR there is commonly a greater focus on traveller wellbeing and engagement.

James Dow, General Manager, London

I enjoyed hearing from workshop guests about ground transport’s unique position in the business travel industry as commonly the only part of a traveller’s schedule that can amend to fit around changes or delays. Flights and trains depart anyway, whereas chauffeurs can align with the traveller’s day no matter what. This benefit of complete schedule flexibility allows peace of mind for travellers themselves, and travel managers.

Travel managers were united that unmanaged ground transport can often be the most stressful part of a trip, with travellers managing multiple apps, paper receipts and

making uninformed choices when in-destination locally. We agreed that streamlining these processes has huge efficiency benefits but also reduces frustration for both those on the move, and those managing travellers.

We heard how price is presented differently by everyone and it can be difficult to communicate its value in the ground transport sector. Guests shared how huge variation in pricing and sometimes transparency can be a challenge, which was a good opportunity for Blacklane to outline how we can support these conversations as a global, consistent service.

Chauffeurs

can align with the traveller’s day no matter what. This benefit of complete schedule flexibility allows peace of mind for travellers themselves, and travel managers”

Adam Garside, Senior Sales Manager

Data was an important theme at the workshop with travel managers asking for guidance and support from their ground transport suppliers to outline what data is important, and how they can best report it internally. Currently travel managers worry about data overload, particularly navigating the key insights their business needs.

In particular, travel managers were keen that the ground transport sector understood how challenging it is if sustainability data is reported differently for different regions of the world. We talked about how Blacklane’s sustainability reporting can support them.

Hidden disabilities and clarity within travel policies for those travelling with additional needs was another interesting topic, with hidden disabilities an area where Blacklane’s chauffeur services can support travellers getting to meetings when other transport options can present challenges. Workshop guests welcomed information on how suppliers can ensure ground transport is as accessible as possible.

BLACKLANE

PRESSURE CHECK

As Blacklane unlocks the thoughts of business travellers and bookers on the challenge of balancing cost, sustainability and relationship priorities, we check in with UK Country Manager James Dow

What were the main takeaways from your research?

In our business traveller survey we looked at insights from over 120 UK respondents, representing 58% business travellers and 42% travel bookers. The results showed how cost is currently the most significant challenge for 67%, however looking ahead to the future just under half (49%) expect sustainability to be their number one consideration. This is despite sustainability ranking far lower currently with under 20% stating it was a priority right now,

highlighting a critical gap between greener goals in the coming years and the reality of what attention these targets are being given in today’s cost-pressured environment.

Outside of cost and sustainability, what were the other priorities?

Travel disruption and convenience were the next major challenges for both travellers and bookers after cost. Just over half (52%) ranked disruption as the main factor, with similar status (49%) given to convenience. Interestingly, transparency in the booking process was a far lower concern, stated as important by less than one in five (17%).

How does this pressure on costs translate to the impact on travel policies?

While 59% said that staying within cost guidelines is their biggest booking influence, an alarming over 40% do not strictly adhere to limits in their travel policy. In fact, 15% go as far as paying minimal attention to policies at all. It is worth noting that sustainability is also driving behaviour, with almost a quarter (24%) flagging that travel policies don’t meet the traveller or booker’s preference for more sustainable options. Here we see that cutting costs or limiting choice too far and not addressing important values, achieves the

opposite of cost control and pushes travellers to simply book out of policy.

Can you tell us more about sustainability’s role in making travel buying decisions

Interestingly, experience upgrades have the power to drive sustainability - 21% will choose a more expensive sustainable alternative if this cost increase also means an experience upgrade. A small proportion (6%) will choose a sustainable option regardless of the cost, a trend that is more pronounced in the travel bookers category. Cost remains the factor influencing behaviour significantly; 43% of bookers and business travellers would only choose a more sustainable option if the variation in price was less than 10%.

Where are bookers and travellers looking for improvements in technology?

Research respondents ranked the booking processes they use as seven out of 10 for satisfaction, and tools at just six out of 10 highlighting clear room for improvement. In terms of enhancements, 60% expect realtime updates, just over half (53%) are looking for a simplified booking process and almost half (49%) are still asking for greater mobile device functionality. A greater reliance on digital tools is a top theme to continue over the next few years with 54% signalling the importance of mobile-first features that work on-the-go.

What does the research tell us about business travel ROI?

Relationships are more important than revenue when it comes to highlighting what

is the most valuable ROI of business trips. A huge 84% see strong relationship building as the top factor to consider when measuring the ROI of business travel, compared to just over half (55%) ranking a direct impact on sales and revenue as the most important. It is business travellers who show a strong preference for in-person meetings, ranking them as nine out of 10 in importance for achieving business goals. This lowers to seven out of 10 when looking at just the results from travel bookers.

How should travel managers and bookers be responding to the report?

The research highlights there is a really difficult balance to achieve between cost and sustainability to address long term goals while also meeting immediate operating

Relationships are more important than revenue when it comes to highlighting what is the most valuable ROI of business trips”

challenges and improving policy compliance. We urge consideration of the whole package so that true value can be assessedemissions reduction targets, offsetting budgets, the cost of the travel, and the expectations of the traveller. It is important to have open conversations around all these goals with suppliers too so targets can be assessed against the full picture.

What’s next for Blacklane with these insights?

We’re working with travel managers to support their efforts to meet sustainability targets in new ways. This includes both products - such as highlighting where a cityto-city chauffeur journey can replace a short haul flight and reduce travel emissions - and also strategic planning for the longer term. Look out for webinars coming soon to support travel managers in promoting business travel’s ROI and new activities to enhance how bookers work with Blacklane. blacklane.com

Channel HOPPING

In order to get the best air travel content and fares, travel buyers now need to use multiple channels, says Gill Upton

If you listen to disruptor travel management companies such as Navan, sourcing all air content is a question of aggregating content from as many distribution channels as possible to give travel buyers the widest array of inventory choices. Navan, for example, provides NDC content from 17 major airlines and says one third of its flight bookings are now made via NDC.

It’s a similar picture at TravelPerk, with content from 20 NDC airlines. Legacy players such as Gray Dawes are equally agile, aggregating GDS (Edifact), NDC and low-cost carrier content into one place utilising Atriis direct connections with 11 NDC airlines.

Dave Bishop, Gray Dawes Managing Director Europe, says this is the way clients can best buy. “We expose our clients to both GDS and NDC content in one place. This type of meta search is critical in our eyes as no one channel can deliver 'best'.”

This is the only way buyers can be confident of the best prices and content. Bishop reckons that savings on NDC fares are 25%

The focus should no longer be on who has which capabilities, but on how those capabilities are being used to create better experiences for travellers and better outcomes for resellers

on average, across both flexible, semi-flex and non-flexible tickets.

Late adopters

Unfortunately, there are TMCs much slower in NDC adoption, which means that – depending on the route – up to 57% of fares published by an airline could be missing from non-NDC-enabled platforms, according to Navan.

Travel buyers need to ask their TMC if they are holding back NDC content as it hasn’t reached a minimum viable product in the GDS. Bishop believes it might also be because they don’t have a platform to distribute content across all booking channels, lack of knowledge about how NDC works, an inability to drive change management, being stuck in ‘we’ve always done it this way’ and a lack of efficiency in their process.

“So they can’t find a way to book and service this content without either losing money or bookings or charging their clients more,” he explains.

Khalid Othman, Head of Air Product at Clarity, which is live with one NDC compliant airline, British Airways, says he is waiting for the same level of functionality in the NDC channel as the GDS (Edifact). ”That’s my Utopia.” Clarity will bring on board other longhaul scheduled carriers this year.

Some of the TMC tardiness could also be because they are not able to fully service clients post booking, with prompt refunds and seamless itinerary changes. TMCs are having to hang on the phone to airline call

centres on premium phone numbers to complete both tasks very often, which triggers an additional surcharge to buyers.

Adam Knights, Regional Managing Director ATPI, explains, they “discourage booking changeable tickets but attempt to explain to customers they will get increased surcharges or significant delays when making changes, therefore it is better to book the cheapest tickets you don’t change."

Nevertheless, he believes this is improving month by month and has high hopes that airlines, GDSs and OBTs (Amadeus and Cytric in particular) will work together.

Purchasing interline tickets and multi-sector itineraries is also challenging. “There are some who believe that complex itineraries may still need to booked via Edifact for decades to come!” says ITM CEO Scott Davies.

Adds Paul Tilstone, founder of consultancy temoji: “I think we’re still working through the plumbing and so are buyers seeing sufficient benefits in the products and services to make a difference yet? No.”

Push back

A BTA report launched last September passes the problem back to the airlines. CEO Clive Wratten advises travel managers to come together to demand price parity and accessibility of content across all distribution channels. – the GDS, NDC and direct connect. Will the airlines listen? ”Probably not,” he says.

ITM’s Davies would encourage airlines to “consult meaningfully with the corporate market and before making radical changes ▶

More choices equals more complications but it has been a long time since you could go to one place to get everything

▶

to their distribution strategies". Specifically, he would encourage airlines to ensure their distribution methods are compatible with the very specific nature of a corporate travel policy.

Jeff Klee, CEO of AmTrav, has been particularly outspoken about the list of top blockers slowing NDC adoption in corporate channels.

However, airlines won’t change their distribution strategies so buyers need to re-think their air buying needs.

“More choices equals more complications but it has been a long time since you could go to one place to get everything,” asserts Glenn Hollister, United’s Vice President Sales Strategy & Effectiveness. He reckons best practice is for buyers to “be clear about what type of content they want, which airlines are

important and what’s important to them".

Temoji’s TIlstone adds: “Buyers need to really know what you (and your travellers) want, to start with, what the strategies of the airlines you consume from is, what the strategy of the intermediaries you use is and then work out what you can negotiate on (80/20) and how to consume what you want to buy.”

Then contract with a TMC that “combines NDC connectivity and EDIFACT content into one marketplace,” says Kristina Geier, VP of Supplier Partnerships at TravelPerk.

Navan recommends a robust mix of GDSs – two at a minimum – NDC, aggregators and direct connections from all their locations to ensure the best shopping experience. It claims that large travel programmes have achieved six-digit annualised savings through this strategy. Also ensure that booking tools have NDC content enabled.

Full benefit

Better pricing is the only NDC benefit currently as NDC avoids Edifact surcharges, enables access to hand baggage only products as well as continuous pricing, all of which tend to be cheaper than traditional content. The general consensus is that NDC tends to be cheaper, not better.

That value will come. “We were sold a vision that this was being done for buyers’ benefit; the ability to create bespoke packages that were suitable for us. For example, combinations of classes, lounge access,

luggage. Will that ever materialise?” asks independent consultant Chris Pouney.

“Most buyers are resigned to the fact they won’t see all content everywhere and are starting to see themselves more as curators of content," he adds.

"The question is no longer, ‘Why can’t I see x low cost carriers’ lowest content’, but more, ‘For business travel why do we need to?’”

Concur clearly thinks it's required. Its direct connect with Ryanair went live in October. In total, the latest version of Concur Travel provides content from 400-plus airlines via multiple channels – direct, GDS, TMC and NDC.

Concur's mantra is simple: to get the right content to corporate travellers on consumer grade technology that they want to use, says Paul Dear, SAP Concur Vice President Global Supplier Strategy for EMEA. "Don’t be fooled by the people who are making it seem more complex," he warns.

Nilo Sirinivasan, Sabre Director of Strategic Projects, believes it's now time for the industry to move on and stop talking about who has what and instead focus on how NDC can be used to to improve travel experiences and create efficiencies for corporate travellers and agencies.

"The industry is at a turning point," he says. "The focus should no longer be on who has which capabilities, but on how those capabilities are being used to create better experiences for travellers and better outcomes for travel resellers."

SABRE

LIFE AFTER NDC

Richard Viner, Sabre Head of Corporate Travel UK, believes it’s time for a new conversation on air travel content to take the industry into a new era

For years, the travel industry has been caught up in discussions about NDC –who has it, who doesn’t, and what it includes. But now that NDC is firmly in place, it’s time to move beyond the adoption phase.

What’s next? The real question isn’t whether NDC is available, it’s about how to make it work in a way that benefits customers, agencies, and the wider travel ecosystem. Furthermore, what problems can we solve for the travel community?

We face a new challenge: making sure agencies can deliver NDC content efficiently without adding complexity, inflating costs or reducing service quality.

established workflows so agents can do their jobs without unnecessary hurdles. Searching, comparing, and booking NDC content must be as seamless as traditional processes. Mid- and back-office systems also need to evolve so that servicing, reporting, and reconciliation work as smoothly as they do with legacy content.

GDSs must step up, not just as technology providers but as true partners in solving operational challenges.

delivering a fully orchestrated set of APIs and POS tools that don’t just connect content but empower agencies with a smoother, more automated experience from start to finish. But the conversation shouldn’t stop at NDC. The next evolution will be shaped by speed, personalisation and revenue uplift for the TMC and by making it easier for travellers to shop and book the options that suit them best. TMCs should be scrambling to boost hotel attachment rates and adding blended travel as part of the business booking basket.

Sustainability will also take centre stage, with real-time carbon tracking helping buyers make responsible decisions. This generation demands it. As the industry moves forward, servicing for this workforce will need to be faster and more intuitive, with AI-powered virtual agents resolving issues in real time, all contributing to a welcome boost in unit economics for the agency.

Many agencies are still struggling with fragmented content, workflow disruptions, servicing difficulties and inconsistent pricing. If these issues aren’t addressed, friction will persist across the entire industry, impacting both managed and unmanaged travel.

The goal now isn’t just to provide NDC access, it’s about making sure it fits into

This means improving usability, simplifying servicing, and ensuring industry collaboration to create scalable, standardised solutions. It also means investing in tools that make managing travel easier, from booking to post-trip reconciliation.

Right now, most of the focus is on shop, book and order processes but what about everything that happens after booking? How many providers are truly normalising postbooking automation or seamlessly integrating EDIFACT and NDC servicing to reduce friction for agencies and technology partners? This is where Sabre is stepping up,

GDSs must step up, not just as technology providers but as true partners in solving operational challenges”

The winners in this next phase will be the ones who integrate NDC seamlessly and provide solutions beyond distribution.

Sabre is leading this transformation by embedding NDC into an intelligent marketplace that simplifies access to multiple content sources. It has prioritised reliability, efficiency and scalability by ensuring that NDC integrates smoothly into agency workflows, automating servicing and making multi-source content easier to manage Shopping qualifiers help airlines present the most relevant offers, while multi-source caching reduces system strain and improves response times.

These steps give agencies the ability to manage NDC bookings with the same confidence as traditional content, reducing disruptions and improving efficiency.

GDSs are no longer just content distributors, they are the foundation of a more intelligent, adaptable travel marketplace that redefines how travel is sold, serviced and personalised at scale, while solving problems for travel resellers beyond content. In this new era, we can drive value for the travel community.

Key technology trends, innovations and challenges were debated by corporate travel buyers and experts from Concur, MYSA, ATPI and HotelREZ Hotels & Resorts at the latest Business Travel Lunch Forum.

In a lively discussion, guests delved into what buyers want and need from technology providers, how and why existing technology is falling short, and whether AI and technology developments will solve some of these issues. Buyers identified increased fragmentation and getting access to the right content as key issues, along with achieving the right balance of technology and human interaction.

Darryl McGarvey Concur Director, Travel, Partner Success EMEA

In a wonderful setting, the animated discussion evolved to include a number of topics, reaffirming that the life of a travel manager is anything but straightforward. The complexities of NDC and content fragmentation pose challenges for travel managers, often prioritising travellers as consumers while overlooking programme managers as buyers. Non-refundable fares and misaligned policies add further complications. On AI, trust in data is paramount, with cases like Air Canada’s chatbot issue underscoring the need for reliable platforms. SAP Concur stands at the intersection of commerce and travel, enabling AI to deliver actionable insights powered by robust, peer-comparable data. Rail remains central to sustainability efforts, but international licencing and other barriers make this complicated for the TMCs, but our strategic partnership with the Trainline allows us to advocate for, and develop meaningful door-todoor comparisons and enhanced global rail

Buyers and tech experts joined together for an honest and open debate at our latest Business Travel Lunch Forum DIGITAL DEBATE

capabilities to empower smarter decisions. Success will require meaningful collaboration between all partners, particularly TMCs and technology providers, to create standardised, efficient solutions that benefit all stakeholders in the corporate travel ecosystem.

Gary Hurst MYSA CEO and Founder

One of the key revealing messages that came out of The Business Travel Lunch Forum was how our industry is at a crucial turning point. We had many discussions that highlighted the growing need for modernisation in corporate travel technology, particularly in relation to hotel RFP processes and system integration. We know that central to moving forward are the challenges of legacy system integration, the increasing relevance of direct connects, and AI's transformative potential in travel management. While the industry shows clear appetite for innovation, important concerns about data security and standardisation are key obstacles we must address. Looking ahead, our industry must embrace more flexible, modular systems that can adapt to evolving needs. The focus should be on developing seamless integrations, improving data transparency, and leveraging AI to enhance decision-making processes. Success will require meaningful collaboration between all partners, particularly TMCs and technology

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providers, to create standardised, efficient solutions that benefit all stakeholders in the corporate travel ecosystem.

Claire McGuinness

ATPI Global Product Manager

Hearing from experienced corporate travel managers about their internal struggles with their travellers was really interesting. One major takeaway was how travel managers are increasingly interested in chatbots for basic queries and to bring efficiencies to their programmes. And alongside the buzz of NDC, we learned that travel managers need more support and tools to plan for changes and communicate effectively with travellers about fares and complexities with cancellations and changes. We also explored a potential future without the GDS, focusing on direct-connect models, which was a fascinating discussion. It was an afternoon of insightful conversations, great food and even better company. The event’s open and collaborative nature made it easy to dig into key issues like content, fragmentation, and data, all while learning from each other’s experiences, with Bev Fearis expertly leading the debate. It was a real pleasure to join The Business Travel Tech Lunch Forum, where I got to hear firsthand from travel managers and suppliers about the challenges they’re facing with current technology, and their expectations for the future.

Emma Smith, HotelREZ Hotels & Resorts Director of Global Sales

The event was a great opportunity to connect with key travel managers and to listen to how they utilise and manage travel technology systems within their roles. A key theme was the fragmentation of the technology across the industry and the challenges this brings. We also discussed how technological developments such as AI can help make RFPs less time and resource heavy by giving both sides – travel managers and their existing or prospective hotel partners – the data and the vital data analysis to make their RFPs more meaningful, which is a big part of what we do at HotelRez Hotels and Resorts. I found the lunch to be very thought provoking and it allowed me to gain further insights and understanding on the subject matters at hand, while providing me with an opportunity to explain from my side just how we utilise technology to drive sales and revenue for our properties.

We know that central to moving forward are the challenges of legacy system integration, the increasing relevance of direct connects and AI's transformative potential in travel management”

Reality check

THE HOTEL The 216-room (46 suites) Marriott Bonvoy Autograph hotel opened in November 2023. The five-star property is housed in three separate buildings that, built in different eras, were once home to a bank, a shipping office and an insurance company. Eye-catching design features and artworks are a nod to the city’s history, literary and art scenes.

FIRST IMPRESSIONS Visitors enter into a vestibule area dominated by Greekstyle Doric-inspired columns – the first striking feature of what turns out to be a "journey" through history. For example, wall carpets in the lobby feature traditional Hungarian patterns. The team of four working the reception desk all spoke perfect English.

THE ROOM I stayed in a “Heritage”, Superior room with a street view. I was told the design was “19th century NeoRenaissance style with a mode, flare". Two large windows looked down towards Vörösmarty Square which, as it was early December, was staging one of several Christmas markets in the city.

Features included a super-comfortable canopy King-Size bed (with huge pillows), a velvet couch, small table and reproductions of famous Hungarian portraits that currently hang in the city’s National Art Gallery. The spacious bathroom had marble elements and a huge walk-in rainshower.

THE FACILITIES There are four foodand-beverage options. An extensive ‘farm-to-table' breakfast is served in a spacious and bright covered courtyard area called 'Pavilon', that sits between the buildings’ two wings. The Anton Bar is a grab-and-go coffee shop and deli in the day that transforms into a classy and cosy speakeasy-style bar in the evening. A rooftop bar (on the seventh floor) looks out over the Danube.

THE BUSINESS There's a separate entrance for those arriving for a business meeting or conference. There are three ballrooms and two smaller boardrooms. There’s also a meetings foyer for informal meetings. Wi-Fi was super-fast everywhere.

HUNGARY

THE HOTEL A member of Hyatt’s high-end Park Hyatt brand, the hotel opened in October 2024 in the riverside Nine Elms district, which has been undergoing a rapid regeneration since the redevelopment of Battersea Power Station. The area is also home to the U.S. Embassy and Apple UK. The hotel has 203 rooms and suites and occupies the first 18 floors of a 42-storey building. The other floors are taken up with 334 Park Hyatt Residences – a mix of one-, two-, three- and four-bedroom apartments. Vauxhall and Nine Elms stations are a short walk away.

FIRST IMPRESSIONS The hotel is Asianowned and this is reflected in both its décor and the service; I was greeted by a doorman and two other members of staff before I’d even reached the reception desk.

THE ROOM I stayed in a Deluxe Riverside Suite. My kind escort, Thilini, wanted to show me how to operate the lights, A/C and black-out blinds but I was somewhat distracted by the

stunning river views from the floor-toceiling windows. All rooms and suites have both baths and walk-in showers and I was lucky enough to have a deep clawfoot bath, one of the luxurious fixtures. Other highlights included the large living room area with dining table, the large corner sofa, a 55-inch TV (there’s a second in the bedroom) and a sleek mini-bar.

THE FACILITIES The first floor is taken up by the spa, which has a fantastic heated indoor pool where natural light floods in. There are five treatment rooms and separate saunas for men and women. The hotel’s bar lounge is just opposite the entrance and is dominated by an eye-catching installation of 500 tulip-shaped bulbs. There's also a wine bar and two restaurants: Yú Gé for fine-dining Cantonese and Nine Elms, an international all-day restaurant where breakfast is also served. Tables are positioned around a central open kitchen so you can watch the chefs at work.

THE FIVE-STAR DOROTHEA HOTEL IS ONE OF A NUMBER OF NEW PREMIUM HOTELS IN BUDAPEST

THE VERDICT Elegant, classy and contemporary, I liked the oversized artworks and numerous other features that reference traditional Hungarian folk elements. Centrally located just a block from the Danube, cafés and restaurants are within easy walking distance.

THE DETAILS Rates for a Heritage Superior Room start around €300 marriott.com

Steve Hartridge

A GLAMOROUS CONTEMPORARY HOTEL THAT TICKS ALL THE CORPORATE BOXES

THE BUSINESS The hotel has one of London’s largest ballrooms, fitting 800 people seated. There are also seven smaller meeting rooms.

THE VERDICT A glamorous, contemporary hotel that ticks all the corporate boxes. River view rooms are a must. Service is a step above.

THE DETAILS Rates start from £695 a night, including breakfast. hyatt.com Bev Fearis

HOTEL: DOROTHEA HOTEL, BUDAPEST,

HOTEL: PARK HYATT LONDON RIVER THAMES, LONDON

THE HOTEL Following openings in Ibiza and Bodrum, the Hyde brand –one of 15 brands in the Ennismore lifestyle collective – has opened its UK debut. The Hyde London City is in a 19th-century, Grade II-listed building in Farringdon, close to St. Paul’s Cathedral and the Old Bailey. Interiors are inspired by naturalist Charles Darwin and his theory of evolution.

FIRST IMPRESSIONS Most of the ground floor is taken up by the restaurant and bar, which can be seen from the street through the floor-toceiling windows. The elegantly-curved reception desk is directly opposite the side street entrance and at one end of the bar. The reception team gave me a warm welcome.

THE ROOM There are 111 rooms over seven stories and, like many London hotel conversions, they're quite compact. But what they lack in space they make up for in style, with statement wallpaper, deep green or blue bedheads, plus carpets and nice

touches like poncho dressing gowns and branded sliders. Glamorous bathrooms are tiled in terrazzo with Malin+Goetz toiletries. The welcome Turkish butter cookies (Kurabiye) were melt-in-your-mouth delicious.

THE FACILITIES Leydi, a contemporary Turkish eatery, serves delicious meze and grilled meats and fish. I highly recommend the spiced granola for breakfast (£12) and the avocado toast (£16). Black Lacquer, the cocktail bar, was shut during my visit but I was told it's like being in a DJ’s bedroom, with intimate booths surrounded by a collection of carefullycurated vinyl. There's also a small 24/7 gym with TechnoGym bikes and weights.

THE VERDICT It's the little things that stick in your mind. Along with the nutty granola and the sliders, I have to give a shout-out to Heman, the Front of House Manager. As I checked out, he asked me for my feedback, which was all good, and later that day I received a personal email from him thanking me for

THE WELCOME TURKISH BUTTER COOKIES WERE MELTIN-YOUR-MOUTH DELICIOUS

THE WESTIN BAYSHORE, VANCOUVER, CANADA

my visit and my positive comments. He offered me a 20% discount on a two-night stay and a complimentary room upgrade, adding: "I am so happy to hear that you loved the Kurabiye. Next time you're in town let me know and we will prepare a small batch for you." Now, that's service!

THE DETAILS Rooms from £230 a night, excluding breakfast. hydehotels.com/london-city.

Bev Fearis

THE HOTEL Opened in 1961, the Westin Bayshore has 499 guest rooms and suites. There have been several renovations in recent years and the addition of wellness options. The hotel is around 10 miles from Vancouver International Airport, which has car rental desks, taxis and an Uber pick-up point. I used the Skytrain’s Canada Line, which runs into the city, and got off at Waterfront station, the nearest to the hotel (about a 20-minute walk away.)

FIRST IMPRESSIONS My check-in was speedy and welcoming but I still had time to note lobby features like the filtered water refill station in the lobby (there’s one on every guest floor) and what I was told was an “Urban Cultivator” that features in the culinary team’s sustainable vegetable and herb growing initiative.

THE ROOM I stayed in a Deluxe Guestroom (415). Key features included a large Juliet balcony that looked out on the yachts moored in Coal Harbour Marina and two other floor-to-ceiling

glass windows that flooded the room with natural light. The room was super spacious, with muted blue-and-white carpeting, a king-size signature Westin Heavenly Bed (with Sleep Well lavender balm on both pillows), a desk and worktable and two comfy armchairs. The large bathroom was beautifullyappointed with white tiles, a large walkin rain shower, Westin Heavenly bath towels and robes and White Tea Heavenly toiletries.

THE FACILITIES The H2 Kitchen + Bar offered a good range of local craft beers and pub-style food. It can also be hired for private business events. The menu in the H Tasting Lounge featured items made from locally-sourced ingredients.

The hotel has heated indoor and outdoor pools and twice a week organises a 6.30am guided 3km or 5km jog into nearby Stanley Park.

THE BUSINESS There are 34 event spaces and 29 breakout rooms of various sizes. High-speed Wi-Fi and audio-visual technology are available in all meeting

rooms. A large ‘marine garden’ looked like it was hosting a few private meetings.

THE HOTEL IS A SPIRIT LIFTING –15-MINUTE STROLL BY THE WATER INTO THE CITY CENTRE

THE VERDICT This is a hotel with an omnipresent wow factor. Plenty of glass and clever architectural touches magnify British Columbia's great outdoors, which is right on its doorstep.

THE DETAILS Rates start from around C$450 (approximately £250). westinbayshore.com

Steve Hartridge

HOTEL: THE HYDE LONDON CITY, LONDON

The final word

The reality of virtual reality

Sometimes great ideas on paper don’t really work out as planned. Take, for example, Qatar Airways’ new AI 'digital ambassador’, aka @SamaOnTheMove on Insta.

Somewhere in Doha a PR person hit on the idea of creating a virtual reality cabin crew member (named Sama) who will be jetting off around the airline’s network to offer a behind-the-scenes glimpse of life during layovers.

Okay, sounds fun. But then reality strikes. So far the feed consists of a string of pictures of Sama in random locations, or with Qatar Airways-sponsored sports stars.

Creator, UneeQ, insisted the made-up airline employee would offer "a relatable human touch to her interactions, showcasing a vibrant and engaging demeanor that builds authentic connections with

Qatar Airways’ global audience”. Of course, you can always rely on the Internet to do its thing. Click on the comments on each post and you’ll find thirsty fellas from around the world letting Sama know – in no uncertain

I Swindon

Secret of doing a great survey? Make the findings completely unbelievable.

New research from Adobe Express apparently reveals that 30% of Brits are looking for a career change in 2025. And the top destinations for the perfect work-life balance based on selected criteria? Yes, you guessed it… Swindon, Milton Keynes and Stoke-on-Trent.

Green space, the cost of public transport and the price of a cappuccino all feature in the mix for a good life apparently. Art, culture and civilisation, not so much.

terms – that they’d be up for a date if she ever stops in their town.

Perhaps not the “relatable human touch” Qatar Airways was hoping for at the start of the project!

A study has revealed the best UK airports for foodies, based on ratings, prices, unique dining establishments and more. Here are the top 10:

Travel managers thinking they're overworked had better look out - they could soon be sorting out the dog-sitting. That’s after easyJet Holidays introduced ‘Life Admin Concierge’ for early bookers this summer, offering 10 hours of PA support for stressed out travellers, managing everything from bill payment to gutter clearing while they are away. The last thing corporates need is that sort of service gaining a foothold amongst the general public. God forbid. Imagine business travellers become even more demanding...

The Business Travel Magazine

Dinner Club

Travel buyers and other travel leaders gathered at The Dorchester, London, for the last Dinner Club of 2024. The invitation-only event, sponsored by Synergy, Etihad, South Western Railway and SAP Concur, began with a Champagne reception, followed by a three-course dinner, after which speaker Dr Phil Evans, an expert in transforming transport through technology, shared insights about how transport might look in the year 2050.

Table talk

Champagne

The Park Suite at The Dorchester