Business Travel March-April-2021

84 March/April 2021
BRIGHTER
HORIZON
A new dawn for
traveller wellbeing
+
The 2021 TMC Guide
Accommodation trends
Gender inequality
Reimagining travel
THE BUSINESS TRAVEL CONFERENCE • SEPTEMBER 14-15

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UP FRONT
Contents MARCH-APRIL
2021
10
10
26
INSIDE THIS ISSUE
18
Your special guide to
Travel
Management
Companies
22
7
Features
15 Taxis and transfers: Why now
could be the time to fix that 'last
mile' firmly into your travel
programme
18 Wellbeing: No longer just a box
to tick, the mental health and
wellbeing of travellers is now a
top priority
22 Accommodation: Four experts
delve into the latest trends and
share their top tips on how to
respond
Up front
6 Everyone's Talking About: The
vaccines
7 Speaking Out: Gender
inequality
8 The Knowledge: Reimagining
business travel
For everything you need to know
about TMCs, see our pull-out guide
25
News Review
10 News and trends, plus comment
from the BTA and the ITM
Departures
25 Reality check: See how two
airlines, a London hotel and a
chauffeur-drive booking service
fared during Covid
26
4
27 Final word: The lighter side of
business travel
2021 TMC Guide
3 Introduction: Overview of the
sector and the impact of the
25
13
15
pandemic
6 Covid response: Update on new
TMC products and services
10 Consolidation: Mergers,
acquisitions and failures
14 TMC Directory: Our annual
listing of the key players
18 Fees: Examination of the
shortcomings of the TMC
business model
THEBUSINESSTRAVELMAG.COM
3

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Welcome
Spring into action
Whether it's the vaccine roll-out,
the furlough extension, the
longer days or the prospect of
coming out of lockdown
(however gradually) there is
definitely a ripple of optimism
washing over the business travel community. Note, I say ripple not wave,
but the long-awaited travel restart finally feels within reach and the mood
has noticeably lightened. Preparations are being made for when the
restrictions are lifted and people can move around again, albeit differently.
We've all now come to terms with the fact that when business travel
returns it won't be the same – but in many ways that's not a bad thing.
For all the disruption and upheaval the pandemic has caused, it has also
brought about some hugely positive changes.
Traveller wellbeing, for example, is now top of the agenda (see our
feature on page 18) and with it the need for diversity and inclusion has
also been brought into sharper focus (see Speaking Out on page 7).
A crisis often brings out the best in people and TMCs, in particular, have
stepped up to help companies tackle the recent challenges. As a result,
there's been a positive shift in the relationship between corporates and
their TMCs, with a new-found mutual respect from both sides, as we
explore in our 2021 TMC Guide.
As we come out the other side, your business travel might need
reimagining (see page 8) and we hope there's plenty of content in this issue
that will help you along that path. Finally, if you haven't yet seen it, check
out our new website – thebusinesstravelmag.com. It's loaded with lots
more to inspire, inform and entertain you. We've been reimagining too!
EDITORIAL
EDITOR
Bev Fearis
CONTRIBUTORS
Catherine Chetwynd
& Gillian Upton
STAFF JOURNALIST
April Waterston
CONTRIBUTING EDITORS
Julie Baxter
EDITORIAL DIRECTOR
Steve Hartridge
ADVERTISING SALES
PUBLISHER / COMMERCIAL HEAD
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ASSOCIATE PUBLISHER
Callum Blackwell
DESIGN & PRODUCTION
DESIGNERS
Caitlan Francis and Emma Norton
PRODUCTION & STUDIO MANAGER
Clare Hunter
PRODUCTION ADMINISTRATOR
Steve Hunter
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THEBUSINESSTRAVELMAG.COM
5

UP FRONT
hot topic
Everyone's talking about...
the vaccines
“Vaccination
programmes are now
ramping up around
the world and there are
encouraging signs that
confidence in business
travel is starting to
return”
Suzanne Neufang, Executive
Director, GBTA
“It is highly likely, if not certain, that
demonstration of vaccination will be required
by most countries and, if not, many airlines"
Dr Stephen Rashford, Chief Medical OfficerWorld Travel Protection
“Vaccinations are the way out
of this and we are now in a
very pOsitive position”
Adrian Hyzler, Medical Officer, Healix
The rest of the world is
not at the same place
we’re at with the
vaccinations, so at
what point does that
open up and allow
people to travel?”
Mark Avery, PwC Global Business Services & Travel Leader, PricewaterhouseCoopers
“The vaccine is a hugely positive step and travel managers can start to
rebuild their travel programmes, but the return to travel needs other
criteria in place as well. A ‘return to office’ needs to happen first
before business travel can resume. Business travel needs an office
Scott Davies, CEO, ITM
destination. You can’t always hold meetings in hotels.”
“The vaccination rollout has certainly increased optimism around
the prospect of unlocking travel. However, there are still a couple of
key unknowns to understand. Will there be consensus across airlines
in terms of eligibility to travel? Will countries be prepared to open
their borders to those who have been vaccinated? ”
James McIlvenna, Head of Account Management, Corporate Traveller
6 THEBUSINESSTRAVELMAG.com

UP FRONT
SPEAKING OUT
We have come a long way in
achieving gender equality in our
sector but it can still often seem
like an old-boy network. Our industry is full
of female talent and we secure gifted
women at entry level, but the ratio of male
to female business owners within the
industry is still skewed towards men.
A recent report by PWC shows 29% of
women sit in senior roles within travel
companies and only 20% within airlines (the
lowest sector). If you strip out HR roles, the
GENDER EQUALITY
BRIDGING
THE DIVIDE
The gender gap is still too wide in business travel,
says Abby Penston, CEO of Focus Travel Partnership
overall average in travel drops to 20.7%. So
how can we change this? The last 12 months
reassures us that looking at things differently
and doing things different works, so let’s look
again at what we can do to bridge the gap.
We need to look at career paths and
reassess the skillset pipeline needed to get to
C-level. Studies show a large percentage of
women at executive level tend to reside in
HR. However, if women want to secure a CEO
or Chair position, they need to develop skills
and gain experience in more commercial,
financial and strategic roles. There is so much
more to our industry than the obvious travel
perks, so let’s look at enticing people from
graduate level into these roles, as well as
technology and business management.
I was brought in from outside the sector in
2012 as my employers wanted a specific
management skillset to help implement
efficiencies into a rapidly growing business. I
already had these skills when I came into the
sector, which led to my career being fasttracked
and to my current CEO role.
Central to many women’s careers is the
break taken to raise a family or provide care.
Much has progressed and we are all more
aware that everyone needs to have a healthy
work life balance, but in practice we still fall
short. Cultural practices in our industry, with
long hours and overseas travel, can put up
barriers. We need to ensure that jobs are
kept open and flexible work practices such as
job shares are considered.
After I had my second child my employer
asked how I wanted to manage my return to
work, keen to find a workable solution to
getting me back on my career path. In return
he got my loyalty, commitment and
determination to make it work.
When it comes to salaries, the gender gap is
improving - 15.5% in 2020, better than 17.4%
in 2019 - but we can’t afford to take our foot
off the pedal. Any pay gap is unacceptable. In
the past I had to fight to earn close to that of
my male counterparts. When I had my
daughter 24 years ago I experienced awful
prejudice just before my maternity leave
which made me determined to ensure fair
practices are in play within my own shared
environment.
It’s worth it. Research by McKinsey &
Partners found that when companies commit
to a diverse leadership team they are more
successful. Different perspectives are key to
understanding the needs of clients and
growing a business outside of your own
demographic. Education for business leaders
is key and I have introduced a training series
with multiple business coaches and sessions
from Cranfield Business School for own SME
partnership companies.
ABBY PENSTON
iSTOCK.COM/PHOTOTECHNO
The Focus Travel Partnership is a
group of 54 independent partner
TMCs, each one a shareholder in
the company. It appointed Abby
Penston as CEO in 2019, when
it became an independent
limited company with a
turnover of over £1billion
THEBUSINESSTRAVELMAG.COM
7

ARRIVALS
UP FRONT
THE KNOWLEDGE
How to...
reimagine your business travel
Like companies all over the world, Willis
Towers Watson has been rethinking its
workplace in light of the pandemic and
quickly recognised that the changes
would also require a reimagining of its
business travel.
THE BACKGROUND
Willis Towers Watson, a global
advisory, broking and solutions
company, has 45,000
employees of whom 28,000
were travelling pre-pandemic.
Much of that travel was US
domestic, intra Europe and intra Asia, with
frequent travel between London and New
York and other key financial hubs. The
company’s 2019 T&E spend was around
$250 million. Three years ago it
consolidated its travel to American Express
GBT in 50 countries. An internal review of
the company’s workplace had already
identified a shift in the role of the office
from a place to work to a place to meet.
Collaborating closely with colleagues leading
this project, Procurement Director Emma
Jones set up a team to embark on a
simultaneous review of the company’s
approach to business travel.
THE PROCESS
Starting from the place of zero travel, they
engaged with colleagues from across
different parts of the business and across
the company’s global offices to gain an
understanding of why they were travelling,
how frequently, and how
that travel impacted the
success of the business.
“We needed to identify
those in-person
interactions that drive
the greatest returns and
add value back into the
business and those
If the appetite isn't
there, and the timing
isn't right, you're not going
to achieve the level of buy-in
you need”
which could be done virtually with no
impact on revenue,” says Jones. “We also
needed to consider what the impact of any
travel would have on colleague wellbeing,
our cost base and sustainability, with a
reduction in CO2 one of the main
objectives.” The key to all of this, she
explains, was to truly understand “the
business of our business” by identifying the
different functions and personas within the
company and understanding how and why
they interact.
At the same time, Jones and her team
consulted with their TMC and buyer focus
groups to gauge what approach other
businesses were taking and also adopted
elements of a Purposeful Travel Framework
being developed by consultants Festive
Road.
THE CHALLENGE
“It’s always critical to have
advocates to help drive
your message forward.
The earlier you can have
conversations to
explain and spread
the message the
better," says Jones.
"We probably would
have liked to have
started those
conversations a bit
earlier and, in
hindsight, we could
have engaged with
more people, for
sure. The timing is absolutely crucial.”
Jones admits she was lucky because she
was able to “almost piggy back” on to the
work being done on the return to office,
which already had strong stakeholder
engagement. “We were able to take some of
this narrative and mould and adapt it. But if
the appetite isn’t there, and the timing isn’t
right, you’re not going to achieve the level of
buy-in you need.”
THE RESULT
It’s still a work in progress,
but the ultimate goal is to
establish a clear set of
guidelines that appeal to
all of the business
segments, shaping how
people will interact - both internally and
externally - and making it completely
transparent for managers, budget holders
and colleagues to recognise what
permissible travel will look like. “As the
value of travel becomes more visible as an
enabler to the success of the business, the
travel team naturally becomes an adviser to
the business,” adds Jones. “It changes the
dynamic quite considerably and there is a
huge opportunity for the travel
management function to be elevated.”
8 THEBUSINESSTRAVELMAG.COM

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THE NEWS REVIEW
G O O N L I N E F O R L A T E S T N E W S
AMADEUS MAKES SIGNIFICANT
PROGRESS WITH NDC CONTENT
Sustainability tech
start-up branches out
CARBON offsetting start-up Trees4Travel has signed a
number of key partnerships in the business travel sector.
The company, which has developed technology to calculate
CO2 emissions for travel and provide monthly reporting, has
partnered with Focus Travel Partnership, the BTA and Sabre
since the end of last year.
Most recently it has joined forces with Travelogix, the
travel management data specialists, and also with Capita
Travel and Events. More partnerships are in the pipeline.
Based on the carbon footprint of each trip, Trees4Travel
arranges the planting of indigenous saplings on sanctioned
reforestation projects.
Besides offering individual trees, the company has entire
forests available for larger partners, which can be branded.
AMADEUS and International
Airlines Group (IAG) have signed
a “milestone” NDC agreement.
It means content from IAG
airlines – British Airways, Iberia,
Aer Lingus and Vueling – will be
made available through the
Amadeus Travel Platform.
BA and Iberia NDC connections
are scheduled to be in place for
the second half of this year, with
Vueling following in 2022.
Describing the agreement as an
"important moment" for the travel
industry, Javier Laforgue, Amadeus
Executive Vice President of Airline
Distribution & Content Sourcing,
said: “NDC and the integration in
the Amadeus Travel Platform will
equip IAG to reach our industry’s
new opportunities and meet
changing traveller needs head-on.
“This agreement once again
reinforces the value of our
technology and collaborative
approach across the industry to
bring NDC to scale.”
Amadeus has also renewed its
content distribution agreement
with BA's oneworld partner,
American Airlines, including
NDC-enabled content.
BUYERS GET FREE TOOL TO
HELP THEM REIMAGINE TRAVEL
FESTIVE ROAD has launched a ‘Purposeful Travel
Model’, a free resource to help travel managers and
organisations reimagine their business travel as they
come out of the pandemic crisis.
Created with the input of a group of buyers, it's a
follow-up to the group's 'Permissible Travel Framework',
which was made widely available to the sector last year
and was accessed by more than 8,000 companies.
[ NEWS BITES ]
>> ADVANTAGE TRAVEL PARTNERSHIP and WIN Global Travel
Network have partnered with the ASAP, whose accredited
members will be featured in their 2021 global accommodation
programme allowing TMCs to identify providers which meet safety,
security and infection control hygiene standards >> THE BTA has
appointed two new Board Directors – Katherine Gershon,
Managing Director of Wexas, and Chris Galanty, Global CEO of
Flight Centre Corporate >> HEATHROW EXPRESS has introduced
a newly-refurbished fleet of trains, the first fleet refresh since
1998. The 12 Class 387 trains have been up-cycled from GWR “in
keeping with Heathrow Express’ sustainability values” with more
space for wheelchairs and double the number of toilets.
5%
2020 bookings that
went ahead
Data from Travelogix,
based on the analysis of
10.51m records created
between 2019 and 2020
from TMCs that had
transacted continuously
during this time,
showed that, due to the
pandemic, only one in
20 bookings made for
and during 2020
actually went ahead
10 THEBUSINESSTRAVELMAG.COM

THE NEWS REVIEW
T H E B U S I N E S S T R A V E L M A G . C O M
IN BRIEF
Booking fee
Emirates will charge
TMCs a fee of up to $25 for
GDS bookings from July 1.
At the same time it will
introduce a range of
content and services on
its NDC-enabled direct
platform, Emirates
Gateway.
City pad
Synergy Global Housing
has opened a 41-unit
property in The City of
London as part of its plans
to operate in key European
gateways
Seat extension
Delta has extended
its policy of blocking
middle seats until the
end of April 2021.
Special agent
British Airways/IAG has
appointed TMC, Good
Travel Management, as
a Specialist Agent.
Flights suspended
South African Airways has
cancelled all international
flights until at least
October 30 and domestic
services until April 30.
Team support
Accor and Microsoft will
roll out All Connect, a new
hybrid meetings concept
supported by Microsoft
Teams, starting in April.
T5 opening
An ibis budget has opened
at London Heathrow T5
following an exchange of
contracts with Accor and
UK hotel management
company, RBH. The
297-bedroom hotel
features free Wi-Fi as
standard. Rates start from
£39 per room per night.
BLACKLANE, THE CHAUFFEUR SPECIALIST,
IS ROLLING OUT ITS CHAUFFEUR HAILING
SERVICE IN 21 CITIES DURING MARCH,
INCLUDING LONDON, PARIS, AND BERLIN.
FARES ARE SET BY SHORTEST DISTANCE.
JetBlue's Mint gets a
fresh new look
JETBLUE'S business class, Mint, will have a new look when
the low-cost airline launches its London to New York flights
this summer.
The first complete redesign of Mint since its conception in
2014 was carried out in partnership with Acumen Design
Associates and was inspired by the airline's wish to make
premium travel across the U.S. less stuffy.
Cabins will have 24 private suites with a sliding door for
every passenger. Each seat is layered with adaptive foam
and a breathable cover to “create a cool and comfortable
sleep experience". As part of the refresh, JetBlue will also
introduce its latest innovation, the Mint Studio.
The airline claims it will offer more space in a premium
experience than any other airline in the U.S.
ITM
Scott Davies
Chief Executive
It’s almost two years since
ITM’s last in-person conference,
in Brighton, but it’s
important to look for positives
and Covid vaccines mean that
we are, at least, a step closer
to being together again than
we were yesterday.
For ITM’s 2021 annual
conference, however, we took
the decision to convene
virtually once more in April.
The conference theme is
‘Revive’, with a programme
aimed at supporting the
rebirth of business travel and
helping members optimise
their place within it.
Looking for those positives
again, there are two key
advantages of a virtual event.
Firstly, more delegates can
attend. Secondly, you can aim
high with your speakers
because the logistics are less
challenging. So, we’re
expecting nearly 1,000
delegates and our keynote
speakers include two sporting
legends: Gary Neville,
ex-footballer and hospitality
entrepreneur, and Martin
Offiah, ex-professional rugby
player and champion of
diversity and environmental
issues. Plus, we have lined up
global airline CEOs and
insights from the superb
IPSOS Mori.
We can’t wait to see you on
April 27-28. The Revival is on!
THEBUSINESSTRAVELMAG.COM
11

THE NEWS REVIEW
G O O N L I N E F O R L A T E S T N E W S
BTA COMMENT BTA UPDATE
UK needs economic
shot in the arm
For the first time since the
beginning of 2020, there’s a
spring in my step. We finally
have the beginnings of a
roadmap out of quarantine
hotels, ever-fluctuating
travel corridors and total
travel bans.
The Prime Minister has
not waved a magic wand for
a miraculous recovery for
the travel industry, but he
has given both the business
and leisure markets hope.
The new iteration of the
Global Travel Task Force is
working with leading
industry bodies, including
the BTA, to put detail on
the roadmap out of the
current quagmire. This
plan needs to take a
long-term approach as we
learn to live and travel
alongside Covid-19.
I firmly believe that
international standards on
pre-departure testing and
vaccine certification are the
only way to ensure Britain
can be a truly global trading
nation once again.
It is into this more hopeful
environment that the BTA
has launched its vision for
business travel in 2021 and
beyond, in partnership with
Amadeus. It is up to us as
an industry to nurture travel
Clive Wratten
Chief Executive Officer
confidence and get
companies who urgently
need to travel for work
moving once again.
It is clear that corporates
are going to prioritise their
duty of care and take a
more mindful approach to
the return to travel.
Travel management
companies are going to be
more vital than ever in
meeting these demands
and working to provide
Covid-secure programmes.
However, we recognise
that it is going to be a
gradual return to travel.
The Chancellor’s decision
in early March to extend the
furlough scheme until the
end of September will keep
skilled people in our
industry. However, a
looming talent gap is a huge
threat to our survival and
only further targeted
support rather than
exclusion from the loans
offered to the hospitality
and retail sectors will save
our sector from another
avoidable cliff-edge.
Alongside vaccinations, an
economic shot in the arm is
needed to prepare British
business for the opening of
borders and life travelling in
the new normal.
IHG poll reveals what
travellers miss most
NEARLY one in three UK business travellers are feeling
demotivated by a lack of work trips, according to a survey by
IHG Hotels & Resorts.
Its survey of 2,000 UK travellers, conducted in January via
OnePoll, also found 40% miss face-to-face meetings, 46%
miss being able to stay in a different city, 20% miss being
able to order room service and 38% miss having some time
and space to themselves.
Karin Sheppard, the hotel's SVP, Managing Director for
Europe, said: “While many companies have successfully
adapted to working in a completely virtual environment you
cannot replace face-to-face interaction and the valuable
relationships that brings."
GBTA REPORT: UK BUSINESS
TRAVEL WILL BE HARDEST HIT
BRITAIN willl be the world’s worst
hit business travel market, a
gloomy GBTA report has forecast.
The association’s BTI Outlook,
which focused on Europe,
concluded that a combination of
the UK's "slower response" to the
pandemic and ongoing Brexit
uncertainty will make it the
hardest hit out of the top 15
business travel markets in 2020,
with the U.S. and Germany
following closely behind.
Business travel spend in the UK,
U.S. and Germany is expected to
have fallen by 61.7%, 61.1% and
60.9% respectively last year,
according to the report.
It said GDP in the Eurozone is
estimated to have shrunk by 7.4%
in 2020, compared to 4.4%
globally, and more sharply in the
UK (11.2%). But in 2021 the UK’s
GDP growth is expected to bounce
back more strongly (by 4.2%) than
the rest of the Eurozone (3.6%).
12 THEBUSINESSTRAVELMAG.COM

THE NEWS REVIEW
T H E B U S I N E S S T R A V E L M A G . C O M
PARK PLAZA EXTENDS COVID
REASSURANCE PROGRAMME
PARK PLAZA has introduced a
dedicated programme, Reassuring
Meetings & Events, designed to
enhance safety measures across
its hotels in preparation for the
safe return of meetings, events
and conference clients.
An extension to the brand's
Reassuring Moments programme,
it guarantees flexible terms and
conditions, including cancellation
and payment policies, plus free
WiFi, high-quality audio-visual
equipment and hybrid solutions
across all properties.
It also ensures customers wil be
ATPI EXPANDS EUROPEAN
FOOTPRINT WITH ACQUISITION
allocated a dedicated planner for
every event and will be provided
with contactless experiences in
most hotels.
Further Covid safety measures,
such as temperature checks, hand
sanitising stations and revised
capacities, will be ensured in line
with local government guidelines.
Meanwhile, cleaning and
disinfection has been enhanced in
all areas, with particular attention
to high-touch items, and instructions
and re-directing will also be
in place to help maintain social
distancing measures.
ATPI GROUP has acquired German travel agency
Hamburg Süd Reiseagentur GmbH from Danish
shipping conglomerate A.P. Moller - Maersk.
The company said the strategic takeover marks further
expansion of its footprint in the European corporate
travel market and strengthens its position as a specialist
TMC for the global marine industry. The team at
Hamburg Süd Reiseagentur will transfer to ATPI.
Report highlights
rapid transformation
TECHNOLOGICAL transformation in business travel that
would usually take place over two to three years happened
in just the first six months of the pandemic, according to a
joint White Paper from the BTA and Amadeus.
The report, the Future of Business Travel, says this
transformation will meet demands for contactless and risk
managed travel when corporate travel returns.
But it stressed the human element of managed business
travel is still vital, with 51% of business travel specialists
seeing human interaction as the number one factor in
winning clients and delivering effective travel programmes.
The paper was based on global data from Amadeus
alongside interviews with eight of the BTA’s Board members.
81.5%
Drop in hotel bookings
HotelHub, the hotel
booking platform that
powers many TMCs,
looked at data from its
top 10 destinations by
booking volume and
found figures dropped
by 81.5% year on year
between March and
December, due to the
Covid pandemic
[ NEWS BITES ]
>> INTERNATIONAL TRAVEL PARTNERSHIP has signed a new
strategic agreement with ABC Global Services, specialists in global
hotel programmes >> TAPTRIP has launched Vessul, a product
designed to support the flow of goods and people within the
marine and energy industry >> TRAVELPORT has launched a 'bold
and distinct' new visual identity to reflect a transformation of its
business >> CONFERMA PAY has expanded its role in the SAP
Concur partner programme, providing virtual payment technology
across all SAP Concur travel and expense products >> MALAYSIA
AIRLINES has announced plans to introduce the a digital health
pass, incorporating modules from IATA’s Travel Pass, to its mobile
app >> PREMIER INN has become a strategic partner of the BTA.
THEBUSINESSTRAVELMAG.COM
13

THE REVIEW
F O R L A T E S T N E W S V I S I T T H E B U S I N E S S T R A V E L M A G . C O M
EVENTS
APRIL 27-28 2021
ITM CONFERENCE
Virtual
itm.org.uk
MAY 21-24 2021
ADVANTAGE CONFERENCE 2021
Madeira
advantageconference.co.uk
JULY 12
SUZANNE NEUFANG ANTHONY CAPUANO JASON GEALL
JOINS: GBTA
AS: Executive Director
FROM: HRS Global Hotel Solutions
After an 'exhaustive review' of
around 130 candidates,
Suzanne Neufang has been
appointed Executive Director
of the GBTA, replacing interim
David Hilfman.
PROMOTED TO: CEO
FROM: President Global Development,
Design and Operations Services
AT: Marriott International
Anthony Capuano takes over
the helm at Marriott after the
death of CEO Anse Sorenson,
aged 62, after he lost his battle
with pancreatic cancer.
PROMOTED TO: Senior VP & GM EMEA
AT: American Express GBT
FROM: Senior VP & GM UK and Northern
Europe, American Express GBT
Jason Geall, who joined
American Express GBT in 2015,
has been promoted to the
newly-created position of
Senior VP & GM EMEA.
TBTM DINNER CLUB
Corinthia London
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JULY 17-21 2021
GBTA CONVENTION 2021
Orlando
convention.gbta.org
SEPTEMBER 14-15 2021
THE BUSINESS TRAVEL CONFERENCE
London
thebusinesstravelconference.com
SEPTEMBER 15 2021
THE BUSINESS TRAVEL PEOPLE AWARDS
London (evening event)
thebusinesstravelpeopleawards.com
JULIAN MUNSEY JILL PALMER LYNNE EMBLETON
JOINS: Meon Valley
AS: Sales Director
FROM: Reed & Mackay
Julian Munsey, formerly Senior
Manager, Strategy and Consulting
for Reed & Mackay and
before that Head of Sales at
Hillgate, has joined Meon
Valley as Sales Director.
LEAVES: Click Travel
AS: CEO
TO: Pursue the next chapter
Jill Palmer has left Click Travel
to 'pursue the next chapter of
her career'. She joined the TMC
eight years ago as Operations
Director and was promoted to
CEO in July 2015.
JOINS: Aer Lingus
AS: Chief Executive
FROM: International Airlines Group
Following Sean Doyle's move
to head up sister airline British
Airways last year, Lynne
Embleton, IAG Head of Cargo,
will take over as Chief
Executive of Aer Lingus in April.
SEPTEMBER 30-OCTOBER 1 2021
BUSINESS TRAVEL SHOW
ExCeL London
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OCTOBER 5 2021
TBTM DINNER CLUB
Corinthia London
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OCTOBER 13-15 2021
GBTA CONFERENCE EUROPE
Weisbaden
europeconference.gbta.org
C
M
Y
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Untitled-1 1 15/12/2020 15:38
14 THEBUSINESSTRAVELMAG.COM

TRAVEL
MANAGEMENT
CoMPANIES
Y O U R 2 0 2 1 G U I D E
AS BUSINESS TRAVEL RESTARTS, THE ROLE OF THE TMC
WILL BE MORE VITAL THAN EVER. HERE'S OUR GUIDE TO
THE LATEST TRENDS AND DEVELOPMENTS
Introduction, 3-5 / Covid response, 6-9
TMC sector update, 10-12 / The Directory, 14-17
Spotlight on TMC fees, 18-20 / Insight, 22

Postage stamp
that changed
the world
Rowland Hill, a teacher, invented the Penny Black in 1840. The world’s first ever
adhesive stamp set the price by weight instead of distance. His pioneering thinking
was the Victorian equivalent of the internet and changed the world – going from 80
million letters in a year to 2.3 billion worldwide.
Pioneering a
better way
to pay
With the global travel industry enduring a shutdown for an entire year,
many conventional business travel practices might prove unsustainable.
So now is exactly the right time to re-set expectations; giving clients a choice
on how to pay for managed travel services in a way that makes more sense.
We’ve wrapped our travel services under a single subscription fee that takes
care of everything your travellers need, keeps them within policy and helps to
achieve your travel programme goals. It isn’t that radical, but it is an entirely
fresh approach and perhaps remarkable in the days of Netflix and Amazon that
Blue Cube is the first travel management company to implement this for its
clients.
Breakthrough thinking changes more than just the rules of how
a market works, it also delivers greater customer value.
TO FIND OUT MORE TALK TO US ON 0208 948 8188 - OR EMAIL sales@bluecubetravel.co.uk
www.bluecubetravel.co.uk

Introduction / TMCs
TIME out
The business travel pause has given corporates
the chance to rethink and reset – and TMCs
are stepping in to help, says Gill Upton
Photo by isco on Unsplash
Timing is everything, so the saying
goes, and this couldn’t be more
true during a global pandemic.
While the first few months were busier
than ever for TMCs and corporates alike
– with frantic repatriations, refunds,
cancellations, learning best practice and
certifying Covid-friendly suppliers – after
that, there was a vacuum.
For travel managers with time on their
hands it offered a time for reflection and
the chance to review travel suppliers to
ensure they were still the best fit.
While there has been some RFP activity,
most notably BP, Google and the U.S. Army,
for the most part the last two quarters of
2020 and the start of 2021 triggered a rash
of internal policy and process reviews.
“It feels like travel managers came into
2021 on the attack and with a clear plan as
to what needs to be done this year,”
observes Caroline Strachan, Partner in
Festive Road. “As companies start to
articulate their return to work, or virtual
first strategies, travel managers have a
great opportunity to align purposeful travel
to their new organisational ways.”
THEBUSINESSTRAVELMAG.com
3

TMCs / Introduction
Dylan Ferreira on Unsplash
It feels like travel
managers came into
2021 on the attack and with
a clear plan as to what needs
to be done this year”
Ironically, as James McIlvenna, UK Head
of Account Management at Corporate
Traveller, remarks, “All the key players have
been on the ground and in the same
country so they have been able to do the
analytical work necessary.”
Strategic direction
Corporates know they are able to operate
virtually and are questioning whether that
would be the right strategy going forward.
Supporting such a move is the very real
condition of traveller anxiety; Road Warriors
have enjoyed downtime with family and
may not be keen to kick-start that multiple-
Red-Eye style of working life. Travel
disruption in 2020 also meant that
sustainability targets were met, so how do
they maintain that for 2021 and beyond?
These are all issues the TMC can provide
solutions to. Corporate Traveller, for
example, has witnessed an about-turn in
how its clients want TMC reviews to be
undertaken. Says McIlvenna: “We normally
stage quarterly reviews, of cost efficiencies
mainly, but that’s been stripped away as
now we need to show value. We’ve created
specific reviews around topical subjects,
including duty of care, policy tools,
wellbeing, supplier vetting and how to run a
greener travel programme.”
These elements were always part of the
reviews but only as sub-categories; now
they are main agenda topics. “It’s been great
to re-set the dial on that,” says McIlvenna.
While TMCs have undoubtedly proved
their worth during Covid, their challenge for
now is to have sufficient cash in the bank
and staff on the ground to meet the new
demands of their clients.
According to GBTA, 79% of 1,000 TMCs
surveyed globally have laid off staff, 86%
have been furloughed and 77% are likely to
make further reductions in staffing levels
over the next 12 months. Some 25% of the
sample were European TMCs.
“It’s a challenge in terms of resources and
skills set,” says Catherine Logan, Regional
Vice President, EMEA, at GBTA.
A follow-up GBTA survey in February 2021
of the same sample tracked the measures
corporates took as a result of Covid,
revealing that 55% laid-off employees, 46%
furloughed employees and 44% cut pay.
Among respondents who report their
company has furloughed employees, almost
half (45%) say that some have returned to
work. An additional one-quarter report all
(10%) or most (15%) have returned to work,
while almost one-third (30%) say all
furloughed employees remain furloughed
or have since been laid off.
Shift in demand
Skeleton staff won’t be able to service an
increasing demand for high-touch, white
glove service. BTA CEO Clive Wratten points
out that there are a lot of experienced staff
made redundant last year who still haven’t
secured jobs but who can be re-employed
when business returns.
The pre-Covid trend of placing more travel
into a self-booking tool has been
mothballed for now, with most industry
observers predicting that once traveller
confidence returns demand for online
bookings will surge once again.
TMC financials are another matter, as
gone are the buckets of supplier
commissions exacerbated by greatly
diminished transactions fees.
A survey of travel buyers by ITM at the
end of 2020 found 63% would be open to
changing the structure of their TMC
agreement to support recovery.
When buyers were asked what changes
they expect to their TMC commercial model
as a result of the pandemic, 10% said they
expect a move to menu pricing, 10% said a
shift to a management fee, 15% specified
'other', 2% to a subscription fee model and
4 THEBUSINESSTRAVELMAG.com

Introduction / TMCs
38% said they expect to see a mix of all of
those. But at the same time, over a third
(37%) said they don't expect any change.
Recognising the need for change, the BTA
commissioned consultants Nina & Pinta to
publish a guide on future TMC financial
models (see feature on page 18-20). Future
charging mechanisms mean similar fee
levels but new ways of paying. Next on the
agenda is a guide to the RFP process.
Stick it out
If your TMC relationship has survived the
extraordinary and unprecedented last 12
months then it’s certainly worth saving and
avoiding the cost and angst of an RFP.
“Hold fire,” is independent consultant
Chris Pouney’s advice. “Every TMC is in a
massive flux and so are the corporates,” he
says. “It is hard to fully appraise or select a
supplier when you have no idea what your
business will look like in 12 months’ time
though, so there are pros and cons to this.”
Arguing for no change is Kate Watson,
Head of Consulting UK & Nordics at Areka
Consulting, who says: “It’s not the perfect
time to switch TMCs in such a volatile
marketplace at the moment.”
Corporates will be adjusting the size of
their travel spend in a downwards direction
and focussing on duty of care and a
stronger approvals pre-trip process as part
of their Return To Travel programmes, “and
for that they need to work closely with their
TMCs,” adds Watson.
Corporates do not know what they don’t
know and TMCs can fill that void. In their
corner “C-Suites see the value of the TMC
more now,” says Areka’s Watson.
Nicola Cox, Director at Midas Travel,
believes the pandemic has brought to the
forefront the real value of the TMC service
"We have become the go-to font of
knowledge for clients. We’ve demonstrated
our level of consultancy and increased our
capacity to advise far beyond the basics of
point-to-point business travel," she says.
"Our sources are continuing to widen; as
not only do we need to be up to speed with
the latest legislation and in-country travel
requirements, but also the daily changes
and product variations of our suppliers.
We’re becoming more and more of a full
travel management solution for clients.“
Paul Tilstone, Managing Partner of Festive
Road, predicts that as the business travel
sector comes out of the pandemic crisis
TMCs will play an integral role in the new
focus on why employees should travel.
“Until now, TMCs have been primarily
focussed on the 'what and how' of travel
programmes – delivering policy, booking
travel, collating data and so on. But in an
era of purposeful travel there are all sorts
of opportunities to develop some of their
more valued capabilities we have seen
evolve over the last decade," he explains.
Tilstone believes that designing policies
and processes to support the
implementation of a purposeful travel
programme will present another
opportunity for TMCs to demonstrate their
value, along with their ability to analyse
new data to continuously refine the
approach and develop services which meet
the new requirements.
“In a purposeful travel era, where travel
budgets are built from the bottom up and
the focus is on where travel brings value,
there are all sorts of implications for the
commercial relationship between TMC and
buyer too," he adds.
“If TMCs can support companies to
become more strategic with their travel
investments, then the commercial dynamic
is changed and true value can be realised
both for the customer and TMC. A natural
side-effect of this, of course, is that buyers
will only contract a TMC for services their
company values, but this isn’t to be feared.”
If your TMC
relationship has
survived the extraordinary
and unprecedented last 12
months then it's certainly
worth saving and avoiding
the cost and angst of an RFP”
Photo by isco on Unsplash
THEBUSINESSTRAVELMAG.com
5

TMCs / Covid response
SUPPORT
systems
With a raft of new products and services TMCs
are playing a vital role amid the current travel
complexities. Gill Upton reports
Here’s the dilemma: the dire
economic climate is forcing
companies to introduce more
rigid travel policies and reductions in
spend while Covid-19 dictates that those
changes must accommodate a far more
robust duty of care programme, in terms
of traveller wellbeing and safety, which
often means higher cost.
It’s a tough balance to strike between cost
and risk mitigation and TMCs have been
demonstrating just how to deliver that
through real-time traveller tracking, a
tighter pre-trip approval process, up-to-date
travel alerts, Covid-related intelligence and a
raft of new-fangled reports to dice and slice
to maintain cost controls.
It's taken a global
pandemic for TMCs to
prove they are vital partners
in the travel space, something
that historically they have not
been good at articulating"
“Clients already have access to this,”
argues Nicola Cox, Director at Midas Travel.
“What they’re seeking more of is an
integrated and advisory approach. Our
clients know us for our proactivity and rely
on our advice on traveller wellbeing,
protecting supplier partnerships and
restoring traveller confidence.”
The picture of Covid readiness varies
among TMCs but generally they have not
been idle. Ahead of the curve initially were
the digital TMCs. The likes of TripActions, for
example, swiftly added new functionality to
help instil confidence and protect travellers.
This included an enhanced Covid-19 report,
deeper policy controls and customisation,
real-time data for travellers, automated
unused tickets and waivers within the
booking flow, a recovery app to assess the
safety of planned travel and webinars to log
best practice for travel managers.
More recently, travel data platform Shep
has added Covid-related perimeters to its
browser extension, sharing guidance on
thousands of websites. Tripkicks has done
something similar, adding actionable
insights to its Concur booking overlay.
6 THEBUSINESSTRAVELMAG.com

Covid response / TMCs
THEBUSINESSTRAVELMAG.com
7

TMCs / Covid response
Travel is going to get
more complex and
clients want somebody to take
it all away from them and own
it. If TMCs sell that vision
clients won't baulk at the cost
of the service”
Fello introduced the Amadeus platform
to collate the latest Coronavirus travel
information and a chatbot, Feasy, to pull all
relevant travel information together into
one place by destination, saving consultants
time and removing potential errors.
The Focus Partnership introduced Pinpoint
so members and their clients can check
where travel teams have been and are due
to go. It sends direct messages to travellers
on the move and each traveller location is
overlaid with FCO and Covid intelligence.
Reed & Mackay (R&M) undertook a rash of
developments. It integrated hotel Covid-19
safety intelligence, such as Stay Safe, so
clients could make smart decisions about
'Covid-friendly' places to stay, and it did the
same for airlines. The TMC also introduced
enhanced risk intelligence, including a
Covid-19 traveller tracking map and emails
to remind travellers to complete health
forms, for example.
R&M has also partnered with CityDoc to
provide Covid-19 tests and an exclusive
agreement with Healix International will
provide clients with a layered risk
assessment tool with instant assessments
of the medical and logistical risks of
proposed travel itineraries.
The TMC’s clients can also view air travel
carbon emissions at point of sale, whether
using R&M/Book or booking through a
travel team, and see how a modal shift
would save carbon. This data flows through
seamlessly to the post-trip reporting.
Additions at Advantage include a duty of
care product suite covering traveller
tracking and risk management products,
Maiden Voyage Covid traveller training
models and accommodation accreditation
in partnership with GSA.
The consortium has also introduced
carbon off-setting and reporting tools,
enriched its 2021 GDS accommodation
programme, and will introduce new
corporate travel insurance policies via
Advantage Financial Services.
Travelport, meanwhile, has added a new
Stay Safe feature for agents connected to its
API or Smartpoint agency desktop solution.
American Express GBT launched Travel
Vitals, a single source of information
aggregated by multiple sources by
destination, airline, airport, hotel chain,
train operator and ground transport
provider. It flags up Covid-19 hotspots and
shows traveller restrictions by location.
The TMC also launched a push notification
feature in its mobile app, called Program
Alerts, which allows travel managers to send
messages to travellers. A third product
launch, Expert Auditor, allows clients to
configure and customise rules to be applied
automatically to bookings and flags noncompliant
travel for approval.
Amex GBT also launched two new features
on its booking tool Neo: a new sustainability
feature which filters carbon emissions by air
and rail, and a facility to display the hotel
option that meets a client’s environmental
standards and criteria.
Aside from launching Covid-related tools,
FCM staged internal client surveys to gauge
traveller sentiment about a return to travel.
CTM launched a Covid Hub with
centralised access to up-to-date Covid
insights. “We also include supplier updates
and integrate it all in to our self-booking
tool,” explains CTMs General Manager Sales
Shelley Matthews.
The TMC is also providing a Covid testing
facility clinic, home testing kits and has
enhanced its approval tool to incorporate
permission to travel. A traveller wellbeing
dashboard enables clients to identify
traveller behaviours and trends that could
impact traveller wellbeing, while CTM's
Climate + programme, set up in
partnership with South Pole, provides tools
to track the environmental impact of travel,
and also solutions to help clients reach
carbon neutrality goals.
Over the next few months CTM will
improve user functionality on its portal and
self-booking tool to improve visuals and
reduce the number of clicks.
The message that TMCs are the vital
conduit of relevant Covid-19 information
for travellers has reached the normally
hard-to-access firms in the unmanaged
space and many TMCs are reporting brisk
business in this area.
It’s taken a global health pandemic for
TMCs to prove they are vital partners in the
travel space, something that historically
they have not been good at articulating.
“They have communicated that they are
clients’ centre of excellence and will make
sure that travellers have everything they
need. Travel is going to get more complex
and clients want somebody to take it all
away from them and own it,” says
independent consultant Chris Pouney.
“If TMCs sell that vision, clients won’t baulk
at the cost of the service.“
8 THEBUSINESSTRAVELMAG.com

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XXXXXXXXXXXXXXX
TMCs / Consolidation
SURVIVAL
of the fittest
Covid has already triggered TMC consolidation, and some
failures too, so what does the future hold, asks Gill Upton
Of the 57 members of the Focus
Travel Partnership, two have
sadly gone to the wall – maritime
specialist Horncastle Executive Travel
and Thorntons Travel – and others have
changed hands, resulting in inevitable
job losses. It’s a sad legacy of Covid-19
and many fear it won’t end there.
“I’d like to think that was it but it would be
naive to think there won't be more disastrous
consequences of Covid,” says Abby Penston,
CEO of the industry body that provides
buying power and support for SME TMCs.
To secure Focus membership, TMCs are
fully vetted, including checks from airlines
and the need for an IATA licence. The
organisation is also supported by the
Federation of Small Businesses.
Members go through similar financial
checks and due diligence as part of the
application process at the Advantage Travel
Partnership. “However, the main benefits
include elevated positioning, as part of a
larger collective group, aggregation of
spend to drive collective rates, value and
terms and drive efficiencies for the tri-part
relationship," explains Sonia Michaels, the
group's Head of Business Travel Services.
In terms of other consortia and industry
membership organisations, no BTA
members have failed to date and it’s
encouraging that the organisation
represents 90% of all
TMCs in the UK.
However, hit with the
double whammy of zero
supplier revenues and zero
customer revenues it’s difficult to imagine
how any TMC has managed to survive the
last 12 months.
Cash reserves
There is seemingly no rhyme or reason for
which TMCs make it and which go to the
wall. As BTA Chief Executive Clive Wratten
points out: “Size is no guarantee or the
governing factor in survival. Being small
and nimble is often better."
10 THEBUSINESSTRAVELMAG.COM

Consolidation / TMCs
Size is no guarantee
or the governing
factor in survival. Being small
and nimble is often better”
Wratten does concede, however, that cash
allows the ability to innovate.
Clarity has Middle Eastern money backing
it while venture-capitalist-backed TMCs or
those with good investment pots behind
them have endured and even expanded
their horizons.
Last August, for example, FCM's parent
company Flight Centre Travel Group
announced its acquisition of San Franciscobased
WhereTo, while the following month
CTM purchased Travel and Transport,
including its Radius Travel business.
In October, American Express GBT
acquired technology start-up
30SecondsToFly, a specialist in artificial
intelligence and business travel messaging.
In December Blue Cube Travel launched a
franchise venture, Blue Cube Associates, in
an effort to soak up the skills of those made
redundant, while 2021 kicked off with two
purchases: TravelPerk acquired Santa
Monica-based business travel platform
NexTravel, as part of its expansion plans in
the U.S. market, and American Express GBT
bought high-touch TMC Ovation Travel
Group. Most recently, acquisition-hungry
Traveleads purchased Omega Business
Travel. It also snapped up Southamptonbased
Sterling last June.
Those TMCs who are busy building new
capability also have a good chance of
THEBUSINESSTRAVELMAG.COM
11

XXXXXXXXXXXXXXX
TMCs / Consolidation
survival.
Developing new
products and
services will win over
corporates but sitting
back and waiting will not.
“TMCs have to provide a greater value
proposition after Covid as those are the
differentiators in the business,” says David
Chappell, Country Director UK at travel
software Midoco.
One potential growth area for TMCs is
those corporates in the unmanaged SME
space. Indeed, Corporate Traveller won 42
new SME clients between July and October
2020, with a combined annual pre-Covid
spend of £18.7 million.
Emergency measures
When Covid hit most TMCs acted quickly to
take their business models back to basics to
future-proof their organisations.
Next came redundancies and furloughing
of staff, along with mothballing of offices
and a move to remote working when the
technology and funds allowed.
Adapt or die has been their modus
operandi and Focus’ Penston believes that
technology will be the key in building back
TMC business in a post Covid world.
“Fuse that with their knowledge and
skillset and you’re going to see some
exciting TMCs,” she says. Focus, for one, has
been investing in technology, expressly
Pinpoint traveller tracking software and
Farecast data reporting tool.
Arguably, technology will eradicate the
need to bring back all redundant or
furloughed staff, according to one industry
observer who preferred to be anonymous.
“Everything can be automated. I won’t
need to bring back all my workforce,” she
says. American Express GBT used the
period last year to reset. It has expedited
technology launches, re-designed service
configurations, launched Neo1 for the
unmanaged sector, given its GMs more
customer focus and created global
customer partnerships.
Some 60% of Amex GBTs workforce was
already remote working so the TMC already
boasts a large flexible workforce.
“We have implemented many changes,”
says Jason Geall, VP & Regional GM EMEA.
“Our business response plan is in place.
We've had to look at the size of the
organisation and we've achieved most of
that reduction with voluntary redundancies,
making sure we’re ready for the return."
Reed & Mackay has also re-sized its
business. “We’ve cut our cloth accordingly
and protected as many jobs as we can,”
says CEO Fred Stratford. It has private
equity firm Inflexion behind it. “They see
the long-term value of our sector,” he adds.
Skills gap
One concern in the sector is the loss of key
skills, including those in centralised
management functions. The upside will be
leaner and fitter TMCs, layered with an
element of de-globalisation, a move
to be best-in-market and growth in
niche TMCs in industries such as
entertainment and oil and gas.
Chris Crowley, Partner at
consultants Nina & Pinta, neatly
sums it up as “specialisation,
regionalisation and marginalisation”.
As we come out of the pandemic,
corporates will be understandably nervous
about the financial viability of their TMCs
and are asking questions about business
continuity, cash liquidity and forward
planning for the most part.
“Some clients are nervous about the
stability of their TMC,” confirms Shelley
Mathews, GM Sales at CTM.
One concern in the
sector is the loss of
key skills, including those
in centralised management
functions. The upside will be
leaner and fitter TMCs"
“Are they ready to do business again, as
that really is a concern,” says Crowley.
He believes TMCs will have to move
forward with smaller management teams,
more central operations, less deployment of
technology, and centralised quality control
and payment processing, all geared to
diminishing the fixed asset cost. “TMCs are
focussing on cash containment and they’re
not at the end of that road," he adds.
So, how can clients be sure of a TMC's
viability? The general consensus is to ask
what reserves they have at the bank, how
long can they survive without income, and
ask them to share bank statements.
Transparency is key if the relationship –
yet alone the agency – is to survive.
Independent consultant Chris
Pouney says many customers are
making contingency plans should
the worst happen.
“Traditional financial instruments
such as reporting do not work well
here as it’s unlikely that a TMC in
distress would simply go under; more likely
that they (and more precisely their client
book) will be acquired.”
A rash of M & A activity this year will be
inevitable but to what extent nobody
knows. What most industry pundits do long
for, though, is BTA Clive Wratten’s
prediction for the year: “The industry is
relatively intact and I hope that 2021 will
not be any worse than 2020.”
12 THEBUSINESSTRAVELMAG.COM

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TMCs / The 2021 Directory
TMCs 2021: Who does what
Your guide to a selection of leading travel management companies in the UK (A to F)
Travel management company Website Online / Offline Company size Head office Established Alliance membership
ABT-UK abt-global.com 70% / 30% 8 UK staff/ 1 office + 400 staff globally London 2001 Advantage / Focus / LCC
Access Bookings Ltd accessbookings.com 30% / 70% 115 staff / 6 offices Lichfield, Staffordshire 1985
ACE Travel Management acetravel.co.uk 80% / 20% 12 staff / 1 office Brentwood, Essex 1992 ATG / Advantage / WIN
ALTOUR International Ltd altour.com 29% / 71% 200 UK staff + locations worldwide London 1991 Advantage / ALTOUR Global Network
American Express Global Business Travel amexglobalbusinesstravel.com Not disclosed Not disclosed London 2014
arrangeMy arrangemy.com 70% / 30% 60 staff/ 1 UK office/ 1 implant Worcester 1990 Advantage / WIN
ATPI atpi.com 45% / 55% 1500+ staff / 100+ locations worldwide London 2002
Baldwins Travel (BBTM) bbtm.co.uk 10% / 90% 5 staff / 1 office Tunbridge Wells, Kent 1895 Advantage
BCD Travel bcdtravel.com Not disclosed 14,900 staff globally London 1981
Beyond Business Travel beyondbusinesstravel.com 80% / 20% Not disclosed Belfast 2010 Advantage / Focus / WIN
Blue Cube Travel and Consultancy Ltd bluecubetravel.co.uk 30% / 70% 30 staff / 4 offices London 2003 Advantage
Business First Partnership Ltd bfp.travel 20% / 80% 24 staff / 1 office Beaconsfield, Bucks 1997
Capita Travel and Events capitatravelevents.co.uk 80% / 20% 430 staff / 3 offices Derby 1972 Advantage / GlobalStar
Clarity claritybt.com 78% / 22% 400 staff / 7 locations in UK&I Manchester 1959 Radius Travel
Click Travel clicktravel.com 90% / 10% 150-200 staff / 1 office Birmingham 1999 Advantage
Clyde Travel Management clydetravel.com 20% / 80% 83 staff / 2 offices (plus US/India/Sweden) Glasgow 1989 Advantage / WIN / Focus / Hickory
Corporate Travel Management (CTM) Europe travelctm.co.uk Not disclosed 2,700 staff globally London 1994 Owns Radius Travel
CT Business Travel ctbusinesstravel.co.uk 30% / 70% 50 staff / 4 offices Tunbridge Wells, Kent 1988 GlobalStar / Uniglobe
CWT mycwt.com Not disclosed 14,500 staff in 153 offices globally Minneapolis (global HQ) 1994
DialAFlight Corporate Travel dialaflight.com/corporatetravel 100% offline 130 staff / 4 offices London 1980
Diversity Travel diversitytravel.com 48% / 52% 141 staff in Manchester, London and U.S. Manchester 2008
EFR Travel efrtravel.co.uk 6% / 94% 46 staff / 3 offices Bushey, Hertfordshire 2002 Advantage / Focus
Egencia egencia.com 87% / 13% Not disclosed London 2002
Eton Travel etontravel.com 50% / 50% 86 staff / 2 offices Eton, Berkshire 1969 Advantage / American Express GBT TPN
FCM Travel Solutions (inc. Corporate Traveller) fcmtravel.co.uk 46% / 54% 570 staff / 20 UK offices (6,000 staff globally) New Malden, Surrey 2004
Fello fello.co.uk 25% / 75% 40 staff / 1 office London 1995 Advantage / Focus / GlobalStar
14 THEBUSINESSTRAVELMAG.com

The 2020 Directory / TMCs
Business sectors in which clients operate or the TMC specialises in
Academic/Education
Advertising
Charity
Construction/Engineering
Creative
Defence
Energy
Entertainment/TV/Film
Finance
General SMEs
Health/Medical
Insurance
Legal
Logistics
Manufacturing
Marine
Media
NGOs
Oil/Gas
Pharmaceutical
Professional services
Public sector
Recruitment
Retail
Sports
Technology
Telecomms
Touring
Transport
Utilities
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Information supplied by TMCs to The Business Travel Magazine. Annual figures quoted refer to a TMC's most recent financial or calendar year and to UK corporate business only unless stated otherwise. *inc. Altour, Pro Travel, Tzell & Colletts Travel
THEBUSINESSTRAVELMAG.com
15

TMCs / The 2021 Directory
TMCs 2021: Who does what
Your guide to a selection of leading travel management companies in the UK (F to W)
Travel management company Website Online / Offline Company size Head office Established Alliance membership
Flightline Travel Management flightline-travel.co.uk 18% / 82% 8 staff / 1 office Haddenham, Bucks 1999 Advantage / WIN / Focus
Global Travel Collection UK (GTC UK) globaltravelcollection.com 5% / 95%
55 full-time staff in 5 offices
100+ independent travel advisors
London 2006 Advantage / Virtuoso / Select
Global Travel Management Ltd gtm.uk.com 25% / 75% 18 staff / 1 office Woking, Surrey 1997 Focus / WIN
Good Travel Management good-travel.co.uk 30% / 70% 28 staff / 1 office Kingston Upon Hull 1833 Advantage / Altour
Gray Dawes Group (inc. Amber Road) gdg.travel 57% / 43% 200 staff / 4 offices Colchester, Essex 1865 Advantage / Radius Travel
Harridge Business Travel harridgebusiness.com 1% / 99% 13 staff / 1 office London 1983 Advantage / Focus
Inntel Limited inntel.co.uk 75% / 25% 80 staff / 1 office Colchester, Essex 1984 Advantage / Focus / Radius Travel
Key Travel keytravel.com 67% / 33% 140 staff in 9 countries London 1980 Advantage / CCRA in U.S
Meon Valley Business Travel Limited meonvalleytravel.com 50% / 50% 60 staff / 1 office Petersfield, Hampshire 2002 Advantage / WIN / Focus
MIDAS Travel Management midas-travel.com 15% / 85% 25 staff / 1 office London 1998 Advantage / WIN / Focus
Norad Travel Limited noradtravelgroup.com 12% / 88% 39 staff / 1 office Liss, Hampshire 1981 Advantage / Focus
Omega Business Travel (Traveleads) omegabusinesstravel.com 10% / 90% 12 staff / 1 office (before being acquired) Hersham, Surrey 1982 Advantage / Focus
Omega World Travel omegaworld.co.uk 60% / 40% 22 staff UK + 300 in 30 U.S. locations London 1972 Advantage / Focus / GlobalStar
QCTM quintessentiallyctm.com 20% / 80% 26 staff / 2 offices +3 offices globally London 1971 Advantage / Focus
Reed & Mackay (inc. Business Travel Direct) reedmackay.com 34% / 66% Not disclosed London 1962 Advantage / R&M Intl Partnership
Review Travel Limited reviewtravel.co.uk 50% / 50% 10 staff / 1 office Cheshire 1982 Focus
Selective Travel Management selective-travel.com 25% / 75% 65 staff in Belfast & Dublin Belfast 1974 Advantage
Simplexity Travel Management Limited simplexitytravel.com 5% / 95% 13 staff / 1 office London 2011 Advantage / Focus /Virtuoso
Sunways Business Travel sunwaystravel.co.uk 10% / 90% 14 staff / 1 office Longfield, Kent 1973 Advantage / Focus
TAG tag-group.com 4% / 96% 186 UK staff + 354 staff globally London 1988 Advantage / WIN / Virtuoso
Trailfinders Corporate Travel trailfinders.com/corporate 100% offline 1,100 staff / 39 offices London 1970
Travel Counsellors for Business business.travelcounsellors.com 100% offline 250 Corp. Counsellors in 7 countries Manchester 1994
Traveleads traveleads.co.uk 20% / 80% 63 staff / 4 offices Leeds 1971 Advantage / Focus
Wayte Travel Management waytetravel.co.uk 100% offline 30 staff / 3 offices London 1903 Advantage / Focus
West End Travel Ltd www.westendtravel.co.uk 100% offline 18 staff / 2 offices London 1972
Wexas Travel Management wexastravelmanagement.co.uk 35% / 65% 45 staff / 2 offices London 1970 Advantage
Wings Travel Management wings.travel 15% / 85% 80 staff / 2 offices + offices worldwide London 1993 Advantage
16 THEBUSINESSTRAVELMAG.com

The 2020 Directory / TMCs
Business sectors in which clients operate or the TMC specialises in
Academic/Education
Advertising
Charity
Construction/Engineering
Creative
Defence
Energy
Entertainment/TV/Film
Finance
General SMEs
Health/Medical
Insurance
Legal
Logistics
Manufacturing
Marine
Media
NGOs
Oil/Gas
Pharmaceutical
Professional services
Public sector
Recruitment
Retail
Sports
Technology
Telecomms
Touring
Transport
Utilities
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Information supplied by TMCs to The Business Travel Magazine. Annual figures quoted refer to a TMC's most recent financial or calendar year and to UK corporate business only unless stated otherwise. *inc. Altour, Pro Travel, Tzell & Colletts Travel
THEBUSINESSTRAVELMAG.com
17

TMCs / Fees
BREAKING
point
After exposing the fragility of the TMC business
model, will the Covid crisis serve as a catalyst for
change? Bev Fearis investigates
18 THEBUSINESSTRAVELMAG.com

Fees / TMCs
Underlying health conditions. It’s a
phrase we’ve heard time and time
again in the pandemic and,
according to Chris Crowley, Partner at
consultants Nina & Pinta, it’s one that can
also be applied to the TMC business
model. The trouble with underlying health
conditions is that they often build up
slowly over time and can be difficult to
shake-off. They can lie dormant, just
about manageable, but then along comes
a trigger that exposes the weakness,
and…bang.
To its credit, the TMC community was
already aware of its vulnerabilities before
Covid came along. “Whilst the pandemic has
been a further catalyst to this situation, the
need for a change to TMC pricing has been
evident for years,” says a White Paper
published by the BTA last October.
Produced in conjunction with Nina & Pinta,
the paper shaped an eight-week
consultation with TMCs, suppliers,
tech companies and travel buyers
that was initially planned for
later this year but was
pushed forward
because of the
devastating
impact of the
coronavirus. The result is a 14-page
document, released in January, which
attempts to establish clearer guidelines on
the three predominant pricing models –
transaction fees, subscription fees and
management fees – in the hope that a new
‘2020s’ approach to pricing will be adopted
and make everything better.
Medical history
To understand the root of the sector’s
underlying health problems, we need to go
back to the roaring nineties, a time when the
acronym TMC hadn’t yet been invented and
when the BTA was called the GBTA (before it
became the GTMC), and a time when GBTA
didn’t stand for ‘Global Business Travel
Association’ but instead for ‘Guild of Business
Travel Agents’. Business travel agents –
remember those?
In those heady days, business travel agents
relied purely on suppliers for their income, in
the form of commissions, incentives,
overrides, or rebates, which were sometimes
shared with corporate clients and were part
of highly-complex deals shrouded in secrecy.
But with the arrival of the internet,
suppliers began to find cheaper ways to
distribute their products and from the mid-
1990s commissions began to be capped and
then scrapped altogether. This prompted the
emergence of transaction fees and, for the
first time, saw agents rely on their corporate
clients for part of their income stream.
Then came the 9/11 terror attacks, which
brought duty of care to the forefront and
made corporates realise they needed
traveller tracking, management reporting,
and a whole host of other services,
prompting business travel agents to invest
sizeable sums in technology to meet the new
requirements and, effectively, evolve from
agents to TMCs.
Critical period
Fast forward to the beginning of 2020 and
the TMC business model remained split,
typically with around two-thirds still coming
from suppliers (in various complex guises)
and a third of income supplied by corporates
in the form of fees.
Transaction fees, in the UK at least,
accounted for around 80% of contracts:
roughly 15% were management fees and the
remainder a mix of the other – bundled,
menu, open source, enterprise, mobile, and
others, plus one in particular that was gaining
traction – the subscription fee.
Then Covid-19 brought travel grinding to a
halt and TMCs were left frantically dealing
with repatriations, cancellations, refunds and
policy overhauls, but with almost zero
bookings. The flaws of the transaction fee
model, already under scrutiny, were well and
truly exposed.
The remedy
The sharp business travel downturn has
demonstrated, beyond doubt, the
unsustainability of the TMC business model
and the need for TMCs to find new ways to
package and price their services.
The BTA’s White Paper acknowledges that
“people only place a value on what they pay
for and when all corporates perceive they are
paying for is the booking process that is all
they really value”. Instead, says BTA CEO Clive
Wratten, there should be “strategic
partnerships which recognise that the value a
TMC offers goes far beyond delivering
everyday transactions.
"It’s one that encompasses knowledge and
expertise which enables them to help
corporates deliver a duty of care to their
travelling employees – something that’s more
important than ever in this new Covid era”.
With the crisis wounds still fresh, there’s
been a more frank and open dialogue from
both sides and a better understanding of
what’s required going forward. "There's
definitely an appetite (from both sides)," says
Nina & Pinta's Jo Lloyd. "The vision of the
solution might be different but both sides
see transaction fees aren't helpful."
Crowley believes the shift requires "more
backbone" from the TMCs. "They need to be
more forthright and tell buyers – either you
want me to manage costs, or if all you want is
to buy a commodity this is what it costs and
stop asking me what salaries I pay my staff."
In order to simplify the options, the BTA
guide likens the three main fee models to
mobile phone contracts. Transactions fees
are, it says, like a pay as you go contract with
central costs being the handset charge.
Subscription fees are like a mobile phone
contract with minutes, texts and bolt-on
services included in a monthly fee.
Meanwhile, management fees are like an
enterprise mobile phone contract where an
organisation purchases phones and plans for
all of its employees.
THEBUSINESSTRAVELMAG.com
19

TMCs / Fees
The BTA guide also tell corporates –
and this is where it gets tricky – to provide
their best estimates of spend, travel
patterns, preferred agreements and
transactions.
"Everyone understands it's not an exact
science at the moment. It's a best guest of
how travel will come back, but corporates
need to provide parameters," says Lloyd.
In order to find the right match, the guide
says corporate customers should aim to be
as transparent as possible about the services
they require and what value they are looking
for in their travel programme. After all, some
will want a simple transactional service with
no traveller tracking, reporting or account
management whilst others will be looking
for a full suite of services.
The answer for some could lie in the
emergence of a new type of fee being thrown
into the mix – a hybrid of transaction and
subscription, which will see corporates
paying a fee to cover the basics and then pay
extra for any additional services they require,
plus a smaller transaction fee on top. This
new kid on the block is yet to be officially
named but for now the term 'transcription
fee' is being banded about. Watch this space.
With the crisis
wounds still fresh,
there's been a more frank and
open dialogue from both sides
and a better understanding
of what's required going
forward”
The BTA’s guiding principles to help corporates select the best pricing model for their business
CONSIDERATION TRANSACTION FEE SUBSCRIPTION FEE MANAGEMENT FEE
Your business is very transactional in nature (there and back trips) ● ●
You have a high online adoption rate for your bookings ● ●
Your teams organise a lot of complicated or multi-sector trips that require a lot of support ● ●
Your travellers book the different components of a trip (air, hotel, car) at different stages or use a lot of other services like
concierge, ground transportation or re-shopping
● ●
You have clear pre-trip approval processes ● ●
Each department pays for its own travel ●
Your travellers pay using individual corporate cards ●
You use a central lodged card (BTA or CTA) or invoice to pay for your bookings ● ●
You pay for your TMC costs as a central function within your business ● ●
You have a high proportion of regular travellers within your traveller database ● ●
You are an enterprise customer and/or have dedicated teams for your TMC that services your travel requirements. (Note: the
TMC can fulfil all other aspects of the services as well but a management fee works best with a dedicated team)
You encounter a lot of noise from the travellers within your business about paying TMC fees ●
You have a high proportion of central programme costs through additional services such as account management, online
travel managers, traveller tracking etc
●
You are able to self-initialise an implementation (sign in and go) and do not require a TMC implementation team ●
20 THEBUSINESSTRAVELMAG.com

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TMCs / Insight
The many challenges of the Covid-19
pandemic mean the role of travel
management consultants is
changing and new skill sets are required.
Travel buyers need to know their TMC can
deliver in some key areas that may have
been less important pre-pandemic,
particularly if an organisation’s travel
destinations and type wasn’t traditionally
categorised as risky. Areas of focus when
assessing a TMC in this new normal should
now include:
Traveller tracking tools
Knowing the location of all travellers at any
one time is essential. Tools should also allow
two-way messages so that travellers can
check-in, receive important updates on a trip
– including new restrictions that may be in
place, and provide feedback on their
experience. Plus, any traveller-tracking tool
should integrate with traveller profile
information so that status updates on health
test results can be included. Your TMC
should be able to advise you on how to
ensure that travellers engage correctly with
the tools, most importantly so that contact
details are correctly provided and they can
be contacted in an emergency.
24/7 support in the event of an
emergency
Access to an on-call person isn’t enough.
Check your TMC can provide seamless
service 24/7 wherever in the world your
people are. This should also include
ensuring your TMC has partnerships with
medical and security specialists who can
arrange medical or emergency evacuations
INSIGHT
NEW POINT
OF FOCUS
What you wanted from your TMC before might not be
what you need now, says ATPI's John Nixon
from even the most hostile locations. Your
chosen partner should have experience of
arranging repatriation charters.
Approach to travel approvals
A comprehensive travel approvals system is
going to play a more significant role in travel
management than ever before. A TMC
should be able to advise clients about the
entire process and should help to establish
a protocol for a ‘permission to travel’ policy.
This policy cannot be linked to cost alone,
and must integrate sign-off from HR, risk
management, as well as finance teams.
Focusing on addressing the permission
process ensures traveller wellbeing is at the
centre of all decisions, and saves time if only
the roles and departments where travel is
permitted have access to relevant systems.
Flexibility
Policies and processes need to be revised
constantly, and therefore the technology
tools that support them need to fit-forpurpose
in an ever-changing world. Your
relationship with your TMC should have
some flexibility too, as travel volumes are
likely to have peaks and troughs for some
time. This means that other supporting
services such as duty of care packages need
to also be flexible and take into account a
different approach to travel. A one-size-fits
all approach will not be suitable, or cost
conscious.
Good people
The far-reaching impact of the pandemic
means travel and duty of care policies will
include more planning for extreme
scenarios than ever before. Innovative
technology is an enabler of excellent
service, but TMCs would be nowhere
without brilliant people. Technology will
continue to play an integral role, but the role
of experienced and exceptional people with
a robust understanding of not just the
business travel sector, but the industries
important to their clients, has never been
so important.
JOHN NIXON
John Nixon is Global Director of
Operations for ATPI Group, which
comprises ATPI Corporate Travel,
Direct ATPI, ATPI Marine &
Energy, ATPI Mining &
Resources, ATPI Corporate
Events and ATPI Sports
Events. He joined in 2018.
iSTOCK.COM/YURI_ARCURS
22 THEBUSINESSTRAVELMAG.COM

A lot is changing in business travel.
But what won’t change is how we
care for our customers.
Want to know how BCD is making a
difference? Go to bcdtravel.com
© 2021 BCD Travel. All rights reserved.
2103-XX_BTM-PrintAd_CJ2.indd 2
3/4/21 3:37 PM

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Business Untitled-2 Travel 1 Magazine Advert_255x190_12.20.indd 1 11/12/2020 14/12/2020 12:22 09:37

taxis GrOUnd and transPOrt
transfers
RIDE ON TIME
It's taken a back seat but should travel buyers
now be paying more attention to that 'last mile'?
Bev Fearis investigates
iSTOCKPHOTO.COM/PEOPLEIMAGES
Up against airlines and hotels,
generally regarded the more
glamorous side of business travel,
the ‘last mile’ element of a business trip
is frequently overlooked in corporate
travel programmes.
"Let's face it, it's not that sexy," is the
brutally-honest observation of a key player in
ground transport, and if that's the opinion of
someone working within the sector imagine
what outsiders must think.
But with social distancing, working from
home and the transformation of the office to
a place to meet, some believe that taxis,
chauffer-drive and rental cars will tick more
boxes as we emerge from Covid lockdowns,
at least in the early days.
“Until we are all feeling more comfortable
about getting back on planes, the tube and
on busy trains, these personal modes of
transport will be more in demand,” says one
neutral observer.
Suppliers are already adapting their
businesses accordingly. Pre-pandemic, for
example, the shiny Mercedes-Benz fleet of
German start-up Blacklane whisked
executives to and from airports for their
intercity flights but are now picking them up
from their offices or homes and driving them
directly to those cities for their meetings. Its
website homepage lists flat chauffeur-drive
fares for the key intercity routes –
Birmingham-London for £99 each way or
Amsterdam-Brussels for €289 – and urges
business travellers: “Free yourself from
crowded spaces with private, discreet rides
that prioritise your safety.”
According to a recent report from ridehailing
app FREENOW, half of European
travel managers say their company has
changed its policies toward ground
transportation as a result of the pandemic.
Its survey of 175 travel managers found
57% say their company is now less likely to
allow or encourage the use of public
transport while 37% say it is more likely to
allow or encourage rental cars. Meanwhile,
27% say they are more likely to allow or
encourage traditional taxis – higher than the
share that are less likely to permit them.
But while the majority (78%) of corporate
travel programmes have a formal agreement
with a car rental company, only half have
one with a ride-hailing vendor and only 47%
with a limo/chauffeured car company.
The benefits, says FREENOW, are worth the
effort: saving money, streamlining payment
and invoicing, and receiving data and
reporting. A formal agreement also allows
corporates to vet the safety practices of their
providers and use travel data – destinations,
driver names, and licence plate numbers –
for contact tracing if required, all even more
crucial in these Covid times.
It seems the message is finally getting
through, with one third of buyers saying they
expect their programme will begin a formal
relationship with a ride-hailing company
within the next year.
Many of them will be looking to their TMC
to set the servicing landscape. "But this
poses some challenges at the moment,”
Until we are all feeling
more comfortable
about getting back on planes,
the tube and on busy trains,
these personal modes of
transport will be more in
demand”
THEBUSINESSTRAVELMAG.com
15

taxis and transfers
says Paul Tilstone, Partner at Festive Road.
He believes that in the current climate TMCs
might not have the right people or platforms
to develop new partnerships, particularly as
they might not be perceived as an immediate
revenue driver.
Those that decide to take the plunge won’t
be short of options, with an ever-growing
number of ‘last mile’ products – many from
well-funded start-ups – aimed at the
corporate market: FREENOW for Business,
Bolt Business, Uber for Business, Ola
Corporate, Rolzo Business, the list goes on.
For corporates, however, the proliferation
of choice is one of the main problems.
“The market is too fragmented,” says Mark
Avery, Global Business Services and Travel
Leader at PricewaterhouseCoopers.
“When you’ve got people travelling globally,
there are so many small, fragmented
companies it’s hard to get a service partner. I
think that’s why many smaller companies
don’t even attempt to touch ground.”
Those that decide to
take the plunge won't
be short of options, with an
ever-growing number of
'last mile' products – many
from well-funded start-ups"
The rise of aggregators – some not only
attempting to bring together taxis and
transfers but also car rental, car share,
e-scooters, and rail – is helping to alleviate
this problem. But while their technology is
impressive, Avery says most still fail to bring
the service support that corporates require.
“For me as a corporate travel manager, one
of the challenges I’ve got is that I don’t want
travellers phoning me because they’ve got a
problem with their invoice or because they’re
querying taxi waiting times,” he explains.
“Many companies will provide back-end
data and there have been improvements in
the technology, but without the service
offering it’s not an end-to-end solution.”
Just before the pandemic hit, PwC
partnered in the UK with an undisclosed
ground transport provider to pilot
technology that not only plugs directly into
the company’s online booking tool but also
comes with the crucial service support.
However, due to the low levels of business
travel it hasn’t yet been fully put to the test.
Even within the UK domestic market the
fragmented sector makes it more difficult for
smaller companies to properly control their
taxi and transfer spend, says Sixt Global
Sales Director Stuart Donnelly.
“If you travel around the UK there are cities
and towns with different taxi operators.
Because of this fragmentation of the spend
and the low transactions involved, many
companies don’t manage it," he explains.
Most payments are still made by credit
card and reimbursed by the employer.
“There’s no real visibility beyond spend, no
management information,” adds Donnelly,
who says the real numbers are "significant".
To tackle these issues, and recognising the
need for a more interconnected approach to
ground transport, two years ago Sixt
launched a Mobility-as-a-Service (MaaS)
platform, offering rental, car sharing and
taxi/ride hailing, all bookable through a TMC,
OBT, or app. It has since also added
e-scooters in Germany, thanks to a
partnership with Tier. Before Covid it was
about to add rail to the mix in Germany and
the Netherlands. “This is currently on hold
but it will happen,” says Donnelly.
Launching this summer is a brand new
player, Jyrney, which claims to be taking the
MaaS concept to a new level. Billing itself
instead as ‘Mobility on Demand’, Jyrney is
promising clients the ability to book a whole
suite of mobility products – even coaches –
through any business travel platform. It uses
algorithms to manage the supply base to
ensure users get the most suitable providers.
The company says it is already in talks with
several TMCs who are looking to offer their
clients a managed ground transport solution,
and with some corporates too.
“We are also prioritising green fleets, such
as hybrid, hydrogen and electric vehicles,”
says Founder and CEO Daniel Price.
Sustainability is an area where the ground
transport sector has previously fallen short.
Almost half of European travel managers
(46%) in the FREENOW poll say sustainability
is one of the greatest pain points with their
ground transportation programme – and the
report predicts Covid will make sustainability
an even greater challenge.
But the sector is responding. At the end of
last year FREE NOW for Business introduced
an electric-only booking option and is also
launching an emissions calculator so clients
can see how much they can lower their
emissions if they switch to EV-only vehicles.
In February, Rolzo launched a fleet of electric
vehicles in more than 100 cities worldwide.
In fact, most of the major players are now
making the switch to electric, ticking yet
another of the boxes and giving corporate
travel managers no excuse not to join the
'last mile' club – however unsexy.
16 THEBUSINESSTRAVELMAG.com

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WELLBEING
18 THEBUSINESSTRAVELMAG.com

WELLBEING
POSITIVE
thinking
As companies prepare for a travel restart, the
wellbeing of their travellers is being placed high on the
agenda and, says Bev Fearis, it's set to stay there
For all the turmoil it has caused, the
Covid crisis has brought positives
too. “If there is one silver lining in
the pandemic, it’s that in more than 30
years in this industry I have never seen
this level of engagement with CEOs and
C-Suite executives in relation to healthrelated
issues in the workplace,” says Dr
Rodrigo Rodriguez-Fernandez, Global
Medical Director at health and security
specialists International SOS.
“I have never had to brief so many boardlevel
executives on health and wellbeing
issues. It’s being discussed in a way it never
was before, opening a new channel and line
of conversation, and this is something we
can definitely keep for the future.”
Of course, the wellbeing trend was
already gaining traction in corporate travel
departments before the pandemic, but the
arrival of Covid-19 has taken it to a whole
new level. As they prepare for a travel
restart, companies of all shapes and sizes
and across all sectors are now looking
carefully at how to support their travellers’
wellbeing, both physical and mental, as
they get back on the road.
“Business travel, we know, is a highly
stressful situation for numerous reasons,
and when business travel starts to go back
to normal levels, Covid-19 will just add that
uncertainty and that additional stress,” says
Dr Rodriguez-Fernandez.
Indeed, International SOS, which counts
nearly two-thirds of the Fortune Global 500
companies as clients, was experiencing a
tenfold jump in calls from corporate
managers at the end of 2020 compared to
pre-Covid, along with a significant rise in
demand for its emotional support services.
Mental health issues have sky-rocketed
during the pandemic for a number of
reasons. Access to usual support services
has been reduced in affected countries and
many people are now more isolated,
working from home and prevented by
repeated lockdowns from having as much
contact with friends and family.
Travel managers should be aware that the
mental state of an employee could be
fragile even before the prospect of a
business trip is thrown into the mix.
Calls to International SOS show traveller
concerns aren’t necessarily about
contracting the virus itself, but could also
relate to how to deal with potential travel
disruption caused by fast-changing travel
restrictions.
“Travellers might call to say they’ve just
flown to a destination where there’s been a
large outbreak and everything is now shut,
or they might say their boss has asked
them to go but they’re feeling stressed and
are worried they’re going to burn out,”
explains Dr Rodriguez-Fernandez.
“Others are worried about catching Covid
on a plane, or their families might be worried
about them bringing it back home.”
iSTOCK.COM/PHOTOTECHNO
THEBUSINESSTRAVELMAG.com
19

INDUSTRY WELLBEING
Clear messaging
Experts agree the key is to make sure
companies have measures and procedures
in place to deal with any situation that might
arise and, crucially, to make sure these are
communicated in the right way to give
reassurance to travellers.
“We need to provide as much evidence
and science-based information as possible
and this information needs to be consistent
and coming from a person that people trust
within the organisation – and the higher up
the organisation the better,” says Dr
Rodriguez-Fernandez.
“The most protective safety net is
communication and learning. From a mental
health perspective, the more information
you can give an employee the safer they
will feel," he adds.
“More mature companies are taking this
into their own hands and rather than relying
solely on government advice they are going
above and beyond. We need to move
companies from being reactive to proactive,
but unfortunately very few are in that
mindset at the moment.”
Any guidance from senior management
must also be backed up with communication
and support from line managers, who might
be better placed to assess an employee’s
state of mind.
“First of all, HR need to make it clear to
everyone, in black and white, that it’s OK not
to travel and that there will be no negative
impact if people say 'no',” explains Matt
Travel managers
should be aware
that the mental state of an
employee could be fragile
even before the prospect of a
business trip is thrown into
the mix”
Holman, Co-Founder of the Business Travel
Wellbeing Community and the owner of
Simpila Healthy Solutions.
“Companies need to enable that
conversation early on and encourage their
people to be honest about how they feel
about the trip; to explain what they might be
worried about so you can see how you can
support them,” he says.
Talking to travellers post trip is also vital,
says Holman. “It shouldn’t just be about how
successful the trip was and whether you got
the contract. The conversation after the trip
has to go to a deeper level: 'How did you
feel? Did you feel prepared for that trip? Did
you have the right kit?'"
For many years companies have had sturdy
procedures in place to support employees
travelling to destinations perceived as high
risk, but amid the pandemic many other trips
– even short-distance or domestic ones – can
trigger fear and apprehension. Furthermore,
it brings the added dimension of causing
anxiety to loved ones back home.
“We have that new dynamic where
someone might say my wife or husband
doesn’t want me to travel, or a loved one is
vulnerable and is worried they might bring
the virus back home,” says Holman.
“The issue is where do you stop managing
people? Is there a point where it stops?”
Home working could make it more difficult
for managers to keep tabs on their travellers’
mental wellbeing.
“We’ve lost that personal connection,
perhaps before a meeting or over a coffee,
where we chat about things that aren’t the
job or about the trip,” says Holman. “This has
to be built in to the new working from home
environment.”
While many companies have support
programmes in place for their employees,
these often only kick into action when
matters get to the crisis stage.
“Whether it’s problems with their finances,
relationships or mental health, employees
often don’t know that these assistance
programmes exist until they have a crisis.
Companies need to make sure their
employees are aware they are there to help
them in the early stages, when they’re
starting to struggle. Prevention is the key.”
Taking precautions
In the same vein, some companies are now
putting measures into place during a trip to
alleviate potential stress points.
“With the new anxieties that come with
travel and the higher likelihood for trip
friction and delay, companies are upgrading
some travellers to higher classes of service,
to not only ensure traveller safety but to
protect mental wellbeing so they can remain
calm, rested and, ultimately, more effective
while travelling for business,” says Francesca
Mendola, Global Account Manager for GTC,
the newly-named parent of Protravel
International and Tzell Travel Group.
This might be things like giving access to
airport lounges, upgrading to premium
cabins or booking hotels with larger rooms
or balconies. “These upgrades are not only
key if a traveller is spending more time in
their room working and exercising, but they
also become essential should a traveller
need to quarantine,” she adds.
Nicola Cox, Director at MIDAS Travel, says
the TMC is also noticing this trend, with
more demand for additional services.
“Some travellers are experiencing a new,
more luxurious, way to travel, which in turn
reduces stress and anxiety levels,” she says.
“We’ve seen minor changes make big
differences to travel programmes and
travellers in recent months, such as relaxing
‘economy-only’ policies, enabling seat
selection and providing contactless travel
services, such as online check-in and VIP fast
track. These are services that travellers are
taking advantage of for a safer and more
comfortable trip. We expect that the positive
effect these value-added services will have
on traveller wellbeing will ensure they are
here to stay well beyond Covid-19.”
iSTOCK.COM/PHOTOTECHNO
20 THEBUSINESSTRAVELMAG.com

ACCOMMODATION
Rise and
SHINE
Four experts share their advice on how to respond
to trends in the accommodation sector
Nina Marcello
American Express GBT
Principal, Global Hotel
Practice Line Lead
Hotels have been under immense pressure,
operating at vastly reduced capacity with the
lowest occupancy rates on record. They have
had to meet additional costs around cleaning
protocols, particularly when rooms must be
left vacant between guests. Revenue per
available room has dropped, so hotels have
had to find other ways to maintain revenues,
such as offering companies meeting space
as an extension of their office space.
Travel buyers might see this as the ideal
moment to overhaul their sourcing strategy,
but this only makes sense if they have
sufficient volume in their programme.
Many hotels just don’t have the staff to
work on RFPs and many won’t take
corporations seriously if they plan to book
only 40 nights per month.
To make sure they can get the rooms they
need, at the right rates, buyers need to take
a longer-term view. Sourcing in today’s fluid
environment is a continuous process: don’t
just roll over your rates or fix and forget.
Keep an eye open as volumes return,
maintain relationships and talk regularly with
top partners so they understand what kind
of support you need when travel starts
moving again. And, as part of their focus on
rates management, buyers need to make
sure they get any available percentage
discounts off the best available rate when
this is lower than their negotiated rates and
take advantage of resources like travel
management company (TMC) rates and
re-shopping tools.
Peter Grover
TRIPBAM Managing Director
for Europe
It’s no great shock that Covid-
19 has had a major impact on the corporate
hotel market. Booking volumes are down
86% year over year globally, with European
volumes down 95%. This greater decline in
Europe can be attributed to firmer national
lockdowns compared to the U.S. and weaker
domestic travel.
At TRIPBAM we’ve seen a number of trends
emerge, not only in rate but also in stay
patterns and demand by segment and
brand. While European volumes may be
down compared to the rest of the world,
we’re not seeing the same rate volatility
here, with more hotels retaining pricing
power compared to their North American or
Asia Pacific counterparts.
Travellers who are booking overnight stays
are doing so outside of city centres and at
lower-scale hotels.
Stays at five-star properties are down 91%,
while stays at two-star properties are down
only 56%. This is being driven largely by the
types of workers who are still travelling. This
change in the travelling population is also
shifting market share among the chains, with
independent properties gaining the greatest
share of corporate travel bookings ahead of
Marriott, Hilton and Accor.
How can you as a buyer respond to these
changes? First of all, look at your current
travel volumes. If you still have people on
the road, you’ll want to make sure you
negotiate or renegotiate discounts at
properties they’re currently using. Retail rate
bookings are up 55%, which indicates
corporate negotiated rates are either out-ofstep
with the market or they don’t exist at
the properties being booked.
22 THEBUSINESSTRAVELMAG.com

ACCOMMODATION
Responsible travel,
risk management
and employee wellbeing are
high priorities for most travel
buyers and the pandemic has
accelerated this”
Next, consider what your travelling
population will look like toward the back
half of the year and adjust your programme
accordingly. We expect to see some
rebound in the higher-scale hotel segments
and in brands because of greater trust in
their well-marketed hygiene initiatives.
Looking ahead, there is reason to be
optimistic. The UK roadmap out of
lockdown and the successful vaccination
efforts underway nationally and in the U.S.
has more corporates anticipating the return
of business travel in 2021. We expect by the
fourth quarter we’ll see corporate hotel
volumes return to 40% of 2019 levels.
Leigh Cowlishaw
Global Supplier Partnership
Director, Advantage
Business cultures and values,
such as wellbeing, sustainability, diversity
and inclusion, are now being weaved into
travel policies. This means the selection of
accommodation providers into travel
programmes is now being measured not
only by the discounts they offer but by the
facilities provided within their room rate and
how guests will feel staying at the property.
There is an increasing demand for serviced
apartments. In the pandemic we have
become used to our home comforts – the
ability to relax after a busy day, enjoy
Untitled-2 1 25/02/2021 09:31
2083.4_LockeLiving_PrintAds_TBTM_Quarter_01.indd 1 24/02/2021 17:08

ACCOMMODATION
home-cooked food, and be in control of
what we are eating – and apartments give us
this extra degree of flexibility.
I also believe travel and expenses will
increasingly be married together to look at
the true cost of the stay, rather than the
room rate discounts alone and T&E on a
separate line item.
Coming out of this pandemic, there could
be a degree of anxiety among travellers who
will be looking for more private space and
ways to avoid unnecessary contact. Loyalty
schemes won’t be just about getting
upgrades but will allow travellers to preallocate
their room, do advanced check-in,
and pre-order room service – all reducing
contact with others during their trip.
Above all, as we come out of the pandemic
crisis travellers will want reassurance that
while their employers needs to balance costs
they also value their employees and have
their best interests at heart.
Debbie Male
Head of Sales, Europe, IHG
Hotels & Resorts
Responsible travel, risk
management and employee wellbeing are
high priorities for most travel buyers and the
pandemic has accelerated this due to
changing regulations, traveller confidence
and a higher focus on duty of care.
The focus on acting responsibly is not only
driven by senior management but also by
travellers themselves. In our recent global
survey of 9,000 travellers, 53% agree that
Covid-19 has made them more socially and
environmentally conscious about their
impact when travelling, with younger
travellers leading the charge.
The same survey also showed that 80%
think it is important to choose a hotel brand
that operates responsibly. Booking decisions
are being made based on a brand or hotel’s
Travel buyers might
see this as the ideal
moment to overhaul their
sourcing strategy, but this
only makes sense if they
have sufficent volume”
sustainability credentials, which is reflected
in growing attention from OTAs, as well as
corporate clients who are demanding more
data in this area as part of RFPs.
The recent launch of IHG Hotels & Resorts’
Journey to Tomorrow is our responsible
business plan to drive change for our people,
communities and planet over the next
decade. Progress is best achieved when we
work together, and we will continue to
collaborate closely with those who stay, work
and partner with us to drive positive change.
B A C K T O B U S I N E S S
The Ascott Limited
A leading international lodging
owner-operator, Ascott's
award-winning portfolio spans
more than 190 cities spanning
more than 30 countries across
Asia Pacific, Central Asia,
Europe, the Middle East, Africa
and the USA. Ascott provides a
safe environment with its
comprehensive health and
safety guidelines, Ascott Cares,
and it has been awarded the
SafeGuard Label by Bureau
Veritas confirming the
properties have the
appropriate health, hygiene
and safety procedures
and processes.
Deutsche Hospitality
stands for an exceptional
portfolio of over 160 hotels
in 19 countries on three
continents, including 40 hotels
that are under development.
The varied Deutsche
Hospitality portfolio includes
the Steigenberger Hotels &
Resorts, MAXX by Steigenberger,
Jaz in the City, the
IntercityHotels and the
Zleep Hotels.
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Frasers Hospitality
is a leading global hospitality
operator of Gold-standard
serviced, hotel residences
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with more than 140
properties in over 70 cities
across UK, Europe, Middle
East & Africa, North Asia,
Southeast Asia and Australia.
A globally-awarded leading
hospitality operator, Frasers
Hospitality aims to anticipate
and exceeds customers’
evolving expectations and
lifestyle preferences through
continuous innovation and
intuitive service to deliver
memorable experiences.
Madison Hill
A Safe & Secure Home
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the-ascott.com
reservation@the-ascott.com
deutschehospitality.com
tanu.narula@deutschehospitality.com
frasershospitality.com
sales.london@frasershospitality.com
madison-hill.com
enquiries@madison-hill.com
24 THEBUSINESSTRAVELMAG.com

HOTEL: HYATT REGENCY THE CHURCHILL, LONDON
DEPARTURES
Reality check
THE HOTEL This five-star 440-room
hotel in Portman Square, managed by
Hyatt for the last 16 years, turned 50
last year but the planned celebrations
were scuppered by the pandemic.
COVID STRATEGY The hotel has been
awarded GBAC (Global Biorisk Advisory
Council) STAR facility accreditation,
regarded the gold standard for
outbreak prevention, response and
recovery and part of Hyatt’s Global Care
& Cleanliness Commitment.
THE CHECK-IN Doorman and two
reception staff, all wearing masks, took
my bags and directed me to a machine
to check my temperature (similar to an
airport biometric passport check). All
approved, I checked in at the screened
reception desk. I was told the
restaurants and bar were closed due to
lockdown restrictions but full room
service was available.
THE ROOM My Regency Executive
Suite (room 345) was super spacious
(58 square metres), with a living room
large sofa, coffee table and work space,
leading to a bedroom with an
enormous king-size bed. A large ensuite
bathroom had a bath, large walk-in
shower and a Japanese-style toilet.
Remote controls for the two 42” flatscreen
HDTVs were wrapped in plastic
for Covid hygiene, mini-bar items had
been removed and a packet of
antibacterial wipes was provided.
THE BUSINESS WiFi was free, fast
and easy to access. The desk in my suite
was huge, although I was a little
disappointed there were no in-built
power sockets, which meant a bit of
scrambling around to find floor-level
sockets nearby. Last autumn the hotel
opened a fabulous new Churchill
Residential Suite, with a full office
space, modelled on Sir Winston
Churchill’s own office, and with two
terraces with rooftop views.
THE FACILITIES Sadly, the gym, bars
and restaurants are were all closed due
to Covid. Instead, I went for a run
around Hyde Park and ordered from
the room service menu. My rib eye
EVERY
CONSIDERATION HAD
BEEN GIVEN TO COVID
AND I HAD NO SAFETY
CONCERNS
steak was perfectly cooked and
breakfast was equally as good,
particularly the ice-cold fresh fruit salad.
THE VERDICT Every consideration
had been given to Covid and I had no
concerns about my health and safety.
THE DETAILS 30 Portman Square,
Marylebone, London W1H 7BH.
hyattregencylondon.com
Nightly rates from £218, room only. Day
rates start from £120. Bev Fearis
CHAUFFEUR DRIVE: ROLZO BUSINESS
THE BACKGROUND ROLZO is a
booking platform for all types of car
travel – car rental, chauffeur drive (by
the journey, hour, or day), plus airport
transfers and special deliveries. In
October 2020 it launched ROLZO
Business, providing various services,
including instant quotation and booking
confirmation, secure payment, real-time
invoicing, smart reporting and analytics.
COVID STRATEGY All cars, whether
chauffeur drive or rental cars, are
completely cleaned with the Purespace
disinfection system before and after
each journey. Chauffeurs wear
facemasks and gloves at all times and
are checked for signs of Covid-19 twice a
day. Passengers are also provided with
hand sanitiser, disinfectant wipes, masks
and gloves. Instead of being greeted by a
handshake, passengers are welcomed
with a slight bow.
THE BOOKING The bookings took just
a few minutes. I immediately received
confirmation emails and another email
offering any further assistance, including
a link to 10 short video tutorials showing
me how to carry out various actions,
such as modifying my booking.
THE PRE-JOURNEY In the days before
my journey, and on the day, I received a
number of email updates, including one
confirming the name and telephone
number of my driver.
THE PICK-UP My driver, Dimitri,
arrived early and waited by the car
smartly dressed in a dark suit and with a
black Covid mask and black gloves. The
Mercedes was gleaming. He took my
luggage and opened the door and told
me where I could find a mask and gloves
in the central armrest. I masked up
before he got back in the car.
THE JOURNEY I relaxed and enjoyed
the smooth ride, generous legroom and
comfortable headrest. Any chats were
instigated by me and Dimitri made no
personal calls (my pet hate in previous
airport taxi pick-ups after a long flight).
As well as the gloves and mask, the car
had bottled water, mints, a packet of
tissues and antiseptic wipes.
THIS WAS A
SLICK OPERATION
FROM START
TO FINISH
THE VERDICT This was a slick
operation from start to finish. The
booking process was straightforward
and intuitive and the pre-trip
communication was just right – not too
much but also enough to reassure me
that everything was in hand. I also felt
safe in regards to Covid thanks to all the
new measures in place.
THE DETAILS rolzo.com/business
bookings@rolzo.com Bev Fearis
THEBUSINESSTRAVELMAG.COM
25

DEPARTURES
Reality check
FLIGHT: QATAR AIRWAYS – DOHA – LONDON HEATHROW
THE TRANSIT
I had flown to Doha in
with noise-cancelling headsets, a large
Business Class from Dar es Salaam,
entertainment screen, foldout desk/
Tanzania, on a 787-8 Dreamliner. I was
dining table, WiFi, a handy charger port
met off my flight and guided straight to
and a personal stowaway bin - all freshly
the Al Maha lounge, a service offered by
sanitised. As well as luxury toiletries, a
Qatar’s Al Maha Platinum Transfer
‘travel safely kit’ had a disposable
Service. This disembark-to-embark
medical face mask, gloves and hand
‘handhold package’ is very reassuring
sanitiser. The aircraft is disinfected after
during the pandemic. The layover was
every flight and the surfaces cleaned
just under three hours and the lounge
with a UV light. The air is cleaned and
provided the perfect calm haven.
reflowed throughout the flight via an
THE CHECK-IN Staff in face masks
industrial size HEPA filtration system.
were friendly as they checked my
The crew wore full PPE.
documents, including a negative Covid
THE SERVICE
On this early morning
certificate. I was asked to produce my
flight I could order from the à la carte
completed UK passenger locator form
menu at any time. The breakfast menu
For in-flight snacks a cheese platter,
and reminded of the quarantine
was extensive: fresh smoothies,
crisps, caramelised popcorn, chocolates
requirement on arrival in the UK.
THE SEAT Boarding was
staggered to limit passenger numbers
in the boarding bridges. Once on board
I was directed to suite 2D. The Q-Suites
are impressive cube-like ‘cabins’, with
omelettes, date pancakes with vanilla
whipped cream and a selection of iced
coffees. For brunch there were several
options, including beef and chicken
sliders on charcoal and thyme brioche
buns served with Emmental cheese,
THE WINE
AND BEVERAGE
SELECTION MADE ME
WISH I WAS ON A
LONGER FLIGHT!
and biscuits were available.
THE VERDICT I appreciated the strict
health and safety protocols, while any
stress I felt was further alleviated by the
fine dining and warm hospitality.
THE DETAILS Return Business Class
nice high panelling and a sliding door
blue cheese, guacamole and chunky
fares Dar es Salaam-Doha-Heathrow
offering access to the aisle, which gave
a real sense of privacy. My suite came
chips. The wine and beverage selection
made me wish I was on a longer flight!
start at £2,026. qatarairways.com
Renette Hartridge
FLIGHT: VIRGIN ATLANTIC – LONDON-HEATHROW – JOHANNESBURG
THE FLIGHT
I flew Upper Class on
‘Suites’. A cabin ‘butler’ is on hand to
Virgin's 787-9 Dreamliner. The airline is
make up the lie-flat bed and even fluff
temporarily operating from Terminal 2
your pillow. Except for the meal service,
rather than its usual Terminal 3 base,
we were required to wear masks for the
which features its Clubhouse and other
11-hour flight and asked to change it for
lounge facilities. In Terminal 2 Virgin
a fresh one every four hours.
Atlantic passengers can use the Plaza
THE SERVICE
The crew was warm
Premium lounge.
and welcoming. Electrostatic spraying of
PRE-BOARDING
Even before
high-grade disinfectant is carried out in
entering the terminal I observed
all cabins and lavatories before every
enhanced airport health and safety
flight. The hot-meal service has been
measures – one-way walk-in system,
‘simplified’ in all cabins. Upper Class
social distancing stickers and hand-
customers are offered a choice of three
sanitiser dispensers. Passengers are
hot meals, desserts – including cheese
expected to have their face masks on
and biscuits – and a ciabatta roll.
before entering the terminal and all
Virgin's signature communal bar with
this cabin, which helped me relax and
airport staff wore face coverings.
seats is not currently in service.
burn away the pre-flight worries I had
THE CHECK-IN
Travellers formed
THE VERDICT
Crew members were
about flying during Covid. Another
socially-distanced queues and had to
answer various Covid-related questions
at the screened check-in desks.
THE SEAT I sat in 5G, one of 31
Upper Class seats spread over 11 rows
super-attentive and a comforting
presence throughout. While I didn’t feel
comfortable trying to sleep in a mask, I
did manage a few hours of sleep.
Around me, passengers abided by the
EVERYONE SEEMED
RELAXED AND
EMBRACED THE
'NEW NORMAL'
bonus: Upper Class passengers
disembark quickly, avoiding a pinch
‘contact point’ with other passengers.
THE DETAILS Return fares from
London-Heathrow to Johannesburg
in a 1-1-1- configured cabin. Virgin’s
rules and everyone seemed relaxed and
start at £800 in Economy and £1,999 in
sexy premier cabin is airy, with subtle
mood lighting and features spacious
embraced flying's ‘new normal’. I was
very grateful of the opportunity to fly in
Upper Class. virginatlantic.com
Renette Hartridge
26 THEBUSINESSTRAVELMAG.COM

DEPARTURES
The final word
Bark once for yes, two for no...
Lockdown three has been
tough, let's face it, but
according to a survey of
2,000 British workers by hotel
chain Travelodge it's even
worse than we thought.
Apparently, working remotely
has got so bad, some of us have
resorted to chatting to our pets,
and we don't mean talking to
them about when they'll get
their next walk or telling them
off for scratching the arm
of the sofa.
No, according to the budget
hotel group's poll, one in five of
us are now discussing work
issues with our cat or dog
because it helps us to "talk
through the issues" (which
makes us slightly nervous about
some of the business decisions
being made in home offices
across the country).
But at least we've all been
working in comfortable and
relaxed surroundings, as the
research also revealed that 57%
of British workers have invested,
on average, £1,075 during the
pandemic revamping their
bedroom into a 'BedOffice', with
ambient lighting, plants, scented
candles, feature walls for zoom
calls, coffee machines, oh, and
jars of biscuits - no doubt added
after a top level 'BedBoard'
meeting with the dog.
mind the
puddle
Britain is known for its drizzly
days, but where is the wettest
city in the UK? It might not be
where you think. According to
the Met Office, the rainiest is:
1 Cardiff (average of 96mm
of rain each week)
2 Glasgow (94mm)
3 Huddersfield ( 86mm)
4 Plymouth (84mm)
5 Swansea (84mm)
6 Belfast (79mm)
7 Blackpool (74mm)
8 Stockport (73mm)
9 Cheltenham (70mm)
10 Liverpool (70mm)
Analysis by ShowersToYou.co.uk
Watch your mouth!
There are many reasons
why we should all be
proud to work in travel
and hospitality: customer
service, diversity, innovation.
Well, now it seems there's
something else we can all
be proud of.
According to a study by
commercial property agents,
Savoy Stewart, we're the third
best sector at – wait for it –
swearing on zoom calls.
Yes, apparently only those
in finance and law are better
at it. If you'd like to know
which particular profanity our
fine industry is most guilty of
sharing, we can't print it, but
here's a clue: it starts with a
silent 'k' and sounds like Bob.
It's that time of year again when our friends
at Travelodge let us rummage through their
lost property and this time the items
poignantly reflect the times. With its UK
hotels open during lockdowns to support key
workers, it's perhaps no surprise that the list
for 2020 includes a stethoscope left behind
by a doctor at High Wycombe, a lab coat at
Manchester Upper Brook Street, and a
scrub set at London
Central Kings. Less
easy to explain,
however, was the
skull, the Hilti drill,
and the 6ft
polar bear...
THEBUSINESSTRAVELMAG.com
27

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