“A global platform will align the process so that everybody’s expenses data is in one format”
Citrix launched its programme with ISOS
a year ago and, at the same time, introduced a new travel management company (TMC). All bookings with the TMC are automati- cally highlighted within ISOS, including those that are out-of-policy, so travel and security programmes “are not separable”, as Robinson puts it. “When negative situ- ations occur, we have the ability to initiate our ISOS service to help repatriate people affected by them.”
DIFFERENT PLATFORMS Capgemini is integrating the Concur expense management tool into its global travel policy and its TMC, Egencia. “We have one agency and standard platforms across the world,” says senior purchasing manager Roger Peters. “A global platform for expenses will align the process so that everybody’s expenses data is in one format and we have a consistent measure.” In the UK and US, this is integrated into the American Express card programme, which has 70 per cent adoption. The firm’s M&E is handled by Capita in
the UK, and it is looking at whether it can be centralised globally through a tool such as Lanyon or Cvent. “That will consolidate the booking process, but providers go to country level and M&E is not integrated into travel,” he says. Capgemini also works with ISOS. Risk assessments are managed on site, and relevant information sent to ISOS to allow
54 BBT SEPTEMBER/OCTOBER 2015
RISK ALIGNMENT
MOST ORGANISATIONS INTEGRATE RISK MANAGEMENT into travel policy so that travellers cannot ignore the risks inherent in travel. Ignorance is not bliss. “People think that because they travel to extreme places in the Middle East or high risk countries in west Africa, that’s where all the risk is – but there is risk everywhere,” says Ryan Taylor, global travel buyer for oilfield engineering firm Sparrows Group. The group simultaneously appointed International SOS and travel management company ATPI globally last year, which facilitated full integration of risk management with its travel programme. “Travel is approved only when it has gone through the process with ISOS, and that’s now standard within our business,” he says. Taylor’s unassailable priority is duty-of-care. “We have to put the safety of our people when they are travelling worldwide for our organisation at the forefront.” Also integrated are the audits of airlines in west Africa that are categorised
red on the company’s traffic-light system. The audits are undertaken by aviation safety specialist SGS Hart, and a daily report is taken from all global locations and sent to Taylor for review. From there, a tracker is kept up to date and distributed to all booking offices. “Any airline that sits within the red zone, but operationally is required to be used for crew, is then independently audited. But we have had issues where locations have insisted we use blacklisted carriers because clients need our people,” he says. “We now have a policy under which, if a blacklisted carrier is to be used, the region requesting it has to pay the cost of the audit.”
Persuading travellers not to buy last-minute air tickets and put them on expenses has been quite a task: “I have worked closely with our international finance team so that no expenses are paid unless they are pre-approved by myself,” says Taylor. “It is becoming easier but it’s a bit of a culture change. I constantly travel to see stakeholders and re-educate them.” Buy-in from the top is crucial: Taylor reports directly to the commercial
director of Sparrows Group, and functionally to the CEO. He says they are enthusiastic supporters of his integrated programmes. His global travel team is based at head office, and regional travel staff report to him from key hubs. “We check threat and incident levels through ISOS portals, and get airline risk levels constantly updated with new carriers.” Travellers book via in-house travel professionals who all have access to the approved airline listing, as does ATPI.
BUYINGBUSINESSTRAVEL.COM
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