TRAVEL POLICY


“Most travel programmes are a balance of employee satisfaction, safety and savings. At any point, the focus can change from one to another”


“All main stakeholders will be represented


– travel management, procurement, HR, IT, CSR, finance, corporate finance and communications. The council will be very helpful to share respective business plans and relevant information,” he says. “Buyers will also be able to use the council as a buy-in or green-light step for all projects and make sure that financials and resources will always be there.” While it may be tempting to concentrate


mainly on senior management when trying to ensure the travel department is ‘singing from the same hymn book’ as the rest of the organisation, there also needs to be a


focus on communicating with the travellers individually so they can also ‘buy in’ to the overall corporate strategy.


KEEP TALKING Making sure travellers are continually up to date with what’s going on is a key part of Sarmiento’s management strategy at TSYS. She explains: “It’s important to talk to travellers so you have an ongoing con- versation with them. Having a discussion helps them to understand why we make changes and it doesn’t just come out of the blue. The conversation gives them some justification for these decisions.”


This range of communication includes internal email updates, drop-in sessions for travellers, and even a ‘mini-expo’ where employees can meet some of the company’s main travel suppliers. “This helps people to know that travel


is a managed business area – it’s not just something people book,” adds Sarmiento. “They know that somebody is looking at it and looking after them. It’s not a forgotten element in the business. Out-of-policy book- ings are managed – travellers are approached if they booked out of policy to find out why. Often there are good reasons why they do this and we want to understand that.”


BUYINGBUSINESSTRAVEL.COM


BBT January/February 2018 69


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