search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
INSPIRE


WORDS CATHERINE CHETWYND


TRAVEL BUYERQ&A


Simon Robinson has been at Beazley for 15 years where he manages travel for a diverse workforce across multiple locations. This year he was named Travel Buyer of the Year at the Serviced Apartment Awards


How much does Beazley spend on travel in the UK and US?


We spend around £3 million in the UK and US$3 million in the US. Other regions are negligible.


You’re part of the commercial management team. What does that entail exactly?


The core functions of the team are property management (leases, fit-outs, refurbishment, occupation), global procurement, informa- tion security, health and safety, facilities management (reception services, office management, environmental management). Travel should make up around 20 per cent of my role but I probably spend around 10 per cent of my time on it because I have the support of our TMC, Reed & Mackay.


Is Reed & Mackay your TMC for the US as well?


Reed & Mackay helps with some bookings for the US and Canadi- an travellers whose admins are based in the UK, but most travel is booked by local TMCs. Frosch handles our travel in the US. It used to be part of Reed & Mackay’s Global Specialist Markets, where it had a specialist local TMC supporting in all locations. Frosch and Reed & Mackay have separated and we retained both; they have been supporting Beazley for around ten years.


What are the greatest challenges of your job?


Simon Robinson Head of UK and ROW facilities, Beazley


Beazley is a specialist insurance company, and works across professional indemnity, property, marine, accident and life, and political risks and contingency business sectors. It has operations in Europe, the US, Asia, Latin America and Australia, with its UK offices located in Birmingham, Ipswich, Leeds, London and Manchester.


Ensuring I prioritise effectively in a very busy and quickly evolving company. I can be managing a travel tender one minute and a £10 million fit-out of an office the next, while ensuring business as usual and day-to-day activities still support the company effectively. Having a very varied role is exciting, but needs strict discipline to ensure no balls get dropped.


What industry improvements would you like to see to make your job easier?


I would like to see airlines operate and display fares consistently, so there is more transparency for travellers when it comes to comparing air fares.


Regarding travel, what’s next on your agenda?


I would like to transition the business to one TMC within the next two years. Beazley normally specifies companies with the same size, ethics and culture, so ideally, we would look at medium-sized TMCs which are not so small they are a risk and not so big that we aren’t a significant client. We are constantly looking to develop our hotel programme and to ensure we follow our aspiration to use suppliers (airlines, in particular) that have the highest credentials, priorities and initiatives towards improving the global environment.


50 NOVEMBER/DECEMBER 2019 buyingbusinesstravel.com


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120