Holly Warner, Global Business Consulting director at Amex GBT (left), and Cathy Katynski, global travel programme manager (right), discuss the evolving role of the travel manager during the Covid-19 pandemic

The global economy is contracting. Many companies have been forced to restructure and reprioritise. Travel teams, like any other corporate support function, might feel vulnerable. That need not be the case. Travel managers are in a unique position to help companies navigate change. Travel is fundamental to conducting business and has, in fact, already started its journey towards recovery. Of course, there lies a bumpy road ahead. But we¡¯re seeing the return of domestic travel in some countries, and there is pent-up demand for international travel across many sectors.

The role of the travel team in this period is to help travellers, and companies, feel comfortable with uncertainty and disruption. Combining duty of care obligations, individual wellbeing and policy optimisation, the travel team is ideally positioned to educate and positively influence people as they prepare to travel again.???

The travel ecosystem
Many travel managers have used recent months to prepare travel programmes and policies for the future. They¡¯ve put in the due diligence so their companies can rebound quickly and profitably.? Working with travel management companies and suppliers gives travel managers access to meaningful data that helps form decisions about policy.

Until earlier this year, a travel policy may only have undergone a thorough review once or twice per year. However, we are now operating in a dynamic and complex environment which requires greater flexibility and rigor in this process. Companies are obliged to stay on top of developments in order to fulfil their duty-of-care obligations, create clear and concise traveller communications, and provide analytics and peer insights to make programme and policy recommendations. For business leaders, this support is crucial, particularly in organisations that rely on business travel to remain profitable. Travel managers are uniquely placed to provide that counsel and share it with senior stakeholders.

Communications
The ability to communicate with speed and accuracy is crucial during a period of disruption. With so much information available, it can be challenging to separate perception from reality. A vital part of the travel manager¡¯s role is to regularly parse transportation rules, regulations, protocols and other important information, and to contextualise it for travellers so they can make well-informed decisions while also feeding into the planning and strategic thinking of leaders across the business.

Duty of care
Fulfilling duty of care obligations could be under more scrutiny in the future, though it¡¯s important to note that the principle has not changed in any way as a result of Covid-19. For some companies, duty of care initiatives would only rise up the priority list in times of crisis. But the dynamic nature of Covid-19 is forcing business leaders to focus on what duty of care means on a day-to-day basis and on a very granular level.

Travel managers must keep duty of care policies up to date and relevant for the present situation and make sure there is alignment across corporate functions, from security and risk teams to legal, compliance and HR departments. By doing so and in working with TMC partners to manage service disruption, travel managers will foster a corporate travel environment that can weather this or any other period of disruption.

During this period of transformation, travel managers must stay connected with key stakeholders and business leaders to manage organisational needs. While the role is bound to evolve in this new operating environment, one thing will remain constant: travel managers are central to cross-functional collaboration and to promoting education in support of the wellbeing and health of travellers and the organisation.