1、 A New Order:Business Travel,Corporate Procurement and Workspace in a Post-Pandemic World Our Sponsor:2 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org Table of Contents Introduction.p.3 Key highlights.p.4 Business travel programs today.p.10 Tr

2、avel program staffing.p.12 Travel program structure and policies.p.18 The new order:how companies work.p.22 Methodology.p.35 Respondent profile.p.37 About GBTA.p.41 About HRS.p.42 3 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org Introduction T

3、o say the Covid-19 pandemic has impacted almost every facet of the global economy is an understatement.Indeed,every country,business and person has experienced a significant change in how people interact which in turn impacts how people travel and how business is conducted.As there is no guide or bl

4、ueprint regarding how businesses should adjust policies and procedures during a pandemic,companies across the globe have made changes to address new challenges brought by the pandemic.As business travel is critical for countless companies seeking to serve existing customers and clients,as well as ge

5、nerate new revenue opportunities,how travel programs adjust policies to address the challenges brought by the pandemic is essential to success and goal achievement.The pandemic grounded almost all travel,particularly business travel which is critical for many companies to generate revenue,maintain c

6、ustomer relationships,develop employee skillsets and recruit talent.But as the pandemic appears to wane and business travel resumes,questions arise concerning what business travel will look like in the immediate future,including:Will business travel be reduced as many have grown accustomed to virtua

7、l meetings and calls?What are the implications of the pandemic and lack of business travel mean for how travel programs are run versus pre-pandemic?How have the roles and responsibilities of travel managers changed and what do travel programs look like today?What has changed in terms of employee wor

8、k life and office footprint?Are companies hiring more remote workers and are remote work arrangements becoming the new norm?How have issues such as sustainability impacted travel programs and what does it mean for the industry?4 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces i

9、n a Post-Pandemic World gbta.org This study explores how business travel looks in a post-pandemic environment and what it means for workers and companies going forward.It is based on a survey of North American and European travel managers including current and former members of GBTA and addresses se

10、veral key questions including:Travel programs:Are travel managers busier than they were before the pandemic?Which functions consume more time,and which consume less?How much full-time staff do travel programs have?Are travel programs smaller than they were pre-pandemic?Which functions do travel prog

11、rams handle in-house,and which do they outsource?Work norms and policies:Has work life changed as a result of the pandemic?Have companies reduced their office footprint?Are they hiring more remote workers?How often do companies rent coworking space/flexible office space?Is coworking spend formally“m

12、anaged?”How is coworking/flexible office space booked?Key Highlights The pandemic has impacted where employees work which has impacted company office footprints.Two in three(67%)travel managers anticipate a hybrid schedule where employees will come into the office when the company fully reopens offi

13、ces,but only one in ten anticipate employees will work entirely remotely(10%)or entirely in the office(9%).This might explain why two in five(40%)travel managers report their companys office footprint is smaller than it was three years ago(i.e.,pre-pandemic).Slightly less than half(47%)of travel man

14、agers 5 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org say their office footprint is the same as it was compared to three years ago.Most travel managers say they have full-time employees based in a city where the company does not have a physic

15、al office.Four in five(81%)travel managers say their company has at least a“minor percentage”of full-time employees based in cities where the company does not have an office.In fact,one-third(34%)say their company has a“moderate”or“significant”percentage of employees working remotely.In addition,two

16、 in five(39%)travel managers say a larger percentage of their full-time new hires are fully remote.However,over half(57%)say it remains to be seen if their companys remote work policy is permanent or temporary(compared to 36%who say the policy is permanent),indicating many companies continue to eval

17、uate their remote work policies.Some companies allow remote employees to rent coworking/flexible office space.Two thirds(65%)of travel managers say renting flexible workspaces is not permitted,but an additional quarter(28%)report it is“occasionally”permitted.In addition,programs that at least occasi

18、onally permits remote workers to rent coworking spaces,two in five travel managers say the arrangement is only“somewhat managed,”but one-third(31%)are unsure how the flexible workspace is addressed in the travel program(if at all).The benefits of managing coworking/flexible office spend can include

19、cost savings,improved policy compliance and duty of care,richer data,and more efficient processes including payment and expense reporting.Remote work arrangements are largely perceived as having notable benefits including boosting productivity,employee morale and talent 6 GBTA A New Order:Business T

20、ravel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org acquisition.Travel managers say increased remote work improves employee morale(79%),retention(74%),talent acquisition(72%),productivity(62%)and company costs(60%).Fewer travel managers(38%)say remote work arrangements help

21、make the corporate culture better.In addition,key divisions including human resources(91%),C-Suite(51%)and legal(34%)are most involved with devising and updating work policies which demonstrates wide recognition that remote work provides tangible benefits for both employees and the company.Few trave

22、l programs fully manage coworking spend.Of the travel programs that at least occasionally allow remote employees to rent coworking space or flexible office space,only 17%say this office-related spend is“fully managed.”A larger number(41%)say it is“somewhat managed.”The benefits of managing coworking

23、/flexible office spend can include cost savings,improved policy compliance and duty of care,richer data,and more efficient processes including payment and expense reporting.7 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org Who should manage cow

24、orking spend?While HR might seem like the obvious choice,there are several reasons why travel managers and meeting planners might play a significant role:The case for travel managers and meeting planners:Who should take the lead with managing coworking spend?Human Resources might seem like the obvio

25、us choice.However,there are several reasons why travel managers and meeting planners can play a significant role:Procurement/sourcing expertise:Managing coworking could involve negotiating“preferred relationships”with providers such as We Work or Impact Hub.In some cases,this might involve conductin

26、g formal RFPs.Travel managers and meeting planners already have significant experience doing this with hotels and meeting venues.Leveraging existing processes:Travel programs already have ownership of existing processes that they can leverage for coworking/flexible office spend.For instance,travel m

27、anagers might own relationships with payment providers and can set up payment processes for coworking spend.They sometimes have relationships with risk management consultants and might be able to set up risk management protocols around coworking.Natural tie-in:In many cases,office spend might actual

28、ly be tied to business trips or meetings.For instance,lets say an employee travels to meet clients.She might rent a meeting room in the city that she is visiting where she can host all of her clients throughout the day.All of this spend(including the travel and office-related expenses)is tied to the

29、 same business trip.In addition,there is still a need for some remote workspace to meet face-to-face.This creates an opportunity for travel managers to negotiate larger savings with hotel and meeting space suppliers by capitalizing on larger booking volumes.8 GBTA A New Order:Business Travel,Corpora

30、te Procurement and Workspaces in a Post-Pandemic World gbta.org A third of travel managers(35%)are interested in booking coworking space for employees using the same channels they already use to book hotels or meeting venues.In addition,most travel managers perceive various benefits from doing so.Th

31、ese include an easier booking experience(74%),consolidated data(71%),easier payment(67%),and employee safety(52%).Travel programs are housed in a variety of departments and key functions of the program are done in house.Travel programs are most commonly housed in the finance(36%)and procurement depa

32、rtments(31%)and are less commonly housed in the human resource(13%)or shared services(10%)departments.In addition,key functions are typically done entirely in-house including travel policy design and/or updates(95%),selecting/overseeing the TMC(88%)and selecting and/or implementing payment solutions

33、(74%).In fact,few functions concerning the travel program are partially or fully outsourced.Even though business travel remains below its pre-pandemic peak,travel managers are busy.Most travel managers say they spend more time on various tasks than they did before the pandemic.These include troubles

34、hooting traveler questions(77%),overseeing/managing their TMC(57%),analyzing/reporting on data(52%),and duty of care/traveler tracking/meeting with risk management provider(52%).Travel programs have largely maintained pre-pandemic staff sizes.The COVID-19 pandemic impacted staffing in the travel ind

35、ustry.Facing record losses,airlines,hotels,and travel agencies were forced to reduce staff.As travel bounces back,many of these companies are having difficulty re-staffing.However,this trend has largely not occurred on the 9 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a

36、Post-Pandemic World gbta.org travel buyer side.Three in five corporate travel managers(59%)say their travel programs staff size is the same as it was before the pandemic.While one in five(22%)say their travel programs staff size is smaller,a similar number(20%)say it is actually larger.Travel progra

37、m staff sizes vary.On average,managed travel programs have roughly 4.5 full-time staff who spend most of their time working on travel-related issues.One-third(29%)only have only full-time employee,another one-third have two to three(31%),and two in five(38%)have at least four full-time employees.How

38、ever,this varies substantially depending on the size of the program.Travel programs outsource some functions and perform other functions in-house.Most travel managers say their company handles various functions“entirely in-house.”These include travel policy design/updates(95%),selecting/overseeing t

39、heir TMC(88%)and selecting/implementing payment solutions(74%).Supplier negotiations:Travel programs widely negotiate discounts and special terms with airlines and hotels.In many cases,they conduct formal requests for proposals(RFPs).Travel programs can outsource this process to third parties such a

40、s their TMC,a consultant,or a technology company.One-third of travel programs(33%)at least partially outsource their airline RFPs.An even larger number(47%)at least partially outsource their hotel RFPs including one-quarter(26%)which“mostly”or“entirely”outsource their hotel RFPs.This number might co

41、ntinue to grow as a result of several factors(see box on p.19).10 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org Risk management:The COVID pandemic has brought new risk-related challenges.Travel programs might rely on third-party experts to he

42、lp them navigate these challenges.Most travel programs(57%)at least partially outsource travel risk management(TRM).This includes almost one-third(29%)that“mostly”or“entirely”outsource their TRM program.Sustainability concerns play a role in how travel programs select hotels in the RFP process,but n

43、ot a central one.A third(36%)of travel managers say sustainability concerns have a major or moderate impact on the hotels they choose in their program and one in four(28%)say it plays no role in the hotel selection process.However,half(48%)of travel managers say they ask hotels to provide sustainabi

44、lity information but will still consider hotels that do not provide it.Less than one in ten(7%)programs say they only select hotels that provide sustainability information.Business travel programs today The global pandemic halted most business travel in 2020,but business travel has returned in large

45、 part due to increased vaccination rates and declining Covid infections.While concerns about Covid and new variants remain,the world has largely moved forward and business travel both domestic and international has resumed.Recent GBTA polling(June 2022)finds four in five(83%)GBTA members and stakeho

46、lders report their company permits at least some domestic business travel and three in five(63%)permit international business travel1.In fact,half(54%)of travel managers report their companys business travel volume has returned either“more”or“much more”quickly than they expected in 1 GBTA June 2022

47、poll,https:/www.gbta.org/LinkClick.aspx?fileticket=vX76K7aXenM%3d&portalid=0 11 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org January 2022.An additional third(36%)say business travel at their company has returned as quickly as they expected i

48、n January 2022.However,the pandemic has placed new demands on travel programs and travel managers alike.In fact,regardless of program spend and region,travel managers report they spend more time compared to three years ago(i.e.,pre-pandemic)on many elements of their programs including troubleshootin

49、g employee questions(77%)and overseeing/managing their TMC(57%).In addition,approximately half of travel managers report they spend much more or more time analyzing and reporting data(52%),providing duty of care/traveler tracking(52%),managing technology(46%)as well as implementing sustainable pract

50、ices(46%).Mangers from Europe(61%)are more likely than those based in North America(39%)to spend more time on implementing sustainable practices,as are managers with programs of$30 million+(61%)compared to those with smaller programs of$10-$30 million(40%)and less than$10 million(30%).Fewer(30%)spen

51、d more time negotiating with suppliers,but six in ten(58%)say they spend the same amount of time doing so.12 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org Travel program staffing Despite the growing challenges and increasing responsibilities

52、of travel managers,travel programs largely have the same headcount as they had pre-pandemic.Looking at travel program staffing,most managers(59%)say their companys full-time travel program staff is the same as it was before the 11%5%5%4%8%3%3%58%49%49%44%40%40%20%30%46%46%52%52%57%77%Negotiating wit

53、h suppliersImplementing sustainablepracticesIdentifying/sourcing/implementing/configuring/managing technologyDuty of care/travelertracking/meeting with riskmanagement providerAnalyzing/reporting on dataOverseeing/managing ourTMCTroubleshooting travelerquestionsCompared to Pre-Pandemic,Do Travel Prog

54、rams Spend More or Less Time on Various Tasks Today?Less time/Much less timeThe same amount of timeMore time/Much more timeQ.Thinking about your expectations at the beginning of this year(January 2022),would you say your companys business travel volume has recovered?(n=211)13 GBTA A New Order:Busine

55、ss Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org pandemic.However,one in five characterize their department staffing levels as being either smaller/much smaller(21%)or larger/much larger(20%).6%16%59%17%3%How Would You Describe Your Travel Programs Staff Size?Much sma

56、ller than it was before the pandemicSomewhat smallerQ.Thinking about your companys travel program,how would you describe its full-time staff size?This includes people who spend most of their time working on travel-related issues(n=198).14 GBTA A New Order:Business Travel,Corporate Procurement and Wo

57、rkspaces in a Post-Pandemic World gbta.org On average,managed travel programs have 4.5 full-time staff,which ranges from approximately 1.9 for programs with less than$10 million in annual travel spend,2.4 for programs for programs with$10 million-$30 million in annual spend to 7.2 full-time staff me

58、mbers for programs with more than$30 million in annual travel spend.The pandemic hits travel supplier staff but travel managers emerge largely unscathed The pandemic hits travel supplier staff:Many travel suppliers were forced to reduce staff during the pandemic.In a February 2022 GBTA poll,two-thir

59、ds of travel supplier respondents(65%)including airline,hotel,ground transportation and travel management company employeessaid their companys employee base was smaller than it was pre-pandemic.As travel makes a strong comeback,these companies are trying to add staff.However,this is difficult in a t

60、ight labor market with rising wages.In the same poll,two-thirds of travel suppliers(68%)agreed it was“difficult to hire qualified shortages in the current environment.”Staffing shortages can lead to service shortfalls such as cancelled flights and longer travel agent wait times.Travel managers emerg

61、e largely unscathed:While the staffing shortage in the travel industry has been widely documented,it was not clear if this happened on the travel buyer side.With business travel paused and facing a long and potentially slow recovery,companies outside of the travel industry might have reduced in-hous

62、e travel management staff.It is not clear if this happened.If it did,travel programs have quickly re-staffed.Only 22%of respondents say their travel programs staff size is smaller than it was before the pandemic.A higher number say it is the same size(59%)or even larger(20%)than it was pre-pandemic.

63、GBTA,Coronavirus Recovery Poll Results February 28,2022.Alexandria,VA:GBTA,2022.STEP 15 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org Q.How many full-time staff does your travel program have today?These include people who spend most of their

64、time working on travel-related issues such as travel policy design,supplier negotiations,overseeing relationships with a travel management company or other vendors,and implementing or overseeing technology(n=199).5%36%41%18%0%$10 million to less than$30 Average:2.4 9%27%44%20%$30 million or more Ave

65、rage:7.2 5%53%32%11%0%Less than$10 million Average:1.9 n=57 n=44 n=79 Travel Program Staff Size by pre-pandemic annual travel spend Q.How many full-time staff does your travel program have today?These include people who spend most of their time working on travel-related issues such as travel policy

66、design,supplier negotiations,overseeing relationships with a travel management company or other vendors,and implementing or overseeing technology(n=199).0 3%1 29%2-3 31%4-10 27%More than 10 11%How Many Full-Time Staff Does Your Travel Program Have?16 GBTA A New Order:Business Travel,Corporate Procur

67、ement and Workspaces in a Post-Pandemic World gbta.org While travel program staff size varies by travel spend,travel managers vary on the ideal skills and competencies they would want in an additional full-time staff member.Customer service experience(i.e.,interacting with travelers and troubleshoot

68、ing reservations)is the most frequently cited skills by 40%of all travel managers,followed by data management and/or reporting experience.However,travel managers based in North America(46%)are more likely than those based in Europe(25%)to cite customer service experience as a most wanted skill or co

69、mpetency.There is less agreement on other skills and competencies wanted in a new hire,including experience implementing and/or Q.If your company could hire another full-time staff member to work on the travel team,which skills or competencies would you most want this person to have?Please select no

70、 more than two(n=195).5%3%14%15%16%17%28%35%40%OtherExperience writing/revising travelpoliciesExperience workingwith/overseeing TMCsExpertise in sustainable travelpracticesProcurement/suppliernegotiation/RFP experienceRisk management/Duty of careexperienceExperienceimplementing/managing traveltechno

71、logyData management/reportingexperienceCustomer service experience(i.e.,interacting with travelers andtroubleshooting reservations)If Your Company Could Hire Another Full-Time Staff Member to Work on the Travel Team,Which Skills or Competencies Would You Most Want This Person to Have?up to two answe

72、rs allowed 17 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org managing travel technology(28%),risk management/duty of care experience(17%),procurement/supplier negotiation/RFP experience(16%),sustainability expertise(15%),experience overseeing

73、a TMC(14%)or experience writing/revising travel policies(3%).Travel Travel Travel programs need a human touch Travel programs need a human touch:While subject matter knowledge is ever-important,so is a human touch.Decades ago,travel management began as a service-oriented field.Travel managers and tr

74、avel agents-maintained relationships with employees and helped them book trips.Over time,technology automated key functions such as bookingthat had previously depended on human-to-human interaction.The COVID pandemic forced travel programs to return to their roots.Employees needed assistance underst

75、anding ever-changing corporate policies and international travel requirements.Travel managers needed to communicate with employees on an ongoing basis and constantly respond to questions or concerns.Travel programs continue to prioritize customer service:Even as business travel returns to normal,tra

76、vel programs continue to prioritize customer service.Two in five travel managers(40%)say if they could hire another full-time staff member for the travel team,they would want this person to have customer service experience as one of their top two skills or competencies.This is higher than the percen

77、tage who indicate various technical or subject matter competencies such as experience managing travel technology(28%)or risk management/duty of care experience(17%).Travel managers based in North America(46%)are more likely than those based in Europe(25%)to cite customer service as a key competency

78、wanted in new hires for travel programs.STEP 1 18 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org Travel program structure and policies Corporate travel programs are often housed in multiple departments including procurement(36%),finance(31%),h

79、uman resources(19%)and shared services(10%)among other divisions(19%).It is noteworthy the travel department is more likely to be housed under the finance department in North America(38%)compared to Europe(15%).For contrast,travel programs in Europe(20%)are more likely than those in North America(9%

80、)to house travel programs in the human resources department.While travel programs are housed in a variety of departments,their function and responsibilities are largely standard.However,some programs outsource(at least in part)some functions while other functions are largely done in-house.In fact,fe

81、w managers report their program fully outsource a particular function which is likely due to the need to control and manage key functions which requires at least some oversight and control.Functions including travel policy design and updates(95%)are almost completed in-house,as are selecting/oversee

82、ing the TMC(88%)and selecting/implementing payment Q.Thinking about your company,in which of the following departments/units is the travel program housed?19%10%13%31%36%OtherShared ServicesHuman ResourcesFinanceProcurementIn Which Department(s)Is Your Companys Travel Program Housed?multiple answers

83、allowed 19 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org solutions(74%).Conducting airline(67%)and hotel(53%)RFPs are also almost all done entirely in-house although one in five(21%-20%)managers report RFPs are mostly done in-house but are al

84、so partially outsourced.While travel programs largely do their airline RFPs in-house,almost half(47%)at least partially outsource their hotel RFPs.This includes more than one-quarter(26%)that“mostly”or“entirely”outsource hotel RFPs.Other functions including technology implementation(48%)and risk man

85、agement(43%)are often completely done in-house but are also outsourced in some capacity largely due to the technical and legal implications associated with those functions.Q.Thinking about the following functions,which of the following best describes your companys approach?(n=189)95%88%74%67%53%43%4

86、8%4%8%16%20%21%28%33%2%5%7%17%21%13%1%2%4%6%9%8%5%Travel policy design/updatesSelecting/overseeing our TMCSelecting/Implementing payment solutionsAirline RFPsHotel RFPsRisk management(i.e.traveler tracking,emergency response,etc.)Technology implementation/management(e.g.,configuring our booking and

87、expense tools)Thinking About the Following Functions,Which of the Following Best Describes Your Companys Approach?We do entirely in-houseWe mostly do in-house but partially outsourceWe mostly outsource but partially do-in houseWe outsource entirely 20 GBTA A New Order:Business Travel,Corporate Procu

88、rement and Workspaces in a Post-Pandemic World gbta.org The growing complexity of hotel programs Travel programs outsource hotel RFPs:Almost half of travel programs(47%)at least partially outsource their hotel RFPs.This includes more than one-quarter(26%)that“mostly”or“entirely”outsource their hotel

89、 RFPs.Are travel programs more likely to outsource hotel RFPs than they were pre-pandemic?It is not clear if they are.However,there are several possible reasons why this could be the case.This years RFP season:This years RFP season will present unique challenges.Many travel programs currently have f

90、avorable hotel discounts that are significantly below market rates.In many cases,they negotiated these rates before the pandemic.This year,hotels are likely to drive a much tougher bargain.Average daily hotel rates(ADRs)have risen dramatically in 2022 as a result of higher occupancy and inflation.Th

91、e Company Dime reports that“one vendor expected a 20 percent corporate rate increase”as travel programs and hotels negotiate rates for next year.Travel programs might need to do significant work to obtain meaningful discounts in a sellers market.The growing complexity of hotel programs:Beyond unique

92、 conditions this year,hotel negotiations have become more complex.Some travel programs rely on“continuous sourcing”where they revisit hotel contracts throughout the year and renegotiate with hotels to obtain better deals.Travel programs increasingly use sophisticated tools such as rate benchmarking

93、and auditing technology.These processes and tools take significant time and expertise to manage.Travel programs might rely on third-party consultants for assistance.Jonas,David.“Never Universal,Dynamic Hotel Discounts Lose Appeal In Sellers Market.”July 21,2022.https:/ 1 21 GBTA A New Order:Business

94、 Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org High spend programs outsource at similar or higher rates Larger staff:High spend travel programs have more in-house staff.On average,high spend travel programs have 7.2 full-time employees(see p.14).This is much higher th

95、an the average number for low-spend(1.9 employees)and medium-spend(2.4 employees).High spend programs outsource at similar or higher rates:Even though high spend travel programs have more staff,this does not mean they handle more functions in-house.When it comes to many functions,high spend travel p

96、rograms outsource at similar or even higher rates than lower spend programs Similar rates:High spend travel programs outsource risk management and technology implementation/management at similar rates as lower-spend programs”.While they have more in-house staff to manage these functions,their needs

97、could potentially be more complex.For instance,they might use more technology,or configure technology in more customized ways.Higher rates:High spend programs are more likely to outsource supplier negotiations.Compared to lower spend travel programs,high spend programs are more likely to“outsource t

98、heir hotel and airline RFPs“mostly”or“entirely.”This is almost certainly because their negotiations are more complex.For instance,high spend programs might have fixed rates with hundreds of individual hotel properties while low spend programs might rely on dynamic discounts or fixed rates with a few

99、 dozen properties.22 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org The new order:how companies work As the world recovers from the pandemic,there is a re-set occurring in terms of how we work and travel.The pandemic forced millions to work fr

100、om home or spend limited time spent in an office environment.As such,many companies and employees grew accustomed to working remotely,resulting in a shift in terms of expectations and policies many of which might become permanent.When travel managers were asked to characterize what their companys po

101、licy will likely be once their office(s)opens,two in three(67%)expect their company will have a hybrid approach with most employees coming into the office for a few days and work remotely for a few days as well.European respondents(81%)are more likely than those in North America(61%)to expect their

102、company will adopt Q.Thinking about the following functions,which of the following best describes your companys approach?0%4%12%9%32%39%13%0%5%5%13%19%27%31%3%4%8%22%29%46%48%Travel policydesign/updatesSelecting/overseeing ourTMCSelecting/ImplementingpaymentsolutionsAirline RFPsTechnologyimplementat

103、ion/managementRiskmanagementHotel RFPsThinking About the Following Functions,Which of the Following Best Describes Your Companys Approach?%who mostly or entirely outsource by pre-pandemic annual travel spendLess than$10 million(n=44-56)$10 million to less than$30 million(n=33-43)$30 million or more(

104、n=52-73)23 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org a hybrid model.Few(10%)travel managers expect their employees will fully remote or will return to the office full-time(9%).About one in ten(12%)travel managers expect employees will hav

105、e the choice concerning where they want to work,suggesting companies are likely to craft work policies that allow(if not require)face-to-face interaction for productivity and financial reasons.In terms of which department(s)play a role in devising and/or updating corporate remote work policies,human

106、 resources(91%)is overwhelmingly involved demonstrating the recognition that remote work policies has many implications that require the department to be heavily involved.Other departments are also involved to a lesser degree including the C-Suite(51%),legal(34%),finance(19%)and risk management(18%)

107、.The corporate travel department(9%)has little involvement in devising the remote work policy at companies,likely driven 9%10%67%12%2%1%When Office Fully Reopens,Which Will Most Likely Apply?Full-time in-office:Most employees will commute to theoffice most daysFull-time remote:most employees will wo

108、rk from homemost daysHybrid:most employees will commute to the office somedays and work remote some daysFlex time(employee choice)OtherNot sureQ.When your company fully re-opens its office(s)in the country where you are based,which of the following will most likely apply?(n=195)24 GBTA A New Order:B

109、usiness Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org by it is not in the realm of travel departments responsibilities and travel is only one component of a remote work policy.The trend to permitting more remote work options is,in part,driven by the benefits companies

110、 recognize that come along with it.Driving this trend is in fact,a majority of travel managers feel remote work arrangements improves employee morale(79%),retention(74%)and talent acquisition(72%).In addition,remote work is viewed as having a positive influence on employee productivity(62%)and compa

111、ny costs(60%).It is noteworthy improving company costs,while still a significant benefit,is lower than employee morale,retention and talent acquisition.Q.Who at your company is involved in devising and/or updating the remote work policy?Select all that apply.(n=191)9%9%18%19%34%51%91%OtherCorporate

112、travel departmentRisk managementFinanceLegalC-SuiteHuman resourcesWho Is Involved With Devising/Updating Remote Work Policies?multiple answers allowed 25 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org This sentiment is consistent among North A

113、merican and European travel managers alike,further demonstrating the value of remote work arrangements in a relatively tight labor market.However,sentiment that remote work arrangements is better for corporate culture is mixed.While two in five(38%)of travel managers feel remote work arrangements is

114、 good for corporate culture,a third(36%)are more neutral in their perception that it is a benefit and one in four(26%)feel it is worse for corporate culture.This could be driven by the sentiment face-to-face interaction is still important and thus remote working arrangements might pose some challeng

115、es that could impact corporate culture.However,travel managers based in Europe(51%)are more likely than those in North America(34%)to say remote work policies impact corporate culture for the better.26%6%4%4%2%7%36%34%35%24%25%14%38%60%62%72%74%79%Corporate cultureCompany costsEmployee productivityT

116、alent acquisitionEmployee retentionEmployee moraleHow Do You Think Remote Work Policies Impact the Following at Your Company:WorseThe sameBetterQ.How do you think remote work policies impact the following at your company:(n=157-174)26 GBTA A New Order:Business Travel,Corporate Procurement and Worksp

117、aces in a Post-Pandemic World gbta.org The fact that more companies are permitting remote work options brings the question of how much corporate office space is needed to accommodate workers who are in the office at least part of their time.Indeed,the expense of owning or renting office space has ca

118、used companies around the world to reconsider their office space needs.Approximately half(47%)of travel managers say their companys office footprint(i.e.,the number of offices or size of office space)is the same as it was three years ago,but two in five(40%)say their office footprint is smaller comp

119、ared to three years ago.Only one in ten(13%)say their office footprint is larger today compared to three years ago,suggesting the current trend is to reduce or maintain current office footprints to better align with employee work patterns and company policies.In addition,there are no statistical dif

120、ferences between North America and Europe concerning office footprints,demonstrating companies across the globe are evaluating how new work arrangements impact the need for office space.27 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org A new w

121、ork order The COVID-19 pandemic has radically transformed everyday work life.Many of these changes appear likely to persist long-term.Is hybrid the new norm?As offices reopen,few travel managers expect their company will require commuting every day.Only 9%of travel managers expect their company will

122、 have a“full-time in-office”approach where most employees commute to the office most days.Most(67%)expect their company will adopt a hybrid approach where employees commute some days and work remote other days.A hybrid approach is especially common in Europe.Some companies reduce office footprint:A

123、decent number of companies have reduced their office footprint.Two in five travel managers(40%)say their companys office footprint is smaller today than it was three years ago(pre-pandemic).Only 13%say their companys office footprint is larger.Most companies have remote employees:Four in five travel

124、 managers(81%)say at least a“minor percentage”of their companys employees are based in a city where their company does not have a physical office.This includes one-third(34%)who say a“moderate”or“significant”of their companys employees are these so-called“full-time remote”workers.Moreover,two in fiv

125、e(39%)say that a larger percentage of their companys new hires are full-time remote compared to three years ago.Is the“new order”effective?One of the most important questions about the long-term durability of the“new work order”is whether it actually works.Travel managers largely think that it does.

126、A large majority say remote work policies impact various company goals for the better.These include employee morale(79%),employee retention(74%),talent acquisition(72%),employee productivity(62%),and company costs(60%).28 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Pos

127、t-Pandemic World gbta.org One result of the digitalization of business across the globe is companies often have employees in locations where the company does not have a physical office.As such,corporate policies often need to be adjusted to accommodate remote workers.Four in five travel managers rep

128、ort their company has at least a“minor”percentage of full-time employees who are based in a city where the company does not have an office.Most travel managers(47%)report they have a minor percentage of employees based in a different city from where the company has an office presence,but one in four

129、(24%)have a moderate percentage of employees in different city.In addition,one in ten each say their company has either a significant percentage(10%)of employees in a different city from where the company has a physical presence or do not have any remote employees(11%)suggesting few companies are 10

130、0%fully remote.8%11%10%24%47%Do Companies Have Employees in Cities Where They Dont Have a Physical Presence?Not sureNone of our full-time employees are based in a citywhere we do not have a physical officeA significant percentage of our full-time employees arebased in a city where we do not have a p

131、hysical officeA moderate percentage of our full-time employees arebased in a city where we do not have a physical officeA minor percentage of our full-time employees arebased in a city where we do not have a physical office81%say at least a“minor”percentage including 34%who say a“moderate”or“signifi

132、cant”percentage Q.Thinking about the company that you work for,which of the following applies?(n=195)29 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org In fact,the trend of having more remote employees has increased since 2019,or pre-pandemic.W

133、hen asked to compare their companys current hiring trends as it relates to remote workers,two in five(39%)say a larger percentage of their companys full-time new hires are remote and an additional two in five(42%)say an equal percentage of their new hires are remote compared to three years ago.Fewer

134、(19%)travel managers say a lower percentage of their new full-time hires are remote,further enforcing the trend to more(at least in part)remote working arrangements that likely stems from the pandemic.Travel managers based in North America(43%)are more likely than those based in Europe(27%)to say a

135、larger percentage of their new full-time hires are remote.But despite the increase in remote work arrangements,most companies have some policies in place that address where remote employees can work.Among those who say their company permits at least some remote working arrangements,half(49%)of trave

136、l managers say their company has requirements on where employees can work remotely,whereas one in three(29%)say employees are permitted to work from any location in the country where they are based.Only four percent of travel managers say their company allows employees to work anywhere in the world.

137、One in five(19%)report their company does not have a policy that addresses remote work.It is noteworthy that there are no statistical differences between travel managers based in Europe and those based in North America in terms of corporate policies that address remote work arrangements.However,it r

138、emains to be seen if remote work policies are permanent or temporary in response to the pandemic.Only a third(36%)of travel managers whose company permits at least some remote work arrangements say the policy is permanent compared to over half(57%)who say it remains to be seen whether their companys

139、 policy is permanent or temporary.This suggests many companies are evaluating their employee remote work policies but have not 30 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org finalized a policy one way or the other.Fewer(8%)travel managers s

140、ay their companys remote work policies are temporary.More than one-third(35%)of travel managers say their company at least occasionally allows employees to rent coworking/flexible office spaces.A quarter(28%)say their company occasionally allows it,but few say their company frequently(5%)or sometime

141、s(2%)permits renting coworking/flexible office spaces.Two-thirds(65%)of travel managers say their company does not permit renting coworking/flexible office spaces.31 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org Office space still has a place

142、 A changing work scene:Companies continue to reduce their office footprint and hire more full-time remote employees.Two in five respondents(40%)say their companys office footprint is smaller today than it was three years ago(pre-pandemic).A large majority(81%)say that at least a“minor percentage”of

143、their companys employees are based in a city where their company does not have a physical office.This includes one-third(34%)who say a“significant”or“moderate”percentage of employees are based in a city where their company does not have an office.Office space still has a place:Even if employees typi

144、cally work from home,they might benefit from having occasional access to an office.For instance,they might hold all-day regular meetings with clients or customers.They do not want to invite customers to their home and find it impractical to hold an all-day meeting at a restaurant or hotel.Companies

145、might also hold working groups with internal colleagues and need a space where employees can plug in an collaborate.Office space might not only be necessary for meetings or collaboration;it might also be necessary for regular work.Some employees might be less productive at home or have an uncomforta

146、ble home working environment.They might have a lot of background noise(such as a spouse who works in the same small apartment)which makes it difficult to focus or participate in virtual meetings.Flexible office space/coworking space:When employees need an officebut are based in a city where their co

147、mpany does not have onecompanies can allow these employees to book flexible office space/coworking space.Examples include We Work and Impact Hub.These allow employees to reserve a cubicle,meeting room,or an entire floor in an office building where they work alongside employees of other companies.In

148、many cases,office space can be reserved on an on-demand(e.g.,hourly or daily)or subscription(e.g.,monthly or annually)basis.One-third of respondents(35%)say their company at least“occasionally”allows employees to rent co-working or flexible office space for regular work or business meetings.32 GBTA

149、A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org But among those who report their company at least occasionally allows employees to rent a workspace,few managers(17%)say their company fully manages its spend on coworking/flexible office spaces,while

150、more(41%)say the work arrangement is only“somewhat managed.”In addition,only one in ten(11%)say coworking/flexible office is not managed,but one-third(31%)are Who will manage coworking space/flexible office space?The case for travel managers and meeting planners Changing work norms could drive compa

151、nies to rent flexible office/coworking space.However,this new spend category is rarely“fully managed”which could result in lost savings,non-compliance with company policies,process inefficiencies,and even risk management issues.If companies want to“manage”their coworking spend,who should take the le

152、ad?While travel managers and meeting planners might seem like unusual candidates,there are several reasons why they might actually be a good fit.Coworking/flexible office space is rarely fully managed:Companies can“manage”spend on coworking space or flexible office space.This can encompass various a

153、ctivities.According to the GBTA-HRS survey,these include:”1)having defined policies that employees should follow;(2)having preferred office space providers that your company recommends using;or(3)having in place tools such as a booking channel that you use to reserve office space.”The benefits of ma

154、naging spend include cost savings,policy compliance,process efficiencies(i.e.,easier payment,expense reporting,and spend reconciliation),better data,and improved risk management(ensuring that employees rent office space from reputable providers with safe buildings and comfortable working environment

155、s).Of the respondents who say their company at least occasionally allows renting coworking/flexible office space,only 17%say their coworking spend is“fully managed.”One in 10(11%)say it is“unmanaged”and two in five(41%)say it is“somewhat managed.”33 GBTA A New Order:Business Travel,Corporate Procure

156、ment and Workspaces in a Post-Pandemic World gbta.org unsure of their companys approach to managing spend on such workspaces perhaps due to many companies are still evaluating their remote work policies.There might also be a lack of travel manager involvement regarding managing co-working/flexible o

157、ffice spaces as many companies might assign this function to human resources and thus,might leave many travel managers to be unsure about company spend on coworking arrangements.However,it can also provide an opportunity for travel managers to highlight their experience and skills to include co-work

158、ing/flexible office spaces as part of the travel program.Companies book coworking space in a variety of ways.While one-third(31%)book directly with the provider(such as WeW),more travel managers(44%)are unsure how their company books which suggests many programs do not have formal policies that addr

159、ess co-working/flexible office arrangements.In fact,very few programs that permit coworking arrangements book through a Q.How does your company typically book/reserve co-working/flexible office space?Note:Question only displayed to respondents who indicated their company at least occasionally allows

160、 remote employees to book coworking/flexible office space(n=52).31%6%8%12%44%How Does Your Company Typically Book Coworking/Flexible Office Space?Directly with provider(e.g.,WeW)We book it through an online tool that aggregatesoptions from different providersWe call or email a third-party agency(i.e

161、.,meetings management agency)OtherNot sure 34 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org third-party agency(8%),an online aggregator tool(6%)or via other means(12%).A third(35%)of travel managers are interested in booking coworking/flexibl

162、e office space using the same channels they use to book hotel and meeting venues.A decent number(23%)are not sure while fewer than half(42%)are not interested.Those who are not interested might be unitiated to the fact there is opportunity in booking coworking space with the same channels used for b

163、ooking hotels and meeting space and can also help demonstrate the value of the travel program.A large majority of travel managers identify the benefits of booking coworking space using the same channels used to book hotels and meeting venues.These benefits include easier booking experiences for the

164、employee(74%),consolidated data(71%),easier payment processing to pay for the space(67%)and also provide elements to protect employee safety(52%)by providing a proper work environment.There are no statistically significant differences between travel managers based in North America and those based in

165、 Europe.42%23%35%Are Travel Managers Interested in Booking Coworking Space for Employees Using the Same Channels They Already Use for Hotels and Meeting Venues?Not interested/Not interested at allNeither interested nor uninterestedInterested/Very interestedQ.Please rate your interest in reserving co

166、-working/flexible office space for employees using the same channels that your company already uses to book hotels/meeting venues?Note:Question only displayed to respondents who indicated their company at least occasionally allows remote employees to book coworking/flexible office space 35 GBTA A Ne

167、w Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org Among travel programs that at least occasionally permit remote employees to rent coworking spaces,travel managers are not terribly interested in conducting RFPs with coworking providers,even if it could me

168、an discounted rates and other amenities.Half(51%)of travel managers say they are not interested in conducting RFPs,compared to one in five(21%)are interested and one in ten(11%)are neither interested nor disinterested.36 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post

169、-Pandemic World gbta.org Using familiar tools to book office space?Companies rely on different methods:Companies rely on different methods to book coworking space.Of the travel managers who say their company at least“occasionally”allows renting coworking space/flexible office space,two in five(44%)a

170、re not sure how it is booked.This could reflect that travel managers have limited involvement in this process or have limited visibility because spend is not fully managed.Almost one-third(31%)say their company typically books coworking space directly with the provider(e.g.,WeW).Only 6%say their com

171、pany uses an online tool that aggregates options from different providers.Using familiar tools:Employees might be able to reserve coworking space using the same tools that they already use to book hotels or meeting venues.More than one-third of travel managers(35%)are interested in doing this.Travel

172、 managers identify various benefits of doing so:Easier booking experience:Using familiar tools can simplify the booking experience.A single tool that aggregates options can save time and allow for comparison shopping.The employee can compare options side-by-side without visiting multiple websites.In

173、 addition,coworking spend might be tied to business trips.For instance,lets say a salesperson travels to visit customers and wants to rent office space for these meetings.She might save time if she can book her hotel and office space using the same tool.Three-quarters of travel managers(74%)say an e

174、asier booking experience is a benefit of reserving coworking space using the same tools that their company already uses to book hotels or meeting venues.Consolidated data:If companies reserve coworking space using the same tools that they use for hotels and meeting venues,they can have consolidated

175、data.In other words,they can receive a single report that breaks down hotel spend,meeting spend,and coworking spend.Seven in 10 travel managers(71%)say consolidated data is a benefit of reserving coworking space using the same tools that their company already uses to book hotels or meeting venues.Ea

176、sier payment:Using familiar booking tools can allow companies to leverage existing payment methods.For instance,a company might have a central travel account that is tied to the booking tool that they use for travel and meetings.If they use the same booking tool to reserve coworking space,they might

177、 be able to use this same payment method.Two thirds of travel managers(67%)say easier payment is a benefit of reserving coworking space using the same tools that their company already uses to book hotels and meeting venues.37 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a

178、 Post-Pandemic World gbta.org Methodology Online survey of U.S.,Canada,and Europe-based Travel Managers Data collection took place between June 15 until June 29,2022.Email invitation sent to 3,431 travel buyers including members and non-members of GBTA o Of these,233 completed at least one question,

179、for a response rate of 6.8%o Of these,219 qualified because they were“involved in managing or procuring travel on behalf of their company.”Of those who qualified,187 completed the entire survey including 137 in North America and 49 in Europe.38 GBTA A New Order:Business Travel,Corporate Procurement

180、and Workspaces in a Post-Pandemic World gbta.org Respondent Profile 71%28%RegionNorthAmericaEuropeQ.In which country are you based?(n=217)1%1%1%1%1%2%2%3%4%6%9%65%FinlandIrelandItalyNetherlandsSwitzerlandGermanySwedenDenmarkFranceCanadaUnited KingdomUnited StatesCountryQ.In which country are you bas

181、ed?(n=217)39 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org 30%24%42%4%Pre-Pandemic Annual Travel SpendLess than$10 million$10 million to less than$30 million$30 million or moreNot sureQ.What was your total travel spend in 2019 in U.S.dollars(

182、including air,hotel,car rentals,meetings,etc.)?Please use your best estimate(n=187).17%28%55%Company ReachNational(presence in only onecountry)Multinational(presence in multiplecountries that do not represent allregions of the world)Global(presence in all regions ofthe world)Q.What was your total tr

183、avel spend in 2019 in U.S.dollars(including air,hotel,car rentals,meetings,etc.)?Please use your best estimate(n=187).40 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org 16%1%1%2%2%3%4%5%6%9%9%11%16%17%OtherPublic AdministrationTravel and Meetin

184、gs ManagementArts,Entertainment,and RecreationTransportation and WarehousingEducational ServicesRetail/Wholesale TradeNon-profit,Association,and FoundationMedia,Information,and CommunicationsFinance and InsuranceMining,Oil and Gas Extraction,and UtilitiesHealth Care,Pharmaceuticals,and SocialManufac

185、turingProfessional,Scientific,and TechnicalIndustryQ.Which of the following industries best describes your organization?(n=187)41 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org About GBTA The Global Business Travel Association(GBTA)is the worl

186、ds largest business travel and meetings trade organization headquartered in the Washington,D.C.area with members on six continents,who manage more than$345 billion of global business travel and meetings expenditures annually.GBTA delivers world-class education,events,research,advocacy,and media to a

187、 growing global network of more than 28,000 travel professionals and 125,000 active contacts.For more information,visit www.gbta.org.42 GBTA A New Order:Business Travel,Corporate Procurement and Workspaces in a Post-Pandemic World gbta.org About HRS HRS is reinventing the way businesses and governme

188、nts work,stay and pay in todays dynamic global marketplace.HRS advanced platform technology is extending its reach beyond hospitality to meetings,office space management,payment efficiency and crisis recovery.Beyond cost savings in the global post-pandemic economy,HRS clients gain from an unrivaled

189、focus on essential aspects including safety,security and satisfaction.HRS is also recognized for its award-winning Green Stay Initiative,technology that helps corporate hotel programs achieve their NetZero targets,and its groundbreaking Crew&Passengers Solution,which leverages automation to elevate experiences for air and rail operations.Founded in 1972,HRS works with 35 percent of the global Fortune 500,as well as the worlds leading hotel chains,regional hospitality groups and payment providers.More information at