Adam Kerr is CEO and founder of Tripism

The role of the travel manager has evolved considerably in recent years. Changes in the way we work ¨C driven by hybrid and remote working ¨C have brought new complexities to travel programmes. Business travel is no longer simply about managing logistics and cost control. Instead, it is now a strategic function that impacts employee satisfaction, ESG goals, company culture, and even talent retention. As organisations recognise the significant value that well-structured travel programmes can bring, travel managers are increasingly gaining a seat at the boardroom table.
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Today, business travel is seen as more than just a business necessity integral to profitability, but also a chance to connect employees and grow company culture at a time when many employees work remotely. But business travel is also often viewed as a benefit, particularly by younger generations entering the workforce.

A well-designed travel programme can serve as a powerful tool for retaining and attracting new talent, as well as fostering employee loyalty. Organisations are now looking beyond traditional travel management strategies to implement innovative programmes that align with their corporate values, support employee wellbeing, and drive business growth.

A survey conducted by TravelPerk found that 76 per cent of Gen Z employees say business travel influences their decision to stay with their employer. With remote work reducing in-person interactions, companies must find new ways to cultivate a sense of belonging and team cohesion. Business travel can play that crucial role in promoting collaboration, networking and professional development ¨C key factors that younger employees value in their careers.

Travel as a tool for employee engagement

In 2024, Millennials and Gen Z employees represented the largest segment of business travellers, and around half of each group expected to travel for work. Moreover, nearly half have extended their business trips for leisure purposes, according to Statista. The rise in 'blended' trips underscores the changing expectations of employees, who seek more flexibility and work-life balance in their professional lives. Not all companies are taking advantage of the opportunity to extend leisure travel opportunities to their employees, and those that aren't could be missing out on a key talent retention trick.
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As employee expectations evolve, so too must corporate travel policies. The role of the travel manager is no longer confined to cost control and itinerary planning. Today¡¯s travel managers develop programmes that not only optimise return on investment but also enhance the employee experience, support sustainability initiatives, and align with company culture.

A well-structured travel policy caters to the needs of a diverse workforce while maintaining flexibility by incorporating personalisation, flexibility, sustainability, and community building. Personalisation enables employees to tailor their travel experiences to suit their preferences and wellbeing needs, while flexibility allows for alternative arrangements such as remote work locations or extended stays. Sustainability is promoted by encouraging greener choices, such as opting for train travel over flights or participating in carbon offset programmes. Finally, community building leverages business travel as an opportunity to strengthen connections among remote employees. By embracing these principles, travel managers can transform business travel from a routine obligation into a key driver of employee satisfaction and engagement.

Positioning travel programmes as a business asset

The expansion of the travel manager role reflects a broader trend toward creating workplaces that prioritise sustainability, wellbeing and inclusivity. In a remote-first world, fostering community engagement and promoting a balanced lifestyle is more important than ever.

Travel managers have an opportunity to showcase additional value by designing programmes that directly contribute to talent attraction, employee loyalty, and overall workplace satisfaction, while also supporting broader company goals. A modernised corporate travel programme can serve as a strategic asset by enhancing the employee experience through personalised preferences, added-value perks, and leisure travel incentives; promoting sustainability with policies that encourage eco-friendly travel options and responsible tourism; and supporting diversity and inclusion by ensuring travel policies accommodate employees with varying needs, including those with disabilities or caregiving responsibilities.

Corporate travel programmes are no longer just about getting employees from point A to point B. They are a reflection of a company¡¯s values and a crucial component of a thriving organisational culture. As the role of the travel manager continues to expand, those who embrace this evolution will help their companies retain talent and stay competitive in a rapidly changing business landscape.