The Travel Policies Failing A Multigenerational Workforce
By Jonathan Beeby, managing director, SAP Concur Australia and New Zealand
Business travel has become a litmus test for how organisations adapt to modern working norms, evolving employee expectations, and ongoing cost-control pressures. Digital collaboration tools are firmly embedded in daily operations, and leadership teams are reassessing the strategic value of travel more critically than ever. However, SAP Concur's latest research reveals that employees are not ready to give up their seat just yet, despite the temptation to reduce travel budgets amid rising operational costs and changing ways of working.
SAP Concur's 7th annual Global Business Travel Survey shows that the majority of business travellers across Australia and New Zealand (ANZ) still see in-person engagement as either essential (59 per cent) or helpful (35 per cent) to their roles. This appetite for travel highlights a disconnect between executive assumptions and employee expectations; that gap becomes more pronounced when examining how different generations approach travel.
Distinctions are emerging across spending behaviour, personal preferences, and perceived value of work-related trips. Most employees alter their spending behaviour in some way when travelling for business compared to personal trips. Nearly half of surveyed employees (42 per cent) book higher quality hotels or premium rooms for work trips, and 37 per cent opt for direct flights even if they're more expensive. Others are more inclined to use private transport (40 per cent) or dine at premium restaurants (34 per cent) than during leisure travel.
However, while some travellers are willing to spend more on comfort, others are saving on costs. More than one-third (36 per cent) of employees spend below their daily meal allowance, and 38 per cent use personal payment cards to accrue loyalty points. Yet, the underlying motivations and outcomes of these behaviours are not uniform.
Generational differences in how employees travel, and what they prioritise, are shaping new fault lines in corporate travel management. Findings from the SAP Concur Global Business Travel Survey offer a snapshot of broad behavioural patterns among generations of business travellers worldwide.
Baby boomers are the least likely to indulge in extra spending, as just 56 per cent spend more on work trips than personal ones. They focus on value instead, with 62 per cent willing to use their own funds for upgrades, and 64 per cent saving money on company trips, often by underspending their daily meal allowance.
Gen X travellers are more likely to increase spending when travelling, with 72 per cent doing so. Nearly three-quarters (73 per cent) of Gen X also take steps to reduce costs by undercutting their per diem, like their older peers. However, they're more willing to spend personal funds on travel perks (74 per cent), such as premium seating or extending their stay. Gen X travellers are split when it comes to being satisfied with how often they travel for work, with 21 per cent wanting to travel less and 20 per cent wanting to travel more.
Millennials stand out for their elevated travel spending. The majority (89 per cent) increase their spending on business trips compared to leisure, and 88 per cent are prepared to fund their own accommodation or transport upgrades. Loyalty program engagement is also high, with 87 per cent seeking to earn points during trips. Despite this, fewer than half (47 per cent) are satisfied with the amount of travel they do, indicating demand for more face-to-face engagement.
Gen Z displays the most extravagant habits, with 94 per cent receiving upgrades when using company funds and 93 per cent willing to pay out of pocket for additional perks. Though their cost awareness remains strong, 92 per cent actively look for ways to save by underspending or collecting perks.
However, safety concerns set them apart from older travellers: 64 per cent express anxiety about air travel, and almost one in five (19 per cent) are reluctant to accept a trip that requires flying. They're also more likely to feel overburdened by business travel, with 34 per cent saying they travel too much.
The research findings are clear: a one-size-fits-all approach to travel is no longer viable. The differences aren't marginal; they reflect meaningful shifts that warrant attention, and they raise questions around travel policy design, accountability, and cultural expectations. Legacy policies that don't account for personal preference, generational behaviour, or new working patterns risk creating internal friction, increasing policy breaches, and undermining the value of business travel itself.
The solution is not to eliminate travel, nor to hand over unlimited discretion. Instead, companies should build more flexible travel policies that cater to diverse needs while reinforcing cultural values. This may include offering options within policy that accommodate different comfort levels and travel preferences, productivity tools, or booking channels, combined with clearer communications on expectations and empowerment to make informed, responsible choices.
Business travel remains a powerful catalyst for relationship-building, idea-sharing, and growth. To harness its full potential, organisations must treat travel as an evolving strategy, not a static expense line. That means understanding how generational insights influence behaviour and shape policies accordingly.
In doing so, companies can enhance employee satisfaction and ensure that travel continues to deliver real value in an evolving work environment.
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