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Forbes
02-07-2025
- Business
- Forbes
The Travel Policies Failing A Multigenerational Workforce
Findings from the SAP Concur Global Business Travel Survey offer a snapshot of broad behavioural patterns among generations of business travellers worldwide. 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.
Techday NZ
05-06-2025
- Business
- Techday NZ
SAP Concur unveils AI-powered travel solution for ANZ markets
SAP Concur has introduced its updated Concur Travel solution for the Australian and New Zealand markets, incorporating automation and artificial intelligence tools to streamline corporate travel management. The latest version of Concur Travel incorporates the AI-powered Request Assistant for automatic cost estimates before trips are booked. SAP's generative AI assistant, Joule, is expected to be integrated in the future, offering predictive cost estimates, dynamic itinerary management, and intelligent meeting location suggestions. With this planned integration, Joule will use historical employee data and live information to provide business trip estimates, aiming to create a planning environment that supports long-term corporate needs. SAP Concur says these developments are designed to help organisations plan more proactively, reduce operational overheads, improve the accuracy of travel arrangements, and bolster employee satisfaction. Jonathan Beeby, Managing Director, SAP Concur Australia and New Zealand, said, "Businesses need more streamlined, intelligent ways to manage employee travel. The new Concur Travel experience answers this demand by consolidating travel bookings, policy compliance, and sustainability insights into a connected, mobile-first solution. This culminates in a full picture of organisational travel while empowering employees to book and manage business trips with ease." The redesigned user interface is now available across both mobile and desktop platforms, and features updated content, improved visuals, and increased emphasis on sustainability data. Travellers can more easily access carbon emission statistics and choose eco-friendly travel options, aligning with business objectives and personal preferences. Enhanced search capabilities allow users to find trips by airport, city, or company location, supporting greater efficiency in travel planning. Discussing the integration of travel and expense data, Beeby stated, "The real power of the solution is in the convergence of travel and expense data. Using new Concur Travel with Concur Expense gives organisations a consolidated view of all spending activity for real-time decision-making. Travel bookings automatically populate expense reports, minimising manual data entry and errors, while integrated policy enforcement tools embed compliance into every stage of the employee journey. This approach strengthens financial oversight and expedites employee reimbursements, driving better outcomes across finance and HR functions." SAP Concur's enhancements also focus on the user experience. Features such as integration with Microsoft Teams for travel collaboration, one-way flex fare options to allow more flexibility in booking, and new timeline views have been implemented. The goal is to reduce complexity, foster higher engagement, improve compliance rates, and minimise incidents where employees book outside approved channels. The solution aims to address the current challenges faced by businesses attempting to balance cost control and regulatory compliance with employee needs for flexibility and convenience. SAP Concur notes that disconnected or fragmented systems can lead to inefficiencies, lack of visibility over travel data, and greater compliance risks. The company describes its ecosystem as one where travel bookings and compliance monitoring operate within a unified environment, allowing businesses to improve efficiency and responsiveness without requiring users to change their existing login credentials, URLs, or mobile applications during the transition. Beeby added, "The new Concur Travel solution gives ANZ businesses a critical opportunity to modernise their travel strategies with localised support for one-way faring, updated policy enforcement by trip leg, and enhanced sustainable travel options. Organisations can streamline operations, empower employees, and drive better business outcomes by embracing an integrated, data-driven approach to travel management. SAP Concur is committed to equipping its customers to lead the way as corporate travel continues to evolve."
Techday NZ
22-04-2025
- Business
- Techday NZ
AI in ANZ finance faces growth gap due to team silos
Finance leaders across Australia and New Zealand are increasingly using artificial intelligence (AI) in their departments but may not be fully harnessing its potential to drive revenue growth. AI adoption in finance operations has become commonplace in the Australia and New Zealand (ANZ) region, with applications primarily focused on streamlining processes, reducing manual workloads, and accelerating reporting. While these benefits are widely recognised, a significant proportion of chief financial officers (CFOs) have yet to apply AI in ways that directly influence organisational growth. According to the SAP Concur CFO Insights Report: Strategic Actions for Growth, 43 per cent of CFOs believe that AI will improve forecasting, and 38 per cent expect it to support risk management. The report indicates that the majority of finance leaders are limiting AI's application to traditional finance functions, with few extending its use to areas such as pricing optimisation, customer profitability analysis, dynamic cash flow strategies, and travel and expense management. This trend suggests that AI's influence on top-line performance is being underestimated despite recognition of its broader advantages. Jonathan Beeby, Managing Director of SAP Concur Australia and New Zealand, outlined the current state and potential future direction of AI in finance. He said, "AI in finance has come a long way in a short time. More finance leaders are now using it to automate general office tasks, though that's only part of the story. AI is no longer just a back-office tool; it can support revenue-focused goals when finance and IT work together more effectively." The report also highlights a gap between finance and technology strategies within organisations. Only 20 per cent of CFOs plan to increase collaboration with IT leaders on AI projects aimed at influencing business growth. This figure stands in contrast to over half of chief information officers (CIOs), who express a desire for greater finance team input on budgeting, technology investments, and performance measurement. This disconnect is identified as a missed opportunity for driving commercial outcomes through a unified approach. Jonathan Beeby commented on the need for greater collaboration, stating, "Too often, finance focuses only on cost reduction. However, there is a clear opportunity to work with IT and apply AI to drive better business outcomes. That includes smarter customer segmentation, predictive pricing, and proactive revenue strategies based on real-time data." He further added, "Real transformation happens when finance and IT teams move beyond operational silos and collaborate on shared business goals. Aligning on technology strategy lets CIOs and CFOs collaborate to apply AI to uncover new revenue opportunities, improve commercial agility, and build resilience in a volatile market." This shift towards partnership is considered particularly important as CFOs face ongoing challenges stemming from economic uncertainty, which is cited as the main external challenge for 41 per cent of finance leaders in Australia. While many organisations are increasing their investment in automation to control costs, issues such as forecasting accuracy and system integration persist. The report argues that AI needs to progress beyond back-office automation and become a strategic driver for organisations to respond rapidly to changing business conditions. AI is also being used in new finance applications, including the analysis of travel and expense data for customer-facing teams. This enables organisations to prioritise high-return client visits, identify underperforming markets, and improve resource allocation for customer acquisition by examining patterns in sales travel outcomes. Such practices are seen as a means to provide CFOs with greater visibility into the return on investment from discretionary spend and to link finance operations directly to business development performance. Jonathan Beeby addressed the need for increased transparency and inter-departmental collaboration, noting, "Revenue resilience depends on visibility. Finance leaders need better access to data across teams, shared performance metrics, and regular alignment with IT. These steps help shift AI from an internal efficiency tool to a contributor to top-line growth. Organisations that review AI outcomes regularly, align project goals across departments, and focus on shared measures of success will be better positioned to respond to market shifts and unlock new growth opportunities." He concluded, "Importantly, companies don't need to double their technology investments to get more value from AI. Often, the opportunity lies in optimising how existing tools are used, identifying gaps, and fostering stronger collaboration between finance and IT." The report suggests that as economic pressures continue and AI capabilities mature, finance leaders may need to adopt a wider, more collaborative approach to the technology to fully realise its benefits beyond operational efficiency.
