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JOHANNESBURG – At first, out‑of‑town work trips might have felt like a promotion: you represented the company, were sent to “make things happen”, flew Premium Economy, stayed in a fashionable hotel, networked and hopefully, secured new business.

But after some time, red‑eyes, quick turnarounds and other travel pressure started wearing thin. So, you start checking out mentally, wondering why this could not have been a Teams call. And why every “quick” trip requires intense preparation, domestic juggling, and days of unscheduled recovery time.

It all feels like it’s not on company time, it’s all on you.

That’s because much of it is. Business travel has a tax, and your staff are paying the heaviest price.

The fatigue isn’t imaginary

Tourism management expert, Professor Anneli Douglas from the University of Pretoria, has described business travel as a double‑edged sword, linking travel stress to “presenteeism” – being physically present but mentally absent. Citing an earlier Stats SA estimate that presenteeism costs the economy R89 billion a year, Douglas’s own research among 400 business travellers found that about 2.3 days are lost to presenteeism each month due to business‑travel stress, draining capacity, output and judgement.

A recent burnout report from Mental Health UK shows 79% of professionals report significant burnout symptoms, with frequent travellers at high risk of stress‑related absence. And research linked to the International SOS Foundation shows business trips contribute to marked behavioural changes, with 45% of travellers reporting increased anxiety and emotional exhaustion.

This doesn’t only happen on the road. Douglas says the stress peaks before the trip, when travellers are managing their home life, work cover and admin, which then follows them on their travels. This pressure is often worse for travellers from the Global South, who are also up against distance, long-haul flights, safety concerns and travel disruption. Once they return, they encounter back-to-back meetings, time spent “catching up at night”, until it develops into burnout.

It’s not just the formal workload either. Studies on the division of labour and the domestic mental load show that coordinating childcare, school runs and household security from a different time zone can be particularly draining for parents. Add in general day-to-day  expectations (keeping your normal inbox and outputs going while on the road) and you effectively have travellers doing two jobs at once.

Business travel fatigue isn’t a personal gripe, it is a management issue, affecting how people think, decide and represent the business away from home.

Mummy Mafojane, General Manager of FCM South Africa, says organisations are now changing tack:

“They are much more deliberate about building resilience now. Where possible, clients are avoiding red-eyes and back-to-back meetings, adding in time to reset because they’ve seen what exhausted travel does to performance, outcomes, and especially to people.”

When a reset day becomes company policy

Combining business travel with downtime used to mean “make it a weekend, if you can”. In practice, most travellers can’t, because they have a life outside work and limited leave.

The new approach is different. It treats recovery as part of the itinerary. Deloitte’s 2025 Corporate Travel Study notes a sharp turn from pure cost‑control towards “traveller experience” to improve performance and retention, with multinationals like Citigroup experimenting with structured “reset” periods and company‑wide breaks to combat always‑on culture.

Practically, that can mean:

• Mandatory landing buffers for long‑haul flights – for example, a 24‑hour reset before the first face‑to‑face engagement.
• A shift towards wellness-oriented accommodation and lifestyle hotels that support sleep, recovery and “digital detox” zones, instead of treating the hotel purely as a bed near the venue.
• Family‑support measures such as cleaning or meal‑delivery vouchers to ease the domestic load during heavy travel cycles.

There is a duty‑of‑care dimension as well. Industry bodies like the Global Business Travel Association (GBTA) say wellbeing belongs inside duty of care and risk management because mental and physical health affect safety, behaviour and work performance on the road. If risk management only covers disruptions and physical security, it misses equally important risks associated with fatigue and stress – impaired judgement, reduced concentration and the knock‑on effects on productivity.

For Mafojane, a reset day, when done properly, is about designing travel so people can do the work they travelled to do – and ensuring their company gets full value from every trip.

How to build this in, without inflating costs

Her answer, then, is being more selective about designing travel. Reset time is not required for every domestic business trip, but it should be reserved for longer trips that are likely to have an impact on performance – those requiring overnight flights, multi-city schedules, and trips that require critical engagement immediately upon arrival. In such cases, a buffer is often cheaper than the risk of diminished output and strained client outcomes.

Connectivity is part of the problem. Laptops, Wi‑Fi and mobile tools mean work doesn’t pause when someone is in transit; it follows them through airports, taxis and hotel rooms, putting travellers under more pressure.

The Flight Centre Travel Group says nearly half of corporate customers expect to increase travel budgets in the coming year, raising the stakes for getting real value from each trip. “It’s not difficult to accommodate a traveller’s needs,” says Mafojane. “You can widen property selection, update profiles with preferred travel times, and allow for a bit of wiggle room in the schedule. Ultimately, companies that recognise this shift are protecting judgement, relationships and retention.”

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Johannesburg – Here’s the thing about business travel: everyone’s doing it, but nobody’s doing it quite the same way.

The twenty-something on their first international assignment has a completely different idea of what makes a trip “good” than the executive who’s been flying for work since the early eighties. One wants flexibility and adventure. The other wants direct flights and zero surprises. Both are essential to your business. And both need to show up ready to perform.

So how do you design a travel programme that works across the generations?

The answer isn’t about choosing sides, it’s about understanding what drives each generation, finding the common ground, embracing change, and building policies flexible enough to work for everyone.

Purpose, Flexibility, and Growth

The good news? Younger travellers genuinely want to be on the road – and they’re right to. Recent research from US-based travel management company (TMC) Perk found that 35% of 18-24 year-olds believe business travel has directly helped them gain promotions.

Herman Heunes, GM of Corporate Traveller South Africa agrees.

“Business travel is unbelievably beneficial when you’re just starting out. Not only in terms of opening doors, building relationships, learning opportunities, a confidence boost and career progression, but it’s an opportunity to see parts of the world still out of reach for those who can’t afford leisure travel. In fact, over half of Gen Z and Millennials would love to travel more,” says Heunes.

But, as Heunes explains, they want trips that feel meaningful. They need to see how the travel connects to learning, networking, or career development. They want seamless tech, reliable connectivity, a say in their itinerary (something that would have been unthinkable even a decade ago), and accommodation that’s safe and interesting – not just functional. And they absolutely expect the option to arrive early or stay an extra day to explore.

For this group, a work trip is an investment in their future. If it feels like just another obligation, they’ll disengage.

Efficiency, Reliability, and Respect

For more experienced travellers, the novelty has worn off. They’ve done enough trips to know what actually matters: direct flights where possible, lounge access, realistic schedules that don’t wreck their week, safe, comfortable hotels (ideally with early check-in), and 24/7 travel support when things go wrong.

They’re also managing more complex lives. Millennials and Gen X have families. The disruption to home life has to be worth it. They want clear itineraries, straightforward policies, limited T&E admin on their return, and proof that companies respect their time and energy.

“Travel used to be a status symbol,” says Heunes. “You were the one trusted to go, so you just got on with it. But that’s not the world we’re in anymore. The way a company structures its travel now reflects how it treats its people.”

Common Ground: Wellness Isn’t Optional

Strip away the generational preferences and you find something universal: everyone just wants to arrive intact and return without burning out.

Speaking at the GBTA’s 2025 Southern Africa Conference, the University of Pretoria’s Prof. Anneli Douglas described business travel as a “double-edged sword”: a “demand” that drives exhaustion and work-life conflict, and a “resource” that boosts learning, visibility and career satisfaction at the same time.

Her talk revealed that business travel stress often occurs in three distinct waves. The first hits before anyone even leaves home – the scramble to arrange coverage at work, sort out family logistics, and prepare the household for an absence. The second wave arrives during the trip itself, think long-haul flights alongside unexpected delays or disruption. The third wave? That’s when you get back. The mountain of emails, the pressure to reintegrate into work and home routines, and the family tensions that surface after time away. It’s a lot. And a common thread for travellers, young and old.

“Burn-out is real,” says Heunes. “But those who feel supported and able to balance work with life – through practical help and human-centred policies – are more engaged, resilient, and loyal. Business travel done well is a great retention strategy.”

Interestingly, research from one of Prof. Douglas’ master’s students shows that travellers from younger generations are more likely to comply with business travel policies than their older counterparts. In other words, Gen Z are more likely to toe the line (which makes sense, as they’re still finding their place in the workforce) while older employees are more likely to push back against (or ignore) policies that don’t meet their needs.

How Companies Can Adapt (and Win) in 2026

The good news? You don’t need a massive budget to fix this. You need a policy that acknowledges reality, moves with the times, and demonstrates a willingness to treat travellers like adults.

“SMEs actually have an edge here,” says Heunes. “You may not have the scale of a multinational, but you’re far more agile when it comes to changing the rules. You can move fast.”

Here’s what works:

Build flexibility into your policy. Let people choose their preferred flight times, airlines and accommodation (within reason). Allow for early arrivals or weekend extensions where it makes sense. Give travellers a say in their schedule.

Plan for recovery. Don’t schedule critical meetings the morning someone lands from an international flight. Build in buffer days. Respect time zones.

Support health and safety properly. This means clear protocols, 24/7 access to help, and a TMC that can handle disruptions without drama.

Prioritise sustainability. Incorporate eco-friendly options into your travel policy, like promoting green transportation and supporting sustainable accommodations. Show Gen Z your commitment to environmental responsibility.

Make the purpose clear. Before anyone books a ticket, they should understand why they’re going and what success looks like. Younger travellers especially need this.

Count the real costs. Not just airfares and hotel rates, but energy, stress, and time. Companies with fair, flexible travel policies see higher engagement and better performance. Those focused solely on cost control see more policy non-compliance, higher turnover, and avoidable productivity loss.

“You don’t need a 60-page manual,” says Heunes. “You need a policy that people can live with, a partner who can help manage risk, and permission to treat travellers like humans, with families, fears and mental load. At the end of the day, everyone just wants a fair policy, time to recover, space to unwind, and a responsible approach to health, safety and carbon emissions.”

As the tourism industry looks to the future of travel following the COVID-19 pandemic, G Adventures has unveiled a new ‘Travel with Confidence’ policy, which introduces new safety procedures across all future G Adventures trips. Designed to ensure the safety and wellbeing of both travellers and employees, while continuing to deliver the adventure of a lifetime, the policy includes new social distancing and hygiene measures, which will be in place from the moment travellers join a trip until they depart.

Working with G Adventures’ global supplier network, the new policy encompasses transportation, where travellers eat, accommodation and activities on the ground. The policy also highlights the importance of G Adventures’ small group offering, which helps to facilitate many of the new safety measures, as well as the key role played by the dedicated CEOs on tour to provide increased reassurance, local knowledge and support to travellers whilst on trip.

“Our new Travel with Confidence policy allows us to reassure our travellers that when they are ready to travel again all the necessary procedures are in place to keep them safe on their adventure. G Adventures has always run small group tours which, by nature, mean our travellers have more freedom and space, even before social distancing came into play. Our incredible CEOs have been committed to delivering the best possible experience to our travellers around the world for thirty years. Their local knowledge, expertise and support will play a more important role than ever in helping travellers to feel safe while in destination, so they can focus on enjoying the adventure of a lifetime,” comments G Adventures’ founder, Bruce Poon Tip.

“We have always selected our accommodation, restaurant and food service partners based on their high standards and local roots and we are working closely with them to further optimize their health, safety and cleanliness procedures. This means our travellers can continue to experience these local gems, while feeling confident that their safety is being taken care of,” Poon Tip continues.

Focused on reducing risk, the Travel with Confidence policy utilises the benefits provided by G Adventures’ small group tours, including staying at smaller hotels with fewer guests, while ensuring travellers can continue to foster great connections and access places often overlooked by larger groups.

As part of the new policy, G Adventures’ Chief Experience Officers will receive increased training above and beyond their existing first aid and safety training to ensure they are up to date with all new safety procedures and are able to assist travellers should they feel unwell while on tour. Their local knowledge allows for greater flexibility when it comes to knowing the best time to visit certain highlights to avoid crowds whenever possible, and suggesting restaurants with the strictest hygiene practices or those where travellers can reserve a table or room in advance. Equipment used during activities will be subject to increased cleaning measures, while hand sanitizer will be provided wherever possible throughout trips. Travellers will be encouraged to bring their own face coverings, be it buffs, facemasks or bandanas as well as personal hand sanitizer to ensure additional levels of protection.

Increased hygiene protocols will also be included on G Adventures’ fleet of small, private vehicles and boats, with the introduction of daily deep cleaning, compulsory hand sanitizer use before every embarkation, assigned seats for travellers, and facial coverings being recommended while on board. Additional cleaning will take place in high traffic areas on board boats and, to support physical distancing, travellers will be assigned seating during certain meal times. Local transportation has always been a unique part of the cultural experience on many of G Adventures’ tours. In support of this new policy, when it is used, precautions will be followed in adherence to local health and safety regulations to keep travellers safe and sound.

On land itineraries, al fresco dining options and “grab and go” boxes are two new options being introduced as part of increased food safety. Family style or self-serve buffets will be avoided and separate tables or dining areas will be offered wherever possible in restaurants.

G Adventures will work with accommodation providers to introduce increased daily cleaning, with disinfection of surfaces inside traveller rooms and extra cleaning on high contact areas such as light switches, door handles and TV remotes. In addition, no hotel staff will be permitted to enter guests rooms once it has been cleaned to avoid contamination. To support social distancing, those travelling solo and sharing a room will have the same roommate assigned for the entire trip wherever possible. Travellers who desire their own space will be able to take advantage of increased availability of solo rooms and more affordable ‘My Own Room’ rates.

Before starting their trip, travellers will be able to speak with G Adventures’ team of Global Connection Officers, who are available 24/7 on the phone to assist with any safety or health queries. Any traveller feeling unwell in the lead up to their trip will be able to take advantage of G Adventures’ Book with Confidence policy, which provides the flexibility and freedom to delay until they are feeling better (terms and conditions apply).

For more information on the new Travel with Confidence policy visit: https://www.gadventures.com/travel-with-confidence/

YOUR.CT, a new travel technology platform designed to meet the needs of SME corporates, will give travel arrangers, travellers and managers a single access point, via their customised dashboard, to information and functionalities that are relevant to their business travel needs. This includes pre-trip approval, booking options, profile management, traveller tracking, travel alerts and reports. The platform can be accessed via PC, tablet or mobile device.

Corporate Traveller has partnered on several joint opportunities with SAP Concur, the world’s leading provider of cloud-based integrated travel and expense management services and solutions, to offer the most comprehensive travel solutions to its clients.

Oz Desai, GM Corporate Traveller South Africa, explains: “Corporate Traveller has grown from a small operation at the back of the Flight Centre Sandton retail store in 1998, to a successful end-to-end travel management company specialising in clients with business travel spend of R1m to R20m per annum.”

“We don’t believe in a one-size-fits-all approach. We understand the nuances of their business travel requirements better than anyone else. That is why our approach to travel management is not only based around the latest technology but also around small teams of highly experienced travel experts with a minimum of five years’ experience providing personal service, support and guidance. Every client is guaranteed to be appointed a dedicated travel manager who offers an end-to-end solution, from quotation to statement.”

“Our blended approach to travel means we know the value that our service-based business model adds when complemented by technology to drive further efficiencies for our client base,” explains Desai. “Technology is critical if we want to provide a truly personal service for our clients. That’s why we have invested heavily in developing YOUR.CT, a central platform that can be easily customised and tailored to the travel needs of each client.”

Depending on the type of user, YOUR.CT’s dashboard is configured to give instant access to:

• Approve and request – travellers can make requests easily and managers can give approval efficiently, helping to drive compliance and savings
• Booking – YOUR.CT’s powerful new online booking solution is Concur which enables travellers and bookers search and book flights, hotels, car and other ancillary services. Navigation is easy, and bookings can be completed within just a few clicks. Searches also take into account the traveller’s preferences and booking.
• Profile management – bookers can create and manage traveller profiles including passport details, frequent flyer numbers and dietary preferences
• Traveller tracking – YOUR.CT’s state of the art risk map technology enables users to view where their travellers are in the world at any given time and effectively manage their safety. Key functionality includes a snapshot of travellers at risk by type, location and flight number; traveller location mapping and any critical alerts for those countries; forward trip monitoring identifying where travellers will be located next week, and even 2+ weeks.
• Travel alerts – travellers are kept up to date with notifications specifically tailored to their itineraries
• Travel policy – YOUR.CT gives travellers access to their company’s travel policy documents in order to drive policy understanding and compliance. Travel policies are also stored within Concur, meaning travellers are automatically directed to make the most appropriate booking selection.
• Reports – YOUR.CT gathers and stores reservation and financial data giving clients a high level spend breakdown via their dashboard. Users can see their company’s spend on airfares, hotels and car hire; they can view their top five airlines by spend; compare top 10 travellers by spend and number of tickets; view most frequently booked city pair destinations; view percentage of online bookings and overall adoption rate; and identify advance booking patterns.

Desai adds: “Although we are a global company, we have the local knowledge to assist and understand the South African traveller through our six local offices. Africa brings a very unique set of challenges as a corporate business destination, which is why we believe that the South African traveller requires a very high level of service and personalisation with expert advice on services and duty of care. With over 100 senior consultants onboard, we are confident we can offer a service and expertise to the traveller that no other TMC in South Africa can offer.”

The majority of corporates who participated in Travelport’s Business Traveller & Travel Policy 2018 survey said they would be willing to spend their own money to pay for non-travel policy conveniences, such as upgraded hotels, faster hotel Wi-Fi and airline seat upgrades.

Travelport said travellers were “deeply divided” as to whether companies should be allowed to use GPS tracking solutions to monitor their movements and location while on business trips (55 per cent agreed, while 45 per cent did not approve the idea).

Meanwhile, 70 per cent of respondents were willing to share personal data in return for personalised ads “that are relevant to them when booking business travel online”.

The results showed convenience is the motivating factor when choosing an airline for business travel. “Time is money,” said Travelport. “Forty-eight per cent of respondents prioritised factors like flight departure and arrival times, as well as direct flights, while only 12 per cent cited company cost-savings and keeping a work/life balance.”

However, booking flexibility could also improve. Travelport revealed: “While almost 100 per cent of travellers comply with their company’s travel policies, more than 80 per cent agree they would like to work for an organisation that allows them to book travel directly and which allows automated, digital expense reporting.”

Corporate budgets in the US have increased this year (57 per cent said their budgets were more substantial this year compared to 2017) and many respondents said they regard travel as a perk. 40 per cent agreed they would like to work for an organisation that asks them to travel frequently and almost 90 per cent are allowed to keep for themselves loyalty points accrued during business travel.

While continental and intra-African travel is up in many major African markets this year, based on stats by the UN World Tourism Organisation (the UN estimates approximately four out of every 10 international tourists in Africa are from the continent) Travelport has encouraged TMCs to adopt and leverage mobile tools that could also enhance the Afri-can corporate customer experience.

“Convenience and a familiar consumer experience are important to business travellers when planning and managing their journeys. That’s why our mobile solutions… along with our agency tools, are so relevant to the needs of today’s corporate travel managers and their clients,” remarked Erika Moore, Travelport’s Vice President and General Manager of Sales in the US.