Corporate travel is being increasingly recognised as a critical strategy for risk management, continuity, and return on investment (ROI) amid rising global instability, economic headwinds and operational uncertainty, says CT Partners.
The company, Australia’s third-largest travel buying group, reported that businesses are reassessing their travel strategies to ensure greater control, resilience and employee protection. Representing 33 of the country’s largest independently owned corporate travel management firms and premium leisure agencies, CT Partners supports the travel needs of over 1.4 million travellers annually.
“In today’s environment, travel is no longer about convenience. It’s now about capability,” said Matt Masson, CEO of CT Partners.
“For any CEO or COO, the cost of not being prepared can be far greater than a delayed flight,” said Baris Celik, Director of Operations APAC at TAG. “It can be lost business, stranded staff, or reputational damage. That’s why we invest in round-the-clock support and advance scenario planning.” Real-time support, strategic supplier access and advanced risk management are becoming non-negotiable. “If you’re reviewing your travel program this EOFY, look for three things,” Masson added. “One, how well your current provider manages risk and disruption; two, what kind of reporting they give you on spend and ROI; and three, how proactive they are in finding better-value options.” Meanwhile, Andre Moten, Chief Commercial Officer of Connections Travel Group, emphasised the dual challenge facing today’s leaders: “We’re in a period where decision-makers are under pressure to protect every dollar while also protecting their people,” he said. “A robust travel program can do both. But it has to be built with flexibility, foresight, and scale.” The CT Partners network, now in its 21st year, has recorded over $2 billion in Total Transaction Value (TTV), including $1 billion in preferred airline production and more than 60% of air bookings in premium cabins.
“Business leaders must ask: if something goes wrong mid-journey, who is responsible, and how quickly can we respond? Our members are experts in duty of care, itinerary resilience, and supplier negotiation. They don’t just book travel. They safeguard your people and your productivity.”
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“For any CEO or COO, the cost of not being prepared can be far greater than a delayed flight,” said Baris Celik, Director of Operations APAC at TAG. “It can be lost business, stranded staff, or reputational damage. That’s why we invest in round-the-clock support and advance scenario planning.” Real-time support, strategic supplier access and advanced risk management are becoming non-negotiable. “If you’re reviewing your travel program this EOFY, look for three things,” Masson added. “One, how well your current provider manages risk and disruption; two, what kind of reporting they give you on spend and ROI; and three, how proactive they are in finding better-value options.” Meanwhile, Andre Moten, Chief Commercial Officer of Connections Travel Group, emphasised the dual challenge facing today’s leaders: “We’re in a period where decision-makers are under pressure to protect every dollar while also protecting their people,” he said. “A robust travel program can do both. But it has to be built with flexibility, foresight, and scale.” The CT Partners network, now in its 21st year, has recorded over $2 billion in Total Transaction Value (TTV), including $1 billion in preferred airline production and more than 60% of air bookings in premium cabins.
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