It’s a question that I get asked definitely once, normally a lot more times a day.
So I have decided to write another article on this subject as there seems to be some confusion on exactly what TRM (Travel Risk Management) is. Now don’t get me wrong, I am very happy to talk about it all day long, but I think it’s worth getting a few things out in writing again, to confirm what it is and perhaps what it isn’t.
OK – here goes, this is something that I have been working on for a little while, my elevator pitch, if you like, “TRM is the organisational discipline that supports a companies duty of care responsibilities to their people, when travelling”. Note, I’ve deliberately not added for the business, as some companies support their staff from a security contact for their holidays too; I’ve deliberately not added internationally as it’s for all trips. Oh! and it’s not Duty of Care; it supports it, BUT IT ISN’T IT.
Firstly, it’s the recognition that whilst the travel isn’t the reason behind the trip it has a major part to play in supporting business operations and commercial strategy. That we shouldn’t think of the travel element as a “means to an end”, it is an integral part of the business trip, that can equally radically improve or spectacularly ruin the purpose and outcome of the trip.
Whilst it might seem that travel ends up as a lot of lines on a spreadsheet and (A LOT!) of invoices to allocate, it is important to remember that each line on that spreadsheet was lived and experienced by an an employee or guest of your organisation. It is a lot more than a line of data.
Travel is generally managed post-event (payment) rather than pre and during meaning companies are reactive and are not focussing on the areas that will have the most impact to the business. Embracing a TRM approach evolves your program from a cost to be managed to a strategic, enabler to business whilst considering the health and safety of your most important asset, your people.
It does take a bit of work to get started, but once the initial understanding of your program is there, risks are identified and mitigation solutions are in place, it should take less overall management; because you can be confident that what you have in place is right for your business, that your employees understand it and your able to focus on your ROI, rather than the frustrating operational issues that can hinder the average Travel Manager’s working day.
We have already seen a change in the roles that travel managers are expected to play in supporting a companies travel program, ISO31030 offers people in these roles support and the confidence to build a program that is risk aware and in line with you overall company strategy.
I know that I write a lot about TRM microservice RFPs, these are important, but don’t rush to the solution – it’s essential to map out who you are and what you need first; TRM gives organisations the framework within which to do this.
If you are wanting to know how implementing a TRM program could help your business, or require support on your journey please get in touch.