In recent weeks, we have seen Singapore ink various ‘green lane’ agreements with other countries, signalling the return of essential business travel.
For many organisations who rely on business travel as a critical component of daily operations, these are welcome developments. However, many are also cognisant of the challenges that lie ahead for the travelling workforce, due to Covid-19 resurgences in various countries and security incidents exacerbated by the global pandemic.
Amid this ever-evolving situation, how can organisations prepare their workforce for the return of business travel?
While pre- and post-pandemic travel will look very different, one thing that remains is the need for organisations to have robust yet flexible travel policies that contribute towards a culture where their workforce feels supported throughout this ‘new normal’. In doing so, organisations can inspire renewed travel confidence and instil greater workforce and business resilience. But where should travel managers even begin?
Top three concerns in resuming business travel
In a recent survey by International SOS, 40 per cent of businesses in Asia-Pacific are planning to resume business travel within the next six months – in critical locations such as China, India and Australia.
Three major concerns were highlighted among these organisations as well. These include getting stuck in a destination country (81 per cent), adhering to varying guidelines on safety and health practices (57 per cent), and safety and hygiene levels at the accommodation and transportation (52 per cent).
Understanding these concerns provides a critical guide for organisations to implement policies and protocols that reassure, support and safeguard the travelling workforce from pre-trip plans until their safe return home.
The new normal of travel: ‘Green lane’ measures, ‘mobile bubbles’ and digital health passports
As more ‘green lane’ measures are being introduced in the coming months, we will be seeing organisations resume business travel. These reciprocal arrangements, subject to safeguards and requirements that are mutually agreed by two countries, will allow employees to travel in and out of both countries with greater ease.
That said, organisations’ travel policies should also recognise that every ‘green lane’ arrangement has its own procedures and guidelines. For example, an arrangement between Singapore to China could look quite different from one between Singapore to New Zealand. Thus, being able to account for these various measures puts organisations in a good position to support their travelling employees as they navigate the new travel environment.
Beginning with pre-trip preparations, organisations should first identify when and where to resume business travel. This will involve looking at the risks of a second wave or virus resurgence, the status of healthcare resources and of course, whether any ‘travel bubble’ or ‘green lane’ measures are in place in the destination country.
Individualised travel risk assessments for employees should also be conducted to identify and mitigate their health and safety risks. These include thoroughly reviewing any underlying medical conditions and destination-specific risks. With this information, we work with clients to ensure a ‘mobile bubble’ for their employees – a set of strict measures that shields the individual in transit, from personal protective equipment to validated ground transportation or accommodation with stringent safeguards against Covid-19.
Training and education programmes go a long way in restoring travel confidence as well.
Creating an open environment for employees to share their travel concerns, organising Q&A sessions to address any issues and conducting pre-trip briefings to help employees prepare for the identified destination-specific risks will empower employees to protect themselves while travelling, and alleviate fears of the unknown. These sessions can also underscore the importance of staying within their ‘mobile bubbles’ and taking the advised precautions while abroad.
During trips, many of our clients are adopting round-the-clock tracking to locate at-risk travellers via real-time updates, to swiftly respond to pressing incidents on the ground, as well as 24/7 access to remote medical and security advice and assistance. These can include remote confidential counselling and telehealth services for anyone who needs help while abroad.
Organisations must also be able to support their travelling workforce in worst-case scenarios. In the event that their business travellers have an unexpected medical condition or are stranded overseas due to sudden border closures and cancellation of commercial flights, organisations should be prepared to include evacuation plans via chartered aircraft or air ambulances with the support of trusted providers, to safely repatriate them back home.
Upon return, organisations must ensure that returning employees understand and follow the necessary quarantine and medical screening procedures, in compliance with local authorities’ guidelines. A post-travel assessment will also help to uncover strengths and weaknesses in the travel policy, so that it can be improved for the future. An agile plan that responds to an ever-evolving global environment will enable both organisations and their employees to confidently adapt to any existing or emerging challenges.
As part of global efforts to facilitate a faster and safer return to work and travel, we are also working with the International Chamber of Commerce (ICC) on the deployment of ICC AOKpass, a mobile app that uses a standardised global system to enable the trusted recognition of individuals’ Covid-19 compliance status while leveraging blockchain technology to maintain the highest levels of privacy preservation over user data. Successful pilots have been carried out with Singapore company Energy Drilling Management, and International SOS Singapore office.
Balancing vulnerability with privacy
Many of these protocols depend on sharing personal information, such as employees’ medical history and vulnerabilities. Understandably, employees might have reservations about sharing this information with the organisation, in fear of discrimination or inability to resume business travel.
This is especially so for vulnerable employees with higher medical risks of contracting Covid-19, like diabetes, cardiovascular or lung conditions.
Organisations should reassure employees that confidentiality safeguards are in place to store, use and disclose personal data, without any job-related consequences. Ultimately, this comes back to creating a culture where employees are confident that the organisation prioritises their well-being and safety, while respecting and protecting their privacy.
Restoring travel confidence
The way we travel henceforth will require a lot more planning and responding rapidly to global developments. However, recognising that business travel remains an indispensable part of business operations, organisations must stay flexible and ensure that travel policies are thoroughly reviewed and updated to safeguard their travelling workforce.
When employees are assured that their health and emotional well-being are a key priority for the organisation, they will regain the trust and resilience to continue weathering the next half of this pandemic, and any future crises that come their way.
Low Kiang Wei is medical director at International SOS, where he oversees all Medical Services and Health Consulting projects in Singapore.
Additionally, Low is responsible for driving Digital Health integration within the Group across Asia-Pacific, via implementing innovative telehealth and medical technology solutions.
Avani Hotels & Resorts has welcomed six new general managers to its team, who will head up properties in Asia and the Middle East.
Slated to open early 2021, Avani Doc Let Resort in Vietnam has welcomed Dennis Gordienko to the role of general manager.
Gordienko first joined the Minor group in 2015 as cluster resident manager at Anantara Maldives. Prior to that, he was executive assistant manager leading the pre-opening of Amari Dhaka in Bangladesh. In 2019, he took the pre-opening helm at FCC Angkor by Avani prior to being reassigned to Avani Doc Let Resort.
The Ukrainian started his hospitality career as an F&B intern in Antalya, Turkey, with Sheraton Hotels & Resorts in 2003. Since then, he has worked in London and also his native country within F&B and rooms departments with international brands such as Radisson, InterContinental Hotels Group, and Fairmont Hotels & Resorts.
He then moved to YTL Hotels – Small Luxury Hotels, where he was general manager of Gaya Island Resort, before moving to Vistana Penang Bukit Jambul in the same capacity.
In another Vietnam appointment, Beatrice Ellis has taken the helm at Avani Hai Phong Harbour View Hotel.
Ellis joins the hotel in a newly-promoted role from Anantara Hoi An Resort, where she has been based since 2017, starting as executive assistant manager and, for the last year, as the resort manager.
The South African brings more than 18 years of international experience in the hospitality industry, spending the previous six years with Minor Hotels in both the Maldives and Vietnam.
Over in Cambodia, Michael Robinson has been named the new general manager of FCC Angkor by Avani.
Robinson’s decade-long career in hospitality has seen him work across the US, Middle East and Asia, starting with a trainee role with Hyatt Regency La Jolla in San Diego. In 2009, he moved to the Middle East as pre-opening assistant manager – front office with Grand Hyatt Doha in Qatar.
In 2011, Robinson joined Park Hyatt Dubai as assistant front office manager, followed by a promotion to the role of front office manager a couple of years later. The New Zealand national then relocated to Vietnam in 2016 to work as director of rooms for Caravelle Saigon in Ho Chi Minh City. Later in the year, he was promoted to his first general manager role for the same property – his last assignment prior to joining Minor Hotels.
Moving onto Malaysia, Avani Sepang Goldcoast Resort has welcomed Yogeswaran Veerasamy as its new general manager.
A Malaysian national, Veerasamy brings over two decades of hospitality experience across Asia and the Middle East. A seasoned hotelier with a strong background in F&B, he began his hospitality career in 1996 at the Raffles Hotel Singapore. Between 1999 and 2008, he held various F&B leadership roles at hotels such as The Ritz-Carlton, Kuala Lumpur in Malaysia; The Fullerton Hotel Singapore; and Raffles Grand Hotel d’Angkor in Cambodia.
Veerasamy was subsequently promoted to executive assistant manager of F&B at The Westin Hyderabad Mindspace in India in 2008. Between 2012 and 2017, he held hotel manager roles at W Singapore Sentosa Cove and The Grand Copthorne Waterfront Singapore, before taking on a general manager role in 2017 at The Hard Rock Hotel Desaru Coast.
Before joining Minor Hotels, Veerasamy was general manager for M Social Hotel Singapore.
Next up in South Korea, Avani Central Busan Hotel has appointed BK Kwon as the property’s general manager.
The South Korean has worked across Europe, Asia and Australia over a career spanning 15 years. Starting as a trainee with Conrad Hotel Bangkok in Thailand, he was promoted to assistant F&B manager in 2006. Between 2008 and 2011, he was based at Parmelia Hilton Perth Hotel in Australia serving as conference & banqueting operations manager, before being promoted to executive housekeeper, and finally, hotel operations manager.
In 2011, Kwon relocated back to South Korea to join Hilton Namhae Golf & Spa Resort as director of operations, followed by a stint at Haevichi Hotel and Resort Jeju as general manager from 2014. Prior to joining Minor Hotels, he was executive director – hotel business division for Haevichi Hotel & Resort Corporation.
Lastly, in the UAE, Georges Farhat has been appointed as general manager for the Avani Palm View Dubai Hotel & Suites, slated to open in 4Q2020.
With more than 25 years of hospitality experience and a strong background in operations, Farhat brings a wealth of knowledge to this role from his previous positions with InterContinental Hotel Group.
Farhat’s first foray into hospitality was in 1994 with the Crown Plaza Dubai Hotel as a management trainee, and he rose through the ranks in both commercial and rooms division. In 2007, he was appointed the property’s hotel manager, followed by his first general manager assignment in 2014. Most recently, Farhat was the opening general manager for the Crown Plaza Dubai Marina.