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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.”
-ENDS-
MEDIA CONTACT
For more information about Corporate Traveller, or to interview Corporate Traveller South Africa GM Herman Heunes, call Sonnette Fourie on 081 072 2869 or email sonnette@bigambitions.co.za.
About Corporate Traveller
Corporate Traveller is a division of the Flight Centre Travel Group, dedicated to saving businesses across Southern Africa time and money. Corporate Traveller has the benefit of being part of the world’s third-largest travel retailer, leveraging its global negotiating strength. It has access to over 50 of the world’s leading airlines and deals with more than 100 000 hotels around the world to guarantee savings for clients. Corporate Traveller provides clear, consolidated reporting of all its clients’ travel activities, helping them to control travel spend and identify opportunities to save costs.
Issued by:
Big Ambitions
Sonnette Fourie
+27 81 072 2869
