For many companies with a high travel spend particularly those delivering project-based services employee housing accounts for as much as 70% of all travel expenses. With that figure running into six, seven or eight digit spends, where hotel and air travel is predicted to rise in a difficult economic climate, can organisations really afford to accept traditional means of securing accommodation for business?

The nature of business means that travel plans or decisions to extend stays often happen at the last minute and traditionally at a premium. The first step is to accept that this is the nature of business after all, its about being responsive to our clients.

The second step is to develop and implement a robust strategy that supports the way your business operates rather than penalises you and your people with higher charges and distracting logistical manoeuvres. We hope to challenge commonly accepted practices.

We evaluate the most common travel service models: in-house management, preferred supplier lists and outsourcing to travel management companies. We then discuss the importance of a long term accommodation strategy and its impact on five key areas: cost reduction, cost control, policy adherence, competitive tenders, and forecasting and planning future work.

The final section of this paper details a checklist of areas for organisations to begin examining and presents a clear blended approach to housing project teams of almost any size and duration with contingencies built in for project over-runs.

The right strategy will mean a healthier bottom line and a happier workforce.

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