According to recent research from SAP, over 50% of global business travellers have had to switch their accommodation because they felt unsafe. If you think about it, that’s a significant number of people forced to make last-minute changes due to personal safety fears.

So, if you’re preparing for a business trip, whether it’s in a local city or halfway around the world, addressing safety should be a top priority. It goes beyond just locking the door behind you once you’re inside—safety starts the moment you think about hitting ‘book’ on that hotel, says Rategang Moroke, Operations Manager of Corporate Traveller.

Here are five questions Moroke suggests you ask  to ensure you accommodation is safe.

1. What hotel security measures are in place?

“It’s important that companies vet the security protocols of the hotels they choose, especially in regions where crime may be more prevalent. The right set of security measures can help ensure travellers feel safe and focused while they’re away for work,” says Moroke.

These basics should now be non-negotiable: keycard access for both your room and the lifts, CCTV throughout public areas, and alert, well-trained staff. Additional measures, like 24-hour on-site security, are definite bonuses.

2. How does the hotel safeguard my privacy?

Many hotel safety issues involve not just physical security but also privacy failures. One obvious concern for many travellers is hotel staff inadvertently disclosing room numbers or handing over keys to the wrong person. According to International SOS, four in ten business travellers are worried about hotel staff unintentionally giving away confidential information.

When you check into a hotel, your room number shouldn’t be announced aloud. And as a guest, you should also be able to trust that your personal data — whether it’s payment information or your identity — is handled securely and with discretion.

3. Is the hotel located in a safe area?

Physical security measures inside the hotel are important, but location matters too. You could be staying at the most secure hotel imaginable, but if it’s in a rough part of town, you’re exposing yourself to unnecessary risks every time you step out.

This isn’t just about personal preference—it’s a critical part of any company’s travel risk management plan, says Moroke. “Understanding local crime rates, recent disruptions, or even the neighbourhood’s geography can give you a better sense of whether it feels right for you,” she says.

4. What emergency protocols does the hotel have in place if something goes wrong?

While planning your trip and focusing on business, it’s easy to overlook potential emergencies. Yet knowing what a hotel has in place for different types of crises—whether it’s a medical emergency, fire, or criminal activity—can make all the difference.

Does the hotel have a clear emergency response plan? Do they have security personnel trained in first aid? Are staff readily available to liaise with local emergency services if needed? These may seem like ‘worst-case scenario’ things to worry about, but they can quickly become serious matters if a problem occurs during your stay, says Moroke.

5. Does the hotel use any technology for guest safety?

Technology changes fast, and hotels are adapting. Today, you’ll find more options when it comes to mobile check-ins, which allow you to bypass the front desk altogether. This reduces the need for unnecessary interactions and gives you more control over your check-in process. Some hotels now also offer keyless entry using mobile apps, which is another great feature for those who want additional layers of security.

Moroke concludes, “The hotels that offer tech solutions—whether it’s mobile check-in or smart locks—are taking additional steps towards enhancing their guests’ safety. But safety doesn’t end there. Your TMC should also offer services like real-time location tracking, which helps businesses keep a two-way line of communication open with attendees. If there’s any sort of safety risk, we know where travellers are and can get help to them quickly.”

This article first appeared on Inside Travel:

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´ł°żąá´ĄąˇąˇˇĄł§ľţąŤ¸éłŇĚý– Business travel is bouncing back, but not everyone’s getting a seat on the plane. A new 51ˇçÁ÷Concur survey reveals a growing divide in who gets to pack their bags for work, with Gen X often dominating the field. This disparity threatens to leave younger generations, particularly the rising Gen Z workforce, at a significant disadvantage.

While two-thirds of employees see business travel as crucial for climbing the corporate ladder, an equal number feel they’re not getting the same opportunities as their colleagues. This gap has actually widened over the past year, jumping from 62% to 66%.

Bonnie Smith, GM of FCM, sees this as a wake-up call for companies. “We’re seeing a generational divide in business travel, with Gen X taking the bulk of the business trips. But in today’s global market, that’s a missed opportunity for businesses and younger employees alike.”

The benefits of a more equitable approach extend beyond just having a well-rounded workforce. It brings fresh perspectives to client meetings, aids in succession planning, and boosts employee engagement across generations, she says.

The reasons behind this travel inequality are varied. Seniority, age, and parental status all play a role. But so do factors like office attendance and even physical appearance. Women and LGBTQ+ travellers report facing additional hurdles.

The Gen Z Challenge

As Gen Z enters the workforce, there is a clear need for more inclusive travel policies. Recent insights from the Global Business Travel Association Convention highlight the unique perspectives and needs of this generation.

Emese Graham, Diversity, Equity and Inclusion Manager at Flight Centre Travel Group, emphasises the ‘DITTO’ system for Gen Z travellers, which encapsulates specific recommendations for organisations on diversity, individualism and teamwork, technology, and organisational supports. She says: “Gen Z has different considerations than previous generations with 28 per cent now identifying as LGBQT+, only 15 per cent believing they have ‘excellent’ mental health, and the fact they’ve grown up around crises – meaning their travel behaviours are different.”

This generational shift demands a re-evaluation of current travel policies that may inadvertently favour Gen X travellers.

Making travel more inclusive

To address the Gen X dominance and create more equitable opportunities, Smith offers several strategies:

“First, review your travel policies. Are they inadvertently excluding certain groups? For example, policies that require extensive travel might disadvantage parents or caregivers. Consider offering flexible options that allow for work-life balance.”

“Second, implement a fair rotation system for travel opportunities. This ensures that all eligible employees get a chance, regardless of their position or background.”

“Third, create mentorship programmes where less experienced employees can shadow senior staff on trips. This provides valuable exposure without full responsibility.”

Smith also highlights the role that Travel Management Companies (TMCs) can play in this process. “Your TMC can be a valuable partner in creating a more inclusive travel programme. At FCM, we offer data analytics that can help identify disparities in travel opportunities. We can also assist in developing policies that promote inclusivity and ensure duty of care for all travellers.”

She adds, “TMCs can provide cultural briefings and safety information tailored to diverse traveller needs. For instance, we can offer specific guidance for LGBTQ+ travellers heading to countries with less progressive laws, or accessibility information for travellers with disabilities.”

So, companies face a choice. Will they stick with the Gen X-dominated model, or embrace a more inclusive approach?

“The future of business travel is diverse and flexible,” Smith concludes. “Organisations that recognise this will be better positioned to thrive in the global market. It’s not just about who’s travelling; it’s about cultivating a global mindset across your entire organisation.”

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