BUSINESS TRAVEL BUYER’S HANDBOOK 2015 POLICY
BUSINESS TRAVEL BUYER’S HANDBOOK 2015POLICYEstablishing A Travel & Expense Policy2. Greater cost control comes with aA TRAVEL POLICY SHOULD BE AUTOMATED, BRIEF AND CLEAR, SAIDPartnership Travel Consulting CEO Andrew Menkes. Automated: For a travel management company to administer it, configure the rules engine for the global distributionsystem and online booking tools. This system forms the watchdog, or whistleblower,of your travel policy, he said. Brief: A travel and entertainment policy may span 70pages, but if you can’t summarize it in three, you’ll lose your audience. The policy’spremise is to explain how to book and pay, where to sit, where to sleep and whatkind of car to drive. “The balance—and the devil—is in the details,” Menkes states.Clear: Avoid ambiguous words like “shall,” “encouraged” and “logical,” he advises. Ifreferencing requires, say “must.”I. QUESTIONS TO PONDERA. What are the company’s goals and key performance indicators?B. Who should write and update the policy?1. Form a committee from various departments—accounting, administration, finance,human resources, marketing, meetings, risk management, sales, strategic sourcing,training, accounts payable, expense management, IT and any department that employsfrequent travelers—to recommend policy to a writer and to seek traveler input.2. One person with travel industry knowledge should write the policy with input frommanagers, travelers and travel arrangers to improve the likelihood of senior management buy-in and support.3. Include representatives for all involved countries to encourage support and compliance.4. The policy won’t work without the signature or a letter of support from the CFO or CEO.5. A senior leader like a controller should own the policy.C. Who should be subject to policy?1. The easiest policy to administer and measure compliance is one that is specific to onelocation. However, separate policies for travelers at separate locations create inconsistency.18J U LY 1 , 2 0 1 5.comsingle policy that covers all domesticlocations, but this style interferes withindividual locations’ autonomy.3. A policy that applies to all employees worldwide is the most consistent, but local laws and culturalconstraints make mandated compliance to a global policy impracticaland inadvisable.4. A company that wants to balanceconsistency and autonomy can institute an umbrella policy that individual divisions can restrict if necessarybut not relax.5. The policy should stipulate thatindividual travelers and groups aresubject to identical policies, unless aseparate policy covers groups, conferences and meetings.6. The policy should apply to anyonetraveling on company expense,including consultants, job candidates,customers and subcontractors.D. Should policy apply equally to all levelsof employees?1. Policies that do send the message thatmanagement is serious about controlling costs.2. Some companies apply specialconsideration for high-rankingexecutives, those whose time is mostvaluable financially and those withsecurity issues. Other companiesdraft executive-level policies that arenot communicated to all employees.3. To recognize road warriors, companies can allow special handlingof those who cross a mileage orovernight-stay threshold. It’s good formorale but requires more administration and may motivate some travelersto take unnecessary trips.4. To mitigate disaster risk, many companies forbid more than two or threeexecutives from traveling together. ACEO and CFO should never travelon one aircraft. Some corporationsrestrict the number of employees atany level on one aircraft.E. Should the company deploy separatepolicies for individual countries?1. A comprehensive policy should beconsistent but consider culturalnuances. The global policy should rule
BUSINESS TRAVEL BUYER’S HANDBOOK 2015and local policies should get stricter.2. An umbrella policy with addenda forindividual countries will work if travelexpense or management informationsystem data is available.3. Companies can group countries withcommon travel requirements andcultures into a regional policy.4. Keep local standards, legislation,practices and budgets in mind. Ifdrafting a consistent multinationalpolicy, for example, a company can’tallow travelers to fly business class forlonger than six hours if a particularbusiness unit or location’s budget can’tsupport such flights.F. Should you make separate policies fordomestic and international travel?1. The company can draft separatepolicies depending on the destinationcountry and length of the trip.2. Either way, it should cover passportand visa acquisition, health certificates,security and emergency services.3. The TMC or third-party securityprovider should provide this information for each trip.G. How forceful should the policy be?1. This major company-culture consideration is completely subjective.2. Some policies mandate actions,stating the company will deal withviolators harshly, up to terminationor denial of reimbursement. Addressxceptions for unplanned occurrencesand local regulations. Companiessubject to Sarbanes-Oxley or the Sunshine Act should enforce mandatesin strict accordance with writtenprocedures and audit for compliance.3. Other companies present guidelinesand require written explanationswhen travelers don’t follow them.4. Others present policies as standardprocedures carrying the company’sstamp of approval and CFO orCEO’s signature.5. Unmanaged programs should directtravelers to use their best judgment andshare travel information to accommodate duty-of-care requirements.II. ARRANGING TRAVELA. Should travelers have supplier choices?1. Broad discretion can lead to longerand costlier transactions and lesspolicy control.2. Companies have encouraged travelers20J U LY 1 , 2 0 1 5POLICYto use reservationists and online booking tools to select services compatiblewith policy and preferred supplierrelationships. However, the trend is tomake using preferred suppliers secondin priority behind booking the lowestlogical cost.3. Check with your legal departmentregarding liability before limitingoptions to one preferred supplier.B. How should employees make travelarrangements? Five options:1. Designated a TMC or TMCs. Consolidating with one controls costs viaconsistency. The single provider ofintegrated management reports alsomakes safety and security management easier, and you can use those reports to negotiate supplier discounts.2. Cite an online booking tool as thefirst choice for booking. Design thesystem to encourage use of preferredsuppliers by highlighting them oroffering no other options. If usinga corporate booking tool, considerprohibiting use of public websites sotravelers don’t intentionally bypassbooking policies.3. Go through travel agents, who makearrangements using corporateapproved channels.4. Some companies allow travelers tobook directly on supplier websites ifprices are less than a predeterminedcost. However, this compromisesyour ability to track travelers andspending data.5. A few companies allow travelers tobook any supplier through any distribution channel as long as the costremains below a price cap and traveldata is retained.6. Policy may require anyone planninga meeting of a minimum number ofemployees (10 is recommended), ameeting that requires a contract orone that exceeds budget thresholdsto report the event to the meetings or travel department or TMCif it involves hotel room nights totake advantage of negotiated groupdiscounts, ensure application of thetravel policy and allow a legal reviewof the contracts.7. Work with human resources toprovide employee data to the TMC orencourage travelers who take at leastone trip a year to complete a profile.comfor the TMC’s global distribution system. The TMC should alert travelersof expiring credit cards, passports andvisa information.C. How far in advance should travelers plan?1. Booking as soon as a traveler knowsabout a trip improves chances oflower advance-purchase airfaresand guaranteed seat availability.Studies show, though, that bookingmore than two months ahead yieldshigher rates.2. Encourage advance-purchase airfaresby requiring a supervisor or othermanager’s approval for shorter booking lead times, say, within two weeks.3. Some companies send automatednotifications to travelers and theirmanagers indicating how much thetraveler could have saved by bookingin advance.4. More companies are asking employees at the time of booking toconsider such travel alternatives asremote conferencing, particularly fornonclient-facing travel.D. Is supervisor pre-approval necessary?1. It enables a supervisor to rule a tripunnecessary or too expensive.2. But pre-approval for an online reservation may qualify as a touched booking,adding cost. Pre-approval also costsmore if it holds up ticketing.3. Consider pre-approval for exceptions only. Some require it for onlytranscontinental or high-cost travel.4. Some companies rely on pre-tripnotifications to alert managers that atrip has been booked.5. Some companies require the travelerto obtain verbal approval from theirmanagers prior to booking.6. The most senior executives shouldnot spend valuable time on administrative details like approvals.E. Many TMCs have 24-hour service ora tie-in to third-party services, whichfrequently trigger additional surcharges and should be used only duringnonbusiness hours and only for travelemergencies or when they will avoidlarger cancellation penalties. Onlinebooking tools can provide round-theclock access, but changing itinerariesonline is not easy.F. Should policy encourage or require travelers to adjust schedules to minimizecosts, such as arranging day trips?
BUSINESS TRAVEL BUYER’S HANDBOOK 20151. Companies should provide alterna-tive routing and pricing options andrecord exception codes if travelersdecline reasonable alternatives.2. Such policies need to balance costsavings with productivity, convenience and traveler morale.III. LODGING POLICYA. How should employees book rooms?1. Using a designated agency or onlinebooking tool funnels all bookingsthrough a single source, enhancing the company’s ability to enforcepolicy and capture booking data fornegotiations and safety. It also ensurestravelers get the negotiated corporateor TMC rate and that room nights arecredited toward volume agreements.2. Many policies discourage callinghotels and booking them on publicwebsites. Direct booking occasionally results in lower rates, but it alsoyields neither booking informationnor data consolidation, underminesnegotiated corporate rate agreements by diluting marketsharefigures unless you’ve establisheda tracking mechanism up front,reduces commission income anddiminishes the company’s ability tolocate employees en route.3. Policy should state what travelersshould do if they find rates lower thanthe TMC’s or booking tool’s.B. How much should employees pay?1. Define the company’s acceptablepricing level (e.g., moderatelypriced) by brand or hotel tier toshow the company’s view of appropriate spending.2. Designate maximum hotel ratesto cap expenses, though this couldencourage employees to spend up totheir limit. Consider setting differentceilings for different cities. Rememberthat using too many hotels will influence performance in contracts.3. Consider giving travelers a maximum amount to spend daily acrosshotel, meals and incidentals,depending on the cost of doing business in each city. Base per diems onthe firm’s historical expenses, BTN’sCorporate Travel Index or publishedindices prepared by consultingfirms and the federal government.Business-entertainment expenses22J U LY 1 , 2 0 1 5POLICYtypically are calculated separately.4. Designate different property classesper length of stay, such as limitedservice hotels for one-night stays andextended-stay hotels for more thanseven nights.C. What other limits should thepolicy enact?1. Encourage or mandate the use ofhotels with which the company hasnegotiated rates or with which thecompany’s TMC has preferred rates.Many companies and TMCs haveextensive hotel directories butmandate the use of particular hotelsin given cities. Directions to use preferred hotels should stipulate travelersbook at the company-negotiated rate.2. Outline the circumstances underwhich travelers do not have to usepreferred hotels, such as meetings orconference, instances when preferredproperties exceed a given distancefrom the business destination andwhen traveling with a client.D. When can travelers stay in more expensive rooms?1. Companies may allow high-rankingexecutives to stay in luxury hotels oron executive floors.2. Better accommodations or a suitemight be appropriate if a traveler hasto entertain clients or meet with staff.3. If the only hotels that conform topolicy are far from the business destination, closer, more expensive hotelsmay be warranted.E. Other options.1. Charge employees for no-showbillings if they neglect to cancel areservation. The policy may instructtravelers who cancel a reservation torecord a cancellation number or thename of the hotel employee takingthe cancellation to help resolve billingdisputes. Whenever possible, travelersshould cancel through the TMC toproduce a better paper trail.2. Reimburse charges for personalitems, such as in-room movies, minibar purchases and laundry expenses.3. Reimburse room service charges.4. Reimburse tips? Include guidance onhow much to tip.5. Mandate use of the company’s corporate apartments or hotel room blocksin a given city.6. Reimburse for a single-room rate.comor percentage of rate charged fortravelers accompanies by spouses orfamily members.7. Permit appreciation gifts whentravelers stay with another employee, a business associate, a friend ora relative.8. Avoid properties with external guestroom entrances. Consider conducting security audits.9. Allow travelers to use Airbnb orsimilar alternate accommodations.IV. AIR TRAVEL POLICYA. What parameters should the policyplace on airfare and class?1. Use preferred airlines on applicablecity pairs when those airlines arecompetitive on price or the differenceis minimal.2. Most companies indicate coach as thepreferred class for domestic service,except for executive travel.3. Some companies require travelers tochoose the “lowest logical,” “lowestavailable” or “lowest applicable” fare.Define precisely what you mean. Thedefinition may differ for domesticand international travel. Because fareavailability changes, many companiesstipulate class as the guiding principle.Create a comprehensive definition,detailing conditions or savings levelsat which the following are required,encouraged permitted or prohibited:a. The lowest fare within a definedtravel window, typically two hoursbut sometimes longer.b. Nonrefundable fares. Balancethe chance that the trip will becanceled or rescheduled againstsavings from these cheaper fares.Remind travelers to keep trackof unused nonrefundable tickets,which often can be used for othertrips after paying a change fee.The TMC also should have anautomated system for trackingunused tickets for business andgroup travel.c. Balance increased travel time andthe risk of delays associated withindirect flights against costliernonstop flights. Consider that alayover in Chicago in January carries a hefty risk when a nonstopflight would fly over a snowstorm.Most policies do not require
BUSINESS TRAVEL BUYER’S HANDBOOK 2015travelers to change planes unlesssavings are significant. Indicatea minimum level of savings,typically 100 per segment, anda maximum of elapsed time, nomore than two hours.d. Be mindful of inconvenience andthe total cost of the trip, including ground transportation, whenalternate airports are involved.4. Some policies allow senior managersto fly in premium-economy, businessor first class or, if a discount coachseat is not available, in premium class.Some airlines offer premium-economy,business or executive class seating ascheaper alternatives to first class.5. Employees may be willing to pay foran upgrade personally, or companiesmay pay for employees to upgrade tofirst, business or premium-economyclass in certain conditions, including:a. Flights of a particular minimummileage or time (typically six orseven hours). Mileage is a betterparameter, as a time windowmotivates travelers to manipulateschedules, such as longer connection times, to become eligible foran upgrade.b. International flights. Consider whether to include UnitedStates-originating flights toCanada, the Caribbean, CentralAmerica and Mexico.c. Traveling with a client.d. Employees with physical disabilities.e. Employees expected to work a fullday upon arrival.f. Second or third international tripwithin a defined period of time.6. In global policies, distinguish between such policy terms as international, domestic, transcontinental,POLICYstateside and foreign air travel. Theterms “coach” and “business” arenot universal.B. If the company or TMC has negotiateddiscounts with preferred airlines, arethose airlines superior options?1. Balance the company’s obligation to attain a certain volume orcitypair market share in order tomaintain preferred fares versusopportunities to secure lower faresfor individual trips.2. Policy should encourage or mandateuse of group rates (usually for atleast 10 people traveling to the samedestination on the same day) if thecompany had negotiated such fares.3. Policy may establish preferredsupplier relationships with multiple airlines or alliances to covermultiple city pairs in order toreduce connections.C. Other factors.1. Circumstances and required approvals for chartering aircraft when noother convenient way to get a groupto a certain place at a certain timeexists. Involve insurance and securitydepartments in making the decision.2. Reimbursement for airline clubmemberships or premium-servicesmemberships for certain employees.3. Most companies allow travelersto keep loyalty-program benefits,and others encourage their usefor business.4. Reimbursement for checked baggageor luggage-weight overages. Mostcarriers charge fees to check luggagewhen traveling coach.5. Reimbursement for ancillary services,such as preferred seating, advanceboarding and inflight Internet.6. Reimbursement for insuranceTech Watch: Remote ConferencingAdvancements, cost savings and technology, including telepresence systems anddesktop videoconferencing tools have boosted virtual meetings, which reduce wear andtear on travelers and save travel costs. They’re best suited to internal meetings.I. IT departments usually manage remote-conferencing tech, but you can promoteits use and examine airline citypair and hotel data to choose locations for installations. Integrate remote-conference booking and travel-booking systems, anddesign them to prompt travelers to skip trips. Even better if the system requirestravelers to justify physical trips.II. Tech suppliers offer services and products. Most employees also have videoconferencing-capable personal devices, though IT may have to aid integration and collaboration.24J U LY 1 , 2 0 1 5.combeyond that provided by airlines,company insurance and corporatecards. Most companies do not pay foradditional insurance unless a traveleris transporting company goods.7. Forbidding travel to countries forwhich the U.S. Department of State orthe World Health Organization hasissued a travel warning or advisory.The company should provide suchadvisories to travelers who’ve bookedinternational trips.8. Handling unused airline tickets forbusiness and group travel.9. Circumstances and procedures defining who can fly in company-ownedor company-leased aircraft.10. Clarify ownership of any deniedboarding compensation and whethertravelers can volunteer for compensation when flights are overbooked.11. Alternatives to air travel, such asrail, personal cars or rental carsfor trips within a certain distance.Policy also may cap car costs byexpense or distance.12. Employees who are licensed pilotsshould not be allowed to fly passengers or themselves on businesstrips, whether in their own orother aircraft.V. CAR RENTAL AND GROUNDTRANSPORTATION POLICYA. When should policy require or forbidrental cars?1. Use a rental car when cheaper alternatives are inefficient for the traveleror when it’s less expensive than apersonal automobile, depending onthe mileage reimbursement.2. Do not allow car rentals when atraveler needs transportation onlyfrom the airport to the hotel andwhen a shuttle, taxi or car service isless expensive; a company-ownedor leased car is available; employeesare traveling to unfamiliar areas,especially at night; and employeesare traveling to foreign countries,especially if road conditions, safetyand licensing needs are concerns.B. Which suppliers should a traveler use?1. Many policies encourage a single orlimited number of suppliers withwhich the company or TMC hasnegotiated rates.2. Companies may use secondary
BUSINESS TRAVEL BUYER’S HANDBOOK 2015suppliers, contracted to fill holes inthe designated supplier’s service.3. Policy may direct employees to usedifferent suppliers in different cities.C. What car size or class should travelers reserve?1. Compact cars provide the greatestsavings but less comfort and capacity.2. Intermediate-size cars give travelersreasonable comfort at a reasonablecost. Most policies allow for midsizeor intermediate-size cars.3. Many companies restrict full-sizeor luxury cars to high-level executives, groups of two or more, thosehosting clients or those of a certainheight or size.4. Hybrid cars can bolster corporatesocial responsibility initiatives, buttheir rental rates may be much higher,and availability is unpredictable.D. Unless a booking is last minute, policyshould advise or require travelersto use the online booking tool ora designated agency to ensure thetraveler gets the negotiated rate andthe transaction is credited toward thecontracted volume agreement.E. Should travelers accept damagewaiver coverage?1. If the company is self-insured,receives free collision damagewaivers under its contracts with carrental suppliers or is protected byinsurance under a corporate cardprogram, no additional coverageis needed. Policy can specify thatemployees will not be reimbursedfor purchasing such coverage.2. If no other coverage applies, thecompany may choose for the travelerto purchase such coverage at the timeof booking to avoid the risk of thecompany paying for rental car damages and to avoid paperwork.3. Differences in insurance laws andother government regulationsmake this coverage a good idea forforeign travel.F. Should travelers buy other insuranceproducts like personal accident insurance, supplemental liability insuranceand personal effects coverage?1. Most companies already haveinsurance that provides suchcoverage for employees.2. If not, they usually reimburseemployees for such purchases.26J U LY 1 , 2 0 1 5POLICY3. Policy also can state that employeesmay purchase additional coverage attheir own expense.G. Include guidance on what to do in theevent of an accident.1. Notify local authorities, the rental carsupplier, the travel department, HRand the internal security department.2. If the car is damaged, notify the company’s insurance department of thedetails of the accident and instruct thesupplier to submit a bill for repairsto the same department, which willhandle settlement.H. Other factors.1. Encourage travelers to refill the gastank themselves, as car rental companies charge a premium to refill it.Some vendors offer an upfront feefor fueling, which eliminates refueling charges.2. Ask corporate travelers to avoid oneway drop-off charges by droppingrental cars at the locations where theypicked them up.3. Instruct travelers to inspect the car fordamages and record them to protectagainst unwarranted damage claims.4. Explain which ancillary servicefees, including GPS and expeditedtoll programs, the company willreimburse. Most smartphoneshave GPS.I. Authorize limousines or black cars whenthe per-person cost is close to otherground transportation or travelers arearriving at an unfamiliar destination orforeign country or at night. Most limoscharge by car or by the hour, not by thenumber of passengers. A sedan servicemay prove more convenient and lessexpensive than a car rental or taxi forcommuting from the airport to the office.J. Address procedures, policies andrestrictions for taxis, including receiptrequirements and tipping guidance,parking expenses and tolls, train andbus travel, traffic and parking tickets,on-demand services like Uber and Lyftand personal vehicles.VI. INCIDENTALS, MEALSAND ENTERTAINMENTA. How much can employees spend?1. Set a maximum per diem, whichmay vary by city or region, to controlcosts and eliminate receipt reviews, orset a max per meal, which may vary.comamong breakfast, lunch and dinner.Consider adjusting the trip’s limitbased on meals included in flight andat hotels and events.2. You can vary allowances by levelof employee.3. Analyze average meal spendingwithin your company before establishing standard rates. Setting highmaximums exposes your company tohigher costs.B. Specify what food is not reimbursable,such as entertainment, snacks, roomservice, alcohol and food purchasedduring travel that does not involveovernight stays.C. Specify that the highest-rankingemployee present should pay.D. Business entertainment.1. The expense must be for a legitimatebusiness purpose. Require a receiptlisting individual charges, crucial fortax-deduction eligibility.2. Policy may put a max on average perperson cost.3. Define what categories of employeesmay entertain business guests without approval.4. In accordance with U.S. InternalRevenue Service regulations andSarbanes-Oxley processes, employees should be prepared to furnishnames, titles and company affiliationsof each person present, the business purpose served, business topicsdiscussed, name and location of theestablishment and exact amount ofthe expense. That extends to whetherbusiness took place before, during orafter entertainment events.5. If an employee has a business luncheon guest, the expenses of bothmay be reimbursable.6. Entertainment expenses, such asgolf or tennis fees, may be reimbursable, or you may list certainactivities as unsuitable for thecompany to sponsor.7. Policy may list circumstances underwhich employees will be reimbursedfor hosting business meals or entertainment in their homes.E. Specify what incidental expenses arereimbursable and detail the requirements. Consider dry cleaning, laundry,foreign currency conversion, mobilephone rentals for international travel,Internet, passports, visas, medical
POLICYinoculations, business center charges,minibars, health clubs/fitness centers,spas, in-room movies, ATMs, cashadvances, shipping, babysitting, kennels, the U.S. Transportation SecurityAdministration’s Precheck program,the U.S. Customs and Border Protection’s Global Entry program and lost,stolen or damaged personal property.F. Decide whether to:1. Require that expense reports separatebreakfast, lunch and dinner.2. Specify events that are not reimbursable, such as a birthday celebrationsversus dinners at which employeesreceive awards.3. Reimburse for an employee’s spouse.G. Include input from HR, legal andtax departments.VII. PAYMENT METHODSA. How should employees pay for traveland entertainment?1. Company cards allow the companyto build a travel expense database andthus a comprehensive picture of travelpatterns and volume for negotiations.They also help detect exceptions topolicy and may provide the companyfinancial incentives.2. Personal charge cards, not recommended, eliminate the time andsome costs of a corporate cardprogram but hinder efforts to maximize rebates and create a completedatabase of expenses.3. Reloadable debit cards can bepreloaded with select amounts, setto allow only certain expenses anddeactivated if stolen or lost or whenthe traveler returns.4. Cash or traveler’s checks, not arecommended practice, may be usedfor travel to developing countries orother exceptions.5. A centrally billed account for air andrail purchases or within 60 days.6. Direct-billing arrangements with preferred suppliers for specific lodgingand ground transportation providers.B. How are card expenses billed?1. Direct, individual billing to employee cardholders: The employeeshares liability with the company.The employee holds the initialresponsibility of auditing andpaying charges, which reducesthe administrative burden on theBUSINESS TRAVEL BUYER’S HANDBOOK 2015LOUIS MAGLIAROGroup Publisher(973) 769-0028 lmagliaro@thebtngroup.comANTHONY CARNEVALEAssociate Publisher(201) 902-1976 acarnevale@thebtngroup.comEDIE GARFINKLEAdvertising DirectorTel: (895) 389-6836 Fax: (805) 832-6676egarfinkle@thebtngroup.comLINDSAY STRAUBRegional Sales Manager(646) 380-6274 lstraub@thebtngroup.comMARY ANN McNULTYDirector, Content Solutions(630) 519-4510 mmcnulty@thebtngroup.comMARIZA MOREIRAGroup Design Manager(201) 902-1965 mmoreira@ntmllc.comALICIA EVANKO LEWISSenior Vice President, Events(646) 902-6244 aevanko@ntmllc.com100 Lighting WaySecaucus, NJ 07094www.northstartravelmedia.comChairman AndChief Executive OfficerThomas L. KempChief Financial OfficerLisa CohenPresidentTravel GroupRobert G. SullivanExecutive Vice PresidentDigital MediaThomas CintorinoExecutive Vice President/Group PublisherDavid BlansfieldSenior Vice President/Editorial DirectorLori CioffiTAHNEE PERRYVice President, Marketing(646) 380-6272 tperry@ntmllc.comSenior Vice President/Editorial DirectorArnie WeissmannMAX BZDYKMarketing, Events And Sales Assistant(201) 902-1924 mbzdyk@ntmllc.comSenior Vice PresidentHuman ResourcesJanine L. BavosoHawaiiDEBBIE ANDERSON, Destination Marketing HawaiiTel: (808) 739-2200 Fax: (808) 739-2201MexicoJUAN MARTINEZ DUGAY,PALOMA MARTINEZ,Towmar(011) 52-55 ior Vice PresidentProduct Development And ProductionRoberta MullerVice PresidentMarketing SolutionsMichelle RosenbergJapanMICHIKO KAWANO, Pacific Business Inc.Tel : 81-3-3661-6138Fax: 81-3-3661-6139kawano-pbi@g
20 JULY 1, 2015.com BUSINESS TRAVEL BUYER’S HANDBOOK 2015 POLICY and local policies should get stricter. 2. An umbrella policy with addenda for individual countries will work if travel expense or management information system data is available. 3. Companies can group countries with common travel requirements and cultures into a regional .
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1. Corporate Travel Booked through a UW contracted Travel agency listed on the Travel Services Website. 2. Athletics Travel Booked through Athletics travel desk. 3. State of WA Travel Booked through the following as listed on the Travel Services Website. UW contracted Travel agency State contracted Travel agency EasyBiz
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Make 128 buyer cards on a single color of card stock paper. Prepare 64 low buyer cards and 64 high buyer cards according to the following distribution. Buyer Cards Low Value Buyer Cards High Value Buy Value No. of cards Buyer Value No. of cards 2.50 4 4.20 4 2.70 4 4.50 4 2.90 4 4.80 4 3.10 4 5.10 4 3.30 8 5.40 8
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a company travel configuration is created for each country the legal entity is located in. Features Available in Travel System Admin To access Travel System Admin, on the menu, click Administration Travel (on the sub-menu) Travel System Admin. NOTE: If Travel System Admin is your only Travel option, then the commands are
Travel Agency to: Travel Agency rve cel Travel Agency to: – Reserve a Travel: – Cancel a Travel Pay the Travel Payment f a Travel re s Insurance P H – Pay the Travel a The Travel Agency needs to be in contact with a Visa cilities ervation faciliti e urchase nds on be in contact with a Visa payment center in order to be paid by the .
ARCHAEOLOGICAL ILLUSTRATION 13 HOME PAGE WHY DRAW? EQUIPMENT START HERE: TECHNIQUES HOW TO DRAW MORE ACTIVITIES LINKS Drawing pottery The general aim when drawing pottery is not only to produce an accurate, measured drawing but also to show the type of pot. Sh ape (or form) and decoration are therefore important. Many illustrators now include extra information to show how a pot was .
