Recovery is the industry’s chance to evolve, says dnata Travel Group’s UK & Europe chief executive Ailsa Pollard
We’ve heard a lot about the erosion of trust during the past two years and it would be easy to conclude that the behaviour of a few defines the entire UK travel industry.
But I think one thing that has always defined our sector is its fundamental decency. And as we begin to look to the future, it’s my view that trust will be our greatest strength as we rebuild.
The travel landscape, and requirements of consumers, have become more confusing and complex since the onset of Covid. Consumers want to trust that brands will look after them.
Sure, there was a difficult period while we grappled with the upheaval of the early pandemic period, when relationships with customers came under a lot of pressure. But looking at our own brands, our competitors and across the industry, I think we’ve addressed the weaknesses that were exposed and put in place a range of protective measures to ensure those customers can now trust they will be looked after if conditions change. From measures such as trust accounts, like that just introduced by our brand Travel Republic, to exceptionally flexible booking policies, travellers can trust we have their back.
Staff too want to trust that they’ll be heard, not just listened to. It’s been a bruising two years for everyone in our industry. More than anything, our people need supportive management and empathetic leadership as morale is rebuilt and the passion that has made our industry such an attractive place to work is reignited.
Supportive workplaces
Business owners and managers need their team members to be able to trust them if we are to stem the talent drain with which we are threatened. And everyone needs to trust that they can bring their true selves to work and that our industry welcomes the kind of diversity that should define it in the future. Our own ‘Belong’ programme is already focused on this.
Suppliers and partners need dialogue to be open, honest and collaborative. The pandemic drove a bus through the complex web of interdependencies, relationships and connections that underpin the modern travel ecosystem. As we emerge from the darkness and start to reconnect, we have the chance to make that ecosystem better and to work together towards aligned motives.
Communities and the people who live in the destinations we send customers to want to trust that tourism will be a balanced and mutually beneficial relationship. While this has been an incredibly tough time for the UK outbound travel industry, some local communities so reliant on tourism have been left devastated during this time.
Progressive changes
As we rebuild, this is a chance for both sides of the relationship to think about how the dynamic of this complex relationship can be more progressive.
We need to trust that after two years of suffering, the UK government understands the unique requirements and dynamics of our industry, and the value it adds to both the economic and emotional health of our society. And if ministers still don’t see that, then we need to set aside agendas and trust each other in the benefits of a united effort to educate them and their departments.
Finally, sales data strongly indicates that the British impulse to explore the world hasn’t been lost to the pandemic. What brings me the most hope and optimism for the year ahead is that I have unwavering trust in the joy and inspiration that travel brings to people and that it will return stronger than ever.
The rule book for the industry has been ripped up, and this is our chance to evolve.
This will be the year that trust becomes the most-valued commodity in travel.
Like anything precious, though, how we mine, refine and protect it will be entirely down to us.