Category: 3. Business

An article by Andrew Baturin, CMO at Tumodo

Business travel across the GCC is entering a new growth cycle, just as companies are under renewed pressure to manage costs more tightly. Airline capacity across the Middle East is forecast to increase by 8.5% in December 2025 compared to December 2024, reflecting a rebound in corporate and regional travel demand. Growth is expected to be particularly strong in Saudi Arabia, where capacity is set to rise by 8.5%, and the UAE, with a projected 6.8% increase.

For organisations operating across the region, this resurgence brings familiar tensions. Travel is once again essential for growth, expansion, and relationship-building, yet its impact on cash flow is becoming harder to ignore.

What is changing is how companies respond. Rather than relying solely on restrictive policies or post-spend controls, many are turning to fintech partnerships and AI-driven predictive analytics to manage travel more strategically.

Treating travel as a financial decision, not just an operational one

As travel volumes increase, companies are reassessing corporate travel as more than an operational necessity. Rising fares, seasonal volatility, and unpredictable disruptions make traditional cost-cutting approaches less effective. In practice, blunt measures such as tightening approval workflows or enforcing rigid booking rules often reduce employee satisfaction without delivering sustainable savings.

In response, two approaches are gaining traction. The first focuses on when and how travel is paid for. The second reshapes how travel decisions are made in the first place.

Aligning travel spend with cash flow through fintech

One of the most significant shifts in corporate travel management is the growing use of fintech-enabled payment solutions, particularly Buy Now Pay Later (BNPL) models adapted for business travel. While BNPL has historically been associated with consumer transactions, it is increasingly being applied in corporate contexts across the GCC and beyond.

Travel costs often emerge well before the realisation of income for companies with cyclical revenues or delayed client payments. BNPL structures offer a way to smooth this mismatch. A flight costing $1,200, for example, can be repaid in installments over time, allowing companies to spread the expense rather than absorb it upfront. In scenarios where revenues are realised several months after booking, this flexibility can materially ease short-term cash flow pressure.

Importantly, this approach does not require companies to compromise on travel quality. Employees are not forced into inconvenient flight times or lower-quality options purely to minimise immediate spend. Instead, organisations can maintain travel standards while managing liquidity more effectively.

At a broader level, fintech–travel collaborations are also reshaping the corporate travel ecosystem. Payment providers gain deeper access to business clients, while travel platforms are able to offer more resilient and flexible payment options. Together, these partnerships move financial planning closer to the point of booking, rather than treating it as a back-office function.

Using AI to make travel predictive rather than reactive

While fintech tools address the financial mechanics of travel, AI predictive analytics are changing how organisations plan and control travel programmes.

One of AI’s most practical applications lies in identifying optimal booking windows for flights and hotels. By analysing large volumes of historical fare, demand, and occupancy data, advanced analytics can forecast price fluctuations across seasons with increased accuracy. This allows businesses to secure favourable rates in advance. In practice, companies using data-driven booking strategies have reported cost reductions of 10% to 15% while maintaining traveller satisfaction.

AI is also increasingly used to anticipate and mitigate disruptions. Predictive models can flag potential delays or cancellations before they occur, allowing organisations to reroute or rebook travellers early and avoid cascading costs, missed meetings, or last-minute purchases.

The result is a shift from reactive travel planning to a more predictive, well-timed approach, where cost control is achieved through better decisions rather than stricter rules.

Improving compliance without adding friction

Beyond pricing and timing, AI plays a growing role in managing travel-policy compliance. Traditionally, compliance was enforced through post-trip audits, which were labour-intensive and often came too late to influence behaviour.

Today, AI-driven tools can identify non-compliant choices during the booking process itself and guide employees toward approved options in real time. By offering personalised recommendations through intuitive interfaces, these systems reduce administrative burden while increasing adherence to company policies.

For employees, this makes booking simpler and more consistent. For organisations, it delivers stronger governance without creating friction or slowing down travel planning.

What the data ultimately points to

Industry research over recent years consistently shows that data-driven booking strategies generate double-digit savings on airfare and hotel expenses. These outcomes are typically driven by a combination of earlier bookings, fewer last-minute purchases, and higher compliance with corporate travel policies.

When financial flexibility is combined with predictive planning, organisations also gain greater visibility and predictability over travel spend. For finance teams, this translates into clearer budgeting and fewer unexpected spikes, particularly during peak travel periods.

Where GCC companies go from here

Fintech liquidity tools and AI analytics are not standalone solutions. Their impact comes from how they work together, enabling better decisions at every stage of the travel lifecycle, from payment timing and booking behaviour to policy enforcement.

In a region that places a premium on financial stability and institutional resilience, GCC companies are increasingly looking beyond short-term cost cutting. By integrating these technologies into a broader travel and finance strategy, organisations can support rising travel demand while maintaining discipline over costs in an increasingly complex operating environment.

Businesses will need to prepare ahead to address impacts on their operations such as payroll system updates and changes to cashflow.

What is Pay Day Super?

Employers are currently required to transfer superannuation payments for employees and other eligible workers every quarter, regardless of when they are required to pay employee wages and entitlements.  This creates a disconnect between payment of wages and superannuation contributions and allows the business to hold this money for longer.

Under Pay Day Super, the employer must pay employees’ super contributions into their superannuation fund at the same time as they pay their wages.

Why is Pay Day Super coming in?

While most businesses are making correct super payments, the changes are being introduced to address the few that do not. In these circumstances, it is not only the employees who miss out. Businesses doing the right thing must compete on an uneven playing field and are undercut by business doing the wrong thing. 

What do employers need to do?

The first impact will be on cashflow. Rather than holding off paying super entitlements until the end of the quarter, you must have that money on hand at the same time you pay an employee.

Secondly, your payroll systems, accounting software and procedures will need to be reviewed and likely updated. If you use an accountant, bookkeeper, or financial adviser, discuss the changes with them as soon as possible.

Small businesses should also be aware of the planned closure of ATO’s free Small Business Superannuation Clearing House which will coincide with the introduction of Pay Day Super. Businesses currently using this service will need to make alternative arrangements in advance.

Don’t procrastinate – stiff penalties apply for incorrect payments. This could be up to 60% of the shortfall, plus daily interest charges, if payment is not received by the employee’s super fund within seven business days of the employee’s pay day.

What is HIA doing?

HIA is urging the government to delay the introduction or provide a longer transitional period for small-to-medium sized businesses. This is critical to ensure businesses are aware of the changes and can adjust their cashflow, revise procedures and arrange for software to be updated.

We will continue to keep members informed and will provide additional resources closer to the commencement date.

The articles, information, and content displayed on this webpage may
include materials prepared and provided by third parties. Such
third-party content is offered for informational purposes only and
is not endorsed, reviewed, or verified by Morningstar.

Morningstar makes no representations or warranties regarding the
accuracy, completeness, timeliness, or reliability of any third-party
content displayed on this site. The views and opinions expressed in
third-party content are those of the respective authors and do not
necessarily reflect the views of Morningstar, its affiliates, or employees.

Morningstar is not responsible for any errors, omissions, or delays
in this content, nor for any actions taken in reliance thereon.
Users are advised to exercise their own judgment and seek independent
financial advice before making any decisions based on such content.
The third-party providers of this content are not affiliated with
Morningstar, and their inclusion on this site does not imply any
form of partnership, agency, or endorsement.

The
Western Force informs of the Club’s store trading hours in the lead-up to Christmas.

The new Force jerseys and our 2026 lifestyle range will make
for the perfect Christmas gift this year! Shop online here

The Force store is open this week for click & collect
and shopping in store @ Force HQ, 203 Underwood Avenue, Floreat

Upcoming Trading Hours

Monday-Tuesday 15-16 December – 9am-4pm

Wednesday 17 December – Closed

Thursday 18 December – 9am-4pm

Friday 19 December – Sunday 4 January – Closed 

Armed with new research findings, analysis of farm yield data and many hours of crop walking, a team of agronomists are helping farmers maximise returns from their niche crops.

For example, winter linseed has seen a resurgence in the past six years and its average yield has risen 25-30% (1.8t/ha to 2.3t/ha) due to a combination of newer varieties and improved agronomy.

The team of five agronomists at Premium Crops are also identifying and developing potential new break crops that could benefit arable business in the coming years.

See also: Why winter linseed is an option for Scots growers

Fraser Hill, one of the agronomists, sees them as independent niche crop experts and their key role is knowledge exchange with contracted farmers and the wider industry.

“Mainstream agronomists often don’t have the depth of expertise with niche crops, whether it’s nutrition for canary seed or borage agronomy,” he says.

As part of the Premium Crops contract, farmers are supported by a company agronomist to help them make the most out of the crop.

“It’s really rewarding to have some growers who I helped grow the crop for the first time when I joined the company, that are now in the top 25%, having climbed up the performance table.”

Top 25% growers

When looking for ways to maximise crop performance, a good place to start is with farmers who are already achieving the top yields.

Fraser says as all crops are grown on contract, they have good-quality yield data.

“We know exactly how each crop performed and can analyse the figures to see how differences in agronomy impacted yields.

“These learnings can be used to tweak crop management in the following season.”

As part of Fraser’s role, he looked at the top 25% of linseed growers and examined how their approach differed from the average growers and those in the bottom 25%.

While some of this difference was down to weather and soils, he found that several management factors were having an effect.

A key one is sulphur nutrition and he points to Premium Crops trial work showing the benefit of using polyhalite fertiliser in linseed.

Polyhalite is a source of readily available sulphur plus potassium, magnesium and calcium.

“The trials showed positive crop responses to the sulphur and the top 25% farmers tended to be using it,” he says.

Fraser points out that there is limited nutrition data for linseed, as the AHDB RB209 Fertiliser Manual does not include niche crops.

To fill this knowledge gap, Premium Crops has been carrying out its own work and now recommends the use of Poly4.

Flax beetle

Drilling spring linseed a little earlier can help reduce the risk from linseed beetle © Blackthorn Arable

Another project Fraser has been involved with is a three-year investigation into flax beetle by the John Innes Centre.

Two years into his role, there had been some problems with spring linseed struggling to establish due to dry springs and flax beetle damage.

A common myth was that the pest was similar to the cabbage stem flea beetle that was affecting oilseed rape crops, but there was no data to support this.

So the researchers carried out a three-year project on a farm in Suffolk to investigate whether there are differences and how best to control the pest using integrated pest management (IPM) practices.

“While the three seasons were different, we saw a clear pattern with flax beetle emergence being triggered when temperatures reached 12C.

However, this happened to coincide with the crop being at the vulnerable cotyledon stage,” he says. Therefore, the best IPM strategy is to drill a little earlier.

“So if you aim to drill in late March/early April, the crop is further on and can cope better with the pest.”

Again, Fraser points out this was something the top 25% farmers were already doing – probably in response to climate change, which meant the traditional mid-April drilling time was getting a little late.

“You should always farm to the conditions present and not calendar date. However, the key is being aware those prime conditions can often be in this date range.

“Profitable, high-yielding crops can still be planted late April, but are less consistent.”

While many farmers don’t want to routinely use insecticides, researchers found that the flax beetle did not have widespread resistance to pyrethroids such as cabbage stem flea beetle.

“So you can spray and get good control, and that was shown in the trial.”

In conclusion, although flax beetle is one reason some growers have been put off from growing the crop, there are effective ways to manage the pest.

“The trial gives us confidence to tell growers there is still good efficacy against flax beetle when using pyrethroids like Hallmark (lambda-cyhalothrin), and this was something we shared with agronomists at a recent Association of Independent Crop Consultants annual conference.”

The other learning was that there was a second flax beetle migration in summer.

“We already knew that flax beetle did not affect winter linseed, and now we know why – as the pest has already emerged and gone before the crop is drilled.”

Developing new break crops

Chickpeas yielded more than 3t/ha in UK trials last summer © TIm Scrivener

Another key part of Fraser’s role is identifying potential break crops of the future, which currently include chickpeas and flax.

Last July, he travelled with a colleague to Canada to look at chickpeas, as they are being successfully grown in a similar climate.

Premium Crops have been involved with chickpeas through Cicero, which is an Innovate UK co-funded project. “We spoke to agronomists and farmers to see how they grow it.”

The potential to grow chickpeas in the UK was demonstrated in trials last year, which yielded more than 3t/ha.

“This is a good performance and at £600-£700/t, it would be a profitable pulse crop.”

However, consistency is the key and it’s likely the crop liked the dry conditions in 2025.

“So how can we do it in a wetter year? Do we need to drill it earlier or do we need to look at nutrition or is it down to variety?”

Fraser says the visit gave them confidence that it can be grown here.

“We came back with some agronomic ideas such as soil conditioners to aid establishment of chickpeas, something Canadian growers routinely use.”

Flax for fibre is another potential future crop, with some fields being grown for the first time in Kent.

He explains that less flax is being grown in Europe, so they are seeing stronger prices.

This is because the large co-ops are focused on growing wheat, barley and oilseed rape, so there are more opportunities, and he believes this crop is on the up.

Ultimately, any new crop has to add value to the farm business and not be a one-year wonder. “It has to fit rotations and work in the UK,” he says.

Flat owners in England and Wales are set to get better access to fast and future-proofed broadband, under new proposals set out in a consultation government launched today (Monday 15 December).

The consultation is looking at proposed rights for flat-owning leaseholders to request a gigabit-capable broadband connection from their freeholder that cannot be unreasonably refused.

Currently, leasehold flat owners don’t have a formal right to request a gigabit-capable broadband connection, leaving them hamstrung by slower speeds, and many face extra challenges as they are not able to coordinate or agree to a rollout to the buildings they live in.

The measures being proposed today will remove barriers that slow down gigabit broadband upgrades for blocks of flats across England and Wales. Making it easier for people to access the high-speed connectivity they need for work, streaming, and staying connected with loved ones.

It is part of the government’s plan to drive national renewal, and deliver 99% gigabit broadband coverage by 2032, ensuring everyone can enjoy fast, reliable and futureproofed connections, including those living in leasehold flats.

Minister for Telecoms, Liz Lloyd said: 

Measures like these are about fairness and improving the playing field for consumers, giving them better broadband connectivity. Whether you’re in a block of flats, a house, or a rural property, we want everyone to have access to the fast, reliable broadband needed for modern life.

These proposed measures would help deliver better connectivity for properties that face additional challenges to gigabit broadband rollout, and will ensure all UK families can benefit from the digital age.

The measures would apply specifically to leaseholders. Leaseholder landlords would be able to apply the new right on renters’ behalf. The consultation seeks more information on whether renters are impacted by the challenges seen in connecting leasehold properties.

The consultation is running until 16 February 2026 with outcomes published when the consultation ends. This will inform any potential future legislation addressing gigabit-capable broadband rollout into flats.

This comes following work by government to ensure everyone can get online with the skills, access to devices and confidence they need, through the £11.7 million Digital Inclusion Innovation Fund. Through this fund government is supporting 80 projects in communities across the country, to get people the support they need to get online to access cheaper prices for everyday essentials and use digital services.

Ms Sánchez acknowledges that there is room for improvement for Spain’s electricity model, pointing to the Iberian peninsula’s relative isolation from the European grid compared to most of its EU neighbours. She also sees storage as an issue.

“While we have taken a good path when it comes to renewable installation, we cannot say the same regarding storage,” she says. “We need to foster storage installation.”

Spain’s political panorama adds an element of uncertainty to its energy future. The Socialist-led coalition has been mired in corruption scandals and its parliamentary majority appears to have collapsed in recent weeks, raising the possibility of a snap election in the coming months.

A right-wing government, which polls suggest would be the likely outcome, would almost certainly place less emphasis on renewables and advocate a partial return to more traditional energy sources.

But in the meantime, Spain’s renewable transition continues.

And for Figueruelas, in Aragón, that means not just cheap, clean energy, but investment. The town’s population, of just 1,000, is due to increase dramatically, with 2,000 Chinese workers scheduled to arrive to help build the new battery plant, which is expected to create up to 35,000 indirect jobs once it starts operating.

“These kinds of investments revitalise the area, they revitalise the construction sector, hostelry,” says local man Manuel Martín. “And the energy is free – it just depends on the sun and the wind.”