FORUM 2013 Travel risks, health and safety

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FORUM 2013 Travel risks, health and safety

  1. 1. Travel Risk & Health and Safety Workshop belonging to the “Influence” section •7/10/2013 •1
  2. 2. Agenda 1. Trends in Travel Risks: traditional vs. new risks. Trends in political violence. Travel Risk Mapping Isabelle Bousquet – Carlson Wagonlit Emmanuel Legeron - Europe Assistance Dr Arnaud Derossi - International SOS 2. The view of a TMC: Resposibilities of the employers. What to do. The role of the TMC Isabelle Bousquet – Carlson Wagonlit 3. The answer of the Assistance Companies: How the assistance companies are reacting to the new trends in travel risk? What added value can they provide to the multinational companies in managing the risks of the travel risk and the compliance issues? Dr Arnaud Derossi - International SOS Emmanuel Legeron - Europe Assistance 7/10/2013 2
  3. 3. 1 Trends in Travel Risks: Traditional vs. New risks Trends in political violence Travel Risk Mapping Isabelle Bousquet Emmanuel Legeron Dr Arnaud Derossi 10/7/2013 3
  4. 4. 1 Trends in Travel Risks Business travel: yesterday 7/10/2013 4
  5. 5. 1 Trends in Travel Risks And today? The world has become a village Time is money We are always connected 7/10/2013 5
  6. 6. 1 Trends in Travel Risks What about tomorrow? “One-way Mars trip: Application deadline for Martian colony closed on August 31” 7/10/2013 6
  7. 7. 1 Trends in Travel Risks Travel risks: what has changed? Safety Health Wars Riots Demonstrations Acts of terrorism Kidnappings Assaults Theft Fraud Criminal intentions Computerized data and information 7/10/2013 Security Natural disasters Industrial risks (safety of working tools and work sites) Behavioral risks (that may have legal consequences/ respect of local laws) Accidents Diseases (physical and psychological) Epidemics Environmental risks 7
  8. 8. 1 Trends in Travel Risks What other changes will impact business travel in the future?  More people  Growth of the middle class and urbanization  More transportation infrastructure  Airports and air traffic  High speed train  Air Traffic growth concentrated in unstable zones  Africa  Middle East/ Far east 7/10/2013 8
  9. 9. 1 Trends in Travel Risks More people 7/10/2013 9
  10. 10. 1 Trends in Travel Risks Middle class & urbanization 7/10/2013 10
  11. 11. 1 Trends in Travel Risks 21 in Asia, 4 North America, 4 Europe, 5 Latin America, 3 Africa 7/10/2013 11
  12. 12. 1 Trends in Travel Risks 7/10/2013 12
  13. 13. 1 Trends in Travel Risks Aircraft manufacturer prevision 7/10/2013 13
  14. 14. 1 Trends in Travel Risks What does this mean for business travel? 7/10/2013 14
  15. 15. 1 Trends in Travel Risks Increase in mobility and more constraints 7/10/2013 15
  16. 16. 1 Trends in Travel Risks To summarize More mobility More sensitivity to disruptions More connected world Business trip main roads across Africa, Middle east and far east  Higher expectation from the business travel community regarding resilience to disruptions and crisis situations      Immediate information  Immediate assistance 7/10/2013 16
  17. 17. 1 Trends in Travel Risks Traditional vs. New risks Trends in political violence Travel Risk Mapping Traditional risks Measurable & Localizable Individual risk related to the employee’s behavior and health Collective risk related to the employer’s activity Local risk related to the economic & political environment 10/7/2013 17
  18. 18. 1 Trends in Travel Risks Traditional vs. New risks Trends in political violence Travel Risk Mapping A More Complex Environment Due to New Market Needs Information is at everyone’s reach No area is immune to accident Increased volume of available data Distance amplifies trauma Changing legislation 10/7/2013 18
  19. 19. 1 Trends in Travel Risks Traditional vs. New risks Trends in political violence Travel Risk Mapping New risks Unbounded, Intangible & Difficult to Manage Global risks across borders Local risks specific to a locality or city Virtual risks related the digital economy (cyber attacks, social networks, etc.) 10/7/2013 Societal risks  Emergence of a new international middle-class torn between traditions and international standards expectations  Local employees’ health and security needs to be addressed with similar benefits and protection as for expatriates 19
  20. 20. 1 Trends in Travel Risks Traditional vs. New risks Trends in political violence Travel Risk Mapping 10/7/2013 20
  21. 21. 1 Trends in Travel Risks Traditional vs. New risks Trends in political violence Travel Risk Mapping 10/7/2013 21
  22. 22. 1 Trends in Travel Risks Traditional vs. New risks Trends in political violence Travel Risk Mapping Global Risks Map (September 15th 2013) 10/7/2013 22
  23. 23. 1 Trends in Travel Risks Times have changed… and the perception of medical and travel security risks too 7/10/2013 23
  24. 24. 1 Trends in Travel Risks Perceived health risks … 7/10/2013 24
  25. 25. 1 Trends in Travel Risks Real health risks •Rabies •Risk of counterfeit drugs •Food • Safety •Poor emergency Response •STDs •Infectious diseases •Natural Disaster •Trauma •Mental illness •Blood transfusion issues •Respiratory Infection •Pandemic •Air Quality •Occupational injury •& disease •Road Accident •Cardiovascular diseases 7/10/2013 25
  26. 26. 1 Trends in Travel Risks Real health risks •Rabies •Risk of counterfeit drugs •Food • Safety •Poor emergency Response •STDs •Infectious diseases •Natural Disaster •Trauma •Mental illness •Blood transfusion issues •Respiratory Infection •Pandemic •Air Quality •Occupational injury •& disease •Road Accident •Cardiovascular diseases 7/10/2013 26
  27. 27. New risks?  Terrorism  Image  Legal What has changed is our communication world as well as our aversion to risks 7/10/2013 27
  28. 28. 2 The view of a TMC Responsibilities of the Employer The role of the TMC What to do Isabelle Bousquet 10/7/2013 28
  29. 29. 2 The view of a TMC Responsibilities of the employers What to do The role of the TMC What are the responsibilities of the employers regarding travel risks  Legal obligation  Type of population concerned 7/10/2013 29
  30. 30. 2 The view of a TMC Responsibilities of the employers Legal obligations  Duty of care  Duty of disclose  Standard of care  Company need to be aware of legislation applicable in all countries of its network 7/10/2013 30
  31. 31. 2 The view of a TMC Responsibilities of the employers Types of populations concerned Business travelers Short term mission Expatriates and seconded workers Family and friends Third country Nationals (expatriates from a third country in a third country)  Local staff  Subcontractors  Client and providers when on company premises      7/10/2013 31
  32. 32. 2 The view of a TMC Responsibilities of the employers What to do The role of the TMC What to do?  Develop a comprehensive Travel Risk Management  Involve all the internal stakeholders  Clarify ownership of the process  Build long term partnerships with providers  Ensure all employees (all type of populations concerned) are aware and understanding of the challenges and procedures 7/10/2013 Risk manager Travel manager Travel Risks Safety& security manager Human Resources manager 32
  33. 33. 2 The view of a TMC What to do Key steps of a comprehensive TRM Policy and procedures Training Risk Risk Risk Risk Assessment Disclosure Mitigation Monitoring Response Notification Data management Communication 7/10/2013 33
  34. 34. 2 The view of a TMC What to do Notification and data management  Notification of risk  Security alert  Risk intelligence  Data management  Traveler profile data base  Traveler localization  Assets vs. travelers localization 7/10/2013 34
  35. 35. 2 The view of a TMC What to do Communication during an emergency situation  Communication with travelers  Communication with key company stakeholders     7/10/2013 Risk manager Safety and security manager Travel manager Human resources manager 35
  36. 36. 2 The view of a TMC What to do Crisis management  All types of disruptions or threats may impact travelers:  Operational disruption (strikes, airport , Air traffic control, airlines disruption)  Industrial catastrophy (nuclear plant, chemical accident)  Climate major events (fog, snow, ice, storm, hurricane, heavy rains,…)  Natural catastrophy (earthquake, tsunami, flooding,..)  Geopolitical crisis (riots, civil war, terrorist attack,…)  Health threats  The response level shall adapt to the severity of the incident and the scope of impact on travelers  Level 1:Individual or small group of travelers impacted with no threat to human life  Level 2: Major collective impact on travelers with threat to human life requiring immediate evacuation and/or repatriation 36
  37. 37. 2 The view of a TMC What to do Focus on Crisis level 2 Evacuation and/or repatriation Activation of specific resources • Travel management company crisis team • H24/7 Emergency Operation Center Crisis situation notification via Risk Alert Coordination with client crisis team/ safety and security team Evaluation of the situation and follow up on evolution Localization of company travelers impacted Definition with client crisis team of strategy for rescue Emergency assistance procedure with assistance to travelers until safe back home Coordination of all needs (all transportations mode, accommodations, medical care,…) Messages (SMS, call…) to travelers with routing and guidelines
  38. 38. 2 The view of a TMC Responsibilities of the employers What to do The role of the TMC The role of the Travel Management Company  A partner at each step of the travel risk management process of the company  to ensure safety and security of the travelers  to ensure best in class management of travel expenses  to manage travels and travelers data  A partner for all stakeholders involved  to provide end to end solutions with needed expertise  A support for the travelers  Before their trip  During their trip when facing disruption  During their trip when facing crisis/emergency situation 7/10/2013 38
  39. 39. 2 The view of a TMC The role of the TMC One tool: one point of contact and information 39
  40. 40. 3 The answer of the Assistance Companies: How the assistance companies are reacting to the new trends in travel risk? What added value can they provide to the multinational companies in managing the risks of the travel risk and the compliance issues? Dr Arnaud Derossi Emmanuel Legeron 10/7/2013 40
  41. 41. 3 The Answer of the Assistance Companies From event management model to risk management model •EVENT RESPONSE •RISK MANAGEMENT 7/10/2013 •Incident •Post Incident •Pre Incident •Pre Incident •Incident •Post Incident 41
  42. 42. A new model: Risk awareness & Integration •During •Medical •OnCall 7/10/2013 42
  43. 43. A new model: Risk awareness & Integration •Before •During •Medical •OnLine 7/10/2013 •After •Security •OnCall •OnSite 43
  44. 44. 3 The Answer of the Assistance Companies Prevention and medical assistance MEDICAL RISKS • Health Assessment • Health Check • Vaccination • Training • eLearning • Information A S S I S T A N C E • Travel policy compliance 7/10/2013 44
  45. 45. 3 The Answer of the Assistance Companies 10 Duty of Care Best Practice Recommendations •1 1 •2 •Increase awareness •6 •Plan with key stakeholders •3 •Expand policies and procedures •7 •Assess risk prior to every employee trip 7/10/2013 •8 8 •Track traveling employees at all times • Implement an employee emergency response system •4 •5 5 •Conduct due diligence •9 •Communicate, educate & train •1 0 •10 • Implement additional management controls •Ensure vendors are aligned 45
  46. 46. A case study: Japan earthquake - 2011 Travelers & expatriates prepared: Most affected prefectures  Low risk country Districts with associated damage or flooding  Prevention Affected nuclear power  Training plants  Information Radius of evacuation zones Tokyo Yet not enough… Need for: (20km, 30km, 80km)  Real time comprehensive information  Medical & Safety/Security briefings  Reactivity  Deployment 7/10/2013 Epicenter Fukushima 46
  47. 47. Key facts       12,087 people confirmed dead – 15,552 still missing 167,700 households with no electricity and 200,000 with no running water Estimated cost of damage is $300bn – world’s costliest natural disaster Over 4,000 times the legal limit – radiation levels in the sea nearby 550 companies (45% of our clients) with our tracking technology had travelers in Japan Narita Airport important transit hub to thousands of business travelers on stopovers. Source / Image: Reuters, Associated Press
  48. 48. Organizations’ greatest challenge Getting up to date, accurate information was their greatest challenge according to an International SOS webinar survey 80% of the 2,000+ cases we managed globally were for medical & security information and advice Source: International SOS
  49. 49. The crisis of ‘misinformation’ Keeping informed when information dynamics are always changing Radiation threats (spread, health risks, mitigation tactics) Potassium iodine procurement Evacuation options Infrastructure and transport safety Against backdrop of dynamic circumstances, fake messages and pseudoscience
  50. 50. Our response Global crisis management team activated; 24/7 support to members Advice Information • Prioritized by member safety and well-being • Dedicated website (about 2,000 visitors/ day) • Business continuity considerations • Email advisories • 2 live webinars to answer FAQs • Employee info sessions Assistance • 225 commercial flight bookings • Chartered an A330 to relocate members to HK • Secured multiple seats on private charters
  51. 51. Our response Global crisis management team activated; 24/7 support to members Advice Information • Prioritized by member safety and well-being • Dedicated website (about 2,000 visitors/ day) • Business continuity considerations • Email advisories • 2 live webinars to answer FAQs • Employee info sessions Assistance • 225 commercial flight bookings • Chartered an A330 to relocate members to HK • Secured multiple seats on private charters
  52. 52. Lessons learned Prepare, prepare and prepare some more  Importance of business continuity and crisis management plans even in low to moderate risk environments  Plans need to be realistic in relation to the prevailing threat  Access to trusted sources of information to make informed decisions  The ability to locate employees quickly and communicate with them is crucial  The ability to react quickly AND to activate logistics and deployment teams is critical
  53. 53. 3 The Answer of the Assistance Companies Modifying the traditional offer by integrating additional services Better prevention, Less reaction 7/10/2013 Seamless integration of medical and security services Employer guidance through new legislations with access to Risk & Insurance experts 53
  54. 54. 3 The Answer of the Assistance Companies Assess Accompany Raise Awareness 7/10/2013 Assist 54
  55. 55. 3 The Answer of the Assistance Companies Assess Health & Security Consulting 7/10/2013 Medical Emergency Response Planning Travel Risk Policy Design International Physical Medical Check-ups 55
  56. 56. 3 The Answer of the Assistance Companies Raise Awareness Security E-learning 7/10/2013 24/7 Malaria Hotline Malaria Diagnostic Kits Travel Risk Intelligence Portal 56
  57. 57. 3 The Answer of the Assistance Companies Accompany Worldwide Healthcare Provider Network 7/10/2013 Offshore & Onshore GCS Clinics Telemedicine Services Tracking & Monitoring Services (Itinerary, Smartphone, Satellite) 57
  58. 58. 3 The Answer of the Assistance Companies Assist 24/7 Medical & Security combined Response   50-years Experience  Worldwide Coverage  Crisis Management Capabilities  7/10/2013 Direct Access to Experts Reporting 58
  59. 59. Thank You! 7/10/2013 59

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