This document summarizes a workshop on travel risk and health and safety. The agenda includes three sections: trends in travel risks, the view of a travel management company (TMC), and the response of assistance companies. The first section discusses how travel risks have evolved from traditional risks like health issues to new risks like terrorism, cyber threats, and societal risks. It notes trends like increasing mobility, connectivity, and air traffic growth in unstable regions that impact business travel. The second section covers the responsibilities of employers to provide duty of care for travelers. It outlines the types of populations covered and steps for a comprehensive travel risk management program, including risk assessment, mitigation, monitoring, response and crisis management.

1. Travel Risk
& Health
and Safety
Workshop belonging to
the “Influence” section
•7/10/2013
•1

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. 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. 1
Trends in Travel Risks
Business travel: yesterday
7/10/2013
4

5. 1
Trends in Travel Risks
And today?
The world
has become
a village
Time is
money
We are
always
connected
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5

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. 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. 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
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8

9. 1
Trends in Travel Risks
More people
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9

10. 1
Trends in Travel Risks
Middle class & urbanization
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10

11. 1
Trends in Travel Risks
21 in Asia, 4 North America, 4 Europe, 5 Latin America, 3 Africa
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11

12. 1
Trends in Travel Risks
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12

13. 1
Trends in Travel Risks
Aircraft manufacturer prevision
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13

14. 1
Trends in Travel Risks
What does this mean for business travel?
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14

15. 1
Trends in Travel Risks
Increase in mobility and more constraints
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15

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. 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. 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. 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. 1
Trends in Travel Risks
Traditional vs. New risks
Trends in political violence
Travel Risk Mapping
10/7/2013
20

21. 1
Trends in Travel Risks
Traditional vs. New risks
Trends in political violence
Travel Risk Mapping
10/7/2013
21

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. 1
Trends in Travel Risks
Times have changed… and the perception
of medical and travel security risks too
7/10/2013
23

24. 1
Trends in Travel Risks
Perceived health risks …
7/10/2013
24

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. 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. New risks?
 Terrorism
 Image
 Legal
What has changed is our
communication world as well
as our aversion to risks
7/10/2013
27

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 2
The view of a TMC
The role of the TMC
One tool: one point of contact and information
39

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. 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. A new model: Risk awareness & Integration
•During
•Medical
•OnCall
7/10/2013
42

43. A new model: Risk awareness & Integration
•Before
•During
•Medical
•OnLine
7/10/2013
•After
•Security
•OnCall
•OnSite
43

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 3
The Answer of the Assistance Companies
Assess
Accompany
Raise
Awareness
7/10/2013
Assist
54

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. 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. 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. 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. Thank You!
7/10/2013
59