The Knowl­edge: Travel risk man­age­ment

The Business Travel Magazine - - Contents -

Travel risk man­age­ment (TRM) has evolved sig­nif­i­cantly over the last few years and what used to be thought of as ad­e­quate will no longer suf­fice. Read on to find out how one com­pany de­vel­oped a far more re­silient op­er­a­tion.

THE BACK­GROUND

One of the world’s largest aero­space com­pa­nies with around 150,000 em­ploy­ees had a travel risk man­age­ment model in place that seemed to have suc­cess­fully met its travel, med­i­cal and se­cu­rity re­quire­ments for sev­eral years. Trav­eller track­ing, risk in­tel­li­gence ser­vices, se­cure jour­ney man­age­ment and emer­gency re­sponse were all part of stan­dard travel poli­cies.

But with nat­u­ral staff turnover and an ap­par­ent rise in haz­ardous in­ci­dents, there was con­cern that aware­ness of prac­tices – and even the ser­vices them­selves – was not suf­fi­cient. Fur­ther­more, the ser­vices weren’t in­te­grated but since the TRM plan had a safety net in the form of a phone num­ber to call in the event of any­thing go­ing wrong while on the road, the pro­gramme, to all ap­pear­ances, seemed to work fine.

THE TRIG­GER

Then sud­denly, civil up­ris­ings and un­rest erupted close to one of the com­pany’s over­seas plants and a large num­ber of per­son­nel re­quired evac­u­at­ing from the area. In such a sit­u­a­tion, even the most eas­ily ac­ces­si­ble and rapid ac­tion of an emer­gency phone num­ber was just not ad­e­quate. Af­ter the in­ci­dent, the com­pany re­assessed its TRM and knew that the only so­lu­tion to achiev­ing a highly re­silient risk mit­i­ga­tion prac­tice was a com­pre­hen­sive so­lu­tion fully in­te­grated into its day-to-day ac­tiv­i­ties and in­cluded, but also went beyond, the stan­dard travel-re­lated is­sues.

THE PLAN

The com­pany sought a strate­gic part­ner to work with on two lev­els. Firstly, to un­der­stand its needs and im­ple­ment a TRM so­lu­tion that would meet the prior so­lu­tion’s ca­pa­bil­i­ties. And sec­ondly, to im­prove and evolve the so­lu­tion over time, fac­tor­ing in the com­pany’s broader strate­gic ob­jec­tives, busi­ness op­er­a­tions and pain points. Ul­ti­mately, it brought the Anvil Group on­board to de­liver the so­lu­tion.

“Travel risk man­age­ment needs to be viewed as part of a much broader op­er­a­tional con­sid­er­a­tion. In or­der to pro­tect their peo­ple and ul­ti­mately achieve true re­silience, or­gan­i­sa­tions need to be able to iden­tify, as­sess, man­age and mit­i­gate risk ef­fec­tively. Sim­ply re­spond­ing to in­ci­dents is not enough,” says Matthew Judge, Anvil's Group Manag­ing Direc­tor.

THE OUT­COME

What ma­te­ri­alised was a proac­tive ap­proach that in­cor­po­rated a num­ber of com­po­nents com­mu­ni­cat­ing with each other au­to­mat­i­cally. They in­cluded 24/7 re­sponse and as­sis­tance, se­cure jour­ney man­age­ment, and global risk in­tel­li­gence anal­y­sis and re­port­ing. In ad­di­tion, the com­pany par­tic­u­larly ben­e­fit­ted from an em­ployee track­ing and alert­ing ser­vice and threat aware­ness re­port­ing.

All the el­e­ments – each a part of Anvil’s Riskmat­ics so­lu­tion – were syn­chro­nised, de­liv­er­ing im­proved in­for­ma­tion and in­tel­li­gence that it could utilise to bet­ter man­age the dif­fer­ent risks that its trav­el­ling and re­mote em­ploy­ees ex­pe­ri­enced.

“Com­pa­nies of this size are bound to be ex­posed to in­creased risks and to be af­fected by most ma­jor events that oc­cur through­out the world,” says Judge.

“But com­pa­nies of any size should not be leav­ing the safety of their em­ploy­ees to chance. In a chang­ing world, re­silience is cru­cial in less­en­ing the im­pact of an in­ci­dent, speed­ing re­cov­ery af­ter one, and main­tain­ing strong busi­ness op­er­a­tions.”

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