The rising complexity of global risks is creating fresh challenges for organisations sending employees overseas, delegates at the Airmic conference in Liverpool were told.

A dedicated panel session on people risk stressed that companies must update travel risk strategies and work more closely with underwriters to ensure robust protection.

A more complex world

James Wood, regional security director for Northern Europe at International SOS, warned that the international environment is changing fast – and businesses must evolve their strategies accordingly.

“The reality is that the world into which we are sending our employees out is becoming ever more complex. Those complexities are creating ever more challenges for employees and employers.”

Citing the famous quote from Vladimir Lenin – “There are decades where nothing happens; and there are weeks where decades happen” – Wood added: “We are seeing decades happen in weeks.”

He said the traditional world order was being upended, with alliances shifting and domestic unrest rising in response to international tensions. “We now have five generations in the workplace and with it five different views and approaches to risk.”

Other major trends – including climate-driven natural disasters, the resurgence of historic diseases, and the rise of disinformation on social media – are compounding the risks faced by mobile workers.

“I think one of the issues is the need to understand the interconnective nature of the risks,” Wood added.

Planning, governance and employer duty of care

David Bennett, partner at Herbert Smith Freehills Kramer, emphasised that employers must understand both the locations and nature of the tasks they are assigning.

“You need to go through the process of identify the risks they may face and what you as an employer can do about them,” he said. “You need a good governance system and with it clear procedures on what happens when employees go abroad and with it a good risk management system.”

Jo Jones, head of major accounts for corporate accident and health at Chubb, agreed that businesses must be clear on their duty of care responsibilities.

“It is important that the employer is aware of the duty of care they have and to take that duty seriously,” she said. “Companies need to ask themselves where do they want to do business and where do they need to go. A business had to have a risk management framework in place and with it the necessary steps to protect and support employees.”

Avoiding support system overload

Leon Burton, head of A&H Corporate UK, Ireland, and South Africa at Chubb, warned that having too many consultants involved can cause confusion in an emergency.

He shared a case in which an employee experienced a mental health crisis while working overseas, triggering a disjointed response from multiple support providers. The individual was left uncertain about what help was available and who was responsible for delivering it.

“There is always a danger of having too many consultants,” he said. “It can create confusion on the ground if an event were to happen.”

Wood echoed the concern, noting that extensive support networks could unintentionally encourage employees to abdicate responsibility for their own safety.

“The focus on duty of care has stretched the limits on what employers will do for staff,” he said. “How far can you go to meet duty of care or do you run the risk of employees abrogating their own risks and decisions.

“There is a very real risk that because so much has been done, they simply abrogate their responsibility. We need to ensure there is a culture of responsibility as a company where everyone feels part of the solution and not simply leave it to someone else.”

Preparing for crisis response

Marc Hewitt, head of special risks and crisis management at Marsh, highlighted the importance of preparation for worst-case scenarios.

“It is inevitable most companies will suffer a crisis at some point, and as such kidnap and ransom response is critical,” he said. “It is not a tick box exercise both during the crisis and post event.”

The panel discussed whether insurers could do more to support risk managers by analysing claims data to identify emerging trends.

Burton acknowledged that this is not something widely done at present. “We do not highlight risk trends, and a lot of that is to do with what we can and cannot provide given the regulations around data use.”

Jones argued that both insurers and clients should adopt a more proactive stance.

“It is very much a combined effort. I think insurers could do more and risk managers should be more proactive. We are working to get closer of the risk managers and access their input, we tend to find that those who are reluctant to engage is where we see issues with the strategies.

“Those risk managers who do engage tend to have more robust systems and strategies in place. I would say talk to your insurer and work with them to ensure the strategies are in place.”