When prevention is missing, exposure grows
In today’s interconnected business world, international mobility is essential — for closing deals, managing overseas projects, attending global events, or overseeing remote offices. However, this level of movement brings very real risks, especially regarding employee safety. Despite advances in technology, international standards, and organizational awareness, Travel Risk Management remains an area where many companies continue to make preventable — and potentially costly — mistakes.
There are recurring patterns across industries as diverse as energy, humanitarian aid, consulting, engineering, and multilateral organizations. This article breaks down the most frequent mistakes encountered, and offers guidance on how to avoid them — or fix them if they’re already present.
Relying solely on travel insurance
One of the most widespread — and dangerous — assumptions is that traditional travel insurance is enough. While essential, insurance is just one piece of a much broader TRM strategy. It does not replace the need for proper risk planning, real-time oversight, or emergency protocols.
Standard insurance policies often exclude coverage for incidents such as political unrest, preemptive evacuations, mental health issues, or crises involving pre-existing medical conditions. A telling example is the 2011 Fukushima disaster, where many companies discovered that their insurance policies did not cover evacuation unless employees had already exhibited physical symptoms — despite the evident environmental danger. According to Safeture’s 2025 report Everything You Should Know About Travel Risk Management, this event exposed a widespread misconception among organizations that travel insurance alone constitutes a sufficient risk mitigation strategy.
“An insurance policy can’t evacuate an employee or coordinate an immediate response. That requires systems, protocols, and a team that understands the ground reality.”
The takeaway is clear: insurance only reacts after an incident occurs, while a mature TRM strategy must anticipate risks, mitigate them, and activate support mechanisms before they escalate.
Skipping the preventive phase
Another major oversight is neglecting the pre-travel phase, which often makes the difference between a controlled situation and a full-blown crisis. Medical checks, safety training, destination risk analysis, route planning, and trip approval processes are all vital elements.
ISO 31030 — the international travel risk management standard released in 2021 — clearly outlines the need for these preventive steps as part of an employer’s duty of care. And yet, according to International SOS Risk Outlook, only 24% of organizations conduct a formal risk assessment before sending staff abroad. The absence of such processes increases employee exposure and severely weakens the company’s legal defense if something goes wrong.
Not knowing where your people are when it matters most
“Not knowing exactly where your teams are in a critical moment isn’t just a technical failure — it’s an operational vulnerability. Real-time visibility is not optional; it’s foundational.”
In a crisis, minutes count. Still, many organizations rely exclusively on travel booking data (flights, hotels, itineraries), assuming this gives them visibility. But what happens if an employee diverts their route, changes their destination, or encounters a disruption mid-journey? An effective TRM system must incorporate real-time location tracking — respectful of employee privacy — along with mass communication tools that allow instant outreach, confirmation of safety, and rapid escalation of support when needed. The technology is available — but in many companies, it remains underused or poorly integrated.
The duty of care is a legal obligation
The legal principle of duty of care is clear: employers are responsible for ensuring the safety of employees while they are performing work duties — including when they are traveling. That responsibility doesn’t end when a plane takes off or a hotel door closes.
Several court cases have reinforced this concept. One of the most notable is that of Steve Dennis, a humanitarian worker kidnapped in Kenya, who successfully sued his NGO for failing to protect him — resulting in a compensation of over €400,000. These cases underscore a hard truth: failing to fulfill the duty of care can have severe legal and financial consequences — not to mention reputational damage.
Underestimating internal culture
One of the most overlooked barriers to TRM success is internal resistance — especially from experienced travelers who feel that safety measures or tracking protocols are unnecessary. This so-called “seasoned traveler syndrome” can quietly sabotage even the best-designed risk management systems.
“Complying with ISO 31030 isn’t just about certification — it’s about building a culture of foresight and accountability.”
Privacy concerns also play a role. Employees may fear being constantly monitored or that their data will be misused. The solution lies in transparent communication, clear policies, and limited data access based on operational need and ethical boundaries. Building trust, not control, is key. A successful TRM program requires technology, leadership, and education in equal measure.
TRM programs that don’t scale with the organization
TRM frameworks often start small — perhaps created when the company had a single office or just a few international travelers. But as operations grow, those programs frequently remain static. This leads to critical gaps: uncovered regions, consultants without insurance, local offices lacking crisis protocols, or outdated systems that don’t reflect current employee structures.
“The ‘seasoned traveler syndrome’ is real. But experience doesn’t replace up-to-date analysis or situational intelligence.”
To be effective, a TRM system must be scalable, adaptable, and aligned with the organization’s current operational footprint — not the one it had five years ago.
“Most of the gaps we face during crises don’t stem from a lack of resources, but from the absence of prior preparation. The most costly mistake is leaving prevention out of the plan.”
Travel Risk Management is not just about compliance, or checking a box for HR or legal. At its core, TRM is a strategic investment in operational continuity, talent protection, and brand integrity. Done right, it enables companies to anticipate threats, respond quickly, reduce exposure, and uphold their duty of care — while reinforcing trust with clients, staff, and stakeholders. Because when you protect your people, you protect everything else.
Looking for a Travel Risk Management (TRM) solution?
At ACK3, we help organizations protect their people on the move with tailored TRM strategies aligned with ISO 31030:
