TRA Guides Archives - Travel Risk Academy

When the Threat Travels With Your People: AI-Enabled Fraud and the Duty of Care Gap

The Moment of Maximum Vulnerability Crisis disruption does not simply strand travellers. It creates the conditions in which they are most susceptible to manipulation. When flights are cancelled, rebooking queues are overwhelmed and official guidance is fragmented, travellers do what comes naturally: they search for help, they post on social media, they click on links that appear to offer resolution. Fraudsters understand this behaviour precisely because it is predictable, and they have learned to exploit it at scale. The Middle East conflict of early 2026 produced a textbook case study. Within days of widespread flight disruption across the Gulf, a coordinated wave of AI-assisted fraud activity targeted passengers of Emirates, Etihad and Qatar Airways. The techniques deployed were not crude. They were architecturally sophisticated, operationally fast and, in several cases, difficult to distinguish from legitimate airline communications. For corporate travel risk managers and duty of care professionals, this is not a consumer issue that sits at arm’s length. It is an operational exposure with direct liability implications. Four Attack Vectors Your Travellers Are Facing 1. Fake Social Media Accounts Impersonating Airlines On the platform X, fraudsters constructed accounts using airline branding, logos and generic service-oriented names such as “Support Team”, “Quick Response Team” or “Guest Services Care.” These accounts actively monitored public posts from distressed passengers and replied directly, initiating contact under the appearance of legitimate assistance. Santander UK’s fraud team confirmed it had already received reports from customers caught in this pattern. Etihad Airways issued a formal advisory on 11 March 2026 confirming the existence of multiple fake accounts impersonating the airline, and clarified that its only verified accounts on X are @Etihad and @EtihadHelp. The mechanics of the scam followed a consistent pattern: the passenger is drawn into a direct message exchange, asked to confirm personal and contact details, then directed to a money transfer application under the pretence of receiving a refund. Instead, funds are debited. Duty of care implication: Your travellers are searching for help in real time, often on personal devices, using personal accounts. Their interactions with apparent airline support are invisible to your travel management infrastructure. There is no trigger in your booking or tracking platform that flags this exposure. 2. AI-Generated Identities Used to Fabricate Credibility Bellingcat’s investigation into the case of “Tamara Harema”, published on 12 March 2026, documented a more elaborate variant. An interview was published in De Telegraaf, the Netherlands’ largest newspaper, featuring a woman claiming to organise private evacuation flights from Dubai at €1,600 per seat. The article reached the desk of the Dutch Foreign Affairs Minister. Subsequent analysis found multiple AI generation artefacts in the published photograph: distorted architectural features inconsistent with the actual Burj Khalifa, a furniture anomaly, blurring on clothing and an earring that appeared to merge into the subject’s face. Flight-tracking data from Flightradar24 confirmed that no aircraft matching the described A321 departed Muscat bound for the Netherlands on the stated dates. The source who introduced “Harema” to the newspaper was a Dubai-based lawyer with a documented history of fraud-related insolvency proceedings in the Netherlands. The fraud did not require a sophisticated technical operation. It required a convincing AI-generated image, a plausible narrative, and a trusted intermediary willing to make an introduction. In a crisis environment, those three ingredients are readily assembled. Duty of care implication: When a traveller cannot secure a seat on a repatriation flight, they will seek alternatives. An AI-generated persona offering charter capacity at a credible price point, promoted through a credible channel, is indistinguishable from a legitimate operator to someone under stress and time pressure. 3. Fraudulent Refund Links Distributed via Social and Email Both Emirates and Etihad issued explicit warnings against sharing booking information, contact details or payment data in response to social media posts. The UAE Ministry of Interior separately warned on 4 March 2026 against fraudulent emails purporting to offer emergency registration, compensation or insurance, which directed recipients to fake forms designed to harvest personal and financial data. Abu Dhabi Police confirmed that fraudsters deliberately target periods of travel disruption, when passengers are actively expecting communications from airlines and official bodies, making fraudulent messages proportionally more convincing. Duty of care implication: Travellers with corporate bookings are likely to use corporate payment instruments. A successful refund scam executed through a corporate card or virtual payment credential creates both a financial exposure and a data breach event. 4. AI-Generated Service Listings Beyond the Airline Channel While not specific to the current crisis, Bellingcat’s March 2025 analysis of AI-generated product fraud on platforms including Amazon, eBay and Etsy documents the systematic use of AI-generated imagery to misrepresent goods. The techniques identified, including image inconsistencies, missing product angles, implausible pricing and fictitious seller identities, are directly transferable to the sale of fake travel services: non-existent hotel accommodation, fabricated airport transfers and fraudulent visa facilitation. During a regional crisis, demand for any available service spikes sharply. Travellers will book accommodation, ground transport and logistical support through channels they would not ordinarily use. The fraud surface expands accordingly. Why This Is a Technology and Governance Problem, Not Just User Behaviour It is tempting to frame this as a traveller awareness issue, which it partly is. However, the underlying challenge is structural. AI-generated content has crossed the threshold at which visual and contextual plausibility can no longer be reliably assessed by an individual under cognitive stress. The Harema case demonstrates this clearly: the photograph deceived a professional newsroom long enough to be published and cited at ministerial level. The expectation that a distressed traveller, operating alone, on a mobile device, in an unfamiliar environment, will perform rigorous open-source verification before clicking a link or making a payment is not a reasonable control. Corporate travel risk programmes that rely on traveller awareness as their primary defence against AI-enabled fraud are operating with an inadequate control architecture. What Robust Organisational Controls Look Like Travel risk managers and technology leads should be examining the following areas: Pre-trip briefing, updated for AI fraud vectors. Travellers operating in elevated-risk regions should receive explicit, scenario-based guidance

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A Global First: Andrew Lowe becomes the World’s First Graduate of the Travel Risk Academy ATHE Level 4 Qualification in Travel Risk Management.

News, TRA Guides / Sara McKenna

Andrew Lowe of BP becomes the World’s First Graduate of the Travel Risk Academy ATHE Level 4 Qualification in Travel Risk Management. We are proud to announce a major milestone: Andrew Lowe, Travel Risk Manager at BP, has become the first person to achieve the Travel Risk Academy Level 4 Qualification in Travel Risk Management, independently accredited by ATHE. This moment marks a significant step forward for a profession that is rapidly gaining recognition as essential to global business resilience, duty of care and organisational security. A trailblazer for the profession Andrew’s path into Travel Risk Management began within BP’s Global Security Operations Centre (GSOC), where he helped define what TRM should look like for one of the world’s largest energy companies. From mapping global travel risks to creating frameworks and embedding best practice, his work has set a benchmark for modern Travel Risk Management roles. By becoming the world’s first graduate of the Travel Risk Academy ATHE Level 4 qualification, Andrew has demonstrated how structured training and accreditation can elevate both individual capability and organisational confidence. Andrew commented on his learning journey: “This qualification is a milestone in my journey as a travel risk manager, helping to both solidify and expand my knowledge and experience. Certification is especially important at a time when the profession is being increasingly measured against ISO 31030.” He added that the course provided clarity, structure, and challenge: “The self-paced format worked very well around a busy schedule. The tutorials were invaluable for validating and at times challenging my understanding, prompting real self-reflection.” In recognition of his dedication and pioneering achievement, we are delighted to welcome Andrew as a Travel Risk Academy Ambassador. A new era for travel risk professionals With this announcement, Travel Risk Academy is opening enrolment globally for its ATHE Level 4 and Level 5 Qualifications in Travel Risk Management – offering a clear, accredited pathway for those responsible for keeping travellers safe in an increasingly complex world. With special thanks to our Level 4 sponsors; WorkFlex, Terrain 9, Compass Point Assist, Voyage Manager and Sectrn. For more information on both our Level 4 and Level 5 Travel Risk Management Qualifications, visit >

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Is Your Emergency Plan Missing a Pulse? The Case for Medical Support

News, TRA Guides / Bex Deadman

Do Organisations including, Security Managers Forget About Medical Assistance? Is that an insightful or inflammatory question? TRA Mentor Thierry Montrieux gives us his considered opinion and some trips on addressing it if the answer is anything other than NO. Security managers focus heavily on threats like theft, violence, cyberattacks, or physical intrusions—but medical assistance can sometimes get overlooked by the organisations. From my experience a few of the common reasons why this happens are: Perceived Scope of ResponsibilityMany security managers view their role primarily as preventing security breaches, not handling health or safety. They assume medical emergencies fall under HR, health & safety, external emergency services or their designated emergency medical assistance company if one is appointed directly or via an insurance policy. Training BiasSecurity training often emphasises surveillance, access control, and emergency response for hostile threats. General first aid and medical response may be optional or underemphasised, so it doesn’t stay front of mind. Reactive vs. Preventive MindsetSecurity teams often operate in a reactive mode, preparing for intrusions or incidents. Medical events (like heart attacks, asthma, or fainting) can feel less predictable and thus get pushed aside, even though they’re statistically more likely. Budget & Resource AllocationCompanies often allocate resources to visible security measures (guards, cameras, alarms) rather than medical preparedness (AEDs, first aid kits, staff training). Over-reliance on Emergency ServicesSecurity managers sometimes assume that calling the emergency service is “enough,” forgetting that in many emergencies (e.g., cardiac arrest), the first few minutes of on-site response matter most. Cultural FactorsIn some organisations, there’s a culture of separating “safety” and “security.” This silo effect leads to gaps in holistic emergency planning. Statistically, medical emergencies are far more common in workplaces than violent intrusions, so integrating medical preparedness into security planning makes organisations safer. Whilst there are no published statistics experience tells me for every 100 incidents around 99 will be for some sort of medical emergency ranging from the simple cut to the life threatening. To help, I have put together some practical steps security managers can take to make sure medical assistance isn’t overlooked in their emergency planning: 1. Integrate Medical Response into Security Protocols Add medical emergencies (heart attacks, seizures, allergic reactions, injuries) into the same emergency response playbooks used for fire or security threats. Treat “first aid readiness” like fire extinguishers or CCTV — something that needs inspection, upkeep, and drills. 2. Train Security Personnel in First Aid Require at least basic First Aid, CPR, and AED training for all security staff. Build this into your TRM training package. Make refresher courses mandatory (skills fade quickly if not practiced). Encourage cross-training with health & safety teams. 3. Equip the Environment Ensure AEDs (defibrillators) and first aid kits are strategically placed and checked regularly. Include trauma kits (tourniquets, pressure bandages) in areas where workplace accidents or active threats are possible. 4. Improve Communication & Coordination Establish a clear medical emergency chain of command (who calls EMS, who assists the patient, who manages crowd control). Make sure any security guards know how to guide paramedics quickly to the scene (lost minutes in large facilities are critical). Who contacts the medical assistance company and when 5. Run Joint Drills Include medical scenarios in emergency drills (e.g., simulated heart attack in the lobby, choking in the cafeteria). Involve your medical assistance company or consult a medical assistance industry expert. This makes response smoother and reduces hesitation during real incidents. 6. Leverage Technology Some security systems can integrate with panic buttons or health monitoring wearables for lone workers. CCTV operators can be trained to spot medical distress (slumping, collapsing, seizure-like activity). 7. Break Down the “Silo Mentality” Collaborate with HR, health & safety officers, and local emergency services, your medical assistance company or consult a medical assistance industry expert. Security should see themselves not just as protectors from external threats, but as first responders in all emergencies. By reframing “security” as protection of life first, vulnerabilities second, medical preparedness becomes a natural extension of the role. Here’s a short checklist security managers could use directly in their planning, or more of a policy guide that could be adopted at an organisational level. Security & Medical Assistance Checklist 1. Training All security staff trained in First Aid, CPR, AED use Regular refresher courses scheduled Cross-training with Health & Safety team 2. Equipment AEDs installed in high-traffic areas and checked monthly First aid kits fully stocked and inspected Trauma kits available where high-risk incidents may occur 3. Procedures Medical emergencies included in security protocols Clear chain of command for medical incidents Defined role for security: first aid, scene control, EMS escort 4. Drills & Coordination Regular medical emergency drills conducted Security staff know how to guide EMS quickly to incident location Coordination established with local hospitals/EMS 5. Communication & Awareness Emergency numbers posted and known to all staff Security can communicate calmly and clearly under stress CCTV/monitoring staff trained to spot signs of distress 6. Culture & Responsibility Security team recognizes role as first responders Medical preparedness seen as equal priority to threat response Collaboration with HR & Safety teams maintained Never be afraid to seek, help, support and advice from people that have the experience to build the knowledge you need to provide the duty of care for your teams and staff.

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TRA Guide to Travel Optimization

News, TRA Guides / Bex Deadman

TRA Guide to Travel Optimization At the Travel Risk Academy, we frequently discuss the importance of optimizing travel programs. In fact, our annual summit is dedicated to this very topic. But what exactly do we mean when we talk about Travel Optimization Management (TOM)? In this article, we’ll unpack the concept of TOM with TRA Mentor Bruce McIndoe and offer suggestions on how to apply it within your own organization. More Than Just Cost Management Before diving in, let’s make one thing clear: optimizing a travel program goes far beyond simply managing costs. Travel is a business and organization enabler. At its core, TOM encompasses two equally important areas of focus. Stakeholder Engagement Effective travel optimization requires collaboration across multiple departments. This means involving stakeholders from various parts of the organization, including HR, Procurement, Security, Risk Management, Audit, QHSE, Finance, Travel, Mobility, Facilities & Fleet, Marketing and Events, Cybersecurity, Data Security, Legal, Operations, Insurance, DEI, Sustainability, C-suite leadership, and, of course, the travelers, bookers, and approvers who interact with the program daily. These diverse perspectives ensure that the travel program is aligned with the broader needs and priorities of the organization. Alignment with Organizational Objectives Optimizing a travel program also involves aligning your travel strategy with your organization’s broader objectives. Travel is an enabler and a critical function in achieving these objectives. By integrating your organization’s culture and values into areas like traveler safety, wellbeing, and sustainability, you can create a travel program that supports the organization’s mission on multiple levels. A Strategic Approach Yields Long-Term Gains While this organization-wide approach may sound challenging, it’s important to recognize that the effort put in at the outset will return benefits over time. As a travel program evolves into strategic alignment with the organization rather than a cost center, the costs we are so eager to control naturally fall into line with a clear linkage back to the organization’s objectives. Contrary to popular belief, optimizing your travel program does not necessarily mean spending large sums on technology or external consultants. The beauty of TOM lies in fully understanding what you already have in place. By thoroughly analyzing the current program, clearly aligning it to the organization’s stakeholders, and identifying gaps, you can begin to make meaningful improvements and start reaping the longer-term benefits. Beyond Spreadsheets: A Holistic View of Your Travel Program Optimization won’t happen by simply crunching numbers in a spreadsheet. It requires a hands-on approach—one that involves rolling up your sleeves and getting familiar with every element of the program. This includes those aspects that may have been overlooked, as well as those that appear to be working fine but could benefit from further refinement. By staying open-minded and willing to go the extra mile in your due diligence, you can identify opportunities that might have otherwise been missed. The result is an optimized travel program that puts people at the heart of every decision, ultimately contributing to your organization achieving its goals—sometimes in ways you had not considered. To get you started we have put together our top tips on Travel Optimization Management. 1. Engage Stakeholders Across the Organization Optimizing a travel programme isn’t just the job of the travel team—it requires input from all relevant stakeholders across the organization. As listed at the top of this article, this can include HR, finance, security, compliance, and the travelers themselves. Consider creating a Travel Council or Travel Optimization Team (TOT). Involving stakeholders is crucial in: Understanding needs and priorities: Different departments may have different priorities. Finance may focus on cost control, while HR may prioritize traveler well-being and security and look after recruitment and often mobility. Your marketing team may be responsible for running events and have a different set of needs and risks, they can also help you communicate the programme internally. Creating a collaborative framework: By engaging everyone in the process, you can build a travel programme that meets the needs of both the organization and its travelers, leading to better buy-in and compliance. Mapping current versus future state: Stakeholders can help you define where your travel program is today versus where it needs to be. Their feedback can help map a clear path toward achieving an optimized travel programme that serves the goals of the organization and the safety of its people. Your Travel Optimization Team will become your Travel Optimization champions; they can link to other committees or report to the C-Suite and take ownership of the direction of the program. 2. Conduct a Thorough Analysis of Your Current Program Before optimization, a comprehensive analysis of your existing travel programme is crucial. This involves: Conduct a SWOT for each functional area. “Why do we travel?” and “How do we enable safe travel?” What is their value proposition for travel and is the travel programme helping achieve it? Evaluating current policies and procedures: Are they clear, up to date, and effective? How are they being communicated, across all stakeholders. Identify any gaps or areas that need improvement. Measuring performance: Analyze the collection and assessment of key metrics like traveler satisfaction, policy compliance, travel-related incidents, and cost efficiency. Mapping pain points: Talk to travelers, travel arrangers, and other stakeholders to uncover bottlenecks or issues, such as confusing policies or slow response times during emergencies. This analysis will help you understand where your programme currently stands and provide insights into areas that need to be adjusted or optimized. 3. Understand Your Supplier Partners and Their Services and Capabilities It’s essential to have a deep understanding of the services and capabilities that your supplier partners provide, how they overlap, and where there are gaps. You may have several partners offering similar services, such as traveler tracking tools, global mobility, visa and immigration, meetings and events, online booking tools, security alerts, or insurance/emergency assistance. A clear understanding of these overlaps will help you: Reduce redundancy: If multiple suppliers offer similar services, you can eliminate overlap and streamline your program. For example, you might find that two partners offer traveler tracking, and one

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Bridging Silos in TRM: 5 Key Steps to Keep Employees Safe

News, TRA Guides / Bex Deadman

Bridging Silos in Travel Risk Management: 5 Key Steps to Keep Employees Safe As companies expand globally, the need for a solid travel risk management programme becomes more critical. Yet, establishing this programme can be challenging, especially when departments like People Management, Vendor Management, Corporate Mobility, and Security have their own goals and responsibilities. These silos can lead to communication gaps, misaligned priorities, and missed opportunities to keep employees safe and supported. Now more than ever, leaders are seeking ways to foster collaboration for more effective travel risk management. Without aligned strategies and open communication, essential travel safety initiatives can face delays or even be compromised. Bridging silos is crucial to keeping travel risk management efficient, responsive, and proactive. Why Silos Are Hard to Bridge — and Why They Matter in Travel Risk Management Silos naturally form as organisations grow and teams have specialised goals. By bridging these silos, companies can create an organised, effective travel risk management programme. Here are five key steps to help teams work together seamlessly. 5 Steps to Bridge Silos in Travel Risk Management Align Leadership Across Departments Effective travel risk management programme needs a unified approach driven from the top. Leaders from People Management, Vendor Management, Corporate Mobility, and Security should regularly meet to create a shared vision and align on travel risk priorities. Forming a cross-departmental leadership team or steering committee helps ensure that each department understands its role in keeping travellers safe and how it fits into the company’s larger goals. Build Cross-Functional Travel Risk Teams Combining insights is essential for a comprehensive travel risk strategy. These cross-functional teams allow each department to share expertise. This collaborative approach results in travel programmes and policies that are both safer and more effective for everyone involved. Define Clear Roles and Responsibilities When multiple departments work together, roles can overlap. Define each team’s responsibilities within a travel risk management programme to ensure clarity. Clear roles help teams stay organised and focused on their unique responsibilities. Appoint Co-Leaders from Each Department For travel risk projects that require deep collaboration, appointing co-leaders from different departments helps balance priorities. For example, co-leaders from People Management and Vendor Management can ensure employee well-being and cost-efficiency, while a Security co-leader ensures that thorough risk assessments are factored in. This co-leadership model supports a balanced approach to decision-making. Prioritise Travel Risk Training Across Departments Travel risk training is essential for equipping teams to support and protect employees effectively. Training ensures that each department understands travel risk protocols, their specific responsibilities, and the resources available for travellers. When employees are trained to work together across departments, they’re better prepared to act swiftly, manage emergencies, and collaborate effectively in high-stakes situations. This unified approach to training also builds a stronger, more informed travel risk management culture across the organisation. The Path to a Strong, Unified Travel Risk Management Programme Building a strong travel risk management programme is essential for ensuring employee safety in an unpredictable world. By adopting these five strategies and prioritising training, organisations can create a cohesive programme that is flexible, responsive, and prepared to tackle the challenges of a constantly changing environment. This approach will help companies to stay resilient and ensure the safety of employees, no matter where they travel.

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ISO31030 and Certification: What Organizations Need to Know

TRA Guides / Bex Deadman

In today’s global business environment, protecting employees during business travel is more critical than ever. ISO31030:2021, the international standard for Travel Risk Management (TRM), has emerged as a vital framework for organizations looking to enhance their TRM practices. But there’s often confusion about certification—let’s clear that up. Understanding what ISO31030:2021 is all about ISO31030 serves as a comprehensive guide for organizations to Develop and implement effective travel risk management programs Meet duty of care obligations Protect employees during business travel Identify and address organizational and traveller needs Protect the organization’s assets while travelling Enhance the performance of the Travel Management programme The standard offers experienced travel risk and security managers a valuable benchmark to test and improve existing processes. It also provides a structured framework for organizations starting from scratch, helping them build a robust TRM program that can deliver value immediately and grow and adapt to the organization’s needs. The structure and detail it provides specifically address the business travel sector, and the standard helps the Travel Manager identify and address the risks to the traveller and, importantly, the organization. ISO31030:2021 is based on the world’s most influential risk management standard, ISO 31000:2018. This also means it easily fits into your current working practices, complements existing risk management programmes, and seamlessly interacts with Security, Information Security and Health and Safety programmes. By adopting the standard, you will not only improve your Travel Management programme for travellers but also add to the organization’s security and resilience. The cherry on top is that the standards approach helps manage costs, can increase the overall value gained from business travel, and demonstrates to stakeholders, including the Courts, that you take ‘Duty of Care’ seriously. ISO 31030 improves travel management, keeps people safer and happier, and helps you deliver better performance for all stakeholders. ISO and the Certification Question Here’s what you need to know about ISO31030 certification. It can get a little technical, but bear with me! Firstly, let’s cover the basics: who is ISO? ISO, the International Organization for Standardization, brings global experts together to agree on the best way to do things — from making a product to managing a process. As one of the oldest non-governmental international organizations, ISO has enabled trade and cooperation between people and companies the world over since 1946. The International Standards published by ISO serve to make lives easier, safer, and better. ISO31030 is an International Standard (IS). It is recognised around the world and has the weight and credibility of the world’s largest standards body behind it, and now you. ISO comprises around 170 member countries, and the standards produced truly provide relevant good practice guidance that underpins global trade. Broadly speaking, standards come in three general types. The first two are International Standards (IS) and Management Systems Standards (MSS). There are also a number of other publications that are generally less formal, such as Technical Reports and Specifications and Handbooks. ISO members can propose new standards activities to a technical committee, which is then balloted across the membership. International Standards (IS) are intended to provide good practice guidance on a subject area that is clearly defined in the standard’s scope. For ISO 31030, this is Travel Risk Management. While there is a clear framework within the standard, with tons of advice and guidance, users are free to select how they implement the standard based on their needs and level of maturity or experience. International Standards are, by their very nature, designed to help improve your processes and performance. Flexibility is built in, enabling you to grow and develop your programme as needed and in line with your available resources. How we developed ISO 31030 allows organizations to benchmark or perform a GAP analysis efficiently to quickly see where improvements can be made to current activities or where necessary capabilities may be missing. From my experience, most travel managers have a decent proportion of the basics in place, especially relating to booking and purchasing, but often lack the broader capabilities needed to meet the Duty of Care. There can also be gaps around incident response, information security, and healthcare that often end up causing serious issues. The guidance offered by ISO 31030 allows for a pretty adaptable approach across the activities and processes you use. When you use a guidance standard, you get to choose what elements to apply and why. It is mainly for internal use, and while you can check or ‘audit’ the programme, the baseline is largely based on what you have decided is important. Generally speaking, a Management System Standard (MSS) is different. It can provide some of the flexibility of an IS, but its focus is more on ensuring processes work as intended and performance is as expected. A formally defined ISO assurance process can be used to check what is happening in the real world and that it meets the organisation’s expectations. Standards like ISO 9001, ISO 45001, and ISO 27001 are great examples of the MSS approach to standards. By using MSS standards, organizations can improve the quality of their products and services and provide evidence to a wide variety of stakeholders that they are meeting the expectations laid out in each standard. Many choose to certify their processes not to gain a simple piece of paper but to confirm that they can be trusted to deliver for customers time after time. In some markets, certification can almost be mandatory. While many seek formal certification, others choose not to certify and instead use the MSS as a powerful management tool that provides similar benefits without the extra effort needed to obtain it. There is a quick point that needs to be made. ISO does not perform certification or issue certificates, nor permit anyone to use the ISO logo in connection with certification. Certification is performed by external certification bodies, thus a company or organization cannot be certified by ISO. Independent certification bodies (CBs) certify ISO

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Travel Optimisation Management Vol. 2: Optimising Travel Data

TRA Guides / Bex Deadman

In this deeper dive into Travel Optimisation Management, we’re focusing on the core of your travel program’s potential: data. We’ll cover what travel data actually is, where it originates, and some of the main challenges in analysing it. Then, we’ll discuss what optimisation means in this space and look at strategies and tools to make it work for organisations of all sizes. What is Travel Data? Let’s clarify some basics. Travel data, in this context, primarily refers to information related to business trips. For an organisation, it’s a comprehensive summary of business travel activities. While it sounds simple, compiling and analysing relevant travel data requires a clear understanding of what a “business trip” comprises. Consider a typical trip: an international 2-night conference visit with additional meetings in a nearby city. This one trip might include: 2 flights (different airlines) 1 hotel stay 1 domestic train booking 2 domestic taxi rides 2 international train tickets 4 international taxi rides 1 international car rental Numerous expenses This trip involves at least thirteen separate bookings, each one contributing unique data points. Let’s explore how these bookings are typically managed and what this means for data collection and integration. How Travel Data is Managed and Where Challenges Arise In most companies, bookings and approvals follow a variety of paths. Flights might be booked through an airline website, an online agent, or a travel management company (TMC). Accommodations are often booked just days in advance, sometimes outside the program using third-party booking sites. Rail tickets, domestic and international, may be bought online, through an agent, or locally. Ground transport is often booked as needed, sometimes managed by the TMC or platforms like Jyrney, or Mobility IQ, but not always integrated with the main program. This fragmented booking process impacts data collection. If a TMC is in place, they may provide booking data, accessible through an API or reporting tools—but typically, TMCs can only report on bookings they handled. Expense and credit card data are additional sources, but each has its limitations, and aligning all data to create a clear trip summary is complex. Who Uses Travel Data? Travel data is used across departments, including Finance, Procurement, Security, HR, and Sustainability. Trip Stax, Travelogix, Power BI, PredictX, and Unlocked Data offer tools to support the travel data process. Yet even with these tools, fully optimising travel data requires a holistic approach that considers the needs of all stakeholders and converts raw data into actionable insights. Summarising Key Points Companies want to measure the ROI of business trips, manage and mitigate travel risk, and have clear data to guide decision-making. Business trips involve multiple components booked through various platforms, both in advance and during the trip. Travel data arrives in fragmented formats from different sources and needs cleaning, normalisation, and integration to have real value. Despite our best efforts, travel data today is still piecemeal and reactive. Optimisation means taking a proactive approach: it’s not enough to rely on the partial data provided by TMCs; instead, we must define what data we truly need and find ways to capture it fully. With optimised data, the potential benefits are substantial. It can empower decisions and responses to queries across Tax and Immigration, Travel Management, Carbon Reporting (including Scope 3), Traveller security and assistance, wellbeing, budgeting and more. Travel data is the key to everything; the tools that we are most impressed with right now are Voyage Manager and its sister company for SMEs Mia Bazo. They are part of the TRA Technology community which will be sharing its aims and objectives across the industry at TOMS25.

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Travel Optimisation Management (TOM) Vol. 1

TRA Guides / Bex Deadman

A new term is emerging in the travel risk management field: Travel Optimisation Management. Earlier this year, we launched the Travel Risk Academy with our inaugural event, the Travel Optimisation Management Summit. Throughout the day, 75 attendees explored what it means to optimise a travel program to reduce risk. Our discussions revealed a shared understanding that managing travel risk extends beyond one individual’s responsibility. We found that the challenges we face transcend industries; fundamentally, it’s all about caring for people. When we adopt a holistic, cross-functional approach—bringing together stakeholders from: Travel Security HR QHSE ESG DEI Finance Procurement Global Mobility Data Security Cybersecurity Internal Audit Insurance Legal …to address travel program risks—we begin to unlock new opportunities. These collaborative efforts are the first steps toward Travel Optimisation Management. Travel Optimisation is uniquely relevant to each organisation; it’s tailored to your needs and designed to align your travel program with your company’s strategy and vision. Those familiar with risk management frameworks know that with risk comes opportunity, and travel often unlocks these opportunities. By reframing “Travel Risk” as “Travel Optimisation,” we ensure that travel programs support all departments, eliminate supplier redundancies, and increase our purchasing power. Aligning these programs with business strategy and setting measurable goals calls for innovative approaches to achieving objectives without adding strain to our teams or our planet. Optimisation isn’t solely the responsibility of the organisation; it’s also a responsibility of the industries that support your traveling teams. As your travel partners, we are committed to tackling common issues—issues that could be resolved through collaboration and fresh perspectives in areas like security, assistance, insurance, and more. The Travel Risk Academy has accepted this challenge, gathering dedicated mentors and ambassadors to create a space for meaningful exchange and solutions to shared issues in DEI, safety, carbon reduction, and beyond. We believe that technology is the fastest route to optimisation. With intention, it can radically improve how we design and manage travel programs for the better. However, technology’s full potential is currently hindered by data flow issues. Poor integration limits data quality, which in turn reduces visibility and control—creating a risk of disarray when precise conditions align. Uncertainty is challenging for everyone, and especially for those on the ground when issues arise. This is where Travel Optimisation Management steps in: if traditional risk management focuses on checklists and policies, then optimisation gets under the hood, breaking the conventional “supplier-buyer” mold to design solutions that truly work for your organisation and people. In the coming articles, TRA Co-founder Bex Deadman will explore Travel Optimisation Management across the diverse sectors in travel management to guide you in building a travel program that not only performs seamlessly but also engages everyone in your organisation and drives business success. If you want to start optimising your programme right away, the best place to start is by understanding who your stakeholders are and introducing yourself. Travel Optimisation Management involves the following stakeholders & roles and responsibilities: TTRM Stakeholders Travellers Travel Managers Human Resources Risk Management Finance Procurement Fleet & Facilities Meetings & Events Corporate Security Cyber Security Sustainability QHSE Legal Insurance Training (L&D) Internal audit Internal Comms Roles and Responsibilities: Booking & Travelling Managing Travel People Management & Wellbeing Awareness, Avoidance & Mitigation Spend Contracting Operations Managing internal external events Keeping people and assets safe Keeping data safe Carbon reduction & reporting Traveller Safety & Security Duty of Care to employees Medical and Travel Personal safety and development Maintaining standards Communicating travel programme Much of the work that we do at the TRA is about working together across departments to optimise your time, resources and savings. At the Travel Optimisation Management Summit (TOMS) we create a space for your Travel Optimisation Team to come together, to learn with peers and to proactively make changes across our collective industries for the better. You can book tickets for TOMS25 here there are group discounts available for cross-departmental teams.

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TRM Stakeholder Engagement

TRA Guides / Bex Deadman

TRM Stakeholder Engagement Engaging key stakeholders across your organisation is critical to the success of any Travel Risk Management (TRM) programme. TRM is not just about compliance or risk mitigation—it’s about ensuring the safety, wellbeing, and productivity of your employees while they travel for work. This guide outlines how to effectively communicate the importance of TRM to departmental stakeholders, executives, and travellers, ensuring company-wide buy-in and support. 1 Understanding the Importance of Stakeholder Engagement Travel Risk Management (TRM) impacts multiple areas of a business—HR, finance, security, legal, and operations—making it essential to involve a broad range of departmental stakeholders. Additionally, executive leadership and travellers must understand the value of TRM to ensure policy compliance and support. Why Engagement Matters: Holistic support: Each department’s needs and priorities are different, and their input is necessary to create an effective TRM programme. Executive buy-in: Leadership must see the strategic value of TRM to allocate resources and budget. Traveller compliance: Travellers need to understand how TRM benefits them directly to ensure they follow the protocols. 2 Engaging Departmental Stakeholders Different departments have unique perspectives on travel risk management and engaging them early ensures that all needs are addressed. a. Human Resources (HR) Why they care: HR is responsible for Duty of Care obligations, employee safety, and wellbeing. They will also handle any personnel issues that arise from an incident on a trip. Engagement strategy: Frame TRM as a key element of employee wellbeing and retention. Highlight how TRM aligns with HR’s role in ensuring a safe and supportive work environment. Focus areas: Employee training, well-being, and personal safety during travel. b. Finance and Procurement Why they care: Finance and procurement is focused on cost control, budgeting, and the potential financial risks of inadequate TRM (such as lawsuits or medical evacuations). Engagement strategy: Present TRM as an investment in risk mitigation. Show how having an effective TRM programme can reduce unexpected costs (e.g., emergency expenses) and ensure cost-efficient travel. Focus areas: Cost savings through risk avoidance, insurance coverage, and reduced liability. c. Legal and Compliance Why they care: Legal teams are concerned with liability, regulatory compliance, and protecting the organisation from litigation related to duty of care breaches. Engagement strategy: Highlight how a robust TRM programme ensures compliance with international regulations and reduces legal exposure. Discuss how ISO31030:2021 sets an industry benchmark for travel risk management. Focus areas: Compliance, Duty of Care, and legal risk mitigation. d. Security Why they care: Security teams are tasked with protecting employees from threats and managing responses to incidents abroad. Engagement strategy: Collaborate with the security team to ensure TRM policies cover crisis response, traveller location services, and local intelligence. Position TRM as a tool to improve incident response and protect employees. Focus areas: Traveller tracking, crisis management, and security protocols. e. Operations Why they care: Operations teams rely on business travel to maintain productivity and efficiency. Engagement strategy: Show that effective TRM policies support business continuity by reducing travel disruptions and ensuring employees feel safe and productive while travelling. Focus areas: Business continuity, operational efficiency, and travel logistics. 3 Engaging Executives Securing executive buy-in is critical for funding, resources, and overall support for the TRM programme. Senior leadership must understand the strategic importance of TRM beyond just travel logistics. a. Why Executives Care Risk mitigation: Executives are responsible for protecting the business, its assets, and its people. A TRM programme minimises risks that could lead to significant financial and reputational damage. Strategic alignment: TRM supports the company’s long-term goals, whether it’s expanding into new markets, ensuring workforce productivity, or fulfilling corporate social responsibility. b. Engagement Strategy Link to corporate goals: Align TRM with broader company objectives, such as global expansion, talent retention, or sustainability. Show how effective travel risk management supports these goals. Present data and case studies: Use real-life examples or data to demonstrate the financial and legal risks of not having a proper TRM programme. Highlight the role of TRM in business continuity and protecting the organisation’s reputation. Demonstrate ROI: Emphasise the return on investment (ROI) of a strong TRM programme. For example, avoiding a costly medical evacuation or crisis can save significant resources and prevent business disruptions. c. Focus Areas for Executives Alignment to organisational strategic goals Business continuity Legal compliance and Duty of Care Reputation management Cost and risk mitigation 4 Engaging Travellers Travellers are at the core of the TRM programme, and their compliance is critical for its success. However, they may see TRM as a burden if not properly engaged. a. Why Travellers Care Personal safety and wellbeing: The most immediate benefit for travellers is their own safety and security while on the road. Clarity and support: Travellers want to know what’s expected of them and feel supported, not micromanaged, while they travel. b. Engagement Strategy Communicate the ‘Why’: Explain how TRM directly benefits them by keeping them safe, ensuring access to help in emergencies, and providing tools that make travel easier (e.g., traveller tracking or local safety alerts). Provide training and resources: Offer easy-to-access training sessions on personal security, travel health, and crisis response. Provide travellers with tools like emergency contact cards, mobile apps, and pre-travel briefings. Highlight success stories: Share examples of how the TRM programme has helped other travellers avoid or manage difficult situations. This personalises the impact and makes the programme more relatable. c. Focus Areas for Travellers Personal safety and emergency response Clarity on policies and expectations Access to tools and support 5 Creating a Collaborative Travel Risk Management Culture To foster organisation-wide engagement in travel risk management, it’s important to create a culture of safety and responsibility where TRM is seen as a shared commitment. a. Cross-Departmental Collaboration Ensure that all departments understand their role in supporting travel risk management. A cross-functional TRM committee or group can facilitate collaboration and ensure that policies are shaped by the input of all relevant stakeholders. b. Regular Communication Communicate regularly about the TRM programme, updating stakeholders on changes, success stories, or emerging risks. Continuous communication keeps TRM top-of-mind

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Creating a travel risk management policy

News, TRA Guides / Bex Deadman

Creating a Travel Risk Management Policy A comprehensive Travel Risk Management (TRM) policy should include several key elements to effectively mitigate risks, ensure traveller safety, and meet duty of care obligations. Below are the critical components that a TRM policy should include: Purpose and Scope * Define the purpose of the TRM policy and who it applies to (e.g., all employees, contractors, guests etc.) * Outline the scope, including all travel types (domestic, international, high-risk regions, etc.) and the activities covered (business trips, conferences, maintenance etc.) Risk Assessment and Travel Approval Process * Establish a clear process for assessing the risks of a travel destination, considering factors like security threats, health risks, political stability, and environmental concerns. * Detail a pre-travel approval process that evaluates the necessity of travel, the travellers own preparedness, and specific security measures for high-risk destinations. Duty of Care Obligations * Highlight the organisations legal and ethical duty of care responsibilities to ensure the health, safety, and security of its travellers. * Include guidelines for employees to follow during travel, covering expected behaviours and personal responsibilities. Roles and Responsibilities * Define the roles and responsibilities of key stakeholders involved in travel risk management, such as HR, security teams, travel managers, and travellers. * Identify the team who is responsible for monitoring risk levels, communicating with travellers, and managing emergency responses. Traveller Education and Training * Specify the training required for travellers, including pre-trip briefings on health, safety, security, and cultural awareness specific to the destination. * Include resources such as travel safety tips, medical advice, and emergency contacts. Emergency Response and Crisis Management Plan * Provide clear protocols for responding to travel-related emergencies, including medical incidents, security threats, and natural disasters. *Outline communication procedures and designate emergency contacts both at the company and locally, including any third parties. Include evacuation /shelter in place plans and insurance details. Health, Safety, and Security Measures * Establish standards for safe accommodation and transport options, ensuring they meet health, safety, and security criteria. * Provide guidance on managing personal health during travel, including vaccinations, medications, and travel insurance coverage. Traveller Tracking and Communication * Implement a system to track travellers during their trips, ensuring real-time monitoring of their locations. * Include protocols for regular check-ins and emergency communications to maintain contact with travellers. Incident Reporting and Post-Trip Debrief * Establish a process for reporting safety or security incidents during travel, including near misses and emergencies. * Require post-trip debriefing to identify any issues faced and capture feedback for improving future travel safety measures. Insurance Coverage * Detail the insurance policies available for travellers, including health, accident, repatriation, and travel disruption coverage. * Ensure that the policy aligns with local regulations and provides sufficient protection for high-risk or high-risk activity travel. Legal and Regulatory Compliance * Ensure that the TRM policy complies with relevant local, national, and international regulations, including health and safety laws, and aligns with ISO31030:2021 Travel Risk Management guidelines. * Include guidance on compliance with local laws and customs in the travel destination. Continuous Monitoring and Policy Review * Establish procedures for continuously monitoring travel risks and updating the policy as needed to reflect new risks or changes in travel environments. * Include a formal review process to assess the effectiveness of the policy and incorporate lessons learned from previous travel incidents or feedback. Traveller Well-being and Support * Address the well-being of travellers, including mental health support, stress management, and maintaining work-life balance while travelling. * Provide access to resources like employee assistance programmes (EAPs) or assistance services during travel. At the Travel Risk Academy, we offer a multitude of resources and good practices to help guide you on your journey to protecting your travellers effectively. We align with the practices set out in ISO31030 and work with a myriad of experts across the widest scope of TRM. Find out more about our services here; membership has additional benefits, and we look forward to welcoming you to our diverse community soon.

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