If there's one television moment that will live long in the memory, it's the image of the two towers of the World Trade Center collapsing on their foundations on 11 September 2001. Everyone remembers precisely where and in what context they witnessed this dramatic entry of terrorism into the collective imagination. It was undoubtedly a defining moment for many travel managers who, once the surprise had worn off, had to ask themselves who among their colleagues travelling to the United States might have been affected by the tragedy. But who? Who? When? On what mission? These are just some of the questions faced by travel managers in so many companies, with varying degrees of success.
For the first time - at least with such high visibility - mass terrorism was not striking an area identified as being at risk, but a leading business hub. The business destination par excellence. "A business trip is by definition riskyWhether you're travelling from Paris to Rennes or from Singapore to TokyoAnd yet, as Arnold Dénes, Head of Information and Location Services at International SOS, points out, "there is no such thing as a crisis. And with good reason: according to American Express Business Travel, 120 global events impact the travel world every year, i.e. one every three days, with 24 major crises to speak of.
These major disasters, in terms of their consequences and media coverage, are not the only threats to business travel. Far from it. Accidents involving ground transport are at the top of the list of risks identified by the French Association of Travel Managers (AFTM) in its white paper on the safety and security of travellers. "Even in low-risk countries, business travellers who drive their own cars are exposed to traffic accidents."Arnaud Vaissié, co-founder and CEO of International SOS, confirms this. "Travel-related fatigue, lack of knowledge of local traffic rules and driving behaviour in the country can all be causes of accidents."he adds.
"Even in low-risk countries, business travellers driving their own cars are exposed to traffic accidents."
Arnaud Vaissié, CEO of International SOS
Polymorphic threat
Other sources of danger must also be taken into consideration. The AFTM has drawn up a non-exhaustive list of these: crime, political and social unrest, health crises, natural disasters, the risk of administrative pressure and the simple difficulty of adapting. "Faced with a polymorphous and evolving threatThe need to deal with international markets is increasingly exposing companies and their staff to health, climate and political risks," summarises Michel Dieleman, Chairman of the AFTM, in the preamble to this white paper published in 2013.
Has business travel become more dangerous today than it was for previous generations? You might think so if you read this Prevert-like inventory of risks. "The highest growth rates are not in Europe, but in sensitive countries. This pushes companies to go to Nigeria, Yemen, Pakistan, etc.says Pierre-Jacques Costedoat, Chairman of Scutum Security First (SSF). Companies are obliged to travel to high-risk countries, and they understand that they can't just go in willy-nilly."For Arnold Dénes, of International SOS, the globalisation of business travel explains the increased focus of companies on risk: "We've gone from the backpacker to the business traveller. Travelling is an integral part of every employee's job, not just executives. So the risk has become greater for the company, which has to manage more travellers, more journeys".
"The highest growth rates are not in Europe, but in sensitive countries. Companies are obliged to go to high-risk countries, and they have clearly understood that they can't just go in willy-nilly."
Pierre-Jacques CostedoatChairman of Scutum Security First (SSF)
The strengthening of the legal framework has had an impact on the better integration of the 'risk' factor in travel management. The famous "Karachi jurisprudenceFollowing the attacks of the same name and the court rulings against the employer, the following issues were brought to light the company's responsibility towards its business travellers. "The legal framework was somewhat forgotten, but European directives on this subject had been in existence since 1989."says Bernard Jacquemart, Information Director at Scutum Security First (SSF). In France, over the last ten years or so, case law has successively strengthened the legal framework governing a company's obligation to provide results for both its expatriates and its mobile employees, an obligation that is far more restrictive than the duty to protect stemming from the Anglo-Saxon "duty of care."
Risk is their business
To deal with the threats facing travellers, insurance companies have long included assistance services in their catalogue, a profession born in the 1960s out of a French tradition of humanitarian aid and focused on medical interventions. While health still accounts for the largest number of interventions, assistants have been led to diversify their field of action to take into account risks linked to the safety of travellers and expatriates. "Healthcare offers are identical for all types of population. But what is more recent, and applies more to large groups, is the development of guarantees: the problems that arise in a certain number of countries concern the security of health cover."Nicolas Gusdorf, President of the French National Union of Assistance Companies (SNSA), sums up the situation. Our products have therefore evolved in this area to offer companies, in addition to health cover, 'pure and simple' safety offers, particularly for personal risks incurred on territories such as oil platforms in Africa. To this end, we have developed partnerships with specialist companies."
This complementary offer usually draws on the expertise of several players. SSF recently teamed up with Garantie Assistance, a subsidiary of the Assuristance group (CNP Assurances/Swiss Life), a French member of the global IAG network. Together with health information specialist Travel Santé, the three international mobility experts have launched Assuristance Mobility Services, a packaged solution designed to provide a comprehensive response to companies' needs. "Rather than deploying our resources on a global scale, we have chosen to become part of a worldwide system, basing our development strategy on the growth of a network of recognised players in the world's major countries."says Pierre-Jacques Costedoat, from SSF.
"There is no medical situation without a security component, and vice versa. For example, the medical repatriation of a patient from Nigeria will require an armed escort for the ambulance if it is a night flight."
Arnold DénesHead of Information Services at International SOS.
On the other hand, International SOS has developed its own resources to develop its services alongside traditional assistance providers. In addition to the 46 International SOS clinics and the 600 implants integrated into client companies, the assistance provider now has a fleet of eight medical aircraft, piloted by four air coordination centres, as well as 27 assistance centres around the world. A travel agency has even been set up within the structure. Here too, the health tradition has gradually been combined with safety expertiseIt relies in particular on a vast network of hand-picked, regularly audited local service providers. And with good reason: "There is no medical situation without a safety component, and vice versa.explains Arnold Dénes of International SOS. For example, the medical repatriation of a patient from Nigeria will require an armed escort for the ambulance if it is a night flight."
The need for accountability
A well-informed air traveller is worth two, so preparing for your trip in advance is now receiving particular attention. "We have evolved from the traditional, reactive model of assistance to a proactive approach"notes Arnold Dénes. Companies understand that their employees need to be involved and made responsible, because they are an integral part of the safety system. They cannot passively wait for their company or their assistance provider to take care of them. If all the prior measures have not been sufficient, the deployment of teams on the ground is then the last safety net."Information sheets, daily alerts by country, training, e-learning tools, as well as health check-ups: everything is in place to prepare the ground beforehand and to instil in travellers a sense of security. "people skills and know-how"as Pierre-Jacques Costedoat, from SSF, sums up. Some specialists are even offering awareness-raising training in the form of video games, like Mr Travel, launched in 2012 by French company Layer Cake.
Making travellers more responsible also means using the new technological tools available to them. The geolocation function, now integrated into applications such as the International SOS Assistance App or SSF Locator, is based on voluntary activation by the traveller, as required by law. From a more general point of view, these new tools have changed the game, as Arnold Dénes, from International SOS, humorously points out: "Twenty years ago, when a traveller had a problem in the middle of the desert, we'd find out about it three weeks later, once he'd managed to drag himself into town to find a telephone. Today, he has his satellite phone and is waiting for the helicopter to land ten minutes later!" "The acceleration of time and the need for immediacy are creating new expectations with our customerssays Nicolas Gusdorf, Chairman of the SNSA. All these new technologies enable us to communicate quickly with passengers and to be all the more efficient in the services we provide."
"The acceleration of time and the need for immediacy are creating new expectations among our customers. All the new technologies enable us to communicate quickly with passengers and be more efficient."
Nicolas GusdorfChairman of the Syndicat national des sociétés d'assistance
However sophisticated they may be, these technological tools cannot do everything. On the traveller's side, new behaviours are taking hold that can muddy the waters, both for the company and for the service provider responsible for its security. Extending a business trip into a private holiday is becoming increasingly common. This phenomenon ofbleisure"According to a study published at the end of 2013 by Egencia, more than a third (36 %) of Generation Y professionals on the move are concerned by this neologism combining "business" and "leisure".
However, the company is not always explicitly informed of this variant, and so has not necessarily taken the appropriate measures. "Companies have not always extended cover to leisure activities"says Dr Arnaud Derossi, Regional Medical Director for Assistance and Aviation at International SOS. This is a challenge for our customers, because it concerns their legal liability. Indeed, they realise that the employee remains under the company's responsibility during the long weekend spent on site. While some companies simply prohibit leisure stays during business trips, others include it as a component of their travel policy, asking to be informed of this approach. The grey areas are getting smaller and smaller, as prevention takes precedence over laissez-faire.".
"Companies realise that the employee remains the responsibility of the company during a long weekend spent on site... This is a challenge for our customers, as it concerns their legal liability. "
Arnaud DerossiRegional Medical Director, Assistance and Aviation, International SOS
La reducing grey areas is not only a question of business travel, but also, and above all, internally, within the company and its partners, in the very organisation of business trips. In this context, the business travel agency, or travel management company (TMC), plays a key role in centralising data relating to the traveller's itinerary. In his vision of travel management up to 2022, expert Scott Gillespie points out: "TMCs remain relevant by focusing on service and security. Travel risk management is becoming the number one job in travel management. TMCs are adapting by working more closely with travel risk management companies."
Common approach
But today, the challenge lies just as much in the approach to risk within the company itself, and consists in breaking down certain barriers within the organisation chart. Indeed, the Club des directeurs de sécurité d'entreprise (CDSE) intends to "make safety a cross-functional company function". The CDSE has even made this approach one of its four stated objectives for 2014: "A large proportion of security and safety directors often feel isolated within their organisation."The CDSE's latest annual report deplores this. In its white paper, the AFTM also targets the relay positions on which the security manager should be able to rely: the insurance, purchasing, human resources and legal departments; the company doctor; the personal data protection manager; the managers of geographical zones and subsidiaries, etc. More than ever, security is everyone's business.
Safety in figures
Targeted as the second priority for companies according to the EVP barometer, the issue of business traveller security is showing some signs of improvement. contradictions if we look at the figures. According to a safety survey carried out by American Express, the majority of employees (54.6 %) say they do not know the rules and procedures to follow in the event of a problem in a high-risk situation. In addition, 60 % of business travellers say that their company does not provide them with regular safety training. Carried out in 2013 by the business travel agency, the study also shows that 30 % of employees are simply unaware of their company's safety policy, while six out of ten employees have not been briefed by their company before travelling to high-risk areas.
And yet, according to Argus de l'assurance, 23,% of them had travelled to medium, high or extreme risk destinations during the same year. "As is often the case, the movement is sinusoidal: awareness increases with new case law, then tends to fade over time," sums up Bernard Jacquemart, Information Director at SSF, who is nonetheless optimistic: "we are seeing significant progress in the approach taken by companies."
