1. GEOPOLITICAL INSTABILITY & CONFLICT ZONES Ongoing political instability and conflict in various parts of the world are creating significant challenges for companies operating in affected regions. The war in Ukraine, for example, forced the relocation of a large number of employees and families from Kyiv to various European cities. This operation, which had to be achieved quickly and in difficult circumstances, highlighted not only the logistical hurdles, but also the challenges of finding suitable accommodation and support at short notice for displaced workers and their families. “At the beginning of the conflict in Ukraine we
needed to relocate a lot of transferees from Kyiv into different cities in Europe,” says Kabiru Onikoyi, EMEA/ APAC director of global services at 3Sixty. “That was a monumental undertaking moving families, managing supply chain issues across the region and then finding suitable accommodation for the families. “More recently, we have seen the situation in Lebanon
and in Tel Aviv in Israel, where we have been involved in moving people out of conflict zones. Where there is a change in government or potential instability, you may need to move people very quickly. It is about having the infrastructure in place in this market to be able to react very, very quickly.” Political instability in countries like Kenya, where riots
have disrupted social cohesion and business activities, further underscores the need for agile, responsive mobility solutions, he says.
Key takeaway: Companies must have robust contingency plans and infrastructure in place to respond quickly to political crises. 3Sixty has close partnerships with data providers like Dun & Bradstreet to allow for real-time insights into potential instabilities, enabling proactive planning and minimising risk to assignees and staff working abroad.
2. AN INCREASE IN COMPLIANCE REQUIREMENTS AROUND DUTY OF CARE “As geopolitical volatility, economic pressures and housing shortages increasingly impact major business hubs, a robust duty of care strategy is essential for organisations managing business travel and employee relocation,” says Paul Dear, regional vice president of EMEA supplier services at SAP Concur. He says that in order to ensure the safety and wellbeing of employees in uncertain environments, businesses can use data-driven solutions. “Technology can aid HR teams in ensuring that all
employees working outside the office are given sufficient health and safety coverage,” he says. “Integrated travel and expense platforms offer the tools necessary to navigate complexities with real-time, localised data.” Working with partners like International SOS,
a leader in international health and security risk management, to integrate safety considerations into business travel tools can give companies the critical
information they need to make informed, timely decisions based on geopolitical risk alerts and region safety scores. “This capability is especially important in regions experiencing instability or unrest where conditions can change rapidly or simply if a traveller has lost a passport or medication,” he says. He adds that ensuring duty of care through technology
and real-time insights is more than a compliance measure; it is a strategic advantage. This approach not only protects employees, but also reinforces organisational resilience, allowing companies to operate confidently and responsibly even in challenging environments. “By fostering a culture of safety and support,
organisations can build trust and continuity in their operations, even amid uncertainty,” he explains.
Key takeaway: Organisations could be considered legally negligent if something happens to an employee, especially if they are travelling or relocating for work, and a reasonable level of health and safety can’t be proven by the company. This emphasises the need to prioritise duty of care.
3. THE NEED FOR ONGOING CRISIS MANAGEMENT EXPERTISE Regular disruptions, whether to travel, immigration policy changes, election fallout, wars and conflicts or virus outbreaks, mean that global mobility teams are having to work harder than ever to anticipate and respond to rapid change. “We’re navigating through an era of what we call
permacrisis,” says Claire Pepper, partner and business travel leader for EMEA at Vialto Partners, a tax and immigration specialist. “We are also seeing employees, especially ones with in-demand skills that give them bargaining power, becoming more selective and demanding in where they would prefer to work. All of this has the potential to disrupt day-to-day business, so companies are adapting the way they move people around. “The role of data analytics in mobility has gone from
being just useful to being vital,” she says. “It’s about making sense of data in ways that drive smarter decisions, from anticipating policy shifts to managing compliance risks, to ensuring the right people are moving into the right roles, all while controlling costs. Using predictive analytics is the key to staying ahead of the curve.” Disruptions can force companies to mobilise their staff
urgently in a country or region, so understanding who your people are, where they are located and their roles, skills and capabilities can enable companies to manage crises decisively. “We help clients with crisis-mitigation planning using
data for more unstable locations where we will look at their population and how they move them and will map contingency locations to ensure their people are safe, but also to give them business continuity,” she explains. “We do similar modelling for political reasons, like
looking at the impacts of protectionism. Governments change rules and fees all the time, so we help companies
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GLOBAL MOBILITY
RISK
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