“If you work in some sectors which are now considered strategically important and linked to national security, such as technology, pharmaceuticals and artificial intelligence, the risk is higher.”


pharmaceuticals), and personal characteristics


(e.g., same-sex


relationships, lone female travellers) should be


assessed to ensure


comprehensive risk management and take the personal profile of the traveller into account. For managers it can be challenging to strike the right balance between protecting the travellers and respecting their privacy. “If you work in some sectors


which are now considered strategically important and linked to national security, such as technology, pharmaceuticals and artificial intelligence, the risk is higher,” he says. “These are the friction points between predominantly US and China but also other countries where your executives have access to really interesting intellectual property. Or they may be working in a sector in which both sides are trying to gain market share.” He says that unfortunately,


executives can unwittingly become pawns in a power game between two countries and their detention is often due to a wider geopolitical issue. This means you need to think very carefully about whom you send abroad. “Historically, if you wanted to


gain market share in China or set up a new office, you might use a


48


Chinese national at senior level in the company who speaks Mandarin and knows the product really well,” he says. “On paper, this seems like the ideal person to send, but nationals and people with dual nationality can be at greater risk. It is important to consider their profile, what sort of technology they are carrying with them, and how you manage the risk of them travelling to that location and the risk of information being stolen.”


HOW TO MANAGE TRICKY CONVERSATIONS ABOUT RISK, LIFESTYLE AND DE&I Many companies are commendably trying to send a wider range of assignees on foreign assignments. This might involve considering staff with a variety of different profiles, preferences, health needs and backgrounds. With a wider range of issues comes the need for additional support, whether that is around mobility, health or security. Richard says there are practical


considerations which have to be handled carefully in order to avoid forcing staff to disclose personal information, while also being under a professional obligation to keep them safe. An example might be the risk of


exposing a pregnant woman to the Zika virus. A female member of staff might not want to share this personal information with the employer, especially early in the pregnancy. Or a member of staff in a


same-sex relationship might need to be made aware of laws or cultural issues which would affect them bringing their partner on assignment, for example if they are travelling to Saudi Arabia. It is a real challenge to balance discretion with safety, Richard says. “This is an area where HR and


the legal department tend to get more involved than the security side,” he says. “When it comes to someone’s sexuality, it is difficult to broach that conversation. In one way, it is nothing to do with the company what someone does when they leave the office. On the other hand, employers need to understand if an employee might be at risk if they are sent to a location on a work placement.” Some companies use third-


party services to conduct health screenings for employees, allowing for risk assessment without extensive personal disclosure. Richard says providing travellers with relevant information is important but you should not assume that they have engaged with it. Group


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