Building a Travel Risk Management Program

Traveler Safety and Duty of Care for Any Organization
 
 
Butterworth-Heinemann (Verlag)
  • 1. Auflage
  • |
  • erschienen am 4. April 2016
  • |
  • 222 Seiten
 
E-Book | ePUB mit Adobe DRM | Systemvoraussetzungen
E-Book | PDF mit Adobe DRM | Systemvoraussetzungen
978-0-12-801938-2 (ISBN)
 

Building a Travel Risk Management Program: Traveler Safety and Duty of Care for Any Organization helps business and security professionals effectively manage traveler risk by showing them how to build a complete travel risk program. While global corporate travel risks are increasing exponentially, many security and business managers are not well-versed in the rapidly changing global landscape of travel risk, nor do they fully realize the multitude of risks their companies face if they don't comply with their legal obligations-'duty of care'-for protecting their employees from foreseeable harm, which can cost a company in the form of extensive fines, productivity loss, business interruptions, stock price loss, litigation, and even potential bankruptcy.

This book is the first to bridge the gap between the topics of travel management, security, and risk management. It serves as a reference point for working with other departments, including human resources and legal, paving the way for better internal cooperation for travel managers and security managers. In addition, it helps organizations craft a travel risk management program for their unique needs that incorporates the most important policies and procedures that help them comply with legal obligations.


  • Illustrates common mistakes that can have a devastating impact across the entire enterprise with real-world examples and case studies
  • Includes testimonies from corporate travel risk security experts on best practices for meeting the constantly changing duty of care standard
  • Presents best practices for reducing the risk of exposure and liability
  • Offers models for effectively promoting and advocating for travel risk management programs within the organization
  • Compares laws like the UK"s 'Corporate Manslaughter Act" (considered one of the world's most strict legislative standards) to similar laws around the world, showing how compliance requires constant supervision and process improvement


Charles Brossman is an internationally recognized expert, speaker and writer on travel risk management. He is a former corporate travel manager, and has held senior level positions at global travel management companies as the sole travel risk management subject matter expert covering over 150 countries, specializing in developing and implementing travel risk management products and services around the world. Mr. Brossman is a former member of the GBTA Risk Committee and the GBTA Foundation Risk Task Force, and currently sits on the advisory board for the Global Congress on Travel Risk Management, influencing industry best practices and teaching them to corporate clients and organization members at conferences, meetings and webinars throughout the year. Learn more about Charles at charlesbrossman.com, and follow him on Twitter at @travelcharles.
  • Englisch
  • San Diego
  • |
  • USA
Elsevier Science
  • 2,86 MB
978-0-12-801938-2 (9780128019382)
0128019387 (0128019387)
weitere Ausgaben werden ermittelt
  • Front Cover
  • Building a Travel Risk Management Program
  • Copyright Page
  • Contents
  • Foreword
  • Introduction
  • About the author
  • 1 Planning for known and unknown risks
  • Legal duty of care-definition
  • Duty of care and tort law in the United States
  • Case study-U.S. workers compensation and arbitration
  • Examples of potential risk exposures and incident types
  • Medical issues or concerns
  • Mistake 1: Assumption that vaccines are complete preparation for an overseas trip
  • Mistake 2: Conflicting Internet information
  • Mistake 3: Failing to make simple preparations for predictable health issues
  • Mistake 4: Assuming the quality of care for chronic conditions abroad
  • Mistake 5: Assuming that travel to a Western-style country is travel to a low-risk country
  • Biohazards, toxicity, epidemics, and pandemics
  • Pandemics
  • Ebola's impact on Fonterra's bottom line
  • Air travel health risks and concerns
  • Air quality within commercial aircraft
  • Disinsection
  • Immobility-blood clots (deep vein thrombosis)
  • Civil unrest (including active shooter situations)
  • Harassment by authorities
  • Considerations for female travelers
  • Cultural or social stigmas and violence against women
  • Honor killings
  • Dress expectations for women
  • Sexual assault, harassment, and objectification
  • Sexual harassment case study
  • Hate crimes
  • Anti-LGBT laws and cultural acceptance of violence
  • Kidnapping and ransom
  • Who is at risk?
  • Medical emergencies, evacuations, and insurance
  • United States-Workers' compensation
  • Natural disasters
  • Evacuations for the disabled
  • Nonmedical evacuations
  • iJET case study-iJET and the South Sudan evacuations
  • Open bookings
  • Open booking data issues
  • Open Booking Case Study
  • Personal property and identity theft
  • Mugging and pickpocketing
  • Traveling with prescription medicine
  • Measuring traveler wear and tear
  • Traveler friction versus travel policies
  • Personal well-being and stress
  • Repatriation of mortal remains
  • Theft of intellectual property
  • Traveling light
  • International protections for intellectual property rights
  • HIV-positive travelers and expatriates
  • 2 Assessing your current approach to travel risk management
  • Defining travel risk management
  • What is an employer's "duty to disclose"
  • Push versus pull disclosures
  • Travel risk management maturity model (TRM3) overview
  • Policy/procedures
  • Training
  • Traveler training
  • Travel advisor training (travel agents or counselors, not corporate administrators or "bookers")
  • Travel risk management employer stakeholder training
  • Crisis management team (CMT) training
  • Cyber security and social media training safety training
  • Risk assessment
  • Risk disclosure
  • Risk mitigation
  • Risk monitoring
  • Risk monitoring-common mistakes
  • Response
  • Notification
  • Data management
  • Communication
  • The end result of thorough assessments
  • 3 Building a proactive travel risk management program
  • Planning
  • Training
  • Crisis and incident response hotlines
  • Feedback
  • 4 Travel risk policies, compliance, and supplier safety
  • Sample best practices to support policy development
  • General travel and reservations
  • Risk disclosures and crisis response
  • Foreign corrupt practices act
  • Foreign corrupt practices act-an overview
  • Duty of loyalty
  • Supplier safety
  • Air travel
  • Recommendations for evaluating airline safety
  • Car rentals
  • Rail travel
  • Worldwide
  • United States
  • Europe
  • Hotels
  • Ground transportation
  • Taxicabs
  • For-hire vehicles
  • "Sharing economy" ground transportation suppliers
  • Safety concerns over shared economy ground transportation
  • "Sharing economy" accommodations providers
  • Airbnb case study
  • 5 Crisis response
  • What constitutes a crisis within the framework of travel risk management?
  • Crisis management team
  • Risk disclosures and crisis response
  • Business continuity plans
  • Defining contracted third-party crisis response support
  • Define crisis response protocols, thresholds, and escalations
  • Designate organizational command center
  • Define reporting and status process
  • Conduct crisis "readiness" exercises
  • Continuous process improvement
  • Getting the most out of your crisis hotline and response support provider
  • 6 Kidnap and ransom, extraction and evacuation
  • Kidnap and ransom
  • Types of kidnapping
  • Commonsense kidnapping avoidance tips
  • Kidnapping crisis response-preparation and training
  • Proof of life and kidnapping policies and procedures
  • Communication
  • Interaction with the victim's family
  • Traditional and social media roles relative to kidnapping
  • Hostage survival training
  • Insurance
  • Reaction
  • Government support or lack thereof for ransoms
  • The United States
  • United Kingdom
  • Australia
  • Extraction
  • Risks to the operation
  • Legal risks
  • Risks to the organization
  • Evacuation
  • Key differences in corporate medical and security plans and insurance
  • Access to medical network
  • Access to medical network plus insurance
  • Access to security network
  • Access to security network plus insurance
  • Kidnap and ransom coverage
  • 7 Hotel safety
  • Employer perspective
  • Hotelier's perspective
  • Training hotel employees
  • Rezidor Hotel Group safety and security "always care" program case study
  • Traveler's perspective
  • General traveler hotel safety tips
  • Hotel security tips for high-risk destinations
  • Hotel room access, benefits, and features for travelers via mobile devices
  • 8 Conferences, meetings, and incentive trips
  • Group air transportation
  • Hotel location and venue selection
  • Insurance
  • Insurance considerations for meetings and events
  • Ground transportation
  • Meetings planners
  • 9 Enterprise risk management and its relation to travel risk management
  • XYZ auto parts
  • Scenario 1-Supply chain loss investigation
  • Scenario 2-Natural disaster impact on crisis response
  • Scenario 3-Civil unrest impact on facilities and productivity
  • Physical security
  • Operational resiliency
  • Case study 2: IAMGOLD corporation
  • 10 Travel management companies
  • Global distribution systems
  • Computer reservations systems
  • Passive segments
  • Incorrect assumption
  • Educating buyers regarding reservations data (expectations versus reality)
  • Reservations Data Case Study
  • Different uses for reservations data
  • Pretrip approval applications
  • Quality control systems
  • Travel management company core offerings
  • Risk-rated traveler tracking and reporting dashboards
  • More recent travel management company "travel risk management core offerings"
  • Standalone technology masquerading as travel risk management, versus comprehensive travel risk management
  • 11 Finding the money for travel risk management
  • The value of a human life
  • How do I show a return on investment on risk management?
  • Savings via self-insurance
  • Business continuity or operational resiliency plans
  • Using OSHA (Occupational Safety & Health Administration) - U.S. Department of Labor Data for TRM Investment Business Case
  • Leveraging ERM (enterprise risk management) identifying claims and costs savings opportunities
  • 12 TRM - setting new standards for what's to come
  • Travel management companies
  • A travel management company's role in travel risk management
  • Data quality and travel risk management program maintenance
  • You can't manage it if you can't measure it!
  • What the future holds for travel risk management
  • Alternative means for capturing sufficient traveler data
  • Corporate card data
  • Mobile application data
  • Mobile application case study
  • Index
  • Back Cover

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