Unpredictable security challenges across the Middle East are forcing companies to rethink corporate risk.

From maritime incidents to unrest across the Levant, businesses are facing threats that go beyond traditional concerns. Dynamic risk evaluation, employee safety and rapid response are no longer secondary issues. Yet, many firms remain unprepared for even basic duty of care, let alone during crises.

Common failures are lack of preparedness and waiting too long to act. Many companies are unclear on what crisis management really involves. Others wait, often hoping that instability will pass. By the time they act, the chance for safe evacuation may already be gone.

Flight availability decreases, land routes become unsafe, and costs rise quickly. Early planning, clear decision thresholds, and reliable security intelligence can make a difference.

Understanding the difference between travel risk management and crisis management is critical. Travel risk management is a proactive effort to reduce exposure before an incident. It reflects a company’s obligation to keep employees safe.

Crisis management is also about pre-planning

Crisis management begins when something has gone wrong. These are separate functions but must be linked. Both need to be tested regularly to stay relevant and effective.

Access to accurate and timely security intelligence is often what defines a successful response. Any company that takes its duty of care seriously must understand the situation on the ground.

Real-time awareness gives leaders the clarity to act and allows teams to adapt as events unfold. Relying on news coverage is not a strategy. Monitoring must be proactive and continuous in sensitive regions. Awareness helps, but it must be paired with action.

Nature of in-country risks have changed

There are still common misconceptions. One is that someone in the organisation is already managing risk. In reality, roles are often unclear. In court, senior leaders remain accountable.

Another misconception is that risk only matters in dangerous places. Every major city presents risks, from crime to infrastructure failure. Travel risk management must be applied wherever employees are sent.

The nature of risk has changed. Political unrest, public health threats, surveillance and misinformation are now part of the environment. Some companies only act after facing loss or legal consequences.

In one case, a humanitarian worker died of malaria in an area with poor medical access, the organisation was held responsible. Good intentions are not enough.

Technology is helping. Mobile tools now allow employees to signal for help, receive updates and stay connected. These systems improve response but must be supported by training and clear procedures. Technology alone cannot manage crises.

Companies must take deliberate action. Policies must be in place and understood. Training must be fit for purpose. Communication tools must be in place. Contingency plans must be practical and regularly tested.

Current security challenges leave no room for delay. Crisis readiness is not a future concern. It is a present and urgent requirement.

Companies that prepare will protect their people and their reputation. The ones that wait may face wider financial penalties, and possibly worse.

Carl Sykes

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Crisis management is also about advance planning