Beyond the headlines: why close calls deserve our attention

The discussion focused on close calls – why are these incidents so important to examine?

Because they’re the ones we tend to overlook. A cancelled flight, a stolen laptop, a weather disruption or even getting caught up in a local protest might seem minor in isolation, but any one of them can quickly escalate, especially when compounded by fatigue, poor communication or lack of local support. If ignored, moments like these can turn into fullblown crises. By ignoring these near misses, you miss the chance to strengthen your systems. When we only respond to disasters, we’re always playing catch-up. But when we analyse what almost went wrong, we can refine travel policies, improve pre-trip briefings and close gaps in our duty of care.

What role does the IAG network play in these moments?

IAG is a global alliance of medical, travel assistance and insurance providers. We support organisations with mobile workforces through tailored risk management, helping them anticipate, respond to, and recover from incidents wherever they occur.

When something goes wrong, or almost does, our members collaborate to deliver care that’s fast, local and human. Our strength lies in shared protocols and trusted relationships across borders.

The session also touched on wellbeing, cost and sustainability. How do these intersect with risk?

They’re deeply connected. Frequent travel can take a toll on physical and mental health, which affects decision-making and resilience. At IAG, we’re seeing more organisations track wellbeing alongside emissions and trip costs. It’s not just about getting from A to B, it’s about how that journey impacts the traveller and the business.

Ways in which organisations are rethinking travel schedules to reduce employee burnout include protocols like flying staff in the night before a major meeting, even if it means slightly higher costs.

We’re also seeing improvements in pretravel briefings to prepare travellers for unpredictability, while post-trip debriefs help teams learn from those experiences and adjust processes.

And when things do go wrong, it’s not just about logistics. Linking in employee assistance or counselling services makes a real difference. It’s part of a broader shift toward anticipatory care, planning not just for what might go wrong, but for what people need to thrive. IAG is helping more organisations embed these practices into their travel programmes.

What role does collaboration play in improving travel risk strategies?

It’s essential. The GBTA Convention was a great opportunity to reconnect with IAG partners and contribute to both the European and Americas Risk Committees. These forums allow us to share insights, spot emerging trends and co-design solutions that work across borders.

Final takeaway for travel risk managers?

Don’t wait for disaster to strike. Build systems that capture and learn from the close calls. Sometimes the most valuable lessons come from what almost happened. These stories hold the key to smarter, safer and more compassionate travel programmes.