ITIC Global 2026 | Crisis response and resilience in an evolving risk landscape
Graeme Dean and Dr Ahmed Monir discussed the importance of a more holistic, intelligence-led approach to crisis planning for insurers and assistance providers, integrating real-time risk monitoring, coordinated response networks, and clear communication strategies. The session was moderated by Marc Banting, Chief Operating Officer, ITIC
The ITIJ team have been reporting from ITIC Global in Istanbul this week (1–5 November 2026), sharing the discussions that took place at the conference. Read all reports.
Graeme Dean, Founder, Hotspot Cover
Dean warned that the assumption of increasing global stability no longer holds, with conflicts affecting not only those operating in war zones but also travellers, businesses, and organisations far beyond the immediate areas of fighting, as “[the conflict] spills across borders, disrupts supply chains, closes airspace, and reaches cities far from the front line”.
He cited figures indicating that there were 65 active armed conflicts in 2025, alongside an estimated 117.8 million people who have been forcibly displaced. He said that the statistics were higher this year.
“There is a big flow and effect on the global market, directly on the people operating in the countries, including civilians, NGOs, aid workers, journalists, security teams, and medical teams,” said Dean. He added the indirect effect whereby supply chains, and fuel costs and availability is causing unrelated countries to be disrupted.
Dean argued that conventional travel insurance products are often poorly suited to these circumstances, particularly where policies exclude certain high-risk destinations or lack specialist war-risk protection and evacuation arrangements. He pointed out that many policies that are contingent on government advisories become invalid when these change, and in an evolving risk landscape, this happens often. He stressed that organisations must understand these limitations before an emergency occurs, warning that “preparation cannot be improvised once a crisis has already begun”.
Preparation cannot be improvised once a crisis has already begun
Dean said that the industry needs to evolve to support conflict cover in standard travel insurance policies because “situations are changing day-by-day in countries that don’t historically have [conflicts]”.
Concluding, Dean pointed out that specialist high-risk insurance and crisis response planning were becoming essential considerations for organisations operating internationally. In light of the increasing number and spread of conflicts, he said that specialist war zone and high-risk insurance was now becoming a more of a core requirement for any organisation operating internationally. “Insurance that only works when nothing goes wrong is not insurance at all. The whole point is to be there when it does,” he said.
In response to a question from the audience about ensuring that the security providers on the ground are capable of doing what they say they can, Dean said that it was about understanding and questioning the teams, going to visit the teams on the ground, and preparing the pre-travel operating procedures that they will follow.
Dr Ahmed Monir, Founder, LGA Group
Dr Monir said that there were three levels of experience that shaped his viewpoint on how to respond to crises: as a father to protect his family, as a business owner to look after his staff, and as an assistance company to ensure his clients were cared for.
Dr Monir said that crisis management begins on the ground, and humanity and responsibility were vital perspectives to have, building trust with customers and insurers. During Covid, he said, they built a strategy for what is unknown.
To illustrate operational challenges, Dr Monir presented a case involving a stranded ship carrying 4,000 people in Abu Dhabi, and also a similar situation in Qatar. With many older passengers, there were extra considerations that needed to be taken into account. Dr Monir pointed out that there were vulnerable people need extra care, saying that there were people with diabetes, for example, and lots of people with different needs. He said that the challenges involved reaching people on the cruise ship, giving support and delivering medicine, and transferring some people with the greatest need to hospital. He said what was needed in this situation was having people that really care.
Dr Monir highlighted the importance of coordination between patients, families, insurers, healthcare providers, and authorities, supported by shared case information and clear responsibilities.
“Preparation gives us options,” he said, identifying backup teams, alternative transport routes, and clearly defined responsibilities as essential components of crisis resilience. He said you need a plan A, a plan B, and a plan C, saying that if there is a problem with an office that has to close, then he has another office elsewhere that can take over, and a backup for that office.
One day, the person waiting could be someone we love
He said that the level of care that needs to be provided should be based on the premise that “one day, the person waiting could be someone we love”, highlighting that organisations should maintain their humanity in order to support their customers.
Regarding a question from the audience about planning for future crises, Dr Monir said that with the integration of artificial intelligence (AI), it is much easier to compile, analyse, and share data, so the planning for crises has become easier.