18/02/2021
Lessons learned from the world of Information Technology
Over the past couple of weeks, dozens of LinkedIn users have posted a somewhat interesting and thought provoking graphic.
The result of a survey conducted by James Eagle, a Zurich based investment writer and blogger, the graphic illustrates the result of a simple question: What drove digital transformation in your company, the Chief Executive Officer, the Chief Technology Officer or Covid-19?
A simple question to which a startling 88% of respondents specified Covid-19.
While there are few direct links between Travel Security and Digital Transformation, there are, however, some parallels between the conclusion of the survey and an event that shook the Italian security community in January 2019.
What’s driving change in your organisation?
The question is simple but significant: What’s driving your organisation’s implementation of a Travel Risk Management policy? Hopefully, the driving force won’t be a reaction to a traumatic event.
Generally there are three principal answers to the question: compliance with the Italian legal framework, moral and ethical considerations, or the understanding that security adds value to a company.
“The idea of having to create and maintain a robust travel security programme can seem a daunting prospect”
If asked, most organisations will reply that all three combined are the driving force behind the development and implementation of an adequate Travel Risk Management policy.
For organisations that have as yet to implement the necessary policies, the idea of having to create and maintain a robust travel security programme may appear something of a daunting prospect.
However, if addressed correctly, the task can be broken down into a series of achievable steps that lead towards the objective of achieving full compliance with the legal, ethical and value considerations cited above.
Leadership and ownership
Stakeholder identification and their involvement through a precise breakdown of roles and responsibilities lies at the heart of the development of an organisation’s Travel Risk Management policy.
Leadership and ownership are the starting points. The first question has to be who or which department will take the lead? In all probability the choice will be to select an individual from the risk, security, legal, or human resources department.
“The first question has to be who or which department will take the lead?”
In most cases taking the lead will automatically imply ownership, the overall responsibility for the development and implementation of the organisation’s travel policy.
It is essential that departments work together guided by a holistic approach to travel risk management, this implies setting precise goals and objectives that will depend upon efficient interdepartamental communications and collaboration.
The most important piece of advice is that everyone in the organisation should perceive the Travel Risk Management policy as being supported at Board level and sponsored by each of the pertinent departments.
Conclusion
For a company’s Travel Risk Management policy to succeed, leadership, ownership and efficient management are the three essential components.
While management must make a determined effort to define and implement the necessary steps, it is essential that the objectives and advantages of a robust Travel Risk Management policy are shared and understood throughout the company.
While Pyramid Temi Group firmly believes that every organisation has the capacity to develop and implement a Travel Risk Management policy, we recognise that professional support and practical advice can go a long way to assisting companies achieve their objectives.
If you’re interested in knowing more about how our 40 years’ experience in Security and Travel Risk Management can benefit your company, we’re available to discuss your risk profile and analyse your requirements.