TMCs have become essential for bridging the gaps between duty of care, travel policy and travel risk management, as security, health and operational risks persist with ongoing conflict in the Middle East.
The International SOS Risk Outlook 2026 report found that 49% of global leaders and risk specialists now saw security, health and operational risks as tightly linked, often occurring simultaneously. The report also warned that a ‘preparedness gap’ was widening.
“At a time like this, TMCs are absolutely invaluable,” said Monique Swart, Founder of the African Business Travel Association (ABTA). “Amid ongoing discussions about technology and AI, this is when people want people. And TMCs have become essential in facilitating collaboration between corporate clients, their travellers, risk management teams and suppliers.”
Duty of care and travel policy
While travel policies are designed to ensure duty of care is delivered, the recent escalation in global crises has exposed gaps in traveller compliance and policy effectiveness, leaving TMCs to help close those gaps.
During an ABTA webinar on the Middle East Crisis, Desiree Reveley, GM of Corporate Travel at Rennies BCD Travel, said some corporates had experienced “travel programme leakage” at the peak of the disruption in March when travellers booked outside approved channels, making it harder for agents to locate and assist them during emergencies.
In other cases, corporates were required to amend travel policies to improve traveller visibility, strengthen communication and fast-track approvals for alternative arrangements, particularly for stranded travellers.
“While some of the recent policy adjustments have been temporary, travel managers are doing everything possible to close compliance gaps,” said Kevin Lomax, MD of Wings Global Travel South Africa.
Lomax said Wings engaged extensively with clients to understand how they were adapting to the situation, using that feedback to update both policies and operational practices as their designated TMC. He said the changes were essential to resolving disruption-related challenges.
"Updating travel policies to reflect today's trends and realities and conducting regular risk audits are both important. They go hand in hand," said Mummy Mafojane, GM of FCM South Africa. "Disruption isn't a question of ‘if’ but ‘when’. The companies that weather it best are the ones that already know where their people are, and what to do next."
Risk management
In Wings Global Travel’s recent Travel Management Blueprint research report, 97% of corporates identified travel risk management as one the biggest challenges impacting the effectiveness of their travel programmes.
Mafojane emphasised that the key to effective travel risk management was not only about updating paperwork and travel policies.
“It’s about knowing, in the moment, where your people are and what they’re facing. When disruption hits, you need a plan: who is affected, what is happening, and how you’ll get them to safety,” she said. “More and more companies are waking up to the importance of risk management and, in our experience, the key is being proactive.”
Herman Heunes, GM of Corporate Traveller, explains that in practice, this means corporates have a clear travel policy in place; offer access to reliable pre-trip travel information; clear restrictions on travel to higher-risk countries; have tools in place to locate and contact their travellers quickly in an emergency; and a crisis management plan for when things go wrong.
“This is where a travel management company proves its worth," says Heunes. "When a crisis hits, visibility is everything – a centralised booking system, 24/7 emergency support, strong airline partners, crisis management plans – it’s all part of a managed travel programme.”
