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Do Organisations including, Security Managers Forget About Medical Assistance? Is that an insightful or inflammatory question?  TRA Mentor Thierry Montrieux gives us his considered opinion and some trips on addressing it if the answer is anything other than NO. Security managers focus heavily on threats like theft, violence, cyberattacks, or physical intrusions—but medical assistance can sometimes get overlooked by the organisations. From my experience a few of the common reasons why this happens are: Perceived Scope of Responsibility Many security managers view their role primarily as preventing security breaches, not handling health or safety. They assume medical emergencies fall under HR, health & safety, external emergency services or their designated emergency medical assistance company if one is appointed directly or via an insurance policy. Training Bias Security training often emphasises surveillance, access control, and emergency response for hostile threats. General first aid and medical response may be optional or underemphasised, so it doesn’t stay front of mind. Reactive vs. Preventive Mindset Security teams often operate in a reactive mode, preparing for intrusions or incidents. Medical events (like heart attacks, asthma, or fainting) can feel less predictable and thus get pushed aside, even though they’re statistically more likely. Budget & Resource Allocation Companies often allocate resources to visible security measures (guards, cameras, alarms) rather than medical preparedness (AEDs, first aid kits, staff training). Over-reliance on Emergency Services Security managers sometimes assume that calling the emergency service is “enough,” forgetting that in many emergencies (e.g., cardiac arrest), the first few minutes of on-site response matter most. Cultural Factors In some organisations, there’s a culture of separating “safety” and “security.” This silo effect leads to gaps in holistic emergency planning. Statistically, medical emergencies are far more common in workplaces than violent intrusions, so integrating medical preparedness into security planning makes organisations safer. Whilst there are no published statistics experience tells me for every 100 incidents around 99 will be for some sort of medical emergency ranging from the simple cut to the life threatening. To help, I have put together some practical steps security managers can take to make sure medical assistance isn’t overlooked in their emergency planning: 1. Integrate Medical Response into Security Protocols Add medical emergencies (heart attacks, seizures, allergic reactions, injuries) into the same emergency response playbooks used for fire or security threats. Treat “first aid readiness” like fire extinguishers or CCTV — something that needs inspection, upkeep, and drills. 2. Train Security Personnel in First Aid Require at least basic First Aid, CPR, and AED training for all security staff.  Build this into your TRM training package. Make refresher courses mandatory (skills fade quickly if not practiced). Encourage cross-training with health & safety teams. 3. Equip the Environment Ensure AEDs (defibrillators) and first aid kits are strategically placed and checked regularly. Include trauma kits (tourniquets, pressure bandages) in areas where workplace accidents or active threats are possible. 4. Improve Communication & Coordination Establish a clear medical emergency chain of command (who calls EMS, who assists the patient, who manages crowd control). Make sure any security guards know how to guide paramedics quickly to the scene (lost minutes in large facilities are critical). Who contacts the medical assistance company and when 5. Run Joint Drills Include medical scenarios in emergency drills (e.g., simulated heart attack in the lobby, choking in the cafeteria). Involve your medical assistance company or consult a medical assistance industry expert. This makes response smoother and reduces hesitation during real incidents. 6. Leverage Technology Some security systems can integrate with panic buttons or health monitoring wearables for lone workers. CCTV operators can be trained to spot medical distress (slumping, collapsing, seizure-like activity). 7. Break Down the “Silo Mentality” Collaborate with HR, health & safety officers, and local emergency services, your medical assistance company or consult a medical assistance industry expert. Security should see themselves not just as protectors from external threats, but as first responders in all emergencies. By reframing “security” as protection of life first,  vulnerabilities second, medical preparedness becomes a natural extension of the role. Here’s a short checklist security managers could use directly in their planning, or more of a policy guide that could be adopted at an organisational level. Security & Medical Assistance Checklist 1. Training All security staff trained in First Aid, CPR, AED use Regular refresher courses scheduled Cross-training with Health & Safety team 2. Equipment AEDs installed in high-traffic areas and checked monthly First aid kits fully stocked and inspected Trauma kits available where high-risk incidents may occur 3. Procedures Medical emergencies included in security protocols Clear chain of command for medical incidents Defined role for security: first aid, scene control, EMS escort 4. Drills & Coordination Regular medical emergency drills conducted Security staff know how to guide EMS quickly to incident location Coordination established with local hospitals/EMS 5. Communication & Awareness Emergency numbers posted and known to all staff Security can communicate calmly and clearly under stress CCTV/monitoring staff trained to spot signs of distress 6. Culture & Responsibility Security team recognizes role as first responders Medical preparedness seen as equal priority to threat response Collaboration with HR & Safety teams maintained Never be afraid to seek, help, support and advice from people that have the experience to build the knowledge you need to provide the duty of care for your teams and staff.

Bridging Silos in Travel Risk Management: 5 Key Steps to Keep Employees Safe As companies expand globally, the need for a solid travel risk management programme becomes more critical. Yet, establishing this programme can be challenging, especially when departments like People Management, Vendor Management, Corporate Mobility, and Security have their own goals and responsibilities. These silos can lead to communication gaps, misaligned priorities, and missed opportunities to keep employees safe and supported. Now more than ever, leaders are seeking ways to foster collaboration for more effective travel risk management. Without aligned strategies and open communication, essential travel safety initiatives can face delays or even be compromised. Bridging silos is crucial to keeping travel risk management efficient, responsive, and proactive. Why Silos Are Hard to Bridge — and Why They Matter in Travel Risk Management Silos naturally form as organisations grow and teams have specialised goals. By bridging these silos, companies can create an organised, effective travel risk management programme. Here are five key steps to help teams work together seamlessly. 5 Steps to Bridge Silos in Travel Risk Management Align Leadership Across Departments Effective travel risk management programme needs a unified approach driven from the top. Leaders from People Management, Vendor Management, Corporate Mobility, and Security should regularly meet to create a shared vision and align on travel risk priorities. Forming a cross-departmental leadership team or steering committee helps ensure that each department understands its role in keeping travellers safe and how it fits into the company’s larger goals. Build Cross-Functional Travel Risk Teams Combining insights is essential for a comprehensive travel risk strategy. These cross-functional teams allow each department to share expertise. This collaborative approach results in travel programmes and policies that are both safer and more effective for everyone involved. Define Clear Roles and Responsibilities When multiple departments work together, roles can overlap. Define each team’s responsibilities within a travel risk management programme to ensure clarity. Clear roles help teams stay organised and focused on their unique responsibilities. Appoint Co-Leaders from Each Department For travel risk projects that require deep collaboration, appointing co-leaders from different departments helps balance priorities. For example, co-leaders from People Management and Vendor Management can ensure employee well-being and cost-efficiency, while a Security co-leader ensures that thorough risk assessments are factored in. This co-leadership model supports a balanced approach to decision-making. Prioritise Travel Risk Training Across Departments Travel risk training is essential for equipping teams to support and protect employees effectively. Training ensures that each department understands travel risk protocols, their specific responsibilities, and the resources available for travellers. When employees are trained to work together across departments, they’re better prepared to act swiftly, manage emergencies, and collaborate effectively in high-stakes situations. This unified approach to training also builds a stronger, more informed travel risk management culture across the organisation. The Path to a Strong, Unified Travel Risk Management Programme Building a strong travel risk management programme is essential for ensuring employee safety in an unpredictable world. By adopting these five strategies and prioritising training, organisations can create a cohesive programme that is flexible, responsive, and prepared to tackle the challenges of a constantly changing environment. This approach will help companies to stay resilient and ensure the safety of employees, no matter where they travel.

In today’s global business environment, protecting employees during business travel is more critical than ever. ISO31030:2021, the international standard for Travel Risk Management (TRM), has emerged as a vital framework for organizations looking to enhance their TRM practices. But there’s often confusion about certification—let’s clear that up. Understanding what ISO31030:2021 is all about ISO31030 serves as a comprehensive guide for organizations to Develop and implement effective travel risk management programs Meet duty of care obligations Protect employees during business travel Identify and address organizational and traveller needs Protect the organization’s assets while travelling Enhance the performance of the Travel Management programme The standard offers experienced travel risk and security managers a valuable benchmark to test and improve existing processes. It also provides a structured framework for organizations starting from scratch, helping them build a robust TRM program that can deliver value immediately and grow and adapt to the organization’s needs. The structure and detail it provides specifically address the business travel sector, and the standard helps the Travel Manager identify and address the risks to the traveller and, importantly, the organization. ISO31030:2021 is based on the world’s most influential risk management standard, ISO 31000:2018. This also means it easily fits into your current working practices, complements existing risk management programmes, and seamlessly interacts with Security, Information Security and Health and Safety programmes. By adopting the standard, you will not only improve your Travel Management programme for travellers but also add to the organization’s security and resilience. The cherry on top is that the standards approach helps manage costs, can increase the overall value gained from business travel, and demonstrates to stakeholders, including the Courts, that you take ‘Duty of Care’ seriously. ISO 31030 improves travel management, keeps people safer and happier, and helps you deliver better performance for all stakeholders. ISO and the Certification Question Here’s what you need to know about ISO31030 certification.  It can get a little technical, but bear with me! Firstly, let’s cover the basics: who is ISO? ISO, the International Organization for Standardization, brings global experts together to agree on the best way to do things — from making a product to managing a process. As one of the oldest non-governmental international organizations, ISO has enabled trade and cooperation between people and companies the world over since 1946. The International Standards published by ISO serve to make lives easier, safer, and better. ISO31030 is an International Standard (IS). It is recognised around the world and has the weight and credibility of the world’s largest standards body behind it, and now you.  ISO comprises around 170 member countries, and the standards produced truly provide relevant good practice guidance that underpins global trade. Broadly speaking, standards come in three general types. The first two are International Standards (IS) and Management Systems Standards (MSS). There are also a number of other publications that are generally less formal, such as Technical Reports and Specifications and Handbooks. ISO members can propose new standards activities to a technical committee, which is then balloted across the membership. International Standards (IS) are intended to provide good practice guidance on a subject area that is clearly defined in the standard’s scope. For ISO 31030, this is Travel Risk Management.  While there is a clear framework within the standard, with tons of advice and guidance, users are free to select how they implement the standard based on their needs and level of maturity or experience. International Standards are, by their very nature, designed to help improve your processes and performance. Flexibility is built in, enabling you to grow and develop your programme as needed and in line with your available resources.  How we developed ISO 31030 allows organizations to benchmark or perform a GAP analysis efficiently to quickly see where improvements can be made to current activities or where necessary capabilities may be missing.  From my experience, most travel managers have a decent proportion of the basics in place, especially relating to booking and purchasing, but often lack the broader capabilities needed to meet the Duty of Care. There can also be gaps around incident response, information security, and healthcare that often end up causing serious issues. The guidance offered by ISO 31030 allows for a pretty adaptable approach across the activities and processes you use. When you use a guidance standard, you get to choose what elements to apply and why. It is mainly for internal use, and while you can check or ‘audit’ the programme, the baseline is largely based on what you have decided is important.  Generally speaking, a Management System Standard (MSS) is different. It can provide some of the flexibility of an IS, but its focus is more on ensuring processes work as intended and performance is as expected. A formally defined ISO assurance process can be used to check what is happening in the real world and that it meets the organisation’s expectations. Standards like ISO 9001, ISO 45001, and ISO 27001 are great examples of the MSS approach to standards. By using MSS standards, organizations can improve the quality of their products and services and provide evidence to a wide variety of stakeholders that they are meeting the expectations laid out in each standard. Many choose to certify their processes not to gain a simple piece of paper but to confirm that they can be trusted to deliver for customers time after time. In some markets, certification can almost be mandatory. While many seek formal certification, others choose not to certify and instead use the MSS as a powerful management tool that provides similar benefits without the extra effort needed to obtain it. There is a quick point that needs to be made. ISO does not perform certification or issue certificates, nor permit anyone to use the ISO logo in connection with certification. Certification is performed by external certification bodies, thus a company or organization cannot be certified by ISO. Independent certification bodies (CBs) certify ISO management system standards. These bodies are accredited by the International Accreditation Forum (IAF)