Corporate resilience and travel

Some of the world’s busiest transport hubs fell silent overnight. As the Gulf crisis unfolded, flights were cancelled, airline operations suspended, and entire regions experienced an abrupt halt in air travel.

 

The disruption stranded more than 31,000 people travelling for work across the Gulf, from the UAE to Saudi Arabia and Bahrain. This figure only reflects travellers managed by some UK Travel Management Companies (TMCs) operating in the region and does not account for those travelling independently or for leisure.

 

This was not a routine delay, but a systemic shock on a scale comparable to the 2010 ash cloud and the COVID-19 pandemic. For organisations, it served as a real-world test of corporate resilience, exposing how prepared they truly are when disruption strikes.

 

Corporate resilience is often treated as a theoretical concept, deprioritised until a crisis emerges. Its true value, however, is only revealed under pressure. The Gulf crisis demonstrated that resilience is defined by how quickly and effectively a business can respond when normal operations collapse.

 

While travellers were faced with empty departure boards and cancellation notices, a different reality was unfolding behind the scenes. By 9am on the first day, TMCs had established visibility over affected travellers, mapping locations and assessing risk. This provided organisations with reassurance that their employees were being supported and that contingency plans were already underway.

 

Demand surged dramatically. Call volumes increased by 500 per cent, reaching up to ten times normal levels*. Yet, remarkably, average response times were kept under five minutes*. This was made possible by robust infrastructure, rapid scaling of support teams, and updates to booking systems to enforce immediate travel restrictions.

 

The crisis highlighted a necessary shift in how organisations approach resilience. ‘Just in time’ models, effective in stable conditions, must increasingly give way to ‘just in case’ approaches that prioritise preparedness in volatile environments.

 

It also underscored the risks of relying solely on in-house management of business travel. What may seem manageable day to day can quickly become overwhelming in a crisis, when speed, coordination and global reach are critical. The Gulf crisis demonstrated the value of an ecosystem approach, where external partners such as TMCs act as an extension of the organisation, providing immediate access to specialist expertise, established supplier networks and rapid-response capabilities.

 

As is often the case, though not always visible, the role of TMCs extended far beyond logistics. They leveraged relationships with airlines and hotels, acted as central coordination points, and maintained continuous, proactive communication with travellers, bookers and senior stakeholders. This included both practical support and structured repatriation efforts. Replicating this level of coordination internally is challenging, particularly under intense time pressure and when internal teams are balancing multiple responsibilities.

 

The response was not driven by systems alone. While technology enabled rapid tracking and communication, human expertise proved equally critical. Behind every request for support was an individual seeking not only practical assistance, but reassurance. In moments of uncertainty, access to calm, informed human guidance becomes a defining feature of resilience. Organisations that successfully combine technology with human support are far better equipped to navigate disruption.

 

At its core, corporate resilience is about people. A company’s ability to locate, communicate with and protect employees travelling for work during a crisis is no longer optional; it is a fundamental duty of care that must be delivered at speed, regardless of the nature of the disruption.

 

The Gulf crisis should serve as a clear warning. The question is no longer whether another crisis will occur, but whether organisations will be prepared when it does.

 

Building resilience requires deliberate action. It means moving beyond reactive planning and investing in the processes, partnerships and capabilities needed before disruption occurs. It also means recognising that external expertise is not a luxury, but a strategic advantage, and that managing travel for work is ultimately about safeguarding people and protecting the organisation as a whole.

 

In an increasingly unpredictable world, corporate resilience is defined by readiness. Achieving true readiness often does require strategic partnerships. For those travelling for business, or managing those who do, having a TMC in your corner is essential – they are truly valuable, particularly in times of crisis.

 

Organisations that invest in resilience may not avoid disruption, but they will be far better positioned to respond, recover and continue operating when it matters most.

 

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Clive Wratten is the CEO of the Business Travel Association (BTA)

 

Main image courtesy of iStockPhoto.com and LumiNola