Disclaimer

Table of Contents

Introduction
These guidelines help organisations manage the risks associated with sending workers and their dependents on international long-term or short- term travel or assignments. It does so by setting out what the organisations need to know, do, and pay attention to. There are many reasons for organisations to manage these risks ranging from their duty of care, moral, legal, ethical, financial and reputational obligations. It is indeed important to look after workers, keep them healthy, safe and productive because it is good for business competitiveness and organisational resilience. There is a growing awareness as well as a body of case law in many countries holding the organisation legally responsible for not taking reasonable measures to ensure the health, safety and security of persons travelling away from home for work. In some countries, there are standards and legislation extending the provisions of occupational safety and health laws to workers working outside of their home country. The effective management of travel safety, health and security risks requires strong leadership and commitment by workers and senior management. They need to arrange for the establishment and continuous improvement of a travel safety, health and security management system. The successful implementation of these arrangements can only work if everyone involved understands and carries out their responsibilities. This document provides a framework to help organisations make travel and assignments safer, healthier and more secure. This framework should be used in conjunction with national law and practice as well as other relevant sources of advice such as government, institutional and regional travel warnings. This framework is intended to be used by organisations and workers, as well as intergovernmental organisations, governments and others concerned with the safety, health and security of travellers and assignees. This document brings together technical expertise from around the world. It was developed by the International SOS Foundation after consulting documentation and reviewing good practices in dealing with the organisation's responsibility for persons working away from home. It is based on the general outline, and elements of the ILO Occupational Safety and Health Management System. (International Labour Organization, 2001) At the time this document was composed, two countries, Australia and Canada, have clarified the national occupational safety and health legislation for employees working outside of their home country. In other areas of the world this legal coverage has been in place for a long time. A growing number of other countries have case law that holds organisations responsible for occupational injuries or illness related to work abroad. (Australian Government ComCare, 2013) (Foreign Affairs and International Trade Canada, 2012)
Rationale
There has been a considerable growth of international business travel and travel related to work. Mobility is increasing due to globalisation, new markets and the need for services. Recent studies have shown that there has been a 25% increase of assignee levels over the past decade and a 50% additional growth in mobile workers is expected by the year 2020. (Price Waterhouse Coopers, 2012) International travel is a large component of many organisations to such an extent that the definition of the workplace is evolving, integrating professional travel and assignments. The responsibilities of the organisation will therefore remain an important topic. In the past, concerns and measures of protection focused on the business professional, or the 'executive traveller'. However, today there are many types of working travellers. They can be a senior executive who is travelling to close an important deal, a consulting technician who is travelling to service a system, a manual labourer working with a large group building a road through a jungle, or a domestic person hired abroad to work in a household. At any given time there are many types of workers travelling around the globe. The risk for a worker travelling or working abroad can cover a wide range of issues in additional to 'traditional' occupational safety, health and security considerations. For example, latent health issues such as cardiovascular diseases, quality and accessibility of adequate health care, location-specific infection risks, lost medication, lost travel documents, the quality of state security and emergency services, road traffic accidents, political unrest, violent crime, terrorism and conflicts, major accidents, natural disasters, and cultural and legal complexities. Most often a situation can be dealt with locally with on-site advice, but sometimes a more complex intervention is needed. Success in managing and recovering from an event requires a proactive approach to prevention and mitigation in order to minimise both the probability and impact on the individual and the organisation. Organisations have often been misled in thinking that the only thing necessary to manage these situations is insurance. Even insurance that covers financial and medical risks may not provide adequate assistance. Insurance cannot replace prevention and response. Organisations should ensure that adequate health, safety, security and legal protection measures are in place for their workers on international travel assignments for the following reasons: . Prevention, response to, and mitigation of incidents reduces costly interruptions to business activities, improves morale and strengthens productivity The adequate identification of threats and hazards, and the management of risks during an incident may allow for the continuation of activities or the development of new opportunities , which could have otherwise been lost Meeting these responsibilities can mean a . positive return on investment . This protection is an important part of corporate social responsibility . It is important to ensure that any relevant legal obligations are met Prevention, response to and mitigation of an event reduce . the risk to an organisation being faced with litigation The goal of this document is to provide a practical framework as to what are reasonable measures that an organisation can take before, during and after travel for achieving continual measurable improvement in occupational safety, health and security on international assignment. Safety, health and security for work-related international travel and assignments
Objectives
The purpose of this framework is to assist the organisation in preventing, mitigating and responding to risks associated with international work-related travel and assignments by: . Developing and maintaining policies and arrangements to protect workers and their dependents in respect of those risks Integrating these into the organisation's broader policies . and procedures Establishing, maintaining and continually improving a . system to identify threats/hazards and assess the likelihood/ probability and impact/severity Motivating management, workers, and their dependents to . improve travel and assignment safety, health and security
Scope
This framework addresses the main elements of: . Policy Dynamic threat and hazard identification and risk . assessment Organising, planning and implementation . Evaluation . Action for improvement . Detailed guidance on the following subjects is not included in this document and should be obtained from local sources or an organisation's documents: Business training on diplomacy/protocols . • Cultural norms and acceptable behaviours • Locally-defined elements which can adversely affect safety, health and wellbeing if not understood Further documents on the duty of care of the organisation for travel and assignment can be found on the International SOS Foundation website www.internationalsosfoundation.org.
Policy statement
Through developing and implementing a policy statement, the organisation and senior management demonstrate both leadership and commitment. The policy statement is specific to the organisation and aligns travel and assignment safety, health and security with the organisation's objectives. The statement should be dated and signed by top management. There are three main elements that should be included in the policy statement: . The statement of intent (or mission statement) . The organisation of travel and assignment safety, health and security Arrangements It is good practice to integrate this policy statement with the organisation's broader policies, in particular the occupational safety and health policy. Other organisational policies such as those for human resources, corporate social responsibility, ethics, sustainable development, travel and compliance are also relevant.
The statement of intent
The statement of intent should cover: • Aims and objectives and how they are linked to the organisation's objectives . Compliance with national and local legislation, codes of practice, and organisation's directives, where applicable . The identification of threats and hazards, and a dynamic risk assessment . A commitment to prevention, protection, mitigation and response to incidents related to safety, health and security while travelling or on assignment
The organisation
The organisation section of the policy statement defines key roles and responsibilities and who will carry out certain tasks. These will normally be described in job descriptions aligned within the organisation chart. For example, it will identify the role and responsibilities of the managing director, levels of management, all relevant workers, competent persons and others. This section could also describe how certain tasks are delegated to competent persons, having relevant knowledge, skills and experience (including but not limited to specialists such as those dealing with safety, health, security, risk management, travel, emergency management, occupational and travel medicine, and human resources). It may also describe the role of an outside organisation dealing with these issues.
The arrangements
The arrangements section of the policy statement defines the 'how'. It explains in general terms arrangements to deal with global issues related to travel and assignment safety, health and security. It also defines special arrangements to deal with the identification of specific threats, hazards and risks identified during the risk assessment that go beyond the scope of the general arrangements. Statements such as the following example should be included in the general arrangements section of the policy. Arrangements will be put into place to: . Carry out threat and hazard identification and risk assessments on a regular basis Put in place procedures to prevent incidents and provide . adequate control of safety, health and security risks arising from work activities, travel or assignment . Provide adequate training to ensure workers are competent to carry out their work in a safe and healthy manner, and can address travel and assignment-related risks Encourage and consult with workers on a day-to-day basis . on travel and assignment safety, health and security issues Provide adequate 24/7 security support to individuals in their . movement to and from location and in the functioning of their work . Implement emergency procedures in case of incidents Evaluate and provide access to adequate health care and . medical emergency plan for workers and their dependents on work-related travel or international assignments (including 24/7 medical contact) . Ensure that all incidents are reported according to a fixed reporting matrix including medical events which happen during travel or assignment
Timing for review and
modification
The policy needs to be reviewed periodically based on needs, experience as well as significant changes in environment. It should be modified as necessary.

Functional responsibility
and accountability
Senior management
Senior management has overall responsibility for the travel and assignment safety, health and security. In addition they provide leadership for these activities by establishing structures and processes that would, in general terms: . Ensure that line-management responsibility is known and accepted at all levels Define and communicate responsibilities to all relevant . parties . Ensure adequate communication arrangements for travellers and assignees Implement and review a clear policy with measurable . objectives . Establish effective arrangements to identify threats and hazards and eliminate or control travel and assignment risks . Ensure adequate resources so that persons responsible for travel and assignment safety, health and security, can perform their functions properly .
Manager responsible for travel and assignment
safety, health and security
This manager (whether central or on-location) should have responsibility and accountability for the development, implementation, periodic review and evaluation of the system to manage travel and assignment safety, health and security for locations with or without a local organisational infrastructure. Good practice suggests that they ensure: . A competent person plans travel and assignments for work • Up-to-date threat and hazard identification and risk assessment are carried out and appropriate for every travel and assignment destination . A system exists to establish types and categories of risk levels and protocols that require specific actions including measures to address high-risk locations and escalating risks . Part of the travel and assignment approval process includes: > A documented recognition that the relevant worker has read and signed, confirming that they are aware of associated risks, and measures to avoid or mitigate these > A process that ensures that all relevant workers are medically fit to travel, having completed a pre-travel medical evaluation where appropriate, and that all necessary medications are prescribed and vaccinations are up to date > A briefing for all relevant workers on safety, health and security arrangements > Adequate training for all relevant workers on location- specific and traveller-profile information > An effective system to monitor the location of relevant workers, to be used when indicated by the risk level protocol On-location organisational policy and procedures are integrated with local arrangements, such as notification and approval of incoming assignees or visitors, safe systems of work, and emergency procedures Safety, health and security for work-related international travel and assignments
Other relevant internal stakeholders
Depending on the nature of the organisation, there will be internal stakeholders that have an interest in addition to the traveller or international assignee. These could be persons responsible for: . Occupational safety and health . Occupational medicine and health Security . . Risk management and insurance . Human resources and international mobility . Compliance . Travel management • Legal Financial . . Operations . Business continuity and crisis management . Corporate social responsibility . Workers' representatives . Training and education
Workers travelling or on international
assignment
Having been adequately briefed and trained, workers need to actively cooperate in ensuring that travel and assignment safety, health and security policies and procedures are followed. The worker should maintain situational awareness and report to their line manager (immediate supervisor) any changing situations which they perceive could affect their safety, health or security. Individuals may be called upon to do a variety of tasks or perform services at a location where there is effectively no manager, supervisor or infrastructure. From an occupational safety and health perspective they should, at the very minimum, be knowledgeable and comply with national occupational safety and health legislation and the organisation's occupational safety and health directives.
Competence and training
The organisation should have sufficient travel and assignment safety, health and security competence to identify threats and hazards, eliminate or control travel and assignment-related risks. This should enable the implementation of an effective management system. Training programmes should address: All workers and their dependents either travelling or . on assignment, the individuals organising travel and the other internal stakeholders • The profile of the traveller Travel and assignment health, safety and security prior to . and during travel, while on assignment, and upon return Cultural and ethical considerations of the . assignment location These programmes should: . Target specific risks . Be conducted by competent persons . Include refresher training as appropriate . Cover: > Prevention of incidents > Whom to contact and the procedures to follow should there be an incident > Post-incident reporting requirements Include a mechanism to evaluate, assess and certify whether . the participant has developed the necessary competencies for travel and assignment safety, health and security
Documentation
Travel and assignment safety, health and security management should be documented and maintained in a systematic manner. All documents in the system should be clearly written, . understandable and easily accessible for those who need to use them. Specific documents, especially site-specific documents should be translated into a language the workers and visitors will easily understand. . Relevant documents should be periodically reviewed and revised as necessary and traceable. • Affected workers involved with travel and assignment safety, health and security should be aware of documents relevant to them, and have easy access.
Communication
Keeping relevant parties informed about travel and assignment issues is an integral part of the travel and assignment safety, health and security system. Resilient procedures need to be established for two-way communications between the organisation and the workers including: . Mechanisms to inform workers of developing situations and potential increased risk levels where they are travelling or where they are assigned and vice-versa. Mechanisms to keep workers' dependents informed about . emerging situations. . Access to a 24/7 reliable and timely information source. • A mechanism allowing ideas, concerns, and good practice suggestions from workers, visitors and dependents on travel and assignment safety, health and security. These should be considered and shared as appropriate.

Initial review
An initial review is the first step in the planning process to put into place a travel and assignment safety, health and security system, and to establish a platform from which decisions can be made. The information gathered and documented can also serve as a baseline from which continuous improvement can be tracked. Care should be taken to identify applicable legislation, administrative rules, codes of practice and other requirements (such as insurance requirements) the organisation has an obligation to comply with – both in the organisation's home country as well as in countries where workers and their dependents may travel or be assigned.
System planning, development
and implementation
Following an initial review that establishes a baseline, the organisation will need to create and implement a plan that is based on competencies and objectives. This plan should be in compliance with national laws and regulations in the organisation's home country as well as in countries where workers may travel or be assigned. It should describe the organisation's travel and assignment safety, health and security system with a view towards continual improved performance. Based on the initial review, and taking into account information such as related incident reports, reports of best practices, information from third party providers and historical data, the organisation should specify the arrangements necessary to prevent accidents and protect workers and their dependents on travel and assignment. The scope of the planning arrangements should cover the development and implementation, and evaluation of the management travel and assignment safety, health and security system elements described in these guidelines.
Travel and assignment safety,
health and security objectives
As part of the planning process, measurable objectives and key performance indicators need to be established. The objectives should be in line with the organisation's travel and assignment safety, health and security policy and based on the initial or subsequent reviews. These objectives should be SMART (Specific, Measurable, Attainable, Relevant and Time-bound).
Threat and hazard identification and
risk assessment
Carrying out threat and hazard identification and risk assessment Threat and hazard identification and risk assessments are best carried out using a multi-disciplinary approach by: 1. Identifying the scope of the threat and hazard and assessing the risk – it could be geographic, related to a process, or related to an activity such as commuting from a hotel to a work site 2. Identifying the threats and hazards associated with tasks to be carried out – these could be related to travel, assignment and work, from a safety, health and security perspective 3. Determining which individual(s) might be harmed 4. Evaluating the risks and deciding precautions to take – including prevention, protection and risk-mitigation measures 5. Determining the residual risk (the risk that remains after control measures are in place) 6. Reviewing the assessment regularly, and updating it as necessary – when there are significant changes impacting the risk, such as political change, natural disasters, or changes in legal requirements, processes, and working conditions rnational S
Risk prevention and control
Prevention and control measures
Risks to travel and assignment safety, health and security should be identified and assessed on an ongoing basis. Preventive and protective measures should be implemented in the following order of priority: 1. Eliminating the risk 2. Controlling the risk 3. Minimising the risk
Emergency management
Effective management of travel and assignment safety, health and security risks require proactive actions designed to prevent these risks being realised. However organisations should also have global as well as local arrangements in place for when there is a crisis or an emergency. These include: Preparedness . . Mitigation Response . Recovery .
Organisation-wide emergency management
Emergency action plan
There should be a written emergency action plan which describes the authorities and responsibilities of key personnel including the emergency/crisis management team.
Emergency/crisis management team
The emergency/crisis management team manages situations that need coordination internationally and/or locally that may put the resources of the organisation at risk. The emergency/crisis management team should be multidisciplinary, led by the senior manager and supported by a designated crisis coordinator and a communications professional (or their designates). Depending on the situation, it could include other functions such as: . Occupational safety, medicine and health Security . Risk management . Human resources . Legal . . Financial . Operations . Business continuity Other technical expertise . Safety, health and security for work-related international travel and assignments
Emergency response
Organisations should assess their capacity to respond to a critical incident, including access to information and adequate medical and security support on location. This may be a combination of: • An organisation's dedicated resources (local or deployable) Local medical, security and emergency services . . External providers Information and communication protocols will be critical to responding to any crisis and must factor in these response components.
Training for emergencies
Relevant training should be provided, including regular exercises in emergency prevention, preparedness, and response and recovery procedures.
Procurement
When purchasing, leasing or otherwise acquiring goods, equipment materials or services for use prior to and during travel or assignment, specifications should always incorporate safety, health and security requirements. These specifications should be in compliance with national legislation, the organisation's policies and procedures, and other concerned documents (such as the organisation's insurance requirements). They should respect requirements both in the organisation's home country, as well as in other locations where workers may travel or be assigned.
Contracting
The organisation should work with all contractors to ensure that responsibilities are understood and assigned to address the safety, health and security of contractors, their employees and sub-contractors for travel and assignment, or when carrying out work for the organisation. In doing so, consideration should be given to the following issues: . Contractor competencies, including access to resources to function in a safe, healthy and secure manner • Effective communication between all parties – including on work practices as well as prevention, control and emergency procedures Threat and hazard identification and risk assessment for . travel and assignment Implementation of prevention measures, control measures . and safe work procedures Emergency procedures . Relevant risk, induction and refresher training . Performance reporting, including reports on incidents such . as accidents, exposures, injuries, illness, near misses and security considerations
Evaluation and action for
improvement
The organisation should put into place arrangements to see how effectively it is carrying out travel and assignment safety, health and security policies, arrangements and procedures. This can be carried out in a range of different ways, such as: . Reporting on and evaluating key performance indicators . Incident investigation (possibly including an independent mechanism for incident reporting) . Internal as well as external auditing . Management review Based on the information resulting from these evaluations, corrective actions should be implemented where appropriate.
Continual improvement
A cycle of continual improvement is vital in the effective management of travel and assignment health, safety and security. The cycle should be dynamic and address the needs of stakeholders.
Concluding remarks
Global mobility is a significant and rapidly growing feature of today's world of work and organisational competitiveness. While this creates new opportunities it also changes the profile of risks. This trend requires a forward-looking, prevention- oriented approach, linked to occupational safety, health and security. Effective strategies and procedures are necessary to support organisational sustainability, reputation, corporate social responsibility and diversity. This document aims to assist organisations to manage and control the risks, prevent incidents, protect their travelling staff, and be capable of responding to many different kinds of dynamic situations as rapidly and effectively as possible. It does so by setting out a framework to: Develop organisational structures to provide for . the effective governance of the international travel and assignment programme Identify threats and hazards, and manage the risks that . will reduce costly interruptions and negative outcomes . Provide focused training , preparing and supporting travellers and international assignees – thus improving morale, demonstrating organisational commitment, and establishing a shared understanding of the support mechanisms that will be activated in the event of an incident, and providing the best chance for success . Establish, communicate and maintain effective emergency management and contingency plans as well as stand-by resources for incident response to provide an efficient and effective intervention, should incidents occur Through implementing this global framework the organisation can deliver measures which will not only save lives and reduce suffering, but will also be beneficial for individual and the organisation.
This self-assessment checklist is a tool for implementing actions to improve travel and assignment safety health and security related to work. It is based on the International SOS Foundation’s Global Framework for Safety, Health and Security for Work-Related International Travel and Assignment. Senior managers as well as occupational safety, health, security and risk managers should be involved in the completion of this assessment and the identification of priorities for action. The checklist is divided into five major parts: 1. Policy 2. Roles and responsibilities 3. Planning 4. Implementing 5. Evaluating and action for improvement Additional checklist items should be considered as necessary.
How to use this checklist
Assign a team of people to carry out the assessment exercise. The team should go through the following steps: 1. Review each item: • Think of how the item can be applied • If clarification is needed, ask the relevant manager • Check Yes or No for all items • Add comments, suggestions or reminders under Comments 2. Individually review items marked No and mark the ones that you consider are critical or important as Priority 3. Prepare suggestions immediately after completion of the assessment. These suggestions should address what action should be taken, by whom and when 4. If necessary, seek clarification from travel safety, health, security and risk management specialists with specialised knowledge in applying these competency items Person completing checklist: Date: Organisation: Location:
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Global Workplace Health and Safety Compliance: From the "Micro" (Protecting the Individual Traveler) to the "Macro" (Protecting the International Workforce), New York: White & Case. Elson, A., 2011. Are You At Risk? , s.l.: International SOS Assistance. Ernst & Young, 2012. Driving business success: Global Mobility Effectiveness Survey 2012, s.l.: Ernst & Young. Foreign Affairs and International Trade Canada, 2012. Duty of Care: How to protect your workers abroad. [Online] Available at: www.international.gc.ca/ canadexport/articles/120907a.aspx?view=d [Accessed 5 October 2012]. Foundation, I. S., 2012. Duty of Care: The responsibility of Duty of Care for people travelling away from home, s.l.: International SOS Foundation. Global Business Travel Association, 2011. Guide to Travel Risk Management and Duty of Care, s.I.: Global Business Travel Association. Guttry, A. d., n.d. 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From Security Management to Risk Management: Critical Reflections on Aid Agency Security Management and the ISO Risk Management Guidelines, Geneva: Security Management Initiative. Price Waterhouse Coopers, 2010. Talent Mobility 2020: The next generation of international assignments, s.l.: Price Waterhouse Coopers. Price Waterhouse Coopers, 2012. Talent Mobility 2020 and Beyond, s.I.: Price Waterhouse Coopers. Reshaur, L. & Silverstein, L., 2013. Duty of Care: Not Just A Travel Issue. [Online] Available at: http://www.continuityinsights.com/articles/2013/04/duty-care-not-just- travel-issue [Accessed August 2013]. UK Health and Safety Executive, 2008. Managing health and safety: Five steps to success, s.l.: UK Health and Safety Executive. UK Health and Safety Executive, 2013. ALARP "at a glance". [Online] Available at: http://www.hse.gov.uk/risk/theory/alarpglance.htm [Accessed July 2013]. UK Health and Safety Executive, 2013. Five steps to risk assessment. [Online] Available at: http://www.hse.gov.uk/risk/fivesteps.htm [Accessed July 2013]. UK Health and Safety Executive, 2013. Writing a health and safety policy. [Online] Available at: http://www.hse.gov.uk/toolbox/managing/writing.htm [Accessed July 2013]. UK Health and Safety Executive, 2013. www.hse.gov.uk/involvsment/competent person.htm s.l.:s.n. Universities Safety and Health Association, Universities and Colleges Employers Association, 2011. Guidance on Health and Safety in Fieldwork, Eastbourne: USHA/ UCEA. Washington State Department of Labor & Industries, 2012. Management of Change, s.J.: Washington State Department of Labor & Industries. White & Case, 2011. Global Health and Safety Initiatives, New York: White & Case. World Travel & Tourism Council, n.d. Business Travel: A Catalyst for Economic Performance. [Online] Available at: http://www.wttc.org/site_media/uploads/ downloads/WITC_Business_Travel_2011.pdf [Accessed August 2013]. Participants – International Meeting of Experts Singapore, 09-11 September 2013
Participants – International Meeting of Experts Singapore, 09-11 September 2013 (Continued)

Staff at the International Meeting of Experts
Ms Clémence Caquot Group Manager, Marketing and Communications - Ms Melissa Wijaya Regional Marketing and Communications Manager, Singapore - Contributors to the review of the draft of the Global Framework

International SOS
Foundation
This document has been drafted and ratified by the experts hereafter mentioned in their personal capacity. Environment, safety, and health adviser International Organisation of Employers, Geneva, Switzerland Chairman Pan-Asian Risk Insurance Management Association, Singapore International SOS Foundation, London, UK Dr Walter Eichendorf Deputy Director General German Social Accident Insurance – DGUV, Sanki Augustin, Germany Vice-president both of the research division and the prevention culture division International Social Security Association (ISSA), Geneva, Switzerland Mr Laurent Fourier International SOS Foundation, Geneva, Switzerland
Dr David Gold
Senior Consultant to the International SOS Foundation Managing Director, Gold-Knecht Associates Genolier, Switzerland Former Senior Official, SafeViork, International Labour Office, Geneva, Switzerland Dr Philippe Guibert Regional Medical Director, South and South-East Asia International SOS, Singapore Engineer (Er) Ho Siong Hin Commissioner for Workplace Safety and Health Ministry of Manpower Singapore Mr Steve Horvath President & CEO Canadian Centre for Occupational Health and Safety, Hamilton, Ontario, Canada Mr Kevin Myers Secretary-General International Association of Labour Inspection (IALI), Liverpool, Merseyside, UK Deputy Chief Executive Health & Safety Executive, Liverpool, Merseyside, UK Dr Olivier Lo Group Medical Director, Occupational Medical Services and Operations Division International SOS, Singspore Ms Michele Patterson President International Association of Labour Inspection (IALI) Former Executive Director Safe Work Australia, Adelaide SA, Australia Travel Security Services Ltd., Singapore Dr Jukka Takala Executive Director Workplace Safety and Health Institute, Singspore Former Director European Agency for Safety and Heath at Work, Bilbeo, Spain Ms Jane White Research and information services manager Institution of Occupational Safety and Health, Wigston, Leicestershire, UK