Periods of regional uncertainty demand structured leadership, calm communication, and a disciplined approach to employee safety. From sudden airspace closures to shelter-in-place directives, organisations operating in the UAE must respond with clarity, agility, and an unwavering commitment to duty of care.
Sebastien Bedu, General Manager – Middle East, International SOS, outlines the practical steps businesses should prioritise to safeguard their workforce, maintain operational oversight, and navigate fast-moving developments responsibly. Bedu’s insights address workforce accountability, travel risk recalibration, misinformation management, and the importance of decisive yet measured leadership during disruption.
The following excerpts highlight the key considerations for organisations seeking to strengthen resilience while ensuring employee wellbeing remains at the centre of every decision.
Interview Excerpts
When a “shelter‑in‑place” alert is issued in the UAE, what are the first three organisational priorities?
When a shelter‑in‑place directive is issued, the first priority is immediate workforce accountability, confirming the location and safety of all staff through pre‑established check‑in channels. Second, organisations must ensure employees have clear, simple instructions on how to remain safe indoors, including staying away from windows, identifying the safest internal areas and ensuring access to essential supplies. Third, leadership should stabilise internal decision‑making by activating the relevant continuity structure, ensuring all guidance aligns strictly with official government directives. This structured approach provides employees with reassurance, reduces unnecessary movement and allows the organisation to maintain operational oversight during a rapidly shifting situation. Above all, organisations must communicate consistently, avoid speculation and reinforce that support channels, including medical and security assistance, as well as emotional support, and remain available should employees require immediate help.
How should businesses recalibrate travel risk and logistics planning amid sudden regional airspace closures?
Airspace closures require organisations to shift immediately into dynamic travel risk planning. The first step is to map all personnel currently in transit or scheduled to travel within the next 72 hours, and suspend non‑essential movements until reliable alternatives are identified. Companies should reassess routing options using only verified aviation updates and work closely with trusted partners to understand which airports, airways and land‑border routes remain operational but may experience congestion. Leaders must also factor in secondary impacts, such as delays in neighbouring hubs, changes to cargo flow and potential knock‑on effects on supply chains. Scenario forecasting should extend beyond the immediate disruption and consider multi‑day volatility.
“Clear, proactive communication to travellers is essential, ensuring they know how to access assistance, shelter safely if required, and receive updated instructions as conditions evolve.”
How can leaders communicate decisively without creating panic or complacency? Decisive communication begins with clarity and calm. Leaders should focus on verified information, clearly differentiating what is known, what is being confirmed and what actions employees are expected to take. Messaging should be factual, measured and free from speculation, providing direction without overstating risk. Equally important is avoiding complacency; teams must understand that the organisation is actively monitoring developments and that guidance may evolve as official directives update. A steady tone of reassurance paired with actionability reminds staff that their safety is the priority. Short, predictable updates work well in fast‑moving situations, supported by a single executive voice for consistency. This combination reduces anxiety, aligns global teams and reinforces the organisation’s readiness to adapt swiftly and responsibly.
What practical steps must organisations take to uphold the duty of care when traditional transit routes or safe zones face disruption?
When traditional travel routes or safe areas face disruption, organisations must reinforce duty‑of‑care commitments through three practical actions. First, ensure real‑time visibility of all personnel, including travellers, expatriates and contractors, to understand who may be affected by changing mobility conditions. Second, provide clear, situation‑specific guidance, whether that involves shelter‑in‑place instructions, pausing movement, or using pre‑vetted alternative routes where conditions and permissions allow. Third, make assistance accessible: ensure staff know how to reach medical and security experts 24/7, particularly if they are stranded or require urgent support. Companies should also review their local support networks, confirm access to essential supplies and maintain close communication with employees experiencing heightened stress. Consistent, evidence‑based decision‑making is key to safeguarding people during periods of constrained mobility.
How can companies effectively distinguish verified government guidance from misinformation during a fast‑moving crisis?
During a fast‑moving crisis, companies must anchor their decisions in verified government guidance and avoid the noise created by speculation. The most effective approach is to centralise information monitoring through a designated internal function that cross‑checks updates against official UAE government announcements and trusted professional intelligence sources. Organisations should avoid relying on social media rumours or unverified commentary. Instead, they should provide employees with a single, authoritative internal channel for all updates so staff are not left to interpret conflicting information. Training managers on how to recognise misinformation, such as unconfirmed reports, outdated screenshots or unattributed claims, further strengthens organisational resilience. By reinforcing a disciplined information‑validation process, leaders keep communication factual, aligned to official directives and focused on practical steps employees can follow safely.