What if we were finally optimising something other than price?

In business, we know how to track down the best buy. But a trip is more than just a PNR and an expense account: it involves fatigue, interrupted schedules, unforeseen circumstances and sometimes risky situations. A poorly prepared traveller can become a danger to himself and to others. Well-being is not an afterthought here: this is applied travel risk management – and it’s even a chapter in the industry’s standards(ISO 31030, internal reference systems such as ISA).

Holistic does not mean naive, it means organised.

• Preparation: an ill-prepared traveller can become a risk to himself and to others. Pre-departure briefings should cover the country context, health advice, safety posture, modes of transport and climbing routes. Better travel starts with knowing what to do.
• Monitoring overflow: travel volume can be measured. Too much travelling = fatigue = risk. Managers need to be made aware of the need to slow down, postpone and plan recovery time.
• Prepare the premises: choose secure hotels, give preference to accompanied travel when the context requires it. This reassures and creates confidence: the company shows that it is investing in safety.
• Right to withdraw: if an employee feels that it is dangerous, they can refuse or go home. It’s not a violation: it’s a guarantee that must be respected.

Before, during and after: the care and safety loop

• Before: clear communication (country brief, health, safety), monitoring of travel costs, rational choices: train <4h, sustainable timetables, arrival the day before for sensitive missions.
• During: proactive monitoring (alerts, 24/7 assistance), check-ins in the event of an event, reasoned localisation and opt-in. Data must be managed with sobriety: RGPD and data minimization are not options.
• Afterwards: recognised recuperation (no “midnight return + 8am meeting”), systematic debriefing after a particular situation, and proactive psychological support if necessary. Don’t wait for employees to “dare to ask”.

Adapting content, in concrete terms

Wellness isn’t a spa, it’s about operational choices:

• Top-of-the-range hotels for enhanced security (access, environment, standards).
• Superior cabs on long journeys or at night: less fatigue, more alertness.
• Private driver when necessary; avoid sensitive public transport – even on your own time if exposure remains high.

Message to managers

• A calendar that breathes.
• Calibrated missions (not three countries in three days).
• Recovery time included in the schedule.
• And the courage to say “we’ll postpone” when thebalance tips.

Quick wins (from tomorrow)

• Ban the midnight return + 8am meeting combo.
• Activate e-receipts and simplify theexpense.
• Setting class thresholds for night flights and long-haul journeys (>6-8 hours)
• Suggest train by default <4h, with justification if plane.
• Formalise the duty of care process (who does what, when).
• Distribute a jet lag checklist (light, hydration, sleep).

Conclusion

The well-being of travellers is one aspect of travel risk management: it combines comfort, efficiency, compliance and security. A holistic approach does not necessarily cost more; it coordinates better. When preparation, monitoring, appropriate content and the right to withdraw are all aligned under the ISO 31030 framework, performance and peace of mind are enhanced. Travellers see a company that protects, and the company sees a sustainable, measurable and – at last – humane programme.

Laure de la Lande, Axys Odyssey