Article: What HR & risk teams must know about crisis management in a volatile world

In an era marked by mounting geopolitical instability, companies across industries are grappling with the need to protect their people and preserve their operations amid increasingly volatile conditions. Whether it’s rising military tensions, sudden border closures, civil unrest, or supply chain blockades, the ripple effects of global crises are becoming impossible to ignore.

For HR and risk leaders, this isn’t just a matter of compliance or contingency planning—it’s a human imperative.

At the heart of every crisis are people: employees navigating uncertain environments, families awaiting information, and leadership teams trying to make decisions with limited visibility. The role of HR and security leaders, therefore, has never been more critical or more complex.

How should HR respond to high-risk situations?

To understand how organisations can respond effectively to such high-alert situations, People Matters spoke to Bala Selvam, Regional Security Manager at International SOS, who offered an unfiltered look into what preparedness truly demands in today's geopolitical climate.

“Organisations must act quickly but methodically,” says Selvam. “The goal is to safeguard people and maintain operational control even as the environment changes rapidly.” This dual objective—ensuring employee safety while maintaining resilience—requires a strategic, coordinated approach that goes far beyond emergency checklists.

Crisis management begins with a thorough understanding of the risk landscape. But as Selvam points out, this doesn’t just mean scanning for generic threats.

“When an organisation chooses to operate in a foreign or sensitive environment, the first step must be a tailored risk assessment,” he explains. That means evaluating not just the political and security climate of the country but also how those conditions intersect with the organisation’s industry, workforce profile, and local footprint.

For instance, a tech company with a majority remote workforce may face different challenges from a manufacturing firm with fixed physical sites in high-risk regions. The presence of expatriates, frequency of travel, and even local community relations can all shape the level of exposure.

The result of this granular analysis? A readiness plan that’s fit for purpose—not just for compliance. “You’re not only protecting assets; you’re protecting people. And every location brings a different context to that challenge,” says Selvam.

Why information flow is your lifeline

In high-alert environments, conditions evolve by the hour. Relying on outdated data or lagging internal systems can put both people and business at risk. This is where the power of real-time risk intelligence becomes indispensable.

“Whether it’s changes to travel permissions, sudden curfews, or military movement, having a feed of verified, live updates is crucial,” Selvam notes. He encourages organisations to establish dedicated channels that monitor government alerts, local media, and trusted security providers.

This allows companies to act with agility—halting travel before a border closes, adjusting site operations based on threats, or rerouting supply chains before they’re interrupted.

For HR leaders, integrating such intelligence into duty-of-care practices can make the difference between a proactive response and a crisis with consequences. It’s about enabling people to move—and decide—with confidence.

It’s often said that a plan is only as good as its execution. In times of crisis, that saying is put to the test. Selvam stresses that every organisation must ensure that crisis response plans are not only written, but operational.

“Every employee should know what to do if the situation deteriorates. It’s not enough to have evacuation procedures on paper—they must be known, rehearsed, and trusted,” he says.

This means designating safe zones, clearly communicating emergency contacts, and assigning roles across departments. Selvam recommends running tabletop simulations and drills not just for operational teams, but across the workforce.

These exercises don’t just test systems—they build trust. Employees who are familiar with procedures are less likely to panic and more likely to respond effectively, reducing both personal and organisational risk.

One of the most overlooked aspects of crisis management is the fragility of communication infrastructure in volatile environments. As Selvam points out, mobile networks, internet access, and even electricity can become unreliable or be deliberately shut down.

“Organisations must have redundant communication systems in place,” he advises. This could include satellite phones, SMS-based alerts, mobile safety apps, or even analogue systems like landlines and in-person liaisons.

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Compliance and culture: The human factor in safety

Even with the most advanced systems and well-drafted plans, success hinges on human behaviour. “We cannot ignore the role of vigilance and compliance,” says Selvam.

Employees must be encouraged—and enabled—to follow security protocols, report suspicious activity, and respect local laws and curfews.

This requires creating a culture where security is seen not as restriction but as empowerment. Regular briefings, peer support systems, and localised safety guidance all help embed this awareness into daily routines.

One of the most effective ways to extend your crisis response capacity is through partnerships. Selvam is candid about the value of working with specialist providers, from security consultants to emergency medical services.

“Don’t wait for a crisis to find partners. Pre-vet them, engage them, and know what they can offer,” he says. For procurement and legal teams, this means building vendor contracts that can be activated quickly.

For HR, it’s about knowing who to call when the internal response reaches its limits—especially for evacuations, medical support, or relocation planning.

Such partnerships don’t replace internal systems; they augment them—bringing in expertise and speed at the moments when they are most needed.