Eiffel Tower, Paris, France

There was a time not long ago when a map of the world and the word “Risk” would bring a popular board game to mind. Now, in a planet rife with geopolitical strife, it more likely conjures up some of the current concerns with international event travel.

For meetings and incentive planners, the stakes have never been higher. Global mobility is still essential for recognition programs, leadership summits and multinational gatherings; yet, the world in which these events unfold has grown more unpredictable, more fragmented and more volatile.

We spoke with a quartet of meetings and incentives experts on how looming geopolitical issues impact their global planning strategies — and how they work with clients, vendors and DMCs to help safeguard attendees on trips abroad. Their insights unveil a variety of ways to mitigate risk, whether the destination is a world capital or a remote island retreat. What emerges is a portrait of an industry that is not retreating from global events, but rather reinventing how they are planned, evaluated and executed.

The New Risk Landscape

Geopolitical instability is no longer an occasional disruptor — it is a constant variable. For planners, this has fundamentally changed how destinations are reviewed, how clients are advised and how programs are structured.

Jennifer Murphy, vice president of meetings and incentives at Atlas Travel in Marlborough, MA, captures the tension many planners feel. “Despite today’s increasing geopolitical issues, I still believe strongly in the value of international programs and the lasting impression they make on attendees.” She adds that media narratives often distort the true level of danger: “I have always felt that the media presents images that are not the ‘real’ reality, and today’s internet and social media have made it even harder to distinguish what is truly dangerous versus what just needs a normal amount of precaution.”

Murphy notes that these conversations have become more complex and more essential. “Not all of our clients feel the same way so having those conversations up front has been even more crucial in the last few months to assess their risk tolerance.” She emphasizes that the uncertainty itself is part of the challenge: “Since we don’t know where we’ll be in six months or a year from now, it’s a really difficult conversation with a lot of ‘what ifs’ but it does help put perceived issues into context for conversations with our local partners.”

Rebecca Petersen, director of account management for meetings + incentives at Cadence in La Jolla, CA, sees a similar shift. She says, “We evaluate each program individually based on current geopolitical conditions, government advisories, supplier viability and our ability to confidently deliver the experience end-to-end.” She notes that this approach has become more structured. “Over time, this has reinforced a more dynamic and consultative decision-making framework, with a strong emphasis on scenario planning and ensuring we can still execute at a high level without compromising the integrity of the program.”

This shift toward a more analytical, case‑by‑case model reflects a broader industry trend: planners are no longer simply selecting destinations — they are assessing global stability, operational feasibility and the resilience of local infrastructure. Petersen adds that “for destinations with elevated risk profiles, demand is typically already limited,” but when clients do express interest, the evaluation process becomes even more rigorous.

The result is a more deliberate, more analytical approach to global mobility — one that acknowledges uncertainty without surrendering the value of international experiences.

Real‑Time Intelligence & Local Validation

In an era where news cycles move faster than government advisories, planners are relying more heavily on real‑time intelligence — especially from trusted partners on the ground.

Timothy Arnold, regional vice president for HPN Global in Scottsdale, AZ, points out the limitations of official sources. “Department of state warnings are helpful, but not usually as timely as needed.” Instead, he emphasizes the value of local insight: “The local DMC and hotel are some of our best advance warnings for anything happening adverse there.”

He also highlights the importance of communication redundancy. “Back channels are important, as official emails may be taken down in time of crisis, so establishing Signal or WhatsApp beforehand is important.” Arnold notes that his company’s network is a major asset: “HPN Global has partners and colleagues around the world and this vast connected network gives clients much better and timely information than just watching CNN or the BBC.”

Petersen describes a layered intelligence model at Cadence. She says, “We rely on a combination of formal travel advisory systems, internal monitoring and verified updates from suppliers and destination partners.” But the key, she stresses, is validation: “A key part of our approach is validating high-level advisory information with local operators who are actively on the ground.”

Murphy echoes the importance of local expertise. She says, “We are relying on our DMC and DMO partners more than ever for their local expertise and ability to provide boots-on-the-ground intel regarding the best options for safe hotels, event locations and activities.”

She adds that these partners often provide “honest feedback regarding any safety/security concerns,” which is invaluable when evaluating destinations that may appear stable on paper but have emerging risks.

In a world where information can be incomplete, delayed or censored, these local partnerships have become invaluable.

Colosseum, Rome, Italy

Client Expectations:
From Safety to Transparency

One of the most significant shifts in recent years is the heightened expectation for transparency, communication and contingency planning.

Murphy notes that risk conversations used to be reserved for more exotic or remote destinations. “I think the main difference now is that we’re starting to see clients listen more closely to our advice when we recommend a slightly more expensive hotel in a much safer location or when we justify the cost of chauffeured transportation for our ability to track everyone,” she says, adding, “The mindset has certainly shifted in recent years due to vehicles being driven into public places, nightclub fires and other similar incidents.”

Petersen sees a similar trend. She says, “Safety is now a baseline expectation across all programs, not just international travel.” What has evolved is the level of visibility clients expect.

Petersen notes that planning has become more collaborative from the outset, with “a stronger emphasis on clarity, communication and having defined contingency options in place before launch.”

This shift reflects a broader cultural change: safety is no longer assumed — it must be demonstrated. Clients want to understand not only the risks but the rationale behind every decision. They want transparency around contingency plans, escalation paths and communication protocols. And they want reassurance that their planners are not just event designers but risk navigators.

Contracts in a Volatile World

Contracting has become one of the most critical tools for mitigating geopolitical risk. Planners are renegotiating long‑standing assumptions about force majeure, cancellation and flexibility.

Arnold describes a major shift in contract language. “The biggest thing I am doing for international travel on contracts is to expand from just ‘acts of war’ to include more things like sanctions, air space closure, regional conflict spillover, civil unrest, etc.,” he says. He also stresses the importance of tying attrition to travel curtailment and government advisories.

Steffi Kordy, CEO of Cocoon Incentives in Miami, FL, has spotted similar changes. She says, “Force Majeure clauses are no longer an overlooked paragraph, but essential.”

She notes that many clauses historically protected only the event destination, but planners must now ensure they also cover the area the attendees are traveling from or even connect through. She adds that planners are increasingly acting as risk negotiators, saying, “I feel that a new layer to our role as negotiator for good terms, conditions and rates has been added as risk negotiator.”

Kordy also emphasizes that even when suppliers act fairly, client sentiment often drives decisions. This means planners must navigate not only contractual obligations but emotional realities.

Arnold underscores the need for clear internal thresholds. “You need to clearly define what triggers will be needed in order to pull the plug on a program. Is it the collapse of airlift, downgrade of the destination by the U.S. department of state, etc.,” he says.

In a landscape where conditions can shift overnight, contracts have become both shield and strategy.

Contingency Planning Becomes Essential

Five years ago, contingency planning was sometimes a secondary consideration. Today, it is a vital pillar of global event design.

Murphy comments that reliance on local partners has expanded significantly. “Recently, we’ve begun to assess the destination’s risk and whether it’s more prudent to source the hotel through our local DMC to ensure we have boots on the ground in case of any issues,” she says.

Murphy also points out that even small programs now require more structured planning. She says, “Many of our clients rely on ride-share suppliers like Uber and Lyft for transferring attendees from the airport to the hotel. In some destinations, we recommend relying on chauffeured services for added safety, accountability and reduced risk.”

Petersen outlines a shift toward continuous collaboration. “Instead of a linear planning process, we maintain ongoing communication with hotels, DMCs and local partners right through execution,” she says. This includes “more frequent check-ins leading into the program and tighter coordination during deployment.” She adds that clearly defined escalation paths are now standard practice.

Arnold stresses the importance of air‑travel contingency planning. “Limiting connections or reliance on a single hub is more important than ever,” he says.

He adds, “I always encourage people to take the first flight of the day, check security lines online or in the app well before heading to the airport and get there a day early if it is super important to be there.”

Across the board, planners are building redundancy into every layer of the program; transportation, communication, staffing and venue selection.

Staying Closer, Thinking Smarter

Geopolitical volatility is reshaping where companies choose to travel — and how far they are willing to send their top performers.

Kordy observes a clear pattern. She says, “I see a trend to stay closer to home.” She notes that this mirrors the post‑COVID period, when companies were hesitant to send attendees far afield. “My European clients prefer to stay within Europe. My American clients tend to feel safest in their backyard.” She also points to economic pressures, saying, “The rising costs of airfare — the single highest cost factor for most trips — is of big concern along with inflation.”

Petersen reports a more nuanced shift. “There’s increasing interest in destinations that feel elevated and unique, but don’t introduce unnecessary operational complexity.” This has opened the door for secondary markets that offer both novelty and stability.

She adds that planning has become more flexible overall, with clients “focusing more on having options, making decisions more quickly and being able to adjust as things change.”

Murphy foresees a spur in risk management partnerships. She says, “I think that more organizations will start using risk management companies going forward to oversee their global travel programs.” She notes that Atlas Travel has long partnered with such firms for humanitarian clients, and she expects broader adoption. “I see more companies using these risk management tools even in places that were once seen as low risk merely because the world is changing and nowhere is truly safe.”

The result is not a retreat from global travel and events, but a smarter, more strategic approach to destination selection.

Balancing Aspiration With Responsibility

Incentive travel is driven by aspiration — the promise of extraordinary experiences in amazing places. Yet, planners must now balance that ambition with a heightened duty of care.

Murphy opines that education is one key. She also recommends registering travel with the U.S. Embassy as “general good practice.”

Petersen frames the balance in terms of execution confidence. She says, “Aspirational locations are still a key part of what we do, but we only move forward when we’re confident the experience can be delivered seamlessly and consistently on the ground.” When risk levels rise, alternatives are explored. “When there’s added complexity, we work closely with clients to evaluate timing, structure and sometimes alternative destinations that still deliver a premium experience without introducing unnecessary operational risk.”

Arnold sees flexibility as key. He says, “There are still a lot of clients willing to host programs in destinations that might be a bit more volatile, but we do expect hotels and destinations to be flexible in the event that things turn ‘pear shaped’ as the Brits say.”

The goal is not to eliminate risk, but to manage it wisely while preserving the enchantment of incentive travel.

The Future:
A More Resilient & Informed Industry

Across all four experts, one theme in particular resonates most: the meetings and incentives industry is becoming more resilient, more informed and more collaborative.

Planners are no longer just event architects — they are risk strategists, intelligence analysts, contract negotiators and communication specialists. They are forging deeper relationships with local partners, adopting more sophisticated monitoring tools and guiding clients through increasingly complex decision landscapes.

Yet despite the challenges, optimism remains.

Murphy still highlights the transformative power of global experiences. Petersen notices clients becoming more agile and more open to strategic guidance. Arnold believes that with the right planning, even volatile destinations can be navigated safely. Kordy sees planners rising to the challenge with creativity and agility.

In a world where geopolitical threats may be unavoidable, the industry is proving that risk does not have to be a barrier to global connection. Instead, it can be a catalyst for smarter planning, stronger partnerships and more meaningful experiences. |C&IT|