ISJ hears exclusive insights from James Henderson, CEO, Healix International.
In light of the recent escalation involving the US, Israel and Iran, how should companies reassess their duty of care obligations to employees in the Middle East?
Recent strikes have hit numerous airports and commercial sites including in the UAE, Qatar, Bahrain, Kuwait and Oman. That raises the chance of sudden airspace closures, travel delays and wider disruption.
Conditions can shift within hours, not days. A travel plan agreed in the morning may not hold by evening.
Duty of care now requires closer oversight of travel into regional hubs.
Companies should monitor real-time security and aviation alerts, know where their staff are at all times and keep direct communication channels open. Location data must be accurate and up to date.
Contingency plans also need review. Evacuation and relocation routes should account for the risk of simultaneous disruption across more than one country.
Finally, prolonged uncertainty affects wellbeing. Clear, regular communication helps reduce stress and confusion.
What immediate changes should organisations consider regarding business travel to regional hubs, particularly around airspace disruptions and airport security?
With the situation shifting so quickly, travel into the region should be treated as fluid rather than fixed.
We’ve already seen airports and commercial areas in Gulf states like the UAE, Qatar, Bahrain, Kuwait and Oman come under fire – even though they weren’t directly involved – which really highlights how suddenly airspace or airport operations could be disrupted.
Organisations should build in much more flexibility: Alternate routing, refundable fares and a clear fallback to virtual participation if plans change last‑minute.
And because the escalation is spreading across multiple fronts – from Gaza to Lebanon to Iran and the Red Sea – there’s a real risk that disruptions will ripple out with little warning.
Travellers should expect tighter airport security, longer processing times and a generally heightened environment on arrival.
Making sure people have up‑to‑date briefings, 24/7 assistance contacts and real‑time alerts in place before they fly is essential.
How might heightened regional tensions affect employee morale, relocation decisions and talent retention for companies with staff based in the Middle East?
Heightened tensions in the region inevitably take a toll on how employees feel and the decisions they make about staying, relocating or even remaining in their roles.
With strikes now affecting countries that weren’t previously considered high‑risk – like the UAE, Qatar, Bahrain, Kuwait and Oman – it’s understandable that people may start questioning their long‑term plans and sense of stability.
The wider outlook across the Middle East points to ongoing volatility, with analysts warning of multi‑theatre escalation and persistent instability driven by unresolved conflicts from Gaza to Lebanon, Syria, Iran and the Red Sea.
That kind of uncertainty can increase anxiety, impact morale and make some staff more cautious about remaining in‑country.
For employers, this could translate into greater interest in relocation, more requests for flexible arrangements and potentially tougher retention – especially for employees with families or those in roles requiring regular travel.
Clear communication, visible support and strong duty of care measures go a long way in reassuring teams and demonstrating that their wellbeing is genuinely prioritised.
