Here's how you can safeguard travelers in the travel and tourism industry.

One important way to mitigate risks is to insist upon travellers to buy an insurance policy that will have evacuation cover, assistance in case of instability in the destination, and help in such a political disaster situation.

In 2018, I was part of a travel agency team responsible for organizing a group tour to Indonesia, a popular destination known for its vibrant culture and stunning landscapes. This particular trip included stops in Bali, Jakarta, and Lombok, each offering unique experiences for our clients. However, Indonesia is also prone to natural disasters, including earthquakes and volcanic eruptions, which we needed to consider in our risk assessment.

> Equip travelers with destination-specific safety information. This includes emergency contact details, cultural norms, health risks, and potential scams to be aware of. > Ensure clear communication throughout the travel journey. > Provide 24/7 support channels and keep travelers informed about any disruptions or safety concerns. > Collaborate with local authorities to ensure secure accommodations and transportation options. > Implement clear safety protocols for activities and offer training for staff to handle emergencies effectively.

During a destination wedding I planned in the Caribbean, we conducted a thorough risk assessment to ensure the safety of all guests. Our evaluation identified potential weather disruptions and health risks, such as hurricanes and tropical diseases. We implemented proactive measures, including purchasing comprehensive travel insurance, securing backup indoor venues, and arranging medical support on-site. When a sudden tropical storm hit, our pre-planned indoor venue was seamlessly activated, and our local medical team was on standby. The wedding proceeded smoothly, and guests were safe and comfortable, showcasing the effectiveness of our detailed risk assessment and contingency planning.

Once again, in most cases, the responsibility for irresponsible tourism (excuse the pun) lies mainly with the tourist operators who, clearly, try to profit as much as possible even in extreme situations, such as periods of geopolitical or climatic instability. Knowing how to advise a traveler which trips to take and which not to take, based on the time of year (as regards the climate) or based on the historical period (as regards political/military situations), is the best medicine.

Effective training should focus on being able to anticipate risks within the program long before a proposal is sent out. Encourage your team to do a mental walk through of the program they have designed, looking for potential areas of risk and deciding if they are acceptable or can be mitigated. Being prepared to react to emergencies in real time is an essential training focus point. A confident, well rehearsed team is often the difference between a situation getting even worse or being resolved quickly and effectively so that the show can go on.

Explaining and outlining the geography of a particular destination is very important during staff training. Accessibility by air/rail/bus/self drive , choice of hotels and resorts , offbeat activities, and the target audience for a particular destination are very important aspects of staff training , especially staff who will be in leisure sales.

The staff in charge, be it a specialized guide, a companion or a simple coordinator, is always considered, beyond labels and institutional roles, the interface between the traveler and the travel company. Their continuous and constant training is fundamental in making them aware of traveler management procedures (with regards to health, but not only) and in the general situation of the place they are going to visit, ALWAYS compared with the state and the inherent heterogeneity in a group of travellers, who are very often unknown to each other.

One of the best practices that I personally implement very often is, not only to keep the communications tools within the group (but also external, to communicate with the "home base") functioning and robust, but also to involve the group in this. Limited to their availability and desire to contribute, it is fun and stimulating to assign roles to them too, such as the weatherman, who every day sends a message to everyone with the forecast for the day, or the person who summarizes expenses municipalities of the previous day.

Effective communication With the clients and hotels and other service providers are very important Personal touch with each and every group / client requests makes everyone happy and comfortable and confident We have to be flexible and professionally handled all clients as it may be their dream trip

Communication is a vital and often overlooked part of our industry. Regular contact with clients and guests is the cornerstone of being an effective and successful DMC. When things start to go wrong, focus on identifying the desired outcome and communicate what you are going to do, where you are in the plan and what is going to happen next. It is easy to be so focussed on the problem that you forget to tell others that you have it under control and things are going to be alright. From my experience in the world of DMCs I am yet to hear an client of mine nor one of their guests complain that 'Simon was always available, made regular contact to give us updates and to check on our welfare.'

For DMCs this responsibility falls into 2 areas, pre and then during travel. Pre-travel relevant health information should be provided to the agent or tour operator so that they can relay this to their guests in a timely manner. Once the guest is in country, health advice should come through the guides or team responsible for monitoring their program. Regular reminders should be given through the duration of the tour, with access to medical assistance being offered at the first sign of a problem. Insurance is vital, I cannot stress this enough.

Having an effective DMC crisis management plan in place is essential to ensure a more successful outcome for all parties involved. Everyone should be trained in their areas of responsibility, should understand how they fit into the crisis management team and communication protocols need to be logical and easy to follow. Again, communication is essential. Dealing with a crisis is incredibly stressful, particularly for the DMC which often finds itself on the front line. Management needs to be available and fully supportive of all the players involved.