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Insights from BP’s Travel Risk Manager Andrew Lowe

Evolving Strategies for Traveler Safety

In an ever-changing global landscape, the approach to ensuring traveler safety has become more sophisticated. Andrew Lowe, BP’s travel risk manager, highlights the necessity of adapting strategies to meet rising global volatility. This volatility highlights the importance of robust communication strategies and practical solutions for ensuring the safety of corporate travelers.

Background and Experience

Before joining BP in 2015, Andrew Lowe built a diverse skill set as an analyst in intelligence and response operations. His background includes several years of teaching military survival techniques in various terrains across the UK, with a focus on personal safety, disaster preparedness, and business continuity. This rich experience informs his current role at BP, where he oversees key aspects of travel risk management.

Today, Lowe is responsible for evaluating airline safety ratings, assessing high-risk country approvals, and providing guidance to BP’s traveling workforce. The escalating geopolitical tensions and persistent cyber threats complicate his responsibilities as a travel risk professional.

Conversation on Traveler Safety

In a recent conversation with Lauren Arena, executive editor of Business Travel News Europe, Lowe shared insights into the evolving nature of corporate traveler safety and the priorities organizations should consider when developing or enhancing travel risk management (TRM) programs.

Defining the Role of Travel Risk Management

Business Travel News Europe: Can you elaborate on your role as a travel risk manager?

Andrew Lowe: My responsibilities span a wide array of travel risk management elements. This begins with policy enforcement, which also includes communicating essential guidelines to protect our travelers. Supporting travelers comes next—whether through event responses or simply answering queries. I ensure that travelers are well-prepared for their business trips and help assess any potential risks involved with their travels. We also remain a safety net for travelers experiencing difficulties while away.

Evolving Landscape of Travel Risk Management

BTN Europe: How has the landscape of travel risk management changed recently, particularly as we approach 2026, a year filled with unpredictability?

Lowe: The geopolitical events of the previous years have underscored the need for preemptive TRM and a focused event response strategy. Over the past year, I’ve observed a notable strengthening of collaboration among procurement teams, travel managers, and travel risk and security professionals. I like to think of myself as the bridge fostering communication and partnership among these groups, enhancing our collective ability to protect our staff.

Maintaining a clear communication flow with travelers is crucial. We must not focus solely on significant geopolitical events; we need to ensure that travelers are continually informed about their safety.

Key Risk Factors in Business Travel

BTN Europe: The ISOS 2026 Risk Outlook mentions geopolitics and cybercrime as significant risks to business travel this year. What are your thoughts?

Lowe: Situations can escalate quickly, often requiring us to address various issues almost simultaneously. Unlike other forms of risk management, travel risk management is time-sensitive. A travel risk manager must quickly identify critical time frames and respond rapidly. For instance, recent sanctions on Russia have resulted in altered air routes, impacting flight schedules and travel costs for many airlines.

Cybersecurity in Travel Risk Management

BTN Europe: How do cyber risks factor into your TRM strategies?

Lowe: Cybersecurity is indeed a vital concern. Fortunately, BP has a dedicated cybersecurity team that diligently works to protect our digital infrastructure. My role includes collaborating with our cyber specialists, ensuring that any cybersecurity protocols align with our travel risk strategies. This cooperation is crucial, as we want to avoid redundancy while strengthening our overall approach.

Addressing Travelers’ Perceptions of Risk

BTN Europe: The constant media cycle can alter how travelers perceive risk. How do you manage these perceptions?

Lowe: It’s a two-pronged approach. First, we must acknowledge that media reports can lead to concerns among travelers, even about situations we deem manageable. Addressing these concerns—whether that means saying we’re monitoring a situation or reassuring travelers that all is well—is essential. The responsibility of a travel risk manager includes providing perspective and grounding travelers with factual information to counteract sensationalized news.

Second, we must navigate the potential for politicization of events. Our messaging needs to be careful and focused solely on ensuring travelers’ well-being—steering clear of any political implications.

Emphasizing Duty of Care

BTN Europe: Can you define the scope of duty of care in your role?

Lowe: We have an unequivocal duty of care toward our travelers. It is crucial that they understand that we are there to ensure their safety, offering guidance and resources. Furthermore, we maintain open lines for travelers to voice their concerns. It is equally important to remind them of their responsibilities while traveling, outlining expected behavior alongside the measures we are taking to keep them secure.

Effective Communication Strategies for Travel Risk Management

BTN Europe: What are the best practices for communicating TRM within an organization?

Lowe: Effective communication is foundational to TRM. Travelers must be kept informed of policies and their intent. A steady flow of information is necessary, whether through SharePoint posts, mass emails, or training modules designed to prepare travelers adequately. During incidents that may affect travel, timely mass communications can help alleviate uncertainties.

Ultimately, communication should guide the technologies we use rather than the other way around. Identifying specific problems to address helps prevent the pitfalls of over-customizing tools and allows us to focus on user needs.

The Importance of Qualification in Travel Risk Management

BTN Europe: You recently earned the Travel Risk Academy’s Level 4 Qualification in Travel Risk Management. Why is this accreditation pivotal?

Lowe: The Level 4 Qualification defines the scope of travel risk management effectively, providing clarity about roles and responsibilities within the field. It signifies a growing professional background, helping to delineate what is expected from a travel risk manager.

This qualification, recognized by a regulated body, establishes a standard that supports the evolution of travel risk management beyond being a mere adjunct to security protocols.

Future of AI in Travel Risk Management

BTN Europe: How do you foresee increased AI adoption impacting travel risk management? Are there associated risks?

Lowe: The possibilities for AI in data analysis and cross-referencing disparate sources are significant. AI could facilitate the investigative work traditionally handled by teams lacking resources, potentially improving efficiency in identifying risks. However, it is essential that TRM still employs human judgment to guide decisions.

Monitoring travel itineraries through AI tools can optimize traveler safety without infringing on privacy rights. The main concern is ensuring that AI is used consistently and effectively, verifying outputs to avoid misleading information—issues that can arise as more individuals experiment with AI without proper training.

Starting a Travel Risk Management Program

BTN Europe: What strategies do you recommend for corporations aiming to establish a travel risk management program?

Lowe: It’s best to start small and incrementally build a comprehensive program. Attempting to implement a vast system without the groundwork may lead to discrepancies between expectations and realities. Begin with a proof of concept, even using a basic spreadsheet to manage travel data effectively. Collaborate with security or HSE managers to gauge their concerns and what they deem necessary in a TRM program. Data will be your ally in securing buy-in, illuminating any potential risks that need addressing.

Conclusion: The Changing Landscape of Travel Safety

Lowe: Given the shifting dynamic of travel safety, it is vital to continually evaluate how we protect our workforce. The risks associated with destinations previously considered safe challenge organizations to reassess their strategies for ensuring employee well-being while maintaining operational efficacy.

How AI legalese decoder Can Help

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