As the conflict in Iran escalates, global companies must manage employee safety in the Middle East, global workforce disruption driven by energy and supply shocks, and heightened security risks for employees who work for U.S. companies outside of flashpoint regions.
The Association will convene a members-only roundtable on May 5th to examine practical approaches for protecting employees and maintaining business continuity (more details coming soon!).
Key considerations for global companies:
Protecting employees in the Middle East.
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Proactive remote work: Some companies are asking employees to work remotely and restrict all business travel to, from, and within the region.
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Evacuation & relocation readiness: Organizations should prepare or update their relocation plans. A key practice is assessing if the relocations policies extend to local staff and their families, not just international assignees. This includes identifying alternative land routes and securing communication channels that remain functional during potential internet disruptions.
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Continuous welfare checks: Companies implement daily check-ins from local managers to ensure every team member is accounted for. The goal is to provide emotional support and real-time information rather than focusing on task-based productivity.
Expanding risks beyond the region when corporate identity becomes a target. Risk is no longer confined to geography. A recent thwarted attack in Paris—where a U.S. company’s office there was targeted potentially due to the war against Iran—highlights a growing concern: companies, particularly U.S.-headquartered multinationals, may be viewed as symbolic targets even outside the Middle East. This introduces a different type of exposure. Risk is no longer just about where employees are located, but also who they work for.
What HR leaders are starting to reassess:
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Office visibility and branding in major global cities
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Travel guidance for U.S.-based employees and executives
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Security protocols for locations previously considered low risk
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Employees wearing or carrying items displaying company logos
This shift is still emerging, but it is already prompting companies to review whether their current security frameworks—largely location-based—are sufficient.
Global economic effects: managing the energy and supply chain crisis. The disruption in the Strait of Hormuz—impacting the transit of 20 million barrels of oil daily—is creating a different set of challenges for employees in Europe and Asia.
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Energy-driven workplace flexibility (Europe): With EU warnings suggesting a "long crisis," European firms are increasingly encouraging employees to work from home to reduce the financial burden of commuting.
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Benchmark practices: Some organizations are exploring energy stipends to help staff cover rising home heating and electricity costs, viewing this as a critical part of employee retention during a period of high inflation.
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Operational adjustments (Asia): In Asia, companies are facing production delays due to limited energy supplies. HR leaders are responding by adjusting performance targets- allow for production and output to scale up or down based on current energy availability.
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Supply chain stress management: Global logistics and procurement teams are under immense pressure due to shipping delays.
The bottom line for HR leaders: By providing clear guidance on operational contingency and being transparent about safety protocols, leaders can maintain trust and operational stability through a volatile period.
