Respond to crisis with care

Embedding critical incident protocols and death on assignment planning into the heart of Global Mobility

1. Executive summary

International assignments come with risk. Whether it’s political unrest, medical emergencies, or the unthinkable — the death of an employee abroad — HR and Global Mobility teams are under increasing pressure to be prepared. In an increasing number of organisations, responsibilities that once sat with corporate security or health and safety are now clearly part of Global Mobility’s remit — particularly when it comes to supporting relocating employees and their families during a critical incident.

This White Paper explores how critical incident planning has evolved, why International Critical Incident Protocols (ICIP) must now include fully developed Death on Assignment (DOA) response procedures and how employers can strengthen their global duty of care while preserving operational resilience.

Drawing on real scenarios, regulatory expectations and best practice, we unpack what a robust, globally consistent protocol should look like in today’s world. We also examine the risks of poorly managed incidents — from legal exposure to reputational damage — and how mobility leaders can take a structured, compassionate and compliant approach.

For organisations with cross-border workforces, this is a strategic capability. It supports people, builds trust, and keeps operations steady in the moments that matter most.

See Annex A and Annex B for implementation tools and recommendations.

2. Introduction

The international risk environment has shifted. Once-in-a-decade events now happen regularly — natural disasters, civil unrest, pandemics and geopolitical crises are no longer isolated disruptions. For organisations with mobile employees, the stakes are higher. Employers are expected not only to deploy talent efficiently but to manage the full spectrum of critical incidents that may affect them while abroad.

One of the most difficult of these — emotionally and operationally — is the death of an employee on assignment. It is rare, but when it happens, the impact is profound. It affects families, local teams, the wider workforce and the company’s reputation. A misstep in communication or logistics can lead to confusion, litigation, or long-lasting damage to trust.

Historically, critical incident protocols were owned by security teams, while HR focused on benefits and repatriation. But the rise of Global Mobility as a strategic business function has changed that. HR and mobility teams are increasingly central to crisis planning and response, working alongside other functions to ensure employees are supported when incidents occur.

This White Paper examines what that looks like in practice. It focuses on the integration of International Critical Incident Protocols (ICIP) with dedicated, pre-approved procedures for Death on Assignment (DOA). It draws on best practice, internal frameworks and the lessons of recent years — offering HR and mobility professionals a practical, credible path to enhance duty of care and operational readiness.

3. The expanding scope of critical incident planning

Critical incident planning is no longer optional — nor is it static. In the past, it may have been limited to natural disasters or political emergencies. Today, the scope is broader, more complex and tied directly to employee wellbeing, legal risk and brand integrity.

Organisations now face a far wider range of scenarios that may impact mobile employees — including:

• Sudden death while on assignment
• Violent protest or armed conflict
• Medical emergencies in remote locations
• Natural disasters (earthquakes, floods, wildfires)
• Infectious disease outbreaks
• Detainment, kidnapping, or terrorism
• Mental health crises abroad

These events rarely follow policy. They are unpredictable and the response window is tight. In such moments, the ability to respond swiftly — with legal, logistical and emotional clarity — becomes essential.

The original ICIP frameworks focused heavily on security response and operational escalation. But expectations have evolved. HR and Global Mobility leaders are now expected to lead the coordination of care, family communication, local partner engagement and post-incident support.

Many organisations are updating or reintroducing their ICIPs in light of this expanded scope. Crucially, that includes elevating Death on Assignment (DOA) from an appendix to a core component. In 2024, several large multinationals undertook internal reviews of past incidents and found that while broader ICIP plans were in place, most lacked a fully defined, consistent DOA response — particularly across multiple jurisdictions.

To mitigate this, progressive organisations are moving towards a model where DOA is not treated as an exceptional, standalone case but as an integrated part of overall crisis planning. Doing so ensures that responses are not improvised under stress but are trained, coordinated and legally sound.

In the sections that follow, we examine how this shift is playing out — and what a fully integrated ICIP and DOA protocol looks like in practice.

4. Duty of care in motion: Evolving expectations in Global Mobility

The concept of duty of care has matured. It’s no longer limited to health insurance or basic relocation support. Today, it means anticipating risk, coordinating across functions and acting decisively in moments that test an organisation’s values.

For HR and Global Mobility teams, this expectation has become personal. They are no longer viewed as administrators of policy — they are now the custodians of care, responsible for ensuring that relocating employees and their families are protected at every stage.

The emotional and operational consequences of a critical incident — especially a death on assignment — can be overwhelming.

But poorly handled responses carry an additional cost:

• Legal exposure: Missteps in repatriation, consular notifications, or contractual obligations may lead to lawsuits or compliance breaches.
• Employee trust: Colleagues look to the company’s handling of tragedy as a test of integrity. A cold or chaotic response can erode internal confidence.
• Brand reputation: News of mishandled incidents spreads quickly — especially when involving expatriates in high-profile or politically sensitive locations.

In contrast, a clear, structured and compassionate approach demonstrates leadership. It reassures families, protects teams and upholds the company’s reputation — even in tragedy.

This is why organisations are reframing critical incident protocols as more than emergency plans. They are living frameworks for accountability, trust and operational resilience. And they must be owned not just by security or legal teams, but by those closest to the mobile workforce — HR, mobility and destination support partners.

In the next section, we break down the components of an effective International Critical Incident Protocol, showing how Death on Assignment can be fully embedded within the model.

5. ICIP and DOA as strategic resilience tools

Increased risk and unpredictability are affecting how organisations manage mobile workforces. It is no longer enough to rely on informal networks or last-minute coordination during a crisis. Mobility leaders are being asked to demonstrate that their people are protected — and that their teams are ready to act.

A well-developed International Critical Incident Protocol (ICIP), with a fully embedded Death on Assignment (DOA) chapter, provides more than peace of mind. It becomes part of how the organisation ensures operational continuity, meets its legal obligations and supports people in moments that define trust.

Beyond compliance

Regulatory requirements matter — but for most organisations, the concern goes further. Leaders want to know:

• Are our people properly supported, wherever they are?
• Are we exposed if something happens outside office hours or outside country borders?
• Do our processes reflect the scale of our workforce today, not five years ago?

A structured ICIP provides clear answers. It creates visibility and accountability across business functions — particularly when it includes scenarios that are emotionally complex and logistically demanding, like the death of an employee abroad.

Supporting broader business goals

A robust ICIP and DOA framework also supports wider objectives:

• Employer reputation: How the company responds in crisis influences its brand — especially among global teams.
• Talent decisions: Employees are more likely to accept assignments when they know the support structure is credible.
• Risk oversight: Boards increasingly ask how workforce risk is being managed, particularly in high-risk locations.
• Cross-functional alignment: ICIP brings HR, Legal, Mobility, Security and executive stakeholders into regular contact — not just during an incident but during planning and review.

Repositioning Global Mobility

Mobility professionals are playing a larger role in strategic planning. Crisis readiness is part of that. When an ICIP is tested — whether by a natural disaster or a fatal incident — it becomes clear how well an organisation has prepared. A well-run protocol doesn’t just protect employees; it protects the business from chaos, delay, or reputational harm.

This is what elevates ICIP from a risk policy to a strategic tool — and why Death on Assignment must be part of it.

6. Case studies

These anonymised scenarios illustrate how ICIP and DOA protocols function in practice — and how the speed, clarity and coordination of response can define the outcome for employees, families and the organisation itself.

Case study 1: Coordinating repatriation during civil unrest

A mid-level executive on short-term assignment in a Southeast Asian capital passed away unexpectedly from a cardiac event during a period of political unrest. Curfews, airport delays and limited embassy access complicated the logistics.

The ICIP protocol was activated immediately. A pre-authorised partner coordinated directly with local authorities and secured the release of necessary documents, including cause of death verification and embalming clearances.

Santa Fe’s local partner arranged secure storage of personal effects, coordinated with the airline to repatriate the body and worked with the family to arrange a preferred funeral home in the home country.

The company’s crisis team supported the employee’s spouse and arranged for accompanying family members to return home, with accommodation, medical check-ins and counselling provided through a DSP.

Due to the pre-agreed protocol, the process — though emotionally challenging — was handled professionally, with no delays or reputational fallout.

Case study 2: Sudden illness during project rotation in Europe

An employee participating in a rotational engineering programme in Eastern Europe fell seriously ill during their third week on-site. Despite rapid hospitalisation, they passed away due to complications.

Because the Death on Assignment chapter had been updated just months earlier, the Global Mobility team was able to respond immediately with the correct steps:

• Local HR was empowered to liaise with medical staff and secure the death certificate
• Next-of-kin had already been confirmed and documented
• The assigned DSP had local access to the property and was able to secure valuables, coordinate pet repatriation and initiate lease termination
• The company provided a direct contact for the family and a timeline for each logistical step — including the return of personal items

Legal and payroll teams coordinated with external tax advisors in both countries to prevent delays in estate resolution and ensure compliance with benefit payouts. The incident was reviewed in a formal post-incident session to update contact protocols and test regional readiness for future cases.

7. Conclusion

The risks associated with international assignments are growing — but so are the expectations placed on employers. When something goes wrong, particularly when an employee dies abroad, the quality of the response becomes a reflection of the organisation itself.

An effective International Critical Incident Protocol (ICIP), with Death on Assignment fully integrated, enables HR and Global Mobility teams to act quickly, clearly and compassionately. It reduces risk, supports families, protects the company’s reputation and strengthens internal confidence.

This is not just about policy. It’s about people. When tragedy occurs, families remember how they were treated. Colleagues observe how leadership responds. And employees across the business draw conclusions about whether the company they work for truly values their wellbeing.

By embedding these protocols into everyday mobility planning, organisations demonstrate leadership — not only in managing assignments, but in caring for the people who deliver them.

The next step is not just to write the protocol, but to live it. Train teams. Test responses. Build relationships with external partners. And most of all, plan now for moments no one ever wants to face.

8. Planning ahead

For organisations with globally mobile workforces, critical incidents are not a question of if, but when. A clear, structured and compassionate response — especially in the case of a death on assignment — defines how well prepared an organisation truly is.

Let’s continue the conversation on how this can shape your Global Mobility strategy.
To learn more or discuss your ICIP planning with one of our experts, get in touch.

9. References

¹ International Organisation for Standardisation. “ISO 31000:2018 Risk management — Guidelines.” https://www.iso.org/standard/65694.html
² Business Traveller. “What to do when a business traveller dies abroad.” June 2023. https://www.businesstraveller.com/features/what-to-do-when-a-business-traveller-dies-abroad
³ Control Risks. “Crisis management best practices for global employers.” March 2024. https://www.controlrisks.com/crisis-management-global
⁴ SHRM. “Responding to Employee Deaths Abroad: Global HR Challenges.” October 2023. https://www.shrm.org/resourcesandtools/hr-topics/global-hr/pages/responding-to-employee-deaths.aspx
⁵ International SOS. “Managing critical incidents overseas: guidance for HR teams.” December 2023. https://www.internationalsos.com/critical-incident-response

Annex A — Practical framework for setting up an ICIP with DOA integration

This annex outlines the key building blocks of a structured ICIP protocol, including how to integrate Death on Assignment support into every step. It reflects the common expectations faced by Global Mobility teams today.

A strong International Critical Incident Protocol (ICIP) offers clarity when it’s needed most. It outlines who does what, when and how — minimising confusion and ensuring a coordinated, compliant response across jurisdictions. Integrating Death on Assignment (DOA) into this structure ensures that even the most sensitive and complex incidents are handled with care, consistency and legal rigour.

The following framework reflects best practice and current expectations from global employers:

A1. Prevention and preparedness

Proactive measures reduce risk and ensure readiness:

• Risk assessments: Conduct pre-assignment country-level risk assessments aligned with ISO31000.
• Pre-departure screening: Confirm medical fitness, insurance validity and emergency contacts — including next-of-kin and optional will registration.
• Consular registration: Encourage registration with embassies to ease consular support where required.
• DSP coordination: Include emergency response and DOA procedures in Destination Services partner planning.
• Communication materials: Provide all relocating employees with emergency contact cards, briefings and guidance on what to do if a crisis occurs.

A2. Immediate response

Speed, clarity and chain of command are essential:

• Notification and verification: Confirm incident facts with local authorities and service partners (e.g. ISOS).
• Crisis Management Team (CMT): Activate trained personnel across HR, Mobility, Legal and local operations.
• Plan B readiness: Prepare for communication outages — with redundant contact methods and defined escalation paths.
• DOA protocol specifics:
  • Notify next-of-kin with clarity and emotional intelligence.
  • Engage licensed repatriation specialists immediately.
  • Secure personal effects, devices and company property.

A3. Family and dependent support

Empathy is operationalised through planning:

• Assign a single, trained company contact for the family.
• Cover emergency travel and accommodation where needed.
• Arrange counselling and bereavement support.
• Coordinate school withdrawals, lease terminations and pet repatriation as required.
• Respect and record religious or cultural preferences relating to final rites.

A4. Legal, tax and compliance

Avoiding delays or disputes requires forethought:

• Obtain multiple certified copies of death certificates and medical records.
• Notify insurers, benefits and pension providers — ensuring coordination across jurisdictions.
• Liaise with tax advisors in both host and home countries.
• Engage legal support to assist with estate resolution, frozen accounts and asset transfers.
• Confirm repatriation compliance: ensure original documentation (passport, death certificate, embalmer’s affidavit) is aligned with legal and transport requirements.

A5. Communication and closure

Transparency protects morale and mitigates confusion:

• Deliver internal communications with appropriate tone and timing.
• Log all decisions and actions taken for audit and improvement purposes.
• Provide briefings to senior management and business continuity teams.
• Conduct a formal debrief and review with all involved parties.
• Update the ICIP with lessons learned and adjust contact chains or process gaps.

By embedding DOA as a core chapter within the ICIP, companies avoid the risk of ad-hoc responses and ensure that every stakeholder — from the family to the CEO — is supported with clarity and compassion.

Annex B — Embedding consistency across geographies

This annex outlines how organisations can ensure that ICIP and DOA protocols are applied consistently across global operations. It includes recommendations for governance, partner alignment and training — helping mobility teams build scalable, location-resilient support models.

A protocol is only as effective as its weakest implementation point. Inconsistent execution across locations can undermine even the best-written ICIP. To ensure that Death on Assignment and other critical responses are delivered with clarity and confidence — regardless of location — organisations must embed consistency at both the global and local levels.

Why consistency matters

• Legal clarity: Inconsistent responses across countries can create conflicting liabilities and missed obligations.
• Employee expectations: Relocating employees and their families expect the same level of care, no matter the destination.
• Operational continuity: In times of crisis, consistent response structures reduce delays and decision-making friction.
• Brand protection: An uneven response risks reputational damage and internal mistrust — especially when comparing how different regions are treated.

How to achieve it

B1. Global framework, local adaptation

• Define global minimum standards across all incident types — including DOA.
• Allow for local nuance (e.g. legal, cultural, religious, or consular differences) within a consistent structural framework.
• Ensure local partners (e.g. DSPs, legal counsel, funeral services) are briefed and aligned in advance.

B2. Centralised documentation and access

• Host ICIP and DOA protocols in a globally accessible, version-controlled platform (e.g. secure intranet or mobility hub).
• Include contact directories, escalation paths and incident response templates.
• Provide region-specific annexes for legal, immigration, or consular variations.

B3. Supplier and partner alignment

• Engage external providers (e.g. ISOS, immigration lawyers, insurance, tax and relocation partners) in the protocol design.
• Confirm response timelines, documentation and authorisation levels for each geography.
• Conduct periodic joint reviews with vendors to test alignment and readiness.

B4. Training and simulation

• Run scenario-based training for internal teams — HR, Mobility, Legal, Security — with variations by location.
• Include DOA scenarios in regular simulation exercises.
• Document learnings and refine protocols accordingly.

B5. Internal ownership and accountability

• Assign clear ICIP owners at regional and functional levels.
• Make ICIP and DOA ownership part of standard mobility and HR training for new team members.
• Audit location-level readiness regularly, with leadership visibility on gaps.

Embedding consistency is not about rigid control — it’s about creating a dependable framework that works across borders and cultures. When tragedy strikes, employees and families don’t care which region they’re in. They want support that is timely, compassionate and professional. Global consistency is the only way to guarantee that.