What risk mitigation looks like in an era of geopolitical conflicts

Amid ongoing conflicts in the Middle East, the global events industry is bracing for further disruption, from flight cancellations to postponed or scrapped gatherings. The uncertainty is forcing planners to rethink how they prepare for geopolitical risk – and how early those considerations need to start.

Mitigation, industry experts say, begins well before an event takes place. Brett Han, managing director of iCube Events, points to contract strategy as a first line of defence.

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Flexible contracts, force majeure alignment

Building flexibility into agreements with venues and suppliers – particularly clauses that allow postponements or partial refunds – can significantly reduce financial exposure.

“Panic is often more costly than the cancellation itself,” Han says. “One practical strategy is to secure pre-negotiated credits. Instead of defaulting to full refunds, work with venues and vendors in advance to agree on rebooking credits. Most hotels would rather host you in six months than lose the revenue entirely today.”

Insurance remains an important safeguard, but its limits are becoming more apparent in conflict-related scenarios. Many policies include war exclusion clauses, leaving planners exposed if disruption is directly tied to armed conflict.

As a result, aligning force majeure clauses across all vendors – and ensuring they allow for postponement or credit-based rebooking – is becoming essential, Han says.

“Planners need a clear understanding of what insurance will – and will not – cover,” Han adds. “Contracts must do more of the heavy lifting when it comes to risk.”

Planning and communications

Beyond contracts, operational preparedness is also under greater scrutiny. Involving security specialists early in the planning process, particularly for events in higher-risk regions, can improve situational awareness and response planning.

At the same time, communication with attendees has taken on greater importance.

Hannah Kelly, vice president and head of meetings management and life sciences at BCD Meetings & Events, says transparency is critical to maintaining confidence.

“Planners should remain mindful of delegates’ concerns and anxieties,” she says. “Some individuals will understandably seek more detail and reassurance than usual, and creating space for those conversations is an important part of maintaining trust and reducing the overall impact of a cancellation.”

Viable destinations

The ripple effects of instability are also reshaping destination choices. While some organisations are pausing events altogether due to dampening attendance and complicating planning timelines, others are redirecting events to locations perceived as safer and more accessible.

Stable destinations with strong connectivity and infrastructure are seeing increased interest, while higher-risk regions face declining demand and reduced air access.

Cost considerations are also playing a role, with planners favouring locations that allow for quick relocation without significantly increasing budgets.

“Overall, the global landscape is shifting in ways that reflect both logistical constraints and evolving traveller confidence,” Kelly notes. “This is reshaping where and how events can realistically take place.”

For Han, the broader shift is clear: stability is overtaking prestige as a primary decision driver. Uncertainty and conflict are accelerating a redistribution of global business events, benefiting some destinations while sidelining others.

“Cities that offer safety, connectivity and reliability are seeing more opportunities to host international events,” he says.

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