How U.S. Companies Are Handling Middle East Incentives  

Unlike many trade shows in the Middle East, some organizers of incentive trips to the region are taking a lesson from Covid and waiting as long as possible before they make any changes to their events in response to the Iran war. 

David Litteken, senior vice president, event solutions at BI Worldwide, reported that his clients appear to be holding steady. “It feels intentional: a wait‑and‑see mindset shaped by Covid, where agility mattered — but so did avoiding overcorrection.”

Instead, they are communicating with attendees about the safeguards they have in place, working closely with their destination partners, and confirming contingency plans “quietly behind the scenes.”

If that’s still not enough, he said, “they’re offering limited alternative experiences or deferral options for participants who are uncomfortable with a specific destination, without repositioning the entire program.” 

Jay Klein, CEO at M-Plus Global Events, is seeing his incentive groups in the region delaying, but not changing destinations. “Most were planned for the next three to five months. They’re shifting out by two to three months from their original dates. During Covid, they cancelled and combined two years of programs in one, but we aren’t seeing that here.”

Those who are considering moving are waiting to see if force majeure will apply — if the Iran war makes it illegal, impossible, or commercially impracticable to hold or host their events. “It’s a big cost, so it’s worth waiting to see if the situation changes,” said Klein.

An important consideration for incentive programs is location. If the potential qualifiers who are working to win the trip are not excited enough about the new destination to work harder and sell more, “then the ROI of the program goes down for our client,” he said.

Timing Matters

It also depends where in the incentive cycle the event falls. In Q3 of last year, Creative Group relocated a three-wave, 1,200-person, seven-day incentive trip to Sydney for a client in the automotive industry after they expressed concerns about the unrest in the Middle East. The company is once again considering Dubai for this annual program in January of 2028 — but this time with contingency plans for alternative locations.

Creative Group is also working to move a 450-person incentive program in Aubu Dhabi, scheduled in nine months, for a client in the building technologies and industrial manufacturing industry. Attendees are from Europe and APAC, and the client is considering a move to Marrakesh or Cape Town.

“When relocations are necessary, we always try to honor the relationship with the previously engaged hotel company before considering alternatives,” said Mark Ledogar, senior vice president, business development. 

Other clients are also pulling out of the region, including one that had been considering the UAE for a 2027 program that was not yet contracted and has already selected a different destination. Companies with programs scheduled for 2028 or later “are choosing to hold their plans for now, delaying decisions until they approach contractual penalty periods,” said Creative Group President Janet Traphagen.

Rhonda Brewer, vice president of sales at Motivation Excellence, said one of her clients is moving a 110-person incentive program from Turkiye due to its proximity, and moving it to either Santa Fe or Vancouver/Whistler. The program, which will take place next fall, has not even been announced yet, and will be promoted later this year. “There is too much going on currently to promote East Europe,” she said.

Air access is an important criteria for Klein’s groups who are seeking to move. “They’re looking for great lift from around the world, similar to Dubai or Abu Dhabi — places like Bangkok, Tokyo, Singapore, or major European capitals.”

Bring in the Experts

Ashley Lawson, vice president at Achieve Incentives & Meetings, recommends that planners trying to figure out their next moves should reach out to a travel risk management company, as she has done in the past. “They built us a 36-page report. They bring real-time health and security intelligence, on-the-ground expertise, and response support that goes well beyond what most companies can realistically assess on their own — and support if it’s needed.”

Dan Richards, CEO of The Global Rescue Companies and a member of the U.S. Travel and Tourism Advisory Board at the U.S. Department of Commerce, said companies should plan for disruption, not treat it as an exception. That includes selecting destinations with multiple airline options, avoiding reliance on a single hub, building in time buffers, and ensuring medical, security and evacuation support.

“Travelers should also have trip insurance, traveler protection and clear communication plans. If planners can’t map the route, assess the airspace, and respond to a sudden disruption, the program isn’t ready,” he said.