06 July 2026
Preparing for the unpredictable: Strengthening emergency response in uncrewed operations
As uncrewed and autonomous systems continue to expand across commercial and industrial sectors, organisations are navigating a rapidly evolving risk landscape. From logistics and infrastructure inspection to emergency services support, drone operations are becoming increasingly embedded in day-to-day activity. All of these themes remain relevant 18 months on; there have been developments in the cyber insurance market and on a geopolitical scale that are set to affect the cyber insurance environment. These include continued ransomware activity, potential market correction around systemic cyber, and the Russia/Ukraine conflict, all of which are overlaid on the fundamentals of cyber risk in the aviation industry.
Yet while the technology advances at pace, the frameworks that support effective incident response are still catching up. For insurers, operators, and regulators alike, one question is becoming more pressing: who is prepared to respond when something goes wrong?
The Emerging Gap in Emergency Response
In traditional aviation, Emergency Response Plans (ERPs) and trained response personnel are well established. Defined roles, tested procedures, and structured training enable organisations to respond quickly and effectively under pressure.
In the uncrewed environment, however, these structures are often less mature. While Safety Management Systems (SMS) are increasingly required, the practical implementation of ERPs - and critically, the training of those responsible for activating them - can vary significantly between operators.
This creates a gap, not in intent, but in operational readiness. When incidents occur - particularly those involving third parties or public impact - the ability to respond in a coordinated, confident, and human-centred way becomes a defining factor. It influences outcomes for those affected, regulatory scrutiny, reputational exposure, and ultimately, financial impact.
The Role of the ERP Manager
At the centre of an effective response is a clearly defined role: the ERP Manager.
This individual is responsible for activating the plan, coordinating internal and external stakeholders, managing information flow, and ensuring response actions align with both operational and regulatory expectations. In high-pressure situations, this requires more than a documented plan - it requires training, experience, and the ability to perform under stress.
For many uncrewed operators, this role is often an extension of existing responsibilities rather than a dedicated function. Without structured training, even well-designed plans can become difficult to execute when it matters most.
Building Capability Through Targeted Training
To address this, organisations are increasingly investing in ERP Manager training tailored specifically to uncrewed operations, supported by Blake’s award-winning training programmes, alongside specialist human performance and leadership training. Drawing on established practices from aviation and other high-reliability industries, including crew and operator training environments, this training focuses on:
• Understanding ERP structure and activation within a drone operations context
• Leadership and decision-making under pressure, including managing competing priorities in dynamic environments
• Coordination with regulators, emergency services, and external stakeholders
• Managing internal and external communications during an incident
• Integrating human factors and performance considerations into response
Importantly, this training is scenario-based. Participants work through realistic incident situations, allowing both the plan and the individual to be tested in a controlled, practical environment.
Blake Emergency Services brings experience that extends well beyond traditional aviation environments. Supporting incidents across transportation, infrastructure, and high-risk industries globally, Blake combines operational response experience with training that reflects real-world complexity, including the realities faced by remote operators, control teams, and decision-makers working under pressure.
This includes preparedness and ERP development, as well as family assistance, psychological first aid, and crisis communications - ensuring organisations are equipped to manage both the operational and human aspects of an incident. This breadth of experience informs training that is practical, relevant, and grounded in the realities of modern risk environments, including the leadership, decision-making, and human performance demands placed on those responsible for managing an incident.
Why It Matters for Risk and Insurance
From an insurance perspective, preparedness is not simply a compliance exercise - it is a meaningful risk control.
Organisations that can demonstrate structured ERP capability and trained response personnel are better positioned to reduce escalation, protect stakeholder confidence, and limit secondary impacts such as communication breakdowns or psychological harm. This, in turn, supports more predictable outcomes following an incident. In many cases, the difference between a well-managed event and a prolonged crisis is determined in the first few hours of response.
A Forward-Looking Approach
As regulatory expectations continue to evolve, ERP capability is likely to become more clearly defined within uncrewed operations. Forward-thinking organisations are not waiting for mandates - they are investing now in the structures and training that support effective response.
For brokers and insurers, this presents an opportunity to support clients not only in transferring risk, but in actively reducing it. Because in a rapidly advancing operational environment, preparedness is no longer optional - it is a defining component of resilience.
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