Two races gone, thousands of workers displaced — and someone has to manage the fallout
Formula 1’s 2026 season has already exposed how quickly global events can disrupt even the most tightly coordinated operations. The cancellation of the Bahrain and Saudi Arabian Grands Prix has not only reshaped the race calendar – it has placed new pressure on HR teams responsible for delivering large-scale, time-critical workforces.
With the season reduced to 22 races and logistical disruption already evident, attention has begun to shift toward upcoming events, including the Azerbaijan Grand Prix in Baku this September. The question is no longer just whether a race will go ahead, but how to plan for a workforce that must be ready for both execution and sudden change.
When the plan falls apart
For Baku City Circuit, uncertainty has long been part of the operating environment. But the current climate has elevated that uncertainty into a central planning challenge.
“We operate in a very dynamic environment, and our region introduces additional uncertainties,” said Irana Ahmedova, Head of HR and Workforce, Baku City Circuit, Formula 1.
Each race requires the coordination of thousands of marshals, volunteers, and temporary staff – many of whom are international and subject to travel constraints, visa requirements, and strict training deadlines. When external conditions shift, those workforce plans must shift with them.
“Every year since the first Formula One Grand Prix, there have been factors that raised questions about whether the race would take place,” she said.
Rather than treating disruption as an exception, HR teams have embedded adaptability into their operating model. That includes scenario planning, flexible scheduling frameworks, and a workforce trained to respond under pressure.
“We have developed an agile mindset within our teams. They are prepared for fast-changing circumstances and can respond quickly when needed,” Ahmedova said.
The new HR playbook
The recent cancellations in Bahrain and Saudi Arabia have reinforced how interconnected workforce planning has become. HR is no longer operating in a silo – it sits at the centre of logistics, compliance, and operational delivery.
“Past disruptions have shown how complex and interconnected the execution of a Formula One race is… Every element is linked, and one major change can impact the entire operation,” she said.
From an HR perspective, that complexity translates into cascading challenges. Airspace closures and security concerns can delay staff arrivals, disrupt training schedules, and force last-minute changes to workforce allocation. In a live event environment, those disruptions must be absorbed without compromising safety or performance.
“It affects employees, planning, and coordination across multiple areas,” she said.
The nature of the Baku race adds further pressure. As a street circuit, it requires coordination with city authorities, residents, and multiple governing bodies, meaning workforce decisions must align with a broader ecosystem of stakeholders.
Leading through uncertainty
In this environment, HR’s role extends beyond planning into leadership. Managing employee confidence, maintaining engagement, and communicating clearly have become as important as logistics.
Ahmedova pointed to the importance of preparing teams not just operationally, but mentally for uncertainty. Staff must be ready to adapt roles, schedules, and expectations at short notice.
“Our staff are trained to act efficiently under pressure. We have a strong team of professionals who understand their roles and can adapt if situations do not go as planned,” she said.
At the same time, HR must balance realism with optimism. While external risks remain outside organizational control, maintaining momentum and morale is critical to delivering the event if conditions allow.
“While uncertainties exist, we are confident and optimistic that the race will take place and remain a highly anticipated event,” she said.
Disruption-proof by design
Nearly a decade of hosting Formula 1 in Baku has shaped a more resilient HR function – one built on adaptability, experience, and continuous learning.
“We are now experienced in handling such situations. Over the years, we have built resilience and adaptability,” Ahmedova said.
That kind of experience can't be manufactured overnight. In an era of persistent global risk, the organizations that survive disruption are the ones who planned for it all along.
