Managing high risk suppliers
What happens when audits find that contractors and suppliers are not meeting a worker welfare code or there is commercial pressure to ‘just make it work’?
Social Risk Consulting
Upholding values and value creation
Social Risk Consulting
Social Risk Due Diligence - Social Risk and Impact Assessment
Environmental, Social and Governance (ESG) Consulting
Labour Monitoring and Labour Welfare Risk
Your organisation and its operations both influence and are influenced by the wider social framework in which they take place. Labour and human rights violations can occur at any point in your supply chain; environmental degradation, corruption or the impact of social and economic marginalisation not only cause serious harm to the community, but can make business unsustainable in the long run.
Environmental and social governance consulting
Control Risks environmental and social governance programmes have significant benefits beyond the reputational and ethical. Useful as a gauge of governance and risk management processes, ESG programmes can be an excellent long term framework to support value creation by mitigating long term, sometimes existential risks.
Social risk due diligence
We provide detailed analysis and evaluation of your operations and relationships in their social and political context, and against the backdrop of international human rights standards.
Stakeholder engagement
We can help you work with your local stakeholders to understand your positive and negative impacts, gain visibility on grievances and find ways to maintain positive engagement. Control Risks has long experience mapping local stakeholders and engaging with them in ways that lead to productive relationships for both sides.
By engaging with all relevant stakeholders we can help you fully assess all social risks and build mitigation programs that are holistic, synchronised across business functions and therefore sustainable for the long term.
Labour monitoring and labour welfare consulting
Businesses are increasingly being held to account to ensure they play their part in tackling modern slavery by safeguarding the welfare of workers in their supply chain. Extra-territorial legislation requiring disclosure of a company’s progress on mitigating these risks is becoming common.
Our emphasis is not just on monitoring for transgressions, but in building programmes that reduce to a minimum the potential for welfare violations.
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Hidden risks in your global supply chains
Businesses are increasingly being held to account to ensure they play their part in tackling the scourge of modern slavery by safeguarding the welfare of workers in their supply chain.
Managing labour welfare risks
Contract agreements and audits are both tools that, in isolation, have been shown time and again not to work.
Our thinking
Analysis
Asian tech investment: four areas of risk
Asia’s young, internet-enabled population and global capital chasing investment make for a regional technology deal market. Among the countries that make up the Association of South East Asian Nations, the tech sector is awash with capital and government support.
Analysis
India: the upside of downside risks - Insolvency opportunities
Distressed assets attract the commercial interest of niche investors skilled in the turn-around arts. However, when those assets surface in emerging markets with un-transparent legal systems and large doses of corrupt behavior, they shy away.
Analysis
What Brexit means for business in 2020
With the withdrawal agreement passed in both UK and European parliament, the UK left the EU on 31 January. We examine what that means for business in the year to come in four key risk points.
Analysis
13 common mistakes when building global crisis readiness programs
For decades at Control Risks, we have assisted our clients in building crisis readiness programs (crisis management, business continuity and resilience), rolling those programs out across their global enterprise, and assisting them...
Analysis
Recovering from a crisis
At our founding in 1975, Control Risks’ mission was to help organizations respond to and recover from acute crises. Since then we have partnered with our clients to meet the challenges of a wide range of disruptive events across more than 150 countries.