A mineral exploration and extraction company was concerned about ongoing theft at one of its sites in Southeast Asia. Preliminary examinations into whistleblower allegations established that theft and harassment to personnel were credible and there are elevated concerns over loss-prevention and security control gaps at the site. The client reached out to Control Risks to help them put in place long-term solutions to address both the intractable security threat and theft problems they have been facing.
How we helped
Control Risks began with a thorough download of the situation, including who was involved and what was their position (and influence) in the business, and local community. We then conducted intelligence gathering (including a look into past criminal behaviours) of suspected perpetrators to inform our understanding of these individuals’ potential capabilities to disrupt the business, or act upon threats to employees.
Control Risks then recommended a “recovery-led” approach focusing on business continuity, taking into account the unique challenges of the client's operations and the community at large. Control Risks considered all scenarios that could impact the Client’s business, people and reputation, and anticipated different damages the suspected perpetrators or their allies could potentially set off. Control Risks' strategy combined improving internal controls, stronger policies enforcement, unannounced inspections, together with engagement programs and compliance trainings, job rotations and skills development. It was a long-term solution focused on changing the culture enabling this behaviour, by making it more difficult to steal, on the one hand, while increasing employee morale and integrity on the other hand.
The client adopted a procedure that produces better lines of sight in fortifying operational resilience against disturbances, with the inclusion of aligning organizational goals and policy interventions to scale up positive incentives and reform harmful incentives for workplace wellbeing.