Human Risk Matters

Why It Matters

All organisations are vulnerable to human risk factors that can impact adversely on your reputation and organisational purpose

You might say you are ethical, transparent and accountable, but that has to be proved not just by what you do, but how you do it.

Human Risk Trends

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49% of global organisations have been victims of fraud and economic crimes
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Over 50% of females in the work place report being the victim of sexual harassment
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52% of fraud is perpetrated from within an organisation
Reputational damage now outstrips regulatory risk
Organisational fraud and economic crime has increased 6% year on year

From the perspective of the United Nations, human risk circumstances should be the highest priority for business and organisational action. According to the UN, the world is at a critical juncture. During the last two decades, 218 million people have been affected by disasters each year, at an annual cost to the global economy that now exceeds $300 billion.

Additionally, high-risk circumstances for human rights often present an equally high risk to businesses, including commercial, reputational, investor-related and legal risks.

The convergence of human risk and human rights creates a constructive opportunity for leaders within companies and organisations to gain the necessary buy-in for identifying and addressing human rights risks and impacts.

Your vision for increasing human rights and reducing the impact of human risk has never been more important.

Your focus might well be on a range of fundamental issues

Humanitarian And Development

  • Sustainable development
  • Protection of the environment and refugees
  • Provision of disaster relief and mitigation
  • Counter terrorism
  • Disarmament and weapons non-proliferation
  • Reputation

Business Risk

  • Strategic
  • Compliance
  • Operational
  • Financial
  • Reputational
Any failure or fraud in the corporate or humanitarian sector is damaging. A breach of trust threatens all you stand for, all you have worked so hard to deliver and those you seek to help.

It impacts your

  • Reputation
  • Funding
  • Beneficiaries
  • Staff confidence

How to respond

What’s required is a fully transparent and unflinching response to all allegations of unacceptable behaviour. This is vital to maintain, or restore, the confidence and trust of shareholders, your staff, stakeholders, donors, beneficiaries, customers and the watching world.

High quality, competent investigations, oversight and compliance play a pivotal role in your response to any misbehaviour or potential misbehaviour. Failure to properly address allegations sends damaging signals to survivors, perpetrators and your stakeholders.

How to prevent it

Trend analysis shows an ever-increasing human risk threat. Pre-empting and preventing these risks is achievable with the right expertise. OSACO has a preventive program based on a methodology created through our insights, expertise, hands-on experience, and understanding of both human behaviour and legal compliance.

‘It’s not just what you do, but how you do it’.

Imagine turning your organisational threats into advantages. Mastering risk builds confidence in your organisation, creating customer and societal trust.

The hard truth is that poor risk management severely impacts your organisational goals, funding, revenue and profit streams. This is something you cannot afford.

Yet, the world is witness to a seemingly endless stream of high-profile scandals involving corruption, fraud, harassment, safeguarding failures, organisational incompetence and regulatory inadequacy. This has eroded public trust in business, finance, government and even sports organisations.

In an increasingly transparent and accountable world, it’s no longer enough to say you are a ‘clean’ business - you have to prove it and live up to it.

For organisations of any kind, being a ‘clean’ business has never mattered more. It’s essential that business, finance, government and public service structures operate in the way they’re supposed to. All organisations need to generate confidence in their shareholders, stakeholders and customers by the way they behave. They need to show that what is supposed to happen, does happen; and what’s not supposed to happen, does not happen.

This matters because when things go wrong the implications are often significant, not just for the organisation but for the economy, social prosperity and for the environment.