Socio-political unrest is no longer an occasional disruption, it is becoming the backdrop of our daily reality. Last year’s events, including the recent martial law in South Korea, the student protests in Bangladesh, and widespread pension reform protests in France, have shown just how volatile the world has become.

According to the Risk Outlook 2025 Report by International SOS, 75% of organisations flagged political and social unrest as a top risk. The question is not whether disruptions will occur, it is how prepared we are when they do.

When unrest becomes the norm

The complexity of today’s socio-political risks is staggering. Socio-political events are rarely isolated; they are interconnected and exert far-reaching impacts across borders and societal segments.

The report highlights that 40 major elections in 2024 underscored deepening political polarisation and shifting alliances, while industrial actions in Bangladesh and the ongoing crisis in the Middle East further disrupted global supply chains.

For businesses, this means grappling with three key challenges:

1. Employee safety

Whether it is managing evacuation plans during protests or ensuring safety in conflict zones, protecting people is non-negotiable.

2. Operational disruptions

From delayed shipments to resource shortages, unrest can grind operations to a halt.

3. Reputation management

Mishandling these crises does not just hurt logistics, it erodes trust with customers and stakeholders.

Also Read: Noriko Takasaki on workplace resilience

Lessons from 2024: Burnout, protests and a world on edge

One of the most striking findings from the report is the toll these constant crises take on employees. Burnout is soaring, with rates jumping from 15% to 30% in some industries, as employees navigate the relentless pressures of socio-political crises and operational challenges.

How can businesses address these challenges? Foster resilience, not just within systems but also among people. Flexible work policies, robust mental health support, and early-warning systems for detecting burnout are not just optional good-to-haves—they are essential.

The Risk Outlook 2025 Report serves as a vital resource in these efforts, offering data-driven insights, case studies, and actionable strategies to help businesses prepare for and mitigate the impacts of socio-political unrest. It highlights the importance of integrating local expertise and advanced analytics to ensure informed and effective decision-making, providing a clear roadmap to resilience.

Also Read: Talking politics at work? How to navigate diverse views

How to build resilience and ensure stability

Organisations can take tangible measures to strengthen their defences against socio-political risks. Adopting a thoughtful and coordinated approach enables organisations to enhance resilience and navigate future disruptions with greater confidence.

1. Prioritising people

The workforce remains an organisation’s most valuable asset, and ensuring their safety is paramount. This involves staying ahead of potential risks through measures such as:

• Deploying real-time tracking tools to monitor employee locations.
• Conducting crisis simulations to ensure employees are prepared for unexpected scenarios.
• Facilitating access to medical and mental health support, especially for employees in high-risk areas.

2. Leveraging data effectively

Organisations do not need to face these challenges alone. Partnerships with entities like International SOS enable businesses to leverage critical insights and support for navigating socio-political risks. By collaborating with risk management experts, organisations can access real-time intelligence, develop crisis response strategies, and strengthen operational resilience through:

• Identifying and mapping high-risk regions to anticipate disruptions.
• Utilising predictive analytics to forecast unrest and develop timely responses.
• Aligning strategies with local dynamics to ensure cultural relevance and effectiveness.

3. Preparing for various scenarios

In today’s unpredictable environment, organisations must develop detailed, layered contingency plans. This includes:

• Establishing alternatives for critical suppliers in vulnerable regions.
• Implementing rapid response frameworks for scenarios like blocked access to facilities.
• Equipping leadership teams to communicate effectively during crises, including addressing media inquiries.

Looking ahead to 2025

The year 2025 will undoubtedly bring its own challenges. The operating environment is expected to remain volatile and complex, marked by rising geopolitical tensions, US-China competition, and ongoing conflicts in regions such as the Middle East and Ukraine. Shifting geopolitical alliances, increasing political polarisation, and the pervasive spread of misinformation and disinformation further heighten the risk of conflict escalation.

The stakes are high, but the opportunity to lead with resilience and agility has never been greater. It is time to prepare—not just for the risks we know about but for the ones we do not see coming yet. With the right strategies, businesses can turn uncertainties into advantages. In a world where unrest is the new normal, preparation is not just smart, it is indispensable.