A rare-minerals mining company operating in Malaysia was experiencing a series of unexplained and apparently unrelated occurrences which were hampering its operations and had forced its shares to spiral to an all-time low.

During a six month period, the mine was attacked by local tribesmen with bows and arrows, key workers left for no apparent reason, adverse publicity appeared in the media, disinformation began circulating about the company's environmental practices and mining licenses were inexplicably withdrawn by local government.

There was no link between any of these activities, no extortion demands for money and no apparent motives. After an in-depth assessment and close examination of the problem by an external consultant, a tenuous link was uncovered between the company and a nefarious competitor with a history of corrupt practices and links with underground organisations.

A subsequent covert investigation revealed a complex but subtle campaign of fear and intimidation to force the mining company out of business and thus obtain exclusive rights to mine the area.

However, although acts of bribery, extortion and murder had all taken place, there was little to link them together and even less hard evidence to make a case stick.

After lengthy discussions, a series of options emerged to pressurise key high-profile individuals in authority to investigate the continued acts of harassment.

These options were swiftly implemented, and thanks to the official scrutiny, the acts of intimidation ceased almost immediately and the mining company was able to resume normal business operations.

The mining company continues its operations to date and maintains a healthy share price.
The company contributes locally to the area and is a valued local employer.

A specialist communications and software company had been attempting to extend its operations and sales to the former Soviet Union, when the local manager was threatened by a number of mafia-style individuals, who declared that the company needed paid 'protection' if it was to operate successfully.

The local manager duly contacted the local authorities who, whilst apparently concerned, maintained that scarce resources prevented them from being effective. In reality, bureaucracy, red tape, poor management and local corruption were the chief reasons for their inertia.

The company duly called in a consultant who, having investigated the local business culture and practices, discovered that this problem was not only common, but endemic amongst foreign businesses. Furthermore, since the local police authorities were both poorly-resourced and suffering from low morale they had no real incentive to get involved.

Through the consultant's contacts, a senior government official was approached and an offer made to supply the local police with some of the company's software and communications equipment to 'test and trial'. Implicit in the offer was the understanding that investigations would be made by the police into the harassment of the company's operations and that attempts would be made to ensure their security.

The offer was eagerly accepted and shortly afterwards, the local manager was contacted and informed that they would not be required to pay protection, but rather that 'local security' would be supplied free of charge.

The organisation was able to continue its business operations without further harassment or fear from its employees.
Its products proved to be so successful that it won two major government projects.

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