Social unrest concerns for 2025

Social and political unrest, geopolitical tensions, and stress are top concerns for companies and employees going in 2025, and many businesses are not prepared to face these challenges. 

This was revealed in International SOS’s 2025 Risk Outlook report, which looked into organisational challenges and predicted risks for the coming year. 

According to the report, 65% of the surveyed senior risk professionals perceive that risks have increased over the past year. 

69% think geopolitical tensions will likely significantly impact their business and/or people in 2025. Notably, 75% of the primary decision-makers surveyed see social and political unrest as a top risk. 

This comes as 78% think it is likely burnout and stress will have a significant impact on their business and/or people in the coming year.

Even in the ongoing “permacrisis environment”, the research highlighted that some of the most significant risks are those for which respondents said they were least prepared, including conflict, geopolitical tensions, and protests.

“The interconnected nature of today’s risks is creating an environment where issues escalate quickly and unpredictably,” Sally Llewellyn, Global Security Director at International SOS, explained. 

“Geopolitical tensions are triggering supply chain disruptions and cyber threats, while misinformation and disinformation amplify confusion, eroding trust within organisations and across borders.” 

Llewellyn added that these complexities demand a shift from reactive to predictive strategies, leveraging intelligence-driven insights and cross-functional collaboration. 

“While the challenges are significant, organisations that take a systematic approach to understanding and mitigating these layered risks can not only protect their people and operations but also strengthen their resilience in an era of uncertainty.”

Geopolitical instability ranked as a top concern for organisations heading into 2025, which underscores just how fragile the global landscape is.

Businesses are now contending with an environment where conflicts are not confined to political borders but reverberate across industries, economies, and supply chains.

• 75% of respondents who are primary decision-makers think political and social unrest and protests are likely to have a significant impact on their business and/or people in the next 12 months. 
• 74% of surveyed primary decision-makers also express the belief that geopolitical tensions are likely to have a significant impact on their business and/or people in the coming year.
• 73% of surveyed primary decision-makers highlight their belief that transport risks and disruptions are likely to have a significant impact on their businesses and/or people in the next year.

The risks are manifesting in varied and often overlapping ways, the report showed. 

In Europe, the conflict in Ukraine has destabilised energy markets and fractured political alliances, creating ripples across the continent. 

In the Middle East, the ongoing crises are intensifying polarization. 

Meanwhile, tensions in Asia, including overlapping claims in the South China Sea, threaten critical trade routes that connect the global economy.

The increasingly volatile geopolitical landscape is taking a profound toll on mental health, with 65% of participants predicting that political stress and anxiety will have a significant impact on their business and/or people in 2025. 

These pressures are compounded by broader wellness risks that the following percentage of surveyed experts predict are likely to have a significant impact on their business and/or people over the next 12 months:

• Stress and burnout: 78%
• Impact of the cost-of-living crisis: 75%
• Mental health conditions: 70%
• Quiet quitting: 52%
• Climate change anxiety: 45%

This is especially problematic in South Africa, where an alarming 61% of employed South Africans would quit if they could afford to, according to a survey by the South African Depression and Anxiety Group (SADAG).

The reasons these employees cite include overwhelming stress, inadequate mental health support, and rigid work arrangements.

“The seemingly unstable, unpredictable and uncontrollable nature of global events, coupled with the cost-of-living crisis, are major factors contributing to employee stress and burnout,” Dr Irene Lai, Global Medical Director at International SOS, said. 

“Businesses that proactively invest in employee wellbeing are building operational resilience.” 

“Creating a healthy workplace includes protecting and promoting mental health, which will not only help employees weather these stresses but also drive higher engagement, productivity, and retention – essential for navigating a rapidly changing world.”

Despite organisations’ many complexities and challenges, there are clear pathways to building resilience. According to the report, resilient organisations share three key characteristics.

In the first place, these organisations have access to actionable intelligence. Decision-makers need timely, relevant, and verified information tailored to their organisation’s specific risks. 

This is critical in addressing misinformation and disinformation; 27% of participants reported that their organisation has been impacted by misinformation, with a further 32% reporting being unsure if misinformation has impacted their organisation – a potential blind spot.

Integrated risk management platforms are another important feature across resilient organisations.  

Unified risk management systems streamline processes and enhance the productivity of risk managers. 

These platforms also enable seamless communication across teams, which can help leaders support their employees when dealing with the impacts of risks such as extreme weather.

Considering that 49% of experts believe that the health impacts of natural disasters and extreme weather events will have a significant impact in 2025, this is crucial. 

By providing a single platform of reliable information, organisations can respond swiftly to both anticipated and unforeseen risks.

Finally, resilient organisations also focus on optimised resource allocation. 

Consolidating resources allows organisations to prioritise high-risk areas without overextending. 

For example, 64% of respondents highlight increasing employee expectations about Duty of Care. 

This finding makes it essential to embed proactive health, safety, and security measures into operations. These investments are vital to addressing current and emerging risks.