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The violence that erupted during protests in France demonstrates how instability can threaten far more than a company’s physical assets. From falling sales to operational shutdowns, business leaders face the challenge of managing risks beyond their control.
The incidents of violence recorded during demonstrations in France on 17 and 18 October caused damage to thousands of businesses and put companies across various sectors on high alert.
According to information reported by Reuters, more than 3,000 businesses were affected. The French government announced emergency measures to protect jobs and support the cash flow of affected companies.
The impact is already reflected in the figures of major corporations.
Carrefour estimated losses in operating profit of between €80 million and €200 million as a result of looting, property damage and business interruptions. The company also revised its financial outlook for 2026.
The situation illustrates how insecurity can evolve from a localised problem into a broader business management challenge.
A broken shop window can be replaced. But how can a company recover the days when it was unable to operate?
Instability can trigger a chain of economic consequences.
When businesses close, sales come to a halt, while salaries, rent and other expenses continue to accumulate. Restrictions on movement can disrupt deliveries, affect suppliers and prevent employees from reaching their workplaces.
There are also the costs of additional security, repairs, insurance and operational restructuring.
Even companies that have suffered no physical damage may be affected by reduced customer footfall, logistical delays or an inability to access certain areas.
The impact can also extend to investment decisions. When the business environment becomes less predictable, companies may postpone expansion plans, review budgets and preserve financial resources to withstand further disruption.
The question is no longer simply how much the incident cost, but how long it will take the business to restore its operational capacity.
No business leader can anticipate every event capable of disrupting a company.
But that does not mean a business should be unprepared.
Risk management begins with a question: if operations had to stop tomorrow, how long could the company continue to meet its financial obligations?
The answer involves financial planning, liquidity reserves, reviewing insurance coverage, alternative supply arrangements and protocols to protect employees and customers.
It also requires clearly defined responsibilities. During a crisis, who decides whether operations should be suspended? How does the company communicate with its employees? Which services need to be restored first?
These decisions should not depend entirely on improvisation at the moment of greatest pressure.
The experience in France reinforces a lesson that extends beyond borders and industries: business continuity depends as much on a company’s ability to grow as on its preparedness to withstand disruption.
Preparation does not eliminate risk. But it can reduce the duration, cost and consequences of a crisis.
A company’s ability to withstand a crisis is also shaped by the decisions made before it occurs.
In an increasingly interconnected economic environment, external events can affect businesses that were not directly involved in a crisis.
If an unexpected event disrupted your operations tomorrow, would your company have a plan to keep the business running?
