DSRM provides executive-level analysis of the risk that exists outside an organisation's controlled perimeter — the commute, the transit network, and the external route your people travel to reach work and leave it again. We call this Perimeter Two: the space beyond the building's four walls, where most organisational security investment does not currently reach. We examine how risk accumulates in that space and travels into the organisation through people — influencing insider exposure, leadership disruption, and enterprise instability before a formal crisis emerges.

Traditional risk models focus on compliance, health & safety, or reactive crisis response — Perimeter One, the building itself. DSRM focuses upstream, on Perimeter Two: identifying structural human threat dynamics that originate beyond the workplace and degrade judgement, increase vulnerability, or destabilise operational continuity inside the organisation.

The starting point for every DSRM engagement. A site-specific assessment of what your workforce actually moves through on their journey to and from work — the real routes, transit corridors, and points of exposure, mapped against how people genuinely travel rather than how policy assumes they do. Every other DSRM service builds on this baseline.

Intel Briefs are DSRM's monthly corporate crime intelligence briefing. Each issue examines a specific category of crime, explaining how offenders identify, select, and exploit victims. The focus is behavioural and environmental — how targeting decisions are made, where vulnerability accumulates, and how seemingly external incidents translate into operational disruption. Although distributed internally by organisations, Intel Briefs also address threats affecting family members, including elderly parents and younger dependents, recognising that victimisation beyond the workplace frequently results in absence, distraction, safeguarding escalation, or leadership interruption inside the enterprise.

A structured review, delivered every quarter, that keeps a client's risk picture current as routes, conditions, and threat patterns change over time. Commuter Risk Assessments and Intel Briefs establish the baseline; Quarterly Updates ensure that baseline doesn't go stale.

Our work is not centred on checklists or compliance audits. We analyse structural vulnerability pathways — particularly those linked to criminal ecosystems, coercion pressure, financial stress, substance exposure, and external threat actors — and how they translate into enterprise risk.

Yes, through our Sexual Violence Briefing — but not in the form of generic awareness sessions. We analyse offender behaviour patterns, coercive control dynamics, and environmental vulnerability factors to help organisations understand how sexual violence risk develops beyond the workplace boundary and how it can translate into operational exposure. This work frequently integrates commuter and travel risk, recognising that vulnerability often increases during transit, in predictable routines, and within unmanaged public environments. The objective is not alarmism, but structured threat recognition. All content is tailored to the client's operational footprint, geography, and workforce profile.

Yes, through our Substance Awareness service — but not a generic "drugs are bad" message. We design and provide client-branded content tailored to the organisation's specific industry and operational exposure, and we retain control of the material, updating it continuously as substance markets and distribution models evolve. Clients are not relying on outdated narratives; they stay ahead of shifting drug dynamics and associated risk.

An extension of DSRM's core work to employees' children. Working parents are supported in addressing their children's safety, so that risk originating at home or in a child's daily environment does not follow the parent into the workplace as distraction, absence, or safeguarding escalation.

Yes. We identify supplier collusion, bid-rotation, and vendor manipulation inside procurement processes, drawing on real casework including a supplier bid-rotation cabal uncovered in the automotive parts sector.

Background screening is provided as part of a wider due diligence engagement for suppliers, partners, and third parties — not as a standalone check. This reflects our view that screening is only meaningful when assessed within the broader context of relationship and risk.

DSRM undertakes specialist investigation of high-sensitivity organisational risk, including workplace fatality pattern analysis and related casework. This work is discreet, evidence-led, and case-specific — details are discussed directly with prospective clients rather than published.

No. While human vulnerability is central to our analysis, we examine it as an operational and security exposure, not as a wellbeing programme. The focus is enterprise stability, insider risk, and leadership continuity.

Boards, senior leadership, and organisations operating in complex or elevated-risk environments — particularly those with distributed workforces, cross-border exposure, or dependency on key personnel.

Where required, yes. However, our primary focus is identifying upstream human and criminal exposure indicators before they manifest as crisis events.

Organisations often model risk as something that exists at the perimeter. In reality, criminal pressure, coercion, debt, exploitation, and community volatility develop outside the workplace and enter the organisation through individuals. This is the same dynamic captured elsewhere as risk accumulating in the corridor: it doesn't stop at the door, it moves with the person.Recognising this boundary-blind dynamic is central to effective governance.

DSRM currently works across Seoul, Busan, Tokyo, London, and San Francisco, with a framework that applies globally, wherever employees move through external environments to reach work.