Why whistleblowers should be protected

In Zimbabwe, several robberies over the past few years have been linked to inside information provided by some employees.

Notable cases include the US$2,7 million cash-in-transit heist in 2021, where ZB Bank employee orchestrated the robbery alongside accomplices.

The robbers intercepted a vehicle transporting money between various ZB Bank branches, later burying part of the cash on a homestead, leading to their arrest and conviction.

Another significant case involved a Fawcett Security vehicle carrying US$334 000, where inside information led to the robbery along the Harare-Bulawayo Highway.

One of the company’s guards, Bongani Mpofu, was implicated alongside other suspects. These cases highlight the risks of internal collusion in robberies across Zimbabwe.

These events shine a spotlight on a deeper issue plaguing many organisations — ineffective internal communication and a lack of psychological safety.

Often, the root cause of such breaches lies in an organisational culture where employees do not feel safe enough to voice their concerns, suspicions, or observations.

This lack of communication exposes companies to significant risks, including theft, inefficiency and even reputational damage.

Defining psychological safety and whistleblower protection

Psychological safety is the belief that one can speak up, offer feedback, or raise concerns without fear of punishment or humiliation. When employees feel psychologically safe, they are more likely to contribute to conversations, flag potential problems and collaborate on finding solutions.

However, in organisations where psychological safety is lacking, people often stay silent — even when they are aware of activities that could harm the business.

Closely linked to psychological safety is the concept of whistleblower protection, which refers to safeguarding employees who report illegal, unethical, or harmful activities from retaliation. Without robust whistleblower protections, employees may hesitate to come forward, fearing they will lose their jobs or be ostracised.

This hesitation plays directly into the hands of those who exploit insider information for criminal purposes, such as workplace robberies.

Why employees stay silent

In theory, employees should be the first line of defence against internal issues, whether those issues involve theft, fraud, or operational inefficiencies. However, several factors contribute to their reluctance to speak up:

1. Fear of retaliation: In many workplaces, employees who raise concerns are labelled as troublemakers or are outright punished. They see colleagues sidelined or fired for trying to bring attention to problematic issues.
2. Lack of trust in management: If management is perceived as unapproachable, disinterested, or indifferent, employees will not feel comfortable sharing information, no matter how serious the issue. Over time, this erodes trust and creates a disconnect between leadership and the rest of the organisation.
3. Cultural barriers: In some organisations, the culture simply does not support open dialogue. Whether it is hierarchical structures that discourage feedback from junior staff or rigid communication channels, employees may feel their concerns will not be heard or valued.
4. Previous negative experiences: When employees see others penalised for raising red flags, they learn to keep their heads down and remain quiet. The lessons of past experiences—whether their own or those of their colleagues—teach them that it is safer to stay silent.

Blind executives and the cost of poor internal communication

When employees are afraid to speak out, organisations often find themselves blindsided by problems that could have been resolved early. This is particularly true in cases of insider involvement in robberies.

Management, unaware of internal threats, fails to act until the damage is done. But the warning signs were likely there all along—employees who noticed suspicious behaviour but did not feel safe enough to report it.

It is not uncommon to hear executives express shock after a major internal breach, saying they were “unaware” of the issues at hand.

The reality is that employees on the ground are usually well aware of these problems. However, in the absence of psychological safety and whistleblower protection, critical information never makes its way to decision-makers.

Building psychological safety and protecting whistleblowers

Creating an environment where employees feel safe to speak up is not just a matter of enforcing whistleblower protection policies. It requires a concerted effort to build psychological safety within the organisation. Here’s how companies can achieve this:

1. Encourage open dialogue: Leaders must actively invite feedback — not just from customers, but from their own teams. Employees need to know that their voices matter and that they will not face repercussions for raising concerns.
2. Foster trust: Management needs to be approachable and trustworthy. This means actively listening to employees, taking their concerns seriously and acting on valid information. Trust is built over time, but it is easily lost if employees feel they are not being heard.
3. Lead by example: Leaders should model the behaviour they want to see in their teams. If employees see executives admitting mistakes, asking for feedback and addressing concerns openly, they will feel more confident doing the same.
4. Offer whistleblower protection: Companies must have clear policies in place that protect whistleblowers. These protections should be well-communicated to employees, ensuring they understand they will not face retaliation for coming forward.
5. Reward transparency: Employees who raise concerns that lead to positive changes should be recognised, not punished. Celebrating transparency encourages others to follow suit.

Conclusion: The bottom line impact

Psychological safety is not just a “nice-to-have” — it’s a business imperative that directly affects the bottom line. From robberies to operational inefficiencies, companies pay a high price when employees remain silent.

Creating a culture that values open communication and protects whistleblowers is not just about preventing crime or resolving internal issues; it is about creating a thriving workplace where employees feel engaged, valued, and empowered to contribute to the organisation’s success.

When people feel safe to speak up, organisations gain access to invaluable insights that can help them avoid risks and seize new opportunities. After all, the biggest blind spot a company can have is one they’ve created for themselves by silencing their own people.

Tariro Manamike is a seasoned media and public relations professional with over a decade of experience in broadcast journalism and strategic communication. She is passionate about human-centred design, business communication, and their impact on the bottom line. Tariro writes in her personal capacity and can be reached at tarimanamike@gmail.com-bsiensweekl