When Theft Is Just "Part of the Job"

When Theft Is Just "Part of the Job"

Jan 17 , 2026. By Eden Sahle ( Eden Sahle is founder and CEO of Yada Technology Plc. She has studied law with a focus on international economic law. She can be reached at edensah2000@gmail.com. )

Theft inside businesses is rarely sudden or dramatic. It emerges gradually in workplaces with loose controls and unclear rules. Owners often justify tolerance as a necessity in tight labour markets. Research indicates this approach costs firms millions collectively and damages morale. Preventable losses quietly accumulate under the guise of realism.

When I recently spoke with a family member who runs a large-scale printing company, I expected a routine conversation about rising costs, customer demands, or the struggle to stay profitable in a competitive market. Instead, the discussion took a troubling turn.

My family member spoke openly about employees who regularly steal from the business and, more surprisingly, about the conscious decision to keep them on payroll.

Paper, inks, printing films, paints and other consumables disappear steadily. Even small machine accessories are frequent targets. What stunned me was not just the theft, but the acceptance of it as an unavoidable reality.

The explanation I was given was blunt and unsettling. Honest employees in the manufacturing industry are extremely hard to find. As long as workers limit themselves to consumables and avoid stealing critical machine parts, the losses are considered manageable.

Imported printing machines are expensive and difficult to repair or replace. The fact that employees avoid touching them is seen as a form of restraint worthy of gratitude. Theft, in this view, is not a moral failure or operational risk, but a trade-off for keeping the business running.

As I shared my surprise with others in the same industry, the responses were disturbingly similar. Several business owners admitted that machine operators and technicians had stolen accessories, tools and components, sometimes crippling operations and pushing companies into debt. Yet even these experiences were described with resignation rather than outrage. Among many owners, there seems to be an unspoken belief that employee theft is simply the cost of employing people, especially in inventory-heavy industries such as printing and manufacturing.

Research suggests this attitude is widespread but deeply costly. Global studies consistently show that internal theft and fraud drain businesses of roughly five percent of annual revenue, a figure devastating for small and medium enterprises operating on thin margins.

Individual fraud cases often cost organisations hundreds of thousands, and sometimes millions, once direct losses, investigations and operational disruptions are considered. These losses are not abstract. They translate into higher prices for customers, stagnant wages for honest workers, reduced investment in growth, and businesses that struggle to survive despite healthy demand.

Employee theft thrives in environments where boundaries are unclear and accountability is weak. In many small firms, especially family-run ones, trust replaces formal systems. Inventory is loosely tracked, access to supplies is unrestricted, and policies exist only in the owner’s head. When theft goes unchallenged, it quietly becomes normalized. Workers may justify taking materials as compensation for low pay or long hours, or simply because they see others doing the same without consequence.

Yet research that highlights the scale of the problem also offers hope. Companies that actively work to prevent internal theft see significant reductions in losses. The most effective approaches do not rely solely on punishment or surveillance, but on building structures and cultures that make theft harder and honesty easier. Clear rules, consistent enforcement and open communication change employee behaviour more effectively than silent tolerance ever could.

Hiring practices play a crucial role. Businesses that invest time in background checks, reference verification and careful interviewing reduce their exposure from the outset. While no screening process is perfect, it sends a clear signal that integrity matters. Equally important is setting expectations early. Written policies that clearly define what constitutes theft, how inventory should be handled and what consequences apply remove ambiguity and make enforcement fair rather than personal.

Culture, however, may be the most powerful deterrent. Employees who feel respected, fairly compensated and included in the company’s success are far less likely to steal. Studies show that disengaged workers are significantly more prone to dishonest behaviour than those who feel valued. Simple practices such as recognising good performance, listening to employee concerns and explaining how losses affect the business can foster a sense of shared responsibility rather than quiet resentment.

Technology also offers practical support. Affordable inventory management systems, access controls and security cameras are now within reach of even small operations. Their purpose is not to create a climate of fear, but to provide transparency. When systems are in place, theft becomes harder to hide and easier to address early, before it escalates into major losses. Regular audits, both scheduled and surprise, further reinforce the message that the business is attentive and serious about its assets.

One of the most overlooked tools in preventing theft is the voice of employees themselves. Research indicates that the majority of internal theft cases are uncovered through tips from coworkers. Creating safe, anonymous ways for employees to report concerns allows problems to surface without fear of retaliation. This not only protects the business but also reassures honest workers that their integrity is valued.

The real danger lies in tolerance. When owners accept theft as inevitable, they unintentionally reward dishonest behaviour and punish those who follow the rules. Over time, this erodes morale, distorts costs and weakens the business from within. What begins as a pragmatic compromise often becomes a silent drain that no amount of hard work can overcome.

There is a better path forward. Preventing employee theft does not require perfection or mistrust, but intention. By combining clear policies, fair treatment, smart systems and open dialogue, businesses can protect themselves without sacrificing workflow. In doing so, they create workplaces where honesty is not naïve, theft is not normalised, and success is shared rather than quietly stolen.

Ultimately, the question is not whether businesses can survive while tolerating theft, but whether they can truly thrive that way. Every roll of paper taken, every accessory quietly removed, and every loss written off as “normal” chips away at the foundation of trust that any enterprise depends on. When owners choose to confront the issue with clarity and courage rather than resignation, they do more than protect their inventory.

They send a powerful message about values, fairness and accountability. In industries built on precision and reliability, the future belongs to those who refuse to accept dishonesty as inevitable and instead commit to building workplaces where integrity is the standard, not the exception.

PUBLISHED ON Jan 17,2026 [ VOL 26 , NO 1342]