Advancing the Sustainable Development Goals by Supporting Peace: How Business Can Contribute HIRE VALUES CHANGE EXPLORE JOBS TRUST DISCOVER PROTECT TRANSFORMING CONNECTED NO WAR TOGETHER BUILDING SOCIAL SUPPORT LOVE SHARE HELP BUSINESSLIFE DO ACT KNOWLEDGE WORLD INTEGRATION TRAIN BUILD DEVELOPMENT HUMAN RIGHTS LEARN PEACE RESPONSABILITY VISION EDUCATION ENTREPRENEURSHIP OPPORTUNITIES COMPANIES PEOPLE EMPLOYMENT IMPACT PROSPERITY FUTURE SUSTAINABLE ENGAGING LEVERAGE CONTRIBUTE INVESTING PROVIDING ENVIRONMENT RESEARCH FINANCING PRIVATE SECTOR TOGETHER FUTURE About the United Nations Global Compact The United Nations Global Compact is a call to companies everywhere to voluntarily align their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption, and to take action in support of UN goals and issues. The UN Global Compact is a leadership platform for the development, implementation and disclosure of responsible corporate policies and practices. Launched in 2000, it is the largest corporate sustain- ability initiative in the world, with over 8,000 companies and 4,000 non-business signatories based in 160 countries. www.unglobalcompact.org About Business for Peace Launched in September 2013 by Secretary-General Ban Ki-moon, and identified in Forbes as one of the five areas defining the future of CSR, Business for Peace (B4P) supports companies in imple- menting responsible practices aligned with the UN Global Compact principles throughout their business and supply chains in conflict-affected/high-risk areas. The initiative catalyzes collabora- tive action to advance peace in the workplace, marketplace and local communities. About CDA Collaborative Learning Projects CDA is a non-profit organization based in Cambridge, Massachusetts (USA). CDA is committed to improving the effectiveness of national and international humanitarian, development, peacebuild- ing, and corporate actors working in conflict affected and transitional contexts. CDA promotes effective and accountable international engagement through collaborative learning processes, applied research, advisory services and accompaniment. www.cdacollaborative.org Project team Anita Ernstorfer Adrienne Gardaz Cuendet CDA Collaborative Learning Projects UN Global Compact Diana Chigas Leimer Tejeda CDA Collaborative Learning Projects UN Global Compact Acknowledgements The UN Global Compact would like to acknowledge the following people for their role in the development of the guidance document: Melissa Powell, Tiina Mylly from the UN Global Compact; and Sarah Cechvala, Ben Miller and Dost Bardouille-Crema from CDA. Special thanks go to the UN Global Compact Business for Peace Project Advisory Group members for their input throughout the process. See full list of Advisory Group members in Annex I. Disclaimer This publication is intended strictly for learning purposes. The inclusion of company names and/or examples does not constitute an endorsement of the individual companies by the United Nations Global Compact. The material in this publication may be quoted and used provided there is proper attribution. Designer: Alejandro Mir Copyright © 2015, United Nations Global Compact 2 A recent Chatham House research study on the potential of the extractive sector in support of peace concluded: “Existing guidelines generally stop at ‘do no harm. […] New approaches are needed: At present there is little in the way of an evidence base or decision making framework to enable stakeholders to assess conflict risk against peace-positive potential. This makes it difficult to reach informed and inclusive decisions on how to proceed in a given context. A transparent, multi-stakeholder process to develop such a framework would, at a minimum, deepen understanding of the links between resource development, conflict and peace – and what constitutes responsibility 1 beyond ‘do no harm’.” 1 Bailey, Rob / Jolyon Ford / Oli Brown and Siân Bradley. 2015. Investing in Stability - Can Extractive- Sector Development Help Build Peace? Chatham House Energy, Environment and Resources. 3 TABLE OF CONTENTS EXECUTIVE SUMMARY 5 INTRODUCTION & PURPOSE 7 1 SDG16 & Business for Peace (B4P) 8 Scope, Structure and Audience 10 UN Global Compact Management Model 11 SPECTRUM OF PRIVATE SECTOR ENGAGEMENT IN CON- 12 2 FLICT-AFFECTED AND HIGH-RISK AREAS BUSINESS CONTRIBUTIONS TO PEACE 15 3 – Different Steps for Companies 3.1 Commit: Why Contributing to Peace is Important for Business 16 3.2 Assess: Determining How to Make a Positive Contribution to Peace 18 3.2.1 Conflict Analysis and Relevance Assessment 18 3.3 Define: Setting Goals to Maximize Impacts on Peace 20 3.3.1 Theory of Change 20 3.3.2 Benchmarking and Key Performance Indicators 22 3.4 Implement: Measuring and Evaluating Goals 24 3.4.1 Distinguishing Operational & Programme Effectiveness 24 and Peace Effectiveness 3.4.2 Monitoring and Evaluation (M&E) of Business Contributions 25 to Peace 3.4.3 Monitoring and Evaluating Unintended Results 27 3.5 Communicate: Reporting on Impact and Progress Towards Peace 28 APPROACHES OF PRIVATE SECTOR 29 4 CONTRIBUTIONS TO PEACE 4.1 Fostering Economic Development 30 4.2 Promoting Social Cohesion and Dialogue 32 4.3 Contributing to Peace Processes 33 4.4 Skills and Partnerships to Contribute to Peace 35 CONCLUSION 38 5 ANNEX I- ADVISORY GROUP 39 ANNEX II- TERMINOLOGY 40 ANNEX III- LITERATURE AND RESOURCES 41 4 EXECUTIVE SUMMARY The launch of the Sustainable Development Goals (SDGs) and the growth of the UN Global Compact Business for Peace platform represent two opportunities for companies to seek ever more ways to have a positive impact on society and to engage in support of peace. This resource seeks to advance the discussion on how business can contribute to SDG 16, specifically providing a foundation for on understanding the role of the private sector in support of peace in conflict-affected and high-risk areas. This document complements existing materials such as the UN Global Compact Guidance on Responsible Business in Conflict-Affected and High-Risk Areas with a new perspective on deliberate contributions to peace by companies. Company engagement in conflict-affected and high-risk environments falls along a spectrum: from risk management, to avoiding negative effects (“doing no harm”) and contributing to positive change, where possible, to, more directly addressing key drivers of conflict and violence. Spectrum of engagement with conflict affected contexts Conflict Sensitivity / Do No Address Drivers of Conflict Harm / Supporting Peace Risk Management Understand impact of Deliberately understand, Understand impact of the operations on the context address and engage key context on strategies, and act upon that drivers of conflict in a given operations and understanding. context. programmes, and minimize risks for the company / Minimize unintended Maximize contribution to organization and staff negative impacts of peace and stability through operations & programmes operations, programmes on context & Enhance and partnerships. positive impacts where possible. Conflict-sensitive operations are critical for all operations in conflict-affected areas, and may serve as a foundation for more direct peace efforts. Companies can then take the next step and leverage their work in conflict-affected contexts and go beyond risk management and “do no harm” to make intentional contributions to peace and develop strategies to measure their impact on conflict drivers. Companies can make critical contributions to peace if efforts across the entire company operations are aligned: core business, engagement with Government and stakeholders, and social investment. Using the UN Global Compact Management Model, this resource describes different steps companies can take to maximize their contributions to peace. It also outlines types of activities business can and does take to affect drivers of conflict and peace directly—including economic development, social cohesion and dialogue, and contribution to peace processes—and the skills and partnerships needed to implement them effectively. 5 1. Commit—understanding why contributing to peace is important for business: Contributions to peace include a number of areas that are within the sphere of influence of companies, such as economic empowerment, ethnic inclusion, public-private dialogue, good governance, anti-corruption or security sector effectiveness. The nature of the conflict and the type and characteristics of a company determine whether and how companies can contribute. 2. Assess—using conflict analysis to determine how to make a positive contribution to peace: Conducting a conflict analysis is critical for determining business contributions to peace. Conflict analysis includes identifying underlying causes and drivers of violence and tension. It can be embedded within other assessment and reporting processes, or conducted in partnership with other agencies. 3. Define—setting goals and developing context-relevant approaches for maximizing impacts on peace: Meeting existing standards for corporate responsibility may or may not contribute to peace, depending on whether they are relevant the key drivers of the conflict. Business contributions to peace need to be planned for in context. It is important to include a clear articulation of goals for maximizing impacts on peace. Identifying a robust “theory of change” that explains how and why core business operations, social investment and relations with governmental and non-governmental stakeholders will address drivers of conflict and peace helps ensure that the effort is strategic. 4. Implement—monitoring and evaluating programme effectiveness and peace effectiveness: Monitoring and evaluating a company’s impacts on peace examines how the larger (conflict) context is impacted by business operations. This entails measuring the performance of the company against its own targets and goals (“programme effectiveness”), but also whether it has contributed to changes in the key drivers of conflict (“peace effectiveness”). Given the rapidly changing conditions in conflict-affected contexts, it is critical to also monitor and evaluate unintended results of efforts, both positive and negative. 5. Communicate—reporting on impact and progress towards peace. Companies are encouraged to build into their communication and reporting to stakeholders their impacts and contributions to peace. As the business community around the world recognizes its potential to contribute to peace, this resource highlights the opportunities, as well as the basics of proactive and strategic engagement, for business to go beyond doing not harm and maximize their impacts on peace. 6 1 INTRODUCTION & PURPOSE In September 2015, the United Nations launched the Sustainable Development Goals (SDGs). The 17 SDGs set a 15-year timeframe to mobilize global sustainable development efforts around a common set of goals and targets, aspirations, and priorities. A new and unique feature of this global development framework is the recognition by the international community of the importance of peace and stability as a long-term foundation for development. During the global consultations that lead to the development of the SDGs, there was a deliberate effort to include the private sector’s view in the process of creating the new development framework. Companies are now With a view to enabling companies called upon to play an active role in the to identify strategic priorities based implementation and achievement of the SDGs. on responsibilities and opportunities, establish goals, and Business can be a powerful agent of change in report on progress- in line with the an interconnected world where the private SDGs- the UN Global Compact sector, Governments and society have differentiated responsibilities but a shared launched the SDG Compass. The interest in stability, prosperity, peace and objective of the SDG Compass is to development. That is why the UN Global guide in their efforts to contribute Compact asks companies to first do business to the realization of the SDGs, and responsibly and then pursue opportunities to offers a number of online resources solve societal challenges through business to support them in the execution of innovation and collaboration – both important those steps. contributions to the SDGs. Conducting responsible business operations in all areas of To learn more about the Compass the world and taking action to advance peace and how to take action in support of is in everyone’s interest, including business. the broader development agenda The SDG 16—to “promote peaceful and please visit the Compass dedicated inclusive societies for sustainable development, provide access to justice for all website (SDGcompass.org). and build effective, accountable and inclusive institutions at all levels”— provides a crucial opportunity for companies to align corporate strategies with a new universal goal on peace, and to strengthen responsibilities and commitments to these efforts. This resource document makes a timely contribution to advance the discussion on how business can contribute to SDG 16, specifically providing a foundation to measuring company actions that can advance peace. 7 8 Goal 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels 16.1 Significantly reduce all forms of violence and related death rates everywhere 16.2 End abuse, exploitation, trafficking and all forms of violence against and torture of children 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all 16.4 By 2030, significantly reduce illicit financial and arms flows, strengthen the recovery and return of stolen assets and combat all forms of organized crime 16.5 Substantially reduce corruption and bribery in all their forms 16.6 Develop effective, accountable and transparent institutions at all levels 16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels 16.8 Broaden and strengthen the participation of developing countries in the institutions of global governance 16.9 By 2030, provide legal identity for all, including birth registration 16.10 Ensure public access to information and protect fundamental freedoms, in accordance with national legislation and international agreements 16.a Strengthen relevant national institutions, including through international cooperation, for building capacity at all levels, in particular in developing countries, to prevent violence and combat terrorism and crime 16.b Promote and enforce non-discriminatory laws and policies for sustainable development 9 Since the inception of the UN Global Compact, familiarity with sustainability issues) have efforts have been undertaken with the private joined B4P. Among them, a number have sector to explore the role of business in expressed an interest in better understanding contributing to peace. Recognizing that and identifying ways to measure the outcomes companies of all forms – small and large, of their engagement in support of peace. This public and private, international and local – resource document makes a timely face challenges to operating in high-risk contribution to the Business for Peace environments, the UN Global Compact movement by going beyond a risk developed the Guidance on Responsible Business in management and “do no harm” approach to Conflict-Affected and High-Risk Areas. This advancing the discussion on intentional voluntary guidance joins a range of tools and contributions to peace and how companies initiatives to support companies in developing can develop strategies to measure their policies and implementing responsible impact. business practices aligned with the UN Global Compact Ten Principles in conflict-affected and high-risk areas. Scope, Structure and Audience In September 2013, Secretary-General Ban This resource is focused on understanding the Ki-moon launched the business leadership role of the private sector in support of peace in platform, Business for Peace (B4P), to mobilize conflict-affected and high-risk areas. It intends greater engagement of business in support of to stretch the understanding of peace beyond peace as a complement to Government action. negative peace, or the absence of violence. It Led by the UN Global Compact with a seeks to explore how business can contribute multi-stakeholder Steering Committee, this to positive peace, which includes constructive platform seeks to elevate and strengthen relationships, effective institutions, and the support for business contributions and for creation of social systems that address public-private dialogue to advance peace. The underlying drivers of conflict and serve the unprecedented growth of the B4P platform needs of the whole population and the indicates an ever- stronger interest from the constructive transformation of conflict. This global business community to have a positive document is a first introduction, and does not impact on society and to engage in support of provide detailed guidance to companies. peace. Companies with different motivations and profiles (geography, size, sector and In 2010, the UN Global Compact published the Guidance on Responsible Business in Conflict-Affected & High-Risk Areas: A Resource for Companies and Investors that aims to assist companies in implementing responsible business practices in conflict-affected and high-risk areas consistent with the Global Compact Ten Principles. To learn more, please visit www.unglobalcompact.org/library/281 10 The meaning of “conflict-affected” and to plan and assess business contributions to “high-risk” in this document: peace. The model has been adapted for this resource to walk companies through the steps There is no single definition for the terms and types of issues that need to be taken into “conflict-affected” or “high-risk” areas. This consideration when embarking on the process resource may be relevant for a variety of of making positive and intentional contexts, including countries, areas or regions: contributions to peace. That are not currently experiencing high Designed mainly for companies, business levels of armed violence, but where political associations and Global Compact Local and social instability prevails, and a number Networks, the guidance is also useful for local, of factors are present that make a future national and international stakeholders outbreak of violence more likely; engaging with companies, as well as Governments, development and peacebuilding In which there are serious concerns about practitioners, policy makers and academic abuses of human rights and political and audiences. civil liberties, but where violent conflict is not currently present; That are currently experiencing violent conflict, including civil wars, armed insurrections, inter-state wars and other COMMIT types of organized violence; and ASSESS That are currently in transition from violent conflict to peace (these are sometimes referred to as “post-conflict”; however, transition contexts remain highly volatile and at risk of falling back into violent COMMUNICATE conflict). DEFINE As such, the objectives of this document are to: IMPLEMENT Provide the growing Business for Peace movement with an introduction on how business can make intentional positive contributions to peace; Advance understanding of what constitutes business contributions to peace; and Help to clarify how business can measure its contribution to peace and how impact can be assessed. The UN Global Compact Management Model provides a simple, yet broad and flexible guide to companies of all sizes and sectors to align company sustainability strategy with the Global Compact. In this regard, it is also a useful management framework for companies 11 2 SPECTRUM OF COMPANY ENGAGEMENT 1 WITH CONFLICT-AFFECTED AND HIGH-RISK AREAS Company engagement in conflict-affected and high-risk environments falls along a spectrum: from risk management, to avoiding negative effects (“doing no harm”) and contributing to positive change where possible, to, at the far end of the spectrum, more directly addressing key drivers of conflict and violence. This resource is concerned with the third level of the spectrum – understanding how business can purposefully make a contribution to peace by addressing key drivers of conflict and violence. Spectrum of engagement with conflict affected contexts Measure of Definition: Main Objective: Who? Required Analysis: Partnerships: Effectiveness: Company Risk Management in Conflict-Affected Areas Identification, assessment, prioritization of risks and allocation of Determine viability of Companies Requires an understanding Company is able to Exchange with other companies appropriate resources to minimize, monitor and mitigate financial, business operations in implement risk of the main conflict risks in continue operations, and the authorities is useful to Risk Management operational, legal and reputational risks related to the conflict conflict-affected areas, or management the given context, with a and people and assets keep up to date on conflict risks. environment. take actions to assure strategies in focus on their implications are safe and secure Risk mitigation measures may be business continuity, if conflict-affected on safety and security, legal (or company suspends undertaken together with other Understand impact of the context on possible, and secure safety contexts. compliance and reputation operations). companies, Government strategies, operations and programmes, of people and assets. risk. authorities, security services, and minimize risks for the company / labour unions or others. organization and staff. Conflict Sensitivity / Do No Harm Ability of a company to ensure that core business operations, Work IN the context of All companies, all Requires an adequate At a minimum, In addition to integrating conflict Conflict Sensitivity / Do No Harm government relations, stakeholder engagement and social investments conflict to ensure that core sectors, at all stages understanding of the company operation sensitivity into individual “do no harm”, i.e., do not inadvertently intensify existing conflicts or business operations, social of conflict should positions and interests of does not exacerbate company operations, Understand impact of operations on the create new ones, mitigate risks and, where possible, help ameliorate investments, government conduct business in a local actors (including the the conflict and, partnerships with other context and act upon that conflict. relations and stakeholder conflict-sensitive way. company itself), the ideally, makes companies, Government, labour understanding. relations do not exacerbate relationships among them, positive contributions and civil society actors may be Minimize unintended negative impacts A conflict-sensitive approach is one in which a company: conflict and that they have dividers and connecters, and to mitigating required to understand and of operations & programmes on context positive impacts and help social and environmental conflict. address conflict risks. & a) understands the context and relevant conflicts in which it operates; reduce tensions where impact assessments and Enhance positive impacts where b) understands the interaction between its operations and the conflict possible. human rights due diligence. possible. context; and c) plans and implements all of its activities in a manner that avoids negative impacts on conflict and maximizes positive ones. Business Contributions to Peace Deliberate measures undertaken by business actors to (i) end violence Work ON conflict Companies in areas Requires a robust Business initiatives Requires strong alliances with and address the key driving factors of conflict, and (ii) forge alliances dynamics, seeking to affected by conflict understanding of the key reduce the potency of other businesses, business Address Drivers of Conflict / and partnerships to coordinate and advocate for comprehensive and address key drivers of and fragility that micro and macro drivers of key driving factors of associations, labour, Government, Contributing to Peace multi- sectoral strategies to promote peace. conflict and peace and to have an objective of conflict and conflict conflict and civil society and/or contribute to larger reducing violence dynamics, including an strengthen dynamics intergovernmental organizations Deliberately understand, address and Key drivers of conflict are factors that influence heavily the existence socio-political peace efforts, and addressing understanding of key actors for peace. (UN, regional organizations) and engage key drivers of conflict in a given and nature of the conflict. These can include grievances, resources and through companies’ own underlying drivers of and stakeholders, as well as other international context. capacities to wage violent conflict, relationships and attitudes, and operations, collective conflict, and have opportunities for companies peacebuilding entities at every structures (social, economic, political and cultural) that drive conflict efforts or support for other the skills, trusted to influence the drivers. step of the process. Maximize contribution to peace or peace, and the dynamics among them. initiatives. relationships and adequate history of through operations, programmes and engagement in a partnerships. given setting. Table 2 above illustrates key differences in approaches between risk management, conflict-sensitive Figure 1: The conflict spectrum (adapted from CDA, September 2014) business policy and practice and deliberate efforts to maximize business contributions to peace: 1 Partnerships to Address Key Drivers of Conflict in the Niger Delta One oil company’s work in the Niger Delta, Nigeria, is one such case where the company identified key drivers of conflict – such as high unemployment and weak governance capacity – which were affecting not only its operations, but also a large number of communities. After identifying the key drivers of the conflict, the company first negotiated a Global Memorandum of Understanding with local communities. Recognizing, however, that resolving certain long-standing issues were beyond the capacity of the company, it established the Foundation for Partnership Initiatives in the Niger Delta (PIND), which developed partnerships with Nigerian state and local governments, international donors, NGOs and communities to bring together appropriate technical expertise and state and community buy-in for programmes that addressed those problems at a regional level. In doing so, PIND has been able to address key drivers of the conflict in the Niger Delta region and contributed to a reduction in violence. While conflict-sensitive operations are called upon to pro-actively explore how they critical for all operations in conflict-affected can go beyond “doing no harm” and areas, and may serve as a foundation for maximize their contributions to peace. more direct peace efforts, companies are 14 3 BUSINESS CONTRIBUTIONS TO PEACE Different Steps for Companies The process of implementing strategies that need to be adapted to changes in conflict address key drivers of conflict and contribute to dynamics. While each of the steps provides an peace can be a difficult and complex effort that essential piece to support a company’s efforts, requires strong leadership. As a company companies might benefit from customizing the begins the journey to make intentional and order of steps to meet their specific needs, measurable contributions to peace, company depending on the context. For example, a leadership may find the UN Global Compact company might communicate the findings of Management Model as a useful framework. its assessment to stakeholders, prior to defining measurement and evaluations mechanism to The model is an iterative process for continuous contribute to peace. improvement recognizing that private sector contributions to peace evolve over time and COMMIT Why Contributing to Peace is Important for Business ASSESS Determining How to Make a Positive Contribution to Peace COMMUNICATE Reporting on Impact and Progress DEFINE Towards Peace Setting Goals to Maximize Impacts on Peace IMPLEMENT Measuring and Evaluating Goals 15 3.1 Commit: Why Contributing to Peace is Important for Business Conducting responsible business operations in Contributions to peace are multi-faceted and all areas of the world and taking action to can include a number of areas that lie within advance peace is in everyone’s interest, the scope of influence of the private sector, including business. Conflict and instability not such as economic empowerment, ethnic only impact people and the environment; they inclusion, public private dialogue, effective also pose risk to all parts of the business sector. Government institutions, corruption or security sector effectiveness. If and how these There is overwhelming evidence of the cost of areas can be relevant for peace will depend on conflict to the economy. Peaceful and stable a context specific understanding of the drivers operating environments are conducive for of conflict. Local and international companies business; they feature more and better have an important role to play not just to bring investment opportunities, and reduce revenue and technical know-how, but also to operational and security costs and risks. help find solutions to national, local and Companies operating in conflict-affected regional challenges that, at the same time, contexts require a solid understanding of also promote their longer-term business conflict dynamics to create shared value, interests and scope of operation. recognizing that societal needs ultimately define markets. 16 2 Regional Business Collaboration in the South Caucasus In the South Caucasus, at a regional level, collective efforts by local businesses have been organized through the Caucasus Business and Development Network (CBDN), which seeks to facilitate regional economic cooperation based on a shared vision of an economically connected and cooperating, peaceful South Caucasus. It consists of business people, civil society activists and academics, and has been supported by International Alert since 2005. In an environment with few channels for interaction across the conflict divides, CBDN is the only functional network engaging with private sectors and economic actors across the region, including in the disputed territories of Abkhazia, Nagorny Karabakh and South Ossetia. The basic underlying assumptions and theories of change for this work are the following: (i) shared economic interests and trade relations provide a common interest across divides; (ii) business and economic development are common interests and a (perceivably) less politicized topic to gather around; and (iii) small- and medium-size enterprises have been identified as strategic change agents regarding their role as relatively independent actors. Although cooperation among local businesses never stopped among Armenian, Turkish, Georgian, South Ossetian, Abkhaz and Azerbaijani businesses during the various stages and levels of conflict in the region, it has not necessarily always happened with an aim to contributing to conflict transformation. Mutually acceptable legal and regulatory frameworks were introduced in order to overcome corruption, shadow economies, rent-seeking and in order to increase trust among the population. The impact of private sector actions on a political resolution of the conflicts in the South Caucasus is limited. Nevertheless, efforts such as CBDN represent an important aspect of contributing to trust and regional collaboration. 2 See International Alert. 2012. Mediation and Dialogue in the South Caucasus. A reflection on 15 years of conflict transformation initiatives. 17 3.2 Assess: Determining How to Make a Positive Contribution to Peace 3.2.1 Conflict Analysis A company determining to make a positive company are decisive factors in determining contribution to peace needs to consider the possible business contributions to peace. nature of the conflict as well as its specific role Conducting conflict analysis and gaining an in a given context. in-depth understanding of the context is thus critical, along with analyzing opportunities, Understanding the nature of the conflict: the need constraints and approaches for engagement. for a conflict analysis The conflict dynamics and the nature of the Key Questions for Conflict Analysis: Conflict Context: What is the general socio-economic and socio-political context? What are important regional, cross-border and international dynamics that influence the situation? What areas / regions /communities are particularly affected by violent conflict? Structural conflict causes, conflict drivers and triggers: What are deep-rooted structural causes of violent conflict? Which events and conflict triggers could further exacerbate tensions? What are the patterns of behavior and strategies that fuel violence? What is the relationship between different conflict factors, how do they interrelate? Actors: Who are the “key people” in the conflict situation – who has power and can say “yes” or “no” to peace? Who are the main actors that perpetuate violence? Who are the champions for peace? What is the relationship between key actors and the main conflict dynamics? Who are the “hard to reach” and who has access to them? Capacities for peace: What factors are/can contribute to peace and stability? What currently brings people together across divides and can be built upon or reinforced? What are the existing mechanisms in society that play constructive roles for conflict transformation? Which of those make a significant difference for peace and conflict? Scenarios: What are possible/likely scenarios in the current conflict situation? What are current trends? What is the impact of these scenarios on the conflict drivers and peace potentials? 18 Relevance Assessment Identifying and evaluating business contributions to peace requires clearly defined relevance criteria grounded in an analysis of the key drivers of conflict and peace. Conflict analysis along with an analysis of the relevance of the company and business initiatives to the conflict, are therefore key to assessing business contributions to peace. Conflict analysis helps to understand key driving factors of conflict and peace and the evolution of those drivers over the time period covered. Relevance analysis identifies whether the broader changes targeted by business initiatives, policies or actions are connected to the needed changes specified in the conflict analysis; in planning, it helps to ensure that activities are strategic, and in evaluation, to assess whether business have made an impact to peace. In planning, companies should decide where and suggests that companies need to use a conflict how they can make the greatest contribution in analysis in an ongoing manner that allows the 3 a particular context, based on: the company to continually understand the context. characteristics of the company; their position in Processes used to conduct analyses for these the context; how they are being perceived by could easily be built upon to generate analysis of stakeholders given their mandate, interests, key drivers of conflict and peace at a broader values, nature and history of business level, including how these drivers influence local operations; and their resources, skills, dynamics in companies’ area of operation. constraints, networks and relationships. National and local businesses will, in most cases, Other frameworks that focus on reporting social have very different characteristics, relationships, and human rights risks can also be used to interests, incentives and entry points than inform conflict analysis. These include: the IFC’s multinational companies with global operations. Performance Standards and the environmental Different histories and relationships at the and social impact assessment (ESIA) or national and local levels, different corporate cumulative impact assessment (CIA) conducted decision-making processes, or different to implement IFC Standard 1 (Assessment and available resources all play a role in determining Management of Environmental and Social Risks the types of possible engagement. and Impacts); the UN Guiding Principles on Business and Human Rights (UNGP)’s Reporting Doing conflict analysis can place an additional Framework - the Human Rights Reporting and burden on staff. In order to reduce this burden, Assurance Frameworks and Initiatives (RAFI); and it can be helpful to embed conflict analysis GRI’s G4 Reporting Framework. within other assessment and reporting processes and to partner with other agencies (such as the Partnering on Conflict Analysis Processes—for United Nations, World Bank, bilateral donors or example, country-wide assessments by the civil society) in conflict analysis processes. The United Nations system or the World Bank or Voluntary Principles on Security and Human bilateral donor, civil society or NGO-led Rights (VPs), for example, require an analyses—can also reduce the burden on understanding of the root causes and nature of companies and offers good opportunities for local conflicts, as well as the level of adherence companies to work together with other actors to to human rights and international humanitarian enhance their expertise and their impact. law standards by key actors under the principle of a risk assessment. Similarly, the United Nations Global Compact Guidance on Responsible Business in Conflict-Affected and High-Risk Areas 3 UN Global Compact Guidance on responsible business in conflict-affected and high-risk areas https://www.unglobalcompact.org/docs/issues_doc/Peace_and_Business/Guidance_RB.pdf 19 3.3 Define: Setting Goals for Maximizing Impacts on Peace Having an understanding of the key drivers of opportunities to positively influence conflict conflict and company relevance enables dynamics. companies to understand the nature of 3.3.1 Identifying Areas for Influence and a Robust “‘Theory of Change” Business contributions to peace need to be objectives. The same must be true for an planned for, including a clear articulation of initiative aiming to contribute to peace: the goals, assumptions about change and a plan for company needs to clarify a theory of change how to measure outcomes. For many regarding peace-related activities to ensure that companies, a clear and well-articulated its effort is strategic and contributes to larger business case for their operational activities is change. Identifying a valid “theory of change” their “theory of change” for achieving business is therefore an important aspect of planning Theory of Change A theory of change is an explanation of how and why an action is believed to be capable of bringing about its planned objectives, i.e. the changes it hopes to create through its activities, thereby revealing underlying assumptions. A clear theory of change helps to articulate the logical flow from the starting point (analysis) to the action (goal) to the change the company wants to make. In order to capture contributions to peace, the following questions should be considered: What drivers of conflict or peace is the business aiming to influence—through specific core business operations, social investment, government relations or stakeholder relations? In other words, what is the goal in relation to peace? Is it clear, concrete and grounded in the context? How will the business policies, practices, operational and social investment activities and relationships lead to the desired change? In other words, what is the theory of change of how the activities will contribute to peace? 20 Figure 4 illustrates a simplified theory of business activities (jobs/hiring, small business change for business contribution to peace growth) and the further outcomes that explain based on generating income and employment how those programs will affect key drivers of opportunities that increase support for peace conflict. and reduce incentives to engage in or support violence. It includes the direct outcomes of Figure 4: Theory of change – example of Business for Peace strategy Outcome Level 4: Contribution to peace and stability: decrease in armed groups capacity and increased opposition to violence. Outcome Level 3: Recruitment of young Outcome Level 3: Increased business people into armed groups decreases, as opportunities and income provide a 'peace grievances decrease and young people are dividend', providing economic incentives for employed. people to oppose violence. Outcome Level 2: Economic opportunities for Outcome Level 2: Income and level of young people (including ex-combatants) development in company's area of operation improve; unemployment and vulnerability increase. decrease. Outcome Level 1: Vulnerable young people Outcome Level 1: Local small and are hired. medium-sized business develop and grow. Company Activity: Local preference in hiring and procurement. 21 3.3.2 Benchmarking and Measuring Success Being explicit about company goals to make a about progress. Consequently combinations contribution to peace is helpful for planning, (“baskets”) of indicators are useful to minimize monitoring and evaluation because it allows for the risk that particular indicators suggest the creation of specific benchmarks and misleading results. In addition, a balance of indicators to measure progress and impact at objective (e.g., # homicides) and subjective and each level of the theory of change. Planning experience-based (perceptions of insecurity, for and assessing impacts on peace entails experiences of discrimination, etc.) measures understanding the relationship of and sources of data should be included. programme goals to conflict drivers. In the example above, benchmarks and indicators Disaggregate data. Examining how different would be developed to: policies and actions affect differing groups can be gathered by disaggregating data on other Track the number of jobs filled by local hires, indicators (e.g. employment, income and or number of local suppliers contracted by the access to services, etc.) by ethnicity, religion, company (company activity). geographic region, gender or other salient group division. As disaggregation may carry Assess the relevance of the goal and activities political sensitivities/risks for vulnerable (providing local jobs and greater income to groups, confidential and impartial data local business) to the conflict. Are gathering mechanisms are preferable. unemployment and economic incentives for peace in the company’s area of operation, for Consider data collection limitations. In example, significant in this context? developing monitoring and evaluation processes, including selecting indicators, it is Track whether economic opportunities for important to consider the challenges of data young people improve (i.e. were young people collection in conflict-affected and high-risk hired, and did unemployment areas contexts. Constraints range from decrease—Outcome level 2, and did their sense availability of basic statistical data on services of grievance and/or their attitudes toward or income, to limited access to people and violent groups change—Outcome level 3?). places (due to security or other reasons), and lack of organizational capacity (human The following general principles should be resources, budget, skill). Data collection needs taken into consideration in developing to be done in a way that respects indicators: confidentiality, especially in situations where it may put stakeholders in a difficult or Identify relevant conflict indicators. Conflict dangerous position. indicators track changes in key drivers of conflict that a company intends to influence and other drivers that affect the business. They provide a basis for evaluating changes in the context to which business may contribute and for deciding when and how to adapt or change policies and activities; worsening conflict trends should trigger inquiry into whether a change of strategy is needed, and whether business is contributing to those trends. Draw from a range of indicators. No single indicator can tell a full and accurate story 22 Monitoring and Evaluation to Improve Impacts Since the democratic Government in South Africa was established in 1994, the Government has enacted legislation for Black Economic Empowerment (BEE) in order to redress a significant injustice and potential source of renewed violent conflict: economic marginalization of the majority population. The legislation promoted black ownership and management control of businesses, as well as employment equity, skills development, preferential procurement, enterprise development and socio-economic development. A BEE scorecard enacted into law in 2007 with clear criteria and weighting of mechanisms allowed for practical assessment of a company’s BEE performance. While not explicitly designed as a “peacebuilding” initiative, Black Economic Empowerment was relevant to peace in that it addressed a key driver of conflict—exclusion of the majority population from economic development. From a monitoring perspective, the application of a BEE “scorecard” in South Africa has clear criteria and weighting of priorities to assess companies’ performance in promoting black economic empowerment. This played an important role in strengthening the commitment and contribution of a South African industrial tool and equipment company to addressing black economic marginalization. The company had received an initial score of “non-compliant” in part because it did not track its social performance well enough even to know where it stood against the BEE criteria. As the company developed clearer goals, policies and practices for promoting economic justice, it instituted systems for tracking progress, using the BEE scorecard, as well as additional monitoring of accomplishments and challenges, including individual performance by management. The clarity of the monitoring and evaluation provided led to the integration of social performance into normal management conversations and the development of innovative and effective strategies that matched business goals with the social goal of addressing inequality. Indicator-based monitoring and evaluation processes to surface the mechanisms by which could be supplemented with processes change has happened. grounded in more open-ended inquiry and Using Participatory Processes Local people—whether at the community or national level—are often best placed to identify what an improvement in the conflict situation would look like, and to identi- fy positive and negative company impacts on the conflict, especially unanticipated ones. Broad consultation with people from a range of perspectives, and engagement of stakeholders in the development of indicators can be useful in monitoring and evaluation. 23 3.4 Implement: Monitoring and Evaluating Goals The following section is intended to provide an activities that contribute to peace and the overview of key considerations for monitoring differences between programme effectiveness and evaluation the implementation of and peace effectiveness. 3.4.1 Distinguishing Operational & Programme Effectiveness and Peace Effectiveness Assessing a company’s deliberate attempts to and/or programme was successful on its contribute to peace – whether they do indeed own terms—for example, whether the make a contribution, and if so, how these company provided jobs, affected contributions are achieved – requires unemployment, or effectively implemented distinguishing operational and programme an anti-corruption policy. effectiveness from peace effectiveness: Monitoring and evaluating peace effectiveness Monitoring and evaluating operational & entails investigating whether an initiative programme effectiveness entails assessing addresses any of the key drivers of conflict whether a project is achieving its intended identified during the conflict analysis. goals in an effective manner. This kind of evaluation asks whether the operation Five mid-level Criteria for Peace Effectiveness CDA’s Reflecting on Peace Practice programme has developed several criteria for assessing mid-level impacts on the socio-political situation, based on extensive experience working with and assessing peace efforts globally. CDA found that an effort is making a meaningful contribution to the broader peace if it is addressing key dynamics of conflict and peace and it: 1. Results in the creation or reform of political institutions to handle grievances in situations where such grievances genuinely drive the conflict; 2. Contributes to a momentum for peace by causing participants and communities to develop their own peace initiatives in relation to critical elements of context analysis; 4 violence; 3. Increasingly prompts people to resist violence and provocations to 4. Results in an increase in people’s security and in their sense of security; and 4 5. Results in meaningful improvement in inter-group relations. 4 For a full discussion of RPP’s Criteria of Peace Effectiveness, sometimes called the Building Blocks Toward Peace, see Anderson, M.B. and L. Olson 2003. Confronting War: Critical Lessons for Peace Practitioners. CDA. See also Chigas, D., M. Church and V. Corlazzoli. 2014. Evaluating Impacts of Peacebuilding Interventions: Approaches and Methods, Challenges and Considerations. CCVRI Guidance Product. London: DFID. Available at http://www.cdacollaborative.org/media/181401/Evaluating-Impacts-of-Peacebuilding-Interventions.pdf. 24 3.4.2 Monitoring and Evaluation (M&E) of Business Contributions to Peace A framework for monitoring and evaluating a about its quality.” 5 The theory of change company’s impacts on peace supports an provides a starting point for developing the understanding of how the larger (conflict) monitoring system. context is impacted by business operations; it does not look only at specific conflict Various monitoring and evaluation approaches dynamics and triggers in which the company exist for differing levels of engagement with might have a direct stake. conflict along the spectrum of business engagement with conflict (see Figure 1). The nature Monitoring of business contributions to peace of the company’s aims, operations, and specific involves: efforts in conflict-affected environments will determine which is most appropriate. Figure 3 Continuous data collection on the evolution of below illustrates the specific purposes of key causes or drivers of conflict, peace and different types of M&E approaches for fragility in the country or area of concern; and companies in conflict-affected areas, as well as their overlapping nature on some elements, Continuous data collection on how companies which will be explained further below. (or the private sector as a whole) affect these drivers through their core business operations, Figure 3: Different M&E Approaches social investment, relations with government and stakeholder engagement. Evaluation of contributions to peace is often a Monitoring and Evaluation of one-time, or periodic, assessment at particular Operational & Programme stages of the outcomes of business efforts in Effectiveness Analyzes if operations and relation to the key driving factors of conflict programmes are achieving their goals in an effective manner. and peace. Compliance Monitoring & Due Solid data collection on the results of Diligence activities and the validity of the theories Analyzes whether operations and programmes meet legislative Monitoring and Evaluation of Peace Effectiveness of change is important to measure the requirements, internal policies, or Analyzes whether operations accepted industry standards and and programmes affect key impact of peace efforts. Impact on peace voluntary principles, such as drivers of conflict positively. is not represented by project activities, performance related to human rights risks. such as, for example, construction of a Monitoring and Evaluation of school, or the implementation of a training Conflict Sensitivity/DNH Analyzes the intended and programme. “Results” and “impact” in peace unintended interactions between programmes and operations and efforts go beyond activities toward more the conflict context. Includes sustainable changes in the conflict dynamics effectiveness of actions to mitigate risks. that might be catalyzed by certain activities. Having a good monitoring system in place is critical to understand impact. As one evaluator has observed, “If staff are not collecting and analyzing relevant monitoring data, then they’ll just end up with a lot of small projects which seemed like a good idea at the time. Not easy to evaluate. You’re going to need to see the data they used to make their decisions, and make your own judgment 5 See Kessler, A. and Tanburn, J. 2014. Why Evaluations Fail: The importance of good monitoring. DCED Paper. 25 Adopting and Implementing International Standards – Opportunities and Limitations to Maximize Business Contributions to Peace A wide range of international frameworks, guidelines and standards exist to aid companies to support responsible business within a number of domains. Established to identify and mitigate negative corporate impacts, these non-binding standards benchmark responsibilities, while international guidance and frameworks provide recommendations and options for operations. Both are designed to address issues ranging from human rights (such as the UN Guiding Principles on Business and Human Rights, or the Voluntary Principles on Business and Human Rights), sourcing (such as the Kimberley Process), transparency and corruption (such as the Extractive Industry Transparency Initiative – EITI, or the Transparency International and Social Accountability International Business Principles for Countering Bribery), social and environmental impacts and risks (such as the International Finance Corporation’s Performance Standards and Guidance Notes), corporate impacts on conflict-affected and fragile states (such as the UN Global Compact Guidance on responsible business in conflict-affected and high-risk areas or the OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High Risk Areas), as well as broader guidelines across multiple areas of impact (such as the OECD Guidelines for Multinational Enterprises or the UN Global Compact Ten Principles). Similarly, various national guidelines have been developed to improve upon a range of social impacts. In some cases, potential areas of convergence and overlap between international frameworks and reporting mechanisms and the broader peace agenda do exist. For example, if a company’s adoption of anti-discrimination policies or anti-corruption policies serves as a model that catalyzes debate or if the governance of natural resources, specifically relating to issues of revenue transparency, is a key driver of conflict of a given situation, then there is a chance that adherence to the Extractive Industries Transparency Initiative (EITI) may impact on the broader socio-political situation. To have any certainty that revenue management addresses a key driving factor of conflict, however, and to understand how the company’s actions affect conflict dynamics, the company would have to conduct a conflict analysis and monitor the relevant drivers over time. However, in many cases, successful implementation of standards or guidance, such as the Voluntary Principles or the UN Guiding Principles on Business and Human Rights, will not mean that a company has contributed to peace. It is important to understand areas of potential synergies between the existing standards and guidelines and the larger objective to discern the private sector’s impact on peace in the areas of their operations. None of the existing frameworks, guiding principles and voluntary standards is designed to reflect or identify contributions to peace, and most reporting on existing standards and frameworks relates to company activity vis-à-vis the standard, without capturing the broader outcomes on socio-political issues in the given situation. Adoption of a strong anti-corruption policy, with training and accountability mechanisms, within a company and throughout the supply chain, could ensure that a company does not reinforce corruption in society. To understand whether this effort is peace-promoting, one would need to identify whether and how corruption was a driver of conflict, and how the company’s actions affected the broader dynamics of conflict and peace. At the same time, establishing industry-wide and multi-stakeholder business standards might also be a powerful means to establish joint accountabilities between business, Governments and civil society regarding global and regional issues that affect conflict dynamics. 26 6 Business Partnership to Support the Implementation of Human Rights Standards A leading Colombian hydroelectric company sought to develop its operations in a region where guerilla groups were dominant and the state had no institutional presence. After a thorough conflict analysis of the Río Amoyá region, the company established a Human Rights Working Group that engaged local communities, local and regional government authorities and national armed forces representatives, and a Human Rights Observatory. The Observatory is in charge of receiving and doing a follow up to human rights violation complaints filed by local communities. The company does not have a direct participation in the working group besides being an observer, but its social investment plays a key role in the provision of resources and logistic requirements for the meetings. These mechanisms illustrate how the private sector can create and adopt mechanisms that contribute to peace building and dialogue between divergent and distrustful actors, while ensuring a sustainable and viable environment for their operations. 3.4.3 Monitoring and Evaluating Unintended Results Even when initiatives are well-designed and Developing diverse sources among and beyond implemented as planned, human behavior and a company’s stakeholders, and checking who is responses are not always predictable. providing information, and who is being left Moreover, in conflict-affected and high-risk out; areas conditions are constantly changing. In this context it is important also to monitor Developing creative ways to get information on and evaluate unintended results of efforts, and about non-participants or beneficiaries of both positive and negative. business operations (employees, suppliers, beneficiaries of social investment Some unintended consequences, especially programmes, etc.); unintended negative impacts, can be anticipated and planned for. Guidance on Complementing indicator-driven monitoring 6 conflict-sensitivity and risk assessment tools to include open-ended questions in monitoring and processes highlighted earlier in this and evaluation processes. Grievance guidance can help identify potential negative mechanisms and other stakeholder conflict-related risks at each level of the theory engagement mechanisms for the company can of change. The risks and mitigating measures also provide useful information about developed to address them can then be unanticipated impacts; and identified and monitored. Exchange and cooperation with other Some consequences, however, are both peacebuilding actors in the region—from unintended and unanticipated. These are international organizations and donors to often outside the field of vision of a peace NGOs. effort, and need “eyes wide open” M&E processes7 to capture them, such as: 6 Example provided by the Global Compact Local Network in Colombia. For more information, see http://www.ideaspaz.org/tools/download/59644 7 Bamberger. 2012. “Unanticipated consequences of development evaluation: a blind spot for evaluation theory and practice.” http://www.ipdet.org/files/2012%20Guest%20Lectures/Bamberger_Guest_Lecture.pdf. 27 3.5 Communicate: Reporting on Impact and Progress Towards Peace Companies are encouraged to build into their have a compulsory Responsible Investment communication and reporting to stakeholders Reporting Requirement, which must be their impacts and contributions to peace. submitted to the U.S. State Department. Small, medium and large companies benefit Making all or some of the specific goals and from publicly reporting and communicating targets on how the company intends to make a their commitment and contributions to peace. positive contribution to peace public can be an effective communication tool to express a The indicators that a company defines in the company’s aspirations. Doing so may inspire process of assessing impacts and setting goals and engage employees and business partners against conflict drivers- are important starting and can provide a good basis for constructive points for selecting the relevant indicators for dialogue with external stakeholders and reporting. Such indicators and reports enable partners. shareholders and other stakeholders to make well-informed decisions about investments in Companies can announce goals aligned with or relationships with the company. These SDG16–and other SDGs–on the United Nations practices can also lead to the development of web site, using business.un.org. This includes a standardized information for assessing risks transparency requirement in the form of a and opportunities to make a positive commitment to communicate annually—about contribution to peace. the progress made towards achieving goals using existing channels like sustainability or In addition to international reporting integrated reports. mechanisms, companies must consider the reporting requirements from both their home country (in the case of multinational companies) and the country of operations. U.S. companies operating in Myanmar, for example, 28 4 APPROACHES OF PRIVATE SECTOR CONTRIBUTIONS TO PEACE What are ways in which business can positively affect key drivers of conflict. To be proactively contribute to peace? Conflict effective, they must address drivers of conflict dynamics are complex, shaped by many forces, and peace in the particular context and be factors and actors, and thus do not lend implemented in conflict-sensitive ways, i.e. themselves to “easy” or standardized solutions. through identifying and minimizing possible Nonetheless, it is possible to identify a number unintended negative side effects. of ways, or approaches, for business to make a positive contribution to peace in different circumstances. The following section provides some examples of possible activities that business can undertake to contribute to peace -looking to 29 4.1 Fostering Economic Development It is important to understand how economic employment generation by the company development interrelates with key drivers of affects peace (or not) will depend on the types conflict: of inequalities in the society, existing skill sets and gaps, an understanding of which societal Economic development undoubtedly can play groups might have been favored over others in a very important role in reducing incentives the past and for what reason, and for confrontation and violence. However, these understanding of what constitutes socially processes cannot address the multitude of desirable employment, and what the inter-related drivers of conflict alone. incentives are for certain groups to take up Economic processes do not by themselves specific kinds of employment. In this achieve sustainable peace. Political processes connection, many post-conflict youth are essential in order to provide for political employment programmes “miss the mark” in arrangements in which people have terms of positive contributions peace, because confidence. Economic processes can support unemployment is not a key driver of conflict in political arrangements. It is therefore the first place, or because core concerns important for companies to go beyond the motivating youth to turn to violence—such as assumption that core operations – such as job respect, status or justice—are not addressed. creation, or paying taxes – and their spillover effects, and development-promoting social Additionally, how a company operates – how investments are the only contributions to it provides jobs, awards contracts, decides on peace they can make. Companies are social investments, interacts with well-positioned to do more than that and to stakeholders, etc.—can be as important as the have a greater impact on peace. In seeking to economic benefits themselves. If employment make a positive contribution to peace, it is generation, social investments, or contracting, important to understand how economic for example, benefit some groups or development interrelates with key drivers of marginalize others, they can exacerbate rather conflict: Are economic factors key drivers of than improve conflict, even while they provide conflict, and, if so, how (and how not)? And aggregate positive benefits for society. how might the introduction of resources and economic benefits exacerbate or promote, rather than ameliorate, conflict? Poverty, economic deprivation or lack of services may or may not, in a particular context, be a driver of conflict. For example, if unequal access to job opportunities and unemployment is a key driver of conflict in a given situation, it might well be that companies trying to provide equal access to jobs and investing in training and mentoring stand a good chance of making a significant contribution to peace in that context. Yet even in this case, whether 30 Economic Benefits Are Important – but Don't Necessarily Always Make a Significant Contribution to Peace 8 Greek and Turkish Cypriot business people participate in cross-island dialogue and business practices to enhance economic cooperation across Greek and Turkish communities, hoping to advance a peaceful settlement of the conflict. There is no doubt that business plays an important role for cross-border trade and collaboration and those economic gains are important for both sides. There is some evidence that efforts such as enhancing trade across the Green Line, cross-border employment and labour union cross-training contributed positively to the overall situation. However, the actual economic impacts on both sides as well as the impacts on peace of these business practices have been modest. One of the main reasons is the fact that business engagement in Cyprus does not necessarily address some of the key underlying drivers of conflict in Cyprus, such as dynamics around identity – and that economic issues themselves do not seem to be the key drivers of the conflict. 8 Katsos, John / Forrer, John. Business practices and peace in post-conflict zones: lessons from Cyprus. Business Ethics: A European Review, Volume 23, Number 2, April 2014 31 4.2 Promoting Social Cohesion and Dialogue Businesses can be well-positioned to make diversity, dialogue and cooperation across positive contributions to social cohesion and conflict lines can also provide needed inter-group dialogue and relationship-building resources and credibility, as well as protection, in societies emerging from violent conflict. to these initiatives in polarized environments. Businesses provide unique spaces where diverse sets of people can (and must) interact, In post-conflict environments, reintegrating work with each other and learn to understand ex-combatants into communities and helping each other—between groups, across conflict them disengage from armed groups can be a lines, or between state and local authorities significant challenge. By supporting and and citizens. By adopting hiring practices that providing employment for these key people, promote diversity in the workplace, integrate businesses can also contribute to peace and multi-ethnic groups and support employment contribute to social cohesion. At the same for marginalized groups, for example, time, other incentives that people might have businesses can promote relationship- and to join or re-join armed groups also need to be trust-building across conflict lines, and help addressed in order to ensure that employment address inequalities that can drive conflict. is accepted and sustained. Business support for initiatives to promote Supporting Social Cohesion in Conflict Contexts In the Balkans, a company sought to promote improved inter-ethnic relations in the area by bringing people from Serbia, Kosovo and Bosnia together to work on rebuilding war-damaged electricity infrastructure. In another conflictual context, companies lent support to Peru’s Ombudsman’s office and to the creation of a mediation commission within the Ministry of Energy and Mines to strengthen Government capacity to resolve disputes and maintain social cohesion. In another post-conflict environment, a company leader made concerted efforts – despite initial resistance from company employees – to contribute to demobilization and reintegration efforts by hiring ex-combatants and building their skills as repair technicians. The technician’s loyal employees who took the company’s repair services into formerly underserved areas helped to normalize daily life for many more communities. 9 As with economic development approaches, whether these efforts in fact have impacts on conflict dynamics will depend on whether and how inter-group relationships and attitudes, and state-citizen relations, are related to the drivers of conflict, as well as the depth and sustainability of the changes brought about in these initiatives. 9 Jenkins, B. & J. Nelson. 2009. and Ganson, Brian. 2013. Management in Complex Environments: Questions for Leaders 32 4.3 Contributing to Peace Processes Companies can also play important roles in provide services and logistical (as well as peace processes more directly, e.g. during the financial) support to peace negotiations. It is negotiation of peace agreements or transition important to highlight the role companies can processes following a peace treaty or major play in such situations given the linkages with shift in power dynamics in a country. In longer-term peacebuilding efforts. In most addition to putting pressure on politicians to instances, companies will not “go at it alone” negotiate, companies do under certain but work in close collaboration with other circumstances, engage in “track two” businesses, business associations, as well as (informal) dialogue to prepare the ground for Government and civil society actors and negotiations, and directly facilitate and networks. Business Facilitation of Negotiations in South Africa 10 The Consultative Business Movement (CBM) in South Africa was founded in 1988 by a group of executives from companies throughout South Africa dedicated to eliminating apartheid. The group facilitated interactions among the different political parties. With the South African Council of Churches and civil society organizations, it developed and facilitated the process that led to the National Peace Accord in 1991, a key turning point in the peace process. The CBM acted as secretariat to the constitutional negotiation process that followed, and in 1994 managed and supported mediation efforts that eventually led to agreement among the parties to hold elections as scheduled. It helped resolve deadlocks in the process by bringing local and international experts to discuss the issues with both sides and develop options. 10 The Portland Trust. 2013. The Role of Business in Peacemaking: Lessons from Cyprus, Northern Ireland, South Africa and the South Caucasus. London. 33 Business Supporting Peace Negotiations in Colombia 11 The Colombian business sector has been involved with peace negotiations and the peace process in the country for a long time. Its roles and types of participation have evolved over time and become more professional due to its accumulated experience and knowledge of the challenges involved in peacebuilding. At the same time, the incentives for companies to contribute to peace efforts have shifted. At times, the impact and costs of conflict on the overall economic conditions in the country have been the main factors behind business support. At other times, other aspects, such as awareness of opportunities linked to business activities in peace efforts and foregone investments, have played a role in enhancing corporate backing of peace negotiations. Between 1998 and 2002, the business sector became an important ally of the Government. Business members participated in the negotiating team, served as facilitators, and assumed an important leadership role in the ongoing peace efforts. Some of these business people had had their first exposure to peace talks in the 1980s. Even though the military success of the Colombian Government between 2002 and 2010 undermined the private sector’s commitment to peacebuilding, some core activities continued, such as participation in Government‐led demobilization and reintegration programmes. Today, the corporate sector is again playing an active role in promoting dialogue as part of the renewed peace process in Colombia launched in 2012. The business community has, for example, served as facilitators between the Government and armed non-state groups and contributed to confidence building. 11Rettberg, Angelika. 2013. Peace is Better Business, and Business Makes Better Peace: The Role of the Private Sector in Colombian Peace Processes – GIGA Hamburg. 34 4.4 Skills and Partnerships to Contribute to Peace The skills, resources and relationships Another critical skill is the ability to develop companies have and are willing and able to and sustain ongoing partnerships – with local invest in are important to consider in stakeholders, international partners, determining what to do. Figuring out what it Governments and civil society. Leveraging means for a company to contribute to peace these existing relationships and partners requires specialized expertise in areas such as provides an important basis for larger conflict analysis, the ability to establish collaboration on peace impacts. Impact on comfortable, trusting and transparent peace cannot be achieved by one single actor – relationships with a wide range of local, not by one single company, government, or a national and international stakeholders, single NGO. Existing experience indicates that facilitation and mediation skills, good the private sector might be best positioned to listening skills – and the required internal maximize its contributions to peace at a larger mechanisms to adapt company operations socio-political level if it acts collectively with accordingly. Companies with existing internal other business partners, as well as Government capacities related to social and community and civil society. engagement might be able to build on those. 35 Public - Private Partnership: Addressing Law & Order, Conflict Resolution and Governance Strengthening in Papua New Guinea 12 In 2014, a conflict broke out between two tribes in the Porgera District of Enga Province in Papua New Guinea. Two people were killed in the initial fighting, and more violence seemed certain to follow. This happened in an area with a history of violence, which, in the past, cost many lives and impacted communities as well as economic activity. In response, a group of business and community leaders, together with the local police commander and the magistrates of the village courts, intervened. They brought the warring tribes together and mediating the resolution of the conflict before it could further escalate, and the all too familiar consequence of tribal warfare could occur. This group of local stakeholders, established over the past three years, is now known as the Restoring Justice Initiative Association (RJIA). The RJIA works with a broad network of stakeholders and partners who all contribute to an improvement in community safety and security and governance strengthening. While now an active NGO, RJIA represents a successful public-private partnership emerging from the extractive industries. RJIA started as a partnership between an international extractive company and the local community in response to serious concerns about the breakdown of law and order in and around the Porgera Mine. The Porgera District is located in one of PNG’s most socially complex, remote and undeveloped regions. It is faced with issues such as poverty, crime, tribal conflict, gender-based violence, sorcery and illegal mining. All of these problems have been exacerbated within a context of limited law enforcement capability and access to government services. Among the positive achievements the RJIA network has delivered in the past three years has been the establishment and growth of four RJIA civil society groups. The Leaders Interest Group, Business Interest Group, FSV Steering Committee and Porgera Schools Disciplinary Committee, are driven by respected local community leaders, with committed membership support from formal justice agencies such as the police, and district and village courts. Successful Government advocacy from these groups has led to more effective law and justice services. Members of the civil society groups have also been active in peacemaking efforts in response to the many tribal conflicts that occur in different parts of the district. Anecdotal evidence suggests that tribal fights and fatalities have reduced in Porgera District in recent years and that the initiative has played an important role. In many situations, the business and the Nations cluster systems and other coordination peacebuilding communities operate separately mechanisms, as well as on specific projects or with often overlapping goals in certain activities where companies feel they do not settings. There is a tremendous opportunity have all the skills needed. Such engagement for more proactive and strategic engagement will, in most cases, be most effective when it between the two, through NGO-hosted fora, concerns a specific conflict situation, a shared Global Compact Local Networks, United goal, and when engagement is ongoing. 12 Example provided by Barrick. 36 Public Private Alliances for Electoral Violence Prevention in Kenya 13 After the disputed presidential elections in Kenya in 2007-2008, which led to wide- spread violence across the country, there were fears that the 2013 election would lead once again to death and displacement. But the election turned out to be among the most peaceful in Kenya’s history. This was due to various reasons, including institu- tional and legal reforms undertaken within the 2010 constitutional reform frame- work, strong civil society, church and media mobilization for peaceful elections, as well as the establishment of particular national bodies responsible for monitoring the rhetoric of politicians and other public figures and the media. At the same time, private sector actors also played an important role. Business representatives became engaged in public communication and media campaign activities and organized themselves through umbrella business organizations such as the Kenya Private Sector Alliance (KEPSA), which includes industry associations for small and large businesses. One of the most prominent peace campaigns (“Mkenya Daima” meaning “Kenyan Forever.”) involved engagement with development partners, media owners, civil socie- ty, and inter-faith groups. The Mkenya Daima campaign and other initiatives used key private-sector actors – as well as leaders from civil society and faith based organiza- tions - to work with key political candidates and Government officials to make a com- mitment to a peaceful election. Three aspects seem to have been critical determinants of the positive contribution to peace by private sector actors: (1) Information sharing among various actors working towards peaceful elections (government, business, civil society, and faith based organizations); 2) Fostering strong alliances between business representatives and other stakeholders to leverage business impact on peace; and 3) Countrywide and local leadership among businesses. Clearly, more work lies ahead for Kenya to address ongoing internal divisions and polarizations on its path to fully consolidate a peaceful future for the country. The private sector seems to be an important partner in these efforts. 13 Owuor, Victor / Wisor, Scott. 2014. The Role of Kenya’s Private Sector in Peacebuilding: The Case of the 2013 Election Cycle. One Earth Future 37 5 CONCLUSION The SDGs offer a framework for all actors in evaluated, it provides the conceptual society to advance sustainable development, foundation to move the business for peace peace and stability. Underscoring the movement to scale. As next steps, exploring importance of peace, their adoption is an and articulating a more practical unprecedented opportunity for business to understanding and sharing experiences will be engage and make a positive contribution to key. their achievement. Together with other stakeholders, the UN As the business community around the world Global Compact, the Business for Peace recognizes its potential contribution to peace, platform, and Global Compact Local Networks this guidance sets out the basics of a proactive, are committed to support companies in their strategic and positive engagement –beyond journey to uncover the most effective ways the risk management, and “do no harm” – in private sector can contribute to peace and thus support of peace. As an introduction to the helping to achieve the most fundamental of discussion on how business contributions to UN goals. peace can be identified, monitored and Further Research Some of the key questions for further research and evidence collection include the following: Under what conditions do the various approaches to business led efforts contribute to peace? What are the opportunities and constraints for companies engaging in peace? How can activities that contribute to peace flow from and be integrated into core operations and management systems? Given the different roles business can play, how can local and international companies collaborate for the best possible impact on peace? Which of the existing voluntary standards, guidance and reporting frameworks are most conducive to enhancing business contributions to peace, and under what conditions? How can existing social impact assessment and other risk management tools incorporate ongoing conflict analysis, in order to identify and then build upon areas where they can have an impact on peace? What can the business and the peacebuilding communities learn from each other and what are the most constructive and feasible avenues for collaboration? What are the entry points at policy level for greater inclusion of business actors in peacebuilding for and to leverage partnerships and alliances? 38 ANNEX I ADVISORY GROUP This document is a result of an engagement between the UN Global Compact Business for Peace platform, CDA Collaborative Learning Projects, and an Advisory Group (AG). The AG members were selected based on their experience and expertise to provide inputs and share their views on business contribution to peace. They engaged in a dialogue between March and June 2015.The outcomes of the AG deliberations and discussions are reflected in this guidance document. Companies Barrick Gold Corporation Jonathan Drimmer Vice-President, Deputy General Council Barrick Gold Corporation Mark Wall Vice-President Dal Food Shimaa Abdelfadeel Corporate Responsibility and Sustainability Manager Holcim Ariane Luethi Human Rights Specialist Holcim Stefanie Koch Head of CSR Kosmos Reg Manhas Senior Vice-President, External Affairs Pacific E&P Alejandro Jimenez CSR & Sustainability Corporate Manager Pacific E&P Pamela Gomez Sustainability Coordinator Telefonica-Movistar Colombia Maria M. Rodriguez Reyes Sustainability Manager Unilever Marcela Manubens Global VP for Social Impact Civil Society Organizations & Experts American University John E. Katsos Assistant Professor, Business Law and Ethics Business for Peace Foundation Per L. Saxegaard Founder and Executive Chairman Business for Peace Foundation Anne Jorun Aas Managing Director Business for Peace Foundation Pilar Castillo Manager Global Reporting Initiative Andrea Pradilla Director of GRI Focal Point in Colombia Institute for State Effectiveness Ali Dahlin Research Officer International Alert Roper Cleland Senior Programme Officer - Corporate Engagement International Alert Yadaira Orsini Senior Programme Officer - Latin America Saferworld Tim Midgley Senior Conflict and Security Advisor swisspeace Rina Alluri Head, Business & Peace swisspeace Andrea Iff Senior Researcher United Nations and International Organizations Organization for Economic Co- Coordinator, International Dialogue on Statebuilding operation and Development Donata Garrasi and Peacebuilding Foundation for the Global Compact and Chair of the UN Global Compact Sir Mark Moody-Stuart Business for Peace Steering Committee Global Compact Colombia Anamaria Vargas Coordinator, Institutional Relations Global Compact Sudan Nasser Ahmed Bur Network Contact Point 39 ANNEX II TERMINOLOGY This guidance document uses the following intentionally focuses on addressing the factors definitions: driving and mitigating conflict”; and “Efforts to coordinate a comprehensive, multi-leveled, Negative peace- is the absence of violence. multisectoral strategy, including development, humanitarian assistance, governance, security, Positive peace-which includes constructive justice and other sectors that may not use the relationships, effective institutions and the term peacebuilding to describe themselves.” 14 creation of social systems that address underlying drivers of conflict and serve the Risk management requires a close analysis of needs of the whole population and the the context regarding direct and indirect constructive transformation of conflict. threats a company might face in a given environment. Conflict- is a natural part of human interaction; it is not intrinsically negative. Conflict-sensitive business practice extends What are of interest are the means and beyond compliance with host country and mechanisms through which conflicts and home country legislation, international tensions within a society are being prevented, standards and agreements. It involves efforts to managed and transformed. These mechanisms ensure that the company does not can be peaceful or violent. In many situations, inadvertently cause or exacerbate conflict conflict is a force for positive change when it is through its core operations, social investment, addressed proactively or mediated. Violent government relations or stakeholder conflict, in most cases, is based on a engagement. fundamental breakdown of constructive relationships within and/or between different Contributing to peace focuses on groups in society. This may occur for a variety understanding the role of a company in of reasons (e.g. power struggles, relation to the overall socio-political situation instrumentalization of ethnicities or religion, in a country or region. It extends beyond risk competition for resources) and may manifest management and conflict-sensitive business itself at national, local, community or practice to engage directly and intentionally cross-border levels. with drivers of conflict and peace, and addressing key driving factors and dynamics of Peacemaking- is focused on processes that are conflict and peace. Key drivers are factors that directly related to the establishment of a influence heavily the existence and nature of ceasefire agreement or a peace agreement. The the conflict. These can include grievances, main objective is to end open violence and resources and capacities to wage violent military operations, through dialogue, conflict, relationships and attitudes, and negotiation, or mediation. structures (social, economic, political and cultural) that drive conflict or peace, and the Peacekeeping- are operations aimed to dynamics among them. maintain a ceasefire or peace agreement between nations or communities, through deployment of international military forces, mainly by the United Nations. Peacebuilding- includes the following two meanings of peacebuilding: “Direct work that 14 Schirch, L. 2013: Conflict Assessment and Peacebuilding Planning, Glossary 40 ANNEX III LITERATURE&RESOURCES Andersson, Jan Joel, Tobias Evers, and Gunnar Sjöstedt. 2011. Private sector actors & peacebuilding: a framework for analysis. Stockholm: The Swedish Institute of International Affairs Anderson, Mary B. False promises and premises? in Williams, Oliver F. (editor) 2008. Peace through commerce. Chicago: University of Notre Dame Press. Reprinted in 2011. Bailey, Rob / Jolyon Ford / Oli Brown and Siân Bradley. 2015. Investing in Stability - Can Extrac- tive-Sector Development Help Build Peace? Chatham House Energy, Environment and Resources. Bardouille-Crema, Dost; Ernstorfer, Anita; Berwind-Dart, Chloe; and Cechvala, Sarah. 2014. Under- standing and Assessing Corporate Contributions to Peace. Presented at the inaugural meeting of the UN Global Compact’s Business for Peace conference, Istanbul, September 2014 http://ww- w.cdacollaborative.org/media/196743/UNGC-B4P_IST-Discussion-Paper_CDA.pdf Ford, Jolyon. 2015. Regulating Business for Peace: The United Nations, the Private Sector, and Post-Conflict Recovery, Cambridge University Press Fort, Timothy / Oetzel, Jennifer / Westermann-Behaylo, Michelle / Koeber Charles, and Rivera, Jorge. Business and Peace: Sketching the Terrain. Journal of Business Ethics. 2010. 89:351–373 Fort, Timothy / Schipani, Cindy A.. 2007. An Action Plan for the Role of Business in Fostering Peace. American Business Law Journal, Vol. 44, No 2, pp. 359–77 Forrer, John / Fort, Timothy / Gilpin, Raymond Gilpin. 2012. How business can foster peace. Washington, DC: U.S. Institute of Peace. http://www.usip.org/publications/how-business-can-fos- ter-peace Ganson, Brian (Ed). 2013. Management in Complex Environments: Questions for Leaders. Stockholm: International Council of Swedish Industry http://www.nir.se/en/wp-content/up- loads/2013/11/Management-in-Complex-Environments-Questions-for-Leaders.pdf Iff, Andrea: 2013. What guides businesses in transformations from war to peace? In: Companies in Conflict Situations. Building a Research Network on Business, Conflicts and Human Rights. ICIP Research 01/2014, pp. 153-178 http://icip.gencat.cat/web/.content/continguts/publica- cions/arxius_icip_research/web_-_icip_research_num_01.pdf Iff, Andrea, Damiano Sguaitamatti, Rina M. Alluri, Daniela Kohler. 2010. Money Makers as Peace Makers? Business Actors in Mediation Processes. SwissPeace Working paper 2/2010. http://www.swisspeace.ch/fileadmin/user_upload/Media/Publications/WP2_2010.pdf International Alert: • 2015: Vernon, Phil. Peace through Prosperity. Integrating peacebuilding into economic development. http://www.international-alert.org/sites/default/files/Economy_PeaceThroughProsperity_EN_2015. pdf 41 • 2012. Mediation and Dialogue in the South Caucasus. A reflection on 15 years of conflict transformation initiatives. http://www.international-alert.org/sites/default/files/Caucasus_MediationDialogue_EN_2012.pdf • 2005: Conflict-Sensitive Business Practice: Guidance for Extractive Industries. http://www.international-alert.org/sites/default/files/Economy_2005_CSBPGuidanceForExtractives_All_EN_ v2013.pdf • 2006. Banfield, Jessica / Gündüz, Canan / Killick, Nick (editors). Local Business, Local Peace: the Peacebuilding Potential of the Domestic Private Sector http://www.international-alert.org/resources/publications/local-business-local-peace • 2000. Nelson, Jane: The Business of Peace. http://www.international-alert.org/sites/default/files/publications/The%20Business%20of%20Peace.pdf Jenkins, Beth and Nelson, Jane. 2009. Business as a Partner in Conflict Prevention and Resolution. An Agenda for Action. A series of dialogues and issue papers in support of the Clinton Global Initiative. https://www.clintonglobalinitiative.org/ourmeetings/PDF/actionareas/BusinessConflictResolution.pdf Katsos, John / Forrer, John. Business practices and peace in post-conflict zones: lessons from Cyprus. Business Ethics: A European Review, Volume 23, Number 2, April 2014 Killick, Nick / Srikantha VS / Gündüz, Canan. 2005: The Role of Local Business in Peacebuilding. Berghof Handbook for Constructive Conflict Management. http://www.berghof-foundation.org/fileadmin/redaktion/Publications/Handbook/Articles/killick_etal_hand book.pdf Lieberfeld, Daniel: Evaluating the Contributions of Track-Two Diplomacy to Conflict Termination in South Africa, 1984-90, Journal of Peace Research, Vol. 39, No. 3 (May, 2002), pp. 355-372 Sage Publications, Ltd. MacSweeny, Naoise. 2008. Private sector development in post-conflict countries: a review of current literature and practice. London: Donor Committee for Economic Development http://www.enterprise-development.org/page/download?id=1294 Miller, Ben, Dost Bardouille, and Sarah Cechvala. 2014. "Business and Armed Non-State Actors: Dilemmas, Challenges and a Way Forward". Business, Peace and Sustainable Development. 2014 (4): 7-40. MacDonald, Shawn: Peacebuilding and the Private Sector, in: Zelizer, Craig (ed.): Integrated Peacebuilding: Innovative Approaches to Transforming Conflict. Boulder, CO. Westview Press 2013. Oetzel, Jennifer/ Westermann-Behaylo, Michelle / Koerber, Charles / Fort, Timothy / Rivera, Jorge. Business and Peace: Sketching the Terrain. Journal of Business Ethics. 2010. 89: 351 – 371. Owuor, Victor / Wisor, Scott. 2014. The Role of Kenya’s Private Sector in Peacebuilding: The Case of the 2013 Election Cycle. One Earth Future. The Portland Trust. 2013. “The Role of Business in Peacemaking: Lessons from Cyprus, Northern Ireland, South Africa and the Caucasus. London: The Portland Trust. http://www.portlandtrust.org/sites/default/files/pubs/role_of_business_2.pdf. Ralph, Nathalie (September 2015): Peacemaking and the Extractive Industries. Greenleaf Publishing Rettberg, Angelika. 2013. Peace is better business, and business makes better peace: the role of the private sector in Colombian peace processes. German Institute of Global and Area Studies. 42 Wennmann, Achim. 2012. “The Role of Business in Armed Violence Reduction and Prevention.” Interna- tional Review of the Red Cross. Volume 94 Number 887. Zandvliet, Luc. 2011. Conflict Transformation and the Corporate Agenda - Opportunities and Strategies.” in Advancing Conflict Transformation: The Berghof Handbook http://www.berghof-foundation.org/fileadmin- /redaktion/Publications/Handbook/Articles/zandvliet_handbook.pdf Zandvliet, Luc, and Anderson, Mary B. 2009. Getting It Right. Making Corporate-Community Relations Work. CDA Collaborative Learning Projects. Greenleaf Publishing. Resources related to peace and development, conflict analysis, peacebuilding, peacebuilding effectiveness, and conflict sensitivity (Selection) Anderson, Mary B. 1999. Do No Harm. How aid can support peace – or war. Lynne Rienner Publishers, Colorado. CDA Collaborative Learning Projects / Norwegian Church Aid / Global Partnership for the Prevention of Armed Conflict. 2012. Conflict Analysis Framework: Field Guidelines and Procedures http://www.cdacollab- orative.org/publications/reflecting-on-peace-practice/rpp-guidance-materials/conflict-analysis-framework/ (also contains references to other conflict analysis resources) Ernstorfer, Anita; Chigas, Diana V.; Vaughan-Lee, Hannah (April 2015): From little to Large: When does Peace- building Add Up? Journal of Peacebuilding and Development. Volume 10, Issue 1/2015; Special Issue: Vertical Integration in Peacebuilding. http://www.tandfonline.com/- doi/abs/10.1080/15423166.2015.1009323?journalCode=rjpd20# Resources related to monitoring and evaluation of peace efforts (Selection) Corlazzoli, Vanessa; White, Jonathan. 2013. Back to Basics. A compilation of best practices in design, monitoring and evaluation in fragile and conflict-affected environments. Search for Common Ground/C- CVRI – Conflict, Crime, and Violence Results Initiative. March 2013 http://www.smallarmssurvey.org/filead- min/docs/M-files/CCRVI/CCVRI-DFID-Back-to-Basics.pdf Chigas, Diana / Church, Madeleine / Corlazzoli, Vanessa. 2014. Evaluating Impacts of Peacebuilding Inter- ventions. CCVRI Practice Product. London: DFID.http://www.saferworld.org.uk/resources/view-re- source/819-evaluating-impacts-of-peacebuilding-interventions Donor Committee for Enterprise Development: Measuring Achievements of Private Sector Development in Conflict-Affected Environments Practical Guidelines for Implementing the DCED Standard: http://www.en- terprise-development.org/page/cae Fowler, Ben / Kessler, Adam. 2015. Measuring Achievements of Private Sector Development in Conflict-Af- fected Environments. Practical Guidelines for Implementing the DCED Standard. Donor Committee for Enterprise Development (Version 3/February 2015) www.enterprise-development.org/download.ashx?id=2098 Goldwyn, Rachel (CARE) and Chigas, Diana (CDA). 2013: Monitoring and evaluating conflict sensitivity. Methodological challenges and practical solutions. CCVRI – Conflict, Crime, and Violence Results Initia- tive. http://insights.careinternational.org.uk/media/k2/attach- ments/Monitoring_and_evaluating_conflict_sensitivity_challenges_and_solutions_vfinal.pdf Kessler, Adam / Tanburn, Jim. 2014. Why Evaluations Fail: The importance of Good Monitoring. Donor Committee for Enterprise Development. 43 OECD DAC. 2012. Evaluating Peacebuilding Activities in Settings of Conflict and Fragility: Improving Learning for Results. Paris. http://oecd-ilibrary.org/docserver/download/4312151e.pdf?ex- pires=1438723926&id=id&accname=guest&checksum=5F54D67DAF58E42500DED84E4B8E345F Woodrow, P. and D. Chigas. 2011. Connecting the Dots: Evaluating Whether and How Programs Address Conflict Systems, in Ropers, N. et al. (editors) The Non-Linearity of Peace Processes: Theory and Practice of Systemic Conflict Transformation. Berlin: Berghof Foundation: http://www.berghof-peacesupport.org/- books/sct_book_2011_Woodrow.pdf Select international Standards, guidance/guidelines, reporting frameworks, and indices Global Reporting Initiative. G4 Sustainability Reporting Guidelines and Framework, Implementation Manual https://www.globalreporting.org/resourcelibrary/GRIG4-Part2-Implementation-Manual.pdf International Finance Corporation: • 2014. Cumulative Impact Assessment and Management: Guidance for the Private Sector in Emerging Markets. http://www.ifc.org/wps/wcm/connect/3aebf50041c11f8383ba8700- caa2aa08/IFC_GoodPracticeHandbook_CumulativeImpactAssessment.pdf?MOD=AJPERES • 2012. Performance Standards on Environmental and Social Sustainability. http://www.ifc.org/wps/wcm/- connect/e280ef804a0256609709ffd1a5d13d27/GN_English_2012_Full-Document.pdf?MOD=AJPERES • 2007. Stakeholder Engagement: A Good Practice Handbook for Companies Doing Business in Emerging Markets. Washington, DC. http://www.ifc.org/wps/wcm/con- nect/938f1a0048855805beacfe6a6515bb18/IFC_StakeholderEngagement.pdf?MOD=AJPERES Institute for Economics and Peace (Global Peace Index etc.): http://economicsandpeace.org/ International Petroleum Industry Environment Conservation Association (IPIECA). 2010. Guide to Operat- ing in Areas of Conflict for the Oil and Gas Industry. http://www.ipieca.org/focus-area/reporting (update expected in 2015) OECD Guidelines for multinational enterprises. 2011. http://www.oecd.org/daf/inv/mne/48004323.pdf United Nations. United Nations Guiding Principles Reporting Framework. 2015. Shift Project Ltd. United Nations. United Nations Guiding Principles Reporting Framework Implementation Guide. http://www.ung- preporting.org/ UN Global Compact: • 2013: Responsible Business – Advancing Peace: Examples from Companies, Investors & Global Compact Local Networks. https://www.unglobalcompact.org/docs/issues_- doc/Peace_and_Business/B4P_ResourcePackage.pdf • 2010. Guidance on Responsible Business in Conflict-Affected & High-Risk Areas: A Resource for Compa- nies and Investors. https://www.unglobalcompact.org/docs/issues_- doc/Peace_and_Business/Guidance_RB.pdf Voluntary Principles on Security and Human Rights: http://www.voluntaryprinciples.org/ All online resources accessed on August 4th, 2015. 44 Photo Credits COVER © gettyimages / Eric Audras © UN Photo / Martine Perret © UN Photo / Evan Schneider © Anvar Ilyasov Page 6 © UN Photo / Cia Pak Page 7 © UN Photo / Amanda Voisard Page 8 © gettyimages / Eric Audras Page 14 © UN Photo / Martine Perret Page 16 © UN Photo / Rick Bajornas Page 28 © iStock / ismagilov Page 29 © UN Photo / Paulo Filgueiras Page 31 © Shehzad Noorani Page 33 © AFP / Luis Acosta Page 34 © The World Bank / Scott Wallace Page 35 © UN Photo / Eskinder Debebe 45 The Ten Principles of the United Nations Global Compact The UN Global Compact asks companies to embrace, support and enact, within their sphere of influence, a set of core values in the areas of human rights, labour standards, the environment, and anti-corruption: HUMAN RIGHTS Principle 1 Businesses should support and respect the protection of internationally proclaimed human rights; and Principle 2 make sure that they are not complicit in human rights abuses. LABOUR Principle 3 Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; Principle 4 the elimination of all forms of forced and compulsory labour; Principle 5 the effective abolition of child labour; and Principle 6 the elimination of discrimination in respect of employment and occupation. ENVIRONMENT Principle 7 Businesses should support a precautionary approach to environmental challenges; Principle 8 undertake initiatives to promote greater environmental responsibility; and Principle 9 encourage the development and diffusion of environmentally friendly technologies. ANTI-CORRUPTION Principle 10 Businesses should work against corruption in all its forms, including extortion and bribery.