1. The way forward: Recommendations on improving cooperation between RIGOs and CSOs A Private Sector’s View Gilberto Marin Quintero, President of the Board of the Latin American Business Council, CEAL November 16, 2011

2. Nature of conflict A conflict arises if A mutual structure of expectations is disrupted +As when in a political coalition, one wing perceives the outcomes satisfy only the other wing A significant shift in the balance of powers occurs. +As when, in very divided democracies, after a Congress election, the opposition party obtains the majority. A disrupted status quo is assumed +As when a Government’s armed forces invade an independent territory. There is a will to conflict +One or both parties want to enter in conflict A conflict is aggravated by Religious, economic, political, Ideological and/or territorial matters Poverty Lack of democracy Lack of transparency Human Rights abuse

3. The privare sector and conflict Private’s sector role is generating wealth and socioeconomic development, but must also contribute in the prevention and resolution of violent conflicts. Violent conflict and instability impact the private sector negatively through: –Decreased investment and access to markets –Damaged infrastructure –Direct attack –Loss of employees –General costs related to the unpredictability of operating in a conflict environment. How private sector actors can contribute in peacebuilding. –Economic dimensions: well paid job creation –Promote education, mainly primary –Reconciliation: participation in dialogue initiatives –Political dimension: Lobbying, participation In multi-stakeholder political peace processes. –Promote and support creation of democratic institutions –Promote transparency in public and private organizations –Respect human rights

4. Principles for Corporate Engagement Key management principles to minimize company’s negative impact to society and enhance positive ones 1.Strategic commitment. CEO and board level leadership supported by management systems, incentive and training structures to insert policies into the company’s daily activities. 2.Risk and impact analysis. Evaluate conflict related risks and their impact on the company’s core business. 3.Dialogue and consultation. with key stakeholder groups engaging with them on a regular and consultative basis. 4.Partnership and collective action. Partnerships with stakeholders to address sensitive political and public policy issues and to invest in practical projects. 5.Evaluation and accountability. Identify key performance indicators for measuring the company’s impacts and reporting on these to internal and external stakeholders.

5. Solutions to current challenges CSOs are facing 1)Networking, cooperation and integration of peacebuilding priorities: Change from collaboration to coordination Work towards reduction of poverty, institution of democratic processes and provision of political and civil rights 2)Cooperation with National Governments Countries that have not signed international declarations or are not part of international bodies 3)Work with the “hard to reach” Engage with non-state armed groups involved in the conflict. 4)Regional knowledge production systems on conflict and peacebuilding Create infrastructure to internally produce, distribute and globally communicate sensitive analyses of regional conflicts 5)Build the necessary trust for cooperation