It has contributed to the conceptual and practical advancement of peacebuilding by embedding locally led and trust-based approaches into national and international policy frameworks, providing empirical evidence that inclusive processes are essential to transform social cohesion into sustainable peace.
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On May 2025, the Hiroshima Business Forum for Global Peace was held, where the concept of ESGP was introduced. The goal is to raise public awareness of the impact of business activities on peace and the role of peace in creating stable economies. It’s time to include the P for peace in the corporate vision. For the first time, an Executive Committee (EC) has been formed, chaired by Tak Niinami, Chairman of Keizai Doyukai (Japan Association of Corporate Executives), and composed of influential leaders from Japan and around the world, with the aim of improving and strengthening our planning and communication: John Roos, Douglas Peterson, Meghan L. O’Sullivan, Kazuto Suzuki.
Peace should be part of how we evaluate corporate impact. Wang highlights how companies can take a more active role in fostering stability by engaging with local communities, listening to diverse perspectives, and understanding how their operations influence local tensions.
Her approach emphasizes “perspective-taking” — the ability of business leaders to step into the experiences of others — as a strategic and ethical skill essential to managing risk, strengthening relationships, and driving sustainable prosperity.
In Wang’s view, peace is not an abstract concept but a measurable and actionable business priority. Companies that integrate peace-oriented practices into their strategies don’t just reduce risk — they build trust, resilience, and competitiveness in the markets where they operate.
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L' European Bank for Reconstruction and Development (EBRD) has revised downward its 2025 growth forecasts for countries across Europe, Central Asia, the Middle East, and Africa — revealing a clear trend: the disappearance of the “peace dividend” is weighing on the global economy.
For decades, geopolitical stability allowed nations to channel resources into research, innovation, and development. Today, rising international uncertainty and renewed military spending are reversing this trend, diverting investments away from productivity and innovation.
As EBRD Chief Economist Beata Javorcik notes, the erosion of the peace dividend has become a structural drag on growth, with European companies losing competitiveness compared to the United States and China.
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A recent study conducted in Colombia, explores how small and medium enterprises can play an active role in building peace within their communities — and how this engagement translates into better business performance.
The research highlights that where businesses invest in their communities, social trust grows and insecurity decreases. Conversely, when violence and instability rise, public confidence in businesses declines. This evidence reinforces a crucial idea: local economies and peace are deeply interconnected. When companies act as agents of cohesion and stability, they not only strengthen the social fabric but also their own foundations for sustainable growth.
Companies that embrace inclusive and ethical business practices are helping to bridge divides and integrate local economies into global markets.
According to a recent report published by the World Trade Organization (WTO), businesses that invest in fair employment, supply chain transparency, and local partnerships contribute to stronger social cohesion and local prosperity.
These actions reduce inequality, create trust across communities, and support broader peacebuilding efforts by aligning economic opportunity with social stability.
How can companies operating in conflict or post-conflict settings become true agents of peace — and what are the tangible outcomes when they do?
The study proposes a theoretical advance in the field of Business for Peace: the role of businesses in conflict contexts. The authors present an evaluation framework that allows for the classification and comparison of empirical research on the effects of corporate activities in relation to peace.
The model identifies a three-stage process linking different levels of violence to corporate responses and proposes research methods for analyzing the impact of corporate actions at each stage.
The study recognizes the key role of businesses as social actors in peacebuilding, offering for the first time a system for categorizing and measuring their actual impacts.
Trending Peace featured in Il Sole 24 Ore as a startup that measures peace using a proprietary indicator: the Trending Peace Index. Our challenge is to demonstrate that peace is measurable and can become a driver of business growth. To show how to assess how much a company contributes to building and spreading positive values, from organizational practices to stakeholder engagement to corporate culture.
We work with companies ready to transform this vision into a measurable impact.
Peace is not just an ideal, it is a strategy.
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