Building Positive Peace: partners, institutions, organizations that inspire our work.
Trending Peace is inspired by institutions, research centers, and organizations that have been working for years to promote peace as a driver for development.
These entities represent fundamental points of reference in defining the methodologies, practices, and analytical models applied to our approach. With their experience, they demonstrate that peace must be built through a concrete process capable of generating economic and social value for companies.
Global System
Institutions and organizations across the world whose research and field initiatives have helped shape the global understanding of peace as a measurable and actionable foundation for sustainable development.
PEACEBUILDING ORGANIZATIONS
Institute for Economics & Peace
PEACEBUILDING ORGANIZATIONS
Interpeace
PEACEBUILDING ORGANIZATIONS
UN Development Programme
PEACEBUILDING ORGANIZATIONS
Peace Research Institute Oslo
PEACEBUILDING ORGANIZATIONS
PeaceNexus
PEACEBUILDING ORGANIZATIONS
The United States Institute of Peace
Joining the UN Global Compact.
We are proud to join the United Nations Global Compact, the world’s largest corporate sustainability initiative, which brings together companies committed to aligning their strategies and operations with universal principles on human rights, labour, environment and anti-corruption.
Being part of the Global Compact means embracing these Ten Principles, contributing to a more sustainable and inclusive global economy, taking concrete actions to support society, and reporting annually on our progress. #UnitingBusiness
We are honoured to join this global community working every day for responsible business and positive impact.
INSIGHTS FROM THE GLOBAL CONTEXT
Peace as the next frontier of strategy, value creation and sustainability.
Across the world, leading thinkers and institutions are redefining peace as a strategic lever for corporate value creation.
What was once viewed as a social or humanitarian concern is now recognized as a core driver of competitiveness, stability, and long-term growth.
Across disciplines — from marketing to governance, sustainability, and global policy — a shared insight is emerging: peace is becoming a foundational pillar for economic stability, trust-building, and innovation.
Global thought leaders and international forums are reframing what truly sustains competitive advantage, shifting the focus from short-term performance to the broader conditions that enable organizations to thrive.
Kotler – considered the father of modern marketing – has expanded the classic 4Ps (Product, Price, Place, Promotion) into the 6Ps: Purpose, People, Partners, Peace, Planet, Prosperity.
Marketing must evolve beyond economic value to embrace human, social, and planetary wellbeing. Companies must build trust, reassurance, and long-term relationships.
Global leaders proposed adding a “P” for Peace to ESG, recognizing that companies have an active role in building societal stability.
Promoting peace means generating positive impacts in the environments where companies operate—across sectors and geographies. Conflicts undermine trust, economies, and future growth; peace, instead, strengthens competitiveness.
The Forum calls for a shift from individual responsibility to collective accountability, highlighting peace as an essential condition for sustainable business ecosystems.
“Indeed, the private sector can be fundamental in building peace by providing resources for peace and development, jobs to populations affected by conflict, and legitimacy to peace processes … through employment, business-to-business trade, and stakeholder engagement … firms can impact governance, peace, and justice – either as enablers or as disablers.”Business for Peace: How entrepreneuring contributes to Sustainable Development Goal 16 — Gallo, Sosa, Velez-Calle
Articles & Papers
Numerous international studies demonstrate the connection between peace, economic performance, and sustainable business
growth. These studies, reports, and documents provide both validation and inspiration for the Trending Peace Index, demonstrating
that peace is a strategic driver for businesses.
Jule 18, 2025
“How Peace Can Be Good for Business”
by Cynthia S. Wang
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.
Growth outlook slows again and ‘peace dividend’ fades
by Libby George
The 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.
Business against violence: assessing how business impacts peace
by Jason Miklian, Kristian Hoelscher
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.
How Positive Peace Principles Drive Business Success
by Dr. Michael Mascolo
What if the conditions that build peaceful societies could also build better companies?
A recent research extending the eight Positive Peace pillars framework into the corporate context shows how the same systemic conditions that sustain stable societies can also enable collaborative flourishing within organisations — and how this translates into stronger business performance.
The study reframes peace in companies not as the absence of conflict, but as the capacity to manage it constructively through socio-emotional engagement. Organisations that develop emotional intelligence show higher trust, better collaboration and lower stress, leading to greater productivity and commitment.
When organisations pursue both profit and people simultaneously, they achieve stronger human and financial outcomes. The conditions that build peaceful societies can also build high-performing companies.
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.
Growth outlook slows again and ‘peace dividend’ fades
by Libby George
The 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.
Business against violence: assessing how business impacts peace
by Jason Miklian, Kristian Hoelscher
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.
How Positive Peace Principles Drive Business Success
by Dr. Michael Mascolo
What if the conditions that build peaceful societies could also build better companies?
A recent research extending the eight Positive Peace pillars framework into the corporate context shows how the same systemic conditions that sustain stable societies can also enable collaborative flourishing within organisations — and how this translates into stronger business performance.
The study reframes peace in companies not as the absence of conflict, but as the capacity to manage it constructively through socio-emotional engagement. Organisations that develop emotional intelligence show higher trust, better collaboration and lower stress, leading to greater productivity and commitment.
When organisations pursue both profit and people simultaneously, they achieve stronger human and financial outcomes. The conditions that build peaceful societies can also build high-performing companies.
Our story in national media: from our vision to the growing impact of peace-centered innovation in business.
Trending Peace on Il Sole 24 Ore
Here is how the Peace Index is measured
The article highlights our mission: demonstrating that Peace is measurable and can become a driver of corporate value and growth. Thanks to Jason Miklian for his academic contribution and to Ipsos for confirming that Peace is already a recognized priority for consumers. Trending Peace partners with companies ready to turn this vision into measurable impact – because peace is not just an ideal, it’s a strategy.
83% of Italians choose work and products in the name of Peace
83% of Italians consider Peace a fundamental criterion in their work and consumption choices. The startup Trending Peace has developed the TP Index, an algorithm that analyzes 350 indicators to evaluate
the extent to which companies embed “Positive Peace” into their strategy, reputation, and overall
performance.
What is the Peace Index for? It measures corporate commitment to healthy relationships and social impact, turning Peace into a competitive advantage for investors, customers, and talent.
What is a Peace-driven company?
It ensures financial stability, a workplace open to dialogue, and positive actions in the community, with a clear commitment to Peace.
How is it measured?
Over 430 indicators are used to analyze a company’s overall performance, its social interactions, and the impact it has both internally and externally.
CSR → CPR (Corporate Peace Responsibility)
CSR evolves into CPR, a model that measures
companies’ concrete commitment to contributing
to Peace through internal and external impact
indicators. ESG → ESGP
The traditional ESG criteria are expanded with the P
for Peace, creating ESGP and integrating Peace as a
strategic element in corporate positioning and
decision-making.
“Findings indicate that local business activity can simultaneously promote peace … with peacebuilding improved when intergroup differences are reduced within the operating environment. Furthermore, the importance of economic development was elevated for local businesses, suggesting that peace through mechanisms such as social development, the rule of law, and training, is only achieved if economic needs are alleviated through these measures.”Local Business, Local Peace? Intergroup and Economic Dynamics — Journal of Business Ethics
