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Business as a Policy Think Tank
In 1994, the Northern Ireland CBI produced a publication that it referred to as 'the peace
dividend paper'. This spelled out an economic rationale for peace. The paper examined the
negative economic impact of violence in Northern Ireland identifying:
• Increased security costs for the private sector, especially in sectors such as retailing;
• A commercial image problem that made foreign investors reluctant to invest in Northern Ireland;
and
• Emigration of some of Northern Ireland’s brightest young people, including many would-be
entrepreneurs.
The peace dividend paper also argued that if violence ceased, public money currently spent on
law, order and protective services could be reinvested into other sectors. More funds for
education and infrastructure could help boost further economic growth. The media and politicians
adopted the term ‘peace dividend’ from the CBI paper and began using it extensively. By
approaching peace from a business angle, the CBI helped to change the terms of debate and to
infuse new momentum into the peace process.
Business as a Lobbying Group
In 1996, approximately two years after the peace dividend paper was published, the CBI joined
with six other trade and business organisations to create the Group of 7. The Group of 7 includes
the CBI, the Hospitality Association for Northern Ireland, the Institute of Directors, the Northern
Ireland Chamber of Commerce and Industry, the Northern Ireland Growth Challenge, the
Northern Ireland Economic Council, and the Northern Ireland Committee of the Irish Congress of
Trade Unions. As the collective voice of Northern Irish economic interests, the Group was
immediately endowed with considerable authority. The Group chose to use its influence to
advance one principal message – Northern Ireland must make a ‘stark choice’ between a future
of peace and prosperity and a destiny as ‘one of the world’s most irredeemable trouble spots.’
In October 1996, the Group of 7 invited representatives of all nine political parties involved in the
peace talks to a meeting in Belfast. Collective meetings, rather than individual ones, reflected the
Group’s strategy of political co-operation and impartiality. Over the next 21 months, the Group of
7 had five further meetings with
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the various political parties contributing their input to the political
debate.
The Group of 7 also continued to lobby for peace in other ways. Tactics included:
• Media statements: At critical junctures the Group of 7 released press statements to keep up
public pressure on politicians to make peace.
• Individual appeals: The Group of 7 also lobbied individuals, at one point disseminating a letter to
business colleagues and asking them to distribute it to their employees.
Lessons
While the resolution of the Northern Ireland conflict is far from certain, there is cause for
measured optimism, particularly regarding the constructive role that civil society – and particularly
the business community – can play in building peace. In Northern Ireland, private sector industry
associations joined with trade unions to form a strong and effective partnership for political
change. Rather than play the traditional role of financial supporters, the business community chose
to serve in a more substantial way as a think tank and as a lobbying organisation or pressure
group. However, the Group of 7 wielded its influence intelligently and sparingly, acting only when
it felt its contribution was necessary to advance the political debate. Of course, business alone
cannot build peace.
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