CONFLICT ZONES:
EBMOS


OUR STRATEGY


  • Scale and footprint

    Collaborate, promote, and incorporate prevention and resilience tools for enterprises

  • Usability and adaptability

    Cost effective and easy to deploy measures that require minimal supervision

  • A community of users

    By engaging a wide range of partners, in a way that applies specifically to their needs and context, we can ensure the dissemination of best practices.

Why is the Toolkit Necessary?


Employer and business membership organizations ( or EBMOs) are defined as any representative organization (member-based) of the private sector, namely employers’ organizations (national, regional or provincial); chambers of commerce (national, regional or provincial); sectoral associations (representing enterprises in a specific sector of the economy); or any other formal established network of businesses that have come together to work in a collective interest.

For the most part these EBMOs are populated with small, medium or large indigenous enterprises. EBMOs are embedded in their communities with a variety of linkages to different social and political actors and strata through business relations (with staff, business partners, etc), but also along other lines, such as political, cultural, ethnic or religious. The strength of business associations lies in their representative nature and their functioning as networks.


This guide provides key guiding actions for the private sector to play a more engaging role in conflict zones collectively through EBMOs.

Despite the diversity of conflict zones globally, they are marked by certain common features. Often, trust in government is absent or severely diluted; poor infrastructure or utilities damages the efficiency of doing business; and informal payments are often required to access services or markets. The risks related to ongoing conflict may reduce the ability of businesses to grow.

By supporting a stable investment climate, EBMOs are able to support predictability and inspire the confidence needed for enterprises to operate. This in turn promotes increased commercial operations, profitability and enterprise and employment creation.


Who should use the toolkit?

The toolkits should be used by:

Smaller enterprises may only have they capacity to use the easy to use self-assessment and specific SME TOOL.

Medium sized and larger firms may be us the wider suite of material in a more structured way.

  • small, medium and large businesses that operate near or in conflict affected zones
  • businesses in zones that are at risk of violence, to plan for a rapid escalation of violence
  • enterprises and their workers

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