How can long-running conflicts be resolved when traditional diplomatics means do not appear to have borne fruit?
The recent controversy over the Papua New Guinean government's attempt to hire private military assistance in order to regain control of the copper-rich Bougainville island again raises a controversial question: how can long-running conflicts be resolved when traditional diplomatic means do not appear to have borne fruit?
For extractive companies keen to resume operations in countries like PNG, Sierra Leone and Angola, the issue of conflict resolution is critical. Close association with the new breed of 'military advisory' companies and the governments which hire them may give companies the opportunity to steal a march on the competition, but it also risks bringing public opprobrium. Western firms which provide military training and protection are inevitably labelled not only as mercenaries but also as neo-imperialists helping their clients to exploit developing countries. The interest of Western companies in resource-rich but politically-troubled Africa (diamonds in Angola and Sierra Leone, oil in Nigeria, copper in the Democratic Republic of Congo (formerly Zaire)) has led to accusations of a new 'Scramble for Africa' - Cecil Rhodes reborn with an AK-47 and a satellite phone.
Nor is the problem confined to private military solutions. In parts of some countries, such as Algeria, Colombia and Indonesia, some degree of co-operation with the armed forces is a prerequisite of doing business - though benefitting from the presence of soldiers without assuming a moral responsibility for their actions is far from easy. When the only viable military solution lies in the private sector, Western public opinion is almost always unfavourable.
The reality, as ever, is more complicated, and reflects the changing political and economic world. Military advisory companies exist because there is a demand for them. This demand is fuelled by several factors - the opening up of previously closed markets, the inability of the UN and other international bodies to resolve conflicts, and the fact that few governments have the resources or inclination in the post-Cold War environment to maintain well-equipped large standing armies.
All of these factors point to the continued rise of private companies. In time they may even manage to lose the dual tags of invader and imperialist, and with them the instinctive public reaction that any white man with a gun is bound to be a mercenary. In the meantime, any action which goes beyond the legitimate protection of assets remains an option which Control Risks firmly advises its clients not to take.
CONTROL RISKS IS AN INTERNATIONAL CONSULTANCY. WE ADVISE BUSINESSES, GOVERNMENTS AND INDIVIDUALS HOW TO REDUCE THE IMPACT ON THEIR ACTIVITIES OF POLITICAL INSTABILITY, SOCIAL CHANGE, TERRORISM, FRAUD AND CRIME. SINCE ITS FOUNDATION IN 1975, CONTROL RISKS HAS WORKED WITH OVER 3,000 CLIENTS IN MORE THAN 120 COUNTRIES.
FOR DAILY ANALYSIS OF WORLDWIDE EVENTS, OUR ONLINE SERVICES PROVIDE ASSESSMENTS AND ADVICE FOR BOTH CORPORATE MANAGEMENT AND THE INDIVIDUAL BUSINESS TRAVELLER. WE COVER MORE THAN 80 COUNTRIES AND UPDATE THE SERVICES EVERY WORKING DAY. FOR LONGER TERM ASSESSMENTS AND DETAILED FORECASTS, CLIENTS CAN COMMISSION SPECIFIC REPORTS ON A COUNTRY, REGION OR TOPIC.
FOR FURTHER INFORMATION ON CONTROL RISKS' SERVICES, PLEASE CONTACT THE BUSINESS DEVELOPMENT DEPARTMENTS AT OUR OFFICES IN LONDON (TEL: +44 171 222 1552; FAX: +44 171 222 2296), WASHINGTON (TEL: +1 703 893 0083; FAX: +1 703 893 8611) OR TOKYO (TEL: +81 3 5570 6391; FAX: + 81 3 5570 6392)
Control Risks Group Limited ('the Company') endeavours to ensure the accuracy of all information supplied. Advice and opinions given represent the best judgement of the Company but, subject to section 2 (1) Unfair Contract Terms Act 1977, the company shall in no case be liable for any claims, or special, incidental or consequential damages, whether caused by the Company's negligence (or that of any member of its staff) or in any other way.
See More Popular Content From