Letter of Support from the Georgian Parliament  more...  

John Whittingdale MP  OBE
Chairman of the UK’s Culture Media and Sports Select Committee joins the Hon Advisory Board.  more...

Case Studies

The Armenian initiative

The Armenian initiative begun in 2005... more

Georgia case study

Our first contact with Georgia was in 2003... more

Mongolia case study

Our work in Mongolia is an example where our experience of small countries in transition became an advantage.... more

Oman case study

In 2006 – following a recommendation by the UK representative on the European Commission... more

Georgian rural economy case study

All Dialogue Centres in countries in transition have as a measure of their success, the impact of their work on the rural economy. Georgia is a good example... more

Welcome to Enterprise and Parliamentary Dialogue International

Enterprise and Parliamentary Dialogue International exists to establish a transparent bridge of understanding between parliamentarians and enterprise. 

We are currently working with businessmen and representatives from a number of African countries, including Ghana, Nigeria, Cameroon, Rwanda, Kenya, Tanzania/Zanzibar, Somalia, Libya, Algeria and Sao Tome and Principe.

All our activities stem from two core aims:

Strengthening democracy:

Parliamentary decisions benefit from an understanding of how they affect the nation’s business and industry, and therefore its wealth and employment.

The critical importance of democratic governance in developing countries was highlighted at the United Nations Millenium Summit, where the world's leaders resolved to 'spare no effort to promote democracy and strengthen the rule of law, as well as respect for all internationally recognized human rights and fundamental freedoms, including the right to development.'

Strengthening national economies:

The business sector – from micro-businesses to inward investors and multi-nationals – profits from understanding the regulatory and legislative environment in which it operates.

The Dialogue International team has a track record in establishing nationally owned centres for dialogue. These become a forum where legislators and business people can find fast and effective solutions, and have proved particularly useful in the transition to more democratic government.

Our tried and tested methodology is backed by 30 years of international experience: beginning with the Westminster Parliament and FTSE-100 companies based in London through the Industry and Parliament Trust (IPT) and now translated into similar organisations in a total of 16 countries around the world.

Dialogue International is an independent, not-for-profit body which does not seek to impose Westminster-style democracy, but to facilitate country-specific solutions without favour to special interests.

Each national forum: 

Invites the participation of business practitioners willing to represent their sectors.

Requires the support of leading legislators from all political factions.

Offers a guarantee to both sides that the Dialogue Centre will serve the public interest and not vested interests.

Countries in transition – what Dialogue Centres offer:  

A process by which all reach a common understanding on issues and consequences.

A Dialogue Centre strengthens (and does not pre-empt) the parliamentary process.

A Centre facilitates debate and conclusions about legislation, ensuring that regulation is in the service of the national economy, rather than specific interest groups.

A mechanism to de-personalise sensitive issues, enabling fact-based decision-making.

A visible commitment to transparency and good governance, offering reassurance to the public, inward investors and international bodies.

A contribution to the establishment of a transparently regulated market economy, to remove the possibility of corrupt practice on both sides.


Seed funding is required from business, government and investors in good governance.

Ongoing funding is by transparent annual contributions, strictly regulated so that no individual, organisation or business can buy advantage.

A percentage of this annual funding supports the Dialogue International secretariat, which guarantees the integrity of the forum and supports its development.

Each activity ensures mutual benefit, meaning that contributors and participants are not paid fees. Thus a Dialogue Centre usually becomes fully established, and cost-effective, within two years.

The role of Dialogue International:  

Work with an in-country advisory board to design and launch a Dialogue Centre which is appropriate for the culture and circumstances.

Translate the methodology and expertise of 30 years of experience in 16 territories to establish a robust, independent forum, delivered by nationals.

Advise and assist the new Dialogue Centre to become self-sustaining.

Ensure that delivery, integrity and service continue to meet the standards of the international network.