 Felly, fel ydych chi'n gweithio'r panell o'r fwyaf, rydych chi'n edrych ymddangosio'r ysgol yw'r cyfrifiad newydd ym mwyn gwybod i'r cyfrifiad hyd yn gwneud. A sy'n gweithio'r ysgol ffraeg yma. Ac mae'r rôl yw'r cyfrifiadau ymddiadau i'r cyfrifiadau ymddangosio'r cyfrifiadau i'r cyfrifiadau i'r cyfrifiadau a'r cyfrifiadau amserol, ac yn gweithio'r cyfrifiadau i'r cyfrifiadau i'r cyfrifiadau i'r cyfrifiadau, hingad yoriaeth nôl straff, yr ydym yn ystyried ymlaen i'r iawn. Mae'r gwybod wedi'i roi, ac mae'n ganfettio am ei glawb, a'r gawis hynny'n gyflwydoedd y rôl dyma. Byddwn i ddim yn y cwneud o'u rhan, mynd i gael yr ydiad yma, a'r cyfwyr yma'r cyfwyr cyfrifiadau gymrydiol, wedi am gwybod yr ychwynnol yn gweinio. Yr hyn o'r cyfrifiadau, mae'n gwybod yn nifer 300,000 As other perhaps more pressing issues have dominated the headlines, but it's a very real conflict for us living and working in Ukraine, and it impacts on the lives of millions of Ukrainians. It means to date over 9,500 people have lost their lives, over 32,000 people have been injured, there are 31 million people according to UN figures who have been impacted by the crisis, there are 1.7 million IDPs in Ukraine, and over 800,000 people have fled the country as refugees, many to Russia. So it's the biggest conflict in mainland Europe since the Balkans crisis. We're living through the crisis. When the conflict broke, we already had a foundation, a philanthropic foundation, and that had a hotline, and we started receiving many calls from citizens just saying, you know, we need urgent help, we can't get medicine, we want to flee the conflict area. We need assistance with food, we can no longer find foodstuffs, or if we can find them, we can't afford them because of escalating prices and dwindling supply. And the response from both the owner, Mr Akmetov, and the business was to bring together the foundation, our business, and our very well-known football club, Shachtar Donetsk, and put together a very immediate crisis response in the form of a humanitarian centre. We launched that in August 2014, so it's been operation now for just over two years, and it has become in that period the largest single provider of humanitarian aid in the east of Ukraine, in the conflict zone. And we are able to work, we're one of the few actors who at present are able to work on both sides of the contact line. For those who don't know the conflict, there is a contact line that is essentially a de facto border that separates Ukrainian government-held territory from the territory held by the separatists. To give you an idea of the scale of our operations as a humanitarian actor, trying to prevent a humanitarian disaster, we've been able to deliver assistance to 1.1 million citizens of Ukraine on both sides of the conflict since the conflict began. Discreetly, we've been able to deliver of those 1.1 million citizens, we've delivered just over 9 million humanitarian food packs, and we've provided them with medical assistance and psychological assistance, and in the heat at the start of the conflict we helped just under 50,000 people flee the conflict zone and give them the opportunity to get out from a very dangerous situation. But when we do this, even though we are an actor that's working, coming from business background, we ourselves, both in Ukrainian-held territory and in the separatist-held territory, we're working with other actors. We're working with local NGOs, engaging them because we need resources that can go into the community and actually reach out and reach citizens in the small towns and villages where the conflict and the problems of the conflict and the humanitarian crisis are at their greatest. We also work very closely with UN agencies. To say we have a very strong partnership with the World Food Programme, we coordinate strongly with the International Red Cross, and I myself play a key role as a member of the United Nations-led humanitarian country team. And I'm very glad that we're able to do that, but it shows the difference we see now in the type of responses you get and the actions that organisations like business, if they wish, can do this. Now, just thinking, picking up on Dr Deng's point, I think that certainly in Ukrainian case it was state fragility and poor institutions and, yes, endemic corruption that were in a weak democracy at the time that made the conditions possible for conflict to take root. At the time we had a president who I think had lost the path of consensual leadership, had moved into an authoritarian state in terms of decision making, and when he was removed by a popular revolution, there was a gap. The gap was that there was no state security, no state institutions, no state leadership, and in that gap into that vacuum moved the separatist and the people who backed them. Such a conflict therefore in the east of Ukraine couldn't have taken place without weak institutions. They were a primary cause. We can go beyond that and say what was the cause of weak institutions, but that's probably not for this panel. I think in our role as both a business and humanitarian organisation, we've tried to help citizens by giving them an immediate humanitarian response, but there's a big other part to this. At the same time, from a business perspective, we have businesses and people working for us on both sides of this conflict line. We have actually 50,000 of our employees are in territories under the control of the separatists. We continue to work in those areas as much as we can. We continue to produce products in those areas. We continue to move products across the contact line that separates the two sides. Just that simple act of ensuring that people are employed and continue to receive salaries and have hope and money coming in and a job and a purpose is an important aspect of stability in the conflict. Why? Because there are so few jobs available in a conflict area, which I think is common in all conflict areas, that the opportunity to have a stable income prevents people moving into other areas. The only other jobs available presently in a conflict area are often taking up arms and joining the separatist militias. We view our economic contribution as one of creating stability, but also as you have trade and flows across the contact line, you also have communication between citizens on both sides of the contact line working for the same business, our group. You also have to have communication between the government authorities and the de facto separatist authorities to allow those goods to cross the contact line. So in that way we are keeping the channels open and I think this is a significant contribution to the long term peaceful solution. Of course many people in Ukraine really don't like the idea that we are working on both sides of the contact line and that it can be an unpopular decision for business to take that decision, but very often doing the right thing is not popular. For us what was more important was doing the right thing. So I think that non-traditional actors such as business can be a key. I think crucially business plays an important role in ensuring that both sides are in contact, that we keep economic relations in our business and we keep economic relations between government controlled Ukraine and non-government controlled Ukraine and this builds trust in communications. I think through the humanitarian programme we are sending strong messages to Ukrainian citizens on the side of the contact line under the control of the separatists that Ukraine and Ukrainian citizens and Ukrainian business cares about them, that they are still part of the nation. And if we can maintain this type of relationship both through economics and through humanitarian aid then we are at a point where we A have a level of stability, B we give people hope for the long term, and C we reduce the possibility of further disengagement from communication and connection with each other and hopefully we are building a solid platform that if a peace process can take root and build that we can build bridges for the future and for the reintegration of the non-government controlled territory back into Ukraine. And I think that business has a role to play because very often economic relations can be non-political and they have a shared interest between both parties for those economic relations to continue because they are important aspects of economic stability. Not everybody takes that views but certainly one that we take that business important. And I think through that role business can be an actor in building peace. I think one aspect of all successful outcomes of peace negotiations is that there needs to be the political conditions for peace to exist. And at the moment there is really no popular support or very little popular support in Ukrainian society for a peaceful solution. And it's very difficult for political actors to impact on the agreements they may have made if there is a lack of overall political will in the country. And I think this is something that CMI is very helpful in doing is trying to build the capacity inside the country to get a movement inside a nation state towards understanding that peace is in the best interest of all actors. So I think to succeed in a peace negotiation you need peace to become a political priority for all actors, society, government and indeed the protagonist to the conflict. And in this area civil society is absolutely crucial in being the grass roots that builds the momentum towards peace and gives politicians the license to operate, the license to make coalitions, the license to make difficult and inevitable compromises that actually need to move peace from discussion to implementation. I'm sad to say at the moment we do not see this type of leadership in Ukraine amongst the current government. However, I think going forward what we need are new actors like business, like civil society, building coalitions who support peace and through doing that create the space for compromise and through compromise concluding an agreement. Certainly there can't be any solution to our conflict in Ukraine and I think to most conflicts that I've studied during the last two years I've been involved in this without consensus, compromise and most of all leadership and I think that civil society and politics and indeed business are very good places to begin with that.