新浪財(cái)經(jīng)對(duì)話紅十字國際委員會(huì)東亞地區(qū)代表處代理主任紀(jì)博瑞

當(dāng)前全球沖突持續(xù)蔓延，人道救援空間不斷收縮，全球人道需求呈爆發(fā)式增長，同時(shí)疊加資金緊縮、輿論失序、治理失衡等多重困境，傳統(tǒng)人道救援模式與可持續(xù)發(fā)展、企業(yè)海外合規(guī)發(fā)展的銜接矛盾日益凸顯。

作為全球人道救助體系的核心機(jī)構(gòu)，紅十字國際委員會(huì)始終以中立、公正、獨(dú)立的核心原則，穿梭于全球各大沖突區(qū)域開展救援工作。面對(duì)新形勢下的人道治理難題、緊急救援與長效發(fā)展的平衡之道、政企協(xié)同創(chuàng)新模式以及中企出海合規(guī)等行業(yè)關(guān)鍵議題，新浪財(cái)經(jīng)對(duì)話紅十字國際委員會(huì)東亞地區(qū)代表處代理主任紀(jì)博瑞（Boris Kelecevic），深度解讀新時(shí)代紅十字國際委員會(huì)的中立領(lǐng)導(dǎo)力內(nèi)核，剖析全球人道體系現(xiàn)存短板，并為全球人道建設(shè)、企業(yè)海外ESG合規(guī)發(fā)展、中外人道領(lǐng)域協(xié)同發(fā)展給出專業(yè)解答與未來展望。

一、全球沖突加劇、人道空間收縮，重新定義中立領(lǐng)導(dǎo)力

新浪財(cái)經(jīng)：在全球沖突不斷升級(jí)、人道空間持續(xù)壓縮的當(dāng)下，您如何定義紅十字國際委員會(huì)的“中立領(lǐng)導(dǎo)力”？在實(shí)地落實(shí)這一理念時(shí)，面臨的最嚴(yán)峻挑戰(zhàn)是什么？

紀(jì)博瑞：自1863年成立以來，紅十字國際委員會(huì)始終致力于在戰(zhàn)爭與武裝暴力局勢中減輕人類苦難、維護(hù)人的尊嚴(yán)。我們與國際紅十字與紅新月運(yùn)動(dòng)伙伴并肩協(xié)作，跨越戰(zhàn)線提供救命援助，全力幫助離散家庭重聚、尋找失蹤人員。

我們與各方當(dāng)局及武裝部隊(duì)開展溝通，多以非公開方式進(jìn)行，倡導(dǎo)給予被拘留者人道待遇，敦促各方遵守國際人道法，保護(hù)平民免受傷害，包括在網(wǎng)絡(luò)空間中。

中立，意味著我們向所有有需要的人提供幫助，不分種族、宗教、性別與政治立場。我們不偏袒任何一方，始終站在受助民眾的一邊，正因如此，沖突各方都信任我們能夠不帶偏見地為其民眾與戰(zhàn)俘提供正當(dāng)幫助。不公開評(píng)判孰是孰非，讓我們得以與所有沖突方開展坦誠對(duì)話，建立必要信任，從而抵達(dá)其他機(jī)構(gòu)無法進(jìn)入的區(qū)域，為困境中的人們提供援助。

但這一理念在落實(shí)中仍面臨諸多挑戰(zhàn)。對(duì)于在戰(zhàn)區(qū)開展工作的我們而言，安全是重中之重，關(guān)乎員工、合作伙伴及各項(xiàng)行動(dòng)的安危，安全無保障則工作無法開展。令人痛心的是，盡管受國際人道法保護(hù)，人道救援人員與醫(yī)療工作者正越來越多地成為襲擊目標(biāo)。僅2024年，就有338起針對(duì)人道救援人員的襲擊事件被記錄在案；2023至2024年間，針對(duì)醫(yī)療設(shè)施及醫(yī)務(wù)人員的襲擊超過600起；2025年，25名紅十字會(huì)與紅新月會(huì)志愿者及工作人員不幸犧牲。

公眾認(rèn)知同樣至關(guān)重要。數(shù)字時(shí)代，部分沖突方秉持“非友即敵”的敘事邏輯，救助受傷的甲方人員，就會(huì)被乙方視為敵方支持者。當(dāng)下我們還面臨虛假信息、錯(cuò)誤信息與仇恨言論的困擾，這極具危險(xiǎn)性，會(huì)嚴(yán)重?fù)p害我們的公信力與行動(dòng)能力，最終導(dǎo)致急需幫助的人無法獲得救援。面對(duì)這些問題，我們需要持續(xù)與相關(guān)各方溝通對(duì)話，明確傳遞紅十字國際委員會(huì)不偏袒任何一方的立場。

二、供需矛盾凸顯，堅(jiān)守人道原則不破底線

新浪財(cái)經(jīng)：面對(duì)人道需求激增與預(yù)算收緊的雙重壓力，作為東亞地區(qū)代表處的代理主任，您認(rèn)為紅十字國際委員會(huì)應(yīng)如何平衡滿足人道需求與堅(jiān)守人道核心原則？

紀(jì)博瑞：遺憾的是，武裝沖突已成為我們這個(gè)時(shí)代的鮮明特征。目前全球正在發(fā)生的武裝沖突約有130起，數(shù)量較15年前翻了一番還多；其中超過20場沖突已持續(xù)20年以上，整整幾代人從未經(jīng)歷過和平。逾2.04億人生活在武裝團(tuán)體全面控制或爭奪控制的地區(qū)；紅十字與紅新月運(yùn)動(dòng)登記的失蹤人員達(dá)28.4萬人，短短一年內(nèi)數(shù)量激增70%。這些龐大的人道需求，亟需國際社會(huì)共同應(yīng)對(duì)。

另一方面，人道領(lǐng)域獲得的資金支持持續(xù)縮減，人道需求攀升與資金資源短缺形成尖銳矛盾。包括紅十字國際委員會(huì)在內(nèi)的多家人道機(jī)構(gòu)，不得不縮減人員規(guī)模。

對(duì)紅十字國際委員會(huì)而言，人員與資金有限，意味著要聚焦核心任務(wù)、優(yōu)先保障重點(diǎn)區(qū)域與關(guān)鍵行動(dòng)，盡可能幫助更多民眾。當(dāng)下人道需求極為迫切，沒有任何一家機(jī)構(gòu)能獨(dú)自應(yīng)對(duì)，我們迫切需要各國提供政治與資金支持。

面對(duì)這些挑戰(zhàn)與限制，我們絕不會(huì)妥協(xié)或放棄我們的基本原則。相反，中立、公正等原則是我們一切行動(dòng)的核心。中立并非道德上的奢侈品，而是務(wù)實(shí)的工具。

各國在阻止世界陷入無節(jié)制的戰(zhàn)爭沖突中發(fā)揮著決定性作用。紅十字國際委員會(huì)呼吁各國政府支持恪守原則的人道行動(dòng)，維護(hù)旨在保護(hù)平民、避免過度苦難的國際人道法。在此方面，2024年9月，中國、法國、巴西、南非、哈薩克斯坦、約旦與紅十字國際委員會(huì)共同發(fā)起激勵(lì)對(duì)國際人道法做出政治承諾的全球倡議，為各國搭建平臺(tái)，共同扭轉(zhuǎn)當(dāng)代戰(zhàn)爭中戰(zhàn)爭規(guī)則被肆意漠視的嚴(yán)峻態(tài)勢。

紅十字國際委員會(huì)贊賞中國將國際人道法提升至政治優(yōu)先議題的努力，以及支持我方探索國際人道法與和平關(guān)聯(lián)的舉措，這也是該倡議的重要內(nèi)容，旨在提出切實(shí)可行的建議，確保戰(zhàn)爭規(guī)則得到遵守。

2024年9月，中國、法國、巴西、南非、哈薩克斯坦、約旦與紅十字國際委員會(huì)共同發(fā)起激勵(lì)對(duì)國際人道法做出政治承諾的全球倡議。點(diǎn)擊圖片了解更多相關(guān)內(nèi)容。

三、聯(lián)動(dòng)人道與發(fā)展，打造長效可持續(xù)救援體系

新浪財(cái)經(jīng)：沖突地區(qū)的可持續(xù)發(fā)展與標(biāo)準(zhǔn)ESG框架存在本質(zhì)區(qū)別，紅十字國際委員會(huì)在供水、醫(yī)療等項(xiàng)目中，如何將緊急救援與長期韌性建設(shè)相結(jié)合？

紀(jì)博瑞: 這是一個(gè)重要的問題。傳統(tǒng)上，紅十字國際委員會(huì)的核心專長是緊急短期救援，長期發(fā)展工作通常由發(fā)展機(jī)構(gòu)承擔(dān)。但如今，強(qiáng)化人道機(jī)構(gòu)與發(fā)展機(jī)構(gòu)的協(xié)作、發(fā)揮各自優(yōu)勢，對(duì)于保障救援行動(dòng)的持續(xù)性與影響力、維護(hù)基礎(chǔ)服務(wù)與設(shè)施、提升受沖突影響民眾的抗風(fēng)險(xiǎn)能力與自主生存能力愈發(fā)重要，這就是人道—發(fā)展聯(lián)動(dòng)。將人道救援、保護(hù)對(duì)話與發(fā)展機(jī)構(gòu)的長期視野、資金能力相結(jié)合，有助于實(shí)現(xiàn)更具包容性與可持續(xù)性的成果。在曠日持久的沖突中，我們時(shí)常面臨沖突、氣候變化、衛(wèi)生危機(jī)等多重復(fù)雜因素引發(fā)的挑戰(zhàn)，此時(shí)人道與發(fā)展領(lǐng)域的聯(lián)動(dòng)協(xié)作，是避免服務(wù)體系崩潰、適應(yīng)沖突壓力的關(guān)鍵。

盡管我們的核心工作是短期救援，但紅十字國際委員會(huì)的應(yīng)對(duì)舉措同樣具備長期影響。例如，我們的工作人員修復(fù)供水管網(wǎng)與電力設(shè)施、開展能力建設(shè)與職業(yè)培訓(xùn)、建設(shè)水廠，這些工作都將產(chǎn)生長遠(yuǎn)效益，惠及當(dāng)?shù)孛癖姟?/p>

我想列舉三個(gè)案例，展現(xiàn)我方與發(fā)展機(jī)構(gòu)、企業(yè)伙伴協(xié)作開展的人道工作所帶來的可持續(xù)影響：

• 剛果民主共和國戈馬：為讓數(shù)十萬民眾獲得安全、可負(fù)擔(dān)的飲用水，紅十字國際委員會(huì)在剛果民主共和國戈馬市實(shí)施大型供水項(xiàng)目。2019年啟動(dòng)的戈馬西部韌性供水項(xiàng)目，建設(shè)了包含水處理廠、泵站、蓄水池等設(shè)施的飲用水供應(yīng)系統(tǒng)，得到世界銀行、瑞士發(fā)展與合作署、瑞典國際發(fā)展合作署、隆奧基金會(huì)支持，將為數(shù)十萬民眾的生活帶來積極、可持續(xù)的改變。

• 也門：紅十字國際委員會(huì)與世界銀行合作實(shí)施也門糧食安全應(yīng)對(duì)與韌性建設(shè)項(xiàng)目，兼顧短期與中期目標(biāo)，改善糧食供應(yīng)與營養(yǎng)獲取條件。

• 加沙：近兩年，我們在加沙拉法建成一所紅十字戰(zhàn)地醫(yī)院，滿足當(dāng)?shù)鼐o急醫(yī)療需求。該醫(yī)院于2024年5月投入使用以來，已完成超11300臺(tái)手術(shù)、25萬次診療、1200例接生、19200次康復(fù)治療，以及至少1500次輸血服務(wù)。當(dāng)?shù)蒯t(yī)療需求依然迫切，因此紅十字國際委員會(huì)決定對(duì)醫(yī)院進(jìn)行翻新升級(jí)，持續(xù)為當(dāng)?shù)孛癖娞峁┚让t(yī)療服務(wù)。該醫(yī)院得到多國紅十字會(huì)與紅新月會(huì)支持，包括中國紅十字會(huì)總會(huì)及香港分會(huì)。

在中國，我們與中國外交部、國家國際發(fā)展合作署、中國紅十字會(huì)及相關(guān)機(jī)構(gòu)保持密切合作，共同探尋實(shí)地應(yīng)對(duì)人道需求的合作路徑。我們感謝中國為受武裝沖突影響國家的人道行動(dòng)提供資金支持，希望通過進(jìn)一步合作與互信，中國能加大對(duì)紅十字國際委員會(huì)的資金支持，以應(yīng)對(duì)武裝沖突引發(fā)的日益增長的人道需求。

四、賦能中企出海，將人道合規(guī)融入ESG核心體系

新浪財(cái)經(jīng)：對(duì)于走向高風(fēng)險(xiǎn)地區(qū)的中國企業(yè)，應(yīng)如何將人道合規(guī)融入ESG與可持續(xù)發(fā)展框架？您有哪些可落地的建議？

紀(jì)博瑞：企業(yè)在高風(fēng)險(xiǎn)或復(fù)雜環(huán)境中運(yùn)營，面臨的風(fēng)險(xiǎn)顯著升高。這類地區(qū)通常治理薄弱、公共或私人安保力量管理混亂、國家及國際法被普遍違反、社會(huì)矛盾尖銳，有時(shí)甚至直接陷入武裝沖突。

與此同時(shí)，投資者、監(jiān)管機(jī)構(gòu)、多邊貸款機(jī)構(gòu)、保險(xiǎn)公司、當(dāng)?shù)厣鐓^(qū)等各方，越來越要求在此類環(huán)境中運(yùn)營的企業(yè)，將應(yīng)對(duì)人道影響——包括平民傷亡、民眾流離失所、勞工剝削、糧食與飲水短缺、沖突敏感性等——納入負(fù)責(zé)任商業(yè)行為的范疇。

因此，對(duì)于拓展高風(fēng)險(xiǎn)地區(qū)業(yè)務(wù)的中國企業(yè)而言，超越傳統(tǒng)ESG指標(biāo)已非選擇，而是必然要求。務(wù)實(shí)的做法是，從戰(zhàn)略層面看待人道合規(guī)，將其融入與ESG、企業(yè)風(fēng)險(xiǎn)管理、海外戰(zhàn)略相結(jié)合的核心治理框架，而非將其視為獨(dú)立的慈善或企業(yè)社會(huì)責(zé)任模塊。

具體而言，在高風(fēng)險(xiǎn)地區(qū)運(yùn)營的企業(yè)可從四個(gè)方面強(qiáng)化ESG義務(wù)落實(shí)：

1. 采取主動(dòng)、具備沖突敏感性的工作方式；

2. 開展動(dòng)態(tài)、強(qiáng)化的盡職調(diào)查；

3. 作出尊重國際人道法的政策承諾；

4. 推動(dòng)國內(nèi)準(zhǔn)則與國際框架接軌，重視ESG工作本地化落地。

二十多年前，紅十字國際委員會(huì)就開始系統(tǒng)性對(duì)接在復(fù)雜環(huán)境中運(yùn)營的商業(yè)主體。多年來，我們與多方伙伴合作，編制了沖突預(yù)防、盡職調(diào)查等一系列全面參考資料，包括《復(fù)雜環(huán)境下負(fù)責(zé)任商業(yè)與安全管理工具包》《商業(yè)與國際人道法指南》《沖突預(yù)防手冊》。我們希望這些工具與資源，能助力中國企業(yè)開展更有效的沖突分析與強(qiáng)化盡職調(diào)查，在高風(fēng)險(xiǎn)地區(qū)更好落實(shí)ESG義務(wù)。

五、展望行業(yè)未來，人道治理需轉(zhuǎn)向協(xié)同賦能與機(jī)制創(chuàng)新

新浪財(cái)經(jīng)：未來五年，全球人道體系最突出的領(lǐng)導(dǎo)力短板是什么？您對(duì)ESG與人道領(lǐng)域下一代領(lǐng)導(dǎo)者有何倡議？

紀(jì)博瑞：我認(rèn)為，與人道領(lǐng)域一樣，全球眾多行業(yè)的領(lǐng)導(dǎo)力都愈發(fā)需要跨學(xué)科綜合能力，以應(yīng)對(duì)涵蓋ESG、資金、高風(fēng)險(xiǎn)人道危機(jī)等多元議題。下一代領(lǐng)導(dǎo)者或許應(yīng)更注重機(jī)制建設(shè)，而非僅專注于物資援助。這需要更具跨部門協(xié)作視野，在脆弱地區(qū)建設(shè)可持續(xù)基礎(chǔ)設(shè)施。此外，領(lǐng)導(dǎo)者應(yīng)與時(shí)俱進(jìn)，善用人工智能等新興技術(shù)。未來的領(lǐng)導(dǎo)者還應(yīng)思考如何賦能當(dāng)?shù)厣鐓^(qū)，推動(dòng)人道與ESG領(lǐng)域從“施助者”思維轉(zhuǎn)向“伙伴”思維。與此同時(shí)，當(dāng)?shù)厣鐓^(qū)也將從人道援助的“受助者”，轉(zhuǎn)變?yōu)楸镜鼗鷻C(jī)制的設(shè)計(jì)者，更好地構(gòu)建自身韌性。

以下為采訪英文

1 In an era of escalating global conflicts and shrinking humanitarian space， how do you define the ICRC’s “Neutral Leadership”？ What is the most critical challenge when implementing this approach on the ground？

Since 1863， the International Committee of the Red Cross （ICRC） has worked to relieve suffering and preserve human dignity during war and armed violence． Alongside our Red Cross and Red Crescent partners， we deliver life-saving aid across front lines and strive to reconnect with families and locate missing people．

Engaging with authorities and armed forces on all sides， often confidentially， we advocate for humane treatment of detainees and urge compliance with international humanitarian law to protect civilians from harm， including online．

Neutrality means we help whoever is in need， regardless of race， religion， gender or political affiliation． Because we do not take a side – other than that of the people we’re here to help – warring parties on both sides trust us to do the right thing for their people and prisoners of war， without bias． Not passing public judgement on who’s right or wrong allows us to engage in an open dialogue with warring parties on all sides and build the trust we need to reach places and help people other organizations cannot．

However， challenges do exist in several aspects． For us operating in war zones， safety is key， for our staff， our partners and operations． We can’t work when it’s not safe． Unfortunately， we witness humanitarian and medical workers are increasingly targeted， despite protection under international law． In 2024 alone， 338 attacks against humanitarian workers were recorded． Over 600 attacks struck health facilities and personnel between 2023 and 2024． 25 Red Cross and Red Crescent volunteers and staff lost their lives in 2025．

Perception is also essential． In a digital age， some belligerents use “with us or against us” narrative. If you treat a wounded person from “Side A，” “Side B” perceives you as an enemy combatant supporter． In today’s world， we are also facing challenges of disinformation， misinformation and hate speech， which is dangerous as it will undermine our credibility and capacity to operate while those in urgent need can’t get help． All of these require constant and consistent communication and dialog with concerned parties to demonstrate that the ICRC doesn’t take sides．

2 Facing the dual pressure of skyrocketing humanitarian needs and tightening budget constraints， how do you—as the acting HOD for EastAsia—believe the ICRC should balance addressing humanitarian needs with upholding fundamental humanitarian principles？

Unfortunately， armed conflict is a defining feature of our time． There are around 130 armed conflicts ongoing today， more than double the number just 15 years ago． Over 20 conflicts have lasted for more than two decades， leaving entire generations who have known nothing but war． More than 204 million people now live in areas under the full or contested control of armed． 284，000 people are registered as missing by the International Red Cross and Red Crescent Movement – a 70% increase in just one year． All these are immense humanitarian needs that need to be addressed by the international community．

On the other hand， we have seen dwindling funds allocated or made available to the humanitarian sector． This is a dilemma between increasing needs and decreasing funding and resources． Many humanitarian organizations， including the ICRC， have had to downsize their workforce．

For the ICRC， with less hands and funding， this means focusing and prioritizing contexts and core activities， so that we can help as many people as possible． Again， the needs are overwhelming． No organization can handle them alone， and we do need political and financial support from states．

Facing these challenges and constraints doesn’t mean we will compromise or sacrifice our fundamental principles． On the contrary， principles like neutrality and impartiality are at the heart of our activities． Neutrality is not a moral luxury， but a functional tool．

States have a decisive role to play in preventing the world from sliding further into unrestrained warfare． The ICRC urges governments to support principled humanitarian action and uphold international humanitarian law （IHL） which is meant to protect civilians and prevent excessive suffering． In this aspect， China， France， Brazil， South Africa， Kazakhstan and Jordan along with the ICRC launched the Global Initiative to galvanize political commitment for the respect of IHL in September 2024． It’s a platform for all states to take part in reversing the alarming disregard for the rules of war in contemporary warfare． The ICRC appreciates China’s role in elevating IHL as a political priority， and its support for the ICRC in exploring the connection between IHL and peace， that is part of the initiative， to find practical recommendations to ensure respect for the rules of war．

3 Sustainable development in conflict zones differs fundamentally from standard ESG frameworks． How does the ICRC integrate emergency relief with long-term resilience in projects such as water supply and healthcare？

This is an important question． Traditionally the ICRC’s expertise has been emergency and short-term relief， instead of long-term development which is usually undertaken by development actors． However， it’s increasingly important to strengthen collaboration by leveraging comparative advantages between humanitarian organizations and development institutions to sustain the impact and continuity of interventions， preserve essential services and infrastructures， and build resilience and independence for people affected by conflict． This is the so-called Humanitarian–Development Nexus． Combining humanitarian action and protection dialogue with the long-term vision and financing capacity of development institutions will help achieve more inclusive and sustainable outcomes． Sometimes we are facing the challenges caused by complex drivers such as conflicts， climate change， health hazards， particularly in protracted conflicts， making collaboration within the humanitarian-development nexus essential to prevent service collapse and adapt to conflict pressures．

While our essential job is short term，the ICRC’s response does have long-term impacts． For example， our colleagues are working to repair water supply networks and power grid， provide capacity building and vocational training， or set up water plants． This will have lasting effects and benefit people in the long run．

I will quote three examples to show sustainable humanitarian impact of our work， in coordination and partnership with development and corporate entities．

Goma， Democratic Republic of Congo： To help hundreds of thousands of people access safe and affordable drinking water， the ICRC is running a vast water project in the city of Goma， in the Democratic Republic of Congo． Launched in 2019， the Goma West Resilient Water Project includes the construction of a drinking water supply system composed of water treatment plants， pumping stations and reservoir， etc． The project is supported by the World Bank， the Swiss Agency for Development and Cooperation， the Swedish International Development Cooperation Agency and the Fondation Lombard Odier． It will have a positive and sustainable impact on the lives of hundreds of thousands of people．

Yemen： The ICRC has also worked with the World Bank on the Yemen Food Security Response and Resilience Project （FSRRP） aimed at improving the availability of and access to food and nutritious diets， both in the short and medium-term．

Gaza： And more recently， we established a hospital in Rafah， Gaza two years ago to address urgent health needs in the region． Since it opened in May 2024， the hospital has facilitated more than 11，300 surgeries， 250，000 consultations， 1，200 deliveries， 19，200 physiotherapy sessions， and at least 1，500 blood transfusions． The needs are still there． That’s why the ICRC decided to refurbish and upgrade the hospital to continue to provide life-saving health care for communities． This hospital is supported by many partner Red Cross and Red Crescent Societies of different countries， including Red Cross Society of China （both HQ and Hong Kong branch）．

In China， we maintain a close working relation with the Ministry of Foreign Affairs， China International Development Cooperation Agency （CIDCA）， the Red Cross Society of China and other relevant entities， to identify opportunities and avenues to jointly address needs in the field． We appreciate China’s financial contributions to support humanitarian action in countries affected by armed conflicts． We hope that through mutual collaboration and understanding， China’s financial support to the ICRC is increased in response to the growing humanitarian needs caused by armed conflicts．

4 For Chinese enterprises “going global” into high-risk regions， how should humanitarian compliance be integrated into their ESG and sustainability frameworks？ What actionable advice can you offer？

When companies operate in high-risk or complex contexts， they are faced with heightened risks as these environments are often characterized by weak governance， poor management of public or private security forces， widespread violations of national or international law， high levels of societal tensions and at times outright conflicts．

At the same time， companies operating in such settings are increasingly expected to address humanitarian impacts – including civilian harm， displacement， labor exploitation， food/water insecurity， and conflict sensitivity — as part of responsible business conduct by different stakeholders such as investors， regulators， multilateral lenders， insurers and local communities．

Therefore， for Chinese enterprises expanding into high-risk regions， going beyond traditional ESG metrics is not merely an option， but has become a necessity． A practical approach they can take is to view humanitarian compliance from a more strategic level and embed it into their core governance frameworks that are integrated with ESG， enterprise risk management and overseas strategy， rather than as a separate philanthropy or corporate social responsibility function．

Specifically， companies operating in high-risk regions can act in four directions to strengthen the implementation of their ESG obligations．

First， adopt a proactive， conflict-sensitive approach．

Second， conduct dynamic， heightened due diligence．

Third， make policy commitments on respect for IHL．

Last， align domestic guidelines with international frameworks and emphasize localized ESG implementation．

The ICRC started a systemic approach to engage with business actors operating in complex environments more than two decades ago． Over the years we have worked with different partners to develop a comprehensive range of resources on conflict prevention and due diligence， including a guidance handbook – the Toolkit on Responsible Business and Security Management in Complex Environments， a guide on Business and International Humanitarian Law， and a manual on conflict prevention – the Conflict Prevention Tool． We hope these tools and resources can help support Chinese enterprises to undertake more effective conflict analysis and heightened due diligence and strengthen the implementation of their ESG obligations in high-risk regions．

5 What is the most significant leadership gap in the global humanitarian system over the next five years， and what is your call to action for the next generation of leaders in the ESG and humanitarian sectors？

I believe the leadership in the global humanitarian sector， as in many other sectors， increasingly requires multidisciplinary capabilities in order to look at and address issues ranging from ESG considerations to funding and the high-risk humanitarian crises． The next generation of leaders can perhaps try to focus more on building mechanisms instead of only delivering aid． This requires a better vision of cross-sector collaboration to build sustainable infrastructure in fragile contexts． Furthermore， they should also up with the times， for example， making use of emerging technologies like AI． Future leaders should also think about how to empower local communities， when the humanitarian and ESG sectors may shift from a “provider” mindset to a “partner” mindset． In the meantime， local communities may transition from being “beneficiaries” of humanitarian aid to designers of a localized aid mechanism or model that helps better build their resilience．

文字來源：新浪財(cái)經(jīng)客戶端

作者：新浪財(cái)經(jīng) 李濤

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●最新職位招聘：法律部法律助理（日內(nèi)瓦）

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●最新職位招聘：傳播部實(shí)習(xí)生

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●紅十字國際委員會(huì)、新華通訊社、復(fù)旦大學(xué)聯(lián)合舉辦 “線上人道：危機(jī)時(shí)刻的共情之力”首屆內(nèi)容創(chuàng)作者論壇

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● 蘇丹 | 紅十字國際委員會(huì)專機(jī)自戰(zhàn)爭爆發(fā)以來首次執(zhí)飛蘇丹港至喀土穆航線

紅十字國際委員會(huì)