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Integrating China into Global Sustainable Development: An Interview with Huang Hongxiang
Huang Hongxiang is the founder of China House, a researcher specializing in “China and the Global South,” and a freelance investigative journalist. As a dedicated wildlife conservationist, he risked his safety as an undercover investigator, posing as an ivory buyer to expose illegal ivory trade in Africa—a story featured in the Oscar-shortlisted Netflix documentary The Ivory Game.
In 2014, Hong founded China House in Kenya, a social enterprise that connects young people from China with Africa, Latin America, and Southeast Asia through short-term research, volunteer work with community-based organizations, and responsible tourism. In addition, we provide research services for NGOs, development organizations, and think tanks on topics related to overseas Chinese business practices and sustainable development.
Since its founding, China House has partnered with world-renowned institutions such as IIED and WWF on research, conservation, and development projects spanning over 20 countries across four continents. Hong’s innovative approach has earned significant recognition, including being named a Forbes China “30 Under 30” in the social enterprise category.
CM: To begin, could you introduce China House and what you do to readers who may not yet be familiar with the organization?
Hong: Let me start by providing some background, about ten years ago, I was working as a journalist focusing on Chinese investments in the Global South and the social and environmental issues surrounding them. Through my research—studying Chinese mining projects in Ecuador and examining the illegal wildlife trade in Africa—I observed significant conflicts and communication gaps between Chinese communities and local civil societies in the Global South.
On one side, many Chinese companies lacked an understanding of the outside world, particularly regarding NGOs and environmental issues. On the other side, local civil society organizations had a strong interest in understanding China and its companies. However, there was no organization to bridge this gap in understanding, Chinese civil society organizations were nearly absent in these regions.
This communication gap became a core issue I wanted to tackle. In 2014, I founded China House in Kenya to create a platform where young Chinese students could engage in research and projects related to sustainable development in the Global South. Our work focuses on three main goals:
- Bringing Chinese Resources to Address Global South Challenges:
We leverage China’s power and resources to address social and environmental challenges in the Global South.
- Building a Communication Bridge
We facilitate direct interaction between local communities and Chinese businesses and individuals, fostering mutual understanding.
- Educating and Empowering a New Generation:
By bringing Chinese students to the Global South, we aim to cultivate a new generation of young Chinese leaders knowledgeable about sustainable development and passionate about addressing global challenges.
CM: How did you navigate your career and eventually become involved in social enterprise and NGO work? What led you to your current role as a founder?
Hong: The seed was planted when I was very young and deeply passionate about wildlife conservation. Inspired by pioneers like Dr. Jane Goodall, who traveled to Africa to study and protect wildlife, I dreamed that one day I could follow in her footsteps and make similar impacts.
However, growing up in China at that time, people had very limited understanding of concepts like nonprofits, wildlife conservation, or sustainable development. I was often told that Africa was too far away and too dangerous. People also said things like, “Conservation is great, but it’s not a real job. You need to make a lot of money first, and then you can think about doing these kinds of things.”
For a long time, I didn’t think pursuing wildlife conservation was possible. Instead, I studied journalism during my undergraduate years. Then, in 2011, I went to Columbia University to study international development, and that’s where my career path really changed.
At Columbia, I learned about the professional field of international development—what it means to work in international organizations, NGOs, and related sectors. I came to understand that no matter what your goal is—whether it’s ending poverty or protecting wildlife—these are professional fields. I also realized that these fields could offer “real jobs”—you don’t have to work as a volunteer forever, and you can make a living while contributing to meaningful causes.
Another critical lesson I learned at Columbia was the importance of starting with research and understanding. I had previously thought of charity work as goodwill-driven and volunteer-based, but I came to see that sustainable development is far more complex. Without proper research to understand the context and challenges, the solutions you bring to local communities might not be the right ones—and in some cases, they could even cause harm.
This shift in thinking gave me a new sense of direction and made me realize that my childhood dream of making an impact in conservation was indeed achievable. During my master’s program, I began traveling and conducting research in the Global South, starting with my first trip to Ecuador in 2011 during winter break. That marked the beginning of my journey in international development.
MW: How is China House funded? Why did you choose a social enterprise model instead of a nonprofit? Has this funding model been successful so far?
Hong: When we started in Kenya, we initially considered operating as a nonprofit. However, we faced several challenges, including registration difficulties, funding constraints, and misperceptions about NGOs within China. To address these issues, we structured China House as a social enterprise—a company rather than an NGO.
Over the years, we’ve explored various ways to sustain our operations, and our financial model has evolved to resemble that of an educational company. While traditional education companies might teach English or math, we teach Chinese students about sustainable development. Students—or their parents—pay for their participation, and this revenue allows us to keep the organization running. Currently, 99% of China House’s income comes from these educational programs.
This model has been recognized as innovative. Last year, we won the Young Social Entrepreneurs competition in Singapore, becoming the first Chinese organization to win the top award in its 10-year history. It’s a model we’re proud of, as it balances education, social impact, and financial sustainability.
However, the model also has limitations. Our market is niche, and we’re essentially creating demand rather than meeting an existing one. Instead of introducing the idea that students can go to Africa to learn about wildlife conservation or sustainable development, we could earn significantly more by offering programs like Ivy League campus tours, which are much more familiar and appealing to Chinese families—but that’s not our mission.
After all, it’s not that we didn’t want to operate as a nonprofit—it’s just not realistic given the circumstances. My original vision for China House was to create a “Chinese Peace Corps,” a platform for young Chinese people to engage in global development. Ideally, such an initiative would be supported and funded by the government, allowing us to scale up and take on more risks. However, due to the nature of our work and other factors, it’s not feasible for us to receive funding from the Chinese government. At the same time, we cannot accept funding from foreign governments, which presents an unusual challenge.
We also face challenges with public donations. In China, philanthropy is still growing but tends to focus on traditional charity work, such as providing food for children in slums. The nature of our work—educating and engaging young people in sustainable development—isn’t seen as typical charity, making it harder to rely on donations or foundations.
Given these limitations, we’re exploring additional funding sources. Initially, it wasn’t that we didn’t want foundation or donation support—it was simply hard to secure In the West, there’s a well-established culture of philanthropy, with foundations and individuals readily donating to support nonprofits. In China, while philanthropy is growing, it tends to focus on traditional charity, such as providing food for children in slums. The nature of our work—educating and engaging young people in sustainable development—is not typical charity work, making it challenging to rely on donations or foundations.
That said, many social enterprises globally combine earned income with grants or donations. So, why not us? In the future, we aim to secure funding and receive donations, particularly for our high-impact projects. For example, last year we established a Chinese investigation team to combat illegal wildlife trade. Operating in countries like Uganda and Laos, our team conducted undercover investigations and assisted local law enforcement in arresting traffickers. Projects like these require nonprofit funding to remain sustainable, grow independently, and create a positive ripple effect.
CM: China House engages Chinese businesses and communities in global sustainable development. Could you introduce some unique strategies and projects that China House has used to transform Chinese corporations into a positive force on the global stage?
Hong: In the field of global sustainable development, there are often misconceptions about Chinese companies operating in the Global South. Many people assume they have no interest in sustainable development or supporting local civil societies. However, after years of research and working directly with Chinese companies in Africa, Latin America, and Southeast Asia across sectors like mining, oil, hydropower, and agribusiness, we’ve found that the reality is more nuanced. The Chinese communities and companies in the Global South are incredibly diverse – there isn’t a monolithic “China in the Global South” narrative.
We’ve found that many Chinese companies genuinely want to do good but often lack the knowledge of how to do so effectively. That’s where engagement and communication become critical. Let me share a couple of examples.
In 2014, we collaborated with one of the largest Chinese state-owned enterprises in Kenya on a corporate social responsibility (CSR) project. The company wanted to make a positive impact but wasn’t sure what approach to take. Traditionally, Chinese companies might donate to the government to build schools or provide scholarships for students—common CSR practices in China. While these efforts aren’t bad, the company felt they weren’t as impactful as they could be.
When they approached us, we introduced them to international best practices in sustainable development. Together, we designed a vocational training program that taught young Kenyans how to operate Chinese machinery. This program taught young Kenyans how to operate Chinese machinery, organized a skills competition, and sponsored the winners to study in China. This initiative created a sustainable impact by building local skills, fostering cultural exchange, and strengthening the company’s relationship with the local community.
More recently, in Ecuador, we worked with a Chinese solar company that donated 100 solar home systems and even covered a large portion of the transportation costs. Partnering with local NGOs, we brought this solar equipment to indigenous communities in the Amazon, providing them with electricity for the first time and reducing their dependence on local oil companies. This project had a significant impact, improving quality of life while addressing environmental challenges. As far as we know, this was the first and only Chinese-led solar project in Ecuador, and possibly in the entire Amazon region of Latin America.
Over the past decade, we’ve worked with numerous Chinese companies on various projects. Our goal is to reduce the communication gap by helping Chinese companies understand international sustainable development practices and adopt more effective approaches.
When Chinese companies in the Global South learn to engage more effectively with local communities, the benefits are twofold. The communities experience meaningful, lasting change, and the companies enhance their public image and build stronger relationships with stakeholders. With the right guidance, Chinese companies have immense potential to be a positive force in global sustainable development. That’s what we aim to facilitate at China House.
MW: How does collaboration with other organizations influence and support your work?
Hong: If you visit our website, you’ll see the diversity of our projects, ranging from women’s issues and children’s education to wildlife conservation and climate change. Collaboration is what makes it possible for us to work across different regions and address a wide range of subjects, something we actively seek out.
When collaborating, China House operates as a bridge, connecting local and international civil societies with Chinese stakeholders. There are three major ways we collaborate.
- Providing Expertise for research on China’s Role in the Global South and Chinese Communities:
Many international organizations face challenges in understanding the role of Chinese companies in the Global South. China House provides expertise to bridge this gap.
For example, we partnered with the International Institute for Environment and Development (IIED), a UK-based think tank, to study Chinese investments in Africa’s agribusiness and mining sectors and their impact on local communities. These organizations often find it difficult to engage directly with Chinese companies or understand the nuances of Chinese stakeholder involvement in these regions. We bridge this gap by offering research, analysis, and local knowledge, helping them navigate the complexities of Chinese engagement in the Global South.
- Engaging Chinese Communities in the Global South:
China House also collaborates with international organizations to engage directly with Chinese communities in the Global South.
For example, Humane Society International approached us to address the illegal wildlife trade in Africa. While they recognized the importance of involving Chinese communities to curb the ivory and rhino horn trade, they lacked the expertise to effectively engage these groups.
We partnered with them to design campaigns across seven African countries, targeting Chinese construction workers, business associations, and community centers. Our efforts included organizing workshops, creating promotional materials, collaborating with Chinese restaurants to spread conservation messages, and hosting conferences where Chinese business leaders signed pledges against illegal wildlife trade.
- Helping Grassroots organizations, we bring funding and support from China
For example, a few years ago, we partnered with a grassroots nonprofit in Kenya working on anti-female genital mutilation (anti-FGM). When we first met them, they said, “There are so many Western NGOs supporting anti-FGM efforts here, but we’ve never seen Chinese organizations get involved.” Recognizing this gap, we decided to help.
We sent Chinese students to conduct field research, created content to raise awareness in China, and secured funding to support their work. This led to the construction of a rescue center, a computer lab, and tuition assistance for the community. Over time, our partnership grew, with Chinese donors funding scholarships and helping establish a small farm to provide sustainable income for the nonprofit’s programs.
Another example is a microfinance project we launched last year with a Kenyan NGO. The initiative provided low-interest loans to women in the slums. As a small organization, we lacked the capacity to identify beneficiaries or manage repayments directly. This is where local NGOs play a crucial role, implementing the program on the ground. While they handled the logistics, we focused on bringing funding and resources. This partnership model allows us to maximize our impact despite our limited resources. We’ve documented our microfinance projects in videos, which I’d be happy to share with you.
CM: What are the challenges faced when running China House?
Hong: The main reason I started China House was to create a communication bridge between China and the world on important social and environmental issues to reduce misunderstanding on both sides. But this task can be incredibly difficult—sometimes I compare it to mediating between two parties in a fistfight, where both sides have strong opinions and misunderstandings about each other. When you try to mediate, it’s easy to upset both parties.
But that’s exactly what China House aims to do: reduce misunderstandings and foster mutual understanding. It’s a difficult role, but also a valuable one.
Take wildlife conservation as an example: this area is rife with miscommunication and blame. Many people outside China think Chinese people don’t care about conservation—that they only care about consuming animal products and don’t value the environment. This is far from true. On the other hand, many in China perceive conservation NGOs as anti-China organizations, using environmental issues as political tools to attack China. There’s a lot of blaming and suspicion on both sides.
That’s where we step in. For the Chinese side, we try to help people understand what conservation NGOs actually do, their motivations, and why they focus on issues like the ivory trade. We address misconceptions, such as the idea that these NGOs are funded by the CIA or have political agendas.
For the global audience, we show that not all Chinese people are indifferent to conservation. Many Chinese people don’t buy ivory or rhino horn, don’t consume exotic animals, and care deeply about wildlife and the environment.
While we’ve made positive progress, the communication gap has grown wider in recent years, especially after COVID-19. Misunderstandings and mistrust have grown on both sides.
In China, there’s now a stronger perception that NGOs are anti-China entities funded by Western governments to harm China’s interests. This affects our work because, while we don’t face much trouble from the Chinese government—our work aligns with China’s global image and soft power strategy—we often encounter public suspicion. Many people accuse us of being an anti-China NGO, even though we’re not an NGO at all.
Globally, we face the opposite issue. Some people think we must be funded by the Chinese government and are helping with propaganda. I recently attended a attended a wildlife conservation event in New York where I spoke with various NGOs. What I’ve learned is that many international organizations are now very hesitant to work on programs related to China. For instance, simply partnering with a Chinese organization or expressing a positive sentiment about China often raises suspicion. People frequently ask, “Are you funded by the Chinese government? Are you aligned with China’s agenda?” This pervasive skepticism creates significant barriers to meaningful cooperation. Moreover, donor attitudes have shifted dramatically. Many now question the value of funding conservation efforts in China, suggesting that, as a global powerhouse, China has the resources to manage these issues independently. This sentiment has led to a noticeable decline in financial support for China-related projects. One poignant example is a friend of mine who works on an excellent project aimed at fostering collaboration between China and the Global South. Despite the project’s value and impact, much of their funding has been cut as international donors grow increasingly reluctant to support initiatives tied to China.
It’s understandable, given the geopolitical tensions and economic challenges globally—when resources are scarce, people become more protective of their own interests and are quicker to jump to conclusions, but it makes our work more difficult. This is why the need for bridges like China House is greater than ever. It’s not easy being in the middle, but the role of a mediator is critical to fostering understanding and collaboration. At China House, we proudly remain committed to this mission, knowing that reducing these gaps is essential for tackling global social and environmental issues effectively.
MW: My next question is a follow-up to the previous one: How do you address misunderstandings about your work? And for those less aware of China’s wildlife crisis, how do you educate the public on these issues?
Hong: We’ve learned a few important lessons over the years. When it comes to sustainable development and making the world a better place, it’s crucial to educate people. However, the reality is that those working in this field—whether in Europe, the U.S., or China—tend to have higher levels of education, a global perspective, and often, greater financial resources. This pattern isn’t unique to China; it’s fairly universal.
Many of our participants are students preparing to study abroad for their undergraduate or master’s degrees. These students and their families often have better educational and financial resources, and they represent what you might call the “elite” community in China.
Working with this group has advantages: they’re generally more open to understanding concepts like NGOs, wildlife conservation, and sustainable development. Many of them are interested in careers with NGOs, the United Nations, or wildlife conservation organizations. So, while it’s not easy to engage everyone, starting with a group that’s more likely to be influenced and involved is a strategic choice for us.
In the past, we made some mistakes by trying to bridge a gap that was too wide. For example, a few years ago, we ran a project aimed at reducing racism against African communities living in China. The project wasn’t radical—it focused on dialogue and cultural exchange, such as hosting African food and music festivals to encourage interaction between local Chinese and African communities.
From my perspective, this was a great project. However, when you promote ideas like this to the general public, especially when the gap in understanding is so large, it can lead to tension and backlash. That’s what happened to us—we faced significant challenges from public opinion.
Reflecting on that experience, I realized I forgot a basic lesson I learned from my communication studies: the importance of tailoring messages to different audiences. For example, when we work in Africa to reduce the ivory trade among Chinese communities, we don’t just frame it as a conservation issue. Instead, we explain how the ivory trade harms China’s image in Africa and globally. This framing resonates more effectively with that audience, as it connects conservation to something they care about—their country’s reputation.
So, our strategy is twofold: Focus on audiences more likely to engage deeply and tailor messages based on the audience’s background and perspectives. This approach helps us bridge misunderstandings more effectively and ensures our messaging resonates with diverse audiences.
CM: How does China House nurture and educate the next generation of Chinese global citizens, and what qualities do you believe these citizens should have?
Hong: One of the most valuable lessons I learned from my international development program at Columbia University is that sustainable development is a professional field that requires more than just good intentions. Wanting to make the world a better place demands more than a good heart—it requires a deep understanding of local contexts, the development of relevant skills, and rigorous research. It’s a common misconception to assume what a community needs based on outside perceptions, such as thinking, “Oh, people in Africa need this, so we’ll give them that.” Instead, effective development work begins with field research and a genuine effort to understand the local context. This principle forms the foundation of the educational approach we take at China House.
One key difference is that China House is not a volunteer tourism company, although it may appear similar at first glance. Volunteer tourism, whether from the West or China, often involves short trips—7 to 10 days—where participants engage in surface-level activities like helping at a turtle rescue center or cleaning beaches. While volunteer tourism can have its value, our approach is very different. We aim for in-depth engagement and interaction. For example, when we take Chinese students to Kenya to work on wildlife conservation, they’re not there as volunteers—they’re there as young researchers. Our program is essentially a condensed version of what I experienced at Columbia. Students learn the fundamentals of sustainable development: field research, online research, fundraising, project design, monitoring, and evaluation. We guide them through the entire process—from researching a specific issue, designing a small project, and fundraising, to implementing the project. This approach is intensive and often exhausting, but the results are deeply rewarding for those who commit to it.
As for the qualities we hope to nurture in our students, the first is compassion. While I often emphasize that a good heart alone isn’t enough, having compassion is still fundamental. We aim to cultivate empathy and a sense of responsibility toward social issues. For example, we encourage our students to act when they encounter a social problem, even if their impact might be small. The key is to try, to do what they can, and to care about others’ perspectives and feelings rather than solely focusing on their own.
When we take students to Kenyan villages or slums, we remind them to remain respectful and considerate. Yes, they might find the conditions challenging—the environment may be dirty, and the food or water offered to them might raise hygiene concerns. But we teach them to appreciate these gestures of hospitality. It’s not just about how they feel; it’s about valuing the effort and generosity of the local communities. This kind of empathy is crucial for building genuine connections and fostering mutual respect.
Another quality we emphasize is a global citizen perspective. We challenge our students to move beyond a nationalistic mindset, where helping their fellow Chinese is prioritized above all else. Instead, we teach them that all people are equal, regardless of nationality, race, or background. When they see a problem, no matter where it is, they should feel empowered to act. Similarly, we stress that all life—whether human or animal—is equally important. Working on programs for animal welfare is just as meaningful as addressing human-related issues.
Finally, we focus heavily on skill-building. Compassion without the necessary skills won’t lead to a meaningful impact. For example, if students don’t know how to conduct effective interviews, they can’t truly understand what’s happening in a local context. Without knowledge of international NGO practices or program design, they won’t be able to create effective projects. Similarly, strong communication and advocacy skills are essential for raising awareness, influencing others, and securing funding.
At China House, we aim to develop both the “heart” and the “skills” in our students. By nurturing their compassion and equipping them with practical tools, we prepare them to become global citizens capable of driving sustainable development and meaningful change.
CM: What do you envision for the future of China House?
Hong: I hope China House will continue to be a gateway—a hub for young Chinese people entering the field of sustainable development. Today, the world faces so many social and environmental challenges, and many young Chinese students are increasingly interested in issues like gender equality, animal protection, and climate change. With proper guidance, these students could study and work in this field, leading to more young Chinese people and NGOs tackling global issues. This would benefit the world and China alike. It would also improve China’s global image and soft power showcasing Chinese contributions not only in infrastructure and business but also in peace, conservation, and sustainable development.
On the local side, I envision China House becoming a non-governmental version of a Chinese embassy in the Global South, offering knowledge and support to local civil societies. It could serve as a hub for local organizations—a resource for understanding and engaging with Chinese stakeholders or even hiring Chinese staff. Whether it’s NGOs, scholars, or communities seeking to collaborate with Chinese companies or learn more about China, China House would provide them with a trusted and accessible place to go.
Additionally, I see China House as an incubator for impactful projects like our anti-FGM program, the microfinance initiative in Kenya, and our newly launched Chinese investigation team. My hope is that these initiatives and small organizations will grow, secure funding, and eventually become independent entities. It’s exciting to imagine a globally recognized Chinese wildlife conservation team combating illegal wildlife trade. Such a team would not only address urgent conservation issues but also help bridge the communication gap between China and the rest of the world.
This is the future I envision for China House: continuing to serve as a catalyst for new NGOs and social enterprises while fostering understanding and collaboration globally. We hope to create many more impactful organizations and projects that contribute to solving global challenges.
Chris Mao is a senior at Emory University and intern for China Focus at The Carter Center.
Miranda Wilson is a contributing editor for the U.S.-China Perception Monitor.
The views expressed in this article represent those of the author(s) and not those of The Carter Center.
