Integrating China into Global Sustainable Development
Hear from Huang Hongxiang—founder of China House, freelance investigative journalist, and a lifelong dedicated wildlife conservationist who once risked his life undercover to expose the illegal ivory
Huang Hongxiang is the founder of China House, a researcher specializing in “China and the Global South,” and a freelance investigative journalist and investigator. 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 Chinese people with sustainable development initiatives in Africa, Latin America, and Southeast Asia. Through short-term research, volunteer work, and responsible tourism, China House bridges the gap between overseas Chinese communities and local organizations, fostering mutual understanding and collaboration on global challenges.
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: 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. I observed significant conflicts and communication gaps between Chinese communities in the Global South and local civil societies.
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 but had no effective channels to engage with them. The absence of Chinese civil society organizations in these regions left a significant gap that urgently needed bridging.
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:
1. 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
2. Building a Communication Bridge
We facilitate direct interaction between local communities and Chinese businesses and individuals, fostering mutual understanding.
3. 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
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 decided to structure 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. It’s a win-win model: students gain field research skills and hands-on experience in sustainable development projects, local communities benefit from their work, and China House generates the income needed to sustain its operations.
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.
That said, this model has its limitations. Our niche market and the need to educate people about our work have constrained our growth. Compared with projects like wildlife conservation in Africa, we could earn way more money by offering Ivy League campus tours. Given these limitations, we’re exploring additional funding sources. If you look at social enterprises globally, many combine earned income with grants or donations. So why not us?
In the future, we hope to raise funds and receive donations, particularly for high-impact projects, to scale our efforts. For example, last year, we established a Chinese investigation team to combat illegal wildlife trade. We operated in places like Uganda to Laos, where we conducted undercover investigations and assisted local law enforcement in arresting traffickers. Projects like this need nonprofit funding to remain sustainable, grow independently, and create positive ripple effects.
CM: How does China House benefit Chinese companies?
Hong: A common misconception is that Chinese companies have no interest in sustainable development or supporting local civil societies. This is far from true. Many Chinese companies genuinely want to make a positive impact but often lack the knowledge or resources to do so effectively. That’s where China House comes in—to bridge the gap through engagement and communication.
Recently, we collaborated with one of the largest Chinese state-owned enterprises in Kenya to design their corporate social responsibility (CSR) project. Instead of common CSR practices in China, we introduced them to international best practices in sustainable development. Together, we designed a vocational training program for young Kenyans, teaching them how to operate Chinese machinery, organizing a skills competition, and sponsoring the winners to study in China. This initiative not only built local technical skills and facilitated technology transfer but also fostered cultural exchange and strengthened the company’s relationship with the local community.
CM: How does China House benefit its student participants?
Hong: China House provides a unique blend of education, research, and hands-on project work, creating opportunities for students to engage deeply with sustainable development issues. Acting as an incubator for young professionals, many of our alumni have gone on to work for NGOs, international organizations, or CSR roles.
Unlike volunteer tourism, China House emphasizes deep engagement and tangible outcomes. When we take students to places like Kenya to work on wildlife conservation, they participate as young researchers, not volunteers. Their engagement is rigorous, immersive, and designed to produce real, meaningful outcomes.
Our program is essentially a condensed version of what I experienced at Columbia University, where I learned that skill and passion are equally important and must work hand in hand. At China House, we focus on three core pillars:
First, we cultivate Compassion and Empathy in our students. They are encouraged to respect local cultures and hospitality, even when it requires stepping out of their comfort zones. By focusing on the needs and perspectives of others, they learn to foster genuine connections and move beyond their own feelings.
Second, we promote Global Citizenship by encouraging students to move beyond a nationalistic mindset. We teach them that all people are equal, regardless of nationality, race, or background, and that they should feel empowered to act when they see a problem—no matter where it exists.
Finally, we emphasize Skill-Building. Students gain practical knowledge essential for sustainable development, including field research, project design, fundraising, monitoring, and evaluation. We guide them through every step, from identifying issues and designing solutions to implementing projects and following up. While this approach is intensive, the results are deeply rewarding for those who commit to it.
CM: How does China House benefit the Global South local communities it aims to serve?
Hong: On the local side, a standout example is the microfinance project we launched last year in Kenya. With very limited funding—just $1,000 to $2,000 in total—we provided small loans to women in the slums. Although the funding was small, the amounts these women needed were equally modest, typically $50, $100, or $200 per loan.
Over the past year, with the help of our local partner, we distributed these loans and recently revisited the families involved. We were amazed by the stories we heard. Many women shared how the loans had transformed their lives. For instance, one woman explained that her family had been so financially constrained that her child could only afford to come home once a year. With the extra income she earned from her business, her child can now visit home every month. 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: China House wants to reduce misunderstanding between China and the rest of the world. This task can be incredibly difficult it’s like 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.
In wildlife conservation, for example, global audiences often stereotype Chinese people as indifferent to conservation, while many in China view conservation NGOs as politically motivated and anti-China. This mutual mistrust hinders collaboration. There’s a lot of blaming and suspicion on both sides.
At China House, we work to bridge these divides. For the Chinese side, we help the Chinese audience understand the missions and motivations of conservation NGOs. We dispel misconceptions, such as the idea that these NGOs are funded by the CIA or have political agendas. For global audiences, we showcase the commitment of many Chinese individuals to conservation, countering stereotypes about ivory consumption or indifference to environmental issues.
While we’ve made positive progress, the communication gap widened in recent years, especially after COVID-19. 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.
In China, NGOs are increasingly viewed as anti-China entities, sparking public suspicion of our work (even though we’re not an NGO at all). Internationally, we face the opposite challenge—some see us as Chinese government-funded propagandists.
The post-COVID challenges faced by China House are not unique. 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.
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.
Want to learn more about Huang’s personal journey to becoming an activist, the obstacles his organization has faced, and the strategies they’ve developed to overcome them? Read the full interview to learn more.
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.
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