Communicating effectively in the context of the Belt and Road Initiative
Strategic communication has a central role to play in promoting sustainability and cross-cultural awareness across BRI projects and regions.
Being inherently cross-cultural, the BRI requires that communicators are adept in cross-cultural communication, creating opportunities for those with experience.
Communications professionals are also advised to revamp their brand messaging and materials to reflect the priorities of the BRI.
The Belt and Road Initiative (BRI) is a global strategy by mainland China that aims to connect Asia, Europe and Africa by establishing six international corridors. These corridors will link mainland China with various countries through the development of land and sea routes. The initiative is a massive undertaking that requires a large amount of financing to meet the infrastructure needs of each region. The Asian Development Bank estimates that in Asia alone, USD26 trillion in infrastructure investment will be needed by 2030, especially for sustainable projects.
However, beyond financing there is the issue of communications, ensuring that all stakeholders are aware of the priorities for bringing this initiative to a fruitful completion. For communications professionals involved in the BRI, there are two themes that should inform ongoing strategies.
1. Sustainability: Beyond the fact that many BRI projects are in the area of renewable energy, the mainland Chinese government has been increasingly vocal about debt sustainability – ensuring borrowers don’t take on excessive debt – and managing the environmental and social impacts of projects. In terms of the latter, the Belt and Road Initiative International Green Development Coalition (BRIGC) is a grouping of international and mainland Chinese institutions working together to embed sustainability into the fabric of BRI projects.
2. Cross-cultural sensitivity: Given that the scope of the BRI spans three continents, there is a particular need to be aware of the diversity of cultures encountered along its routes. If Chinese companies are going to build a railroad in Kenya or a port in Malaysia, it is prudent to provide cross-cultural resources to ensure the staff members working in these cultures do not unintentionally disrespect their counterparties or otherwise behave in a way that might cause a scandal.
Image: HKDTC Research
These issues have both internal and external implications for communications professionals. Internally, companies must leverage communications to prepare their staff to engage in the cross-cultural contexts of the BRI.
The strategic value of such preparation comes from staff carrying out their work more effectively than they would have otherwise. Improved cultural awareness also translates into greater understanding between colleagues and better working relationships overall.
Externally, companies that want to be taken seriously as participants in the BRI need to reflect its priorities in their public image. In other words, from websites to business cards, corporate messaging should communicate sustainability and cross-cultural awareness as part of a company’s core competencies.
As the BRI continues to develop, it is imperative for those involved in it to remember the power of communications, and the strategic value it offers for advancing the initiative’s central objectives.