Albert Einstein is credited with saying that we cannot solve problems with the same thinking that created them in the first place. So, when it comes to the climate crisis and humanitarian needs, what if we flipped the script?
Our systems tend to treat disasters as inevitable costs - which in some ways they are given how the world operates. But what if we started framing them as preventable challenges requiring systemic change?
Taking it a step further, can we learn from businesses and make the case for investing in prevention and preparedness?
That’s what Firzan Hashim, the Chief Operating Officer of the Asia Pacific Alliance for Disaster Management (A-PAD) and the Country Director for A-PAD Sri Lanka, a CBi Member Network, put forward at the European Humanitarian Forum that took place in Brussels last month.
“We need to move away from reactive aid, and towards prevention-oriented, economically sound models,” he stated. “A-PAD’s strategic coordination of private sector resources yields a significant return compared to traditional emergency responses. Prevention doesn’t just protect communities – it makes financial sense, too.”
We need to move away from reactive aid, and towards prevention-oriented, economically sound models. A-PAD’s strategic coordination of private sector resources yields a significant return compared to traditional emergency responses. Prevention doesn’t just protect communities – it makes financial sense, too.
Firzan Hashim, the Chief Operating Officer of the Asia Pacific Alliance for Disaster Management (A-PAD) and the Country Director for A-PAD Sri Lanka
Such an approach means shifting perspectives so businesses aren’t passive donors, but become active strategic partners. It means leveraging business logistics networks, communication systems, and local knowledge, among other things.
As for the element of environmental responsibility, it isn’t just a moral imperative. It’s economically transformative. Organizations pursuing aggressive environmental footprint reduction are uncovering unexpected cost savings that compound over time, creating a virtuous cycle where environmental stewardship strengthens financial resilience. This insight, backed by compelling data from Ms. Mariama Ly of NGO CONCEPT in Senegal, revealed how sustainability initiatives can become powerful drivers of operational efficiency.
Hashim also gave two examples of the power of collective action and of peer-to-peer learnings by highlighting the work of A-PAD and the OCHA-UNDP Connecting Business Initiative (CBi). At regional and global levels, these initiatives are actively engaging the private sector and transforming business strengths into high-impact networks that enhance disaster preparedness and resilience.
In the session titled "Economics of Environmental and Climate Action in the Face of Humanitarian Impacts", other speakers at included:
- Ms. Karolina Wilberg from Directorate General for European Civil Protection and Humanitarian Aid Operations (DG ECHO),
- Mr. Juha-Pekka Japola from the European Commission, Brussels
- Ms. Nishanie Jayamaha from Climate and Environment Charter for Humanitarian Organisations (moderator)
The session reinforced three emerging shifts in humanitarian financing:
- Prevention is economically viable
- Coordination enhances impact
- Sustainability drives long-term value
As part of the conversation, Mr. Mihir R. Bhatt, of the All India Disaster Mitigation Institute, cited economist Gunnar Myrdal and called for rethinking the intersection of economics, politics, and human values—urging a shift toward nurturing economies rather than rebuilding systems that caused the crisis.
With systems under pressure and “business as usual” no longer an option, the question is whether we can set aside silos and egos to work together and change how we think and how we do things to create a safer, more resilient world for ourselves and the generations to come.