World: Embodying humanitarian principles: How humanitarian organisations put principles into practice

Please refer to the attached file. The Centre of Competence on Humanitarian Negotiation (CCHN) studied how principled action is enabled or constrained at the organisational level, investigating the systemic factors that reinforce, incentivise, and inhibit adherence to the four core humanitarian principles: humanity, impartiality, neutrality, and independence. Key findings highlight that: Organisational governance – including where authority to interpret and apply humanitarian principles sits and how pathways to deliberate are structured – has direct consequences for organisational coherence; Leadership behaviour shapes whether principled performance is embedded and incentivised across organisations or treated as exceptional; and Boards do not consistently engage with principled performance as a governance matter, suggesting a structural gap that affects operationalisation at multiple levels. The findings presented in this report identify concrete leverage points in governance, leadership, and inter-agency architecture through which the humanitarian community can work to close the gap between aspirations and performance.

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