Jacques Stroun, M.D., Director of Human Resources at the ICRC was at his desk thinking about the future of the Red Cross. In the past 140 years of its existence, ICRC had provided humanitarian relief in most of the major crises, helping millions of people around the world, he noted with pride. Dr. Stroun, an ICRC veteran of 28 years, had worked in Cambodia and El Salvador before coming to headquarters (HQ) in Geneva. Back at HQ, he had successively taken up posts as Head of Detention Division and as Deputy Director of Operations. In 1999 he was appointed Director of Human Resources and Finance. J. Stroun had witnessed over the years the evolution of the ICRC into a "humanitarian" multinational organization. More and more staff, in the field as well as at HQ, now came from around the world. In 2006, the total workforce of the organization was over 14,000 representing over 105 nationalities.1
Until recently, the Red Cross was considered to be "very Swiss", even some would say "very Genevoise". Due to its founding fathers and Geneva home base, values of neutrality, independence, discretion and humanism were firmly implanted. In 1992, expatriate positions became open to all nationalities. Still, 93% of expatriates remained "westerners", although the number of expatriates from Africa, Asia and Latin America was beginning to rise.

1 From this number 869 works at HQ in Geneva, 1,343 are expatriates (delegates and professionals) and 11,805 are Host Delegation Employees (HDE)1. In addition there is 157 staff seconded from National Societies and 29 locals on ad hoc missions.
2 The rotation depends on the position/function of the expatriate. In the first two years expatriates change position every 12 months. Managers in the field change position every 18-24 months. Professionals may change every 3 months.
3 Saner, 1990: 764.