Citi Hong Kong ("Citi HK") achieves good results in community engagement with its US$1.5 million annual spending. From a quantitative perspective, its team of less than 5,000 employees performed 23,867 volunteer hours in 2012. During the company's 2012 Global Community Day, 250 of its clients and over 4,000 Citi staff, including their family members and friends participated in volunteer work. In addition, over 36% or over 1,800 of the company's staff chose to participate in the company's Rainbow Day in 2012, through which they donated a lump sum to a charitable organization in exchange for an additional annual leave. From a qualitative perspective, the Hope Development Accounts ("HDA") program, a multi-year program that Citi HK has facilitated and supported since 2007, is among the first few, if not the first, programs that attempt to use asset-building approach for poverty-alleviation in the city. The success of the program hinges on the long-term participation of the volunteers of Citi HK; their contributions mean that Citi HK's support goes beyond monetary terms-the general and financial education offered and the coaching and guidance given are critical in empowering the program participants. How does Citi HK achieve these good results in community engagement with a contained budget? And what roles do its staff play? What does the company do to enable such a high level of staff participation?

【書誌情報】

ページ数：25ページ

サイズ：A4

商品番号：HBSP-HK1023

発行日：2013/11/20

登録日：2014/4/21