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Our approach and progress

To create long–term value for our shareholders, we must address some of the critical issues that affect the communities where we live and work. Our approach to community investment focuses on generating high social returns and strengthening the economic health of our markets. We have a portfolio of global and local programmes that address some of the most pressing challenges facing disadvantaged populations. Our programmes include tackling avoidable blindness (Seeing is Believing), HIV and AIDS education (Living with HIV), women’s empowerment (Goal) and malaria prevention (Nets for Life). Employee volunteering is at the heart of our community investment strategy. In 2010, our staff donated 49,050 days of volunteering leave to the community, an increase of 315 per cent on 2009.

2010 Goals Status Achievements
Deliver our targets and fundraising goals for Seeing is Believing - A New Vision. Ongoing Raised USD3.24 million in 2010, taking the total raised to USD7.9 million or 79 per cent of our fundraising target. Funds raised will be matched by Standard Chartered
Deliver on our Clinton Global Initiative (CGI) commitment to educate one million people on HIV and AIDS Completed Educated 970,000 people in 2010, taking the total number of people educated since 2007 to 1.6 million
Expand Goal to two further countries Completed Goal now runs in four countries – India, Nigeria, Jordan, and China – and reached 12,000 girls in 2010
Increase engagement in employee volunteering Ongoing Employees contributed 49,050 days of volunteering leave to their communities in 2010, an increase of 315% over 2009
Invest 0.75 per cent of the previous year’s pre-tax operating profit in community programmes Completed Community investment increased by 24 per cent to USD47.4 million, representing 0.92 per cent of our 2009 pre-tax operating profit

2011 priorities

  • Meet our targets and fundraising goals for Seeing is Believing – A New Vision
  • Continue to deliver on our HIV education pledges
  • Deliver the Goal programme across four countries and enhance economic outcomes for participants
  • Increase employee volunteering days to 57,000 and create targeted programmes for skills – based volunteering
  • Conduct detailed reviews of our global programmes to measure impact and outcomes
  • Meet our commitment to invest 0.75 per cent of our previous year’s pre-tax operating profit in community programmes

Focusing on a carefully selected number of community investment programmes to maximise our impact, we work on three levels in the community:

  • World-wide programmes to address global challenges that are particularly relevant to economic growth in our footprint markets
  • Regional programmes that resonate with local economic challenges
  • Country programmes to address specific needs of local communities

Global programmes

Seeing is Believing:

Globally, 45 million people are blind, yet 80 per cent of these cases are avoidable. Seeing is Believing addresses avoidable blindness and is a multilateral public-private partnership with a current target of raising USD20 million to provide eye care facilities for 20 million people across 20 cities by 2014.

Living with HIV:

More than 33 million people are living with HIV globally, two-thirds in sub-Saharan Africa and 15 per cent in Asia – some of our key markets. Living with HIV is an HIV and AIDS education programme that seeks to reduce the number of new infections by giving people the facts to make safe lifestyle choices.


In many of our core markets, the ability of young women to participate in economic development is hindered. Goal is an empowerment programme that uses education and sport to help transform the lives of adolescent girls, improving their confidence, financial literacy and knowledge of health and hygiene, so that they can contribute to economic activity in their communities.

Regional programme

Nets for Life:

This seeks to reduce the number of deaths caused by malaria, by providing five million insecticide treated bed-nets to grass roots communities in Africa by 2013. When illness is reduced, more people can participate in economic activity, which boosts local productivity and wealth.

Table 1: CI Expenditure breakdown

Total (USD million) FY 2007 FY 2008 FY 2009 FY 2010
Cash Contributions 18.2 30.4 20.3 19.4
Employee Time (non-cash items) 2.8 7.2 8.5 14.3
Gifts in Kind (non-cash items)2 - 1 0.3 2.1
Management Costs 3.4 4.8 3.5 4.7
Leverage3 - 5.1 5.7 7
Total4 24.5 48.5 38.3 47.4
Pre-Tax Operating Profit 4,035 4,570 5,151 N/A
Per Cent of PTOP 0.77% 1.20% 0.84% 0.92%
Gifts in Kind comprises all non-monetary donations
Leverage data relates to the proceeds from staff fundraising activity
Total figures subject to rounding
Annual Report and Accounts 2010