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Here for good

Here for good: our brand, values and commitments

Our distinctive brand is fundamental to our business. It’s the reason why clients and customers choose us over our competitors. It’s why employees want to join us and stay with us.

Here for good – launched in 2010 – reaches out to all our stakeholders through a simple and compelling promise. It captures who we are, what we stand for and what makes us different.

Here for good is not a change of direction, but how we have always done business. It captures our genuine commitment to our customers and clients, our staff and the communities where we operate; our focus on consistently doing the right thing and acting responsibly; and our aim to continually lead the way across Asia, Africa and the Middle East.

Our culture – enhanced by our brand promise – shapes the way we perform our day-to-day activities. Our aspiration is to create long-term value for our shareholders while having a positive social and economic impact on communities.

Living our core values

At the heart of our culture is a set of shared values that act as a compass for our staff, helping them feel and behave as one team across different markets and business functions. Wherever we are, our ambition remains the same: to work in partnership with our clients to provide solutions that meet their needs.

At all times we aspire to live our five core values:

  • Courageous
  • Responsive
  • International
  • Creative
  • Trustworthy

We use our values as a framework for assessing and monitoring the behaviour and performance of our staff – for example for setting and reviewing individual performance objectives. We also use our values to communicate our distinctive culture to stakeholders, including prospective employees and customers.

In 2010, we renewed the focus on culture and values across our business, while strengthening the guidance for new joiners. As we have continued to take on significant numbers of new employees in both our Wholesale Banking and Consumer Banking businesses, this work has been critical to sustaining and nurturing our culture as a competitive advantage.

Remaining true to our public commitments

We set ourselves stretching internal targets to ensure that we continue to turn our aspirations into reality. And we are sufficiently confident in our ability to deliver that we also make public and measurable commitments to our external stakeholders.

For example, we continue to support the United Nations Global Compact and its 10 principles on human rights, labour standards, the environment and anti-corruption. This commitment, along with our involvement with the Clinton Global Initiative (CGI), has helped us to set clear goals for tackling issues material to our business, and to monitor our progress towards identified targets.

We are proud to have met our CGI commitment to educate one million people on HIV and AIDS by March 2010. By the end of 2010 we had exceeded the target by 60 per cent. Ahead of schedule, we have also fulfilled our commitment to provide USD500 million of credit and financing to our microfinance partners by 2012.

We are on track to deliver on our remaining CGI commitments: we have reached 79 per cent of our target to raise USD20 million for tackling avoidable blindness, reaching 20 million people by 2014; we have mobilised USD4.98 billion towards our goal of facilitating USD8 billion to USD10 billion of finance across all segments of the renewable energy market by 2012, despite the impact of the financial crisis; and we have met more than 60 per cent of our commitment to reach 5,000 women in Asia by the end of 2011, advancing their financial education, economic potential and leadership.

Annual Report and Accounts 2010