Citi Hong Kong ("Citi HK") achieve good results in community appointment with its US$1.5 million yearly spending. From a quantitative point of view, its team of less than 5,000 employees performed 23,867 volunteer hours in 2012.
Throughout the 2012 Global Community Day of the company, 250 of its clients and over 4,000 Citi staff, including their family members and friends participate in volunteer work. From a qualitative standpoint, the Hope Development Accounts ("HDA") plan, a multi-year plan that Citi HK has facilitated and supported since 2007, is among the very first few, if not the first, applications that try to use strength-building move towards for poverty-alleviation in the city.
The accomplishment of the program pivot on the long term donation of the volunteers of Citi HK; their donations mean that Citi HK's support goes away from monetary terms-the general and financial education offered and the training and guidance given are crucial in empowering the program players. How does Citi HK achieve these good outcomes in community involvement with a contained budget? And what parts do its staff play? What exactly does the business do to enable such a high degree of staff participation?
PUBLICATION DATE: November 20, 2013 PRODUCT #: HK1023-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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