1、 外文翻译 原文 Sustainability report 2009 Material Source: HSBC bank website http:/ HSBC in Context HSBC is the world local bank .we serve around 100million individual and business customers around the word .Some 300,000 people work for us in 8,000offices in Europe, the Asia-pacific region , North America
2、 , Latin America and the Middle East. Headquartered in London, HSBC has listings on the London, Hong Kong, New York, Paris and Bermuda stock exchanges, with over 220,000shareholders in 121 countries and territories. As the world leading international and emerging markets bank , we provide a comprehe
3、nsive rang of financial services to customers in both mature and faster-growing economies .we organize our business by two customer groups, Personal Financial Services and Commercial Banking; and two global business, Global Banking and Markets and Private Banking. HSBCs strategy is aligned with thre
4、e important long-term global trends: emerging markets will grow faster than developed markets, world trade will grow faster than GDP, and longevity is increasing across the world. Financing a low Carbon Economy The potential opportunities presented by climate change mitigation and adaptation are alr
5、eady beginning to change the way we think about how we do business. In last years report, we acknowledged that we needed to improve our understanding of the risk and opportunities that must be addressed in the low carbon economy, to build capacity to ensure we were able to support customer needs, an
6、d to look specifically at the insurance business. HSBC has begun to address these changes not only planning a route for the Group to contribute to a low carbon world, but also by helping our customer to do so. We are examining how our own business operations will be affected, taking a closer look at
7、 some of the key sectors that will help make this transformation a reality, and are investigation opportunities for the bank in the new climate business sector. Climate Change Benchmark Index The HSBC Climate Change Benchmark Index tracks the stock-market performance of global companies already prof
8、iting from the transition to a low carbon economy. It includes companies that generate revenue from products and services for both mitigating and adapting to climate change. Reviewed quarterly, the index includes more than 380 companies and is used by three of the 10 largest pension schemes in the w
9、orld as well as some of the worlds largest asset managers to inform their investment choices. Leading climate change research Research from HSBCs Quantitative Research team estimates that the size of the climate business sector the value of products and services linked to resolving the issue of clim
10、ate changeis now more than us$530billon and could exceed us$2 trillion by 2020.Investment in clean energy and other climate solutions is expected to increase over the next 12 months, prompted by continuing government support and improving credit market conditions. In 2009, the HSBC Climate Change Ce
11、ntre of Excellence produced 30 reports on climate change science, policy and markets. These included a comprehensive analysis of the fiscal stimulus for climate-related investments. By the end of 2009, the centre estimated that US$21billion in green stimulus had been allocated by government across t
12、he world, with the Asia-Pacific region leading the way with over 60 per cent of the total. The centre also produced a series of reports on the prospects for and implications of the UN climate summit in Copenhagen in December 2009.Finally, the centre produced the first comparative assessment of the v
13、ulnerability of the G-20 nations to climate impacts through to 2020. These reports help our clients identify risks and opportunities and make informed investment and business decisions. Valuing Our Employees HSBC seek to develop and maintain a culture in which our employees are open to different ide
14、as and cultures, and connected with our customers, communities and each other. We strive to be dependable and to do the right thing in all aspects of our business. In 2009, 91 percent of employees responded to our third employee questionnaire, the Global People Survey-one of the highest participatio
15、n rates in the financial services industry. The Groups employee engagement score rose from 67per cent in 2008 to 71per cent in 2009. this exceeded the 2009 target of 69 per cent and out performed the external best in class average for aspects related to corporate sustainability, reputation and direc
16、t line management. The best in class score is a comparison of the top quartile employee survey scores form other large organizations and a specially commissioned research study. This is the benchmark against which HSBC measures its performance. The decline in best in class scores in 2009 is a reflec
17、tion of the impact of change in the winder business environment on those organizations. In 2010, we will focus on leadership, developing line manager capability and building a stronger customer focus in our employees. Retaining talent An important aspect of our People Strategy is to ensure alignment
18、 of career development with strategic business requirements. We seek to integrate important people processes such as succession planning, performance management and career development with our annual business operating cycle. Development needs for talented individuals are met trough a combination of
19、 on-the-job experience, coaching and training programmers. In 2009, we clarified the type of behavior expected of all levels of HSBCs management Based on the premise that leadership is a quality that is important at all levels of seniority; the new HSBC Leadership Capability Framework identifies the
20、 qualities of leadership needed in management to drive Group Strategy. In 2010, we are integrating this framework into learning programmers, performance management and recruitment. HSBC Group level learning programmers, designed to develop the most senior and capable in individuals, were updated in
21、2009 with the aim of building capability in the following areas: Strategy and Performance; Change Management; Customer Experience; People Leadership; and Risk Management. Managing change We support employees at risk of redundancy. We always give notice, provide severance pay and offer assistance suc
22、h as helping to pursue job opportunities internally and externally. Regrettably, due to the operating economic and business environment, it was necessary to make redundancies in 2009. We provide severance pay and offer assistance such as helping to pursuer job opportunities internally and externally
23、. Regrettably, due to the operating economic and business environment, it was necessary to make redundancies in 2009.We provide line management with specific training to manage such difficult change Employee satisfaction with Corporate Sustainability Of the 14 aspects measured in the Global People S
24、urvey, Corporate Sustainability was the highest scoring at 79 per cent. This was an improvement of 2 percentage points on 2008 and 11 percentage points on 2007. When benchmarked externally, Corporate Sustainability at HSBC is 25 per cent above the global average and 12 per cent above the global best
25、 in class average. Employees reported favorable responses (see table) in the Global People Survey to the statement: Overall I am satisfied with the actions HSBC is taking to embed sustainability (e.g. environmental and social issues) into the way we run our business. Employees also gave favorable re
26、sponses (see table) to the statement: I am actively encouraged to participate in community and environmental initiatives. Significantly more employees (44 per cent in 2009 compared with 35 per cent in 2008) said that they had participated in HSBCs Corporate Sustainability activities. Employees who p
27、articipate in such activities have considerably higher levels of engagement than those who do not, and are significantly more engaged across all aspects measured. Generally, the results show that employees are highly satisfied with HSBCs Corporate Sustainability efforts, and are increasingly encoura
28、ged to take part in these activities. Investing in communities Education Our flagship global education initiative is Future First, a five-year programmer launched in 2006 to a better future for disadvantaged children around the world. We work with SOS Childrens villages, among other charities, with
29、the shared aim of providing access to education and life skills training. So far, more than 200 projects across 45 countries have benefited some 200,000 children. Financial and business literacy is fundamental to economic growth in developed and emerging markets, promoting trust in banks, and encour
30、aging a responsible approach to managing loans and mortgages. According to a UK charity, Personal Finance Education Group, 66 per cent of British people believe that finance lessons would have helped them deal with todays financial challenges. JA More Than Money is our global programmer addressing f
31、inancial education and business literacy. Run in partnership with Junior Achievement Worldwide, in its pilot year in 2008-09, 1,500 HSBC staff volunteers taught financial skill to over 46,000 children in 14 countries and territories. In 2009-10, the project has been expanded to 32 countries. JA is o
32、ne of the worlds largest organizations dedicated to educating students about workforce readiness, entrepreneurship and financial literacy. In 2009, we launched the HSBC Eco-Schools Climate Initiative in partnership with the Foundation for Environmental Education. This is a three-year project involvi
33、ng 1,000 HSBC staff volunteers in 10 countries and reaching an estimated 1.2 million young people aged five to 18. The aim of the programmer is to inspire action on climate change by improving schools environmental efficiency. Environment The HSBC Climate Partnership is our flagship global environme
34、ntal programmer, launched in 2007 with The Climate Group, Earth-watch and WWF to combat climate change by inspiring individuals, businesses and governments worldwide. Our achievements in 2009 are set out below. Cities The Climate Group is working in Beijing, Chicago, Hong Kong, London, and Mumbai, N
35、ew York and to Toronto to boost the use of low carbon technologies. For example, in 2009 The Climate Group launched the Hong Kong Carbon Reduction Campaign-the first cross-industry collaboration on climate change by companies in Hong Kong and co-founded the Mumbai Energy efficiency projects in the c
36、ity. Learning In 2009, a further 484 HSBC employees were trained as Climate Centre across the globe. The training, which is provided by Earth watch scientist, involves conducting field research into how temperate and tropical forests are responding to climate change. Since the HSBC Climate Partnersh
37、ip was launched, over 10,000 days of scientific filed research have been conducted by Earth watch scientist, local communities and HSBC employees. Rivers Through the HSBC Climate Partnership, WWF has helped to increase the number of protected areas in China central and lower Yangtze River delta cove
38、ring a total area of 1.65 million hectares. The protected areas will not only help safeguard 50 threatened species, but will also provide land where large floods-which are predicted to increase as a result of climate change-can be absorbed, thereby protecting local communities. WWF has been tasked b
39、y the Chinese government with extending the Protected Area Network to the entire Yangtze River by the end of 2010. HSBC has also continued to support WWFs freshwater programmers in Brazil, India and the UK. Conclusion Based on the results of our procedures, nothing has come to our attention that cau
40、ses us to believe that, for the year ended 31 December 2009, the selected information has not been fairly stated in all material respects in accordance with HSBCs Reporting Guidance. 译文 汇丰银行 2009 年可持续发展报告 资料来源 :汇丰银行网站 http:/ 汇丰景况 汇丰是“世界本地银行”。我们服务于大约一亿的个人客户和公司客户。 在 88个国家和地区 ， 总共有员工 30 万人服务于 8000 多个工作
41、岗位，大致分布于欧洲、亚太地区、北美、拉美和中东地区。 汇丰银行的总部位于英国伦敦，在香港、纽约、巴黎和百慕大都有其跨国分支机构，在 121 个国家和地区共拥有超过 22 万的股东。 作为世界上领先的国际化和新兴市场的银行，我们在成熟和快 速 发 展的经济环境下为顾客提供了全方位的金融服务。我们我们的业务分为了两个部分 ： 个人金融服务和传统银行 ； 第二部分是两个世界性的业务，世界性的银行和个人银行。 汇丰的战略是向三个重要的长期目标看齐：新兴市场的发展快于传统市场的发展，世界贸易的增长快于 GDP 的增长，以及汇丰在世界范围内的持续发展。 财政投入于低碳经济 在缓和和适应气候变化中的潜在机
42、会 中 开始改变了我们对于所做的事业的思考。在去年的报告中，我们必须提高我们对于在发展低碳经济中的风险和机遇的理解，确保我们能提供顾客需要和特别是在保险业方面。 汇丰开始适应这 些变化，不仅是制定一个计划使集团 为 低碳世界做贡献，而且也帮助我们的顾客去做这些事。我们检验怎样才使我们的事业变得有效率，关注一些核心的部门来帮助实际的变化，以便使银行在 “ 气候经济 ” 部门得到投资机会。 气候变化基准指数 汇丰气候变化基准指数以追踪全球主要企业在股票市场的表现来反映其通过发展低碳经济而实现的盈利状况来制定的。它包括公司来自于产品的传统风险和缓解和适应气候变化的服务。回顾前段时间，该指数包括了超过
43、了 380 家的公司，并且被世界十大退休金计划单位中的三家所用，同样的也被世界最大的资产管理机构利用来分析 其投资选择。 气候变化研究的领导者 通过汇丰集团定量研究组的研究指出，“气候商业 部门的规模，产品和服务的价值直接影响气候变化问题的解决。现在投入超过了 5300 亿，在 2020 年将投入 2万亿用于该研究。在清洁能源和另外的气候问题的投入在未来的 12 个月将会增长，依靠的是政府的支持和电子市场条件的提高。 早在 2009 年，汇丰气候变化研究中心就发表了 30 多篇在科学、政策和市场方面的研究。这包括了综合分析财政激励的气候方面的投资。到 2009 年末，该研究中心估计全世界将有
44、5210 亿美金通过政府的“绿色刺激”被用于研究气 候变化。而且，亚太地区将成为全球领先地区，占总数的 60%以上。该研究中心同时也发表了一系列关于英国 2009 年气候研究的可能性。 员工价值的体现 员工承诺 汇丰追求的是一种发展和 持续 的文化，能够使我们的员工拥有不同的见解和文化，能够与客户沟通和交流。我们努力成为别人的依靠和在我们业务的所有方面做对的事情。在 2009 年，我们 91%的员工回应了我们三大全球员工调查问卷，这是最大规模的金融服务领域内的调查。集团的员工素质分数从 2008 年的 67%d 到 2009年上升到了 71%。这个进步在 2009 年增长了 69%，明显高于
45、金融服务领域的平均水平。我们的员工把汇丰的内在意义看的明显高于外在的其他方面，例如合作发展、声誉和主要的经营方式。 “班上最好”的分数是和员工服务分数最高限之间的比较这是来自一些大型的组织和一个专业的调查研究领域。这是汇丰银行每一项措施的表现。“班上最好”的分数在 2009 年有所下降和 组织 那些宽松的经营环境有直接的关系。 在 2010 年我们将集中领导的作用，发展网上经理和通过我们的员工建立更强大的客户群。 人才再培训 我们人才战略的一个重要方面是增强事业发展与商业要求的结盟，我们打算整合重要的人才，例如，连任计 划、管理表现 、 我们每年商业循环的职业发展等。发展需要智慧型的个人们在工
46、作经验中的表现，以及教学和培训的项目。在所有的资历层次上，汇丰银行新的领导群能力框架被证明了 他们的 领导能力体现在管理上。在 2010 年，我们将继承这个框架 ， 在学习项目、管理表现和招聘方面进行努力。汇丰集团在项目学习上的水平，是计划发展告高级 型 人才。在 2009 年，我们旨在更新人员 以下 方面的能力：策略和表现 ， 改变管理 ， 顾客经验 ， 领导能力和风险管理。 管理变化 我们提 供雇员一系列的冗余。我们总是给予关注，提供付款服务和提供一些支持，例如，帮助员工追求工作机会，无论是内部的还是外部的。令人遗憾的是，由于经济方面和商业环境的原因， 2009 年必须裁员。我们提供一系列
47、的管理办法，通过专业的培训尽量的避免这种可怕的变化。 员工符合企业可持续发展 全球人员调查在 14 个方面的调查中发现，企业可持续发展占的比例最高，达到了 79%，分别比 2008、 2007 年年增长了 2 个百分点和 11 个百分点。当作为外部基准，汇丰银行的可持续发展比全球平均水平高出 12 个百分点。员工被全球人员调查组的声明中报 道为最有责任感的，他们的声明中这样写到：“对于汇丰银行在可持续发展中我最满意的是他们对于环境和社会问题的处理融入到了商业运作中。”员工们也给予最好的回应：“我积极地被鼓励去参加社区建设和环境保护倡议。”显著的，更多的员工（ 2009 年 44%与 2008
48、年 35%相比）表明员工们更加积极地参与到汇丰银行的可持续发展活动中来。汇丰银行加入这些活动在经营管理上的考虑比没有加入的要多的多，当然也需要 各 方面的测量。总之，结果表明，汇丰的员工更好要求的符合汇丰可持续发展，就会一直被鼓励去参加汇丰可持续发展的活动。 社区投资 教育 我们全球教育投资的旗帜是 “ 未来 ” 第一，从 2006 年开始，一个为期 5 年的计划将指在更好的帮助全世界 残障 儿童。我们与国际 SOS 儿童村组织合作，共同通过有效 途径提高儿童的教育和生活技能的培训。因此，超过 200 个在 45 个国家，让超过 20 万的儿童享受到了这些利益。 金融和商业素养 能够 提高银行
49、的信用， 鼓励负责任的方法去管理贷款和抵押贷款利率 是经济在 发达国家和新兴市场 得到提高的基础。 根据一个英国慈善机构 ， 个人理财教育集团 的报告， 66%的英国人相信金融课程能够帮 助 他们应对如今的金融挑战。 JA（ 全世界最大、发展最快的非 营利教育组织 ）是我们全球的一个关于支持金融教育和培养商业素养的组织。与世界青年成就组织合作，在 2008 年9 月， 1500名汇丰员工志愿者给 14 个国家和地区的 46000 多名儿童传授金融技能。在 2009 年 10 月，该项目扩大到了 32 个国家和地区。 JA决定准备教育学生关于 是否准备就绪 ， 企业家精神和财务知识 。 在 2009 年 ,我们 主动 发起了 与 汇丰 生态学校建立伙伴关系，进行环境教育。这是一个为期 3 年，包含了 1000 名汇丰志愿者员工在 10 个国家帮助 120 万从 5 岁至18 岁的人。这个项目的主要目的是通过学校的环境政策教育鼓励学生 应对气候变化。 环境 汇丰气候合作组织是我们全球环境项目的旗帜，在 2007
