Profile 8. Standard Chartered Bank, Uk - HIV/AIDS Policy and Awareness Programme

Key lesson: Information collation for effective planning

· Business description:

Standard Chartered Bank, founded in 1853, is an international commercial bank focused on emerging markets in Asia, the sub-continent, the Middle East, Africa and in Latin America. The Bank’s core business is in Consumer Banking, Corporate and Institutional Banking and Treasury, working in 570 offices in over 50 countries.

1. Motivation for action

The origin of Standard Chartered Bank’s response to HIV/AIDS stemmed largely from Country Managing Directors, particularly in Africa, who experienced increased pressures within their operations over policy decisions regarding employees living with HIV/AIDS. This was a result of the lack of clearly defined Group level, regional or local human resource policies to guide managers on recruitment, training and employee support. This was coupled with the fact that HIV/AIDS had started to impact on the Bank’s bottom line through the loss of personnel, absenteeism, medical and welfare costs. Moreover, Standard Chartered Bank realised that the impact of HIV/AIDS on its various stakeholders was likely to be significant in the future.

2. Business response to HIV/AIDS

In 1999, Standard Chartered Bank undertook a major assessment of its branches in 45 different countries to identify existing policies, practices and the prevalence of HIV/AIDS. This initial assessment was extremely important in enabling clear and informed decisions to be made and an understanding of the priorities for action. The strategy is based on a three step process: educate, monitor, and manage.

The first element of the response was the development of a clearly defined non-discriminatory HIV/AIDS policy linked to the Bank’s policy on the protection and enhancement of human rights in the workplace and equal opportunity regardless of colour, race, gender and ethnicity. The policy incorporates procedures and practices in managing individuals living with HIV/AIDS, including treating them in the same way as those with other progressive or dehabilitating illnesses. Importantly, while the policy and procedures are set at the Group level for all its global operations, they are flexible enough to enable branches to take account of local practices, procedure, culture and legislation.

In addition to the policy, Standard Chartered Bank initiated a HIV/AIDS Awareness Campaign in March 2000. The objectives of the campaign are: to create awareness of the magnitude and impact of HIV/AIDS, educate staff in order to minimise and control the impact, and to change risky behaviours. The initial research identified the need for focussing on Africa in the first phase of activities, where the impact of HIV/AIDS had been highest.

The mechanisms through which this information is delivered include presentations by trained peer-educators (‘champions’) from the Bank, the distribution to staff of handbooks covering facts on HIV/AIDS, and posters and flyers on the ‘shop-floor’. The development of the HIV/AIDS awareness packs was undertaken in collaboration with other companies (e.g. Levi Strauss and Glaxo Wellcome) and NGOs, who provided advice and materials. The Bank has subsequently made their packs available to international and regional companies operating in Africa, including NGOs. The awareness programme have now been piloted and implemented in all 12 of the targeted countries in Africa. The aim is to extend the awareness campaigns by making presentations to customers and key stakeholders.

3. Results and lessons

Given that the programme is in its infancy with regards to implementation, it is difficult to assess the effectiveness and impact. Monitoring systems are in place through Country Operation Risk Assessment Returns, to be completed on a quarterly basis.

However, there are a number of factors that Standard Chartered Bank have identified as being important in its response to HIV/AIDS, as described below:

1. Leadership commitment from top management including the CEO and Directors. This was achieved at Standard Chartered Bank through communication to employees, including developing and disseminating commitment through a video presentation.

2. Involvement and participation of local management in the formulation and implementation of policies and programmes and the use of ‘champion’ staff to deliver the presentations.

3. Use of external organisations to provide expert knowledge. For example, the use of the organisation

Business Exchange on AIDS and Development (BEAD) to present on the impact HIV/AIDS has on business was a crucial factor in engaging senior management in the initial stages of policy development.

4. Establishment of the needs and priority areas for action through extensive and participatory research. This was necessary in order to maximise the impact where it is most needed given limited time, money and capacities.

5. Use of appropriate material that achieves standardisation within a multi-cultural environment. This requires being sensitive to local culture, using local/appropriate language and choice of visual aids, for example, the use of a short length education video set in Africa.