corporate citizenship report · decision-making. i am pleased to report our citizenship performance...

企业社会责任报告花旗中国

CITI CHINACORPORATE CITIZENSHIP REPORT2015

CEO MESSAGE

首席执行官寄语

UPHOLDING WORLD-CLASSCORPORATE GOVERNANCE

保持一流的公司治理水平

PROMOTING ENVIRONMENTALSUSTAINABILITY

促进环境可持续发展

GIVING BACK TO THE LOCAL COMMUNITY

回馈社区

PROTECTING OUR CUSTOMERS

保障客户

CARING FOR OUR PEOPLE

关爱员工

AWARDS AND RECOGNITIONS

奖励和荣誉CON

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CEO Message首席执行官寄语

Citi’s mission is to enable growth and progress. Whether it is enabling growth through our core businesses or driving progress through our citizenship practices, we are committed to serving as a trusted partner to our clients and stakeholders. From highlighting the importance of financial protection in customers, advocating for workplace diversity, minimizing our environmental footprint to leveraging our expertise and human capital to maximize impact - we hold ourselves to stringent ethical standards in all our decision-making. I am pleased to report our citizenship performance in China in 2015.

Citizenship forms an integral part of our business and is firmly embedded into our mission and culture. In 2015, we invested into 13 community programs that aimed to advance financial inclusion, catalyze job opportunities for youth as well as provide economic opportunities for low-income individuals. All of which have generated sustainable and positive impact to the community and people in need. Under the philosophy of “More than Philanthropy”, we continued to leverage the enormous expertise of the company and human capital to maximize our philanthropic impact. On June 13, 2015, more than 4,500 Citi China employees and their families and friends joined colleagues from all over the world to mark the tenth anniversary of Citi’s Global Community Day. 23 events across 17 cities in China took place on the day. Volunteers gave back in areas of nature conservation, environmental protection, education, caring for seniors and the disadvantaged.

We also advocate for sustainability to ensure a healthier and more vibrant environment. We strive to reduce our environmental footprint wherever and whenever possible. Through making a number of conscious operational decisions in some premises – including lamps reduction in lighting panels, UPS system optimization, nano-material reflector installation as well as selecting more energy efficient air conditioners for our Computer Room – we were able to achieve an additional annual energy saving of around 230,000 Kwh.

Citi’s core activities are safeguarding assets, lending money, making payments and accessing capital markets on behalf of our customers and clients. All these create an obligation to act responsibly, and we take this responsibility seriously. In 2015, we created a targeted marketing campaign with our partner AIA to raise customers’ awareness for unforeseen risks and the importance of interests’ protection. We supported various education campaigns initiated by regulators, including the ‘March 15th Consumer Protection Day’ Awareness Week, and Financial Knowledge Promotion. In face of new socio-economic challenges presented from rapid urbanization, an aging population and the digital rise, we remain focused on innovating to provide trusted and relevant solutions that meet the needs of our customers in China.

Finally, we believe that personal success and professional satisfaction in each of our employee contribute significantly to the success of our company as a whole. We have therefore made it a priority to listen, support and care for our people to create a fair workplace environment. We strive to ensure our people are promoted on their merits and we foster an environment where colleagues treat each other with respect and dignity. I am proud that our steady progress in building a culture that values ethics, responsible finance, leadership and diversity has been reaffirmed by the high scores we received in Ethical Culture, Manager Effectiveness and Diversity Index of our 2015 Voice of Employee Survey.

In 2015, we have certainly made strides in our progress. By using our products, services, scale, reach and partnerships, we continued building on our citizenship efforts in China. All of these serve to underscore the fact that we take seriously our commitment to responsibly provide financial services and realize ongoing growth and progress.

Sincerely,

Christine LamChief Executive Officer, Citi China

花旗的使命是推动经济发展与社会进步。无论是推动自身核心业务发展，还是践行企业社会责任，我们致力于成为客户和相关利益群体信任的伙伴。为客户保障财产安全、倡导工作环境多样性、减少经营对环境的影响、利用我们的专业知识和优秀团队扩大公益影响力，我们始终坚持以严格的道德标准要求自己。我很高兴为大家呈上花旗中国2015 年企业社会责任报告。

企业社会责任是花旗业务不可分割的一部分，也根植于我们的使命与企业文化中。2015 年，花旗共支持了 13 个公益项目，旨在推广普惠金融、为青年人创造就业及为低收入人群创造经济机会，所有项目均为所扶助的社区及人群创造了积极可持续的效果。秉持“超越慈善”的理念，我们也继续利用自身的专业技能和优秀团队进一步扩大我们的慈善投入和公益影响力。2015年6月13日，约4,500名花旗中国的员工及亲友加入了全国 17 座城市的 23 项志愿活动，共庆“花旗全球志愿者日”十周年。志愿者们通过参与自然环境保护、下一代教育、关爱老人和弱势群体等主题的活动回馈本地社区。

我们还倡导可持续发展，共创健康有活力的环境。花旗中国努力减少经营对环境的影响。我们在办公室采取了一系列节能措施，包括减少灯盘内灯管数量、在 UPS 设备更换中采用降容设备、安装纳米节能反光板以及在机房更换节能空调，全年共节约电量约 230,000 千瓦时。

在花旗，我们的核心工作是保障资产安全、提供贷款、进行支付并协助客户进入资本市场。我们深知责任在肩，任重道远。2015 年，我们携手合作伙伴友邦中国为客户量身定制市场活动，提高客户的风险意识，为客户的利益保驾护航。我们积极参与监管机构发起的各项金融知识普及活动，包括“3.15 国际消费者权益日宣传周”和“金融知识进万家宣传月”等。面对城镇化、人口老龄化带来的社会经济问题；数字技术的崛起等，我们在创新方面不遗余力，力求提供可信赖且适合的解决方案，满足本地客户的需求。

我们深信每位员工的个人成功和职业满足感造就了企业的成功。因此，我们重视员工，并通过倾听员工需求、支持员工发展和关爱员工生活来营造公平公正的工作环境。我们大力倡导员工通过工作表现得到晋升，并努力创造同事享有尊严并互相尊重的工作氛围。在 2015 年员工心声调查中，我们在道德文化指数、管理有效性和多样化指数方面都得到了高分，肯定了公司在营造道德文化、尽责金融、

领导力和多样化方面取得的成绩。

2015 年，我们的各项工作都取得了长足的进步。通过我们的产品、服务、规模、覆盖范围和合作伙伴关系，我们坚持不懈地践行企业社会责任。所有努力都证明了我们对中国市场不变的承诺 - 以负责任的金融服务推动经济发展和社会进步。

林钰华花旗中国首席执行官



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UPHOLDING WORLD-CLASS

CORPORATE GOVERNANCE


At Citi, we aspire to the highest standards of corporate governance and ethical conduct. We act in the best interests of all our stakeholders, maintain the highest ethical standards, and ensure full compliance with the laws and regulations that govern our company.

花旗矢志追求最高的公司治理与道德行为标准。花旗在中国开展业务是始终以利益相关群体的最高利益为准绳，保持最高水准的道德标准，恪守相关法律法规。


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Board CompositionAs of December 31, 2015, there were 9 directors in total:

1) 4 Non-Executive Directors;2) 3 Executive Directors; and 3) 2 Independent Directors.

Besides 3 Executive Directors, CCCL’s headquarter had 11 additional senior managers approved by the China Banking Regulatory Commission (CBRC).

Executive Directors

Independent Directors

Chairman/Director

Independent Director

Director


Director

Andrew Au

Stephen Long

Daisy Yao

Zhe Sun

Tim Sedgwick

Legal Representative

Chief Risk Officer

Chief Financial Officer

Non-Executive Directors

董事会组成

截至 2015 年 12 月 31 日，董事会共由 9 名董事组成：

1) 其中 4 名为非执行董事；2) 3 名为执行董事；3) 2 名为独立董事。

包括执行董事，总行中由银监会批准的高管共14 名。

The directors of CCCL fully understand the fiduciary responsibilities of a banks’ Board are more important than those of non-financial corporations. Each and every director performed his/her duties diligently. They have actively participated in Board meetings, reviewed Board meeting materials, had robust discussion and raised valuable comments and suggestions to enhance the Bank’s business operation and to ensure Bank’s healthy and sustainable development.

In 2015, CCCL held 4 Board meetings at an average of once every quarter. The Board resolved or heard the reports of a total of 64 matters (including 35 resolutions and 29 reports), reviewed and discussed the internal audit quarterly report, capital adequacy

compliance plan and policy, stress test plan, various risk limits, continuity of business report and plan, information and technology strategy, material related party transactions, etc. In addition, the Board has exercised 10 written resolutions to 10 key matters.

During the intersession of the board meetings, CCCL also provided 9 newsletters to the Board in terms of CCCL’s monthly/quarterly financial information, regulatory inspection, and other important information.

董事充分认识到银行董事的受托职责比非金融企业更为重要，花旗中国董事会各董事认真尽职执行董事职能。董事们积极参与董事会会议，审阅董事会材料，热烈讨论并提出了有价值的意见和建议，以提高银行的营运效率并确保银行健康持续的发展。

2015 年，花旗中国共召开了 4 次董事会会议，平均每季度一次。董事会 2015 年共就 64 项事宜作出了批准或听取了报告（包括 35 项决议及 29 个专项报告），审议了花旗中国的内部审计季度报告、银监会资本办法过渡期内

分年度资本充足率达标规划、压力测试方案、各项风险限额、业务连续性报告和计划、信息科技战略、重大关联交易等。此外，在董事会闭会期间，我行董事会审议批准了10 项书面决议，对在非董事会会议期间的 10 项重大事项进行了决议。

在董事会闭会期间，花旗中国向董事会发送了 9 次通讯，不时向董事会汇报花旗中国月度或季度财务信息、监管机构检查情况等重要信息。

董事长 / 执行董事

执行董事

执行董事

欧兆伦

姚幼辉

Tim Sedgwick

法定代表人

首席风险官

首席财务官

执行董事

非执行董事

独立董事



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Director

Director

Director

Director

Agnes Liew

Weber Lo

Piyush Agrawal

Anand Selvakesari

非执行董事

独立董事

非执行董事

独立董事

非执行董事

非执行董事

廖婉莊

龙肇辉

卢韦柏

孙哲

Piyush Agrawal

Anand Selvakesari

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独立董事监事

高级管理层

专业委员会

截至 2015 年 12 月底，花旗中国共有两名独立董事，即龙肇辉先生和孙哲先生。

龙肇辉先生担任审计委员会、风险管理委员会和关联交易委员会的投票权委员，并在审计委员会任主席。龙肇辉独立董事出席了所有的董事会会议及其任委员的专门委员会会议，参与有关事项的审议和批准。

孙哲先生担任关联交易控制委员会和风险管理委员会的投票权委员，并在关联交易控制委员会任主席。孙哲出席了所有的董事会会议及其任委员的专门委员会会议，参与有关事项的审议和批准。

此外，在董事会闭会期间，独立董事通过花旗中国发出的通讯了解了花旗中国月度财务信息等重大信息。并且，两位独立董事就董事会的所批准的所有重大关联交易发表了专项独立董事意见。独立董事积极参与公司决策，充分发挥了独立董事的职能。

花旗中国未设监事会，仅由股东指定一名监事。

2015 年，Mark Hart 先生作为花旗中国监事能够认真履行自己的监事职责，列席了所有董事会会议，并就其列席的会议出具了确认函。同时，Hart 先生本着对股东负责的精神，对公司财务以及董事、行长和其他高级管理人员履行职责的合法合规性进行监督。2015 年初，监事还对2014 年度经审计的财务报表及 2014 年度董事和高管履职情况及董事和高管就流动性风险管控的履职情况等相关事项发表专项意见。

银行的高管团队在优化公司治理、拓展银行分支机构、提升银行业务能力和风险管理水平、提高银行声誉方面发挥了积极和主导性的作用。因此，高管团队协调各利益相关方的诉求，成为了加强银行公司治理和业务发展的强大组织力量。

截至 2015 年 12 月底，我行董事会项下共设立四个专业委员会，它们是：

1）2007 年 6 月 13 日成立的审委员会；2）2007 年 6 月 13 日成立的关联交易控制委员会；3）2007 年 9 月 12 日成立的风险管理委员会；4）2014 年 1 月 10 日成立的薪酬委员会。

专门委员会全年共召开会议 13 次，审议各项议题共计 35项，听取报告共计 68 项。

各委员会分工明确、有效运作，在审计、风险管理和关联交易控制等方面提出了专门意见和建议，是董事会正确、高效议事和决策的坚强后盾。其各自成员构成如下：

此外，银行管理层继续努力推行与董事及监管部门保持全面沟通的机制，在与董事沟通方面，除在董事会上汇报银行的有关情况以外，高管层通过其他方式向董事汇报关于银行业务经营的最新情况，包括月度财务信息等。在与监管部门的沟通方面，高管层通过各种渠道向监管机构及时披露了花旗中国和花旗集团的业务和经营情况，这些沟通也包括向监管部门汇报内、外部检查、审计的情况以及相关整改措施等。

通过有效沟通，董事们能及时了解银行业务经营情况以及最新的监管趋势，监管机构也能及时了解银行的业务情况并提出针对性的意见和指导。

2015 年，高管层积极跟进新的法律法规和监管要求，持续推动公司治理改进和完善工作，平衡股东利益和其他利益相关者的利益，并在公司治理方面进一步深入实践，以确保银行快速的可持续发展。

Independent Directors Four Professional Board Committees Composition

Senior Management

SupervisorAs of the end of December 2015, CCCL has two independent directors, i.e., Mr. Stephen Long and Mr. Zhe Sun.

Mr. Stephen Long is the voting member of the Audit Committee, the Risk Management Committee and the Related Party Transaction Committee under the CCCL Board, and also chairs the Audit Committee. Mr. Stephen Long attended all the Board meetings and the relevant committee meetings, and was involved in the consideration and approval of the related matters.

Mr. Zhe Sun is the voting member of the Risk Management Committee and the Related Party Transaction Control Committee, and he is also the chairman of the Related Party Transaction Control Committee. Mr. Zhe Sun attended all the Board meetings and relevant committee meetings and was involved in the consideration and approval of the related matters.

During the intersession of the Board meetings, the independent directors kept themselves abreast with CCCL’s monthly financial information through CCCL’s newsletters. Furthermore, the independent directors have issued their written opinions on all material related party transactions reviewed under the Board. The independent directors have actively participated in the decisions of the Board and provided their independent opinions.

As of December 31, 2015, there were four professional committees under the CCCL Board. These were:

In 2015, the four special committees in total held 13 meetings, reviewed 35 motions and heard 68 reports.

Each of the four committees effectively operates with distinct division of responsibilities and has provided professional advice and suggestions in terms of audit, risk management and related party transaction control. They provided solid ground for the Board so that the Board can review and discuss the matters correctly and efficiently.

an Audit Committee established on June 13, 2007

a Related Party Transaction Control Committee established on June 13, 2007

a Risk Management Committee established on September 12, 2007

a Remuneration Committee established onJanuary 10, 2014

(a)

(b)

(c)

(d)

The senior management team of the Bank has performed an active and leading role in optimizing the Bank’s corporate governance, expanding the Bank’s footprint, enhancing the Bank’s performance and risk management, and promoting the Bank’s reputation. Therefore, they have formed an effective and strong framework of corporate governance and of the Bank’s development in coordination of interests demanded from various stakeholders.

Moreover, maintaining a comprehensive communication system with Directors and regulators was consistently achieved by senior management. In terms of communication with Directors, besides reporting the Bank’s progress in Board meetings, senior management also updated Directors on certain important matters relating to the Bank’s business and operation from time to time, including monthly financial information. In terms of communication with regulators, senior management disclosed CCCL and Citigroup’s business and operating information to regulators in various ways and these communications included reporting the internal and external inspections, audits, and relevant corrective actions.

Through effective communication, Directors were kept abreast of the overall operations of the Bank and the latest regulatory trends, and regulators, internal control and anti-fraud could be timely informed of the Bank’s business and provide comments and guidance in response.

In 2015, the team will continually keep up to update with the relevant laws and regulations and the regulator’s requirements, constantly procure the enhancement and optimization of corporate governance work of the Bank, balance the interests of the Shareholder and other stakeholders, and further deepen the Bank’s corporate governance practices, to ensure the Bank has sustainable growth.

CCCL does not have a board of supervisors, but has a single supervisor designated by the shareholder.

In 2015, the supervisor of CCCL, Mr. Mark Hart performed his duties diligently and attended all of the Board meetings, and issued confirmation letters to the meetings he attended accordingly. In addition, Mr. Hart supervised the Bank’s financials and the performance of directors and senior management personnel. The supervisor also provided opinions to the matters in relation to the 2014 audited financials, the performance of directors and senior management personnel and their performance relating to management of liquidity risk.



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Stephen Long 龙肇辉

欧兆伦

卢韦柏

姚幼辉

聂钢

Weber Lo

Zhe Sun

Piyush Agrawal

Andrew Au

Andrew Au

Andrew Au

Andrew Au

Weber Lo

Agnes Liew

Agnes Liew

Stephen Long

Daisy Yao

Stephen Long

Agnes Liew

Simon Nie

Lili Qin

Zhe Sun

Tim Sedgwick

Marine Mao

Lili Qin

Daisy Yao

Alex Lee

Independent Director 独立董事

独立董事

独立董事

独立董事

独立董事





Audit Committee

Remuneration Committee

Related Party Transaction Control Committee

Risk Management Committee

审计委员会

关联交易控制委员会

风险管理委员会

薪酬委员会


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Chairman 主席

投票权委员

投票权委员

投票权委员

无投票权委员

孙哲

欧兆伦

廖婉莊

龙肇辉

钦丽俐

Tim Sedgwick

主席

投票权委员

投票权委员

投票权委员

无投票权委员

无投票权委员

Piyush Agrawal

欧兆伦

龙肇辉

廖婉莊

孙哲

毛志华

钦丽俐

姚幼辉

李永逵

主席

投票权委员

投票权委员

卢韦柏

欧兆伦

廖婉莊

主席

投票权委员

投票权委员

投票权委员

投票权委员

无投票权委员

无投票权委员

无投票权委员

无投票权委员

Chairman

Chairman

Chairman

Committee Voting-Member











Committee Non-Voting Member








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Risk Management and Internal ControlThe Audit Committee resolved 11 motions and heard 11 reporting items, and returned during the intersession of meetings. In addition, to ensure timely and effective communication with external auditors, our external auditors were invited to participate in each Audit Committee meeting. KPMG exchanged its view on Bank’s operation with committee members and also shared regulatory focus and market trends, which helped to better equip the Audit Committee in their decision on Internal Audit Committee motions. The resolutions made by Audit Committee include: 2014 internal audit work summary, 2015 internal audit plan, extension of appointment of external auditor, update of internal audit Charter, and quarterly reports of internal audit.

The Related Party Transaction Control Committee had 4 quarterly meetings, with an average attendance rate of 95%. Those voting-members who could not attend the meeting also authorized other voting members to present and vote on their behalf by issuing power of attorney before the meeting. The Committee resolved 12 resolutions and heard 3 reporting items. In 2015, the Committee considered and confirmed a list of all related parties of CCCL, reviewed new related party transactions and the intra-group payments under intra-Citi outsourcing agreements in 2015. When the matters subject to Committee’s discussion involves any conflict of interest, the relevant voting member would abstain from

voting on such matters. The Committee’s work ensured our compliance with regulators’ requirements.

The Risk Management Committee has held 4 meetings and the average rate of personal attendance of voting-members of the Committee reached 93.75%. Those voting-members who could not attend the meeting also authorized other voting members to present and vote on their behalf by issuing power of attorney before the meeting. The Committee made 10 resolutions and heard 54 reporting items. Risk portfolio seasonal report, classified portfolios, NPLs and loss provisions, and key risk limits against actual exposures were reviewed at each Committee meeting. In addition, in 2015, Risk Management also paid attention to credit card portfolio, derivative risk assessment and stress test, and continued to focus on the following key risk areas facing CCCL according to regulatory requirement and market changes: reputation risk, information technology risk, fraud case prevention and outsourcing risk, etc.

The Remuneration Committee has held 1 meeting and the average rate of personal attendance of voting –members of the Committee reached 100%. The Committee made 2 resolutions on 2014 Performance Linked Compensation and 2015 Salary Increase Budget.

风险管理和内控管理

审计委员会共作出了 11 项决议，听取 11 个专项报告（包括在闭会期间审计委员会 1 项书面决定）。此外，为确保及时有效地和外部审计师的沟通，每一次内部审计委员会会议均会邀请外部审计师参加。毕马威华振会计师事务所也会就其对银行在经营方面的意见与内部审计委员会成员进行交流，并与成员们分享监管机构的关注点及市场趋势。外部审计师的意见为内部审计委员会在审议有关议题时提供了有力的支持。内部审计委员会审议并批准的决议包括：2014 年度内审工作概况、2015 年度内审计划、延长对外部审计师的聘用、内审章程的更新、各季度的内部审计情况报告等。

关联交易控制委员会先后召开了 4 次季度会议，委员会成员平均出席率达到 95%，因故未能出席的委员也均在会前出具授权书，授权其他委员代为出席并投票。委员会共作出了 12 项决议，听取 3 项报告。2015 年度，关联交易控制委员会审议并确认了银行关联方的清单，审阅了新的关联交易，审阅了银行与花旗集团下属企业在 2015 年所有外包协议安排的付款等议案。委员会投票成员如遇涉及利益冲突的议案也会主动采取回避措施。关联交易控制

委员会及时、严谨的工作确保银行的经营符合有关监管机关的要求。

风险管理委员会先后召开了 4 次会议，委员会成员平均出席率达到 93.75%，因故未能出席的委员也均在会前出具授权书，授权其他委员代为出席并投票。委员会共作出了10 项决议，听取了 54 项报告。每次委员会会议均会审议当季的风险资产组合报告，非正常类的信贷报告、各级不良贷款、信贷核销以及准备金计提，主要风险限额并比较其当前风险敞口。此外，2015 年度根据监管要求和市场变化，风险管理委员会还重点关注信用卡组合的风险、衍生品风险评估、压力测试等，并持续关注花旗中国所面临的主要风险：包括声誉风险，信息科技风险，案件防控方面的风险和银行外包风险等。

薪酬委员会召开了 1 次会议，委员会成员平均出席率达到100%。委员会作出了 2 项决议。批准了 2014 年度绩效薪酬和 2015 年工资增长预算。


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Citi’s mission is to serve as a trusted partner to our clients by responsibly providing financial services that enable growth and economic progress. Our core activities are safeguarding assets, lending money, making payments and accessing the capital markets on behalf of our clients.

These capabilities create an obligation to act responsibly, do everything possible to create the best outcomes, and prudently manage risk. We strive to earn and maintain the trust of our customers and our commitment is firmly rooted in our principle of Responsible Finance.

成为客户信任的伙伴，为客户提供尽责的金融服务以推动发展与经济进步是花旗的使命。我们的核心工作就是为客户保障资产安全，提供贷款，进行支付以及进入资本市场。

责任在肩，我们应德行严谨，尽己所能创造最佳成果，并审慎控制风险。我们致力于赢得并保持客户的信任，我们的承诺也根植于尽责金融的原则之中。

PROTECTING OUR CUSTOMERS

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Consumer Financial Education New Products & Services Approval Process

Citi China fully supports and actively participates in various education campaigns initiated by regulators.

In 2015, we participated in a number of programs including ‘March 15th Consumer Protection Day’ Awareness Week, Financial Knowledge Promotion, and Promotion for Illegal Fund Raising Prevention. We proactively enriched the financial knowledge promotion channels by leveraging branches, Citibank Online, official WeChat and various marketing campaigns. In doing this, we aim to raise clients’ awareness of rights and interests’ protection and hence further build trust with our clients.

We attach great importance to protecting consumer rights and interests in the new product or service approval process.

The approval process clarifies that all types of consumer banking products and services shall follow Citi China’s internal policies and external regulatory requirements on consumer protection. The functional department is entitled to review the new products and service from consumer protection perspective to ensure full compliance with relative policies.

In 2015, we are reaffirming our commitment to Treating Customers Fairly (TCF) through releasing ‘New Product Review Standards’ and ‘Standards for the Review of Marketing Material’. These standards set forth the minimum fairness standards to be incorporated into the development and review of new products and marketing material contained in marketing campaigns.

CITI-AIA BANCASSURANCE:HAVE YOU DONE ENOUGH?

In 2015, Citi China jointly announced the launch of an ongoing campaign titled “Have You Done Enough?” As part of the

campaign, we offered a “Protection Gap Calculator” that can be accessed by customers from our branches and also online.

The “Protection Gap Calculator” aims to enable customers to take an inward look and consider whether enough has been done

to protect themselves and their loved ones from unexpected incidents.

Through realizing there can often be a gap between perception of risk and actual risk, we hope to encourage our customers

to re-evaluate the risks they face and seek ways to better protect themselves and their loved ones.

消费者金融教育新产品、新服务审批消费者保护宣传培训

花旗友邦银行保险合作业务 : 花旗中国积极参与监管机构发起各项金融知识普及活动。

2015 年，花旗中国倾力参与的活动有“3.15 国际消费者权益日宣传周”、“金融知识进万家宣传服务月”、“普及金融知识万里行”、“防范打击非法集资宣传教育工作”等。我们积极利用分支行网点、花旗网上银行、花旗官方微信公众号、市场活动等多样化的渠道促进消费者教育活动的开展。我们希望借助此类活动加强客户维权意识，从而建立客户对花旗中国的信任。

花旗中国在推出新类别的产品和服务时，充分重视消费者权益保护方面的考量，规定在审批时需充分考虑监管机构及花旗内部的有关要求，由相关职能部门从消费者保护的角度考察产品和服务的合适度。

为了进一步履行“公平对待消费者”的承诺，2015 年，花旗中国在零售银行业务中推行新产品（公平性）评审标准及市场营销（公平性）评审标准。该制度要求产品部在发行新产品或服务、市场部在开展新的市场活动之前，必须根据标准化的检查清单进行逐条自查，以确保该产品或市场活动的开发设计符合公平对待消费者的精神。

花旗中国非常注重加强员工维护消费者权益的意识。通过组织现场培训、远程培训、在线课程、定期内部沟通会议等活动提高员工的服务水平和消费者保护素养。

今年，花旗中国一如既往地在企业内部培植消费者保护文化，开展在线宣传培训与员工互动活动，搭建高频高效的内部沟通机制，不断加强消费者保护在新员工培训、服务类培训中的比重，拓展消保类培训的广度和深度。

2015 年，双方合力推出“保护挚爱，您做得足够吗？”市场活动，并在花旗各分支行与官网上提供“保障测测看”计算器，帮助客户了解在面对未来各种不确定环境因素时，是否已经为自己与家

人做足准备。

由于对风险的认识与实际风险情况总是存在较大落差，我们希望通过这项活动鼓励客户重新评估自身风险，更好地保护自己

和家人。

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Training on Consumer ProtectionCiti China makes it a point to strengthen employees' awareness of consumer protection by conducting classroom training, remote training, online training and implementing regular internal communications. This improves staffs’ service skills and facilitates their consumer protection capability.

This year, we continued instilling a consumer protection culture in the organization by expanding the training coverage and deepening staff’s awareness. Leveraging online training and interactions, we bridged efficient cross-department communication and highlighted the consumer protection part in new hire training and all the service related training courses.

“保护挚爱，您做得足够吗？”

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Citi understands the importance of looking after our biggest asset – Our People.

员工是企业成功的核心与关键。在花旗，员工是最为重要的资产。

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Today, business success depends more than ever on employee skills and engagement. As a global bank that connects millions of people across hundreds of countries and cities, we at Citi are committed to fostering a diverse workplace for all our employees. Furthermore, we seek to continually invest in our people by providing world-class learning and development opportunities. By making career development opportunities widely available, we hope to encourage all our people to fulfill their professional and personal goals.

At Citi, we firmly believe that our success as a company depend on the personal success and professional satisfaction of every individual. This is why we also make it a priority to listen, support and care for our people. By fostering a stimulating and fair workplace environment, we want all our people to thrive. Our goal is to be recognized by the best talents as one of the best companies in the industry to work and grow in. Together, we can thrive in the fast moving and competitive financial services sector.

Diversity

Citi Women

We are guided by our mission of enabling growth and progress, and we are committed to creating a workplace environment where our people treat each other with respect and dignity, and can thrive in a diverse meritocracy. Our diversity strategy focuses on four key focus areas: management accountability, attracting talent, workforce development and work environment.

如今，企业的成功越来越依赖员工的技能和敬业程度。作为连通全世界百余个国家和城市中数以百万人的全球银行，我们致力于为员工营造多样化的工作环境。我们坚持在员工身上投资，为员工提供最好的学习和发展机会。通过为员工提供各种职业发展机会，我们鼓励员工实现自身职业和个人目标。

花旗相信，每位员工的个人成功和职业满足感将促进公司整体的成功。因此，我们重视员工并通过倾听、支持和关爱员工来营造一个充满激励和公平公正的工作环境。花旗致力于成为能吸引最佳人才并提供广泛发展机会的公司。我们要与员工携手，共同在飞速发展和激烈竞争的金融行业中取得成功。

花旗女性项目以全球主题“连结女性、鼓励改变、取得进步为指导。我们致力于通过以下方式为女性提供机会：

我们旨在帮助女性充分发挥其潜能，成为有激情的花旗领导者，实现工作生活的平衡。因此，我们为女性职工提供职业分享会、指导和培训等平台，并共同庆祝国际妇女节，以表彰公司内女性员工的贡献。

未来，花旗中国将继续努力，让女性员工在收获职业满足感的同时，也能取得个人的成功。

吸引女性：宣传价值主张，鼓励女性的工作激情；

发展女性：为女性提供更多机会，诸如正规培训、在职学习和经验分享等；以及

留住女性：营造良好有包容性的工作环境。

多样性花旗女性

花旗的使命是推动经济发展和社会进步。我们大力倡导这样的工作环境：同事享有尊严并互相尊重，员工通过工作表现得到晋升。我们的多样性战略侧重于四个领域：管理问责制、人才吸引、员工发展和工作环境。

Our global theme “Connecting Women, Inspiring Change, Making Progress” further guides us in our efforts in this area. We provide opportunities to females by:

We aim to help women achieve their full potential - from becoming a passionate Citi leader to achieving work life balance. We have organized a series of sessions throughout the year so to provide a platform for career advice sharing, mentoring and training. We also celebrate International Women’s Day to recognize the contributions from female staff within the organization.

Continued efforts will be made to ensure that Citi China women employees will be able to achieve both ongoing professional satisfaction and personal success.

Attracting women: Promoting a value proposition to inspire their passion for work.

Developing women: Providing more opportunities such as formal training, on-the-job learning and experience sharing.

Retaining women: Fostering a workplace environment, where diversity is embraced.

在花旗中国，女性占员工总数的一半以上，在管理层中也占有一席之地。截至 2015 年 12 月 31 日，

36% 的董事总经理和 48% 的总监均为女性。

In Citi China, women make up more than half of the workforce and are well represented in the management team. As of December 31, 2015,

36% of our Managing Directors and 48% of

Directors are female.

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Employee Engagement As our employee base grows in tandem with the development of our business in China, we strive to remain true to our culture of putting people first.

By paying close attention to what our employees are saying, we are able to pre-empt their needs and help everyone to achieve their full potential.

Employee feedback is critical to our ongoing business success. It helps us assess key management practices, monitor workforce trends and concerns as well as discover target areas of opportunity.

Employee RecognitionThe quarterly One Citi China CEO Award recognizes individuals and teams for displaying exemplary efforts in bringing our core principles – responsible finance, common purpose, ingenuity and leadership – to life. In 2015, a total of 75 employees were recognized with this award.

The Citi Anniversary Program further recognizes employees for every year as well as five years of service at the company.

MentorshipCiti China has continually invested in a mentorship program for employees by providing a platform where individuals can be inspired by one another.

The program aims to help employees accelerate development, and expand their networks. Furthermore, it helps the mentees to gain a different perspective from an experienced mentor, while at the same time, allowing the mentors to have vital opportunities to hone in their leadership skills. It further serves to foster an environment that helps drive greater productivity, performance and mutual learning.

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随着公司业务的快速拓展，我们的员工队伍也在迅速壮大。花旗始终致力于实现“以人为本”的公司文化。

倾听员工的心声是我们满足其需求和发挥其潜力的重要前提。

我们通过员工大会、小组座谈及以解决问题为导向的行动小组收集员工反馈。员工还参与公司全球性的年度匿名调查“员工心声”，其调查内容包括工作满意度、荣誉与奖励、工作生活平衡、创新、合作关系及客户关注等。

在调查中，花旗中国 2015 年的员工总体满意度达 89%，体现出我们在建设世界一流团队上的不断进取。我们的道德文化指数为 95%，体现了大家在工作中保持最高道德标准的承诺；管理有效性和多样化指数分别为 92% 及91%，这些都是我们在重视道德标准、尽责金融、领导力发展和多样化企业文化方面所付诸努力的最佳例证。

另外，员工净推荐值也展示了员工对公司产品和服务的信任，证明了他们对公司战略和方向的信心。

员工表彰一个花旗中国 CEO 奖是一个旨在表彰个人和团队辛勤工作并努力实现花旗四大准则，即尽责金融、共同目的、创新能力和领导能力的季度奖项。2015 年，共有 75 名员工获得此项殊荣。

员工在公司服务每满一年都会得到花旗周年纪念项目的认可，每满五年会得到相应奖励。

导师项目花旗中国一直十分重视导师项目，为员工提供平台，促进员工互相激励。

对被辅导的员工来说，该项目加快了他们成长的步伐，扩展了他们的社交网络，从经验丰富的导师身上获得不同的思考视角。同时，该项目也提高了导师的领导能力。导师项目营造出鼓励高效、重视业绩和乐于学习的工作氛围。

We gather feedback through town halls, focus groups and issue-focused action teams. The annual global Voice of the Employee (VOE) survey is a confidential review on job satisfaction, recognition and rewards, work-life balance, innovation, partnership and client focus.

In 2015, Citi China achieved 89% franchise satisfaction rate. This underlines our progress in building a world-class team here. Our Ethical Culture Index further scored 95% in 2015, reaffirming our commitment to ensure the highest ethical standards in everything we do. Our Manager Effectiveness and Diversity Index also stood at 92% and 91% respectively. All these high scoring is testament to the steady progress we are making in cultivating a culture that embraces ethics, responsible finance, leadership and diversity.

Separately, our Employee Net Promoter Score, which gauges our employees’ confidence in our products and services, further demonstrated to us that our people have great faith in the company’s overarching strategy and direction.

员工反馈是公司取得成功的关键。它有助于我们评估重要的管理实践、监控员工队伍的变化趋势与需要关注的问题并发现新的机遇。

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Training & Career Development

Employee Welfare

Our company’s ongoing success is dependent on our commitment to invest and provide the best training and career development opportunities to all our employees.

Training ProgramsIn 2015, in addition to offering an abundance of online training, we have also invested in more than 75,700 hours in classroom training for new hires’ orientation. We further provided banking professional training and personal development training for around 4,500 Citi China employees.

It's worth mentioning that Citi also has a series of leadership programs aimed at developing our next generation of leaders by increasing their skills and management capabilities.

In 2015, around 1,000 people managers at all levels completed such leadership programs, an increase of 53% from last year.

Development ProgramsCiti offers domestic and international assignments as well as exchange programs to allow our best people to continually grow within the firm. In 2015, Citi China facilitated the movement of 118 talents, who were relocated for assignments and transfers within our

At Citi, we believe that having a healthy mind, body and spirit is critical to our employees’ wellbeing.

Health, Safety & Wellness Since our employees are mainly office-based, they face few direct occupational health and safety risks.

However, sedentary lifestyles may bring personal health and wellness challenges. We have developed an annual initiative – Citi Global Fitness Challenge – that challenges or employees to commit to increasing their daily physical activity over four weeks. It is one of the steps in a longer-term wellness program designed to get employees thinking about health and fitness.

According to Citi’s global guidance, all our sites also have onsite first-aid kits to meet employee needs, local regulations and best practice standards.

locations in China and around the world.

Citi’s Management Associate (MA) program further welcomed over 40 talents in 2015. The program is designed to develop high potential young individuals for leadership roles in a wide variety of areas within Citi.

Employee Assistance Program (EAP) Citi continued carrying out the Employee Assistance Program (EAP) in 2015 and have provided professional counselling to employees to ease employees’ pressure of life and work, and promote employees’ healthy lifestyle and work environment.

We would also hold group counselling sessions if unexpected events occur.

培训与职业发展

员工福利

花旗的成功来源于我们对所有员工的不断投入，为他们提供最佳的职业培训和职业发展机遇。

培训项目2015 年，大概 4,500 人次的花旗员工参加了新员工培训、各种类型的专业技能培训和个人发展培训项目。除丰富的在线课程外，仅课堂培训的培训总时间就超过 75,700 小时。

值得一提的是，花旗拥有一系列领导力项目，帮助培养下一代领导者，并注重提升他们的管理技巧和能力。2015年，大概 1,000 各个级别的主管完成了领导力项目培训，较上一年人数增加 53%。

发展项目花旗提供国内外的工作轮岗和交换项目，为员工提供更好的机会与公司共同成长。2015 年，我们帮助 118 名员工实现内部流动，他们因不同的工作任务被调任至国内外各地任职。

在花旗，我们相信一个健康的身心和饱满的精神对员工至关重要。

健康、安全与保健由于我们的员工主要在办公室工作，他们不会面临许多职业健康与安全风险。但是久坐不动的状态给他们的身心健康带来不少挑战。因此，我们开展了一项年度活动 - 花旗健身挑战赛，员工将接受为期四周的挑战，提高每日运动量。这是花旗长期健康项目的其中一个环节，鼓励员工关心自己的身体健康。

2015 年公司迎来了超过 40 名新的管理培训生。我们的管理培训生项目旨在将极具潜力的年轻人培养成为公司各个领域的领导角色。

根据花旗的全球方针，我们所有工作场所都配备紧急医药箱，以满足员工需求，并符合本地监管政策和最佳实践标准。

员工辅助计划（EAP）2015 年花旗继续实行员工辅助计划，适时为员工提供专业的心理咨询辅导，从而缓解员工在工作和生活中的压力，倡导员工健康生活，快乐工作。在一些突发事件后，我们为当地员工提供了团体心理辅导。

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Sustainability is embedded in Citi's core business. We work to advance environmental and social progress and conduct business in a way that creates value for our clients, customers, communities and employees. We reduce our footprint whenever and wherever possible throughout our own premises. We also work closely with our clients to help them meet environmental objectives through innovative banking products and services.

花旗的核心业务发展始终遵循可持续原则。我们致力于促进环境和社会进步，所经营的业务旨在为客户、社区和员工均创造价值。我们尽可能在所有工作场所减少经营足迹，并与客户合作，通过创新的银行产品和服务，帮助他们实现环保目标。


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PROMOTING ENVIRONMENTAL SUSTAINABILITY


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In accordance with China Banking Regulatory Commission's (CBRC) Green Credit Guidelines, CCCL’s policy is not to provide credit to existing or new clients whose operations have significant negative impact environmentally and/or socially. CCCL will also request loan repayment from existing clients that have a significant negative environmental and/or social impact post approval, until they rectify the issue.

Specific control process is also implemented in CCCL. As part of compulsory due diligence for new loan approvals, annual and interim reviews and loan drawdowns, CCCL checks on customers and clients’ environmental and social aspects, including the credit report retrieved from People's Bank of China (PBOC) Loan Card System.

For project financing and fixed asset loans, a relationship manager or analyst makes sure that the proposed project does not fall under the “Restricted” or “Eliminated” category that is defined in the latest version of the Guidance Catalogue for Industry Structural Adjustment released by the National Development and Reform Commission (NDRC), and that it has fulfilled and obtained all relevant government approval.

Environmental & Social Risk Management (ESRM)

CBRC Green Credit GuidelinesAccording to CBRC’s Green Credit Guideline issued in January 2012, CCCL Risk Management Committee (reporting to the Board of CCCL) reviewed and approved the Green Credit Growth Strategy in June 2012.

Since June 2013, CCCL prepare Green Credit Annual Report which has been produced on annual basis, and submitted to the Risk Management Committee for review.

ESRM PolicyThe policy applies to transactions that meet certain financial thresholds where there is a known use of proceeds directed towards a specific asset, investment or business, particularly those related to physical facilities or equipment for industrial, natural resource extraction, or infrastructure investments.

CCCL has adopted and will continue to adopt the group wide ESRM Policy to ensure we conduct business in an environmentally and socially responsible manner.

The ESRM Unit formed by the ESRM specialists, reviews each transaction category and then works with the Banker and Client to properly manage and mitigate those risks.

环境与社会风险管理

中国银监会绿色信贷指导方针根据中国银监会2012年1月发布的《绿色信贷指导方针》，花旗中国于 2012 年 6 月经风险管理委员会（该委员会向董事会报告）审议通过了《绿色信贷发展策略》。

自 2013 年 6 月以来，花旗中国每年撰写《绿色信贷年度报告》，并将其提交给风险管理委员会进行审核。

遵循中国银监会的绿色信贷方针，花旗中国的政策是拒绝向那些经营活动会对环境和 / 或社会造成严重负面影响的现有客户或新客户提供信贷，具体根据银监会绿色信贷方针确定。对于在授信获批之后对环境和 / 或社会造成严重负面影响的现有客户，我们将要求其提前偿还贷款，直至问题解决为止。

花旗中国也实施了具体的控制流程。作为新贷款审批、年度或中期贷款实施情况评估和贷款发放时的强制性尽职调查的一部分，花旗中国将对客户的环境和社会责任方面展开审查，包括从中国人民银行征信系统中检索相关信用记录。

对于项目融资 / 固定资产贷款，客户经理或贷款分析员确保所属项目不属于发改委最新颁布的《产业结构调整指导目录》下的“限制”或“淘汰”类别，并且满足或获得所有相关的政府审批。

ESRM 政策该政策适用于符合特定财务门槛的交易，且这些交易的收益将用于特定的资产、投资或业务，尤其是那些涉及到物理设备或设备工业、自然资源开采、或基础设施的投资。

花旗中国采用了并将继续采用集团广泛的环境和社会风险管理（ESRM）的政策，以确保我们在环境和对社会负责的方式开展业务。

环境与社会风险管理政策（ESRM）团队由环境与社会风险管理政策方面的专家组成，负责审查交易类别，并与银行家及客户合作，妥善管理和化解环境与社会风险。

While growing businesses, the financial industry also plays a crucial role in supporting and guiding business communities to become environmentally and socially responsible. As one of the founders of the Equator Principles, which provide key guidelines to support responsible business decision-making, Citi incorporated sustainability into our core business and has created a culture that empowers and supports employees to care for the neighborhood environment.

金融行业一直支持和指导企业在发展过程中始终对环境和社会负责。赤道原则为企业作出对环境和社会负责的业务决策提供了指导方向。花旗作为赤道原则的发起方之一，始终将可持续发展原则贯彻在核心业务发展中，并营造企业文化，促使员工关心自己工作和生活的环境。

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Operations Employee Engagement Our footprint impacts the environment and the communities where we work. This is why Citi China continues to look for ways to conserve resources and reduce waste in all our operations.

In 2015, such efforts included the following:

Our mission and culture is brought to life by our employees. Through leveraging the enormous expertise of the company and the human capital, we are able to maximize our impact.

In 2015, Citi China employees were engaged on a number of programs:

Earth Week: A week-long campaign in April 2015, Citi hosted twelve activities surrounding sustainability to raise staff awareness for environmental protection, this included talks with NGO partners on topics ranging from nature, water to food safety. Employees were also encouraged to take public transport.

Citi Global Community Day: Our annual day of service to the community included events where employees in various cities advocated for nature conservation, environmental protection and cleaning up neighboring communities.

In 2015, over 4,500 Citi employees with their family members and friends joined in the Global Community Day activities to serve the underprivileged as well as protect our environment.

Beijing: Around 400 volunteers helped to revive the infrastructure for a disadvantaged community by enhancing its gardening area. Not only did the volunteers provide the community with an environmentally friendly infrastructure as well as new garden and plants, they also provided interactive training to children and senior citizens on green DIY.

Dalian: Around 1,400 volunteers with the Citi Software and Technology Services (CSTC) China worked together to clean up a local beach. They also advocated the importance of protecting the coastline and keeping it clean.


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经营员工参与

我们的经营足迹影响着我们所工作的环境和社区。因此，花旗中国一直致力于在经营中节能减排。

2015 年的主要措施包括：

员工的参与让我们的使命和文化得以实现。借助公司的专业技能和人力资源，我们能够将对社区的影响拓展到最佳。

2015 年，花旗中国的员工投身到一系列项目中：

De-lamping in Lighting Panels: For lighting in the corridor areas across the new offices at the Lujiazui Century Finance Plaza in Shanghai and Jiantao Building in Guangzhou, we were able to reduce 50% of the lamps without impacting staff’s normal activity and office normal operations, as well as achieving an annual energy saving around 15,000Kwh.

UPS System Optimization: We have optimized the UPS system to match the current actual loading in the UPS replacement project in the Shanghai Citi Tower, Chengdu City Center and the Chongqing International Trade Center, while achieving annual energy saving around 15,000Kwh.

Nano-Material Reflector Project: We have reduced up to two tubes in every lighting panel and put in nano-material reflector in selected floors in the Shanghai Citigroup Tower. We were able to achieve a higher illumination level, while at the same time, realizing an annual energy saving of about 40,000Kwh.

CRAC Upgrade: During the Computer Room Air-Con (CRAC) replacement project at the Chongqing International Trade Center, Chengdu City Center branch, Guiyang branch and Changsha branch, we have installed a more energy efficient air-con model. This project enabled us to save around 97,000Kwh/year of electrical power.

Earth Hour: During the annual Earth Hour, Citi China joined the Citi global community and switched-off non-essential lights in our 58 premises across 13 cities between 20:30 pm and 21:30pm on March 19 local time. 2015 was the eighth consecutive year that Citi China joined this event.

减少灯管数量：在上海陆家嘴世纪金融广场和广州建涛大厦的新花旗办公室内，在不影响员工正常活动所需照明的情况下，将走道上方的灯盘内灯管数量减少50%，同时在不影响机房正常运维所需照明的情况下，调整灯管数量，预计每年节省电量约 15,000 度；

UPS 系统优化：在上海花旗集团，成都城市之心分行，重庆国贸中心分行的 UPS 设备更换项目中，根据后端运行的实际负载率及预期负载率，采取设备降容策略，每年节约电量约为 78,000 度；

纳米反光板节能项目：在上海的花旗集团大厦，我们通过安装反光板，增加灯管的全反射率，同时减少每个灯盘灯管数量，照度在原有水平上仍有所提升，每年节约电量约 40,000 度；

地球周：2015 年 4 月，花旗举办了为期一周，包含12 项地球周活动，以提高员工的环保意识，其中包括与公益伙伴就自然、水资源和食品安全等话题展开对话交流，举办无车日活动，鼓励员工乘坐公共交通。

花旗全球志愿者日：全球志愿者日是我们的年度活动，全国各地的员工在这一天走入当地社区，活动主题包括倡导自然与环境保护，并清洁美化当地社区。

2015 年，有超过 4,500 名花旗员工携亲友共同加入这一活动，向需要帮助的人伸出援手，并保护我们的环境，关爱我们的地球家园。

机房空调更换：在重庆国贸中心分行，成都城市之心分行，贵阳分行，长沙分行的机房空调更换项目中，选择新型节能型号，预计每年节省电量约 97,000 度；

地球一小时：在年度地球一小时活动中，中国位于 13个城市的 58 个办公场所都关闭所有非关键照明设施。

2015 年是花旗中国参与活动的第八年。花旗中国的员工与全球同事一道在当地时间 3 月 19 日晚上 8 点半至9 点半之间关闭非关键照明设施。

北京：约 400 名花旗志愿者对低收入社区进行翻修和美化。志愿者们不仅修缮了社区的基础设施，在花园种上了新的花草，他们还与当地的孩子们和老人一起做绿色手工。

大连：约 1,400 名花旗志愿者共同前往当地海滩进行清洁。他们还向游客宣传保护海滩和海岸线清洁的重要性。

2015 亮点

2015 Highlights

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Citizenship is core to Citi and a responsibility shared by all of our businesses, clients, suppliers and communities. It is embedded in our mission and culture, and is brought to life by our employees who work to promote social and economic progress to improve the lives of people in low-income communities around the world.

企业社会责任一直是花旗的核心，也是我们所有业务、客户、供应商和所在社区应共同承担的责任。这种责任根植于花旗的使命与文化中，并通过员工推动社会经济进步，提高低收入社区人们的生活水平得以实现。

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In support of the Citi Foundation, much of our citizenship work focuses on promoting economic progress and improving the lives of people in low-income communities by investing in efforts that increase financial inclusion, catalyze job opportunities for youth, and reimagine approaches to building vibrant cities.

Our approach has always been rooted in our commitment to Responsible Finance – business conduct that is transparent, prudent and dependable. Though it has also evolved from traditional philanthropy and volunteering to “More than Philanthropy”, that is to strategically target challenges we can help address as a business and is fueled by engagement of Citi’s employees.

In pursuing our citizenship agenda in China, we continue to consider the viewpoints of our stakeholders, the lessons of Citi’s experiences and the risks and opportunities of our business. Through harnessing the resources and expertise of Citi China and the Citi Foundation, we remain committed to delivering innovative solutions and positive impact to the communities in which we live and work.

In 2015, Citi China supported 13 community programs focusing on four key areas: Inclusive Finance, Financial Capability, Youth Economic Opportunities and Enterprises Development.

Inclusive FinanceOver the past 200 years, Citi China has helped our clients meet the world’s toughest challenges and embrace its greatest opportunities. Leveraging our expertise, we are also committed to supporting disadvantaged groups and facilitating the development of Inclusive Finance.

Microfinance is widely acknowledged as one of the best and most effective means to driving Inclusive Finance and enabling low-income individuals, families and communities to overcome poverty. This forms the cornerstone to improving standards of living for those in need and driving forward economic progress.

Case Study: China Banking Association-Citi Microentrepreneurship Awards

Being the leading corporate supporter of microfinance in China, Citi China has in its eleventh year supported the Citi Microentrepreneurship Awards (“CMA”) program. Established in 2005, the program is committed, at a national level, to recognize successful microentrepreneurs and outstanding microfinance practitioners. It also raises awareness of the role microfinance plays in increasing access to finance and poverty alleviation for disadvantaged population. Through the program, Citi also aims to accelerate the implementation of relevant policies and continually improve China’s financial inclusion system.

2015 Highlights2015 marked the 11th annual CMA in China. The awards ceremony was held in Beijing and was joined by over 300 microfinance practitioners and other supporters to commend outstanding microentrepreneurs and institutions in the microfinance field.

During the ceremony, the 2015 Chinese Microfinance Industry Development Report was also officially launched, which featured 82 microfinance institutions, including analysis on their organization background and governance, to financial performance and social contribution, and their innovation on microfinance products and services. It also summarizes the state of development of the Chinese microfinance industry and different types of microfinance organizations, and analyzes trends of inclusive finance and microfinance industry in China. Furthermore, for the first time, the Microfinance Institutions Case Studies Collection was also published to summarize the sector’s previous successful experiences and serve as a reference for the next ten years.

In addition to the two highlight awards – the Microfinance Institution of the Year and the Microentrepreneur of the Year - the 2015 CMA program also awarded 50 individual awards, as well as five categorical institutional awards for eight microfinance institutions.

“Sponsored and led by Citi, the CMA became one of the first to introduce and establish such an award here in China. This truly reflected the high level of importance Citi attaches to corporate social responsibility. I have also had the opportunity to learn more and also participate in Citi’s citizenship programs and activities both here in China and worldwide. I would like to take this opportunity to express my gratitude for Citi’s ongoing commitment to citizenship. I also hope Citi will continue their efforts in this area so to achieve new heights.”

– Du Xiaoshan, Deputy Chairman of China Association of Microfinance

小额信贷

200 多年以来，花旗帮助客户迎接机遇，面对挑战。利用我们的专业知识，我们努力为低收入群体服务，并扶持小额信贷行业的发展。

小额信贷是推广普惠金融最佳也是最有效的途径之一，能够帮助低收入的个人、家庭和社区脱离贫困。同时，小额信贷也是提高受困群体生活水平，推动经济发展的基石。

案例：中国银行业协会（花旗）微型创业奖

作为中国小额信贷行业的主要支持者，2015 年是花旗中国第十一年支持微型创业奖。该项目于 2005 年启动，旨在表彰全国范围内成功的微型创业者和小额信贷机构，扩大了小额信贷对普惠金融及扶贫方面的影响力。花旗中国也希望借助该项目加速相关政策的贯彻实施，并进一步完善中国普惠金融系统。

2015 亮点2015 年是微型创业奖第十一周年。我们在北京与 300 多位小额信贷行业的从业者和其他支持方共襄盛举，表彰杰出的微型创业者和小额信贷机构。《2015 中国小额信贷行业发展报告》于颁奖典礼上正式发布。报告调研了 82家从事小额信贷业务机构的组织背景和管理情况、财务表现和社会贡献，以及他们对小额信贷产品及服务的创新精神。同时，该报告也反映了中国小额信贷行业的发展状况和不同机构的发展情况，与普惠金融相结合，探讨了中国小额信贷行业的发展趋势。同时，典礼以寓意翻开新篇章的形式首次发布《微型金融机构案例集》，既是对过去工作的经验总结，也为新一个十年发展提供参考。

除了年度小额信贷机构和年度微型创业奖之外，2015 年微型创业奖共颁发了 50 个个人奖项，并为 8 个机构颁发了 5 个领域的机构奖项。

“ 花旗资助并设计指导的花旗微型创业奖项目，在国内也是最早一批开展的此类奖项，是花旗银行践行企业社会责任的重要体现。我也知道和参与过花旗银行在世界和中国其他的一些体现其社会责任的项目和活动。在此，谨表达我对花旗银行履行社会责任的敬意和感谢！祝愿并希望花旗银行能在该领域再接再厉，更上一层楼！”

- 杜晓山，小额信贷联盟副理事长

在花旗集团基金会的支持下，花旗企业社会责任工作的重心主要集中于推动经济进步和提高低收入人群的生活水平方面，包括普惠金融，扩大青年工作机会以及建设具经济活力的城市。

我们的行动践行着花旗对尽责金融的承诺 - 我们的业务行为透明、审慎并值得信赖。实践的方式也由传统的慈善理念和志愿精神转化为“超越慈善”这一理念，即整合花旗员工力量，以企业视角战略性地解决社区所面对的挑战。

在践行企业社会责任项目的过程中，我们设身处地为花旗的利益相关群体着想，借鉴以往的成功经验，并兼顾风险和业务发展机遇。借助花旗中国和花旗集团基金会丰富的资源和专业的知识，我们始终坚持用创新的解决方案和积极的影响力帮助我们工作和生活的社区。

2015 年，花旗中国共开展了 13 个公益项目，内容涉及以下四大领域：小额信贷、金融能力、青年就业和企业发展。

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Case Study: CFPA Microfinance Inclusive Finance Innovation and Capacity Building Program

Established at the end of 2008, CFPA Microfinance is an NGO Microfinance Institution (NGO MFI) under the China Foundation for Poverty Alleviation (CFPA). Its mission is to provide financial services to disadvantaged population - many of whom live in remote rural areas and have never been included into the financial system.

The Citi Foundation began supporting the CFPA Microfinance (CFPA MF) since 2010 to advance its organizational capacity by developing or improving its information system, risk management, training, as well as providing financial education to clients.

At that time, it had a client base of 40,000. However, over the years, CFPA MF has become a full-fledged leading microfinance institution in China with over 320,000 clients by the end of 2015.

2015 HighlightsWith Citi’s support, CFPA MF was able to develop and equip all local staff with a mobile system on loan management. Despite adding 35 new branches and 80,000 more new customers, PAR over 30 days of loans remained below 1% after adopting the new system. All 1,200 loan officers are now using the new mobile phone system for daily

operations, which has helped clients save 10-30% time when applying for get loans. Furthermore, it has boosted credit officers’ efficiency by 15-30% when conducting loan interviews.

“As a social enterprise that focuses on providing microfinance support to China’s low-income rural areas, the CFPA Microfinance has always maintained a close partnership with the Citi Foundation. We were also one of the direct beneficiaries of Citi China’s strategic support to the microfinance sector. Through Citi Foundation’s long-term support, we were able to transition from a project based nonprofit microfinance institution into a professional microfinance service provider. In addition, as the Foundation helped us enhance our organizational capacity as well as provide ongoing support to our financial educational programs, we were able to broaden our impact and directly serve almost a million low-income people in rural areas.”

– Liu Dongwen, Deputy Secretary General of China Foundation for Poverty Alleviation,

General Manager of CFPA Microfinance

金融能力

对许多人而言，使用金融产品、制定财务计划、努力实现财务目标、在经济繁荣期和动荡期维持自己的财务稳健是获得经济成功必不可少的能力。但对数以百万刚刚接触金融服务，首次被纳入金融系统的人口来说，金融能力建设和正确财务习惯的培养则显得至关重要。

为成年人提供有效且影响深远的金融教育，同时帮助儿童和青年养成良好的财务习惯成为了我们在中国慈善投入中的重要一环。

案例：中和农信能力建设和普惠金融创新项目

中和农信作为中国扶贫基金会下属的小额信贷机构，创立于 2008 年年末。其核心使命是为贫困群体提供金融服务，尤其是针对生活在偏远农村地区的人口，以及以前从未被纳入过金融系统的人口。

花旗集团基金会于 2010 年开始支持中和农信项目，通过系统平台开发、风控、培训和为客户普及金融教育等方式，帮助机构开展能力建设。2010 年项目伊始，中和农信的客户群数量仅为 40,000 左右，然而时至今日，中和农信已经成为一家中国领先的小额信贷机构，客户群数量至2015 年底已超过 320,000。

2015 年亮点在花旗的支持下，中和农信开发了信贷管理手机平台，并为所有本地员工进行了安装。尽管新增 35 家分支机构和 80, 000 多位新客户，但采用了新系统后，中和农信的30 天以上贷款风险率仍低于 1%。现共有 1,200 名信贷

案例：Aflateen 青年行教育项目

Aflateen 青年行项目是一项国际公认的理财教育项目，旨在为年龄在 16-25 岁之间的青年培养金融能力，通过互动学习的方式，教授金融知识和社会技能。2012 年，在花旗集团基金会的支持下，该项目由上海百特教育咨询中心引入中国。到 2015 年年末，该项目已覆盖了中国的12 座城市，包括北京、上海、南京、深圳、成都、广州、贵阳、西安和苏州。有超过 30,000 名青年从中受益。

专员使用全新手机平台进行日常交易，在申请贷款阶段帮助客户节约时间 10-30%。另外，在采用该系统进行信贷面谈时，信贷专员的工作效率提高了 15-30%。

“ 作为一家专注为中国农村低端市场提供小额信贷服务的社会企业，中和农信一直与花旗集团基金会有着良好的沟通和紧密的联系，更是花旗集团基金会扶持小额信贷战略的直接受益者。花旗集团基金会连续多年支持中和农信由 NGO 向专业小额信贷机构转型，并为机构的能力建设和针对贫困农户的金融教育活动提供极大支持，近百万贫困农户从中受益。”- 刘冬文，中国扶贫基金会副秘书长兼中和农信项

目管理有限公司总经理

Financial Capability For many individuals, the abilities to use financial products, establish financial plans, work toward achieving their financial goals, and develop strategies for preserving their financial position during times of both economic prosperity and instability are critical in attaining economic success.

As hundreds of millions of people gain access to formal financial services and become financially included for the first time in their lives, investments into efforts that help these individuals build financial capability and adopt positive financial behaviors are more important than ever.

Providing effective and impactful financial education to adults as well as empowering children and youth to form sound financial habits have become vital components to our philanthropic investment in China.

Case Study: The Aflateen Youth Program

The Aflateen Youth Program is an internationally acclaimed financial education program. It aims to cultivate financial capability in youth aged between 16-25 by equipping them with financial knowledge and social skills through interactive learning and activities. In 2012, Citi Foundation began supporting the Shanghai Better Education Development Center (Be Better) to bring the program to China. By the end of 2015, the program covers 12 cities in China including Beijing, Shanghai, Nanjing, Shenzhen, Chengdu, Guangzhou, Guiyang, Xi’an, and Suzhou. The program has already reached over 30,000 youth to date.

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The second phase of the program was rolled out in late 2015. It now covers 15 universities in six cities - and around 4,000 students have registered to participate.

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Case Study: College Financial Education for Better Future Program

The program has been implemented by China Foundation for Poverty Alleviation (CFPA) since 2014. It has developed a set of financial education courses and teaching materials to help raise awareness on the importance of financial management in college students. It also serves to enable them to obtain skills vital to fostering better self-management and self-discipline, and ultimately enabling them to cultivate good financial habits. The program also established a monitoring and evaluation system to assess actual impact.

In 2014, the “Zi Qiang Club” - an on-campus club comprising of both college students from impoverished families and other students – was established for ten selected universities in Beijing and Tianjin. Around 2,000 students registered to participate.

2015 HighlightsBased on assessment results shown from the monitoring and evaluation system, 821 students – out of 1,359 students who successfully completed the program – developed their saving goals and were able to build up personal assets in four months. 234 students were also able to maintain their target personal monthly budget for three consecutive months.

2015 HighlightsThe Aflateen Program’s flagship “Financial Education Makes Better Future” Carnival took place in Beijing on December 12, 2015. During the event, the 2015 National Youth Financial Education Research Report was also published, which provided key stakeholders with the program’s latest updates. The program continues to focus on supporting youth, mostly from vocational schools, to

better thrive in cities by nurturing a positive attitude and entrepreneurial spirit. We hope to empower them to have the confidence to secure career opportunities, learn new skills, seek fair pay and group support.

In 2015, the program continued to expand and now incorporate 27 vocational schools, 9 universities and 29 middle schools in 12 Chinese cities. To date, it has directly benefited around 12,000 youth and further benefited over 4,000 youth indirectly.

2015 年亮点Aflateen 青年行的旗舰项目“金融教育成就未来”嘉年华大会于 2015 年 12 月 12 日在北京举行。会上发布了《2015 全国青少年金融教育调研报告》，展示了项目的最近进展。该项目给予关注支持青年在城市的发展，培养青年积极的生活态度和树立创业意识，让他们有自信能够抓住职业机遇，学习新技术，追求公平薪酬和群体支持以实现目标。

2015 年，项目继续扩展，现已覆盖到全中国 12 个城市的 27 所职业学校，9 所大学和 29 所中学。到目前为止，该项目共使 12,000 名青年直接受益，超过 4,000 名青年间接受益。

案例：拥有美好未来 - 大学生金融素质教育项目

该项目由花旗中国携手中国扶贫基金会于 2014 年启动。项目开发出一套金融素质教育培训课程和教材，帮助大学生提高财务管理意识。同时帮助他们获得自我管理的技能，最终帮助他们养成良好的理财习惯。该项目还特别设立了一个评估体系，衡量课程效果。

2014 年，项目一期在京津两地的 10 所高校的“自强社”开展。自强社由来自贫困家庭的学生和其他学生组成。约2,000 名学生报名参加。

2015 年亮点根据项目评估结果，1,359 名学生中的 821 名已成功从项目毕业 - 他们设立了自己的储蓄目标，并能够在 4 个月内完成个人资产积累。234 名学生能够连续 3 个月完成个人月度预算。

“ 一提到金融理财，脑子里第一时间想到的就是股票，算账，管理钱财，跟钱有关的理论课感觉特无聊特难懂。惊喜的是当我们上了两天的青年行金融理财课，老师把课程融入到游戏与活动中，我才发现理财课似乎没有想象中的无聊，收获也挺大。课堂中老师引导我们从了解自己，认识自己的优缺点，找到自己的兴趣喜好所在，进而为以后的工作作打算。说实话以前的我从来没有好好了解过自己，没有目标，梦想和规划，似乎一直在虚度年华，做什么事都三分热度无法坚持，达不到自己想要的结果，但又完全不知如何改变。听了课后我开始了解如何做短期和长期计划，并根据目标区努力完成。”

- 代奕敏，北京农家女学校幼师班学生

“When it comes to finance management, my first impressions are stock market, account books, money management and related theories. I find them boring and difficult to understand. But to my surprise, the Aflateen class was a combination of games, activities and courses. I realized that they are not as boring as I thought, and in fact I have learned a lot. With the guidance of the teacher, we came to understand ourselves, found out about our strengths, weaknesses and interests, so we can make plans for our future career. To be honest, I never tried to properly understand myself before. I had no targets, dreams or plans. I always seemed to be wasting time, starting things without finishing. I could not achieve desired outcomes and did not know how to make changes. After the program, I began to make short-term and long-term plans, and tried hard to achieve targets.”

- Dai Yimin, Student from the Beijing Rural Women School

“Through the teaching courses, not only did I accumulate hard skills, I was also able to gradually change my way of thinking. For example, I now understand the importance in developing a habit of keeping track of my finances. After participating in the program, it has also greatly inspired my interest in finance. As written in Robert Shiller’s Finance and the Good Society, finance can make the society a better place. However, we must first enhance our financial literacy, which is one of the key reflections of the state of a society.”

– Pu Fei, Level 14 Administrative Professional and a Student at the Nankai University

“ 通过课程学习，我不只是积累了一些‘干货’，而且在思维上有了些转变，比如说，我知道要养成记帐的习惯。参与这个项目也激起了我对金融这门学科更大的兴趣—如罗伯特·席勒在《金融与好的社会》一书中所说，金融额可以让我们的社会更好。前提是我们要增强金融素养，而这也

是国民素质的一部分。”- 朴菲，南开大学行政管理专业 14 级学员

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Youth Economic OpportunitiesTo effectively compete for economic opportunities and succeed in the 21st century economy, young people will require a mix of education, employability, entrepreneurship, and leadership skills.

The Citi Foundation is focused on programs that help young people, especially those from disadvantaged families, link education goals with leadership skills training, professional networks, and onramps to employment. This serves to increase the number of low-income youth, aged between 16-25, to join the workforce or start an income-generating business.

Case Study: Citi-BN Vocational School Program

Established in 2005, BN Vocational School (BNVS) is China's first tuition-free, non-profit charitable vocational school offering migrant youth from disadvantaged families with 3-year formal vocational education. All expenses during the three years’ study are totally free of charge.

Citi Foundation began supporting BNVS since 2011. Throughout 2014-2015, we have focused on supporting its capacity building efforts. With an aim to further promote its model in China so more disadvantaged youth can be benefited, Citi Foundation has helped BNVS to summarize its successful experiences during the past ten years so it can better demonstrate their longstanding efforts in China. The Foundation also provided key support to allow the organization to overcome challenges during its ongoing development process.

2015 HighlightsThe successful execution of the pilot BNVS Vocational Educational Workshop provided ongoing support to educational reform and innovation. It has also enabled BNVS to continually strive to realize innovation through introducing new international training methods such as exploring the use of situational learning, utilizing school networks for teaching, bringing in new skills-based curriculum as well as encouraging inter-school exchange for students.

In 2015, BNVS conducted a series of workshop both in China and worldwide to provide skills training and teaching training. They also provided workshops to enable the management team to continually improve internal quality control and supervision. Through providing exchange and training on BNVS’ innovative teaching model to over 80 Chinese and international professional teachers, industry professionals and government stakeholders, BNVS was able to expand their reach to support more young people – in particular marginalized migrant youth.

Against the backdrop of government policy surrounding vocational education, BNVS’ tuition-free vocational education model has become a successful case model on a national level. This has also helped to increase public awareness on the importance of providing vocational education to migrant youth.

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2015 年亮点“百年职教工作坊”的成功举办推动了百年职校持续的教育改革创新，情景教学的国际新方法培训、校际网络教学的使用、新技能课程的引入、学生校际技能学习的交流等新教育理念与方法，不断提升百年职校的创新实践能力。

2015 年，百年职校组织多项国内外能力建设培训、教学培训和内部质量管理督导，有效提升学校办学质量。内部管理系统的投入使用，极大提升学校统计及管理效率。通过交流与培训为超过 80 名来自国内和海外职业教育的教师、从业人员、政府官员传递百年职校的办学模式，让这一模式帮助更多青年人。在政府政策支持职业教育的大背景下，百年职校的公益全免费职业教育模式成为全国范围内的典型案例，提升社会对流动青年职业教育的重视。

案例 : 花旗百年职校项目

百年职校成立于 2005 年，是中国第一所全免费公益职业学校。百年职校为贫困家庭子女提供三年正式的职业教育。三年期间所有学费全免。

花旗集团基金会从 2011 年开始支持百年职校。2014-2015 年间，我们着力于支持百年职校的能力建设。秉承着在中国推广百年模式，让更多青年受益的目标，花旗集团基金会帮助百年职校总结过去十年的成功经验，更好地展示出百年在中国长久的努力，同时继续支持百年迎接发展过程中所遇到的挑战。

青年就业

为有效竞争就业机会，并在 21 世纪的经济环境下胜出，青年人必须具备包括教育、就业能力、创业意识和领导力等一系列技能。

花旗集团基金会一直关注能够帮助青年人将教育目标和领导力培训、职业社交平台和就业通道有机结合的公益项目。这些项目能够越来越多年龄在 16-25 岁之间的低收入青年人走向工作岗位或开始自主创业。

“ 与花旗的合作进入第六年，六年的时间通过共同建设百年职校的公益品牌与模式，不仅直接让数千贫困年轻人拥有好的未来，重要的是让未来更多年轻人受益成为可能，成为可持续、可复制、可推广的公益模式，这个社会意义远远超过帮助

一个机构本身。”- 刁文，百年职校，百年职校青年理事会理事

“Our partnership with Citi has spanned over six years now. Over the years, we have together established BNVS’ brand and model for our vocational schools. Not only were we able to provide a better future for thousands of impoverished youths in China, we have also established a capable, sustainable and easily replicated model that can continue benefiting young people in the future. Citi’s support to one organization has brought far greater social significance than just to BNVS.”

– Diao Wen, BN Vocational School

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Enterprises Development

“ 在北京、上海、广州这样的大城市，外来务工青少年是相对弱势的群体，但是他们也是城市发展的动力。花旗集团基金会资助的职业教育项目以专业的方法提升青少年的职业能力，是对城

市未来的最好投资。”- 贾影博士，救助儿童会上海项目总经理

“In cities like Beijing, Shanghai, Guangzhou, migrant youth are relatively vulnerable groups, but they are also the driving force for the development of cities. Vocational education programs funded by the Citi Foundation enhance young people's vocational competencies in a professional way. It is the best investment for the future of the city.”

- Dr. Jia Ying, Shanghai Program Manager, Save the Children

While the common perception is that large multinational companies tend to be the lead job creators, in developed countries, small and high-growth enterprises create more jobs than any other segment of the economy. In these countries, small businesses account for 57% of total employment and more than 50% of gross domestic product.

At Citi, we seek to support the launch of micro or small enterprises – specifically, those that can provide employment prospects and income generation opportunities for low-income individuals – to enable entrepreneurs to grow or launch businesses that create jobs and strengthen and transform communities. All our programs aim to ensure alignment on multiple factors, including appropriate financing, human capital development, advancement in product chain and product design, environmental impact and supportive government policies.

Case Study: Chongqing Rural Microenterprise Development Program

Over the past five years, the Chongqing Rural Microenterprise Development Program was implemented by Humana People to People (“HPP”) in cooperation with Chongqing’s local Poverty Alleviation and Development Office. The program provided around 3,400 household enterprises (13,600 individuals) from villages across Chongqing’s rural area with essential technical and field training on sustainable agricultural production and animal husbandry. Participating enterprises saw a marked increase in earning as they obtained advanced skills.

2015 HighlightsIn 2015, the program supported 1,700 microenterprises expand or improve their businesses. Most microenterprises reported earnings increase of at least 10%.

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企业发展

普遍观点认为大型跨国企业才能提供大量就业机会，然而在发达国家，小型成长期企业所创造的工作机会要比该经济体内任何一个领域都多。在这些国家，小型企业占就业总人数的 57% 和 50% 以上的国内生产总值。

在花旗，我们支持小微企业的创立，特别是能够为低收入人群创造就业和带来收入的企业，帮助创业者发展或建设企业，以创造就业机会，改变社区的经济活力。我们所有的项目均全盘考量，旨在平衡诸多因素，包括合适的融资模式、人力资本开发、对环境的影响和政府政策的支持。

案例：重庆农村小微企业发展项目

过去五年中，重庆农村小微企业发展项目由互满爱人与人与重庆扶贫发展办公室共同合作实施。该项目为重庆农村地区的 3,400 户家庭企业（13,600 位农民）就可持续农业生产和畜牧业提供基础的技术支持和现场培训。参与的家庭企业学习了这些技术后，收入得到明显提高。

2015 年亮点2015 年，该项目共扶持了 1,700 家小微企业扩大或发展企业规模。大多数小微企业的收入都提高了至少 10%。

Case Study: Wings to Succeed Program

“The Wings to Succeed” program was officially launched in Shanghai in September 2013 and is implemented by Save the Children, an international nonprofit organization. It focuses on increasing employment prospects in migrant youth by enhancing their soft and hard skills. The phased program has provided soft skills training to 1,320 students from three vocational schools to date. During the initial phase, the program mainly targeted migrant teenagers. In the second phase, the program partnered with vocational schools in Shanghai and migrant communities in Beijing to further deliver vocational and soft skills training. This aims to address employment retention and career development among migrant youth.

2015 HighlightsIn 2015, the program developed an innovative text book that provides workplace knowledge for the hospitality industry. Incorporating interactive pictures, the publication was provided to 300 migrant youth in Shanghai.

Upon completion of the program, 560 of the 800 migrant youth, who have participated in the program, have markedly demonstrated new entrepreneurship, academic and employability skills. These range from improvement in communication, interview, career planning and other essential workplace skills.

案例 : 成功之翼项目

成功之翼项目于 2013 年 9 月正式在上海开展，这一项目由国际非盈利组织救助儿童基金会负责实施。该项目主要通过提高流动青年的各项技能，提升他们的就业机会。这一阶段性项目在三所职业学校为 1,320 名学生职业软技能培训。在第一阶段，该项目主要针对流动青少年。第二阶段，项目与上海的职业学校和北京的流动社区合作，更加深入地提供职业和软技能培训。这一项目旨在解决流动青年的职业稳定性和职业发展问题。

2015 年亮点2015 年，项目编写了一套创新的服务业职场教材。教材中加入了许多有趣生动的图片，分发到上海 300 名流动青年的手中。

到项目完成为止，共有 560 名参与项目的流动青年具备了优秀的创业、学术和职业技能，主要体现在沟通能力、面试技巧、职业规划和其他职场必备能力的提升。

“ 项目在过去的两年取得了巨大的成绩。我们深入到农民中间，跟他们一起为所面对的困难想办法。在年度评估中，所有参与者都对项目表现出极大的兴趣，并希望继续通过项目得到支持。”

- 张惠君，云南社科院项目评估专家

“The project achieved great achievements over these past two years. We have worked closely together with farmers to discover solutions that can overcome their existing challenges. The participants all demonstrated great interest in the program following the annual evaluation, and they hoped to see it can continue providing them support.”

- Zhang Huijun, Program Evaluation Expert at the Yunnan Academy of Social Sciences

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回馈社区 Volunteerism is an important driver to Citi’s approach to

philanthropy. We fully leverage the enormous expertise and human capital to maximize our philanthropic investments and impact. Year-round we leverage our China employees’ time and talent to enhance our efforts to create economic opportunities and benefit our local communities.

2015 Highlights

In 2015, over 4,500 Citi employees and their family and friends participated in 23 events across 17 cities in China for our annual Global Community Day. Activities included:

Citi Global Community Day harnesses our volunteers’ enthusiasm and passion through a wide range of service opportunities ranging from environmental protection, care for underprivileged children and the elderly, urban revitalization, support for non-profit organizations, to literacy and education. In the past ten years, close to 30,000 Citi China volunteers participated in 293 activities and contributed more than 100,000 hours of service.

志愿者活动志愿精神一直是花旗慈善的重要驱动力之一。我们借助花旗的专业知识和人力资源，将我们的慈善投入和影响力最大化。一年来，花旗中国的同事都付出了许多时间和精力，努力创造经济机会，使本地社区受益。

2015 亮点

2015 年，4,500 多名花旗员工及其亲友以志愿者的方式，在全国 17 个城市参加了 23 个志愿者服务项目。活动包括：

花旗全球志愿者日通过一系列丰富多彩的志愿活动，展示了志愿者的热情。活动内容涵盖环境保护、关爱老人和儿童、城市建设、支持公益组织和普及教育。过去十年中，有近 30,000 花旗中国的志愿者共参与了 293 项志愿活动，奉献了超过 100,000 小时的志愿时间。

Case Study: Citi Guizhou Indigenous Craftwork Development Program

Launched in 2010, the Citi Guizhou Indigenous Craftwork Development Program was implemented by the Community-Based Conservation and Development Research Center of Guizhou (“CCDRC”) and the “Xiaomei Interview”, a special column in the Guizhou Daily. It targets to increase income levels of impoverished rural artisan household enterprises in the Guizhou Province by enhancing their production and marketing skills for traditional handicrafts. The program also aims to protect and preserve the traditional skills and culture embedded into the handicrafts. Through strong collaboration amongst corporations, grass-root non-profit organizations and the government, the program sought to create a sustainable development model for impoverished villages to attain three vital benefits: economic, environmental and social.

2015 HighlightsNearly 6,000 households and over 20,000 individuals have benefitted from the program to date. The beneficiaries also reported an increase in average annual income of above 30% year-over-year. The program has also helped to register and establish the Blue Flower Brand – the first local charitable brand – for artisans to sell their products under. The brand also serves as a symbol that allows artisans to leverage and raise awareness for their handicrafts.

A series of public events and exhibitions have also been held to increase understanding and awareness for the heritage surrounding Guizhou’s indigenous craftwork. These included “Blue Flowers in Time: The Stories of 100 Miao Families Philanthropic Sale” (2011); “Cross-Boundary I: Guizhou Public Welfare Art Salon and Book Launching” (2012); “Born in Villages/Reborn Exhibition and Design Workshop” (2013); “Cross-Boundary II: Folk Craft Exhibition” (2014); and “Cross-Boundary III: 5-Year Retrospective Exhibition in Beijing” (2015).

故事展览”（2011 年）；“跨界 I：贵州公益艺术沙龙及新书发布”（2012 年）；“寨生 / 再生设计展及设计师工作坊”（2013 年）；“跨界 II：手工艺展”（2014 年）和“跨界 III：项目 5 年回顾展”（2015 年）。

案例 : 花旗贵州原生态手工艺发展项目

花旗贵州手工业发展项目始于 2010 年，由贵州师范大学自然保护与社区发展研究中心和贵州日报“小梅访谈”栏目组共同执行。项目通过提升原生态手工艺产品的生产和营销技巧，来提高贵州省贫困手工艺家庭作坊的收入水平，也希望能够保存少数民族手工艺的传统技能和文化。通过企业、民间组织和政府的多方合作，该项目探索建立了一个可持续的少数民族地区文化传承，经济发展和环境保护的模式，实现三重目标的有机长效结合。

2015 年亮点截至目前，共有近 6,000 户家庭和 20,000 多个人通过该项目受益。项目受益方的平均年收入都增长了 30% 以上。项目衍生的“蓝花叙事”顺利注册成功，成为贵州当地的第一个公益品牌。手工艺者也通过宣传“蓝花叙事”，提升社会对传统手工艺的认识。

2015 年，一系列围绕贵州原生态手工艺的活动和展览成功举办，大大提高了社会各界对贵州文化的理解和认识，其中包括：“搁浅在时光村落里的蓝花 - 百个苗族家庭的

“With Citi Foundation's support, the Citi-Guizhou Indigenous Craftwork Development Program has helped equip over 6,000 ethnic minority female artisans in the Guizhou Province with practical skills to increase the quality and production capacity of traditional handcrafts; sustainably manage natural, cultural, and financial resources; and establish effective market relationships between village handcraft cooperatives, commercial enterprises, and urban consumers. With help from Citi’s highly professional, accessible, and supportive CSR team, we have pioneered new models for combining poverty alleviation with cultural heritage protection and environmental stewardship.”

- Sarah Horowitz, Program Officer, Community Based Conservations and

Development Research Center

“ 在花旗集团基金会的支持下，花旗贵州原生态手工艺发展项目已经帮助 6,000 多名少数民族妇女学会了实用技能，提高传统手工艺的质量和生产能力；可持续地使用自然、文化、和金融资源；以及与村镇手工业合作社、企业和城市消费者之间建立有效的市场关系等。花旗中国专业的企业社会责任团队对我们的项目非常支持，让我们能够将贵州省的扶贫工作与文化遗产保护和环境保护有机结合起来。”

- Sarah Horowitz，贵州师范大学自然保护与社区发展研究中心项目官员

Volunteerism Shenzhen: Volunteers donated basic necessities to the Shenzhen Rehabilitation Center for Autistic Children as well as raised donations for impoverished families for rehabilitation training costs.

Changsha: Hunan, being a major base for migrant workers in China, has a large population of unattended children. Together with their family members and friends, volunteers traveled to a small county about 50 km away from Changsha, where hundreds of such children live. Volunteers donated supplies and provided training and care to this special group of people.

Guangzhou: For the ninth consecutive year, volunteers from Guangzhou traveled for six hours to the Liuzu Children’s Library – part of the Sun Yat-Sen Library of Guangdong Province – and brought book donations. Volunteers also spent time reading and playing interactive games with local children. The Liuzu Children’s Library was jointly established by the Sun Yat-Sen Library and Citi China in 2007 and is the first Guangzhou provincial children’s library established by a public organization in China.

Shanghai: Around 1,100 volunteers gathered for a charity fundraiser to raise sponsorship for five selected community partners. Championing a range of environmental, health and social causes, Citi has been supporting these non-profit organizations over the past nine years.

上海：1,100 名花旗志愿者集聚一堂，为 5 家公益伙伴筹集善款。从环境保护、身心健康到社会问题，花

旗在过去九年中一直支持着这些公益机构。

深圳：志愿者们为深圳自闭症儿童健康中心捐赠了生活必需品，并为贫困家庭筹集善款，支付恢复训练的费用。

长沙：湖南作为中国农民工数量最多的省份，流动儿童人口众多。志愿者与他们的亲友一道前往距长沙约50 公里的小城，看望上百名流动儿童。志愿者们为他们捐赠了生活用品，并为他们提供培训，关爱这个特殊的群体。

广州：花旗广州的志愿者连续九年前往六祖少年儿童图书馆，带上同事自发捐献的书籍和公司拨款购买的新书，举办阅读活动，与小朋友们一起做游戏。六祖少年儿童图书馆是 2011 年由中山图书馆与花旗集团合作创建的，是全省首家民办少儿图书馆。

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奖项和荣誉

AW

AR

DS

AN

D R

EC

OG

NIT

ION

S

2015 Best Wealth Management Bank

Oriental Morning Post

2015 Outstanding Foreign Bank

jrj.com

2015 Best Global Bank and Best Global Corporate and Institutional Bank in China

The Asset

2015 Annual Most Trusted Bank by CFOs - Best Global Cash Management Award

TOP CFO

Golden Shell Award - Best Foreign Bank in Wealth Management 2015

21st Century Business Herald

2015 China Best Wealth Management Institution - 2015 China’s Best Global Allocation Wealth Management Product

Securities Times

2015 领航中国金融行业年度评选 - 杰出外资银行奖金融界网站

2015 最佳全球银行和最佳全球企业与机构银行财资

2015 年度最佳财富管理银行东方早报

金贝奖 2015 最佳理财品牌外资银行奖项21 世纪经济报道

2015 中国最佳财富管理机构 - 2015 中国最佳全球配置银行理财产品证券时报

2015 年度中国 CFO 最信赖银行评选之最佳全球现金管理奖首席财务官

AWARDS AND RECOGNITIONS

奖项和荣誉

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2015 Best Foreign Bank Consumer Satisfaction Award

Bankrate

2015 China CSR Award - Group Award

China Charity Festival

2015 Best Cross-border Treasury Management

Lujiazui Magazine, CBN

Best Foreign Bank Employer in China

Universum

2015 Best in Treasury & Working Capital for MNC / LLCs Best Service Provider for E-Solutions

The Asset

AW

AR

DS

AN

D R

EC

OG

NIT

ION

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奖项和荣誉

2015 中国金融创新榜之最佳跨境财资管理

第一财经、陆家嘴杂志

中国最佳外资银行雇主

优兴咨询

2015 外资法人银行综合服务消费者满意度奖

银率网

2015 中国公益奖 - 集体奖

中国公益节

2015《财资》资金、贸易及风险管理奖项 -最佳跨国公司财资流动资金管理奖及最佳解决方案供应商奖

财资

For more information about Citi’s approach to Corporate and Social Responsibility in China, please contact:

Marine Mao Lingzi LiuCorporate Affairs Corporate CitizenshipCiti China Citi China

Tel: +86 21 2896 6366 Tel: +86 10 5937 6502Email: [email protected] Email: [email protected]

如需了解更多花旗中国履行企业社会责任的相关信息，敬请联系：

毛志华刘玲子企业传播及公共事务企业社会责任花旗中国花旗中国

电话：+86 21 2896 6366 电话：+86 10 5937 6502邮件：[email protected] 邮件：[email protected]

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