Indicators

4.1.1 Cash value of community support as % of pre-tax (UK only) profit
4.1.2 Estimated combined value of staff time, gifts in kind, management costs and support  directly to the community as a result of commercial initiatives
4.2.1 Individual value of staff time, gifts in kind, management costs and community support through commercial initiatives
4.2.2 Project progress and achievement against measures
4.2.3 Leverage of other resources
4.3.1 Examples of the impact of community programmes
4.3.2 Perception measures of the company as a good neighbour

4.1.1 Cash value of community support as % of pre-tax (UK only) profit:

2004	2005	2006	2007	2008
0.6%	0.4%	0.4%	0.5%	0.5%

Comment:

This is the cash value of our business contribution to the Zurich Community Trust (UK) Ltd, a UK registered charity through which Zurich delivers support to a wide range of community needs. Zurich in the UK is a member of the London Benchmarking Group (a network of over 100 UK based companies) and our total contribution shown in 4.1.2 below is calculated using their methodology and is shown within other indicators. Financial data forms part of the annual cycle of London Benchmarking Data collection and updated financial data, in line with the LBG model.

Zurich in the UK is part of the global Zurich Financial Services company and contributes to overall group profit.

4.1.2 Estimated combined value of staff volunteering in business time, gifts in kind, management costs and business funded support directly to the community (per LBG methodology):

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4.2.1 Estimated combined value of staff time, gifts in kind, management costs and support directly to the community as a result of commercial initiatives:

2004	2005	2006	2007	2008
£3,787,484	£3,127,509	£2,460,914	£2,390.231	£2,654,533

Comment:

Total contribution to the community, including the value of professional skills transferred in business time, was 0.7% of UK profits for the year 2008.

Financial data forms part of the annual cycle of London Benchmarking Data collection and updated financial data, in line with the LBG model, will be available in June 2010.

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Individual value of staff time, gifts in kind, management costs and community support through commercial initiatives:

	2004	2005	2006	2007	2008
Charitable activity Zurich Cares - staff and adviser charitable giving	£1,559,092	£1,241,740	£559,777	£556.754	£612,995
Community Investment  Transformation & Zurich Cares community investment programmes	£1,391,748	£1,253,006	£1,368,021	£1,406,338	£1,608,488
Management costs	£587,529	£452,200	£373,574	£390,139	£364,795
Zurich Community commercial activities	£249,115	£198,613	£159,542	£37,000	£68,255

Comment:

Data capture processes will make 2009 data available in July 2010.

The Zurich Community Trust (UK) Ltd focuses support through dedicated, longer-term Trust programmes and through an active staff and adviser charity fund "Zurich Cares". The commercial activities cover various community projects, working alongside commercial sponsorship.

In 2008 a further £1.5 million was leveraged through financial donations and own time volunteering of UK staff through the programmes led by the Community Trust.

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4.2.2 Project progress and achievement against measures

Key objectives

2008 was a successful year for Zurich Community Trust. In addition to programme and grant delivery as outlined above, there was a strong delivery against the following key performance indicators:

Area	Target	Achievement
Fundraising income generated from Zurich employees and outsourced colleagues	£500,000	£502,800
Fundraising income from Openwork employees and members	£600,000	£609,400
Give As You Earn take up rate Zurich employees	200-250 new donors	278 new donors (25%)
Regular Giving take up Openwork employees and members	50% employees 50% members	43% employees 45.7% members
Monthly charity lottery players	200 new players	119
Team Challenges	180	180
Completed India Assignments	7 completed or brokered	6 completed and 3 in pipeline
Regular volunteers	230	237
Completed Skillshare projects	85	112
Seeing is Believing or Hearing is Believing participants	450	407
Delivery within agreed expense budgets	On or within 1% of budget	4.7% under budget
Evidence of positive stakeholder feedback and impact	Comprehensive evidence	Comprehensive Social Audit report collating internal & external stakeholder feedback (available to download from www.zurich.org.uk)
Community Management Score in Business in the Community Corporate Responsibility Index	>95%	100%

The leveraged skills and time from Zurich employees enabled Zurich Community Trust to add more value to the community and to help disadvantaged people in the community lead a more independent life.

The feedback from stakeholders who had received grants through the Trust's programmes showed that 77% of them had been able to attract further funds due to our support.  Also, as a result of our funding, 80% had reduced client isolation, 70% improved client independence, 63% enabled their clients to play a more active role in the community and 58% helped clients access services.

The subsidiary company Community Trust Services Ltd enabled the Trust to raise further funds of £5,000 through Gift Aid of taxable profit.

Future Plans and Objectives

The following strategic objectives have been agreed with the Board of Trustees for the 2008 period supported by key targets and measures:

• Deliver the Zurich Cares employee involvement programme leveraging fundraising, time and skills from Zurich in the UK's employees and involving them in grant making, where possible integrating third party suppliers.
• Leverage additional funding from Trusts, Foundations and Philanthropists to increase impact with our transformational programmes.
• Continue to develop a sustainable ‘Breaking The Cycle’ programme making a measurable difference to the children of drug misusing parents.
• Continue to develop and deliver a sustainable Older People ‘A Call in Time’ programme using telephone volunteers to transform the lives of isolated older people.
• Develop and deliver a sustainable Mental Health and Families programme demonstrating measurable impact.
• Integrate volunteering opportunities through Transformation programmes as part of the Zurich Cares programme.
• Deliver and evaluate the India Programme leveraging key business skills from Zurich and other sources to continue to build the capacity of NGO’s.
• Manage and deliver the Openwork Foundation programmes and the continued leveraging of funds and involvement from Openwork staff and financial advisers. 
• Evaluate the future of the Openwork Foundation as a supported fund within the Trust.
• Regular, pro-active and targeted communications to all donors who could engage with Zurich Community Trust’s programme to inform existing supporters and to engage new.
• Raise the profile of the Zurich Community Trust as a charity with innovative and high quality programmes to attract additional funding, add value to our charity partners and positively support the indirect reputation of Zurich as the major donor.
• Manage the risks, budgets, administration and systems for all programmes to a high and compliant quality.
• Ensure that the Governance of the Trust is robust and independent from Zurich and fully compliant with SORP requirements.

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4.2.3 Leverage of other resources

The Community Trust Programmes have directly leveraged additional funds through either matched funding from other funders or donations of personal time and money from Zurich employees.

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4.3.1 Examples of the impact of community programmes:

• 200 parents misusing drugs supported by an holistic family worker with 88% showing a reduction in substance misuse and reduced harmful behaviours.
• 5,700 troubled young children helped through a school counselling service in Croydon and Greenwich.
• 491 isolated older people reached via 200 telephone volunteers.
• The capacity of 5 Indian NGOs increased by between 26-92%.

Comment
Social accounting techniques are used to measure impact. Examples shown are of impact through partnership.

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4.3.2 Perception measures of the company as a good neighbour

No current data to report
 

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