Cynthia D’Anjou-Brown, head of philanthropy and family governance advisory services for Asia-Pacific, Private Wealth Solutions at HSBC Private Banking, shows how HSBC works with families, partners and beneficiaries to make lasting changes
HSBC Focus
While the ultimate goal of social and environmental impact has always been the same, the approach is constantly evolving. Today, strategic and hands-on donors expect innovation, sustainability and close relationships with causes and charities to ensure they are maximising their investment and impact.
“For this reason, the relationship we have with our philanthropists, partners and community beneficiaries is a dynamic one,” says Cynthia D’Anjou-Brown, head of philanthropy and family governance advisory services for Asia-Pacific, Private Wealth Solutions at HSBC Private Banking.
“Opportunities to effect social change can come through non-governmental organisations (NGOs), of course: but they can also come through government schemes or agencies, social enterprises or fledgling groups that need help with a great idea. Family-driven initiatives are also increasingly supported as members pursue entrepreneurial approaches to solving issues—it’s in their blood-line.”
See also: Why Sustainability Matters At HSBC
Leveraging HSBC’s extensive networks, the philanthropy team at HSBC Private Wealth Solutions provides access to a wealth of social investment opportunities. The bank has been in the trust business in Hong Kong for more than 70 years and has continually built its NGO database and partnerships during that time. Furthermore, the team also takes family governance into account during the process.
Keeping it in the family
“Our experience in the area of family governance has convinced us that there are real benefits to be accrued from investing in family well-being and development. In this regard, philanthropy is certainly one area for serious consideration,” says D’Anjou-Brown.
“Enhancing participation in a highly valued family activity has the potential to unite members across generations. And the opportunity to contribute to the wider family enterprise may be particularly relevant for those not in the day-to-day running of the family business. Collective decision-making, regular communication, problem solving, and stewardship of jointly-held assets are key to healthy family governance, and therefore, families.”
Today’s philanthropy landscape gives enough scope and choice for different family members to take action based on their preferences and skill sets. “We have noted a growing interest in social enterprises and social impact investing alongside the more traditional grantmaking. And we are working with more families keen to drive a particular project from conception to implementation, and to make it sustainable,” says D’Anjou-Brown, who also says that collective action through joint funding and regular networking is growing in Hong Kong, as well as corporate sustainability programmes.
“We put effort into helping to ensure that we can match donors with the causes they care about or are uniquely positioned to help with”