I-7 Is there collaboration with other agencies of the United Nations System or other partners?
No
II-1 Justification of the initiative
HSBC recognised the critical role that carers play in the future of work and the valuable skills they bring to the workplace. Employees with care responsibilities often demonstrate strong organisational abilities, advanced stakeholder management skills, and high capacity for listening and providing support to colleagues and customers alike. Recognising that care responsibilities can fall on anyone at any time – whether short-term or long-term – HSBC identified the need to put in place targeted support to ensure that employees with care responsibilities are able to remain engaged, productive, and supportive at work.
II-10 Focus on other branches of economic activity
Financial and insurance activities
II-11 Focus on certain categories of enterprises or economic units according to their size
Multinational enterprises
II-12 Focus on specific status in employment
Employees
II-12 Focus on specific status in employment
Employers
II-13 Focus on other specific categories of workers and employers, not captured elsewhere
No specific categories of workers or employers
II-14 Focus on specific groups of population / persons prioritized in the initiative
Mothers
II-14 Focus on specific groups of population / persons prioritized in the initiative
Fathers
II-14 Focus on specific groups of population / persons prioritized in the initiative
Persons with other care responsibilities
II-15 Has the initiative been developed through effective social dialogue processes and inter-institutional coordination mechanisms?
Other consultations
II-15-A Specification
The initiative was developed through consultations with Carers UK, HSBC’s employee resource group, and HSBC’s Human Resources Function.
II-2 Objectives and description of the initiative
The primary objective of this initiative is to simplify access to resources for employees with care responsibilities and their line managers. It adopts a centralized approach, bringing together HR policies, internal support networks (such as ERGs), and external resources (including carers’ charities) in one accessible location. This makes it easier for carers to understand the support available to them and enables line managers to provide timely, informed, and consistent support.
II-3 Type of initiative
Policy / strategy
II-4 Which of the Rs in the 5R Framework for Decent Care Work guides this initiative?
Recognition, reduction and redistribution of unpaid care
II-5 Which is the main policy area of the 5R Framework for Decent Care Work does the practice focus on?
Employment policies
II-6 Which other policy areas of the 5R Framework for Decent Care Work does the practice focus on?
Care policies
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Comprehensive maternity protection and care leave and protection policies, including paternity, parental leave and long-term care leave
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Work-life balance policies and measures, including organization, time and location of work, and other terms and conditions of employment
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Create an enabling and conducive environment for sustainable enterprises and SSE entities
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Invest in and make available high-quality, affordable, adequate and accessible care services, including childcare, health care and long-term care
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Policies and strategies on working time, wages, and occupational safety and health, including preventing and addressing violence and harassment
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Promoting the voice and representation of, and consulting with, care worker organizations, organizations of employers of care workers and unpaid family carers
II-8 Which beneficiaries in the care economy does the practice focus on?
Unpaid carers (workers or persons with care responsibilities, parents, other family members, etc.)
II-9 Geographical scope
Urban and rural
III-1 In a short paragraph, summarize the main results and impacts obtained
The initiative has resulted in the successful consolidation of all relevant resources into a single, easily accessible location for employees and line managers, called the HSBC Global Carers Charter. As a result, carers report feeling more comfortable having conversations about their care responsibilities with line managers and peers, and feeling actively and positively supported with their care responsibilities.
III-2 Explanation of the innovative element of the initiative for advancing decent work in the care economy
Building on this foundation, the Charter has helped shape and align a broader suite of resources to support carers. This includes the Carers Principles, which articulate HSBC’s approach to supporting employees with care responsibilities, as well as a financial health toolkit designed to help carers plan for their own future and that of those they care for or support.In addition, regular “Coffee for a Carer” sessions provide a safe and informal space where these resources are discussed and where carers can seek peer connection and practical guidance. Together, this integrated package of principles, tools, and community support fosters a workplace culture in which carers feel recognised, valued, and supported in both their professional and caregiving roles.
IV-1 What were the main challenges or difficulties during the design and implementation? How were they faced/ addressed?
A key challenge during the design and implementation of the initiative was ensuring relevance across regions with different cultural contexts, recognising that a one-size-fits-all approach would not adequately support employees with care responsibilities. As such, HSBC developed a set of global principles outlining how employees with care responsibilities are valued and supported across the organisation. Given that the UK and Hong Kong are key markets, tailored versions of the Charter were developed for both, including local policies, relevant benefits, sources of information and support. In parallel, a global template was created to detail group-wide policies and support, which other markets, including the UAE, have adapted to meet local needs. Throughout the process, HSBC ensured that the Charter complied with its digital accessibility guidelines, and it was translated into HSBC's working languages. Employee networks provided invaluable input at all stages of development and implementation. As a result, all employees now have access to consistent global policies and clear information on where to find support, both for employees with care responsibilities and for line managers.
IV-2 Lessons learned and good practices, including room and opportunities for improvement
A key lesson learned is that differences in cultural context and existing practices across markets make it challenging to adopt a single, uniform approach to supporting employees with care responsibilities. While the initiative has successfully established a set of generic principles and resources that provide a common foundation, it has also demonstrated the importance of flexibility.A good practice emerging from this experience is the use of global frameworks that can be adapted locally. As the initiative continues to evolve, there are opportunities to further support local markets in developing their own tailored versions of the resources, ensuring they remain culturally relevant while aligned with the organisation’s overall commitment to supporting employees with care responsibilities.
IV-3 Key conditions for success
Success depends on consistently promoting the initiative on relevant awareness days, such as the International Day of Care and Support and the International Day of Persons with Disabilities, to maintain visibility and engagement. It also relies on ensuring that line managers are well informed about the Charter and that employees with care responsibilities complete the annual survey so their voices are heard and reflected in ongoing improvements.
IV-5 Potential for transferability, expansion and replicability in other countries and contexts
Replication is already under way, and while it can be challenging, the global version of the Charter exists to enable local markets to develop their own adaptations that guide individuals to relevant local policies and organizations that provide support to employees with care responsibilities.
V-1 Sources of information and documents used on the characteristics of the initiative, including links to websites, news items, toolkits, policy documents or reports
Financial health resource for carers and their dependants (UK)Financial health resources for carers and their dependants (Hong Kong)