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Key Performance Indicators
Please click on any of the links in the table below to view PRUPIM’s community performance against a range of Key Performance Indicators (KPIs) for the period 1 January 2007 to 31 December 2007.
| Community Investment |
Overall, the number of hours of PRUPIM staff time spent on community programmes and volunteering has decreased significantly since 2006, with the exception of time spent by PRUPIM staff on individual volunteering activities, which increased by over 50% (as measured using the London Benchmarking Group methodology). The decrease can in part be explained by a significant reduction in our funds leveraged from other sources as we run fewer projects in the Prudential Grass Roots programme. Ultimately, this represents a shift in funding priorities from specific projects to more strategic programmes, such as BTCV’s Spring Into Action campaign. However, we remain committed to the communities in which we invest, and to maintaining a strong ethos of employee volunteering. This continues to represent a significant and valuable part of our community activity.
Data qualifying note:
(1) The per hour costing of staff assigned by the London Benchmarking Group is £15 per hour.
Total spend 2005 (£) | Total spend 2006 (£) | Total spend 2007 (£) | |
| Cash | |||
| Charitable donations and sponsorships | £0 | £0 | £0 |
| In-kind | |||
| Monetary value of time (staff community involvement) | £43,342 | £47,910 | £7,540 |
| Office space | |||
| Costs of hosting charity events/meetings | £2,400 | £14,400 | £15,000 |
| Long-term space hosting a charity-costs | £10,000 | £0 | £39,150 |
| Computers | |||
| Items donated (new and second hand) | £0 | £0 | £0 |
| Furniture | |||
| Items donated (new and second hand) | £0 | £5,000 | £0 |
| Other gifts in kind, e.g. telephone systems, used toner cartridges | £471 | £740 | £1,400 |
| Leverage | |||
| Staff fundraising | £30,200 | £36,000 | £1,900 |
| Payroll giving | £16,440 | £21,700 | £20,320 |
| Funds for programmes from other sources e.g. local government | £299,018 | £288,250 | £136,100 |
| Management costs | |||
| Staff salaries (full time staff) and overheads (share of rent) | £75,000 | £195,000 | £195,000 |
| Commercial initiatives | |||
| Cause related marketing | £0 | £0 | £0 |
| TOTAL | £476,871 | £609,000 | £416,410 |
During 2007, PRUPIM continued to use the internationally recognised London Benchmarking Group’s Corporate Community Investment methodology to calculate contributions to the community in cash, in kind and through other non-financial channels. Compared to 2006, our contributions have decreased by a third (32%). A major reason for this is the reduction in the number of community investment programmes directly involving our Shopping Centres and other managed buildings. The decision to support national campaigns was a strategic one, although we are still actively involved at a local level at many of our Shopping Centres.
Data qualifying note:
(1) Funds are channelled into specific community projects (e.g. Prudential 4 Youth, Prudential Grass Roots) based at our major properties and these projects address specific business needs. We do not have a budget for making other philanthropic charity donations, hence the reason for charitable donations appearing as zero.
(2) In order to ensure their accuracy, the figures from 2005 have been restated to correct a small calculation anomaly.
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