Barclays 2009 Annual Report Download - page 31

www.barclays.com/annualreport09 Barclays PLC Annual Report 2009 29
Sustainability
Definition
Global investment in our communities
Barclays total contribution to supporting the
communities where we operate.
Why it’s important to the business and management
Investing in the communities in which we operate is an integral
part of Barclays sustainability strategy. We are committed to
maintaining investment in our communities for the long-term
– both in good times and in bad. This metric demonstrates
our commitment over time.
Our People
Definition
Colleagues involved in volunteering,
regular giving and fundraising initiatives
The total number of Barclays employees taking
part in volunteering, giving and fundraising
activities with Barclays support.
Employee opinion survey for Global Retail
and Commercial Banking and Group Centre
A survey of employees, the results of which give
demographic and diversity information as well
as an indication of employee perceptions in four
key areas: Barclays Top Leadership, Business
Unit Leadership, Customer Focus and Employee
Engagement. The results are analysed to show
year on year trends of employee opinion and
are benchmarked against other global financial
services organisations and high performing
organisations.
Why it’s important to the business and management
Barclays community investment programme aims to engage
and support colleagues around the world to get involved with
our main partnerships, as well as the local causes they care
about. Harnessing their energy, time and skills delivers real
benefit to local communities, to their own personal
development and to their engagement with Barclays.
The results of the survey provide leaders with insight into
employee views on key business drivers from which they
can establish action plans for improvements based on both
strengths and weaknesses identified.
£54.9m
£52.2m
£52.4m
07 08
09
2007 2008 2009
44,000 57,000 58,000
— Employee engagement
— Response rate
07 08
09
91%
75%
90% 91%
74% 76%
Strategic KPIs: Enhance operational excellence continued
Definition
Cost management
cost:income ratio by business
– productivity benchmarking
Cost:income ratio is defined as operating
expenses compared to total income net of
insurance claims. This is compared to a peer set
we consider relevant for each business.
Why it’s important to the business and management
This is a measure management use to assess the productivity of
the business operations. We target a top quartile cost:income
ratio of each of our businesses relative to their peers.
50
56
61
40
39
37
27
44
37
37
66
65
49
49
50
67
134
73
65
71
85
UKRB
a
Absa
b
Barclays
Capital
c
Barclays
Commercial
Bank
GRCB –
Western
Europe
Barclays
Wealth
Barclaycard
a Peers include related credit card business
b Absa Group Limited
c Cost:net income
GRCB – Emerging Markets is not disclosed as there
is not an appropriate peer group for comparison.
%
— H109 Peer Group Top Quartile CIR
— FY08 Barclays Business CIR
— FY09 Barclays Business CIR