Barclays 2014 Annual Report Download - page 93

barclays.com/annualreport Barclays PLC Annual Report 2014 I 91
2015 Annual bonus
The annual bonus opportunity will be consistent with the Directors’ remuneration policy in terms of the maximum bonus opportunity, deferral and
malus. Any 2015 bonus will also be subject to clawback provisions. Performance measures with appropriately stretching targets have been
selected to cover a range of financial and non-financial goals that support the key strategic objectives of the Company. The performance measures
and weightings are shown below.
Financial (50% weighting)
A performance target range
has been set for each
financial measure.
Q Adjusted profit before tax (20% weighting)
Q Adjusted Costs (ex CTA) (10% weighting)
Q Common Equity Tier 1 ratio (fully loaded basis) (10% weighting)
Q Leverage ratio (10% weighting)
Balanced Scorecard
(35% weighting)
Q Progress towards the five year Balanced Scorecard targets will be assessed by the Committee at the year end.
Each of the 5Cs in the Balanced Scorecard will have equal weighting
Personal objectives
(15% weighting) Antony Jenkins’ 2015 personal objectives include:
Personal objectives for each
executive Director are aligned
to Barclays’ Purpose, Values
and Behaviours and to the
5Cs of the Balanced
Scorecard
Customers & Clients: Q Continue to position Barclays as the ‘Go-To’ bank, embed a customer and client
focused culture boosted by innovation, and a process for continuous improvement
across the bank
Colleagues: Q Strengthen colleague engagement at all levels by acting on Employee Opinion Survey
feedback
Citizenship: Q Continue to restore trust in Barclays’ brand and position Barclays as a socially useful
bank, supporting in particular innovation, enterprise and employability in the
communities we serve
Q Deepen engagement and demonstrate industry leadership with key external
stakeholders globally
Conduct: Q Ensure the Conduct Risk Framework is embedded in the business and that we act with
integrity in everything we do
Q Make significant progress in remediating legacy issues, mitigating reputational and
financial risk wherever possible
Company: Q Deliver on financial commitments with particular focus on capital accretion, cost
management and revenue generation. Continue to drive improving returns in the
Investment Bank and accelerate the run-down of Non-Core
Q Manage risk and control effectively by ensuring applicable risk frameworks are applied
and a positive risk culture is embedded
Q Implement Structural Reform Programme
Tushar Morzaria’s 2015 personal objectives include:
Customers & Clients: Q Deliver “Go-To” operating model – transformational change, enabling structural and
regulatory reform, through a simplified operating model and improved process and
technology
Colleagues: Q Effective leadership and colleague engagement to ensure collective responsibility for
achievement of objectives
Q Create a diverse and inclusive environment where colleagues can fulfil their potential
Citizenship: Q Leadership and active support of Group-wide objectives as defined in 2015 citizenship
plan
Conduct: Q Effective management of external relationships and reputation
Q Fully embed the Conduct Risk Framework into the activities of Group Finance, Tax and
Treasury
Q Manage strategic tax decisions to ensure we operate in the right way in line with our
principles
Company: Q Deliver on 2015 financial commitments with particular focus on capital/leverage
requirements and cost management
Q Manage risk and control effectively by ensuring all material risks are identified,
managed and reported and a positive risk culture is embedded
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