Barclays 2012 Annual Report Download - page 15

Our path forward
Our balanced scorecard outlines the performance categories and
objectives that will guide the behaviours for all our colleagues.
We are currently working on the full set of precise scorecard
measures. The objectives below are illustrative of the type of
objectives that may be selected.
Customers and Clients
Delighting our customers and clients is fundamental to being their
‘Go-To’ bank. We want to be the provider of choice by ensuring that
our customer service is top tier for the markets in which we operate.
Objectives
 Greater level of customer and client satisfaction
 More business from more customers and clients
Colleagues
Colleagues are the cornerstone of Barclays. We strive to create a diverse
and inclusive environment, where colleagues can fulfil their potential,
and Barclays is seen as the employer of choice. Our colleagues need to
be fully engaged in order to serve effectively and to experience fulfilling
careers.
Objectives
 Improved colleague engagement and satisfaction
 Diversity across our workforce
 Retention of high-performing colleagues
Citizenship
In striving to make Barclays the ‘Go-To’ bank, we must consider the
impacts of our day-to-day business decisions on our stakeholders and
wider society. We will ensure our decisions take account of external
stakeholder needs in the short and long term and positively impact the
communities in which we operate.
Objectives
 Improve external stakeholder perceptions
 Increase impact of community programmes
Conduct
We must be a values-driven business, becoming once again a trusted pillar
and the ‘Go-To’ bank because of our behaviour. Success will be seen when our
regulators view us as a model of constructive engagement. Our products and
services will be designed and distributed to meet clients’ and customers’ needs
consistent with our mutual risk appetite and will be priced appropriately.
Objectives
 Effective control environment
 Fewer customer complaints
Company
As a financial institution, we understand the importance of strong
commercial performance. We are resilient as a firm as demonstrated
by our 323 years in operation, but we will reinvigorate a focus on building
to last, particularly in our financial strength.
Objectives
 Return on equity above the cost of equity
Our balanced scorecard – measuring the success of our strategy
We understand the need to demonstrate tangible progress, not just
talk about our good intentions. We are serious about making sure
we live by these values, so they will play a significant role in how we
measure and reward individual and business performance.
We will continue to pay for performance and we will continue to pay
competitively for the best talent. However, in future, variable pay will
depend on performance against our values as well as other targets.
A new performance assessment approach, based on a balanced
scorecard, will be introduced for senior executives during 2013 and
for all colleagues from the middle of 2014. This means all variable
remuneration will depend on delivering performance in the way
that is consistent with our values.
Adding further weight to doing business ‘in the right way’, we will
launch a new Code of Conduct for all staff following (and including)
recommendations from the Salz Review.
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