Barclays 2013 Annual Report Download - page 13

Group overview 02
Chief Executive’s strategic review 04
Strategy and operating environment 06
Business model/Value creation 08
Balanced Scorecard 10
Group Finance Director’s review 12
Strategic Risk overview 14
Performance review by division 18
Chairman’s governance overview 46
Summary remuneration report 48
The Balanced Scorecard defines
what we need to achieve over the
next five years to be well on the way to
becoming the ‘Go-To’ bank. It clearly
shows what success looks like across
the 5Cs: Customer & Client, Colleague,
Citizenship, Conduct, and Company.
Metrics and targets
We have agreed eight key measures against which we and our stakeholders can hold us to account. We are committed to monitoring and
reporting on our progress annually.
Metric Actual 2013 Target 2018
Customer & Client RBB, Barclaycard and W&IM: Weighted average ranking
of Relationship Net Promoter Score®a vs. peer sets
4th 1st
CIB Client Franchise Rank: Weighted average ranking of
wallet share or customer satisfaction with priority clients
4th Top 3
Colleague Sustained engagement of colleagues score 74% 87-91%
% women in senior leadershipb21% 26%
Citizenship CItizenship Plan – initiatives on track or ahead 10/11 Plan Targets
Conduct Conduct Reputation (YouGov survey) 5.2/10 6.5/10
Company Return on Equity (Adjusted) 4.5% > Cost of equity
Fully Loaded CRD IV CET1 ratio 9.3% >10.5%
For further information on Balanced Scorecard Methodology and Data Sources please visit barclays.com/balanced scorecard and
see the ‘Metrics and targets’ page
A detailed view of performance against Citizenship Plan targets is available in the Citizenship Report 2013 at barclays.com/citizenshipreport
Delivering our strategic targets: Example Strategic initiatives
Here are some examples of strategic initiatives that will drive progress across the 5Cs and support our goal to become the ‘Go-To’ bank.
Customer & Client
 We are using technology to improve our customers’ and clients’ experience and to be responsive to their
changing needs, such as through Barclays Mobile Banking, BARX, PayTag and Barclays.Net
 We are making our most important customer and client interactions as simple and instant as possible –
putting power in their hands to transact when, where and how they want to
 We are simplifying our products and services and improving what we offer to match customer needs with
the right service model
Colleague
 We have launched our Purpose and Values, and we are embedding them into all our HR processes
including recruitment, promotion and performance management
 We are developing and training leaders through the Barclays Leadership Academy and Barclays Global
Curriculum
 We are driving a consistent global diversity and inclusion plan resulting in a more visibly diverse talent pipeline
Citizenship
 We are ensuring the way we do business reflects broader societal and environmental considerations
 We are contributing to growth through financing, supporting businesses and ensuring our products and
services support sustainable progress
 We are supporting the communities where we operate by helping five million young people to develop
enterprise, employability and financial skills
Conduct
 We are following a rigorous and transparent framework on conduct risk reporting and management
 We are using material conduct risk assessments to effectively identify, assess and manage conduct risk
 We are exercising sound judgements to avoid detriment to customers, clients and counterparties or to
market integrity
Company
 We are delivering the initiatives across the strategic quadrants: Invest and grow, Reposition, Transition, and Exit
 We are managing costs (rightsizing, industrializing, innovating) and delivering our leverage and capital
commitments
 We are improving our controls through the roll-out of “The Barclays Guide”, which covers how
we organise, manage and govern ourselves and includes a new risk management framework
Notes
a Net Promoter, Net Promoter Score, and NPS are trademarks of Satmetrix Systems, Inc., Bain & Company, Inc., and Fred Reichheld.
b Senior leadership represents the Managing Director and Director corporate grades combined, a population of over 8,000 employees. Under the Companies Act 2006 we are
also required to report on the gender breakdown of our ‘senior managers’. For this purpose, we have 988 senior managers (179 female and 809 male) who include Officers
of the Group, certain direct reports of the Chief Executive, heads of major business units, senior Managing Directors, and directors on the boards of subsidiary undertakings
of the Company.
barclays.com/annualreport Barclays PLC Annual Report 2013 11
The Strategic Report Governance Risk review Financial review Financial statements Shareholder informationRisk management