Barclays 2013 Annual Report Download - page 177

Wholesale forbearance programmes
Wholesale client relationships are individually managed with lending decisions made with reference to specific circumstances and on bespoke
terms. Forbearance takes place when a concession is made on the contractual terms of a loan in response to an obligor’s financial difficulties.
Forbearance occurs when Barclays, for reasons relating to the actual or perceived financial difficulty of an obligor, grants a concession below
current Barclays standard rates (i.e. lending criteria below our current lending terms), that would not normally be considered. This includes all
troubled debt restructures granted below our standard rates but excludes loans that have been renegotiated for commercial reasons that are not
indicative of increased credit risk.
Personal and Trusts includes Wealth and Investment Management clients that are, at the time of origination, high net worth individuals who use
funds and trusts to organise their personal financial affairs.
Analysis of wholesale balances in forbearance programmes
Balances on forbearance programmes
As at 31 December 2013
Balances
between
1 and 90
days
past due
£m
Balances
91 days
or more
past due
£m
Total
balances
past due
£m
Impaired
up to date
balances
£m
Performing
balances
£m
Total
balances
£m
Impairment
allowances
marked
against
balances on
forbearance
programmes
£m
Total
balances on
forbearance
programmes
coverage
ratio
%
Total
balances on
forbearance
programmes
% of gross
L&A
%
Investment Bank – 48 48 13 434 495 30 6.1 0.3
Corporate Banking 92 770 862 682 459 2,003 777 38.8 3.0
Africa RBB 21 25 46 7 106 159 14 8.8 2.7
Wealth Management – 377 377 67 284 728 70 9.6 3.5
Group 113 1,220 1,333 769 1,283 3,385 891 26.3 1.4
Wholesale forbearance reporting split by exposure class
Sovereign
£m
Financial
institutions
£m
Corporate
£m
Personal
and trusts
£m
Total
£m
As at 31 December 2013
Restructure: reduced contractual cash flows – – 281 – 281
Restructure: maturity date extension 5 50 1,164 65 1,284
Restructure: changed cash flow profile (other than extension) 5 – 579 25 609
Restructure: payment other than cash – – 23 1 24
Change in security – – 27 – 27
Adjustments or non-enforcement of covenants – – 410 96 506
Other (e.g. capital repayment holiday; restructure pending) 1 – 546 107 654
Total 11 50 3,030 294 3,385
As at 31 December 2012
Restructure: reduced contractual cash flows 4 16 405 – 425
Restructure: maturity date extension 5 107 1,412 33 1,557
Restructure: changed cash flow profile (other than extension) 5 46 876 26 953
Restructure: payment other than cash – – 71 1 72
Change in security – – 76 8 84
Adjustments or non-enforcement of covenants 10 7 626 128 771
Other (e.g. capital repayment holiday; restructure pending) – – 318 74 392
Total 24 176 3,784 270 4,254
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