Barclays 2013 Annual Report Download - page 21

Contributing to income by
We deliver a sustainable contribution to
Group revenue through offering long term
value and great customer service to our
customer base, prudent risk management
and charging for:
 Interest income from loans less interest
paid on deposits
 Fees for services provided
Sustaining business by
 Supporting society through responsible
lending
 Responding to demand for digital
banking by investing in innovative, cost
effective platforms
 Running a financially stable, risk-
conscious business
 Ensuring we have the right people with
the right tools, delivering the most
suitable services
Contributing to strategy
UK RBB provides a wide range of banking products and services delivered with excellent customer experience. We no
longer incentivise our people on products sales but on customer service: our journey to ‘Go-To’ is focused on making
customers lives easier. We look to constantly improve our customer experiences, for example:
 Responding to demand: providing multichannel access which is increasingly digital
 Supporting our customers’ journey to digital services through our Digital Eagles
 Speed in our processes – often instant provision and decision making
 Targeted investment in relationship management
 Investing in our people to enhance their ability to serve customers
Balanced Scorecard
Helping people
achieve their
ambitions in the
right way
Customer and client
Our aim is to become the ‘Go-To’ bank for all of our customers.
That means we want all of our customers to be advocates of Barclays.
We have a lot of work to do.
We will achieve this by significantly improving and differentiating
customers’ experience of banking with Barclays – through routine
transactions and at the vital moments in their life.
We will measure progress through our Net Promoter Score® –
a widely used measure of customer advocacy.
Our external complaints reporting has also been enhanced in the UK
with reporting beyond the FCA requirements and the launch of
externally published ‘Spotlight’ reports that focus on the key areas of
customer complaints and how we are tackling them.
Through regular and rigorous review of our customers' feedback we
will identify where and how we will invest to make customer's
interactions with us simpler, more intuitive and more personalised.
Our overriding goal is to provide our customers with
simple products and to invest heavily in the customer
experience, through both technology and people. This
should result in customers consolidating their relationships
with us and provide us with balance sheet and income
growth.
Market and operating environment
UK RBB is performing well and continues to support the UK economy.
There is an opportunity to embrace the technological innovation and
changing competitive landscape to enable our existing customers to
do more with us, while protecting our market share and particularly
driving income growth in Business Banking and mortgages.
We are reshaping the way we interact with our customers in a way that
will drive customer satisfaction and deepen customer engagement,
whilst simultaneously reducing the costs that customers do not value
and growing our franchise.
Business model risks
While executing our strategy with speed and without compromising
quality, we need to be cognisant of the emerging regulatory changes
and adapt accordingly. As we continue to focus on rebuilding trust and
reputation through improving customer experience, we also need to
ensure operational risks are appropriately addressed in the business.
Any deterioration in the economic environment in the UK could
adversely impact customers ability to keep up repayments and
consequently, we will continue to manage risk appropriately. The UK
remains a competitive environment with specialised providers offering
web-based services, however our continued investment in technology
and processing will help significantly improve and differentiate our
customer experience.
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
This section provides a summary of the
business models, strategies and risks in
each of the Barclays businesses, as well
as a discussion on the 2013 financial
performance.
Bring diverse benefits…
Our current and future focus will continue
to be:
 Better customer experiences and
outcomes
 Reduction in processing times and
associated errors positively influencing
complaint rates and costs
 Tailored services, usually at good margins
 Support and access to lending/capital
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