Barclays 2013 Annual Report Download - page 22

Company
Contribution to total income
£4,523m Adjusted
total income
£4,523m
2013 2012 2011
Income (£m) 4,523 4,384 4,621
Adjusted profit before tax (£m) 1,195 1,225 1,222
Adjusted ROE (%) 11.5 12.3 12
Loan loss rate (bps) 25 21 44
Loans and advances to customers (£bn) 136.5 128.1 121.2
Customer deposits (£bn) 135.5 116.0 111.8
Distribution points 1,560 1,593 1,625
UK RBB performed well in 2013, growing at a faster rate than the
market in key products, including increasing its stock share of
mortgages. Income increased 3% to £4,523m driven by strong
mortgage growth and contribution from Barclays Direct (previously
ING Direct UK, acquired during Q113).
UK RBB continued to restructure and invest in the business as part of
the Transform strategy. Adjusted operating expenses increased 4% to
£3,008m due to costs to achieve Transform of £175m.
Adjusted profit before tax decreased 2% to £1,195m.
Loans and advances to customers increased 7% to £136.5bn due to
Barclays Direct, which added £4.4bn, and other mortgage growth.
For more information on performance, please see
pages 237 to 268
UK Retail and Business Banking (UK RBB)
continued
This will ensure we will deliver the right outcomes for customers,
quickly and transparently and keep them informed along the way.
It will also help our colleagues better understand what we need do
differently to become ‘Go-To’ for our customers across Barclays’ retail
operations.
In 2013 we implemented a number of initiatives to affect this ambition:
 We made significant progress in our core processes satisfaction
scores
 We asked customers how we can make banking better through the
Your Bank campaign and we’re using their ideas to make some real
improvements
 We are also evolving the way we operate to meet customers’
changing needs. The pilot we’ve recently announced with Asda,
bringing us closer to offering services where and when our customers
want them, and SkyBranch, which transforms how our telephony
business connects with customers, are great examples of this
Colleague
We will continue to invest in our colleagues and create a diverse and
inclusive environment allowing colleagues to fulfil their potential. This
will ensure that our colleagues are fully engaged allowing them to
provide excellent end-to-end customer service.
We also have an ambition to create the most digitally savvy workforce
to help our customers become confident with digital banking.
During 2013 we started our search for ‘Digital Eagles’ – colleagues
across the business to support digital awareness and understanding in
the UK. With over 5,000 Digital Eagle colleagues across the UK we are
well placed to achieve this ambition.
Citizenship
UK RBB continued to embed and contribute to the Barclays’ 2015
Citizenship Plan. We have been focusing on the way we do business,
listening more to our customers and showing them we’ve acted. We
launched the Your Bank site where everyone (not just Barclays
customers) can tell us what products and services will make their lives
easier.
UK RBB continued to support the UK economy; advancing £1.8bn of
gross new term lending to small businesses and helping over 120,000
start-ups. We also organise small business seminars, tools and
trainings, which were attended by over 20,000 people in 2013.
We are supporting our community through activities such as LifeSkills,
our free, curriculum-linked programme designed to give young people
in the UK access to the skills, information and opportunities they need
to help them towards getting the jobs they want. The programme has
so far reached out to 276,000 young people.
Conduct
We continue to de-risk our portfolio ensuring everything that we do is
open and transparent, this includes the way we’re managing the PPI
complaints process.
We are committed to building a culture based on Barclays’ Values. We
will continue to focus on the right outcomes for our customers
delivered by empowered colleagues who act with integrity at all times.
We have conducted business-wide risk assessments to identify
conduct risk issues. We will use this process to measure and control
these risks and in so doing eliminate the gaps between what our
customers expect from us and what we deliver to them. We intend to
lead the way in restoring trust and pride in our industry and becoming
the ‘Go-To’ Bank
Future priorities
 Revolutionising our product set; offering simple products which
are supported by industrial strength engines
 Investing in the customer experience; instant, transparent services
with seamless multichannel access
 Selective balance sheet growth; opportunity with ‘customers we
know’ in consumer lending and mortgages
 Cost reduction; delivery of straight through processing, reduction
in paper and infrastructure
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20 Barclays PLC Annual Report 2013