Barclays 2013 Annual Report Download - page 7

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 role of the Group Chief Executive
includes implementing the Group’s
strategy as agreed by the Board. Here
Antony provides his view on the events
of 2013, and a progress update on
execution of the Transform plan.
The recent publication of our Balanced Scorecard for the Group
addressed the second non-financial commitment we made,
establishing the critical final component in our leadership framework.
The Balanced Scorecard sets out a clear description of what we want
Barclays to be, with eight clear targets out to 2018 against which our
progress can be assessed by all of our stakeholders. The scorecard,
alongside our Purpose and Values, is now embedded in how we
measure and reward individual and business performance. This is a
unique and powerful tool that aligns the organisation behind our
Transform goals.
We begin 2014 in a better position than for several years. 2013
showed the tremendous value of the breadth and diversity of Barclays’
earnings profile, and we have seen continued evidence of the strong
fundamentals which are essential for longer term growth. We have
started to put our legacy issues behind us, and have greater clarity on
what the future holds, particularly in terms of regulation. With my
leadership team in place and building on the progress we have made
on our Transform programme in 2013, we will continue to adapt and
optimise our business, reaping the substantive benefits of our work in
2014, 2015 and beyond.
While we have much more to do and we expect the operating
environment to remain challenging, we have every reason to feel
positive about our prospects and confident that we will become
the ‘Go-To’ bank for all our stakeholders.
Antony Jenkins
Group Chief Executive
Our values
How will Barclays do that?
Respect means respecting and valuing those we work with –
our colleagues and other stakeholders. It is about building trust
and promoting collaboration.
Integrity demands we act fairly, ethically and honestly. This requires
us to have the courage always to do the right thing, never tolerating
the wrong thing, and to be accountable for our decisions.
Service means ensuring our clients and customers are always
uppermost in our minds. We must strive to exceed their expectations
so we automatically become their ‘Go-To’ bank.
Excellence calls on us to use all our energy, skills and resources to
deliver great service for our customers and clients and outstanding
sustainable results for shareholders.
Stewardship is about being determined to leave things better than
we found them, so we constantly strive to improve the way we
operate as an organisation and the impact we have on society.
Our purpose
What is Barclays for?
Becoming the ‘Go-To’ bank will be realised with a
renewed focus, fuelled by this common purpose.
We exist for our clients and customers, for our
shareholders, our colleagues, and other stakeholders –
we exist for the purpose of helping people achieve
their ambitions.
Helping people – in the right way – means how we do it becomes
as important as what we do.
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