Barclays 2014 Annual Report Download - page 15

barclays.com/annualreport Barclays PLC Annual Report 2014 I 13
How we are doing
sponsor our Women’s Initiatives Network (WIN) promoting a positive
workplace environment for all colleagues.
More broadly, our innovative ‘Women in Leadership Index’ lists publicly
traded US companies with gender-diverse leadership (defined as
companies with a female CEO or at least 25% female members on their
board). In an industry first, Exchange Traded Notes track the return of
the index so investors can support the move towards gender equality.
We continue to build a pipeline of next-generation leaders, highlighting
female talent. For example our Barclays Women in Technology Group
encourages able women to take up IT careers in banking and finance.
At Executive level, our ‘Women on Boards’ programme is developing
board-readiness among selected senior women so they can take on
non-executive director roles on the boards of publicly-listed companies.
To reach our 2018 goal of 26% women in senior leadership roles we
must ensure strong forward momentum. Continuing emphasis on an
inclusive workplace culture must go hand-in-hand with further
development opportunities nurturing aspiration and enabling our
diverse talent to fulfil their potential within our industry and beyond.
Balanced Scorecard metric Actual
2013
Actual
2014
Target
2018
Sustained Engagement of
colleagues score
74% 72% 87-91%
% women in senior leadership 21% 22% 26%
Q Barclays believes strong levels of sustainable engagement improve
the colleague experience and enable superior business performance
Q To continuously improve sustainable engagement, we aim to provide
a working environment supporting productivity and performance,
and promoting individual physical and emotional well-being
Q Sustainable engagement is measured through the global Employee
Opinion Survey conducted in October 2014
Q The percentage of women in senior leadership supports a key part
of Barclays’ diversity strategy, fostering different perspectives which
lead to greater innovation
Q We work with our regulators, governments, partners and peers to
benefit collectively from the skills advantage that diversity provides
Q The metric is defined as the number of female directors and MDs
as a percentage of the total director and MD population
Becoming ‘Go-To’
More information can be found at
barclays.co.uk/Accessibility
You can also read more at page 74 in our People section
The ‘This is me’ campaign, launched in May 2014, has given colleagues
the freedom to talk about mental health and their personal story and
created access to resources, support, advice and information.
The campaign to
challenge the
culture of silence
Sustained Engagement
Our colleagues are fundamental to our business. We are committed to
investing in them and ensuring they are fully motivated and energised
to deliver strong performance. To monitor our progress on sustainable
engagement, a Group-wide approach to measuring employee feedback
was defined in 2014, establishing a consistent baseline for tracking future
progress. As part of this, in a first for Barclays, a global Employee Opinion
Survey (EOS) was deployed across the Group in 2014, with over 90,000
colleagues participating.
Sustained Engagement at Barclays is currently 72%, representing a 2%
decrease compared to 2013. This was disappointing, but the reduction in
engagement was not as severe as we might have expected in a year of such
challenges and change.
We are working with senior leaders across the
organisation to aim for improvement in 2015.
Collecting feedback from our colleagues enables us to understand what
factors drive engagement, and helps shape our future people strategy.
We remain firmly committed to creating the right environment for our
colleagues to thrive as we progress on our journey to ‘Go-To’. In 2015,
we will use the insight gained from the EOS to focus on three key areas
(highlighted by our colleagues) to support and increase the Sustained
Engagement of everyone at Barclays:
Q Ensuring colleagues have access to the right tools and resources
to fulfil their roles and deliver outstanding customer service
Q Continuing to support our people’s personal growth and career
aspirations, ensuring access to the right technical and professional
development
Q Providing clear strategic direction and leadership in creating the
right environment for colleagues to do their best work
Women in senior leadership
Over the last year, we have maintained progress towards our gender
representation goal within the Balanced Scorecard, seeing the proportion
of women in senior roles increase from 21% to 22%. Although overall
headcount across the Group has fallen in 2014, the increase we have
seen in each of the last two consecutive years in senior female
representation is testament to the range of initiatives focused equally
on providing development opportunities for our talented women and
establishing an inclusive culture where all talent can thrive.
8,500 senior leaders globally have undertaken our Unconscious Bias
Training programme, promoting greater awareness of the importance
of inclusive leadership and of reducing unintended bias in all aspects
of talent management and assessment. We have also continued to
For our Colleagues
We create an environment where they can fulfil their potential
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