Barclays 2014 Annual Report Download - page 28

26 I Barclays PLC Annual Report 2014 barclays.com/annualreport
deliver long-term, sustainable success. In light of our commitment to
our Values, one of the areas of focus for the Board Audit Committee
this year has been encouraging the deployment of a new method of
assessing management’s approach and attitude to control issues.
This new approach is helping set a higher standard for the internal
control environment and less than satisfactory performance has direct
implications in respect of performance assessment and remuneration.
Sir David Walker
Chairman
Your Board
Sir David Walker (75) Group Chairman
Antony Jenkins (53) Group Chief Executive; Executive Director
Mike Ashley (60) Non-executive Director
Tim Breedon (57) Non-executive Director
Crawford Gillies (58) Non-executive Director
Reuben Jeffery III (61) Non-executive Director
Wendy Lucas-Bull (61) Non-executive Director
John McFarlane (67) Non-executive Director (from 1.1.15)
Tushar Morzaria (46) Group Finance Director; Executive Director
Dambisa Moyo (46) Non-executive Director
Frits van Paasschen (53) Non-executive Director
Sir Michael Rake (67) Deputy Chairman and Senior Independent Director
Diane de Saint Victor (60) Non-executive Director
Sir John Sunderland (69) Non-executive Director
Steve Thieke (68) Non-executive Director
Board diversity
Our overriding duty is to maintain a strong, effective Board with strong,
effective Directors. All appointments to the Board are therefore made
on merit, taking into account the collective balance of skills, experience
and diversity that the Board requires. Our Board Diversity Policy, which
is available at barclays.com/corporategovernance sets out our policy
and objectives for achieving diversity on the Board. At the end of 2014,
there were 3 women on the Board (21%), compared to our target of
25% by the end of 2015.
Gender balance
31.12.14 3 Female Directors (21%)
11 Male Directors (79%)
31.12.13 3 Female Directors (20%)
12 Male Directors (80%)
31.12.12 1 Female Director (8%)
11 Male Directors (92%)
Running the company well
Becoming ‘Go-To’
in delivering against our agreed targets. The Board’s attention has been
particularly focused on the progress being made against our financial
targets, on the potential growth opportunities presented by our Core
business and on continuing to reposition our Investment Banking
business and reduce the size of our Non-Core business.
Management of risk and control
It is essential that we have a holistic view of all major risks facing
Barclays, remaining vigilant with regard to both known and emerging
risks and ensuring that we are strong enough to withstand any
exogenous shocks. Our Board-level risk committees play a critical role
in providing oversight of risk management and ensuring that our risk
appetite and risk profile are consistent with and support our strategy to
Our Corporate Governance Framework
What the Board does, and how it does it, underpins the
delivery of long-term sustainable success. This creates
the framework within which the Executive team can lead
the business and deliver the agreed strategy.
Leadership
The Board provides challenge, oversight and advice to ensure that
we are doing the right things in the right way. The Board must also be
attentive to the need to cultivate future leaders and ensure that robust
succession plans are in place.
Effectiveness
The Board requires the right balance of expertise, skills, experience and
perspectives to be effective. It also needs to have the right information,
at the right time, so that it can engage deeply on how the business is
operating, how the Executive team is performing and fully understand
the risks and major challenges the business is facing. The performance
of the Board, the Board Committees and the Directors is scrutinised
each year in the Board Effectiveness Review.
Risk management and control
Understanding and managing our risks and continuously improving
our controls are central to the delivery of our strategic aims.
The Board’s risk committees play an active role in ensuring that we
undertake well-measured, profitable risk-taking activity that supports
long-term sustainable growth.
Remuneration
Remuneration decisions are aligned with and support the achievement
of long-term value creation.
Engagement
Our wider societal responsibilities mean we are attentive to a broad
set of stakeholders. We undertake regular engagement to maintain
strong relationships.
You can read more about the work
of the Board and the Board’s
Committees in the Governance
section on pages 26 to 111