Barclays 2015 Annual Report Download - page 13

home.barclays/annualreport Barclays PLC Annual Report 2015 I 11
We measure
our progress and
performance both
in terms of our
stakeholders and
our business units
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How we are doing
Our Balanced Scorecard measures progress
and performance against our goal…
We have agreed eight key measures categorised into the 5Cs against which our stakeholders can hold us to account.
Metric Actual 2014 Actual 2015 Target 2018
Customer
and Client
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Personal and Corporate Banking (PCB), Barclaycard and Africa
Banking weighted average ranking of Relationship Net Promoter
Score® (NPS) vs. peer sets
4th 4th 1st
Client Franchise Rank: Weighted average ranking of wallet share or
customer satisfaction with priority clients in the Investment Bank
5th 5th Top 3
Colleague
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Sustained engagement of colleagues score 72% 75% 87-91%
% women in senior leadership 22% 23% 26%
Citizenship
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Citizenship Plan – initiatives on track or ahead 11 / 11 10/11 Plan targets
Conduct
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Conduct Reputation (YouGov survey) 5.3/10 5.4/10 6.5/10
Company
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Adjusted Return on Equity (RoE) 5.1% 4.9% N/Aa
Fully Loaded CRD IV CET1 ratio (Capital Requirements Directive IV
Common Equity Tier 1)
10.3% 11.4% N/Aa
Note
a Please refer to the new financial targets set out in the Chief Executive’s review on page 4.
Gender Barclays Board membership includes four women and ten men, and one woman and nine men on the Group Executive Committee. During 2015 we had a maximum of three
women on the Group Executive Committee. Under the Companies Act 2006, Barclays are also required to report on the gender breakdown of our employees and ‘senior managers’.
Of our global workforce of 129,400 (66,100 male, 63,300 female), 796 were senior managers (574 male, 222 female), which include Officers of the Group, certain direct reports of the
Chief Executive, heads of major business units, certain senior Managing Directors, and directors on the boards of undertakings of the Group, but exclude individuals who sit as
directors on the board of the Company.
In 2015 the Balanced Scorecard was used
throughout the organisation and formed part
of the framework by which our staff were
assessed, with individual performance
objectives aligned to the 5Cs.
This year has seen improvement across a number of our metrics,
especially our capital strengthening, as measured by the CET1 ratio, and
within Colleague. Further work is required in some areas, including RoE.
The Customer and Client Relationship metrics remained stable as a
strong performance in corporate banking, combined with improvements
in Barclays current accounts, was partially offset by the impact of
reshaping our wealth business. Our Client Franchise Rank remained
stable in challenging market conditions.
Under Colleague, we have seen an improvement in both the colleague
engagement and the gender-diversity in our leadership, with numerous
initiatives to promote equality and support our workforce proving successful.
In our Citizenship plan, 10 out of 11 metrics on target shows that we are
having a positive impact on the communities in which we operate, with
lending to households the only initiative to lose momentum primarily as
a result of market and trading conditions.
Conduct also showed a slight improvement on 2014 following a number of
actions being taken to improve customer outcomes, although we are
below where we would like to be.
Within Company there has been a significant strengthening in the CET1
ratio, however we have plenty of work to do to deliver an acceptable
return to shareholders, with RoE slightly down on 2014.
There is still plenty of work to do and we remain focused on improving
our balanced performance for colleagues, customers and clients, the
wider community and shareholders.
Risk review Financial review Financial statements Shareholder information