Barclays 2015 Annual Report Download - page 68

66 I Barclays PLC Annual Report 2015 home.barclays/annualreport
Governance: Directors’ report
Review of Board and Board Committee effectiveness
Board priorities Exhibiting and upholding the
Company’s values
Leveraging Board experience
in support of executives
Greater awareness of Board
Committee work
2014 findings
To refine the Board’s priorities
for 2015.
2014 findings
To continue the embedding of
cultural change across and
deeper into the organisation
and provide effective oversight
of progress.
2014 findings
To continue to build effective
relationships between the
Board and business and
functional heads.
2014 findings
To continue to deepen the
Board’s focus on the key
priorities and main issues
facing each of the Board
Committees and to ensure that
the Board Committee structure
remains appropriate and fit for
purpose.
Actions taken in 2015
In 2015 the Board re-focused
its time on three key themes:
 focus on core
 accelerate earnings growth
 high performance ethic.
A set of execution priorities was
developed for each theme and
progress against these
priorities was reported to the
Board on a regular basis.
Actions taken in 2015
The Board Reputation
Committee received reports on
the progress of cultural change
in 2015.
Members of senior
management completed a
survey on cultural change, the
results of which were shared
with the Board Reputation
Committee.
The results of the employee
opinion survey and a values
survey were shared with the
Board.
Actions taken in 2015
John McFarlane has, and will
continue to, discuss his key
priorities as Chairman with
senior management.
Members of the Board
Nominations Committee are
mentoring high-potential senior
managers.
Actions taken in 2015
The Board Committee structure
was updated in 2015, following
review by the Board
Nominations Committee. The
revised structure was approved
by the Board and implemented
from July 2015.
In line with prior years, all
non-executive Directors may
attend Board Committee
meetings on request, with the
agreement of the Committee
Chairman. All non-executive
Directors were invited to attend
Board Risk Committee
workshops on risk appetite and
on structural reform.
2015 findings
To ensure that the Board
agenda is optimised, including
time for ‘blue-sky’ discussion of
major risks.
2015 findings
No specific matters were raised
during the 2015 review.
2015 findings
To continue to ensure that all
non-executive Directors have
the opportunity to contribute
to strategic debate.
2015 findings
To continue to raise awareness
across all Board members of
the significant issues
considered by Board
Committees and to continue to
refine the remit and scope of
the Board Reputation
Committee.
Actions to be taken in 2016
We will identify opportunities
for more free-ranging Board
discussions, including
discussion of risk.
A revised set of Board
objectives will be agreed in
order to track progress.
Actions to be taken in 2016
No actions are proposed for
2016.
Actions to be taken in 2016
We will continue to identify
ways in which the skills and
experience of individual
non-executive Directors may be
leveraged, including partnering
individual non-executive
Directors with members of the
Group Executive Committee.
Actions to be taken in 2016
We will provide opportunities
for Board Committee Chairmen
to provide more detailed
briefings to non-Committee
members on the work of their
Committee.
We will review the role and
scope of the Board Reputation
Committee with its new
Chairman.
What we did in 2015
Board Nominations Committee report