Barclays 2015 Annual Report Download - page 69

home.barclays/annualreport Barclays PLC Annual Report 2015 I 67
Improvements to the Board
appointment process
Director induction Effective handling of
legacy issues
Dealing more strategically
with global regulation
2014 findings
To continue to ensure that the
Board has sufficient visibility of
executive succession planning
and the talent pipeline.
2014 findings
To extend the new Director
induction programme to
involve senior executives below
Group Executive Committee
level and to continue to support
new Board Committee
Chairmen.
2014 findings
To continue to focus on the
existing priority of overseeing
the resolution of legacy issues.
2014 findings
To continue to focus the
Board’s time on strategy and
strategic options.
Actions taken in 2015
The non-executive Directors
attended a briefing on talent
management and succession
planning in April 2015.
The Board Nominations
Committee considered Group
Executive Committee
succession in October 2015. In
November 2015, the HR
Director attended the Board
meeting to provide an update
on talent and succession.
Actions taken in 2015
Directors have been offered the
opportunity of additional
meetings with senior
executives as part of their
induction programmes.
Actions taken in 2015
Work has continued in 2015 to
resolve historical legal and
conduct risks. Several
outstanding issues have been
resolved in 2015.
Actions taken in 2015
Additional time was allocated
to the discussion of business
strategy at Board meetings in
2015. In particular, the
Investment Bank and structural
reform were both covered in
depth.
The Group’s three strategic
priorities: focus on core;
accelerate earnings growth;
and high performance ethic,
were developed with the
Board’s collective input.
Representatives from the
Group’s UK and US regulators
attended Board and Board
Committee meetings during
the year.
2015 findings
To continue to assess the skills
and experience needed on the
Board and to ensure that Board
composition is balanced
between UK and international
members.
To enhance Board succession
planning, particularly in respect
of key roles.
2015 findings
To enhance the Board training
and induction programmes
with particular focus on the
training needs of Board
members from outside the
financial services sector.
2015 findings
No specific matters were raised
during the 2015 review.
2015 findings
To continue to provide
opportunities for Board
members to provide early input
to thinking on major issues and
decisions.
Actions to be taken in 2016
We will develop a revised Board
succession plan for discussion
by the Board Nominations
Committee, including planning
for succession to key roles,
considering the optimum size
of the Board and the balance of
UK and overseas Directors.
We will schedule additional
updates to the Board on talent
management and succession
planning.
Actions to be taken in 2016
We will schedule as part of
the Board’s training programme
for 2016 specific briefings for
non-executive Directors who do
not have a financial services
background.
Actions to be taken in 2016
No actions are proposed for
2016.
Actions to be taken in 2016
We will continue to allocate
sufficient time for Board
discussion of strategic priorities
and options.
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