Barclays 2015 Annual Report Download - page 82

80 I Barclays PLC Annual Report 2015 home.barclays/annualreport
Governance
People
Your View
Barclays’ recognises the importance of listening to our colleagues and
maintaining open, two-way dialogues between the organisation and
colleagues. The views of our colleagues shape the decisions we make,
helping us create an environment that colleagues want to work in, which
we in turn believe will help drive high performance.
We deployed a global colleague survey, ‘Your View’ once again in 2015 to
seek the views of colleagues. This year’s survey was more focused,
based on the insights derived from the previous year’s survey, and asked
for our colleagues’ views on a range of topics, including our Values,
leadership and line management, the working environment, and
citizenship. The results showed a near-universal understanding among
colleagues of the Values and related behaviours (97% favourable) with
81% agreeing that role modelling the Values is central to creating the
right culture at Barclays.
Compared to 2014, colleagues feel an increased sense of job
accomplishment and enthusiasm, believe more strongly in Barclays’
goals, and are more likely to recommend Barclays as a place to work.
Sustainable Engagement is at 75%, a 3% increase compared to 2014.
This is a strong result, suggesting action taken during 2015 is having an
impact, notwithstanding the continued and sustained change we have
experienced. We have performed an in-depth review of the results of the
survey with all senior leaders, and will continue to focus our efforts on
improving employee engagement in 2016.
Barclays regularly updates employees regarding the financial and
economic factors affecting the company’s performance throughout the
year, using a variety of communications channels. These include CEO
and senior leader email communications, line manager briefing packs,
video interviews and talking points which are distributed to employees
every quarter to coincide with Barclays’ financial reporting calendar.
They are all designed to build awareness and understanding of Barclays’
results and the broader macroeconomic environment, and to drive
dialogue around what the figures mean and how employees should
respond. We also hold a variety of events for all employees, across each
business division and function throughout the year, which provide
employees the chance to hear directly from the CEO, ExCo member or
leader and to ask them questions. We have also recently introduced an
‘Ask the Experts’ communication which gives perspectives from across
the bank on what Barclays’ results mean and how they are received by
different stakeholders such as investors, politicians and the media.
Flagship campaigns are released to all employees each quarter, covering
topics such as wellbeing, recognition and dynamic working. Each
quarter, colleagues and managers receive interactive updates to raise
awareness of the tools being introduced to help them develop their
careers at Barclays and to provide them with the opportunity to
understand and engage in employee initiatives. Colleagues are also kept
informed through regular intranet and email updates about the progress
Barclays is making across activity such as our Diversity and Inclusion
agenda, Performance Management and annual Pay and Reward
processes.
Employees are invited to share their opinion on what it is like to work at
Barclays through regular interactive events with senior leaders. These
events provide employees with the opportunity to discuss their
perspective on a range of areas to help senior management understand
what is working well and where we need to improve. Any changes that
are implemented as a result of colleague feedback are communicated
through leadership briefings and engagement initiatives at an individual
business/function level.
Colleagues are also encouraged to be involved with the company’s
performance by participating in Barclays all-employee shareplans, which
have been running successfully for over 10 years. Further details of our
approach to remuneration are included in the Remuneration Report
pages 86 and 87.
Diversity and Inclusion
Barclays’ global Diversity and Inclusion (D&I) strategy sets out
objectives, and frames our plans for each of five core pillars: Gender,
LGBT, Disability, Multicultural and Multigenerational. Central to each
pillar is building an inclusive culture, which is why we continue to build
leadership competency about Unconscious Bias and have had more
than 10,000 participants undertake the training. Following our 2014
programme to engage senior leaders, our ‘Everyday Ism’s’ programme
has this year opened up dialogue with colleagues more widely focusing
on stereotypes, assumptions and bias.
An important aspect of our D&I agenda is ensuring people from all
backgrounds have equal opportunity to join, and progress through, our
organisation. In support of this, we have established candidate shortlist
diversity goals for senior positions to provide focus during talent
decisions, and ensure hiring panels are diverse to broaden assessment
perspectives.
This ethos begins with our most senior roles. Having achieved the target
we set ourselves in 2012 to increase Board level diversity to 25%, we
have now challenged ourselves to achieve a minimum of 33% by 2020.
To strengthen the pipeline, we have consecutively achieved our year on
year goals towards representation of women in senior roles to 26% by
2018. We have more to do, but are pleased when progress towards
greater inclusion is recognised. During 2015, respected organisations
such as Stonewall in the UK, Working Mother in the US and Community
Business in Asia have praised our programmes and achievements, citing
our D&I work as innovative and robust.
Gender
Sustaining progress towards our Balanced Scorecard and Board Diversity
goals remains a core focus. Our Board membership has increased to four
women, with one woman on Group Executive Committee. Our female
senior leadership population stood at 23% at the end of 2015
representing a consecutive 1% increase year-on-year since 2011.
Women are also leading countries where we operate, for example in
Ireland, Brazil, Singapore, Botswana and Gibraltar.
At all levels, our gender pipeline is strengthening thanks to extensive
programmes which focus on building capability and fostering gender
intelligence. Our internal HeForShe campaign, in partnership with the
United Nations, asks colleagues to pledge a specific commitment that
will contribute to gender parity. Since launching HeForShe, 60% of new
Women’s Initiative Network members have been male, and men have
also taken active roles as mentors and sponsors.
Also new this year is our Returnship programme which is enabling senior
women who needed to pause their career, the opportunity to refresh
their skills and confidence in preparation for a return to leadership roles.
For the eighth year running, we were pleased to be included in The
Times Top 50 Workplaces for Women in the UK, and for the third
successive year to be named in ‘Working Mother’ 100 Best Companies in
the US.
51
51
38
38
25
24
14
14
31
20
% female staff – all grades
% female
Vice Presidents and
Assistant Vice Presidents
% female Directors
% female Managing
Directors
% female Board members
Female representation
2015 (H2
)
2014 (H2
)
Abo
ve shows the positive change in female representation within Barclays from 2014 (H2)
to
2015 (H2)