Building the ‘Go-To’ bank

Citizenship Report 2013 About this report

CitizenshipC Report 2013 AnnualA Report 2013 BarclaysB Citizenship Report BarclaysB Annual Report providesp a comprehensive includesi the Strategic viewv of performance against report,r the Governance ouro 2015 Citizenship Plan. report,r Risk review and thet Financial report – WeW also release supporting Building the ‘Go-To’ bank Building the ‘Go-To’ bank includingi our audited information,i including our fi nancial statements. reportingr protocol, full independanti assurance statements and GRI index.

Citizenship Report Annual Report 2013 2013

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Basis of preparation business strategy, capital, leverage and other regulatory ratios, payment of The Citizenship Report (the Report) gives a comprehensive account of dividends (including dividend pay-out ratios), projected levels of growth in Barclays’ performance in 2013 across a range of social, ethical and thebanking and fi nancial markets, projected costs, original and revised environmental areas. It outlines progress on the priorities and targets commitments and targets in connection with the Transform Programme, identifi ed in our 2015 Citizenship Plan, and how we are addressing issues deleveraging actions, estimates of capital expenditures and plans and identifi ed as important to both our business and stakeholders. objectives for future operations and other statements that are not historical fact. By their nature, forward-looking statements involve risk and uncertainty The Report comprises a strategic report which includes an overview of key because they relate to future events and circumstances. These may be activity and the challenges we faced and detailed information providing affected by changes in legislation, the development of standards and in-depth discussion and data. The term ‘Barclays’ or the ‘Group’ means interpretations under International Financial Reporting Standards (IFRS), Barclays PLC together with its subsidiaries. ‘Barclays’ and ‘Group’ are terms evolving practices with regard to the interpretation and application of which are used to refer to either of the preceding groups when the subject accounting and regulatory standards,the outcome of current and future legal matter is identical. proceedings and regulatory investigations, future levels of conduct provisions, We disclose non-fi nancial information on a voluntary basis. We adhere to the policies and actions of governmental and regulatory authorities, the AA1000 AccountAbility Principles Standard (2008) (‘AA1000APS’) geopolitical risks and the impact of competition. In addition, factors including principles of inclusivity, materiality and responsiveness ™. We have set out (but not limited to) the following may have an effect: capital, leverage and in more detail how we adhere to the AA1000APS principles in our Citizenship other regulatory rules (including with regard to the future structure of the Reporting Protocol. The Citizenship Reporting Protocol also provides Group) applicable to past, current and future periods; UK, United States, important information about our reporting boundaries and defi nitions for Africa, Eurozone and global macroeconomic and business conditions; the the Citizenship data included in this Report. effects of continued volatility in credit markets; market related risks such as changes in interest rates and foreign exchange rates; effects of changes We engaged KPMG LLP to undertake a limited assurance engagement over in valuation of credit market exposures; changes in valuation of issued the selected Citizenship performance data that has been marked in this securities; volatility in capital markets; changes in credit ratings of the Report with the symbol r or p and the description of Barclays’ adherence to Group; the potential for one or more countries exiting the Eurozone;the the AA1000APS principles marked with the symbol ™. For more information, implementation of the Transform Programme; and the success of future please see page 49. acquisitions, disposals and other strategic transactions. A number of these We report against the Global Reporting Initiative (‘GRI’) G3 Indicator infl uences and factors are beyond the Group’s control. As a result, the Group’s protocols and Financial Sector Supplement. We have self-declared our actual future results, dividend payments, and capital and leverage ratios reporting, considering our Citizenship Report, our Annual Report and may differ materially from the plans,goals, and expectations set forth in Accounts and supplementary online information, to be Application Level B. the Group’s forward-looking statements. Additional risks and factors are See the Global Reporting Initiative Index online for more information. identifi ed in our fi lings with the SEC including our Annual Report on Form 20-F for the fi scal year ended 31 December 2012, and in the Form 6-K (Film Forward-looking statements No. 131097818) dated 16 September 2013, both of which are available on the This document contains certain forward-looking statements within the SEC’s website at http://www.sec.gov. Any forward-looking statements made meaning of Section 21E of the US Securities Exchange Act of 1934, as herein speak only as of the date they are made and it should not be assumed amended, and Section 27A of the US Securities Act of 1933, as amended, that they have been revised or updated in the light of new information or with respect to certain of the Group’s plans and its current goals and future events. Except as required by the Prudential Regulation Authority, expectations relating to its future fi nancial condition andperformance. the Financial Conduct Authority, the London Stock Exchange plc (LSE) or Barclays cautions readers that no forward-looking statement is a guarantee applicable law, Barclays expressly disclaims any obligation or undertaking to of future performance and that actual results could differ materially from release publicly any updates or revisions to any forward-looking statements those contained in the forward-looking statements. These forward-looking contained herein to refl ect any change in Barclays’ expectations with regard statements can be identifi ed by the fact that they do not relate only to thereto or any change in events, conditions or circumstances on which any historical or current facts. Forward-looking statements sometimes use such statement is based. The reader should, however, consult any additional words such as “may”, “will”, “seek”, “continue”, “aim”, “anticipate”, “target”, disclosures that Barclays has made or may make in documents it has “projected”, “expect”, “estimate”, “intend”, “plan”, “goal”, “believe”, “achieve” published or may publish via the Regulatory News Service of the LSE or other words of similar meaning. Examples of forward-looking statements and/or has fi led or may fi le with the SEC. include, among others, statements regarding the Group’s future fi nancial position, income growth, assets, impairment charges and provisions, Strategic overview Progress update Supplementary information 2 4 10 16 32 42 Barclays PLC Citizenship Report 2013 | 1 2013 Report Citizenship PLC Barclays Chief Executive’s introduction introduction Executive’s Chief 5 Q&A’s 8 Strategy Supplementary information 48 Benchmarks 49 Assurance Strategic overview overview Strategic About Barclays update Progress Balanced Scorecard Citizenship Balanced Scorecard: do business we The way growth to Contributing 14 Supporting our communities

See page 42 See page 32 See page 16 See page 4 Help fi ve million disadvantaged million disadvantaged ve Help fi the skills people develop young l their potential. fulfi need to they Supporting our communities Contributing to to Contributing growth and service product Deliver people help more solutions to in progress and society a sustainable way. Ensure our decisions take our decisions take Ensure needs stakeholder of account in the short and long term. The way we do we The way business

Chief Executive’s Executive’s Chief introduction Inside this report this Inside About Barclays

50 We operate in over 50 countries

48 million We move, lend, invest and protect money for 48 million customers and clients

Barclays is a major global fi nancial services provider engaged in personal banking, credit cards, corporate and investment banking, and wealth and investment management. We have 139,600 an extensive international presence in We employ almost 140,000 people worldwide Europe, the Americas, Africa and Asia. Barclays’ purpose is to help people achieve their ambitions – in the right way. With over 300 years of history and expertise in banking, we operate 300 in over 50 countries and employ We have over 300 years of history and expertise in banking approximately 140,000 people. We move, lend, invest and protect money for customers and clients worldwide. Our Retail and Business Banking businesses are organised regionally, delivering products and services to £28,155m individuals and small businesses. Total income net of insurance claims in 2013 Barclaycard and our Investment Bank, Corporate Banking, and Wealth and Investment Management businesses operate internationally.

2 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information nancing duciary services duciary Barclays PLC Citizenship Report 2013 | 3 2013 Report Citizenship PLC Barclays funding growth size businesses managing cash, or Small and medium help starting a business, Corporates management Visit: www.barclays.com/annualreport hedging and risk access to finance investment advice, investment and global markets, markets, and global Investment Bank Investment clients, corporate serving large bank investment A global and institutional governments nancial institutions, fi fi capital-raising, nancial advisory, with fi investors services and risk management Banking Corporate cash management, integrated of A leading provider corporate large solutions to nancing and risk management fi and and South Africa, and multinationals in the UK clients nancial institutions globally fi Management and Investment Wealth providing manager and advisor, wealth A leading global and with international clients and intermediary private fi management, investment banking, private and brokerage Individuals borrow money borrow a safe place to save, place to save, a safe make payments and payments make solutions and banks management access to global markets and risk markets Financial institutions Financial Sovereigns and institutions advisory services capital raising, risk and capital raising, UK Retail and Business Banking (UK RBB) and Business UK Retail banking retail providing bank A leading UK high street individuals and business to insurance services and general (SMEs) small and medium enterprises services to banking RBB) and Business Banking (Europe Retail Europe Italy, in Spain, customers Barclays for A local presence to services banking retail providing and France, Portugal services individuals and business banking uent mass-affl SMEs to and Business Banking (Africa RBB) Africa Retail serving and business bank retail A leading pan-African of with a range countries in 12 and clients customers solutions and bancassurance banking Barclaycard business, offering payments A leading international of individuals, and a range and lending to payments issuing and payment business services including card services acceptance Barclays’ banking and fi nancial service businesses work together to provide provide to together work businesses service nancial fi and banking Barclays’ our chosen markets across the best offerings with and clients customers Introductions

A successful, vibrant fi nance and banking sector is an People rightly expect businesses to demonstrate essential enabler of social and economic progress, leadership by serving as a catalyst for helping societies growth and development. to prosper. Barclays is committed to meeting that responsibility. Ensuring that we consider the needs of all our stakeholders and take decisions which, in the long term, are positive for The impact that Barclays can have on societies across our customers, clients, shareholders, colleagues and the the world should not be underestimated; and the decisions communities in which we operate is essential to enabling us we make as a business have the ability to deliver positive to fulfi l that role. Above all, we must conduct our business benefi ts far beyond the places in which we operate. in a way that is sustainable, facilitating greater and more Over the past year, we have put the foundations in place inclusive prosperity for current and future generations. to embed citizenship into the fabric of our business and One year on from launching our Purpose and Values, we this Report provides a comprehensive view of our progress have taken a number of signifi cant steps to integrate these and the challenges we have faced. We have launched concerns more fully into the way in which we make decisions our new Purpose and Values, our new global code of and do business. Indeed, it was a pleasure throughout conduct, the Barclays Way, and our Balanced Scorecard. 2013 to see fi rst-hand the commitment of colleagues to The Scorecard, alongside our Purpose and Values are embedding our strategy and the progress that we are making now integral to how we measure and reward individual on the journey towards becoming a sustainable ‘Go-To’ bank. and business performance and will align the organisation behind our long-term goals. Our Balanced Scorecard demonstrates clearly that success will no longer be measured just by what we do, but also by We are on track to deliver against many of our targets on how we do it. The Barclays Way – our new global code of our Citizenship Plan. As part of this, I am particularly proud conduct – will be our compass on this journey. We have also of the work colleagues have done to identify and expand strengthened our 2015 Citizenship Plan, including enhancing partnerships with clients, government and non-profi ts the way in which we understand, review and factor emerging to scale positive social impact on issues such as youth societal concerns into our decision making. We remain focused employability and entrepreneurship. on strengthening our Reputation Risk and Conduct Risk Throughout 2013, we continued to engage with our frameworks, at Board level, to ensure we identify and manage stakeholders across the world to better understand their them to consistently high standards throughout our business. concerns, explore how we can work together and receive Having secured the foundations on which to build, we move feedback on how we can do more. Society continues into 2014 with our core values – respect, integrity, service, to face profound social, economic and environmental excellence and stewardship – driving everything we do to challenges. So, we must build on the feedback from our achieve our ambition of becoming the ‘Go-To’ bank. I am stakeholders, maintain momentum, think more boldly proud of the work that colleagues across Barclays are doing and work with others to truly make a transformative every day for societies and communities around the world. contribution to society far beyond 2015. But there is much more to do and we will continue to work Ensuring Citizenship is at the heart of everything we hard to engage more meaningfully both with society and do is essential if we are to help people achieve their with our peers to ensure that we are in the best possible ambitions in the right way and become the ‘Go-To’ position to deliver long-term, sustainable value for our bank for all of our stakeholders. shareholders, our clients and customers, our colleagues and society at large.

Sir David Walker, Chairman Antony Jenkins, Chief Executive

4 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information Barclays PLC Citizenship Report 2013 | 5 2013 Report Citizenship PLC Barclays ts. , produced by power stations burning coal. coal. burning stations power by , produced 2 Now historically, businesses would say their job was to to their job was say businesses would historically, Now and or their shareholders their owners ts for profi make our ts for profi don’t make because if we important that’s capital any don’t have then we and shareholders, owners our serve to also have in the business. We invest to the that sure make to have We and clients. customers and engaged motivated feel Barclays at people who work their careers. can grow they that the organisation, by be a force be seen to to have we But most importantly, good in society. for cynicism because of a degree there’s I recognise Now, But it’s traditionally. as that been seen not have banks be more the industry begins to that important very and society to lling its responsibilities in fulfi proactive trust. rebuilding And that’s a problem that society has known about for about for has known society that a problem And that’s 20 or 30 years. which is particularly a problem is problem And the third unemployment. is youth and that you, all of to relevant the United Africa, Spain, – to the world around As I travel very are – there country Italy and this Portugal, States, unemployment. youth of levels high and unprecedented nature the case because the the case? It’s is that And why has changed fundamentally. work of is the same common in all have these problems And what all are they that is characteristic and that characteristic, the to problems important complex, long-term, very a time when our institutions at all live we where societies accuse People the short-term. to increasingly geared are the look at They focused. being short-term business of Barclays that involved, were the banks nancial crisis that fi the result was that that correctly in, and say involved was on profi focus short-term of long-term these very some of address do we So how to have thinking? We long-term with more problems have But we do. we Of course in the short term. deliver comes me, that And for perspective. a long-term have to mine jobs like and people who have leadership, to down in organisations lead their to a big responsibility have and the the long-term both recognises that a way short-term.” nations structure their economies. Lots of carbon of Lots their economies. structure nations CO dioxide, in December 2013. Antony spoke to over 100 students at at students 100 over to spoke Antony in December 2013. House Sixth Brooke at Schools talk hosted for a Speakers themes, of on a range London College in Hackney, Form session. and answer a question by followed permission College has provided Form House Sixth Brooke and in this Report be included to transcript the edited for on our website. published in full online

where do you want to lead it? want do you where heart of the societies where they do business. In some they where the societies heart of businesses because other to different they’re ways, the economy. to so important they’re you system, banking and active a vibrant don’t have If you and without a growing economy, a growing can’t have society. and growing a vibrant can’t have you economy, do is run I’m trying to what And I think the essence of the people that all of for delivers that in a way Barclays serve. to have we We have had a number of discussions with stakeholders with stakeholders discussions had a number of have We themes, including our Purpose of on a range 2013 over services industry and nancial on the fi views and Values, and tax. remuneration c issues such as conduct, specifi and on these topics summarise our position to In order leadership and of on the importance outline our thoughts below material the extracted have thinking, we long-term Jenkins, Antony Executive, Chief Barclays a talk by from “Now, the world that you are entering is a world with is a world entering are you that the world “Now, are you of most I know challenges and problems. of a lot them. of me just talk about a few so let business students, The and shape. size – population One is demographics By 2050, there grow. to is continuing population world’s about are There people on the planet. billion will be 10 Because the matter? does that Why billion today. seven those resources the more people on the planet, more thing, which is an obvious just food, Not people consume. consume, calorie you every for that know but did you So we food? that grow to water of about a pint it takes need a lot going to we’re food, more don’t just need a lot parts in many resource a scarce and water’s water, more quickly, very is growing population where the world of India and China. in places like particularly the is that population about aspect But the other is the population age of is ageing. The average population in 100 the age of people over The number of increasing. are quadruple. So there is going to years few the next the resources provide to people working be fewer going to – ageing. Demographics who are help the people to one problem. is no doubt change. There is climate problem The second that warms, As the climate is warming. the climate that in people who live challenges for of and lots poses lots or will hot too it’s Africa where sub-Saharan places like rises. That level The water food. grow to hot too become more create switches Temperature problems. creates is a agree, most people would And that, weather. violent and developing developed that the way of consequence Extract from Antony’s opening remarks Antony’s from Extract A If you think about what banks do, banks sit right at the at sit right banks do, banks think about what If you A Q As you’ve been in charge of Barclays just recently, just recently, of Barclays been in charge As you’ve Q

Q&A Group Chief Executive’s review Executive’s Chief Group Group Chief Executive’s review Q&A

Now, this sounds vague and generic, so we’ll be publishing eight commitments for the business. There will Q What are you trying to implement to stop any further be two targets for our shareholders, two targets for our [issues] such as bankers pushing interest contracts in colleagues, two targets for society, and two targets for a way that it perpetuates them not thinking about how our customers and clients. We will publish those targets the contract is laid out, but in terms of just pushing and people will be able to hold us accountable for for profi t? delivering them. A So that goes back to the values we’ve set and holding It’s about, in essence, doing business in the right way. Is it people accountable for doing their work in line with the right thing to do? Most people know what the right those values. thing to do is intuitively, but because we have 140,000 Every year, we assess people and determine how they’ve people in Barclays, we’ve had to be a bit more specifi c performed in the year, and traditionally, that would be about that. So we’ve defi ned fi ve values for Barclays and about what you’ve achieved. But now it’s as much about they’re how I expect people to behave in the organisation. how you’ve achieved it. In other words, you have to be Those values are respect, integrity, service, excellence, living the values. You have to be doing business in the and stewardship. You might say the fi rst four are pretty right way. You have to be helping your customers, not just obvious. Of course we want people to treat each other selling them a product they don’t need so you can make with respect. We want to act with integrity. We want to money quickly. The combination of what you do and how have high levels of service. We strive for excellence. All of you do it determines your overall performance rating: those things may appear to be logical and rational. But whether you get promoted, how much you get paid, the fi fth value is the most important and that’s the value and so on. It’s very important because you’re right to say, of stewardship. What that really means is that when you ‘Well, what’s really going to change?’ It’s very important work in an organisation like Barclays, which is 320 years that we change the way we run Barclays because if we old, you have an obligation when you leave Barclays to just run it the way we ran it before, we’re not going to leave it in a better condition than when you came. get a different result. That’s what I’m very committed to > See more on the Balanced Scorecard on page 10 doing – to changing Barclays in a way that meets the needs of all of our stakeholders in both the short and the long-term. Q You spoke about shareholders that you had to ask for more money, possibly £6 billion, but I read somewhere that employees get a bonus [of] about £1.6 billion Q You spoke about achieving this balance between every year. So why don’t you just cancel the bonus the short run and the long run, but have you ever instead of asking for more money from shareholders? found yourself in a situation where you had to make a decision which benefi ts your organisation in the A That’s a good question. Basically if you want to be in long run, however, has negative implications in the certain types of business, you have to accept the pay short run? structures in those industries. A I face these dilemmas every day, actually – perhaps the If I’m in investment banking, I have to be prepared most visible one is the question of the rights issue which to accept the compensation that goes along with we conducted in the summer. What happens with the investment banking and that is in the interest of our rights issue is that you ask your existing shareholders for shareholders. However, it is very important when it more money. That tends to be quite a diffi cult thing to ask comes to pay that, fi rstly, you pay for performance. In shareholders for in the short-term, but it was the right other words, you only pay the good people. And that you thing to do to position the bank strongly going forward pay competitively. In other words, you don’t pay more for the medium and long-term. This is why we asked our than you have to because of the market in which you shareholders for close to £6 billion of extra money to put operate. So it’s always controversial, the amount of into the bank. money that’s paid to certain sectors in banking, not all. Many people who work in Barclays, the vast majority, That is an example of balancing those short and long- make about the sort of average salary that most people term types of decisions. And it’s not easy. It’s hard enough in this country make. to run any institution just for short-term success, let alone trying to succeed in the short and the long-term. But it’s > See our Annual Report for more information the responsibility of leadership to take both perspectives and to achieve balance between them. > See our Annual Report for more information

6 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information Barclays PLC Citizenship Report 2013 | 7 2013 Report Citizenship PLC Barclays have in your bank? your in have win back. In my view, it will take several years, probably probably years, several it will take view, In my win back. I can only trust in Barclays. rebuild to 10, to ve fi between do we in what but I’m hoping Barclays, for be responsible banking. trust in rebuild can also begin to we Barclays at I can sit here say. you what not do, you is about what That we’re way, in a different running Barclays we’re you and tell sell to branches in the our colleagues incentivising not all you who don’t need them. I can tell people to products the change, perceive to begin people really but until that of a there’s why That’s rebuild. start to then the trust won’t do to the organisation get to have rstly we lag because fi happening, but then people and that’s business differently, doing business differently, we’re that perceive to have trust it, and then ultimately for credit us give they before back. will come Q How do you plan to improve the trust that customers customers trust that the plan to improve do you How Q thing to hard lose and a very thing to easy is a very Trust A and you’ve changed, shaken up things a little bit, and up things a little changed, shaken and you’ve and I on Barclays, research done background I’ve something about was in the past, there out that found doing with guys you are on. So what going tax evasion now? money that serve customers, but then why aren’t they honest with they aren’t but then why customers, serve open bank they example, when, for the customers been I’ve something that from accounts? I’m speaking I account, I said that When I opened a bank through. but then they to arrange [an] overdraft, didn’t want with that? deal do you So how overdraft. me an gave Tax avoidance is not illegal but may well be outside the well illegal but may is not avoidance Tax historically, And do. to you expects society what spirit of tax avoidance in [aggressive] active quite was Barclays doing. stopped have we that is something and that I closed the part the things I did early on was One of in that. involved was the business that of 27 Principles on page on our Tax > See more at all. They want to do the right thing. It’s sometimes that that sometimes thing. It’s do the right to want all. They at person may That thing differently. the right perceive they providing a favour doing you were they that thought have may you some point because at with an overdraft you need an overdraft. then you an overdraft, don’t want But the issue is, if you the very one, and that’s take to shouldn’t be encouraged people thousands of of tens in getting balance delicate thing. do the right to day every in branches who work up to It’s thing. do the right to want I emphasise they guide them and help them to the bank the leadership of of thing is. And the process right that what identify to time. does take changing the bank different of lots from that know is changing. We Barclays But we day. every it right still don’t get We sources. data it right. getting to committed absolutely are A Firstly, tax evasion is one thing and that is illegal. is one thing and that tax evasion Firstly, A Q I understand that you’ve stepped into Barclays now now stepped into Barclays you’ve that I understand Q A Most people in big organisations are not badly intended intended badly not are Most people in big organisations A Q You say that your staff come in every day and want to to and want day come in every staff your that say You Q Strategy

Our business As a global bank with a diverse and integrated range of Building the ‘Go-To’ bank products for individuals, businesses, institutions and We believe there is a real opportunity to build a governments, Barclays can make a positive contribution customer and client focused, socially useful bank that to global economic growth and development. generates sustainable returns to shareholders and wider Our joined-up business model enables us to stay relevant stakeholders over the long term. This is a unique chance to our customers’ needs and help them to achieve their to build what we have described as the ‘Go-To’ bank. ambitions in the right way: be it raising fi nance for a major Transforming Barclays and the way we do business – corporate acquisition to helping someone buy their fi rst becoming the ‘Go-To’ bank – will be a long, challenging home. Our international scale and global expertise also but also exciting journey. The outcome will be worth enables us to transfer innovation across regions and scale the effort. solutions to help address social challenges; for example, using our global fi nancing expertise to raise capital for the Barclays Strategic Review, commenced in Q4 2012, is South African renewable energy programme or developing part of a long-term programme to transform the culture mobile banking technology to help increase access to and performance of Barclays over the next three to fi ve fi nancial services. years. The Transform programme is the way in which we will deliver our strategy. At the heart of our strategy is the strong belief that there can be no confl ict between good results and good values The Turnaround phase of Transform is largely complete, if we are to build a successful, sustainable business over with the implementation of our strategic review leading the long-term. Along with the fi nancial services industry us to exit certain lines of business and redefi ne our as a whole, we have faced unprecedented challenges Purpose, Values and Behaviours. and continue to do so. The landscape for banks has We are making good progress but also acknowledge fundamentally changed and will continue to evolve in there is still much work to be done. Achieving our goal of the coming years. We believe these changes represent becoming the ‘Go-To’ bank will require us to accelerate, a structural shift and also create massive opportunity. collaborate and be resolute in our objectives. For more We have embraced change as a business, with 2013 detail on our strategy and 2013 performance, refer to the marking the launch of our Goal, Purpose and Values Annual Report. and the Transform programme.

Values and Balanced Goal Purpose Behaviours Scorecard

Becoming the ‘Go-To’ bank Helping people achieve their • Respect • Customer and Client ambitions – in the right way • Integrity • Colleague • Service • Citizenship • Excellence • Conduct • Stewardship • Company

8 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information 2017 Barclays PLC Citizenship Report 2013 | 9 2013 Report Citizenship PLC Barclays 2016 The Transform programme is the way in which we will deliver will deliver in which we is the way programme The Transform phase complete, With the initial ‘Turnaround’ our strategy. Acceptable Numbers’ and to to ‘Return look forward now we Momentum’. ‘Sustain Forward stakeholders. To sustain momentum we have integrated our integrated have we sustain momentum To stakeholders. our Transform into transformation necessary behavioural the Salz Review to on our response details Full programme. in the Annual Report. can be found against repeating defence rst line of is the fi culture A strong Values Barclays’ around unite To past. the of the mistakes govern to Way’ ‘The Barclays published we and Behaviours, Colleagues globally. our business across working of our way and, in and Values embedding our Purpose to essential are and Behaviours Values attended our colleagues all of 2013, sessions. engagement a critical enabler of is and incentivisation Reward will performance colleague 2014, of change. As behavioural an employee only on ‘what’ not and rewarded be measured As their objectives. achieve they ‘how’ but also delivers Values Purpose, Barclays’ will align with such, remuneration Balanced Scorecard. as the Group as well and Behaviours in 2014 of efforts Focus made in build on the progress to continue will we In 2014, landscape regulatory the evolving alert to will stay We 2013. and public disclosures our regulatory improve and aim to greater and maintaining with our regulators engaging by transparency. overall business environment and emerging regulatory The new and review rigorous continued call for will inevitably businesses of the of structure the mix and of adaption sustainable returns. generate we ensure to the bank does regulation that ensure to care take need to we However, returns generates that sector banking A healthy far. go too not growth. economic to equity is essential of the cost above important It is therefore banks. need vibrant economies Vibrant supervision does on conduct focus the regulator that ensure to services and the of in the withdrawal result inadvertently not customers. our choice for of restriction is year and the coming 2013 over focus key Another and stakeholders clients customers, the trust that rebuilding increase pledged to have We in our organisation. have way, our business in the right and conduct transparency out in our Values. as set 2015 2014 Stabilise the organisation, provide context for the change to come, maintain short-term momentum Improve business returns, define and execute the plan to deliver RoE above CoE Become the ‘Go-To’ bank for our stakeholders – customers and clients, colleagues, investors, and wider society 2013 Transform: delivering our strategy Transform: 0-3 years Return Acceptable Numbers 0-5 years Sustain FORward Momentum 0-9 months 0-9 Turnaround The quality and commitment of the people at Barclays, combined with The quality and commitment of the people at Barclays, start our transformation means we our underlying financial strength, commenced in Review, Strategic a good position. The Barclays from the culture to transform of a long-term programme is a part Q4 2012, years. to five the next three over of Barclays and performance Where we are now Barclays’ sustainable success will be assured by by sustainable success will be assured Barclays’ all our stakeholders. bank for becoming the ‘Go-To’ priorities and put them their needs and understand If we will be able to we the heart of our decision-making, at and predictable more is lower-risk, build a bank which higher-performing. response The strategic deliver to programme the Transform launched we In 2013, Transform Review. Strategic the of the recommendations the ‘Go-To’ become will help Barclays is the plan that Return Turnaround, goals: overarching has three It bank. Momentum. Numbers, Sustain FORward Acceptable the business Turnaround stabilising the business task of the immediate was Turnaround we 2012, half of In the second momentum. and maintaining Barclays unite to Purpose and Values Goal, our new delivered will do business. we – how direction sense of with a shared whose core team Executive put in place a new have We have colleagues Our 139,600 on delivery. is focused focus values. in Barclays’ and training in workshops all participated Numbers Acceptable Return the longer-term towards turned our attention we In 2013, Acceptable our Return For Barclays. of transformation the de-risking and deleveraging are Numbers phase, we the long term. sustainable for it more make business to business, to lines of core consolidate to committed We our improve to 2015, by savings cost of £1.7bn generate and funding and liquidity, (RWAs), Assets Risk Weighted 10.5%. of Tier One capital ratio a Core reach to Momentum Sustain Forward adapt to on continuing depends ‘Go-To’ to Our journey return do not we and ensuring that the future for Barclays our plans. execute bias as we a short-term to us to also prompted Salz Review The Board-commissioned being open and to committed are We our conduct. review Barclays’ all of the trust of regaining and to transparent Transform: delivering our strategy our strategy delivering Transform: Balanced Scorecard

The Balanced Scorecard sets out eight ‘The Balanced Scorecard specifi c commitments across our is the fi nal crucial piece of 5Cs (Customer & Client, Colleague, our plan – alongside our Citizenship, Conduct and Company) Purpose and Values – to and defi nes what we need to achieve embed the right culture in over the next fi ve years to be well on the way to becoming the ‘Go-To’ bank. our business and become We are committed to monitoring and reporting on our the ‘Go-To’ bank’. progress annually so that stakeholders can hold us to account. The Balanced Scorecard is supported by strategic initiatives that will drive progress across the 5Cs. The Balanced Scorecard gives clear strategic context for our colleagues around what becoming the ‘Go-To’ bank will look like and lays out Barclays’ priorities. The Barclays Balanced Scorecard is cascaded into business unit and function scorecards. Together, these provide line of sight to employees to our organisational goal. They also provide a framework and starting point for all employees when setting their individual performance objectives across the 5Cs.

For more detailed information on the Balanced Scorecard, please see barclays.com/balancedscorecard Our Balanced Scorecard

Becoming the ‘Go-To’ bank for all our stakeholders

Balanced Scorecard: overview Cus ny tom pa e m r & o C C l ie n t Outcome Statements

Helping people We balance our stakeholders’ needs

achieve their ambitions

C across the short and long term.

t

o

c

l

l u

– in the right way e

d

a

n g

o u

C e Our activities drive mutually reinforcing outcomes across stakeholders.

Citizenship

Outcome Statements

Customer & Client Q We are ‘Go-To’ for our customers and clients

Colleague Q Our colleagues are fully engaged Q We create a diverse and inclusive environment where colleagues can fulfill their potential

Citizenship Q We positively impact the communities in which we operate

Conduct Q Our products and services are designed and distributed to meet clients’ needs Q We act with integrity in everything we do

Company Q We create sustainable returns above the cost of equity Q We understand and effectively manage our risks, and continuously improve control

10 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information Target 2018 Target 87-91% Plan Targets 6.5/10 > Cost of equity 26% Barclays PLC Citizenship Report 2013 | 11 2013 Report Citizenship PLC Barclays Actual 2013 74% 10/11 5.2/10 4.5% 21% 4th4th 1st 3 Top “The Barclays Guide”, which covers how we how which covers Guide”, “The Barclays our customers’ and clients’ experience and to be responsive to their our customers’ and clients’ experience and to be responsive vs. peer sets ough the launch of ®a b We are exercising sound judgements to avoid detriment to customers, clients and counterparties or to clients and counterparties detriment to customers, sound judgements to avoid exercising are We integrity market and Exit Transition, Reposition, and grow, Invest quadrants: strategic the across the initiatives delivering are We and capital our leverage and delivering managing costs (rightsizing, industrializing, innovating) are We commitments thr our controls improving are We and includes a new risk management framework ourselves manage and govern organise, We have launched our Purpose and Values, and we are embedding them into all our HR processes HR processes embedding them into all our are and we launched our Purpose and Values, have We management and performance promotion including: recruitment, Global and Barclays Leadership Academy the Barclays leaders through and training developing are We Curriculum talent pipeline visibly diverse in a more plan resulting and inclusion diversity driving a consistent global are We considerations societal and environmental broader do business reflects we ensuring the way are We and supporting businesses and ensuring our products financing, through contributing to growth are We services support sustainable progress people to develop million young helping five by operate we supporting the communities where are We and financial skills enterprise, employability and management on conduct risk reporting framework and transparent a rigorous following are We and manage conduct risk assess identify, using material conduct risk assessments to effectively are We We are using technology to improve are We and Barclays.Net Mobile Banking, BARX, PayTag Barclays changing needs, such as through – as simple and instant as possible and client interactions making our most important customer are We to they want and how when, where in their hands to transact power putting to match customer needs with offer what we and services and improving simplifying our products are We the right service model Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Return on Equity (Adjusted) on Equity Return Metric ranking average and W&IM: Weighted RBB, Barclaycard Score Net Promoter of Relationship colleagues score Sustained engagement of in senior leadership % women or ahead on track CItizenship Plan – initiatives survey) (YouGov Conduct Reputation CRDFully Loaded IV CET1 ratio 9.3% >10.5% CIB Client Franchise Rank: Weighted average ranking of of ranking average CIB Rank: Weighted Client Franchise with priority clients or customer satisfaction share wallet Conduct Company Citizenship Customer & Client Colleague Conduct Company Colleague Citizenship Customer & Client see the ‘Metrics and targets’ page see the ‘Metrics and targets’ For further information on Balanced Scorecard Methodology and Data Sources please visit barclays.com/balanced scorecard and scorecard please visit barclays.com/balanced Methodology and Data Sources on Balanced Scorecard further information For also required to report on the gender breakdown of our ‘senior managers’. For this purpose, we have 988 senior managers (179 female and 809 male) who include Officers male) who include Officers and 809 female 988 senior managers (179 have this purpose, we For of our ‘senior managers’. on the gender breakdown to report also required of subsidiary undertakings on the boards and directors heads of major business units, senior Managing Directors, of the Chief Executive, reports certain direct of the Group, of the Company. Notes Reichheld. Inc., and Fred a Inc., Bain & Company, of Satmetrix Systems, trademarks and NPS are Score, Net Promoter Net Promoter, are we Act 2006 Under the Companies b 8,000 employees. combined, a population of over grades corporate and Director the Managing Director Senior leadership represents Delivering our strategic targets: Example initiatives Strategic bank. to become the ‘Go-To’ the 5Cs and support our goal across progress that will drive initiatives of strategic some examples are Here Metrics and targets to monitoring and committed are We can hold us to account. and our stakeholders against which we measures eight key agreed have We annually. on our progress reporting Balanced Scorecard: Citizenship

We recognise there may be stakeholders who still have Citizenship concerns about the role of banking and Barclays. Striking a balance between the views and needs of all of our Citizenship is a critical part of becoming the ‘Go-to’ bank stakeholders is a challenge and we may not always get it for all our stakeholders. And, for society, it means we can right; but we are committed to listening and collaborating serve as an enabler for greater, inclusive prosperity for with all our stakeholders and putting it right when we don’t. current and future generations. This means taking into In 2013 we launched a number of platforms to listen account the needs of all our stakeholders and making and engage with our internal and external stakeholders. decisions which, in the long term, are positive for our We held structured dialogues in London, New York and customers and clients, shareholders, colleagues and Johannesburg to better understand their concerns, gather the communities in which we operate. input on Barclays’ Citizenship strategy and performance, The Barclays Citizenship Plan (the Plan), launched in June and identify opportunities for further dialogue and 2012 and updated in July 2013, is an evolving set of global collaboration. Key themes from the dialogues included the commitments organised around three areas where we need to defi ne an ambitious vision that refl ects the scale believe we can have the most impact: The way we do of the challenge and the role Barclays will play. In addition, business, Contributing to growth and Supporting our stakeholders are keen to see more evidence of integration communities. into our core business and stressed the importance of leadership and collaboration. Further detail on stakeholder Engaging with stakeholders engagement in 2013 is available in our reporting protocol Establishing an on-going dialogue with key stakeholders and on our website. is an important part of our approach. We connect with stakeholders to share information about our business and Looking forward strategy, to develop our Citizenship priorities and provide We have taken on board the challenge from stakeholders to updates on performance, as well as open doors for build our ambition longer term, and are currently developing collaboration and pursuit of common goals. We want to our strategy beyond the current 2015 Citizenship Plan. focus on areas that are important to our stakeholders and While we have made progress, we recognise we have much are strategically aligned to both our business performance more to do and that our 2015 Plan is about foundational and broader social impact. activity. We recognise that to be the Go-To bank for all our stakeholders, we must better understand the challenges and opportunities society will face in the long term – looking towards 2020 and beyond.

The global context…

46% £84-£191bn Levels of trust in fi nancial services globally, the lowest Forecast shortfall in funding required to UK SMEs (2012- across major industry sectors 2017) to fund working capital and expansion needs 60% $500 bn/yr Percentage of UK business leaders who rate short-termism Estimated global annual spending needed on clean as a major impediment to growth and development energy (to 2020) to restrict global average temperature increase to 2°C 29 Global Systemically Important Financial Institutions 73.4m (G-Sifi ’s) in 2013 Estimated number of young people out of work globally in 2013 (12.6 % or 1 in 8) $2.1-$2.5tr Total unmet need for credit by all formal and informal micro-SMEs in emerging markets (in 2010)

12 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information lling their their lling Barclays PLC Citizenship Report 2013 | 13 2013 Report Citizenship PLC Barclays The way we do business we The way needs in stakeholder of account our decisions take Ensure the short and long term Contributing to growth people help more and service solutions to product Deliver in a sustainable way progress and society Supporting our communities the people develop young million disadvantaged ve Help fi l their potential fulfi need to skills they Barclays Citizenship Plan is focused on three key pillars key on three Citizenship Plan is focused Barclays Executive and management oversight and management Executive managing for is responsible Committee Our Executive we During 2013, agenda. our Citizenship of the delivery with the structure enhanced our governance cantly signifi (CLC), Leadership Council the Citizenship of expansion business every senior leaders from of which is comprised and function. in fulfi Committee the Executive supports The CLC against progress monitor to monthly and meets objectives initiatives new of the development oversee our strategy, in day-to-day Citizenship of the integration and drive decision-making. every across activity increased cantly also signifi have We Committees Steering including new business and function, c business or regional specifi implemented have thta and This includes Corporate strategies. Citizenship and Investment Banking and Wealth Investment Council. as an African Leadership as well Management, the organisation throughout experts of a network have We our of the delivery and ensure support, monitor to our example, for c areas; in specifi objectives Citizenship the of is part team Risk Management Environmental works team Citizenship A central function. Risk overall leaders, with divisional Citizenship collaboratively professionals managers, procurement environmental teams. and specialist commercial nancing and fi social impacts the skills gap • Transparency • lending to Access • Tax inclusion • Financial Policy • Public and • Environmental • and unemployment Youth culture change culture risk systemic • Financial performance performance • Financial • Capital and leverage • Remuneration experience • Customer • and Banking reform • Restructuring Topics raised during our Topics in 2013 engagement • issues and Conduct ...and key stakeholder concerns concerns stakeholder ...and key ...shape our approach While we can’t predict the future, we do know that the that do know we future, the can’t predict While we – from shifts uential infl a number of is facing world on pressure increased to growth population imbalanced the gap between the growing to resources cities and natural trade-offs these issues will involve Addressing rich and poor. leadership and collaboration. of levels new and require engage a wide range began to we 2013, in late is why That better to perspectives different many with stakeholders of in 2020 and will face society understand the challenges this process, of As part build an ambitious vision. begin to the of discuss the future people to bringing together are we and challenge views, share – to organisation socially valued regional change, debate of drivers underlying explore view. build a collective and begin to perspectives on progress report this dialogue, continue will we In 2014, bolder ambition in line a bigger, develop to and continue long-term This shift to generations. future with the needs of be a truly sustainable to thinking will equip our organisation all our stakeholders. for bank ‘Go To’ Citizenship governance accountability Board-level was remit Committee’s Citizenship the Board In 2013, risk and and operational include reputation to broadened the renamed our business. It was conduct we the way Risk Committee and Operational Reputation Conduct, Board our Citizenship of oversight for responsibility and retains information. more for See the Annual Report strategy. Balanced Scorecard: Citizenship

Citizenship in the Balanced Scorecard The Scorecard covers most of our Plan commitments but there In 2013, we embedded delivery against the Plan into the are two areas where we do not yet have appropriate metrics Balanced Scorecard. We track overall performance against and targets – transparency and reducing systemic risk. These 11 metrics based on our 2015 Plan commitments. are compex themes that are diffi cult to measure using clear We introduced three new targets in 2013: attestation to the high-level indicators. We will continue to explore options to Barclays Way, our new code of conduct; a global stakeholder develop suitable metrics for these objectives in the future. survey; and prompt payment for our suppliers. We also The dashboard below summarises 2013 performance committed to a new carbon reduction target of 10% by against our targets. We are on-track to deliver 10 out of 2015, against a 2012 baseline. 11 targets in 2013 and are making progress against our

Plan commitment Metric 2012 2013 Status Plan Target 2015 (cumulative) The way we do business 1. Implement a global Code of ‘Barclays Way’ Code New 85% 97% Conduct to set clear and (% employees attested) consistent expectations of behaviour 2. Ensure material business Citizenship Reputation New 4.9/10 6.5/10 decisions refl ect stakeholder (YouGov survey) considerations 3. Proactively manage the Global carbon emissions New -5.2%p -10% environmental, social & (tonnes CO2 % reduction governance impacts of y-o-y) our business % suppliers paid on time New 83% 85% (45 days, by value)

4. Be market leading on No suitable metrics transparency – being as available open as possible about how we do business 5. Minimise our broader No suitable metrics systemic risk to the available economy and society Contributing to growth 6. Leverage our products, capital, New and renewed lending £33.4bn £34bn £150bn networks and expertise to drive to households (£bn) sustainable progress New and renewed lending £11.1bn £13.4bn £50bn to SMEs (£bn)

Assist in raising fi nancing £830bn £840bn £2000bn for businesses and governments (£bn) 7. Help more businesses to Number of SMEs supported 36,000 59,000 120,000 start-up and grow with seminars, tools and training 8. Improve youth employability Number of apprenticeships 486 667 2000 at Barclays

Supporting our communities 9. Deliver £250 million of Investment in community £64.5m £72m £250m investment in community (£m) programmes 10. Help build the enterprise, Number of 10-35 year olds 1.21m 1.22m 5m employability and fi nancial supported in building skills skills of fi ve million 10 to 35 year olds p Within KPMG’s limited assurance scope. Please see page 49.

14 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information 5m ciaries £ billion £ billion £ billion 2,000 £ million £50bn £250m £150bn 120,000 nitions £2,000bn Number of SMEs Number of benefi Number of apprenticeships £1,670bn 95,000 Barclays PLC Citizenship Report 2013 | 15 2013 Report Citizenship PLC Barclays 1,153 cation processes. cation £136.5m 2.43m £24.5bn £840bn £67.4bn 2013 2014 2015 Suppliers paid on time Suppliers paid 59,000 Employees attested to the Barclays Way the Barclays to attested Employees survey stakeholder on global based Score carbon emissions in global Reduction nancial reporting. reporting. nancial Defi processes and reporting nitions Defi the have yet does not nancial metrics on non-fi Reporting apply to that nitions defi same rigour and standardised fi out defi which sets protocol, a reporting publish We and assumptions for our key metrics, and outlines data and outlines data metrics, our key for and assumptions and verifi collection £72m 667 1.22m £13.4bn £34bn 2012 36,000 486 £64.5m 1.21m £33.4bn £11.1bn £830bn 4.9/10 5.2% 83% 85% Cumulative 2012 and 2013 performance against 2015 commitments 2015 against performance and 2013 2012 Cumulative ciaries from from ciaries On-track, improved data quality data improved On-track, benefi of and tracking programmes key On-track for meeting 2015 2015 meeting for On-track on 2,000 commitment in the UK apprenticeships quality data improved On-track, South African and inclusion of in 2013 donations Ahead of target, total volume raised raised volume total target, Ahead of stable year-on-year relatively increased due to target Ahead of in Africa and the UK activity On-track to meet 2015 target, target, 2015 meet to On-track in 2013 lending grew Off-track against our full Off-track will aim to we target, completion in 2014 rates attestation improve Commentary We have increased disclosures on disclosures increased have We to and will continue topics key suitable metrics explore and Resolution developed have We to Plans and will continue Recovery authorities with relevant work expect against target, On-track and 15 in 2014 increases On-track against our 2018 goal goal against our 2018 On-track in 2013 run on surveys based to target 2015 meet to On-track a 2012 against 10% by reduce baseline target, 2015 meet to On-track UK spend, for only tracked currently coverage global expanding 2015 goals. Further detail on performance is available in is available on performance detail Further goals. 2015 this report. of sections the following measuring to our approach enhance to keen are We measure to ways innovative more and adopt performance our activity. of and impacts the wider outcomes between a balance strike to also need we However, and gather credibly the ability to with metrics innovative mechanisms with tracking need reliable We data. verify controls. robust Progress update The way we do business

Ensure our decisions take account of stakeholder needs in the short and long term

16 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information See page 26 See page 22 See page 22 See page 18 See page 20 Barclays PLC Citizenship Report 2013 | 17 2013 Report Citizenship PLC Barclays

% % %

New disclosure initiative on our public initiative disclosure New policy engagement Transparency Public Policy 83 in our suppliers on-time of 83% paid We this going forward improve and aim to 2013 Suppliers 5.2 carbon global in Barclays’ Reduction emissions year-on-year Barclays average score on a global a global on score average Barclays 2,000 stakeholders over of survey Carbon emissions Stakeholder survey Stakeholder 4.9/10 85 the new to attested our employees of conduct of code Way Barclays Code of conduct Code of The way we do business

1. We will implement a global code of conduct

Why is this important? The Barclays Way was launched in 2013, replacing a number of existing codes with one unifying document. This is in accordance with the Salz Review recommendation to As a global business operating in publish and maintain a global code of conduct, and that many jurisdictions and cultures, it is all employees attest to it annually. It is much more than a standard rule book. Building on our Purpose and Values, imperative that Barclays has a clear, it explains what we mean in terms of desired behaviours accessible and well-communicated at work and how they link to the mandatory compliance policies and practices (those on fi nancial crime prevention, code of conduct. This ensures that all for example). colleagues know and understand what The Barclays Way has been translated into fi ve languages and communicated to all colleagues. It will be reviewed, is expected of them at work beyond updated and re-communicated annually as part of our their specifi c job responsibilities. colleagues’ mandatory training. Attestation rates contribute formally to the Balanced Scorecard. While we respect cultural differences We launched the Barclays Way in October 2013 and set a among our workforce, we also stretching target to have all our employees attest to the code by the end of December 2013. Our target is 97%, require consistently high standards which refl ects full completion when taking into account of behaviour across the bank. The individuals who might be on maternity leave or absent for other reasons such as illness. We achieved an attestation code is key to achieving this, while rate of 85%, which was below our target. A primary cause of this was that a substantial number of colleagues had a also giving our stakeholders an insight shorter than planned window in which to complete the into how we approach our business attestation due to technical challenges in some regions. We are committed to meeting this target in future years every day. and will continue to aim for full completion. As of February 2013, 94% of employees had attested to having read and understood the code. Key performance measure Ownership of the code of conduct rests with our Chairman and the main Board. The document has introductory messages from both Sir David Walker and CEO Antony 85% Jenkins, providing a direct and supportive tone from the top. Throughout the document there is a particular focus on the Percentage of full-time employees attested to Barclays Way need for colleagues to speak out if they experience or see as at end December 2013 practices they believe do not adhere to the Barclays Way. Open and honest conversations should be held with colleagues in team meetings that address and challenge any behaviours, decisions or actions which may be inappropriate and not in keeping with our Values. The Barclays Way explains the importance of honesty and candour, and fostering an environment where colleagues at every level are encouraged to contribute their opinions and concerns. In addition, we have a formal whistleblowing policy and process, supported by an independent advisor, should any colleague not wish to raise the issue with Barclays directly. This provides a confi dential line for colleagues to report issues in good faith, without fear of repercussions.

18 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information Barclays PLC Citizenship Report 2013 | 19 2013 Report Citizenship PLC Barclays ict of of ict Philippa Foster Back CBE, Director, Institute of Business Ethics of Institute Back CBE, Director, Foster Philippa “Developing The Barclays Way was a vital fi rst step in the Bank’s journey journey in the Bank’s rst step a vital fi was Way Barclays The “Developing important is more stage next The alive. values its purpose and in bringing every with Way embed The Barclays is to challenging, which though and day.” to day so it is lived staff member of Visit: www.barclays.com/annualreport Developing the Barclays Way the Barclays Developing carried was Way Barclays the and launch of Development stakeholder different with a number of out in consultation the relevant of the views as gathering As well groups. – human resources, example (for departments internal feedback sought we compliance) nancial crime, legal, fi Business of leaders such as the Institute thought from and Ethics (IBE). Dialogue with unions in the UK, Europe reviewed We the process. of part also a key Africa was and aligned content best practice of perceptions current the published by Conduct, Professional the Code of to which Board, Standards Professional Banker Chartered and attitudes and professional out the ethical sets subscribes Barclays bankers. of expected behaviours embedding its broad to and is committed this code to our business. principles into an on-going annual to will be subject Way The Barclays stakeholders involve to will continue We process. review and is refreshed content that ensure to in this process email address internal A dedicated appropriately. updated on colleagues from feedback receive up to has been set questions on its application. and ask any Way the Barclays on our website. is available The code The selected mandatory policies and procedures referenced referenced policies and procedures mandatory The selected ethical global to importance key of are Way in the Barclays laundering, our: anti-money These include conduct. and confl protection data and corruption; anti-bribery interest; diversity and inclusion; discipline and grievance; and grievance; and inclusion; discipline diversity interest; can policies. Policies and environmental health and safety; our website. from be downloaded from is different conduct of code Way The Barclays in a conduct uses the term Risk. The code Conduct Risk has a sense, while Conduct generic behavioural customers. to detriment of in terms focus regulatory The way we do business

2. We will ensure material business decisions refl ect stakeholder considerations

Why is this important? We need to understand the views and opinions of key stakeholders and to evaluate broader societal impacts when making business decisions. This will enable us to enhance As a global business it is important our decision-making and improve our ability to deliver that we consider the needs of all our returns for all our stakeholders over time. This will require more engagement with our stakeholders on an ongoing stakeholders in our core business basis. It also means that we need to engage on specifi c decisions in the short and long term. issues even where our views may differ signifi cantly from those of our stakeholders. We are increasing our capacity to We have established planning frameworks and analytical engage, understand and identify tools to manage our core business impacts and have signifi cantly enhanced our approach to managing stakeholder views and develop tools conduct and reputational risk during 2013. Conduct risk to help us consider the wider impacts refers to risk of detriment caused to our customers, clients, counterparties, or the Bank as a result of the inappropriate of our decisions. This is essential execution of our business activities. Reputation risk is the risk of damage to Barclays brand arising from any to the way we do business and we association, action or inaction which is perceived by believe it will deliver greater value to stakeholders to be inappropriate or unethical. The Annual Report has more information on how we manage our stakeholders. these risks. Integration into strategy We are embedding this approach into strategic decision- making at all levels of the business, from our overall Key performance measure strategic review process through to specifi c decisions on products or initiatives. The strategic review of the business in February 2013, 4.9/10 explicitly considered reputational risk. The focus was on Score based on global stakeholder survey response to how we deliver returns, as well as on what returns may be fi ve questions delivered. The analysis assessed each business against a range of criteria, including market attractiveness, competitor Global stakeholder survey tracker positioning, regulation, and reputational risk – which was The 2013 Citizenship score is an average index score from assessed using the lens of Barclays’ Purpose and Values. two surveys conducted for Barclays during 2013, among This incorporated the earlier review of reputation risk an audience of global stakeholders (Politics, Media, associated with Corporate and Investment Banking business Business, NGOs and others). The surveys were carried lines and resulted in Barclays’ exit from some businesses, out across the summer period, and from October to including the Structured Capital Markets tax-related December, using telephone and online methods. Around business unit. The view was that, while many tax services 2000 respondents across key geographies completed provided to clients are not controversial, there were some each survey. Aggregation across geographies is that relied on sophisticated and complex structures where performed using weightings based on Barclays’ income. transactions were carried out with the primary objective of The citizenship index has a number of components, which accessing the tax benefi ts. Although this activity is legal, it carry equal weight in the index calculation. They include was considered incompatible with the Group’s purpose and whether Barclays takes social, environmental and published Tax Principles (see page 27 for more information). stakeholder considerations into account when making commercial decisions; whether it has high ethical and Challenges during 2013 moral standards; as well as broader areas, such as Barclays experienced a number of events negatively operating transparently and contributing to the local impacting our reputation in 2013, some of which arose economy and community. Targets have been defi ned to as a result of decisions and behaviours which occurred in position Barclays as Best In Class by 2018.The surveys previous years. For example, with interest rate hedging were conducted by YouGov, an independent market products, Barclays recognises that we have not met the research agency. standards expected of us by our regulator and customers in some cases concerning small and medium-sized enterprises.

20 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information Barclays PLC Citizenship Report 2013 | 21 2013 Report Citizenship PLC Barclays communication and dealings with customers and and dealings with customers communication stakeholders? large? at and society the customer Barclays, occurs to Remuneration continues to be a topic of stakeholder stakeholder of be a topic to continues Remuneration incentive 2013 the Determining the industry. across concern our Board that cult decision the most diffi pool was acutely were We make. had to Committee Remuneration with an shareholders presenting culty of the diffi of aware The ts had fallen. profi where in a year pool increased in making our 2013 the Committee by dilemma faced the of the health protect to decisions was incentive its true to remains Barclays with the aim that franchise costs compensation Total competitively. paying policy of in costs compensation Total £9,616m. to 1% decreased (2012: £4,634m at at fl broadly Bank were the Investment incentive the 2013 basis, adjusted On a pre-risk £4,667m). After 2012. from 18% reduced £2,492m have of awards and conduct for risk adjustments making appropriate to increased granted awards incentive total events, other on 2012. up 10% £2,378m, driving are we programme, the Transform of As part In particular, Barclays. ciencies across effi cost structural in is changing the way technology use of the increasing creating do their banking, choose to which customers at ways services in new offer to Barclays opportunities for in this is a planned reduction of A consequence cost. lower employment. of levels our overall roles 10-12,000 remove to expect we During 2014 closely working are We restructuring. through globally compulsory avoid to representatives with employee employees that ensure and to possible where redundancies In the UK, we with respect. treated are Barclays leaving as possible on as early required where with Unite consult with consult Outside the UK we redundancies. proposed employee or through councils unions, works recognised a have would the proposals addition, where In forums. with regional also consult we impact, trans-national and Africa. in Europe forums employee The Lens covers the following fi ve high-level questions: high-level ve fi the following The Lens covers or indirectly)? t (directly making a profi we are How 1. and clear in our being transparent we are How 2. value? long-term creating we are How 3. win-win where value, shared creating we are How 4. do? thing to Is this the right 5. decision-making our core into The Lens is being integrated including new structures, and governance processes for will launch training we In 2014, approval. product product such as new in areas involved colleagues key development. cult rst stage rst ation. This ation. of the decision-making process in order to help facilitate a help facilitate to in order the decision-making process of to as the potential as well discussion about our impact – in the short wider society for sustainable value create and long term. During 2013, we developed and piloted a ‘Citizenship developed we During 2013, based decision-making tool which is a values Lens’, being applied alongside other decision-making tools, regulatory legal, beyond to help colleagues move to consider broader and compliance requirements, societal impacts and opportunities in our key business decisions. are we that ensure will seek to In applying this Lens, we clients, our customers, of the interests account taking into make we in the decisions and communities shareholders day. every as a guide in the fi serve The Lens is designed to Enhancing our decision-making Barclays also took the decision to exit client relationships relationships client exit decision to the also took Barclays because of (MSB) sector Service Business in the Money Although in the sector. risks nancial crime and regulatory fi a been necessary from have to this decision consider we on it has impacted unfortunately perspective, regulatory serve. they the customers and businesses in this sector social impacts and managing the broader Identifying can be business activity our of arise as a result may that diffi diffuse, are impacts where challenging, especially to isolate from other factors and may be the subject of of be the subject and may factors other from isolate to from these issues arose one of In 2013, debate. considerable about the some stakeholders by raised on-going concerns in agricultural speculation of prices food on impact potential rice, wheat, staples such as food particularly commodities, is external there that recognise We soybean. (corn), maize and internal engaging with both actively and are concern our understanding further develop to stakeholders external issue. this complicated to and approach food ceased trading have we measure, As a proactive purposes as this has speculative for staples with entities price infl food cause of potential as a been cited all agricultural exited have we that mean however does not risk provide to continue We activities. related commodities and producers food and services to products management and investors. consumers sustainable of supporting the growth are we broadly, More the Banking our membership of through commodities with the has partnered which Initiative, Environment a ‘Soft develop (CGF) to Consumer Goods Forum the how explores This initiative Commodities Compact’. the goal industry can help CGF members achieve banking 2020. in their supply chains by deforestation net zero of The way we do business

3. We will proactively manage the environmental, social and governance impacts of our business

Why is this important? Managing our environmental impacts Our environmental management activities are focused on several key areas, the most crucial being the way we use Businesses are expected to manage our buildings and carry out our business travel. environmental, social and governance While carbon management remains a key priority, in 20131 issues relevant to their activities, we expanded the scope of our environmental management programme to include water, waste and paper. We made including ethical and reputational good progress in improving our ability to report data for these metrics and we achieved increased coverage for paper. concerns. This includes our direct Our water coverage is reported as a decrease between 20122 environmental footprint, our supply and 2013. This is primarily due to the change in the reporting period and restatements for 2012 associated with more chain and our business lines. accurate data now being available and exclusion of certain Africa data. Over the next year we look to expand coverage3 Key performance measures and also work towards disclosing waste information when data becomes more robust. In 2013 we committed to a new carbon reduction target 5.2% of 10% by 2015, against a 2012 baseline. We reduced our carbon emissions4 5 by 5.2%. Of this, savings from real Reduction in global carbon emissions year-on-year estate contributed the most to the overall reduction by (2012 5.8%) p 4.2%, primarily through savings from energy effi ciencies initiatives. Data centres and travel contributed 0.2% and 0.8% respectively to the overall reduction. 83% Key initiatives in 2013 We exceeded our in-year target for carbon reduction Suppliers paid on time (New metric) through the implementation of programmes and policies that improved our operational energy effi ciency and Total carbon emissions effectiveness of our business travel. Some examples are shown below: tonnes CO2e 1.2m • We ran a global energy effi ciency programme in our real 1.0m estate portfolio that led to carbon savings of 35,360

0.8m tCO2e (3.5% of total reduction). The programme focused 0.6m on lighting effi ciency projects, optimisation of heating/ 1,096,520 961,960 0.4m 1,014,330 cooling systems and implementation of more energy 0.2m effi cient desktops. 0 • We ran key energy effi ciency initiatives in our data centres 2011 2012 2013 S that led to carbon savings of 1,932 tCO2e (0.2% of total reduction). These initiatives included airfl ow and Total emissions by scope 2013 variable frequency drive projects in the USA and chiller optimisation and BMS upgrades in the UK. tonnes CO2e

• For travel, savings of 7,690 tCO2e (0.8% of total reduction) 180,350 49,520 were delivered through the implementation of a new global Scope 1: travel policy and more robust approval processes Direct combustion of fuels, and company-owned vehicles 1 2013 Reporting Year covers Q4 2012 and Q1, 2, 3 of 2013 due to changes made to (from UK and South Africa only, which are most material the reporting period to meet Mandatory Carbon Reporting Regulations requirements contributors). Scope 1 excludes in the Directors Report. The carbon reporting year is not fully aligned to the fi nancial fugitive emissions.S reporting year covered in the rest of the Citizenship Report. 2 2012 Reporting Year covers January – December 2012 and is in line with the Scope 2: fi nancial reporting year covered in the rest of the Citizenship Report. 732,090 Purchased electricity and steam 3 for own use.S Coverage represents the proportion of property portfolio for which data is reported 4 Excludes fugitive emissions Scope 3: 5 The methodology used to calculate our CO2e emissions is the GHG Protocol Indirect emissions from business travel (global flights and private Corporate Accounting and Reporting Standard (revised edition), using the cars, rail taxis and car hire from operational control approach on reporting boundaries. This covers the properties UK and South Africa where this where Barclays have operational control and are fi nancially responsible for the utility type of transport is material).S supply. Barclays also report for 3rd party sites where direct metering or billing is in place for utilities consumed by Barclays operations. 22 | Barclays PLC Citizenship Report 2013 p Within KPMG’s limited assurance scope. Please see page 49. Strategic overview Progress update Supplementary information c ‘minimum c Barclays PLC Citizenship Report 2013 | 23 2013 Report Citizenship PLC Barclays Managing our supply chain Managing on time our suppliers Paying ensure to aim we relationships working healthy maintain To understand the suppliers. We our in paying is no delay there is a there some reason, for and if, ow cash fl importance of the cause and quickly identify aim to we in payment delay immediately. put it right metric included as a was suppliers of The on-time payment our paying facilitate To in 2013. in the Balanced Scorecard to approach a consistent introduced suppliers on-time we Payable Accounts using the strategic in 2013 all payments spend only reporting are we moment, the solution. At total) our global of 70% (circa system strategic our through In Q4 going forward. coverage global will expand and we With value. by 83% on-time payment achieved we 2013, on will concentrate we in place, in 2014 now this system the number of reduce help our suppliers to educating of ways new as identify as well invoices, mismatched performance. our supplier payment improving Onsite audit update openly with our communicate to strive As a business we policies and our new to in regards suppliers, particularly ed as being Those suppliers identifi conduct. of code and sustainability a commercial both high-risk from with specifi contracts given are perspective the to (MCR); this relates requirements’ control diversity and safety, such as: health areas of management and the environment. and inclusion, human rights a on rely team Assurance Supplier Controls The Barclays to reviews and on-site self-attestation of combination MCR. While with the Barclays supplier compliance evaluate those of self-attestation through coverage 100% have we a commercial from ed as being high-risk suppliers identifi an on-site perform to aim we and sustainability perspective, all high-risk suppliers. for years three once every review population. the total 63% of covered so far have We Supplier Code of Conduct launch business and an our of an extension Our suppliers are for bank the ‘Go-To’ helping us become of part integral launched our we In 2013 and customers. our stakeholders the highest ensure (SCoC) to Conduct Supplier Code of Environmental of: all areas across conduct of standards and Inclusion; and Diversity Human Rights; Management; Values. Living the Barclays the SCoC, suppliers were communicate effectively To launched vendor on our newly the content read to directed programme will launch an assurance we portal. In 2014, set on requirements suppliers will be assessed based where annual of out in the SCoC; this will include a combination to assessments and onsite questionnaires cation self-certifi focus. continued ensure 2 e) 2 (%) 2012 erage erage v Co Data 4,253 75% 1,504,774 100% 1,391,901 44% (%) 85% 39% 2013 100% Coverage Coverage Data Data 4,224 1,461,831 p 1,461,831 1,302,745 p 1,302,745 ciency programmes in our buildings. ciency programmes ) 3 1 Technology Centre) & Pune 2.3 received Platinum Platinum & Pune 2.3 received Centre) Technology and Environmental Leadership in Energy for cation certifi 6 Noida 3 & Chennai 4 – Level Design (LEED) and Pune 3, in excellence recognising cation Gold LEED certifi received design and performance. environmental the Carbon of achievement through activity reduction Standard. Trust to in South Africa (our biggest contributor measurement smart of installation through carbon footprint) the global This is an process. bill validation and effective meters in South Africa. industry leading initiative – Environmental Technical Disclosure Technical – Environmental Disclosure Technical – Environmental Indicators defi nitions are covered in the Group Reporting Protocol Protocol Reporting in the Group covered nitions are defi Indicators Protocol Reporting in the Group covered are data 2012 to Restatements Paper (tonnes) Paper associated with the illuminated sign in Towers Main from Main from in Towers sign with the illuminated associated a of the installation ce through offi our Johannesburg North building and a in our Towers PV plant 400kWp our customers. for project replacing heater water use data and energy Environmental Additional Energy (GWh) (GWh) Energy 2 1 Recognition for our performance for Recognition a by recognised was performance Our environmental and awards. cations certifi number of • (Barclays in India, Pune 2.2 properties Our Barclays • carbon for recognised had our UK operations We • consumption our electricity of accuracy improved We priorities Future our business is aligned to target Our carbon reduction initiatives a number of to committed have and we objectives such as: on this objective, will help deliver that • portfolio. property our global of Optimisation effi • Energy • travel. our internal of Optimisation enhance our to will continue this, we In addition to for systems and reporting management performance data robust more through and paper waste water, our suppliers. with and collaboration processes collection in our engage employees to will also continue We programmes. environmental Indicator Barclays offsets our carbon emissions from core banking banking core emissions from our carbon offsets Barclays in carbon credits invest to continued we In 2013, operations. the world. around projects of a range from service the South African electricity also helped We assist the to an agreement through Eskom, provider, usage. peak energy of during hours ‘on-demand’ country able to are we in Johannesburg Centre By using our Energy is able to and Eskom load-shedding for the potential reduce households 5,200 over of the equivalent to power provide tCO emissions (3,000 the carbon also offset We per year. Water (m Water The way we do business

Supplier diversity Managing environmental and social risk In 2013 Barclays formally launched its supplier diversity Our dedicated Environmental Risk Management team initiative by appointing a dedicated Global Supplier Diversity ensures that environmental issues form part of credit risk team. With coverage in the US, UK, Asia and Africa, this assessment, and that environmental risk policies are clearly team, working within our Global Sourcing and Supplier referenced in our credit sanctioning standards. Management function, will lead the drive to increase spend There are two broad categories of Environmental Risk with diverse suppliers in these regions. Management: Direct Risk and Indirect Risk. We will continue to build upon recent successes in the UK, Direct Risk arises when the Bank holds commercial land US and South Africa. Our partnership with business as collateral. Business loans in the UK provided by the incubator Tech Hub in Manchester, and our hosted events Corporate Bank and Barclays Business, part of UK Retail such as the Barclays Open Innovation day in London and Banking, are assessed for environmental risk by our Silicon Valley in the US, have demonstrated our ability to Relationship and Credit Risk Teams, supported by Barclays tap into innovation clusters to attract ‘best-in-class’ SME Environmental Risk Management. suppliers to our businesses. In South Africa, we have Our panel of property and land valuers can use our bespoke partnered with the South Africa Diversity Council to environmental screening product, Barclays SiteGuard, to identify and contract with the right local companies. assess the commercial history of a piece of land and its In 2014, we will build upon our relationships with external potential for environmental contamination, as well as the partnerships such as Minority Supplier Development UK operational implications of a site’s current or intended (MSDUK) that identifi es ethnic minority suppliers that may commercial use. Where appropriate, cases are then referred not have had consistent access to Barclays’ supply chain. to Barclays Environmental Risk Management for review. We will also partner with other similar organisations, In 2013, 4,177 commercial properties were screened using representing the target underrepresented entrepreneurial SiteGuard, with 1,348 cases referred. Lending Managers groups in the US, UK, Asia and Africa, as well as partner also have access to a dedicated intranet which provides with our larger suppliers to expand opportunities for comprehensive information and guidance on managing diverse suppliers. environmental risk factors.

Project fi nance transactions by geography

3 11 2

Africa Americas Asia-Pacific EU 18

24 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information 8 9 5 5 13 12 26 56 26 42 202 0 0 6 2 4 0 0 2 19 34 nancetransactions Other Project fi Project Barclays PLC Citizenship Report 2013 | 25 2013 Report Citizenship PLC Barclays Manufacturing Chemicals and pharmaceuticals Agriculture, fi sheries, forestry and sheries, forestry fi Agriculture, logging Infrastructure 1 Infrastructure Mining and metals Oil and gas fuels) (fossil Power Other Sector Power (non-fossil fuels) (non-fossil Power management Utilities and waste Total Our continued and active contribution to the Equator the Equator to contribution and active Our continued when the wider EP Association by recognised Principles was the EP Association’s membership of to re-elected were we also been a long-term have We Committee. Steering Programme Environment Nations the United of supporter the Global a member of and are Finance Initiative, Risk Environmental and our Head of Committee Steering the UNEP FI of the Board onto elected was Management in 2013. Banking Commission sector by screened Transactions Credit: Wyke Farms Biogas Digester Vessel, Somerset, Richard Clothier, Clothier, Richard Somerset, Vessel, Biogas Digester Farms Wyke Credit: Barclays Director, Colin James, Relationship Ltd, Farms Wyke MD, A B C 9 nancing. 1 24 Notes social or environmental adverse cant signifi with potential A – Projects Category or unprecedented. irreversible diverse, which are impacts social or environmental adverse limited with potential B – Projects Category and reversible c, largely site-specifi generally in number, few are that impacts measures. mitigation through addressed readily impacts. with minimal or no social or environmental C – Projects Category Project finance transactions by risk category transactions by finance Project Indirect Risk can arise when environmental issues affect the issues affect arise when environmental Risk can Indirect when example, for corporates; borrowing our viability of to a business’ operations upgrade to incurred are costs Environmental regulations. environmental emerging meet wide and varied, are our clients affecting considerations demand to shifts in market from and can include anything pressures. changing supply chain developed have we risks environmental of track keep To industry broad ten covering ng notes, briefi a series of Management. Waste Oil and Gas to from headings, ranging in business development colleagues to available These are as a reference the organisation across teams risk and credit 236 were there In 2013, risks. and social environmental for 34 which of team, in the central reviewed transactions Principles due against the Equator scrutiny to subject were there the year, of During the course diligence framework. impacts, weather-related of awareness has been increasing in this is a critical resource where water, such as access to fi longer-term Barclays fulfi ls the requirements of the Equator Principles the Equator of ls the requirements fulfi Barclays and Social Environmental the Group to adhering by an These Principles are (ESIA) policy. Assessment Impact environmental for framework recognised internationally was nance. Barclays fi and social risk due diligence in project the Principles on developing collaborate to banks four one of 70 over today are There their launch in 2003. ahead of Principles. Equator the adopted have that worldwide banks (See www.equator-principles.com). The way we do business

4. We will be market leading on transparency – being as open as possible about how we do business

Why is this important? Improving transparency for customers and the markets we operate in We are implementing a series of initiatives to enhance We aspire to run our business in an transparency for our retail customers. These include open and transparent manner with technological solutions, changes in the way we develop product propositions through to more disclosures on our consistent engagement and clear customer service and complaint levels. disclosure for all our stakeholders. Our Responding to customer needs focus includes improving transparency We are determined to rebuild trust in Barclays and demonstrate day-in day-out that we are changing, and for our customers and clients and the doing the right thing for customers. In September, we launched Your Bank – the online platform that allows us to markets we participate in, as well as continually listen, respond, anticipate and learn from our corporate transparency, including our customers in the UK. We are committed to undertaking a formal review of our overdraft charges in 2014, with a view fi nancial reporting and disclosures on to making them simpler and more transparent. We have already started pilots with the launch of text alerts in June to areas such as tax and public policy. customers that have exceeded their overdraft limit, which would traditionally incur a £22 charge. The alerts give them Enhanced Disclosures a one-day grace period to add cleared funds and avoid the Financial Reporting charge. In the fi rst three months, over 65,000 customers The Enhanced Disclosure Taskforce (EDTF) was formed avoided charges totalling over £1.4m, a response rate of by the Financial Stability Board with a remit to broaden 27 per cent. We are now looking at where else we can and deepen the risk disclosures of global banks. Barclays implement text alerts as a next step. Of course this is a has welcomed the recommendations made by the cost to us, but it’s the right thing to do. EDTF and have further enhanced disclosures in our Annual Report. Customer onboarding In order to improve the ability of customers to access We believe that disclosures will continue to evolve in light their accounts as quickly and conveniently as possible, we of ongoing engagement with the banking sector by have improved the account opening process by sending investors and other stakeholders. We are committed to customers text alerts to advise them of despatch of debit engaging and responding to this feedback in order to cards and PIN codes and provide immediate registration for meet the information needs of our stakeholders. mobile banking. Further improvements this year mean that, Remuneration for the fi rst time, we will be able to offer customers the Barclays has increased the transparency of our choice of receiving their account opening documentation remuneration disclosures. The Annual Report includes our digitally rather than in paper format. We also introduced remuneration policy, details on Director remuneration and an online tool so that customers can view the progress of a question and answer section. their cases, such as mortgage applications, in real-time at their convenience. We also provide voluntary disclosures agreed with the UK Government on levels of remuneration for our eight most highly paid senior executive offi cers. In addition, we provide additional remuneration disclosures (including voluntary disclosures) about levels of remuneration of employees in the Barclays Group and Barclays Code Staff. See the Annual Report for more information.

Visit: www.barclays.com/annualreport

26 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information Barclays PLC Citizenship Report 2013 | 27 2013 Report Citizenship PLC Barclays on our income and profi ts. To be clear, be clear, ts. To and profi on our income 2 of tax in 2013 relating to our own business, our own to relating tax in 2013 of 1 rmed our continuing adherence to the UK’s voluntary voluntary the UK’s to adherence rmed our continuing including £1,558m Should any of these principles be threatened, we will not will not we these principles be threatened, of Should any implications. the commercial of – regardless proceed account into take on those principles, we In delivering part tax planning is aligned with, and a natural whether or Barclays carried out by the business or activities of, our clients. and run organise we uences decisions about how infl Tax or our operations base we our business, and about where of part Making these decisions is an integral hold assets. and when tax is a organisation, running a commercial ensure do business, we we or how in deciding where factor in conduct we the activity is genuine substance to there each country. is undertaking tax a client that aware are we where Equally, be effective, it to for our involvement requires planning that including the purposes factors a number of consider we that ensure seek to In addition, we the transaction. of risks and any of, understand the implications our clients their which by with, tax arrangements, associated inevitably These checks and long term. complex can be both nature in tax planning our involvement that ensure helping to are activity. supports genuine commercial always affect decisions that make to required sometimes are We on our business impact no other our tax position but have under claims or elections make choosing to example, – for entity. legal of forms different or choosing between tax law, Principles. Tax our with all of Such decisions must comply all tax planning that on our commitment In delivering and practice, custom accepted with generally must comply we expect, tax authorities would a type that and be of with relationships and constructive transparent maintain have we the last year Over the world. tax authorities around confi have we In doing so, Banks. for on Taxation Practice Code of applying the spirit, as well to our commitment reasserted an open and transparent and to the law of as the letter, & Customs. with HM Revenue relationship organisation a large for particularly can be complex, Tax will and there base, client with a diverse such as Barclays the right in determining judgement of be an element always Principles has made a the Tax of The introduction approach. a provide tax, and they approach we the way change to real help us as They complexity. managing that for framework is that tax planning in a way approach to an organisation with our Purpose and Values. consistent paid Taxes the is through society to our contribution of One measure We on our activities. each year pay tax we of amount total £3,374m paid cant cant Richard Lloyd, Which? Executive Director Director Which? Executive Lloyd, Richard “We welcome greater transparency from Barclays about how it tackles its about how Barclays from transparency greater welcome “We it is demonstrate to way is an important This complaints. customer top concerns. on their and acting customers to listening their game on complaints raise to all banks hope this encourages We publishing complaints see them all go further by to like handling, and we’d the reduce to targets clear and setting product by down broken Ombudsman Service.” the Financial upheld by complaints of proportion in addition to the law and the UK Code of Practice on Practice and the UK Code of the law in addition to Banks; of Taxation and assess its risks; enough to Purpose and Values. Complaints to commit the decision to took we In August 2013 as twice as often quarterly, data publishing complaints banks. other by and practised regulator, the by required PPI excluding complaints total 2013, half of the second For H1 2013 132,520, (H2 2012: 91,812 to 31% down were 26% to down including PPI were Complaints 91,215). Alongside 381,740). H1 2013 334, 427, (H2 2012 317,041 on report Spotlight published an in-depth this, we security, account current making to are we improvements Online as a signifi Safe Get by welcomed which was keep to understand how helping customers to contribution safe their details . on our website is available data >Complaints transparency Market reporting to rmed its commitment confi Barclays In 2013, in its dark pool, LX®, on data aggregate and other volumes trades large where networks Dark pools are basis. a monthly or price being openly can be made without the volume is done. Dark pools protect the trade until anyone visible to buy or sell without running them to allowing by traders is happening and what knowing traders other the risk of the of advantage take to or down, up, the price putting transparency greater that our belief This underscores order. but the industry overall. ts our customers only benefi not to tax planning Principles and approach Our Tax the between is required a balance that recognise We how in determining stakeholders our different needs of include These stakeholders manage our tax affairs. we serve, we the communities and clients, our customers and regulators. governments shareholders, employees, manage our tax a duty to have we companies, other Like responsibly. affairs out to set we Principles last year, our Tax In articulating the last tax planning. Over to approach our revised explain an effective proved Principles have those Tax months 12 and manage support our clients enabling us to framework, responsibly. account tax planning on our own tax planning must: any that Principles ensure Our Tax • activity; support genuine commercial • and practice, custom accepted with generally comply • expect; the tax authorities would a type that be of • sophisticated and clients place with customers only take • with, our be consistent with, and seen to be consistent The way we do business

this excludes tax collected on behalf of governments from Tax paid globally (£m) payments made to customers, clients and employees; for example, tax on our employees’ income such as PAYE in the UK. In 2013, Barclays collected £3,044m of taxes on behalf 36 Corporate of governments. 421 income tax 1,558 Social Many commentators compare the corporate income taxes Security3 paid in a year, in a specifi c geography to the profi t generated VAT in that geography as a means of testing if the tax paid is Bank levy ‘fair’. However, it is not possible to make this direct link Other 4 629 between profi ts and taxes paid in any given year. The tax due on profi ts generated within a calendar year is very often paid across multiple years; therefore, the taxes paid in a 730 year do not necessarily relate to that year’s profi ts. What’s more, the tax law in most jurisdictions allows losses to be carried forward to reduce future profi ts.5 As a result of these and other factors, there is usually a difference between Tax paid by region (£m) accounting profi ts and taxable profi ts, and also between the accounting tax charge and the amount of corporation 128 UK tax paid. Americas 430 1,425 The tax we pay is an important measure of our contribution Europe to society; but for the reasons noted above, it should not be (excl. UK) compared to our global profi t fi gures that we report that Africa & Middle East are measured under international accounting standards. Asia Pacific The accounting tax charge, being the amount of tax accrued under those international accounting standards, 710 is the appropriate tax amount to compare to global profi t before tax. In our case, the tax charge of £1,571m in 2013 is 681 the relevant amount to be compared to the profi t generated of £2,868m in 2013 (as shown in the 2013 Barclays PLC Annual Report), giving an effective global tax rate of 55%. For a large multinational group like Barclays, there are many Tax paid in the UK (£m) infl uences on the accounting tax charge which can cause it to vary greatly relative to accounting profi ts and result in an 35 55 Corporate unexpected effective tax rate. See the 2013 Barclays PLC income tax Annual Report for further detail and explanation of the 440 Social effective tax rate in 2013. Security3 VAT We make signifi cant tax payments in developing countries, Bank levy which are often a major contributor to the overall tax Other 4 revenue in these countries. In 2013, we paid taxes of £426m 421 in Africa (including corporate income tax, social security and VAT) and through our African operations continue 474 to contribute to the local economies both by providing essential banking services and as a signifi cant employer.

The charts above show the different types of taxes paid in 2013 and the Tax paid in the UK regions in which they were paid. Our profi ts are taxed at the local tax rate in the country in which the profi ts are earned. For example, a signifi cant proportion of the profi ts we earned in 2013 were from our operations in the US and South Africa and were subject to tax in those countries, respectively, at the local tax rates.

Notes 1. Unless otherwise stated, ‘tax paid’, refers to ‘cash’ taxes paid to governments part of the corporate income tax charge in a given period, as opposed to the tax ‘charge’ for that period shown in 3. Social Security – includes employer national insurance contributions Barclays’ accounts 4. Other – includes, for example, property taxes 2. Includes corporation tax and withholding taxes, in accordance with International 5. Accounted for as deferred tax under IAS12 Accounting Standard 12 (IAS12). Withholding taxes comprise the tax charged 6. This arises because banks, unlike non-fi nancial services companies, can only on dividends or other income received which is typically paid at the point of a recover a small amount of the VAT incurred on the products and services distribution of profi ts or other income from one territory to another and forms they buy

28 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information nancial Barclays PLC Citizenship Report 2013 | 29 2013 Report Citizenship PLC Barclays Public policy engagement Public policy Rationale locations in multiple presence with a physical As a bank engage to a responsibility have we that recognise we regulators governments, including with policymakers, on issues engage in dialogue We and industry groups. public where and interest a legitimate have we where ensure aim to We our business. affects policy directly is honest, undertaken communication any that and accurate. comprehensive with Members of meet Britain we in Great example, For and those in England locally or in Westminster, Parliament on fi with periodic updates provided are and Wales a At their constituency. to relating metrics and economic representatives engage with Government we level national will begin we this year, issues. Later of on a wide range with our meetings of publishing a numerical breakdown our website. on UK Ministers we policy, disclosure our new of as part Also this year, online, including content of will begin publishing a range EU UK and to our responses summaries of executive On and position papers. consultations governmental sensitive commercially these contain occasions where redactions. necessary will make we information, donations Political do In the UK we organisation. is a politically neutral Barclays Africa Group Barclays political contributions. party make not does stake, a majority have we in which (BAGL), Limited South African political the major to political donations make Support Programme, its Democracy of as part parties although these will cease in 2014. corporate make not does Barclays States, In the United administrative although does provide political contributions, (PAC) Committee Action Political a federal support to eligible Barclays of contributions voluntary funded by an by directed decisions are All contribution employees. employees. of comprised committee steering independent Agencies agencies in a public affairs the services of retains Barclays the purposes of for employed are They locations. number of used not are advice. They and strategic political monitoring or policy makers. governments to representations make to will be made retain rms we on the fi information This year, on our website. available associations Trade trade of number on a large is represented Barclays represent to work These associations globally. associations issues and to response their members and shape industry’s be a supportive seek to We with Governments. interactions members are we all associations member of uential and infl associations’ many of the breadth given However, of. a take may we instances where are memberships, there industry. the broader of that from perspective different in involved are we associations the key A summary of on our website. be made available will this year globally t not not t

6 ts ght against ght 7 nancial centres centres nancial charge for UK bank levy, in particular because some bank levy payments are due are payments levy because some bank in particular levy, UK bank for charge period. the accounting the end of after 7. The amount of bank levy paid in the year does not equate to the accounting the accounting to equate does not the year in paid levy bank of The amount 7. In the UK tax system, these foreign profi ts generally are not not are ts generally profi these foreign system, In the UK tax of the amount UK. Therefore, further tax in the to subject against our compared be cannot paid tax we UK corporation £2,868m in 2013. of tax t before profi statutory global overall in £55m loss in the UK and paid made a tax we In 2013, taxes other of £1,370m also paid tax. We UK corporation social security employer’s of including £440m HMRC to Insurance National to relating principally payments, VAT irrecoverable of in respect £474m contributions, taxed in the UK, in respect of all our entities incorporated in incorporated all our entities of in the UK, in respect taxed a substantial have do not we where tax jurisdictions low have to continue We less than £3m in 2013. business, was we that entities of the number reducing of an objective many that but recognise tax jurisdictions, in low operate with purposes consistent commercial have such companies are that companies number of Principles. The total our Tax has tax jurisdictions low of under the laws incorporated 253 in (from 2013 the end of 205 as at to been reduced companies had 109 we December 2013, 31 As at 2012). Islands (with 10 the Cayman of under the laws incorporated do business to continue will still We these in liquidation). of which support genuine commercial in tax jurisdictions assess the able to counterparties and with clients activity, accepted with generally complies activity and where risks, we where in Luxembourg, example for and practice, custom and activities funding and client our group some of conduct nancing operations. manage equity fi as policy, on taxation debate constructive welcome We the overall of element tax is an important of the payment can make. banking responsible that contribution economic a adopt to together should work governments believe We which on tax reporting, approach global consistent that and thresholds requirements establishes disclosure remain need to such requirements Any proportionate. are governments for both objectives, on the ultimate focused tax policy, clear and consistent companies: and for and the fi transparency, accountability, corruption. generated in these companies are subject to corporate tax corporate to subject are in these companies generated profi of amount The total tax rate. the UK corporate at Barclays operates under the laws of low tax jurisdictions tax jurisdictions low of under the laws operates Barclays these jurisdictions, of In many business reasons. valid for operate we example, businesses. For substantial have we businesses in both banking and corporate full-service retail one of are cases we In both Mauritius and the Seychelles. there operated having in the country, the leading banks also have the UK, we Closer to than 50 years. more for based which are nancial centres, fi in offshore operations where and Guernsey, Man, Jersey in the Isle of principally division is a Management and Investment our Wealth local employer. major long-term under the companies incorporated also historically have We Islands, because such as the Cayman jurisdictions, of laws set to and cost-effective it easy makes law local company the profi Virtually all of up and manage companies. and £421m for the for bank charge levy and £421m . fi in offshore and taxes Activities The way we do business

5. We will minimise our broader systemic risk to the economy and society

Why is this important? The signifi cant impact of the bank failures worldwide resulting from the fi nancial crisis clearly demonstrated the need for a global approach to reforming the banking We must ensure that problems at system. There is still much work to be done but signifi cant any one individual bank never again changes have already been introduced to ensure a safer and pose a signifi cant threat for the more robust banking system. The Financial Stability Board (FSB) has been designated entire fi nancial system. Regulatory by the G20 as the body responsible for coordinating the delivery of the global reform programme. It has focused authorities around the world have particularly on the risks posed by globally systemically been introducing reforms aimed important fi nancial institutions (G-SIFIs). A key element of this programme is that G-SIFIs should be capable of being at increasing the resilience of the resolved without recourse to taxpayer support. Barclays has banking sector and the wider fi nancial been designated a G-SIFI by the FSB. G-SIFIs will be subject to a number of requirements, including additional loss markets and also putting in place the absorption capacity above that required by Basel 3 powers, tools and capabilities to allow standards. Resilience any institution to fail without creating The banking sector is considerably more resilient than it was systemic repercussions for the broader a few years ago. Several reforms and changes in regulation have been made to lessen the chances of bank failure. economy and fi nancial system. The Banks have taken signifi cant steps to strengthen their capital ratios and increase their liquidity to weather any term they use for this is ‘resolution’. fi nancial storms in the future. Resolution Aside from mitigating risk, other reforms have been aimed at isolating and managing the impact if a bank does fail. A certain number of international responses have been taken to reform banks without recourse to the taxpayer. The Financial Services (Banking Reform) Act 2013 enhances the legislative framework for structural reform in the UK. Retail banking will be ring-fenced from investment banking activity, with the ring-fenced entity meeting capital and liquidity requirements on an independent basis. It also introduces to the UK (ahead of similar legislation expected in Europe) a critically important resolution tool: ‘bail-in’. In the event that a bank needs to be resolved, there would be an initial stabilisation period in which liabilities could be written down or converted into equity; this is known as ‘bail-in’. It is therefore expected that in a ‘bail-in’, any losses in excess of those borne by shareholders would be imposed on certain classes of sophisticated creditors instead of the bank turning to taxpayers for support.

Visit: www.barclays.com/annualreport

30 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information l its l Barclays PLC Citizenship Report 2013 | 31 2013 Report Citizenship PLC Barclays Financial Services (Banking Reform) Act 2013) Act Financial Services (Banking Reform) published in January 2014 Liikanen report), Consistency and coordination Consistency the in developing has been closely involved Barclays any in implementing steadfast and remains above measures greater receiving to look forward We outstanding reforms. implementation that so some reforms of clarity on the detail forward. can move all jurisdictions in objectives: consistency is there Globally, nancial services more fi make aiming to of the goals share resolution, bank of context In the and resolvable. resilient its of publication leadership through helpful showed the FSB in November regimes resolution effective for Attributes Key across being adopted of in the process these are and 2011, and Resolution the Recovery through the G20 (in Europe in 2015). be implemented to which is expected Directive, the across is still emerging reform structural on Consistency jurisdictions: different • in the US Act the Dodd-Frank of 165 Section • the of / ICB in the UK (as part Ring-fence The Vickers • the (following proposals Reform The EU Bank Structural agenda reform the banking in 2014, that, optimistic are We timelines – implementation where a place reached will have nations, the G20 out by as set aside – the major objectives, been achieved. largely will have reforms implement to detail clarity of will then require Banks This will manner. cient and effi and in a timely effectively fulfi it needs to the structure sector the banking give growth. in supporting economic responsibilities Barclays has also been at the forefront of the industry in the industry of the forefront has also been at Barclays Plan (RRP): step-by- and Resolution a Recovery developing an or ensure nancial stress, deal with fi to measures step the reached the bank that in the event resolution orderly all relevant with work to continue We failure. of point practicalities plans, and the detailed authorities on these of the provision This includes process. the resolution of a of in the event be required would that information resolvability. enhance the Group’s to order in resolution, the UK to RRP submissions rst formal our fi made We work to and continue in mid-2012 and US regulators any and address identify authorities to with the relevant US resolution The second resolvability. to impediments anticipate and we 2013 in October submitted plan was annual submissions hereafter. Authority (PRA) Regulatory In the UK, the Prudential 2013 published its RRP rules and guidance in December and resolution and recovery 2014) 1 January (effective supervision. continuing of part considered planning is now as part will be considered resolution to barriers of Removal rm, and the PRA each fi for supervisory strategy the PRA’s of to changes in order cant signifi make rms to fi can require the These include, among others, enhance resolvability. its legal changes to make to: a group require to powers the (including demanding that structures or operational readily more units which are into be restructured group or proposed c existing limit or cease specifi resolvable); liabilities of ed minimum amount hold a specifi activities; under the powers or conversion down write to subject tool. bail-in Progress update Contributing to growth

Deliver product and service solutions to help more people and society progress in a sustainable way

32 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information See page 40 See page 34 See page 38 See page 34 See page 34 Barclays PLC Citizenship Report 2013 | 33 2013 Report Citizenship PLC Barclays bn bn nancing for for nancing bn

Apprentices at Barclays in the UK Barclays at Apprentices Youth employability Youth 667 59,000 with seminars, tools SMEs supported and training Supporting small businesses £840 fi Assist in raising New and renewed lending to small lending to and renewed New enterprises and medium sized businesses and governments Financing for businesses and governments Lending to SMEs Lending to £13.4 £34 lending and renewed New households to Lending to households Lending to Contributing to growth

6. We will leverage our products, capital, networks and expertise to drive sustainable progress

Why is this important? To achieve long-term sustainable economic growth, a number of policy challenges must fi rst be addressed, including: raising employment, improving access to housing By supporting our customers and and supporting families in planning for their futures. All of clients and working in partnership these goals rely on access to appropriate and responsible with other stakeholders we can create fi nance. In addition, new solutions to help tackle social and an environment in which individuals, environmental challenges also need access to appropriate fi nancing to help innovate, develop, commercialise and institutions and governments are able scale deployment. to invest in sustainable progress and Supporting households and businesses enable growth. We are on-track against our Citizenship Plan commitments to deliver £150bn of new and renewed lending to households and £50bn to SMEs by the end of 2015. More broadly, we continue to be a major provider of personal and housing fi nance and have helped deliver the UK Government’s policies to improve the lending environment. We delivered £1.4bn of net new lending in Q4 2013 under the Funding for Lending Scheme (FLS), Key performance measures with a total of £8.1bn in net new lending delivered since the scheme’s inception. We provided £88bn of FLS-eligible gross new lending to UK households and businesses £34bn in 2013. New and renewed lending to households (2012: £33.4bn) Barclays’ Cashback for Business scheme offered to pass on the funding benefi ts of the FLS to our customers. During 2013, we provided £1.7bn in lending with a total cashback of nearly £36m. We held a number of meetings between £13.4bn credit offi cers and SME clients, which were supported by nearly 63,000 hours of training delivered to 3,000 New and renewed lending to SMEs (2012: £11.1bn) colleagues to build confi dence on lending. In October 2013, we were the fi rst bank to offer business customers ‘pre-approved’ overdraft facilities and loans. This service helps businesses to manage cash-fl ow issues, £840bn largely seen as one of the main catalysts behind the Assist in raising fi nancing for businesses and governments closure of small businesses in the UK. We know that small (2012: £830bn) businesses face a number of challenges, including access to fi nance, managing late payments, and understanding regulatory obligations. The FLS, and the wider interest rate environment, has supported the personal lending and mortgage markets with lower borrowing costs for customers. We welcome this support but believe it must be matched with reforms to the supply of housing across the country. We listened to the problems faced by fi rst-time buyers and launched the Family Springboard Mortgage in January 2013. As an inter-generational mortgage, it lets relatives use their savings to help family members make that important fi rst step on the property ladder. We have also offered some of our lowest ever fi xed rate mortgages to pass on the benefi ts of current low interest rates to customers.

34 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information cient and cient nancial services nancial Barclays PLC Citizenship Report 2013 | 35 2013 Report Citizenship PLC Barclays nancial services nancial We are increasingly optimistic about the next few years in years few the next about optimistic increasingly are We economic to contribute to will continue We the economy. lending, responsible offer to hard and work growth our customers help support to services and skills innovative their ambitions. achieve access to fi Increasing fi access to increasing to committed are We Africa and the UK. In Africa, we in markets in our core access expand model to banking a branchless implemented and servicing. In opening account remote and pioneered an effi towards innovate to continued we 2013 which is comprehensive experience banking affordable individuals, low-income for understand to and easy or no access limited and those who have micro-enterprises an inclusive deliver look to nancial services. We fi formal to channels. Our in-store banking our existing through offering allows sites partner merchant 1,000 over service at banking check balances, money, deposit and withdraw to customers airtime. and buy pre-paid mini-statements obtain strategy; for example, it does not have direct exposure to to exposure direct have it does not example, for strategy; than a small proportion more generate that companies and arms, pornography tobacco, from their turnover of with a time investors, long-term gambling. Aimed at a provide to seeks plus, the Fund years ten of horizon of with the prospect together income, of sustainable level in investment through capital and income in both growth assets. of ed portfolio a diversifi rst-time nancial health, nancial Developing innovative products products innovative Developing Ring Barclaycard on a based card credit rst ‘crowdsourced’ Ring is the fi business model. With a and fair simple, transparent the for published monthly nancial stats APR and fi low to cardmembers empowers that a product it’s community, learn about fi in the community, participate submit and vote on new ideas, get involved in charity involved ideas, get on new submit and vote through success in the product’s and share campaigns programme. the Giveback sustainable investors for new products Creating launched a rm MSCI Inc. have fi and analysis Barclays Social and Governance Environmental, of family global its kind. The rst of Indices – the fi Income (ESG) Fixed the for as benchmarks serve designed to indices are buy debt to who want bond investors number of growing be seen to are that and governments companies from indices will and socially responsible.The environmentally investors providing by ll a critical gap in the market fi Nations such as United ESG commitments, who have with a signatories, Investing Responsible Principles for benchmarks. performance of series comprehensive charities Ethical fund for UK designed for launched a Charity Fund we In 2013, leading the world’s accesses some of charities. The Fund investment managers and has an ethical investment We also joined the UK Government-backed Help to Buy Help to Government-backed also joined the UK We or move onto, get help customers schemes to mortgage Buy is an Help to of rst part The fi ladder. the housing up, it allows in April 2013; live scheme which went equity loan a buy deposits to in England with smaller customers an equity loan with the assistance of property new-build has also been Since then, Barclays the government. from have that schemes similar equity loan join rst to the fi in Scotland governments the respective been launched by and Wales. under the products offered have we January 2014, From fi allowing Buy, Help to side of guarantee mortgage buyers and home movers, who are unable to raise the larger larger the raise unable to who are and home movers, buyers or an existing a new-build purchase deposits needed, to the UK. of the whole across property has been the increased this year trend positive Another a of is part Barclays in the lending markets. transparency by activity on lending data share to wider industry project on SME lending, mortgages focusing This project, postcode. the importance balanced has carefully nance, and personal fi an with offering data individual customers’ protecting of nance is most used. fi where of overview Contributing to growth

We developed the Barclays Motshelo account in 2012. This Financing social projects product was developed for informal and household savers The Public Sector Group raises capital for governments, and recognises group savings as an easier savings option supranationals, development banks and other public sector towards achievement of a common goal. The account has entities to provide solutions to governance, social and been very popular, registering more than 1500 accounts environmental issues, among others. The team fi nanced (15,000 customers). over US$230bn in 2013, including US$6bn via a two- and seven-year dual tranche benchmark for the World Bank, We are also partnering with other stakeholders on a Charter €3bn 20-year benchmark bond issuance for the European for Financial Inclusion. Please see the Banking on Change Investment Bank and £5bn 55-year Infl ation Linked bond for case study on page 45 for more information. the UK Debt Management Offi ce. In the UK, we offer the Barclays Cash Card Account as a Our US Public Finance team provides essential fi nancing basic bank account. We have been working closely with to higher education, infrastructure, healthcare, housing government and consumer stakeholders to agree minimum and public power issuers. In 2013, the team fi nanced over standards for basic bank accounts, such as: customers to US$12.5bn, including a landmark US$2.5bn bond offering manage their account online, in branch or over the phone; for the University of California and a US$2.3bn bond set up direct debits and standing orders; have full LINK ATM offering for Foothill/Eastern Transportation Corridor Agency. access; and have a debit card. Barclays’ securitisation team acted as Structuring Advisor in We also support the community fi nance sector to grow a fi rst-of-its-kind, credit-rated US$152m bond securitisation and become more sustainable; for example, by providing for Social Finance Inc. (SoFi). SoFi is a peer-to-peer lender more affordable loans in communities where there is a that refi nances loans for graduates of approximately 100 strong reliance on illegal loan sharks and high cost credit. of the most prestigious colleges and universities in the The Barclays Community Finance Fund has awarded United States. funding of up to £50,000 each to 26 projects since 2010, helping increase the capacity of existing community fi nance A growing number of one-person households means that providers to provide more products and services to reach a the demand for social housing continues to outstrip supply larger number of vulnerable people. in the UK. Barclays is committed to supporting the sector and helped arrange £639mr of bond fi nancing for social In order to improve accessibility, we are working with housing providers in the UK in 2013. organisations such as Royal National Institute for the Blind, Action on Hearing Loss and Alzheimers Society to get Financing environmental and clean energy projects insight into the needs of the groups they represent and In 2013, we helped direct £4bnr of fi nancing in the clean to test our ideas. The Business Disability Forum named energy and clean technology sectors globally. We delivered Barclays best service provider and overall winner of the landmark transactions that will build the future fi nancing Disability Standard 2013. We were the fi rst bank to landscape, including diversifying the investor base and commit to accessible ATMs for blind and visually improving access to the bond markets for fi nancing clean impaired customers. energy projects. For example, Barclays acted as joint book runner on a landmark US$1bn senior secured notes offering Raising capital for businesses and governments in June 2013 for Solar Star Funding, the largest ever We provide fi nancing, risk management and advisory single-tranche renewable energy project fi nancing in history. services to help corporate clients create jobs and grow their We also helped a number of other fi rms issue debt, businesses, institutional clients to meet the investment including a US$613m senior secured notes offering for needs of an ageing population, and governmental clients Continental Wind, an owner of several wind generation to fund public services and infrastructure. projects in the US, and a US$319m senior secured notes We raised over £840bn in fi nancing for businesses and offering for CSOLAR IV South, LLC. governments in 2013, including £240bn for governments We were also active in helping list clean energy and clean and public sector entities. technology companies on the public markets. This included Banks play a key role in enabling the fl ow of capital towards the £244m initial public offering (IPO) for Infi nis Energy, environmentally or socially benefi cial activity. A range of a leading independent renewable energy generator in business lines across our fi rm are actively involved in the UK and the £252m IPO for Greencoat UK Wind, an delivering solutions across product groups, geographies infrastructure investment fund managing a portfolio of and industry sectors. onshore and offshore wind farms in the UK. This transaction represented the largest ever UK IPO in the renewable energy sector.

r Within KPMG’s limited assurance scope. Please see page 49.

36 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information t Social Innovation Opportunities nancial sector sector nancial nancial services nancial Barclays PLC Citizenship Report 2013 | 37 2013 Report Citizenship PLC Barclays Expertise Corporate Assets and Need Social Business Opportunities in rural areas. Azuri has combined solar and mobile phone solar Azuri has combined areas. in rural avoid to markets enabling users in off-grid technologies, their solar for pay and, instead, costs upfront unaffordable use it. they as electricity pace, gathers revolution energy As the African clean and sponsors, investors with project worked have we 5 billion Rand (£328m) and provided agencies government the announced in projects four funding for debt of energy renewable South African government’s process. procurement Extending access to basic fi non-profi with in Uganda has partnered Barclays and CARE Foundation Grameen organisations and technologies innovative create to International relevant are that nancial products fi mobile phone-based communities. disadvantaged and accessible for testing, and on-the-ground research Using in-depth the Grameen of the expertise leverages the partnership mobile develop to Laboratory, Application Foundation community the informal help connect that applications fi the mainstream to nance groups fi propositions. viable and scalable commercially through nancing facilities facilities nancing Social Innovation Facility Social Innovation launched in Facility, Social innovation The Barclays the with a £25m commitment, exists to accelerate 2012 directly solutions that of commercial development and developing social challenges. Uncovering, address challenging the scaling these solutions often requires in think about our business models, investing we way often unconventional new technology or testing new, and distribution channels. partnerships committed has currently Facility The Social Innovation propositions new of support the development £9m to over full spectrum the representing countries, seven across projects 12 of portfolio The current business areas. of solutions based market and testing is developing in social challenges, working of a range address that stakeholders. NGOs and other with clients, collaboration in Africa healthcare Affordable years three £7m over up to investing and GSK are Barclays access, healthcare to nancial barriers fi help remove to and job while supporting small business development and our skills, expertise in Zambia. By combining creation last mile the challenges of tackle hope to we resources, be scaled across could a model that and create delivery healthcare. people access affordable help more Africa to in the United States to education Access a presents college for planning and saving cient Insuffi those particularly students, many for barrier cant signifi US Barclaycard households. In response, low-income from help to partners with public and private is collaborating with mentors connect resources, college access students account. savings and advisors, and establish a college Our Corporate Bank provides a range of fi of a range Bank provides Our Corporate for clients active in the sector. Transactions in 2013 included in 2013 Transactions in the sector. active clients for solar PV parks nance a number of help fi to facilities loan in South in England and a 22.5 MW wind project based Wales. West Facility Innovation with our Social partnership in Working a £1m also provided Bank Corporate (see case study), the that company a UK-based Azuri Technologies, to loan units in sub-Saharan solar power pay-as-you-go distributes people thousands of of lives the transform Africa, helping to Contributing to growth

7. We will help more businesses to start up and grow

Why is this important? As a major bank we are committed to identifying and nurturing the highest potential businesses, those most able to deliver growth and jobs, while still ensuring the Small and medium enterprises wider SME community has the support they need to grow (SMEs) are vital to the economy. and prosper. By helping these businesses to start Patient capital We are working with the Government to identify ways of up and grow, we can contribute enhancing the UK’s risk fi nance sector, to create a world- leading environment for funding innovation and start-ups. to wider prosperity. We will work We believe that traditional bank lending will be improved to better understand the needs by proper equity support for these companies. of start-up and small businesses Exporting Barclays’ research suggests the average business must that we serve and support them begin exporting after four years in order to achieve with access to markets, suppliers signifi cant growth; this is largely a result of over-saturated domestic markets and could be a catalyst for the stall in and expertise. business growth in the UK. We have created a range of support and fi nance products to help companies gain a foothold in overseas markets and begin their journey as an exporter. Products to help small businesses Over 120,000r start-up businesses began a banking Key performance measures relationship with Barclays in 2013, up from 112,000 in 2012. In addition, Barclaycard launched an initiative to help smaller businesses and start-ups access payment solutions 59,000 in the UK. This is a simple, commitment-free proposition SMEs supported with seminars / tools and training that enables small businesses to trial the solution and (2012: 36,000) return it free of charge within the fi rst six months should it not work for their business. By designing the service around small business needs, we have seen strong results, with the conversion of interested businesses to customers more than doubling. Supporting SMEs with seminars and training In order to help businesses gain confi dence we have provided more than 59,000 people with business advice and support through seminars, tools, clinics and workshops. This consisted of over 24,000 people in the UK and more than 25,000 attendees at small business support seminars, trainings and workshops in South Africa. Additionally, over 20,000 SMEs are registered on our Procurement Portal in South Africa, which is designed to make SMEs visible to corporate buyers. Corporates can search for specifi c suppliers in a particular region, of a certain profi le and with a particular capacity. The Procurement Portal also encourages corporates to buy more services and products from SMEs, facilitates fi nancial independence and offers a range of non-traditional funding solutions. Building alternative fi nancing options for high-growth fi rms We believe that long-term risk fi nance outside the traditional banking sector, such as equity, is fundamentally

r Within KPMG’s limited assurance scope. Please see page 49.

38 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information Barclays PLC Citizenship Report 2013 | 39 2013 Report Citizenship PLC Barclays entrepreneurial activity in the UK - from start-up, through through start-up, in the UK - from activity entrepreneurial is created. wealth liquidity where of the point to growth, start-ups and high- of the number that showed Results in the UK. year past has climbed in the companies growth Supporting social enterprise with Leaders in in partnership has been working Barclaycard of a range providing years, almost two Community (LIC) for including business planning, marketing support activities, up a set LIC have name a few. to restructure and board arm, with the consulting and social enterprise commercial through train people they the young employing purpose of services to based community also offer They the charity. departments government and other housing associations people. with young working of on their experience based a self-funding has created began, the team Since work understand what the business and now mechanism for have We even. break to each year recover need to they eliminate help them a pricing model to also developed a loss and outlined a at undertaking projects of the risks the chances increase to their bid proposals for structure winning tenders. of James Layfi eld, Co-Founder of Central Working, said: Working, Central of eld, Co-Founder James Layfi true a just how at impressed been incredibly have “We The most powerful with Barclays. have we partnership really we the relationship, of has been the openness part organisation such a vast That Barclays. to a partner are Working, with an SME, Central so collaboratively can work special happening inside very something to is testament bank.” that rst fi nancial fi rst nance, and nance, “Our partnership with Barclays has not only enabled us to expand but it expand to only enabled us not has with Barclays “Our partnership thrive businesses to SME other of hundreds help enabled us to has also last year” in the and grow Working Central of Co-Founder eld, James Layfi rst year of the partnership, nearly 300 new 300 new nearly the partnership, of rst year Visit: www.barclays.com/annualreport Barclays has established a hands-on partnership right in right a hands-on partnership has established Barclays As the fi City. Tech London’s the heart of start-up eco-system support this to services organisation commitment its long-term ned by is defi – the partnership Working. with Central collaboration year ve a fi through start-ups the needs of to a club tailored This provides In addition to businesses. and inbound overseas access the businesses have and support, infrastructure employees Barclays’ of and expertise the knowledge to support advice. The aim is to business banking and to working a collaborative providing start-ups by innovative business growth. support rapid to environment In the fi and 230 new Working joined Central businesses have with member companies been created jobs have have events A series of growth. economic demonstrating of seminars on a range including free Barclays, been led by innovative develop to and a ‘hackathon’ business topics support accessibility requirements. that tools technological has also procured Barclays the partnership, Through supply its own businesses into small innovative young, supplier diversity. to chain, furthering its commitment Supporting the next generation Supporting the next start-ups technology of important to supporting high-growth businesses. We are are businesses. We supporting high-growth to important identify to and wider industry the government with working fi of sources alternative growing of ways as the growth as diverse establish a funding environment businesses it supports. Capital (CIC) helped Cambridge Innovation we In 2013, in the UK. placement an equity private £50m through raise businesses based innovative of CIC the growth will support equity long-term investing by in the Cambridge Cluster the critical middle stage bridge help companies nance to fi death’. of the so-called ‘valley development, commercial of investments existing of £600m also has around Barclays in the UK. This companies growth support designed to (BGF), which invests Fund includes Business Growth £50m investment SMEs; our in growing capital long-term Capital, which is helping build the social in Big Society of in a range and smaller investments sector; investment Capital Funds. Venture Regional about the insight increase to also collaborating are We Index Entrepreneurs and BGF Barclays The SME sector. of a snapshot provide to sets data a number of analyses Contributing to growth

8. We will improve youth employability

Why is this important? Apprenticeship programme Barclays currently delivers an industry leading Apprenticeship programme.1 The programme extends Youth unemployment has become a across our UK operations and aims to support the most global issue. In the UK alone, those not disadvantaged young people into work. Having already surpassed our goal to deliver 1,000 apprenticeships by in employment, education or training 2013, we now aim to deliver a further 1,000 apprenticeships (known by the acronym NEET) is at a by 2015, and launch the programme across the UK to include specialist roles such as Digital, HR and Marketing. record high. As a global employer, we The ‘Grow with Barclays’ framework builds on this success can help equip young people for the by providing a clear development journey for apprentices, while opening up structured learning opportunities for workplace and give them the skills existing colleagues early in their careers. Grow with Barclays they need to succeed. We can achieve will provide continued training and support for early career development with recognised professional qualifi cations this by offering opportunities at and lead onto other existing Barclays programmes, such Barclays and working with partners to as the Future Leader Development Programme (FLDP). LifeSkills programme support wider employability initiatives. LifeSkills is our free, curriculum-linked education programme launched in March 2013. A growing consortium of schools, students and businesses are collaborating to give young people the employability skills and opportunities to realise their full potential. LifeSkills is divided into three modules – People Skills, Work Skills and Money Skills – taught both in school and Key performance measure online. Work experience is also an important part of the programme. Students between 14-17 who complete LifeSkills in school or who earn points online are eligible 667 for work experience opportunities at Barclays and other participating businesses in the UK. apprentices1 at Barclays in the UK (2012: 486) As part of the LifeSkills programme, Barclays is also partnering with the British Hospitality Association (BHA), to support its goal of creating 60,000 new jobs in the sector by 2015. Together we will use our collective power to help young people get ready for work, and fi nd quality apprenticeships and job opportunities. Since May 2013 the programme has been taught to over 250,000 young people. Thousands of teachers and hundreds of organisations have signed up and the feedback so far has been extremely positive. We are currently working with The Work Foundation to thoroughly measure the impact of the programme and pinpoint areas for growth and further development.

1. This includes all participants to our early careers programmes (apprentices and trainees) where the goal is to support youth employment in the markets in which we operate and providing skills, access and career paths for young people who may previously have been excluded from the workplace.

40 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information tted tted uencers Barclays PLC Citizenship Report 2013 | 41 2013 Report Citizenship PLC Barclays in education and business to identify and examine and examine identify and business to in education from when moving people face the issues young make to and crucially, employment, into education within the LifeSkills improvements for recommendations viewpoints of range A broad and beyond. programme develop to best way discussions on the effective leads to twice since the The Council has met activity. and deliver the CBI, FSB, from launch. Representatives programme’s and the Association Taskforce and Employers Education sit alongside businesses such and Lecturers Teachers of and charities Transformation and Centrica as McDonald’s The Children. and Free Trust been delivered have that Council recommendations Key external providing include; the programme so far, in LifeSkills people participating young for recognition of the extension a City & Guilds endorsement; through of and the development FE colleges; to the programme schools participating of the work promote to materials which will be branches, and businesses in Barclays in 2014. later delivered LifeSkills Council Advisory External on extent a large depends to LifeSkills The success of different unite is able to the programme well how is the programme that ensure To groups. stakeholder these groups, the needs of and led by informed both Meeting created. Council was Advisory the LifeSkills infl key brings together the Council bi-annually, programme held 39 workshops for 390 injured personnel. 390 injured for held 39 workshops programme benefi volunteers, Barclays by Skills Bank, delivered CV and day with a two personnel injured a further 100 skills workshop. interview are we and investment, the skills training Beyond into helping military personnel transition to committed and experience work offering by civilian employment 76 were There candidates. hiring the most dedicated In November, in 2013. military personnel placed or hired scheme placement military work launched a pilot we for seeking early service leavers actively now and are with 200 programmes, and degree apprenticeships so far. received applications “I found the CV workshop very useful, the Barclays Team helped me a lot a lot helped me Team the Barclays useful, very the CV workshop “I found letter” writing a covering a CV and creating now dent confi more and I feel School, Northampton Duston at a student from Feedback Visit: www.barclays.com/annualreport defi in the future!” nitely be looking to progress defi “ Barclays treats us all really fairly and I would fairly and I would all really us treats Barclays “ became available an apprenticeship The opportunity of in the Branch the Durham at networks within our branch England. North of Barclays apply to and chose to Jane is visually impaired charity she had any than through rather directly with. worked previously the Specialist for Operational Team The Early Careers and Solutions team, Adjustments the Reasonable region, discuss to closely with the business area worked Trainers the of procedures day to the day of aspects practical and clear, routes access hall, such as keeping banking Jane if things had been moved. inform to remembering magnifying such as electronic adjustments Reasonable amended were screens systems glasses and computer day to assist Jane as much as possible in her day to to throughout be informed to business. AXA continue her throughout met needs are Jane’s all of that ensure changes in on any date up to keep we and that career disability. Jane’s aligned was and on-boarding the assessment Both process. our standard as closely as possible to Jane had that ensure made to were Arrangements she was and that room the interview access to easy the For within the building throughout. fully assisted and documents Barclays’ to all ‘Welcome on-boarding, Jane that ensure to enlarged were material training glass. magnifying them using her electric see could Jane Forster Apprentice AFTER programme AFTER programme Transition Forces Armed Barclays The year, third in its Now aims programme (AFTER) and Resettlement Employment civilian into transition help Military Service Personnel to The or retirement. discharge upon medical employment with the MoD and up as a partnership set was programme charities: ABF – the soldiers charity; Help for service four and The Trust; Afghanistan Regiment Parachute Heroes; the programme 2013, British Legion. By the end of Royal service personnel. 1,864 had supported and vocational in education £1m has invested Barclays through a further £1m raise and pledged to courses Skills Our Money 2014. the end of by fundraising colleague Progress update Supporting our communities

Helping fi ve million disadvantaged young people to develop the enterprise, employability and fi nancial skills they need to fulfi l their potential

Credit: Jon Spaull/Banking on Change

42 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information See page 44 See page 44 See page 44 See page 44 See page 44 Barclays PLC Citizenship Report 2013 | 43 2013 Report Citizenship PLC Barclays

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Donated to charities through Barclays’ matched fundraising and fundraising matched Barclays’ charities through to Donated and the funds raised (this includes both giving programmes contribution) matching as Barclays’ as well employees by donated Fundraising and giving Fundraising £35m 447,000 community in Barclays’ volunteered have Hours employees programmes Volunteer hours Volunteer 49% 49% and fundraising volunteering, in Barclays’ involved Employees support with Barclays’ giving activity 10 to 35 year olds reached through our programmes our programmes to through 10 olds reached 35 year participation Employee Benefi 1.22 £72 the world around in our communities Invested Investment in the community Investment Supporting our communities

9 &10. We will help build the enterprise, employability and fi nancial skills of fi ve million disadvantaged young people

Why is this important? As part of our 5 Million Young Futures ambition we are working alongside leading charity and NGO partners to help disadvantaged young people develop the skills they need to Almost 75 million young people fulfi l their potential. We have committed to invest £250m by around the world were estimated 2015 and encourage colleagues to volunteer their time and skills. Since 2012, 2.43million young people have benefi tted to be out of work in 2013 (one in from our programmes and we have invested £136.5m. eight). With a global network of Our community programmes fall into three categories: approximately 140,000 employees in • Enterprise skills: Equipping young people with the knowledge and support to set up their own business 50 countries, we can play an active or income-generating activity role in addressing the needs and • Employability skills: Teaching young people valuable challenges of the communities we work skills to enhance their future job prospects through job training, literacy and numeracy programmes serve. We are helping to build the • Financial skills: Helping young people to manage enterprise, employability and fi nancial their money more effectively and make sound skills of fi ve million disadvantaged fi nancial decisions The direct efforts of our employees ensure that the positive young people. impact of our community investment goes beyond our fi nancial contribution. In 2013, more than 70,000 colleagues around the world invested their time, skills or money to help Key performance measure our communities. Thousands of employees also unite every year during our annual volunteering campaign ‘Make a Difference Day’. £72m This year colleagues at all levels from around the world Invested in our communities (2012: £64.5m) took part in many ways, sharing their skills and knowledge. Activities included reviewing CVs, running mock interviews and advising young entrepreneurs.

Invested in our communities Employee participation in community programmes 2013 % Total of unique employees participating in Barclays’ volunteering, fundraising or giving programmes 71,000 83 Total number of volunteering hours 447,000 7 Total amount raised through fundraising and giving £35m 10 Total number of events receiving matched fundraising 21,000

Cash Management costs Volunteer time contribution 1.22m 10-to-35 year olds reached through our programmes (2012: 1.21m) 2013 highlights 221,000 supported in receiving enterprise skills training 77,000 received employment skills or job training 9,000 secured work placements or internships 235,000 helped with literacy and / or numeracy support 893,000 receiving fi nancial skills support 20,000 started a business or income generating activity 6,400 achieved employment

44 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information nancial planning. nancial Barclays PLC Citizenship Report 2013 | 45 2013 Report Citizenship PLC Barclays entrepreneurs, linking them to fi nance and markets. nance and markets. fi linking them to entrepreneurs, agri-enterprises with 100 working is currently TechnoServe 300 sustainable jobs. Barclays’ creating with the aim of the farmers, support to mentoring also provide employees and fi on strategic focus with a particular Photo credit: Max Orenstein / Clinton Foundation Foundation Clinton / Max Orenstein credit: Photo Zainabu’s story 22, save Banking on Change helped Zainabu Rashid, her hair salon in Tanzania. to rent up enough money out able to take she was group, the savings Through She said: a loan and buy the equipment she needed. salon own my have I would that dreamt always “I’d and or four three chain of two, own my and even I believe in them. Now people to work other employ the mistress I am now that could be possible. I feel that destiny.” own of my t me t nancial cient farmer. farmer. cient Barclays has invested more than £330,000 in TechnoServe than £330,000 in TechnoServe more has invested Barclays with enterprising works The partnership since 2012. SME South Africa’s of the growth promote people to In addition programmes. agri-enterprise through sector it creates training, and enterprise technical providing to and other farmers tangible business opportunities for TechnoServe, South Africa TechnoServe, skills Enterprise Ephraim’s story of land and no access to funding orWith just ten hectares struggled as a self-suffi advice, Ephraim Tsatsi He began working with TechnoServe in March 2012 and 2012 in March with TechnoServe working He began advice to help run his business more quickly received has really “The commitment of the advisors ciently. effi training also me and the AgriPlanner helped motivate skills in farming. my contributed a lot in terms of improving also buy and they community my people from I employ will benefi This project the project. from vegetables with marketing of the produce we grow, production grow, we of the produce with marketing Absa and technical and business supportsupport from I can only see myself programme. the TechnoServe from this.” from growing Africa future. Through informal savings groups, they can manage they groups, savings informal Through future. and invest their assets increase effectively, their money better afford as small businesses, as well in their own than 50,000 More and healthcare. education access to since nancial skills training fi received people have young in 2013. the programme of phase two the launch of 2009 and 2012, between £10m of investment an Following and 2013 between has pledged a further £10m Barclays Ghana, India, in Egypt, operates The programme 2015. link Uganda and Zambia and aims to Tanzania, Kenya, 2015. services by banking formal to groups 5,000 a village savings visited Bill Clinton US President Former members had rst-hand how fi and saw in Tanzania group gaining Banking on Change. In addition to from ted benefi in part members took community nancial skills, many fi giving them skills and knowledge small business training, micro-enterprises. sustain their own establish and to Global Banking on Change skills and Financial Enterprise Initiative Global a Clinton Banking on Change, UK International Care Barclays, made by Commitment the poorest of people in some and Plan UK, gives their fi of control take the skills to communities Supporting our communities

Americas Endeavor Enterprise skills Endeavor works with entrepreneurs in growth and Barclays has invested £1.2m in Endeavor since the emerging markets to build a vital support network to help partnership began in 2010. Senior leaders across the their businesses succeed. It has already helped nearly organisation have selected candidates to become 1,000 entrepreneurs create approximately 225,000 Endeavor Entrepreneurs at selection panels throughout high-wage jobs. It plans to add at least 1% to the Gross the year. They also serve as mentors and speak at various Domestic Product in every country where it has a presence. Endeavor summits and events. Bedriye’s story Bedriye Hülya, who was selected as an Endeavor Entrepreneur in 2009, established the country’s fi rst chain of female-only gyms. She has steadily grown the business – franchising exclusively to other women – creating over 200 gyms. Joe Gold, Barclays Managing Director, held a mentoring session with Bedriye at Endeavor’s Global Acceleration Panel in 2012. Joe advised her on business strategies including leasing the equipment instead of purchasing it to free up capital. Taking this advice Bedriye was able to add 40 new gyms to her franchise. She was named Schwab Social Entrepreneur of the Year in 2013.

Asia Pacifi c Asian Women’s Welfare Association (AWWA), Singapore Employability and Financial skills Since 2012, Barclays has invested over £120,000 in Asian mentored by Barclays’ employees, which included career Women’s Welfare Association (AWWA) EXCELerate preparation and savings planning workshops. In 2013, Services. The programme aims to equip disadvantaged more than 81 benefi ciaries were supported through the young adults with vocational education and training. programme, with more than 40 young adults gaining Barclays invited benefi ciaries to our Singapore offi ce to be successful employment. Lalitha’s story The AWWA EXCELerate programme, and her mentor Rali, provided Lalitha with the motivation, support and goal-setting strategies she desperately needed. Lalitha said: “It propelled me forward which helped me to overcome the challenge, with the support from my family and loved ones. I’ve looked up to [Rali] as a special person who I could really open up to, without having to feel uncomfortable. I know that I can look for her if I needed help”. Lalitha is now on track to complete her coursework and realise her career ambitions.

46 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information dence Barclays PLC Citizenship Report 2013 | 47 2013 Report Citizenship PLC Barclays In addition to the £825,000 investment since 2011, since 2011, investment the £825,000 In addition to League engaged in Street have volunteers Barclays’ people support young the UK to across activities including or education, training access to with limited and confi CV support, mock interviews offering building techniques. Providing a unique combination of soft skills training, skills training, soft of a unique combination Providing support employees Barclays’ shadowing, and job coaching work as provide as well skills workshops of the delivery there course, a year-long After opportunities. experience their improved cantly signifi ciaries that 60 benefi were young 16 2013, the end of At prospects. employment opportunities. or internship jobs people successfully found eld. This eld. cations. cations. nd employment employment nd an internship dence and secure Street League Street skills Employability through ‘Change Lives mission is to League’s Street people, engaging underprivileged young by Football’ and on the fi in the classroom 25, to aged 16 develops programme Academy eight-week intensive skills, and goal-setting teamwork communication, qualifi recognised nationally while offering Faz-Te Forward, Portugal Forward, Faz-Te skills Employability in Faz-Te £65,000 has invested Barclays Since 2012, Associação and Barclays between a partnership Forward, tackle the which aims to o Desenvolvimento, para in Portugal. unemployment youth of problem growing underprivileged give is designed to The programme education either completed adults, who have young the best chances cation, qualifi or had a professional securing employment. of Will’s story drifting nd permanent work, struggled to fi Will, 20, in and out of temporary jobs and so he joined Street Barclays’ When programme. eight-week League’s so were they visited the Academy, employees him to an interview. invited with Will, they impressed at appointed a full-time role he was 2012 In May Money a Barclays helped deliver and recently Barclays, in Croydon. Academy League to the Street Skills course programme, League joining the Street anyone “To a great getting are you that just say I would the most of it and go the opportunity so make in such is achievable extra mile. It is amazing what the Academy.” a short space of time at at Barclays. at completely changed Forward Mariana said: “Faz-Te me to allowed My mentoring relationship life. my I can put where Barclays, in an internship at participate mentor and experience my by advice given the to work to pursue.” like I would in an area world the working due to low self-confi dence. Faz-Te Forward provided provided Forward dence. Faz-Te self-confi due to low time Mariana with public speaking techniques, as interview skills, as well management and networking These experiences employees. Barclays’ coaching from helped to build her confi Mariana’s story struggled to fi Mariana Burguette UK Europe Benchmarks

We participate in a number of performance indices, benchmarks and Environmental, Social and Governance (ESG) research, including: • Dow Jones Sustainability Index • RiskMetrics • Business in the Community Corporate • Bloomberg Markets’ world’s greenest banks ranking Responsibility Index • Sustainalytics • Carbon Disclosure Project • Vigeo • FTSE4Good Index • oekom research

Highlights of our performance are given below

51 Dow Jones Social 76 78 Sustainability Index 52 Environmental 88 The Dow Jones Sustainability Index (DJSI) tracks the 84 fi nancial performance of the leading sustainability-driven 67 Economic 83 companies worldwide. 86 58 In 2013, we maintained our membership of the DJSI World Total 82 Index, which represents the top 10% of the leading 82 companies in the Dow Jones Global Total Stock market Average score in global banking sector Index. Our score remained at 82% overall. Barclays score 2013 Barclays score 2012

Carbon Disclosure Project The Carbon Disclosure Project (CDP) assesses 92 92 organisational management of greenhouse gas emissions, climate change strategy, mitigation and adaptation.

In 2013, Barclays has achieved an ‘A’ rating for 89 our performance. We have also achieved a position on the CDP supplier climate performance leadership index (SCPLI) 2013. This is a new list of the best performing suppliers on climate change action who disclosed to the CDP supply chain program in 2013. 2011 2012 2013

FTSE4Good CommunityMark The FTSE4Good Index Series is BITC’s CommunityMark is th e UK’s only designed to objectively measure national standard that publicly recognises the performance of companies that excellence in community investment. meet globally recognised corporate We are a CommunityMark pioneer, responsibility standards. We have been a member of one of the fi rst companies to achieve the FTSE4Good index since its inception in 2001. the CommunityMark in 2008. In March 2013, we scored 90 out of 100 on the Environmental, Social and Governance Rating (relative to other companies in our sector).

48 | Barclays PLC Citizenship Report 2013 Strategic overview Progress update Supplementary information Barclays PLC Citizenship Report 2013 | 49 2013 Report Citizenship PLC Barclays Bloomberg Markets’ Bloomberg Greenest World’s Bank ranking Bank Greenest World’s Markets’ The Bloomberg services institutions on their nancial assesses fi ranking in and their investment performance environmental clean technology. Bloomberg place in the 2012 our 10th maintained We 2013. published in March Ranking, Green description of Barclays’ adherence to the AA1000APS the AA1000APS to adherence Barclays’ of description in opinion is available principles and their full assurance www.Barclays/ at our website of section the Citizenship opinion.com. Citizenship/downloads/assurance assurance a limited for provided assurance of The level than a reasonable lower substantially is engagement their opinion, reach to In order engagement. assurance which procedures of a range LLP performed KPMG of examination with management, included interviews as selected as well and documentation, systems reporting A summary ce level. and Head Offi a site at testing data their is included within performed they the work of opinion. assurance gas greenhouse information, nancial performance Non fi inherent more to is subject in particular, cation quantifi to It is important nancial information. fi than limitations information performance Citizenship the selected read in the context Report within this Citizenship contained opinion; Barclays assurance full limited LLP’s KPMG of Citizenship the selected guidelines for reporting www. at on our website available data performance protocol.com; Barclays/Citizenship/downloads/reporting quality ning report defi principles for and the GRI reporting which is AA1000APS, to adherence of the description for GRI. at available . The principles ™

We engaged KPMG LLP to undertake a limited assurance assurance a limited undertake to LLP engaged KPMG We the using Bank Plc only, Barclays to reporting engagement, (‘ISAE’) Engagements on Assurance Standard International Gas on Greenhouse Engagements ‘Assurance 3410: performance Citizenship the selected over Statements’ with the within this Report been marked have that data Engagements p; and ISAE 3000: ‘Assurance symbol Financial Historical of Other Than Audits or Reviews performance Citizenship the selected over Information’ with the in this Report been marked have that data the to adherence Barclays’ of Δ and the description symbol (‘AA1000APS’) Principles Standard Accountability AA1000 and materiality inclusivity, (2008) principles of with the symbol marked responsiveness set out in AA1000APS (which is available at http://www. at (which is available out in AA1000APS set are accountability.org/standards/aa1000aps.html) establish a to: action take to reporters drive to intended and balanced on a comprehensive based strategy issues and material to and response understanding of and establish goals issues and concerns; stakeholder and associated against which the strategy standards can be managed and judged; performance goals, about strategy, information and disclose credible their those who base to and performance standards and decisions on this information. actions ed opinion in relation an unqualifi provided LLP have KPMG and the data performance Citizenship the selected to Independent assurance process assurance Independent LLP KPMG by The BITC CR Index is widely considered considered is widely CR Index The BITC corporate for the leading UK benchmark of a score achieved Barclays In 2013, responsibility. – Big Tick’ rating its ‘Platinum 95% and maintained ranking. the highest possible

Business in the Business in the Community (BITC) Responsibility Corporate (CR) Index Benchmarks