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Barclays Management structure:

The Board: Barclays Board of Directors, led by Chairman Marcus Agius, manages the business on behalf of shareholders. The Executive committee: Barclays Executive Committee comprises the most senior leaders in the business, headed up by Chief Executive Robert E. Diamond, Jr. Executive committee consists of: Chris Lucas, Group Finance Director Robert Le Blanc,Chief Risk Officer Mark Harding, Group General Counsel Antony Jenkins, Chief Executive, Retail and Business Banking Thomas L Kalaris, Chief Executive of Barclays Wealth. Jerry del Missier, Co-Chief Executive of Barclays Capital and Co-Chief Executive of Corporate & Investment Banking Maria Ramos, Group Chief Executive, Absa Rich Ricci, Co-Chief Executive of Barclays Capital and Co-Chief Executive of Corporate & Investment Banking Sally Bott, Group Human Resources Director. Corporate Governance: As Barclays is listed on the London Stock Exchange, it complies with the UK Combined Code on Corporate Governance. Additionally, Barclays has American Depositary Receipts listed on the New York Stock Exchange, and is therefore also subject to certain NYSE corporate governance rules.

Company structure/organizational structure:

Barclays Head Office is located at 54 Lombard Street, London. The function of Head Office is to agree, control and co-ordinate the Banks strategies and policies across all areas of the Group. The responsibilities of the HO function are split into a number of Head Office Departments; they research, design and introduce changes to policy, services or products. The purpose of Centers is to undertake certain jobs and procedures from a central point (e.g.: Security services), which brings benefits in terms of processing, administration and IT. 13 Regional Offices are spread across the UK. Their role is to act as a link between the HO and branches for the implementation of changes in policy and services and a control and co-ordination point for the branches in areas such as risk assessment, staff training, personnel issues and performance targets. Group Parent Branches act as a central point for many administrative and management functions. In addition, all the bank accounts for the customers of Parent and Group Member branches are maintained at the Parent. Group Member Branches can be considered as satellite branches to the Group Parent. They do not normally have any managers on site although they offer a full range of services to customers.

Barclays is a universal bank and is organized within two business 'clusters': Corporate & Investment Banking and Wealth Management (CIBWM), and Retail & Business Banking (RBB). The Corporate & Investment Banking and Wealth Management cluster comprises three business units: Barclays Capital (investment banking), Barclays Corporate (commercial banking) and Barclays Wealth (wealth management). The Retail & Business Banking cluster comprises four business units: Barclaycard (credit card and loan provision), Barclays Africa, UK Retail Banking and Western Europe Retail Banking.

ANNUAL REPORT (Directors report):

Profit Attributable The profit attributable to equity shareholders of Barclays PLC for the year amounted to 3,564m, compared with 2,628m from continuing operations and 6,765m from discontinued operations in 2009. Dividends The final dividend for the year ended 31st December 2010 of 2.5p per ordinary share of 25p each has been agreed by the Directors. The final dividend was announced on 15th February 2011 for payment on 18th March 2011 in respect of the ordinary shares registered at the close of business on 25th February 2011. With the interim dividends totaling 3.0p per ordinary share, paid in June, September and December 2010, the total distribution for 2010 is 5.5p (2009: 2.5p) per ordinary share. The interim and final dividends for 2010 amounted to 653m (2009: 289m). Dividend Reinvestment Plan Shareholders may have their dividends reinvested in Barclays PLC ordinary shares by participating in the Barclays Dividend Reinvestment Plan (DRIP) Share Capital

The Company has ordinary shares in issue. The Companys Articles of Association provide for Sterling, Dollar, Euro and Yen preference shares (preference shares). No preference shares have been issued as at 4th March 2011 (the latest practicable date for inclusion in this report). The Company did not repurchase any ordinary shares of 25p each during 2010 (2009: None). As at 4th March 2011, the Company had an unexpired authority to repurchase ordinary shares up to a maximum of 1,203,988,028 ordinary shares. The issued ordinary share capital was increased by 770 million ordinary shares during 2010. In addition to those issued in connection with the Share purchase, Share save and executive share option schemes during the year, 627 million ordinary shares were issued on 17th February 2010 and 131 million ordinary shares were issued on 11th October 2010 Warrants On 31st October 2008, Barclays PLC issued, in conjunction with a simultaneous issue of Reserve Capital Instruments issued by Barclays Bank PLC, warrants to subscribe for up to 1,516.9 million new ordinary shares at a price of 1.97775 to Qatar Holding LLC and HH Sheikh Mansour Bin Zayed Al Nahyan. As at 31st December 2010 there were unexercised warrants to subscribe for 379.2 million ordinary shares. These warrants may be exercised at any time up to close of business on 31st October 2013.

STRATEGIES OF COMPANY: Global Retail Banking:

Use of innovation is also transforming the customer experience. Pioneering contactless payment strategy in the UK has resulted in a much easier experience for our Customers. Ninety percent of the contactless cards issues in the UK are now issued by Barclays, which puts us in a leading position. In Kenya and Botswana, registration for mobile banking service increased almost four-fold over the year. In Western Europe, Barclay continued to expand the network, increasing the number of distribution points by over a hundred, making it easier for customers to access our banking services. These are just some examples of what we have done to improve the customer experience. Further progress needs to be made and this is a key priority for us. This focus on our customers will generate sustainable value for our shareholders. We made a strong start in 2010. GRB improved its loan to deposit ratio by 4 percentage points to 140%. Return on equity increased from 10% to 11% reflecting strong profit growth in UKRB, Barclaycard and Barclays Africa. We are facing challenging economic conditions in Western Europe but remain committed to a presence in the region and to converting the investment we have made into sustainable profit. Weve achieved greater depth through the integration of Standard Life Bank in the UK and Citigroups card business in Italy.

They are confident that they are on the right track to meet there objectives and deliver significant value to all their stakeholders. At the Global Retail Banking investor day in June 2010, We said our strategic goals were Happy customers, Strong profit growth, good returns. We are making significant progress against these goals. -Antony Jenkins Chief Executive, Global Retail Banking

Corporate and Investment Banking: Corporate and Investment Banking plays a crucial

role in supporting corporate clients to achieve growth and job creation in the real economy; governments to deliver their stability and growth plans; and institutional clients to meet the long-term investment needs of their customers. The strategic build in key growth areas at Barclays Capital is delivering tangible benefits to clients around the world, alongside the focused execution of robust plans for the future right across the business. Barclays Corporate continues to invest in the people, products and infrastructure to support clients in its core UK market, and strengthen its offering for multi-nationals and large companies in overseas markets. Our integrated universal banking model allows us to meet the needs of our clients by connecting capabilities from across the Barclays Group, and our focus on bringing clients the best solution continues to underpin our commitment to their success. Our Corporate and Investment banking business Provides clients with the lending, finance, risk Management, advice, and transactional payments Support that they need to succeed, whatever the Economic environment. The strength of our model Ensures that we are able to focus on their needs when they need us most. --Jerry del Missier Rich Ricci Co-Chief Executive Co-Chief Executive, Corporate and Corporate and Investment Banking Investment Banking

GROWTH PROSPECTS: global economic growth should be 4.7% this year and 4.3% in 2011, according to
the latest Barclays Capital projections. Within that, there are wide variations between countries and regions. In the eurozone, for example, the export market on the UKs doorstep, growth will be just a fraction of that at 1.1% this year and 1.8% in 2011. Elsewhere, however, prospects are much better. Even more impressive is the recovery under way in Asia; a predicted 6.6% in 2010 and 6.4% in 2011


Barclays Bank is the fourth largest bank in UK. Its main competitors are HSBC, RBS, and Natwest.

Barclays says new mobile app is credit card-style watershed Barclays will today launch a new mobile payments service, which it claims could mark as a significant watershed in the way people bank as the advent of the credit card.

Swot analysis:
Strengths Barclays has a widespread global presence, allowing it to spread risk and enjoy economies of scale. The Barclays brand is well-established historically and continually promoted, for example through sponsorship of Premier League football. Barclays is particularly associated with innovation. It brought out the first credit card in 1966, and has continued to develop cards, most recently the One Pulse card combing Oyster, cashless and credit functions for London-based customers. The opening of several new flagship branches along with a refurbishment programmed can be seen as an attempt to refocus on customer demands for a strong presence on the high street Weaknesses Services provided in Zimbabwe to individuals connected with Zanu PF have generated controversy and raised questions about Barclays ethical position: investors are increasingly concerned about ethics. Large bonuses for Directors have attracted unwanted attention from commentators, and it has been speculated that the banks reluctance to take financing from the UK government is because that would end its autonomy with regard to bonuses.

Plans to expand in Asia were limited when Barclays were outbid for ABN Amro in 2006, and alternative expansion plans have had to be adopted. The bank does not plan to pay dividends on its shares until the second half of 2009, making them less attractive to investors.

Opportunities Barclays was keen to acquire some of Lehmans assets prior to its collapse: after the collapse, they have been able to negotiate a better deal with liquidators which also allowed them to be very selective in which parts of the business they acquired The banks strategy is to offer a full portfolio of services worldwide, providing a wide range of cross-selling opportunities.


Asia is still considered an opportunity for Barclays expansion, and operations are being set up in a number of locations. Welfare provision has decreased in many countries because of the cost to governments, and Barclays sees self-provision as an increasing trend that it can utilize. The court recently found that Barclays banking charges, which had been challenged legally, were enforceable, thus repayment is not necessary and charges can continue to be enforced. Threats If the economic downturn is prolonged, acquisition of Lehmans assets could prove to be a mistake. Barclays has been accused of moving loss-making investments associated with the sub-prime market from its accounts to those of other investors, and there is a risk it may be sued. While offering a wide range of services provides opportunities, there is also the threat that customers may prefer to go to suppliers who present a more specialized approach. Barclays acquired a reputation for closing branches because of a high incidence of this in 2000, and competitors have been able to position themselves as more consumer-friendly through a strategy of keeping branches open. The Asia expansion is seen as risky given that Barclays are in a less strong position than banking industry leaders regarding capitalization, and this may detract investors.

The three most visible pillars of Barclays CSR model are as follows: Banking on brighter futures Looking after local communities Charity begins at work Banking on Brighter Futures: Is Barclays flagship programme through which financial contributions are made, bringing the power and capability of the organization to tackle social issues. Across the world, and in India, Barclays is working with local communities to create sustainable change. Barclays has pledged to invest US $150 million over the next five years, in the Banking on Brighter Futures programme. 1,500 projects around the world will be supported and colleagues will be encouraged to volunteer 150,000 hours of work time to get involved. Efforts are focused on financial inclusion, entrepreneurship, education, enterprise and helping people into employment

Looking after local communities: A mobile van hospital initiative with the Sri Satya Sai Trust


Infrastructure support for education of the visually challenged through SIES in Mumbai. Providing relief to those adversely affected by the terror attacks of 26/11 through I Love Mumbai Promoting entrepreneurship amongst economically disadvantaged youth in Maharashtra by partnering with Pratham. Empowering the lives of the underprivileged youth through the medium of sport in association with Magic Bus. Building a playground exclusively for the benefit of the children residing at Bal Asha Trust. Supporting an Adoption awareness seminar organized by the Bal Asha Trust. Supporting a seminar on handling abandoned children for the benefit of the police force in the city. Extending support to the Bal Asha Trust for running a dispensary that provides free consultation and medicines to people from the lower economic sections of society. Addressing the issue of livelihood among under privileged urban youth by imparting training on employability skill, enhancement workshops and programmes in Computers, English, personality development and career counseling through Smile Foundation.

Charity begins at work: Employee engagement is driven largely through the banks initiative, Make a Difference Day, which is celebrated world-wide across the Barclays Group in October November each year. Employees from around the Barclays world are urged to spend at least a day to support a cause or a charity of their choice not in terms of money, but in terms of their time. The bank supports them in their venture by providing them with time off from work and by funding the basic material they require to make their project viable. In all, 13 projects were undertaken in 2009 which saw 195 Barclays and 68 Non Barclays staff invest 2,637 hours of volunteering. To facilitate greater participation in this initiative, Barclays Corporate India launched Make a Difference, Click a Difference in 2009. Over 70 employees and their families participated in this initiative that sought to click pictures on the Magic of India. The shortlisted photographs were then used to create cards and diaries. This year, for the first time, this initiative saw participation from group companies such as Barclays Capital, Barclays Wealth, Barclays Finance, BSS and BTCI in a fitting reflection of the one Barclays vision. A record 8,600 diaries were sold among all group companies and the money raised given to Akanksha Foundation, an NGO that strives to provide formal and non formal education to the under privileged. The Akanksha Foundation will use the proceeds to support one of their centers in Mumbai to impart formal and non formal education to 50 children for a year.