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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.


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 2 . paid in June. September and December 2010.5p per ordinary share of 25p each has been agreed by the Directors. the total distribution for 2010 is 5. Barclays Africa. Barclays Corporate (commercial banking) and Barclays Wealth (wealth management). The Retail & Business Banking cluster comprises four business units: Barclaycard (credit card and loan provision).5p (2009: 2. and Retail & Business Banking (RBB). 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. With the interim dividends totaling 3.628m from continuing operations and £6.564m. Dividends The final dividend for the year ended 31st December 2010 of 2. 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. The interim and final dividends for 2010 amounted to £653m (2009: £289m).0p per ordinary share.765m from discontinued operations in 2009. compared with £2.5p) per ordinary share. The Corporate & Investment Banking and Wealth Management cluster comprises three business units: Barclays Capital (investment banking).Barclays Barclays is a universal bank and is organized within two business 'clusters': Corporate & Investment Banking and Wealth Management (CIBWM).

the Company had an unexpired authority to repurchase ordinary shares up to a maximum of 1. We made a strong start in 2010. The Company did not repurchase any ordinary shares of 25p each during 2010 (2009: None). No preference shares have been issued as at 4th March 2011 (the latest practicable date for inclusion in this report). 3 . 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. These warrants may be exercised at any time up to close of business on 31st October 2013. These are just some examples of what we have done to improve the customer experience. In addition to those issued in connection with the Share purchase. making it easier for customers to access our banking services.516. The Company’s Articles of Association provide for Sterling. Barclaycard and Barclays Africa. Barclays PLC issued. 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.988. warrants to subscribe for up to 1. The issued ordinary share capital was increased by 770 million ordinary shares during 2010.Barclays The Company has ordinary shares in issue. As at 4th March 2011.203. Further progress needs to be made and this is a key priority for us. Barclay continued to expand the network. In Western Europe.2 million ordinary shares. Euro and Yen preference shares (preference shares). registration for mobile banking service increased almost four-fold over the year. Pioneering contactless payment strategy in the UK has resulted in a much easier experience for our Customers. In Kenya and Botswana.9 million new ordinary shares at a price of £1. Return on equity increased from 10% to 11% reflecting strong profit growth in UKRB.97775 to Qatar Holding LLC and HH Sheikh Mansour Bin Zayed Al Nahyan. Ninety percent of the contactless cards issues in the UK are now issued by Barclays. Share save and executive share option schemes during the year. STRATEGIES OF COMPANY: Global Retail Banking: Use of innovation is also transforming the customer experience.028 ordinary shares. We’ve achieved greater depth through the integration of Standard Life Bank in the UK and Citigroup’s card business in Italy. GRB improved its loan to deposit ratio by 4 percentage points to 140%. Dollar. which puts us in a leading position. This focus on our customers will generate sustainable value for our shareholders. As at 31st December 2010 there were unexercised warrants to subscribe for 379. increasing the number of distribution points by over a hundred. in conjunction with a simultaneous issue of Reserve Capital Instruments issued by Barclays Bank PLC.

however. and our focus on bringing clients the best solution continues to underpin our commitment to their success. and strengthen its offering for multi-nationals and large companies in overseas markets. governments to deliver their stability and growth plans. Strong profit growth. prospects are much better. there are wide variations between countries and regions. In the eurozone. Even more impressive is the recovery under way in Asia. and institutional clients to meet the long-term investment needs of their customers. Elsewhere.Barclays They are confident that they are on the right track to meet there objectives and deliver significant value to all their stakeholders.4% in 2011 4 .8% in 2011. At the Global Retail Banking investor day in June 2010. We said our strategic goals were “Happy customers. The strategic build in key growth areas at Barclays Capital is delivering tangible benefits to clients around the world. Within that.3% in 2011. whatever the Economic environment. Corporate and Corporate and Investment Banking Investment Banking GROWTH PROSPECTS: global economic growth should be 4. -Antony Jenkins Chief Executive. The strength of our model Ensures that we are able to focus on their needs when they need us most. according to the latest Barclays Capital projections.7% this year and 4. products and infrastructure to support clients in its core UK market. Our integrated universal banking model allows us to meet the needs of our clients by connecting capabilities from across the Barclays Group. growth will be just a fraction of that at 1. a predicted 6. for example. alongside the focused execution of robust plans for the future right across the business. risk Management. 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.1% this year and 1. the export market on the UK’s doorstep. Our Corporate and Investment banking business Provides clients with the lending. finance. --Jerry del Missier Rich Ricci Co-Chief Executive Co-Chief Executive. Barclays Corporate continues to invest in the people.6% in 2010 and 6. good returns”. and transactional payments Support that they need to succeed. We are making significant progress against these goals. advice.

for example through sponsorship of Premier League football. • 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. It brought out the first credit card in 1966. most recently the One Pulse card combing Oyster. making them less attractive to investors. and it has been speculated that the bank’s reluctance to take financing from the UK government is because that would end its autonomy with regard to bonuses. providing a wide range of cross-selling opportunities. RBS.Barclays MARKET PLAYERS: Barclays Bank is the fourth largest bank in UK. cashless and credit functions for London-based customers. Swot analysis: Strengths • Barclays has a widespread global presence. allowing it to spread risk and enjoy economies of scale. The bank does not plan to pay dividends on its shares until the second half of 2009. which it claims could mark as a significant watershed in the way people bank as the advent of the credit card. 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 bank’s strategy is to offer a full portfolio of services worldwide. and alternative expansion plans have had to be adopted. • The Barclays brand is well-established historically and continually promoted. • • Plans to expand in Asia were limited when Barclays were outbid for ABN Amro in 2006. RECENT NEWS: Barclays says new mobile app is credit card-style watershed Barclays will today launch a new mobile payments service. Its main competitors are HSBC. • Large bonuses for Directors have attracted unwanted attention from commentators. • Barclays is particularly associated with innovation. • 5 . and Natwest. and has continued to develop cards. Opportunities Barclays was keen to acquire some of Lehman’s assets prior to its collapse: after the collapse.

While offering a wide range of services provides opportunities. which had been challenged legally. Barclays is working with local communities to create sustainable change. Barclays acquired a reputation for closing branches because of a high incidence of this in 2000. The court recently found that Barclays banking charges.Barclays • • • Asia is still considered an opportunity for Barclays’ expansion. Barclays has pledged to invest US $150 million over the next five years. Threats If the economic downturn is prolonged. and competitors have been able to position themselves as more consumer-friendly through a strategy of keeping branches open. were enforceable. there is also the threat that customers may prefer to go to suppliers who present a more specialized approach. Welfare provision has decreased in many countries because of the cost to governments. The Asia expansion is seen as risky given that Barclays are in a less strong position than banking industry leaders regarding capitalization.500 projects around the world will be supported and colleagues will be encouraged to volunteer 150. enterprise and helping people into employment • Looking after local communities: A mobile van hospital initiative with the Sri Satya Sai Trust 6 . entrepreneurship. and operations are being set up in a number of locations. Efforts are focused on financial inclusion. Barclays has been accused of moving loss-making investments associated with the sub-prime market from its accounts to those of other investors. Across the world. bringing the power and capability of the organization to tackle social issues. and in India. acquisition of Lehman’s assets could prove to be a mistake. and there is a risk it may be sued. and Barclays sees self-provision as an increasing trend that it can utilize. in the Banking on Brighter Futures programme. and this may detract investors. • • • • • Csr: • • • 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 Barclay’s flagship programme through which financial contributions are made. thus repayment is not necessary and charges can continue to be enforced. education. 1.000 hours of work time to get involved.

• . Supporting a seminar on handling abandoned children for the benefit of the police force in the city. personality development and career counseling through Smile Foundation. Charity begins at work: Employee engagement is driven largely through the bank’s initiative. but in terms of their time. 7 . for the first time. Building a playground exclusively for the benefit of the children residing at Bal Asha Trust. 13 projects were undertaken in 2009 which saw 195 Barclays and 68 Non Barclays staff invest 2. Addressing the issue of livelihood among under privileged urban youth by imparting training on employability skill. this initiative saw participation from group companies such as Barclays Capital. In all.637 hours of volunteering.Barclays • • • • • • • • Infrastructure support for education of the visually challenged through SIES in Mumbai.600 diaries were sold among all group companies and the money raised given to Akanksha Foundation. BSS and BTCI in a fitting reflection of the one Barclays vision. Barclays Finance. English. A record 8. Empowering the lives of the underprivileged youth through the medium of sport in association with Magic Bus. Make a Difference Day. an NGO that strives to provide formal and non – formal education to the under privileged. This year. Barclays Corporate India launched Make a Difference. which is celebrated world-wide across the Barclays Group in October – November each year. The shortlisted photographs were then used to create cards and diaries. 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. enhancement workshops and programmes in Computers. Barclays Wealth. 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. • To facilitate greater participation in this initiative. Click a Difference in 2009. Supporting an “Adoption awareness” seminar organized by the Bal Asha Trust. Over 70 employees and their families participated in this initiative that sought to click pictures on the Magic of India. 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. 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. 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.