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Balanced Scorecard

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What is the Balanced Scorecard?

The Balanced Scorecard is the final crucial piece of our plan – alongside our Purpose, Values and Behaviours – to embed the right culture in our business and become the ‘Go-To’ bank.

The Balanced Scorecard defines what we need to achieve over the next five years to be well on the way to becoming the ‘Go-To’ bank. It clearly shows what success looks like across the 5Cs:

Customer & Client
Colleague
Citizenship
Conduct
Company
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Related section

Purpose and Values

Barclays has undertaken a fundamental review of how our business operates. We have looked at the bank in terms of business performance and in terms of culture because we know that only a business driven by strong values can deliver strong, sustainable returns.

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  • Balanced Scorecard Outcome statements

    We balance our stakeholders' needs across the short and long term

    Our activities drive mutually reinforcing outcomes across stakeholders 
     

    Customer & Client




    We are 'Go-To' for our customers and clients


    Colleague


    Our colleagues are fully engaged

    We create a diverse and inclusive environment where colleagues can fulfil their potential

    Citizenship


    We positively impact the communities in which we operate

    Conduct


    Our products and services are designed and distributed to meet clients' needs

    We act with integrity in everything we do

    Company


    We create sustainable returns above the cost of equity

    We understand and effectively manage our risks, and continuously improve control
  • We have agreed eight key measures categorised into the 5Cs against which our stakeholders can hold us to account. We are committed to monitoring and reporting on our progress annually.

     

      Metric Actual 2013 Actual 2014 Target 2018
    Customer & Client
    PCB, Barclaycard and Africa Banking weighted average ranking of Relationship Net Promoter Score®  (NPS) vs. peer sets 3rda 4th 1st
    Client Franchise Rank: Weighted average ranking of wallet share or customer satisfaction with priority clients N/A 5th Top 3
    Colleague
    Sustained engagement of colleagues score 74% 72% 87-91%
    Percentage of women in senior leadership 21% 22% 26%
    Citizenship
    Citizenship Plan - number of initiatives on track or ahead  10/11 11/11 Plan Targets
    Conduct
    Conduct Reputation (YouGov survey) 5.2/10 5.3/10 6.5/10
    Company
    Return on Equity (Adjusted) 4.1%b 5.1% > Cost of Equity
    Fully Loaded CRD IV CET1 ratio 9.1%c 10.3% > 11%d

    Notes
    a Revised due to creation of PCB as part of the May 2014 Strategy Update. Corporate clients now contribute to the NPS metric, and no longer contribute to the Client Franchise
    Rank.
    b Revised from 4.5%, post the Q213 £259m gain relating to assets not yet received from the US Lehman acquisition being treated as an adjusting item.
    c Revised from 9.3%, post full implementation for CRD IV reporting in 2014.
    d Revised from >10.5% following the Strategy Update.

    Net Promoter, Net Promoter Score, and NPS are trademarks of Satmetrix Systems, Inc., Bain & Company, Inc., and Fred Reichheld.
    Under the Companies Act 2006, we are also required to report on the gender breakdown of our employees and ‘senior managers’. Of our global
    workforce of 132,300 (65,200 male, 67,100 female), 732 were senior managers (596 male, 136 female), which include Officers of the Group,
    certain direct reports of the Chief Executive, heads of major business units, certain senior managing directors and directors on the boards of
    undertakings of the Group, but exclude individuals who sit as directors on the board of the Company.

    Balanced Scorecard methodology (PDF 50KB)Balanced Scorecard methodology
  • The Balanced Scorecard is cascaded throughout Barclays.

    The Balanced Scorecard sets out eight specific commitments across our 5Cs (Customers & Clients, Colleague, Citizenship, Conduct and Company) against which people can monitor how we are doing. We will report our progress annually.

    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 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 they set their individual performance objectives across the 5Cs. 

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