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GRI tables
Barclays is committed to the transparency, consistency and accuracy of our reporting. Therefore, we continue to follow the Global Reporting Initiative (GRI) Reporting Framework.
This year, we have updated our GRI Index Tables from the 2002 reporting guidelines to the G3 Indicator protocols, along with the Financial Sector Supplements.
We have provided links to the Sustainability Review 2007, Barclays website, and Annual Report as sources of disclosures for each of the Performance Indicators. There are certain areas that are not reported because they are not applicable to our businesses, or the data is not collected and available in this format.
Key:
AR = Annual Report 2007 (relevant page numbers)
NR = Not reported
Strategy and analysis |
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|---|---|---|
| Section | Disclosure | Links |
| 1.1 | Statement from the CEO | CEO introduction |
| 1.2 | Description of key impacts, risks and opportunities | Sustainability and Barclays |
Profile |
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|---|---|---|
| Section | Disclosure | Links |
| 2.1 | Name of reporting organisation | Home page |
| 2.2 | Primary brands products and/or services | Products and services |
| 2.3 | Operating structure of the organisation | Business strategy |
| 2.4 | Location of organisation's headquarters | Home page |
| 2.5 | Number of countries where the organisation operates | Where we operate |
| 2.6 | Nature of ownership and legal form | AR (page 284) |
| 2.7 | Markets served | Our Customers |
| 2.8 | Scale of reporting organisation | Highlights |
| 2.9 | Significant changes during the reporting period regarding size, structure or ownership | AR (pages 56, 130, 212) |
| 2.10 | Awards received in the reporting period | Awards |
Reporting parameters |
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|---|---|---|
| Section | Disclosure | Links |
| 3.1 | Reporting period for information provided | Sustainability and Barclays |
| 3.2 | Date of most recent report | Home page |
| 3.3 | Reporting cycle | CEO introduction |
| 3.4 | Contact point | Contacts |
| 3.5 | Process for defining report content | Home page Sustainability and Barclays Stakeholder engagement |
| 3.6 | Boundary of the report | Sustainability and Barclays |
| 3.7 | State any specific limitations on the scope of the report | Sustainability and Barclays |
| 3.8 | Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities | Sustainability and Barclays |
| 3.9 | Data measurement techniques and the basis of calculations | Sustainability and Barclays |
| 3.10 | Explanation of the effect of any re-statements of information provided in earlier reports | Sustainability and Barclays |
| 3.11 | Significant changes in the scope, boundary or measurement methods | Sustainability and Barclays |
| 3.12 | GRI Context Index Table | GRI Tables |
| 3.13 | Independent assurance for the report | External assurance |
Governance, commitments and engagement |
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|---|---|---|
| Section | Disclosure | Links |
| 4.1 | Governance structure of the organisation | Our governance framework |
| 4.2 | Indication if the Chair of the highest governance body is also an executive officer | Our governance framework |
| 4.3 | Independent and/or non-executive directors | Our governance framework |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body | Our governance framework An inclusive employer KPIs |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers and executives and the organisation's performance | Our governance framework |
| 4.6 | Processes of the highest governance body to ensure conflicts of interest are avoided | Our governance framework |
| 4.7 | Process for determining the qualifications and expertise of the members of the highest governance body | Our governance framework |
| 4.8 | Internally developed mission and values statements, codes of conduct, and principles | CEO introduction Sustainability and Barclays Policy positions Sustainable bank Responsible global citizen |
| 4.9 | Procedures of the highest governance body for overseeing the organisation's identification and management of economic, environmental and social performance | Our governance framework |
| 4.10 | Processes for evaluating the performance of the highest governance body | Our governance framework |
| 4.11 | Precautionary approach or principle | Risk management |
| 4.12 | Externally developed charters, sets of principles, or other initiatives to which the organisation subscribes or which it endorses | Stakeholder engagement Our governance framework Equator Principles |
| 4.13 | Significant memberships in associations and/or national/international advocacy organisations | Our governance framework Stakeholder engagement |
| 4.14 | List of stakeholder groups engaged by organisations | Stakeholder engagement |
| 4.15 | Basis for identification and selection of stakeholders to engage | Stakeholder engagement |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement | Stakeholder engagement |
| 4.17 | Key topics and concerns that have been raised through stakeholder engagement and how the organisation has responded to those key issues | Stakeholder engagement |
Economic |
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|---|---|---|
| Section | Disclosure | Links |
| Disclosure on Management Approach | Disclosure on management approach | Our governance framework |
| Goals and Performance | Organisation-wide goals regarding performance | Targets and performance |
| Policy | Organisation-wide policies | Policy positions |
| EC1 | Direct economic value generated and distributed | Economic impact In the community |
| EC2 | Financial implications and other risks and opportunities for the organisation's activities due to climate change | The environmental services offered by Barclays Commercial Bank Financing renewable energy New trends in credit cards Barclays Capital’s work on emissions trading Our pioneering research with the London Accord |
| EC3 | Coverage of organisation's defined benefit plan obligations | AR (pages 206, 212) |
| EC4 | Significant financial assistance received from government | NR |
| EC5 | Range of ratios of standard entry level wage compared to the local minimum wage at significant locations of operation | Our new deal on cleaners' pay |
| EC6 | Policy, practices and proportion of spending on locally based suppliers at significant locations of operation | Absa's new supply chain questionnaire Our policy on child, forced and compulsory labour Black Economic Empowerment |
| EC7 | Procedures for local hiring, and proportion of senior management in locations of significant operation from local community | An inclusive employer An inclusive employer – KPIs |
| EC8 | Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro-bono engagement | In the community In the community – KPIs In the community – Case Studies |
| EC9 | Understanding and describing significant indirect economic impacts, including the extent of impacts | Economic impact |
Environmental |
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|---|---|---|
| Section | Disclosure | Links |
| Disclosure on Management Approach | Disclosure on the management approach | The environment |
| Goals & Performance | Organisation-wide goals set regarding performance | Measuring our impact Targets and Performance 2008 commitments The environment – KPIs |
| Policy | Organisation-wide policies | The environment Absa’s environmental strategy and programme Environment – Our Policies |
| Organisational Responsibility | The most senior position with operational responsibility | Our governance framework |
| Training and awareness | Procedures related to training and raising awareness | Risk management – KPIs |
| Monitoring and follow up | Procedures related to monitoring and corrective actions | Supply chain Supply chain – KPIs Absa’s new supplier questionnaire |
| EN1 | Materials used by weight or volume | NR |
| EN2 | Percentage of materials used that are recycled input materials | NR |
| EN3 | Direct energy consumption by primary energy source | NR |
| EN4 | Indirect energy consumption by primary source | The environment – KPIs |
| EN5 | Energy saved due to conservation and efficiency improvements | The environment |
| EN6 | Initiatives to provide energy-efficient or renewable energy based products and services, and reduction in energy requirements as a result of these initiatives | |
| EN7 | Initiatives to reduce indirect energy consumption and reductions achieved (additional) | The environment – KPIs The environment – case studies |
| EN8 | Total water withdrawn by source (core) | NR |
| EN9 | Water sources significantly affected by withdrawal of water (additional) | NR |
| EN10 | Percentage and total volume of water recycled and reused (additional) | NR |
| EN11 | Location and size of land owned, leased or managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas (core) | NR |
| EN12 | Description of significant impact of activities, products and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas (core) | NR |
| EN13 | Habitats protected or restored (additional) | Absa’s environmental strategy and programme |
| EN14 | Strategies, current actions, and future plans for managing impacts on diversity | Absa’s environmental strategy and programme Environment – Our Policies Risk management |
| EN15 | Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations | NR |
| EN16 | Total direct and indirect greenhouse gas emissions by weight (core) | NR |
| EN17 | Other relevant indirect greenhouse gas emissions by weight (core) | NR |
| EN18 | Initiatives to reduce greenhouse gas emissions and reductions achieved (additional) | The environment The environment – KPIs The environment – case studies |
| EN19 | Emissions of ozone depleting substances by weight (core) | The environment – KPIs |
| EN20 | NO, SO and other significant air emissions by type and weight (core) | NR |
| EN21 | Total water discharge by quality and destination (core) | NR |
| EN22 | Total amount of waste by type and disposal method (core) | The environment – KPIs |
| EN23 | Total number and volume of significant spills (core) | NR |
| EN24 | Weight of waste deemed hazardous under the terms of the Basel Convention Annex I, II, III or VIII, and percentage of transported waste shipped internationally (additional) | NR |
| EN25 | Identity, size and protected status and biodiversity value of water bodies affected by reporting organisation's discharges of water and runoff (additional) | NR |
| EN26 | Initiatives to mitigate environmental impacts of products and services and extent of impact mitigation | Our progress towards carbon neutrality The environment The environment – KPIs The environment – case studies |
| EN27 | Percentage of products sold and their packaging materials that are reclaimed by category (core) | NR |
| EN28 | Monetary value of significant fines and total number of non-monetary sanctions for, non-compliance with environmental laws and regulations (core) | NR |
| EN29 | Significant environmental impacts of transporting goods and materials used for organisation's operations, and transporting members of the workforce (additional) | NR |
| EN30 | Total environmental expenditures and investments by type (additional) | Financing renewable energy |
Labour practices and decent work |
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|---|---|---|
| Section | Disclosure | Links |
| Disclosure on management approach | Disclosure on management approach | Policy positions Responsible global citizen An inclusive employer |
| Goals and performance | Organisation wide goals regarding performance | Targets and performance 2008 commitments An inclusive employer |
| Policy | Organisation-wide policies | An inclusive employer Our policy on child, forced and compulsory labour |
| Organisational Responsibility | The most senior position with operational responsibility | Our governance framework |
| Training and Awareness | Procedures related to training and raising awareness | An inclusive employer |
| Monitoring and follow up | Procedures related to monitoring and corrective actions | NR |
| LA1 | Total workforce by employment type, employment contract and region | An inclusive employer – KPIs |
| LA2 | Total number and rate of employee turnover broken down by age, gender and region | An inclusive employer – KPIs |
| LA3 | Benefits provided to full time employees that are not provided to temporary or part time employees, by major operations | An inclusive employer – KPIs |
| LA4 | Percentage of employees covered by collective bargaining agreements | NR |
| LA5 | Minimum notice period(s) regarding operational changes | Policy positions |
| LA7 | Rates of injury, occupational diseases, lost days and absenteeism and number of work related fatalities by region (core) | An inclusive employer – KPIs |
| LA8 | Education, training, counselling, prevention and risk-control programmes in place to assist workforce members, their families or community members regarding serious diseases (core) | Our work on HIV/AIDS in Africa Live Well, Work Well in Africa An inclusive employer – case studies |
| LA10 | Average hours of training per year per employee by employee category (core) | NR |
| LA11 | Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings | Policy positions |
| LA12 | Percentage of employees receiving regular performance and career development review | NR |
| LA13 | Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership and other indicators of diversity (core) | An inclusive employer – KPIs |
| LA14 | Ratio of average remuneration of men and women broken down by employee category (core) | An inclusive employer – KPIs |
Human rights |
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|---|---|---|
| Section | Disclosure | Links |
| Disclosure on management approach | Disclosure on management approach | Our governance framework |
| Goals and performance | Organisation wide goals regarding performance | Targets and performance 2008 commitments |
| Policy | Organisation-wide policies | Human rights – Case studies Human rights |
| Organisational Responsibility | The most senior position with operational responsibility | Our governance framework |
| Training and Awareness | Procedures related to training and raising awareness | Human rights Risk management Equator Principles Business Leaders Initiative on Human Rights |
| HR1 | Percentage and total number of significant investment agreements that have undergone human rights screening | Risk management – KPIs |
| HR2 | Percentage of significant suppliers and contractors that have undergone screening on human rights and action taken | NR |
| HR4 | Total number of incidents of discrimination and actions taken | NR |
| HR5 | Operations identified in which the right to exercise of freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights | NR |
| HR6 | Operations identified as having significant risk for incidents of child labour and measures taken to contribute to the elimination of child labour | Our policy on child, forced and compulsory labour |
| HR7 | Operations identified as having significant risk of forced or compulsory labour, and measures to contribute to the elimination of forced or compulsory labour | Our policy on child, forced and compulsory labour |
Society |
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|---|---|---|
| Section | Disclosure | Links |
| Disclosure on management approach | Disclosure on management approach | Policy positions |
| Goals and performance | Organisation-wide goals regarding performance | Targets and performance 2008 commitments |
| Policy | Organisation-wide policies | Policy positions |
| Organisational Responsibility | The most senior position with operational responsibility | Our governance framework |
| Training and awareness | Procedures related to the training and raising awareness | Policy positions |
| Monitoring and follow up | Procedures related to monitoring and corrective and preventive actions | Our governance framework |
| SO1 | Nature, scope and effectiveness of any programmes and practices that assess and manage the impacts of operations on communities | Broadening our reach Broadening our reach – case studies Becoming more inclusive Becoming more inclusive – case studies |
| SO2 | Percentage and total number of Business Units analysed for risks related to corruption | Policy positions |
| SO3 | Percentage of employees trained in organisation's anti-corruption policies and procedures | NR |
| SO4 | Actions taken in response to incidents of corruption | NR |
| SO5 | Public policy positions and participation in public policy development and lobbying | Stakeholder engagement |
| SO6 | Total value of financial and in-kind contributions to political parties, politicians and related institutions by country | AR (page 131)
|
| SO7 | Total number of legal actions for anti-competitive behaviour, anti-trust and monopoly practices and their outcomes | AR (page 218) |
| SO8 | Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations | AR (page 218) |
Product responsibility |
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|---|---|---|
| Section | Disclosure | Links |
| Disclosure on Management Approach | Disclosure on management approach | Our governance framework Developing new products and services Customer service |
| Policy | Organisation-wide policies | Customer service |
| Organisational responsibility | The most senior position with operational responsibility | Our governance framework |
| Training and awareness | Procedures relating to training and awareness | NR |
| Monitoring and follow up | Procedures relating to monitoring and corrective and preventive actions | NR |
| PR1 | Life cycle stages in which the health and safety impacts of products and services are assessed for improvement | NR |
| PR2 | Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their lifecycle, by types of outcome | NR |
| PR3 | Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements | NR |
| PR4 | Total number of incidents of non-compliance with regulations and voluntary codes concerning product and services information and labelling, by type of outcomes | NR |
| PR5 | Practices related to customer satisfaction, including results of survey measuring customer satisfaction | Customer service Listening to customers at Barclaycard US Using customer feedback to drive development of products and services Stakeholder engagement |
| PR6 | Programmes for adherence to laws, standards and voluntary codes related to marketing communications including advertising, promotion and sponsorship (core) | NR |
| PR7 | Total number and type of incidents of non-compliance with regulations and voluntary codes, concerning marketing communications including advertising, promotion and sponsorship (additional) | NR |
| PR8 | Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data | NR |
| PR9 | Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services (core) | NR |
Financial Services Sector Supplement – Social Performance Indicators (SPIs) |
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| Section | Disclosure | Links |
|---|---|---|
| CSR1 | CSR Policy | Home page Sustainability and Barclays CEO introduction |
| CSR2 | CSR Organisation | Our governance framework Policy positions |
| CSR3 | CSR Audits | External assurance |
| CSR4 | Sensitive Issues | Policy positions |
| CSR5 | Non-compliance | NR |
| CSR6 | Stakeholder dialogue | Stakeholder engagement |
| INT1 | Internal CSR policy | Policy positions |
| INT2 | employee turnover and job creation | An inclusive employer – KPIs |
| INT3 | Employee satisfaction | An inclusive employer – KPIs |
| INT4 | Senior management remuneration | AR (page 144) |
| INT5 | Bonuses fostering sustainable success | Our governance framework |
| INT6 | Female/male salary ratio | NR |
| INT7 | Employee profile | An inclusive employer – KPIs |
| SOC1 | Charitable contributions | In the community – KPIs |
| SOC2 | Economic value added | Economic impact |
| SUP1 | Supplier screening | Supply chain |
| SUP2 | Supplier satisfaction | NR |
| RB1 | Retail banking policy | Sustainable banking |
| RB2 | Lending profile | Responsible lending |
| RB3 | High social benefit lending | Broadening our reach Becoming more inclusive |
| IB1 | Investment policy | Risk management |
| IB2 | Customer profile | Risk management Our customers Becoming more inclusive – KPIs |
| IB3 | Transactions with high social benefits | Broadening our reach Our approach to offsetting |
| AM1 | Asset management policy | Investment management |
| AM2 | Fostering social capital | Investment management Investment management – case study |
| AM3 | SRI oriented shareholder activity | Investment management |
| INS1 | Underwriting policy | Risk management |
| INS2 | Customer profile | NR |
| INS3 | Customer complaints | NR |
| INS4 | High social benefit insurance | NR |
Financial Services Sector Supplement – Environmental Performance Indicators (EPIs) |
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| Section | Disclosure | Links |
|---|---|---|
| F1 | Environmental policies applied to core business lines | Environment – Our policies |
| F2 | Screening of environmental risks | Risk management Managing environmental risk in the commercial bank in the UK |
| F3 | Threshold(s) for environmental risk assessment procedures | Risk management |
| F4 | Monitoring environmental aspects raised in risk assessment process(es). | NR |
| F5 | Improving employee competency in addressing environmental risks and opportunities | Our governance framework Risk management Stakeholder engagement The environment Engaging stakeholders 2008 commitments |
| F6 | Audits of environmental risk systems and procedures | Our governance framework External assurance |
| F7 | Interaction with stakeholders about risks and opportunities | Stakeholder engagement Our pioneering research with the London Accord Barclays Capital’s work on emissions trading |
| F8 | Engagement on environmental issues with companies in portfolio | Investment management |
| F9 | Assets subject to environmental screening | Investment management |
| F10 | Share voting policy on environmental issues | Investment management |
| F11 | AUM with right to vote shares or advise on voting | NR |
| F12 | Value of environmental products and services | Financing renewable energy Barclays Capital’s work on emissions trading Investment management Our progress towards carbon neutrality Absa’s environmental strategy and programme |
| F13 | Value of portfolio by specific region and sector | NR |
