Form 6k
Table of Contents

 

 

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, DC 20549

 

 

FORM 6-K

 

 

Report of Foreign Private Issuer

Pursuant to Rule 13a-16 or 15d-16

under the Securities Exchange Act of 1934

March 22, 2011

 

 

Barclays PLC

(Name of Registrant)

 

 

1 Churchill Place

London E14 5HP

England

(Address of Principal Executive Offices)

 

 

Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F.

Form 20-F  x        Form 40-F  ¨

Indicate by check mark whether the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1):        

Indicate by check mark whether the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7):        

 

 

 


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This Report is a Report on Form 6-K filed by Barclays PLC.

The Report comprises the following:

 

Exhibit No.  

Description

1  

Barclays PLC Notice of Annual General Meeting 2011

2  

Barclays PLC Ordinary Proxy Form for the Annual General Meeting 2011

3  

Barclays PLC Consultation Proxy Form for the Annual General Meeting 2011

4  

Barclays PLC Annual Report 2010

5   Barclays PLC Annual Review 2010


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SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorised.

 

  BARCLAYS PLC
  (Registrant)
Date: March 22, 2011   By:  

/s/ MARIE SMITH

  Name:  

Marie Smith

  Title:  

Assistant Secretary


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    www.barclays.com/annualreport10          01   

Barclays PLC Notice of Annual General Meeting

Message from the Group Chairman

 

 

 

 

 

LOGO

This year’s Annual General Meeting (the ‘AGM’) will be held on Wednesday 27th April 2011 at the Royal Festival Hall, London.

The Notice of AGM is set out on pages 2 to 12. The biographical details of each of the Directors are included in the Notice of AGM. In light of the new UK Corporate Governance Code provisions, all Directors are standing for re-election at this year’s AGM. All Directors have been subject to a genuine, formal, rigorous performance evaluation process, further details of which may be found in my Evaluation Statement in the 2010 Annual Report (which is available at www.barclays.com/ annualreport10). I can confirm that each of the Directors is considered to be fully effective by the Board. They have each demonstrated the commitment and behaviours expected of a Barclays Director in line with our Charter of Expectations for Directors (which is available at www.barclays.com/corporategovernance). The Board also concluded that the non-executive Directors standing for re-election are independent when assessed against the criteria set out in the UK Corporate Governance Code (formerly the UK Combined Code on Corporate Governance).

Two Directors have left Office since the last AGM and, on behalf of the Board, I would like to acknowledge the valuable contributions made by Leigh Clifford and John Varley. Leigh Clifford, who had been on the Board since October 2004, retired as a non-executive Director at the end of September 2010 after six years service to the Company. John Varley retired as Group Chief Executive at the end of December 2010 having dedicated much of his career to Barclays, including 12 years on the Board. John made an extraordinary contribution to Barclays during his long service and the Board is grateful to him for the tremendous progress Barclays made during his tenure as Group Chief Executive. Barclays was extremely fortunate to have had a banker of John’s quality at the helm since he took over in 2004 and particularly during the period of the financial crisis, where he provided exceptional leadership. From 1 January 2011 until 30 September 2011, John will be senior advisor on

regulatory matters to Bob Diamond and the Board. The Board and I are very grateful to both Leigh and John for their service to Barclays and we wish them the best in the future. We are pleased to welcome on to the Board as non-executive Directors, Dambisa Moyo and Alison Carnwath, who both joined the Board in 2010.

Our AGM is one of the key ways we communicate with our shareholders. It is an important opportunity for our shareholders to express their views by attending, raising questions and voting and the Board encourages you to use your vote. If you would like to vote on the resolutions in the Notice of AGM, but cannot attend the AGM, please fill in the Proxy Form sent to you with the Notice of AGM and return it to our Registrars in the enclosed pre-paid envelope as soon as possible. Alternatively, you can vote online on our website at www.barclays.com/investorrelations/vote. You will need your Voting ID, Task ID and Shareholder or Sharestore Reference Number, which are shown on the Proxy Form enclosed with this Notice of AGM. The Registrar must receive your Proxy Form or online voting instruction by 11.00am on Monday 25th April 2011. CREST members may choose to use the CREST electronic proxy appointment service in accordance with the procedures set out in the notes on the Proxy Form.

We continue to make greater use of our website and email to communicate online with shareholders. We are developing our e-communications strategy further so that Barclays e-view members get regular, up to date information on Barclays performance. In line with this strategy, we will not send paper shareholder documents to you unless you have positively responded to say that you would like to receive them. For more information, please contact The Registrar to Barclays.

The Board believes that all of the proposals set out in this Notice of AGM are in the best interests of shareholders as a whole and the Company and unanimously recommends that you vote in favour of all the resolutions, as the Directors intend to do in respect of their own beneficial holdings.

LOGO

Marcus Agius

Group Chairman, Barclays PLC

10th March 2011

 

 

 

This document is important and requires your immediate attention

When considering what action you should take, you are recommended to seek your own personal financial advice immediately from your stockbroker, bank manager, solicitor, accountant or other professional adviser duly authorised under the Financial Services and Markets Act 2000. If you have sold or transferred all your shares in Barclays PLC please send this Notice of AGM and the accompanying Proxy Form to the person you sold or transferred your shares to, or to the bank, stockbroker or other agent who arranged the sale or transfer for you.


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02           Barclays PLC Notice of AGM 2011    www.barclays.com/annualreport10

Notice of AGM

 

 

 

 

Notice is hereby given that the 2011 Annual General Meeting (the ‘AGM’) of Barclays PLC (the ‘Company’) will be held at the Royal Festival Hall, Southbank Centre, Belvedere Road, London SE1 8XX on Wednesday 27th April 2011 at 11.00am to transact the following business:

Resolutions

To consider and, if thought fit, to pass the following resolutions, with those numbered 1 to 19 and 23 to 24 being proposed as ordinary resolutions and resolutions 20 to 22 as special resolutions.

Report and Accounts

1. That the Reports of the Directors and Auditors and the audited accounts of the Company for the year ended 31st December 2010, now laid before the meeting, be received.

The Directors are required by UK companies legislation to present to the AGM the Reports of the Directors and Auditors and the audited accounts of the Company for each financial year (in this case for the year ended 31st December 2010). The Company’s Articles of Association permit the Directors to pay interim and final dividends. It is not our practice, therefore, to seek shareholder approval of the final dividend, as to do so would delay its payment to shareholders.

Remuneration Report

2. That the Remuneration Report for the year ended 31st December 2010, now laid before the meeting, be approved.

UK companies legislation requires quoted companies to present to the AGM the Remuneration Report (which appears in full in the 2010 Annual Report and in summary in the 2010 Annual Review).

Re-election of Directors appointed since the last AGM

3. That Alison Carnwath be re-elected a Director of the Company

Alison worked in investment banking and corporate finance for 20 years from 1980 to 2000, before pursuing a portfolio career. During her career, Alison became a director of J. Henry Schroder Wagg & Co, where she worked for 10 years. Alison also held the positions of a senior partner of Phoenix Securities and Managing Director, New York at Donaldson, Lufkin & Jenrette. Alison has wide board level experience and is currently non-executive Chairman of Land Securities Group PLC, Senior Independent Director at Man Group plc, non-executive Director of Paccar Inc, and non-executive Chairman of ISIS EP LLP.

Term of office: Alison Carnwath joined the Board on 1st August 2010.

Independent: Yes

External appointments: Non-executive Director of CforC Ltd. Non-executive Chairman of Land Securities Group PLC since November 2008. Senior Independent Director at Man Group plc. Non-executive Director of Paccar Inc. Non-executive Chairman of ISIS EP LLP.

Committee membership: Member of the Board Audit Committee since October 2010. Member of the Board Remuneration Committee since October 2010.

4. That Dambisa Moyo be re-elected a Director of the Company

Dambisa is an international economist who writes on the macroeconomy and global affairs. Dambisa worked for the World Bank from 1993 to 1995. After completing a PhD in Economics, she worked for Goldman Sachs for eight years until November 2008 in the debt capital markets, hedge funds coverage and global macroeconomics teams. Dambisa currently serves as a non-executive Director on the Boards of SABMiller plc and Lundin Petroleum AB (publ).

Term of office: Dambisa Moyo joined the Board on 1st May 2010.

Independent: Yes

External appointments: Non-executive Director of SABMiller plc since 2009. Non-executive Director of Lundin Petroleum AB (publ) since 2009.

Committee membership: Member of the Board Risk Committee since October 2010.

The Company’s Articles of Association and provision B.7.1 of the UK Corporate Governance Code (the ‘Code’) provide that any new Director appointed by the Board during the year may hold Office only until the next AGM, when that Director must stand for election by the shareholders. Alison Carnwath and Dambisa Moyo joined the Board on 1st August 2010 and 1st May 2010 respectively and are accordingly seeking re-election.

Annual Re-election of Directors

5. That Marcus Agius be re-elected a Director of the Company

Marcus’ extensive background in banking began at Lazard where he worked from 1972 to 2006, latterly as Chairman of Lazard in London and Deputy Chairman of Lazard LLC. He is currently Chairman of the British Bankers’ Association, Senior Independent Director of the British Broadcasting Corporation (BBC) and Chairman of the Trustees of The Royal Botanic Gardens. Marcus is also a Business Ambassador for UK Trade and Investment, a member of the Advisory Council of TheCityUK, and a member of the Takeover Panel. He was formerly Chairman of BAA plc, a position he held from 2002 until 2006.

Term of office: Marcus joined the Board in September 2006 as a non-executive Director and was appointed Chairman on 1st January 2007. Marcus was last re-elected by shareholders at the AGM in 2010.

Independent: On appointment.

External appointments: Chairman of the British Bankers’ Association since 2010. Senior Independent Director of the BBC since 2006. Member of the Executive Committee of the Institut International D’Etudes Bancaires. Business Ambassador for UK Trade and Investment. Member of the Advisory Council of TheCityUK. Member of the Takeover Panel. Chairman of the Trustees of the Royal Botanic Gardens, Kew. Chairman of The Foundation and Friends of the Royal Botanic Gardens, Kew. Chairman of Lazard in London and Deputy Chairman of Lazard LLC until 2006. Chairman of BAA plc until 2006.

 

 

 

Directors standing for re-election

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Committee membership: Chairman of the Board Corporate Governance and Nominations Committee since January 2007. Member of the Board Remuneration Committee since January 2007.

6. That David Booth be re-elected a Director of the Company

David manages his own venture capital investments, having retired from the Management Committee of Morgan Stanley in 1997. David was employed by Morgan Stanley from 1982 to 1992, and again from 1995 to 1997 where he held various key positions, including Head of Government Bond Trading, Head of Mortgage Trading, Sales and Finance and Head of Global Operations and Technology.

Term of office: David joined the Board in May 2007. David was last re-elected by shareholders at the AGM in 2010.

Independent: Yes

External appointments: Director of East Ferry Investors, Inc. Various positions at Morgan Stanley & Co. until 1997. Director of the Discount Corporation of New York until 1993.

Committee membership: Chairman of the Board Risk Committee from January 2010 (member since January 2008). Member of the Board Corporate Governance and Nominations Committee since January 2010.

7. That Sir Richard Broadbent be re-elected a Director of the Company

Sir Richard has experience of both the private and public sector having worked in high-level banking roles and the Civil Service. He was the Executive Chairman of HM Customs and Excise from 2000 to 2003. Formerly he was a member of the Group Executive Committee of Schroders PLC and a non-executive Director of the Securities Institute. He was Chairman of Arriva PLC until August 2010.

Term of office: Sir Richard joined the Board in September 2003. Appointed Senior Independent Director on 1st September 2004 and Deputy Chairman on 16th July 2009. Sir Richard was last re-elected by shareholders at the AGM in 2010.

Independent: Yes

External appointments: Chairman of Arriva PLC until 2010. Trustee of Relate from 2011. Executive Chairman of HM Customs and Excise until 2003. Former Group Executive Committee member of Schroders PLC. Non-executive Director of the Securities Institute until 1995.

Committee membership: Chairman of the Board Remuneration Committee since January 2007 (member since April 2004). Member of the Board Corporate Governance and Nominations Committee since September 2004. Former member of the Board Risk Committee (April 2004 until September 2010), which he chaired between January 2006 and December 2009.

8. That Fulvio Conti be re-elected a Director of the Company

Fulvio is currently Chief Executive Officer and General Manager of Enel SpA, the Italian energy group, where he was previously Chief Financial Officer from 1999-2005. Fulvio has held a number of high-level financial roles, including Chief Financial Officer and General Manager of Telecom Italia and General Manager and Chief Financial Officer of Ferrovie dello Stato. He was also head of the accounting, finance, and control department of Montecatini and was in charge of finance at Montedison-Compart. He has held positions in finance and operations in various affiliates of Mobil Oil Corporation in Italy and Europe.

Term of office: Fulvio joined the Board in April 2006. Fulvio was last re-elected by shareholders at the AGM in 2009.

Independent: Yes

External appointments: Chief Executive of Enel SpA since 2005. Director of ENDESA SA since June 2009. Director of AON Corporation since January 2008. Chief Financial Officer and General Manager of Telecom Italia until 1999. General Manager and Chief Financial Officer of Ferrovie dello Stato until 1998.

Committee membership: Member of the Board Audit Committee since September 2006.

9. That Robert E Diamond Jr be re-elected a Director of the Company

Bob became Chief Executive on 1st January 2011. Previously, he was President of Barclays PLC and Chief Executive of Corporate & Investment Banking and Wealth Management, comprising Barclays Capital, Barclays Corporate and Barclays Wealth. Before joining Barclays, Bob was Vice Chairman and Head of Global Fixed Income and Foreign Exchange at CS First Boston, where he was also a member of the Executive Board and Operating Committee. Prior to this, he was Managing Director and Head of Fixed Income Trading at Morgan Stanley International, spending 13 years with the firm. Bob is a non-executive Director of BlackRock, Inc.

Term of office: Bob was appointed President and became an executive Director in June 2005. He has been a member of the Barclays Executive Committee since September 1997. Bob was last re-elected by shareholders at the AGM in 2009.

External appointments: Non-executive Director of BlackRock, Inc. Chairman, Board of Trustees of Colby College, Waterville, Maine. Chairman, Old Vic Productions, Plc. Trustee, The Mayor’s Fund for London. Member of the Advisory Board, Judge Business School at Cambridge University. Board Member, The Diamond Family Foundation. Member of International Advisory Board, British-American Business Council. Life Member of The Council on Foreign Relations. Member of The International Advisory Board, The Atlantic Council.

10. That Simon Fraser be re-elected a Director of the Company

Simon has extensive experience of the institutional fund management industry, having worked at Fidelity International from 1981 to 2008, latterly as President of the Investment Solutions Group and President of the Retirement Institute. Simon held a number of positions during his career at Fidelity International, including President, European & UK Institutional Business, Global Chief Investment Officer, Chief Investment Officer for Asia Pacific and Chief Investment Officer of the European Investment Group. Simon remains a director of Fidelity European Values PLC and Fidelity Japanese Values PLC. He was appointed as the Chairman of Foreign & Colonial Investment Trust PLC and Chairman of The Merchants Trust in May 2010.

Term of office: Simon joined the Board in March 2009. Simon was last re-elected by shareholders at the AGM in 2009.

Independent: Yes

External appointments: Director of Fidelity European Values PLC since July 2002. Director of Fidelity Japanese Values PLC since May 2000. Chairman of The Merchants Trust PLC since May 2010. Chairman of Foreign & Colonial Investment Trust PLC since May 2010.

 

 

 

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Committee membership: Member of the Board Audit Committee since May 2009. Member of the Board Remuneration Committee since May 2009.

11. That Reuben Jeffery III be re-elected a Director of the Company

Reuben is currently the Chief Executive Officer of Rockefeller & Co., Inc., a member of the Advisory Board of TASC Inc and of TowerBrook Capital Partners LP and Senior Adviser at the Center for Strategic & International Studies in Washington, D.C.. He previously served in the US government as Under Secretary of State for Economic, Energy and Agricultural Affairs (2007-2009). Prior to joining the Department of State, Reuben was the Chairman of the Commodity Futures Trading Commission. He spent eighteen years at Goldman, Sachs & Co. between 1983-2001 where he was managing partner of Goldman Sachs in Paris and led the firm’s European Financial Institutions Group in London.

Term of office: Reuben joined the Board in July 2009. Reuben was last re-elected by shareholders at the AGM in 2010.

Independent: Yes

External appointments: Chief Executive Officer of Rockefeller & Co., Inc. since September 2010. Senior Adviser at the Center for Strategic & International Studies, Washington D.C Member of the Advisory Board of TASC Inc. Member of the Advisory Board of TowerBrook Capital Partners LP. Director of Transatlantic Holdings Inc since May 2010.

Committee membership: Member of Board Risk Committee since January 2010.

12. That Sir Andrew Likierman be re-elected a Director of the Company

Sir Andrew is the Chairman of the National Audit Office, having held a number of public roles in the financial services sector, including Managing Director, Financial Management, Reporting and Audit and Head of the Government Accountancy Service at HM Treasury and non-executive Director of the Bank of England. Sir Andrew is also Dean of the London Business School. He has been at the London Business School from 1974-1976, 1979-1993 and since 2004.

Term of office: Sir Andrew joined the Board in September 2004. Sir Andrew was last re-elected by shareholders at the AGM in 2010.

Independent: Yes

External appointments: Dean of the London Business School since January 2009. Chairman of the National Audit Office since December 2008. Trustee of the Institute for Government since September 2008. Chairman of Applied Intellectual Capital Inc. until 2008. Non-executive Director of the Bank of England until 2008. Non-executive Director and Vice-Chairman of the Tavistock and Portman NHS Trust until 2008. Non-executive Director and Chairman of the MORI Group until 2005.

Committee membership: Member of the Board Audit Committee since September 2004. Member of the Board Risk Committee since September 2004.

13. That Chris Lucas be re-elected a Director of the Company

Chris has worked across financial services for most of his career, including three years in New York as Head of the US Banking Audit Practice of PricewaterhouseCoopers LLP. Chris joined Barclays from PricewaterhouseCoopers LLP, where he was UK Head of Financial Services and Global Head of Banking and Capital Markets. He was Global Relationship Partner for Barclays for the 1999–2004 financial years and subsequently held similar roles for other global financial services organisations.

Term of office: Chris was appointed Group Finance Director and became a member of the Executive Committee in April 2007. Chris was last re-elected by shareholders at the AGM in 2010.

External appointments: UK Head of Financial Services and Global Head of Banking and Capital Markets of PricewaterhouseCoopers LLP until 2006.

14. That Sir Michael Rake be re-elected a Director of the Company

Sir Michael is currently Chairman of BT Group PLC and Chairman of easyJet plc. Sir Michael previously worked at KPMG from 1974-2007 where he spent a number of years in Continental Europe and the Middle East. He was Senior Partner of the UK firm from 1998-2000 and Chairman of KPMG International from 2002-2007.

Term of office: Sir Michael joined the Board in January 2008. Sir Michael was last re-elected by shareholders at the AGM in 2010.

Independent: Yes

External appointments: Chairman of BT Group PLC since 2007. Chairman of easyJet Plc since January 2010 (Deputy Chairman June 2009 – December 2009). Director of the Financial Reporting Council since 2007. Director of the McGraw-Hill Companies since 2007. Chairman of the UK Commission for Employment and Skills until 2010. Chairman of KPMG International until 2007. Chairman of Business in the Community from 2004 until 2007.

Committee membership: Chairman of the Board Audit Committee since March 2009 (member since January 2008). Member of the Board Risk Committee since May 2009. Member of Board Corporate Governance and Nominations Committee since May 2009.

15. That Sir John Sunderland be re-elected a Director of the Company

Sir John is Chairman of Merlin Entertainments Group. Until July 2008 he was Chairman of Cadbury Schweppes PLC, having worked at Cadbury’s in various roles, including that of Chief Executive and then Chairman, since 1968. He is a Director of the Financial Reporting Council, an Adviser to CVC Capital Partners, an Association Member of BUPA and a Governor of both Reading and Aston University Councils.

Term of office: Sir John joined the Board in June 2005. Sir John was last re-elected by shareholders at the AGM in 2009.

Independent: Yes

External appointments: Chairman of Merlin Entertainments Group since December 2009. Director of the Financial Reporting Council since 2004. Adviser to CVC Capital Partners. Deputy President of the Chartered Management Institute until 2009 (President 2007-2008). Chairman of Cadbury Schweppes PLC until July 2008. Deputy President of the CBI until June 2008 (former member and President). Non-executive Director of the Rank Group PLC until 2006.

Committee membership: Member of the Board Corporate Governance and Nominations Committee since September 2006. Member of the Board Remuneration Committee since July 2005.

Section B.7.1 of the Code recommends that all Directors of FTSE 350 companies should be subject to annual election by shareholders. All Directors are standing for re-election in light of this provision and are listed in resolutions 5 to 15 above.

 

 

 

 

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Reappointment of Auditors

16. That PricewaterhouseCoopers LLP, Chartered Accountants and Registered Auditors, be reappointed as auditors of the Company to hold office from the conclusion of this meeting until the conclusion of the next Annual General Meeting at which accounts are laid before the Company.

UK companies legislation requires that auditors are reappointed at each AGM at which accounts are presented. The Board, on the unanimous recommendation of the Board Audit Committee, which has evaluated the effectiveness and independence of the external auditors, is proposing the reappointment of PricewaterhouseCoopers LLP.

Auditors’ remuneration

17. That the Directors be authorised to set the remuneration of the auditors.

The Directors may set the remuneration of the auditors if authorised to do so by the shareholders. This resolution proposes that the Directors be authorised to set the remuneration of the auditors. Details of the remuneration paid to the external auditors for 2010 and details of how the Group monitors the effectiveness and independence of the external auditors may be found in the Annual Report.

Political Donations

18. That, in accordance with section 366 of the Companies Act 2006 (the ‘Act’) the Company and any company which, at any time during the period for which this resolution has effect, is a subsidiary of the Company, be and are hereby authorised to:

(a) make political donations to political organisations not exceeding £25,000 in total; and

(b) incur political expenditure not exceeding £100,000 in total, in each case during the period commencing on the date of this resolution and ending on the date of the Annual General Meeting of the Company to be held in 2012 or on 30th June 2012, whichever is the earlier, provided that the maximum amounts referred to in (a) and (b) may consist of sums in any currency converted into Sterling at such rate as the Board may in its absolute discretion determine. For the purposes of this resolution, the terms ‘political donations’, ‘political organisations’ and ‘political expenditure’ shall have the meanings given to them in sections 363 to 365 of the Act.

The Act requires companies to obtain shareholder approval before they can make donations to EU political organisations or incur EU political expenditure. We do not give any money for political purposes in the UK nor do we make any donations to EU political organisations or incur EU political expenditure. However, the definitions of political donations and political expenditure used in the Act are very wide. As a result, they may cover activities that form part of relationships that are an accepted part of engaging with our stakeholders to ensure that issues and concerns affecting our operations are considered and addressed, but which would not be considered as political donations or political expenditure in the layman’s sense. The activities referred to above are not designed to support any political party nor to influence public support for any political party. The authority which the Board is requesting is similar to the authority given by shareholders at the AGM in 2010 and is a precautionary measure to ensure that the Group does not inadvertently breach the Act.

Authority to allot securities

19. That, in substitution for all existing authorities, the Directors be hereby generally and unconditionally authorised pursuant to section 551 of the Act to exercise all the powers of the Company to:

(a) allot shares (as defined in section 540 of the Act) in the Company or grant rights to subscribe for or to convert any security into shares in the Company up to an aggregate nominal amount of £1,055,286,279, $77,500,000, 40,000,000 and ¥4,000,000,000; and

(b) allot equity securities (as defined in section 560 of the Act) up to an aggregate nominal amount of £2,030,572,558 (such amount to be reduced by the aggregate nominal amount of ordinary shares allotted or rights to subscribe for or to convert any securities into ordinary shares in the Company granted under paragraph (a) of this resolution 19) in connection with an offer by way of a rights issue:

(i) to ordinary shareholders in proportion (as nearly as may be practicable) to their existing holdings; and

(ii) to holders of other equity securities (as defined in section 560 of the Act) as required by the rights of those securities, or subject to such rights, as the Directors otherwise consider necessary,

and so that the Directors may impose any limits or restrictions and make any arrangements which they consider necessary or appropriate to deal with treasury shares, fractional entitlements, record dates, legal, regulatory or practical problems in, or under the laws of, any territory or any other matter,

such authorities to apply (unless previously renewed, varied or revoked by the Company in General Meeting) for the period expiring at the end of the AGM of the Company to be held in 2012 or until the close of business on 30th June 2012, whichever is the earlier but, in each case, so that the Company may make offers and enter into agreements before the authority expires which would, or might require shares to be allotted or rights to subscribe for or to convert any security into shares to be granted after the authority expires and the Directors may allot shares or grant such rights under any such offer or agreement as if the authority had not expired.

The effect of this resolution is to give the Directors authority to allot, in addition to the £40,000,000 of sterling preference shares, $77,500,000 of dollar preference shares, 40,000,000 of euro preference shares and ¥4,000,000,000 of yen preference shares referred to in paragraph (a) of this resolution (together the ‘Preference Shares’), ordinary shares up to an amount approximately equal to two-thirds of the issued ordinary share capital of the Company as at 4th March 2011 (excluding treasury shares) in certain circumstances. Paragraph (a) of the resolution will give Directors a general authority to allot up to a maximum aggregate nominal amount of £1,015,286,279 of ordinary shares being equivalent to one-third of the Company’s issued ordinary share capital as at 4th March 2011, in addition to the Preference Shares. As at 4th March 2011, the Company does not hold any treasury shares. In November 2009, the Association of British Insurers issued updated guidance on the approval of authorities to allot shares, in which it stated that, in addition to requests for authorisation to allot new shares in an amount up to one-third of the existing issued ordinary share capital of a company, it would regard as routine requests to authorise the allotment of a further one-third in connection with a rights issue. In light of this, paragraph (b) of resolution 19 proposes that a further authority be conferred on the Directors to allot shares or rights to subscribe for shares in connection with a rights issue in favour of holders of equity securities (which would include

 

 

 

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ordinary shareholders) up to a further one-third of the issued ordinary share capital (such amount to be reduced by the nominal amount of ordinary shares or rights to subscribe for ordinary shares issued under the authority conferred by paragraph (a) of this resolution). This gives Directors authority to allot in total up to the equivalent of two-thirds of the issued ordinary share capital of the Company as at 4th March 2011. The Board seeks annual renewal of this authority in accordance with best practice.

The Board has no current plans to make use of this authority but wishes to ensure that the Company has maximum flexibility in managing the Group’s capital resources. This authority would remain in force until the end of the AGM in 2012 or the close of business on 30th June 2012, whichever is the earlier.

Authority to allot equity securities for cash other than on a pro-rata basis to shareholders or to sell treasury shares

20. That, in substitution for all existing powers, and subject to the passing of resolution 19, the Directors be generally empowered pursuant to section 570 of the Act to allot equity securities (as defined in section 560 of the Act) for cash, pursuant to the authority granted by resolution 19 and/or where the allotment constitutes an allotment of equity securities by virtue of section 560(3) of the Act, in each case free of the restriction in section 561 of the Act, such power to be limited:

(a) to the allotment of equity securities in connection with an offer of equity securities (but in the case of an allotment pursuant to the authority granted by paragraph (b) of resolution 19, such power shall be limited to the allotment of equity securities in connection with an offer by way of a rights issue only):

(i) to ordinary shareholders in proportion (as nearly as may be practicable) to their existing holdings; and

(ii) to holders of other equity securities (as defined in section 560 of the Act), as required by the rights of those securities or, subject to such rights, as the Directors otherwise consider necessary,

and so that the Directors may impose any limits or restrictions and make any arrangements which they consider necessary or appropriate to deal with treasury shares, fractional entitlements, record dates, legal, regulatory or practical problems in, or under the laws of, any territory or any other matter; and

(b) to the allotment of equity securities, pursuant to the authority granted by paragraph (a) of resolution 19 and/or an allotment which constitutes an allotment of equity securities by virtue of section 560(3) of the Act (in each case otherwise than in the circumstances set out in paragraph (a) of this resolution) up to a nominal amount of £152,292,941 representing no more than 5% of the issued ordinary share capital as at 4th March 2011; compliance with that limit shall be calculated, in the case of equity securities into, ordinary shares (as defined in section 560 of the Act) by reference to the aggregate nominal amount of relevant shares which may be allotted pursuant to such rights, such power to apply (unless previously renewed, varied or revoked by the Company in General Meeting) until the end of the Company’s next AGM after this resolution is passed (or, if earlier, until the close of business on 30th June 2012) but so that the Company may make offers and enter into agreements before the power expires which would, or might, require equity securities to be allotted after the power expires and the Directors may allot equity securities under any such offer or agreement as if the power had not expired.

The effect of this resolution is to renew the authority given to the Directors to allot equity securities (which for these purposes includes the sale of treasury shares) on a non-pre-emptive basis to ordinary shareholders by way of a rights issue, for example, where legal or practical difficulties in jurisdictions outside the UK may prevent the allocation of shares on a pro-rata basis. Additionally, allotments can be made for cash on a non-pre-emptive basis but limited to an amount approximately equal to 5% of the issued ordinary share capital of the Company as at 4th March 2011. This authority would remain in force until the end of the AGM in 2012 or the close of business on 30th June 2012, whichever is the earlier. The Board seeks annual renewal of this authority in accordance with best practice. The Board has no current plans to make use of this authority but wishes to ensure that the Company has maximum flexibility in managing

the Group’s capital resources. The Company does not intend to issue more than 7.5% of its issued ordinary share capital on a non-pre-emptive basis in any three year period.

Purchase of own shares

21. That the Company be generally and unconditionally authorised for the purposes of section 701 of the Act to make market purchases (within the meaning of section 693 of the Act) on the London Stock Exchange of up to an aggregate of 1,218,343,534 ordinary shares of 25p each in its capital, and may hold such shares as treasury shares, provided that:

(a) the minimum price (exclusive of expenses) which may be paid for each ordinary share is not less than 25p;

(b) the maximum price (exclusive of expenses) which may be paid for each ordinary share shall not be more than the higher of (i) 105% of the average of the market values of the ordinary shares (as derived from the Daily Official List of the London Stock Exchange) for the five business days immediately preceding the date on which the purchase is made and (ii) that stipulated by Article 5(1) of the Buy-back and Stabilisation Regulation (EC 2273/2003); and

(c) unless previously renewed, varied or revoked by the Company in General Meeting, the authority conferred by this resolution shall expire at the end of the AGM of the Company to be held in 2012 or the close of business on 30th June 2012, whichever is the earlier (except in relation to any purchase of shares the contract for which was concluded before such date and which would or might be executed wholly or partly after such date).

This resolution would enable the Company to purchase up to a maximum of 1,218,343,534 of its ordinary shares. This is less than 10% of the issued share capital as at 4th March 2011. The total number of ordinary shares that may be issued on the exercise of outstanding options as at 4th March 2011 is 99,596,450 which represents approximately 0.8% of the issued share capital at that date. As at 4th March 2011 there are 379,218,809 warrants over ordinary shares outstanding which represents 3.11% of the issued share capital of the Company at that date. If the Company were to purchase shares up to the maximum permitted by this resolution, the proportion of ordinary shares subject to outstanding options would represent approximately 0.9% of the issued share capital as at 4th March 2011 and the proportion of ordinary shares to be issued on exercise of the warrants would represent 3.46%. The Board considers it desirable for the general authority proposed above to be available to provide maximum flexibility in the management of the Group’s capital resources. The Board would use such authority only if satisfied at the time that to do so would be in the interests of shareholders and would lead to an increase in the Group’s earnings per share. Under the Act, the Company may hold any shares bought back in treasury, which may then either be sold for cash, transferred for the purposes of an employees’ share scheme (subject, if necessary, to approval by shareholders at a General Meeting) or cancelled. The Company therefore has the choice of either cancelling or holding in treasury any of its shares which it purchases. If the Company buys any of its shares under the authority given by this resolution, the Board will decide at the time of purchase whether to cancel them immediately or to hold them in treasury. In relation to treasury shares, the Board would also have regard to any investor guidelines in relation to the purchase of shares intended to be held in treasury or in relation to their holding or resale which may be in force at the time of any such purchase, holding or resale.

General Meetings

22. That the Directors be authorised to call general meetings (other than an AGM) on not less than 14 clear days’ notice, such authority to expire at the end of the AGM of the Company to be held in 2012 or the close of business on 30th June 2012, whichever is the earlier.

The Act requires listed companies to call general meetings on at least 21 clear days’ notice unless shareholders have approved the calling of general meetings at shorter notice. Barclays wishes to retain the option of calling general meetings on 14 clear days’ notice and the effect of this resolution is to continue to give the Directors the power to call general meetings on a notice period of not less than 14 clear days. However, as Barclays has a global shareholder base, in practice, we would always aim to give a longer notice period to ensure overseas shareholders

 


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in particular are able to participate fully. The 14 day notice period would therefore not be used as a matter of routine for such meetings, but only where the flexibility is merited by the business of the meeting and is thought to be to the advantage of shareholders as a whole. The resolution is valid up to the end of the next AGM or the close of business on 30th June 2012, whichever is the earlier, and it is our intention to renew the authority at each AGM. The Company offers the facility for all shareholders to vote by electronic means. This is accessible to all shareholders and would be available if the Company was to call meetings on 14 clear days’ notice. The Company also provides the ability to appoint proxies electronically through CREST and shareholders can vote online at www.barclays. com/investorrelations/vote.

Barclays Long Term Incentive Plan

23. That the Barclays Long Term Incentive Plan (the ‘LTIP’) the principal terms of which are summarised on pages 8 to 10 to this Notice and the draft rules for which are produced to the meeting and signed by the Chairman for the purposes of identification, be hereby approved and adopted by the Company and the Directors be hereby authorised to do all such acts and things as they consider necessary or expedient for the purposes of implementing and giving effect to the LTIP.

This resolution proposes the approval of the LTIP. The principal terms of the LTIP are described in Appendix 1 on pages 8 to 10 of this Notice.

A copy of the LTIP rules is available for inspection at the Company’s registered office, 1 Churchill Place, London E14 5HP during business hours on any weekday (public holidays excluded) from the date of this Notice until the close of the meeting. The LTIP rules will also be available on the Company’s website and available for inspection at the Royal Festival Hall, Southbank Centre, Belvedere Road, London SE1 8XX from 10.30am on Wednesday 27th April 2011 until the end of the meeting.

Barclays Group Share Value Plan

24. That the Barclays Group Share Value Plan (the ‘SVP’), the principal terms of which are summarised on pages 11 to 12 to this Notice, be hereby amended in accordance with the copy of the rules of the SVP marked to show the proposed amendments which is produced to the meeting and signed by the Chairman for the purposes of identification and the Directors be and are hereby authorised to do all such acts and things as they consider necessary or expedient for the purposes of implementing and giving effect to the amendments.

This resolution proposes the approval of amendments to the SVP. The principal terms of the SVP are described in Appendix 2 on pages 11 and 12 of this Notice.

A copy of the SVP rules is available for inspection at the Company’s registered office, 1 Churchill Place, London E14 5HP during business hours on any weekday (public holidays excluded) from the date of this Notice until the close of the meeting. The SVP rules will also be available on the Company’s website and available for inspection at the Royal Festival Hall, Southbank Centre, Belvedere Road, London SE1 8XX from 10.30am on Wednesday 27th April 2011 until the end of the meeting.

By order of the Board

LOGO

Lawrence Dickinson

Company Secretary

10th March 2011

1 Churchill Place

London E14 5HP

Registered in England, Company No. 48839

Notes

a. Entitlements under CREST
   Pursuant to Regulation 41 of the Uncertificated Securities Regulations 2001 the Company specifies that only those holders of shares registered in the register of members at 6.00pm on Monday 25th April 2011 shall be entitled to attend or vote at the meeting in respect of the number of shares registered in their name at that time. Changes to entries on the register after 6.00pm on Monday 25th April 2011 shall be disregarded in determining the rights of any person to attend or vote at the meeting.

 

b. Appointing a proxy
   A shareholder who is entitled to attend, speak and vote at the meeting is entitled to appoint one or more people (called proxies) to attend, speak and vote on his/her behalf. They need not be Barclays shareholders. If more than one proxy is appointed, each proxy must be appointed to exercise the rights attached to different shares. A proxy will have the same number of votes on a show of hands as if the member who appointed the proxy was at the meeting.

 

c. Corporate representatives
   A corporate shareholder can appoint one or more corporate representatives who may exercise, on its behalf, all its powers as a member provided that no more than one corporate representative exercises powers over the same share.

 

d. Persons nominated by shareholders
   The right to appoint a proxy does not apply to persons whose shares are held on their behalf by another person and who have been nominated to receive communications from the Company in accordance with section 146 of the Companies Act 2006 (the ‘Act’) (‘nominated persons’). Nominated persons may have a right under an agreement with the registered shareholder who holds the shares on their behalf to be appointed (or to have someone else appointed) as a proxy. Alternatively, if nominated persons do not have such a right, or do not wish to exercise it, they may have a right under such an agreement to give instructions to the person holding the shares as to the exercise of voting rights.

 

e. Documents available for inspection
   The following documents, which are available for inspection during usual business hours on any weekday (Saturdays, Sundays and public holidays excluded) at the Company’s registered office, 1 Churchill Place, London E14 5HP, will also be available for inspection at the Royal Festival Hall from 10.30am on Wednesday 27th April 2011 until the end of the meeting: (i) copies of the executive Directors’ service contracts; (ii) copies of the non-executive Directors’ letters of appointment; and (iii) copies of the Barclays Long Term Incentive Plan and Barclays Group Share Value Plan rules proposed for approval by resolutions 23 and 24.

 

f. Total shares and voting rights
   As at 4th March 2011 (being the latest practicable date before publication of this document) the Company’s issued share capital comprised 12,183,435,348 ordinary shares of 25 pence each. Each ordinary share carries the right to vote at a general meeting of the Company and, therefore, the total number of voting rights in the Company as at 4th March 2011 was 12,183,435,348.

 

g. Shareholder information
   A copy of this Notice of AGM and other information required by section 311A of the Act can be found at www.barclays.com/investorrelations.

 

h. Shareholder right to ask a question
   Any shareholder attending the meeting has the right to ask questions. The Company must cause to be answered any such question relating to the business being dealt with at the meeting but no such answer need be given if (i) to do so would interfere unduly with the preparation for the meeting or involve the disclosure of confidential information, (ii) the answer has already been given on a website in the form of an answer to a question, or (iii) it is undesirable in the interests of the Company or good order of the meeting that the question be answered.

 

i. Members’ statement of audit concerns
   Section 527 of the Act allows shareholders who meet the threshold requirements of that section to require the Company to publish a statement on its website setting out any matter relating to: (i) the audit of the accounts to be laid at the meeting (including the auditor’s report and the conduct of the audit); or (ii) any circumstances connected with the auditor ceasing to hold office since the last meeting at which annual accounts and reports were laid in accordance with section 437 of the Act. This is known as a ‘members’ statement of audit concerns’. If such a request is received, the Company cannot require those shareholders requesting publication of the statement to meet its costs of complying with that request. The Company must also forward a copy of the statement to the auditor at the same time that it makes it available on the website. Where a members’ statement of audit concerns is received it will be included in the business of the meeting at which the accounts are laid.

 

j. Electronic communication
   You may not use any electronic address provided in either this Notice of AGM or any related documents (including the Proxy Form) to communicate with the Company for any purposes other than those expressly stated.
 


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Appendix 1

Summary of the principal terms of the Barclays Long Term Incentive Plan (the ‘LTIP’)

 

 

 

Summary of the principal terms of the Barclays Long Term Incentive Plan (the ‘LTIP’)

The Board is recommending to shareholders a new long term incentive plan for Barclays employees in senior leadership roles including executive Directors of Barclays PLC (‘Executive Directors’) to be known as the Barclays Long Term Incentive Plan (the ‘LTIP’).

The LTIP is intended to replace the Barclays PLC Performance Share Plan as the main performance-linked share incentive plan for Executive Directors. Other senior employees of Barclays PLC and its subsidiaries (the ‘Group’) will also be eligible to participate at the discretion of the Board Remuneration Committee (the ‘Committee’). The purpose of the LTIP will be to reward, incentivise and retain the Executive Directors and other employees who are selected to receive awards.

The LTIP is recommended to shareholders for the following reasons:

 

to incentivise performance and execution of the Group’s strategic goals including, in particular, the return on equity goals;

 

to ensure the performance metrics reflect the emerging regulatory environment;

 

to help retain talented individuals;

 

to create alignment with shareholder interests; and

 

to focus on sustained growth for shareholders.

Summary of the main provisions of the LTIP

The LTIP is not an H.M. Revenue & Customs approved plan. It may be operated in conjunction with an employee benefit trust of which the trustee is an independent professional trustee (the ‘Trustee’).

Eligibility

The Committee may select any employee of the Group, including any Executive Director, to participate in the LTIP.

Committee/Trustee consultation

LTIP awards (‘Awards’) may be granted either by the Committee (including a duly authorised sub-committee) or by the Trustee, in consultation with the Committee (in each case, the ‘Grantor’). Where Awards are granted by the Trustee, the Trustee will consult with the Committee before making certain decisions in relation to the Awards during the life of those Awards, in particular, decisions relating to the initial value of Awards, timing of vesting, the application of malus and prudent financial control conditions described below and the treatment of Awards held by leavers and on a change of control.

Administration of the LTIP shall be carried out by the Grantor.

Timing of grants

Awards may normally only be granted:

 

in the six week period following the date that the LTIP is approved by shareholders at the 2011 AGM; or

 

in the six week period following the first dealing day immediately after the date of the preliminary announcement of the Company’s results for any financial period, or following the removal of any restrictions imposed on the Company or the Trustee which have previously prevented an Award from being granted; or

 

in the six week period following any date on which changes to legislation or regulations affecting share plans and / or long term incentive plans are announced or made; or

 

at any other time that the Grantor may decide at its discretion, provided that it is not restricted from doing so by law or regulation.

No Awards may be granted after 10 years from the date of the AGM at which the LTIP is approved by shareholders.

Form of Awards

Awards may be granted over ordinary shares in Barclays PLC (‘Shares’) or over other capital instruments issued by the Group (‘Capital Instruments’).

Awards may be in several forms as determined at the date of grant in light of, for example, regulatory, accounting and tax consequences. These may include:

 

conditional awards over Shares or Capital Instruments which give a participant a conditional right to acquire Shares or Capital Instruments in the future at no cost;

 

provisional allocations of Shares or Capital Instruments which do not give a participant any right to acquire, or any interest in, Shares or Capital Instruments until such time as the Trustee decides;

 

the acquisition of Shares or Capital Instruments that are forfeitable if certain conditions are not met;

 

options over Shares or Capital Instruments with a nil exercise price;

 

market value options over Shares or Capital Instruments; and

 

such other form that has substantially the same economic effect as any of the forms of Award referred to above.

Awards are personal to the participant and may not be transferred except on death. Benefits under the LTIP are not pensionable.

Individual limits

The Grantor will determine the initial value of an Award granted in any financial year. The maximum value of an Award at the date of grant will be calculated on such basis of market value as the Grantor decides is fair and reasonable and, for Executive Directors, will not normally exceed 500% of base salary. The Grantor has discretion to recommend grants for Executive Directors in excess of this limit in exceptional circumstances such as for the purposes of recruitment or retention.

Overall limits

Where Awards are satisfied by Shares, the Shares may be Shares purchased on the stock market, treasury Shares or newly issued Shares. The LTIP contains the following limits on the issue of new Shares:

 

the number of unissued Shares that may be issued or placed under award in any 10-year period under the LTIP and any other executive share plan adopted by the Company may not exceed 5 per cent of the Company’s issued ordinary share capital from time to time; and

 

the number of unissued Shares that may be issued or placed under award in any 10-year period under the LTIP and any other employee share plan adopted by the Company may not exceed 10 per cent of the Company’s issued ordinary share capital from time to time.

Shares issued out of treasury will count towards these limits for so long as this is required by institutional shareholder guidelines.

Vesting of Awards

Vesting periods are determined at the Grantor’s discretion. In normal circumstances, no part of an Award will vest before the third anniversary of grant. Awards will normally vest at the end of the vesting period if and to the extent that any applicable performance conditions have been satisfied, and subject to malus and prudent financial control provisions.

For initial Awards due to be made in 2011 (‘2011 Awards’), it is intended that, subject to malus, prudent financial control provisions and to the satisfaction of performance conditions (and the discretion of the Grantor where applicable):

 

50% of 2011 Awards will vest and be releasable after a three year vesting period; and

 

50% of 2011 Awards will vest, after a three year vesting period, but will be released subject to an additional twelve month holding period (save that participants may first sell sufficient Shares to account for any tax liability or other withholding that may arise at the point of vesting).
 


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Performance conditions

It is intended that the Committee will recommend any performance conditions that should apply to Awards before each grant and at its discretion.

It is proposed that, for 2011 Awards, performance will be measured against a balanced scorecard of metrics, which will be measured over a three year period commencing at the beginning of the 2011 financial year. The Committee may set a different condition or conditions for subsequent Awards.

The scorecard approach is intended to assess performance in line with the execution of Company strategy and includes a suite of performance metrics under three categories: Finance, Risk and Sustainability. Each category has a relative weighting, and at the end of the vesting period, performance under each category will be separately assessed as set out in the table below. A percentage score will be determined for each category and the sum of these percentages will be applied to the maximum Award for each participant to determine the final vesting amount.

For 2011 Awards it is intended that the balanced scorecard shall be as follows:

 

  Condition    Percentage of Award
subject to condition
   Metrics

 

  Finance

  

 

60%

  

 

Primary metric: Return on Risk

Weighted Assets (‘RoRWA’)

         

 

Secondary metric: Profit Before

Tax (‘PBT’)

 

  Risk

  

 

30%

  

 

Loan Loss Rate

 

  Sustainability

  

 

10%

  

 

Metrics to be determined by the

Committee, including: employee

opinion survey; relationship with

regulators; and customer

satisfaction

 

Finance condition

RoRWA has been chosen for the 2011 Awards because it is a primary determinant of Return on Equity and it reflects the level of regulatory capital required to be held by the business. Performance against RoRWA is assessed formulaically against a target range to calculate the percentage of 2011 Awards that can vest. A straight line approach to vesting is proposed as set out below.

 

  Average annual RoRWA % over

  the measurement period

   Percentage of Award that can vest
(Max of 60%)

 

  1%

  

 

23%

 

  1.5%

  

 

60%

Following the determination of the RoRWA vesting percentage, the Committee may take into account the performance of the secondary metric (PBT) over the measurement period and may (at its discretion) adjust the percentage of Award up or down by up to 5 vesting percentage points (subject to the 60% maximum Award that may vest).

 

Risk condition

For 2011 Awards, performance against the average annual Loan Loss Rate over the measurement period shall be assessed formulaically against a target range to calculate the percentage of a 2011 Award that can vest of up to 30%. The minimum vesting percentage of 10% is achieved only if the Loan Loss Rate is equal to the threshold level which, for 2011 Awards, is proposed as 95bps. The vesting percentage increases linearly as the Loan Loss Rate reduces. The maximum vesting percentage of 30% is intended to be achieved if the Loan Loss Rate is equal to or below 81bps for 2011 Awards.

 

Sustainability condition

Performance against the metrics is assessed by the Committee to decide on the percentage of an Award that can vest of between 0% and 10%.

Amendments to performance conditions

Any performance conditions once set by the Committee in relation to an Award, may not subsequently be altered unless circumstances occur which cause the Committee to determine that such conditions shall have ceased to be appropriate. In such circumstances the Committee may, in its absolute discretion, alter the performance conditions or replace them with new performance conditions which will, in the reasonable opinion of the Committee, be not materially less difficult to satisfy than the unaltered performance conditions would have been but for the event in question.

Malus provisions

The LTIP includes malus provisions in accordance with the FSA’s Remuneration Code under which the Grantor may reduce the vesting of Awards (to nil if appropriate). For example, Awards may be reduced where the Committee in its discretion determines that there is evidence of serious employee misconduct or where a business unit has suffered a material failure of risk management.

Prudent financial control provision

The LTIP includes a prudent financial control condition under which the Grantor may limit, reduce or add further conditions to the vesting of Awards or suspend Awards if the financial health of the Group has, in the opinion of the Grantor, significantly deteriorated over the vesting period. Unless the Grantor in exceptional circumstances determines otherwise, Awards will ultimately be forfeited if the Grantor does not lift any such suspension within three years from the final release date of an Award or does not, following a suspension, determine to limit, reduce or add further conditions to Awards within three years from the final release date of that Award.

Benefit of dividends/coupon

An additional benefit, releasable at the same time as an Award, may be added to an Award at the Grantor’s absolute discretion. If the Award is over Shares, any benefit would represent the value of dividends payable on those Shares that actually vest since the date of grant and would be provided typically as Shares or as a cash sum. If the Award is over Capital Instruments, any benefit would represent an amount equivalent to the interest payable on those Capital Instruments that actually vest since the date of grant and would be provided typically as a cash sum or additional Capital Instruments.

Cessation of employment

Special provisions apply if a participant’s employment ceases before an Award vests.

If a participant dies, the Grantor may allow an Award to vest immediately, to the extent that applicable performance conditions have been met and subject to malus and prudent financial control provisions.

If a participant leaves for any of the following reasons, an Award may vest in line with the normal vesting date(s) of the Award and subject to malus and prudent financial control provisions, unless the Grantor determines that the Award should vest earlier:

 

retirement with the agreement of the participant’s employer;

 

redundancy;

 

disability, injury or ill health;

 

the company or business for which the participant works being transferred out of the Group; and

 

any other leaver reason at the Grantor’s absolute discretion.

Awards which vest for eligible leavers shall be pro-rated for time, unless the Grantor decides otherwise at its absolute discretion. If a participant is not an eligible leaver any unvested portions of Awards shall lapse.

Corporate events

In the event of a change in control, reconstruction or winding up of the Company, the Grantor has discretion to determine the treatment of unvested Awards including allowing the early release of Awards or deciding that Awards shall continue in the same or a revised form. The LTIP also includes the facility for participants to exchange Awards for awards over Shares in an acquiring company. An internal reorganisation does not count as a change of control for these purposes.

 


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Appendix 1

Summary of the principal terms of the Barclays Long Term Incentive Plan (the ‘LTIP’) continued

 

 

 

Cash alternative

The Grantor may, at its discretion, decide at the point of vesting (or exercise as the case may be) that an Award should be settled in cash equal to the market value of the Shares or Capital Instruments subject to the Award rather than in the Shares or Capital Instruments themselves.

Variation of the Company’s share capital

On any variation or increase of the Company share capital, or in the event of a demerger, special dividend or other similar event which affects the market price of Shares to a material extent, the Grantor may make such adjustments as it considers appropriate to the number of Shares subject to an Award.

Amendments to the LTIP

The Committee may amend the LTIP at any time in any respect. The rules of the LTIP relating to eligibility, limits, the basis for determining a participant’s entitlement and variations of the Company’s share capital may not be amended to the advantage of existing or future participants without the prior approval of the Company’s shareholders in a general meeting. However, the Committee may make any amendments necessary to secure or maintain favourable taxation, exchange control or regulatory treatment for the Company, any of its subsidiaries or any participant and make minor amendments to benefit or facilitate the administration of the LTIP without prior shareholder approval.

 


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Appendix 2

Summary of the principal terms of the Barclays Group Share Value Plan (the ‘SVP’)

 

 

 

 

Summary of the principal terms of the Barclays Group Share Value Plan (the ‘SVP’)

The Barclays Group Share Value Plan (the ‘SVP’) was adopted on 12 March 2010. SVP is used mainly to award Shares in respect of annual incentives in accordance with the principles of the FSA’s Remuneration Code. Awards may also be granted to new joiners to the Group and as part of the remuneration awarded to employees under business unit long term incentive plans operated by the Group.

Approval by shareholders was not sought for SVP when it was adopted on the basis that no new issue or treasury Shares could be used to satisfy SVP awards and Executive Directors could not participate. The Company would now like the flexibility to use new issue and treasury Shares under SVP and is also proposing that Executive Directors will participate in the plan.

In 2011, the Company is adding a schedule to SVP which allows cash-based awards to be granted on similar terms to SVP but with an additional vesting condition linked to the Group Core Tier 1 capital ratio. The schedule enables Barclays to grant awards (‘Contingent Capital Awards’) which incentivise executives to maintain the Group Core Tier 1 capital ratio above a pre-determined threshold.

The Board is recommending to shareholders that they approve amendments to SVP to allow new issue and treasury shares to be used under SVP and to allow Executive Directors to participate in SVP.

Summary of the main provisions of SVP, together with proposed amendments

SVP is not an H.M. Revenue & Customs approved plan. It may operate in conjunction with an employee benefit trust of which the trustee is an independent professional trustee (‘Trustee’).

Eligibility

The Committee may select any employee of the Group to participate in SVP. It is proposed to amend SVP so that Executive Directors may also be selected as participants.

Committee/Trustee consultation

SVP awards (‘Awards’) may be granted either by the Committee (including a duly authorised sub-committee) or by the Trustee, in consultation with the Committee (in each case, the ‘Grantor’). Where Awards are granted by the Trustee, the Trustee will consult with the Committee before making certain decisions in relation to the Awards during the life of those Awards, in particular, decisions relating to the initial value of Awards, timing of vesting, the application of malus and prudent financial control conditions described below and the treatment of Awards held by leavers and on a change of control.

Administration of SVP shall be carried out by the Grantor.

Timing of grants

Awards may normally only be granted:

 

in the six week period following the date that SVP is approved by shareholders at the 2011 AGM; or

 

in the six week period following the first dealing day immediately after the date of the preliminary announcement of the Company’s results for any financial period, or following the removal of any restrictions imposed on the Company or the Trustee which have previously prevented an Award from being granted; or

 

in the six week period following any date on which changes to the legislation or regulations affecting share plans and/or long term incentive plans are announced or made; or

 

at any other time that the Grantor may decide at its discretion, provided that it is not restricted from doing so by law or regulation.

No Awards may be granted after 10 years from the date of the AGM at which SVP is approved by shareholders.

Form of Awards

Three different types of Award can be granted under SVP:

 

Awards over Shares;

 

Awards over Capital Instruments; and

 

Contingent Capital Awards under the schedule to SVP.

Awards may be in several forms as determined at the date of grant in light of, for example, regulatory, accounting and tax consequences. These may include:

 

conditional awards over Shares or Capital Instruments which give a participant a right to acquire Shares or Capital Instruments in the future at no cost;

 

provisional allocations of Shares or Capital Instruments which do not give a participant any right to acquire, or any interest in, Shares or Capital Instruments until such time as the Trustee decides;

 

the acquisition of Shares or Capital Instruments that are forfeitable if certain conditions are not met;

 

options over Shares or Capital Instruments with a nil exercise price;

 

market value options over Shares or Capital Instruments; and

 

such other form that has substantially the same economic effect as any of the forms of Award referred to above.

Awards are personal to the participant and may not be transferred except on death. Benefits under SVP are not pensionable.

Individual limits

The Grantor will determine the initial value of an Award granted in any financial year. The maximum value of Shares and/or Capital Instruments under an Award at the date of grant will be calculated on such basis of market value as the Grantor decides is fair and reasonable. In the event that shareholders approve participation of Executive Directors in SVP, Awards to Executive Directors will be granted in line with the individual limits for Executive Directors’ annual performance incentives as disclosed in the Directors’ remuneration report from time to time. For 2011 the individual limit for an Executive Director’s annual performance incentive is 250% of base salary.

Overall limits

It is proposed to amend SVP to allow Awards to be satisfied by newly issued or treasury Shares and this will be subject to the following limits:

 

the number of unissued Shares that may be issued or placed under award in any 10-year period under SVP and any other executive share plan adopted by the Company may not exceed 5 per cent of the Company’s issued ordinary share capital from time to time; and

 

the number of unissued Shares that may be issued or placed under award in any 10-year period under SVP and any other employee share plan adopted by the Company may not exceed 10 per cent of the Company’s issued ordinary share capital from time to time.

Shares issued out of treasury will count towards these limits for so long as this is required by institutional shareholder guidelines.

Vesting of Awards

Vesting periods are determined at the Grantor’s discretion. In normal circumstances, Awards vest in three equal portions on each of the first, second and third anniversaries of grant, subject to malus and prudent financial control provisions. The Grantor may select a different vesting period for Awards, in particular, in the case of Awards granted to new joiners and as part of the remuneration awarded to employees under business unit long term incentive plans operated by the Group.

Malus provisions

SVP includes malus provisions in accordance with the FSA’s Remuneration Code under which the Grantor may reduce the vesting of Awards (to nil if appropriate). For example, Awards may be reduced where the Committee in its discretion determines that there is evidence of serious employee misconduct or where a business unit has suffered a material failure of risk management.

Prudent financial control provision

SVP includes a prudent financial control condition under which the Grantor may limit, reduce or add further conditions to the vesting of Awards or suspend Awards if the financial health of the Group has, in the opinion of the Grantor, significantly deteriorated over the vesting period. Unless the Grantor in exceptional circumstances determines otherwise, Awards will ultimately be forfeited if the Grantor does not lift any such suspension within three years from the final release date of an Award or does not, following a suspension, determine to limit, reduce or add further conditions to Awards within three years from the final release date of that Award.

 


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12            Barclays PLC Notice of AGM 2011    www.barclays.com/annualreport10

Appendix 2

Summary of the principal terms of the Barclays Group Share Value Plan (the ‘SVP’) continued

 

 

 

Benefit of dividends/coupon

An additional benefit, releasable at the same time as an Award, may be added to an Award at the Grantor’s absolute discretion. If the Award is over Shares, any benefit would represent the value of dividends payable on those Shares that actually vest since the date of grant and would be provided typically as Shares or as a cash sum. If the Award is over Capital Instruments, any benefit would represent an amount equivalent to the interest payable on those Capital Instruments that actually vest since the date of grant and would be provided typically as a cash sum or additional Capital Instruments.

Detail on the benefit that may apply to a Contingent Capital Award is set out below.

Cessation of employment

Special provisions apply if a participant’s employment ceases before an Award vests.

If a participant dies, the Grantor may allow an Award to vest immediately but subject to malus and prudent financial control provisions.

If a participant leaves for any of the following reasons, an Award may vest in line with the normal vesting date(s) of the Award and subject to malus and prudent financial control provisions, unless the Grantor determines that the Award should vest earlier:

 

retirement with the agreement of the participant’s employer;

 

redundancy;

 

disability, injury or ill health;

 

the company or business for which he works being transferred out of the Group; and

 

his employer terminating his employment other than in circumstances which, in the reasonable opinion of the Committee, amount to gross misconduct or dismissal for cause.

If a participant is not an eligible leaver, any unvested Awards shall lapse unless the Grantor in its absolute discretion determines otherwise.

Corporate events

In the event of a change in control, reconstruction or winding up of the Company, the Grantor has discretion to determine the treatment of unvested Awards including allowing the early release of Awards or deciding that Awards shall continue in the same or a revised form. SVP also includes the facility for participants to exchange Awards for awards over shares in an acquiring company. An internal reorganisation does not count as a change of control for these purposes.

Cash alternative

The Grantor may, at its discretion, decide at the point of vesting (or exercise as the case may be) that an Award should be settled in cash equal to the market value of the Shares or Capital Instruments subject to the Award rather than in the Shares or Capital Instruments themselves.

Variation of the Company’s share capital

On any variation or increase of the Company share capital the Grantor may make such adjustments as it considers appropriate to the number of Shares or Capital Instruments subject to an Award.

Amendments to SVP

The Committee may amend SVP at any time in any respect. The rules of SVP relating to eligibility, limits, the basis for determining a participant’s entitlement and variations of the Company share capital may not be amended to the advantage of existing or future participants without the prior approval of the Company’s shareholders in a general meeting. However, the Grantor may make any amendments necessary to secure or maintain favourable taxation, exchange control or regulatory treatment for the Company, any of its subsidiaries or any participant and make minor amendments to benefit or facilitate the administration of SVP without prior shareholder approval.

Contingent Capital Plan schedule to SVP

In 2011 the Company is adding a schedule to SVP which allows cash-based awards to be granted on similar terms to SVP but with additional vesting conditions as determined by the Committee from time to time. The schedule enables Barclays to grant Contingent Capital Awards which incentivise executives to maintain the Group Core Tier 1 capital ratio above a pre-determined threshold. For 2011 Contingent Capital Awards the threshold is 7%. It is proposed to amend SVP to allow Executive Directors to receive grants of Contingent Capital Awards.

A Contingent Capital Award is distinct from an Award over Capital Instruments granted under the main body of the SVP rules.

Grant

Contingent Capital Awards are granted by the Barclays PLC Cash Plans Committee (a sub-committee of the Committee).

Vesting

As for SVP, Contingent Capital Awards would normally vest, subject to the Committee discretion, in three equal portions on each of the first, second and third anniversaries of grant subject to malus and prudent financial control conditions.

Capital Condition

In addition, the vesting of Contingent Capital Awards would be subject to the condition that the Group Core Tier 1 capital ratio (calculated in accordance with the prevailing regulatory requirements) is equal to (or exceeds) a pre-determined threshold, set at the Committee’s discretion at the date of grant. For initial 2011 Awards for all participants (including Executive Directors), it is proposed that the threshold shall be set at 7%.

When a Contingent Capital Award vests an additional discretionary benefit may be awarded equivalent to a coupon. For initial 2011 Awards, it is intended that this shall be set at 7% on an annualised non-compound basis.

If the Group Core Tier 1 capital ratio is below the pre-determined threshold (or would fall below that threshold as a result of the release and payment of any portion of a Contingent Capital Award) then no payment will be made at that time and the Contingent Capital Award will remain unvested. Any coupon equivalent attached to an Award shall lapse at the time of a suspension.

The Committee will review the Group Core Tier 1 capital ratio every six months thereafter using the published figure in the half and full year results of the Group. If the Group Core Tier 1 capital ratio (calculated in accordance with the prevailing regulatory requirements) has recovered above the pre-determined threshold (and would remain at or above that threshold following payment of a Contingent Capital Award) then (at the Committee’s discretion) the unvested Contingent Capital Award or portion of the Contingent Capital Award may be released and paid to participants. In these circumstances, the Committee may consider a downward adjustment to any such release to take into account the impact to shareholders of any action taken by the Group to address the shortfall in the Group Core Tier 1 capital ratio. In addition, no coupon equivalent will be awarded in these circumstances.

If the Group Core Tier 1 capital ratio does not rise above the pre-determined threshold by the publication of the annual report following the fifth anniversary of the date on which the Contingent Capital Award was suspended, any suspended Contingent Capital Awards (or portion thereof) shall lapse.

 


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Barclays PLC Notice of AGM 2011   www.barclays.com/annualreport10          13   

Questions and Answers

 

 

 

Voting arrangements

Who is entitled to vote?

Shareholders who want to attend, speak and vote at the AGM must be entered on the Company’s register of members by no later than 6.00pm on Monday 25th April 2011. This time will still apply for the purpose of determining who is entitled to attend and vote if the AGM is adjourned from the scheduled time by 48 hours or less. If the AGM is adjourned for longer, members who wish to attend and vote must be on the Company’s register of members by 6.00pm two days before the time fixed for the adjourned AGM.

How do I vote?

There are three ways in which you can vote:

 

You can appoint a proxy online to vote on your behalf on our website at www.barclays.com/investorrelations/vote;

 

You can vote in person at the AGM; or

 

You can sign the enclosed Proxy Form appointing the Chairman or some other person to vote for you.

Voting on resolutions at the AGM will be by poll. This means that you will be asked to complete a Poll Card if you attend in person. We believe that a poll is the best way of representing the views of as many shareholders as possible in the voting process.

If you vote by Proxy Form, you should return your form to The Registrar in the enclosed pre-paid envelope so that it is received by no later than 11.00am on Monday 25th April 2011. You will find details below of how to withdraw your proxy if you change your mind. If you vote online, The Registrar must receive your instruction by 11.00am on Monday 25th April 2011.

What if I plan to attend the AGM and vote in person?

If you want to vote in person at the AGM there is no need to complete the Proxy Form. Attached to the Proxy Form is a Poll Card for use by those attending the AGM. You should bring the Poll Card with you to the meeting.

If my shares are held in Barclays Sharestore how do I vote?

All Sharestore members can elect to attend, speak and vote at the AGM. If you are a Sharestore member and do not want to attend but do want to vote, you must return the enclosed Proxy Form so that Equiniti Corporate Nominees Limited can appoint whichever person you name on the Proxy Form to attend and vote on your behalf. If you return the Proxy Form but do not insert the name of your proxy then the Chairman of the meeting will vote on your behalf. Alternatively, you can appoint a proxy to vote on your behalf on our website at www.barclays.com/investorrelations/vote.

I have been nominated by a shareholder to enjoy information rights, can I vote?

No. If you are not a shareholder you do not have a right to vote or to appoint a proxy. However, the agreement that you have with the person who nominated you to enjoy information rights may give you the right to be appointed as their proxy, or to have someone else appointed as a proxy for the AGM and to attend, speak and vote on their behalf. If you have any questions you should contact the registered shareholder (the custodian or broker) who looks after your investment on your behalf.

How will my shares be voted if I appoint a proxy?

The person you name on your Proxy Form must vote in accordance with your instructions. If you do not give them any instructions, a proxy may vote or not vote as he or she sees fit on any business of the AGM. Please see the explanatory notes on the reverse of the Proxy Form.

Can I appoint anyone to be a proxy?

Yes. You can appoint your own choice of proxy or you can appoint the Chairman as your proxy. Your proxy does not need to be a Barclays shareholder.

Can I appoint more than one proxy?

Yes. You may appoint more than one proxy, provided that each proxy is appointed to exercise rights attached to different shares. You may not appoint more than one proxy to exercise rights attached to the same share. To appoint more than one proxy you should photocopy the Proxy Form and indicate in the box that this is one of multiple instructions.

Can I change my mind once I have appointed a proxy?

Yes. If you change your mind, you can send a written statement to that effect to The Registrar. The statement must arrive with The Registrar by 11.00 am on Monday 25th April 2011, or you should bring it along to the AGM. If you hold your shares in Barclays Sharestore, and you have changed your mind, your new instruction must be received by The Registrar no later than 11.00 am on Monday 25th April 2011. You cannot bring it along to the meeting.

How will the votes be counted?

Each of the resolutions set out in the Notice of AGM will be voted upon on a poll. The passing of resolutions 1 to 19 and 23 to 24 are determined by a majority of votes. Resolutions 20 to 22 are being proposed as special resolutions and will therefore require a 75% majority of the votes cast for them to be passed. Our Registrar counts the proxy votes received before the AGM and then counts the votes cast at the AGM. An independent third party, Electoral Reform Services, has been appointed by Barclays to monitor the shareholder voting process.

When will the results of the voting be declared?

The preliminary results of voting on the resolutions to be proposed at the AGM will be displayed in the meeting room shortly after the AGM. The final results will be announced to the London Stock Exchange and will appear on our website at www.barclays.com/investorrelations.

Corporate shareholders

I am a corporate shareholder – what do I need to do to attend the AGM?

Representatives of shareholders that are corporations will have to produce evidence of their proper appointment when attending the AGM. Please contact our Registrar if you need further guidance on this.

 


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14            Barclays PLC Notice of AGM 2011    www.barclays.com/annualreport10

Questions and Answers

continued

 

 

 

Questions

Can I ask a question at the AGM?

Yes, however, questions should only be asked on the specific business of the AGM. If you would like to ask a question at the AGM, you can register your question at the Question Registration Point in the Exhibition Area before the AGM starts. You can also register your question in the meeting room once the AGM has started. Shareholders who are unable to attend the meeting still have the opportunity to submit a question to the Board by writing to Shareholder Relations at Barclays PLC, 1 Churchill Place, London E14 5HP or emailing privateshareholderrelations@barclays.com.

Please try to keep your questions short and relevant to the business of the AGM. We want all shareholders at the AGM to have the opportunity to ask questions.

Can I ask a question about a customer issue?

If you would like to ask a question about a personal matter at the AGM you should go to the Customer Relations Point in the Exhibition Area. This is staffed by Senior Customer Relations personnel. All questions raised will be reviewed by the Chairman after the AGM and a reply will be sent out within 14 days.

Can I ask a question about my personal shareholding?

If you would like to ask a question about your personal shareholding you should go to the Shareholder Enquiry Point in the Exhibition Area. This is staffed by The Registrar and Barclays Stockbrokers and will be open both before and after the AGM.

 

* Calls to this number are charged at 8p per minute if calling from a BT landline. Call charges may vary if using other telephone providers.

Shareholders with special needs

I am hard of hearing/sight, do you provide any documents for people with disabilities?

Copies of this notice are available in large print, Braille or audio format. If you would like a copy in any of these alternative formats, please contact the Registrar to Barclays.

General Questions

If you have any further questions about the AGM or your shareholding, please contact The Registrar to Barclays on 0871 384 2055* from the UK or on +44 121 415 7004 from overseas or by email at questions@share-registers.co.uk.

 

 


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Barclays PLC Notice of AGM 2011   www.barclays.com/annualreport10          15   

Additional information for shareholders attending

the Annual General Meeting

 

 

 

Venue

The AGM will be held at the Royal Festival Hall, Southbank Centre, Belvedere Road, London SE1 8XX. A map showing the location of the venue can be found below or you can find more information at www.southbankcentre.co.uk/visiting-us/royal-festival-hall.

Date:      Wednesday 27th April 2011

Time:      The AGM will start promptly at 11.00 am. You should allow 15 to 20 minutes for security and registration formalities.

Security

For safety reasons, security checks will be carried out on entry to the Royal Festival Hall. Please note that you will be asked to leave large bags in the cloakroom and small bags may be searched. No cameras, video recorders or tape recorders should be taken into the AGM. Mobile phones and other electronic communication devices should be turned off.

Cloakroom facilities

Cloakroom facilities will be available in the registration area.

Registration

Attendance Cards should be presented to The Registrar’s staff, who will be available as you arrive at the venue. Corporate representatives, proxies and guests and Barclays Stockbrokers clients should register at the registration desks, which will be clearly signposted.

Persons with special needs

The Royal Festival Hall is easily accessible by wheelchair users and has lift access. Barclays staff will be on hand to guide you to the lifts.

Speech to text and hearing induction loop facilities will be available at the AGM. The AGM will also be signed.

An audio CD containing extracts from the 2010 Annual Review is available, free of charge, either on request in writing from The Registrar or at the AGM.

First aid

First aid facilities will be available. Please approach any member of Barclays staff.

Refreshments

Tea and coffee will be available before the AGM. After the business of the AGM has been concluded, light refreshments will be available in the Exhibition Area.

Travelling to the AGM

The nearest tube stations are Waterloo on the Bakerloo, Northern, Jubilee and Waterloo & City lines, Embankment on the District and Circle lines and Charing Cross on the Northern and Bakerloo lines. The nearest overground train stations are Waterloo and Charing Cross. Buses stop on Waterloo Bridge, York Road, Belvedere Road and Stamford Street.

 

  AGM schedule

 

  Wednesday 27th April 2011

 

 

  10.00am

  Registration desks open.

  Tea and coffee available in the Exhibition Area.

  Q&A registration opens.

 

 

  11.00am

  The AGM starts in the Meeting Room.

 

 

  1.00pm (approximately)

  Light refreshments available in the Exhibition Area.

 

 

  The results of the polls are expected to be released to the London Stock

  Exchange on Wednesday 27th April 2011.

 

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Table of Contents
16            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

 

 

 

 

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Go online

Further information on our Annual Report

www.barclays.com/annualreport10

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Table of Contents
 

Barclays PLC

Proxy Form for the

Annual General Meeting

 

To be held at the

Royal Festival Hall, Southbank Centre,

Belvedere Road, London SE1 8XX

on Wednesday, 27th April 2011 at 11.00am

 

 

+  

 

Voting ID:

 

 

Task ID:

 

 

Shareholder Reference Number:

  +

 

                 
                 

 

  You can vote your Barclays shares by completing and sending this form back in the enclosed pre-paid envelope, or you can vote online at www.barclays.com/investorrelations/vote. Before completing this form, please read the explanatory notes on the back of the form.  

 

         
  I/We hereby appoint the Chairman of the meeting, or         as my/our proxy to attend and vote on  
  my/our behalf at the Annual General Meeting (AGM) of Barclays PLC (the Company) to be held on Wednesday, 27th April 2011 and at any adjournment of that meeting.  

 

  Resolutions  
 

 

The full wording of the resolutions and brief biographical details of all Directors standing for re-election at the 2011 AGM are in the Notice of Annual General Meeting which has been sent to you with this form. Please write an X in the For, Against or Vote Withheld box for each resolution below. If you do not complete the boxes below, the person you appoint as proxy can decide whether, and how, he or she votes in relation to any matter which is properly put before the meeting.

 
      For   Against   Vote Withheld        For   Against   Vote Withheld  
  1.  

To receive the Reports of the Directors and Auditors and the audited accounts for the year ended 31st December 2010.

 

  LOGO   LOGO   LOGO    13.   To re-elect Chris Lucas as a Director of the Company.   LOGO   LOGO   LOGO  
     
  Important: fold along this line  
  2.   To approve the Remuneration Report for the year ended 31st December 2010.   LOGO   LOGO   LOGO    14.   To re-elect Sir Michael Rake as a Director of the Company.   LOGO   LOGO   LOGO  
  3.   To re-elect Alison Carnwath as a Director of the Company.   LOGO   LOGO   LOGO    15.   To re-elect Sir John Sunderland as a Director of the Company.   LOGO   LOGO   LOGO  
  4.   To re-elect Dambisa Moyo as a Director of the Company.   LOGO   LOGO   LOGO    16.   To re-appoint PricewaterhouseCoopers LLP as Auditors of the Company.   LOGO   LOGO   LOGO  
  5.   To re-elect Marcus Agius as a Director of the Company.   LOGO   LOGO   LOGO    17.   To authorise the Directors to set the remuneration of the Auditors.   LOGO   LOGO   LOGO  
  6.   To re-elect David Booth as a Director of the Company.   LOGO   LOGO   LOGO    18.   To authorise the Company and its subsidiaries to make political donations and incur political expenditure.   LOGO   LOGO   LOGO  
  7.   To re-elect Sir Richard Broadbent as a Director of the Company.   LOGO   LOGO   LOGO    19.   To authorise the Directors to allot securities.   LOGO   LOGO   LOGO  
  8.   To re-elect Fulvio Conti as a Director of the Company.   LOGO   LOGO   LOGO    20.   To authorise the Directors to allot equity securities for cash other than on a pro rata basis to shareholders or to sell treasury shares.   LOGO   LOGO   LOGO  
  9.   To re-elect Robert E Diamond Jr as a Director of the Company.   LOGO   LOGO   LOGO    21.   To authorise the Company to purchase its own shares.   LOGO   LOGO   LOGO  
  10.   To re-elect Simon Fraser as a Director of the Company.   LOGO   LOGO   LOGO    22.   To authorise the Directors to call general meetings (other than an AGM) on not less than 14 clear days’ notice.   LOGO   LOGO   LOGO  
  11.   To re-elect Reuben Jeffery III as a Director of the Company.   LOGO   LOGO   LOGO    23.   To approve and adopt the rules of the Barclays Group Long Term Incentive Plan (LTIP).   LOGO   LOGO   LOGO  
  12.   To re-elect Sir Andrew Likierman as a Director of the Company.   LOGO   LOGO   LOGO   

24.

 

To approve and adopt the rules of the Barclays Group Share Value Plan (SVP).

 

LOGO

 

LOGO

 

LOGO

 
  LOGO  

Please indicate with an X if this Proxy Form is one of multiple instructions being given. Please refer to note 4 overleaf.

 

            
               
  Signature(s)           Date        
  Please complete and return this Proxy Form in the enclosed pre-paid envelope so that it is received by The Registrar to Barclays no later than 11.00am on Monday, 25th April 2011.  

 

+         +
        2 6 7 4  – 0 7 6 – S    


Table of Contents
 

Barclays PLC

Attendance Card

   

Information for shareholders

attending the 2011 AGM

The AGM will be held at the Royal

Festival Hall, Southbank Centre,

Belvedere Road, London SE1 8XX

on Wednesday, 27th April 2011

at 11.00am.

 
     

If you plan to attend the AGM,

please bring this card with you.

This card will allow you entry to

the meeting with a minimum of

formality. You will be given full

instructions on what to do with

this card at the appropriate time

during the meeting.

 

 

 

How to ask a question

 

If you intend to ask a question relating to the business of the meeting

You should register your question at the Question Registration Point in the Exhibition Area before the meeting starts. There is also provision to register your question within the meeting room once the meeting has started.

 

If you would like to ask a question about a personal matter

You should go to the Customer Relations Point in the Exhibition Area. This is staffed by Senior Customer Relations personnel who will be available before, during and after the meeting. All questions raised will be reviewed personally by the Chairman following the meeting and a reply will be sent out to you within 14 days.

 

Travelling to the AGM

 

The nearest tube stations are Waterloo on the Bakerloo, Northern, Jubilee and Waterloo & City lines, Embankment on the District and Circle lines and Charing Cross on the Northern and Bakerloo lines. The nearest overground train stations are Waterloo and Charing Cross. Buses stop on Waterloo Bridge, York Road, Belvedere Road and Stamford Street.

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  Why not log on to our new look Barclays e-view and see the benefits?  
 

 

If you join our new look Barclays e-view, we will enter you into our free prize draw to win one of five £200 cash prizes! If you are an existing Barclays e-view member, we will enter you automatically.

 

Barclays e-view is an easy and convenient way to:

 

–   Access your Barclays shareholding details and check your share sales, purchases or transfers;

 

–   Receive important shareholder information such as the Annual Review, Annual Report or Results Announcements (including dividend rate) directly to your email address;

 

–   View dividend information, including electronic tax vouchers;

 

–   Change your address and/or bank details online; and

 

–   Register your voting instructions for General Meetings.

 

 

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Table of Contents
 

Barclays PLC

Poll card for the Annual

General Meeting

  

This card should only be completed during the meeting

Holders of ordinary shares as well as proxies and authorised representatives of corporations are entitled to vote.

 

Please write an X in the For, Against or Vote Withheld box for each resolution below. If you wish to cast your votes partly for, partly vote withheld or partly against a resolution, you should write the number of votes cast For, Against or Vote Withheld in the appropriate box.

 

  
 

To be held at the

Royal Festival Hall, Southbank Centre,

Belvedere Road, London SE1 8XX

on Wednesday, 27th April 2011 at 11.00am

   Signature(s)          
             
     Date           
             

 

 

 

Resolutions

 
        For      Against   Vote Withheld              For      Against   Vote Withheld  
  1.    To receive the Reports of the Directors and Auditors and the audited accounts for the year ended 31st December 2010.    LOGO      LOGO   LOGO        13.    To re-elect Chris Lucas as a Director of the Company.    LOGO      LOGO   LOGO  
  2.    To approve the Remuneration Report for the year ended 31st December 2010.    LOGO      LOGO   LOGO       

14.

  

To re-elect Sir Michael Rake as a Director of the Company.

   LOGO      LOGO   LOGO  
  3.    To re-elect Alison Carnwath as a Director of the Company.    LOGO      LOGO   LOGO       

15.

  

To re-elect Sir John Sunderland as a Director of the Company.

   LOGO      LOGO   LOGO  
  4.    To re-elect Dambisa Moyo as a Director of the Company.    LOGO      LOGO   LOGO       

16.

  

To re-appoint PricewaterhouseCoopers LLP as Auditors of the Company.

   LOGO      LOGO   LOGO  
  5.    To re-elect Marcus Agius as a Director of the Company.    LOGO      LOGO   LOGO       

17.

  

To authorise the Directors to set the remuneration of the Auditors.

   LOGO      LOGO   LOGO  
  6.    To re-elect David Booth as a Director of the Company.    LOGO      LOGO   LOGO       

18.

  

To authorise the Company and its subsidiaries to make political donations and incur political expenditure.

   LOGO      LOGO   LOGO  
  7.    To re-elect Sir Richard Broadbent as a Director of the Company.    LOGO      LOGO   LOGO       

19.

  

To authorise the Directors to allot securities.

   LOGO      LOGO   LOGO  
  8.    To re-elect Fulvio Conti as a Director of the Company.    LOGO      LOGO   LOGO       

20.

  

To authorise the Directors to allot equity securities for cash other than on a pro rata basis to shareholders or to sell treasury shares.

   LOGO      LOGO   LOGO  
  9.    To re-elect Robert E Diamond Jr as a Director of the Company.    LOGO      LOGO   LOGO       

21.

  

To authorise the Company to purchase its own shares.

   LOGO      LOGO   LOGO  
  10.    To re-elect Simon Fraser as a Director of the Company.    LOGO      LOGO   LOGO        22.    To authorise the Directors to call general meetings (other than an AGM) on not less than 14 clear days’ notice.    LOGO      LOGO   LOGO  
  11.    To re-elect Reuben Jeffery III as a Director of the Company.    LOGO      LOGO   LOGO        23.    To approve and adopt the rules of the Barclays Group Long Term Incentive Plan (LTIP).    LOGO      LOGO   LOGO  
  12.    To re-elect Sir Andrew Likierman as a Director of the Company.    LOGO      LOGO   LOGO        24.    To approve and adopt the rules of the Barclays Group Share Value Plan (SVP).    LOGO      LOGO   LOGO  

 

                                    
                                    
 

 

Why not log on to our new look Barclays e-view and see the benefits?

      

 

Prize draw terms and conditions

 

If you join our new look Barclays e-view, we will enter you into our free prize draw to win one of five £200 cash prizes! If you are an existing Barclays e-view member, we will enter you automatically.

 

An increasing number of shareholders choose to receive their Barclays communications electronically and are discovering the convenience of using the internet and email to find out about their shareholding and Barclays.

 

To join Barclays e-view, please follow these 3 easy steps:

 

 

Step 1

Go to www.eviewsignup.co.uk

 

 

Step 2

Register for electronic communications by following the instructions on screen.

 

 

Step 3

You will be sent an access number in the post the next working day.

 

 

If you have any questions, please contact The Registrar to Barclays.

      

The prize is a cheque for £200

 

1.   We, Barclays PLC, are promoting the prize draw.

 

2.   There will be five prize draws on Monday, 9th May 2011.

 

3.   The winners of the prizes will be the first five names drawn at random from all eligible entries.

 

4.   The draw will be supervised by an independent observer.

 

5.   The prize draw is open to our private shareholders who are aged 18 or over, live in the United Kingdom and either join e-view or have already joined e-view prior to 11.00am on Friday, 6th May 2011. Each shareholder will be entered into the prize draw once.

 

6.   You do not need to buy further shares to be entered into the prize draw.

 

7.   We will provide the name and county of each winner, and the name of the independent observer, to anyone who sends a stamped address envelope to: The Manager, Shareholder Relations, 1 Churchill Place, London E14 5HP, within 28 days of the date of the draw (Monday, 9th May 2011). The details will also be available on our website.

 

8.   We will contact the prize winners within five working days of the draw and ask them for the address to which we should send the prize. We will send out the prizes within 10 working days of receipt of the address.

 

9.   We will be responsible for all costs of sending out the prizes to the winners.

 

10.  We can publish the name and county of each winner after the date of the final draw. We may ask each winner to allow us to publish a photograph of them and they must not refuse without good reason.

 

11.  If you enter the prize draw we will assume that you accept these terms and conditions.

 

12.  Our decision is final and we will not respond to any questions or complaints about it.

 

13.  We are not responsible for any injuries, loss or damage of any kind arising from or in connection with the prize draw unless, by law, we must accept responsibility.


Table of Contents

Barclays PLC

Explanatory notes

 

1. Voting

If you want to attend and vote at the Barclays AGM, you must be entered on the Company’s register of members by no later than 6.00pm on Monday, 25th April 2011. This time will still apply for the purpose of deciding if you are entitled to attend and vote if the meeting is adjourned for less than 48 hours. If the meeting is adjourned for a longer time and you still want to attend and vote, you must be on the Barclays register of members by no later than 6.00pm two days before the time fixed for the adjourned meeting.

2. Vote online

You can appoint a proxy to vote your shares online at www.barclays.com/investorrelations/vote. To log on you will need your Voting ID, Task ID and Shareholder Reference Number which are printed on the front of this form. Your votes must be registered by no later than 11.00am on Monday, 25th April 2011.

3. Proxy

You are entitled to attend, speak and vote at the AGM or you can appoint one or more people (called proxies) to attend, speak and vote on your behalf. A proxy need not be a Barclays shareholder but must attend the meeting in person.

Write the name of the person you have chosen as your proxy in the box on the Proxy Form unless you wish to appoint the Chairman of the meeting. If no name is inserted, the Chairman of the meeting will be authorised to vote on your behalf.

4. Multiple proxies

If more than one proxy is appointed, each proxy must be appointed to exercise the rights attached to different shares. Unless you complete the form to show how you want them to vote, your proxy or proxies can vote, or not vote, as they see fit, on any matter which is put before the meeting. To appoint more than one proxy, please photocopy the Proxy Form and indicate the number of shares that you are authorising them to act as your proxy for. Mark the box on the Proxy Form to show that you have appointed more than one proxy.

5. Revoking your proxy

If you complete the Proxy Form to appoint a proxy or proxies, this will not stop you from attending and voting at the meeting if you later find you are able to do so.

6. Authority and timing

To be valid, you must return this Proxy Form, together with a certified copy of the power of attorney or other authority (if any) under which it is executed, to The Registrar to Barclays, Aspect House, Spencer Road, Lancing, West Sussex BN99 6NA, United Kingdom, in the pre-paid envelope provided, so that it is received by no later than 11.00am on Monday, 25th April 2011.

7. Joint shareholders

The signature of any one of the joint holders will be enough to appoint either the Chairman or one or more proxies to attend, speak and vote at the meeting.

8. Vote Withheld

The ‘Vote Withheld’ option is given to enable you to abstain on any particular resolution. The ‘Vote Withheld’ is not a vote in law and will not be counted in the calculation of the proportion of votes ‘For’ or ‘Against’ a resolution.

9. Corporate shareholders

If you are attending as a representative of a shareholder that is a corporation, you will need to show our Registrars evidence that you have been properly appointed as a corporate representative to gain entry to the AGM.

10. Euroclear electronic proxy appointment service (CREST)

If you are a user of the CREST system (including a CREST Personal Member), you may appoint one or more proxies or give an instruction to a proxy by having an appropriate CREST message transmitted. To be valid, the CREST message must be received by the receiving agent (ID RA19) no later than 11.00am on Monday, 25th April 2011. For this purpose the time of receipt will be taken to be the time (as determined by the timestamp generated by the CREST system) from which the receiving agent is able to retrieve the message. After this time, changes of instructions to proxies appointed through CREST should be communicated to the proxy by other means. If you are a CREST personal member or other CREST sponsored member, you should contact your CREST sponsor for help with appointing proxies via CREST. For further information on CREST procedures, limitations and system timings, please refer to the CREST Manual (available via www.euroclear.com/CREST). The Company may treat as invalid a proxy appointment sent by CREST in the circumstances set out in Regulation 35(5) (a) of the Uncertified Securities Regulations 2001.

 

 

 

Shareholder information

If you need help, contact The Registrar to Barclays

 

LOGO   

Telephone

0871 384 2055* (in the UK)

+44 121 415 7004 (from overseas)

 

*Calls to this number are charged at 8p per minute if using a BT landline.

 Call charges may vary if using other telephone providers.

   The paper used throughout this document is produced from Elemental Chlorine Free (ECF) pulps. The wood for these is sourced from fully sustainable forests. Additionally, the manufacturing mill is certified to ISO 9002 Quality Assurance standard, the ISO 14001 Environmental Management standard, and registered with EMAS (the Eco-Management and Audit Scheme).  

 

LOGO

  

 

Email

       
  

questions@share-registers.co.uk

   LOGO    ISO 14001  
 
LOGO   

Postal address

The Registrar to Barclays

Aspect House

Spencer Road

Lancing, West Sussex

BN99 6DA

United Kingdom

 

   LOGO   

EMAS – Verified Environmental

Management. Produced at an

EMAS registered mill

 
     

 

LOGO

 

    


Table of Contents
 

Barclays PLC

Proxy Form for the

Annual General Meeting

 

To be held at the

Royal Festival Hall, Southbank Centre,

Belvedere Road, London SE1 8XX

on Wednesday, 27th April 2011 at 11.00am

 

 

+  

 

Voting ID:

 

 

Task ID:

 

 

Shareholder Reference Number:

  +

 

                 
                 
 

 

You can vote your Barclays shares by completing and sending this form back in the enclosed pre-paid envelope, or you can vote online at www.barclays.com/investorrelations/vote. Before completing this form, please read the explanatory notes on the back of the form.

 

 

         
  I/We hereby appoint the Chairman of the meeting, or         as my/our proxy to attend and vote on  
  my/our behalf at the Annual General Meeting (AGM) of Barclays PLC (the Company) to be held on Wednesday, 27th April 2011 and at any adjournment of that meeting.  

 

  Resolutions  
 

 

The full wording of the resolutions and brief biographical details of all Directors standing for re-election at the 2011 AGM are in the Notice of Annual General Meeting which has been sent to you with this form. Please write an X in the For, Against or Vote Withheld box for each resolution below. If you do not complete the boxes below, the person you appoint as proxy can decide whether, and how, he or she votes in relation to any matter which is properly put before the meeting.

 
      For   Against   Vote Withheld        For   Against   Vote Withheld  
  1.  

To receive the Reports of the Directors and Auditors and the audited accounts for the year ended 31st December 2010.

 

  LOGO   LOGO   LOGO    13.   To re-elect Chris Lucas as a Director of the Company.   LOGO   LOGO   LOGO  
     
  Important: fold along this line  
  2.   To approve the Remuneration Report for the year ended 31st December 2010.   LOGO   LOGO   LOGO    14.   To re-elect Sir Michael Rake as a Director of the Company.   LOGO   LOGO   LOGO  
  3.   To re-elect Alison Carnwath as a Director of the Company.   LOGO   LOGO   LOGO    15.   To re-elect Sir John Sunderland as a Director of the Company.   LOGO   LOGO   LOGO  
  4.   To re-elect Dambisa Moyo as a Director of the Company.   LOGO   LOGO   LOGO    16.   To re-appoint PricewaterhouseCoopers LLP as Auditors of the Company.   LOGO   LOGO   LOGO  
  5.   To re-elect Marcus Agius as a Director of the Company.   LOGO   LOGO   LOGO    17.   To authorise the Directors to set the remuneration of the Auditors.   LOGO   LOGO   LOGO  
  6.   To re-elect David Booth as a Director of the Company.   LOGO   LOGO   LOGO    18.   To authorise the Company and its subsidiaries to make political donations and incur political expenditure.   LOGO   LOGO   LOGO  
  7.   To re-elect Sir Richard Broadbent as a Director of the Company.   LOGO   LOGO   LOGO    19.   To authorise the Directors to allot securities.   LOGO   LOGO   LOGO  
  8.   To re-elect Fulvio Conti as a Director of the Company.   LOGO   LOGO   LOGO    20.   To authorise the Directors to allot equity securities for cash other than on a pro rata basis to shareholders or to sell treasury shares.   LOGO   LOGO   LOGO  
  9.   To re-elect Robert E Diamond Jr as a Director of the Company.   LOGO   LOGO   LOGO    21.   To authorise the Company to purchase its own shares.   LOGO   LOGO   LOGO  
  10.   To re-elect Simon Fraser as a Director of the Company.   LOGO   LOGO   LOGO    22.   To authorise the Directors to call general meetings (other than an AGM) on not less than 14 clear days’ notice.   LOGO   LOGO   LOGO  
  11.   To re-elect Reuben Jeffery III as a Director of the Company.   LOGO   LOGO   LOGO    23.   To approve and adopt the rules of the Barclays Group Long Term Incentive Plan (LTIP).   LOGO   LOGO   LOGO  
  12.   To re-elect Sir Andrew Likierman as a Director of the Company.   LOGO   LOGO   LOGO    24.   To approve and adopt the rules of the Barclays Group Share Value Plan (SVP).   LOGO   LOGO   LOGO  
  LOGO   Please indicate with an X if this Proxy Form is one of multiple instructions being given. Please refer to note 4 overleaf.             
               
  Signature(s)           Date        
 

Please complete and return this Proxy Form in the enclosed pre-paid envelope so that it is received by The Registrar to Barclays no later than 11.00am on Monday, 25th April 2011.

 

 

 

+         +
        2 6 7 4  – 0 7 9 – S    


Table of Contents
 

Barclays PLC

Attendance Card

    

Information for shareholders attending the 2011 AGM

The AGM will be held at the Royal Festival Hall, Southbank Centre, Belvedere Road, London SE1 8XX on Wednesday, 27th April 2011 at 11.00am.

 

If you plan to attend the AGM, please bring this card with you. This card will allow you entry to the meeting with a minimum of formality. You will be given full instructions on what to do with this card at the appropriate time during the meeting.

 

 

 

How to ask a question

 

If you intend to ask a question relating to the business of the meeting

You should register your question at the Question Registration Point in the Exhibition Area before the meeting starts. There is also provision to register your question within the meeting room once the meeting has started.

 

If you would like to ask a question about a personal matter

You should go to the Customer Relations Point in the Exhibition Area. This is staffed by Senior Customer Relations personnel who will be available before, during and after the meeting. All questions raised will be reviewed personally by the Chairman following the meeting and a reply will be sent out to you within 14 days.

 

Travelling to the AGM

 

The nearest tube stations are Waterloo on the Bakerloo, Northern, Jubilee and Waterloo & City lines, Embankment on the District and Circle lines and Charing Cross on the Northern and Bakerloo lines. The nearest overground train stations are Waterloo and Charing Cross. Buses stop on Waterloo Bridge, York Road, Belvedere Road and Stamford Street.

     LOGO  

 

 

  How we want to communicate with you      Your options  

+

 

 

Shareholder Reference Number

 

We are making greater use of our website and email to communicate directly with shareholders.

 

We now send Barclays e-view members regular, up to date information about their shareholding and Barclays directly to their inbox. Please see overleaf for more information about how to join Barclays e-view.

 

We will not send paper shareholder documents to you unless you have positively told us that you would like to receive them.

 

Please note that Barclays reserves the right to send you shareholder information by post should we feel it is appropriate.

    

 

1. Website

If you do not want to receive hard copy documents you do not need to take any further action. We will notify you by letter when the information is available to view on our website.

 

2. Email

If you would like to receive an email to tell you when shareholder information is available on the website, please join Barclays e-view at www.eviewsignup.co.uk.

 

3. Paper

If you would like to continue to receive paper documentation, please tell us which of the following documents you would like to receive and return the form to The Registrar to Barclays in the enclosed pre-paid envelope.

 

    
        

Annual Review: This document is about 30 pages long and gives you a clear overview of our company and its financial position.

   LOGO  
        

 

Full Annual Report: This document is about 350 pages long and gives you very detailed financial and other information. It is aimed at the financial analyst community.

   LOGO  
         For more details, see overleaf  

+

        
        2 6 7 4  – 0 7 8 – S    


Table of Contents
 

Barclays PLC

Poll card for the Annual

General Meeting

  

This card should only be completed during the meeting

Holders of ordinary shares as well as proxies and authorised representatives of corporations are entitled to vote.

 

Please write an X in the For, Against or Vote Withheld box for each resolution below. If you wish to cast your votes partly for, partly vote withheld or partly against a resolution, you should write the number of votes cast For, Against or Vote Withheld in the appropriate box.

 

  
 

To be held at the

Royal Festival Hall, Southbank Centre,

Belvedere Road, London SE1 8XX

on Wednesday, 27th April 2011 at 11.00am

   Signature(s)          
             
     Date           
             

 

 

 

Resolutions

 
        For      Against   Vote Withheld            For      Against   Vote Withheld  
  1.    To receive the Reports of the Directors and Auditors and the audited accounts for the year ended 31st December 2010.    LOGO      LOGO   LOGO      13.    To re-elect Chris Lucas as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

 
  2.    To approve the Remuneration Report for the year ended 31st December 2010.   

LOGO

    

LOGO

 

LOGO

     14.    To re-elect Sir Michael Rake as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

 
  3.    To re-elect Alison Carnwath as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     15.    To re-elect Sir John Sunderland as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

 
  4.    To re-elect Dambisa Moyo as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     16.    To re-appoint PricewaterhouseCoopers LLP as Auditors of the Company.   

LOGO

    

LOGO

 

LOGO

 
  5.    To re-elect Marcus Agius as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     17.    To authorise the Directors to set the remuneration of the Auditors.   

LOGO

    

LOGO

 

LOGO

 
  6.    To re-elect David Booth as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     18.    To authorise the Company and its subsidiaries to make political donations and incur political expenditure.   

LOGO

    

LOGO

 

LOGO

 
  7.    To re-elect Sir Richard Broadbent as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     19.    To authorise the Directors to allot securities.   

LOGO

    

LOGO

 

LOGO

 
  8.    To re-elect Fulvio Conti as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     20.    To authorise the Directors to allot equity securities for cash other than on a pro rata basis to shareholders or to sell treasury shares.   

LOGO

    

LOGO

 

LOGO

 
  9.    To re-elect Robert E Diamond Jr as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     21.    To authorise the Company to purchase its own shares.   

LOGO

    

LOGO

 

LOGO

 
  10.    To re-elect Simon Fraser as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     22.    To authorise the Directors to call general meetings (other than an AGM) on not less than 14 clear days’ notice.   

LOGO

    

LOGO

 

LOGO

 
  11.    To re-elect Reuben Jeffery III as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     23.    To approve and adopt the rules of the Barclays Group Long Term Incentive Plan (LTIP).   

LOGO

    

LOGO

 

LOGO

 
  12.    To re-elect Sir Andrew Likierman as a Director of the Company.   

LOGO

    

LOGO

 

LOGO

     24.    To approve and adopt the rules of the Barclays Group Share Value Plan (SVP).   

LOGO

    

LOGO

 

LOGO

 

 

                                  
 

 

Why not log on to our new look Barclays e-view

and see the benefits?

    

 

Prize draw terms and conditions

 
 

If you join our new look Barclays e-view, we will enter you into our free prize draw to win one of five £200 cash prizes! If you are an existing Barclays e-view member, we will enter you automatically.

 

An increasing number of shareholders choose to receive their Barclays communications electronically and are discovering the convenience of using the internet and email to find out about their shareholding and Barclays.

 

To join Barclays e-view, please follow these 3 easy steps:

 

 

Step 1

Go to www.eviewsignup.co.uk

 

 

Step 2

Register for electronic communications by following the instructions on screen.

 

 

Step 3

You will be sent an access number in the post the next working day.

 

 

If you have any questions, please contact The Registrar to Barclays.

    

The prize is a cheque for £200

 

1.   We, Barclays PLC, are promoting the prize draw.

 

2.   There will be five prize draws on Monday, 9th May 2011.

 

3.   The winners of the prizes will be the first five names drawn at random from all eligible entries.

 

4.   The draw will be supervised by an independent observer.

 

5.   The prize draw is open to our private shareholders who are aged 18 or over, live in the United Kingdom and either join e-view or have already joined e-view prior to 11.00am on Friday, 6th May 2011. Each shareholder will be entered into the prize draw once.

 

6.   You do not need to buy further shares to be entered into the prize draw.

7.   We will provide the name and county of each winner, and the name of the independent observer, to anyone who sends a stamped address envelope to: The Manager, Shareholder Relations, 1 Churchill Place, London E14 5HP, within 28 days of the date of the draw (Monday, 9th May 2011). The details will also be available on our website.

 

8.   We will contact the prize winners within five working days of the draw and ask them for the address to which we should send the prize. We will send out the prizes within 10 working days of receipt of the address.

 

9.   We will be responsible for all costs of sending out the prizes to the winners.

 

10.  We can publish the name and county of each winner after the date of the final draw. We may ask each winner to allow us to publish a photograph of them and they must not refuse without good reason.

 

11.  If you enter the prize draw we will assume that you accept these terms and conditions.

 

12.  Our decision is final and we will not respond to any questions or complaints about it. 13. We are not responsible for any injuries, loss or damage of any kind arising from or in connection with the prize draw unless, by law, we must accept responsibility.

 

 


Table of Contents

Barclays PLC

Explanatory notes

 

1. Voting

If you want to attend and vote at the Barclays AGM, you must be entered on the Company’s register of members by no later than 6.00pm on Monday, 25th April 2011. This time will still apply for the purpose of deciding if you are entitled to attend and vote if the meeting is adjourned for less than 48 hours. If the meeting is adjourned for a longer time and you still want to attend and vote, you must be on the Barclays register of members by no later than 6.00pm two days before the time fixed for the adjourned meeting.

2. Vote online

You can appoint a proxy to vote your shares online at www.barclays.com/investorrelations/vote. To log on you will need your Voting ID, Task ID and Shareholder Reference Number which are printed on the front of this form. Your votes must be registered by no later than 11.00am on Monday, 25th April 2011.

3. Proxy

You are entitled to attend, speak and vote at the AGM or you can appoint one or more people (called proxies) to attend, speak and vote on your behalf. A proxy need not be a Barclays shareholder but must attend the meeting in person.

Write the name of the person you have chosen as your proxy in the box on the Proxy Form unless you wish to appoint the Chairman of the meeting. If no name is inserted, the Chairman of the meeting will be authorised to vote on your behalf.

4. Multiple proxies

If more than one proxy is appointed, each proxy must be appointed to exercise the rights attached to different shares. Unless you complete the form to show how you want them to vote, your proxy or proxies can vote, or not vote, as they see fit, on any matter which is put before the meeting. To appoint more than one proxy, please photocopy the Proxy Form and indicate the number of shares that you are authorising them to act as your proxy for. Mark the box on the Proxy Form to show that you have appointed more than one proxy.

5. Revoking your proxy

If you complete the Proxy Form to appoint a proxy or proxies, this will not stop you from attending and voting at the meeting if you later find you are able to do so.

6. Authority and timing

To be valid, you must return this Proxy Form, together with a certified copy of the power of attorney or other authority (if any) under which it is executed, to The Registrar to Barclays, Aspect House, Spencer Road, Lancing, West Sussex BN99 6NA, United Kingdom, in the pre-paid envelope provided, so that it is received by no later than 11.00am on Monday, 25th April 2011.

7. Joint shareholders

The signature of any one of the joint holders will be enough to appoint either the Chairman or one or more proxies to attend, speak and vote at the meeting.

8. Vote Withheld

The ‘Vote Withheld’ option is given to enable you to abstain on any particular resolution. The ‘Vote Withheld’ is not a vote in law and will not be counted in the calculation of the proportion of votes ‘For’ or ‘Against’ a resolution.

9. Corporate shareholders

If you are attending as a representative of a shareholder that is a corporation, you will need to show our Registrars evidence that you have been properly appointed as a corporate representative to gain entry to the AGM.

10. Euroclear electronic proxy appointment service (CREST)

If you are a user of the CREST system (including a CREST Personal Member), you may appoint one or more proxies or give an instruction to a proxy by having an appropriate CREST message transmitted. To be valid, the CREST message must be received by the receiving agent (ID RA19) no later than 11.00am on Monday, 25th April 2011. For this purpose the time of receipt will be taken to be the time (as determined by the timestamp generated by the CREST system) from which the receiving agent is able to retrieve the message. After this time, changes of instructions to proxies appointed through CREST should be communicated to the proxy by other means. If you are a CREST personal member or other CREST sponsored member, you should contact your CREST sponsor for help with appointing proxies via CREST. For further information on CREST procedures, limitations and system timings, please refer to the CREST Manual (available via www.euroclear.com/CREST). The Company may treat as invalid a proxy appointment sent by CREST in the circumstances set out in Regulation 35(5) (a) of the Uncertified Securities Regulations 2001.

 

 

 

Shareholder information

If you need help, contact The Registrar to Barclays

 

 

LOGO

  

 

Telephone

0871 384 2055* (in the UK)

+44 121 415 7004 (from overseas)

 

*Calls to this number are charged at 8p per minute if using a BT landline.

 Call charges may vary if using other telephone providers.

  

 

The paper used throughout this document is produced from Elemental Chlorine Free (ECF) pulps. The wood for these is sourced from fully sustainable forests. Additionally, the manufacturing mill is certified to ISO 9002 Quality Assurance standard, the ISO 14001 Environmental Management standard, and registered with EMAS (the Eco-Management and Audit Scheme).

 

 

LOGO

  

 

Email

       
   questions@share-registers.co.uk    LOGO    ISO 14001  
LOGO   

Postal address

The Registrar to Barclays

Aspect House

Spencer Road

Lancing, West Sussex

BN99 6DA

United Kingdom

  

 

LOGO

  

 

 

EMAS – Verified Environmental

Management. Produced at an

EMAS registered mill

 
     

 

LOGO

    


Table of Contents

LOGO


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10

Contents

 

 

 

 

  

About Barclays

02

  

About Barclays

03

  

2010 Performance highlights

04

  

Executing our strategy

05

  

Key performance indicator

07

  

Group Chairman’s statement

09

  

Leadership and governance

  

Strategy

15

  

Chief Executive’s review

17

  

Financial strength

18

  

Business review

24

  

Citizenship

  

Performance

28

  

Key performance indicators

32

  

Financial review

  

Risk management and governance

66

  

Risk management

143

  

Directors’ report

149

  

Corporate governance report

166

  

Remuneration report

  

Financial statements

184

  

Presentation of information

185

  

Independent Auditors’ report/

  

Independent Registered Public Accounting Firm’s report

187

  

Consolidated Financial Statements Barclays PLC

  

Shareholder information

272

  

Shareholder information

275

  

Shareholder enquiries

276

  

Index

278

  

Glossary of terms

The term ‘Barclays PLC Group’ or the ‘Group’ means Barclays PLC together with its subsidiaries and the term ‘Barclays Bank PLC Group’ means Barclays Bank PLC together with its subsidiaries. ‘Barclays’ and ‘Group’ are terms which are used to refer to either of the preceding groups when the subject matter is identical. The term ‘Company’, ‘Parent Company’ or ‘Parent’ refers to Barclays PLC and the term ‘Bank’ refers to Barclays Bank PLC. The term ‘Absa Group Limited’ is used to refer to Absa Group Limited and its subsidiaries and the term ‘Absa’ is used to refer to the Barclays segment represented by this business as described on page 54. In this report, the abbreviations ‘£m’ and ‘£bn’ represent millions and thousands of millions of pounds sterling respectively; the abbreviations ‘US$m’ and ‘US$bn’ represent millions and thousands of millions of US Dollars respectively and ‘m’ and ‘bn’ represent millions and thousands of millions of euros respectively.

Unless otherwise stated, the income statement analyses compare the 12 months to 31st December 2010 to the corresponding 12 months of 2009 and balance sheet comparisons, relate to the corresponding position at 31st December 2009. Unless otherwise stated, all disclosed figures relate to continuing operations. Relevant terms that are used in this document but are not defined under applicable regulatory guidance or International Financial Reporting Standards (IFRS) are explained in the glossary on pages 278 to 284.

Forward-looking statements

This document contains certain forward-looking statements within the meaning of Section 21E of the US Securities Exchange Act of 1934, as amended, and Section 27A of the US Securities Act of 1933, as amended, with respect to certain of the Group’s plans and its current goals and expectations relating to its future financial condition and performance. Barclays cautions readers that no forward-looking statement is a guarantee of future performance and that actual results could differ materially from those contained in the forward-looking statements. These forward-looking statements can be identified by the fact that they do not relate only to historical or current facts. Forward-looking statements sometimes use words such as ‘may’, ‘will’, ‘seek’, ‘continue’, ‘aim’, ‘anticipate’, ‘target’, ‘expect’, ‘estimate’, ‘intend’, ‘plan’, ‘goal’, ‘believe’ or other words of similar meaning. Examples of forward-looking statements include, among others, statements regarding the Group’s future financial position, income growth, assets, impairment charges, business strategy, capital ratios, leverage, payment of dividends, projected levels of growth in the banking and financial markets, projected costs, estimates of capital expenditures, and plans and objectives for future operations and other statements that are not historical fact. By their nature, forward-looking statements involve risk and uncertainty because they relate to future events and circumstances, including, but not limited to, UK domestic and global economic and business conditions, the effects of continued volatility in credit markets, market related risks such as changes in interest rates and exchange rates, effects of changes in valuation of credit market exposures, changes in valuation of issued notes, the policies and actions of governmental and regulatory authorities, including capital requirements, changes in legislation, the further development of standards and interpretations under IFRS applicable to past, current and future periods, evolving practices with regard to the interpretation and application of standards under IFRS, the outcome of pending and future litigation, the success of future acquisitions and other strategic transactions and the impact of competition – a number of such factors being beyond the Group’s control. As a result, the Group’s actual future results may differ materially from the plans, goals, and expectations set forth in the Group’s forward-looking statements.

Any forward-looking statements made herein speak only as of the date they are made. Except as required by the UK Financial Services Authority (FSA), the London Stock Exchange or applicable law, Barclays expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained in this announcement to reflect any change in Barclays expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based. The reader should, however, consult any additional disclosures that Barclays has made or may make in documents it has filed or may file with the SEC.

 

 

Cover image:

Barclays is the exclusive sponsor of Barclays Cycle Hire which was launched on 30th July 2010 in London. It already sees more than 5,000 cycles available in central London, with nearly 3 million journeys completed. The scheme makes a positive contribution to society in London and partners Barclays with a sustainable and environmentally friendly mode of transport.

  

 

 


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02            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

About Barclays

We are a major global financial services provider engaged in retail banking, credit cards, corporate and investment banking, and wealth management with an extensive international presence.

 

 

Group total income

£31,440m

 

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UK Retail Banking – £4,518m total income

UK Retail Banking is a leading UK high street bank providing current account and savings products and Woolwich branded mortgages. UK Retail Banking also provides unsecured loans, protection products and general insurance as well as banking and money transmission services to small and medium enterprises.

Barclaycard – £4,024m total income

Barclaycard is an international payments business which manages about £200bn in annual payment value and offers a broad range of payment solutions to consumer and business customers in 22 countries throughout the world.

Western Europe Retail Banking – £1,164m total income

Western Europe Retail Banking provides retail banking and credit card services in Spain, Italy, Portugal and France. The business is building a differentiated proposition providing banking services to retail and mass affluent customers through a variety of distribution channels.

Barclays Africa – £801m total income

Barclays Africa provides retail, corporate and credit card services across Africa and the Indian Ocean. It provides tailored banking (including mobile banking and Sharia-compliant products) to over 2.7m customers and has a top 3 position in 8 of the 10 countries in which we operate.

Absa – £2,899m total income

Absa provides a full range of retail banking services and insurance products through a variety of distribution channels. It also offers customised business solutions for commercial and large corporate customers. It is part of one of South Africa’s largest financial services organisations.

Barclays Capital – £13,600m total income

Barclays Capital is the investment banking division of Barclays. It provides large corporate, government and institutional clients with a full spectrum of solutions to meet their strategic advisory, financing and risk management needs. Barclays Capital has a global presence providing advisory services and distribution power to meet the needs of issuers and investors worldwide.

Barclays Corporate – £2,974m total income

Barclays Corporate provides integrated banking solutions to large corporates, financial institutions and multinationals in the UK & Ireland, Continental Europe and New Markets.

Barclays Wealth – £1,560m total income

Barclays Wealth is the wealth management division of Barclays. It focuses on private and intermediary clients worldwide, providing international and private banking, investment management, fiduciary services and brokerage. It has offices in Europe, North America, Asia and Africa.

Investment Management – £78m total income

Investment Management manages the Group’s 19.9% economic interest in BlackRock, Inc. and the residual elements relating to Barclays Global Investors, which was sold on 1st December 2009.

Head Office and Other Operations – £178m total loss

Head Office Functions and Other Operations comprise head office and central support functions, businesses in transition and consolidation adjustments.

 
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           03   

 

2010 performance highlights

 

Profit before tax    Net income   Impairment
£6,065m    22% up   30% down
Group profit before tax up 32% on 2009, adjusted profit before tax up 11%    Net income of £25,768m, up 22% on 2009  

Impairment of £5,672m, down 30%, giving a loan loss rate of 118bps compared to 156bps for 2009

 

Return on equity    Core Tier 1 ratio   Group liquidity pool
7.2%    10.8%   £154bn
Improved returns on average shareholders’ equity of 7.2% (2009: 6.7%)    Core Tier 1 capital ratio of 10.8% (2009: 10.0%)  

Group liquidity pool improved by 21% from £127bn in 2009

 

Net hiring    Global tax paid   Gross new lending to UK
2,000    £6.1bn   £43bn
Created 2,000 new jobs, 80% of which were in the UK    UK tax paid of £2.8bn, including £1.3bn on behalf of employees   Gross new lending to UK households and businesses increased to £36bn, plus £7.5bn from the acquisition of Standard Life Bank

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04            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Executing our strategy

Delivering superior performance through diversification by business, geography and funding sources, and relentless focus on customers and clients

 

 

 

Strategy and business model

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We continue to believe that our integrated universal banking strategy is the best model to serve our customers and clients as well as optimising risk-adjusted returns for our shareholders.

Customer and client focus

Our customers and clients are at the centre of our strategy and business model. Putting their needs first is essential to developing a long term sustainable business.

Geographic spread

We aim to meet the needs of our clients and build a business with diverse revenue sources, business segments, customer and clients and geographic exposure.

Product breadth

The most successful banks are those that serve their clients across all their needs though a wide range of distribution channels.

Risk management

Effective risk management underpins all the commercial decisions we take. As a global universal bank we are well placed to understand the risks our clients take because of the breadth and depth of the relationships we have with them.

Financial discipline

As we look to execute on our strategy and build the business, it is essential to ensure that we retain financial discipline required to deliver returns.

 

 

 

 

How we manage our performance

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Whilst business model and strategy determine the shape and direction of Barclays, performance is managed against a specific set of key performance indicators (KPIs).

These KPIs are closely aligned to our execution priorities in order to deliver on our goal of generating top quartile shareholder returns over time.

Our execution priorities are:

Capital – operating within our capital resources
Returns – generating returns in excess of our cost of equity
Income growth – sustainable growth in selected markets and geographies
Citizenship – demonstrating our wider value to society both globally and in every community we serve
 
 


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Key performance indicators

 

 

Key performance indicators (KPIs)

Our Group KPIs provide a framework of key financial, strategic and citizenship measures which we monitor to assess our aggregate performance. These KPIs are updated periodically as our strategy and execution priorities evolve.

 

KPIs    Measures    2010     2009      2008  

Capital

  

Core Tier 1 ratio

 

 

     10.8%        10.0%         5.6%   
      
  

Adjusted gross leverage

 

 

     20x        20x         28x   
   

Returns

   Return on average shareholders’ equity (RoE)      7.2%        6.7%         14.3%   
   Return on average tangible shareholders’ equity (RoTE)      8.7%        9.0%         21.3%   
      
   Profit before tax      £6,065m        £4,585m         £5,136m   
      
   Cost: income ratio      64%        57%         63%   
      
   Loan loss rate      118bps        156bps         95bps   
      
   Dividend      5.5p        2.5p         11.5p   
   

Income growth

   Total income      £31,440m        £29,123m         £21,199m   
      
   Income by geography:        
   UK & Ireland      40%        45%         57%   
   Europe region      15%        15%         19%   
   Americas      25%        22%         0%   
   Africa      15%        14%         17%   
   Asia      5%        4%         7%   
   

Citizenship

   Gross new lending to UK households and businesses      £43bn a       £35bn         n/a   
      
   Global investment in our communities      £55.3m        £54.9m         £52.2m   
      
   Colleagues involved in volunteering, regular giving and
fundraising initiatives
     62,000        58,000         57,000   
      
   Group Employee Opinion Survey (EOS) – Proud to be Barclays      83%        81%         81%   
      
   Percentage of senior managers who are female      24%        24%         25%   
   

A fuller analysis of Group KPIs including definitions and why these KPIs are considered important can be found on pages 28 to 31.

Note

a Gross new UK lending of £43 billion includes £7.5 billion arising from the acquisition of Standard Life Bank.

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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           07   

 

Group Chairman’s statement

Marcus Agius

 

 

 

2010 saw a continuation of the global economic recovery which began in 2009 and while the level of global economic activity remains weak – reflected in high unemployment rates – the recovery is intact, and the fears of a double-dip recession in developed economies that emerged in the middle of last year have largely abated. Indeed, global GDP growth averaged nearly 5% in 2010, led by the emerging economies although growth in most of the developed world was generally below trend.

Global growth is expected to slow to around 4.25% in 2011, reflecting less rapid growth in Asia and Latin America, where policy has begun to tighten, partly in response to higher inflation. While growth in most of the larger European countries has held up surprisingly well – particularly Germany – the outlook for the UK is more sobering: activity declined unexpectedly in Q4, and policy tightening is likely to temper the pace of recovery this year. Downside risks remain: we saw, for example, the re-emergence of sovereign risk concerns in certain European countries in the last quarter of 2010 and at the start of this year and more recently the unrest in a number of Middle Eastern and North African countries affecting the price of oil and confidence generally. We expect these problems to be contained, but while the outlook for markets is sanguine for now, it is vulnerable to any hints that monetary policy support might be withdrawn.

Whilst it is too early to say that the financial crisis is over, I believe it is important to reflect on the progress that has been made over the last few years in improving the resilience of the banking sector. This is because there is, in some quarters, the sense that nothing has changed as a result of the crisis: in fact a huge amount has already been achieved. To begin with, the banking system as a whole is now much better capitalised than before the crisis – for example, Barclays Core Tier 1 Capital at the end of 2010 was 10.8%, nearly double the level at the end of 2008. We were particularly pleased that the results of the stress tests run by the Committee of European Banking Supervisors (CEBS) in 2010 showed that Barclays Tier 1 ratio was amongst the highest in the European bank sector after application of the CEBS adverse scenario. Liquidity has also been strengthened significantly – Barclays held a Liquidity Pool of over £150bn at the end of 2010, more than three times the level at the end of 2008. Considerable change has also been made in other areas across the sector: leverage is lower; stress testing has been institutionalised; the Financial Stability Board principles on Remuneration have been widely implemented and, finally, good progress is being made in the vital area of recovery and resolution planning. We still await final rules in other important areas however, such as the minimum levels of capital to be held by systemically important financial institutions and, of course, we await the report from the Independent Commission on Banking in the UK which is tasked with examining possible measures to promote stability and competition in UK Banking.

The importance of the regulatory reform agenda cannot be overstated. A great deal has already been achieved and we support strong regulation in order to support strong banks for the benefit of all. Accordingly, we have made a significant contribution to the debate. But the significant volume of work involved in responding to the numerous consultations should not be underestimated and much of it necessarily requires the attention of our most senior people. While we recognise the need for this to happen – and welcome the prospect of a better outcome – we nevertheless also look forward to the time when the ‘new normal’ in regulatory terms is finally established so that we can focus on our core business of banking, namely supporting our clients and so assisting the creation of economic growth

and jobs. It is now important that the remaining issues – and in particular uncertainty – are resolved as quickly as possible to allow the sector to manage and plan its activities in a stable regulatory environment.

I stated in my report last year that the new regulatory architecture should meet three objectives and it is important to reiterate them:

 

A safer and more secure financial system;

 

A banking industry that is well equipped to support the needs of the global economy; and

 

The ability of the suppliers of financial capital to earn a positive return on their capital.

The Basel Committee is sensibly phasing in over a period of years the new regulatory requirements in respect of both capital and liquidity. This will help ensure that the banking system can continue to support the needs of the global economy and in particular to finance the recovery in the developed economies. The new architecture will need to be kept under close review, however, to ensure that the three objectives set out above continue to be met. History shows that new regulations invariably lead to unintended consequences, so it will be crucial continuously to monitor their effects to ensure that the desired outcomes are achieved. It will also be vital to ensure that the new rules are applied consistently on a worldwide basis in order to allow international banks such as Barclays to operate on a global level playing field. It would be very dangerous if countries such as the UK continued in a position of regulatory super-equivalence, a position that makes it harder to support private sector led economic growth.

A new regulatory architecture is one aspect of restoring trust in banks but it will not be sufficient by itself. Banks must show by their actions that they understand the public concerns over the mistakes of the past, assist and collaborate in the reform process and recognise their obligation to contribute to economic recovery. A successful banking system brings many benefits to society, including:

Lending

The supply of credit is at the heart of economic activity and it is the role of banks in performing this function to facilitate appropriate risk taking in the economy by households and businesses. In Barclays alone, we lend about £500bn to customers and clients worldwide. In 2010, our gross new UK lending totalled £43bn, including £7.5bn arising from the acquisition of Standard Life Bank.

The main UK banks recently made substantial commitments relating to lending to UK businesses, including making available the appropriate capital and resources to support gross new lending of £190bn in 2011, should sufficient demand materialise. In addition, the main UK banks have also agreed to contribute to the creation of an equity fund which the banks expect to grow over the coming years to £1.5bn to support growth in companies with an annual turnover of between £10m-£100m.

Employment

Barclays employs nearly 147,500 people of whom 60,000 are in the UK. The banking sector as a whole employs nearly 500,000 people across the UK and the jobs of many more are related to the success of the wider financial services industry.

 

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08            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Group Chairman’s statement

continued

 

 

Payment of Tax

Successful banks pay tax on their profits and in the last ‘normal’ year before the credit crunch (2006), the total direct and indirect taxation paid by the banking sector in the UK was nearly £40bn. As the sector recovers, it will again become a major contributor to Governments across the world and particularly in the UK.

Payment of Dividends

Successful banks pay dividends to their owners – typically pension funds and mutual funds – and dividend payments from UK banks totalled over 20% of total FTSE dividends in 2006. This figure has been significantly reduced because of the crisis and in Barclays we have had to maintain a conservative dividend policy because of regulatory uncertainty. But it is in the interests of our owners and individual pensioners to see a successful banking system again providing a significant source of income to institutional and private savings vehicles. Our dividend policy has been progressive over the past two years and we expect it to remain so.

Community Support

Investing in the communities in which we operate is something that has always been important to Barclays and our employees around the world.

During difficult economic times, we have even more responsibility to the communities where we live and work. Despite the impact of the crisis, Barclays resolved not to reduce its level of community support and, in 2010, we invested over £55m in carefully targeted programmes around the world.

Our truly global community investment programme now supports projects in 37 countries, reaching more than one and a half million people and providing support to over 8,000 organisations.

To make this happen, over 62,000 colleagues gave their time, energy and expertise to volunteering, fundraising and regular giving initiatives throughout the year – a record figure, of which we are justifiably proud. You will see from the Chief Executive’s review that Citizenship, and in particular, demonstrating our credentials as a global citizen, is one of our priorities in 2011.

The scale of each of these components of contribution is profoundly affected by the ability of the UK industry to compete with the best international peers. In order to maximise the contribution of UK banks to society, we must be allowed to compete on a level playing field within a secure regulatory framework. We recognise the need to pay responsibly, including much greater levels of deferment, greater use of equity and the ability to claw back payments in specific circumstances. As Chairman, I am acutely aware of the public disquiet over remuneration in the industry. Barclays is committed to acting responsibly in this area. We are fully compliant with all regulatory requirements and our remuneration systems are designed to reward success, not failure. If we are to remain competitive in a global market place, however, it is simply not an option for us unilaterally to reduce compensation levels. We can only contribute to society if we are able to recruit and retain good people. Against the above background, we are very grateful to John Varley in leading the industry discussions with the UK Government which resulted in a collective statement by the principal UK banks on lending, tax, pay and broader contributions to the economy and to society. The statement underlined the banks’ recognition of their responsibility to support economic recovery and to show responsibility on pay. Accordingly, Barclays 2010 bonus pool was down 7%, despite increased profits and income, in line with our commitment to the UK Government for restraint.

CEO Succession

A key development during the year was the announcement that Bob Diamond would succeed John Varley as Chief Executive. While I set out in the Corporate Governance Report the background to the decision to appoint Bob and in particular, the process that was followed, I would like to pay tribute here to the exceptional job performed by John during his tenure as CEO. Barclays has been transformed since he became CEO in September 2004, enabling Barclays to take its place in the first rank of global universal banks. There can have been no greater test of leadership than to have been CEO during the financial crisis and John brought the bank through this period with courage and creativity. We are fortunate that he will continue to be available to us as an advisor on regulatory matters until September.

We are also fortunate that we have such a capable and qualified replacement in Bob Diamond. He has a proven track record as a business leader and the Board and I are looking forward to working with him to take Barclays forward in the years ahead as he builds on his many achievements to date.

Board Changes

We appointed two new Directors during the year. Dambisa Moyo was appointed in May and her background in financial services and as a global economist will bring valuable insights to the Board. Alison Carnwath was appointed in August. She is Chair of Land Securities and has a long history in financial services as a banker and a director of a number of global financial services businesses. Leigh Clifford retired from the Board on 30 September. He made an extremely valuable contribution to the Board and we benefitted greatly from his experience and his wisdom, particularly during the financial crisis. We wish him well for the future.

In conclusion, I would like on behalf of the Board to thank two particular groups of stakeholders. First, our many shareholders for their support in 2010. We weathered the storm as well as we did because of a combination of public support – for which we are sincerely grateful – proactive management and the underlying strength of our business. Our resolve now is to build on this strength to sustain the delivery of value for our shareholders into the future. Finally, our thanks go out to all Barclays 147,500 employees who have continued to work very hard and to show dedication to the service of our customers and clients. This lies at the heart of any success we may achieve.

 

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Marcus Agius
Group Chairman
10th March 2011
 
 


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Leadership and governance

Board of Directors

 

    

 

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Marcus Agius (64)

Group Chairman

  

 

Bob Diamond (59)

Chief Executive,

Executive Director

  

 

Sir Richard Broadbent (57)

Deputy Chairman and

Senior Independent Director

 

  

 

David Booth (56)

Non-executive Director

 

Biography

  

 

Marcus’ extensive background in banking began at Lazard where he worked from 1972 to 2006, latterly as Chairman of Lazard in London and Deputy Chairman of Lazard LLC. He is currently Chairman of the British Bankers’ Association, Senior Independent Director of the British Broadcasting Corporation (BBC) and Chairman of the Trustees of The Royal Botanic Gardens. Marcus is also a Business Ambassador for UK Trade and Investment, a member of the Advisory Council of TheCityUK, and a member of the Takeover Panel. He was formerly Chairman of BAA plc, a position he held from 2002 until 2006.

  

 

Bob became Chief Executive on 1st January 2011. Previously, he was President of Barclays PLC and Chief Executive of Corporate & Investment Banking and Wealth Management, comprising Barclays Capital, Barclays Corporate and Barclays Wealth. Before joining Barclays, Bob was Vice Chairman and Head of Global Fixed Income and Foreign Exchange at CS First Boston, where he was also a member of the Executive Board and Operating Committee. Prior to this, he was Managing Director and Head of Fixed Income Trading at Morgan Stanley International, spending 13 years with the firm. Bob is a non-executive Director of BlackRock, Inc.

 

  

 

Sir Richard has experience of both the private and public sector having worked in high-level banking roles and the Civil Service. He was the Executive Chairman of HM Customs and Excise from 2000 to 2003. Formerly he was a member of the Group Executive Committee of Schroders PLC and a non-executive Director of the Securities Institute. He was Chairman of Arriva PLC until August 2010.

  

 

David manages his own venture capital investments, having retired from the Management Committee of Morgan Stanley in 1997. David was employed by Morgan Stanley from 1982 to 1992, and again from 1995 to 1997 where he held various key positions, including Head of Government Bond Trading, Head of Mortgage Trading, Sales and Finance and Head of Global Operations and Technology.

 

Term of office

  

 

Marcus joined the Board in September 2006 as a non-executive Director and was appointed Chairman on 1st January 2007. Marcus was last re-elected by shareholders at the AGM in 2010.

  

 

Bob was appointed President and became an executive Director in June 2005. He has been a member of the Barclays Executive Committee since September 1997. Bob was last re-elected by shareholders at the AGM in 2009.

 

  

 

Sir Richard joined the Board in September 2003. Appointed Senior Independent Director on 1st September 2004 and Deputy Chairman on 16 July 2009. Sir Richard was last re-elected by shareholders at the AGM in 2010.

  

 

David joined the Board in May 2007. David was last re-elected by shareholders at the AGM in 2010.

 

Independent

  

 

On appointment

 

  

 

No

  

 

Yes

  

 

Yes

 

External

appointments

  

 

Chairman of the British Bankers’ Association since 2010. Senior Independent Director of the BBC since 2006. Member of the Executive Committee of the Institut International D’Etudes Bancaires. Business Ambassador for UK Trade and Investment. Member of the Advisory Council of TheCityUK. Member of the Takeover Panel. Chairman of the Trustees of the Royal Botanic Gardens, Kew. Chairman of The Foundation and Friends of the Royal Botanic Gardens, Kew. Chairman of Lazard in London and Deputy Chairman of Lazard LLC until 2006. Chairman of BAA plc until 2006.

 

  

 

Non-executive Director of BlackRock, Inc. Chairman, Board of Trustees of Colby College, Waterville, Maine. Chairman, Old Vic Productions,Plc. Trustee, The Mayor’s Fund for London. Member of the Advisory Board, Judge Business School at Cambridge University. Board Member, The Diamond Family Foundation. Member of International Advisory Board, British-American Business Council. Life Member of The Council on Foreign Relations. Member of The International Advisory Board, The Atlantic Council.

  

 

Chairman of Arriva PLC until 2010. Trustee of Relate since 2011. Executive Chairman of HM Customs and Excise until 2003. Former Group Executive Committee member of Schroders PLC. Non-executive Director of the Securities Institute until 1995.

  

 

Director of East Ferry Investors, Inc. Various positions at Morgan Stanley & Co. until 1997. Director of the Discount Corporation of New York until 1993.

 

Committee

membership

  

 

Chairman of the Board Corporate Governance and Nominations Committee since January 2007. Member of the Board Remuneration Committee since January 2007.

       

 

Chairman of the Board Remuneration Committee since January 2007 (member since April 2004). Member of the Board Corporate Governance and Nominations Committee since September 2004. Former member of the Board Risk Committee (April 2004 until September 2010), which he chaired between January 2006 and December 2009.

 

  

 

Chairman of the Board Risk Committee since January 2010 (member since January 2008). Member of the Board Corporate Governance and Nominations Committee since January 2010.

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Leadership and governance

Board of Directors continued

 

 

    

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Alison Carnwath (58)

Non-executive Director

 

  

Fulvio Conti (63)

Non-executive Director

 

  

Simon Fraser (51)

Non-executive Director

 

  

Reuben Jeffery III (57)

Non-executive Director

 

 

Biography

  

 

Alison worked in investment banking and corporate finance for 20 years from 1980 to 2000, before pursuing a portfolio career. During her career, Alison became a director of J. Henry Schroder Wagg & Co, where she worked for 10 years. Alison also held the positions of a senior partner of Phoenix Securities and Managing Director, New York at Donaldson, Lufkin & Jenrette. Alison has wide board level experience and is currently non-executive Chairman of Land Securities Group PLC, Senior Independent Director at Man Group plc, non-executive Director of Paccar Inc, and non-executive Chairman of ISIS EP LLP.

  

 

Fulvio is currently Chief Executive Officer and General Manager of Enel SpA, the Italian energy group, where he was previously Chief Financial Officer from 1999-2005. Fulvio has held a number of high-level financial roles, including Chief Financial Officer and General Manager of Telecom Italia and General Manager and Chief Financial Officer of Ferrovie dello Stato. He was also head of the accounting, finance, and control department of Montecatini and was in charge of finance at Montedison-Compart. He has held positions in finance and operations in various affiliates of Mobil Oil Corporation in Italy and Europe.

  

 

Simon has extensive experience of the institutional fund management industry, having worked at Fidelity International from 1981 to 2008, latterly as President of the Investment Solutions Group and President of the Retirement Institute. Simon held a number of positions during his career at Fidelity International, including President, European & UK Institutional Business, Global Chief Investment Officer, Chief Investment Officer for Asia Pacific and Chief Investment Officer of the European Investment Group. Simon remains a director of Fidelity European Values PLC and Fidelity Japanese Values PLC. He was appointed as the Chairman of Foreign & Colonial Investment Trust PLC and Chairman of The Merchants Trust in May 2010.

 

  

 

Reuben is currently the Chief Executive Officer of Rockefeller & Co., Inc., a member of the Advisory Board of TASC Inc and of TowerBrook Capital Partners LP and Senior Adviser at the Center for Strategic & International Studies in Washington, D.C.. He previously served in the US government as Under Secretary of State for Economic, Energy and Agricultural Affairs (2007-2009). Prior to joining the Department of State, Reuben was the Chairman of the Commodity Futures Trading Commission. He spent eighteen years at Goldman, Sachs & Co. between 1983-2001 where he was managing partner of Goldman Sachs in Paris and led the firm’s European Financial Institutions Group in London.

 

Term of office

  

 

Alison joined the Board on 1st August 2010.

  

 

Fulvio joined the Board in April 2006. Fulvio was last re-elected by shareholders at the AGM in 2009.

  

 

Simon joined the Board in March 2009. Simon was last re-elected by shareholders at the AGM in 2009.

  

 

Reuben joined the Board in July 2009. Reuben was last re-elected by shareholders at the AGM in 2010.

           

 

Independent

 

  

 

Yes

 

  

 

Yes

 

  

 

Yes

 

  

 

Yes

 

 

External

appointments

  

 

Non-executive Director of CforC Ltd. Non-executive Chairman of Land Securities Group PLC since November 2008. Senior Independent Director at Man Group plc. Non-executive Director of Paccar Inc. Non-executive Chairman of ISIS EP LLP.

  

 

Chief Executive of Enel SpA since 2005. Director of ENDESA SA since June 2009. Director of AON Corporation since January 2008. Chief Financial Officer and General Manager of Telecom Italia until 1999. General Manager and Chief Financial Officer of Ferrovie dello Stato until 1998.

  

 

Director of Fidelity European Values PLC since July 2002. Director of Fidelity Japanese Values PLC since May 2000. Chairman of The Merchants Trust PLC since May 2010. Chairman of Foreign & Colonial Investment Trust PLC since May 2010.

  

 

Chief Executive Officer of Rockefeller & Co., Inc. since September 2010. Senior Adviser at the Center for Strategic & International Studies, Washington D.C.. Member of the Advisory Board of TASC Inc. Member of the Advisory Board of TowerBrook Capital Partners LP. Director of Transatlantic Holdings Inc since May 2010.

           
           

 

Committee

membership

  

 

Member of the Board Audit Committee since October 2010. Member of the Board Remuneration Committee since October 2010.

  

 

Member of the Board Audit Committee since September 2006.

  

 

Member of the Board Audit Committee since May 2009. Member of the Board Remuneration Committee since May 2009.

  

 

Member of Board Risk Committee since January 2010.

           
                     
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           11   

 

 

 

 

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Sir Andrew Likierman (67)

Non-executive Director

 

 

Chris Lucas (50)

Group Finance Director, Executive Director

 

 

 

Dambisa Moyo (42)

Non-executive Director

 

 

Sir Michael Rake (63)

Non-executive Director

 

 

 

Sir John Sunderland (65)

Non-executive Director

 

 

Sir Andrew is the Chairman of the National Audit Office, having held a number of public roles in the financial services sector, including Managing Director, Financial Management, Reporting and Audit and Head of the Government Accountancy Service at HM Treasury and non-executive Director of the Bank of England. Sir Andrew is also Dean of the London Business School. He has been at the London Business School from 1974-1976, 1979-1993 and since 2004.

 

 

Chris has worked across financial services for most of his career, including three years in New York as Head of the US Banking Audit Practice of PricewaterhouseCoopers LLP. Chris joined Barclays from PricewaterhouseCoopers LLP, where he was UK Head of Financial Services and Global Head of Banking and Capital Markets. He was Global Relationship Partner for Barclays for the 1999–2004 financial years and subsequently held similar roles for other global financial services organisations.

 

 

Dambisa is an international economist who writes on the macroeconomy and global affairs. Dambisa worked for the World Bank from 1993 to 1995. After completing a PhD in Economics, she worked for Goldman Sachs for eight years until November 2008 in the debt capital markets, hedge funds coverage and global macroeconomics teams. Dambisa currently serves as a non-executive Director on the Boards of SABMiller plc and Lundin Petroleum AB (publ).

 

 

 

Sir Michael is currently Chairman of BT Group PLC and Chairman of easyJet plc. Sir Michael previously worked at KPMG from 1974-2007 where he spent a number of years in Continental Europe and the Middle East. He was Senior Partner of the UK firm from 1998-2000 and Chairman of KPMG International from 2002-2007.

 

 

Sir John is Chairman of Merlin Entertainments Group. Until July 2008 he was Chairman of Cadbury Schweppes PLC, having worked at Cadbury’s in various roles, including that of Chief Executive and then Chairman, since 1968. He is a Director of the Financial Reporting Council, an Adviser to CVC Capital Partners, an Association Member of BUPA and a Governor of both Reading and Aston University Councils.

 

Sir Andrew joined the Board in September 2004. Sir Andrew was last re-elected by shareholders at the AGM in 2010.

 

 

 

Chris was appointed Group Finance Director and became a member of the Executive Committee in April 2007. Chris was last re-elected by shareholders at the AGM in 2010.

 

 

 

Dambisa joined the Board on 1st May 2010.

 

 

Sir Michael joined the Board in January 2008. Sir Michael was last re-elected by shareholders at the AGM in 2010.

 

 

Sir John joined the Board in June 2005. Sir John was last re-elected by shareholders at the AGM in 2009.

 

Yes

 

 

 

No

 

 

Yes

 

 

Yes

 

 

Yes

 

Dean of the London Business School since January 2009. Chairman of the National Audit Office since December 2008. Trustee of the Institute for Government since September 2008. Chairman of Applied Intellectual Capital Inc. until 2008. Non-executive Director of the Bank of England until 2008. Non-executive Director and Vice-Chairman of the Tavistock and Portman NHS Trust until 2008. Non-executive Director and Chairman of the MORI Group until 2005.

 

 

UK Head of Financial Services and Global Head of Banking and Capital Markets of PricewaterhouseCoopers LLP until 2006.

 

 

Non-executive Director of SABMiller plc since 2009. Non-executive Director of Lundin Petroleum AB (publ) since 2009.

 

 

Chairman of BT Group PLC since 2007. Chairman of easyJet Plc since January 2010 (Deputy Chairman June 2009 – December 2009). Director of the Financial Reporting Council since 2007. Director of the McGraw-Hill Companies since 2007. Chairman of the UK Commission for Employment and Skills until 2010. Chairman of KPMG International until 2007. Chairman of Business in the Community from 2004 until 2007.

 

 

Chairman of Merlin Entertainments Group since December 2009. Director of the Financial Reporting Council since 2004. Adviser to CVC Capital Partners. Deputy President of the Chartered Management Institute until 2009 (President 2007-2008). Chairman of Cadbury Schweppes PLC until July 2008. Deputy President of the CBI until June 2008 (former member and President). Non-executive Director of the Rank Group PLC until 2006.

 

 

Member of the Board Audit Committee since September 2004. Member of the Board Risk Committee since September 2004.

     

 

Member of the Board Risk Committee since October 2010.

 

 

Chairman of the Board Audit Committee since March 2009 (member since January 2008). Member of the Board Risk Committee since May 2009. Member of Board Corporate Governance and Nominations Committee since May 2009.

 

 

 

Member of the Board Corporate Governance and Nominations Committee since September 2006. Member of the Board Remuneration Committee since July 2005.

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12            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Leadership and governance

Group Executive Committee

 

 

  

 

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Bob Diamond (59)

Chief Executive,

Executive Director

  

Robert Le Blanc

Chief Risk Officer

  

Mark Harding

Group General Counsel

  

Antony Jenkins

Chief Executive of

Global Retail Banking

 

  

Thomas L Kalaris

Chief Executive of Barclays Wealth

Chris Lucas (50)

Group Finance Director,

Executive Director

 

See pages 9 and 11 for full biographies.

   Robert has been the Chief Risk Officer for Barclays Group since 2004. He first joined Barclays in 2002 as Head of Risk Management at Barclays Capital. Robert is a non-executive Director of Absa, which is majority owned by Barclays. Before joining Barclays, Robert spent most of his career at JP Morgan in the capital markets, fixed income, emerging market and credit areas in New York and London.   

Mark joined Barclays as Group General Counsel in 2003. Included within his area of responsibility are legal and regulatory compliance issues throughout the bank. He chairs the Group Operating Committee and Group Governance and Control Committee. Previously, Mark was a partner in the international law firm, Clifford Chance, where his practice spanned bank finance, capital markets and financial services regulation. He spent four years at UBS as General Counsel of its investment bank. Mark is past Chairman of the General Counsel 100 Group and of the Board of the International Swaps and Derivatives Association (ISDA). He is a Governor of the College of Law.

 

   Antony was appointed Chief Executive of Global Retail Banking and joined the Barclays Executive Committee in November 2009. Prior to that he had been Chief Executive of Barclaycard since January 2006. Antony is a Barclays appointed non-executive Director of Absa, which is majority owned by Barclays. Since October 2008, Antony has been on the Board of Visa Europe Ltd.    Tom joined Barclays in September 1996 after 18 years at JP Morgan where he held a number of roles, including Head of Fixed Income Sales, Trading and Research, and was responsible for all activities with investors in the United States. He has served on the US Treasury Borrowing Advisory Committee and is a former Chair of the US Bond Market Association, a predecessor organisation to SIFMA (Securities Industry and Financial Markets Association).
           
         
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Key responsibilities

 

Board of Directors

The Board is collectively responsible for the success of the Group: the executive Directors are directly responsible for running the business operations and the non-executive Directors are responsible for bringing independent judgement and scrutiny to decisions taken by the Board. In addition to their statutory duties, the Directors must ensure that the Board focuses effectively on all its accountabilities. The Board determines the strategic objectives and policies of the Group to deliver long-term value, providing overall strategic direction within an appropriate framework of rewards, incentives and controls.

 

Executive Committee

The Board delegates the responsibility for the day-to-day management of the Company to the Chief Executive and he is responsible for ensuring that the business is operating effectively. The Chief Executive chairs the Executive Committee, which supports him in this role. The Executive Committee is supported by a number of management committees, including the Disclosure Committee, the Group Governance and Control Committee, the Group Risk Oversight Committee and the Group Brand and Reputation Committee.

 

Further information on the responsibilities of the Board and the Executive Committee can be found in the Corporate Governance Report on pages 149 to 165.

 

 

Jerry del Missier

Co-Chief Executive of Barclays Capital and Co-Chief Executive of Corporate and Investment Banking

  

 

Maria Ramos

Group Chief Executive of Absa

  

 

Rich Ricci

Co-Chief Executive of Barclays Capital and Co-Chief Executive of Corporate and Investment Banking

  

 

Cathy Turner

Barclays Human Resources Director

  

 

Jerry joined Barclays Capital in June 1997 from Bankers Trust in London where he had been a Senior Managing Director of Derivatives Products, responsible for the European business. Prior to this, he was based in Toronto, Canada, where he was responsible for the Canadian Dollar interest rate derivatives business. Before Bankers Trust, he worked for the Bank of Nova Scotia. Jerry currently serves on the Boards of Room to Read, the Securities Industry and Financial Markets Association (SIFMA), the Global Financial Markets Association (GFMA), the Markets Management Group (MMG) of the International Institute of Finance (IIF), and the Advisory Board of the Queen’s University School of Business in Kingston, Ontario.

  

 

Maria is the Group Chief Executive of Absa Group Ltd, which is majority owned by Barclays. Prior to joining Absa on 1st March 2009, she was the Group Chief Executive of Transnet Limited, the state-owned South African freight transport and logistics service provider. This was after a successful term as Director-General of the National Treasury (formerly the Department of Finance). She currently serves on the executive committees of the International Business Council, the World Bank Chief Economist Advisory Panel, Business Leadership South Africa and the Banking Association of South Africa.

  

 

Rich joined Barclays Capital in 1994 and assumed responsibility for several of its support areas. He became Chief Operating Officer (COO) of Barclays Global Investors (BGI) and a member of the BGI Executive Committee in December 2002. In January 2005, Rich was appointed COO of Barclays Investment Banking and Investment Management businesses comprising Barclays Capital, Barclays Wealth and BGI. Prior to joining Barclays Capital, Rich held senior front-office, finance and technology positions at the Bank of Boston and the Bank of New England.

  

 

Cathy was appointed as Group Human Resources Director in April 2005 prior to which she held the position as Investor Relations Director for four years. In July 2008 her remit was extended to include Strategy, Corporate Affairs and Brand and Marketing. Prior to Barclays, Cathy was a Practice Leader at Ernst and Young and has previously held roles at Deloitte, Watson Wyatt, Percom and Volex Plc. Cathy is a Council Member of the Royal College of Art and a Board Member of the IFS School of Finance. Cathy has announced her departure from Barclays and will be leaving on 31st March 2011.

  

 

 


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Barclays PLC Annual Report 2010

 

 

www.barclays.com/annualreport10    

  

 

 

 

15

 

  

 

Chief Executive’s review

Bob Diamond

 

 

Summary

Barclays delivered a significant increase in profit before tax in 2010 on both a headline and underlying basis. This was despite continued economic challenges in our principal markets: historically low interest rates; sluggish volumes in many market segments; and considerable regulatory uncertainty. In light of those circumstances, I am proud of what my colleagues have achieved.

We have much more to do to ensure that we can continue to deliver on our goal to produce top quartile total shareholder returns (TSR) over time. Over 2010, we ranked in the top quartile of our global peer groupa against which we measure our relative TSR performance with a performance of minus 4% reflecting difficult market conditions for bank stocks globally. I focus the latter half of this review on the commitments against which I believe we must deliver to continue to achieve our TSR goal.

 

 

We continue to believe that our integrated model provides superior benefits to our customers, clients and broader stakeholders because of its diversity by business, geography, customer and client type and funding source

 

 

2010 Performance

In his review a year ago, John Varley reiterated our focus on the three priorities that had guided us through the financial and economic crises to that point: staying close to customers and clients; managing our risks, and maintaining strategic momentum. That is where we focused our energy throughout 2010, so I will use these priorities for my review of the year.

Staying Close to Customers and Clients

Many of our customers and clients faced continued challenges throughout 2010. Our responsibility was clear – to be there for them, whatever their needs, whenever those needs arose. Our income performance in 2010 provides a good indication of the health of those customer and client relationships, with overall income up 8% to another new record. Our success by business was more mixed than I would like, reflecting either specific market dynamics or purposeful rebalancing on our part. I was particularly pleased with our income performance in UK Retail Banking, Barclays Africa and Absa, the non-US parts of our Barclaycard portfolio, the core UK arm of Barclays Corporate and Barclays Wealth. In Barclays Capital, while the absolute revenues are not yet where we want them, our progress in Equities and Investment Banking was demonstrably better in the latter half of the year and I am pleased by the way we outperformed most of our peers in the final quarter of the year.

Lending is a fundamental part of what we do to support economic growth and our customers and clients. In the UK, there remains significant political and media attention on the banks’ lending delivery. In 2010, we provided £43bn of gross new lending to UK households and businesses including £7.5bn of UK loans when we acquired Standard Life Bank at the beginning of the year. We are open for business.

Note

a 2010 Peer group: Bank of America, BBVA, BNP Paribas, Credit Suisse, Deutsche Bank, HSBC, JPMorgan, Morgan Stanley, Santander, Société Générale and UniCredit.

Managing Our Risks

I believe the outcomes on key risk-related metrics demonstrate clearly our success here over the past year.

 

We ended 2010 with even stronger positions on capital (10.8% Core Tier 1 ratio) and liquidity (£154bn) than we started the year, whilst maintaining our adjusted gross leverage at 20x;

 

Balance sheet growth was modest, particularly on a risk-weighted asset basis; and

 

Impairment was down considerably, and our 2010 loan loss rate of 118bps was materially lower than the 156bps charge in 2009, though still above our long term average of around 90bps over the last two decades.

Maintaining Strategic Momentum

We will continue to pursue the same strategic priorities under my leadership in 2011 that we have pursued under John Varley in 2010. We remain focused on ensuring that we capitalise on the value that our universal banking model brings to our customers and clients. A key part of that remains the diversification of our business by geography, business line, client and customer types, and funding sources.

Compensation

In making decisions around compensation for 2010, we have sought to balance the responsibility to be sensitive to the external environment with the commercial necessity of ensuring that our decisions allow us to attract and retain the talent we need to deliver for all our stakeholders. This was not an easy task. Our decisions are also fully compliant with the significantly altered regulations that now govern discretionary pay awards, especially the re-written FSA Remuneration Code, and with our commitments made under Project Merlin. As a result, the amount of discretionary compensation awards that are deferred has increased further; the proportion of equity in the deferral structures has increased; and we have developed an innovative structure for a deferred compensation scheme for our most senior employees that links future pay-outs under the scheme to the Group’s core capital position at the time. In total, and against a backdrop of a 32% increase in Group profit before tax for 2010, our performance awards (which exclude charges relating to prior year deferrals but include current year awards vesting in future years) were down 7% on 2009.

 

 

Our focus is on execution, which means delivering on our commitments in four key areas: maintaining a strong capital base; improving returns; delivering selective income growth; and demonstrating our credentials as a global citizen

 

 

 

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16        

 

 

Barclays PLC Annual Report 2010

  

 

www.barclays.com/annualreport10

 

Chief Executive’s review

continued

 

 

2011 Execution Priorities

At the time my succession was announced, I made it clear that I had no intention of materially altering the strategy that the Group has been pursuing for some time. My attention has been, and will continue to be, focused squarely on increasing the pace and intensity of execution of that strategy. The level of uncertainty in the economic and regulatory environment remains high, but we cannot allow that to distract us. We must make clear commitments to the market, and then deliver against them, in four areas.

1. Capital

We must remove the uncertainty associated with the impact of the implementation of new Basel rules on our capital ratios. The combination of where we finished 2010 and the continued demonstration of our ability to generate substantial equity organically should go some way towards this. While there are significant regulatory questions to be resolved in 2011 – especially the outcome of the Financial Stability Board’s deliberations on so-called ‘G-SIFIs’ (i.e. systemically important financial institutions at a global level, one of which we expect to be Barclays) and, in the UK, the recommendations of the Independent Commission on Banking – we believe that we will be able to manage those impacts. But we recognise that we must maintain a strict and pro-active focus on our capital levels, leverage, balance sheet growth and utilisation and the disposal of legacy assets.

2. Returns

The new environment will necessitate lower returns than the period just preceding the recent crisis but I believe the difference in performance between winners and losers by this vital measure will be stark. Our priority is to ensure we are a winner. The returns we are currently generating will not be acceptable to our shareholders over the medium term.

We must be in a position to deliver at least a 13% return on equity and a 15% return on tangible equity by the end of our planning cycle. We also expect our cost of equity to decline towards 10% relative to a 12.5% cost in 2010 and the 11.5% cost we have set for 2011 over this period as the worst impacts of the credit crisis abate and the major economies in which we operate return to growth.

We have instigated a disciplined, rigorous and continuous review of our portfolio to ensure that we can achieve those levels of return. We have already undertaken a strategic review of our operating model that should take out considerable running costs over the medium-term, and you should expect us to continue to act to adjust our business and asset portfolio mix as required to achieve our return goals.

3. Top-line growth

While we are focused on improving returns, we cannot take our eye off the top-line, so we will selectively invest for growth in business areas where the return justifies it. There are clear examples across the Group, including: Barclays Wealth (where our strategic investment programme, known as our Gamma plan, is now one year into delivery); Barclaycard’s Global Business Solutions activities which provides commercial payment services; monetising the build-out of Equities and Investment Banking in Barclays Capital; and capitalising on opportunities in Asia and Africa. We expect that this continued investment in growth will be largely organic, as was our development over the past decade of Barclays Capital and Barclays Global Investors.

4. Citizenship

In general we as banks need to do more to help foster economic growth and job creation as well as helping the public understand better the significant role we already play in this regard. I take pride in the culture at Barclays, where many of my colleagues work selflessly to help those in need in their local communities and we apply our expertise to real world issues. We must do a better job of helping those outside the organisation see the scale of what we do and the impact it has as we seek to intensify our efforts here. You can expect to hear much more from us in this space later this year.

 

 

Job creation, stimulating economic growth and investing in communities in which we work are at the core of our citizenship agenda

 

 

Conclusion

I have 147,500 colleagues around the world who are focused on bringing the best of Barclays to everything that they do, everyday. They have delivered unfailingly over the past three years. We have many more challenges ahead, but I know I have their support in tackling them. It is my honour to lead them, and this great institution, as we look to deliver against the expectations of all of our stakeholders, most importantly our customers and clients, over the coming months and years.

 

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Bob Diamond
Chief Executive
 
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           17   

 

Financial strength

 

 

 

Barclays overall financial strength remains of central importance to the Group. Following the financial crisis we took an early decision to get ahead of regulatory change and manage our business to higher standards than those required by current regulation. We did this because we recognised the importance of providing stability at a time of extreme uncertainty.

Capital Management

At 31st December 2010, on a Basel II basis, the Group’s Core Tier 1 ratio was 10.8% (2009: 10.0%) and the Tier 1 ratio was 13.5% (2009: 13.0%), representing a strengthening of our capital ratios ahead of the effects of expected regulatory capital changes. Retained profit contributed approximately 70bps to the increase in the Core Tier 1 ratio. Other movements in Core Tier 1 included the exercise of warrants in February and October 2010, which generated shareholders’ equity of £1.5bn, contributing approximately 40bps to the Core Tier 1 ratio. The movement in the fair value of the Group’s holding in BlackRock, Inc. resulted in an adverse impact of approximately 20bps on the Core Tier 1 ratio over the year.

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Adjusted Gross Leverage

Barclays continues to operate within limits and targets for balance sheet usage as part of its balance sheet management activities. The adjusted gross leverage was 20x as at 31st December 2010 (2009: 20x) principally as a result of a £3.9bn increase in Tier 1 Capital to £53.5bn offset by the impact of a £84.6bn increase in adjusted total tangible assets. At month ends during 2010 the ratio moved within a range from 20x to 24x, with fluctuations arising as a result of normal trading activities, primarily due to increases in reverse repurchase trading and changes in holdings of trading portfolio assets.

The Basel Committee of Banking Supervisors (BCBS) issued final guidelines for ‘Basel III: a global regulatory framework for more resilient banks and banking systems’ in December 2010. The guidelines include a proposed leverage metric, to be implemented by national supervisors in parallel run from 1st January 2013 (migrating to a Pillar 1 measure by 2018). Based on our interpretation of the current BCBS proposals the Group’s Basel III leverage ratio as at 31st December 2010 would be within the proposed limit of 33x.

Liquidity and Funding

The Group liquidity pool as at 31st December 2010 was £154bn gross (2009: £127bn) and comprised the following cash and unencumbered assets (of which £140bn are FSA eligible). The Group maintains additional liquid assets to support ongoing business requirements such as payment services. The cost of the Group liquidity pool for 2010 is approximately £900m, an increase on the previous year. This cost has been allocated on the basis of the projected stress outflows arising in each relevant business.

 

    

Cash and

deposits

with central

banks

£bn

   

Government

guaranteed

bonds

£bn

   

Governments

and

supranational

bonds

£bn

   

Other

available

liquidity

£bn

   

Total

£bn

 
As at 31.12.10      96        1        46        11        154   
As at 31.12.09      81        3        31        12        127   

Since June 2010, the Group has reported its liquidity position against backstop Individual Liquidity Guidance (ILG) provided by the FSA. Calibration of the Group’s Liquidity Framework anticipated final FSA rules and is therefore broadly consistent with current FSA standards.

The Basel Committee of Banking Supervisors (BCBS) issued its final guidelines for liquidity risk management, standards and monitoring in December 2010. These guidelines include a short term liquidity stress metric (the Liquidity Coverage Ratio (LCR)) and a longer term liquidity metric (the Net Stable Funding Ratio (NSFR)). The BCBS guidelines have yet to be implemented into European and UK law and therefore remain subject to refinement and change.

However, the Group monitors compliance against these BCBS metrics and the FSA is expected to bring its ILG metrics into line with the Basel LCR over time. Applying the expected BCBS guidelines to the Group’s liquidity position as at 31st December 2010, the relevant ratios were estimated at 80% of the LCR requirement and 94% of the NSFR requirement.

Credit Ratings

In addition to monitoring and managing key metrics related to the financial strength of Barclays, we also subscribe to independent credit rating agency reviews by Standard & Poor’s, Moody’s Fitch and DBRS. These ratings assess the credit worthiness of Barclays and are based on reviews of a broad range of business and financial attributes including; risk management processes and procedures; capital strength, earnings, funding, liquidity, accounting, and governance.

 

 As at 31.12.10

   Barclays PLC    Barclays Bank PLC

 Standard & Poor’s

     

 

 Long Term

   A+    AA-

 Short Term

   A- 1    A- 1+

 Moody’s

     

 

 Long Term

   A1    Aa3

 Short Term

   P-1    P-1

 BFSR

   n/a    C(Stable)

 Fitch

     

 

 Long Term

   AA-    AA-

 Short Term

   F1+    F1+

 DBRS

     

 

 Long Term

      AA (High)

 Short Term

      R-1 (High)
 

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18            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Business review

Global Retail Banking

 

 

 

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“In 2010 we delivered a good financial performance with increasing momentum through the year and made strong progress against our strategic and financial goals”

Our promises

 

  
 Global Retail Banking    2013 Targets
  
 Income and profit      Strong compound
 growth      annual profit growth
     Income growth in excess
        

of cost growth

 

 Stable funding ratio      Deposits and secured
     funding to keep pace
        

with asset growth

 

 Depth, not breadth      Existing markets focus
     and continued product
        

diversification

 

 Strong returns and      c 2% RoRWA
 net equity generation      13-15% RoE
      

c 20% RoTE

 

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.

We are focused on improving the service we provide to our customers and have seen positive results from this. For example, we’ve reduced the time it takes to issue a replacement debit card in the UK from five to two days.

Our use of innovation is also transforming the customer experience. Our pioneering contactless payment strategy in the UK has resulted in a much easier experience for our customers. Ninety percent of the contactless cards issued in the UK are now issued by Barclays, which puts us in a leading position. In Kenya and Botswana, registration for our mobile banking service increased almost four-fold over the year. In Western Europe, we continued to expand our 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. We’ve achieved greater depth through the integration of Standard Life Bank in the UK and Citigroup’s card business in Italy.

I am confident that we are on the right track to meet our objectives and deliver significant value to all our stakeholders.

Antony Jenkins

Chief Executive, Global Retail Banking

 
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           19   

 

 

 

 

 

Reinforcing our leading position

in technology and innovation

 

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Supporting

financial literacy

 

Helping people manage their money is at the core of our business, and is an important part of Barclays citizenship strategy. In 2010 we delivered more than 8,500 financial literacy workshops around the world, and through a combination of face-to-face seminars and online content, reached more than half a million people, helping them build the skills and confidence to manage their money effectively, achieve financial independence and build a secure future.

 

In the UK, Barclays Money Skills is working with key partners to develop a range of projects and tools to help vulnerable young people. For example, we’re working in partnership with Action for Children to benefit more than 2,500 of the hardest to reach young people. A case in point is Sean. Sean is 16 years old and lives in Glasgow. He is currently in the process of moving from a care home into supported living accommodation, where he will gradually be assuming responsibility for paying bills, furnishing his flat and providing meals for himself. Sean said: “… because of what I’ve learnt on the Barclays Money Skills course, I’ve made a spending plan, so I know what cash I have for food, travel, bills and my social life”.

 

GRB is also delivering financial literacy programmes in a number of other countries including Ghana, Mauritius, Zambia and Egypt. In Botswana, Barclays launched a financial literacy campaign in 2010 with the Baylor’s Teen Club. The Club is an organisation that provides life skills training and counselling to HIV positive adolescents. With Barclays support, the Teen Club is now working in six villages across the country and has partnered with Barclays colleagues to deliver training to 280 HIV positive teens.

At Barclays, we continue to lead the technological revolution that is sweeping across the banking world. We have pioneered contactless payments in the UK and we will be offering contactless mobile phone payment solution for customers in the summer of 2011. In addition, customers can also use their GPS facility on their mobiles to find the nearest Barclays branch and cash machines.

 

Recognising that mobile access is fast becoming the new frontier in the banking space, and building upon our achievements with Barclays.mobi in the UK, we recently went live in France and in Portugal, giving customers access to banking at a place and time that suits them. In Kenya and Botswana, registration for our mobile banking service this year increased almost four-fold.

 

from a Barclays-issued card, and transaction volumes more than doubling in the last year.

 

Our innovative edge will allow us to move one step further in 2011. In the UK, in association with Orange (or Everything Everywhere as they are now known), Barclaycard customers, from the summer of 2011, will be able to use their mobiles for contactless payments of up to £15 for goods and services at retailers – by simply waving their handset against a contactless reader.

 

“This is the beginning of a revolution in how we pay for things on the high street. It’s a cultural shift that is as important as the launch of the personal credit card or ATMs.” (Gerry McQuade, Chief Development Officer at Everything Everywhere)

 
At the same time, we continue to be leaders in bringing contactless technology to the UK, with approximately 90% of contactless transactions   LOGO  

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Table of Contents
20            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Business review

Corporate and Investment Banking

 

 

 

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“Our integrated universal banking model allows us to meet the needs of our clients by connecting capabilities from across the Barclays Group”

Our promises

 

 

Barclays Capital

 

  

 

2013 Targets

 

Strong returns      c 15% RoE on Basel III basis
    
     
Income growth      Additional £2bn in Equities
     and Investment Banking
        

revenues

 

Cost management      60-65% cost: net income
     ratio
    

 

Barclays Corporate

 

  

 

2012 Target

 

Profitability      Return to aggregate
     profitability
    
          

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.

Barclays Capital is a premier global investment bank operating at the very top of the investment banking industry. In a challenging year, the business increased profit before tax by 2%, and generated a 17% increase in total income by remaining close to its clients.

Barclays Corporate is strengthening its relationship-led core UK business, where significantly reduced impairment and a focus on clients drove a 16% increase in profit before tax. Overall though, Barclays Corporate recorded a loss and we have taken decisive action in Russia and Spain to either exit or refocus operations that are not generating the returns we expect.

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.

 

Jerry del Missier   Rich Ricci
Co-Chief Executive,   Co-Chief Executive,
Corporate and   Corporate and
Investment Banking   Investment Banking
 
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           21   

 

 

 

 

What is corporate and investment banking?   

Resolution acquires

AXA’s UK Life business

 

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Barclays Capital played multiple roles across all aspects of Resolution’s £2.75bn acquisition of the AXA UK Life Business last June. The success of the deal, and strength of relationships, led to the firm being appointed Joint Corporate Broker to Resolution in November – the third FTSE client and seventh overall Corporate Broking win last year. In order to fund the cash component of the acquisition, Resolution announced a fully underwritten rights issue of approximately £2bn, and agreed a fully underwritten bridge facility of £400m.

 

Financing and executing the deal saw Barclays Capital hold multiple roles, including Joint Underwriter, Joint Bookrunner and Joint Corporate Broker on the rights issue, Joint Lead Arranger on the bridge facility and Joint Financial Adviser to Resolution on both the rights issue and the acquisition. The bridge facility was also jointly underwritten by Barclays Capital.

 

In the firm’s first lead role in a significant equity capital raising in Europe, and its first advisory role for Resolution, Barclays Capital demonstrated the strength of teamwork across the firm in delivering seamless capital markets, acquisition financing and advisory capabilities.

 

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Corporate and Investment Banking is about helping corporate, government and institutional clients to finance and grow their operations, manage their risks and invest their capital.

 

Capital raising and financing – We lend money, and enable companies, banks, cities and countries to raise equity capital and issue debt in the capital markets; to provide cash flow and enable investment in the future. The right type of lending is different for every client: from overdraft facilities and asset-based finance, to rights issues and syndicated loans.

  

 

Providing opportunities to generate returns – We support clients, like pension managers and investment funds, in making decisions on where to make their investments and in executing those investments. With our support, they can achieve the returns they need to meet their obligations and satisfy their customers.

 

Risk management – We can help clients manage many of the risks they face, from foreign exchange and interest rate risk, to the varying price of commodities. This reduces uncertainty and allows clients to focus on their core operations.

 

Strategic and financial advice – We advise clients on how to manage and expand their businesses. That might be through a merger or an acquisition, or it might be through the best way to manage their balance sheet, capital or cash flow.

 

  
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Mayfly Containers expands into overseas markets

 

  

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Established in 1983 Mayfly is a family-run business based in Derbyshire which manufactures containers used for the deep-sea off-shore oil and gas industries. Barclays Corporate has banked the business since 1985.

  

In 2009, Mayfly identified an opportunity to expand into overseas markets, focusing primarily on China and Brazil. Barclays Corporate was able to assist the company with their expansion strategy by providing foreign exchange expertise, information on rates, and risk management solutions to help protect the business from currency fluctuations.

 

David Rudge, Finance Director, said: “When we took the decision to expand into overseas markets, Barclays Corporate was able to assist us with our foreign exchange requirements. Our joint venture established in Brazil is proving successful and we continue to expand our operations in the export markets.”

  

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22            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Business review

Barclays Wealth

 

 

 

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“We are transforming Barclays

Wealth into a premier global wealth manager”

In 2010, we launched a five-year strategy to transform Barclays Wealth and, in our first year, financial results were strong, with total income up by 18% to £1.56bn and profit before tax up by 14% to £163m. Adding back investment expenditure of £112m, we achieved a 92% increase in underlying profitability.

The early stages of 2010 marked a pivotal point for the wealth management industry. After the disruptive events of the financial crisis, we entered a more benign environment, with global wealth assets returning to pre-crisis levels. At Barclays Wealth, conditions were particularly favourable thanks to the strength of our balance sheet and brand and the successful consolidation of our Americas business – which made us a truly global player for the first time.

In this context we launched the ‘Gamma’ programme in March. Gamma is a five-year project to invest £350m in our people, platforms and processes in order to achieve a step change in client experience and a significant improvement to our productive efficiency. We believe we can set a standard for the industry.

At the end of 2010 we are on or ahead of all our target metrics. Client assets grew by 8% over the year to £164bn, and we showed a net increase in banker headcount. We have seen an 18% improvement in the productivity of our relationship managers and 30% in our core High Net Worth business.

2011 will be a challenging year as we take on the next set of Gamma targets. These include material upgrades to our core platforms, an accelerated on-boarding process for clients and a refresh of our banker training and marketing tools. I remain confident that we can meet all of our commitments to our clients, thereby beginning to redefine the landscape of the wealth management industry.

Thomas Kalaris

Chief Executive, Barclays Wealth

 

 

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Barclays Wealth enters Japan

In July 2010, Barclays Wealth launched a unique joint venture in Japan with two highly qualified partners. SMBC Barclays Wealth Division brings together the local knowledge and heritage of the Japanese bank Sumitomo Mitsui Banking Corporation (SMBC), with the expert wealth management capabilities of Barclays Wealth, and the platform expertise of Nikko Cordial Securities, a wholly-owned subsidiary of SMBC. In its first six months, SMBC Barclays Wealth Division is running successfully and has received a very promising response from the market.

The need to demonstrate established trust and reputation in Japan has historically been a barrier for foreign firms wanting to enter the market. The success of the Barclays Wealth joint venture is testament to the determination of all three partners in building the right proposition for our Japanese clients.

 
 


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Business review

Absa

 

 

 

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“Aligning Absa more closely with Barclays Africa gives us better opportunities to serve clients across the continent”

As expected, 2010 was another challenging year given a slow, uneven economic recovery both globally and in South Africa. In particular, retail and corporate credit demand and transaction volumes remained muted.

Nonetheless, Absa managed to report 17% higher profit before tax, while continuing to invest significantly in our strategic growth initiatives. Lower interest rates and our enhanced collections capability improved our retail impairments materially. Moreover, our margin hedging strategy protected net interest income as rates fell to 36-year lows.

Our One Absa strategy is on track. It is enhancing business as usual, improving sustainable growth in target areas and strengthening the core fundamentals underlying our operations. While we believe that our operating environment will remain challenging, we also believe that we have the right strategy to grow the business and generate the returns that will keep us competitive.

As you know, Africa presents a significant opportunity for Barclays and the decision to align Absa more closely with Barclays Africa by executing One Bank in Africa strategy gives us better opportunities to serve clients across the continent, thereby enhancing our joint competitive advantage.

Maria Ramos

Group Chief Executive, Absa Group Limited

 

 

 

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Citizenship – Financial Inclusion

A key component of our strategy is to find innovative and cost effective ways to serve Absa’s existing mass segment customers. As such in 2010 we launched a number of innovative offerings:

 

a refocused branch approach called Absa 1234 offering transactional, loan, savings and insurance products;

 

a branchless banking approach which includes in-store banking (deposits, withdrawals, balance inquiry, air time purchases) with the merchant providing these services using a point of sale terminal with our In-Store Banking application;

 

a remote account opening service for savings and transmission accounts using mobile phone technology; and

 

a tap-and-go card product for low value payments.
 

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24            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Citizenship

 

 

 

“Our role is to help improve the lives of our customers. We must provide mortgages, allow businesses to invest and create jobs, protect savings, pay tax, be a good neighbour in the community while also generating positive economic returns for our investors”

Bob Diamond, Chief Executive

 

 

 

Our key areas of focus are contributing to growth and supporting our communities. Underpinning these is a foundation of sound business principles and practice that ensures integrity in the way we do business.

Our Group Executive Committee is responsible for our overall citizenship strategy, and supports the Chief Executive in its implementation. This Committee, along with the Board, uses a robust reporting framework to review progress.

Contributing to growth

We employ nearly 150,000 people around the world. In 2010, 2,000 new jobs were created and 1,200 graduates were hired in the UK, bringing the total employed in the UK to 65,000. Our global tax contributions amounted to £6.1bn, including £2.8bn paid on behalf of our employees. In addition, we paid more than £8.7bn to suppliers in 37 countries.

In 2010, Barclays provided £43bn of gross new lending in the UK including £7.5bn from the acquisition of Standard Life Bank and assisted more than 106,000 business start-ups, an increase of 12% over 2009. In South Africa, Absa’s Enterprise Development Centres helped almost 5,000 new businesses to start up in 2010.

 

In the last five years, Barclays employees have volunteered over one million hours in their local communities and raised more than £75m through our matched fundraising scheme

 

Barclays Climate Action Programme 2011-2015 is our direct response to issues concerning the environment and climate change. We are focusing on the areas where we have the greatest potential to make a difference, including:

 

Managing our carbon footprint – including a commitment to reduce absolute carbon emissions by 4% by 2013 and creating an African Carbon Fund to supply seed capital to carbon mitigation projects in Africa

 

Developing products and services to help enable the transition to a low-carbon economy – including financing and risk-management solutions to enable capital to flow to lower carbon opportunities

 

Managing climate change risks – including collaborating with other stakeholders to manage the risks of climate change to our operations, our clients and to society at large.
 

 

 

In 2010, four out of five Barclays UK business lending application were approved

 

We’re helping our customers, clients and other stakeholders invest in ways that contribute to growth tomorrow. We are providing financing solutions to private and public sector clients, facilitating investment in infrastructure, development and the low carbon economy.

Supporting our communities

In 2010, we committed over £55m to community programmes across 37 countries. Our programmes are driven by the passion and energy of 62,118 colleagues around the world, who volunteered their time or took part in fundraising and regular giving. These efforts benefitted 1.5 million people and supported more than 8,000 organisations.

 

Citizenship

 

 

Contributing to growth

  

 

Supporting our communities

 

– Direct contribution,

   employment and economic

   value added

 

– Supporting growth today:

   customers and clients

 

– Investing in tomorrow

  

 

– Supporting social

   infrastructure

 

– Increasing access to financial

   services

 

– Investing in the community

 

– Building a diverse workforce

 

– Managing our environmental

   footprint

 

 

The way we do business

 

 
 


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£43bn gross new lending to UK households and businesses
106,000 business start-ups supported in the UK

Supporting UK SMEs

Barclays Business Support Team identifies and works with customers who are experiencing financial difficulty.

In 2010, 80% of the small and medium sized business customers with whom we agreed turnaround strategies were successfully restored to financial health.

The Business Support Team engages with a number of businesses at the earliest signs of difficulty, facilitating financial and operational advice and creating lending arrangements more suited to the long term needs of the business involved. The credit team undertakes proactive identification of financially stressed customers, with reactive engagement carried out by the Business Support Team working alongside the customer’s relationship manager. This maintains close links and consistency throughout the relationship.

 

 

 

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£55.3m invested in our communities in 2010
62,000 colleagues engaged in our community programme

Investing in our communities

Barclays Spaces for Sports is a global programme that recognises the power of sport to deliver social change.

Since 2004, Barclays has committed £37m towards bringing sustainable sports sites and projects to disadvantaged communities. After launching 200 community sports sites in the UK, the programme was extended globally in 2008.

In 2010, we offered young people excluded from mainstream education across England the chance to join FairPlay, a rugby-based education programme in partnership with the children’s charity Wooden Spoon, the Rugby Football Union and the Education Enterprise Trust. The initiative provides training schemes for more than 2,400 young people in pupil referral units. The scheme also includes classroom sessions where young people are taught how to manage their finances through the Barclays Money Skills programme.

 

 

 

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Involved in £7bn worth of total transactions in the clean energy and cleantech sector in 2010
5.37bn tonnes of carbon traded to date, with a notional value of £72bn

Financing a low carbon economy

Barclays assists renewable energy firms to access finance from the capital markets and offers advisory services across the sector.

The transition to a low carbon economy requires a range of solutions, including new clean forms of generating energy, clean technologies and infrastructure improvements. Barclays published the Carbon Capital report to provide analysis of this opportunity over the next ten years.

In Ireland, Barclays has supported the expansion of the onshore wind sector and played a strategic financing role in vital energy infrastructure projects. An example of this is our central role in financing EirGrid’s East West Interconnector project. This will allow Ireland to integrate more closely with Western European energy markets and release pressure on the domestic grid while still growing its low carbon generation base.

 

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26            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Citizenship

continued

 

 

 

Our People

Global minimum standards

To maintain balance between overall control and effective local decision making we have established global governance frameworks and minimum standards to regulate how we manage and treat our employees around the world. The key areas covered are summarised below.

Performance management and compensation

The performance and development process provides employees with the opportunity to have regular discussions with their line managers about their performance and to receive coaching for their personal development. This is typically assessed twice a year and a performance rating agreed. We believe in pay for performance based on the performance of individuals and their businesses.

Diversity and inclusion

Barclays operates across the globe and engages with employees across a wealth of diverse and rich cultures. Our mission is to create a truly inclusive environment through ensuring that we treat people fairly and value diversity.

Health and safety

Our commitment is to ensure the health, safety and welfare of our employees and to provide and maintain safe working conditions. Good working climates will help our employees to better serve our customers and create value for all our stakeholders.

Training

Developing both existing and new employees is key to our future prosperity. We undertake this through formal classroom-based training and informal on-the-job training, education and coaching. Minimum mandatory training is provided to all employees on policies and regulatory responsibilities.

Total tax contribution

Barclays role as a corporate citizen remained a key priority in 2010 and an important aspect of this was the tax contribution made to governments in the countries in which we operate.

In 2010 we made global tax payments of £6,149m, made up of £3,138m of taxes borne by Barclays and £3,011m of taxes collected from others on behalf of governments, principally being employee income taxes which arise through Barclays economic activity. Barclays paid corporate income tax of £1,458m in 2010.

The total tax paid to the UK Exchequer in 2010 was £2,827m, made up of £1,381m of taxes borne by Barclays and £1,446m of taxes collected on behalf of governments which includes £1,347m of tax payments made on behalf of staff.

 

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Note

a Taxes collected on behalf of governments, including income tax and social security payments for employees (of which £1,347m relates to UK employees).
 


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Barclays PLC Annual Report 2010

  

 

www.barclays.com/annualreport10

Key performance indicators

 

 

 

Capital KPIs          
Definition    Why it’s important to the business and management     

 

Core Tier 1 ratio

     
Capital requirements are part of the regulatory framework governing how banks and depository institutions are managed. Capital ratios express a bank’s capital as a percentage of its risk weighted assets. Both Core Tier 1 and Tier 1 capital resources are defined by the UK FSA. Core Tier 1 is broadly tangible shareholders’ funds less certain capital deductions from Tier 1.    The Group’s capital management activities seek to maximise shareholders’ value by prudently optimising the level and mix of its capital resources. The Group’s capital management objectives are to maintain sufficient capital resources to: ensure the financial holding company is well capitalised relative to the minimum regulatory capital requirements set by the UK FSA and US Federal Reserve; ensure locally regulated subsidiaries can meet their minimum regulatory capital requirements; support the Group’s risk appetite and economic capital requirements; and support the Group’s credit rating.   

10 – 10.8%

09 – 10.0%

08 – 5.6%

     During 2010, the Group’s Core Tier 1 ratio improved 0.8% to 10.8%, largely through £3.6bn of attributable profits, demonstrating the Group’s ability to generate capital organically.     

 

Adjusted gross leverage

     
Adjusted gross leverage is defined as the multiple of adjusted total tangible assets over total qualifying Tier 1 capital. Adjusted total tangible assets are total assets less derivative counterparty netting, assets under management on the balance sheet, settlement balances, goodwill and intangible assets. Tier 1 capital is defined by the UK FSA.   

Barclays believes that there will be more capital and less leverage in the banking system and that lower levels of leverage are regarded as a key measure of stability going forward. This is consistent with the views of our regulators and investors.

 

In 2010, adjusted gross leverage remained stable at 20 times principally as a result of a £3.9 billion increase in Tier 1 Capital to £53.5 billion offset by the impact of a £84.6 billion increase in adjusted total tangible assets.

  

10 – 20x

09 – 20x

08 – 28x

     

 

Returns KPIs

         
Definition    Why it’s important to the business and management   

 

Return on average shareholders’ equity (RoE) is calculated as profit after tax attributable to equity holders of the parent divided by the average shareholders’ equity for the year. Shareholders’ equity is made up of share capital, retained earnings and other reserves.

  

 

These measures indicate the returns generated by the management of business based on the allocation of shareholders’ equity to each component business. Achieving target returns demonstrates the organisation’s ability to execute its strategy and align interests of management and shareholders. We allocate capital to business units based on an assumed Core Tier 1 ratio of 9% and we retain excess capital at Group Centre as a buffer.

  

 

RoE

10 – 7.2%

09 – 6.7%

08 – 14.3%

Return on average tangible equity (RoTE) is calculated as profit after tax attributable to equity holders of the parent divided by average shareholders’ equity for the year, excluding non-controlling interests, goodwill and intangible assets.    Returns lie at the heart of our capital allocation. All of our businesses except Western Europe Retail Banking and Barclays Corporate had returns on tangible equity in excess of the 2010 cost of equity of 12.5%. By 2013 the Group has committed to a return on equity of 13% and a return on tangible equity of 15%.   

RoTE

10 – 8.7%

09 – 9.0%

08 – 21.3%

 


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Returns KPIs continued

         
Definition    Why it’s important to the business and management   
 

Profit before tax

     
Profit before tax and adjusted profit before tax are the two primary profitability measures used to assess performance. Profit before tax represents total income less impairment charges and operating expenses. Adjusted profit before tax represents profit before tax adjusted for movements on own credit, gains on acquisitions and disposals, and gains on debt buy-backs, for comparative purposes.   

Profit before tax is a key indicator of financial performance to many of our stakeholders.

 

Adjusted profit before tax increased 11% to £5,464m from £4,942m.

  

Profit before tax

10 – £6,065m

09 – £4,585m

08 – £5,136m

 

Adjusted profit

before tax

10 – £5,464m

09 – £4,942m

08 – £716m

 

Cost: income ratio

     
Group cost: income ratio is defined as operating expenses compared to total income net of insurance claims.    This is a measure management uses to assess the productivity of the business operations. Restructuring the cost base is a key execution priority for management and includes a review of all categories of discretionary spending and an analysis of how we can run the business to ensure that costs increase at a slower rate than income. We have set a target is to take £1bn off our run-rate cost base on a full year basis by 2013.   

10 – 64%

09 – 57%

08 – 63%

 

Loan loss rate

     
The loan loss rate represents the impairment charge on loans and advances as a proportion of the period end balances.   

The granting of credit is one of Barclays major sources of income and its most significant risk. The loan loss rate is an indicator of the cost of granting credit.

 

During 2010 impairment continued to improve across all our businesses with one exception, the corporate portfolio in Spain, resulting in a loan loss rate of 118bps compared to 156bps reported in 2009.

  

10 – 118 bps

09 – 156 bps

08 – 95 bps

 

Dividend

     
It is the Group’s policy to declare and pay dividends on a quarterly basis. In a normal year there will be three equal payments in June, September and December and a final variable payment in March.    The ability to pay dividends demonstrates the financial strength of the Group. Whilst recoginising the market’s desire for us to maintain strong capital ratios, in light of the regulatory and economic uncertainty, we have taken a prudent approach of prioritising capital retention and significantly reducing the distribution through dividends from historical levels of 50% whilst seeking to ensure that pay-outs also increase progressively from their low point in 2009.   

10 – 5.5p

09 – 2.5p

08 – 11.5p

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Barclays PLC Annual Report 2010

  

 

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Key performance indicators

continued

 

 

 

 

Income growth KPIs     
Definition      Why it’s important to the business and management
        

 

Total income

       
Defined as total income net of insurance claims.     

Total income is a key indicator of financial performance to many of our stakeholders and income growth a key execution priority for Barclays management.

 

Group total income increased 8% to £31.4 billion.

 

  

10 – £31,440m

09 – £29,123m

08 – £21,199m

 

Income by geography

           
Defined as total income net of insurance claims generated in distinct geographic segments. Geographic segmental analysis is based on customer location and the definition of the countries within each region are provided in the glossary.      The goal of increasing the international diversification of our income helps to reduce risk by providing exposure to different economic cycles and is demonstrated by our ratio of non-UK to UK business income.   

 

Geographic split of income                        
    
 
2010
%
  
  
    
 
2009
%
  
  
    
 
2008
%
  
  
UK & Ireland      40         45         57   
European Region      15         15         19   
Americas      25         22         0   
Africa      15         14         17   
Asia      5         4         7   
        

 

 

Citizenship KPIs      

 

Definition

  

 

Why it’s important to the business and management

      

 

Gross new lending to UK households and businesses

     
Defined as lending to UK households and those businesses with UK-based activities.   

We have remained ‘open for business’ during the economic downturn, and are focused on lending responsibly to our customers and clients around the world. In 2009, we committed to make an additional £11 billion of credit available to the UK economy, and by the end of 2009, we had lent an additional £35 billion to UK households and businesses. Supporting customers in difficulty has never been more critical, but providing access to credit must be based on the ability to repay. We increased our lending across the UK to £43 billion in 2010, including £7.5 billion arising from the acquisition of Standard Life Bank.

 

We see this as an important performance metric and have formally measured UK gross lending since 2009.

 

  

10 – £43bn

09 – £35bn

08 – n/a

 

Global investment in our communities

     
Defined as Barclays total contribution to supporting the communities where we operate.   

The success and competitiveness of a business and the extent to which it contributes to and is integrated in the communities in which it operates are closely related. We are committed to maintaining investment in our communities for the long-term both in good times and in bad. This performance metric demonstrates the consistency of our commitment over time.

 

  

10 – £55.3m

09 – £54.9m

08 – £52.2m

 

Colleagues involved in volunteering, regular giving and fundraising initiatives

     
Defined as the total number of Barclays employees taking part in volunteering, giving or fundraising activities.   

Barclays community investment programme aims to engage and support colleagues around the world to get involved with our main partnerships, as well as the local causes they care about. Harnessing their energy, time and skills delivers real benefit to local communities, to their own personal development and to their engagement with Barclays.

 

  

10 –62,000

09 –58,000

08  –57,000

 


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Citizenship KPIs continued

         
Definition    Why it’s important to the business and management   

Group Employee Opinion Survey (EOS) – Proud to be Barclays

         
Employee opinions surveys are used across the organisation to understand our employees’ views and prioritise management actions in order to meet employee needs. This KPI is a calibration of different survey scores across Barclays for a question measuring sense of pride in being associated with or working for Barclays. The average scores for each year are given.    Understanding levels of employee engagement and sense of commitment to Barclays is important as there is a strong correlation between these factors and our employees’ commitment to serving the needs of our customers and clients.   

10 – 83%

09 – 81%

08 – 81%

Percentage of senior managers who are female

     
The number of female colleagues who are working across all Barclays businesses at the senior management level as a percentage of the total senior manager population.    Diversity is important to Barclays as we believe that only through access to the most diverse pool of talent will we recruit and retain the most talented individuals to serve our customers and clients.   

10 – 24%

09 – 24%

08 – 25%

     The number of females at the senior management level has remained flat demonstrating that there is still work to be done to increase the number of women reaching and retaining roles at this level of management.     

Previously reported KPIs:

KPIs are updated periodically as our strategy and execution priorities evolve. Measures no longer identified as KPIs that were reported in the prior year are as follows:

 

 

Measures

   2010   2009   2008

Total shareholder returna

   1st quartile   1st quartile   2nd quartile

Economic (loss)/profit

   (£2,488m)   (£1,890m)   £1,173m

Tier 1 ratio

   13.5%   13.0%   8.6%

Loan funding ratio

   77%   81%   93%

Average term of unsecured liabilities

   30 months   26 months   14 months

UK Retail Banking customer satisfaction

   64.0%   62.5%   n/a

Barclaycard International – number of customers

   10.5m   10.8m   11.8m

Number of distribution outlets outside the UK

   2,906   3,603   3,158

Proportion of Global Retail and Commercial Banking international income

   Replaced by income by geography following Group  reorganisation

Net lending in Barclays Commercial Bank

   Replaced by Gross new lending to UK households and businesses
 

 

Note

a     2010 peer group comprises: Bank of America, BBVA, BNP Paribas, Credit Suisse, Deutsche Bank, HSBC, JP Morgan, Morgan Stanley, Santander, Société Générale and UniCredit. 2009 and 2008 peer group includes Citigroup, Lloyds Banking Group, Royal Bank of Scotland and UBS, but excludes Bank of America, Credit Suisse, Morgan Stanley and Société Générale.

 

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Financial review

Consolidated summary income statement

 

 

 

For the year ended 31st December   

2010

£m

   

2009

£m

   

2008

£m

   

2007

£m

   

2006

£m

 

Continuing operations

          

Net interest income

     12,523        11,918        11,469        9,598        9,133   

Non-interest income

     19,681        18,036        9,967        11,938        11,372   

Net claims and benefits incurred on insurance contracts

     (764     (831     (237     (492     (575

Total income net of insurance claims

     31,440        29,123        21,199        21,044        19,930   

Impairment charges and other credit provisions

     (5,672     (8,071     (5,419     (2,795     (2,154

Operating expenses

     (19,971     (16,715     (13,391     (12,096     (11,723

Share of post-tax results of associates and joint ventures

     58        34        14        42        46   

Profit on disposals and gain on acquisitions

     210        214        2,733        28        323   

Profit before tax

     6,065        4,585        5,136        6,223        6,422   

Tax

     (1,516     (1,074     (453     (1,699     (1,611

Profit after tax from continuing operations

     4,549        3,511        4,683        4,524        4,811   

Profit for the year from discontinued operations, including gain on disposal

            6,777        604        571        384   

Net profit for the year

     4,549        10,288        5,287        5,095        5,195   

Profit attributable to equity holders of the Parent

     3,564        9,393        4,382        4,417        4,571   

Profit attributable to non-controlling interests

     985        895        905        678        624   
       4,549        10,288        5,287        5,095        5,195   

Selected financial statistics

                                        

Basic earnings per share

     30.4p        86.2p        59.3p        68.9p        71.9p   

Basic earnings per share from continuing operations

     30.4p        24.1p        51.4p        60.6p        66.6p   

Diluted earnings per share

     28.5p        81.6p        57.5p        66.9p        69.8p   

Dividends per ordinary share

     5.5p        2.5p        11.5p        34.0p        31.0p   

Dividend payout ratio

     18.1%        2.9%        19.4%        49.3%        43.1%   

Profit attributable to the equity holders of the Parent as a percentage of:

          

– average shareholders’ equity

     7.2%        23.8%        16.5%        20.3%        24.7%   

– average total assets

     0.2%        0.5%        0.2%        0.3%        0.4%   

Average United States Dollar exchange ratea

     1.55        1.57        1.86        2.00        1.84   

Average Euro exchange ratea

     1.17        1.12        1.26        1.46        1.47   

Average Rand exchange ratea

     11.31        13.14        15.17        14.11        12.47   

The financial information above is extracted from the published accounts. This information should be read together with the information included in the accompanying consolidated financial statements.

Note

a The average rates are derived from daily spot rates during the year used to convert foreign
   currency transactions into Sterling for accounting purposes.
 


Table of Contents

 

Barclays PLC Annual Report 2010

 

 

www.barclays.com/annualreport10    

  

 

 

 

33

 

  

Financial review

Income statement commentary

 

 

 

2010

Barclays delivered profit before tax of £6,065m in 2010, an increase of 32% (2009: £4,585m). Excluding movements on own credit, gains on debt buy-backs and gains on acquisitions and disposals, Group profit before tax increased 11% to £5,464m (2009: £4,942m).

Income increased 8% to £31,440m (2009: £29,123m). Barclays Capital reported a 17% increase in total income to £13,600m (2009: £11,625m). This reflected a substantial reduction in losses taken through income relating to credit market exposures which fell to £124m (2009: £4,417m) and a gain relating to own credit of £391m (2009: loss of £1,820m). Top-line income at Barclays Capital, which excludes these items, declined 25% to £13,333m relative to the exceptionally strong levels seen in 2009. Overall activity levels improved towards the end of the year, with top-line income in the fourth quarter of 2010 increasing 20% on the third quarter to £3,380m. Global Retail Banking income increased 1% to £10,507m, with good growth in UK Retail Banking and Barclays Africa, with income flat in Barclaycard, and a decline in Western Europe Retail Banking. Income was up 14% in Absa. Barclays Corporate reported a decrease in income of 7% and income was up 18% in Barclays Wealth.

Impairment charges and other credit provisions improved 30% to £5,672m (2009: £8,071m). This was after an increase of £630m in impairment on the Spanish loan book in Barclays Corporate – Continental Europe and impairment of £532m relating to the Protium loan in Barclays Capital. All businesses other than Barclays Corporate reported improvements in impairment charges. Overall impairment charges as a proportion of Group loans and advances as at 31st December 2010 was 118bps, compared to 156bps for 2009.

As a result, net income for the Group after impairment charges increased 22% to £25,768m (2009: £21,052m).

Operating expenses increased £3,256m to £19,971m, a 19% rise compared to the 22% growth in net income. Costs at Barclays Capital increased £1,703m, largely reflecting investment in the business across sales, origination, trading and research functions, investment in technology and infrastructure and increased charges relating to prior year deferrals. Across the Group, restructuring charges totalled £330m (2009: £87m) particularly in Barclays Corporate (£119m) and Barclays Capital (£90m) focusing on delivering future cost and business efficiencies. Goodwill of £243m was written off in Barclays Corporate – New Markets to reflect impairment to the carrying value of Barclays Bank Russia business as our activities there are refocused. As a result, the Group’s cost: income ratio increased to 64% (2009: 57%). The cost: net income ratio improved from 79% to 78%, reflecting the reduced impairment charges compared with 2009.

Staff costs increased 20% to £11.9bn (2009: £9.9bn), of which performance costs amounted to £3.5bn (2009: £2.8bn). Within this total, 2010 charges relating to prior year deferrals increased by £0.7bn relative to 2009. The Group 2010 performance awards (which exclude charges relating to prior year deferrals but include current year awards vesting in future years) were down 7% on 2009 at £3.4bn. Within this, the Barclays Capital 2010 performance awards were down 12% at £2.6bn, compared to an increase in headcount of 7%.

2009

Barclays delivered profit before tax of £4,585m in 2009 (2008: £5,136m), a decrease of 11% on 2008, after absorbing £6,086m in write downs on credit market exposures (including impairment of £1,669m), other Group impairment of £6,402m and a charge of £1,820m relating to the tightening of own credit spreads. Profit also included £1,249m of gains on debt buy-backs and extinguishment.

Total income net of insurance claims grew 37% to £29,123m, with particularly strong growth in Barclays Capital. Within Global Retail Banking, Barclaycard and Western Europe Retail Banking also reported good income growth. The aggregate revenue performance of the Global Retail Banking businesses was, however, affected by the impact of margin compression on deposit income as a result of the very low absolute levels of interest rates. Barclays Capital income was up 122% compared to 2008. Top-line income rose by £8,004m reflecting the successful integration of the acquired Lehman Brothers North American businesses, buoyant market conditions observed across most financial markets in the first half of 2009 and a good relative performance in the second half of 2009 despite weaker markets. Income in Barclays Capital was impacted by write downs of £4,417m (2008: £6,290m) relating to credit market exposures held in its trading books and by a charge of £1,820m (2008: gain of £1,663m) relating to own credit.

Impairment charges against loans and advances, available for sale assets and reverse repurchase agreements increased 49% to £8,071m, reflecting deteriorating economic conditions in 2009, portfolio maturation and currency movements. The impairment charge against credit market exposures included within this total reduced 5% to £1,669m. Impairment charges as a percentage of Group loans and advances as at 31st December 2009 increased to 156bps from 95bps, or 135bps on constant 2008 year end balance sheet amounts and average foreign exchange rates.

Total operating expenses increased 25% to £16,715m, but by 12% less than the rate of increase in Group total income. Expenses in GRB were well controlled, with the cost:income ratio improving from 54% to 53%. Operating expenses in Barclays Capital increased by £2,818m to £6,592m reflecting the inclusion of the acquired Lehman Brothers North American business. The Group total cost:income ratio improved from 63% to 57%. At Barclays Capital the compensation:income ratio improved from 44% to 38%.

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Barclays PLC Annual Report 2010

  

 

www.barclays.com/annualreport10

Financial review

Income statement commentary continued

 

 

 

Net interest income

2010

Group net interest income increased £605m to £12,523m (2009: £11,918m) and includes the impact of the acquisitions of Standard Life Bank and the Portuguese and Italian credit card businesses of Citigroup in Western Europe Retail Banking, and currency translation gains in Absa. These impacts have been partly off-set by the continued effects of liability margin compression being felt across the Group.

Group net interest income includes the impact of economic equity structural hedges used to manage the volatility in earnings on the Group’s equity. The impact is allocated to the businesses as part of the share of the interest income benefit on Group equity through net interest income. Equity structural hedges generated a gain of £1,788m in 2010 (2009: gain £1,162m) including net gains on disposal of gilts of approximately £500m.

2009

Group net interest income increased £449m to £11,918m (2008: £11,469m) reflecting growth in average customer balances primarily in Barclaycard and Western Europe Retail Banking, and net funding costs and hedging recognised in Head Office Functions and Other Operations.

Group net interest income includes the impact of structural hedges which function to reduce the impact of the volatility of short-term interest rate movements on equity and customer balances that do not re-price with market rates. In total, equity structural hedges generated a gain of £1,162m (2008: £21m gain).

Further discussion of margins is included in the analysis of results by business.

 

Net interest income

 

   2010
£m
    2009
£m
   

2008

£m

 

Cash and balances with central banks

     271        131        174   

Available for sale investments

     1,483        1,937        2,355   

Loans and advances to banks

     440        513        1,267   

Loans and advances to customers

     17,677        18,456        23,754   

Other interest income

     164        199        460   

Interest income

     20,035        21,236        28,010   

Deposits from banks

     (370     (634     (2,189

Customer accounts

     (1,410     (2,716     (6,697

Debt securities in issue

     (3,632     (3,889     (5,910

Subordinated liabilities

     (1,778     (1,718     (1,349

Other interest expense

     (322     (361     (396

Interest expense

     (7,512     (9,318     (16,541

Net interest income

     12,523        11,918        11,469   

Non-interest income

2010

Net fee and commission income increased £453m to £8,871m (2009: £8,418m). Banking and credit related fees and commissions increased £485m to £10,063m (2009: £9,578m), primarily due to Barclays Capital performance across Investment Banking and Equities.

Net trading income increased £1,077m to £8,078m (2009: £7,001m). The majority of the Group’s trading income arises in Barclays Capital. Trading income decreased 14% to £7,017m (2009: £8,139m) reflecting a more challenging market environment compared with the very strong prior year performance. The impact from difficult trading conditions was more than offset by a £4,293m reduction in credit market fair value losses to £124m (2009: £4,417m) and a gain on own credit of £391m (2009: £1,820m loss).

Net investment income increased £1,421m to £1,477m (2009: £56m) driven by the disposal of Gilts held as part of the economic structural hedge portfolio together with realised gains on principal investments, the disposal of available for sale assets and a reduction in fair value losses held at fair value within Barclays Capital.

Net premiums from insurance contracts remained stable at £1,137m (2009: £1,172m).

Gains on debt buy-backs and extinguishments were £nil (2009: £1,249m).

 

 

 

 

 

Non-interest income

 

   2010
£m
    2009
£m
    2008
£m
 

Net fee and commission income

     8,871        8,418        6,491   

Net trading income

     8,078        7,001        1,339   

Net investment income

     1,477        56        680   

Net premiums from insurance contracts

     1,137        1,172        1,090   

Gains on debt buy-backs and extinguishments

            1,249        24   

Other income

     118        140        343   

Non-interest income

     19,681        18,036        9,967   
      

Net fee and commission income

 

   2010
£m
    2009
£m
    2008
£m
 

Banking and credit related fees and commissions

     10,063        9,578        7,208   

Brokerage fees

     77        88        56   

Investment management fees

     79        133        120   

Foreign exchange commission

     149        147        189   

Fee and commission income

     10,368        9,946        7,573   

Fee and commission expense

     (1,497     (1,528     (1,082

Net fee and commission income

     8,871        8,418        6,491   
 


Table of Contents

 

Barclays PLC Annual Report 2010

 

 

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35

 

  

 

 

 

2009

Net fee and commission income increased £1,927m to £8,418m (2008: £6,491m). Banking and credit related fees and commissions increased £2,370m to £9,578m (2008: £7,208m), primarily due to Barclays Capital strong performance in Equities and Investment Banking.

Net trading income increased £5,662m to £7,001m (2008: £1,339m). The majority of the Group’s trading income arises in Barclays Capital. Fixed Income, Currency and Commodities drove the very strong increase in trading income as the expansion of the business and client flows more than absorbed gross credit market losses of £4,417m (2008: £6,290m) and losses relating to own credit of £1,820m (2008: £1,663m gain).

Net investment income decreased £624m to £56m (2008: £680m) driven by realised losses in commercial real estate equity investments and losses in the principal investments business, partially offset by gains on disposal of available for sale investments within Barclays Capital.

Net premiums from insurance contracts increased £82m to £1,172m (2008: £1,090m) primarily reflecting expansion in Western Europe Retail Banking and Absa, partially offset by the impact of the sale of the closed life assurance business in the second half of 2008.

Gains on debt buy-backs and extinguishments includes £1,170m gains relating to Upper Tier 2 perpetual debt and its corresponding hedge and £85m (2008: £24m) from the repurchase of securitised debt issued by Barclays Corporate.

 

Net Trading Income

 

  

2010

£m

    

2009

£m

   

2008

£m

 

Trading income/(loss)

     7,017         8,139        (1,596

Gain on foreign exchange dealings

     670         682        1,272   

Own Credit gain/(charge)

     391         (1,820     1,663   

Net trading income

     8,078         7,001        1,339   
       

Net investment income

 

   2010
£m
     2009
£m
    2008
£m
 
Net gain from disposal of available for sale assets      1,027         349        212   

Dividend income

     116         6        196   
Net gain/(loss) from financial instruments designated at fair value      274         (208     33   

Other net investment income/ (losses)

     60         (91     239   

Net investment income

     1,477         56        680   

Impairment charges and other credit provisions

2010

Impairment charges on loans and advances fell 24% to £5,625m (2009: £7,358m), reflecting improving credit conditions in the main sectors and geographies in which Barclays lends, which led to lower charges across the majority of businesses. The largest reduction was in the wholesale portfolios, due to lower charges against credit market exposures and fewer large single name charges. This reduction was partially offset by the impact of deteriorating credit conditions in the Spanish property and construction sectors which resulted in an increase of £630m in impairment against the Barclays Corporate loan book in Spain, and £532m impairment relating to the Protium loan in Barclays Capital. In the retail portfolios, impairment performance improved as delinquency rates fell across Barclays businesses, most notably the UK, US, Spanish, Indian and African portfolios.

As a result of this fall in impairment and the 1% rise in loans and advances, the loan loss rate decreased to 118bps (2009: 156bps).

The impairment charges against available for sale assets and reverse repurchase agreements fell by 93% to £47m (2009: £713m), principally driven by lower impairment against credit market exposures.

2009

Impairment charges on loans and advances and other credit provisions increased £2,445m to £7,358m (2008: £4,913m). The increase was primarily due to economic deterioration and portfolio maturation, currency movements and methodology enhancements, partially offset by a contraction in loan balances.

 

Impairment charges and other credit
provisions
  

2010

£m

    2009
£m
    2008
£m
 

Impairment charges on loans and advances

      

– New and increased impairment allowances

     6,939        8,111        5,116   

– Releases

     (1,189     (631     (358

– Recoveries

     (201     (150     (174

Impairment charges on loans and advances

     5,549        7,330        4,584   
Charge in respect of provision for undrawn contractually committed facilities and guarantees provided      76        28        329   
Impairment charges on loans and advances and other credit provisions      5,625        7,358        4,913   
Impairment charges/(writebacks) on reverse repurchase agreements      (4     43        124   

Impairment charges on available for sale assets

     51        670        382   
Impairment charges and other credit provisions      5,672        8,071        5,419   

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36        

 

 

Barclays PLC Annual Report 2010

  

 

www.barclays.com/annualreport10

Financial review

Income statement commentary continued

 

 

 

As a result of this increase in impairment and the fall in loans and advances, the impairment charges as a percentage of period end Group total loans and advances increased to 156bps (2008: 95bps).

The impairment charges against available for sale assets and reverse repurchase agreements increased £207m to £713m (2008: £506m), driven by impairment against credit market exposures.

Operating expenses

2010

Operating expenses increased 19% to £19,971m (2009: £16,715m) driven by increases in staff costs, administration and general expenses and impairment of goodwill.

The impairment of goodwill reflects the write off of the goodwill relating to Barclays Bank Russia of £243m as our activities there are refocused.

2009

Operating expenses increased 25% to £16,715m (2008: £13,391m). The increase was driven by a 38% increase in staff costs to £9,948m (2008: £7,204m).

Amortisation of intangibles increased £171m to £447m (2008: £276m) primarily related to the intangible assets arising from the acquisition of the Lehman Brothers North American businesses.

 

Operating expenses    2010
£m
     2009
£m
     2008
£m
 

Staff costs

     11,916         9,948         7,204   

Administration and general expenses

     6,585         5,560         5,193   

Depreciation

     790         759         606   

Amortisation of intangible assets

     437         447         276   

Impairment of goodwill

     243         1         112   

Operating expenses

     19,971         16,715         13,391   

Staff costs

2010

Staff costs increased 20% to £11,916m (2009: £9,948m). This was driven by a 13% increase in salaries and accrued performance costs and a £574m increase in share based payments. These increases are primarily due to increased charges relating to prior year awards, the continued build-out in Equities and Investment Banking at Barclays Capital and strategic growth initiatives at Barclays Wealth.

The UK Government applied a bank payroll tax of 50% to all discretionary bonuses over £25,000 awarded to UK bank employees between 9th December 2009 and 5th April 2010. The total bank payroll tax paid was £437m, of which £225m was recognised in 2009 in respect of 2009 cash awards and certain prior year deferrals distributed during the taxable period. For 2010 a charge of £96m has been recognised in relation to prior year deferrals, with the remaining £116m recognised over the period 2011 to 2013.

The defined benefit post retirement charge increased by £246m reflecting the non-recurrence of the benefit of the £371m one-off credit arising on closure of the final salary scheme in 2009 offset by the credit of £250m resulting from amendments to the treatment of minimum defined benefits and £54m relating to the Group’s recognition of a surplus in Absa, as well as favourable investment returns over the period.

 

 

Staff costs   

2010

£m

    

2009

£m

   

2008

£m

 

Salaries and accrued performance costs

     8,809         7,795        5,562   

Share based payments

     860         286        225   

Social security costs

     719         606        444   

Bank payroll tax

     96         225          

Post-retirement benefits

       

– defined contribution plans

     297         224        221   

– defined benefit plans

     213         (33     89   

– other post-retirement benefits

     18         16        1   

Other

     904         829        662   

Staff costs

     11,916         9,948        7,204   

 

 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           37   

 

 

 

2009

Staff costs increased 38% to £9,948m (2008: £7,204m) driven by a 40% increase in salaries and accrued performance costs, primarily in Barclays Capital, reflecting the inclusion of the acquired Lehman Brothers North American businesses and associated net increase of 7,000 employees in September 2008.

For 2009, £190m of bank payroll tax costs were included within Other Staff Costs in respect of 2009 cash awards. A further provision of £35m was also included in Other Staff Costs in respect of certain prior year awards being distributed during the tax window.

Defined benefit plan pension costs decreased £122m to £33m credit (2008: cost of £89m) primarily due to the UK Retirement Fund whose charges decreased as a result of a one-off credit of £371m from the closure of the final salary scheme to existing members.

Staff numbers

2010

Total Group permanent and fixed term contract staff comprised 58,100 (2009: 55,700) in the UK and 89,400 (2009: 88,500) internationally.

Staff numbers have increased by 1,900 to 67,900 (2009: 66,000) for Global Retail Banking largely due to the acquisition of Standard Life Bank, the build-out of Barclays Shared Services in India, the insourcing of operations and the further international development of technology infrastructure.

 

Staff numbers

(full time equivalent)

As at 31st December

   2010      2009      2008  

UK Retail Banking

     34,700         31,900         33,800   

Barclaycard

     9,900         10,100         10,300   

Western Europe Retail Banking

     9,400         9,600         9,300   

Barclays Africa

     13,900         14,400         16,500   

Barclays Capital

     24,800         23,200         23,100   

Barclays Corporate

     11,900         12,900         14,800   

Wealth

     7,700         7,400         7,900   

Absa

     33,700         33,200         35,700   
Head Office Functions and Other Operations      1,500         1,500         1,400   
Total Group permanent and fixed-term contract staff worldwidea      147,500         144,200         152,800   

Note

a Excludes 2,400 employees (2009: 2,500; 2008: Nil) of consolidated entities engaged in activities that are not closely related to our principal businesses.

Barclays Capital staff numbers increased 1,600 to 24,800 (2009: 23,200) as a result of investment in sales, origination, trading and research activities. Barclays Corporate staff numbers decreased 1,000 to 11,900 (2009: 12,900) primarily reflecting restructuring in New Markets.

2009

Total Group permanent and fixed-term contract staff comprised 55,700 (2008: 59,600) in the UK and 88,500 (2008: 93,200) internationally.

Global Retail Banking number of employees decreased by 3,900 to 66,000 (2008: 69,900), reflecting active cost management and restructuring in Spain and Africa, partially offset by increases in Portugal and Italy to support the expansion of the network in these countries. Absa number of employees decreased 2,500 to 33,200 (2008: 35,700), reflecting restructuring and a freeze on recruitment.

Barclays Capital number of employees increased 100 to 23,200 (2008: 23,100) as a net reduction in the first half of the year was offset by strategic growth in the business and the annual graduate intake. Barclays Corporate number of employees decreased 1,900 to 12,900 (2008: 14,800) reflecting tightly managed costs, partly offset by the expansion of risk and offshore support operations. Barclays Wealth number of employees decreased 500 to 7,400 (2008: 7,900) reflecting active cost management, including efficiency savings in non-client facing areas.

 

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Barclays PLC Annual Report 2010

  

 

www.barclays.com/annualreport10

Financial review

Income statement commentary continued

 

 

 

Administration and general expenses

2010

Administration and general expenses increased £1,025m to £6,585m (2009: £5,560m). The increase is principally due to greater regulatory-related costs across the Group (including a settlement in resolution of the investigation into Barclays compliance with US economic sanctions), investment in technology and infrastructure, the acquisitions of Standard Life Bank within UK Retail Banking and the Portuguese and Italian credit card businesses of Citigroup within Western Europe Retail Banking and adverse impacts of foreign currency movements. Impairment charges on property, equipment and intangible assets of £125m (2009: £61m) were principally driven by restructuring in Barclays Corporate – New Markets and Barclays Capital.

In June 2010, the UK Government announced its intention to introduce a bank levy, which will apply to elements of the Group’s consolidated liabilities and equity held as at 31st December 2011. The draft legislation is expected to be enacted by the UK Parliament later this year. Based on the 31st December 2010 balance sheet position and the draft requirements, we estimate that the bank levy would result in an annual charge to the income statement of approximately £400m from 2011 onwards.

2009

Administration and general expenses grew £367m to £5,560m (2008: £5,193m) reflecting the impact of acquisitions made during 2008, the costs of servicing an expanded distribution network across Global Retail Banking, and expenses relating to the Financial Services Compensation Scheme. There were also decreases of £119m in gains from sale of property (included in other administration and general expenses) as the Group wound down its sale and leaseback programme.

 

Administration and general

expenses

  

2010

£m

    

2009

£m

    

2008

£m

 
Property and equipment      1,813         1,641         1,356   
Outsourcing and professional services      1,705         1,496         1,472   
Operating lease rentals      637         639         520   
Marketing, advertising and sponsorship      631         492         591   
Subscriptions, publications and stationery      584         519         458   
Travel and accommodation      358         273         275   
Other administration and general expenses      732         439         491   
Impairment of property, equipment and intangible assets      125         61         30   
Administration and general expenses      6,585         5,560         5,193   

Share of post-tax results of associates and joint ventures

2010

The share of post-tax results of associates and joint ventures increased £24m to £58m (2009: £34m), reflecting a £24m increase in results from joint ventures largely from Barclaycard and Absa. Results from associates remained constant at £19m (2009: £19m) since the prior year.

2009

The share of post-tax results of associates and joint ventures increased £20m to £34m (2008: £14m), reflecting a £23m increase in results from joint ventures largely from Barclaycard and Barclays Capital, and a £3m decrease in results from associates, mainly due to reduced contributions from private equity instruments.

Profit on disposals and gain on acquisitions

2010

The profit on disposal of £81m (2009: £188m) is largely attributable to the £77m profit arising from sale of Barclays Africa custody business to Standard Chartered Bank.

On 1st January 2010, the Group acquired 100% ownership of Standard Life Bank PLC realising a gain on acquisition of £100m. On 31st March 2010, the Group acquired 100% of the Italian credit card business of Citibank International PLC realising a gain on acquisition of £29m. On 26th July 2010 the Group acquired 86% of Tricorona recognising goodwill of £13m.

2009

The profit on disposal of £188m (2008: £327m) is largely attributable to the sale of 50% of Barclays Vida y Pensiones Compañía de Seguros (£157m), and the 7% sale of Barclays Africa Botswana business (£24m).

 

Share of post-tax results of

associates and joint ventures

  

2010

£m

    

2009

£m

    

2008

£m

 
Profit from associates      19         19         22   
Profit/(loss) from joint ventures      39         15         (8
Share of post-tax results of associates and joint ventures      58         34         14   
        

Profit on disposals and gain on

acquisitions

  

2010

£m

    

2009

£m

    

2008

£m

 
Profit on disposal of subsidiaries, associates and joint ventures      81         188         327   
Gain on acquisitions      129         26         2,406   

 

 


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Gains of £26m for the year relate to the acquisition of the Portuguese credit card business of Citibank International PLC in December 2009. A gain on acquisition of the North American businesses of Lehman Brothers of £2,262m was recorded in 2008. Details of current litigation relating to the acquisition are disclosed on page 227.

Tax

2010

The tax charge for continuing operations for 2010 was £1,516m (2009: £1,074m) representing an effective tax rate of 25% (2009: 23.4%). The effective tax rate differs from the UK tax rate of 28% (2009: 28%) because of non-taxable gains and income, different tax rates that are applied to the profits and losses outside of the UK, and deferred tax assets previously not recognised.

2009

The effective tax rate for 2009, based on profit before tax on continuing operations, was 23.4% (2008: 8.8%). The effective tax rate differs from the UK tax rate of 28% (2008: 28.5%) because of non-taxable gains and income, different tax rates applied to taxable profits and losses outside the UK, disallowable expenditure and adjustments in respect of prior years. The low effective tax rate of 8.8% on continuing operations in 2008 mainly resulted from the Lehman Brothers North American businesses acquisition.

Profit for the year from discontinued operations

2010

There were no discontinued operations in 2010.

2009

The profit after tax from discontinued operations increased £6,173m to £6,777m, reflecting the gain on sale of Barclays Global Investors (BGI) of £6,331m (2008: £nil) and other profit before tax from BGI of £726m (2008: £941m). The results for 2009 included 11 months of operations compared to 12 months for 2008.

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Financial review

Consolidated summary balance sheet

 

 

 

As at 31st December   

2010

£m

    

2009

£m

    

2008

£m

    

2007

£m

    

2006

£m

 

Assets

              

Cash, balances at central banks and items in the course of collection

     99,014         83,076         31,714         7,637         9,753   

Trading portfolio assets

     168,867         151,344         185,637         193,691         177,867   

Financial assets designated at fair value

     41,485         42,568         121,199         147,480         114,597   

Derivative financial instruments

     420,319         416,815         984,802         248,088         138,353   

Loans and advances to banks

     37,799         41,135         47,707         40,120         30,926   

Loans and advances to customers

     427,942         420,224         461,815         345,398         282,300   

Reverse repurchase agreements and other similar secured lending

     205,772         143,431         130,354         183,075         174,090   

Available for sale financial investments

     65,110         56,483         64,976         43,072         51,703   

Other assets

     23,337         23,853         24,776         18,800         17,198   

Total assets

     1,489,645         1,378,929         2,052,980         1,227,361         996,787   

Liabilities

              

Deposits and items in the course of collection due to banks

     79,296         77,912         116,545         92,338         81,783   

Customer accounts

     345,788         322,429         335,505         294,987         256,754   

Repurchase agreements and other similar secured borrowing

     225,534         198,781         182,285         169,429         136,956   

Trading portfolio liabilities

     72,693         51,252         59,474         65,402         71,874   

Financial liabilities designated at fair value

     97,729         87,881         146,075         167,128         138,624   

Derivative financial instruments

     405,516         403,416         968,072         248,288         140,697   

Debt securities in issue

     156,623         135,902         149,567         120,228         111,137   

Subordinated liabilities

     28,499         25,816         29,842         18,150         13,786   

Other liabilities

     15,705         17,062         18,204         18,935         17,786   

Total liabilities

     1,427,383         1,320,451         2,005,569         1,194,885         969,397   

Shareholders’ equity

              

Shareholders’ equity excluding non-controlling interests

     50,858         47,277         36,618         23,291         19,799   

Non-controlling interests

     11,404         11,201         10,793         9,185         7,591   

Total shareholders’ equity

     62,262         58,478         47,411         32,476         27,390   

Total liabilities and shareholders’ equity

     1,489,645         1,378,929         2,052,980         1,227,361         996,787   

Risk weighted assets and capital ratiosa

                                            

Risk weighted assets

     398,031         382,653         433,302         353,878         297,833   

Core Tier 1 ratio

     10.8%         10.0%         5.6%         4.7%         n/a   

Tier 1 ratio

     13.5%         13.0%         8.6%         7.6%         7.7%   

Risk asset ratio

     16.9%         16.6%         13.6%         11.2%         11.7%   

Selected financial statistics

                                            

Net asset value per ordinary share

     417p         414p         437p         353p         303p   

Number of ordinary shares of Barclays PLC (in millions)

     12,182         11,412         8,372         6,601         6,535   

Year-end United States Dollar exchange rate

     1.55         1.62         1.46         2.00         1.96   

Year-end Euro exchange rate

     1.16         1.12         1.04         1.36         1.49   

Year-end Rand exchange rate

     10.26         11.97         13.74         13.64         13.71   

The financial information above is extracted from the published accounts. This information should be read together with the information included in the accompanying consolidated financial statements.

Note

a Risk weighted assets and capital ratios for 2006 are calculated on a Basel I basis.
   Risk weighted assets and capital ratios for 2010, 2009, 2008 and 2007 are calculated on a Basel II basis.
 


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Financial review

Balance sheet commentary

 

 

 

Total assets

Total assets increased £111bn to £1,490bn.

Cash, balances at central banks and items in the course of collection have increased £15.9bn contributing to the increase in the Group liquidity pool. Trading portfolio assets increased £17.5bn and reverse repurchase and other similar secured lending increased £62.3bn reflecting business growth while maintaining adjusted gross leverage at 20x. Financial assets designated at fair value have decreased by £1.1bn primarily due to a decrease in debt securities.

Derivative financial assets increased £3.5bn reflecting increases in the mark to market positions in interest rate and foreign exchange derivatives due to movements in forward interest rate curves and volatility in the foreign exchange market. This was partially offset by decreases in credit, equity and commodities derivatives due to reduced volatility.

Loans and advances to banks and customers increased £4.4bn due to an increase in lending to retail customers, including the effect of the acquisition of Standard Life Bank, offset by a reduction in borrowings by wholesale customers and banks.

Available for sale financial investments increased £8.6bn primarily driven by purchase of government bonds increasing the Group’s liquid assets and the transfer from loans and advances to available for sale assets of the receivables arising as part of the acquisition of the North American business of Lehman Brothers. This was partially offset by a £0.8bn reduction in the fair value of the Group’s investment in BlackRock, Inc.

Total liabilities

Total liabilities increased £107bn to £1,427bn.

Deposits and items in the course of collection from banks and customer accounts increased £24.7bn reflecting the acquisition of Standard Life Bank and customer deposit growth across the Group. Financial liabilities designated at fair value increased £9.8bn primarily due to increased debt securities and debt issuances strengthening the Group’s liquidity position. Debt securities in issue increased £20.7bn primarily due to increases in bonds, medium term notes, certificates of deposit and commercial paper. This growth was primarily to fund the increased liquidity pool and business growth.

Trading portfolio liabilities increased £21.4bn and repurchase agreements and other similar secured borrowing increased £26.8bn reflecting business growth. Derivative financial liabilities increased £2.1bn broadly in line with the increase in gross derivative assets.

Subordinated liabilities increased £2.7bn primarily reflecting issuances and acquisitions partially offset by redemptions. Other liabilities decreased £1.4bn reflecting reduced retirement benefit liabilities, current tax liabilities and other creditors.

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Financial review

Balance sheet commentary continued

 

 

 

Shareholders’ equity

Total shareholders’ equity increased £3.8bn to £62.3bn (2009: £58.5bn), with share capital and share premium increasing £1.5bn to £12.3bn as a result of the issue of new ordinary shares. Retained earnings increased £2.9bn to £36.8bn (2009: £33.8bn). Profit attributable to the equity holders of the Parent of £3.6bn were partially offset by dividends paid to shareholders of £0.5bn.

Significant movements in other reserves comprise: available for sale reserve movement of £1.2bn, primarily due to the decrease in the fair value of the Group’s investment in BlackRock Inc. of £0.8bn and a decrease of £0.3bn of hedged foreign exchange movements related to this investment that have been transferred to the income statement. Currency translation reserve movement of £0.7bn is largely due to the appreciation in the Rand and US Dollar, offset by the depreciation in the Euro.

Non-controlling interests increased £0.2bn to £11.4bn (2009: £11.2bn). The increase primarily reflects profit for the year attributable to non-controlling interests of £1.0bn and currency translation differences of £0.4bn, offset by distributions of £0.8bn and the redemption of £0.5bn reserve capital instruments.

Adjusted gross leverage

Barclays continues to operate within limits and targets for balance sheet usage as part of its balance sheet management activities.

The adjusted gross leverage was 20x as at 31st December 2010 (2009: 20x) principally as a result of a £3.9bn increase in Tier 1 Capital to £53.5bn offset by the impact of a £84.6bn increase in adjusted total tangible assets. At month ends during 2010 the ratio moved in a range from 20x to 24x, with fluctuations arising as a result of normal trading activities, primarily due to increases in reverse repurchase trading and changes in holdings of trading portfolio assets.

The ratio of total assets to total shareholders equity was 24x as at 31st December 2010 (2009: 24x). The ratio moved within a month end range of 24x to 29x, driven by trading activity fluctuations noted above, as well as changes in gross interest rate derivatives and settlement balances.

The Basel Committee of Banking Supervisors (BCBS) issued final guidelines for ‘Basel III: a global regulatory framework for more resilient banks and banking systems’ in December 2010. The guidelines include a proposed leverage metric, to be implemented by national supervisors in parallel run from 1st January 2013 (migrating to a Pillar 1 measure by 2018). Based on our interpretation of the current BCBS proposals the Group’s Basel III leverage ratio as at 31st December 2010 would be within the proposed limit of 33x.

Further details on leverage are provided on page 128.

 


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Capital management

At 31st December 2010, on a Basel II basis, the Group’s Core Tier 1 ratio was 10.8% (2009: 10.0%) and the Tier 1 ratio was 13.5% (2009: 13.0%), representing a strengthening of our capital ratios ahead of the effects of expected regulatory capital changes.

Risk weighted assets increased 4% from £383bn to £398bn in 2010. Year on year there was a £22bn reduction in underlying risk weighted assets (predominantly in Barclays Capital) as a result of capital management efficiencies and reduced levels of risk and inventory. This was offset by both methodology and model changes, which increased risk weighted assets by approximately £28bn. Foreign exchange and other movements accounted for a further increase of £9bn.

Retained profit contributed approximately 70bps increase to Core Tier 1 ratio from 10.0% to 10.8%. Other movements in Core Tier 1 included the exercise of warrants in February and October 2010, which generated shareholders’ equity of £1.5bn, contributing approximately 40bps to the Core Tier 1 ratio. The movement in the fair value of the Group’s holding in BlackRock, Inc. resulted in an adverse impact of approximately 20bps on the Core Tier 1 ratio over the year.

The Basel Committee of Banking Supervisors issued final Basel III guidelines in December 2010 and January 2011. The new standards include changes to risk weights applied to our assets and to the definition of capital resources and are applicable from 1st January 2013 with some transitional rules to 2018. The Basel III guidelines have yet to be implemented into European and UK law and therefore remain subject to refinement and change. Recognising the new rules are not complete, based on our current assessment of the guidelines, we expect that we will continue to have a strong capital position post implementation.

Liquidity and Funding

The liquidity pool held by the Group increased £27bn to £154bn at 31st December 2010 (2009: £127bn), of which £140bn was in FSA-eligible pool assets.

The Basel III guidelines propose two new liquidity metrics: the Liquidity Coverage Ratio, which measures short-term liquidity stress and is broadly consistent with the FSA framework, and the Net Stable Funding Ratio, which measures the stability of long-term structural funding. Applying the metrics to the Group balance sheet as at 31st December 2010, the Liquidity Coverage Ratio was estimated at 80% and the Net Stable Funding Ratio was estimated at 94%.

The Group continues to attract deposits in unsecured money markets and to raise additional secured and unsecured term funding in a variety of markets. As at 31st December 2009, the Group had £15bn of publicly issued term debt maturing during 2010. The corresponding figure for 2011 is £25bn. During 2010 the Group issued approximately £35bn of term funding, which refinanced the 2010 requirement, comprising both maturities and early repayments, as well as pre-financed some of the 2011 and 2012 maturities. Additional term funding raised in 2011 will support balance sheet growth, further extension of liability maturities and strengthening of our liquidity position.

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44            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business

 

 

 

Business performance

Global Retail Banking

Global Retail Banking (GRB) performance exhibited encouraging signs of growing momentum against a challenging backdrop. Overall profit before tax was £1,829m (2009: £1,821m) with strong profit growth in UK Retail Banking and Barclays Africa, good growth in Barclaycard and a loss in Western Europe Retail Banking. Total GRB income increased 1% to £10,507m (2009: £10,374m) reflecting business growth, increased net interest margins in Barclaycard and Barclays Africa, a stable margin in UK Retail Banking and a lower margin in Western Europe Retail Banking. Risk appetite remained consistent with improved collections and better economic conditions leading to lower impairment which drove an improved risk adjusted net interest margin. Operating expenses increased 10% to £6,020m (2009: £5,490m) primarily due to higher pension costs, the impact of acquisitions and higher regulatory-related costs. Overall GRB

return on average risk weighted assets improved to 1.7% (2009: 1.5%) and GRB’s loan to deposit ratio improved to 140% (2009: 144%). The performance of the businesses within GRB is summarised below:

UK Retail Banking

UK Retail Banking (UKRB) profit before tax increased 39% to £989m (2009: £710m), including a £100m gain on the acquisition of Standard Life Bank, with good income growth and lower impairment charges more than offsetting an increase in operating expenses. Income increased 6% to £4,518m (2009: £4,276m). Impairment charges decreased 21% to £819m (2009: £1,031m), reflecting good risk management and improving economic conditions. As a result, net income grew 14% to £3,699m (2009: £3,245m). Operating expenses increased 11% to £2,809m (2009: £2,538m), reflecting higher pension costs, the impact of the acquisition of Standard Life Bank and increased regulatory-related costs. Excluding these items, operating expenses were in line with prior year.

 

 

Analysis of results by
business
   UK
Retail
Banking
£m
    Barclaycard
£m
    Western
Europe
Retail
Banking
£m
    Barclays
Africa
£m
    Absa
£m
    Barclays
Capital
£m
    Barclays
Corporate
£m
    Barclays
Wealth
£m
   

Investment
Manage-
ment

£m

    Head Office
Functions
and Other
Operations
£m
 
As at 31st December 2010                     
Total income net of insurance claims      4,518        4,024        1,164        801        2,899        13,600        2,974        1,560        78        (178
Impairment charges and other credit provisions      (819     (1,688     (314     (82     (480     (543     (1,696     (48            (2

Net income

     3,699        2,336        850        719        2,419        13,057        1,278        1,512        78        (180

Operating expenses

     (2,809     (1,570     (1,033     (608     (1,810     (8,295     (1,907     (1,349     (11     (579
Share of post–tax results of associates and joint ventures      (1     25        15               3        18        (2                     
Profit on disposal of subsidiaries, associates and joint ventures                           77        4                                      
Gain on acquisitions      100               29                                                    
Profit /(loss) before tax from continuing operations      989        791        (139     188        616        4,780        (631     163        67        (759

Total assets (£bn)

     121.6        30.3        53.6        7.9        52.4        1,094.8        85.7        17.8        4.6        20.9   
Risk Weighted Assets (£bn)      35.3        31.9        17.3        8.0        30.4        191.3        70.8        12.4        0.1        0.6   

As at 31st December 2009

                    
Total income net of insurance claims      4,276        4,041        1,318        739        2,553        11,625        3,181        1,322        40        28   
Impairment charges and other credit provisions      (1,031     (1,798     (338     (121     (567     (2,591     (1,558     (51            (16

Net income

     3,245        2,243        980        618        1,986        9,034        1,623        1,271        40        12   

Operating expenses

     (2,538     (1,527     (887     (538     (1,451     (6,592     (1,466     (1,129     (17     (570
Share of post–tax results of associates and joint ventures      3        8        4               (4     22                             1   
Profit/(loss) on disposal of subsidiaries, associates and joint ventures             3        157        24        (3                   1        (1     7   

Gain on acquisitions

                   26                                                    
Profit/(loss) before tax from continuing operations      710        727        280        104        528        2,464        157        143        22        (550

Total assets (£bn)

     109.3        30.3        51.0        7.9        45.8        1,019.1        88.8        14.9        5.4        6.4   
Risk Weighted Assets (£bn)      35.9        30.6        16.8        7.6        21.4        181.1        76.9        11.4        0.1        0.9   
 


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Barclaycard

Barclaycard profit before tax increased 9% to £791m (2009: £727m) largely as a result of lower impairment charges. Income was £4,024m (2009: £4,041 m) with the impact of regulation offset by business growth. Impairment charges reduced 6% to £1,688m (2009: £1,798m) as a result of focused risk management and improving economic conditions. Delinquency trends were lower in all major areas of the Barclaycard business. Operating expenses increased 3% to £1,570m (2009: £1,527m).

Western Europe Retail Banking

Western Europe Retail Banking incurred a loss before tax of £139m (2009: profit of £280m). The deterioration was driven by the challenging economic environment, continued investment in the franchise and £157m of profit on disposal recognised in 2009. Income fell 12% to £1,164m (2009: £1,318m) principally due to margin compression and the decline in the average value of the Euro against Sterling, partially offset by higher fees and commissions and the growth in credit cards. Impairment charges improved by 7% to £314m (2009: £338m). Operating expenses increased 16% to £1,033m (2009: £887m) mainly due to continued investment in developing the franchise in Portugal and Italy, notably the expansion of the credit card businesses in these countries.

Barclays Africa

Barclays Africa profit before tax increased 81% to £188m (2009: £104m). 2010 included a one-off gain of £77m from the sale of the custody business to Standard Chartered Bank which was partially offset by £40m of restructuring costs. 2009 included a one-off gain of £24m from the sale of shares in Barclays Bank of Botswana Limited. Income grew 8% to £801m (2009: £739m) as a result of improved net interest margins and income from treasury management. Impairment charges decreased 32% to £82m (2009: £121m) as a result of a better economic environment and improved collections. Operating expenses increased 13% to £608m (2009: £538m) reflecting £40m of restructuring costs, investment in infrastructure and an increase in staff-related costs.

Absa

Absa Group Limited reported profit before tax of R11,851m (2009: R9,842m), an increase of 20%. In Barclays segmental reporting, the results of the Absa credit card business are included in Barclaycard, the investment banking operations in Barclays Capital and wealth operations in Barclays Wealth. The other operations of Absa Group Limited are reported in the Absa segment. Absa profit before tax increased 17% to £616m (2009: £528m), driven by the appreciation in the average value of the Rand against Sterling. The impact of exchange rate movements also impacted income, which increased 14%, operating expenses, which increased 25%, and impairment charges, which decreased 15%. Impairment charges in Rand terms improved 26% reflecting an improvement in economic conditions.

Barclays Capital

Barclays Capital profit before tax increased to £4,780m (2009: £2,464m). Excluding own credit, profit before tax grew 2% to £4,389m (2009: £4,284m). Total income increased 17% to £13,600m (2009: £11,625m). This reflected a significant reduction in losses taken through income relating to credit market exposures which fell to £124m (2009: £4,417m) and a gain relating to own credit of £391m (2009: loss of £1,820m). Top-line income, which excludes these items, was £13,333m, down 25% on the very strong prior year performance. Fixed Income, Currency and Commodities (FICC) top-line income of £8,811m declined 35%, reflecting lower contributions from Rates and Commodities. Equities and Prime Services top-line income of £2,040m declined 6%, as growth in cash equities and equity financing was more than offset by subdued market activity in European equity derivatives. Investment Banking top-line income of £2,243m increased 3%.

Top-line income in the fourth quarter of 2010 was £3,380m, up 20% on the third quarter of 2010 reflecting higher activity levels and contributions from Equities and Prime Services up 74% and Investment Banking up 45%. FICC top-line income was broadly in line with the prior quarter.

Impairment charges, including impairment of £532m relating to the Protium loan which follows a reassessment of the expected realisation period, improved significantly to £543m (2009: £2,591m), resulting in a 45% increase in net income to £13,057m. Operating expenses increased 26% which largely reflected the continuing investment in our sales, origination, trading and research activities, increased charges relating to prior year deferrals and restructuring costs. Excluding the impact of own credit, the cost: net income ratio was 65% (2009: 61%) and compensation costs represented 43% of income (2009: 33%).

Barclays Corporate

Barclays Corporate recorded a loss before tax of £631m (2009: profit of £157m). An improvement in the results of the profitable UK & Ireland business was more than offset by increased losses in New Markets and Continental Europe, notably Spain. Total income decreased 7% to £2,974m (2009: £3,181), reflecting lower treasury management income and reduced risk appetite outside the UK. Impairment charges increased £138m to £1,696m, with significant improvements in UK & Ireland and New Markets more than offset by an increase of £630m in Spain to £898m due to depressed market conditions in the property and construction sector. Operating expenses increased to £1,907m, principally reflecting the write down of the £243m of goodwill relating to Barclays Bank Russia and associated restructuring costs of £25m, as well as previously announced restructuring costs of £94m in other geographies within New Markets (predominantly relating to Indonesia).

Barclays Wealth

Barclays Wealth profit before tax increased 14% to £163m (2009: £143m) as very strong growth in income was partially offset by costs of the strategic investment in growing the business. Income increased 18% to £1,560m principally from strong growth in the High Net Worth businesses and higher attributable net interest income from the revised internal funds pricing mechanism. Impairment charges reduced slightly to £48m (2009: £51m). Operating expenses increased 19% to £1,349m (2009: £1,129m), principally due to the start of Barclays Wealth’s strategic investment programme which accounted for £112m of additional costs, as well as the impact of growth in High Net Worth business revenues on staff and infrastructure costs.

Investment Management

Investment Management profit before tax of £67m (2009: £22m) principally reflected dividend income from the 19.9% holding in BlackRock, Inc. Total assets decreased to £4.6bn (2009: £5.4bn) reflecting the fair value of the 37.567m shares held in BlackRock, Inc.

Head Office Functions and Other Operations

Head Office Functions and Other Operations loss before tax increased by £209m to £759m (2009: loss of £550m). The results for 2009 reflected a net gain on debt buy-backs of £1,164m, while 2010 benefited from a significant decrease in the costs of the central funding activity as money market dislocations eased and a reclassification of profit from the currency translation reserve to the income statement.

In the following results by business pages, return measures for 2008 data have not been calculated under the current business segments due to the recalibration of our execution priorities in 2010.

 

LOGO

 


Table of Contents
46            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business continued

 

 

 

Global Retail Banking

UK Retail Banking

UK Retail Banking is a leading UK high street bank providing current account and savings products and Woolwich branded mortgages. UK Retail Banking also provides unsecured loans, protection products and general insurance as well as banking and money transmission services to small and medium enterprises.

Performance

2010

UK Retail Banking profit before tax increased 39% to £989m (2009: £710m), driven by good income growth and lower impairment charges, more than offsetting an increase in operating expenses. The 2010 results also reflected a gain of £100m on the acquisition of Standard Life Bank.

Income increased 6% to £4,518m (2009: £4,276m) reflecting strong balance sheet growth.

Net interest income increased 11% to £3,165m (2009: £2,842m) reflecting business growth. The net interest margin for UK Retail Banking remained stable at 145bps (2009: 145bps) with the risk adjusted net interest margin increasing to 108bps (2009: 93bps). Total average customer deposit balances increased 12% to £104.5bn (2009: £93.6bn), reflecting good growth in personal customer balances and the impact of Standard Life Bank. The liability margin increased to 157bps (2009: 138bps) reflecting the impact of the revised internal funds pricing mechanism. Total customer account balances increased to £108.4bn (2009: £96.8bn).

Total average customer asset balances increased 11% to £113.7bn (2009: £102.0bn), reflecting good growth in Home Finance mortgage balances and the acquisition of Standard Life Bank. The average asset margin decreased to 121bps (2009: 139bps) reflecting the impact of the revised internal funds pricing mechanism. Total loans and advances to customers increased to £115.6bn (2009: £103.0bn).

Average mortgage balances grew 16%, reflecting strongly positive net lending and the acquisition of Standard Life Bank. As at 31st December 2010 mortgage balances were £101.2bn (2009: £87.9bn), a share by value of 8% (2009: 7%). Gross new mortgage lending increased to £16.9bn (2009: £14.2bn), a share by value of 13% (2009: 10%). Mortgage redemptions increased to £11.0bn (2009: £8.5bn), resulting in net new mortgage lending of £5.9bn (2009: £5.7bn). The average loan to value ratio of the mortgage portfolio (including buy-to-let) on a current valuation basis was 43% (2009: 43%). The average loan to value ratio of new mortgage lending was 52% (2009: 48%).

Barclays Business had good income growth driven by an increase in net interest income with customer numbers increasing to 760,000 (2009: 742,000).

Net fee and commission income decreased 3% to £1,255m (2009: £1,299m) reflecting reduced income from Current Accounts and Barclays Financial Planning.

Total impairment charges represented 70bps (2009: 98bps) of total gross loans and advances to customers and banks. This translates to a reduction in impairment charges of 21% to £819m (2009: £1,031m), reflecting focused risk management and improved economic conditions. Impairment charges within Consumer Lending and Current Accounts decreased 29% to £418m (2009: £592m), and 27% to £134m (2009: £183m) respectively. Home Finance impairment charges remained low at £29m (2009: £26m). As a percentage of the portfolio, three-month arrears rates for the UK loans improved to 2.6% (2009: 3.8%).

Operating expenses increased 11% to £2,809m (2009: £2,538m), reflecting higher pension costs, increased regulatory-related costs and the impact of the acquisition of Standard Life Bank. Excluding these items operating expenses were in line with prior year.

Total assets increased 11% to £121.6bn (2009: £109.3bn) driven by growth in Home Finance. Risk weighted assets remained broadly flat at £35.3bn (2009: £35.9bn) with growth in Home Finance offset by a decline in Consumer Lending balances and improvements in operational risk weighted assets.

 

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Income statement information

      

Net interest income

     3,165        2,842        3,245   

Net fee and commission income

     1,255        1,299        1,384   

Net trading (loss)

     (2              

Net premiums from insurance contracts

     130        198        205   

Other income

     1        5        21   

Total income

     4,549        4,344        4,855   

Net claims and benefits incurred under insurance contracts

     (31     (68     (35

Total income net of insurance claims

     4,518        4,276        4,820   

Impairment charges and other credit provisions

     (819     (1,031     (642

Net income

     3,699        3,245        4,178   

Operating expenses excluding amortisation of intangible assets

     (2,779     (2,496     (2,606

Amortisation of intangible assets

     (30     (42     (22

Operating expenses

     (2,809     (2,538     (2,628

Share of post-tax results of associates and joint ventures

     (1     3        8   

Gains on acquisition

     100                 

Profit before tax

     989        710        1,558   

Balance sheet information

      

Loans and advances to customers at amortised cost a

     £115.6bn        £103.0bn        £98.8bn   

Customer accounts a

     £108.4bn        £96.8bn        £93.8bn   

Total assets

     £121.6bn        £109.3bn        £105.9bn   

Risk weighted assets

     £35.3bn        £35.9bn        £34.3bn   

Note

a In 2010 the acquisition of Standard Life Bank contributed £5.9bn loans and advances and £5.2bn customer accounts.

 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           47   

 

 

£4,518m

total income net of insurance claims

£989m

profit before tax

 

 

 

 

 

Improvements in the return on average equity to 12% (2009: 8%), return on average tangible equity to 24% (2009: 17%) and return on average risk weighted assets to 2.2% (2009: 1.5%) reflected the increase in profit after tax which more than offset the growth in average risk weighted assets.

2009

In the challenging economic environment of 2009, UK Retail Banking profit before tax decreased 54% to £710m (2008: £1,558m), impacted by low interest rates resulting in margin compression on the deposit book and increased impairment charges which together more than offset well-controlled costs and an improved assets margin.

Income decreased 11% to £4,276m (2008: £4,820m) reflecting the impact of margin compression, which more than offset good income growth in Home Finance.

Net interest income decreased 12% to £2,842m (2008: £3,245m) driven by margin compression on liabilities, partially offset by increases in asset driven net interest income. Total average customer deposit balances increased 3% to £93.6bn (2008: £90.5bn), reflecting good growth in Personal Customer Current Account balances. The average liabilities margin declined to 1.38% (2008: 2.03%) reflecting reductions in UK base rates.

Average mortgage balances grew 10%, reflecting strongly positive net lending. Mortgage balances were £87.9bn at the end of the period (31st December 2008: £82.3bn), a share by value of 7% (2008: 7%). Gross advances reduced to £14.2bn (2008: £22.9bn) reflecting a continued conservative approach to lending, with redemptions of £8.5bn (2008: £10.4bn). Net new mortgage lending was £5.7bn (2008: £12.5bn). The average loan to value ratio of the mortgage book (including buy-to-let) on a current valuation basis was 43% (2008: 40%). The average loan to value ratio of new mortgage lending was 48% (2008: 47%) and the assets margin increased to 1.39% (2008: 1.33%) reflecting increased returns from mortgages and consumer loans.

Net fee and commission income decreased 6% to £1,299m (2008: £1,384m) reflecting changing customer usage together with lower mortgage application and redemption fees. Overall sales productivity resulted in fee income growth in investments.

Total impairment charges represented 0.98% of total gross loans and advances to customers and banks. Impairment charges increased 61% to £1,031m (2008: £642m), reflecting lower expectations for recoveries in line with the economic environment in 2009. Impairment charges within Consumer Lending increased 56% to £592m (2008: £380m) with impairment charges increasing 75% to £183m (2008: £105m) in retail current accounts. Home finance impairment charges remained low at £26m (2008: £24m).

Operating expenses remained well-controlled and decreased 3% to £2,538m (2008: £2,628m). This reflected the receipt of a one-off credit of £189m resulting from the closure of the UK final salary pension scheme to existing members, offset by a year on year increase in pension costs of £105m and the non-recurrence of gains of £75m from the sale of property.

Total assets increased 3% to £109.3bn (31st December 2008: £105.9bn) driven by growth in mortgage balances. Risk weighted assets increased 5% to £35.9bn (31st December 2008: £34.3bn), a significant contributor being the growth in the mortgage book.

 

 

    

2010

 

    

2009

 

    

2008

 

 

Performance Measures

        

Return on average equity

     12%         8%         n/a   

Return on average tangible equity

     24%         17%         n/a   

Return on average risk weighted assets

     2.2%         1.5%         n/a   

Loan loss rate (bps)

     70         98         n/a   

3 month arrears rates – UK loans

     2.6%         3.8%         n/a   

Cost: income ratio

     62%         59%         55%   

Cost: net income ratio

 

    

 

76%

 

  

 

    

 

78%

 

  

 

    

 

63%

 

  

 

Key Facts

        

Number of UK current accounts

     11.6m         11.2m         11.7m   

Number of UK savings accounts a

     14.4m         13.2m         12.0m   

Number of UK mortgage accounts a

     916,000         834,000         816,000   

Number of Barclays Business customers

     760,000         742,000         715,000   

LTV of mortgage portfolio a

     43%         43%         40%   

LTV of new mortgage lending a

     52%         48%         47%   

Number of branches

     1,658         1,698         1,724   

Number of ATMs

     3,345         3,394         3,455   

Note

a Data for year ended 31st December 2010 includes the impact of Standard Life Bank.

LOGO

 


Table of Contents
48            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business continued

 

 

 

Global Retail Banking

Barclaycard

Barclaycard is an international payments business which manages about £200bn in annual payment value and offers a broad range of payment solutions to consumer and business customers in 22 countries throughout the world.

Performance

2010

Barclaycard profit before tax increased 9% to £791m (2009: £727m).

Barclaycard’s international businesses reported strong growth in profit before tax, particularly in Absa Card and the US. Absa Card increased 85% to £176m (2009: £95m) primarily through lower underlying impairment. The US business was profitable following adoption of the requirements of the Credit Card Accountability, Responsibility and Disclosure Act in the US (US Credit Card Act).

Income was £4,024m (2009: £4,041m) with the impact of the US Credit Card Act broadly offset by balanced growth across the business. Over 20% of income was generated from products other than consumer credit cards. Barclaycard’s UK businesses reported income at £2,453m (2009: £2,493m) reflecting the continued run-off of the FirstPlus secured lending portfolio and lower insurance-related income. International income increased 1% to £1,571m (2009: £1,548m) despite the impact of the US Credit Card Act.

Net interest income increased 3% to £2,814m (2009: £2,723m) reflecting growth in UK consumer card extended credit balances, up 4% to £8.8bn (2009: £8.5bn), and the appreciation of the average value of the Rand against Sterling, partially offset by lower net interest income due to the impact of the US Credit Card Act and the continued run-off of the FirstPlus

portfolio. The asset margin improved to 906bps (2009: 897bps), with the net interest margin at 977bps (2009: 969bps).

Net fee and commission income decreased 11% to £1,136m (2009: £1,271m) primarily due to the impact of the US Credit Card Act.

Investment income of £39m included a gain of £38m from the sale of Visa shares and MasterCard shares (2009: £20m).

Impairment charges reduced 6% to £1,688m (2009: £1,798m) reflecting focused risk management and improving economic conditions. As a result, loan loss rates improved to 570bps (2009: 604bps). In addition, the 30-day delinquency rates for consumer card portfolios in the UK of 3.4% (2009: 4.2%), in the US of 4.6% (2009: 6.1%) and in Absa of 4.9% (2009: 6.7%) all reduced compared to 2009.

Operating expenses increased 3% to £1,570m (2009: £1,527m). Excluding increased pension costs and the appreciation of the average value of the Rand against Sterling, operating expenses decreased compared to the prior year.

Total assets were flat at £30.3bn (2009: £30.3bn) reflecting the appreciation of the US Dollar and the Rand against Sterling offset by the continued run-off of the First Plus portfolio.

Risk weighted assets increased 4% to £31.9bn (2009: £30.6bn), reflecting securitisation redemptions and the appreciation of the US Dollar and the Rand against Sterling.

Return on average equity of 13% (2009: 14%) and return on average tangible equity of 19% (2009: 21%) decreased due to the requirement to hold an increased amount of regulatory capital. Return on average risk weighted assets increased to 1.9% (2009: 1.8%) reflecting increased profit after tax, offset by increased average risk weighted assets.

 

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Income statement information

      

Net interest income

     2,814        2,723        1,786   

Net fee and commission income

     1,136        1,271        1,299   

Net trading (loss)/income

     (8     (1     2   

Net investment income

     39        23        80   

Net premiums from insurance contracts

     50        44        44   

Other income

     1        1        21   

Total income

     4,032        4,061        3,232   

Net claims and benefits incurred under insurance contracts

     (8     (20     (11

Total income net of insurance claims

     4,024        4,041        3,221   

Impairment charges and other credit provisions

     (1,688     (1,798     (1,097

Net income

     2,336        2,243        2,124   

Operating expenses excluding amortisation of intangible assets

     (1,481     (1,445     (1,386

Amortisation of intangible assets

     (89     (82     (61

Operating expenses

     (1,570     (1,527     (1,447

Share of post-tax results of associates and joint ventures

     25        8        (3

Profit on disposal of subsidiaries, associates and joint ventures

            3          

Gain on acquisition

                   92   

Profit before tax

     791        727        766   

Balance sheet information

      

Loans and advances to customers at amortised cost

   £ 26.6bn      £ 26.5bn      £ 27.4bn   

Total assets

   £ 30.3bn      £ 30.3bn      £ 31.0bn   

Risk weighted assets

   £ 31.9bn      £ 30.6bn      £ 27.3bn   
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           49   

 

 

£4,024m

total income net of insurance claims

£791m

profit before tax

 

 

 

 

2009

Barclaycard profit before tax decreased 5% to £727m (2008: £766m). Strong income growth across the portfolio driven by increased lending, improved margins and foreign exchange gains, was offset by higher impairment charges, driven by the deterioration in the global economy in 2009.

International businesses’ profit before tax decreased 59% to £107m (2008: £261m) driven by the US business. Strong income growth driven by higher average extended credit balances was more than offset by impairment growth, especially in the US and South African businesses, and increased operating expenses. In the UK our businesses benefited from an improvement in margins and growth in average extended balances leading to income increasing 18% to £2,493m (2008: £2,114m). Income growth was partially offset by the growth in impairment as worsening economic conditions impacted delinquencies.

Income increased 25% to £4,041m (2008: £3,221m) reflecting strong growth across the portfolio, especially in the international businesses through higher extended credit balances, lower funding rates and the appreciation of the average values of the US Dollar and the Euro against Sterling.

Net interest income increased 52% to £2,723m (2008: £1,786m) driven by strong growth in international average extended credit card balances, up 52% to £7.9bn (2008: £5.2bn), and lower funding rates as margins improved to 8.97% (2008: 6.92%).

Net fee and commission income decreased 2% to £1,271m (2008: £1,299m) through lower volumes in FirstPlus due to the decision taken to stop writing new business in 2008 and lower volumes in the UK card portfolios partially offset by growth in the international businesses.

Investment income of £23m (2008: £80m) included a £20m gain from the sale of MasterCard shares (2008: £16m). Investment income in 2008 included a £64m gain from the Visa IPO.

Other income in 2008 included an £18m gain on the sale of a portfolio in the US.

Impairment charges increased 64% to £1,798m (2008: £1,097m). The rate of growth in the second half of 2009 was lower than that in the first half. Impairment charges in the international businesses increased £444m, driven by higher delinquencies due to deteriorating economic conditions growth in average receivables and the appreciation of the average values of the US Dollar and the Euro against Sterling. UK portfolio charges were higher as a result of rising delinquencies due to the economic deterioration, especially in the loan portfolios, and the inclusion of Goldfish in UK Cards.

Operating expenses increased 6% to £1,527m (2008: £1,447m), due to the appreciation in the average value of the US Dollar and the Euro against Sterling and growth in the portfolios including the acquisitions made in the UK, US and South Africa in 2008.

The purchase of Goldfish resulted in a gain on acquisition of £92m in 2008.

Total assets decreased 2% to £30.3bn (31st December 2008: £31.0bn) reflecting the depreciation in the US Dollar and Euro against Sterling, the decision to stop writing new business in FirstPlus and tighter lending criteria. Risk weighted assets increased 12% to £30.6bn (31st December 2008: £27.3bn) due to higher volumes and the impact of moving toward an advanced risk measurement methodology offset by favourable foreign exchange and lower secured lending balances in FirstPlus.

 

 

    

2010

 

    

2009

 

    

2008

 

 

Performance Measures

        

Return on average equity

     13%         14%         n/a   

Return on average tangible equity

     19%         21%         n/a   

Return on average risk weighted assets

     1.9%         1.8%         n/a   

Loan loss rate (bps)

     570         604         n/a   

1 month arrears rates – UK cards

     3.4%         4.2%         n/a   

1 month arrears rates – US cards

     4.6%         6.1%         n/a   

1 month arrears rates – Absa cards

     4.9%         6.7%         n/a   

Cost: income ratio

     39%         38%         45%   

Cost: net income ratio

     67%         68%         68%   

Key Facts

        

Number of Barclaycard UK customers

     11.2m         10.4m         11.7m   

Number of Barclaycard International customers

     10.5m         10.8m         11.8m   

Total number of Barclaycard customers

     21.7m         21.2m         23.5m   

UK credit cards – average outstanding balances

     £11.2bn         £10.8bn         £10.2bn   

International – average outstanding balances

     £9.7bn         £9.7bn         £6.5bn   

Total – average outstanding balances

     £20.9bn         £20.5bn         £16.7bn   

UK credit cards – average extended credit balances

     £8.8bn         £8.5bn         £8.0.bn   

International – average extended credit balances

     £8.2bn         £7.9bn         £5.2bn   

Total – average extended credit balances

     £17.0bn         £16.4bn         £13.2bn   

Loans – average outstanding balances

     £5.5bn         £6.0bn         £5.9bn   

Number of retailer relationships

     87,000         87,000         89,000   

LOGO

 


Table of Contents
50            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business continued

 

 

 

 

Global Retail Banking

Western Europe Retail Banking

Western Europe Retail Banking provides retail banking and credit card services in Spain, Italy, Portugal and France. The business is building a differentiated proposition providing banking services to retail and mass affluent customers through a variety of distribution channels.

Performance

2010

Western Europe Retail Banking incurred a loss before tax of £139m (2009: profit of £280m). The deterioration in performance was largely driven by the challenging economic environment and continued investment in the franchise. In addition, the 2009 result benefited notably from a £157m gain on the sale of 50% of Barclays Iberian life insurance and pensions business.

Income fell 12% to £1,164m (2009: £1,318m), due to lower net interest income and the 3% decline in the average value of the Euro against Sterling, partially offset by higher net fee and commission income.

Net interest income fell 22% to £679m (2009: £868m), mainly reflecting a decline in treasury interest income and continued underlying liability margin compression due to the highly competitive market, partially offset by the benefit from growth in credit cards. As a result, the net interest margin reduced to 116bps (2009: 166bps). The risk adjusted net interest margin fell to 62bps (2009: 102bps).

Net fee and commission income increased 20% to £421m (2009: £352m). The growth reflects the investment in the network in previous years and the growth in the credit card business.

Net premiums from insurance contracts decreased 12% to £479m (2009: £544m) and net claims and benefits fell correspondingly 11% to £511m (2009: £572m).

Despite the challenging economic conditions, impairment charges improved 7% to £314m (2009: £338m) reflecting focused credit risk management. Delinquency trends improved with the overall 30-day delinquency rate falling to 1.8% (2009: 2.1%).

Operating expenses increased 16% to £1,033m (2009: £887m) due to investment in developing the franchise, in Portugal and Italy in particular, with a net increase of 101 distribution points in 2010, and costs associated with the expansion of the credit card businesses in these countries.

The £29m gain on acquisition was generated on the purchase of Citigroup’s Italian card business in March 2010. This resulted in the addition of approximately 200,000 customers and loans and advances to customers of £0.2bn. The £26m gain in 2009 arose on the acquisition of Citigroup’s Portuguese card business.

Loans and advances to customers increased 6% to £43.4bn (2009: £41.1bn) and customer accounts increased 7% to £18.9bn (2009: £17.6bn) due to continued growth in the businesses more than offsetting the negative impact of the value of the Euro against Sterling. Risk weighted assets increased 3% to £17.3bn (2009: £16.8bn) in line with the growth in loans and advances to customers.

Negative returns on average equity, average tangible equity and average risk weighted assets in 2010 were the result of the deterioration in profitability.

Customer numbers increased 13% to 2.7 million (2009: 2.4 million) reflecting the growth in the underlying business and the benefit of the purchase of Citigroup’s Italian cards business.

 

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Income statement information

      

Net interest income

     679        868        642   

Net fee and commission income

     421        352        327   

Net trading income

     20        14        4   

Net investment income

     67        118        161   

Net premiums from insurance contracts

     479        544        352   

Other income/(loss)

     9        (6     38   

Total income

     1,675        1,890        1,524   

Net claims and benefits incurred under insurance contracts

     (511     (572     (365

Total income net of insurance claims

     1,164        1,318        1,159   

Impairment charges and other credit provisions

     (314     (338     (172

Net income

     850        980        987   

Operating expenses excluding amortisation of intangible assets

     (1,001     (865     (794

Amortisation of intangible assets

     (32     (22     (13

Operating expenses

     (1,033     (887     (807

Share of post-tax results of associates and joint ventures

     15        4          

Profit on disposal of subsidiaries, associates and joint ventures

            157          

Gains on acquisition

     29        26        52   

(Loss)/profit before tax

     (139     280        232   

Balance sheet information

      

Loans and advances to customers at amortised cost

   £ 43.4bn      £ 41.1bn      £ 42.1bn   

Customer accounts

   £ 18.9bn      £ 17.6bn      £ 13.2bn   

Total assets

   £ 53.6bn      £ 51.0bn      £ 52.0bn   

Risk weighted assets

   £ 17.3bn      £ 16.8bn      £ 19.3bn   
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           51   

 

 

£1,164m

total income net of insurance claims

£139m

loss before tax

 

 

 

 

2009

Western Europe Retail Banking profit before tax increased 21% to £280m (2008: £232m) despite a very challenging macroeconomic environment across all geographies, particularly Spain. The results included a gain of £157m on the sale of 50% of Barclays Vida y Pensiones Compañía de Seguros, Barclays Iberian life insurance and pensions business and a restructuring charge of £24m largely concentrated in Spain. All businesses traded profitably. Profit before tax was favourably impacted by the 13% appreciation in the average value of the Euro against Sterling.

Income increased across all countries, improving 14% to £1,318m (2008: £1,159m) driven by the appreciation of the Euro and the significant expansion in the distribution network in 2007 and 2008. The number of distribution points increased to 1,262 (31st December 2008: 1,140) reflecting further selected organic growth and development of the franchise.

Net interest income increased 35% to £868m (2008: £642m). The increase was principally driven by strong growth in customer deposits of 33% to £17.6bn (2008: £13.2bn), an improvement in the customer assets margin to 1.31% (2008: 1.21%) and an increase in treasury interest income. This was partially offset by competitive pressures on liability margin compression.

Net fee and commission income increased 8% to £352m (2008: £327m), generated from asset management and insurance product lines.

Net Investment income fell 27% to £118m (2008: £161m), mainly due to the non-recurrence of the gains from both the Visa IPO (2008: £65m) and the sale of shares in MasterCard (2008: £17m), partially offset by profit on the sale of Government backed bonds.

Net premiums from insurance contracts increased to £544m (2008: £352m) reflecting growth in the life assurance business. Net claims and benefits incurred increased correspondingly to £572m (2008: £365m).

Impairment charges increased to £338m (2008: £172m), principally due to higher impairment in Spain.

Operating expenses increased 10% to £887m (2008: £807m) due to the continued expansion of the Italian and Portuguese networks and restructuring charges of £24m. Underlying costs were tightly controlled.

In September 2009, Barclays established a long-term life insurance joint venture in Spain, Portugal and Italy with CNP Assurances SA (CNP). As part of this transaction Barclays sold a 50% stake in Barclays Vida y Pensiones Compañía de Seguros to CNP. The transaction gave rise to a gain of £157 m. Barclays share of the results of the joint venture with CNP are reported within share of post-tax results of associates and joint ventures.

Barclays acquired the Citigroup cards business in Portugal in December 2009. This resulted in the acquisition of approximately 400,000 customers and loans and advances to customers of £550m. The transaction generated a gain on acquisition of £26m.

Total assets remained stable at £51.0bn (2008: £52.0bn), as underlying asset growth was offset by depreciation in the period end value of the Euro against Sterling. Risk weighted assets decreased 13% to £16.8bn (2008: £19.3bn) driven by active management and the migration of certain retail portfolios onto the advanced credit risk approach.

 

 

    

2010

 

   

2009

 

    

2008

 

 

Performance Measures

       

Return on average equity a

     (0.2%     10%         n/a   

Return on average tangible equity a

     (0.3%     13%         n/a   

Return on average risk weighted assets a

     0.0%        1.2%         n/a   

Loan loss rate (bps)

     71        80         n/a   

Cost: income ratio

     89%        67%         70%   

Cost: net income ratio

     122%        91%         82%   

Key Facts

       

Number of customers

     2.7m        2.4m         2.1m   

Number of branches

     1,120        1,094         961   

Number of sales centres

     243        168         179   

Number of distribution points

     1,363        1,262         1,140   

 

Note

a 2010 return on average equity, return on average tangible equity and return on average risk weighted assets reflect a deferred tax benefit of £205m.
 

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Table of Contents
52            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business continued

 

 

 

 

Global Retail Banking

Barclays Africa

Barclays Africa provides retail, corporate and credit card services across Africa and the Indian Ocean. It provides tailored banking (including mobile banking and Sharia- compliant products) to over 2.7m customers and has a top 3 position in 8 of the 10 countries in which we operate.

Performance

2010

Barclays Africa profit before tax increased 81% to £188m (2009: £104m). 2010 included a one-off gain of £77m from the sale of the custody business to Standard Chartered Bank which was partially offset by £40m of restructuring costs. Prior year results included a one-off gain of £24m from the sale of shares in Barclays Bank of Botswana Limited. Excluding these one-off items, profit before tax increased 89% to £151m (2009: £80m).

Income increased 8% to £801m (2009: £739m) as a result of improvement across major income categories.

Net interest income increased 7% to £533m (2009: £498m) and the net interest margin increased to 507bps (2009: 460bps). The asset margin improved to 697bps (2009: 575bps) primarily driven by a reduction in

funding costs and changes in business mix. The liability margin decreased to 263bps (2009: 270bps) due to margin compression.

Net fee and commission income increased 10% to £195m (2009: £178m) primarily driven by growth in retail fee income.

Net trading income increased 24% to £67m (2009: £54m) driven by treasury securities sales in Ghana, Kenya and Zambia.

Impairment charges decreased 32% to £82m (2009: £121m) with impairment charges on the retail portfolio decreasing 39% to £54m (2009: £88m) as a result of a better economic environment and improved collections. The retail portfolio 30-day delinquency rate decreased to 2.2% (2009: 2.7%).

Operating expenses increased 13% to £608m (2009: £538m) reflecting £40m of restructuring costs to facilitate the consolidation of operations and infrastructure, and an increase in staff-related costs.

Customer deposits increased 9% to £7.0bn (2009: £6.4bn). Total assets remained flat at £7.9bn (2009: £7.9bn) and risk weighted assets increased 5% to £8.0bn (2009: £7.6bn) reflecting changes in the business mix.

Significant improvements in return on average equity to 20% (2009: 8%), return on average tangible equity 22% (2009: 9%) and return on average risk weighted assets to 2.2% (2009: 1.0%) were due to improved franchise profitability achieved with moderate growth in risk weighted assets.

 

 

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Income statement information

      

Net interest income

     533        498        405   

Net fee and commission income

     195        178        162   

Net trading income

     67        54        70   

Net investment (loss)/income

     (1     7        87   

Other income

     7        2        2   

Total income

     801        739        726   

Impairment charges and other credit provisions

     (82     (121     (71

Net income

     719        618        655   

Operating expenses excluding amortisation of intangible assets

     (600     (533     (472

Amortisation of intangible assets

     (8     (5     (3

Operating expenses

     (608     (538     (475

Profit on disposal of subsidiaries, associates and joint ventures

     77        24          

Profit before tax

     188        104        180   

Balance sheet information

      

Loans and advances to customers at amortised cost

   £ 3.6bn      £ 3.9bn      £ 5.0bn   

Customer accounts

   £ 7.0bn      £ 6.4bn      £ 7.3bn   

Total assets

   £ 7.9bn      £ 7.9bn      £ 8.5bn   

Risk weighted assets

   £ 8.0bn      £ 7.6bn      £ 8.7bn   
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           53   

 

 

£801m

total income

£188m

profit before tax

 

 

 

 

2009

Profit before tax for Barclays Africa decreased 42% to £104m (2008: £180m) primarily due to the allocation of gains from the Visa IPO and sale of shares in MasterCard during 2008.

Income increased 2% to £739m (2008: £726m). After adjusting for one-off gain of £65m from the Visa IPO and sale of shares in MasterCard during 2008, underlying income increased 12% due to strong business growth in Egypt, Botswana and Zambia.

Net interest income increased 23% to £498m (2008: £405m) driven by the increase in interest margins. The assets margin increased to 575bps (2008: 464bps) mainly due to lower funding costs. The liabilities margin increased to 270bps (2008: 233bps) mainly driven by customer pricing.

Net fee and commission income increased 10% to £178m (2008: £162m) primarily driven by growth in retail fee income.

Net Investment income decreased £80m to £7m (2008: £87m). 2008 included a gain of £65m from the sale of shares in MasterCard and Visa.

Impairment charges increased to £121m (2008: £71m) reflecting the impact of the economic recession across the business with continued pressure on default rates.

Operating expenses increased 13% to £538m (2008: £475m) reflecting continued investment in infrastructure across markets.

Profit on disposal of subsidiaries, associates and joint ventures of £24m represented the sale of a 7% stake in the Barclays Africa Botswana business. The residual holding of Barclays in Barclays Bank of Botswana Limited following the sale is 68%.

Total assets decreased 7% to £7.9bn (2008: £8.5bn), and risk weighted assets decreased 13% to £7.6bn (2008: £8.7bn) due to the business pro-actively managing down portfolio exposures driven by a realignment of lending strategy in light of the economic downturn and the impact of exchange rate movements.

 

 

 

 

    

2010

 

    

2009

 

    

2008

 

 

Performance Measures

        

Return on average equity

     20%         8%         n/a   

Return on average tangible equity

     22%         9%         n/a   

Return on average risk weighted assets

     2.2%         1.0%         n/a   

Loan loss rate (bps)

     186         252         n/a   

Cost: income ratio

     76%         73%         65%   

Cost: net income ratio

     85%         87%         73%   

Key Facts

        

Number of customers

     2.7m         2.8m         2.6m   

Number of branches

     481         490         484   

Number of sales centres

     55         83         169   

Number of distribution points

     536         573         653   

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Table of Contents
54            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business continued

 

 

 

Absa

Absa provides a full range of retail banking services and insurance products through a variety of distribution channels. It also offers customised business solutions for commercial and large corporate customers. It is part of one of South Africa’s largest financial services organisations.

2010

Impact of Absa Group Limited on Barclays results

Absa Group Limited profit before tax of R11,851m (2009: R9,842m), an increase of 20%, is translated in Barclays results at an average exchange rate of R11.31/£ (2009: R13.14/£), a 16% appreciation in the average value of the Rand against Sterling. Consolidation adjustments reflected the amortisation of intangible assets of £69m (2009: £61m) and internal funding and other adjustments of £52m (2009: £83m). The resulting profit before tax of £927m (2009: £605m) is included within the following Barclays business segments: Absa £616m (2009: £528m), Barclays Capital £136m (2009: £16m loss), Barclaycard £176m (2009: £95m) and Barclays Wealth £1m loss (2009: £2m loss).

Absa Group Limited’s total assets were R716.5bn (2009: R710.8bn), an increase of 1%. This is translated into Barclays results at a year-end exchange rate of R10.26/£ (2009: R11.97/£).

Performance

Absa profit before tax increased 17% to £616m (2009: £528m) mainly as a result of the 16% appreciation in the average value of the Rand against Sterling. In Rand terms, income declined 1% with 10% cost growth, offset by 26% lower impairments.

Income increased 14% to £2,899m (2009: £2,553m) primarily reflecting the impact of exchange rate movements.

Net interest income improved 15% to £1,500m (2009: £1,300m) reflecting the appreciation in the average value of the Rand against Sterling. Average customer assets increased 15% to £37.4bn (2009: £32.5bn) driven by the

appreciation of the Rand. In Rand terms, retail loans and commercial mortgages remained stable as personal loans increased while cheque, instalment finance and commercial property finance balances showed a decline as a result of a slower take up of new loans by customers. The asset margin increased to 272bps (2009: 268bps) as a result of the pricing of new loans and a change in the product mix as higher margin products grew faster than low margin products. Average customer liabilities increased 21% to £21.1bn (2009: £17.4bn), primarily driven by the appreciation of the Rand. In Rand terms, retail and commercial deposits increased by 4.1% and 7.4% respectively. The liability margin decreased to 240bps (2009: 243bps) as a result of significant competition for deposits. Absa’s hedging programme partly offset the impact of lower interest rates.

Net fee and commission income increased 19% to £1,123m (2009: £943m), mainly reflecting the impact of exchange rate movements and volume growth.

Net investment income decreased to £59m (2009: £128m) reflecting prior year gains of £17m from the sale of shares in MasterCard and an adverse impact of the mark to market adjustment on Visa of £12m (2009: gain of £19m). Net premiums from insurance contracts increased 36% to £399m (2009: £294m) reflecting good growth in new business in life and short-term insurance in addition to the impact of exchange rate movements. Other income decreased to £47m (2009: £64m) reflecting lower profits on the sale of repossessed properties and lower mark to market adjustments on investment property portfolios.

Impairment charges decreased by 15% to £480m (2009: £567m) mainly as a result of the 26% lower impairments in Rand terms, particularly in retail, due to an improving economy.

Operating expenses increased 25% to £1,810m (2009: £1,451m) due to exchange rate movements and continued investment in growth initiatives, partially offset by a one-off credit of £54m relating to the Group’s recognition of a pension fund surplus. The cost: income ratio deteriorated to 62% from 57%.

Total assets increased 14% to £52.4bn (2009: £45.8bn) mostly due to the impact of exchange rate movements. Risk weighted assets increased 42%

 

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Income statement information

      

Net interest income

     1,500        1,300        1,104   

Net fee and commission income

     1,123        943        762   

Net trading (loss)/income

     (14     (5     6   

Net investment income

     59        128        105   

Net premiums from insurance contracts

     399        294        234   

Other income

     47        64        102   

Total income

     3,114        2,724        2,313   

Net claims and benefits incurred under insurance contracts

     (215     (171     (126

Total income net of insurance claims

     2,899        2,553        2,187   

Impairment charges and other credit provisions

     (480     (567     (347

Net income

     2,419        1,986        1,840   

Operating expenses excluding amortisation of intangible assets

     (1,753     (1,400     (1,233

Amortisation of intangible assets

     (57     (51     (50

Operating expenses

     (1,810     (1,451     (1,283

Share of post-tax results of associates and joint ventures

     3        (4     5   

Profit/(loss) on disposal of subsidiaries, associates and joint ventures

     4        (3     1   

Profit before tax

     616        528        563   

Balance Sheet Information

      

Loans and advances to customers at amortised cost

     £41.8bn        £36.4bn        £32.7bn   

Customer accounts

     £24.3bn        £19.7bn        £17.0bn   

Total assets

     £52.4bn        £45.8bn        £40.3bn   

Risk weighted assets

     £30.4bn        £21.4bn        £18.8bn   
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           55   

 

£2,899m

total income net of insurance claims

£616m

profit before tax

 

 

 

 

to £30.4bn (2009: £21.4bn), due to the impact of exchange rate movements, enhancements to the retail model and wholesale credit remediation plan.

Return on average equity increased 1% as the improved profit before tax more than offset the increased allocation of equity from the Group which, in turn, reflected an increase in risk weighted assets. This increase led to a decline in the return on average risk weighted assets. Return on average tangible equity decreased due to the effect of the equity allocation and an increase in non-controlling interests.

2009

Impact of Absa Group Limited on Barclays results

Absa Group Limited profit before tax of R9,842m (2008: R15,305m), a decrease of 36%, is translated in Barclays results at an average exchange rate of R13.14/£ (2008: R15.17/£), a 15% appreciation in the average value of the Rand against Sterling. Consolidation adjustments reflected the amortisation of intangible assets of £61m (2008: £58m) and internal funding and other adjustments of £83m (2008: £155m). The resulting profit before tax of £605m (2008: £796m) is represented within the Barclays Group business segments as follows: Absa £528m (2008: £563m), Barclays Capital £16m loss (2008: £175m profit), Barclaycard £95m (2008: £58m) and Barclays Wealth £2m loss (2008: £nil).

Absa Group Limited’s total assets were R710.8bn (2008: R773.3bn), a decline of 8%. This is translated into Barclays results at a period-end exchange rate of R11.97/£ (2008: R13.74/£).

Performance

Profit before tax decreased 6% to £528m (2008: £563m) owing to challenging market conditions. Modest Rand income growth and tight cost control were offset by increased impairment.

Income increased 17% to £2,553m (2008: £2,187m) predominantly reflecting the impact of exchange rate movements.

Net interest income improved 18% to £1,300m (2008: £1,104m) reflecting the appreciation in the average value of the Rand against Sterling and modest balance sheet growth. Average customer assets increased 17% to £32.5bn (2008: £27.7bn) driven by appreciation of the Rand against

Sterling and modest growth in loans and advances. Retail and commercial mortgages remained relatively flat in 2009 while instalment finance showed a slight decline with the run-off outweighing new sales. The assets margin decreased to 268bps (2008: 279bps) as a result of the higher cost of wholesale funding and significant reductions in interest recognised on delinquent accounts. Average customer deposits increased 29% to £17.4bn (2008: £13.5bn), primarily driven by the appreciation of the Rand and the increase in the number of customers. Retail and commercial deposits increased 3.9% and 4.6% respectively. The liabilities margin was down to 243bps (2008: 306bps) reflecting stronger growth in lower margin retail deposits, pricing pressure from competitors and the impact of margin compression due to the decrease in interest rates.

Net fee and commission increased 24% to £943m (2008: £762m), reflecting pricing increases, volume growth and the impact of exchange rate movements.

Net investment income increased to £128m (2008: £105m) reflecting the impact of exchange rate movements and gains of £17m from the sale of shares in MasterCard, slightly offset by lower gains on economic hedges. Net premiums from insurance contracts increased 26% to £294m (2008: £234m) reflecting volume growth in short-term insurance contracts and the impact of exchange rate movements. Other income decreased to £64m (2008: £102m) reflecting the non-recurrence of the gain of £46m recorded on the Visa IPO in 2008.

Impairment charges increased to £567m (2008: £347m) due to high delinquency levels in the retail portfolios as a result of continued consumer indebtedness, despite the decline in interest and inflation rates during the first half of the year. There was a slight improvement in impairment ratios in the second half of 2009.

Operating expenses increased 13% to £1,451m (2008: £1,283m) reflecting the impact of exchange rate movements. Costs were tightly controlled in Rand.

Total assets increased 14% to £45.8bn (2008: £40.3bn) and risk weighted assets increased 14% to £21.4bn (2008: £18.8bn), reflecting the impact of exchange rate movements.

 

 

    

2010

 

    

2009

 

    

2008

 

 

Performance Measures

        

Return on average equity a

     11%         10%         n/a   

Return on average tangible equity b

     20%         24%         n/a   

Return on average risk weighted assets

     1.7%         1.9%         n/a   

Loan loss rate (bps)

     112         152         n/a   

Cost: income ratio

     62%         57%         59%   

Cost: net income ratio

     75%         73%         70%   

Key Facts

        

Number of corporate customers

     83,000         89,000         107,000   

Number of retail customers

     11.6m         11.4m         10.4m   

Number of ATMs

     8,578         8,560         8,719   

Number of branches

     840         857         877   

Number of sales centres

     167         205         300   

Number of distribution points

     1,007         1,062         1,177   

 

Notes

 

a     The return on average equity differs from the return on equity reported by Absa Group Ltd of 15.1% as the latter does not include goodwill arising from Barclays acquisition of Absa and does include other Absa Group businesses that Barclays Group reports within Barclaycard, Barclays Capital and Barclays Wealth.

b    Including non-controlling interests

  

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Table of Contents
56            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business continued

 

 

 

Barclays Capital

Barclays Capital is the investment banking division of Barclays. It provides large corporate, government and institutional clients with a full spectrum of solutions to meet their strategic advisory, financing and risk management needs. Barclays Capital has a global presence providing advisory services and distribution power to meet the needs of issuers and investors worldwide.

Performance

2010

Barclays Capital profit before tax increased to £4,780m (2009: £2,464m). Excluding own credit, profit before tax increased 2% to £4,389m (2009: £4,284m). Top-line income of £13,333m (2009: £17,862m) was down 25% on the very strong prior year performance, reflecting a more challenging market environment. Top-line income in the fourth quarter of 2010 was £3,380m, up 20% on the third quarter of 2010 reflecting higher activity levels and contributions from Equities and Prime Services up 74% and Investment Banking up 45%. Fourth quarter FICC top-line income, which benefited from non-recurring gains, was broadly in line with the prior quarter with higher contributions from Rates, Currency and Commodities. Net income for 2010, excluding an own credit gain of £391m (2009: loss of £1,820m), increased 17% to £12,666m (2009: £10,854m). There was a significant reduction both in credit market losses taken through income to £124m (2009: £4,417m) and in impairment charges to £543m (2009: £2,591m).

Income increased 17% to £13,600m (2009: £11,625m). The impact on top-line income of difficult trading conditions from the second quarter onwards was more than offset by the significant reduction of credit market losses in income and the impact of the gain in own credit in 2010. Fixed Income, Currency and Commodities top-line income declined 35% to £8,811m (2009: £13,652m), reflecting lower contributions particularly from Rates and Commodities. Higher funding costs also led to a reduction in net

interest income. Equities and Prime Services decreased 6% to £2,040m (2009: £2,165m) due to the subdued market activity in European equity derivatives, partially offset by improved client flow in cash equities and equity financing, as the benefits of the build-out of the cash equities business started to come through. Investment Banking, which comprises advisory businesses and equity and debt underwriting, increased 3% to £2,243m (2009: £2,188m) as a result of continued growth in banking activities. Fee and commission income increased 12% to £3,347m (2009: £3,001m) across Investment Banking and Equities with a higher contribution from Asia. Principal Investments generated income of £239m (2009: loss of £143m) which contributed to the increase in net investment income to £752m (2009: loss of £164m) in addition to an increase in income from the disposal of available for sale assets and a reduction in fair value losses on assets held at fair value.

Impairment charges of £543m (2009: £2,591m) included credit market impairment of £621m (2009: £1,669m) primarily relating to the difference between the carrying value of the Protium loan and the fair value of the underlying assets supporting the loan which follows a reassessment of the expected realisation period. Non-credit market related impairment was a release of £78m (2009: charge of £922m).

Operating expenses increased 26% to £8,295m (2009: £6,592m) which largely reflected investment in our sales, origination, trading and research activities, increased charges relating to prior year compensation deferrals and restructuring costs. Excluding the impact of own credit, the cost: net income ratio was 65% (2009: 61%) and compensation costs represented 43% of income (2009: 33%).

Total assets increased 7% to £1,095bn (2009: £1,019bn). The increase reflected the net depreciation in the value of Sterling relative to other currencies in which our assets are denominated, growth in reverse repurchase trading and an increase in the liquidity pool to £154bn (2009: £127bn). Assets contributing to adjusted gross leverage increased 8% to £668bn (2009: £618bn). Risk weighted assets increased 6% to £191bn (2009: £181bn) due to changes in methodology and the impact of foreign exchange rate movements, offset by reductions resulting from capital

 

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Income statement information

      

Net interest income

     1,121        1,598        1,724   

Net fee and commission income

     3,347        3,001        1,429   

Net trading income

     8,377        7,185        1,506   

Net investment income/(loss)

     752        (164     559   

Other income

     3        5        13   

Total income

     13,600        11,625        5,231   

Impairment charges and other credit provisions

     (543     (2,591     (2,423

Net income

     13,057        9,034        2,808   

Operating expenses excluding amortisation of intangible assets

     (8,151     (6,406     (3,682

Amortisation of intangible assets

     (144     (186     (92

Operating expenses

     (8,295     (6,592     (3,774

Share of post-tax results of associates and joint ventures

     18        22        6   

Gains on acquisitions

                   2,262   

Profit before tax

     4,780        2,464        1,302   

Profit/(loss) before tax (excluding own credit)

     4,389        4,284        (361

Balance sheet information

      

Loans and advances to banks and customers at amortised cost

     £149.7bn        £162.6bn        £206.8bn   

Total assets

     £1,094.8bn        £1,019.1bn        £1,629.1bn   

Assets contributing to adjusted gross leverage a

     £668.1bn        £618.2bn        £681.0bn   

Risk weighted assets

     £191.3bn        £181.1bn        £227.4bn   

Liquidity pool

     £154bn        £127bn        £43bn   

Note

a 31st December 2010 uses a revised definition.
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           57   

 

£13,600m

total income

£4,780m

profit before tax

 

 

 

 

management efficiencies. Return on average equity increased to 16% (2009: 9%), return on average tangible equity increased to 17% (2009: 9%) and return on average risk weighted assets increased to 1.6% (2009: 0.8%) reflecting a significant increase in profit before tax. Average DVaR decreased to £53m (2009: £77m), due to lower client activity. Spot DVaR at 31st December 2010 reduced to £48m (2009: £55m).

2009

Barclays Capital profit before tax increased 89% to £2,464m (2008: £1,302m). The substantial increase in income and profit reflected very strong performances in the UK and Europe, and a transformation in the scale and service offering in the US through the integration of the Lehman Brothers North American businesses acquired in September 2008. Profit before tax was struck after credit market write downs of £6,086m (2008: £8,053m), including £4,417m credit market losses (2008: £6,290m) and £1,669m of impairment (2008: £1,763m). The loss on own credit was £1,820m (2008: £1,663m gain).

Income of £11,625m was up 122% (2008: £5,231m), reflecting excellent growth across the client franchise. Top-line income increased 81% to £17,862m (2008: £9,858m). Fixed Income, Currency and Commodities increased 75% and drove the strong increase in trading income following the expansion of the business and the associated increase in client flows. Equities and Prime Services increased 202% driven by the acquisition of the Lehman Brothers North American businesses with particularly strong performances in cash equities and equity derivatives. Investment Banking more than doubled to £2,188m (2008: £1,053m) driven by origination and advisory activity. The cash equity business, along with Investment Banking, drove a significant rise in fee and commission income. Losses in Principal Investments of £143m (2008: income of £299m) contributed to the overall net investment loss of £164m (2008: income of £559m).

Impairment charges of £2,591m (2008: £2,423m) included credit market impairment of £1,669m (2008: £1,763m). Non-credit market related impairment of £922m (2008: £660m) principally related to charges in the portfolio management, global loans and principal investment businesses. Impairment charges declined significantly in the second half of 2009.

Operating expenses increased 75% to £6,592m (2008: £3,774m), reflecting the inclusion of the acquired Lehman business. Compensation costs represented 38% of income, a reduction of 6 percentage points compared to 2008.

Total assets reduced 37% to £1,019.1bn (2008: £1,629.1bn) primarily as a result of derivative balances. There were further reductions in the trading portfolio and lending as well as depreciation in the value of other currencies relative to Sterling. These reductions contributed to an overall decrease of 9% in assets contributing to adjusted gross leverage to £618.2bn (2008: £681.0bn). Risk weighted assets reduced 20% to £181.1bn (2008: £227.4bn) following the reductions in the balance sheet, reclassification of certain securitisation assets to capital deductions and depreciation on the value of other currencies against Sterling, partially offset by a deterioration in credit conditions which increased probabilities of default.

 

Analysis of Total Income    Year ended 31st December  
     2010
£m
    2009
£m
    2008
£m
 
Fixed Income, Currency and Commodities      8,811        13,652        7,789   

Equities and Prime Services

     2,040        2,165        717   

Investment Banking

     2,243        2,188        1,053   

Principal Investments

     239        (143     299   

Top-line income

     13,333        17,862        9,858   

Credit market losses in income

     (124     (4,417     (6,290

Total income (excluding own credit)

     13,209        13,445        3,568   

Own credit

     391        (1,820     1,663   

Total Income

     13,600        11,625        5,231   
 

 

    

2010

 

    

2009

 

    

2008

 

 

Performance Measures

        

Return on average equity

     16%         9%         n/a   

Return on average tangible equity

     17%         9%         n/a   

Return on average risk weighted assets

     1.6%         0.8%         n/a   

Loan loss rate (bps)

     42         115         n/a   

Cost: income ratio

     61%         57%         72%   

Cost: net income ratio

     64%         73%         134%   

Cost: net income ratio (excluding own credit)

     65%         61%         n/a   

Compensation: income ratio (excluding own credit)

     43%         33%         44%   

Other Financial Measures

        

Average DVaR (95%)

     £53m         £77m         £53m   

Average income per employee (000s)

     £548         £515         £281   

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Table of Contents
58            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business continued

 

 

 

Barclays Corporate

Barclays Corporate provides integrated banking solutions to large corporates, financial institutions and multinationals in the UK & Ireland, Continental Europe and New Markets.

Performance

2010

Barclays Corporate recorded a loss before tax of £631m (2009: profit of £157m). An improvement in the result of the profitable UK & Ireland business was more than offset by increased losses in Continental Europe, notably Spain, and New Markets.

Profit before tax in the UK & Ireland increased 16% to £851m. Performance was primarily driven by significantly reduced impairment. Loss before tax in Continental Europe increased £728m to a loss of £870m mainly due to impairments on property and construction exposures in Spain. New Markets recorded a loss before tax of £612m (2009: £433m loss) reflecting the write down of the £243m goodwill relating to Barclays Bank Russia and restructuring costs totalling £119m, including £25m relating to restructuring of the Russian business. These were partially offset by a substantial reduction in impairment charges and tight control of operating expenses.

Total income decreased 7% to £2,974m mainly as a result of lower treasury management income and reduced risk appetite outside the UK. Excluding the 2009 gains on buy-backs of securitised debt of £85m and fair value adjustments in 2010, UK income remained resilient.

Net interest income fell 4% to £2,004m (2009: £2,083m) reflecting lower treasury management income and higher funding charges in Continental Europe and reduced average asset balances in New Markets. UK & Ireland net interest income increased 3% (£36m), with higher deposit income reflecting strong growth in balances, offset by reduced demand for lending and higher funding costs. Barclays Corporate net interest margin decreased 12bps to 153bps (2009: 165bps).

Non-interest related income decreased 12% to £970m. Net fees and commissions fell 9% to £910m (2009: £1,002m) driven by lower debt fees and treasury income.

Net trading income increased to £80m (2009: £18m) mainly as a result of loan fair value adjustments in the UK. Net investment loss decreased to £32m (2009: £46m) reflecting reduced write downs in venture capital investments.

Other income decreased to £12m (2009: £39m) due to lower operating lease income.

Impairment charges increased to £1,696m (2009: £1,558m), primarily in Spain where a £630m increase to £898m was driven by depressed market conditions in the property and construction sector, including some significant single name cases. This was partly offset by an improvement of £302m in UK & Ireland reflecting lower default rates and fewer insolvencies; and an improvement in New Markets of £206m, including £130m in the retail book. Loan loss rates increased to 226bps (2009: 211bps).

Operating expenses grew 30% to £1,907m (2009: £1,466m), reflecting the write down of the £243m of goodwill relating to Barclays Bank Russia and associated restructuring costs of £25m, as well as previously announced restructuring costs of £94m in other geographies within New Markets (predominantly relating to Indonesia), higher pension costs in the UK, and increased investment spend as Barclays Corporate continues to invest in its infrastructure to deliver leading product and superior client service capabilities.

Total average lending fell 8% to £69.8bn (2009: £75.7bn). In the UK, this was due to reduced utilisation of overdraft facilities and reduced demand in asset based lending. There was strong growth in total average customer accounts which grew 21% to £60.9bn, mostly within the UK & Ireland, as a result of significant increases in current account balances and deposits benefiting from product innovation. As a result, the balance between loans and deposits, including banks, in the UK & Ireland moved by £8bn to surplus deposits of £2.4bn.

Risk weighted assets fell 8% to £70.8bn (2009: £76.9bn) reflecting lower levels of customer assets across the business and improvements in the credit quality of the UK portfolio.

 

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Income statement information

      

Net interest income

     2,004        2,083        1,934   

Net fee and commission income

     910        1,002        904   

Net trading income

     80        18        11   

Net investment income/(loss)

     (32     (46     23   

Gains on debt buy-backs and extinguishments

            85          

Other income

     12        39        120   

Total income

     2,974        3,181        2,992   

Impairment charges and other credit provisions

     (1,696     (1,558     (593

Net income

     1,278        1,623        2,399   

Operating expenses excluding amortisation of intangible assets and goodwill impairment

     (1,616     (1,430     (1,310

Amortisation of intangible assets

     (48     (36     (19

Goodwill impairment

     (243              

Operating expenses

     (1,907     (1,466     (1,329

Share of post-tax results of associates and joint ventures

     (2            (2

(Loss)/profit before tax

     (631     157        1,068   

Balance sheet information

      

Loans and advances to customers at amortised cost

     £65.7bn        £70.7bn        £79.8bn   

Loans and advances to customers at fair value

     £14.4bn        £13.1bn        £13.0bn   

Customer accounts

     £71.0bn        £66.3bn        £60.9bn   

Total assets

     £85.7bn        £88.8bn        £98.5bn   

Risk weighted assets

     £70.8bn        £76.9bn        £82.8bn   
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           59   

 

£2,974m

total income

£631m

loss before tax

 

 

 

 

Negative returns on average equity, average tangible equity and average risk weighted assets in 2010 were the result of the increased losses in Continental Europe and New Markets, which more than offset the improved profitability of UK & Ireland.

2009

Barclays Corporate recorded a profit before tax of £157m (2008: £1,068m). Profits in the UK & Ireland were partially offset by losses within Continental Europe and New Markets.

Profit before tax in the UK & Ireland decreased by 31% to £732m. Performance was primarily driven by significantly increased impairment charges. Profit before tax in Continental Europe decreased by £195m to a loss of £142m driven by impairment on property exposures in Spain partially offset by strong income growth across all countries. New Markets recorded a loss before tax of £433m (2008: £49m loss) reflecting significantly increased impairment charges and continued investment across the business.

Total income increased 6% to £3,181m reflecting strong performance from net fees and commissions offsetting lower net investment income in the UK. In Continental Europe and New Markets income increased significantly due to exceptionally strong growth in net interest income.

Net interest income increased 8% to £2,083m (2008: £1,934m) reflecting an improvement in asset margins of 11bps to 165bps (2008: 154bps). Deposit margin fell 27 bps to 1.10% (2008: 1.37%) reflecting the fall in UK base rate and margin compression in Continental Europe. UK & Ireland net interest income was steady, with the benefit of increased average lending balances and higher deposit volumes offset by margin compression in the deposit book of £171m. Continental Europe net interest income increased 25% while New Markets increased by 26%.

Non-interest related income increased 4% to £1,098m. Net fees and commissions increased 11% to £1,002m (2008: £904m) driven by debt fees, trade guarantees and other fee income.

Net trading income increased to £18m (2008: £11m) and net investment income decreased to a loss of £46m (2008: profit of £23m) as a result of investment write downs and fewer opportunities for equity realisation within the current market environment.

Other income grew 3% to £124m (2008: £120m) reflecting increased income from the repurchase of securitised debt issued of £85m (2008: £24m), partially offset by lower rental income from operating leases of £21m (2008: £29m). 2008 income included a £39m gain from the restructuring of Barclays interest in a third-party finance operation.

Impairment charges increased to £1,558m (2008: £593m) reflecting worsening economic conditions across all areas. UK impairment significantly deteriorated reflecting the impact of the economic recession, continued pressure on corporate liquidity, rising default rates and lower asset values. Continental Europe impairment is primarily driven by an increased charge in Spain reflecting depressed market conditions in the property and construction sector. New Markets impairment was mainly driven by India and UAE reflecting challenging economic conditions.

Operating expenses grew 10% to £1,466m (2008: £1,329m), reflecting continued investment in New Markets and business expansion in Continental Europe. UK costs fell 4% driven by tightly managed discretionary costs and a £94m one-off credit for the closure of the UK final salary pensions scheme partially offset by an increase in pension costs of £65m and the non-recurrence of property credits.

Total average lending grew 6% to £75.7bn (2008: £71.5bn) reflecting our continuing commitment to lend to viable business in the UK, along with business expansion outside the UK. Total average customer deposits grew 9% to £50.5bn (2008: £46.5bn) benefiting from ongoing product initiatives.

Total assets fell 10% to £88.8bn (2008: £98.5bn) mostly driven by reduced overdraft borrowings and lower volumes in the Asset and Sales Finance business in the UK. Risk weighted assets fell by 7% to £76.9bn (2008: £82.8bn) reflecting reduced levels of balance sheet commitments in the UK foreign exchange rate impact and balance sheet reduction in Continental Europe and New Markets.

 

 

    

2010

 

    

2009

 

    

2008

 

 

Performance measures

        

Return on average equity

     (8%)         2%         n/a   

Return on average tangible equity

     (9%)         2%         n/a   

Return on average risk weighted assets

     (0.8%)         0.1%         n/a   

Loan loss rate (bps)

     226          211         n/a   

Cost: income ratio

     64%          46%         44%   

Cost: net income ratio

     149%          90%         55%   

 

Income Statement Information           2010                          2009 a                
Year Ended 31st December   

UK &

Ireland

£m

   

Continental

Europe

£m

   

New

Markets

£m

   

Total

£m

   

UK &

Ireland

£m

   

Continental

Europe

£m

   

New

Markets

£m

   

Total

£m

 

Income

     2,313        394        267        2,974        2,380        466        335        3,181   

Impairment charges and other credit provisions

     (468     (1,063     (165     (1,696     (770     (417     (371     (1,558

Operating expenses

     (992     (201     (714     (1,907     (878     (191     (397     (1,466

Share of post-tax results of associates and joint ventures

     (2                   (2                            

Profit/(loss) before tax

     851        (870     (612     (631     732        (142     (433     157   

 

Note   

a   

  2009 figures have been revised to reflect the transfer from UK & Ireland to Continental Europe of the Italian business, IVECO (representing £59m loss before tax)   

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Table of Contents
60            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business continued

 

 

 

Barclays Wealth

Barclays Wealth is the wealth management division of Barclays. It focuses on private and intermediary clients worldwide, providing international and private banking, investment management, fiduciary services and brokerage. It has offices in Europe, North America, Asia and Africa.

Performance

2010

Barclays Wealth profit before tax increased 14% to £163m (2009: £143m).

Income increased 18% to £1,560m (2009: £1,322m) principally from growth in the High Net Worth businesses and higher attributable net interest income from the revised internal funds pricing mechanism.

Net interest income increased 35% to £678m (2009: £503m), mostly due to changes in internal funds pricing which gives credit for the behaviourally long-term deposits held by Barclays Wealth. The net interest margin increased to 122bps (2009: 102bps). (This reflects the increase in the liabilities margin from 96bps to 129bps as well as the reduction in the asset margin from 101bps to 81bps. Customer accounts grew 17% to £44.8bn (2009: £38.4bn) and loans and advances to customers grew 24% to £16.1bn (2009: £13.0bn).

Net fee and commission income increased 10% to £869m (2009: £792m) primarily driven by higher transactional activity with High Net Worth clients.

Impairment charges reduced to £48m (2009: £51m).

Operating expenses increased 19% to £1,349m (2009: £1,129m). This was principally due to the impact of the growth in High Net Worth business revenues on staff and infrastructure costs and the start of Barclays Wealth’s strategic investment programme. Expenditure in this programme was £33m in the first half of 2010 and £79m for the second half. This programme is focused on hiring client-facing staff to build productive capacity and investment in the facilities and technology required to develop our delivery to clients.

Total client assets, comprising customer deposits and client investments, were £163.9bn (2009: £151.2bn) with underlying net new asset inflows of £6bn. Risk weighted assets increased 9% to £12.4bn (2009: £11.4bn) reflecting growth in loans and advances, impact of exchange rate movements and collateral management.

Stable returns on average equity and average tangible equity, and the improved return on average risk weighted assets reflected the strong performance of the business offset by the cost of strategic investment and the increase in capital allocation.

2009

Barclays Wealth profit before tax reduced 79% to £143m (2008: £671m). The reduction in profit was principally due to the sale of the closed life assurance business in 2008 (2008: profit before tax of £104m and profit on disposal of £326m). Results were also affected by the integration of Lehman Brothers North American businesses (Barclays Wealth Americas), which made a loss of £39m.

Total income increased 1% to £1,322m (2008: £1,312m).

 

 

     2010     2009     2008  
     £m     £m     £m  

Income statement information

      

Net interest income

     678        503        485   

Net fee and commission income

     869        792        709   

Net trading income/(loss)

     11        7        (11

Net investment income/(loss)

     2        13        (333

Net premiums from insurance contracts

                   136   

Other income

            7        26   

Total income

     1,560        1,322        1,012   

Net claims and benefits incurred on insurance contracts

                   300   

Total income net of insurance claims

     1,560        1,322        1,312   

Impairment charges and other credit provisions

     (48     (51     (44

Net income

     1,512        1,271        1,268   

Operating expenses excluding amortisation of intangible assets

     (1,320     (1,105     (907

Amortisation of intangible assets

     (29     (24     (16

Operating expenses

     (1,349     (1,129     (923

Profit on disposal of subsidiaries, associates and joint ventures

            1        326   

Profit before tax

     163        143        671   

Balance sheet information

      

Loans and advances to customers

     £16.1bn        £13.0bn        £11.4bn   

Customer accounts

     £44.8bn        £38.4bn        £42.3bn   

Total assets

     £17.8bn        £14.9bn        £13.2bn   

Risk weighted assets

     £12.4bn        £11.4bn        £10.3bn   
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           61   

 

£1,560m

total income

£163m

profit before tax

 

 

 

 

Net interest income increased 4% to £503m (2008: £485m) reflecting growth in customer lending. Average lending grew 26% to £12.3bn (2008: £9.7bn). Assets margin reduced to 1.01% from 1.04%. Average 2009 deposits were in line with the prior year (2008: £37.2bn) with a stable liabilities margin of 0.96% (2008: 0.95%).

Net fee and commission income increased by 12% to £792m (2008: £709m) driven by Barclays Wealth Americas.

The movements in net trading income, net investment income, net premiums from insurance contracts and net claims and benefits incurred under insurance contracts were due to the sale of the closed life assurance business in October 2008.

Impairment charges increased 16% to £51m (2008: £44m). This increase reflected the impact of the economic environment in 2009 on client liquidity and collateral values and the substantial increase in the loan book over the period from 2008 to 2009.

Operating expenses increased 22% to £1,129m (2008: £923m) principally reflecting the impact of the acquisition of Barclays Wealth Americas partially offset by the impact of the disposal of the closed life business in 2008.

Total client assets, comprising customer accounts and client investments were £151.2bn (31st December 2008: £145.0bn) with underlying net new asset inflows of £3bn.

 

 

    

2010

 

    

2009

 

    

2008

 

 

Performance Measures

        

Return on average equity

     9%         9%         n/a   

Return on average tangible equity

     14%         14%         n/a   

Return on average risk weighted assets

     1.2%         1.1%         n/a   

Loan loss rate (bps)

     29         38         n/a   

Cost: income ratio

     86%         85%         70%   

Other Financial Measures

        

Total client assets

     £163.9bn         £151.2bn         £145.0bn   

Average net income per employee (000s)

     £201         £168         £175   

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62            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Financial review

Analysis of results by business continued

 

 

 

Investment Management

Investment Management manages the Group’s 19.9% economic interest in BlackRock, Inc. and the residual elements relating to Barclays Global Investors, which was sold on 1st December 2009.

Performance

2010

Investment Management profit before tax of £67m (2009: £22m) principally reflected dividend income from the 19.9% holding in BlackRock, Inc., which was acquired as part of the consideration for the sale of Barclays Global Investors on 1st December 2009.

Total assets as at 31st December 2010 of £4.6bn (2009: £5.4bn) reflected the fair value of the Group’s investment in 37.567 million BlackRock, Inc. shares.

The available for sale reserve impact of £1.1bn relating to this investment as at 31st December 2010 resulted in an adverse impact of approximately 20bps in the Core Tier 1 ratio over the year. The offsetting appreciation in the shares’ US Dollar value against Sterling of £0.3bn was hedged by foreign exchange instruments.

The holding was assessed for impairment by the Group as at 31st December 2010. This analysis identified that the reduction in fair value from the original acquisition value was not significant or prolonged in the light of an increase in share price through the second half of the year and ongoing price volatility and, as such, no impairment was recognised.

2009

Investment Management’s 2009 results reflect the continuing operations of BGI. These consist of residual obligations under the cash support arrangements and associated liquidity support charges. Profit before tax on continuing operations for 2009 increased by £368m to £22m (2008: £346m loss) primarily due to lower liquidity support charges.

Total assets as at 31st December 2009 of £5.4bn reflected the fair value of the Group’s investment in 37.567 million of BlackRock, Inc. shares.

 

 

     2010     2009     2008  
     £m     £m     £m  

Income statement information

      

Net interest (expense)/income

     (6     10        (38

Net fee and commission income/(expense)

     4        (2     1   

Net trading (loss)/income

     (19     20        (4

Net investment income/(loss)

     100        11        (29

Other (loss)/income

     (1     1        (2

Total income

     78        40        (72

Operating expenses

     (11     (17     (274

Loss on disposal of subsidiaries, associates and joint ventures

            (1       

Profit before tax

     67        22        (346

Balance Sheet Information

                        

Total assets

     £4.6bn        £5.4bn        n/a   

Risk weighted assets

     £0.1bn        £0.1bn        n/a   
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           63   

 

 

 

 

Head Office Functions and Other Operations

Head Office Functions and Other Operations comprise head office and central support functions, businesses in transition and consolidation adjustments.

Performance

2010

Head Office Functions and Other Operations loss before tax increased £209m to a loss of £759m (2009: loss of £550m). The results for 2009 reflected a net gain on debt buy-backs of £1,164m, while 2010 benefited notably from a significant decrease in the costs of the central funding activity and a reclassification of profit from the currency translation reserve.

Group segmental reporting is consistent with internal reporting to the Executive Committee and the Board, with inter-segment transactions being recorded in each segment as if undertaken on an arm’s length basis. Adjustments necessary to eliminate inter-segment transactions are included in Head Office Functions and Other Operations.

Gilts held as part of the structural hedge portfolio were disposed of during the year realising net gains of approximately £500m, which were distributed out to the businesses through net interest income as part of the allocation of the share of the benefit of Group equity. In Head Office Functions and Other Operations these gains were recognised in net investment income.

Income decreased to a loss of £178m (2009: income of £28m). Net interest income improved to £35m (2009: £507m expense) with a significant decrease in the costs of the central funding activity as the money market dislocations eased. In addition, an increase of £336m from the reclassification consolidation adjustment on hedging derivatives from net trading loss was more than offset by the allocation to the businesses of the profit on disposal of gilts. Net fee and commission expense improved to £389m (2009: £418m) reflecting increases in fees for structured capital market activities to £239m (2009: £191m) partially offset by a reduction in fees paid to Barclays Capital for debt and equity raising and risk management advice to £73m (2009: £174m). Net trading loss increased

to £434m (2009: £291m) due to the reclassification to net interest income partially offset by the repatriation of capital from overseas leading to a reclassification of £265m of profit from the currency translation reserve to the income statement. Net investment income increased to £491m (2009: loss of £34m) predominantly due to the gains on disposal of gilts.

Operating expenses increased to £579m (2009: £570m) principally due to payment of a £194m settlement to US regulators in resolution of the investigation into Barclays compliance with US economic sanctions (see page 228), partially offset by a reduction in the bank payroll tax charge to £96m (2009: £225m) and a reduction of £59m in Financial Services Compensation Scheme charges.

Total assets increased to £20.9bn (2009: £6.4bn), largely due to a £7.4bn net increase in gilts held for the equity structural hedge and £6.8bn of covered bonds and other notes.

2009

Head Office Functions and Other Operations loss before tax reduced to £550m (2008: loss of £858m).

Total income increased to £28m (2008: loss of £377m). Net interest income decreased to a loss of £507m (2008: income of £182m) primarily due to an increase in costs in central funding activity. Net fees and commission expense decreased to £418m (2008: £486m) reflecting adjustments to eliminate inter-segmental transactions, offset by increases in fees for structured capital market activities to £191m (2008: £141m) and in fees paid to Barclays Capital for debt and equity raising and risk management advice to £174m (2008: £151m). Other income increased £1,160m to £1,186m (2008: £26m), primarily reflecting gains on debt buy-backs and extinguishments.

Operating expenses increased to £570m (2008: £451m) reflecting a UK bank payroll tax charge of £190m (2008: £nil), partially offset by a reduction of £55m in the costs relating to an internal review of Barclays compliance with US economic sanctions to £33m (2008: £88m).

Total assets increased to £6.4bn (2008: £3.1bn).

 

 

     2010     2009     2008  
     £m     £m     £m  

Income statement information

      

Net interest income/(expense)

     35        (507     182   

Net fee and commission expense

     (389     (418     (486

Net trading loss

     (434     (291     (245

Net investment income/(loss)

     491        (34     27   

Net premiums from insurance contracts

     79        92        119   

Gains on debt buy-backs and extinguishments

            1,164          

Other income

     39        22        26   

Total (loss)/income

     (179     28        (377

Net claims and benefits incurred under insurance contracts

     1                 

Total (loss)/income net of insurance claims

     (178     28        (377

Impairment charges and other credit provisions

     (2     (16     (30

Net (loss)/income

     (180     12        (407

Operating expenses

     (579     (570     (451

Share of post-tax results of associates and joint ventures

            1          

Profit on disposal of associates and joint ventures

            7          

Loss before tax

     (759     (550     (858

Balance sheet information

                        

Total assets

     £20.9bn        £6.4bn        £3.1bn   

Risk weighted assets

     £0.6bn        £0.9bn        £0.4bn   

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64            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

 

 

 

 


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Risk management

Barclays risk management strategy

 

 

Barclays has clear risk management objectives and a well-established strategy to deliver them, through core risk management processes.

 

At a strategic level, our risk management objectives are:

 

–    To identify the Group’s significant risks.

 

–    To formulate the Group’s Risk Appetite and ensure that business profile and plans are consistent with it.

 

–    To optimise risk/return decisions by taking them as closely as possible to the business, while establishing strong and independent review and challenge structures.

 

–    To ensure that business growth plans are properly supported by effective risk infrastructure.

 

–    To manage risk profile to ensure that specific financial deliverables remain possible under a range of adverse business conditions.

 

–    To help executives improve the control and co-ordination of risk taking across the business.

 

The Group’s approach is to provide direction on: understanding the principal risks to achieving Group strategy; establishing Risk Appetite; and establishing and communicating the risk management framework. The process is then broken down into five steps: identify, assess, control, report, and manage/challenge. Each of these steps is broken down further, to establish end to end activities within the risk management process and the infrastructure needed to support it (see panel below). The Group’s risk management strategy is broadly unchanged from 2009.

     

Assigning responsibilities

 

Responsibility for risk management resides at all levels within the Group, from the Board and the Executive Committee down through the organisation to each business manager and risk specialist. Barclays distributes these responsibilities so that risk/return decisions are taken at the most appropriate level; as close as possible to the business, and subject to robust and effective review and challenge. The responsibilities for effective review and challenges reside with senior managers, risk oversight committees, Barclays Internal Audit, the independent Group Risk function, the Board Risk Committee and, ultimately, the Board.

 

The Board is responsible for approving Risk Appetite (see page 69), which is the level of risk the Group chooses to take in pursuit of its business objectives. The Chief Risk Officer regularly presents a report to the Board summarising developments in the risk environment and performance trends in the key portfolios. The Board is also responsible for the Internal Control and Assurance Framework (Group Control Framework). It oversees the management of the most significant risks through the regular review of risk exposures and related key controls. Executive management responsibilities relating to this are set via the Group’s Principal Risks Policy.

 

The Board Risk Committee (BRC) monitors the Group’s risk profile against the agreed appetite. Where actual performance differs from expectations, the actions being taken by management are reviewed to ensure that the BRC is comfortable with them. After each meeting, the Chair of the BRC prepares a report for the next meeting of the Board. Barclays first established a separate Board Risk Committee in 1999 and all members are non-executive directors. The Finance Director and the Chief Risk Officer attend each meeting as a matter of course and the Chief Risk Officer has a dotted reporting line to the Chair. The BRC receives regular and comprehensive reports on risk methodologies and the Group’s risk profile including the key issues affecting each business portfolio and forward risk trends. The Committee also commissions in-depth analyses of significant risk topics, which are presented by the Chief Risk Officer or senior risk managers in the businesses. The Chair of the Committee prepares a statement each year on its activities (see pages 163 and 164).

 

Steps   Activity

Identify

 

 

 

 

Establish the process for identifying and understanding business-level risks.

 

Assess

 

 

 

 

Agree and implement measurement and reporting standards and methodologies.

 

Control

    Establish key control processes and practices, including limit structures,
    impairment allowance criteria and reporting requirements.
    Monitor the operation of the controls and adherence to risk direction and limits.
    Provide early warning of control or appetite breaches.
     

Ensure that risk management practices and conditions are appropriate for the

business environment.

 

Report

    Interpret and report on risk exposures, concentrations and risk-taking outcomes.
    Interpret and report on sensitivities and Key Risk Indicators.
   

 

 

Communicate with external parties.

 

Manage and

    Review and challenge all aspects of the Group’s risk profile.

Challenge

    Assess new risk-return opportunities.
    Advise on optimising the Group’s risk profile.
 

 

 

Review and challenge risk management practices.

 

 


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The Board Audit Committee receives quarterly reports on control issues of significance and a half-yearly review of the adequacy of impairment allowances, which it reviews relative to the risk inherent in the portfolios, the business environment, the Group’s policies and methodologies and the performance trends of peer banks. The Chair of the Board Audit Committee also sits on the Board Risk Committee. See pages 160 to 162 for additional details on the membership and activities of the Board Audit Committee.

The Board Remuneration Committee receives advice from the Board Risk Committee on the management of remuneration risk, including advice on the setting of performance objectives in the context of incentive packages.

Summaries of the relevant business, professional and risk management experience of the Directors of the Board are given on pages 9 to 11. The terms of reference for each of the principal Board Committees are available from the Corporate Governance section at: www.aboutbarclays.com.

The Chief Risk Officer is a member of the Executive Committee and has overall day to day accountability for risk management under delegated authority from the Finance Director. The Finance Director must consult the Chairman of the Board Risk Committee in respect of the Chief Risk Officer’s performance appraisal and compensation as well as all appointments to or departures from the role.

 

 

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Risk management

Barclays risk management strategy continued

 

 

The Chief Risk Officer manages the independent Group Risk function and chairs the Group Risk Oversight Committee, which monitors the Group’s risk profile relative to established risk appetite. Reporting to the Chief Risk Officer, and working in the Group Risk function, are risk-type heads for: retail credit risk, wholesale credit risk, market risk, operational risk, financial crime risk and capital demand. Along with their teams, the risk-type heads are responsible for establishing a Group wide framework for risk control framework and oversight. These risk-type teams liaise with each business as part of the monitoring and management processes.

In addition, each business unit has an embedded risk management function, headed by a business risk director. Business risk directors and their teams are responsible for assisting business heads in the

 

identification and management of their business risk profiles and for implementing appropriate controls. These teams also assist Group Risk in the formulation of Group policies and their implementation across the businesses. The business risk directors report jointly to their respective business heads and to the Chief Risk Officer.

The risk type heads within the central Group Risk function and the business risk directors within the business units report to the Chief Risk Officer and are members of the Group Risk Oversight Committee.

For further details on the management of each of the principal risks see pages 74 to 81.

 

 

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Note

a Reporting lines effective from January 2011, previously reported to the Group Finance Director.
 
 


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Internal Audit is responsible for the independent review of risk management and the control environment. Its objective is to provide reliable, valued and timely assurance to the Board and Executive Management over the effectiveness of controls, mitigating current and evolving high risks and in so doing enhancing the controls culture within the Group. The Board Audit Committee reviews and approves Internal Audit’s plans and resources, and evaluates the effectiveness of Internal Audit.

An assessment by external advisers is also carried out periodically. In addition to the Committees shown in the chart, there is a Brand and Reputation Committee reviewing emerging issues with potentially significant reputational impact.

Risk management responsibilities are laid out in the Principal Risks Policy, which covers the categories of risk in which the Group has its most significant actual or potential risk exposures.

The Principal Risks Framework:

 

creates clear ownership and accountability;

 

ensures the Group’s most significant risk exposures are understood and managed in accordance with agreed risk appetite (for financial risks) and risk tolerances (for non-financial risks); and

 

ensures regular reporting of both risk exposures and the operating effectiveness of controls.

Each of the Principal Risks, which are set out on pages 74 to 81, is owned by a senior individual within Barclays, known as the Group Principal Risk Owner (GPRO). The GPRO is required to document, communicate and maintain a risk control framework which makes clear the mandated control requirements in managing exposures to that Principal Risk, for every business across the firm.

These control requirements are given further specification, according to the business unit or risk type, to provide a complete and appropriate system of internal control.

Business unit and Group centre function heads are responsible for obtaining ongoing assurance that the controls they have put in place to manage the risks to their business objectives are operating effectively. Six-monthly reviews support the regulatory requirement for the Group to make a statement about its system of internal controls (the ‘Turnbull’ statement), in the Annual Report and Accounts.

GPROs report their assessments of the risk exposure and control effectiveness to Group-level oversight committees. Their assessments form the basis of the reports that go to the Board Risk Committee.

 

Risk Appetite

Risk Appetite is defined as the level of risk that Barclays is prepared to sustain whilst pursuing its business strategy, recognising a range of possible outcomes as business plans are implemented. Barclays framework combines a top-down view of its capacity to take risk with a bottom-up view of the business risk profile associated with each business area’s medium term plans. The appetite is ultimately approved by the Board.

The Risk Appetite framework consists of two elements: ‘Financial Volatility’ and ‘Mandate & Scale’.

Taken as a whole, the Risk Appetite framework provides a basis for the allocation of risk capacity across Barclays Group.

Financial Volatility

Financial Volatility is defined as the level of potential deviation from expected financial performance that Barclays is prepared to sustain at relevant points on the risk profile.

The Board sets the Group’s financial volatility risk appetite in terms of broad financial objectives (ie ‘top down’) on through the cycle, 1 in 7 and 1 in 25 severity levels. The Group’s risk profile is assessed via a ‘bottom-up’ analysis of the Group’s business plans to establish the financial volatility. If the projections entail too high a level of risk (i.e breach the top-down financial objectives at the through the cycle, 1 in 7 or 1 in 25 level), management will challenge each area to rebalance the risk profile to bring the bottom-up risk appetite back within top-down appetite. Performance against Risk Appetite usage is measured and reported to the Executive Committee and the Board regularly throughout the year.

To measure the risk entailed by the business plans, management estimates the potential earnings volatility from different businesses under various scenarios, represented by severity levels:

 

expected loss: the average losses based on measurements over many years

 

1 in 7 (moderate) loss: the worst level of losses out of a random sample of 7 years

 

1 in 25 (severe) loss: the worst level of losses out of a random sample of 25 years
 

 

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Risk management

Barclays risk management strategy continued

 

 

These potentially larger but increasingly less likely levels of loss are illustrated in the Risk Appetite concepts chart above. Since the level of loss at any given probability is dependent on the portfolio of exposures in each business, the statistical measurement for each key risk category gives the Group clearer sight and better control of risk-taking throughout the enterprise. Specifically, Barclays believes that this framework enables it to:

 

Improve management confidence and debate regarding the Group’s risk profile

 

Re-balance the risk profile of the medium-term plan where breaches are indicated, thereby achieving a superior risk-return profile

 

Identify unused risk capacity, and thus highlight the need to identify further profitable opportunities

 

Improve executive management control and co-ordination of risk-taking across businesses

Mandate & Scale

The second element to the setting of risk appetite in Barclays is an extensive system of Mandate & Scale limits, which is a risk management approach that seeks to formally review and control business activities to ensure that they are within Barclays mandate (i.e. aligned to the expectations of external stakeholders), and are of an appropriate scale (relative to the risk and reward of the underlying activities). Barclays achieves this by using limits and triggers to avoid concentrations which would be out of line with external expectations, and which may lead to unexpected losses of a scale that would be detrimental to the stability of the relevant business line or of the Group. These limits are set by the independent Risk function, formally monitored each month and subject to Board-level oversight.

For example, in our commercial property finance portfolios, a comprehensive series of limits are in place to control exposure within each business and geographic sector. To ensure that limits are aligned to the underlying risk characteristics, the Mandate & Scale limits differentiate between types of exposure. There are, for example, individual limits for property investment and property development and for senior and subordinated lending. Since the onset of the global economic downturn, these limits have been reduced significantly and the frequency of review has been increased. The Group’s exposure to Ireland has been restricted through the recent reduction in Mandate & Scale limits.

Barclays uses the Mandate & Scale framework to:

 

Limit concentration risk

 

Keep business activities within Group and individual business mandate

 

Ensure activities remain of an appropriate scale relative to the underlying risk and reward

 

Ensure risk-taking is supported by appropriate expertise and capabilities

As well as Group-level Mandate & Scale limits, further limits are set by risk managers within each business unit, covering particular portfolios.

Risk Appetite and Stress Testing

Stress testing occurs throughout the Bank and it helps to ensure that our medium term plan has sufficient flexibility to remain appropriate over a multi-year time horizon during times of stress.

Stress testing allows us to analyse a specific potential economic scenario or event using defined macro and market based parameters. The results of a stress test, whether at a Group or business level, will produce an output which could be compared to a point in the curve of our Financial Volatility based statistical outcomes, although stress tests are scenario based and as such are not calibrated to a specific confidence level.

Given that the stress testing, Risk Appetite, and medium term planning timelines are all aligned, the outputs of stresses are used by risk functions throughout the Group to inform Risk Appetite (particularly at a business level). The outputs of stresses also feed into the setting of Mandate & Scale limits. For example, via the use of primary and secondary stresses in Market Risk, we identify and limit the scale of risks that DVaR would not automatically capture.

Reverse stress testing also supports our Risk Appetite framework. Reverse stress testing starts with defining a worst case set of metrics and deduces a scenario that could theoretically cause that situation to occur. This will help to ensure that we understand the tail risks across our books and explain what would have to happen to generate a change in strategy. Group reverse stress testing also identifies risks that in one business alone would not have been sufficient to be a critical event, thereby complementing the Financial Volatility and Mandate & Scale processes.

For further information on stress testing see page 72.

 
 


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Modelling of risk

Barclays makes extensive use of quantitative estimates of the risks it takes in the course of its business. Risk models are used in a wide range of decisions, from credit grading, pricing and approval to portfolio management, risk appetite setting, economic capital allocation and regulatory capital calculations. The types of risks that are covered by such models include credit, market and operational risks.

The Group has a wide range of models in use, covering estimations of Probability of Default (PD), Exposure at Default (EAD) and Loss Given Default, (LGD) as well as many other types of risk besides credit risk. The models are developed and owned by each business unit. To minimise the risk of loss through model failure, the Group Model Risk Policy (GMRP) was developed. It is managed by the independent Group Risk function and is reviewed annually.

The GMRP helps reduce the potential for model failure by setting Group wide minimum standards for the model development and implementation process. The GMRP also sets the governance processes for models across the Group, which allows model performance and risk to be monitored, and seeks to identify and escalate any potential problems at an early stage.

To ensure that the governance process is effective, and that management time is focused on the more material models, each model is provided with a materiality rating. The GMRP defines the materiality ranges for all model types, based on an assessment of the impact to the Group in the event of a model error. The final level of model sign-off is based on materiality, with all of a business unit’s models initially being approved in business unit committees. The more material models are also approved at the Group Material Models Technical Committee, and the most material models require further approval by the Executive Models Committee, a subcommittee of Group Executive Committee. This process ensures that the most significant models are subject to the most rigorous review, and that senior management has a good understanding of the most material models in the Group. Although the final level of model sign-off will vary, depending on model materiality, the standards required by the GMRP do not change with the materiality level.

The GMRP also sets detailed standards that a model must meet during development and subsequent use. For new models, documentation must be sufficiently detailed to allow an expert to understand all aspects of model development such that they could reproduce the model. It must include a description of the data used for model development, the methodology used (and the rationale for choosing such a methodology), a description of any assumptions made, and details of the strengths and weaknesses of the model.

All new models are subject to validation and independent review before they can be signed off for implementation. The model validation exercise must demonstrate that the model is fit for purpose and provides accurate estimates. The independent review ensures that the model development has followed a robust process and that the standards of the GMRP have been met, as well as ensuring that the model satisfies business and regulatory requirements. In addition, the most material models are subject to independent review by Group Risk. Once implemented, all models are subject to post-implementation review. This confirms that the model has been implemented correctly and behaves as predicted.

The GMRP also sets the requirements for ongoing performance monitoring and the annual review process. Once implemented, all models within the Group are subject to ongoing performance monitoring to ensure that any deficiencies are identified early, and that remedial action can be taken before the decision-making process is affected. As part of this process, model owners set performance triggers and define appropriate actions for their models in the event that a trigger level is breached.

In addition to regular monitoring, models are subject to an annual validation process to ensure that they will continue to perform as expected, and that assumptions used in model development are still appropriate. In line with initial sign-off requirements, annual validations are also formally reviewed at the appropriate technical committee.

Within Barclays Capital, where models are used to value positions within the trading book, the positions are subject to regular independent price testing which covers all trading positions. Prices are compared with direct external market data where possible. When this is not possible, more analytic techniques are used, such as industry consensus pricing services.

 

 

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Risk management

Barclays risk management strategy continued

 

 

These services enable peer banks to compare structured products and model input parameters on an anonymous basis. The conclusions and any exceptions to this exercise are communicated to senior levels of business management.

Externally developed models are subject to the same governance standards as internal models, and must be approved for use following the validation and independent review process. External models are also subject to the same standards for ongoing monitoring and annual validation requirements.

Stress testing

A fundamental duty of risk management is to ensure that organisations do not neglect to prepare for the worst event as they plan for success. Stress testing helps Barclays to understand how its portfolios would react if business conditions became significantly more challenging. We generate specific forward-looking scenarios and analyse how well our profitability would be maintained, whether our levels of capital would be adequate and what managers could do in advance to mitigate the risk.

Barclays uses stress testing techniques at Group, portfolio and product level and across a range of risk types. For example, portfolio management in the US cards business employs stressed assumptions of unemployment to determine profitability hurdles for new accounts. In the UK mortgage business, affordability thresholds incorporate stressed estimates of interest rates.

In the Investment Banking division, global scenario testing is used to gauge potential losses that could arise in conditions of extreme market stress. Stress testing is also conducted on positions in particular asset classes, including interest rates, commodities, equities, credit and foreign exchange.

At the Group level, stress tests capture a wide range of macroeconomic variables that are relevant to the current environment, such as:

 

GDP;

 

unemployment;

 

asset prices; and

 

interest rates.

 

Note

a On 7th February 2011 CEBS was renamed the European Banking Authority

The Board Risk Committee agrees the range of scenarios to be tested and the independent Group Risk function co-ordinates the process, using bottom-up analysis performed by the businesses. The results of the stress tests are presented to the Executive Committee, the Board Risk Committee, the Board and the UK Financial Services Authority (FSA).

In 2010, the range of stress scenarios included the stress test set out by the FSA as part of its assessment of the Group’s resilience to stressed credit risk, market risk and economic conditions over a five-year period. This stress scenario analysis took into account a wide range of factors, including:

 

The Group’s revenue generation potential given stressed macroeconomic variables such as GDP and interest rates;

 

The effect of the scenario on the probability of default and possible losses given default within its loan book; and

 

Possible declines in the market value of assets held in the trading books caused by the stress.

Following this work and discussion with the FSA, the Group was able to confirm that its capital resources, after exposure to the stress, were expected to continue to meet the FSA’s capital requirements.

In addition, Barclays, along with 90 other banks, was included in the Committee of European Banking Supervisors’ (CEBS)a stress test performed in July 2010. The stress test was designed to assess the resilience of the EU banking sector and each of the selected banks’ ability to absorb possible shocks on credit and market risks, including sovereign risks. Under the scenario considered, results indicated that Barclays would be well-placed to withstand the stress.

In 2010, Barclays integrated ‘reverse’ stress testing into the Group wide stress testing process. Reverse stress testing aims to identify the conditions that would result in the business model no longer being viable, such as extreme macroeconomic downturn scenarios or specific idiosyncratic events. This is being used to help support the on-going risk management of the Group, for example reverse stress testing has been integrated into the Risk Appetite framework. This also supports the Group in meeting new regulatory requirements in regards to reverse stress testing.

Information on the Group’s stress testing specifically relating to liquidity risk is set out on page 131.

 
 


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Risk management

Risk factors

 

 

 

Risk Factors

The following information describes the risk factors which the Group believes could cause its future results to differ materially from expectations. However, other factors could also adversely affect the Group’s results and so the factors discussed in this report should not be considered to be a complete set of all potential risks and uncertainties.

The Group’s approach to identifying, assessing, managing and reporting risks is formalised in its Principal Risks framework and supporting processes. A description of the Principal Risks framework is provided on page 69 and definitions of the 13 Principal Risks are provided in the table below. The risk categories relevant to operational risk disclosed on pages 137 and 138 are : People, Legal, Regulatory, Operations, Financial Crime, Technology, Financial Reporting and Taxation. This summary also includes discussions of the impact of business conditions and the general economy and regulatory changes which can impact risk factors and so influence the Group’s results. The Principal Risks described below can potentially impact the Group’s reputation and brand.

Business conditions and the general economy

Barclays operates a universal banking business model and its services range from current accounts for personal customers to inflation-risk hedging for governments and institutions. The Group also has significant activities in a large number of countries. Consequently there are many ways in which changes in business conditions and the general economy can adversely impact profitability, whether at the level of the Group, the individual business units or specific countries of operation.

The Group’s stress testing framework helps it to understand the impact of changes in business conditions and the general economy, as well as the sensitivity of its business goals to such changes and the scope of management actions to mitigate their impact.

The general recovery in the global economy resulted in an improvement in credit conditions in our main markets during 2010. In the UK, the economy recovered slightly during 2010 reflecting the lower than expected growth in unemployment rates, the sustained low interest rate environment and moderate GDP growth. However a slowdown in growth was evident in the fourth quarter which is likely to lead to uncertainty in the near term. In addition, persistent unemployment and inflation, fiscal tightening, the possibility of weakening house prices, and possible rising oil prices may have an adverse impact on the strength of the recovery which could increase the risk that a higher proportion of the Group’s customers and counterparties may be unable to meet their obligations. Economic credit conditions have also continued to show signs of improvement in many other key geographies, although in Spain the housing sector remains depressed which led to significantly increased impairment in our Spain wholesale portfolios in 2010. Unemployment rates remain high in the US.

The business conditions facing the Group in 2011 are subject to significant uncertainties, most notably:

 

the extent and sustainability of economic recovery particularly in the UK, US, Spain and South Africa;

 

the dynamics of unemployment particularly in the UK, US, Spain and South Africa and the impact on delinquency and charge-off rates;

 

the speed and extent of possible rises in interest rates in the UK, US, South Africa and the Eurozone;

 

the possibility of any further falls in residential property prices in the UK, South Africa and Western Europe;

 

the impact of potentially deteriorating sovereign credit quality;

 

the potential for single name losses in different sectors and geographies where credit positions are sensitive to economic downturn;

 

the potential impact of increasing inflation on economic growth and corporate profitability;

 

possible deterioration in our remaining credit market exposures, including commercial real estate, leveraged finance and a loan to Protium Finance LP (Protium);

 

changes in the value of Sterling relative to other currencies, which could increase risk weighted assets and therefore raise the capital requirements of the Group;

 

continued turmoil in the Middle East and North Africa region could result in loss of business in the affected countries, increased oil prices, increased volatility and risk aversion to this region; and

 

the liquidity and volatility of capital markets and investors’ appetite for risk, which could lead to a decline in the income that the Group receives from fees and commissions.

Regulatory changes

As noted in the Chairman’s report (pages 7 and 8) and the section on Supervision and Regulation (pages 139 to 142), 2010 has seen significant regulatory change. This has been, and remains, the subject of close management attention. Where regulatory change has strategic implications this will tend to affect more than one Principal Risk factor. Such issues are dealt with on a Group wide basis by cross-disciplinary teams working under an accountable executive reporting to senior management. Issues dealt with in this manner in 2010 included:

 

The Independent Commission on Banking (ICB): The ICB has been charged by the UK Government with reviewing the UK banking system. Its findings are expected by September 2011. Although the ICB has yet to make recommendations, and it is not possible to predict what the Government’s response to any recommendations that are made will be, there is a possibility that the ICB could recommend change to the structure of UK banks which may require Barclays to make major changes to its structure and business.

 

Recovery and Resolution Plans: there has been a strong regulatory focus on resolvability in 2010, both from UK and international regulators. TheGroup has been engaged, and continues to be engaged, with the authorities on taking forward recovery planning and identifying information that would be required in the event of a resolution.

 

The Dodd-Frank Wall Street Reform and Consumer Protection Act (DFA): the DFA will have an impact on the Group and its business. The full scale of this impact remains unclear as many of the provisions of the Act require rules to be made to give them effect and this process is still under way. Barclays has taken a centralised approach to monitoring this process and to ensuring compliance with the rules that are developed as a result.
 

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Risk management

Risk factors continued

 

 

 

A summary of the Group’s 13 principal risks is as follows

 

Principal Risk Factor

   Principal Risk Management    Key Specific Risks and Mitigation

 

1. Wholesale Credit Risk

and

2. Retail Credit Risk

     

 

Credit Risk is the risk of the Group suffering financial loss if any of its customers, clients or market counterparties fails to fulfil their contractual obligations to the Group.

 

This can also arise when an entity’s credit rating is downgraded, leading to a fall in the value of Barclays investment in its issued financial instruments.

  

 

The Board and management have established a number of key committees to review credit risk management, approve overall Group credit policy and resolve all significant credit policy issues. These comprise: the Board Risk Committee, the Risk Oversight Committee, the Wholesale Credit Risk Management Committee and the Retail Credit Risk Management Committee.

 

Barclays constantly reviews its concentration in a number of areas including, for example, portfolio segments, geography, maturity, industry and investment grade.

 

Diversification is achieved through setting maximum exposure guidelines to individual counterparties sectors and countries, with excesses reported to the Risk Oversight Committee and the Board Risk Committee.

 

For further information see pages 88 to 94.

  

 

Specific areas and scenarios where credit risk could lead to higher impairment charges in future years include:

 

Credit Market Exposures

Barclays Capital holds certain exposures to credit markets that became illiquid during 2007. These exposures primarily relate to commercial real estate, leveraged finance and a loan to Protium. The Group actively managed down some of these exposures in 2010.

 

For further information see pages 112 to 116.

 

Sovereign Risk

EU deficits approached very high levels during 2010, leading to a loss of market confidence in certain countries to which the Group is exposed. The Group has put certain countries on watch list status with detailed monthly reporting to the Wholesale Credit Risk Management Committee.

 

For further information see page 117.

 

Economic Uncertainty

Conditions have continued to show signs of improvement in many key markets, although the UK has experienced a slowdown in growth in the fourth quarter, US unemployment rates remain high and the Spanish housing sector continues to be depressed, impacting our wholesale and retail credit risk exposures.

 

In particular, in Spain, the Group has experienced elevated impairment across its operations, following a marked reduction in construction activity and shrinking consumer spending. The Group has reduced its credit risk appetite to the most severely affected segments of the economy. In particular, new lending to the property and construction sector ceased and workout team resources have been increased significantly.

 

For further information see pages 99 to 104.

 

 


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Principal Risk Factor

   Principal Risk Management   

Key Specific Risks and Mitigation

 

3. Market Risk

 

     

Market Risk is the risk that the Group’s earnings or capital, or its ability to meet business objectives, will be adversely affected by changes in the level or volatility of market rates or prices such as interest rates, credit spreads, commodity prices, equity prices and foreign exchange rates. The Group is exposed to market risk through traded market risk, non-traded interest rate risk and the pension fund.

  

The Board approves market risk appetite for trading and non-trading activities, with limits set within this context by the Group Market Risk Director.

 

The head of each business market risk team is responsible for implementing the Barclays Market Risk Control Framework which sets out how market risk should be identified, measured, controlled, reported and reviewed. Oversight and challenge is provided by business committees, Group committees and the central Group market risk team.

 

Non-traded interest rate risk is hedged with the external market by a business treasury operation or Group Treasury.

 

For further information see pages 118 to 125.

  

Traded Market Risk Exposures

 

While the Group is exposed to continued market volatility, Barclays Capital’s trading activities are principally a consequence of supporting customer activity.

 

Primary stress testing applies stress moves to each of the major asset classes. Most asset class stress limits were, at some point during 2010, near to their limit. There was one instance of an excess to limit in relation to equity risk in March 2010. This was appropriately escalated and remediated promptly.

 

Barclays Capital’s 2010 market risk exposure, as measured by average total DVaR decreased to £53m (2009: £77m).

 

For further information see pages 119 and 120.

 

     

Non-traded Interest Rate Risk

     

 

The Group is exposed to three main types of non-traded interest rate risk:

       

fixed rate loans and deposits that are not hedged or matched;

        structural risk due to variability of earnings on structural product and equity balances which have no contractual maturity and an interest rate which does not move in line with the base rate; and
       

margin compression.

     

Fixed rate loan risk is mitigated by hedging the risk with the external market either via Group Treasury, or a business treasury operation. Structural risk and margin compression are hedged by equity and structural hedges managed by Group Treasury. The maturities of these hedges were extended during 2010.

 

Due to economic concerns in the third quarter, gilts purchased as part of the equity structural hedge extension were sold. The duration extension process was resumed towards the end of 2010 and is expected to be completed by the end of 2011.

 

For further information see pages 121 to 123.

 

Pension Fund Risk

 

Barclays could be required or might choose to make extra contributions to the pension fund. Financial details of the pension fund are in Note 28.

 

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Risk management

Risk factors continued

 

 

Principal Risk Factor

   Principal Risk Management    Key Specific Risks and Mitigation

 

4. Capital Risk

 

     

Capital Risk is the risk that the Group has insufficient capital resources to: ensure the financial holding company is well capitalised relative to the minimum regulatory capital requirements set out by the UK FSA and US Federal Reserve; ensure locally regulated subsidiaries can meet their minimum regulatory requirements; support the Group’s Risk Appetite and economic capital requirements; and support the Group’s credit rating.

  

Primary responsibility for managing Capital Risk rests with the Group Treasury Committee, which has defined and implemented a Capital Risk governance framework.

 

The Committee monitors the Group’s actual and forecast capital positions on both a pre and post stress basis. Stress testing considers the impact to capital resources and requirements as a result of macroeconomic stresses. The Committee also considers major risks to the capital forecast such as changes to the regulatory requirements.

 

The Group has a number of regulated legal entities within the UK and overseas. Local management has primary responsibility for ensuring these entities comply with their local capital requirements. Where necessary, injections of capital may be made. Such injections are approved by Group Treasury Committee.

 

For further information see pages 126 to 130.

  

Increasing Capital Requirements

 

There have been a number of recent developments in regulatory capital requirements which are likely to have a significant impact on the Group. Most significantly, during 2010, the Capital Requirement Directives 2 and 3 and the guidelines from the Basel Committee for strengthening capital requirements (Basel III) have been finalised.

 

Aligned to this, markets and credit rating agencies now expect equity capital levels significantly in excess of the current regulatory minimum.

 

As a result, and in anticipation of the future regulatory changes, the Group continues to build its capital base and actively manage its risk weighted assets. As at 31st December 2010, the Group’s Core Tier 1 Capital ratio was 10.8% (2009: 10.0%).

 

For further information see pages 127, 128 and 141.

 

 

5. Liquidity Risk

 

     

Liquidity Risk is the risk that the Group is unable to meet its obligations as they fall due resulting in: an inability to support normal business activity; failing to meet liquidity regulatory requirements; or rating agency concerns.

  

The Group maintains a substantial liquidity buffer comprised of deposits with central banks and investments in highly liquid securities or deposits.

 

Stress reporting for a number of liquidity scenarios is run on a daily basis. These tests measure the survival periods under Barclays defined stress scenarios. Similar stresses are run for key entities within the Group as well as at the Group level.

 

Since June 2010, the Group has also reported its liquidity position against backstop Individual Liquidity Guidance provided by the FSA. Calibration of the Group’s liquidity framework anticipated final FSA rules and is therefore broadly consistent with current FSA standards.

 

Daily reporting monitors a number of indicators of stress as well as daily cash activity.

  

Inability To Meet Obligations As They Fall Due,

At Reasonable Cost

 

As a result of sudden, large and potentially protracted increases in cash outflows, the cash resources of the Group could be severely depleted. These outflows could be principally through customer withdrawals, wholesale counterparties removing financing, ratings downgrades or loan drawdowns. This could result in:

 

         limited ability to support client lending, trading activities and investments;
     

 

  

 

forced reduction in balance sheet and sales of assets;

     

 

  

 

inability to fulfil lending obligations; and

     

 

  

 

regulatory breaches under the liquidity standards introduced by the FSA on 1st December 2009.

     

 

These outflows could be the result of general market dislocations or specific concerns about Barclays.

 

For further information see pages 131 to 136.

 

 


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Principal Risk Factor

   Principal Risk Management  

Key Specific Risks and Mitigation

 

6. People Risk

 

    

People risk arises from failures of the Group to manage its key risks as an employer, including lack of appropriate people resource, failure to manage performance and reward, unauthorised or inappropriate employee activity and failure to comply with employment related requirements.

  

People Risk is mitigated through the operation of the People Risk Framework (PRF). The PRF consists of Group wide policies which mandate the minimum controls that all businesses globally need to operate to mitigate their people risks and covers the following areas:

 

–    Recruitment

 

–    Pre-employment screening

 

–    Employment agreements

 

–    Performance management

 

–    Reward

 

–    Discipline, Capability and Grievance

 

–    Health and Safety

 

–    Exit management

 

–    Employee feedback

 

–    Hiring former employees of the statutory auditor

 

Conformance with the policies is monitored by the HR Risk Committee through regular conformance reviews and quarterly key indicators. Further oversight of the management of People Risk is provided by the Board Remuneration Committee and the Group Operating Committee.

 

For further information see pages 166 to 182.

 

Compensation and People Retention Risk

 

During 2010, external regulatory developments in relation to remuneration continued to impact the People Principal Risk.

 

On 17th December 2010, the FSA published its final Remuneration code following the July 2010 Consultation Paper. The code was updated in order to implement the remuneration rules required by the Capital Requirements Directive (CRD 3) and the Financial Service Act 2010. The code applies to remuneration paid from 1st January 2011, including remuneration in respect of 2010 performance.

 

Barclays remuneration approach has been reviewed in detail and enhancements made as appropriate to ensure continued compliance with the FSA Code.

 

During 2010, Barclays developed a Group wide policy formalising the role of risk functions in remuneration activities and ensuring regulatory requirements are fulfilled. An independent review of Barclays approach was conducted on behalf of the Board Risk Committee by a third party. The review concluded Barclays approach is market leading and satisfies regulatory requirements.

 

 

7. Legal Risk

 

    

The Group is subject to a comprehensive range of legal obligations in all countries in which it operates. As a result, the Group is exposed to many forms of legal risk, which may arise in a number of ways:

 

–     Business may not be conducted in accordance with applicable laws around the world.

 

–     Contractual obligations may either not be enforceable as intended or may be enforced in an adverse way.

 

–     Intellectual property may not be adequately protected.

 

–     Liability for damages may be incurred to third parties harmed by the conduct of its business.

  

Legal Risk is owned and managed by the Legal Function both at a Group level and by the business unit legal teams.

 

The General Counsel for each business unit is responsible for management and reporting of Legal Risk. The adequacy and effectiveness of the controls operated in the business units is overseen by the Group Legal Executive Committee.

 

Specific risks relating to Legal Risk are reported on a quarterly basis to the Executive Committee and the Board.

 

Key Legal Risks to which the Group was exposed during 2010 have included:

 

–     Litigation in relation to Lehman Brothers Holdings Inc.

 

–     Litigation in relation to American Depositary Shares

 

–     Developments in relation to Payment Protection Insurance (see Regulatory Risk)

 

–     Compliance with US economic sanctions (see Regulatory Risk)

 

Further details of these matters and other Legal Risks are set out in the Legal Proceedings Note (see page 227) and the Competition and Regulatory Matters Note (see page 228).

 

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Risk management

Risk factors continued

 

 

 

Principal Risk Factor

   Principal Risk Management    Key Specific Risks and Mitigation

 

8. Regulatory Risk

 

     

Regulatory Risk arises from a failure or inability to comply fully with the laws, regulations or codes applicable specifically to the financial services industry. Non-compliance could lead to fines, public reprimands, damage to reputation, increased prudential requirements, enforced suspension of operations or, in extreme cases, withdrawal of authorisations to operate.

  

Regulatory Risk is owned and managed by the Compliance Function. Business Unit compliance functions monitor and control compliance risks, applying a range of Compliance policies under the co-ordination and oversight of Group Compliance. The primary focus is on adherence to the regulatory framework currently in place.

 

Specific reports on regulatory compliance are prepared on a regular basis for the Group Operating Committee, the Group Governance and Control Committee and the Board Audit Committee.

 

Compliance risk and control issues are also included in quarterly reporting by the Legal and Compliance functions to the Executive Committee and the Board.

 

Not all risks that might be considered to be regulatory in origin fall under the Regulatory Principal Risk. Most notably, prudential regulatory risks are managed and mitigated in the manner outlined in the sections on Wholesale and Retail Credit Risk, Market Risk, Operations Risk, Capital Risk and Liquidity Risk.

  

Regulatory Change

The regulatory response to the financial crisis has led to very substantial regulatory change in the UK, EU and US and in the other countries in which the Group operates. It has also led to a change in the style of supervision in a number of territories, with a more assertive approach being demonstrated by the authorities.

 

Anti-bribery and Corruption

Among other things, the Bribery Act 2010, which applies to UK companies worldwide, has created an offence of failure by a commercial organisation to prevent a bribe being paid on its behalf. However, it will be a defence if the organisation has adequate procedures in place to prevent bribery. In anticipation of the entry into force of the Bribery Act later in 2011, the Group has been enhancing its framework of controls to comply with the provisions of the Act.

 

Payment Protection Insurance (PPI)

PPI has been under scrutiny by the UK competition authorities and financial services regulators. The UK Competition Commission (CC) has undertaken an in-depth enquiry into the PPI market which has resulted in the CC introducing a number of remedies including a prohibition on sale of PPI at the point of sale. In addition a judicial review has been launched regarding the treatment of PPI complaints by the FSA and Financial Ombudsman Services.

 

US Economic Sanctions

As announced on 18th August 2010, Barclays reached settlements with US Authorities in relation to the investigation by those agencies into compliance with US sanctions and US dollar payment practices.

 

In addition, an Order to Cease and Desist has been issued upon consent by the Federal Reserve Bank of New York and the New York State Banking Department. Barclays has taken significant steps to enhance further its compliance programmes including: the further development and implementation of its Sanctions Policy; substantial investment in advanced payment and customer screening technology; and the delivery of mandatory sanctions training for more than 100,000 staff around the world.

 

For further information, see pages 139 to 142 and 228.

 

 

9. Operations Risk

  

Operations Risk has a broad scope and, for that reason, it is defined at a more granular level. The risks are:

 

–     Transaction operations

 

–     New product development

 

–     Premises and security

 

–     External suppliers

 

–     Payments process

 

–     Information, data quality and records management

   These risks are managed by Business Units in accordance with control requirements articulated via mandated Group Policies and/or Risk Control Frameworks. The adequacy and effectiveness of the controls operated in the Business Units is overseen by the Group Principal Risk Owner teams in the Group Centre via regular management information, conformance reviews and quarterly Risk Review for meetings (attended by Business Unit representatives). The Group Operating Committee is responsible for oversight of these risks.    During 2010 there were enhancements to the management of external suppliers and transaction operations risks.

 

 


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Principal Risk Factor

   Principal Risk Management    Key Specific Risks and Mitigation

 

10. Financial Crime Risk

     

Financial Crime Risk is the risk that the Group suffers losses as a result of internal and external fraud or intentional damage, loss or harm to people, premises or moveable assets.

   The Group Financial Crime Team, Fraud Oversight Committee and Security Risk Management Committee provide oversight of the implementation of the Fraud Risk Control Framework and the Group Security Risk Control Framework. Oversight is achieved via conformance reviews and other review activity undertaken by Group Financial Crime and within business units.    As a major financial institution, Barclays is a target for financial crime. The Group has frameworks and systems in place to enable it to respond to threats to both the organisation and its customers as they emerge.
  

 

Monthly reports on fraud losses across the Group are produced for the Fraud Oversight Committee which monitors these events and considers the actions to be taken on a case by case basis. Where relevant, the Fraud Oversight Committee takes actions to drive remediation of the root cause of such events.

  
     Quarterly Financial Crime reports are submitted to the Group Risk Oversight Committee and Board Risk Committee.     

 

11. Technology Risk

     

Technology Risk includes the non-availability of IT systems, inadequate design and testing of new and changed IT solutions and inadequate IT system security. Data privacy issues are covered under Regulatory Risk and external supplier issues relating to technology are covered under Operations Risk.

   Technology is a key business enabler and requires an appropriate level of control to ensure that the most significant technology risks are effectively managed. Technology Risk is managed through a formal risk governance framework. A set of Key Risk Indicators (KRIs), consistent across Business Units, is periodically collated and reviewed by management. Each KRI has a specific target state, defining the Group’s attitude to risk. Any areas falling short of this standard are highlighted to management for action.    Similar to many large organisations, Barclays is exposed to the risk that systems may not be continually available. This risk is monitored closely and enhancements to certain key systems are being undertaken.
  

 

Regular technology risk reporting is provided to the Group Operating Committee, the Governance and Control Committee and the Board Audit Committee.

    

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Risk management

Risk factors continued

 

 

Principal Risk Factor

   Principal Risk Management    Key Specific Risks and Mitigation

12. Financial Reporting Risk

     

Financial Reporting Risk arises from a failure or inability to comply fully with the laws, regulations or codes in relation to the disclosure of financial information. Non-compliance could lead to fines, public reprimands, damage to reputation, enforced suspension of operations or, in extreme cases, withdrawal of authorisations to operate.

  

Group wide requirements and any material external requirements are set out in the Financial Reporting Risk Control Framework.

 

During 2010 a review of the Financial Reporting Risk was undertaken, resulting in a broadening of its scope. The Group monitoring process was also strengthened to provide the Group Financial Controller with a more effective oversight.

 

All business units and Group centre functions are required to comply with the Risk Control Framework requirements and retain evidence to support this accordingly. Compliance with the Financial Reporting Risk policies is reported at Group level through core key indicators on at least a quarterly basis. Group oversight is undertaken via conformance review, other ongoing monitoring activities and quarterly review meetings are held between the Group Financial Controller and business unit Finance Directors to review and challenge the business unit Financial Reporting Risk status and assessment.

 

Quarterly Financial Reporting Risk reports are submitted to the Group Operating Committee for oversight and monitoring. Additionally, specific reports are submitted to the Group Governance & Control Committee and to the Board Audit Committee around the Group compliance with Sarbanes Oxley requirements.

 

  

Changes in accounting standards

 

As set out in Future Accounting Developments on page 205, the International Accounting Standards Board is undertaking a significant programme of revision to IFRS which it aims to complete by 30th June 2011. The final form of IFRS requirements, the time period over which new requirements will need to be applied and the impact on the results and financial position is not yet known. The Group is taking steps to ensure that it is able to appropriately respond to the changes as they emerge, however, the situation is evolving rapidly.

 

Increased scrutiny

 

Following the financial crisis, the financial reporting of banks has been subject to greater scrutiny by regulators. This has included consideration of accounting policies, accounting for particular transactions and financial statement disclosures.

 

For Barclays, this has included the accounting treatment of Protium Finance LP. Further details are provided on pages 115 and 116.

 

The Group continues to maintain an effective system of internal control over financial reporting and to enhance its disclosures in response to feedback received and the British Bankers Association (BBA) Disclosure Code. Further details on internal control over financial reporting can be found on page 147 and on the BBA code and improvements to Annual Report disclosures on page 184.

 


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Principal Risk Factor

   Principal Risk Management    Key Specific Risks and Mitigation

 

13. Taxation Risk

     

Tax Risk is the risk that the Group suffers losses associated with changes in tax law or in the interpretation of tax law. It also includes the risk of failure to comply with procedures required by tax authorities. Failure to manage tax risks could lead to an additional tax charge. It could also lead to reputational damage or a financial penalty for failure to comply with required tax procedures or other aspects of tax law.

  

The Group’s strategy is to maximise returns for shareholders whilst complying with relevant tax laws, disclosure requirements and regulations under an appropriate risk control framework.

 

The Group takes a responsible and transparent approach to the management and control of its tax affairs and related tax risk, specifically tax risks are assessed as part of the Group’s formal governance processes and are reviewed by the Executive Committee, Group Finance Director and the Board Risk Committee. The tax charge is reviewed by the Board Audit Committee. Barclays has adopted the Code of Practice for Taxation of Banks (The Code) and has confirmed to HMRC that it will have regard to the spirit of the law and the intent of Parliament in managing its tax affairs.

 

The Group employs high-quality tax professionals and takes appropriate advice from reputable professional firms. Effective, well-documented and controlled processes are in place to ensure compliance with tax disclosure and filing obligations.

 

Where disputes arise with tax authorities with regard to the interpretation and application of tax law, the Group is committed to addressing the matter promptly and resolving the matter with the tax authority in an open and constructive manner.

  

During 2010 the Group settled open issues in a number of jurisdictions, principally the UK and South Africa, including agreement of the UK bank payroll tax liability with HMRC.

 

Governance and controls have been put in place to ensure compliance with the UK government’s Code of Practice for Taxation of Banks.

 

The profit forecasts that support the Group’s deferred tax assets, principally in the UK, US and Spain, have been subject to close scrutiny by management.

 

The Group continues to monitor the potential impact of proposed taxes aimed at banks such as the UK bank levy (see also page 207).

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Risk management

Credit risk management

All disclosures in this section (pages 82-117) are unaudited unless otherwise stated

 

 

 

 

Overview of Barclays Group Credit Risk Exposures

Credit risk is the risk of suffering financial loss should any of the Group’s customers, clients or market counterparties fail to fulfil their contractual obligations to the Group.

The credit risk that the Group faces arises mainly from wholesale and retail loans and advances, together with the counterparty credit risk arising from derivative contracts entered into with clients. Other sources of credit risk arise from trading activities, including debt securities, settlement balances with market counterparties, available for sale assets and reverse repurchase agreements.

Losses arising from exposures held for trading (derivatives, debt securities) are accounted for as trading losses, rather than impairment charges, even though the fall in value causing the loss may be attributable to credit deterioration.

Analysis of the Group’s maximum exposure to credit risk before collateral held or other credit enhancements

The following tables present the maximum exposure at 31st December 2010 and 2009 to credit risk of balance sheet and off-balance sheet financial instruments, before taking account of any collateral held or other credit enhancements and after allowance for impairment and netting where appropriate.

For financial assets recognised on the balance sheet, the exposure to credit risk equals their carrying amount. For financial guarantees granted, the maximum exposure to credit risk is the maximum amount that Barclays would have to pay if the guarantees were to be called upon. For loan commitments and other credit related commitments that are irrevocable over the life of the respective facilities, the maximum exposure to credit risk is the full amount of the committed facilities.

This analysis and all subsequent analyses of credit risk include only financial assets subject to credit risk. They exclude other financial assets, mainly equity securities held in the trading portfolio or as available for sale assets, as well as non-financial assets. The nominal value of off-balance sheet credit related instruments is also shown, where appropriate.

Financial assets designated at fair value in respect of linked liabilities to customers under investment contracts have not been included as the Group is not exposed to credit risk on these assets. Credit losses in these portfolios, if any, would lead to a reduction in the linked liabilities and result in no direct loss to the Group.

Whilst the Group’s maximum exposure to credit risk is the carrying value of the assets or, in the case of off-balance sheet items, the amount guaranteed, committed, accepted or endorsed, in most cases the likely exposure is far less due to collateral, credit enhancements and other actions taken to mitigate the Group’s exposure.

 

 
 


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Maximum exposure to credit risk (audited)   

Asset class        

As at 31st December 2010    Loans  and
advances
a
£m
    

Debt
securities
and other
bills
b

£ m

     Derivatives c
£m
    

Reverse
repurchase

agreementsd
£m

    

Other

£ m

    

Total

assets

£ m

 

On-balance sheet:

                                                     

Cash and balances at central banks

                                     97,630         97,630   

Items in the course of collection from other banks

                                     1,384         1,384   

Trading portfolio assets:

                 

Debt securities

             139,240                                 139,240   

Traded loans

     2,170                                         2,170   

Total trading portfolio assets

     2,170         139,240                                 141,410   

Financial assets designated at fair value:

                 

Loans and advances

     22,352                                         22,352   

Debt securities

             1,918                                 1,918   

Other financial assets

                             7,559         2,542         10,101   

Total financial assets designated at fair value

     22,352         1,918                 7,559         2,542         34,371   

Derivative financial instruments

                     420,319                         420,319   

Loans and advances to banks

     37,799                                         37,799   

Loans and advances to customers:

                 

Home loans

     168,055                                         168,055   

Credit card receivables

     22,658                                         22,658   

Other personal lending

     26,608                                         26,608   

Wholesale and corporate

     200,618                                         200,618   

Finance lease receivables

     10,003                                         10,003   

Total loans and advances to customers

     427,942                                         427,942   

Reverse repurchase agreements and other similar secured lending

                             205,772                 205,772   

Available for sale debt securities

             59,629                                 59,629   

Other assets

                                     2,824         2,824   

Total on-balance sheet

     490,263         200,787         420,319         213,331         104,380         1,429,080   

Off-balance sheet:

                 

Securities lending arrangements

                    27,672   

Guarantees and letters of credit pledged as collateral security

                    13,783   

Acceptances and endorsements

                    331   

Documentary credits and other short-term trade related transactions

                    1,194   

Standby facilities, credit lines and other commitments

                                                  222,963   

Total off-balance sheet

                                                  265,943   

Total maximum exposure to credit risk

                                                  1,695,023   

Notes

a Further analysis of loans and advances is on pages 95 to 108.
b Further analysis of debt securities and other bills is on page 109.
c Further analysis of derivatives is on page 110.
d Further analysis of reverse repurchase agreements is on page 111.

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Risk management

Credit risk management continued

 

 

 

Maximum exposure to credit risk (audited)              Asset class          
As at 31st December 2009    Loans and
advances
£m
  

Debt
securities
and other
bills

£m

   Derivatives
£m
   Reverse
repurchase
agreements
£m
   Other
£m
  

Total

assets

£m

 

On-balance sheet:

                                 

Cash and balances at central banks

               81,483      81,483   

Items in the course of collection from other banks

               1,593      1,593   

Trading portfolio assets:

                 

Debt securities

      126,520               126,520   

Traded loans

   2,962                  2,962   

Total trading portfolio assets

   2,962    126,520               129,482   

Financial assets designated at fair value:

                 

Loans and advances

   22,390                  22,390   

Debt securities

      4,007               4,007   

Other financial assets

   557          7,757    344      8,658   

Total financial assets designated at fair value

   22,947    4,007       7,757    344      35,055   

Derivative financial instruments

         416,815            416,815   

Loans and advances to banks

   41,135                  41,135   

Loans and advances to customers:

                 

Home loans

   149,099                  149,099   

Credit card receivables

   21,889                  21,889   

Other personal lending

   25,435                  25,435   

Wholesale and corporate

   212,928                  212,928   

Finance lease receivables

   10,873                  10,873   

Total loans and advances to customers

   420,224                  420,224   

Reverse repurchase agreements and other similar secured lending

            143,431         143,431   

Available for sale debt securities

      49,807               49,807   

Other assets

               3,476      3,476   

Total on-balance sheet

   487,268    180,334    416,815    151,188    86,896      1,322,501   

Off-balance sheet:

                 

Securities lending arrangements

                    27,406   

Guarantees and letters of credit pledged as collateral security

                    15,406   

Acceptances and endorsements

                    375   

Documentary credits and other short-term trade related transactions

                    762   

Standby facilities, credit lines and other commitments

                              206,513   

Total off-balance sheet

                              250,462   

Total maximum exposure to credit risk

                              1,572,963   
 


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Concentrations of Credit Risk

A concentration of credit risk exists when a number of counterparties are located in a geographical region, or are engaged in similar activities and have similar economic characteristics that would cause their ability to meet contractual obligations to be similarly affected by changes in economic or other conditions. The analyses of credit risk concentrations presented below are based on the location of the counterparty or customer or the industry in which they are engaged.

 

Credit risk concentrations by geographical sector (audited)
     United
Kingdom
£m
    

Other
European
Union

£m

    

United
States

£m

    

Africa

£m

    

Rest of the
World

£m

    

Total

£m

 

As at 31st December 2010

                 

On-balance sheet:

                 

Cash and balances at central banks

     18,535         13,558         41,288         2,293         21,956         97,630   

Items in the course of collection from other banks

     1,169         114                 100         1         1,384   

Trading portfolio assets

     16,063         30,066         66,148         1,516         27,617         141,410   

Financial assets designated at fair value

     14,800         3,613         9,001         2,918         4,039         34,371   

Derivative financial instruments

     129,183         129,497         110,467         4,234         46,938         420,319   

Loans and advances to banks

     5,233         10,375         12,559         1,475         8,157         37,799   

Loans and advances to customers

     209,995         83,269         53,297         52,938         28,443         427,942   

Reverse repurchase agreements and other similar secured lending

     50,044         45,265         77,430         23         33,010         205,772   

Available for sale financial investments

     25,466         14,839         6,399         7,281         5,644         59,629   

Other assets

     1,612         235         314         537         126         2,824   

Total on-balance sheet

     472,100         330,831         376,903         73,315         175,931         1,429,080   

Off-balance sheet:

                 

Securities lending arrangements

                     27,672                         27,672   

Guarantees and letters of credit pledged as collateral security

     3,803         2,273         4,266         2,179         1,262         13,783   

Acceptances and endorsements

     125         4         6         29         167         331   

Documentary credits and other short-term trade related transactions

     476         156         143         183         236         1,194   

Standby facilities, credit lines and other commitments

     94,676         29,985         64,812         24,522         8,968         222,963   

Total off-balance sheet

     99,080         32,418         96,899         26,913         10,633         265,943   

Total

     571,180         363,249         473,802         100,228         186,564         1,695,023   

As at 31st December 2009

                 

On-balance sheet:

                 

Cash and balances at central banks

     37,697         5,584         32,279         1,742         4,181         81,483   

Items in the course of collection from other banks

     1,340         56                 196         1         1,593   

Trading portfolio assets

     12,232         35,088         52,229         1,414         28,519         129,482   

Financial assets designated at fair value

     13,945         3,986         10,800         2,352         3,972         35,055   

Derivative financial instruments

     133,713         128,881         111,269         2,511         40,441         416,815   

Loans and advances to banks

     5,117         12,697         13,137         2,388         7,796         41,135   

Loans and advances to customers

     203,582         84,343         58,355         47,495         26,449         420,224   

Reverse repurchase agreements and other similar secured lending

     22,222         44,014         60,759         527         15,909         143,431   

Available for sale financial investments

     16,752         14,028         7,175         4,993         6,859         49,807   

Other assets

     1,565         417         651         661         182         3,476   

Total on-balance sheet

     448,165         329,094         346,654         64,279         134,309         1,322,501   

Off-balance sheet:

                 

Securities lending arrangements

                     27,406                         27,406   

Guarantees and letters of credit pledged as collateral security

     3,337         2,783         5,443         1,795         2,048         15,406   

Acceptances and endorsements

     134         5                 26         210         375   

Documentary credits and other short-term trade related transactions

     357         94                 174         137         762   

Standby facilities, credit lines and other commitments

     94,763         26,250         57,598         19,306         8,596         206,513   

Total off-balance sheet

     98,591         29,132         90,447         21,301         10,991         250,462   

Total

     546,756         358,226         437,101         85,580         145,300         1,572,963   

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Risk management

Credit risk management continued

 

 

 

Credit Risk concentrations by industrial sector (audited)                     
     Financial
insti-
tutions
£m
     Manu-
facturing
£m
     Const-
ruction
and
property
£m
    

Govern-
ment

£m

     Energy
and
water
£m
     Wholesale
and retail
distribution
and leisure
£m
     Business
and other
services
£m
    

Home
loans

£m

    

Cards,
unsecured
loans and

other
personal
lending
£m

     Other
£m
    

Total

£m

 
As at 31st December 2010                                 
On-balance sheet:                                 
Cash and balances at central banks                              97,630                                                         97,630   
Items in the course of collection from other banks      1,378                         6                                                         1,384   
Trading portfolio assets      51,337         2,222         986         79,055         3,408         873         2,209                 17         1,303         141,410   
Financial assets designated at fair value      11,507         71         11,746         5,328         1,389         683         2,944                 109         594         34,371   
Derivative financial instruments      382,038         4,810         2,953         7,637         11,265         3,193         2,622                 61         5,740         420,319   
Loans and advances to banks      36,606                         1,193                                                         37,799   
Loans and advances to customers      87,405         14,766         28,670         5,108         9,231         17,357         26,228         168,055         46,668         24,454         427,942   
Reverse repurchase agreements and other similar secured lending      197,808         50         7         7,247                 279         339                         42         205,772   
Available for sale financial investments      23,585         154         336         33,402         37         117         1,359         410         72         157         59,629   
Other assets      1,267         4         47         436         9         9         383         4         615         50         2,824   
Total on-balance sheet      792,931         22,077         44,745         237,042         25,339         22,511         36,084         168,469         47,542         32,340         1,429,080   
Off-balance sheet:                                 
Securities lending arrangements      27,672                                                                                 27,672   
Guarantees and letters of credit pledged as collateral security      5,213         1,445         752         358         1,256         686         2,196         439         477         961         13,783   
Acceptances and endorsements      28         111         38                 4         48         92                 8         2         331   
Documentary credits and other short-term trade related transactions      396         35         103                 3         124         477                 56                 1,194   
Standby facilities, credit lines and other commitments      47,784         20,999         9,860         2,307         15,671         9,220         10,664         16,789         79,341         10,328         222,963   
Total off-balance sheet      81,093         22,590         10,753         2,665         16,934         10,078         13,429         17,228         79,882         11,291         265,943   
Total      874,024         44,667         55,498         239,707         42,273         32,589         49,513         185,697         127,424         43,631         1,695,023   
As at 31st December 2009                                 
On-balance sheet:                                 
Cash and balances at central banks                              81,483                                                         81,483   
Items in the course of collection from other banks      1,586                         7                                                         1,593   
Trading portfolio assets      41,482         3,899         1,063         76,454         3,136         608         1,569                         1,271         129,482   
Financial assets designated at fair value      13,366         78         11,929         5,435         330         775         2,569         150         4         419         35,055   
Derivative financial instruments      379,901         4,230         2,416         6,119         12,081         3,472         5,627                 69         2,900         416,815   
Loans and advances to banks      36,710                         4,425                                                         41,135   
Loans and advances to customers      93,113         18,197         29,175         4,801         10,723         19,156         29,603         149,099         40,575         25,782         420,224   
Reverse repurchase agreements and other similar secured lending      136,184         87         926         5,347                 279         608                                 143,431   
Available for sale financial investments      30,398         285         269         16,320         57         82         1,896         416                 84         49,807   
Other assets      1,588         23         60         414         13         38         478         106         682         74         3,476   
Total on-balance sheet      734,328         26,799         45,838         200,805         26,340         24,410         42,350         149,771         41,330         30,530         1,322,501   
Off-balance sheet:                                 
Securities lending arrangements      27,406                                                                                 27,406   
Guarantees and letters of credit pledged as collateral security      5,711         1,266         715                 2,872         955         2,164         584         411         728         15,406   
Acceptances and endorsements      85         108         2                 33         45         8                 5         89         375   
Documentary credits and other short-term trade related transactions      242         33         80                         171         233                 3                 762   
Standby facilities, credit lines and other commitments      39,564         19,530         10,567         1,687         13,502         7,949         9,243         15,356         79,052         10,063         206,513   
Total off-balance sheet      73,008         20,937         11,364         1,687         16,407         9,120         11,648         15,940         79,471         10,880         250,462   
Total      807,336         47,736         57,202         202,492         42,747         33,530         53,998         165,711         120,801         41,410         1,572,963   

An analysis of geographical and industry concentration of Group loans and advances held at amortised cost is presented on page 96.

 


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Impairment Charges (audited)

Impairment charges on loans and advances fell 24% to £5,625m (2009: £7,358m), reflecting improving credit conditions in the main sectors and geographies in which Barclays lends, which led to lower charges across the majority of businesses. The largest reduction was in the wholesale portfolios, due to lower charges against credit market exposures and fewer large single name charges. This reduction was partially offset by the impact of deteriorating credit conditions in the Spanish property and construction sectors, which resulted in an increase of £630m in impairment against the Barclays Corporate loan book in Spain, and £532m impairment relating to the Protium loan in Barclays Capital. In the retail portfolios, impairment performance improved as delinquency rates fell across Barclays businesses, most notably the UK, US, Spanish, Indian, and African portfolios.

As a result of this fall in impairment and the 1% rise in loans and advances, the loan loss rate decreased to 118bps (2009: 156bps).

The impairment charges against available for sale assets and reverse repurchase agreements fell by 93% to £47m (2009: £713m), principally driven by lower impairment against credit market exposures.

 

Impairment charges by business (audited)                          
     Loans
and
advancesa
£m
     Available
for sale
£m
    Reverse
repos
£m
    Total
£m
 

Year ended 31st December 2010

                                 

UK Retail Banking

     819                       819   

Barclaycard

     1,688                       1,688   

Western Europe Retail Banking

     314                       314   

Barclays Africa

     82                       82   

Absa

     480                       480   

Barclays Capitalb

     642         (95     (4     543   

Barclays Corporate

     1,551         145               1,696   

Barclays Wealth

     48                       48   

Head Office Functions and Other Operations

     1         1               2   

Total impairment charges

     5,625         51        (4     5,672   

Year ended 31st December 2009

                                 

UK Retail Banking

     1,031                       1,031   

Barclaycard

     1,798                       1,798   

Western Europe Retail Banking

     334         4               338   

Barclays Africa

     121                       121   

Absa

     567                       567   

Barclays Capitalb

     1,898         650        43        2,591   

Barclays Corporate

     1,544         14               1,558   

Barclays Wealth

     51                       51   

Head Office Functions and Other Operations

     14         2               16   

Total impairment charges

     7,358         670        43        8,071   

Year ended 31st December 2008

                                 

UK Retail Banking

     642                       642   

Barclaycard

     1,097                       1,097   

Western Europe Retail Banking

     172                       172   

Barclays Africa

     71                       71   

Absa

     347                       347   

Barclays Capitalb

     1,936         363        124        2,423   

Barclays Corporate

     593                       593   

Barclays Wealth

     44                       44   

Head Office Functions and Other Operations

     11         19               30   

Total impairment charges

     4,913         382        124        5,419   

Notes

a Includes charges of £76m (2009: £28m; 2008: £329m) in respect of undrawn facilities

and guarantees.

b Credit market related impairment charges within Barclays Capital comprised £660m

(2009: £1,205m; 2008: £1,517m) against loans and advances, a write back of £39m

(2009: £464m charge; 2008: £192m charge) against available for sale assets and

a charge against reverse repurchase agreements of £nil (2009: £nil; 2008: £54m).

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Risk management

Credit risk management continued

 

 

 

Credit Risk Management Overview

A. Overview (audited)

Credit risk is the risk of suffering financial loss should any of the Group’s customers, clients or market counterparties fail to fulfil their contractual obligations to the Group.

The granting of credit is one of the Group’s major sources of income and, as the most significant risk, the Group dedicates considerable resources to its control.

The credit risk that the Group faces arises mainly from wholesale and retail loans and advances together with the counterparty credit risk arising from derivative contracts entered into with our clients. Other sources of credit risk arise from trading activities, including debt securities, settlement balances with market counterparties, available for sale assets and reverse repurchase loans.

Credit risk management objectives are to:

 

establish a framework of controls to ensure credit risk-taking is based on sound credit risk management principles;

 

identify, assess and measure credit risk clearly and accurately across the Group and within each separate business, from the level of individual facilities up to the total portfolio;

 

control and plan credit risk-taking in line with external stakeholder expectations and avoiding undesirable concentrations;

 

monitor credit risk and adherence to agreed controls; and

 

ensure that risk-reward objectives are met.

In the review of Barclays credit risk management that follows, we explain how the Group meets its credit risk management objectives through its organisation, structure and governance, mitigation techniques, measurement and reporting.

B. Organisation and structure

Barclays has structured the responsibilities of credit risk management so that decisions are taken as close as possible to the business, whilst ensuring robust review and challenge of performance, risk infrastructure and strategic plans.

The credit risk management teams in each business are accountable to the business risk directors in those businesses who, in turn, report to the heads of their businesses and also to the Chief Risk Officer.

The role of the Group Risk function is to provide Group wide direction, oversight and challenge of credit risk-taking. Group Risk sets the Credit Risk Control Framework, which provides a structure within which credit risk is managed together with supporting Group Credit Risk Policies. Group Risk also provides technical support, review and validation of credit risk measurement models across the Group.

Group Credit Risk Policies currently in force include:

 

Maximum Exposure Guidelines to limit the exposures to an individual customer or counterparty;

 

Country risk policies to specify Risk Appetite by country and avoid excessive concentration of credit risk in individual countries;

 

Aggregation policy to set out the circumstances in which counterparties should be grouped together for credit risk purposes;

 

Expected loss policies to set out the approaches for the calculation of the Group’s expected loss, i.e. measure of anticipated loss for exposures;

 

Repayment plans policy for setting the standards for repayment plans and restructures within retail portfolios; and

 

Impairment and provisioning policies to ensure that measurement of impairment accurately reflects incurred losses and that clear governance procedures are in place for the calculation and approval of impairment allowances.

The largest credit exposures are approved at the Credit Committee which is managed by Group Risk. Group Risk also manages and approves the Mandate and Scale limits and triggers which mitigate concentration risk and define appetite in risk sensitive areas of the portfolio such as commercial property finance.

The principal committees that review credit risk management, approve overall Group credit policy and resolve all significant credit policy issues are the Board Risk Committee, the Group Risk Oversight Committee, the Wholesale Credit Risk Management Committee and the Retail Credit Risk Management Committee. Senior Group and business risk management are represented on the Group Risk Oversight Committee, the Wholesale Credit Risk Management Committee and the Retail Credit Risk Management Committee.

On a semi-annual basis, the Credit Risk Impairment Committee (CRIC) obtains assurance on behalf of the Group that all businesses are recognising impairment in their portfolios accurately, promptly and in accordance with policy, accounting standards and established governance.

CRIC is chaired by the Credit Risk Director and reviews the movements in impairment, including those already agreed at Credit Committee, as well as potential credit risk loans, loan loss rates, asset quality metrics and impairment coverage ratios.

CRIC makes twice-yearly recommendations to the Board Audit Committee on the adequacy of Group impairment allowances. Impairment allowances are reviewed relative to the risk in the portfolio, business and economic trends, current policies and methodologies, and the Group’s position relative to peer banks.

 
 


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C. Credit risk mitigation

Barclays employs a range of techniques and strategies to actively mitigate credit risks to which it is exposed. These can broadly be divided into three types:

 

netting and set-off;

 

collateral; and

 

risk transfer.

In many jurisdictions in which Barclays operates, credit risk exposures can be reduced by applying netting and set off which uses Barclays obligations to a counterparty to produce a lower, net, credit exposure. This technique is commonly used in derivative transactions.

Barclays will often seek to take a security interest in a tangible or financial asset to provide an alternative source of repayment in the event that customers, clients or counterparties are unable to meet their obligations. Assets taken as collateral include cash, financial assets (subject to an appropriate margin or ‘haircut’ to reflect their price volatility) and physical assets, particularly property but also vehicles, aircraft, ships and physical commodities amongst many others. Assets other than cash are subject to regular revaluation to ensure they continue to achieve appropriate mitigation of risk. Customer agreements often include requirements for provision of additional collateral should valuations decline or credit exposure increase (for example due to market moves impacting a derivative exposure).

Finally, a range of instruments including guarantees, credit insurance, credit derivatives and securitisation can be used to transfer credit risk from one counterparty to another. This mitigates credit risk in two main ways:

 

firstly, if the risk is transferred to a counterparty which is more creditworthy than the original counterparty, then overall credit risk will be reduced; and

 

secondly, where recourse to the first counterparty remains, a default of both counterparties is required before a loss materialises. This will be less likely than the default of either counterparty individually so credit risk is reduced.

Risk transfer can also be used to reduce risk concentrations within portfolios, lowering the impact of stress events.

D. Measurement and internal ratings

The principal objective of credit risk measurement is to produce the most accurate possible quantitative assessment of the credit risk to which the Group is exposed, from the level of individual facilities up to the total portfolio. Integral to this is the calculation of internal ratings, which are used in numerous aspects of credit risk management and in the calculation of regulatory and economic capital. The key building blocks of this process are:

 

Probability of default (PD);

 

Exposure at default (EAD); and

 

Loss given default (LGD).

For example, Barclays can assign an expected loss over the next 12 months to each customer by multiplying these three factors. We calculate probability of default (PD) by assessing the credit quality of borrowers and other counterparties. For the sake of illustration, suppose a customer has a 2% probability of defaulting over a 12-month period.

The exposure at default (EAD) is our estimate of what the outstanding balance will be if the customer does default. Supposing the current balance is £150,000, our models might predict a rise to £200,000 by then. Should customers default, some part of the exposure is usually recovered. The part that is not recovered, together with the economic costs associated with the recovery process, comprise the loss given default (LGD), which is expressed as a percentage of EAD. Supposing the LGD in this case is estimated to be 50%, the expected loss for this customer is: 2% x £200,000 x 50% or £2,000.

To calculate probability of default (PD), Barclays assesses the credit quality of borrowers and other counterparties and assigns them an internal risk rating. Multiple rating methodologies may be used to inform the overall rating decision on individual large credits, such as internal and external models, rating agency ratings and other market information. For smaller credits, a single source may suffice such as the result from an internal rating model. Barclays recognises the need for two different expressions of PD depending on the purpose for which it is used. For the purposes of calculating regulatory and economic capital, long-run average through-the-cycle (TTC) PDs are required. However, for the purposes of pricing and existing customer management, PDs should represent the best estimate of probability of default given the current position in the credit cycle. Hence, point-in-time (PIT) PDs are also required.

 

Barclays PD Masterscale          
Default Probability
Default grade               
TTC Band    >=Min    Mid    <Max

1

   0.00%    0.01%    0.02%

2

   0.02%    0.03%    0.03%

3

   0.03%    0.04%    0.05%

4

   0.05%    0.08%    0.10%

5

   0.10%    0.13%    0.15%

6

   0.15%    0.18%    0.20%

7

   0.20%    0.23%    0.25%

8

   0.25%    0.28%    0.30%

9

   0.30%    0.35%    0.40%

10

   0.40%    0.45%    0.50%

11

   0.50%    0.55%    0.60%

12

   0.60%    0.90%    1.20%

13

   1.20%    1.38%    1.55%

14

   1.55%    1.85%    2.15%

15

   2.15%    2.60%    3.05%

16

   3.05%    3.75%    4.45%

17

   4.45%    5.40%    6.35%

18

   6.35%    7.50%    8.65%

19

   8.65%    10.00%    11.35%

20

   11.35%    15.00%    18.65%

21

   18.65%    30.00%    100.00%
 

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Risk management

Credit risk management continued

 

 

 

Each PD model outputs an estimate of default probability that is PIT, TTC or a hybrid (e.g. a 50:50 blend). Bespoke conversion techniques, appropriate to the portfolio in question, are then applied to convert the model output to pure PIT and TTC PD estimates. In deriving the appropriate conversion, industry and location of the counterparty and an understanding of the current and long-term credit conditions are considered. Both PIT and TTC PD estimates are recorded for each client.

Within Barclays, the calculation of internal ratings differs between wholesale and retail customers. For wholesale portfolios, the rating system is constructed to ensure that a client receives the same rating regardless of the part of the business with which it is dealing. To achieve this, a model hierarchy is adopted which requires users to adopt a specific approach to rating each counterparty depending upon the nature of the business and its location. A range of methods are utilised for estimating wholesale counterparty PDs. These include bespoke grading models developed within the Group (internal models), vendor models such as MKMV Credit Edge and RiskCalc, and a conversion of external alphabet ratings from either S&P, Moody’s or Fitch. Retail models, especially those used for capital purposes, are almost exclusively built internally using Barclays data. In many cases bureau data is used to complement internal data. In addition, in some low data/low default environments, external developments may also be utilised.

A key element of the Barclays wholesale framework is the PD Masterscale (see below). This scale has been developed to distinguish meaningful differences in the probability of default risk throughout the risk range. In contrast to wholesale businesses, retail areas rarely bucket exposures into generic grades for account management purposes (although they may be used for reporting purposes). Instead, accounts are managed at a more granular and bespoke level.

Exposure at default (EAD) represents the expected level of usage of the credit facility should default occur. At the point of default, the customer exposure can vary from the current position due to the combined effects of additional drawings, repayment of principal and interest and fees. EAD parameters are all derived from internal estimates and are determined from internal historical behaviour. The lower bound of EAD for regulatory

capital purposes is the current balance at calculation of EAD. For derivative instruments, exposure in the event of default is the estimated cost of replacing contracts where counterparties have incurred obligations which they have failed to satisfy.

Should a customer default, some part of the exposure is usually recovered. The part that is not recovered, the actual loss, together with the economic costs associated with the recovery process, comprise the loss given default (LGD), which is expressed as a percentage of EAD. The Group estimates an average LGD using historical information. The level of LGD depends principally on: the type of collateral (if any); the seniority or subordination of the exposure; the industry in which the customer operates (if a business); the length of time taken for the recovery process and the timing of all associated cash flows; and the work-out expense. The outcome is also dependent on economic conditions that may determine, for example, the prices that can be realised for assets, whether a business can readily be refinanced or the availability of a repayment source for personal customers. For the purposes of regulatory capital an adjustment is made to the modelled LGD to account for the increased losses experienced under downturn conditions, giving a ‘downturn LGD’.

E. Reporting

The Group dedicates considerable resources to gaining a clear and accurate understanding of credit risk across the business and ensuring that its balance sheet correctly reflects the value of the assets in accordance with applicable accounting principles. This process can be summarised in five broad stages:

 

measuring exposures and concentrations;

 

monitoring weaknesses in portfolios;

 

identifying potential problem loans and credit risk loans (collectively known as potential credit risk loans or PCRLs);

 

raising allowances for impaired loans; and

 

writing off assets when the whole or part of a debt is considered irrecoverable.
 

 

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F. Measuring exposures and concentrations

Loans and advances to customers provide the principal source of credit risk to the Group although Barclays can also be exposed to other forms of credit risk through, for example, loans to banks, loan commitments and debt securities. Barclays risk management policies and processes are designed to identify and analyse risk, to set appropriate risk appetite, limits and controls, and to monitor the risks and adherence to limits by means of reliable and timely data. One area of particular review is concentration risk. A concentration of credit risk exists when a number of counterparties are engaged in similar activities and have similar economic characteristics that would cause their ability to meet contractual obligations to be similarly affected by changes in economic and other conditions. As a result, Barclays constantly reviews its concentration in a number of areas including, for example, geography, maturity and industry (see previous page).

Diversification is achieved through setting maximum exposure guidelines to individual counterparties. Excesses are reported to the Group Risk Oversight Committee and the Board Risk Committee. Mandate & Scale limits are used to limit the stock of current exposures in a loan portfolio and the flow of new exposures into a loan portfolio. Limits are typically based on the nature of the lending and the amount of the portfolio meeting certain standards of underwriting criteria.

G. Monitoring weaknesses in portfolios

Whilst the basic principles for monitoring weaknesses in wholesale and retail exposures are broadly similar, they will reflect the differing nature of the assets. As a matter of policy all facilities granted to corporate or wholesale customers are subject to a review on, at least, an annual basis, even when they are performing satisfactorily.

Corporate accounts that are deemed to contain heightened levels of risk are recorded on graded early warning lists or watchlists comprising three categories graded in line with the perceived severity of the risk attached

to the lending, and its probability of default. These are updated monthly and circulated to the relevant risk control points. Once an account has been placed on watchlist (WL) or early warning list (EWL), the exposure is carefully monitored and, where appropriate, exposure reductions are effected. Should an account become impaired, it will normally have passed through each of the three categories, which reflect the need for increasing caution and control. Where an obligor’s financial health gives grounds for concern, it is immediately placed into the appropriate category. While all obligors, regardless of financial health, are subject to a full review of all facilities on, at least, an annual basis, more frequent interim reviews may be undertaken should circumstances dictate. Specialist recovery functions deal with clients in default, collection or insolvency. Their mandate is to maximise shareholder value via the orderly and timely recovery of impaired debts. Accounts can stay in Recoveries for up to two years unless a longer-term strategy has been agreed.

Within the retail portfolios, which tend to comprise homogeneous assets, statistical techniques more readily allow potential weaknesses to be monitored on a portfolio basis. The approach is consistent with the Group’s policy of raising a collective impairment allowance as soon as objective evidence of impairment is identified. Retail accounts can be classified according to specified categories of arrears status (or cycle), which reflects the level of contractual payments which are overdue on a loan.

The probability of default increases with the number of contractual payments missed, thus raising the associated impairment requirement.

Once a loan has passed through all six cycles it will enter recovery status, having been charged off. In most cases, charge-off will result in the account moving to a legal recovery function or debt sale. This will typically occur after an account has been treated by a collections function. However, in certain cases, an account may be charged off directly from a performing (up to date) status, such as in the case of insolvency or death.

 

 

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Risk management

Credit risk management continued

 

 

 

As a general principle, charge-off marks the point at which it becomes more economically efficient to treat an account through a recovery function or debt sale rather than a collections function. Economic efficiency includes the (discounted) expected amount recovered and operational and legal costs. Whilst charge-off is considered an irreversible state, in certain cases, it may be acceptable for mortgage and vehicle finance accounts to move back from charge-off to performing or delinquent states. This is only considered acceptable where local legislation requirements are in place, or where it is deemed that the customer has a renewed willingness to pay and there is a strong chance that they will be able to meet their contractual obligations in the foreseeable future.

For the majority of products, the standard period for charging off accounts is 180 days past due of contractual obligation. However, in the case of customer bankruptcy or insolvency, the associated accounts will be charged off within 60 days. Within UKRB Local Business, accounts that are deemed to have a heightened level of risk, or that exhibit some unsatisfactory features which could affect viability in the short to medium term, are transferred to a separate ‘caution’ stream. Accounts on the caution stream are reviewed on at least a quarterly basis, at which time consideration is given to continuing with the agreed strategy, returning the customer to a lower risk refer stream, or instigating recovery/exit action.

In the retail portfolios, forbearance programmes assist personal customers in financial difficulty through agreements to accept less than contractual amounts due where financial distress would otherwise prevent satisfactory repayment within the original terms and conditions of the contract. These agreements may be initiated by the customer, Barclays or a third party and include approved debt counselling plans, minimum due reductions, interest rate concessions and switches from capital and interest repayments to interest-only payments.

In the wholesale portfolios, Barclays will on occasion participate in debt for equity swaps, debt for asset swaps, debt standstills and debt restructuring agreements as part of the business support process. Debt restructuring agreements may include actions to improve security; such as changing an overdraft to a factoring or invoice discounting facility or moving debt to asset owning companies. Consideration is also given to the waiving or relaxing of covenants where this is the optimum strategy for the survival of our client’s businesses and therefore Barclays loans and advances.

Loans in forbearance programmes are still subject to impairment in line with normal impairment policy.

For personal customers, the Group Retail Impairment Policy outlines the methodology for impairment of assets that are categorised as under forbearance. Identified impairment is raised for such accounts, recognising the agreement between the bank and customer to pay less than the original contractual payment and is measured using a future discounted cash flow approach comparing the debt outstanding to the expected repayment on the debt. This results in appropriately higher provisions being held than for fully performing assets.

For wholesale customers, impairment is raised for any portion of restructured debt that Barclays does not expect to recover. Sufficient identified impairment will be raised to cover the difference between the loan and the present value of future cash flow discounted at the contractual interest rate.

H. Identifying potential credit risk loans

In line with disclosure requirements from the Securities Exchange Commission (SEC) in the US, the Group reports potentially and actually impaired loans as Potential Credit Risk Loans (PCRLs). PCRLs comprise two categories of loans: Potential Problem Loans (PPLs) and Credit Risk Loans (CRLs).

PPLs are loans that are currently complying with repayment terms but where serious doubt exists as to the ability of the borrower to continue to comply with such terms in the near future. If the credit quality of a loan on an early warning or watch list deteriorates to the highest category (wholesale) or deteriorates to delinquency cycle 2 (retail), consideration is given to including it within the PPL category.

Should further evidence of deterioration be observed, a loan may move to the CRL category. Events that would trigger the transfer of a loan from the PPL to the CRL category include a missed payment or a breach of covenant. CRLs comprise three classes of loans:

 

‘Impaired loans’ comprise loans where an individual identified impairment allowance has been raised and also include loans which are fully collateralised or where indebtedness has already been written down to the expected realisable value. This category includes all retail loans that have been charged off to legal recovery. The impaired loan category may include loans, which, while impaired, are still performing.

 

The category ‘accruing past due 90 days or more’ comprises loans that are 90 days or more past due with respect to principal or interest. An impairment allowance will be raised against these loans if the expected cash flows discounted at the effective interest rate are less than the carrying value.

 

The category ‘impaired and restructured loans’ comprises loans not included above where, for economic or legal reasons related to the debtor’s financial difficulties, a concession has been granted to the debtor that would not otherwise be considered. Where the concession results in the expected cash flows discounted at the effective interest rate being less than the loan’s carrying value, an impairment allowance will be raised.

I. Allowances for impairment and other credit provisions

Barclays establishes, through charges against profit, impairment allowances and other credit provisions for the incurred loss inherent in the lending book. Under IFRS, impairment allowances are recognised where there is objective evidence of impairment as a result of one or more loss events that have occurred after initial recognition, and where these events have had an impact on the estimated future cash flows of the financial asset or portfolio of financial assets. Impairment of loans and receivables is measured as the difference between the carrying amount and the present value of estimated future cash flows discounted at the financial asset’s original effective interest rate. If the carrying amount is less than the discounted cash flows, then no further allowance is necessary.

Impairment allowances are measured individually for assets that are individually significant, and collectively where a portfolio comprises homogenous assets and where appropriate statistical techniques are available. In terms of individual assessment, the principal trigger point for impairment is the missing of a contractual payment which is evidence that an account is exhibiting serious financial problems, and where any further

 
 


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deterioration is likely to lead to failure. Details of other trigger points can be found on page 198. Two key inputs to the cash flow calculation are the valuation of all security and collateral, as well as the timing of all asset realisations, after allowing for all attendant costs. This method applies mainly in the corporate portfolios.

For collective assessment, the principal trigger point for impairment is the missing of a contractual payment which is the policy consistently adopted across all credit cards, unsecured loans, mortgages and most other retail lending. Details of other trigger points can be found on page 198. The calculation methodology relies on the historical experience of pools of similar assets; hence the impairment allowance is collective. The impairment calculation is based on a roll-rate approach, where the percentage of assets that move from the initial delinquency to default is derived from statistical probabilities based on historical experience. Recovery amounts and contractual interest rates are calculated using a weighted average for the relevant portfolio. This method applies mainly to the Group’s retail portfolios and is consistent with Barclays policy of raising an allowance as soon as impairment is identified.

The impairment allowance in the retail portfolios is mainly assessed on a collective basis and is based on the drawn balances adjusted to take into account the likelihood of the customer defaulting (PDpit) and the amount estimated as not recoverable (LGD). The basic calculation is:

Impairment allowance = Total outstandings x Probability of Default (PDpit) x Loss Given Default (LGD)

The PDpit increases with the number of contractual payments missed thus raising the associated impairment requirement.

Impairment in the wholesale portfolios is generally calculated by valuing each impaired asset on a case by case basis, i.e. on an individual assessment basis. A relatively small amount of wholesale impairment relates to unidentified or collective impairment; in such cases impairment is calculated using modelled PD x LGD x EAD adjusted for an emergence period.

Unidentified impairment allowances are also raised to cover losses which are judged to be incurred but not yet specifically identified in customer exposures at the balance sheet date, and which, therefore, have not been specifically reported. The incurred but not yet reported calculation is based on the asset’s probability of moving from the performing portfolio to being specifically identified as impaired within the given emergence period and then on to default within a specified period. This is calculated on the present value of estimated future cash flows discounted at the financial asset’s original effective interest rate. The emergence periods vary across businesses and are based on actual experience and are reviewed on an annual basis. This methodology ensures that the Group captures the loss incurred at the correct balance sheet date. These impairment allowances are reviewed and adjusted at least quarterly by an appropriate charge or release of the stock of impairment allowances based on statistical analysis and management judgement. Where appropriate, the accuracy of this analysis is periodically assessed against actual losses (see Modelling of Risk on page 71). As one of the controls to ensure that adequate impairment allowances are held, movements in impairment allowances to individual names with total impairment of more than £10m are presented to the Credit Committee for agreement.

Monitoring the loan loss rate (LLR) provides Barclays with one way of measuring the trends in the quality of the loan portfolio at the Group, business and product levels. At Barclays, the LLR represents the annualised impairment charges on loans and advances to customers and banks and other credit provisions as a percentage of the total, period-end loans and advances to customers and banks, gross of impairment allowances.

The impairment allowance is the aggregate of the identified and unidentified impairment balances. Impairment allowance coverage, or the coverage ratio, is reported at two levels:

 

Credit risk loans coverage ratio (impairment allowances as a percentage of CRL balances); and

 

Potential credit risk loans coverage ratio (impairment allowances as a percentage of total CRL and PPL balances).
 

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Note

a Loan loss rate for the years prior to 2005 does not reflect the application of IAS 32, IAS 39 and IFRS 4.

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Risk management

Credit risk management continued

 

 

Appropriate coverage ratios will vary according to the type of product but can be broadly bracketed under three categories: secured retail home loans; credit cards, unsecured and other personal lending products; and corporate facilities. Analysis and experience has indicated that, in general, the severity rates for these types of products are typically within the following ranges:

 

–    Secured retail Home loans: 5%-20%;

 

–    Credit cards, unsecured and other personal lending products: 65%-75%; and

 

–    Corporate facilities: 30%-50%.

 

CRL coverage ratios would therefore be expected to be at or around these levels over a defined period of time. In principle, a number of factors may affect the Group’s coverage ratios, including:

 

–    The mix of products within total CRL balances. Coverage ratios will tend to be lower when there is a high proportion of secured retail and corporate balances within total CRLs. This is due to the fact that the recovery outlook on these types of exposures is typically higher than retail unsecured products with the result that they will have lower impairment requirements.

 

–    The stage in the economic cycle. Coverage ratios will tend to be lower in the earlier stages of deterioration in credit conditions. At this stage, retail delinquent balances will be predominantly in the early delinquency cycles and corporate names will have only recently moved to CRL categories. As such balances attract a lower impairment requirement, the CRL coverage ratio will be lower.

 

–    The balance of PPLs to CRLs. The impairment requirements for PPLs are lower than for CRLs, so the greater the proportion of PPLs, the lower the PCRL coverage ratio.

 

–    Write off policies. The speed with which defaulted assets are written off will affect coverage ratios. The more quickly assets are written off, the lower the ratios will be, since stock with 100% coverage will tend to roll out of PCRL categories more quickly.

     

 

J. Writing off of assets

After an advance has been identified as impaired and is subject to an impairment allowance, the stage may be reached whereby it is concluded that there is no realistic prospect of further recovery. Write off will occur when, and to the extent that, the whole or part of a debt is considered irrecoverable. The timing and extent of write offs may involve some element of subjective judgement. Nevertheless, a write off will often be prompted by a specific event, such as the inception of insolvency proceedings or other formal recovery action, which makes it possible to establish that some or the entire advance is beyond realistic prospect of recovery. In any event, the position of impaired loans is reviewed at least quarterly to ensure that irrecoverable advances are being written off in a prompt and orderly manner and in compliance with any local regulations.

 

Such assets are only written off once all the necessary procedures have been completed and the amount of the loss has been determined. Subsequent recoveries of amounts previously written off are written back and hence decrease the amount of the reported loan impairment charge in the income statement. In 2010 total write offs of impaired financial assets increased by £930m to £4,310m (2009: £3,380m).

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Loans and Advances to Customers and Banks

Total gross loans and advances to customers and banks increased 1% to £502,695m (2009: £498,064m). Loans and advances at amortised cost were £478,173m (2009: £472,155m) and loans and advances at fair value were £24,522m (2009: £25,909m).

Loans and Advances at Amortised Cost

Gross loans and advances to customers and banks at amortised cost increased 1% (£6,018m) to £478,173m (2009: £472,155m) with a 10% rise in the retail portfolios offset by a 6% fall in wholesale. Included in this balance are settlement balances of £27,112m (2009: £25,825m) and cash collateral balances of £29,374m (2009: £29,847m). The principal drivers for this increase were:

 

 

UK Retail Banking where loans and advances increased 12% to £117,689m (2009: £105,066m), due to increased lending in Home Finance and the acquisition of Standard Life Bank at the beginning of 2010;

 

 

Western Europe Retail Banking where loans and advances increased 6% to £44,500m, which primarily reflected growth in Italian mortgages partially offset by the depreciation in the value of the Euro against Sterling;

 

Absa where loans and advances increased 14% to £42,725m (2009: £37,365m), reflecting appreciation in the value of the Rand against Sterling; and

 

 

Barclays Wealth where loans and advances increased 22% to £16,468m (2009: £13,467m) primarily due to growth in High Net Worth lending.

These increases were partially offset by decreases in:

 

 

Barclays Capital where loans and advances decreased 8% to £152,711m (2009: £165,624m) due to a reduction in borrowings partially offset by a net depreciation in the value of Sterling relative to other currencies; and

 

 

Barclays Corporate where loans and advances decreased by 6% to £68,632m (2009: £73,007m), principally due to lower customer demand in the UK & Ireland business.

 

 

Analysis of loans and advancesa  
     Gross
loans  and
advances
£m
     Impairment
allowance
£m
     Loans and
advances
net of
impairment
£m
    

Credit risk
loans
a

£m

     CRLs %
of gross
loans and
advances
a
%
     Impairment
charges
£m
   

Loan loss
rates

bps

 

As at 31st December 2010

                   

Wholesale – customers

     204,991         5,501         199,490         11,716         5.7%         2,347        114   

Wholesale – banks

     37,847         48         37,799         35         0.1%         (18     (5

Total wholesale

     242,838         5,549         237,289         11,751         4.8%         2,329        96   

Retail – customers

     235,335         6,883         228,452         12,571         5.3%         3,296        140   

Total retail

     235,335         6,883         228,452         12,571         5.3%         3,296        140   

Loans and advances at amortised cost

     478,173         12,432         465,741         24,322         5.1%         5,625        118   

Loans and advances held at fair value

     24,522         n/a         24,522                                      

Total loans and advances

     502,695         12,432         490,263                                      

As at 31st December 2009

                   

Wholesale – customers

     217,470         4,616         212,854         10,982         5.0%         3,428        158   

Wholesale – banks

     41,196         61         41,135         57         0.1%         11        3   

Total wholesale

     258,666         4,677         253,989         11,039         4.3%         3,439        133   

Retail – customers

     213,489         6,119         207,370         11,503         5.4%         3,919        184   

Total retail

     213,489         6,119         207,370         11,503         5.4%         3,919        184   

Loans and advances at amortised cost

     472,155         10,796         461,359         22,542         4.8%         7,358        156   

Loans and advances held at fair value

     25,909         n/a         25,909                                      

Total loans and advances

     498,064         10,796         487,268                                      

 

Note

a Excludes from credit risk loans (CRLs) the Protium loan of £7,560m against which impairment of £532m has been recognised. Further disclosure of CRLs and coverage ratios including the impact of the Protium loan are set out on page 98.
 

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Risk management

Credit risk management continued

 

 

Loans and advances at amortised cost net of impairment allowances, by industry sector and geography  
     United
Kingdom
£m
     Other
European
Union
£m
     United
States
£m
     Africa
£m
    

Rest of the
World

£ m

     Total
£m
 

As at 31st December 2010

                 

Financial institutions

     23,184         25,173         53,191         3,786         18,677         124,011   

Manufacturing

     6,591         4,160         704         1,193         2,118         14,766   

Construction

     3,607         1,258         5         739         254         5,863   

Property

     13,356         2,895         493         4,706         1,357         22,807   

Government

     533         1,159         324         2,217         2,068         6,301   

Energy and water

     2,181         3,090         2,092         136         1,732         9,231   

Wholesale and retail distribution and leisure

     11,441         2,444         509         1,646         1,317         17,357   

Business and other services

     15,185         4,358         979         2,841         2,865         26,228   

Home loans

     104,872         36,979         28         24,911         1,265         168,055   

Cards, unsecured loans and other personal lending

     26,255         7,499         6,765         3,755         2,394         46,668   

Other

     8,023         4,629         766         8,483         2,553         24,454   

Net loans and advances to customers and banks

     215,228         93,644         65,856         54,413         36,600         465,741   

As at 31st December 2009

                 

Financial institutions

     26,194         26,815         57,442         4,295         15,077         129,823   

Manufacturing

     8,407         5,327         773         1,398         2,292         18,197   

Construction

     3,503         1,380         7         850         192         5,932   

Property

     13,424         4,129         412         4,154         1,124         23,243   

Government

     913         770         360         3,072         4,111         9,226   

Energy and water

     2,447         3,878         2,333         156         1,909         10,723   

Wholesale and retail distribution and leisure

     12,610         2,362         720         1,690         1,774         19,156   

Business and other services

     16,359         4,774         1,708         3,997         2,765         29,603   

Home loans

     90,840         35,644         19         21,596         1,000         149,099   

Cards, unsecured loans and other personal lending

     24,999         6,737         6,672         813         1,354         40,575   

Other

     9,003         5,224         1,046         7,862         2,647         25,782   

Net loans and advances to customers and banks

     208,699         97,040         71,492         49,883         34,245         461,359   

Group wholesale loans and advances held at fair value by industry sector

Total loans and advances held at fair value were £24,522m (2009: £25,909m), principally relating to Barclays Corporate and Barclays Capital. Barclays Corporate loans and advances held at fair value, which comprise lending to property, government and business and other services, were £14,401m (2009: £13,074m). Movements in the fair value of these loans are substantially offset by fair value movements on hedging instruments. Barclays Capital loans and advances held at fair value were £9,987m (2009: £12,835m). Included within this balance is £4,712m relating to credit market exposures, the majority of which is made up of commercial real estate loans, £5,275m primarily comprising loans to financial institutions and business and other services.

 

Loans and advances held at fair value by industry sector

As at 31st December

  

2010

£ m

    

2009

£ m

 

Financial institutions

     2,125         3,543   

Manufacturing

     347         1,561   

Construction

     249         237   

Property

     11,934         11,490   

Government

     5,088         5,024   

Energy and water

     370         241   

Wholesale and retail distribution and leisure

     800         664   

Business and other services

     3,246         2,793   

Other

     363         356   

Total

     24,522         25,909   
 


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Impairment allowances

Impairment allowances increased £1,636m to £12,432m (2009: £10,796m), reflecting increased impairment charges against delinquent assets across the majority of retail businesses as they flowed into later cycles, higher impairment charges against the Spanish property sectors, reflected in Barclays Corporate – Continental Europe, and a charge relating to the Protium loan in Barclays Capital. Amounts written off increased £930m to £4,310m (2009: £3,380m) with higher write offs across the majority of businesses.

 

Movements in allowance for impairment by asset class (audited)  
   

At beginning
of year

£m

    Acquisitions
and
disposals
£m
    Unwind of
discount
£m
    Exchange
and other
adjustments
£m
    Amounts
written off
£m
    Recoveries
£m
    Amounts
charged to
income
statement
£m
   

Balance at
31st

December
£m

 

2010

               

Loans and advances to banks

    61                      (1     (11     17        (18     48   

Loans and advances to customers:

               

Home loans

    639        18        (54     63        (134     6        316        854   

Credit card receivables

    2,309        74        (100     50        (1,374     77        1,405        2,441   

Other personal lending

    2,908               (47     45        (1,059     37        1,243        3,127   

Wholesale and corporate

    4,558        (14     (6     148        (1,547     40        2,432        5,611   

Finance lease receivables

    321               (6     26        (185     24        171        351   

Total loans and advances to customers

    10,735        78        (213     332        (4,299     184        5,567        12,384   

Total impairment allowance

    10,796        78        (213     331        (4,310     201        5,549        12,432   

2009

               

Loans and advances to banks

    51                      (11            10        11        61   

Loans and advances to customers:

               

Home loans

    321        19        (59     46        (82     3        391        639   

Credit card receivables

    1,445        415        (79     (28     (1,009     78        1,487        2,309   

Other personal lending

    1,869               (26     (89     (633     21        1,766        2,908   

Wholesale and corporate

    2,699               (15     (48     (1,538     28        3,432        4,558   

Finance lease receivables

    189               (6     3        (118     10        243        321   

Total loans and advances to customers

    6,523        434        (185     (116     (3,380     140        7,319        10,735   

Total impairment allowance

    6,574        434        (185     (127     (3,380     150        7,330        10,796   

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Risk management

Credit risk management continued

 

 

Potential Credit Risk Loans

Protium

As at 31st December 2010, wholesale gross loans and advances included a £7,560m loan to Protium. Principal and interest payments have been received in accordance with contractual terms. However, following a reassessment of the expected realisation period, the loan is carried at an amount equivalent to the fair value of the underlying collateral, resulting in an impairment of £532m. Further details are provided on page 114.

In light of the effect of the Protium loan and related impairment allowance on CRLs and coverage ratios, the commentary below excludes the impact of the Protium loan to allow for a more meaningful analysis of other exposures and to facilitate comparison with prior years.

Credit Risk Loans

The Group’s Credit Risk Loans (CRLs) rose 8% to £24,322m (2009: £22,542m) reflecting increases in both the retail and wholesale sectors.

CRLs in the Wholesale portfolios increased 6% to £11,751m (2009: £11,039m) primarily due to a rise in Continental Europe reflecting the deterioration in the Spanish property sector. This was partially offset by lower balances in Barclays Capital as credit conditions led to improvements across default grades and an improvement in credit market exposures.

CRLs in the Retail portfolios rose 9% to £12,571m (2009: £11,503m) reflecting increases in Home Loans of 14% to £4,294m (2009: £3,758m) primarily due to an increase in the Sterling value of recovery balances in the Absa Home Loans portfolio as well as the acquisition of Standard Life Bank. Credit Cards, Unsecured and Other Retail Lending increased 7% to £8,277m (2009: £7,745m) reflecting higher recovery balances as accounts rolled through to later cycles in most businesses and a weak debt sale sector.

Potential Problem Loans

The Group’s Potential Problem Loans (PPLs) balance fell by 24% to £2,695m (2009: £3,523m).

PPL balances fell 26% in Wholesale portfolios to £1,970m (2009: £2,674m) mainly reflecting a decrease in Barclays Capital as a small number of counterparties moved out of the category and some balances reduced, and decreases in Continental Europe, mainly Spain, and Absa as accounts flowed in to CRL categories.

In the Retail portfolios, PPLs fell 15% to £725m (2009: £849m) primarily due to a fall of £94m in Credit Cards, Unsecured and Other Retail Lending portfolios, driven by lower balances in Barclaycard, primarily UK Secured Loans and US Cards and Western Europe Retail Bank, primarily Spain.

Potential Credit Risk Loans

Group Potential Credit Risk Loan (PCRL) balances increased 4% to £27,017m (2009: £26,065m), reflecting an increase in CRLs partially offset by a decrease in PPLs.

Total PCRL balances in the Wholesale portfolios remained broadly unchanged at £13,721m (2009: £13,713m).

PCRL balances rose in Home Loans by 13% to £4,554m (2009: £4,048m) while PCRLs in Credit Cards, Unsecured and Other Retail Lending portfolios increased 5% to £8,742m (2009: £8,304m).

Coverage Ratios

In the Wholesale portfolios, the CRL coverage ratio increased to 42.7% (2009: 42.4%), and the PCRL coverage ratio increased to 36.6% (2009: 34.1%).

The CRL coverage ratio in Home Loans increased to 19.9% (2009: 17.0%), and the PCRL coverage ratio increased to 18.8% (2009: 15.8%). The CRL coverage ratio in Credit Cards, Unsecured and Other portfolios increased to 72.8% (2009: 70.8 %) and the PCRL coverage ratio increased to 69.0% (2009: 66.0%).

The CRL coverage ratios in Home Loans, Credit Cards, Unsecured and Other and Wholesale portfolios remain within typical severity rate ranges for these types of products. The Group’s CRL coverage ratio increased to 48.9% (2009: 47.9%). The PCRL coverage ratio also increased to 44.0% (2009: 41.4%).

 

 

Potential credit risk loans and coverage ratios    CRLs      PPLs      PCRLs  
     2010      2009      2010      2009      2010      2009  
As at 31st December    £m      £m      £m      £m      £m      £m  

Home loansa

     4,294         3,758         260         290         4,554         4,048   

Credit cards, unsecured and other retail lending

     8,277         7,745         465         559         8,742         8,304   

Retail

     12,571         11,503         725         849         13,296         12,352   

Wholesale (excluding loan to Protium)

     11,751         11,039         1,970         2,674         13,721         13,713   

Loan to Protiumb

     7,560                                 7,560           

Wholesale

     19,311         11,039         1,970         2,674         21,281         13,713   

Group (excluding loan to Protium)

     24,322         22,542         2,695         3,523         27,017         26,065   

Group

     31,882         22,542         2,695         3,523         34,577         26,065   
                 
      Impairment allowance      CRL coverage      PCRL coverage  
     2010      2009      2010      2009      2010      2009  
As at 31st December    £m      £m      %      %      %      %  

Home loansa

     854         639         19.9         17.0         18.8         15.8   

Credit cards, unsecured and other retail lending

     6,029         5,480         72.8         70.8         69.0         66.0   

Retail

     6,883         6,119         54.8         53.2         51.8         49.5   

Wholesale (excluding loan to Protium)

     5,017         4,677         42.7         42.4         36.6         34.1   

Loan to Protiumb

     532                 7.0                 7.0           

Wholesale

     5,549         4,677         28.7         42.4         26.1         34.1   

Group (excluding loan to Protium)

     11,900         10,796         48.9         47.9         44.0         41.4   

Group

     12,432         10,796         39.0         47.9         36.0         41.4   

Notes

a Comparative figures for Home Loans have been restated to align with externally disclosed arrears definitions.
b Refer to page 114 for further information on Protium.
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           99   

 

 

 

 

Wholesale Credit Risk

Loans and advances to customers and banks in the wholesale portfolios decreased 6% to £242,838m (2009: £258,666m), including a fall of 8% in Barclays Capital to £152,711m (2009: £165,624m) due to a reduction in borrowings offset by a net depreciation in the value of Sterling relative to other currencies. Loans and advances in Barclays Corporate fell 6% to £66,961m (2009: £71,125m), due to reduced customer demand in UK & Ireland. The 21% increase in balances to £12,188m at Absa was due to the appreciation in the value of the Rand against Sterling during 2010.

Impairment allowances increased 19% to £5,549m (2009: £4,677m) principally reflecting the increase in Barclays Corporate – Continental Europe and impairment of £532m relating to the Protium loan in Barclays Capital. Excluding the impact of the Protium loan, the credit risk loans (CRL) coverage ratio increased to 42.7% (2009: 42.4%) and the potential credit risk loans (PCRL) coverage ratio increased to 36.6% (2009: 34.1%).

In the wholesale portfolios, the impairment charge against loans and advances fell 32% to £2,329m (2009: £3,439m) mainly due to lower charges against credit market exposures in Barclays Capital. In addition there was a release in the non-credit market related loan book. This was partially offset by an increase in the Barclays Corporate impairment charge as deteriorating credit conditions in the Spanish property and construction sector led to significantly higher charges in Continental Europe, although this was partially mitigated by lower default rates and fewer single name charges in UK & Ireland and New Markets. In addition, wholesale impairment reflected £532m relating to the Protium loan in Barclays Capital.

Wholesale loans and advances net of impairment decreased 7% to £237,289m (2009: £253,989m). This is mainly made up of Barclays Capital which decreased 8% to £149,675m (2009: £162,599m) and Barclays Corporate which decreased 7% to £64,975m (2009: £69,921m).

The loan loss rate across the Group’s wholesale portfolios for 2010 was 96bps (full year 2009: 133bps), reflecting the fall in impairment. Excluding Protium, the wholesale CRL coverage ratio was 42.7% (2009: 42.4%).

The principal uncertainties relating to the performance of the wholesale portfolios in 2011 include the:

 

extent and sustainability of economic recovery particularly in the UK, US, Spain and South Africa;

 

potential for large single name losses and deterioration in specific sectors and geographies;

 

possible deterioration in remaining credit market exposures, including commercial real estate and leveraged finance;

 

impact of potentially deteriorating sovereign credit quality; and

 

potential impact of increasing inflation on economic growth and corporate profitability.
 

 

Wholesale loans and advances at amortised costa

  

                                                     
    

Gross
loans and

advances

£m

    

Impairment

allowance
£m

     Loans and
advances
net of
impairment
£m
    

Credit risk

loansb

£m

    

CRLs %

of gross
loans and
advances b

%

     Impairment
charges
£m
    

Loans loss

rates

bps

 

As at 31st December 2010

                    

UK Retail Banking

     3,889         77         3,812         345         8.9%         80         206   

Barclaycardc

     338         5         333         7         2.1%         20         592   

Barclays Africa

     2,456         123         2,333         242         9.9%         28         114   

Absa

     12,188         239         11,949         912         7.5%         95         78   

Barclays Capital

     152,711         3,036         149,675         5,370         3.5%         642         42   

Barclays Corporate

     66,961         1,986         64,975         4,591         6.9%         1,436         214   

Barclays Wealth

     2,884         66         2,818         218         7.6%         27         94   

Head office

     1,411         17         1,394         66         4.7%         1         7   

Total

     242,838         5,549         237,289         11,751         4.8%         2,329         96   

As at 31st December 2009

                    

UK Retail Banking

     4,002         56         3,946         247         6.2%         95         238   

Barclaycardc

     322         4         318         10         3.1%         17         528   

Barclays Africa

     2,991         124         2,867         227         7.6%         33         110   

Absa

     10,077         195         9,882         690         6.8%         67         66   

Barclays Capital

     165,624         3,025         162,599         6,411         3.9%         1,898         115   

Barclays Corporate

     71,125         1,204         69,921         3,148         4.4%         1,298         182   

Barclays Wealth

     3,495         43         3,452         179         5.1%         17         49   

Head office

     1,030         26         1,004         127         12.4%         14         137   

Total

     258,666         4,677         253,989         11,039         4.3%         3,439         133   

 

Notes

a Loans and advances to business customers in Western Europe Retail Banking are included in the Retail Loans and Advances to customers at amortised cost table on page 101.
b Barclays Capital credit risk loans exclude the loan to Protium. Barclays Capital CRLs and CRLs % of Gross L&A including the loan to Protium were £12,930m and 8.5% respectively.
c Barclaycard represents corporate credit and charge cards.
 

LOGO

 


Table of Contents
100            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Risk management

Credit risk management continued

 

 

(i) Analysis of Barclays Capital Wholesale Loans and Advances at Amortised Cost

Barclays Capital wholesale loans and advances net of impairment decreased 8% to £149,675m (2009: £162,599m). This was driven by a reduction in corporate lending which declined 18% to £41,093m (2009: £49,849m) primarily due to a reduction in borrowings by customers partially offset by the net depreciation in the value of Sterling relative to other currencies.

Included within corporate lending and other wholesale lending portfolios are £3,787m (2009: £5,646m) of loans backed by retail mortgage collateral classified within financial institutions.

 

Barclays Capital wholesale loans and advances at amortised cost

  

                                  
     Gross
loans and
advances
£m
     Impairment
allowance
£m
     Loans and
advances
net of
impairment
£m
    

Credit risk
loansa

£m

     CRLs %
of gross
loans and
advancesa
%
     Impairment
charges
£m
   

Loan loss
rates

bps

 

As at 31st December 2010

                   

Loans and advances to banks

                   

Cash collateral and settlement balances

     14,058                 14,058                 0.0%                  

Interbank lending

     21,547         48         21,499         35         0.2%         (18     (8

Loans and advances to customers

                   

Government lending

     2,940                 2,940                 0.0%                  

ABS CDO Super Senior

     3,537         1,545         1,992         3,537         100.0%         (137     (387

Corporate lending

     41,891         798         41,093         1,483         3.5%         285        68   

Other wholesale lending

     26,310         645         25,665         315         1.2%         512        195   

Cash collateral and settlement balances

     42,428                 42,428                 0.0%                  

Total

     152,711         3,036         149,675         5,370         3.5%         642        42   

As at 31st December 2009

                   

Loans and advances to banks

                   

Cash collateral and settlement balances

     15,893                 15,893                 0.0%                  

Interbank lending

     21,722         61         21,661         57         0.3%         14        6   

Loans and advances to customers

                   

Government lending

     3,456                 3,456                 0.0%                  

ABS CDO Super Senior

     3,541         1,610         1,931         3,541         100.0%         714        2,016   

Corporate lending

     50,886         1,037         49,849         2,198         4.3%         1,115        219   

Other wholesale lending

     30,347         317         30,030         615         2.0%         55        18   

Cash collateral and settlement balances

     39,779                 39,779                 0.0%                  

Total

     165,624         3,025         162,599         6,411         3.9%         1,898        115   

(ii) Analysis of Barclays Corporate Wholesale Loans and Advances at Amortised Cost

Barclays Corporate wholesale loans and advances net of impairment decreased 7% to £64,975m (2009: £69,921m). This was driven primarily by a reduction in borrowings across all three of the business’ main segments, alongside an increase in impairment allowances in Spain.

The UK & Ireland portfolios declined 6% to £52,659m (2009: £56,215m), primarily due to lower overdraft balances and asset based loans, reflecting depressed demand as UK businesses de-leverage. The Continental Europe portfolios declined 11% to £10,162m (2009: £11,453m) driven by increased impairment allowances in Spain, as well as lower revolving credit lines, term lending and mortgage loans.

 

Barclays Corporate wholesale loans and advances at amortised cost

  

                 
    

Gross
loans and

advances

£m

    

Impairment

allowance

£m

     Loans and
advances
net of
impairment
£m
    

Credit risk

loans

£m

    

CRLs %
of gross
loans and

advances

%

     Impairment
charges
£m
    

Loan loss

rates

bps

 

As at 31st December 2010

                    

UK & Ireland

     53,308         649         52,659         1,699         3.2%         503         94   

Continental Europe

     11,385         1,223         10,162         2,739         24.1%         884         776   

New Markets

     2,268         114         2,154         153         6.7%         49         216   

Total

     66,961         1,986         64,975         4,591         6.9%         1,436         214   

As at 31st December 2009

                                                              

UK & Ireland

     56,838         623         56,215         1,588         2.8%         864         152   

Continental Europe

     11,912         459         11,453         1,396         11.7%         309         259   

New Markets

     2,375         122         2,253         164         6.9%         125         526   

Total

     71,125         1,204         69,921         3,148         4.4%         1,298         182   

 

Note

a Barclays Capital credit risk loans exclude the Protium loan. Other wholesale lending CRLs and CRLs % of Gross L&A including the loan to Protium were £7,875m and 29.9% respectively.
 
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           101   

 

 

 

 

Retail Credit Risk

Gross loans and advances to customers in the retail portfolios increased 10% to £235,335m (2009: £213,489m). In UK Retail Banking, the increase of 13% to £113,800m (2009: £101,064m) primarily reflected increased lending in the UK Home Finance portfolio and the acquisition of Standard Life Bank at the start of 2010. Barclays Wealth loans and advances increased 36% to £13,584m (2009: £9,972m) primarily due to growth in High Net Worth lending. Western Europe Retail Banking loans and advances to customers increased 6%, which primarily reflected growth in Italian mortgages and the acquisition of Citigroup’s credit card business in Italy, partially offset by the depreciation in the value of the Euro against Sterling. Absa balances increased 12% due to the appreciation in the value of the Rand against Sterling during 2010.

Retail impairment allowances rose 12% to £6,883m (2009: £6,119m) comprising growth of 34% in Home Loans to £854m (2009: £639m) and 10% (£549m) in Credit Cards, Unsecured and Other Retail Lending to £6,029m (2009: £5,480m) as impairment stock increased against delinquent assets flowing into later cycles.

Total retail loans and advances net of impairment were £228,452m on 31st December 2010 (2009: £207,370m), of which Home Loans were

£168,055m (2009: £149,099m), Credit Cards and Unsecured loans were £39,171m (2009: £39,012m), and Other Retail Lending were £21,226m (2009: £19,259m).

Total Home Loans net of impairment to retail customers rose by 13% to £168,055m (2009: £149,099m) principally due to an increase in the UK Home Loan portfolios within UK Retail Banking which grew 15% to £101,210m (2009: £87,943m). Home Loans represented 74% of total retail loans and advances to customers on 31st December 2010 (2009: 72%).

Credit Risk Loans

CRLs in the Retail portfolios rose 9% to £12,571m (2009: £11,503m) reflecting increases in Home Loans of 14% to £4,294m (2009: £3,758m) primarily due to an increase in recovery balances in the Sterling value of Absa Home Loans portfolio and the acquisition of Standard Life Bank. Credit Cards, Unsecured and Other Retail Lending increased 7% to £8,277m (2009: £7,745m) reflecting higher recovery balances as accounts rolled through to later delinquency cycles in most businesses and a weak debt sale market.

The CRL coverage ratios were higher at 31st December 2010 in Retail Home Loans at 19.9% (2009: 17.0%) and in Retail Credit Cards Unsecured and Other Retail Lending at 72.8%, (2009: 70.8%) but remained within typical severity rate ranges for these types of products.

 

 

Retail loans and advances at amortised cost

  

                                                              
           Gross
loans and
advances
£m
     Impairment
allowance
£m
     Loans and
advances
net of
impairment
£m
    

Credit risk

loans

£m

    

CRLs %

of gross

loans and

advances

%

    

Impairment

charges
£m

    

Loan loss

rates

bps

 

As at 31st December 2010

                      

UK Retail Banking

       113,800         1,737         112,063         3,166         2.8%         739         65   

Barclaycard

       29,281         2,981         26,300         3,678         12.6%         1,668         570   

WE Retail Bankinga

       44,500         833         43,667         1,729         3.9%         314         71   

Barclays Africa

       1,962         160         1,802         177         9.0%         54         275   

Absa

       30,537         842         29,695         3,190         10.4%         385         126   

Barclays Corporateb

       1,671         255         1,416         301         18.0%         115         688   

Barclays Wealth

             13,584         75         13,509         330         2.4%         21         15   

Total

             235,335         6,883         228,452         12,571         5.3%         3,296         140   

As at 31st December 2009

                      

UK Retail Banking

       101,064         1,587         99,477         3,262         3.2%         936         93   

Barclaycard

       29,460         2,670         26,790         3,392         11.5%         1,781         605   

WE Retail Bankinga

       42,012         673         41,339         1,410         3.4%         334         80   

Barclays Africa

       1,811         138         1,673         163         9.0%         88         486   

Absa

       27,288         655         26,633         2,573         9.4%         500         183   

Barclays Corporateb

       1,882         340         1,542         397         21.1%         246         1,307   

Barclays Wealth

             9,972         56         9,916         306         3.1%         34         34   

Total

             213,489         6,119         207,370         11,503         5.4%         3,919         184   
                                                                        

Analysis of retail loans and advances to customers at amortised cost net of impairment allowances

  

     Home loans      Credit cards and
unsecured loans
    

Other retail

lending

     Total retail  

As at 31st December

   

 

2010

£m

  

  

    

 

2009

£m

  

  

    
 
2010
£m
  
  
    
 
2009
£m
  
  
    
 
2010
£m
  
  
    
 
2009
£m
  
  
    

 

2010

£m

  

  

    

 

2009

£m

  

  

UK Retail Banking

    101,210         87,943         6,500         7,329         4,353         4,205         112,063         99,477   

Barclaycard

                    20,991         21,564         5,309         5,226         26,300         26,790   

WE Retail Banking

    36,395         34,506         4,756         3,511         2,516         3,322         43,667         41,339   

Barclays Africa

    203         142         1,598         1,520         1         11         1,802         1,673   

Absa

    23,988         20,492         2,447         2,282         3,260         3,859         29,695         26,633   

Barclays Corporate

    377         396         783         984         256         162         1,416         1,542   

Barclays Wealth

    5,882         5,620         2,096         1,822         5,531         2,474         13,509         9,916   

Total

    168,055         149,099         39,171         39,012         21,226         19,259         228,452         207,370   

Notes

a Western Europe Retail Banking includes loans and advances to business customers at amortised cost.
b Barclays Corporate primarily includes retail portfolios in India, UAE and Russia.

LOGO

 


Table of Contents
102            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Risk management

Credit risk management continued

 

 

Retail Impairment

In Retail portfolios, the impairment charge against loans and advances fell 16% to £3,296m (2009: £3,919m) as a result of lower charges across all businesses. This reflected the improving economic conditions compared to 2009, particularly in the labour and housing sectors, the continuing low interest rate environment, credit actions taken and an improved collections performance. This improvement was partially offset by the impact of a fall in house prices in Spain. The largest improvement was in UK Retail Banking which decreased 21% to £739m principally due to lower charges-offs and flows into collections in unsecured loans and overdrafts. The decrease of 6% to £1,668m in Barclaycard reflected positive underlying delinquency and bankruptcy trends, most notably in the US Cards and Absa Cards portfolios.

In Barclays Corporate, the impairment of retail portfolios decreased 53% to £115m, reflecting improving delinquency performance in the Indian and UAE portfolios. In Absa, impairment fell 23% to £385m mainly as a result of improvement in the retail mortgage portfolio partially offset by the appreciation in the value of the Rand against Sterling. Impairment charges were also lower in Western Europe Retail Banking, primarily due to an improved performance in collections and lower delinquency rates in the majority of the Spanish portfolios. Impairment charges reduced in Barclays Africa as a result of an improved collections performance.

The loan loss rate across the Group’s Retail portfolios for 2010 was 140bps (2009: 184bps).

The principal uncertainties relating to the performance of the Group’s retail portfolios in 2011 include the:

 

increase in unemployment due to fiscal-tightening and other measures;

 

sustainability of economic recovery particularly in the UK, US, Spain and South Africa;

 

impact of rising inflation and the speed and extent of interest rate rises on affordability; and

 

the possibility of any further falls in residential property prices in the UK, South Africa and Western Europe.

Home Loans

The Group’s principal Home Loan portfolios consisted of UK Retail Banking (60% of the Group total), Western Europe Retail Banking (primarily Spain and Italy) (22%) and South Africa (14%). These portfolios account for 96% of the Group’s Home Loan portfolios.

 

 

Home loans principal portfoliosa    Three
month
arrearsb
%
    

Gross
charge-off
ratesc

%

    

Recoveries
proportion of
outstanding
balances

%

    

Recoveries
impairment
coverage
ratiod

%

 

As at 31st December 2010

           

UK

     0.3         0.5         0.7         8.6   

South Africa

     3.9         3.5         6.7         31.7   

Spain

     0.4         0.7         1.6         32.0   

Italy

     0.8         0.6         1.2         29.0   

As at 31st December 2009

           

UK

     0.3         0.9         0.8         4.8   

South Africa

     4.1         4.0         5.6         30.1   

Spain

     0.6         1.3         1.5         10.3   

Italy

     1.0         0.5         0.9         32.9   
           
Home loans principal portfoliosa    Average
LTV on
new
mortgages
%
    

New
mortgages
proportion
above 85%

LTV

%

    

Portfolio
marked to
market

LTVe

%

    

Portfolio

proportion

above

85% LTVe

%

 

As at 31st December 2010

           

UK

     52         <1         43         10   

South Africa

     61         30         45         27   

Spainf

     61         1         58         12   

Italy

     59         <1         45         2   

As at 31st December 2009

           

UK

     48         1         43         14   

South Africa

     56         25         47         36   

Spainf

     58         <1         54         10   

Italy

     51         1         45         2   

 

Notes

a Comprising: UK: UK Retail Banking residential and buy to let mortgage portfolios; South Africa: Absa retail home loans portfolio; Spain and Italy: Retail mortgage portfolios.
b Defined as balances greater than 90 days delinquent but not charged off to recoveries, expressed as a percentage of outstanding balances excluding balances in recoveries. UK three month arrears rates for 2009 have been re-stated from 1.04% to exclude balances in recoveries.
c Defined as balances that were charged off to recoveries in the reporting period, expressed as a percentage of average outstanding balances excluding balances in recoveries.
d Defined as impairment allowance held against recoveries balances expressed as a percentage of balance in recoveries.
e Portfolio mark-to-market based on current valuations including recoveries balances.
f Spain mark-to-market methodology based on balance weighted approach as per Bank of Spain requirements.
 
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           103   

 

 

 

 

In 2010 Barclays increased lending to meet customer demand, most notably in the UK, whilst maintaining a broadly stable risk appetite. Total Home Loans net of impairment to retail customers rose 13% to £168,055m (2009: £149,099m) principally due to an increase in the Home Loans portfolios within UK Retail Banking which grew 15% to £101,210m (2009: £87,943m). Home Loans represented 74% of total retail loans and advances to customers net of impairment on 31st December 2010 (2009: 72%).

Home Loans was a principal driver of retail asset growth in 2010. The growth was mainly in the UK Home Loans portfolio driven by the acquisition of Standard Life Bank and increased lending. The gross new lending in Home Loans in 2010 was £16,875m in the UK (2009: £14,180m), £1,898m in South Africa (2009: £1,583m), £1,963m in Spain (2009: £2,352m), £3,561m in Italy (2009: £2,860m).

Improvements in arrears rates during 2010 were driven by balance growth and increased customer affordability supported by the low base rate environment. The improvement in arrears rates drove lower gross charge-off rates in the majority of portfolios.

Three month arrears rates within the South African portfolio improved as debt counselling balances held in late stage delinquency cycles moved to recoveries. Recoveries as a proportion of outstanding balances increased throughout 2010 as accounts remained in recoveries for an extended period as a result of a longer time taken to realise securities due to increased debt counselling balances moving into recoveries.

The asset quality of Barclays principal Home Loan portfolios has continued to be within expectations in the current economic conditions, as a result of the moderate average LTV of the existing portfolio and the range of LTVs of new mortgage lending.

Barclays has broadly maintained its risk appetite in 2010. There has been an increase across all portfolios in the average LTV on new mortgages, offset by redemptions resulting in year end marked to market LTVs broadly remaining unchanged compared to December 2009.

The increase of average LTV for new mortgage business in the UK and Spain was driven by an increased proportion of new mortgages from house purchase as the remortgage sector contracted significantly. In South Africa, the increase was driven by targeted acquisition criteria for higher LTV lending to better quality customers with an existing banking relationship with Absa.

In the UK, buy to let mortgages comprised 6% of the total stock as at 31st December 2010.

Credit Cards and Unsecured Loans

The Group’s principal Credit Cards and Unsecured Loans portfolios are primarily comprised of UK Cards (28% of Group’s total Credit Cards and Unsecured Loans), UK Loans (14%) and US Cards (17%). These account for 59% of the Group’s Credit Cards and Unsecured Loans.

Gross new lending in 2010 for UK Cards was £2,298m (2009: £1,414m), for UK Loans was £2,212m (2009: £2,339m), and for US Cards was £4,126m (2009: £4,837m), representing the three main Credit Cards and Unsecured Loans retail portfolios in the Group. Loans and advances to customers net of impairment allowances remained broadly flat in 2010 at £39,171m (2009: £39,012m).

Three month arrears rates improved across all of Group’s largest unsecured portfolios in 2010. UK Cards arrears rates fell to 1.5% (2009: 1.8%), reflecting the impact of improving economic conditions during 2010, while UK Loans arrears rates fell to 2.6% (2009: 3.8%) and US Cards arrears rates fell to 2.5% (2009: 3.3%).

 

 

Credit cards and unsecured loans principal portfolios   

One month

arrearsa

%

    

Three

month

arrearsa

%

    

Gross

charge-off

ratesb

%

    

Recoveries

proportion of

outstanding

balances

%

    

Recoveries

impairment

coverage

ratioc

%

 

As at 31st December 2010

              

UK Cards

     3.4         1.5         8.4         9.1         83.9   

UK Loans

     4.7         2.6         7.9         18.5         82.5   

US Cards

     4.6         2.5         12.2         8.1         93.8   

As at 31st December 2009

              

UK Cards

     4.2         1.8         7.4         8.5         81.3   

UK Loansd

     6.1         3.8         8.2         16.8         80.7   

US Cards

     6.1         3.3         12.2         6.4         91.7   

 

Notes

a Defined as balances greater than 30 or 90 days delinquent but not charged off to recoveries, expressed as a percentage of outstanding balances excluding balances in recovery. Percentages include accounts in forbearance programmes.
b Defined as balances that charged-off to recoveries in the reporting period, expressed as a percentage of average outstanding balances excluding balances in recoveries.
c Defined as impairment allowance held against recoveries balances, expressed as a percentage of balances in recoveries.
d UK Loans three month arrears rates for 2009 have been restated from 2.74% to align with new arrears definitions as per Group policy.
 

LOGO

 


Table of Contents
104            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Risk management

Credit risk management continued

 

 

The recoveries impairment coverage ratios as at 31st December 2010 were 83.9% for UK Cards (2009: 81.3%), 82.5% for UK Loans (2009: 80.7%), and 93.8% for US Cards (2009: 91.7%).

Recoveries impairment coverage ratio against UK Cards, UK Loans and US Cards improved during 2010.

Retail Forbearance Programmes

Barclays forbearance programmes with the largest impairment allowances were in the Credit Cards and Unsecured Loans portfolios. Forbearance programme balances and impairment coverage ratios within the Group’s principal Credit Cards and Unsecured Loans portfolios as at 31st December 2010 were:

 

UK Cards: Balances £875m, Impairment Coverage 35.1%

(2009: £942m, 28.1%);

 

UK Loans: Balances £215m, Impairment Coverage 31.7%

(2009: £202m, 18.8%); and

 

US Cards: Balances £150m, Impairment Coverage 18.4%

(2009: £198m, 20.5%).

The impairment coverage of UK Cards and Loans Forbearance Programmes improved during 2010.

The impairment coverage of US Cards Forbearance Programmes decreased as a result of an improvement in portfolio mix to lower delinquency cycles, which are impaired at lower rates.

In addition, the Group has forbearance programmes on secured portfolios, principally Home Loans in the UK and South Africa, against which appropriate impairment allowances are held in line with the Group’s impairment policy. Due to the value of the security held against these loans, impairment allowances held against our UK and South African Home Loan balances in forbearance are less significant than those held against Credit Cards and Unsecured Loans in forbearance.

Other Retail Lending

Other Retail Lending net of impairment was £21,226m (2009: £19,259m). This balance primarily consisted of the Local Business portfolio in UK Retail Banking (20%), the Barclays Partner Finance (9%) and FirstPlus (16%) portfolios in Barclaycard, Absa Vehicle and Asset Finance (15%) and other secured lending portfolios in Barclays Wealth (26%).

Impairment charges on these portfolios decreased 10% to £453m (2009: £506m). Impairment charges on the Barclays Partner Finance portfolio decreased 5% to £106m (2009: £111m) and on the UK Secured Lending portfolio (FirstPlus) 31% to £112m (2009: £163m) driven by improved economic conditions, previous credit risk actions and, in the case of FirstPlus, the run-off of the portfolio. Impairment charges on the Absa Vehicle and Asset Finance portfolio decreased 12% to £73m (2009: £83m) reflecting the impact of exchange rate movements. Impairment charges on the other secured lending in Barclays Wealth reduced by 54% to £6m (2009: £13m) due to impairment in Spain in 2009 not recurring. Impairment charges on the Local Business portfolio in UK Retail Banking increased 15% to £156m (2009: £136m).

 
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           105   

 

 

 

Credit Quality of Loans and Advances (audited)

All loans and advances are categorised as either:

 

neither past due nor individually impaired;

 

past due but not individually impaired; or

 

individually impaired, which includes restructured loans.

For the purposes of the disclosures:

 

A loan is considered past due when the borrower has failed to make a payment when due under the terms of the loan contract.

 

The impairment allowance includes allowances against financial assets that have been individually impaired and those subject to collective impairment. Loans subject to collective impairment allowances are included in either Neither past due but not impaired or Past due but not impaired.

 

Credit risk loans comprise loans and advances to banks and customers 90 days overdue or more and those subject to individual impairment.

 

The coverage ratio is calculated by reference to the total impairment allowance and the carrying value (before impairment) of credit risk loans.
 

 

Credit quality of loans and advances

(audited)

   Neither
past due
nor
individually
impaired
a
£m
     Past due
but not
individually
impaired
b
£m
     Individually
impaired
£m
     Total
£m
     Impairment
allowance
£m
   

Total
carrying
value

£ m

     Credit
risk loans
c
£m
    

Coverage
ratio

%

 

As at 31st December 2010

                      

Trading portfolio:

                      

Traded loans

     2,170                         2,170                2,170                   

Financial assets designated at fair value:

                      

Loans and advances

     22,273         79                 22,352                22,352                   

Other financial assets

                                                              

Loans and advances to banks

     37,149         663         35         37,847         (48     37,799         35         100.0   

Loans and advances to customers:

                      

Home loans

     156,908         9,488         2,513         168,909         (854     168,055         4,294         19.9   

Credit card receivables

     20,734         1,253         3,112         25,099         (2,441     22,658         3,642         67.0   

Other personal lending

     24,363         1,975         3,397         29,735         (3,127     26,608         3,886         80.5   

Wholesale and corporate

     181,473         6,746         18,010         206,229         (5,611     200,618         19,331         29.0   

Finance lease receivables

     9,338         589         427         10,354         (351     10,003         694         50.6   

Total

     454,408         20,793         27,494         502,695         (12,432     490,263         31,882         39.0   

As at 31st December 2009

                      

Trading portfolio:

                      

Traded loans

     2,962                         2,962                2,962                   

Financial assets designated at fair value:

                      

Loans and advances

     22,210         180                 22,390                22,390                   

Other financial assets

     557                         557                557                   

Loans and advances to banks

     38,859         2,280         57         41,196         (61     41,135         57         100.0   

Loans and advances to customers:

                      

Home loansd

     139,045         8,839         1,854         149,738         (639     149,099         3,758         17.0   

Credit card receivables

     20,195         1,544         2,459         24,198         (2,309     21,889         3,068         75.3   

Other personal lending

     23,796         2,175         2,372         28,343         (2,908     25,435         3,466         83.9   

Wholesale and corporate

     199,800         7,598         10,088         217,486         (4,558     212,928         11,497         39.6   

Finance lease receivables

     10,128         664         402         11,194         (321     10,873         696         46.1   

Total

     457,552         23,280         17,232         498,064         (10,796     487,268         22,542         47.9   

Notes

a Financial assets subject to collective impairment allowance are included in this column if they are not past due.

b Financial assets subject to collective impairment allowance are included in this column if they are past due.

c Credit risk loans include the loan to Protium of £7,560m against which an impairment of £532m is held.

d Comparative figures for Home loans have been restated to align with externally disclosed arrears definitions.

LOGO

 


Table of Contents
106            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Risk management

Credit risk management continued

 

 

Credit quality of loans and advances neither past due nor individually impaired (audited)  
       2010         2009   
As at 31st December    Strong
£m
     Satisfactory
£m
     Higher risk
£m
    

Total

£m

     Strong
£m
     Satisfactory
£m
    

Higher risk

£m

    

Total

£m

 

Trading portfolio:

                       

Traded loans

     352         1,203         615         2,170         1,366         1,290         306         2,962   

Financial assets designated at fair value:

                       

Loans and advances

     17,496         2,100         2,677         22,273         15,909         3,809         2,492         22,210   

Other financial assets

                                     261                 296         557   

Loans and advances to banks

     35,666         1,360         123         37,149         35,825         2,492         542         38,859   

Loans and advances to customers:

                       

Home loans

     85,351         69,784         1,773         156,908         66,831         69,890         2,324         139,045   

Credit card receivables

             20,538         196         20,734                 20,038         157         20,195   

Other personal lending

     5,555         16,130         2,678         24,363         3,417         18,108         2,271         23,796   

Wholesale and corporate

     115,783         59,921         5,769         181,473         119,764         70,132         9,904         199,800   

Finance lease receivables

     3,684         5,228         426         9,338         2,664         7,082         382         10,128   

Total loans and advances

     263,887         176,264         14,257         454,408         246,037         192,841         18,674         457,552   

For the purposes of the analysis of credit quality, the following internal measures of credit quality have been used:

 

     Retail lending        Wholesale lending              
Financial statements description    Probability of default      Probability of default        Default grade  

Strong

   0.0-0.60%        0.0-0.05%           1-3   
          0.05-0.15%           4-5   
          0.15-0.30%           6-8   
              0.30-0.60%           9-11   

Satisfactory

   0.60-10.00%        0.60-2.15%           12-14   
          2.15-11.35%           15-19   

Higher risk

   10.00%+        11.35%+           20-21   

 

Financial statement descriptions can be summarised as follows:

Strong – there is a very high likelihood of the asset being recovered in full.

Satisfactory – whilst there is a high likelihood that the asset will be recovered and therefore, of no cause for concern to the Group, the asset may not be collateralised, or may relate to retail facilities, such as credit card balances and unsecured loans, which have been classified as satisfactory, regardless of the fact that the output of internal grading models may have indicated a higher classification. At the lower end of this grade there are customers that are being more carefully monitored,

for example, corporate customers which are indicating some evidence of some deterioration, mortgages with a high loan to value ratio, and unsecured retail loans operating outside normal product guidelines.

Higher risk – there is concern over the obligor’s ability to make payments when due. However, these have not yet converted to actual delinquency. There may also be doubts over value of collateral or security provided. However, the borrower or counterparty is continuing to make payments when due and is expected to settle all outstanding amounts of principal and interest.

 
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           107   

 

 

 

Loans and advances that are past due but not individually impaired

An age analysis of loans and advances that are past due but not individually impaired is set out below.

For the purposes of this analysis an asset is considered past due and included below when any payment due under strict contractual terms is received late or missed. The amount included is the entire financial asset, not just the payment, of principal or interest or both, overdue. The table below provides a breakdown of total financial assets past due but not individually impaired. In general, retail and wholesale loans fall into this category for two separate reasons. Retail loans and advances to

customers may come under this category because the impairment allowance on such loans is calculated on a collective – not individual – basis. This reflects the homogenous nature of the assets, which allows statistical techniques to be used, rather than individual assessment. In contrast, some loans to Wholesale customers and banks may come under this category because of instances where a payment on a loan is past due without requiring an individual impairment allowance. For example, an individual impairment allowance will not be required when a loss is not expected due to a corporate loan being fully secured or collateralised. As a result, it is past due but not individually impaired.

 

 

Loans and advances past due but not individually impaired (audited)  
     Past due
up to 1
month
£m
     Past due
1-2
months
£m
     Past due
2-3
months
£m
     Past due
3-6
months
£m
     Past due
6 months
and over
£m
     Total
£m
    

Of which
credit risk
loans

£m

 

As at 31st December 2010

                    

Financial assets designated at fair value:

                    

Loans and advances

                     70         1         8         79           

Loans and advances to banks

     663                                         663           

Loans and advances to customers:

                    

Home loans

     4,915         1,875         917         1,381         400         9,488         1,781   

Credit card receivables

     214         156         353         441         89         1,253         530   

Other personal lending

     422         672         392         362         127         1,975         489   

Wholesale and corporate

     4,104         788         533         620         701         6,746         1,321   

Finance lease receivables

     175         80         67         266         1         589         267   

Total loans and advances to customers

     9,830         3,571         2,262         3,070         1,318         20,051         4,388   

Total financial assets past due but not individually impaired

     10,493         3,571         2,332         3,071         1,326         20,793         4,388   

As at 31st December 2009

                    

Financial assets designated at fair value:

                    

Loans and advances

     170                 1                 9         180           

Loans and advances to banks

     2,280                                         2,280           

Loans and advances to customers:

                    

Home loans

     4,849         1,453         633         1,403         501         8,839         1,904   

Credit card receivables

     501         214         220         459         150         1,544         609   

Other personal lending

     369         295         417         413         681         2,175         1,094   

Wholesale and corporate

     5,403         292         494         866         543         7,598         1,409   

Finance lease receivables

     186         86         98         282         12         664         294   

Total loans and advances to customers

     11,308         2,340         1,862         3,423         1,887         20,820         5,310   

Total financial assets past due but not individually impaired

     13,758         2,340         1,863         3,423         1,896         23,280         5,310   

 

Loans and advances individually assessed as impaired (audited)    2010      2009  
As at 31st December    Original
carrying
amount
£m
     Impairment
allowance
£m
    Revised
carrying
amount
£m
     Original
carrying
amount
£m
     Impairment
allowance
£m
    Revised
carrying
amount
£m
 

Total loans and advances to banks individually impaired

     35         (31     4         57         (49     8   

Loans and advances to customers:

               

Home loans

     2,513         (627     1,886         1,854         (317     1,537   

Credit card receivables

     3,112         (2,025     1,087         2,459         (1,690     769   

Other personal lending

     3,397         (2,075     1,322         2,372         (1,531     841   

Wholesale and corporate

     18,010         (4,986     13,024         10,088         (3,837     6,251   

Finance lease receivables

     427         (265     162         402         (233     169   

Total loans and advances individually impaired

     27,494         (10,009     17,485         17,232         (7,657     9,575   

Collective impairment allowance

              (2,423                       (3,139        

Total impairment allowance

              (12,432                       (10,796        

LOGO

 


Table of Contents
108            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Risk management

Credit risk management continued

 

 

Renegotiated loans and advances (audited)

Loans and advances are generally renegotiated either as part of an ongoing customer relationship or in response to an adverse change in the circumstances of the borrower. In the latter case renegotiation can result in an extension of the due date of payment or repayment plans under which the Group offers a concessionary rate of interest to genuinely distressed borrowers. This will result in the asset continuing to be overdue and will be individually impaired where the renegotiated payments of interest and principal will not recover the original carrying amount of the asset. In other cases, renegotiation will lead to a new agreement, which is treated as a new loan.

Collateral and other credit enhancements held (audited)

Financial assets that are past due or individually assessed as impaired may be partially or fully collateralised or subject to other forms of credit enhancement.

Assets in these categories subject to collateralisation are mainly corporate loans, Home Loans and finance lease receivables. Credit card receivables and other personal lending are generally unsecured (although in some instances a charge over the borrower’s property or other assets may be sought).

Corporate loans (audited)

Security is usually taken in the form of a fixed charge over the borrower’s property or a floating charge over the assets of the borrower. Loan covenants may be put in place to safeguard the Group’s financial position. If the exposure is sufficiently large, either individually or at the portfolio level, credit protection in the form of guarantees, credit derivatives or insurance may be taken out. For these and other reasons collateral given is only accurately valued on origination of the loan or in the course of enforcement actions and as a result it is not practicable to estimate the fair value of the collateral held.

Home loans (audited)

Home loans are secured by a fixed charge over residential property. The estimated fair value of collateral held as at 31st December 2010 in respect of Home Loans that are past due or individually assessed as impaired was £10,057m (2009: £9,628m).

Collateral held reflects the Group’s interest in the property in the event of default. That held in the form of charges against residential property in the UK is restricted to the outstanding loan balance. In other territories, where the Group is not obliged to return any sale proceeds to the mortgagee, the full estimated fair value has been included.

Finance lease receivables (audited)

The net investment in the lease is secured through retention of legal title to the leased assets.

Collateral and other credit enhancements obtained (audited)

The carrying value of assets held by the Group as at 31st December 2010 as a result of the enforcement of collateral was as follows:

 

Assets received (audited)    2010      2009  
As at 31st December    Carrying
amount
£m
     Carrying
amount
£m
 

Residential property

     71         71   

Commercial and industrial property

     14         66   

Other credit enhancements

     210         248   

Total

     295         385   

Any properties repossessed are made available for sale in an orderly and timely fashion, with any proceeds realised being used to reduce or repay the outstanding loan. For business customers, in some circumstances, where excess funds are available after repayment in full of the outstanding loan, they are offered to any other, lower ranked, secured lenders. Any additional funds are returned to the customer. Barclays does not, as a rule, occupy repossessed properties for its business use.

The Group does not use assets obtained in its operations. Assets obtained are normally sold, generally at auction, or realised in an orderly manner for the maximum benefit of the Group, the borrower and the borrower’s other creditors in accordance with the relevant insolvency regulations.

 
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           109   

 

 

 

 

Debt Securities

Credit Quality of Debt Securities (audited)

Trading portfolio assets, financial assets designated at fair value and available for sale assets are measured on a fair value basis. The fair value will reflect, among other things, the credit risk of the issuer.

Most listed and some unlisted securities are rated by external rating agencies. The Group mainly uses external credit ratings provided by Standard & Poor’s or Moody’s. Where such ratings are not available or are not current, the Group will use its own internal ratings for the securities.

Included in the table below are impaired available for sale debt securities with a carrying value at 31st December 2010 of £358m (2009: £265m), after a write down of £583m (2009: £692m). Collateral is not generally obtained directly from the issuers of debt securities. Certain debt securities may be collateralised by specifically identified assets that would be obtainable in the event of default.

Debt securities and other bills increased by £20.5bn, with the most significant increases relating to investment grade government securities. Securities rated as sub-investment grade increased by £2.1bn, reflecting the receivable arising as part of the acquisition of the North American business of Lehman Brothers, moving from loans and advances to available for sale assets.

Securities rated as investment grade amounted to 93.0% of the portfolio (2009: 91.8%). An analysis of the credit quality of the Group’s debt securities is set out below:

 

Debt securities (audited)    2010      2009  
As at 31st December   

AAA to BBB-
(investment
grade)

£m

    

BB+ to B

£m

    

B- and

below

£m

    

Total

£m

    

AAA to BBB-

(investment

grade)

£m

     BB+ to B
£m
    

B- and

below

£m

    

Total

£m

 

Trading portfolio

     130,744         6,663         1,833         139,240         119,138         5,346         2,036         126,520   

Financial assets designated at fair value

     942         644         332         1,918         2,200         1,791         16         4,007   

Available for sale financial investments

     55,107         2,022         2,500         59,629         44,233         5,055         519         49,807   

Total debt securities

     186,793         9,329         4,665         200,787         165,571         12,192         2,571         180,334   

% of total

     93.0%         4.7%         2.3%         100.0%         91.8%         6.8%         1.4%         100.0%   
                       

Debt securities

                                         2010         2009   
As at 31st December                                £m      %      £m      %  

Of which issued by:

                       

Governments and other public bodies

                 107,922         53.7%         88,083         48.8%   

US agency

                 30,048         15.0%         23,924         13.3%   

Mortgage and asset-backed securities

                 13,993         7.0%         17,826         9.9%   

Corporate and other issuers

                 47,321         23.6%         41,641         23.1%   

Bank and building society certificates of deposit

                                         1,503         0.7%         8,860         4.9%   

Total

                                         200,787         100.0%         180,334         100.0%   

Debt securities include government securities held as part of the Group’s treasury management portfolio for asset and liability, liquidity and regulatory purposes and are for use on a continuing basis in the activities of the Group. The Group held the following government securities which exceeded 10% of shareholders’ equity in any of the last three years. These securities are held at fair value.

 

Government securities    2010      2009      2008  
As at 31st December    Book value
£m
     Book value
£m
     Book value
£m
 

United States

     25,553         17,356         17,165   

United Kingdom

     21,999         6,892         8,193   

Japan

     7,210         7,609         9,092   

Spain

     6,573         4,948         3,647   

Italy

     6,443         6,297         6,091   

Germany

     3,008         9,698         5,832   

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Table of Contents
110            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Risk management

Credit risk management continued

 

 

Derivatives (audited)

The Group’s use of derivative contracts is outlined on page 213.

The Group is exposed to credit risk on derivative contracts, which arises as a result of counterparty credit risk and movements in the fair value of credit derivatives. The Group’s exposure to counterparty risk is affected by the nature of the trades, the credit worthiness of the counterparty, and netting and collateral arrangements. Details of credit derivatives are disclosed on page 213.

Nature of derivative trades

The Group buys and sells financial instruments that are traded or cleared on an exchange, including interest rate swaps, futures and options on futures. Holders of exchange traded instruments provide margin daily with cash or other security at the exchange, to which the holders look for ultimate settlement.

The Group also buys and sells financial instruments that are traded over the counter, rather than on a recognised exchange. These instruments range from commoditised transactions in derivative markets, to trades where the specific terms are tailored to the requirements of the Group’s customers. In many cases, industry standard documentation is used, most commonly in the form of a master agreement, with individual transaction confirmations. The existence of a signed master agreement is intended to give the Group protection in situations where a counterparty is in default.

Counterparty credit quality

The credit quality of the Group’s derivative assets according to the credit quality of the counterparty at 31st December 2010 and 2009 was as follows:

 

Credit quality (audited)    2010      2009  
As at 31st December   

AAA to BBB-

(investment

grade)

£m

    

BB+ to B

£m

    

B- and below

£m

    

Total

£m

    

AAA to BBB-

(investment

grade)

£m

    

BB+ to B

£m

    

B- and below

£m

    

Total

£m

 

Derivatives

     401,242         15,598         3,479         420,319         399,534         15,565         1,716         416,815   
       95.5%         3.7%         0.8%         100.0%         95.9%         3.7%         0.4%         100.0%   

Netting and collateral arrangements

Credit risk from derivatives is mitigated where possible through netting agreements whereby derivative assets and liabilities with the same counterparty can be offset. Group policy requires all netting arrangements to be legally documented. The ISDA Master Agreement is the Group’s preferred agreement for documenting OTC derivatives. It provides the contractual framework within which dealing activities across a full range of OTC products are conducted and contractually binds both parties to apply close-out netting across all outstanding transactions covered by an agreement if either party defaults or other predetermined events occur.

Collateral is obtained against derivative assets, depending on the creditworthiness of the counterparty and/or nature of the transaction. Any collateral taken in respect of OTC trading exposures will be subject to a ‘haircut’ which is negotiated at the time of signing the collateral agreement. A haircut is the valuation percentage applicable to each type of collateral and will be largely based on liquidity and price volatility of the underlying security. The collateral obtained for derivatives is either cash, direct debt obligation government (G14+) bonds denominated in the domestic currency of the issuing country, debt issued by supranationals or letters of credit issued by an institution with a long-term unsecured debt rating of A+/A3 or better. Where the Group has ISDA master agreements, the collateral document will be the ISDA Credit Support Annex (CSA). The collateral document must give Barclays the power to realise any collateral placed with it in the event of the failure of the counterparty, and to place further collateral when requested or in the event of insolvency, administration or similar processes, as well as in the case of early termination.

Under IFRS, netting is permitted only if both of the following criteria are satisfied:

– the entity has a legally enforceable right to set off the recognised amounts; and

– the entity intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously.

This results in Gross derivative assets of £420bn (2009: £417bn).

Under US GAAP, netting is also permitted, regardless of the intention to settle on a net basis, where there is a counterparty master agreement that would be enforceable in the event of bankruptcy.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           111   

 

 

 

 

The tables below set out the fair values of the derivative assets together with the value of those assets subject to enforceable counterparty netting arrangements for which the Group holds offsetting liabilities and eligible collateral.

 

Derivative assets   

Gross
assets

£m

    

Counterparty

netting

£m

    

Net

exposure

£m

 

As at 31st December 2010

        

Foreign exchange

     60,494         49,405         11,089   

Interest rate

     272,386         224,124         48,262   

Credit derivatives

     47,017         39,786         7,231   

Equity and stock index

     14,586         10,523         4,063   

Commodity derivatives

     25,836         16,629         9,207   
       420,319         340,467         79,852   

Total collateral held

                       37,289   

Net exposure less collateral

                       42,563   

As at 31st December 2009

        

Foreign exchange

     51,775         45,391         6,384   

Interest rate

     261,211         213,446         47,765   

Credit derivatives

     56,295         48,774         7,521   

Equity and stock index

     17,784         13,330         4,454   

Commodity derivatives

     29,750         21,687         8,063   
       416,815         342,628         74,187   

Total collateral held

                       31,471   

Net exposure less collateral

                       42,716   

Derivative asset exposures would be £378bn (2009: £374bn) lower than reported under IFRS if netting were permitted for assets and liabilities subject to enforceable counterparty netting arrangements or for which we hold cash collateral. Derivative liabilities would be £362bn (2009: £363bn) lower reflecting counterparty netting and collateral placed.

Exposure relating to derivatives, repurchase agreements, reverse repurchase agreements, stock borrowing and loan transactions is calculated using internal FSA approved models. These are used as the basis to assess both regulatory capital and capital appetite and are managed on a daily basis. The methodology encompasses all relevant factors to enable the current value to be calculated and the future value to be estimated, for example: current market rates, market volatility and legal documentation (including collateral rights).

Reverse Repurchase Agreements and Other Financial Assets (audited)

 

Credit quality (audited)    2010      2009  
As at 31st December   

AAA to

BBB-

(investment

grade)

£m

    

BB+ to B

£m

    

B- and

below

£m

    

Total

£m

    

AAA to

BBB-

(investment

grade)

£m

    

BB+ to B

£m

    

B- and

below

£m

    

Total

£m

 

Financial assets designated at fair value –
Other financial assets

     7,285         271         3         7,559         4,749         1,955         1,053         7,757   

Reverse repurchase agreements

     179,625         24,801         1,346         205,772         136,366         6,674         391         143,431   

Total reverse repurchase agreements

     186,910         25,072         1,349         213,331         141,115         8,629         1,444         151,188   
       87.6%         11.8%         0.6%         100.0%         93.3%         5.7%         1.0%         100.0%   

No reverse repurchase agreements held by the Group at 31st December 2010 or 2009 were individually impaired, however during the year, the Group wrote back £4m of impairment on reverse repurchase agreements (2009: £43m charge).

Other Credit Risk Assets (audited)

Cash and balances at central banks

Cash and balances at central banks were £97,630m (2009: £81,483m). There is a reduced level of credit risk in relation to balances at central banks.

Items in the course of collection from other banks

Items in the course of collection from other banks were £1,384m (2009: £1,593m) on which there is a reduced credit risk in light of the banking industry clearing system.

Other financial assets

Other financial assets comprise £2,824m (2009: £3,476m) of other assets and £2,542m (2009: £344m) of assets held at fair value.

Off-balance sheet

The Group applies fundamentally the same risk management policies for off-balance sheet risks as it does for its on-balance sheet risks. In the case of commitments to lend, customers and counterparties will be subject to the same credit management policies as for loans and advances. Collateral may be sought depending on the strength of the counterparty and the nature of the transaction.

LOGO

 


Table of Contents
112            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Risk management

Credit risk management continued

 

 

Risk Features in the Portfolio

Risk features in the portfolio are asset classes that are considered to be higher risk than the Group’s normal activities and are subject to a higher level of scrutiny in our management of credit risk. The main exposures at 31st December 2010 to which significant management attention is given are:

 

Barclays Capital credit market exposures; and

 

Exposures to selected Eurozone and other countries.

These are described in more detail below.

Barclays Capital Credit Market Exposures

Barclays Capital’s credit market exposures primarily relate to commercial real estate, leveraged finance and a loan to Protium Finance LP. These include positions subject to fair value movements in the income statement and positions that are classified as loans and advances and as available for sale.

The balances and write downs presented below represent credit market exposures held at the time of the market dislocation in mid-2007. Similar assets acquired subsequent to the market dislocation are actively traded in secondary markets and are therefore excluded from this disclosure.

The balances and write downs to 31st December 2010 are set out by asset class below:

 

Barclays Capital Credit Market Exposuresa (audited)    As at 31st December      Year ended 31st December 2010  
     2010
$m
     2009
$m
     2010
£m
     2009
£m
    

Fair value
(losses)/
gains

£m

   

Impairment
(charge)/
release

£m

    Total
(losses)/
gains
£m
 

US Residential Mortgages

                                                            

ABS CDO Super Senior

     3,085         3,127         1,992         1,931                137        137   

Other US sub-prime and Alt-Ab

     1,025         1,447         662         894         (43     (11     (54

Monoline protection on US RMBS

             9                 6         (1            (1

Commercial Mortgages

                                                            

Commercial real estate loans and properties owned

     11,006         12,525         7,106         7,734         (110            (110

Commercial mortgage-backed securitiesb

     184         352         119         218         (5            (5

Monoline protection on CMBS

     18         49         12         30         40               40   

Other Credit Market

                                                            

Leveraged Financec

     7,636         8,919         4,930         5,507                (242     (242

SIVs, SIV-Lites and CDPCs

     618         896         399         553         50        27        77   

Monoline protection on CLO and other

     2,541         3,443         1,641         2,126         (55            (55
                  

Loan to Protium

     10,884         12,727         7,028         7,859                (532     (532

Total

     36,997         43,494         23,889         26,858         (124     (621     (745
  

During the year ended 31st December 2010, these credit market exposures decreased £2,969m to £23,889m (2009: £26,858m). The decrease reflected net sales and paydowns and other movements of £3,000m and total write downs of £745m, offset by foreign exchange rate movements of £776m, primarily relating to the appreciation of the US Dollar against Sterling.

In the year ended 31st December 2010, write downs comprised £621m (2009: £1,669m) of impairment charges and £124m (2009: £4,417m) of net fair value losses through income. Total write downs included an impairment charge of £532m (2009: £nil) relating to the Protium loan, losses of £75m (2009: £3,007m) against commercial mortgage positions and losses of £220m (2009: £997m) against other credit market positions, partially offset by a gain of £82m (2009: loss of £2,082m) against US residential mortgage positions.

A. US Residential Mortgages

A1. ABS CDO Super Senior

ABS CDO Super Senior positions at 31st December 2010 comprised five high grade liquidity facilities which were fully drawn and classified within loans and receivables. The positions increased £61m to £1,992m (2009: £1,931m). Net exposures are stated after impairment charges, of which £137m was written back in the current year (2009: charge of £714m). There was also an increase of £87m resulting from appreciation in the value of the US Dollar against Sterling, offset by amortisation of £163m in the year. These balances equated to a 50% mark after impairment and subordination (2009: 49%).

A2. Other US Sub-Prime and Alt-A

Other US sub-prime and Alt-A positions at 31st December 2010 were £662m (2009: £894m). The decrease reflects net sales and paydowns and other movement of £214m and total write downs of £54m, partially offset by appreciation of the US Dollar against Sterling of £36m.

 

Notes

a As the majority of exposure is held in US Dollars, the exposures above are shown in both US Dollars and Sterling.
b 31st December 2009 comparatives have been adjusted to exclude actively traded positions relating to other US sub-prime and Alt-A of £498m and commercial mortgage-backed securities of £253m.
c Includes undrawn commitments of £264m (2009: £257m).
 
 


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B. Commercial Mortgages

B1. Commercial Real Estate and Mortgage-Backed Securities

Commercial mortgages include commercial real estate loans of £5,455m (2009: £6,534m), commercial real estate properties owned of £1,651m (2009: £1,200m) and commercial mortgage-backed securities of £119m (2009: £218m).

Commercial Real Estate Loans and Properties Owned

In the year ended 31st December 2010, commercial real estate loans and properties owned decreased by £628m to £7,106m (2009: £7,734m). The decrease was driven by net sales, paydowns and restructuring of £374m in the US, £320m in the UK and Europe, and £18m in Asia, as well as losses of £110m (2009: £2,466m), of which £47m related to the US, £13m to UK and Europe, and £50m to Asia. This was offset by the appreciation in value of other currencies against Sterling of £194m.

The geographic distribution of commercial real estate loans comprised 50% UK and Europe, 45% US and 5% Asia. One large position comprised 35% of the total US commercial real estate loan balance. The remaining 65% of the US portfolio comprised 51 positions. The UK and Europe portfolio comprised 45 positions at 31st December 2010. In Europe, protection is provided by loan covenants and periodic LTV retests, which cover 77% of the portfolio. 53% of the German portfolio related to one position secured on residential assets.

 

Commercial real estate loans, by region

                                2010         2009   
As at 31st December                         Amount
£m
     Marks
%
     Amount
£m
     Marks
%
 

US

              2,454         60         2,852         62   

Germany

              1,729         85         1,959         84   

Sweden

              210         78         201         81   

France

              198         75         189         70   

Switzerland

              162         86         141         85   

Spain

              70         67         72         56   

Other Europe

              86         66         370         57   

UK

              285         65         429         61   

Asia

                                261         56         321         77   

Total

                                5,455                  6,534            
                    
Commercial real estate loans, by industry    2010      2009  
As at 31st December    US
£m
     Germany
£m
     Other Europe
£m
    

UK

£m

     Asia
£m
     Total
£m
     Total
£m
 

Residential

     1,139         978                 121         111         2,349         2,439   

Office

     271         235         532         51         86         1,175         1,338   

Hotels

     534                 5         8                 547         846   

Retail

     2         376         80                 4         462         737   

Industrial

     374         100         109         22         9         614         622   

Leisure

                             83                 83         140   

Land

     134                                         134         128   

Mixed/others

             40                         51         91         284   

Total

     2,454         1,729         726         285         261         5,455         6,534   
                    
Commercial real estate properties owned, by industry                                       2010      2009  
As at 31st December                                       £m      £m  

Residential

                    82         56   

Office

                    1,051         927   

Hotels

                    227         126   

Retail

                    157           

Industrial

                    45         25   

Leisure

                    36         33   

Land

                    53         31   

Mixed/others

                                                          2   

Total

                                                  1,651         1,200   

Commercial Mortgage-Backed Securities

In the year ended 31st December 2010, commercial mortgage backed securities positions decreased £99m to £119m (2009: £218m), primarily due to net sales and paydowns of £120m.

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Table of Contents
114            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Credit risk management continued

 

 

 

C. Other Credit Market

C1. Leveraged Finance

 

Leveraged finance loans, by region             
As at 31st December    2010
£m
    2009
£m
 

UK

     4,238        4,530   

Europe

     789        1,051   

Asia

     172        165   

US

     6        35   

Total lending and commitments

     5,205        5,781   

Impairment

     (275     (274

Net lending and commitments as at 31st December

     4,930        5,507   

At 31st December 2010, the net exposure relating to leveraged finance loans reduced £577m to £4,930m (2009: £5,507m) reflecting net paydowns and other movements of £302m, impairment charges of £242m (2009: £396m) and the depreciation of the Euro against Sterling driving currency decreases of £33m.

C2. SIVs, SIV-Lites and CDPCs

SIV and SIV-lite positions comprise liquidity facilities and derivatives. At 31st December 2010 exposures decreased by £139m to £391m (2009: £530m).

Credit Derivative Product Companies (CDPCs) positions at 31st December 2010 reduced by £15m to £8m (2009: £23m).

C3. Monoline Protection on CLO and Other

The table below shows Collateralised Loan Obligations (CLOs) and other assets where Barclays held protection from monoline insurers as at 31st December 2010.

 

By rating of the monoline    Notional
£m
    

Fair value of
underlying
asset

£m

     Fair value
exposure
£m
     Credit
valuation
adjustment
£m
    Net
exposure
£m
 

As at 31st December 2010

             

AAA/AA

     7,324         6,004         1,320         (88     1,232   

Non-investment grade:

             

– Fair value through profit and loss

     742         581         161         (105     56   

– Loans and receivables

     6,578         5,873         705         (352     353   

Total

     14,644         12,458         2,186         (545     1,641   

As at 31st December 2009

     £m         £m         £m         £m        £m   

AAA/AA

     7,336         5,731         1,605         (91     1,514   

Non-investment grade:

             

– Fair value through profit and loss

     1,052         824         228         (175     53   

– Loans and receivables

     9,116         7,994         1,122         (563     559   

Total

     17,504         14,549         2,955         (829     2,126   

The movement in net exposure of £485m was driven by a decrease in the fair value exposure to monoline insurers of £527m and credit valuation adjustments of £55m (2009: £528m), offset by currency appreciation of £97m.

CLO assets wrapped by non-investment grade rated monolines and classified as loans and receivables declined to a fair value of £5,873m (2009: £7,994m), following the unwinding of certain protection during the year with a notional of £2,745m. As a result, there were CLO assets with a fair value of £1,969m at 31st December 2010 (2009: £nil) no longer protected by a monoline insurer. The remaining assets continue to be measured at fair value through profit and loss.

D. Loan to Protium

On 16th September 2009, Barclays Capital sold assets of £7,454m ($12,285m), including £5,087m ($8,384m) in credit market assets, to Protium Finance LP (Protium), a newly established fund. As part of the transaction Barclays extended a $12,641m 10 year loan to Protium.

The table below includes all assets held by Protium as collateral for the loan. At 31st December 2010, there were assets wrapped by a monoline insurer with a fair value of $4,806m (2009: $4,095m). Following the commutation of contracts with one monoline insurer in January 2011, there are no longer any assets wrapped by monoline insurers. Cash and cash equivalents at 31st December 2010 were $1,364m (2009: $688m) including cash realised from sales and paydowns and funds available to purchase third party assets. Other assets at 31st December 2010 were $811m (2009: $567m) including residential mortgage-backed securities purchased by Protium post inception and other asset-backed securities.

Principal and interest payments have been received in accordance with contractual terms. However, following a reassessment of the expected realisation period, the loan is carried at an amount equivalent to the fair value of the underlying collateral. This has resulted in an impairment charge of $824m (£532m).

 


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The loan decreased in local currency between 31st December 2009 and 31st December 2010 primarily due to principal repayments of $993m, the impairment charge of $824m and accrued interest decreases of $26m. Interest payments of $407m were received during the year.

 

Protium assets  

As at

31.12.10

$m

   

As at

31.12.09

$m

   

As at

16.09.09

$m

   

As at

31.12.10

£m

   

As at

31.12.09

£m

   

As at

16.09.09

£m

 

Other US sub-prime whole loans and real estate

    817        1,038        1,124        528        641        682   

Other US sub-prime securities

    631        578        513        407        357        311   

Total other US sub-prime

    1,448        1,616        1,637        935        998        993   

Alt-A

    2,230        2,112        2,185        1,440        1,304        1,326   

Monoline protection

    225        3,300        4,562        145        2,038        2,768   

Credit market related assets

    3,903        7,028        8,384        2,520        4,340        5,087   

Fair value of underlying US RMBS

    519        723        655        335        447        397   

Fair value of underlying CMBS

    3,257        2,350        1,897        2,103        1,451        1,151   

Fair value of underlying CLO and other

    1,030        1,022        1,040        665        631        631   

Fair value of underlying assets wrapped by monoline insurers

    4,806        4,095        3,592        3,103        2,529        2,179   

Cash and cash equivalents

    1,364        688        250        881        425        152   

Other assets

    811        567        309        524        350        187   

Total assets

    10,884        12,378        12,535        7,028        7,644        7,605   

Loan to Protium

    10,884        12,727        12,641        7,028        7,859        7,669   

Protium Assets

The ongoing review of Barclays financial statements by regulators includes consideration of the non-consolidation of Protium. Barclays continues to conclude that it is appropriate not to consolidate Protium within the Group financial statements. It should be noted that the Group’s results would not be materially different if Protium were to be consolidated.

Fair value disclosures equivalent to those made for Barclays own financial assets have been provided below in respect of Protium’s financial assets totalling £7,028m (2009: £7,644m), which are used to collateralise the loan from Barclays. The analysis below excludes cash and cash equivalents of £881m (2009: £425m) that are also used to collateralise the loan. The valuation techniques that would be used to measure these assets are described on pages 256 to 260. The valuations have been subject to Barclays valuation control framework, which is described on page 263.

The following table shows Protium’s financial assets measured at fair value disaggregated by valuation technique within the fair value hierarchy and by product type.

 

Financial assets measured at fair value   2010     2009  
As at 31st December  

Quoted

market

prices

(Level 1)

£m

   

Observable

inputs

(Level 2)

£m

   

Significant

unobservable

inputs

(Level 3)

£m

   

Total

£m

   

Quoted

market

prices

(Level 1)

£m

   

Observable

inputs

(Level 2)

£m

   

Significant

unobservable

inputs

(Level 3)

£m

   

Total

£m

 

Trading portfolio assets

               

Other US sub-prime whole loans and real estate

                  528        528                      641        641   

Other US sub-prime securities

           35        372        407               51        306        357   

Alt-A

           41        1,399        1,440               70        1,234        1,304   

Other trading portfolio assets

    106        110        308        524        8        220        122        350   
Fair value of underlying assets wrapped by monoline insurers            323        2,780        3,103               316        2,213        2,529   

Derivative financial assets

               

Monoline protection

           145               145                      2,038        2,038   

Total

    106        654        5,387        6,147        8        657        6,554        7,219   

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116            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Credit risk management continued

 

 

 

The following table shows movements in the Level 3 balances during the year.

 

Analysis of movements in Level 3 financial assets   

Trading

portfolio

assets

£m

   

Derivative

financial

instruments

£m

   

Total  

£m  

 

As at 1st January 2010

     4,516        2,038        6,554    

Purchases

                   –    

Sales

     (14            (14)   

Settlements

     (415     (87     (502)   

Total gains and losses in the period recognised in the income statement

     1,225        (1,805     (580)   

Transfers in/(transfers out)

     75        (146     (71)   

As at 31st December 2010

     5,387               5,387    

The significant movements in the Level 3 positions during the year ended 31st December 2010 are explained below:

– Settlements represent assets that were paid in full, amortisation of principal, and payments from monoline insurers.

– Total gains and losses represent changes in the fair value of the assets, and losses due to commutation of contracts with monoline insurers.

 

Sensitivity analysis of valuations using unobservable inputs    2010      2009  
As at 31st December   

Total assets

£m

    

Favourable

changes

£m

    

Unfavourable

changes

£m

    

Total assets

£m

    

Favourable

changes

£m

    

Unfavourable

changes

£m

 

Trading portfolio assets

                 

Other US sub-prime whole loans and real estate

     528         75         (43)         641         112         (92)   

Other US sub-prime securities

     372         53         (31)         306         54         (44)   

Alt-A

     1,399         198         (115)         1,234         216         (178)   

Other trading portfolio assets

     308         5         (4)         122         6         (3)   

Fair value of underlying assets wrapped by monoline insurers

     2,780         166         (162)         2,213         227         (446)   

Derivative financial assets

                 

Monoline protection

                     –          2,038         209         (411)   

Total

     5,387         497         (355)         6,554         824         (1,174)   

The effect of stressing the unobservable assumptions to a range of reasonably possible alternatives would be to increase the fair values by up to £0.5bn (2009: £0.8bn) or to decrease the fair values by up to £0.4bn (2009: £1.2bn) with all the potential effect impacting profit and loss.

The stresses applied take account of the nature of valuation techniques used, as well as the availability and reliability of observable proxy and historic data.

In all cases, an assessment is made to determine the suitability of available data. The sensitivity methodologies that are used to assess the Protium assets are described on pages 261 to 263 and are consistent with that of Barclays valuation control framework.

E. Barclays Capital Credit Market Exposures by asset class

 

Analysis of Barclays Capital Credit Market Exposures by asset class  
As at 31st December  

Trading

portfolio

assets –

debt

securities

£m

   

Financial

assets

designated

at fair

value –

equity

securities

£m

   

Financial

assets

designated

at fair

value –

debt

securities

£m

   

Financial

assets

designated

at fair

value – L&A

£m

   

Derivative

financial

instruments

£m

   

L&A to

customers

£m

   

Available

for sale

debt

securities

£m

   

Other

assets

£m

   

2010

Total

£m

   

2009

Total

£m

 

ABS CDO Super Senior

                                       1,992                      1,992        1,931   

Other US Sub-prime and Alt-A

                                250        5        407               662        894   

Monoline Protection on US RMBS

                                                                   6   

Commercial Real Estate Loans and Property

           743               4,712                             1,651        7,106        7,734   

CMBS

    154                             (35                          119        218   

Monoline Protection on CMBS

                                12                             12        30   

Leveraged Financea

                                       4,666                      4,666        5,250   

SIVs, SIV-lites and CDPCs

                  345               54                             399        553   

Monoline Protection on CLO and Other

                                1,641                             1,641        2,126   

Loan to Protium Finance LP

                                       7,028                      7,028        7,859   

Total exposures

    154        743        345        4,712        1,922        13,691        407        1,651        23,625        26,601   

 

Note

a     Undrawn commitments of £264m (2009: £257m) are off-balance sheet and therefore not included in the table above.

  
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           117   

 

 

 

Exposures to Selected Eurozone and Other Countries

The tables below show the Group’s exposures to selected countries (Spain, Italy, Portugal and Ireland), representing Eurozone countries that have a credit rating of AA or below from Standard and Poor’s and where the Group has an exposure of over £0.5bn.

The Group’s exposure to Greece, which has a sovereign credit rating of BB+, was below £0.5bn. The Group’s balance sheet exposure to Egypt was approximately £2bn, a significant proportion of which represented available for sale assets held in Treasury bills with a maturity less than one year. In addition, contingent liabilities and commitments included less than £1bn relating to Barclays Africa trade finance business in Egypt.

The balances included in the tables below represent the Group’s exposure to retail customers and wholesale customers (comprising corporates and sovereigns) in each of the respective countries.

Assets are stated gross of any trading liability positions and before any risk mitigation but net of impairment allowances and of derivative counterparty netting and collateral held.

 

Retail exposures    As at 31st December 2010      As at 30th June 2010  
    

Loans and
advances at
amortised

cost

    

Contingent

liabilities and

commitments

    

Loans and

advances at

amortised

cost

    

Contingent

liabilities and

commitments

 
     £m      £m      £m      £m  

Spain

     19,053         1,306         18,124         1,805   

Italy

     16,324         1,004         14,239         945   

Portugal

     5,813         1,384         4,978         1,162   

Ireland

     77         9         142         19   

Retail exposures mainly related to our domestic lending in Spain, Italy and Portugal, principally residential mortgages. The credit quality of our mortgage lending in Spain and Italy reflects low LTV lending, with average mark to market LTVs at 31st December 2010 in Spain of 58% and in Italy of 45%. Credit risk loan balances in Spain and Italy increased by 22% to £832m and 15% to £553m, respectively.

 

Wholesale exposures   

Loans and advances at

amortised cost

     Assets held at fair value  
    

Total

£m

    

Of which

Government

£m

    

Total

£m

    

Of which

Government

£m

    

Contingent

liabilities and

commitments

£m

 

As at 31st December 2010

              

Spain

     6,574         86         8,625         6,665         2,550   

Italy

     3,180                 9,258         7,382         2,622   

Portugal

     2,706         7         2,495         1,207         1,739   

Ireland

     3,069                 3,320         452         1,422   

As at 30th June 2010

              

Spain

     7,167         133         8,731         6,403         3,182   

Italy

     3,159                 10,466         8,606         1,546   

Portugal

     2,405         19         2,408         1,177         1,543   

Ireland

     3,324                 3,160         328         1,482   

Wholesale exposures relating to Barclays Capital and Barclays Corporate activities in Spain, Italy, Portugal and Ireland cover a broad range of SME, corporate and investment banking activities, as well as Western Europe treasury operations’ holdings of sovereign and corporate bonds in those countries. Loans and advances include exposures at 31st December 2010 to the property and construction industry in Spain of £2,951m, in Portugal of £937m, in Ireland of £195m and in Italy of £71m.

Assets held at fair value primarily comprise trading portfolio assets, which are highly liquid in nature, available for sale positions in investment grade debt securities, and derivatives.

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118            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Risk management

Market risk management

All disclosures in this section (pages 118 to 125) are unaudited unless otherwise stated

 

 

 

Market Risk is the risk that Barclays earnings or capital, or its ability to meet business objectives, will be adversely affected by changes in the level or volatility of market rates or prices such as interest rates, credit spreads, commodity prices, equity prices and foreign exchange rates.

Overview (audited)

The main sources of risk are traded market risk, non-traded interest rate risk, translational foreign exchange risk and pension risk. Traded risk resides primarily in Barclays Capital while non-traded market risk resides mainly in Global Retail Banking, Barclays Corporate, Barclays Wealth and Group Treasury. Translational foreign exchange risk is managed by Group Treasury. Pension risk is managed centrally with the cost borne by respective businesses.

Barclays market risk objectives are to:

 

understand and control market risk by robust measurement and the setting of limits;

 

facilitate business growth within a controlled and transparent risk management framework;

 

ensure traded market risk resides primarily in Barclays Capital; and

 

minimise non-traded market risk.

Organisation and structure

The Board approves market risk appetite for trading and non-trading activities. The Group Market Risk Director is responsible for the Barclays Market Risk Control Framework and, under delegated authority from the Chief Risk Officer, sets a limit framework within the context of the approved market risk appetite. A daily market risk report summarises Barclays market risk exposures against agreed limits. This daily report is sent to the Chief Risk Officer, the Group Market Risk Director, the Group Finance Director and the appropriate Business Risk Directors.

Market Risk Committee approves, and makes recommendations concerning the market risk profile across Barclays. This includes approving Barclays Market Risk Control Framework and Group Policies; reviewing current and forward issues, limits and utilisation; and proposing risk appetite levels for the Board. The Committee is chaired by the Group Market Risk Director and attendees include the Chief Risk Officer, respective business risk managers and senior managers from Group Market Risk.

The head of each business, assisted by the business market risk management team, is accountable for all market risks associated with its activities. The head of each business market risk team is responsible for implementing the Barclays Market Risk Control Framework which sets out how market risk should be identified, measured, controlled, reported and reviewed. The Framework also outlines and references Group market risk policies.

Market risk oversight and challenge is provided by business committees, Group Committees including Market Risk Committee and the Group Market Risk team.

The chart below gives an overview of the business control structure.

 

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Traded market risk (audited)

Traded market risk is predominantly the result of client facilitation in wholesale markets. This involves market making, offering hedge solutions, pre-hedging and assisting clients to execute large trades. Not all client trades are hedged completely, giving rise to market risk. In Barclays Capital, trading risk is measured for the trading book, as defined for regulatory purposes, and certain banking books. Barclays policy is to concentrate trading activities in Barclays Capital.

Risk measurement

Barclays uses a range of complementary technical approaches to measure and control traded market risk including: Daily Value at Risk (DVaR), Expected Shortfall, 3W, Primary and Secondary risk factor stress testing and Combined scenario stress testing.

DVaR is an estimate of the potential loss arising from unfavourable market movements, if the current positions were to be held unchanged for one business day. Barclays Capital uses the historical simulation methodology with a two-year equally weighted historical period, at the 95% confidence level.

The historical simulation methodology can be split into three parts:

 

Calculate hypothetical daily profit or loss for each position over the most recent two years, using observed daily market moves;

 

Sum all hypothetical profits or losses for day one across all positions, giving one total profit or loss. Repeat for all other days in the two-year history; and

 

DVaR is the 95th percentile selected from the two-year history of daily hypothetical total profit or loss.

Market volatility in 2010 was impacted by concerns over future economic growth and the sovereign debt crisis, but remained below the high levels observed in 2008. During 2010, the high volatility observations of 2008 rolled out of the two year DVaR historical data set and were replaced in the data time series by less volatile 2010 observations.

Barclays Capital's DVaR model has been approved by the FSA to calculate regulatory capital for certain trading book portfolios. The approval covers general market risk in interest rate, foreign exchange, commodities and equity products, and issuer specific risk for the majority of single name and portfolio traded credit products. For internal management purposes DVaR is also calculated for certain banking books as well as all trading book portfolios.

The FSA categorises a DVaR model as green, amber or red. A green model is consistent with a good working DVaR model and is achieved for models that have four or less back-testing exceptions in a 12-month period. Back-testing counts the number of days when a loss (as defined by the FSA) exceeds the corresponding DVaR estimate, measured at the 99% confidence level. For Barclays Capital's DVaR model, green model status was maintained for 2010 and 2009.

The DVaR model is regularly assessed and reviewed internally by the Group Executive Models Committee and the Barclays Capital Model Committee.

When reviewing DVaR estimates, a number of considerations should be taken into account. These are:

 

Historical simulation uses the most recent two years of past data to generate possible future market moves but the past may not be a good indicator of the future;
The one-day time horizon does not fully capture the market risk of positions that cannot be closed out or hedged within one day;

 

DVaR is based on positions as at close of business and consequently intra-day risk, the risk from a position bought and sold on the same day, is not captured; and

 

DVaR does not indicate the potential loss beyond the 95th percentile.

In part due to the points above, and in part due to the desire to measure risk beyond DVaR, Barclays uses additional metrics. These include Expected Shortfall, 3W, Primary risk factor stress testing, Secondary risk factor stress testing and Combined scenario stress testing.

Both Expected Shortfall and 3W metrics use the same two-year historical simulation data set as used to calculate DVaR. Expected Shortfall is the average of all one day hypothetical losses beyond the 95% confidence level DVaR while 3W is the average of the three largest one day estimated losses.

Stress testing provides an estimate of potential significant future losses that might arise from extreme market moves or scenarios. Primary stress testing applies stress moves to key liquid risk factors for each of the major trading asset classes including interest rate, credit spread, commodity, equity and foreign exchange. Secondary stress testing applies stress moves to less liquid risks such as option volatility skew. Combined scenario stress testing applies simultaneous shocks to several risk factors, reflecting a defined extraordinary, but plausible scenario e.g. what is the estimated impact on profits of a fixed exchange rate becoming floating. This is assessed by applying respective changes on foreign exchange rates, interest rates, credit spreads and equities to the portfolio.

Risk control

Market Risk is controlled through the use of limits, where appropriate, on the above risk measures. Limits are set at the total Barclays Capital level, risk factor level e.g. interest rate risk, and business line level e.g. Emerging Markets. Stress limits and many book limits, such as foreign exchange and interest rate sensitivity limits, are also in place.

The total DVaR limit, risk factor DVaR limits, and 3W limit are approved by the Board Risk Committee. Primary stress limits are approved by the Chief Risk Officer and are tabled for noting by the Board Risk Committee. Compliance with limits is monitored by Barclays Capital's Market Risk team with oversight provided by Group Market Risk.

In 2010, to further improve the application of the market risk control framework, Group Market Risk initiated an ongoing programme of conformance visits to Barclays Capital business areas. These visits review both the current market risk profile and potential market risk developments, as well as verifying conformance with Barclays Market Risk Control Framework.

The oversight and governance of Barclays Capital's market risk models was also improved in 2010. This included making the model committee more granular by having two distinct committees, one specifically for model methodology and the other specifically for data integrity and infrastructure. Group Market Risk is a member of both these committees.

Risk reporting

Barclays Capital Market Risk team produce a number of detailed and summary market risk reports daily, weekly, fortnightly and monthly. These include, new for 2010, the Executive Key Risk Report (daily) and the Senior Management Significant Risk Pack (monthly). These reports summarise the positions, risks and top stresses covering interest rate, credit spread, commodity, equity and foreign exchange. Barclays Capital market risk reports are sent to Group Market Risk for review and inclusion in the Group Daily Market Risk Report.

 

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120            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Market risk management continued

 

 

 

Analysis of traded market risk exposures (audited)

The trading environment in 2010 was characterised by weak underlying economic growth as well as unclear market direction resulting in lower client activity. In this environment, Barclays Capital's market risk exposure, as measured by average total DVaR, decreased by 31% to £53m (2009: £77m). The reduction was due to a fall in exposures reflecting the lower client activity, increased diversification, and the rolling off of the 2008 highly volatile historical data points.

The two main risk factors with material DVaR were credit spread and interest rate. The average DVaR for each of these decreased by £10m (17%) and £11m (25%) respectively. Total DVaR as at 31st December 2010 was £48m (2009: £55m).

Expected Shortfall and 3W in 2010 averaged £78m and £144m respectively representing decreases of £43m (36%) and £65m (31%) compared to 2009.

As we enter 2011, the principal uncertainties which may impact Barclays market risk relate to volatility in interest rates, commodities, credit spreads, equity prices and foreign exchange rates. Price instability and higher volatility may arise as government policy targets future economic growth against a background of fiscal pressures, accommodatory monetary policy and exogenous economic events.

Analysis of trading revenue (audited)

The histogram below shows the distribution of daily trading revenue for Barclays Capital in 2010 and 2009. Trading revenue reflects top-line income, excluding income from Private Equity and Principal Investments.

The average daily trading revenue in 2010 was £52m. This is £19m (27%) less than recorded for 2009 (£71m). There were 236 positive days, 15 negative days and two flat days in 2010 (2009: 247 positive, 5 negative, one flat).

 

 

  The daily average, maximum and minimum values of DVaR,                                        
  Expected Shortfall and 3W (audited)    Year ended 31st December 2010      Year ended 31st December 2009  
  DVaR (95%)    Average
£m
    High i
£m
     Low i
£m
     Average
£m
    High i
£m
     Low i
£m
 

  Interest rate risk

     33        50         21         44        83         23   

  Credit Spread risk

     48        62         30         58        102         35   

  Commodity risk

     16        25         9         14        20         11   

  Equity risk

     14        29         6         13        27         5   

  Foreign exchange risk

     6        15         2         8        15         3   

  Diversification effect

     (64     n/a         n/a         (60     n/a         n/a   

  Total DVaR

     53        75         36         77        119         50   

  Expected Shortfall

     78        147         47         121        188         88   

  3W

     144        311         72         209        301         148   

 

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Notes

a Total DVaR peaked at £119m in March 2009.
b Before trending down due to a decrease in credit spread exposure and interest rate exposure, reaching £58m in August 2009.
c DVaR subsequently increased as markets began to recover and new traded credit positions were added to facilitate client trades.
d DVaR decreased towards 2009 year-end, driven by a reduction in equity exposure and an increase in diversification. Total DVaR as at 31st December 2009 was £55m.
e DVaR reduced to £38m, due to a reduction in credit and equity exposure assisted by an increase in diversification.
f DVaR reached the 2010 peak (£75m) as market sentiment improved. There were increased exposures for Credit Spread, Equity and Commodities.
g Total DVaR increased in August 2010 reaching £73m with increased exposure in Interest Rates, Credit Spread and Equity.
h DVaR increased towards the end of the year, mainly due to an increase in equity. Total as at 31st December 2010 was £48m.
i The high (and low) DVaR figures reported for each category did not necessarily occur on the same day as the high (and low) DVaR reported as a whole. Consequently a diversification effect number for the high (and low) DVaR figures would not be meaningful and it is therefore omitted from the above table.
 

 

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           121   

 

 

 

 

Non-traded interest rate risk (audited)

Non-traded interest rate risk arises from the provision of retail and wholesale (non-traded) banking products and services, when the interest rate repricing date for loans (assets) is different to the repricing date for deposits (liabilities). This includes current accounts and equity balances which do not have a defined maturity date and an interest rate that does not move in line with the base rate. The risk resides mainly in Global Retail Banking, Barclays Corporate, Barclays Wealth and Group Treasury.

Barclays objective is to minimise non-traded interest rate risk and this is achieved by transferring interest rate risk from the business to a local treasury or Group Treasury, which in turn hedges the net exposure with the external market. Limits exist to ensure no material risk is retained within any business or product area.

Risk measurement

The risk in each business is measured and controlled using both an income metric (Annual Earnings at Risk) and a present value metric (Economic Value of Equity, Economic Capital, Daily Value at Risk, risk factor stress testing, scenario stress testing).

Annual Earnings at Risk (AEaR) measures the sensitivity of net interest income over the next 12 months. It is calculated as the difference between the estimated income using the current yield curve and the lowest estimated income following a 100 basis points increase or decrease in interest rates, subject to a minimum interest rate of 0%.

The main model assumptions are:

 

The balance sheet is kept at the current level i.e. no growth is assumed

 

Balances are adjusted for an assumed behavioural profile. This includes the treatment of fixed rate loans including mortgages

Economic Value of Equity (EVE) calculates the change in the present value of the banking book for a 100 basis point upward and downward rate

shock. This calculation is equivalent to that of AEaR except Economic Value of Equity is a present value sensitivity while AEaR is an income sensitivity.

Economic Capital (EC) consistent models are used to measure: recruitment risk, the risk from customers not taking up their fixed rate loan offer; and prepayment risk, the risk of a customer deciding not to carry on with their fixed rate loan. Behavioural profiles are also used when modelling the balance sheet.

Daily Value at Risk (DVaR) and risk factor stress testing methodologies are consistent with those used by Barclays Capital. DVaR and stress are used by Treasuries that operate within liquid currencies such as Sterling, US Dollar and Euros while for Treasuries that operate in less liquid currencies, stress risk is the only present value metric used.

Risk control

Market Risk is controlled through the use of limits on the above risk measures. Limits are set at the total business level and then cascaded down. The total business level limits for AEaR, EVE, EC, DVaR and stress are agreed by Market Risk Committee. In 2010, a range of formal present value limits was extended to include stress and EVE limits. Compliance with limits is monitored by the respective business market risk team with oversight provided by Group Market Risk.

Market Risk is also controlled through an ongoing programme of conformance visits by both the business market risk departments and Group Market Risk. These visits review both the current market risk profile and potential market risk developments, as well as verifying conformance with Barclays policies and standards as detailed in the Barclays Market Risk Control Framework.

The interest rate risk for balances with no defined maturity date and an interest rate that is not linked to the base rate is managed by Group Treasury. A series of continuous equity and product structural hedges is used to mitigate the interest rate risk, as described below.

 

 

 

Net Interest Income

Sensitivity (AEaR) by

currency (audited)

 

31st December

2010

   

31st December

2009

 
   

+100

basis
points

£m

   

-100

basis
points

£m

   

+100

basis
points

£m

   

-100

basis
points

£m

 

GBP

    297        (377     30        (360

USD

    (12     (8     (43     14   

EUR

    (16     12        (34       

ZAR

    13        (10     29        (27

Others

                  (1     4   

Total

    282        (383     (19     (369

As percentage of

net interest income

    2.25%        (3.06%     (0.16%     (3.10%

Analysis of equity

sensitivity (audited)

 

31st December

2010

   

31st December

2009

 
   

+100

basis
points

£m

   

-100

basis
points

£m

   

+100

basis
points

£m

   

-100

basis
points

£m

 
Net Interest Income     282        (383     (19     (369
Taxation effects on the above     (71     96        4        86   

Effect on profit for

the year

    211        (287     (15     (283

As percentage of

net profit after tax

    4.64%        (6.31%     (0.15%     (2.75%
Effect on profit for the year (per above)     211        (287     (15     (283

Available for sale

reserve

    (2,051     2,051        (527     527   

Cash flow hedge

reserve

    (1,298     1,288        (929     957   
Taxation effects on the above     837        (835     341        (347
Effect on equity     (2,301     2,217        (1,130     854   

As percentage of

equity

    (3.70%     3.56%        (1.93%     1.46%   
 

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122            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Market risk management continued

 

 

 

 

Risk reporting (audited)

Each business area is responsible for their respective market risk reports. A combination of daily and monthly risk reports are produced and used by the business. These are also sent to Group Market Risk for review and inclusion in the Group Daily Market Risk Report. A risk summary is also presented at Market Risk Committee and respective Asset and Liability Committees.

Analysis of Net Interest Income sensitivity

The table above shows the pre-tax net interest income for the non-trading financial assets and financial liabilities held at 31st December 2010 and 31st December 2009. The sensitivity has been measured using the AEaR methodology as described above. The benchmark interest rate for each currency is set as at 31st December 2010. The figures include the effect of hedging instruments but exclude banking book exposures held or issued by Barclays Capital as these are measured and managed using DVaR.

Non-traded interest rate risk, as measured by AEaR, was £383m as at 31st December 2010, an increase of £14m compared to 31st December 2009. The 2010 and 2009 AEaR estimates both reflect the reduced spread generated on retail and commercial banking liabilities associated with a low interest rate environment. If the interest rate hedges had not been in place then the AEaR for 2010 would have been £601m (2009: £704m).

DVaR is also used to control market risk in Western Europe Retail Banking and in Group Treasury. The indicative average 2010 DVaRs were £1.6m (2009: £1,4m) for Western Europe and £0.7m (2009: £1.0m) for Group Treasury.

Margins and balances

 

Analysis of net interest income

For year ended 31 st December

  

2010

£m

    

2009

£m

   

2008

£m

 

Net interest income pre product

structural hedge

     9,038         8,654        8,845   

Net interest income from product

structural hedgea

     1,403         1,364        44   

Share of benefit of interest income

on Group equity (including equity

structural hedge)

     932         799        712   

Total Global Retail Banking,

Absa, Barclays Corporate and

Barclays Wealth

     11,373         10,817        9,601   

Barclays Capital net interest

incomeb

     1,121         1,598        1,724   

Other net interest income/

(expense)

     29         (497     144   

Group net interest income

from continuing operationsc

     12,523         11,918        11,469   

The current low interest rate environment substantially reduces the spread generated on retail and commercial banking assets, liabilities and the Group's equity. This impact is reduced, to an extent, by the Group's structural interest rate hedges, which are designed to minimise net interest margin volatility. Product structural hedges generated a gain of £1,403m (2009: gain £1,364m) converting short term interest margin volatility on product balances (such as non-interest bearing current accounts and managed rate deposits) into a more stable medium term rate. Hedges are built on a monthly basis to achieve a targeted maturity profile, referencing term rates, which protect against margin compression where short term interest rates are lower than historical averages.

Notes

a UK Retail Banking and Barclays Corporate were allocated £878m (2009: £837m) and £265m (2009: £266m) of this amount respectively.
b Including share of the interest income on Group equity which includes the equity structural hedge benefit.
c Total GRB net interest income was £7,191m (2009: £6,931m) and the GRB net interest margin was 2.27% (2009: 2.42%).

During the first half of 2010, Barclays began to extend the maturity profile of its liability product structural hedges. This increased expected revenue contribution for the year and reduced future earnings volatility. Based on the market curve as at the end of December 2010 and the on-going hedging strategy, fixed rate returns on liability structural hedges are expected to remain broadly similar over the next 2 years. Therefore, to the extent that the current low floating rates persist, the net contribution from these hedges will remain broadly stable. Any increases in short term interest rates will reduce the benefit of the hedges, although it is expected that this would be offset by enhanced product margins. The net contribution from these hedges is included in the net interest income of individual businesses.

Additionally, equity structural hedges are in place to manage the volatility in earnings on the Group's equity with the impact allocated to the businesses as part of the share of the interest income benefit on Group equity through net interest income. Equity structural hedges generated a gain of £1,788m in 2010 (2009: gain £1,162m), including net gains on disposal of gilts of approximately £500m. Due to concerns surrounding economic conditions and outlook, gilts purchased as part of the equity hedge duration extension were sold in Q3 and Q4. The duration extension process was resumed towards the end of Q4 2010 and, to date, the hedge position has been substantially rebuilt. Re-building at higher rates has limited the loss of future hedging income from the sales to approximately £140m, which will be realised over 10 years. The sale and rebuild is therefore not expected to materially impact fixed rate returns over the next 2 years.

Within the analysis of net interest income, the amount described as Other relates to the cost of subordinated debt and net funding on non- customer assets and liabilities, together with the residual benefit of interest income on Group equity, held within Head Office Functions and Other Operations. In 2009 there were additional costs of central funding activity, relating to money market dislocations, which did not reoccur in 2010.

Net interest margin

The net interest margin for Global Retail Banking, Absa, Barclays Corporate and Barclays Wealth of 2.03% (2009: 2.11%) set out below is the net interest income expressed as a percentage of the sum of average customer assets and liabilities. In this way the net interest margin incorporates the impact of the margin earned on customer liabilities and therefore the reduced spread generated on retail and commercial banking liabilities in recent periods.

Total Global Retail Banking, Absa, Barclays Corporate and Barclays Wealth net interest income divided by their total average assets only results in an aggregate margin of 3.67% (2009: 3.68%).

 

Net interest margin

For year ended 31 st December

  

2010

%

    

2009

%

    

2008

%

 
UK Retail Banking      1.45         1.45         1.75   
Barclaycard      9.77         9.69         7.58   
Western Europe Retail Banking      1.16         1.66         1.65   
Barclays Africa      5.07         4.60         3.95   
Absa      2.56         2.61         2.68   
Barclays Corporate      1.53         1.65         1.64   
Barclays Wealth      1.22         1.02         1.04   

Global Retail Banking, Absa,

Barclays Corporate and

Barclays Wealth

     2.03         2.11         2.07   
 

 

 


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Net interest income is derived from the interest rate earned on average assets or paid on average liabilities relative to 1 month Libor plus the liquidity premium (the internal funding rate), local equivalents for international businesses or the rate managed by the bank using derivatives.

The following asset and liability margins for Global Retail Banking, Absa, Barclays Corporate and Barclays Wealth are provided as additional information on the underlying drivers of movements in interest margins.

 

 

Asset and liability margins and customer balances    Margins      Average customer balances  
For year ended 31st December   

2010

%

    

2009

%

    

2008

%

    

2010

£m

    

2009

£m

    

2008

£m

 

UK Retail Banking assets

     1.21         1.39         1.33         113,713         102,043         94,656   

UK Retail Banking liabilities

     1.57         1.38         2.03         104,508         93,619         90,453   

Barclaycard assets

     9.06         8.97         6.92         28,811         28,102         23,552   

Western Europe Retail Banking assets

     1.02         1.31         1.21         41,509         38,999         30,366   

Western Europe Retail Banking liabilities

     0.77         0.43         1.20         17,263         13,170         8,661   

Barclays Africa assets

     6.97         5.75         4.64         3,887         4,408         4,213   

Barclays Africa liabilities

     2.63         2.70         2.33         6,621         6,409         6,037   

Absa assets

     2.72         2.68         2.79         37,441         32,483         27,706   

Absa liabilities

     2.40         2.43         3.06         21,110         17,380         13,454   

Barclays Corporate assets

     1.43         1.65         1.54         69,831         75,703         71,498   

Barclays Corporate liabilities

     1.19         1.10         1.37         60,946         50,511         46,451   

Barclays Wealth assets

     0.81         1.01         1.04         14,529         12,268         9,725   

Barclays Wealth liabilities

     1.29         0.96         0.95         40,985         37,122         37,115   

Total GRB, Absa, Barclays Corporate and Barclays Wealth assets

     2.20         2.36         2.07         309,721         294,006         261,716   

Total GRB, Absa, Barclays Corporate and Barclays Wealth liabilities

     1.48         1.31         1.72         251,433         218,211         202,171   

 

On 1st October 2009, the Group implemented a revised internal funds pricing mechanism, which prices intra-group funding and liquidity. The effect of the mechanism is to appropriately give credit to businesses with net surplus liquidity and to charge those businesses in need of wholesale funding at Barclays internal funding rate, which is driven by prevailing market rates and includes a term premium. The objective is to price internal funding for assets and liabilities in line with the cost of alternative sources of funding, which ensures there is consistency between retail and wholesale sources. The impact of the change in mechanism on net interest margins in 2010 for GRB, Absa, Barclays Corporate and Barclays Wealth, in aggregate, was not significant, with Barclays Wealth benefiting as a result of surplus term liquidity, broadly offsetting the term asset liquidity requirement of Barclaycard.

The change in the internal funds pricing mechanism has impacted the asset and liability margins of the businesses affected. In particular, the liability margins of UK Retail Banking, Western Europe Retail Banking, Barclays Corporate and Barclays Wealth (the main deposit gathering businesses affected) have benefited from the change in approach. Conversely the asset margins of those businesses and, to a more limited extent Barclaycard, have been negatively impacted by the mechanism.

Margins are also affected by hedging activity, which is executed to minimise the net interest margin volatility. As such, the hedges provide a more constant revenue stream on liabilities generated and a more constant cost of funding for fixed rate assets generated.

 

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124            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Market risk management continued

 

 

 

Foreign exchange risk (audited)

The Group is exposed to two sources of foreign exchange risk.

a) Transactional foreign currency exposure

Transactional foreign exchange exposures represent exposure on banking assets and liabilities, denominated in currencies other than the functional currency of the transacting entity.

The Group’s risk management policies prevent the holding of significant open positions in foreign currencies outside the trading portfolio managed by Barclays Capital which is monitored through DVaR.

There were no material net transactional foreign currency exposures outside the trading portfolio at either 31st December 2010 or 2009. Due to the low level of non-trading exposures no reasonably possible change in foreign exchange rates would have a material effect on either the Group’s profit or movements in equity for the year ended 31st December 2010 or 2009.

b) Translational foreign exchange exposure

The Group’s translational foreign currency exposure arises from both its capital resources (including investments in subsidiaries and branches, intangible assets, non-controlling interests, deductions from capital and debt capital instruments) and risk weighted assets (RWAs) being denominated in foreign currencies. Changes in foreign exchange rates result in changes in the Sterling equivalent value of foreign currency denominated capital resources and risk weighted assets. As a result, the Group’s regulatory capital ratios are sensitive to foreign exchange rate movements.

The Group’s capital ratio hedge strategy is to minimise the volatility of the capital ratios caused by foreign exchange rate movements. To achieve this, the Group aims to maintain the ratio of foreign currency Core Tier 1, Tier 1 and Total Capital resources to foreign currency RWAs the same as the Group’s capital ratios.

The Group’s investments in foreign currency subsidiaries and branches create capital resources denominated in foreign currencies. Changes in the Sterling value of the investments due to foreign currency movements are captured in the currency translation reserve, resulting in a movement in Core Tier 1 capital.

During 2010, structural currency exposures net of hedging instruments increased from £12.5bn to £15.3bn as a result of hedging decisions taken in accordance with the Group’s capital ratio management strategy for foreign exchange rate movements.

To create foreign currency Tier 1 and Total Capital resources additional to the Core Tier 1 capital resources, the Group issues, where possible, debt capital in non-Sterling currencies. This is primarily achieved by the issuance of debt capital from Barclays Bank PLC, but can also be achieved by subsidiaries issuing capital in local currencies.

The economic hedges primarily represent the US Dollar and Euro Preference Shares and Reserve Capital Instruments in issue that are treated as equity under IFRS, and do not qualify as hedges for accounting purposes. During the year 850m Reserves Capital Instruments were redeemed.

The impact of a change in the exchange rate between Sterling and any of the major currencies would be:

 

A higher or lower Sterling equivalent value of non-Sterling denominated capital resources and risk weighted assets. This includes a higher or lower currency translation reserve within equity, representing the retranslation of non-Sterling subsidiaries, branches and associated undertakings net of the impact of foreign exchange rate changes on derivatives and borrowings designated as hedges of net investments.

 

A higher or lower profit after tax, arising from changes in the exchange rates used to translate items in the consolidated income statement.

 

A higher or lower value of available for sale investments denominated in foreign currencies, impacting the available for sale reserve.
 

 

Functional currency of operations (audited)                                               
     Foreign
currency
net
investments
£m
     Borrowings
which hedge
the net
investments
£m
     Derivatives
which hedge
the net
investments
£m
    

Structural
currency
exposures
pre economic
hedges

£m

    Economic
hedges
£m
     Remaining
structural
currency
exposures
£m
 

As at 31st December 2010

                

US Dollar

     22,646         7,406                 15,240        6,330         8,910   

Euro

     7,327         3,072         1,294         2,961        2,069         892   

Rand

     4,826                 1,626         3,200                3,200   

Japanese Yen

     5,304         3,603         1,683         18                18   

Swiss Franc

     152                 157         (5             (5

Other

     3,139                 824         2,315                2,315   

Total

     43,394         14,081         5,584         23,729        8,399         15,330   
                

As at 31st December 2009

                

US Dollar

     16,677         3,205                 13,472        6,056         7,416   

Euro

     6,772         3,418                 3,354        2,902         452   

Rand

     4,055                 1,542         2,513        189         2,324   

Japanese Yen

     4,436         3,484         940         12                12   

Swiss Franc

     2,840         2,734         92         14                14   

Other

     2,983                 677         2,306                2,306   

Total

     37,763         12,841         3,251         21,671        9,147         12,524   


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           125   

 

 

 

 

 

 

Other market risks

Barclays maintains a number of defined benefit pension schemes for past and current employees. The ability of the Pension Fund to meet the projected pension payments is maintained through investments and regular bank contributions. Pension risk arises because the estimated market value of the pension fund assets might decline; or their investment returns might reduce; or the estimated value of the pension liabilities might increase. In these circumstances, Barclays could be required or might choose to make extra contributions to the pension fund. Financial details of the pension fund are in Note 28.

Asset management structural risk arises where the fee and commission income earned by asset management products and businesses is affected by a change in market levels, primarily through the link between income and the value of assets under management. Asset management structural risk mainly resides in Barclays Wealth. It is Barclays policy that businesses monitor and report this risk against a defined risk appetite and regularly assess potential hedging strategies.

Disclosures about certain trading activities including non-exchange traded commodity contracts

The Group provides a fully integrated service to clients for base metals, precious metals, oil, power, natural gas, coal, freight, emission credits, structured products and other related commodities. This service offering continues to expand, as market conditions allow, through the addition of new products and markets.

The Group offers both over the counter (OTC) and exchange-traded derivatives, including swaps, options, forwards and futures and enters into physically settled contracts in base metals, power and gas, oil and related products. Physical commodity positions are held at fair value and reported in Note 12.

The fair values of physical and derivative positions are primarily determined through a combination of recognised market observable prices, exchange prices, and established inter-commodity relationships. Further information on fair value measurement of financial instruments can be found in Note 41.

Credit risk exposures relating to commodity contracts are actively managed by the Group. Refer to the Credit Risk section for more information on the Group’s approach to credit risk management and the credit quality of derivative assets.

The tables below analyse the overall fair value of the OTC commodity derivative contracts by movement over time and contractual maturity. As at 31st December 2010 the fair value of the commodity derivative contracts reflects a gross positive fair value of £22,521m (2009: £27,134m) and a gross negative value of £22,884m (2009: £26,227m).

 

 

 

Movement in fair value of commodity

derivative positions

   2010
£m
    2009
£m
 
Fair value of contracts outstanding as at 1st January      907        (936
Contracts realised or otherwise settled during the period      (3,124     1,521   
Fair value of new contracts entered into during the period      (1,068     (181

Other changes in fair values

     2,922        503   
Fair value of contracts outstanding as at 31st December      (363     907   

 

 

Maturity analysis of commodity

derivative fair value

   2010
£m
    2009
£m
 

Not more than one year

     (1,859     (75

Over one year but not more than five years

     977        620   

Over five years

     519        362   

Total

     (363     907   
 

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Table of Contents
126            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Risk management

Capital risk management

All disclosures in this section (pages 126 to 130) are unaudited unless otherwise stated

 

 

 

Capital risk is the risk that the Group has insufficient capital resources to:

 

Meet minimum regulatory requirements in the UK and in other jurisdictions such as the United States and South Africa where regulated activities are undertaken. The Group’s authority to operate as a bank is dependent upon the maintenance of adequate capital resources.

 

Support its credit rating. A weaker credit rating would increase the Group’s cost of funds.

 

Support its growth and strategic options.

Organisation and structure (audited)

Barclays operates a centralised capital management model, considering both regulatory and economic capital. The Group’s capital management objectives are to maintain sufficient capital resources to:

 

ensure the financial holding company is well capitalised relative to the minimum regulatory capital requirements set by the UK FSA and the US Federal Reserve;

 

ensure locally regulated subsidiaries can meet their minimum regulatory capital requirements;

 

support the Group’s Risk Appetite and Economic Capital requirements; and

 

support the Group’s credit rating.

Capital is allocated to businesses to support the Group’s strategic objectives, including optimising returns on regulatory and economic capital.

The Group Treasury Committee manages compliance with the Group’s capital management objectives. The Committee reviews actual and forecast capital demand and resources on a monthly basis. The processes in place for delivering the Group’s capital management objectives are to:

 

establishment of internal targets for capital demand and ratios;

 

manage capital ratio sensitivity to foreign exchange movement; and

 

manage local entity regulatory capital adequacy.

In addition to the processes above, the Group Risk Oversight Committee and the Board Risk Committee annually review risk appetite and analyse the impacts of stress scenarios on the Group capital forecast (see pages 163 and 164) in order to understand and manage the Group’s projected capital adequacy.

Internal targets

To support its capital management objectives, the Group sets internal targets for its key capital ratios. Internal targets are reviewed regularly by Group Treasury Committee to take account of:

 

changes in forecast demand for capital caused by accessing new business opportunities, including mergers and acquisitions;

 

flexibility in debt capital issuance and securitisation plans;

 

the possible impact of stress scenarios including:

 

  changes in forecast demand for capital from unanticipated drawdown of committed facilities or as a result of deterioration in the credit quality of the Group’s assets;

 

  changes in forecast profits and other capital resources; and

 

  changes to capital resources and forecast demand due to foreign exchange rate movements.

Managing capital ratio sensitivity to foreign exchange rate movements

The Group has capital resources and risk weighted assets denominated in foreign currencies. Changes in foreign exchange rates result in changes in the Sterling equivalent value of foreign currency denominated capital resources and risk weighted assets. As a result, the Group’s regulatory capital ratios are sensitive to foreign currency movements.

The Group’s capital ratio hedge strategy is to minimise the volatility of the capital ratios caused by foreign exchange rate movements. To achieve this, the Group aims to maintain the ratio of foreign currency Core Tier 1, Tier 1 and Total Capital resources to foreign currency RWAs the same as the Group’s capital ratios.

The Group’s foreign currency capital resources include investments in subsidiaries and branches, intangible assets, non-controlling interest, deductions from capital and debt capital instruments.

The Group’s investments in foreign currency subsidiaries and branches create Core Tier 1 capital resources denominated in foreign currencies. Changes in the Sterling value of the investments due to foreign currency movements are captured in the currency translation reserve, resulting in a movement in Core Tier 1 capital.

To create foreign currency Tier 1 and Total Capital resources additional to the Core Tier 1 capital resources, the Group issues, where possible, debt capital in non-Sterling currencies. This is primarily achieved by the issuance of debt capital from Barclays Bank PLC, but can also be achieved by subsidiaries issuing capital in local currencies.

In some circumstances, investments in foreign currency subsidiaries and branches are hedged. In these circumstances, foreign currency capital resources are not created. Hedging decisions take into account the impact on capital ratios, the strategic nature of the investment, the cost of hedging, the availability of a suitable foreign exchange market and prevailing foreign exchange rates. Depending on the value of foreign currency net investments, it is not always possible to maintain the ratio of Core Tier 1 capital to RWAs consistent with the Group’s Core Tier 1 ratio in all currencies, leaving some capital ratio sensitivity to foreign currency movements.

The investment of proceeds from the issuance of equity accounted foreign currency preference shares also contributes to foreign currency capital resources. If a preference share issuance is redeemed, the cumulative movement from the date of issuance in the currency translation reserve will be offset by an equal and opposite movement in reserves reflecting the revaluation of the preference shares to prevailing foreign exchange rates. Issuance of a replacement Tier 1 instrument in the same currency will maintain the hedge of the Tier 1 ratio.

Local entity regulatory capital adequacy

The Group manages its capital resources to ensure that those Group entities that are subject to local capital adequacy regulation in individual jurisdictions meet their minimum capital requirements. Local management manages compliance with entities minimum regulatory capital requirements by reporting to local Asset and Liability Committees with oversight by The Treasury Committee, as required.

Injections of capital resources into Group entities are centrally controlled by the Group Treasury Committee, under authorities delegated from the Group Executive Committee. The Group’s policy is for surplus capital held in Group entities to be repatriated to Barclays Bank PLC in the form of dividends and/or capital repatriation, subject to local regulatory requirements, exchange controls and tax implications.

Other than as indicated above, the Group is not aware of any material impediments to the prompt transfer of capital resources or repayment of intra-group liabilities when due.

 


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Allocating capital in the Group’s strategic medium-term plan

Capital adequacy and returns on regulatory and economic capital form a key part of the Group’s annual strategic medium-term planning process. Amongst other strategic objectives, the Group seeks to optimise returns on economic and regulatory capital through the planning process. To achieve this, executive management consider returns on risk weighted assets and economic capital when setting limits for business capital demand. Executive management will also review the forecast capital ratios to ensure internal targets continue to be met over the medium-term plan.

The Treasury Committee reviews the limits on capital demand on a monthly basis taking into account actual performance.

Capital resources

Core Tier 1 capital increased by £4.4bn during 2010. £3.6bn of this increase was a result of attributable profit. In addition £1.5bn of equity was issued following the exercise of warrants and £0.7bn additional Core Tier 1 was reflected in the currency translation reserve. These were offset by net losses on available for sale equity positions, of which BlackRock, Inc. was £0.9bn, and dividends paid of £0.5bn.

Total qualifying Tier 1 Capital increased by £3.9bn during 2010 as the increase in Core Tier 1 capital was offset by the redemption of Reserve Capital Instruments of £0.7bn.

 

 

Total net capital resources    BaseI II  
    

2010

£m

   

2009

£m

   

2008

£m

 

Ordinary shareholders’ funds

     50,858        47,277        36,618   

Regulatory adjustments

      

MCNs not yet converted

                   (3,652

Available for sale reserve – debt

     340        83        372   

Available for sale reserve – equity

            309        (122

Cash flow hedging reserve

     (152     (252     (132

Defined benefit pension scheme

     99        431        849   

Adjustments for scope of regulatory consolidation

     99        196        847   

Foreign exchange on RCIs and upper Tier 2 loan stock

     209        25        (231

Adjustment for own credit

     (621     (340     (1,650

Other adjustments

     (40     144        305   

Equity non-controlling interests

     2,923        2,351        1,981   

Less: Intangible assets

     (8,326     (8,345     (9,964

Less: Net excess of expected loss over impairment at 50%

     (168     (25     (159

Less: Securitisation positions at 50%

     (2,360     (2,799     (704

Less: Non Core Tier 1 capital issues included in shareholders’ fund

                     

Core Tier 1 Capital

     42,861        38,437        24,358   

Preference shares

     6,317        6,256        6,191   

Reserve Capital Instruments

     6,098        6,724        5,743   

Tier One Notesa

     1,046        1,017        1,086   

Tax on the net excess of expected loss over impairment

     (100     8        46   

Less: Material holdings in financial companies at 50%

     (2,676     (2,805     (174

Total qualifying Tier 1 capital

     53,546        49,637        37,250   

Revaluation reserves

     29        26        26   

Available for sale reserve – equity

            309        122   

Collectively assessed impairment allowances

     2,409        2,443        1,654   

Tier 2 non-controlling interests

     572        547        607   

Qualifying subordinated liabilities:

      

Undated loan capital

     1,648        1,350        6,745   

Dated loan capital

     16,565        15,657        14,215   

Less: Net excess of expected loss over impairment at 50%

     (168     (25     (158

Less: Securitisation positions at 50%

     (2,360     2,799        (704

Less: Material holdings in financial companies at 50%

     (2,676     2,805        (174

Total qualifying Tier 2 capital

     16,019        14,703        22,333   

Less: Other regulatory deductions

 

    

 

(2,250

 

 

   

 

880

 

  

 

   

 

(856

 

 

Total net capital resources

     67,315        (63,460     58,727   

Capital Ratios

     %        %        %   

Core Tier 1 ratio

     10.8%        10.0%        5.6%   

Tier 1 ratio

     13.5%        13.0%        8.6%   

Risk asset ratio

     16.9%        16.6%        13.6%   

Note

a Tier One Notes are included in subordinated liabilities in the consolidated balance sheet.

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Table of Contents
128            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Capital risk management continued

 

 

 

Total net capital resources increased by £3.9bn during 2010 reflecting the growth in Tier 1 capital and an increase in total qualifying Tier 2 capital, primarily due to the net issuance of additional subordinated debt of £0.9bn. This was offset by an increase in other regulatory deductions for investments in non-consolidated subsidiaries and associates of £1,4bn.

As at 31st December 2010, on a Basel II basis, the Group’s Core Tier 1 ratio was 10.8% (2009:10.0%) and the Tier 1 capital ratio was 13.5% (2009:13.0%).

Risk weighted assets

Risk weighted assets increased 4% to £398bn in 2010. Year on year, there was a £22bn reduction in underlying risk weighted assets (predominantly in Barclays Capital) as a result of capital management efficiencies and reduced levels of risk and inventory. This was offset in part by both methodology and model changes, which increased risk weighted assets by approximately £28bn. Foreign exchange and other movements accounted for a further increase of £9bn.

Adjusted gross leverage

The adjusted gross leverage was 20x as at 31st December 2010 (2009: 20x) principally as a result of a £3.9bn increase in Tier 1 Capital to £53.5bn offset by the impact of a £84.6bn increase in adjusted total tangible assets. At month ends during 2010 the ratio moved in a range from 20x to 24x, with fluctuations arising as a result of normal trading activities, primarily due to increases in reverse repurchase trading and changes in holdings of trading portfolio assets. Significant fluctuations on a monthly basis comprised:

an increase from 20x at December 2009 to 22x at January 2010 driven by an increase in reverse repurchase trading, holdings of trading portfolio assets, the acquisition of Standard Life Bank, and increased cash balances;

 

a step up from 21x to 23x in April resulting from an increase in reverse repurchase trading, holdings of trading portfolio assets, and a decrease in Tier 1 capital;

 

a decrease in June from 24x to 20x driven by a reduction in reverse repurchase trading and holdings of trading portfolio assets;

 

a step up in July from 20x to 23x arising from an increase in reverse repurchase trading;

 

a fall in September from 24x to 21x driven by an increase in Tier 1 capital and a reduction in reverse repurchase trading;

 

an increase from 21x to 23x in October as a result of increases in reverse repurchase trading and holdings of trading portfolio assets; and

 

a steady decrease during November and December from 23x to 20x resulting from decreases in reverse repurchase trading and holdings of trading portfolio assets and an increase in Tier 1 capital, principally reflecting the impact of increases in available for sale reserves.

The ratio of total assets to total shareholders equity was 24x as at 31st December 2010 (2009: 24x). The ratio moved within a month end range of 24x to 29x, driven by the fluctuations noted above, as well as changes in gross interest rate derivatives and settlement balances. Significant drivers of fluctuations other than those noted above comprised:

 

 

Regulatory capital summary (audited)    Basel II  
    

2010

£m

   

2009

£m

   

2008

£m

 

Total qualifying Tier 1 Capital

     53,546        49,637        37,250   

Total qualifying Tier 2 Capital

     16,019        14,703        22,333   

Total Deductions

     (2,250     (880     (856

Total net Capital resources

     67,315        63,460        58,727   

 

Risk weighted assets by risk   

2010

£ m

   

2009

£m

 

Credit risk

     260,998        252,054   

Counterparty risk

     43,863        45,450   

Market risk

    

– Modelled – VaR

     9,209        10,623   

– Modelled – IDRCa and Non-VaR

     3,769        5,378   

– Standardised

     48,073        38,525   

Operational risk

     32,119        30,623   

Total risk weighted assets

     398,031        382,653   
       
Adjusted gross leverage   

2010

£m

   

2009

£m

 
Total assets      1,489,645        1,378,929   
Counterparty net/collateralised derivatives5      (377,756     (374,099
Assets held in respect of linked liabilities tocustomers under investment contracts      (1,947     (1,679
Net settlement balances and cash collateral      (48,108     (25,825
Goodwill and intangible assets      (8,697     (8,795

Adjusted total tangible assets

     1,053,137        968,531   

Total qualifying Tier 1 capital

     53,546        49,637   

Adjusted gross leverage0

     20        20   

Ratio of total assets to shareholders’ equity

     24        24   

Notes

a IDRC - Incremental Default Risk Charge.
b Comprising counterparty netting of £340,467m (2009: £342,628m) and collateral held of £37,289m (2009: £31,471m) as disclosed on page 111.
Risk weighted assets by business   

2010

£m

    

2009

£m

 
UK Retail Banking      35,274         35,876   
Barclaycard      31,913         30,566   
Western Europe Retail Banking      17,269         16,811   
Barclays Africa      8,003         7,649   
Barclays Capital      191,275         181,117   
Barclays Corporate      70,796         76,928   
Barclays Wealth      12,398         11,353   
Investment Management      74         73   
Absa      30,398         21,410   
Head Office Functions and Other Operations      631         870   

Total risk weighted assets

     398,031         382,653   

 

 

 

 

 

 

 

c As at 31st December 2010 the Group has amended the calculation of adjusted gross leverage to reflect the deduction of £20,996m cash collateral on derivative liability contracts. Applying this approach to 2009 would result in an adjusted gross leverage of 19x.
 
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           129   

 

 

 

the increase from 24x at December 2009 to 27x at January 2010 was also affected by increases in settlement balances;

 

a step up in August from 27x to 29x arose from an increase in gross derivatives balances; and

 

the decrease in December from 27x to 24x was affected by a decrease in gross derivatives and settlement balances in addition to those movements noted above.

Group Treasury agrees adjusted tangible asset targets at a segment level to manage the Barclays balance sheet and leverage ratio. Barclays Capital’s adjusted tangible assets are managed and reviewed monthly by the Barclays Capital Balance Sheet Steering Committee which includes members of Treasury, Finance and the businesses. The Steering Committee agrees limits with each business across Barclays Capital and monitors balance sheet usage against those limits. Businesses were required to manage the balance sheet to defined limits and were not permitted to exceed them without prior approval by nominated Steering Committee members. Barclays continues to operate within limits and targets for balance sheet usage as part of its balance sheet management activities.

The Basel Committee of Banking Supervisors (BCBS) issued final guidelines for ‘Basel III: a global regulatory framework for more resilient banks and banking systems’ in December 2010. The guidelines include a proposed leverage metric, to be implemented by national supervisors in parallel run from 1st January 2013 (migrating to a Pillar 1 measure by 2018). Based on our interpretation of the current BCBS proposals the Group’s Basel III leverage ratio as at 31st December 2010 would be within the proposed limit of 33x.

Economic capital demand

Economic capital is an internal measure of the risk profile of the bank expressed as the estimated stress loss at a 99.98% confidence level. The total amount of equity and preference capital held by the Group takes into account Economic Capital Demand and is set at an appropriate level to ensure that the Group maintains it credit rating based upon its risk profile.

Barclays assesses capital requirements by measuring the Group’s risk profile using both internally and externally developed models. The Group assigns economic capital primarily within the following risk categories: credit risk, market risk, operational risk, private equity and pension risk.

The Group regularly reviews its economic capital methodology and benchmarks outputs to external reference points. The framework uses default probabilities during average credit conditions, rather than those prevailing at the balance sheet date, thus seeking to remove cyclicality from the economic capital calculation. The economic capital framework takes into consideration time horizon, correlation of risks and risk concentrations.

Economic capital is allocated on a consistent basis across all of Barclays businesses and risk activities. A single cost of equity is applied to calculate the cost of risk.

The total average economic capital required by the Group is compared with the supply of economic capital to evaluate economic capital utilisation. The supply of economic capital is based on the available shareholders’ equity adjusted for certain items (e.g. retirement benefit liability, cash flow hedging reserve) and including preference shares.

Economic capital forms the basis of the Group’s submission for the Basel II Internal Capital Adequacy Assessment Process (ICAAP).

 

 

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Notes

a Calculated using an adjusted average over the year and rounded to the nearest £50m for presentation purposes,
b Total period end economic capital requirement as at 31st December 2010 stood at £41,550m (2009: £40,750m).
c Average EC charts exclude the EC calculated for pension risk (average pension risk for 2010 is £3,750m compared with £2,500m in 2009).

 

d Includes Transition Businesses and capital for central function risks.
e Includes credit risk loans.
f Includes investments in associates, private equity risk, insurance risk, residual value and business risk. Also includes BGI related exposures post-disposal, mainly the Group’s investment in BlackRock, Inc.
 

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Table of Contents
130            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Capital risk management continued

 

 

 

Economic capital supply

The capital resources to support economic capital comprise adjusted shareholders’ equity including preference shares but excluding other non-controlling interests. Shareholders’ equity is adjusted for:

 

Net retirement benefits liability – representing a non-cash reduction in shareholders equity;

 

Cash flow hedging reserve – representing amounts that will be offset against the gains or losses on the hedged item when it is recognised in the income statement;

 

Available for sale reserve – representing unrealised gains and losses on available for sale securities;

 

Cumulative gains on own credit – representing cumulative gains arising on the fair value of changes in own credit; and

 

Preference shares – are included in funds to support economic capital as preference shares have been issued to optimise the long term capital base of the group, but are excluded from shareholders equity for economic profit purposes as the cost of servicing preference shares is included in profit attributable to non-controlling interests.

Economic Profit

Economic profit comprises profit after tax and non-controlling interests, less a capital charge (average shareholders’ equity excluding non-controlling interests multiplied by Barclays cost of capital). The Group cost of capital has been applied at a uniform rate of 12.5%. From 1st January 2011 the Group’s cost of capital has changed from 12.5% to 11.5%.

Economic loss for the Group increased to £2,488m (2009: £1,890m) reflecting an increase of £916m profit for economic purposes more than offset by a £1,514m increase in the economic capital charge, due to a significant rise in average shareholders’ equity.

 

 

The average supply of capital to support

the economic capital frameworka

   Average
2010
£m
    Average
2009
£m
 
Shareholders’ equity excluding non-controlling interests less goodwillb      41,400        28,000   
Retirement benefits liability      450        800   
Cash flow hedging reserve      (700     (300
Available for sale reserve      150        600   
Cumulative gains on own credit      (450     (1,150
Average shareholders’ equity for economic purposes excluding goodwill      40,850        27,950   
Average historical goodwill and intangible assets’      10,200        11,000   
Average shareholders’ equity for economic purposes including goodwill      51,050        38,950   

Preference shares

     5,850        5,850   

Available funds for economic capitalc

     56,900        44,800   
Economic Profit    2010
£m
    2009
£m
 

Profit after tax and non-controlling interests

     3,564        2,628   
Addback of amortisation charged on acquired intangible assets      328        348   

Profit for economic profit purposes

     3,892        2,976   
Capital charge at 12.5% of average shareholders’ equity for economic profit purposes      (6,380     (4,866

Economic loss

     2,488        1,890   

UK Retail Banking

     239        (7

Barclaycard

     76        18   

Western Europe Retail Banking

     (251     13   

Barclays Africa

     15        (53

Absa

     19        (15

Barclays Capital

     1,729        195   

Barclays Corporate

     (1,262     (532

Barclays Wealth

     66        46   

Investment Management

     (367     (113

Head Office Functions and Other Operations

     (493     (58
     (229     (506
Historical goodwill and intangibles arising on acquisition      (1,277     (1,374

Variance to average shareholders’ funds

    

(excluding non-controlling interest)

     (982     (10

Economic loss

     2,488        (1,890
 

 

Notes

a Calculated using an adjusted average over the year and rounded to the nearest £50m for presentation purposes.
b Average goodwill relates to purchased goodwill and intangible assets from business acquisitions.
c Available funds for economic capital as at 31st December stood at £58,950m (2009: £54,600m).
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           131   

 

Risk management

Liquidity risk management

All disclosures in this section (pages 131 to 136) are unaudited unless otherwise stated

 

 

 

Liquidity risk is the risk that the Group is unable to meet its obligations when they fall due as a result of a sudden, and potentially protracted, increase in net cash outflows. Such outflows would deplete available cash resources for client lending, trading activities, investments and deposits. In extreme circumstances lack of liquidity could result in reductions in balance sheet and sales of assets, or potentially an inability to fulfil lending commitments. The risk that it will be unable to do so is inherent in all banking operations and can be affected by a range of institution-specific and market-wide events.

Organisation and structure (audited)

Barclays Treasury operates a centralised governance and control process that covers all of the Group’s liquidity risk management activities. Businesses assist Barclays Treasury in policy formation and limit setting by providing relevant and expert input for their local markets and customers. Execution of the Group’s liquidity risk management strategy is carried out at country level within agreed policies, controls and limits, with the Country Treasurer providing reports directly to Barclays Treasury to evidence conformance with the agreed risk profile. Liquidity risk is a standing agenda item at Country and Cluster Asset and Liability Committees and on a consolidated basis is reported to the Group’s Treasury Committee.

The objective of the Group’s liquidity risk management strategy is to ensure that the funding profile of individual businesses and the Group as a whole is appropriate to underlying market conditions and the profile of our business in each given country. Liquidity risk limits and controls are flexed to achieve that profile and are based on regular qualitative and quantitative assessments of conditions under both normal and stressed conditions. Businesses are only allowed to have funding exposure to wholesale markets where they can demonstrate that their market is sufficiently deep and liquid and then only relative to the size and complexity of their business.

Liquidity limits reflect both local regulatory requirements as well as the behavioural characteristics of their balance sheets. Breaches of limits are reported to Treasury Committee together with details of the requirements to return to compliance.

Liquidity risk framework (audited)

Barclays has a comprehensive Liquidity Risk Management Framework (the Liquidity Framework) for managing the Group’s liquidity risk. The objective of the Liquidity Framework is for the Group to have sufficient liquidity to continue to operate for at least the minimum period specified by the FSA in the event that the wholesale funding markets are neither open to Barclays nor to the market as a whole. Stress tests applied under the Liquidity Framework consider a range of possible wholesale and retail factors leading to loss of financing including:

 

Maturing of wholesale liabilities;

 

Loss of secured financing and widened haircuts on remaining book;

 

Retail and commercial outflows from savings and deposit accounts;

 

Drawdown of loans and commitments;

 

Potential impact of a 2 notch ratings downgrade; and

 

Withdrawal of initial margin amounts by counterparties.

These stressed scenarios are used to assess the appropriate level for the Group’s liquidity pool, which comprises unencumbered assets and central bank deposits. Barclays regularly uses these assets to access secured funding markets, thereby testing the liquidity assumptions underlying pool composition. The Group does not presume the availability of central bank borrowing facilities to monetise the liquidity pool in any of the stress scenarios under the Liquidity Framework.

Liquidity pool (audited)

The Group liquidity pool as at 31st December 2010 was £154bn gross (2009: £127bn) and comprised the following cash and unencumbered assets (of which £140bn are FSA eligible). The Group maintains additional liquid assets to support ongoing business requirements such as payment services. The cost of the Group liquidity pool for 2010 has been allocated on the basis of the projected stress outflows arising in each relevant business.

 

 

Composition of the Group liquidity pool (audited)   

Cash and

deposits

with

central

banks

£bn

    

Governments

guaranteed

bonds

£bn

    

Governments
and
supranational
bonds

£bn

     Other
available
liquidity
£bn
     Total
£bn
 

As at 31st December 2010

     96         1         46         11         154   

As at 31st December 2009

     81         3         31         12         127   

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Table of Contents
132            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Liquidity risk management continued

 

 

 

Liquidity regulation

Since June 2010, the Group has reported its liquidity position against backstop Individual Liquidity Guidance (ILG) provided by the FSA. Calibration of the Group’s Liquidity Framework anticipated final FSA rules and is therefore broadly consistent with current FSA standards.

The Basel Committee of Banking Supervisors (BCBS) issued its final guidelines for liquidity risk management, standards and monitoring in December 2010. These guidelines include a short term liquidity stress metric (the Liquidity Coverage Ratio (LCR)) and a longer term liquidity metric (the Net Stable Funding Ratio (NSFR)). The BCBS guidelines have yet to be implemented into European and UK law and therefore remain subject to refinement and change.

However, the Group monitors compliance against these BCBS metrics and the FSA is expected to bring its ILG metrics into line with the Basel LCR over time. Applying the expected BCBS guidelines to the Group’s liquidity position as at 31st December 2010, the relevant ratios were estimated at 80% of the LCR requirement and 94% of the NSFR requirement.

Term financing (audited)

The Group continues to attract deposits in unsecured money markets and to raise additional secured and unsecured term funding in a variety of markets. As at 31st December 2009, the Group had £15bn of publicly issued term debt maturing during 2010. The corresponding figure for 2011 is £25bn. During 2010, the Group issued approximately £35bn of term funding, comprising:

 

£8bn equivalent of public senior term funding;

 

£4bn equivalent of public covered bonds/ABS;

 

£2bn equivalent of public subordinated debt; and

 

£21bn equivalent of structured notes.

This £35bn of term funding refinanced the 2010 requirement, both maturities and early repayments, as well as pre-financed some of the 2011 and 2012 maturities. Additional term funding raised in 2011 will support balance sheet growth, further extension of liability maturities and strengthening of our liquidity position.

The Group liquidity pool is sufficient to cover more than one year of wholesale maturities.

Funding structure (audited)

Global Retail Banking, Barclays Corporate, Barclays Wealth and Head Office Functions are structured to be self-funded through customer deposits, Barclays equity and other long term funding. Barclays Capital and, in part, Absa are funded through the wholesale secured and unsecured funding markets.

The loan to deposit and long term funding ratio improved to 77% at 31st December 2010 (2009: 81%). The loan to deposit ratio also improved to 124% at 31st December 2010 (2009:130%).

Global Retail Banking, Barclays Corporate, Barclays Wealth

and Head Office functions (audited)

An important source of structural liquidity is provided by our core retail deposits in the UK, Europe and Africa; mainly current accounts and savings accounts. Although, contractually, current accounts are repayable on demand and savings accounts at short notice, the Group’s broad base of customers – numerically and by depositor type – helps to protect against unexpected fluctuations. Such accounts form a stable funding base for the Group’s operations and liquidity needs.

The Global Retail Banking, Barclays Corporate, Barclays Wealth businesses, together with Head Office functions, do not rely on short term wholesale funding. Rather, these businesses are funded through a combination of customer deposits and long term debt and equity.

In order to assess the funding requirement for these businesses, the balance sheet is modelled to reflect behavioural experience in both assets and liabilities. The maturity profile, excluding Absa, resulting from this behavioural modelling is set out below. As at 31st December 2010, behavioural modelling showed that expected repayments on assets are larger than the roll off of liabilities resulting in cash inflows for each of the first five years. Maturities of net liabilities are, therefore, behaviourally expected to occur after 5 years.

Included within the ‘Not More Than 1 yr’ time bucket in the below analysis are £18.9bn of Group liquidity pool assets. These assets have a contractual maturity of greater than 1 year. However, they could be used to generate short-term cash flows, either through the sale or secured funding and so the balance has been classified as generating cash flow inflows within 1 year.

 

 
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           133   

 

 

 

 

Barclays Capital (audited)

Barclays Capital manages its liquidity to be primarily funded through wholesale markets, generating sufficient liquidity to ensure that potential cash outflows in a stressed environment are covered. Much of the short term funding is invested in highly liquid assets and central bank cash and therefore contributes towards the Group liquidity pool.

Barclays Capital undertakes secured funding in the repo markets based on liquidity characteristics. 66% (2009: 73%) of the inventory is funded on a secured basis. Limits are in place for each security asset class reflecting liquidity in the cash and financing markets for these assets. The percentage of secured funding using each asset class as collateral is set out below.

Unsecured wholesale funding for the Group (excluding Absa) is managed by Barclays Capital within specific term limits. Excluding short term deposits that are placed within the Group liquidity pool, the term of unsecured liabilities has been extended, with average life improving from at least 26 months at 31st December 2009 to at least 30 months at 31st December 2010.

Absa (audited)

Absa operates in a market with structural dependence on wholesale funding sources. This dependence is a function of customer behaviours in relation to savings in South Africa as a whole, where there is a higher concentration of cash in investment funds than in bank savings. This structural shortfall relating to bank savings is transparent and carefully monitored.

 

 

Behavioural maturity profile of assets and liabilities (audited)    Cash inflow/(outflow)  
     Funding
surplus
£bn
    

Not
more
than  1yra

£bn

   

Over
1yr but

not more

than 2yrs

£bn

    

Over
2yrs but

not more

than 3yrs

£bn

    

Over

3yrs but

not more
than 4yrs
£bn

    

Over
4yrs but
not more
than 5yrs

£bn

     Over
5yrs
£bn
 

As at 31st December 2010

     89.9         4.7        17.7         30.1         10.4         2.2         (155.0

As at 31st December 2009

     94.5         (10.2     17.8         21.2         7.8         1.8         (132.9
                   

Secured funding by asset class (audited)

 

  

Govt

%

    

Agency

%

   

MBS

%

    

ABS

%

    

Corporate

%

    

Equity

%

    

Other

%

 

As at 31st December 2010

     64         7        9         3         7         7         3   

As at 31st December 2009

     59         7        7         6         10         8         3   

 

Note

a Includes £18.9bn of Group liquidity pool assets that have a contractual maturity of greater than one year but can be used to generate short-term cash flows either through sale or secured lending.
 

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Table of Contents
134            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Liquidity risk management continued

 

 

 

Contractual maturity of financial assets and liabilities (audited)

Details of contractual maturities for assets and liabilities form an important source of information for the management of liquidity risk. Such information is used (amongst other things) as the basis for modelling a behavioural balance sheet, for input into the liquidity framework, as discussed above.

The table below provides detail on the contractual maturity of all financial instruments and other assets and liabilities. Derivatives (other than those designated in a hedging relationship) and trading portfolio assets and liabilities are included in the on demand column at their fair value. Liquidity risk on these items is not managed on the basis of contractual

maturity since they are not held for settlement according to such maturity and will frequently be settled before contractual maturity at fair value. Derivatives designated in a hedging relationship are included according to their contractual maturity.

Financial assets designated at fair value in respect of linked liabilities to customers under investment contracts have been included in other assets and other liabilities as the Group is not exposed to liquidity risk arising from them; any request for funds from creditors would be met by simultaneously liquidating or transferring the related investment.

 

 

Contractual maturity of financial assets and liabilities (audited)  
At 31st December 2010   

On

demand

£m

    

Not more

than three

months

£m

   

Over three
months but

not more

than six

months

£m

   

Over six

months but

not more

than one

year

£m

   

Over one

year

but not

more than

three years

£m

   

Over three

years but

not more

than five

years

£m

   

Over five

years but

not more

than ten

years

£m

   

Over ten

years

£m

    

Total

£m

 

Assets

                    
Cash and balances at centralbanks      96,842         788                                                   97,630   
Items in the course of collection from other banks      1,168         216                                                   1,384   
Trading portfolio assets      168,867                                                           168,867   
Financial assets designated at fair value      789         5,678        1,110        2,773        7,411        3,745        2,461        16,089         40,056   
Derivative financial instruments      418,587         114        20        96        488        444        396        174         420,319   
Loans and advances to banks      5,698         26,462        1,858        946        2,260        5        111        459         37,799   
Loans and advances to customers      48,222         60,908        9,553        16,079        53,374        44,324        65,809        129,673         427,942   
Reverse repurchase agreements and other similar secured lending      114         192,423        7,366        5,089        390        124        238        28         205,772   
Available for sale financial investments      297         7,589        2,979        5,851        15,053        9,677        12,127        11,537         65,110   
Other financial assets              2,040                      784                              2,824   

Total financial assets

     740,584         296,218        22,886        30,834        79,760        58,319        81,142        157,960         1,467,703   

Other assets

                                                                       21,942   

Total assets

                                                                       1,489,645   

Liabilities

                    
Deposits from banks      5,754         65,755        2,161        2,247        739        790        249        280         77,975   
Items in the course of collection due to other banks      1,312         9                                                   1,321   
Customer accounts      230,880         77,607        13,959        11,423        5,211        3,539        2,263        906         345,788   
Repurchase agreements and other similar secured borrowing      907         216,454        4,358        2,755        739        256        59        6         225,534   
Trading portfolio liabilities      72,693                                                           72,693   
Financial liabilities designated at fair value      1,237         17,866        6,191        6,963        21,453        18,446        13,553        10,073         95,782   
Derivative financial instruments      403,163         303        72        101        390        927        286        274         405,516   
Debt securities in issue      17         50,735        17,982        33,172        23,130        13,032        12,028        6,527         156,623   
Subordinated liabilities              835               218        2,094        475        9,499        15,378         28,499   
Other financial liabilities              4,295                      990                              5,285   

Total financial liabilities

     715,963         433,859        44,723        56,879        54,746        37,465        37,937        33,444         1,415,016   

Other liabilities

                                                                       12,367   

Total liabilities

                                                                       1,427,383   

Cumulative liquidity gap

     24,621         (113,020     (134,857     (160,902     (135,888     (115,034     (71,829     52,687         62,262   


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           135   

 

 

 

 

 

Contractual maturity of financial assets and liabilities (audited)  
At 31st December 2009    On
demand
£m
     Not more
than three
months
£m
   

Over three
months but
not more
than six
months

£m

   

Over six
months but
not more
than one
year

£m

   

Over one
year

but not
more than
three years
£m

   

Over three
years but
not more
than five
years

£m

   

Over five
years but
not more
than ten
years

£m

   

Over ten

years

£m

    

Total

£m

 

Assets

                    
Cash and balances at central banks      80,592         891                                                   81,483   
Items in the course of collection from other banks      1,243         350                                                   1,593   
Trading portfolio assets      151,344                                                           151,344   
Financial assets designated at fair value      679         10,795        1,679        2,456        5,514        3,998        2,293        13,897         41,311   
Derivative financial instruments      415,638         216        115        89        236        101        334        86         416,815   
Loans and advances to banks      5,114         30,385        314        1,787        2,396        544        98        497         41,135   
Loans and advances to customers      44,826         68,876        8,987        17,848        51,886        38,357        63,180        126,264         420,224   
Reverse repurchase agreements and other similar secured lending      248         129,095        3,558        5,604        4,680        31        210        5         143,431   
Available for sale financial investments      1,157         6,999        8,356        3,434        20,530        5,871        6,802        3,334         56,483   
Other financial assets              2,816                      660                              3,476   
Total financial assets      700,841         250,423        23,009        31,218        85,902        48,902        72,917        144,083         1,357,295   
Other assets                                                                        21,634   
Total assets                                                                        1,378,929   
Liabilities                     
Deposits from banks      3,861         50,020        4,850        15,558        1,325        200        420        212         76,446   
Items in the course of collection due to other banks      1,373         93                                                   1,466   
Customer accounts      205,868         86,481        8,226        11,940        2,954        3,049        2,864        1,047         322,429   
Repurchase agreements and other similar secured borrowing      502         189,843        5,446        2,525        326        108        29        2         198,781   
Trading portfolio liabilities      51,252                                                           51,252   

Financial liabilities designated at

fair value

     1,219         17,599        5,755        7,145        18,780        14,701        14,647        6,356         86,202   
Derivative financial instruments      402,019         186        68        37        111        433        394        168         403,416   
Debt securities in issue      64         43,390        17,761        19,408        29,904        11,607        7,838        5,930         135,902   
Subordinated liabilities              173        1        27        1,234        1,375        9,871        13,135         25,816   
Other financial liabilities              4,959                      1,135                              6,094   
Total financial liabilities      666,158         392,744        42,107        56,640        55,769        31,473        36,063        26,850         1,307,804   
Other liabilities                                                                        12,647   
Total liabilities                                                                        1,320,451   
Cumulative liquidity gap      34,683         (107,638     (126,736     (152,158     (122,025     (104,596     (67,742     49,491         58,478   

 

Expected maturity dates do not differ significantly from the contract dates, except for:

 

trading portfolio assets and liabilities and derivative financial instruments, which may not be held to maturity as part of the Group’s trading strategies. For these instruments, which are mostly held by Barclays Capital, liquidity and repricing risk is managed through the Daily Value at Risk (DVaR) methodology;
retail deposits, which are included within customer accounts, are repayable on demand or at short notice on a contractual basis. In practice, these instruments form a stable base for the Group’s operations and liquidity needs because of the broad base of customers – both numerically and by depositor type; and

 

financial assets designated at fair value held in respect of linked liabilities, which are managed with the associated liabilities.
 

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Table of Contents
136            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Liquidity risk management continued

 

 

 

Contractual maturity of financial liabilities on an undiscounted basis (audited)

The table below presents the cash flows payable by the Group under financial liabilities by remaining contractual maturities at the balance sheet date. The amounts disclosed in the table are the contractual undiscounted cash flows of all financial liabilities (i.e. nominal values); whereas the Group manages the inherent liquidity risk based on discounted expected cash inflows.

The balances in the below table do not agree directly to the balances in the consolidated balance sheet as the table incorporates all cash flows, on an undiscounted basis, related to both principal as well as those associated with all future coupon payments.

Derivative financial instruments held for trading and trading portfolio liabilities are included in the on demand column at their fair value.

Financial liabilities designated at fair value in respect of linked liabilities under investment contracts have been excluded from this analysis as the Group is not exposed to liquidity risk arising from them.

 

 

Contractual maturity of financial liabilities – undiscounted (audited)    On  demand
£m
    

Within one
year

£ m

     Over  one
but not
more than
five years
£m
     Over  five
years
£m
    

Total

£ m

 

At 31st December 2010

              

Deposits from banks

     5,754         70,197         1,636         613         78,200   

Items in the course of collection due to other banks

     1,312         9                         1,321   

Customer accounts

     230,880         103,119         9,169         3,446         346,614   

Repurchase agreements and other similar secured borrowing

     907         223,589         1,099         71         225,666   

Trading portfolio liabilities

     72,693                                 72,693   

Financial liabilities designated at fair value

     1,237         32,408         45,573         34,745         113,963   

Derivative financial instruments

     403,163         509         1,478         1,131         406,281   

Debt securities in issue

     17         103,437         39,519         26,304         169,277   

Subordinated liabilities

             1,934         5,645         26,785         34,364   

Other financial liabilities

             4,295         990                 5,285   

Total financial liabilities

     715,963         539,497         105,109         93,095         1,453,664   

Off-balance sheet items

              

Loan commitments

     188,958         17,755         5,912         10,416         223,041   

Other commitments

     227         806         183                 1,216   

Total off-balance sheet items

     189,185         18,561         6,095         10,416         224,257   

Total financial liabilities and off-balance sheet items

     905,148         558,058         111,204         103,511         1,677,921   

At 31st December 2009

              

Deposits from banks

     3,861         70,645         1,607         773         76,886   

Items in the course of collection due to other banks

     1,373         93                         1,466   

Customer accounts

     205,868         106,991         6,898         5,488         325,245   

Repurchase agreements and other similar secured borrowing

     502         197,864         450         37         198,853   

Trading portfolio liabilities

     51,252                                 51,252   

Financial liabilities designated at fair value

     1,219         31,030         35,733         34,206         102,188   

Derivative financial instruments

     402,019         311         627         998         403,955   

Debt securities in issue

     64         82,215         46,055         22,243         150,577   

Subordinated liabilities

             2,101         6,295         26,842         35,238   

Other financial liabilities

             4,959         1,135                 6,094   

Total financial liabilities

     666,158         496,209         98,800         90,587         1,351,754   

Off-balance sheet items

              

Loan commitments

     127,540         74,111         4,181         861         206,693   

Other commitments

     386         384         19                 789   

Total off-balance sheet items

     127,926         74,495         4,200         861         207,482   

Total financial liabilities and off-balance sheet items

     794,084         570,704         103,000         91,448         1,559,236   
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           137   

 

Risk management

Operational risk management

All disclosures in this section (pages 137 and 138) are unaudited

 

 

 

Operational Risk is defined as the risk of direct or indirect impacts resulting from human factors, inadequate or failed internal processes and systems or external events. Operational risks are inherent in the Group’s business activities and are typical of any large enterprise. It is not cost effective to attempt to eliminate all operational risks and in any event it would not be possible to do so. Losses from operational risks of small significance are expected to occur and are accepted as part of the normal course of business. Those of material significance are rare and the Group seeks to reduce the likelihood of these in accordance with its Risk Appetite.

Overview

The management of Operational Risk has two key objectives:

 

To minimise the impact of losses suffered in the normal course of business (expected losses) and to avoid or reduce the likelihood of suffering a large extreme (or unexpected) loss.

 

To improve the effective management of the Barclays Group and strengthen its brand and external reputation.

Barclays is committed to the management and measurement of operational risk and was granted a waiver to operate an Advanced Measurement Approach (AMA) for Operational Risk under Basel II, which commenced in January 2008. The majority of the Group calculates regulatory capital using AMA, however in specific areas we apply the Standardised approach or Basic Indicator approach. In certain joint ventures and associates, Barclays may not be able to apply the AMA.

Areas where the roll-out of AMA is still continuing and the Standardised approach is currently applied are Barclays Bank Mozambique, National Bank of Commerce (Tanzania), and the portfolio of assets purchased from Woolworths Financial Services in South Africa, Citi Cards and Standard Life Bank, while these are integrated into our infrastructure.

Areas where the Group is working towards the rollout of AMA and the Basic Indicator approach is applied are Barclays Bank PLC Pakistan, Barclays Bank LLC Russia, Barclays Investment and Loans India Limited, the ABSA Africa businesses and the ‘new-to-bank’ business activities acquired from Lehman Brothers.

Barclays works to benchmark its internal operational risk practices with peer banks and to drive the development of advanced operational risk techniques across the industry.

Structure and governance

The Operational Risk framework comprises a number of elements which allow Barclays to manage and measure its Operational Risk profile and to calculate the amount of Operational Risk capital that Barclays needs to hold to absorb potential losses. The minimum, mandatory requirements for each of these elements are set out in the Group Operational Risk policies. This framework is implemented: vertically, through the organisational structure with all Business Units required to implement and operate an operational risk framework that meets, as a minimum, the requirements detailed in these operational risk policies; and laterally, with Group Principal Risk Owners required to ensure that the Group Operational Risk policies are reflected in the Control Framework for their Principal Risk.

Barclays operates within a robust system of internal control that enables business to be transacted and risk taken without exposure to unacceptable potential losses or reputational damage. To this end, Barclays has implemented the Group Internal Control and Assurance Framework (GICAF) which is aligned with the internationally recognised Committee of Sponsoring Organisations of the Treadway Commission Framework (COSO).

The prime responsibility for the management of operational risk and the compliance with control requirements rests with the business and functional units where the risk arises. Front line risk managers are widely distributed throughout the Group. They service and support these areas, assisting line managers in managing their risks.

The Operational Risk Director (or equivalent) for each Business Unit is responsible for ensuring the implementation of and compliance with Group Operational Risk policies.

The Group Operational Risk Director is responsible for establishing, owning and maintaining an appropriate Group wide Operational Risk Framework and for overseeing the portfolio of Operational Risk across the Group.

The Group Operational Risk Executive Committee (GOREC) assists with the oversight of Operational Risk. GOREC is a sub-committee of the Group Risk Oversight Committee (GROC), which presents to the Board Risk Committee (BRC).

In addition, Governance and Control Committees (G&CCs) in each business monitor control effectiveness. The Group G&CC receives reports from these committees and considers Group-significant control issues and their remediation. The Group G&CC presents to the Board Audit Committee (BAC).

Business units are required to report their Operational Risks on both a regular and an event-driven basis. The reports include a profile of the material risks to their business objectives and the effectiveness of key controls, control issues of Group-level significance, operational risk events and a review of scenarios and capital. Specific reports are prepared on a regular basis for GOREC, GROC, BRC and BAC.

The Internal Audit function provides further independent review and challenge of the Group’s operational risk management controls, processes and systems and reports to the Board and senior management.

 

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138            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Operational risk management continued

 

 

 

Operational risk management

The Barclays Operational Risk Framework is a key component of GICAF and has been designed to meet a number of external governance requirements, including Basel II and Turnbull. It also supports the Sarbanes-Oxley requirements.

The Operational Risk framework includes the following elements.

Risk Assessments

Barclays identifies and assesses all material risks within each business unit and evaluates the key controls in place to mitigate those risks.

Managers in the business units use self-assessment techniques to identify risks, evaluate the effectiveness of controls in place and assess whether the risks are effectively managed to within business risk appetite. The businesses are then able to make decisions on what, if any, action is required to reduce the level of risk to Barclays. These risk assessments are monitored on a regular basis to ensure that each business continually understands the risks it faces.

Risk Events

An operational risk event is any circumstance where, through the lack or failure of a control, Barclays has actually, or could have, made a loss. The definition includes situations in which Barclays could have made a loss, but in fact made a gain, as well as incidents resulting in reputational damage or regulatory impact only.

A standard threshold is used across the Group for reporting risk events and as part of our analysis we seek to identify where improvements are needed to processes or controls, to reduce the recurrence and/or magnitude of risk events.

Barclays also uses a database of external risk events which are publicly available and is a member of the Operational Risk data exchange (ORX), a not-for-profit association of international banks formed to share anonymous loss data information. Barclays uses this external loss information to support and inform risk identification, assessment and measurement.

Key indicators

Key Indicators (KIs) are metrics which allow Barclays to monitor its operational risk profile. KIs include measurable thresholds that reflect the risk appetite of the business. KIs are monitored to alert management when risk levels exceed acceptable ranges or risk appetite levels and drive timely decision making and actions.

Key Risk Scenarios

By combining data from risk events, risk assessments and key indicators with that from audit findings, expert management judgement and other internal data sources, Barclays is able to generate Key Risk Scenarios (KRSs). These scenarios identify the most significant operational risks

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across the Group. The KRSs are validated at business unit and Group level to ensure that they appropriately reflect the level of operational risk the business faces.

Insurance

As part of its risk management approach, the Group also uses insurance to mitigate the impact of some operational risks.

Reporting

The ongoing monitoring and reporting of Operational Risk is a key component of an effective Operational Risk Framework. Reports are used by the Operational Risk function and by business management to understand, monitor, manage and control operational risks and losses.

Operational risk measurement

The Operational Risk capital model uses the outputs of the risk management tools to measure Barclays operational risk exposure. KRSs are the main input to the model, which also uses the frequency and severity of operational risk losses to provide a distribution of potential losses over a year for Barclays as a whole. This process takes into account the possibility of correlations i.e. the likelihood of two key risks occurring within the same year. The model generates a regulatory capital requirement, which is determined to a level of 99.9% confidence. Once the overall level of regulatory capital for the Group has been established it is allocated, on a risk sensitive basis, to business units. This provides an incentive for the business to manage its risks within appetite levels.

Operational risk profile

A high proportion of Barclays operational risk events have a low associated financial cost and a very small proportion of operational risk events have a material impact. In 2010, 75.0% of operational losses had a value of £50,000 or less (2009: 73.3%) but accounted for 3.7% of the overall impact (2009: 3.4%). In contrast, 2.5% of the operational risk events had a value of £1 m or greater (2009: 3.9%) but accounted for 86.5% of the overall impact (2009: 87.1%).

The Group monitors trends in operational risk events by size, business unit and internal risk categories (including Principal Risk). For comparative purposes, the analysis below presents Barclays operational risk events by Basel II category. In 2010, the highest frequency of events occurred in External Fraud (42.7%) and Execution, Delivery and Process Management (39.2%). Clients, Products and Business Practices accounted for the highest proportion of losses by value, with 67.9% (2009: 8.5%). The growth in impact for this category was driven by the settlement reached with US authorities as a result of their investigation into compliance with US sanctions and US dollar payment practices. The impact of Execution, Delivery and Process Management (21.6%) and External Fraud (6.1%) reduced this year, due to one off events occurring in 2009 which were not repeated in 2010. The impact of External Fraud also reduced due to improvements made to fraud controls.

 

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Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           139   

 

Risk management

Supervision and regulation

All disclosures in this section (pages 139 to 142) are unaudited

 

 

 

 

The Group’s operations, including its overseas offices, subsidiaries and associates, are subject to a significant body of rules and regulations that are a condition for authorisation to conduct banking and financial services business, constrain business operations and affect financial returns. These include reserve and reporting requirements and conduct of business regulations. These requirements are imposed by the relevant central banks and regulatory authorities that supervise the Group in the jurisdictions in which it operates. The requirements reflect global standards developed by, among others, the Basel Committee on Banking Supervision and the International Organisation of Securities Commissions. They also reflect requirements derived from EU directives.

In the UK, the Financial Services Authority (FSA) remains, pending the reorganisation of the UK regulatory regime (see below), the independent body responsible for the regulation and supervision of deposit taking, life insurance, home mortgages, general insurance and investment business. Barclays Bank PLC is authorised by the FSA under the Financial Services and Markets Act 2000 to carry on a range of regulated activities within the UK and is subject to consolidated supervision by the FSA. In its role as supervisor, the FSA seeks to maintain the safety and soundness of financial institutions with the aim of strengthening, but not guaranteeing, the protection of customers and the financial system. The FSA’s continuing supervision of financial institutions is conducted through a variety of regulatory tools, including the collection of information from statistical and prudential returns, reports obtained from skilled persons, visits to firms and regular meetings with management to discuss issues such as performance, risk management and strategy.

The FSA adopts a risk-based approach to supervision. The starting point for supervision of all financial institutions is a systematic analysis of the risk profile for each authorised firm. The FSA has adopted a homogeneous risk, processes and resourcing model in its approach to its supervisory responsibilities (known as the ARROW model) and the results of the risk assessment are used by the FSA to develop a risk mitigation programme for a firm. This is supplemented with a rolling programme of continuous engagement on prudential and conduct matters with high impact firms, such as Barclays. The FSA also promulgates requirements that banks and other financial institutions are required to meet on matters such as capital adequacy, limits on large exposures to individual entities and groups of closely connected entities, liquidity and rules of business conduct.

The Banking Act 2009 (the Banking Act) provides a permanent regime to allow the FSA, the UK Treasury and the Bank of England to resolve failing banks in the UK. Under the Banking Act, these authorities are given powers, including (a) the power to issue share transfer orders pursuant to which all or some of the securities issued by a bank may be transferred to a commercial purchaser or Bank of England entity and (b) the power to transfer all or some of the property, rights and liabilities of the UK bank to a purchaser or Bank of England entity. A share transfer order can extend to a wide range of securities including shares and bonds issued by a UK bank (including Barclays Bank PLC) or its holding company (Barclays PLC) and warrants for such shares and bonds. The Banking Act powers apply regardless of any contractual restrictions and compensation may be payable in the context of both share transfer orders and property appropriation.

The Banking Act also gives the Bank of England the power to override, vary or impose contractual obligations between a UK bank or its holding company and its former group undertakings for reasonable consideration, in order to enable any transferee or successor bank of the UK bank to operate effectively. There is also power for the Treasury to amend the law (excluding provisions made by or under the Banking Act) for the purpose of enabling it to use the regime powers effectively, potentially with retrospective effect. In addition, the Banking Act gives the Bank of England statutory responsibility for financial stability in the UK and for the oversight of payment systems.

The Financial Services Act 2010, among other things, requires the FSA to make rules about remuneration and to require regulated firms to have a remuneration policy that is consistent with both effective risk management and the standards issued by the Financial Stability Board. The FSA is mandated to make rules that require authorised firms (or a subset of authorised firms) to draw up recovery and resolution plans and to consult with the Treasury and the Bank of England on the adequacy of firms’ plans. This Act also allows the FSA to make rules requiring firms to operate a collective consumer redress scheme to deal with cases of widespread failure by regulated firms to meet regulatory requirements that may have created consumer detriment.

Banks, insurance companies and other financial institutions in the UK are subject to a single financial services compensation scheme (the Financial Services Compensation Scheme – FSCS) where an authorised firm is unable or is likely to be unable to meet claims made against it because of its financial circumstances. Most deposits made with branches of Barclays Bank PLC within the European Economic Area (EEA) which are denominated in Sterling or other EEA currencies (including the Euro) are covered by the FSCS. Most claims made in respect of investment business will also be protected claims if the business was carried on from the UK or from a branch of the bank or investment firm in another EEA member state. The FSCS is funded by levies on authorised UK firms such as Barclays Bank PLC. In the event that the FSCS raises those funds more frequently or significantly increases the levies to be paid by firms, the associated costs to the Group may have a material impact on the Group’s results. Further details can be found in Note 25 (Contingent liabilities and commitments) on page 226.

Outside the UK, the Group has operations (and main regulators) located in continental Europe, in particular France, Germany, Spain, Switzerland, Portugal and Italy (local central banks and other regulatory authorities); Asia Pacific (various regulatory authorities including the Hong Kong Monetary Authority, the Financial Services Agency of Japan, the Australian Securities and Investments Commission, the Monetary Authority of Singapore, the China Banking Regulatory Commission and the Reserve Bank of India); Africa and the Middle East (various regulatory authorities including the South African Reserve Bank and the Financial Services Board and the regulatory authorities of the United Arab Emirates) and the United States of America (including the Board of Governors of the Federal Reserve System (FRB), the Office of the Comptroller of the Currency (OCC) and the Securities and Exchange Commission (SEC)).

 

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140            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Risk management

Supervision and regulation continued

 

 

 

 

The UK regulatory agenda is considerably shaped and influenced by the directives emanating from the E.U. These form part of the European Single Market programme, an important feature of which is the framework for the regulation of authorised firms. This framework is designed to enable a credit institution or investment firm authorised in one EU member state to conduct banking or investment business through the establishment of branches or by the provision of services on a cross-border basis in other member states without the need for local authorisation. Barclays operations in Europe are authorised and regulated by a combination of both home (the FSA) and host regulators.

Barclays operations in South Africa, including Absa Group Limited, are supervised and regulated by the South African Reserve Bank (SARB) and the Financial Services Board (FSB). SARB oversees the banking industry and follows a risk-based approach to supervision whilst the FSB oversees the non-banking financial services industry and focuses on enhancing consumer protection and regulating market conduct.

In the United States, Barclays PLC, Barclays Bank PLC and Barclays US banking subsidiaries are subject to a comprehensive regulatory structure involving numerous statutes, rules and regulations, including the International Banking Act of 1978, the Bank Holding Company Act of 1956, as amended (BHC Act), the Foreign Bank Supervision Enhancement Act of 1991, the Financial Services Modernization Act of 1999 and the USA PATRIOT Act of 2001. Such laws impose restrictions on the activities of Barclays, including its US banking subsidiaries and the Bank’s US branches, as well as prudential restrictions, such as limits on extensions of credit by the Bank’s US branches and the US banking subsidiaries to affiliates. The New York and Florida branches of Barclays Bank PLC are subject to extensive federal and state supervision and regulation by the FRB and the New York and Florida banking supervisors. Barclays Bank PLC also operates a federal agency in California that is licensed by and subject to regulation and examination by the OCC. Barclays Bank Delaware, a Delaware- chartered commercial bank, is subject to supervision and regulation by the Delaware banking supervisor and the Federal Deposit Insurance Corporation (FDIC). Only the deposits of Barclays Bank Delaware are insured by the FDIC.

Barclays PLC and Barclays Bank PLC are bank holding companies registered with the FRB. Following the transfer of ownership of Barclays Bank Delaware from Barclays Group US Inc. to Barclays Bank PLC, Barclays Group US Inc. is no longer a bank holding company. Barclays PLC and Barclays Bank PLC have each elected to be treated as a financial holding Company under the BHC Act. Financial holding companies may engage a broader range of financial and related activities than are permitted to registered bank holding companies that do not maintain financial holding company status, including underwriting and dealing in all types of securities. To maintain financial holding company status, each of Barclays PLC and Barclays Bank PLC is required to meet or exceed certain capital ratios and to be deemed to be ‘well managed,’ and Barclays Bank Delaware must meet certain capital requirements, be deemed to be ‘well managed’ and must have at least a ‘satisfactory’ rating under the Community Reinvestment Act of 1977.

Barclays US securities broker/dealer, investment advisory and Investment banking operations are subject to ongoing supervision and regulation by the SEC, the Financial Industry Regulatory Authority (FINRA) and other government agencies and self-regulatory organisations as part of a comprehensive scheme of regulation of all aspects of the securities business under the US federal and state securities laws.

The credit card-related activities of the Group in the US are subject to the Credit Card Accountability, Responsibility and Disclosure Act of 2009 (Credit CARD Act) which was enacted by Congress in May 2009 to prohibit certain credit card pricing and marketing practices for consumer credit card accounts. Among the numerous provisions, which came into effect at various times through August 2010, are those that prohibit increasing rates on existing balances and over limit fees in most instances, restrict increasing fees and rates prospectively, restrict what penalty fees can be assessed, regulate how payments are to be allocated to different balances and how the billing process is to work, and revises all communications to cardholders.

Regulatory Developments

In the wake of the financial crisis there has been regulatory change that, when fully implemented, will have a substantial impact on all financial institutions, including the Group. Regulatory change is being pursued at a number of levels, globally notably through the G20, Financial Stability Board (FSB) and Basel Committee on Banking Supervision, regionally through the European Union and nationally, especially in the UK and US. It is of importance to the Group and to the banking industry generally that the various bodies work harmoniously and that a globally consistent approach is taken to banking regulation.

Global

While some of the uncertainty surrounding the nature of the future regulation of banks has been resolved, the full extent of the impact of regulatory change is not yet fully clear. Nevertheless, the programme of reform of the global regulatory framework that was agreed by G20 Heads of Government in April 2009 has advanced substantially during 2010, notably through the issue of final guidelines on Basel III capital and liquidity standards in December 2010. The requirements of Basel III will be applicable from 1st January 2013 with a number of transitional provisions that run to the end of 2018. An initial assessment of the likely impact of the Basel III capital, leverage and liquidity requirements can be found on pages 43,129 and 132.

The FSB has been designated by the G20 as the body responsible for co-ordinating the delivery of the global reform programme. It is continuing to work on developing additional regulation as well as guidelines for the supervision of systemically significant institutions. A key element of the global reform programme is that systemic institutions, including globally systemic financial institutions (G-SIFIs) should be capable of being resolved without recourse to taxpayer support. The details of the future regime for systemic banks remains one of the areas of uncertainty, although the FSB has made it clear that systemically significant institutions will be required to maintain loss absorbency that is greater than the

 
 


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standards that are implied by Basel III. This additional loss absorbency may take the form of some combination of capital surcharge, requirements to hold contingent capital instruments and bail-in debt. Systemic banks will be subject to enhanced supervision and a comprehensive crisis management framework within supervisory colleges. The concept of bail-in debt may, if pursued, affect the rights of senior unsecured creditors subject to any bail-in in the event of a resolution of a failing bank. Further proposals including the identification of G-SIFIs will be developed during the first half of 2011. Barclays is likely to be considered a systemically significant institution.

The FSB is also working on approaches to the resolution of systemically significant institutions that will include the preparation of Recovery and Resolution Plans, sometimes called ‘living wills’. Further detail is awaited from the FSB and from national regulatory bodies including the FSA, although the FSA has undertaken a pilot project with a group of large UK banks including Barclays.

While the Basel Committee on Banking Supervision has largely completed the process of setting new standards for capital and liquidity, a number of workstreams remain active that will affect the Group. These include a fundamental review of the trading book in addition to the enhanced capital requirements for trading book exposures that were implemented on 1st January 2011. The Basel Committee is also understood to be examining a regime for large exposures.

European Union

The Basel Committee’s proposals will be implemented in the EU by amendment to the Capital Requirements Directive (CRD). Formal proposals to amend the CRD are expected in the summer of 2011 which will help address some of the remaining uncertainties. In addition, other amendments are being made to the EU framework of directives, including to the Directive on Deposit Guarantee Schemes. This may affect the amounts to which the Group may be liable to fund the compensation of depositors of failed banks. The proposal also envisages that national schemes should be pre-funded. This would be a significant change for UK banks where levies are currently raised as needed after failure. The financial impact on the Group is not yet clear.

Further amendments to EU regulatory requirements are likely as the EU develops its response to the financial crisis, including the structure of the regulatory system in the EU. On 1st January 2011, a number of new bodies came into being, including a European Systemic Risk Board to monitor the financial system and advise on macroprudential actions and a European Banking Authority charged with the development of a single rulebook for banks in the EU and with enhancing co-operation between national supervisory authorities, especially in the context of the supervision of banks that operate across borders within the EU. The European Banking Authority will have the power to mediate between and override national authorities under certain circumstances. National authorities, however, remain responsible for the day-to-day supervision of financial institutions.

Other EU developments include consideration of European arrangements in respect of crisis management and the resolution of financial institutions. The European Commission issued a discussion paper in January 2011, and proposals for legislation are expected in 2011. These are likely to have an impact on the rights of shareholders and creditors of failing institutions. Proposals are also expected in relation to corporate governance, and to amend the Markets in Financial Instruments Directive which will affect many of the investment markets in which the Group operates and the instruments in which it trades.

United Kingdom

The Government is reforming the structure of regulation to replace the FSA and the tripartite system that also involved the Bank of England and HM Treasury. It proposes that a Financial Policy Committee should be established in the Bank of England with responsibility for the monitoring and control of systemic risk, including the deployment of macro-prudential tools of supervision. Responsibility for prudential regulation will pass to a Prudential Regulation Authority to be established as a subsidiary of the Bank of England, while a Financial Conduct Authority (FCA) will be responsible for issues of business and market conduct and market regulation. The FCA will also be the UK listing authority. These reforms will require primary legislation to be passed by Parliament. This process is not expected to be complete before late 2012. In anticipation of the new regulatory structure, an interim Financial Policy Committee has been created and the FSA will reorganise itself into separate Prudential and Consumer and Markets business units on 4th April 2011. The Government is also considering the creation of an Economic Crime Agency to deal with serious financial crime.

On 16th June 2010, the Chancellor of the Exchequer announced the creation of the Independent Commission on Banking (ICB). The ICB has been asked to consider structural and related non-structural reforms to the UK banking sector to promote financial stability and competition, and to make recommendations to the Government by the end of September 2011. The ICB intends to publish an interim report in April, to be followed by a further round of consultation. Although the ICB has yet to make recommendations, and it is not possible to predict what the Government’s disposition to any recommendations that are made will be, there is a possibility that the Commission could recommend change to the structure of UK banks.

The FSA continues to develop its more intrusive and assertive approach to supervision and its policy of credible deterrence in relation to enforcement that has seen significant growth in the size of regulatory fines. In anticipation of international agreement, the FSA has established and implemented capital and liquidity requirements that are substantially increased from pre-crisis levels. The Retail Distribution Review and the Mortgage Market Review will affect the economics of investment advice and home finance provision respectively. The FSA has also launched a consultation on its intention to adopt a more interventionist approach to the design of financial products and to the governance processes around the design of new products. The Government has stated that these increasingly interventionist regulatory and supervisory policies will be carried through into the FCA when it is established.

 

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Risk management

Supervision and regulation continued

 

 

 

 

United States

The Dodd-Frank Wall Street Reform and Consumer Protection Act (DFA) was signed into law in July 2010. The Act provides for a new Financial Stability Oversight Council (FSOC), governmental resolution authority for failing non-depository financial institutions (including bank holding companies) under the aegis of the Federal Deposit Insurance Corporation, reorganisation of several of the bank supervisory agencies, a new Consumer Financial Protection Bureau (CPFB) and a federal Insurance Office. It also imposes harsher capital, liquidity and leverage requirements, as well as wide-ranging new requirements including for derivatives, hedge funds, private equity funds, credit rating agencies, debit card interchange fees and corporate governance. The full scale of the DFA’s impact on the Group remains unclear because the rules required to implement many of the provisions of DFA have, in most cases, not been implemented and, in several important areas, have yet to be proposed by the responsible agencies. Nonetheless, certain provisions of the DFA are particularly likely to have an effect on the Group. These include:

 

The ability of the FSOC to make recommendations to the Federal Reserve regarding the establishment of heightened supervisory requirements and prudential standards applicable to ‘systematically important’ entities and activities and work with all primary financial regulatory agencies to establish regulations, as necessary, to address financial stability concerns. It is not yet clear what regard the FSOC or the other agencies will have to the home country prudential regulators of non-US organisations such as the FSA, in the case of the Group;

 

The so-called ‘Volcker Rule,’ which will, once effective, significantly restrict the ability of US bank holding companies and their affiliates, and the US branches of foreign banks, to conduct proprietary trading in securities and derivatives as well as certain activities related to hedge funds and private equity funds. The Volcker Rule is likely to have a significant impact on some of the Group’s US operations. The DFA states that the Rule does not affect activities conducted ‘entirely’ outside the United States by non-US organisations, but the Federal Reserve has not indicated how it intends to interpret this exclusion in practice;
Significant changes to the trading and regulation of derivatives and participants in the derivatives markets. Among the changes mandated by the DFA are that many types of derivatives now traded in the over-the-counter markets be traded on an exchange or swap execution facility and centrally cleared. In addition, many participants in these markets will be required to register with the US Commodity Futures Trading Commission (CFTC) as ‘swap dealers’ or ‘major swap participants’ and/or with the US SEC as ‘securities swap dealers or major securities swap dealers’ and be subject to CFTC and SEC regulation and oversight. Barclays Bank PLC and one or more of its US subsidiaries may be subjected to these requirements;

 

In addition to the ability of the FSOC to recommend heightened prudential standards for specific institutions the DFA, separate and apart from Basel III, also imposes higher capital, liquidity and leverage requirements on US banks and bank holding companies generally; and

 

The ability of the CPFB to regulate the credit card industry, including the terms of credit card agreements with consumers, disclosures, and fees. Actions by the CPFB in this area are likely to impact the Group’s US credit card business.
 
 


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Directors’ report

 

 

Business review

The Company is required to set out in this report a fair review of the business of the Group during the financial year ended 31st December 2010 and of the position of the Group at the end of the financial year and a description of the principal risks and uncertainties facing the Group (known as a ‘Business review’). The purpose of the Business review is to enable shareholders to assess how the Directors have performed their duty under section 172 of the Companies Act 2006 (duty to promote the success of the Company). The information that fulfils the requirements of the Business review can be found in the following sections of the Annual Report, which are incorporated into this report by reference:

 

     Pages   

 Chief Executive’s review

     15-16    

 Business review

     18-23    

 Citizenship

     24-26    

 Key performance indicators

     28-31    

 Financial review

     32-63    

 Risk factors

     73-81    

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 totalling 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). The DRIP is available to all shareholders, including members of Barclays Sharestore, provided that they do not live in, and are not subject to the jurisdiction of, any country where their participation in the DRIP would require Barclays or The Plan Administrator to Barclays DRIP to take action to comply with local government or regulatory procedures or any similar formalities. Any shareholder wishing to obtain details and a form to join the DRIP should write to: The Plan Administrator to Barclays DRIP, Aspect House, Spencer Road, Lancing, West Sussex BN99 6DA, United Kingdom, or, by telephoning 0871 384 2055 (calls to this number are charged at 8p per minute using a BT landline. Other telephone providers’ costs may vary) from the UK or +44 121 415 7004 from overseas.

Share Capital

The Company has ordinary shares in issue. The Company’s 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 Sharepurchase, Sharesave 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 following the exercise of warrants to subscribe for ordinary shares.

As at 31st December 2010, the issued ordinary share capital totalled 12,181,940,871 shares. Ordinary shares represent 100% of the total issued share capital as at 31st December 2010. Since 31st December 2010 1.49 million ordinary shares have been issued in connection with the Sharepurchase, Sharesave and executive share option schemes. As at 4th March 2011, issued ordinary share capital was 12,183,435,348.

The Company’s Articles of Association, a summary of which can be found in the Shareholder Information section on pages 272 to 274, contain the following details, which are incorporated into this report by reference:

 

The structure of the Company’s capital, including the rights and obligations attaching to each class of shares;

 

Restrictions on the transfer of securities in the Company, including limitations on the holding of securities and requirements to obtain approvals for a transfer of securities;

 

Restrictions on voting rights;

 

The powers of the Directors, including in relation to issuing or buying back shares in accordance with the Companies Act 2006. It will be proposed at the 2011 AGM that the Directors be granted new authorities to allot and buy-back shares under the Companies Act 2006; and

 

Rules that the Company has about the appointment and removal of Directors or amendments to the Company’s Articles of Association.

Employee Benefit Trusts (EBTs) operate in connection with certain of the Group’s Employee Share Plans (Plans). The trustees of the EBTs may exercise all rights attached to the shares in accordance with their fiduciary duties other than as specifically restricted in the relevant Plan governing documents. The trustees of the EBTs have informed the Company that their normal policy is to abstain from voting in respect of the Barclays shares held in trust. The trustees of the Global and UK Sharepurchase EBTs may vote in respect of Barclays shares held in the Sharepurchase EBT, but only as instructed in those Plans in respect of their Partnership shares and (when vested) Matching and Dividend shares. The trustees will not otherwise vote in respect of shares held in the Sharepurchase EBT.

 

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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.

If there is a change of control of Barclays PLC following a takeover bid, Barclays PLC must (so far as legally possible) use all reasonable endeavours to cause the corporation which then controls Barclays PLC to execute a deed poll providing that the holders of the warrants shall have the right (during the period in which the warrants are exercisable) to exercise the warrants into the class and amount of shares and other securities and property receivable upon such a takeover by the holders of the number of ordinary shares as would have been issued on exercise of the warrants had such warrants been exercised immediately prior to the completion of such takeover.

The warrants contain provisions for the adjustment of the gross number of ordinary shares in the event of the occurrence of certain dilutive events including, amongst others, extraordinary dividends, bonus issues, alterations to the nominal value of ordinary shares and rights issues.

Substantial Shareholdings

Substantial shareholders do not have different voting rights from those of other shareholders. As at 4th March 2011, the Company had been notified under Rule 5 of the Disclosure and Transparency Rules of the FSA of the following holdings of voting rights in its shares:

 

 Holder

  

Number of

Barclays

Shares

    

% of total
voting

rights
attaching

to issued
share

capital

     Number of
warrants
    

% of total 
voting
rights 
attaching 

to issued 
share

capitala 

 

 BlackRock, Inc.b

     805,969,166         7.06                 –    

 Qatar Holding LLC

     813,964,552         6.76         379,218,809         3.15    

 Nexus Capital

           

 Investing Ltd

     758,437,618         6.30                 –    

 Legal & General

           

 Group Plc

     480,805,132         3.99                 –    

Board Membership

The membership of the Boards of Directors of Barclays PLC and Barclays Bank PLC is identical and biographical details of the Board members are set out on pages 9 to 11. Dambisa Moyo and Alison Carnwath were appointed as non-executive Directors with effect from 1st May 2010 and 1st August 2010 respectively. Leigh Clifford and John Varley left the Board on 30th September 2010 and 31st December 2010 respectively.

 

Notes

a The percentages of voting rights detailed above have been calculated without including the new shares to be issued when the warrants are exercised. This results in the percentage figures being artificially high.
b The number of Barclays shares includes 8,003,236 contracts for difference to which voting rights are attached.

Retirement and Re-election of Directors

In accordance with its Articles of Association, one-third (rounded down) of the Directors of Barclays PLC are required to retire by rotation at each Annual General Meeting (AGM), together with Directors appointed by the Board since the last AGM. The retiring Directors are eligible to stand for re-election. In addition, the UK Corporate Governance Code (the Code), recommends that all Directors of FTSE 350 companies should be subject to annual re-election.

At the 2010 AGM, the Group Chairman, Deputy Chairman and Chairmen of each principal Board Committee stood for re-election, together with those Directors required to retire by rotation. Going forward, all members of the Board will offer themselves for annual re-election, in accordance with the Code, unless the Board determines that there may be a conflict of interest between the long-term interests of Barclays and the short-term uncertainty of voting.

Directors’ Interests

Directors’ interests in the shares of the Group on 31st December 2010 are shown on pages 176 and 177.

Directors’ Emoluments

Information on emoluments of Directors of Barclays PLC, in accordance with the Companies Act 2006 and the Listing Rules of the United Kingdom Listing Authority, is given in the Remuneration report on pages 166 to 182 and in Note 40 to the accounts.

Directors’ Indemnities

The Board believes that it is in the best interests of the Group to attract and retain the services of the most able and experienced Directors by offering competitive terms of engagement, including the granting of indemnities on terms consistent with the applicable statutory provisions. Qualifying third party indemnity provisions (as defined by section 234 of the Companies Act 2006) were accordingly in force during the course of the financial year ended 31st December 2010 for the benefit of the then Directors and, at the date of this report, are in force for the benefit of the Directors in relation to certain losses and liabilities which they may incur (or have incurred) in connection with their duties, powers or office.

Activities and likely Future Developments

The Group is a major global financial services provider engaged in retail banking, credit cards, corporate and investment banking and wealth management. The Group operates through branches, offices and subsidiaries in the UK and overseas. An indication of likely future developments is set out in the Chief Executive’s Review on pages 15 and 16 and in the Business Review on pages 18 to 23.

 
 


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Community Involvement

Barclays has an extensive community investment programme covering many countries around the world. The Group provides funding and support to over 8,000 charities and voluntary organisations, ranging from small, local charities like The Passage, supporting homeless people in London, to international organisations like Unicef. We also have a very successful employee programme which in 2010 saw more than 62,000 employees and pensioners worldwide taking part in Barclays-supported volunteering, giving and fundraising activities. Further information on our community involvement is given on pages 24 to 26. The total commitment for 2010 was £55.3m (2009: £54.9m). The Group committed £28.6m in support of the community in the UK (2009: £27.4m) and £26.7m was committed in international support (2009: £27.5m). The UK commitment includes £22.9m of charitable donations (2009: £19.3m).

Political Donations

The Group did not give any money for political purposes in the UK or the rest of the EU nor did it make any political donations to political parties or other political organisations, or to any independent election candidates, or incur any political expenditure during the year. Absa Group Limited, in which the Group acquired a majority stake in 2005, made donations totalling £123,295 in 2010 (2009: £213,982) in accordance with its policy of making political donations to the major South African political parties as part of their Democracy Support Programme. Donations are made to parties with more than three seats in the National Parliament as confirmed by the Independent Electoral Commission. Support for the deepening of democracy in South Africa remains paramount for the government. The Group made no other political donations in 2010.

At the AGM in 2010, shareholders gave a limited authority for Barclays PLC and its subsidiaries to make political donations and incur political expenditure, within an agreed limit, as a precautionary measure in light of the wide definitions in the Companies Act 2006. This was similar to an authority given by shareholders in 2009. This authority, which has not been used, expires at the conclusion of the AGM held this year, or, if earlier, 30th June 2011. The risk of inadvertently breaching the Companies Act 2006 remains and the Directors consider it prudent to seek a similar authority from shareholders. A resolution to authorise Barclays PLC and its subsidiaries to make EU political donations and incur EU political expenditure up to a maximum aggregate sum of £125,000 is therefore being proposed at the Barclays PLC 2011 AGM.

Employee Involvement

Barclays is committed to ensuring that employees share in the success of the Group. Staff are encouraged to participate in share option and share purchase schemes and have a substantial sum invested in Barclays shares. Employees are kept informed of matters of concern to them in a variety of ways, including business unit news magazines, intranets, briefings and mobile phone SMS messaging. These communications help achieve a common awareness among employees of the financial and economic factors affecting the performance of Barclays. Barclays is also committed to providing employees with opportunities to share their views and provide feedback on issues that are important to them. Employee Opinion Surveys are undertaken periodically across the Group with results being reported to the Board, all employees and to our European Works Council, Africa Forum, Unite (Amicus section), our recognised union in the UK and other recognised unions worldwide. Roadshows and employee forums also take place. In addition, Barclays undertakes regular and formal consultations with our recognised trade unions and work councils internationally.

Diversity and Inclusion

The diversity agenda at Barclays seeks to include customers, colleagues and suppliers. Our objective is to recruit and retain the best people, regardless of (but not limited to) race, religion, age, gender, sexual orientation or disability. We strive to ensure our workforce reflects the communities in which we operate and the international nature of the organisation. We recognise that diversity is a key part of responsible business strategy in support of our increasingly global business. In the UK, Barclays is committed to providing additional support to employees with disabilities and making it easier for them to inform us of their specific requirements, including the introduction of a dedicated intranet site and disability helpline. Through our UK Reasonable Adjustments Scheme, appropriate assistance can be given, including physical workplace adjustments, and relevant training and access to trained mentors is also provided for disabled employees. A wide range of recruitment initiatives have been taken to increase the number of people with disabilities working in Barclays.

 

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Health and Safety

We are committed to ensuring the health, safety and welfare of our employees and to providing and maintaining safe working conditions. Barclays regards legislative compliance as a minimum and, where appropriate, we seek to implement higher standards. Barclays also recognises its responsibilities towards all persons on its premises, such as contractors, visitors and members of the public, and ensures, so far as is reasonably practicable, that they are not exposed to significant risks to their health and safety. Barclays regularly reviews its Statement of Health and Safety Commitment, issued with the authority of the Board and which applies to all business areas in which Barclays has operational control. In this statement Barclays commits to:

 

demonstrate personal leadership that is consistent with this commitment;

 

provide the appropriate resources to fulfil this commitment;

 

carry out risk assessments and take appropriate actions to mitigate the risks identified;

 

consult with our employees on matters affecting their health and safety;

 

ensure that appropriate information, instruction, training and supervision are provided;

 

appoint competent persons to provide specialist advice; and

 

review Barclays Health and Safety Group Process and the Statement of Commitment, at regular intervals.

Barclays monitors its health and safety performance using a variety of measurements on a monthly basis and the Board Remuneration Committee receives annual reports on health and safety performance from Barclays Human Resources Director. In 2010, a Health and Safety Steering Committee was established to ensure decisions are taken relating to the Health and Safety Global Standard and to oversee the operation of a coordinated Health and Safety control framework. The Committee meets on a quarterly basis and produces a quarterly report for the HR Risk Committee. As part of its Partnership Agreement with Unite (Amicus section), Barclays currently funds full time Health and Safety Representatives.

Creditors’ Payment Policy

Barclays values its suppliers and acknowledges the importance of paying invoices, especially those of small businesses, in a timely manner. Barclays policy follows the Department for Business, Innovation & Skills’ Prompt Payment Code, copies of which can be obtained from the Prompt Payment Code website at www.promptpaymentcode.org.uk.

The trade creditor payment days for Barclays Bank PLC for 2010 were 27 days (2009: 27 days). This is an arithmetical calculation based on the Companies Act regulations and does not necessarily reflect our practice, which is described above, nor the experience of any individual creditor.

Essential Business Contracts

There are no persons with whom the Group has contractual or other arrangements that are considered essential to the business of the Group.

Contracts of Significance

Under the terms of a stock purchase agreement dated 16th June 2009 which was entered into by and among Barclays Bank PLC, Barclays PLC and BlackRock, Inc. (BlackRock), Barclays agreed to sell Barclays Global Investors (BGI) to BlackRock. The sale completed on 1st December 2009 following the receipt of all necessary shareholder and regulatory approvals and satisfaction of other closing conditions. The consideration at completion was US$15.2bn (£9.5bn), including 37.567 million new BlackRock shares, giving Barclays an economic interest of 19.9% of the enlarged BlackRock group. Barclays has provided BlackRock with customary warranties and indemnities in connection with the sale. Barclays will also continue to provide support in respect of certain BGI cash funds until December 2013 and indemnities in respect of certain of BGI’s fully collateralised securities lending activities until 30th November 2012.

Research and development

In the ordinary course of business the Group develops new products and services in each of its business units.

Financial Instruments

The Group’s financial risk management objectives and policies, including the policy for hedging each major type of forecasted transaction for which hedge accounting is used, and the exposure to market risk, credit risk and liquidity risk are set out on pages 66 to 136 under the headings, ‘Barclays risk management strategy’, ‘Credit risk management’, ‘Market risk management’ and ‘Liquidity risk management’.

Events after the Balance Sheet Date

Events after the balance sheet date are noted on page 270.

The Auditors

The Board Audit Committee reviews the appointment of the external auditors, as well as their relationship with the Group, including monitoring the Group’s use of the auditors for non-audit services and the balance of audit and non-audit fees paid to the auditors. More details on this can be found on page 208.

PricewaterhouseCoopers LLP have been the Company’s auditors for many years. Having reviewed the independence and effectiveness of the external auditors, the Committee has not considered it necessary to date to require them to tender for the audit work but will keep this issue under review. The external auditors are required to rotate the audit partners responsible for the Group and subsidiary audits every five years. Our previous lead audit partner, who had been in place for five years, was replaced for the 2010 year end. There are no contractual obligations restricting the Company’s choice of external auditor. The Committee has recommended to the Board that the existing auditors, PricewaterhouseCoopers LLP, be reappointed.

PricewaterhouseCoopers LLP have signified their willingness to continue in office and ordinary resolutions reappointing them as auditors and authorising the Directors to set their remuneration will be proposed at the 2011 AGM. So far as each of the Directors are aware, there is no relevant audit information of which the Company’s auditors are unaware. Each of

 
 


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the Directors has taken all the steps that he or she ought to have taken as a Director in order to make himself or herself aware of any relevant audit information and to establish that the Company’s auditors are aware of that information. For these purposes, ‘relevant audit information’ means information needed by the Company’s auditors in connection with preparing their report.

The Annual General Meeting

The Barclays PLC AGM will be held at the Royal Festival Hall on Wednesday 27th April 2011. The Notice of Annual General Meeting is included in a separate document sent to shareholders with this report. A summary of the resolutions being proposed at the 2011 AGM is set out below.

Ordinary Resolutions

To receive the Directors’ and Auditors’ Reports and the audited accounts for the year ended 31st December 2010;

 

To approve the Directors’ Remuneration Report for the year ended 31st December 2010;

 

To re-elect each of the Directors of the Company;

 

To reappoint PricewaterhouseCoopers LLP as auditors of the Company;

 

To authorise the Directors to set the remuneration of the auditors;

 

To authorise Barclays PLC and its subsidiaries to make political donations and incur political expenditure;

 

To renew the authority given to Directors to allot securities;

 

To approve and adopt the rules of the new Barclays Long Term Incentive Plan; and

 

To approve and adopt the rules of the Barclays Share Value Plan.

Special Resolutions

To renew the authority given to the Directors to allot securities for cash other than on a pro-rata basis to shareholders and to sell treasury shares;

 

To renew the Company’s authority to purchase its own shares; and

 

To permit General Meetings to continue to be called on 14 clear days’ notice.

This is only a summary of the business to be transacted at the meeting and you should refer to the Notice of Annual General Meeting for full details.

Going concern

The Group’s business activities and financial position; the factors likely to affect its future development and performance; and its objectives and policies in managing the financial risks to which it is exposed and its capital are discussed in the Business Review.

The Directors have assessed, in the light of current and anticipated economic conditions, the Group’s ability to continue as a going concern. The Directors confirm they are satisfied that the Company and the Group

have adequate resources to continue in business for the foreseeable future. For this reason, they continue to adopt the ‘going concern’ basis for preparing accounts.

Internal control

The Directors have responsibility for ensuring that management maintain an effective system of internal control and for reviewing its effectiveness. Such a system is designed to manage rather than eliminate the risk of failure to achieve business objectives and can only provide reasonable and not absolute assurance against material misstatement or loss. Throughout the year ended 31st December 2010, and to date, the Group has operated a system of internal control which provides reasonable assurance of effective and efficient operations covering all controls, including financial and operational controls and compliance with laws and regulations. Processes are in place for identifying, evaluating and managing the significant risks facing the Group in accordance with the guidance ‘Internal Control: Revised Guidance for Directors on the Combined Code’ published by the Financial Reporting Council. The Board regularly reviews these processes through its principal Board Committees.

The Directors review the effectiveness of the system of internal control semi-annually. An internal control compliance certification process is conducted throughout the Group in support of this review. The effectiveness of controls is periodically reviewed within the business areas. Regular reports are made to the Board Audit Committee by management, Internal Audit and the finance, compliance and legal functions covering particularly financial controls, compliance and operational controls. The Board Audit Committee monitors resolution of any identified control issues of Group level significance through to a satisfactory conclusion.

The Group Internal Control and Assurance Framework (GICAF) describes the Group’s approach to internal control and details Group policies and processes. The GICAF is reviewed and approved on behalf of the Chief Executive by the Group Governance and Control Committee.

Regular risk reports are made to the Board covering risks of Group significance including credit risk, market risk, operational risk and legal risk. Reports covering credit, market and operational risk, key risks, risk measurement methodologies and risk appetite are made to the Board Risk Committee. Further details of risk management procedures are given in the Risk management section on pages 66 to 142.

Management’s report on internal control over financial reporting

Management is responsible for establishing and maintaining adequate internal control over financial reporting. Internal control over financial reporting is a process designed under the supervision of the principal executive and principal financial officers to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external reporting purposes in accordance with International Financial Reporting Standards (IFRS) as adopted by the European Union and the International Accounting Standards Board (IASB).

 

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Director’s report

continued

 

 

 

Internal control over financial reporting includes policies and procedures that pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect transactions and dispositions of assets; provide reasonable assurances that transactions are recorded as necessary to permit preparation of financial statements in accordance with IFRS and that receipts and expenditures are being made only in accordance with authorisations of Management and the Directors ; and provide reasonable assurance regarding prevention or timely detection of unauthorised acquisition, use or disposition of assets that could have a material affect on the financial statements.

Internal control systems, no matter how well designed, have inherent limitations and may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that internal controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

Management has assessed the effectiveness of internal control over financial reporting as of 31st December 2010. In making its assessment, Management has utilised the criteria set forth by the Committee of Sponsoring Organisations of the Treadway Commission in Internal Control – Integrated Framework. Management concluded that, based on its assessment, the internal control over financial reporting was effective as of 31st December 2010.

Our independent registered public accounting firm has issued a report on Barclays Group internal control over financial reporting which is set out on page 186.

The system of internal financial and operational controls is also subject to regulatory oversight in the United Kingdom and overseas. Further information on supervision by the financial services regulators is provided under Supervision and Regulation in the Risk Management section on pages 139 to 142.

Changes in internal control over financial reporting

There have been no changes in the Group’s internal control over financial reporting that occurred during the period covered by this report which have materially affected or are reasonably likely to materially affect internal control over financial reporting.

Statement of Directors’ responsibilities for accounts

The following statement, which should be read in conjunction with the Auditors’ report set out on page 185, is made with a view to distinguishing for shareholders the respective responsibilities of the Directors and of the auditors in relation to the accounts.

The Directors are required by the Companies Act 2006 to prepare accounts for each financial year and, with regards to Group accounts, in accordance with Article 4 of the IAS Regulation. The Directors have prepared individual accounts in accordance with IFRS as adopted by the European Union. The accounts are required by law and IFRS to present fairly the financial position of the Company and the Group and the performance for that period. The Companies Act 2006 provides, in relation to such accounts, that references to accounts giving a true and fair view are references to fair presentation.

The Directors consider that, in preparing the accounts on pages 187 to 270, the Group has used appropriate accounting policies, supported by reasonable judgements and estimates, and that all accounting standards which they consider to be applicable have been followed.

The Directors have responsibility for ensuring that the Company and the Group keep accounting records which disclose with reasonable accuracy the financial position of the Company and the Group and which enable them to ensure that the accounts comply with the Companies Act 2006.

The Directors have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the Group and to prevent and detect fraud and other irregularities.

Disclosure controls and procedures

The Chief Executive, Bob Diamond, and the Group Finance Director, Chris Lucas, conducted with Group Management an evaluation of the effectiveness of the design and operation of the Group’s disclosure controls and procedures as at 31st December 2010, which are defined as those controls and procedures designed to ensure that information required to be disclosed in reports filed or submitted under the US Securities Exchange Act of 1934 is recorded, processed, summarised and reported within the time periods specified in the US Securities and Exchange Commission’s rules and forms. As of the date of the evaluation, the Chief Executive and Group Finance Director concluded that the design and operation of these disclosure controls and procedures were effective.

The Directors confirm to the best of their knowledge that:

 

(a) The financial statements, prepared in accordance with the applicable set of accounting standards, give a true and fair view of the assets, liabilities, financial position and profit or loss of Barclays PLC and the undertakings included in the consolidation taken as a whole; and

 

(b) The management report, which is incorporated into the Directors’ Report on pages 143 to 148, includes a fair review of the development and performance of the business and the position of Barclays PLC and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they face.

 

Signed on behalf of the Board

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Marcus Agius

Group Chairman

 

10th March 2011

Registered in England. Company No. 48839

 
 


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Corporate governance

Corporate governance report

 

 

LOGO

The corporate governance report is my opportunity, as Group Chairman, to explain how our Company has been managed during the year; how the Board has performed and how our systems of governance and control have operated.

What shaped the Board’s agenda in 2010? First, as the world economy started to recover from the most significant shock it has experienced in generations, the focus of the Board has perceptibly shifted from dealing with the immediacy of events to formulating and developing a long-term strategy for the post-crisis world and, also, to identifying how we will meet the challenges brought about by the new regulatory landscape. Under the former, the critical issue is to improve the return on equity of the Group and much work is being carried out in this regard. Under the latter, Board discussions this year have been dominated by the regulatory environment: how that regulatory environment is changing or is likely to change in the future and the implications for our strategy and business model. Tying these two themes together, discussions have focussed on how the Group should respond to the uncertain regulatory environment and, in the light of the substantial increase in the level of capital being held, how the Group could improve its return on equity and, in particular, achieve returns above the cost of equity. This focus will continue into 2011. The myriad of different regulatory developments which have occurred in the UK, in Europe and in the USA in recent years have generated a substantial volume of work for Barclays and, to an extent, for its Board. We recognise and support the need for a better system of regulation to emerge from this process although shareholders should recognise the strain which is imposed on Barclays, in common with other financial institutions, as the multi-faceted, international debate takes place.

Second, the Board this year had the important job of identifying and appointing a new Chief Executive to succeed John Varley, a task that resulted in the appointment of Bob Diamond. The succession process, which was led by me with the full involvement and support of both the Board Corporate Governance & Nominations Committee and all the non-executive Directors, was critical in ensuring that we have the right leadership in place to deliver our strategy in the new regulatory environment. I report in more detail on page 159 on how we managed this succession process in 2010.

Away from the boardroom, corporate governance regimes themselves were subject to much scrutiny in 2010 and we made a significant contribution to the debate by ensuring that we responded to relevant consultations during the year. It is important, in our view, that corporate governance frameworks are structured in such a way that recognises that there is no ‘one size fits all’ solution and that there is a degree of flexibility, within broadly agreed principles, that allows boards to operate in a way that suits the particular needs and challenges faced by their Company. During the year, we contributed to the Financial Reporting Council’s review of the Combined Code, which culminated in the new UK Corporate Governance Code, and the associated review of the Higgs Guidance. We also made a submission in response to the EU’s Green Paper on Corporate Governance in Financial Institutions and contributed our views on the Basel Committee’s Corporate Governance Guidelines.

There has been much debate this year on the subject of board diversity, notably on the subject of gender and the representation of women on the boards of companies. We were pleased to sponsor this year’s Cranfield FTSE Female Report and we support the recommendation in the new UK Corporate Governance Code that boards should consider the benefits of diversity, including gender, when making board appointments. For us, however, diversity is much more than the issue of gender: it is about ensuring that there is an appropriate range and balance of skills, experience and background on the Board. Achieving this balance is a key determinant of any new Board appointments we make. In 2010 we were fortunate to be joined on the Board by Dambisa Moyo and Alison Carnwath, who were appointed with effect from 1st May 2010 and 1st August 2010 respectively. They both bring relevant, financial and other experience to the Board and these appointments have widened the range of perspectives brought to our Board deliberations.

2010 again saw us hold a number of additional Board and Board Committee meetings over and above our regular, scheduled meetings. Non-executive Directors have continued to make themselves available, often at short notice, and each of them has been unstinting in the time they are prepared to commit to Barclays. The work of our principal Board Committees continued to provide valuable oversight of key issues affecting the Group: 2010 saw significant debate and regulatory action with respect to remuneration in the banking sector and Sir Richard Broadbent, Chairman of the Board Remuneration Committee, reports to you on page 166 on the work of the Committee in 2010. Furthermore, capital and liquidity and, in particular, the ability and capacity of banks to withstand systemic shocks or stresses, were again in focus in 2010. Sir Michael Rake, Chairman of the Board Audit Committee and David Booth, Chairman of the Board Risk Committee, describe in more detail later in this report on the work of those Committees in 2010 in this regard.

We are committed to reporting on our corporate governance framework in an open and transparent way. We were pleased, therefore, that our 2009 report was nominated in the ICSA-Hermes Transparency in Governance Awards in the categories of ‘Best Board Disclosure’ and Best Audit Disclosure’, where we won the award for the latter. I trust that we are maintaining that standard with the report that follows.

 

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Corporate governance

Corporate governance report continued

 

 

 

Statements of Compliance

UK Combined Code on Corporate Governance

As Barclays is listed on the London Stock Exchange, we comply with the UK Combined Code on Corporate Governance (the Code). For the year ended 31st December 2010, we have complied with the relevant provisions set out in section 1 of the Code and applied the principles of the Code as described in this report. In May 2010, the Financial Reporting Council issued a new edition of the Code, which is now called The UK Corporate Governance Code and applies to Barclays with effect from 1st January 2011. We intend to comply with The UK Corporate Governance Code.

NYSE Corporate Governance Rules

As our main listing is on the London Stock Exchange, we follow the Code. However, Barclays has American Depositary Receipts listed on the New York Stock Exchange (NYSE), and is also subject to the NYSE’s Corporate Governance rules (NYSE Rules). We are exempt from most of the NYSE Rules, which domestic US companies must follow, because we are a non-US company listed on the NYSE. However, we are required to provide an Annual Written Affirmation to the NYSE of our compliance with the applicable NYSE Rules and must also disclose any significant differences between our corporate governance practices and those followed by domestic US companies listed on the NYSE. Key differences between the Code and NYSE Rules are set out later in this report.

(1) Leadership

The Board

The Board’s principal duty is to create and deliver sustainable shareholder value through setting Group strategy and overseeing its implementation by Management. In doing so, we pay due regard to matters that will affect the future of Barclays, such as the effect the Board’s decisions may have on our employees, the environment, our community and relationships with suppliers, as well as the need to act fairly between shareholders. The Board also ensures that Management achieves the right balance between promoting long-term growth and delivering short-term objectives.

 

We are also responsible for maintaining an effective system of internal control that provides assurance of efficient operations and for ensuring that Management maintain an effective risk management and oversight process across the Group.

In order to ensure that we meet our responsibilities, we have reserved specific key decisions for approval by the Board. I have set out a summary of these on the opposite page. More information on the role of the Board can be found in ‘Corporate Governance in Barclays’, which is available on our website: www.barclays.com/corporategovernance. Certain responsibilities are delegated to Board Committees, which assist the Board in carrying out its functions and ensure that there is independent oversight of internal control and risk management. The Chairman of each Board Committee reports to the Board on the matters discussed at Committee meetings.

Directors

Under UK company law, Directors must promote the success of the Company by exercising independent judgement with reasonable care, skill and diligence, while having regard to the long term consequences of their decisions.

The executive Directors, Bob Diamond, Chief Executive, and Chris Lucas, Group Finance Director, are full time employees of the Group and form part of the senior management of Barclays. They are responsible for the day to day management of our businesses, supported by the Group Executive Committee, which Bob chairs. The non-executive Directors are independent from Management. They are primarily responsible for constructively challenging Management and monitoring the success of Management in delivering the agreed strategy within the Risk Appetite approved by the Board.

The role profiles and key competencies and behaviours we expect of our Directors, together with the key indicators of high performance, can be found in our ‘Charter of Expectations’, which is available on our website at www.barclays.com/corporategovernance. Their primary roles are summarised on the opposite page.

 

 

 

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Summary of Matters Reserved to the Board

 

Strategy

–      Approval of the Group’s strategy Medium-Term and Short-Term Plans

 

–      Monitoring delivery of the strategy and performance against plan

 

–      Major acquisitions, mergers or disposals

 

–      Major capital investments and projects

 

Risk Appetite, Capital & Liquidity

–      Changes relating to capital structure or status as a PLC

 

–      Approval of annual Capital Plan

 

–      Approval of Risk Appetite and Liquidity Risk Appetite

 

Financial Results and Dividends

–      Approval of interim and final financial statements, dividends and any significant  change in accounting policies or practices

 

–      Any share dividend alternative

 

Board Membership

–      Board appointments and removals

 

–      Succession planning for key positions on the Board

 

–      Role profiles of key positions on the Board

 

Remuneration

–      Approval of the framework for determining the policy and specific remuneration of  executive Directors

 

–      Approval of Chairman and non-executive Director remuneration

 

–      Major changes in employee share schemes

  

 

Governance

–      Authorisation for Directors’ conflicts or possible conflicts of interest

 

–      Remuneration of auditors and recommendations for appointment or removal of  auditors

 

–      Approval of all circulars, prospectuses and significant press releases

 

–      Principal regulatory filings with stock exchanges

 

–      Approval of allotment of shares

 

–      Rules and procedures for dealing in Barclays securities

 

–      Terms of reference and membership of Board Committees

 

–      Approval of Board and Board Committees performance evaluation process

 

–      Determination of independence of non-executive Directors

 

–      Approval of Corporate Governance framework

 

–      Approval of division of responsibilities between the Group Chairman and Chief  Executive

 

–      Appointment (or removal) of Company Secretary and Chief Risk Officer

 

Primary role of Directors:   
  
Common to all Directors   

Provide entrepreneurial leadership of the Company, within a framework of prudent and effective controls enabling risk to be assessed and managed.

 

Approve the Company’s strategic aims, ensuring that the necessary financial and human resources are in place for the Company to meet its objectives and review management performance.

 

Set the Company’s values and standards and ensure that its obligations to its shareholders and other stakeholders are understood and met.

 

Executive Director    Non-executive Director

Effectively lead Barclays towards the achievement of its strategic objectives and implement the strategic decisions taken by the Board

 

  

Provide constructive challenge to the executive Directors and senior management

 

 

Help ensure that the Board receives relevant, accurate, clear and timely information and presentations necessary for it to fulfil its duties

 

  

Help develop proposals on strategy and then fully empower and support the executive Directors to implement the strategy

 

 
Report on the performance of the Group and its individual businesses   

Scrutinise the performance of Management in meeting agreed goals and objectives and monitor the reporting of performance, ensuring that individual business decisions conform to agreed strategies and policies

 

 

Use their specialist knowledge and experience, both of their own business and financial services generally, to assist the Board in consideration of strategic issues and to ensure that decisions taken are in the Group’s best interests

 

  

Apply their judgement to the business of the Board, leveraging on their knowledge of the business and bringing to bear a different range of knowledge, experience and insight from other industries

 

 

Put the interests of the Group before those of their specific area of responsibility and manage any conflicts of interest between their role as a Board member and as an executive

 

  

Satisfy themselves on the integrity of financial information and that financial controls and systems of risk management are robust and defensible

 

 
  

Determine appropriate levels of remuneration of executive Directors and senior management, take the prime role in appointing and removing executive Directors and plan for succession of executive Directors

 

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Corporate governance

Corporate governance report continued

 

 

 

The Board usually meets eight times each year, but we meet more frequently should we need to. During 2010, three additional meetings were held, which were arranged at short notice. Directors are expected to attend all meetings unless circumstances prevent them from doing so, such as illness or prior commitments. Each Director makes every effort to attend each meeting, whether it is in person, by telephone or by video conference. I can confirm that each Director committed an appropriate amount of time to their Barclays duties in 2010. Details of Board meeting attendance in 2010 can be found in the table below.

Group Chairman

My role as Group Chairman is to provide leadership to the Board, ensuring that it satisfies its legal and regulatory responsibilities. I set the annual Board agenda in advance in consultation with the Chief Executive and Company Secretary, ensuring that adequate time is available for discussion of all agenda items, including strategy. This forward agenda is a living document that is updated periodically to take account of changing priorities and internal and external developments. After each Board meeting, I meet with the Company Secretary to discuss how the meeting went and to agree any follow up actions or changes required to the Board’s conduct and forward agenda.

I hold meetings with the non-executive Directors before each of the eight scheduled Board meetings, providing them with an opportunity to discuss any specific issues they would like to raise about the business of the meeting. This enables me to ensure that any particular points are brought up in the meetings as appropriate. Constructive challenge is actively encouraged within the Boardroom and, where appropriate, informal meetings are arranged to enable thorough preparation for Board discussions, for example, the evening before Board meetings. Along with Lawrence Dickinson, our Company Secretary, I am available to the

non-executive Directors outside of formal Board situations should they have any questions or concerns. I make a point of holding one-to-one meetings with each non-executive Director at least twice a year. Directors may on request also take independent professional advice at the Company’s expense.

I chair the Board Corporate Governance and Nominations Committee in addition to the Board and I am a member of the Board Remuneration Committee. I attend other Board Committee meetings on an ad hoc basis: during 2010 I attended two Board Audit Committee meetings and three Board Risk Committee meetings. I am also Chairman of the Group’s Brand & Reputation Committee.

My responsibilities also include ensuring effective communication with shareholders, particularly in making sure that the Board is aware of any significant matters raised by shareholders. I discuss this in more detail in the section on Relations with Shareholders on page 165. I also act as an ambassador for the Group, meeting clients, customers and other stakeholders, undertaking a programme of visits to the Group’s operations worldwide.

I was independent on appointment and I spend whatever time is necessary to fulfil my duties, which in a normal year is expected to be a minimum of 60% of a full time position, although in practice over the last few years my time commitment has been significantly greater. Details of my experience and my other commitments can be found in my biography on page 9.

While I am responsible for the smooth operation of the Board, the Chief Executive is responsible for running our businesses. The table opposite highlights our respective key responsibilities:

 

 

Board Attendance

 

     Independent      Scheduled
Meetings
eligible to
attend
     Scheduled
Meetings
attended
     Additional
Meetings
eligible to
attended
     Additional
meetings
attended
 

Group Chairman

              

Marcus Agius

     OA         8         8         3         3   

Executive Directors

              

Robert E Diamonda

     ED         8         8         3         2   

Chris Lucasa

     ED         8         8         3         2   

John Varleya (to 31st December 2010)

     ED         8         8         3         2   

Non-executive Directors

              

David Booth

     I         8         8         3         2   

Sir Richard Broadbent

     I         8         7         3         3   

Alison Carnwath (from 1st August 2010)

     I         4         3         2         2   

Leigh Clifford (to 30th September 2010)

     I         6         4         2         1   

Fulvio Conti

     I         8         7         3         2   

Simon Fraser

     I         8         8         3         3   

Reuben Jeffery

     I         8         8         3         3   

Sir Andrew Likierman

     I         8         8         3         3   

Dambisa Moyo (from 1st May 2010)

     I         5         5         2         1   

Sir Michael Rake

     I         8         8         3         3   

Sir John Sunderland

     I         8         8         3         3   
              

Secretary

              

Lawrence Dickinson

                                            

Key

OA on appointment

ED executive Director

I    independent non-executive Director

 

Note

a     Although eligible to attend, the executive Directors did not attend the additional meeting held to consider and approve the appointment of a new Chief Executive.

  
 


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     LOGO    

Go online

The role and responsibilities of the Barclays Board are set out in ‘Corporate Governance in Barclays’, which is available on our website at www.barclays.com/corporategovernance

 

 

Senior Independent Director and Deputy Chairman

Sir Richard Broadbent is our Senior Independent Director and Deputy Chairman. As Senior Independent Director, Sir Richard’s role includes maintaining contact with large shareholders to understand their issues and concerns, as well as making himself available to individual shareholders, if necessary, where they have concerns they cannot resolve elsewhere. Sir Richard also acts as a sounding board for me and is available to the other non-executive Directors, if needed. He led the Board’s evaluation of my performance for 2010, meeting with the non-executive Directors in January 2011 to review and discuss my performance for the year. As Deputy Chairman, Sir Richard’s key area of focus is to act as an ambassador for Barclays. He also assists me in managing the business of the Board and ensuring it operates effectively in driving forward the Group’s strategic objectives. In order to fulfil these roles and his Board Committee commitments, Sir Richard is required to commit over 50 days per annum, although in practice spends significantly more time on his Barclays duties.

Company Secretary

The Company Secretary, Lawrence Dickinson, supports me and the Board Committee Chairmen in all stages of managing our meetings, from setting the annual meeting agenda through to ensuring that agreed actions are completed. Lawrence also assists me in ensuring that there are timely and appropriate information flows within and to the Board, the Board Committees and between the non-executive Directors and senior management. He provides support to me in designing and facilitating induction programmes for new non-executive Directors and in putting together the development programme for Directors. He is also our principal corporate governance adviser.

(2) Effectiveness

Board Size, Composition and Qualification

The Board is currently comprised of 13 members: Group Chairman, two executive Directors and ten independent non-executive Directors. The balance of the Board is illustrated below. Board size has reduced from a peak of 18 Directors in 2007. We believe that the optimum Board size for Barclays is 12-15 members, which provides for the broad range of skills and experience required to effectively govern a global banking business, while being small enough to enable constructive group discussion and opportunity for full participation by all Directors. It also enables us to ensure that the principal Board Committees are appropriately resourced without placing an undue burden on any individual non-executive Director.

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Key responsibilities

 

 

Group Chairman

  

 

Chief Executive

Lead the Board and manage the business of the Board through setting its agenda and taking full account of the issues and concerns of Board members

 

  

Lead the development of short, medium and long term business strategy for approval by the Board and oversee successful delivery of the Group strategy

 

Ensure that Board members receive accurate, timely and clear information, in particular about the Group’s performance, to enable the Board to take sound decisions, monitor effectively and provide advice to promote the success of the Company

 

   Lead the executive Directors and Group Executive Committee in making and implementing operational decisions and running the Group’s business on a day to day basis

Keep under review, with the Board, the general progress and long-term development of the Group

 

   Ensure the Board is provided with accurate, concise and timely information

Ensure effective communication with shareholders and ensure that members of the Board develop and maintain an understanding of the views of major investors and other key stakeholders

 

   Chair the Group Executive Committee

Chair the Board Corporate Governance and Nominations Committee

 

  

Assist the Board Corporate Governance and Nominations Committee in executive succession planning

 

Establish a close relationship with the Chief Executive, providing support and advice while respecting his executive responsibilities   

Establish a close relationship with the Group Chairman, providing support hile respecting his governance responsibilities

 

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Corporate governance

Corporate governance report continued

 

 

 

Director Independence

The Board considers non-executive Director independence on an annual basis, as part of each Director’s performance evaluation. The Board Corporate Governance and Nominations Committee and the Board reviewed the independence of each non-executive Director in early 2011 and concluded that each of them continues to demonstrate those behaviours that the Board considers to be essential indicators of independence and which are set out in our ‘Charter of Expectations’. These criteria are:

 

provides objective and constructive challenge to Management:

 

is prepared to challenge others’ assumptions, beliefs or viewpoints as necessary for the good of the organisation;

 

questions intelligently, debates constructively, challenges rigorously and decides dispassionately;

 

is willing to stand up and defend their own beliefs and viewpoints in order to support the ultimate good of the organisation; and

 

has a good understanding of the organisation’s business and affairs to enable them to properly evaluate the information and responses provided by Management.

Director Re-election

In accordance with the new UK Corporate Governance Code, the Board has agreed that all Directors will submit themselves for re-election at the Company’s Annual General Meeting (AGM) to be held on 27th April 2011. Biographical details of each of the Directors may be found on pages 9 to 11.

Succession Planning and Board Appointments

The Board Corporate Governance and Nominations Committee is responsible for both executive and non-executive Director succession planning and recommends new appointments to the Board. More detail on the role of the Board Corporate Governance and Nominations Committee is given on pages 158 and 159. When making Board appointments, we seek to ensure that we have a diverse range of skills, background and experience, including industry and geographical experience. We also consider length of tenure: we recognise that continued tenure brings Company specific knowledge and understanding while new faces bring fresh ideas and perspective. The length of tenure of the current non-executive Directors and their geographical experience and industry background is illustrated below. We are comfortable that our Board includes sufficient diversity to optimise its performance.

Non-executive Director Terms of Appointment

Non-executive Directors each have a letter of appointment that sets out the terms and conditions of their directorship, including the fees payable and the expected time commitment. Non-executive Director time commitment is set at a minimum of 20 days per annum, with additional time commitment required to fulfil their roles as Board Committee members and/or Board Committee chairmen, as applicable. The average time commitment of non-executive Directors is in the range of 30-36 days per annum. Details of non-executive Directors’ remuneration can be found in the Remuneration Report on page 177. In order to ensure alignment between non-executive Directors’ interests and those of our shareholders, the first £20,000 of their basic fee is invested in Barclays shares, which are held on their behalf until such time as they leave the Board.

Our Charter of Expectations sets out the expectations that the Board of Barclays demands of its Directors. This includes a detailed role profile and key performance indicators for each of the key positions on the Board.

 

 

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Directors' Conflicts of Interest

Directors have a duty under UK company law to avoid situations in which they have or may have interests that conflict with those of the Company, unless that conflict is first authorised by the Directors. Our articles of association allow the Board to authorise such potential conflicts, taking into account all the circumstances. This includes potential conflicts that may arise when a Director takes up a position with another company. Where Directors wish to take up an external appointment, they are under an obligation to obtain authorisation before doing so. Each appointment is considered by the Board on its individual merits, taking into account the expected time commitment and any relationships with Barclays. Directors must also notify the Board if circumstances regarding external appointments change and I make myself available to all non-executive Directors should they wish to discuss any possible, actual or perceived conflicts.

Reuben Jeffery's appointment in 2010 as Chief Executive Officer of Rockefeller & Co., Inc., a privately-owned US investment and wealth management firm, was considered by the Board during the year. I discussed the potential conflict with Tom Kalaris, Chief Executive of Barclays Wealth, as well as John Varley, Bob Diamond and other key senior executives before the matter was discussed by the Board. Professional advice was also sought on the extent of the potential conflict. The Board is happy that the Barclays Wealth business overlap with Rockefeller & Co., Inc. is extremely small in a Group context and that, as a result, the likelihood of a conflict of interest arising in practice is remote. We have agreed, however, that if there is a potential conflict, Reuben Jeffery will excuse himself from specific Board discussions.

All potential conflicts approved by the Board are recorded in a Conflicts Register, which the Board Corporate Governance and Nominations Committee reviews annually to confirm that any potential conflicts have been dealt with appropriately. Having reviewed the Conflicts Register in early 2011, it was concluded that potential conflicts have been considered appropriately and that the authorisation process is operating effectively.

The decision to undertake external activities is a matter for individual Directors to decide, bearing in mind their responsibilities to Barclays, including the time commitment we expect of them. We believe that Directors' external appointments benefit Barclays by providing them with a wider range of skills, experience and knowledge that will be relevant to their role at Barclays, although executive Directors may take up only one FTSE 100 non-executive directorship. Where an executive Director takes up such an appointment they may retain any fees they receive. Details of any such fees received by executive Directors can be found in the Remuneration Report on page 176.

Board Induction and Professional Development

On joining Barclays all non-executive Directors are provided with a bespoke induction programme, which includes sessions with each of the executive Directors, members of the Group Executive Committee and meetings with the senior executives responsible for each of Barclays business areas and central functions: these sessions focus on the challenges, opportunities and risks that are faced by each business. Meetings are also held with the Group's lead auditor. An outline of the Board induction programme is set out below:

 

 

  Board Induction Programme

 

 

  Group Overview

  –  Duties and Responsibilities of Directors' of authorised institutions

  –  Group Overview

  –  CEO Introduction

  –  Group Finance Director Introduction

  Review of Businesses

  –  Corporate and Investment Banking and Wealth Management

  –  Global Retail Banking

  In depth Review of Businesses

  –  Absa

  –  Barclaycard

  –  Barclays Africa

  –  Barclays Capital

  –  Barclays Corporate

  –  Barclays Wealth

  –  UK Retail Banking

  –  Western Europe Retail Banking

  Group Functions

  –  Compliance

  –  Group Legal

  –  Group Strategy

  –  Human Resources

  –  Internal Audit

  –  Investor Relations

  –  Risk

  Other

  –  Brand & Marketing

  –  External Audit

 

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Corporate governance

Corporate governance report continued

 

 

 

We also provide non-executive Directors with a personalised induction when they join a Board Committee. Board Committee induction programmes typically involve meeting with our Company Secretary for an overview of the Board Committee’s responsibilities and activities before meeting with key executives who present to the Board Committee, as well as with the Board Committee Chairman. An outline of the induction programme for new members of the Board Risk Committee is provided below by way of an example.

We believe that induction and professional development are critical to ensure that Directors can perform effectively and seek to make sure that all Directors have appropriate knowledge of the Company and access to its operations and staff. Accordingly, we arrange regular briefings for existing non-executive Directors on matters affecting Barclays and they also have the opportunity to attend management conferences held by our businesses. During 2010, the non-executive Directors attended briefing sessions on:

–  Treating Customers Fairly

–  Barclays Capital

–  Derivatives

–  Risk based pricing

The briefing sessions, which were interactive, were led by executives from the relevant business units, using material that was circulated in advance.

Directors were asked for feedback at the end of their induction programmes and following each briefing session. Additionally, the Board Corporate Governance and Nominations Committee undertakes an annual review of the induction and development programmes to ensure that they are appropriate and fit for purpose. The feedback gathered is used to improve the structure and content of non-executive Director induction programmes and to tailor the development programme for the year ahead. I discuss with each non-executive Director any specific development requirements as part of the annual Board Effectiveness Review.

Board Activity

As I mentioned above, our agenda in 2010 was driven largely by the impact of potential changes in the regulatory environment, which is expected to remain uncertain until the Independent Commission on Banking produces its report. During the year, as part of our overall review of Group strategy,

 

 

 

Board Risk Committee Induction

 

The induction programme begins with an overview of the Committee’s role and responsibilities with the Company Secretary and a meeting with the Committee Chairman. The Chief Risk Officer also provides an overview of risk management in Barclays. This is followed by a series of briefing sessions with senior executives in the Risk, Treasury and Taxation teams on the following topics:

–  Capital and Liquidity

–  Economic Capital and Stress Testing

–  External Audit

–  Market Risk

–  Operational Risk

–  Retail Credit Risk

–  Tax Risk

–  Wholesale Credit Risk

 

we had a number of discussions on the strategic challenges and opportunities presented by regulatory developments and the potential impact for our business model, culminating in a review of the Group’s business portfolio at our strategy away-day in November. The purpose of this review was to assess which businesses are either producing returns on equity above the cost of capital in the new regulatory environment, or are capable of producing such returns in the future.

We received updates in 2010 from the majority of our principal businesses on the execution of their business strategy, including an update on the overall strategy for the GRB businesses following the restructuring in late 2009. The Chief Executives of the businesses attended Board meetings to present to the Board. One of our meetings in 2010 was held in Doha, where we received an update on our business operations in the Middle East. We also received updates on Brand & Marketing strategy, Investor Relations strategy, Sustainability and Franchise Health (covering customer and employee satisfaction measures). It is important that we understand the views of our investors and in 2010 we held a specific discussion on analysts’ views of our current and future performance and our current market valuation. We continued to receive regular updates on capital and liquidity during the year. The Chief Risk Officer reported to each meeting in 2010 and we also considered and approved Risk Appetite for 2011. We also considered the Group’s Individual Liquidity Adequacy Assessment, which is required by the FSA.

Information flows to the Board were timely and appropriate and we made some enhancements to the format of regular reports in 2010 to present more granular information on individual business performance.

The chart below illustrates how the Board allocated its time during 2010.

Evaluation of Board Performance

Each year the Board undertakes an effectiveness review to assess its performance as a Board. Our Board Effectiveness Review is a genuine, formal, rigorous process that has been externally facilitated since 2004. The Board Corporate Governance and Nominations Committee is responsible for overseeing the process and annually benchmarks our approach against the practices of other companies in the FTSE 20 to ensure that we remain at the forefront of best practice. My evaluation statement for 2010 is set out on pages 157 and 158.

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profiles for key Board positions, is available from

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  Evaluation Statement

 

 

Before I describe the 2010 evaluation process and its general outcomes, I provide below a summary of the Board’s progress against its 2009 action plan:

 

 

  Key themes

 

 

Actions

 

Board size and diversity

 

 

The Board has reduced in size and is more diverse.

 

Holding additional Board meetings overseas, particularly given the increased size of our US operations

 

 

The Board held one meeting overseas in 2010 and plans to hold two meetings overseas in 2011.

 

Increasing visibility of senior executives below Board and Group Executive Committee level  

Directors have had more opportunities to interact with senior executives below Board level via briefing sessions, attendance at management conferences and post-Board meeting lunches. The remit of the Board Corporate Governance and Nominations Committee is being extended to cover succession planning at business unit level.

 

Improving the format of strategy presentations to the Board  

The form and content of strategy presentations has been revised to include enhanced financial and risk information. In addition to the regular monthly management accounts, the Board receives more detailed financial information on a quarterly basis.

 

For the 2010 evaluation process, the Board Corporate Governance and Nominations Committee decided again that it was appropriate for the evaluation to be independently facilitated, given the significant strategic issues under consideration and the pending appointment of a new Chief Executive. Having reviewed the facilitators available in the market, Egon Zehnder International was re-engaged to facilitate the 2010 Board Effectiveness Review. Although we will continue to monitor the market, the Board is comfortable that Egon Zehnder International provides an impartial and objective service irrespective of its position as one of Barclays executive search consultants.

 

The 2010 evaluation process again took the form of questionnaires completed by Directors and key executives, followed by structured interviews with representatives from Egon Zehnder International. We feel that the interviews, which provide colour and context to questionnaire responses, are an essential part of the process. All participants were asked to complete the Board evaluation questionnaire, with separate Board Committee questionnaires completed by Board Committee members. The Board evaluation questionnaire covered the following areas:

 

–     Group Performance;

 

–     Strategy and performance of objectives, including involvement of the non-executive Directors;

 

–     Reporting to shareholders and stakeholders;

 

–     Structure, people and succession planning;

 

–     Decision making processes, including the culture for effective challenge;

 

–     Information flows and presentations;

 

–     Board structure and composition, including the experience and knowledge of non-executive Directors;

 

–     Board roles and responsibilities;

 

–     Board and Management relationships, including the relationship between the Chairman and the Chief Executive; and

 

–     Board Meetings and Board Committees.

 

The results of the evaluation were presented to the Board in December 2010 and confirmed that Barclays Board continues to operate at a very high level of effectiveness. One of the advantages of undertaking an annual evaluation is that we can monitor trends in responses to questions, as shown below.

 

The key themes arising from the 2010 evaluation and which will form the basis of the action plan for 2011 are:

 

–     Ensuring that Board dynamics remain effective following recent membership changes, including the appointment of the new Chief Executive;

 

–     Ensuring that a wide range of skills, experience, background and diversity on the Board is maintained;

 

–     Continuing the focus on strategic decision making in light of the evolving regulatory environment; and

 

–     Revising the format of Board meetings to allow the Board to devote more time to discussion of key strategic issues, including discussions the evening before Board meetings.

 

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Corporate governance

Corporate governance report continued

 

 

 

  Evaluation Statement continued

In addition to evaluating the performance of the Board and Board Committees, we also evaluate the performance of individual Directors. Evaluation reporting lines are summarised below:

 

 

  Position

 

 

Evaluated by

 

Group Chairman  

Senior Independent Director, who meets with non-executive Directors without the Group Chairman present in order to obtain their feedback

 

Chief Executive  

Group Chairman

 

Senior Independent Director  

Group Chairman

 

Executive Directors  

Chief Executive

 

Non-executive Directors  

Group Chairman,

who holds private meetings with each non-executive Director

 

 

In respect of individual non-executive Director performance, in early 2011 I held private meetings with each non executive Director to talk through the evaluation results and agree individual development plans with each of them for the year ahead.

 

 

  Board Corporate Governance and Nominations Committee Chairman’s Report

 

 

  Member   Independent    

Meetings

eligible to

attend

    

Meetings

attended

 

Marcus Agius (Chairman)

    OA        4         4   

David Booth (from 1st January 2010)

    I        4         4   

Sir Richard Broadbent

    I        4         3   

Sir Michael Rake

    I        4         3   

Sir John Sunderland

    I        4         4   

Secretary

      

Lawrence Dickinson

                        

 

Key

OA on appointment

I   independent

 

What is our role?

The Committee is responsible for reviewing the composition of the Board and Board Committees and for recommending to the Board the appointment of new Directors. We also consider succession plans for the Group Chairman, Chief Executive and other key positions, such as roles on the Group Executive Committee. The Committee monitors corporate governance issues and the annual Board Effectiveness Review. The Committee's full terms of reference are available from the corporate governance section of our website at: www.barclays.com/ corporategovernance

 

Who are the Committee?

The membership of the Committee is set out above, together with attendance at meetings in 2010. Committee members include the Chairmen of each of the principal Board Committees. The Chief Executive also attends each meeting, although he is not involved in decisions relating to his own succession.

What did we do in 2010?

We met four times in 2010 and the chart on page 159 shows how we allocated our time at our meetings. We dealt with a number of significant issues in 2010, primarily the succession planning for the appointment of a new Chief Executive, the process for which I describe on page 159. Our role in the annual review of Board effectiveness is described in my evaluation statement, which is set out on pages 157 and 158.

 

During the year, we reviewed the composition of the Board and the principal Board Committees at each of our meetings, looking at the balance of skills and experience on the Board and planning ahead for any retirements. We recommended two new non-executive Director appointments to the Board during the year: Dambisa Moyo and Alison Carnwath. In seeking new non-executive Directors, we looked at the existing range of skills, experience, background and diversity on the Board in the context of the strategic direction of the Company, before putting together a specification for the type of candidate we sought. In particular, we wanted candidates with a background in investment banking and finance and also sought experience of emerging markets and economies. The selection process was carried out with the assistance of external search consultants, who provided us with a range of candidates for consideration. Dambisa and Alison both met with me, the Chief Executive and with at least two other members of the Committee before their appointments were recommended to the Board.

 

We also considered and recommended changes to Board Committee composition during the year. Following Leigh Clifford's retirement from the Board on 30th September 2010, we were keen to ensure that the Board Remuneration Committee remained properly resourced, given the increasingly heavy workload it faces in the new regulatory environment. We recommended the appointment of Alison Carnwath to this Committee, where her investment banking experience will be particularly helpful. Alison also joined the Board Audit Committee. Dambisa Moyo

 
 


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joined the Board Risk Committee, where her background in financial services and as a global economist will bring a valuable insight to that Committee’s deliberations of macro-economic risks.

We made some minor changes to our terms of reference during the year to clarify that when considering new appointments we would look at an individual’s ability to meet the required time commitment. We also made clear our role in ensuring that induction and development programmes for non-executive Directors are appropriate and during the year we reviewed the programmes that had taken place in 2010, making some suggestions as to how they could be enhanced.

The results of the annual Committee effectiveness review undertaken in late 2010 demonstrated that the Committee felt it had operated effectively. However, during our discussions on succession planning, we agreed that the Board would benefit from having even greater visibility of the senior executives below Board and Group Executive Committee level, to increase the Board’s awareness of those senior executives within the Group who have the potential to become future leaders of the organisation. As a result, we have reviewed our terms of reference so that, from 2011, we will consider the overall succession planning process for key senior executive positions and, in particular, will look at the succession plans that are in place for the heads of our principal business units.

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Appointing a new Chief Executive

 

We began our search for a successor to John Varley by drawing up the role requirements for the Chief Executive position, covering both the general background/experience required and the desired attributes across a range of key competencies. Essential, of course, was that the next Chief Executive should have financial services experience and, given the size of our investment banking business following the Lehmans acquisition, we felt that knowledge and experience of investment banking would be essential. The attributes we sought included a proven track record in strategic thinking, in business leadership and execution of strategy, in leading and developing people and building capability. We also sought candidates who could lead and manage change, who could work with and influence multiple stakeholders and who had a strong awareness of and commitment to risk management, control and governance.

 

It was evident to us from an early stage that Bob Diamond was a strong internal candidate to succeed John. Nonetheless, it was important that we tested the market and we conducted a benchmarking exercise against potential external candidates, who were identified with the assistance of a search consultant, before coming to a recommendation. We also felt that, if possible, the exercise should be carried out discreetly in order to minimise any risk of disruption to the business, Having fully tested the market and assessed all candidates against the role requirements, we agreed to recommend to the Board the appointment of Bob Diamond as the next Chief Executive. The recommendation followed meetings between Bob and all the non-executive Directors in order that he could set out his vision and strategic priorities for the Group and respond to questions and challenge.

 

We announced on 7th September 2010 that Bob would succeed John on 1st April 2011 following a transition and handover period. I am pleased to say that the transition period went smoothly and we were able to bring forward the handover date to 1st January 2011, which we announced on 17th December 2010.

 

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Corporate governance

Corporate governance report continued

 

 

(3) Accountability

Sir Michael Rake, Chairman of the Board Audit Committee, now reports on the Board Audit Committee’s activities during 2010.

 

Board Audit Committee Chairman’s report

 

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Member   Independent     Meetings
eligible to
attend
    Meetings
attended
 

Sir Michael Rake (Chairman)

    I        11        11   

Alison Carnwath

(from 1st October 2010)

    I        3        3   

Fulvio Conti

    I        11        9   

Simon Fraser

    I        11        11   

Sir Andrew Likierman

    I        11        11   

Secretary

     

Lawrence Dickinson

                       

Key

OA on appointment

I    independent

2010 was my first full year as Chairman of the Board Audit Committee and one which saw us appoint a new lead audit partner, Andrew Ratcliffe, who succeeded Phil Rivett. I am pleased to report that the handover to the new lead audit partner went smoothly and the transition was properly and effectively managed. My report on the Committee’s work during 2010 is set out below.

What is our role?

We are responsible for reviewing accounting policies and the contents of financial reports to ensure that we are satisfied with the integrity of the financial statements and particularly the key financial judgements within them. We also monitor the Group’s disclosure controls and procedures and the internal control environment. We consider the adequacy and scope of the external and internal audit and we oversee the relationship with our external auditors. The Committee’s full terms of reference are available from the corporate governance section of our website at: www.barclays.com/corporategovernance

Who are the Committee?

The membership of the Committee and attendance at meetings held in 2010 is set out above. The Board has determined that Sir Andrew Likierman and I are the designated financial experts for the purposes of the US Sarbanes-Oxley Act of 2002. Sir Andrew Likierman has ‘recent and relevant financial experience’, as recommended by the Combined Code, as a result of his accountancy background, his career with HM Treasury and his appointment as Chairman of the National Audit Office.

I have an accountancy background, having worked at KPMG for over thirty years, latterly as Chairman of KPMG International. Sir Andrew Likierman and I also serve on the Board Risk Committee, ensuring there is appropriate overlap between the two committees.

The Group Finance Director, Chief Risk Officer, Group General Counsel and Chief Internal Auditor attend each Committee meeting, as does the lead audit partner from our external auditor. Before each Committee meeting, I hold a private session with Committee members to take soundings on the matters to be discussed at the meeting. Committee members also meet privately with the Chief Internal Auditor and the external auditor after the majority of our meetings, without Management present, to follow up on any particular matters.

Outside of our formal meetings I am in regular contact with Management, including the Group Finance Director, the Chief Risk Officer, the Chief Internal Auditor (who may raise with me any issues of concern) and the lead audit partner of our external auditors. During the year, I also visited the Group’s businesses in Spain, USA, Kenya and South Africa, attending meetings of the local Governance and Control or Subsidiary Audit Committees. I also held one-to-one meetings with management in London, New York and Dubai.

What did we do in 2010?

We met eleven times in 2010 and the chart on page 162 shows how we allocated our time at our meetings. The work of the Committee principally falls under three main areas: financial statements and accounting policies, internal control and oversight of internal and external audit.

Financial Statements and Accounting Policies

Reviewing the financial statements and accounting policies requires us to make certain judgements and I set out below some of the key issues we discussed in 2010 in conjunction with the external auditors.

 

 

We continued to review closely the fair value of our credit market exposures and the form and content of our disclosures. We reviewed marks by asset category, movements in exposures and the underlying collateral by vintage and rating. We received an update at both the half-year and full-year and also ahead of each Interim Management Statement and discussed the valuations with Management.

 

 

Impairment testing of the goodwill held on the Group’s balance sheet was conducted in 2010. We reviewed the results of the impairment testing and agreed with Management’s assessment that the goodwill associated with our businesses in Russia should be written off in full. We were content that other goodwill held on the balance sheet remains appropriate.

 

 

We received regular reports on current and forecast impairment, which set out the trends in both retail and wholesale credit risk by business unit and the level of potential credit risk loans and the level of impairment held against them. We specifically reviewed the impairment charge in the interim and preliminary results announcements and were satisfied that the charge was appropriate. In particular, we reviewed the accounting treatment and performance of the Protium loan. We agreed that it was appropriate to impair the loan in order to reduce the carrying value of the loan to the fair value of the underlying assets, given Management’s intention to restructure or seek earlier repayment of the loan. During 2010, a considerable amount of work was carried out to understand the impairment situation in Spain, where increased impairment in H1 2010 was driven largely by the deteriorating Spanish economy and further falls in property values.

 


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The Group’s investment in BlackRock, Inc declined in value during 2010. As it is held as an Available For Sale (AFS) investment, the decline in value is recorded in the AFS reserve and deducted from capital and is not recognised in the income statement. We discussed whether the decline in value should be recognised in the income statement. We concluded that the decline in value was not significant or prolonged in the light of the increase in share price through the second half of the year and the continuing price volatility. Our judgement, therefore, was that the decline in value did not need to be recognised in the income statement.

 

 

We reviewed outstanding litigation matters, including the litigation with the Lehman trustee in bankruptcy. The Committee discussed the court opinion in respect of the Lehman acquisition that was issued in February 2011. It concluded, having carefully considered the matter and reviewed independent advice, that the valuation of the asset remains appropriate.

In reviewing the financial statements, we receive input from the Disclosure Committee and PwC. The former is chaired by the Group Finance Director and considers the content, accuracy and tone of the financial statements and other public disclosures prior to their release and reports to us on its conclusions. PwC reported to the Committee on their review of the half-year interim results and on their audit of the year-end financial statements.

Internal Control

2010 saw some restructuring/re-segmentation of our businesses and our focus was on ensuring that there was no impact on controls during and after the reorganisation. In October, we held an additional meeting specifically to review the overall control environment and the trends in key control indicators. During the year, we reviewed the control environment in each of Absa, Barclays Capital, Barclays Corporate, Barclays Wealth, Barclays Africa, UK Retail Banking and Western Europe Retail Banking in detail, with the Chief Executives of those businesses presenting to the Committee.

The Committee also spent time this year reviewing the control environment at Barclays Capital, given the increased size of the business following the Lehman acquisition. In particular, we reviewed controls in the areas of product valuation, the trading businesses and client assets segregation. In terms of product valuation, a significant amount of activity has taken place to strengthen further the valuation framework and control and governance processes. A specific project was also initiated in 2010, at Management’s behest, to review Barclays Capital’s controls following the Lehman acquisition and taking into account the new regulatory environment to ensure they are best in class. We received reports on the progress of the project, its findings and the actions that are being taken.

Technology controls and governance was also an area of focus in 2010 and we received several reports on the control environment in this area, where we had previously identified the potential to enhance controls. Much progress has been made in improving the control environment and we will continue to monitor progress into 2011.

We received regular reports during 2010 on the Group’s arrangements whereby employees can raise concerns and details of any action being taken to follow up specific reports.

Looking ahead to 2011, a programme is under way to ensure the Group is in compliance with the UK Bribery Act which was due to become effective in April 2011, but which has been delayed. We will receive further progress reports in 2011. During 2011, we will also track the Group’s

 


compliance with the Deferred Prosecution Agreements entered into as part of the settlement reached with US authorities following an investigation into the Group’s compliance with US sanctions and US Dollar payment practices.

In reviewing internal controls, we are supported by the Group Governance and Control Committee, chaired by the Group General Counsel, which considers control environment reports in advance of their presentation to the Committee.

Further details of the Group Internal Control Framework, including the main features of our internal control and risk management systems in relation to the financial reporting process, can be found in the Directors’ Report on pages 147 and 148.

Oversight of Internal Audit and External Audit

We are responsible for overseeing the work of the internal audit function and also for managing the relationship with the Group’s external auditors. We review the performance of the internal and external auditors annually to ensure that they are effective and recommend to the Board whether the external auditors should be reappointed.

Internal Audit

At each meeting we receive a report from the Chief Internal Auditor on the control environment and the key trends and indicators, including the key control environment areas identified for attention and monitoring. We also review and, if appropriate, approve any adjustments to be made to the audit plan.

We received the results of the internal audit function’s self-assessment of performance in late 2010, along with an update on the actions being taken following the external assessment carried out in 2009: the majority of those actions are complete and all will be closed out by June 2011. The internal audit function generally conforms to the standards set by the Institute of Internal Auditors.

We have again been particularly keen to ensure that the internal audit function is properly resourced to enable it to fulfil the audit plan. We closely monitored resources during the year. Furthermore, this year we have had greater visibility of the senior management in the internal audit function in addition to the Chief Internal Auditor.

External Audit

To safeguard the objectivity and independence of the external auditor, we have in place a policy that governs the type of services they may provide. I describe the policy in more detail below. We also have in place a policy that sets out guidelines for the employment of ex-employees of the external auditor and receive a report twice-yearly on any such appointments. In addition, we seek specific assurance from the external auditor on the arrangements they have in place to safeguard their independence.

We discussed and agreed with PwC the audit plan for 2010 to ensure that key areas of judgement in the Group’s financial statements were appropriately covered.

To evaluate the performance and effectiveness of the external auditor, we sought feedback from key stakeholders across the Group via a questionnaire. The responses were analysed and presented to the Committee for review and discussion in early 2011. The Committee is fully satisfied with the performance of PwC and has recommended to the Board and to shareholders that PwC should be re-appointed as the Group’s auditors at the AGM on 27th April 2011.

 


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Corporate governance

Corporate governance report continued

 

 

Board Audit Committee Chairman’s report continued

 

 

 

External auditor objectivity and independence: Non-Audit Services

We take very seriously our responsibility to put in place safeguards to auditor objectivity and independence. The question of auditor objectivity and independence came under increasing scrutiny in 2010, and was subject to a consultation by the Auditing Practices Board, to which Barclays made a submission. While we believe that the policy and framework we have in place, as described below, is robust and effective, we asked management to ensure that all proposals to use the Group’s external auditor for non-audit services are robustly justified and, where appropriate, tendered. In my capacity as Chairman of the Committee, I closely review, and question where appropriate, any requests for such approval submitted to me. Furthermore, we keep the use of the auditor for any taxation-related services under close review and have approved very little in the way of tax advisory services and then only where there was a robust case for using the external auditor rather than another supplier. A breakdown of the fees paid to the auditor for non-audit work may be found in Note 8 on page 208.

 

Our policy on the provision of services by the Group’s external auditor sets out the circumstances in which the auditor may be permitted to undertake non-audit work for the Group. We oversee compliance with the policy and consider and, if appropriate, approve requests to use the auditor for non-audit work. Allowable services are pre approved up to £100,000 or £25,000 in the case of certain taxation services. The Company Secretary and his team deal with day to day administration of the policy, facilitating requests for approval. During the year, enhancements were made to the way in which requests for approval are reviewed and recorded, with all requests being submitted

 

 

via an online portal. This new system facilitates the production of management information and we receive a report at each meeting on the non-audit services provided by the auditor. We review the policy annually to ensure that it is fit for purpose and up to date.

 

Details of the services that are prohibited and allowed are set out below.

 

Services that are prohibited include:

 

–   bookkeeping

–   design and implementation of financial information systems

–   appraisal or valuation services

–   actuarial services

–   internal audit outsourcing

–   management and Human Resources functions

–   broker or dealer, investment advisor or investment banking services

–   legal, expert and tax services involving advocacy

 

Allowable services that we will consider for approval include:

 

–   statutory and regulatory audit services and regulatory non-audit services

–   other attest and assurance services

–   accountancy advice and training

–   risk management and controls advice

–   transaction support

–   taxation services

–   business support and recoveries

–   translation services

 

 

LOGO

We conducted our annual review of our performance as part of the annual Board Effectiveness Review process and concluded that we continue to operate effectively. We will focus in 2011 on ensuring that there is sufficient time at meetings for challenge and debate given the Committee’s heavy agenda. Furthermore, while we receive timely and appropriate information from Management, we will continue to work at ensuring that papers presented to the Committee are concise and distil the key issues effectively.

LOGO

Sir Michael Rake

Chairman, Board Audit Committee

 
 

 



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LOGO  

Go online

The Board Risk Committee terms of reference are available from the corporate governance section of our website at: www.barclays.com/corporategovernance

 

 

David Booth, who became Chairman of the Board Risk Committee on 1st January 2010, now reports on that Committee’s activities during 2010.

 

Board Risk Committee Chairman’s report

 

LOGO

 

Member   Independent     Meetings
eligible to
attend
    Meetings
attended
 

David Booth (Chairman)

    I        7        7   

Sir Richard Broadbent

     

(to 30th September 2010)

    I        3        3   

Reuben Jeffery

     

(from 1st January 2010)

    I        7        7   

Sir Andrew Likierman

    I        7        6   

Dambisa Moyo

     

(from 1st October 2010)

    I        4        2   

Sir Michael Rake

    I        7        6   

Secretary

     

Lawrence Dickinson

                       

Key

OA on appointment

I    independent

I succeeded Sir Richard Broadbent as Chairman of the Board Risk Committee in January 2010. I am grateful to Sir Richard for his work in leading the Committee during the difficult period of the financial crisis and for his continuing support until he left the Committee at the end of September 2010. My report on the Committee’s work during 2010 is set out below.

What is our role?

As a bank, Barclays is in the business of taking risk: taking appropriate levels of credit, market, capital and liquidity risk is how we generate profits. The Board Risk Committee is responsible for recommending to the Board the total level of risk the Group is prepared to take (risk appetite). We monitor risk appetite, setting limits for individual types of risk, e.g., credit risk and market risk, and we monitor the Group’s risk profile. We obtain assurance from management that principal risks have been properly identified and are being appropriately managed. Following the publication in late 2009 of the Walker Report into Corporate Governance in Banks and other Financial Institutions (the Walker Report), our remit has expanded to include ensuring that risk is taken into account during the due diligence phase of any strategic transaction and we also provide input from a risk perspective into the deliberations of the Board Remuneration Committee. The Committee’s full terms of reference are available from the corporate governance section of our website at: www.barclays.com/corporategovernance. More information on risk management and the internal control framework can be found in the Risk management report on pages 66 to 142.

Who are the Committee?

The table above sets out the membership of the Committee and their attendance at meetings held in 2010. Both Sir Andrew Likierman and Sir Michael Rake also serve on the Board Audit Committee, which provides a useful insight into the work of that Committee to ensure there is no under- or overlap in the work of the respective committees. The Group Finance Director, Chief Risk Officer, Group General Counsel and Chief Internal Auditor attend each Committee meeting, as does the lead audit partner from our external auditor. Senior executives from each of our principal businesses attend meetings at our request and senior members of the Group Risk team attend frequently to present on specific matters.

What did we do in 2010?

We met seven times in 2010 and the chart on page 164 shows how we allocated our time at our meetings. Two of the meetings were arranged at short notice and it was not possible for all members to attend, although they had the opportunity to review the meeting papers and raise any points with the Group Risk team or with me as Chairman.

Since becoming Chairman, I have been keen to ensure that the Committee remains at the forefront of best practice. While the Committee has been in place since 1999, well before the recommendations of the Walker Report, the working practices of the Committee continue to evolve. In late 2009, we asked PwC to carry out a review of how the Committee had operated during the period of the financial crisis, to assess whether the Committee had operated effectively and whether there is anything it could do differently. The outputs of the review were shared with the full Board in early 2010. The review concluded that there had been no major failings in the operation of the Committee and that it had identified the issues on a timely basis. Some suggestions for improvements were put forward, including developing a more systematic process for agreeing what risks should be reviewed in greater detail by the Committee and a more formal process for escalating issues raised at the various management risk committees. Robert Le Blanc, the Chief Risk Officer, has a dotted reporting line to me as Chairman of the Committee and I met with Robert regularly during the year to discuss matters to be considered at Committee meetings and to get his views on the issues on which the Committee should focus its time.

During the year we implemented a number of the recommendations arising from the Walker Report. Early in 2010, we appointed a panel of retained advisers, who we can call on for an independent view of matters, should we feel it appropriate to do so. During the year, we used an external consultant to carry out an independent review of risk in remuneration, with a particular focus on the remuneration framework, the risk metrics used to assess financial performance and the role of the Group Risk Function in the remuneration process. The review demonstrated that we have a good, comprehensive set of risk metrics, particularly quantitative metrics, and that the proposals for 2010 for risk adjustments to assess financial performance and the role of the risk function in remuneration decisions are in line with regulatory requirements. Suggested areas for improvement included strengthening our qualitative risk metrics and increasing communication and awareness of the role of risk metrics in remuneration.

LOGO

 


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164            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Corporate governance

Corporate governance report continued

 

 

 

Board Risk Committee Chairman’s report continued

 

We continued our focus on capital and liquidity in 2010 and the Barclays Treasurer reported to the Committee regularly on the Group’s capital and liquidity position, including the individual liquidity adequacy assessment, required by the FSA. We review economic and regulatory capital demand and supply and the level of losses that could be experienced before minimum regulatory capital ratios are breached. We also reviewed the Group’s liquidity profile to ensure that sufficient liquidity is held to cover both market-wide and Barclays specific stress scenarios. Stress testing, which is an exercise carried out to ensure that the Group would remain adequately capitalised and liquid even under severe stress, continued to receive our attention in 2010, as we considered various scenarios to be modelled. In addition to Barclays own annual stress testing exercise and the annual stress testing exercise conducted by the FSA, in the first quarter of 2010 a stress testing exercise was set for all European banks by the Committee of European Banking Supervisors. The results of that exercise were published in July 2010. Each of these stress tests showed that Barclays was adequately capitalised.

During the year we received the first of what we intend to be an annual presentation on macro prudential and macro-economic risk and the impact this may have on the Group’s business going forward.

In 2009, we asked Management for a report on the lessons learnt from the sub-prime crisis and in 2010, Management reported back on how the lessons learnt are being institutionalised in the business and what is being done differently in terms of controls and in the way we conduct our business. We were particularly interested in establishing what cultural change there has been as a result of the sub-prime experience and in understanding how that cultural change has been embedded.

LOGO

In view of the difficulties of some countries in the Eurozone, we spent some time in 2010 reviewing country and sovereign risk, in particular, in specific European countries (Spain, Portugal, Italy, Ireland and Greece) and in sub-investment grade countries. The review covered the extent of our exposures and the caps that are in place to limit concentrations. We also reviewed the Group’s position in the commercial property sector including risk appetite, exposures and controls in our four key geographies: UK, US, Spain and South Africa. In late 2010, we received a report on the lessons learned from the impairment suffered by our Corporate business in Spain, which has been shared with the full Board. A series of actions have been identified and are being implemented, not just in relation to Spain but also in terms of how overall risk and returns across each business in the Group are analysed.

As usual, we considered risk appetite for 2011 although this year we also reviewed risk appetite methodology and enhancements that have been made to the process. A set of financial volatility parameters, such as Profit Before Tax and Loan Loss Rate are agreed. Based upon the Medium Term Plan, the Group’s performance in a 1 in 7 and 1 in 25 scenario is then assessed. The performance of the agreed parameters in such scenarios is then assessed to identify any potential constraints, for example, we would not wish to see the Loan Loss Rate rise above certain pre-agreed levels in these scenarios. As a result of the review, we agreed to recommend the risk appetite to the Board.

We conducted our annual review of the Committee’s performance as part of the annual Board Effectiveness Review process and concluded that we continue to operate effectively. We continue to receive appropriate and timely information from Management and have provided additional guidance to Management on what we expect their reports to cover and how they should present to the Committee to ensure that we make optimum use of our meetings. The majority of the reports we see are first considered by the Group Risk Oversight Committee or the Group Executive Committee, which greatly assists the Committee’s understanding of the issues faced by Management.

LOGO

David Booth

Chairman, Board Risk Committee

 

 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           165   

 

 

 

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Go online

 

Why not log on to our new look Barclays e-view and see the benefits? www.eviewsignup.co.uk

 

 

 

 

(4) Remuneration

Sir Richard Broadbent, Chairman of the Board Remuneration Committee, reports on the Board Remuneration Committee’s activities during 2010 in the Remuneration Report, which may be found on pages 166 to 182.

(5) Relations with Shareholders

We are supportive of the UK Stewardship Code’s aims of improving dialogue between investors and companies. Our interaction with shareholders falls into three main areas: institutional shareholders, private shareholders and the ACM.

Institutional Shareholders

We have a comprehensive investor relations programme, which facilitates regular access for investors and buy-side and sell-side analysts to senior management, so that they can interact directly on key topics. During 2010, over 400 separate meetings were held between Management and investors, with meetings held in London, Scotland, USA, Canada, Germany, Ireland, Italy, Scandinavia, the Netherlands and Spain, reflecting the international nature of our investor register. Senior management from across the business also hosted investor and analyst meetings during 2010. In addition to direct meetings, Barclays also participates in investor conferences intended to provide wider access to investors and analysts, for example, Barclays Capital hosts one such event each year in New York to support wider industry initiatives.

As Group Chairman, I have regular contact with institutional shareholders, as do the Chief Executive, Group Finance Director and Senior Independent Director. In particular, I meet with institutional shareholders ahead of the AGM and report back to the Board on any significant issues that are raised. Directors regularly receive copies of analysts’ reports and a monthly report from the Investor Relations team, which covers matters such as share price movement, analyst consensus, updates on market sentiment and shareholder movements by geographic region. The Board also receives a quarterly report on share register movements, which highlights the top buyers and sellers of Barclays shares.

Private Shareholders

The direct engagement model we follow for our interaction with institutional investors is impractical for large numbers of private shareholders, however, we seek to follow industry best practice in terms of disclosure. All documents produced for investor events are also provided on the investor relations section of our website. We also maintain a specific shareholder enquiry line for private shareholders to request information.

We prefer to communicate electronically with our shareholders: this is beneficial for the environment and lowers costs for the Group. We also encourage private shareholders to hold their shares in Barclays Sharestore, where shares are held electronically in a cost-effective and secure environment. Private shareholders can use our Barclays e-view service to receive their shareholder documents electronically and to get immediate access to information relating to their personal shareholding and dividend history. Barclays e-view participants can also change their details and dividend mandates online and receive dividend tax vouchers electronically.

AGM

The 2010 AGM was held on Friday 30th April 2010 at the Royal Festival Hall in London. In accordance with best practice, all resolutions were considered on a poll and the results were made available on our website the same day. 62% of the shares in issue were voted and all resolutions were approved. All Directors attended the AGM and were available to answer shareholder questions. The 2011 AGM will be held on Wednesday 27th April 2011 at the Royal Festival Hall in London. The Notice of Annual General Meeting is enclosed with this Annual Report as a separate document. The resolutions will be considered on a poll and the results will be available on our website on Wednesday 27th April 2011.

(6) Statement on US Corporate Governance Standards

The statement we are required by the NYSE to make is set out below:

‘Director Independence

NYSE Rules require the majority of the Board to be independent. The Code requires at least half of the Board (excluding the Chairman) to be independent. The NYSE Rules contain different tests from the Code for determining whether a Director is independent.

We follow the Code’s recommendations as well as developing best practices among other UK public companies. The independence of our non-executive Directors is reviewed by the Board on an annual basis and it takes into account the guidance in the Code and the criteria we have established for determining independence, which are described on page 154.

Board Committees

We have a Board Corporate Governance and Nominations Committee and a Board Remuneration (rather than Compensation) Committee, both of which are broadly similar in purpose and constitution to the Committees required by the NYSE Rules and whose terms of reference comply with the Code’s requirements. The NYSE Rules state that both Committees must be composed entirely of independent Directors. As the Group Chairman was independent on appointment, the Code permits him to chair the Board Corporate Governance and Nominations Committee and be a member of the Board Remuneration Committee. Except for these appointments, both Committees are composed solely of non-executive Directors, whom the Board has determined to be independent. We comply with the NYSE Rules requirement that we have a Board Audit Committee comprised solely of independent non-executive Directors. However, we follow the Code recommendations, rather than the NYSE Rules, regarding the responsibilities of the Board Audit Committee, although both are broadly comparable. We also have a Board Risk Committee, comprised of independent non-executive Directors, which considers and discusses policies with respect to risk assessment and risk management.

Corporate Governance Guidelines

The NYSE Rules require domestic US companies to adopt and disclose corporate governance guidelines. There is no equivalent recommendation in the Code but the Board Corporate Governance and Nominations Committee has developed corporate governance guidelines, ‘Corporate Governance in Barclays’, which have been approved and adopted by the Board.

Code of Ethics

The NYSE Rules require that domestic US companies adopt and disclose a code of business conduct and ethics for Directors, officers and employees. Rather than a single consolidated code as envisaged in the NYSE Rules, we have a number of ‘values based’ business conduct and ethics policies, which apply to all employees. In addition, we have adopted a Code of Ethics for the Chief Executive and senior financial officers as required by the US Securities and Exchange Commission.

Shareholder Approval of Equity-compensation Plans

The NYSE listing standards require that shareholders must be given the opportunity to vote on all equity-compensation plans and material revisions to those plans. We comply with UK requirements, which are similar to the NYSE standards. However, the Board does not explicitly take into consideration the NYSE’s detailed definition of what are considered ‘material revisions’.’

LOGO

Marcus Agius

Group Chairman

10th March 2011

 

LOGO

 


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166            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Corporate governance

Remuneration report

 

 

 

Statement from the Chairman of the Board Remuneration Committee

The purpose of this report is to provide more detail on remuneration in aggregate and for senior management.

The Committee’s approach

The Committee aims to achieve a balance between delivering market competitive remuneration in order to retain talent, and optimising current and future shareholder returns, including growing the dividend, maintaining capital adequacy and effective risk management.

The Committee has established frameworks for remuneration in each of the businesses and for the Group as a whole. The frameworks are forward looking and are based on financial metrics to assist with the planning and management of remuneration in each of the key businesses. The frameworks incorporate key financial ratios achieved by Barclays and its competitors and are used by the Committee to inform its decision making process. The Committee considers both relative and absolute performance when formulating its decisions.

The Committee takes a strong analytical approach to remuneration that includes comparative financial performance analysis, comparative compensation analysis and tracking trends in compensation ratios (in particular compensation to pre-compensation PBT, and compensation to net revenue). The Committee reviews sensitivity analyses that illustrate the impact of changes in the level of performance awards on the financial and compensation metrics.

The Committee’s remuneration decisions are based on a risk-adjusted view of Barclays financial performance. This is a continuous process, with the risk function deeply embedded into the process. The three key stages of the process for assessing performance on a risk-adjusted basis are as follows:

Upfront risk assessment:

Before business is undertaken, detailed stress-testing and scenario analysis is performed to test the viability of plans on a risk-adjusted basis and to determine risk appetite
As part of the risk appetite framework, the balance sheet including remuneration outcomes are modelled under 1 in 7 and 1 in 25 stresses to ensure we build our portfolios having considered their performance under stress

Performance monitoring:

Detailed monitoring of risk exposures against agreed limits ensures business is conducted within the planned appetite
The Committee receives information on ongoing financial and risk performance, market intelligence and regulatory changes
The Committee monitors forecast remuneration throughout the year in the context of business performance and with the assistance of the remuneration frameworks

Remuneration outcomes determined:

The Committee makes final judgments based on financial performance (on advice from the Group Finance Director), risk (on advice from the Board Risk Committee which includes a comprehensive analysis of risk embedded in financial statements and how that has changed over the year), industry context (on advice from the Committee’s independent advisor) and regulatory requirements
After awards have been made, the Committee has the discretion to reduce the vesting of deferred incentives and long term incentive awards (to nil if appropriate) if, in its sole opinion, the financial health of the Group has significantly deteriorated over the vesting period or, for current incentive plans, there has been a material failure of risk management

The Committee’s work in 2010

The Committee met 11 times in 2010. Outside of its formal meetings, Committee members also had informal discussions, consulted with the Committee’s independent advisor regularly and interacted frequently with management.

In addition to the normal cycle of business, in 2010 the Committee also spent a significant amount of its time on:

Considering practice in light of new and emerging regulatory guidelines
Reviewing performance award funding proposals. Given the higher levels of deferral now being implemented, the Committee developed its approach for 2010 to ensure it reviewed proposals both on a “value at award” basis and on an accounting charge basis
Reviewing the structure of 2010 performance awards and reviewing the new remuneration arrangements that are proposed for executive Directors: the Share Value Plan and the Barclays Long Term Incentive Plan
Reviewing the 2010 remuneration decisions for executive Directors, Code Staff and other senior executives. Code Staff are the Group’s employees whose professional activities could have a material impact on the risk profile of the Group
Reviewing the remuneration package for the new Chief Executive

The Committee reports to the Board after every meeting and brings specific issues to it. In 2010 Board discussions on remuneration included remuneration strategy for the businesses, compensation ratios and executive Director remuneration, as well as reviewing the Committee’s decisions on performance awards.

Financial background to the Committee’s work

In making its decisions, the Committee considers Barclays financial performance. The Committee also tracks Barclays performance against a defined group of 12 key competitors’ financial performance and compensation ratios throughout the year, both on a Group wide and business basis.

Barclays overall financial performance in 2010 included:

Profit before tax of £6,065m (up 32% on 2009)
Total income of £31,440m (up 8%) and net income of £25,768m (up 22%)
Impairment of £5,672m (down 30%) giving a loan loss rate of 118bps (2009: 156bps)
Value of Group 2010 performance awards: £3.4bn, down 7% on 2009
Improved returns on average shareholders’ equity of 7.2% (2009: 6.7%)
Final dividend of 2.5p per share making 5.5p for the year (an increase of more than 100% over the 2009 dividend of 2.5p)

Key measures of the Group’s financial strength:

Core Tier 1 capital ratio of 10.8% (2009: 10.0%) and Tier 1 capital ratio of 13.5% (2009: 13.0%)
Group liquidity pool improved by 21% from £127bn in 2009 to £154bn in 2010

Key risk themes:

Barclays growth in 2010 was disciplined
Barclays impairment performance was favourable to plan
Barclays risk profile in 2010 stabilised and improved
Adherence to control frameworks has generally been good

At a business level:

Global Retail Banking profit before tax of £1,829m (2009: £1,821m)
Absa profit before tax of £616m, up 17% (2009: £528m)
Barclays Capital profit before tax of £4,780m (2009: £2,464m). Excluding own credit, profit before tax of £4,389m, up 2% (2009: £4,284m)
Barclays Corporate loss before tax of £631m (2009: profit of £157m)
Barclays Wealth profit before tax of £163m, up 14% (2009: £143m)

Wider background to the Committee’s decisions

Our decisions in 2010, as you would expect, are in accordance with regulations that govern financial services remuneration, including the FSA’s Remuneration Code and our commitments to the UK Government made under Project Merlin. Our decisions are also influenced by global regulatory factors including Basel, the European Banking Authority and the Financial Stability Board. Barclays is committed to regulatory compliance in every jurisdiction in which we operate but it has to be noted that uneven international implementation of remuneration regulation, which is now a fact in the UK relative to other jurisdictions, places global organizations such as ours at a competitive disadvantage.

 
 


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The commitments that Barclays made to the UK Government under Project Merlin include commitments on remuneration. These are important and I set out here how we have met those commitments:

We committed to showing responsibility in pay in 2010 and beyond. Our decisions for 2010 reflect this, and our robust governance processes will ensure this continues for 2011 and beyond
We committed that aggregate UK bonuses for 2010 would be lower than 2009. We have confirmed to the FSA that this was the case
We committed to greater shareholder engagement regarding remuneration. We have consulted with our key shareholders and representative bodies during 2010, and we will continue this throughout 2011
We committed to disclosing the remuneration of the five highest paid senior executive officers (in addition to the executive Directors). These disclosures are shown on page 179. In addition to our commitment to disclosure through Project Merlin, in accordance with the FSA’s disclosure rules we have also disclosed in aggregate the 2010 remuneration of our Code Staff. This is also shown on page 179
The Committee reviewed the remuneration proposals for at least the ten highest paid staff in each of the Group’s principal businesses. In practice we review many more than this in each business

Key Committee decisions in 2010 - quantum

The Committee’s work in 2010 included reviewing and (except for Absa) approving the proposed 2010 performance awards for each of the Group’s businesses:

Barclays Group - 2010 performance awards down 7% on 2009, with profit before tax up 32%
Global Retail Banking – 2010 performance awards up 2% on 2009, which was in line with Global Retail Banking’s profit performance for 2010
Absa – 2010 performance awards up 12% on 2009, which was in line with Absa’s profit performance for 2010
Barclays Capital - 2010 performance awards down 12% on 2009, despite profit before tax increasing year on year. Performance awards were reduced for 2010 whilst in our view maintaining them at a level within acceptable commercial limits that permitted the business to reward outperformance appropriately
Barclays Corporate – 2010 performance awards up 36% on 2009. Performance awards reflected the improvement in profitability of the UK & Ireland business, and the need to maintain a minimum level of performance awards in Continental Europe and investment in senior hires. The Committee will monitor this closely in 2011
Barclays Wealth – 2010 performance awards up 11% on 2009, less than the increase in profits

Key Committee decisions in 2010 - structure

For executive Directors, 60% of annual performance incentives is deferred (72% for Bob Diamond). For Code Staff, up to 60% of annual performance incentives is deferred. For both executive Directors and Code Staff, 50% of non–deferred incentives for 2010 is delivered in Barclays shares subject to a six month holding period (100% of non–deferred incentives for Bob Diamond). Executive Directors and Code Staff are also subject to minimum Barclays shareholding guidelines. The 60% deferral rate was also applied to the annual performance incentives of a significant number of senior executives beyond those required by the FSA’s Remuneration Code
For executive Directors (subject to shareholder approval), Code Staff and senior management, deferred incentive awards for 2010 are made under the Share Value Plan (SVP) in the form of Barclays shares and under the Contingent Capital Plan (CCP) in the form of contingent capital awards. Vesting of contingent capital awards is linked to the Group’s core capital position at the time of vesting. Further details on the SVP and CCP are given in Tables 24 and 25
Deferred incentive awards and long term incentive awards include malus and prudent financial control provisions that are in accordance with the FSA’s Remuneration Code that may reduce the vesting level of awards (to nil if appropriate). Malus provisions may apply, for example, if the Committee determines there is evidence of serious employee misconduct or where a business has suffered a material failure of risk management. Prudent financial control provisions may apply if the financial health of the Group has significantly deteriorated over the vesting period
Executive Directors and other senior executives will also participate in a new long term incentive plan: the Barclays Long Term Incentive Plan (subject to shareholder approval). Vesting of the proposed 2011 awards is linked to a scorecard of metrics focused closely on the execution of Barclays strategy which gives primacy to return on equity. Further details of the proposed Barclays LTIP and its performance condition are given on pages 172 and 173 and in Table 25

Bob Diamond took over as Chief Executive from 1st January 2011. The Committee decides the remuneration arrangements for all executive Directors. The Chief Executive role is benchmarked against other leading global banks and financial services organisations and other companies of a similar size in the FTSE100 index. Bob Diamond’s remuneration for 2010 was unaffected by the changes announced for 2011 and in 2010 he worked under his 2010 contractual and remuneration arrangements. Bob Diamond’s 2010 remuneration was considered carefully by the Committee as part of the annual remuneration review and his remuneration is disclosed, together with the remuneration of the other executive Directors, on pages 172 and 173.

The Committee will actively review remuneration throughout the year and will remain focused on internal and external perspectives, including regulatory developments. Remuneration regulation is expected to evolve further in 2011 and we will maintain a close dialogue with our key external stakeholders and our shareholders throughout 2011.

The Remuneration Report

The following report of the Committee provides further explanation of current remuneration governance and arrangements. It is divided into the following sections:

Committee remit, membership, advisors and activities in 2010
Remuneration policy, decisions, governance and regulation
Employees’ annual remuneration
Executive Directors’, non–executive Directors’ and former Directors’ remuneration
2010 remuneration of the five highest paid senior executive officers (excluding executive Directors) and aggregate Code Staff remuneration
Share plan and long term incentive plan descriptions

As required by Schedule 8 of the Large and Medium–sized Companies and Groups (Accounts and Reports) Regulations 2008, the Group’s auditors, PricewaterhouseCoopers LLP, have audited the information contained in Tables 5, 7, 9, 13, 14 and 17.

The Committee unanimously recommends that you vote at the 2011 AGM to approve the Remuneration Report as all Directors will be doing with their own Barclays shares.

On behalf of the Board

LOGO

Sir Richard Broadbent

Chairman, Board Remuneration Committee

7th March 2011

 

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168            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Corporate governance

Remuneration report continued

 

 

 

Board Remuneration Committee remit and membership

The Committee provides governance and strategic oversight of executive and all other employee remuneration, Barclays Human Resources activities and senior management development. The Committee’s terms of reference are online at www.barclays.com/corporategovernance. The terms of reference were revised in both February 2010 and February 2011 in light of best practice and to take account of regulatory and corporate governance developments. The Committee met formally 11 times during 2010. The Chairman of the Committee reported to the Board on the substantive issues discussed at each meeting. In addition to the formal meetings, the Committee members frequently consult between meetings and also meet informally. The Chairman of the Committee also consulted extensively with shareholders and representative bodies during 2010.

The members of the Committee during 2010 were Sir Richard Broadbent (Committee Chairman), Marcus Agius (Group Chairman), Simon Fraser, Sir John Sunderland, Leigh Clifford (until 30 September 2010) and Alison Carnwath (from 1 October 2010). Details of members’ attendance is shown in Table 1.

The non-executive Directors who are Committee members are considered by the Board to be independent of management and free from any business or other relationship that could materially affect the exercise of their independent judgement. Marcus Agius is also a member and he was considered independent on appointment to the Board.

Table 1: Committee attendance

 

 Member

   Meetings
eligible to
attend
     Meetings 
attended 
 

 Sir Richard Broadbent (Chairman)

     11         11    

 Marcus Agius

     11         11    

 Alison Carnwath

     

 (from 1 October 2010)

     3           

 Leigh Clifford

     

 (until 30 September 2010)

     8           

 Simon Fraser

     11         11    

 Sir John Sunderland

     11         11    

 Secretary

     

 Patrick Gonsalves

     
                   

LOGO

Advisors

The Committee’s work is supported by independent professional advice. The Committee reviews the appointment of advisors each year. Towers Watson was re-appointed by the Committee in 2010.

Any potential conflicts of interest the advisors may have are disclosed to the Committee. In addition to advising the Committee, Towers Watson provided remuneration benchmarking data to the Group. Towers Watson also provided pension advice as the appointed advisor to the trustee of the UK Retirement Fund.

The Chief Executive, the Human Resources Director, the Compensation and Benefits Director and, as necessary, members of the Executive Committee, also advise the Committee, supported by their teams. No Group employee is permitted to participate in discussions or decisions of the Committee relating to his or her own remuneration.

Committee activities in 2010

The outcome of the Board effectiveness review showed that the Committee operated effectively in 2010. A chart setting out how the Committee’s time was allocated in 2010 is set out in Figure 1. Table 2 sets out the key matters discussed by the Committee in 2010.

 

Table 2: Key matters discussed by the Committee in 2010

 

  Month    Key matters

 January

  

– Regulatory update

– Vesting of long term incentive awards

– Payround discussions

      

 February

 (2 meetings)

  

– Risk, financial performance and regulatory updates

– Payround discussions

– Resourcing update

– Vesting of long term incentive awards

– Executive Director and Executive Committee

   remuneration proposals

– Review of Committee terms of reference

      

 March

   – Executive Director remuneration
      

 April

  

– Long term incentive plan calibration

– Resourcing update and hiring governance processes

– Regulatory update

      

 June

   – Payround discussions
      

 July

  

– Risk, financial performance and regulatory updates

– 2009/10 payround review

– Initial discussions of 2010/11 payround

– Talent management update

– Resourcing update

– Review of Committee activity against terms of reference

– Re-appointment of independent advisor

      

 August

   – Payround discussions
      

 November

  

– Risk, financial performance and regulatory updates

– Payround discussions

– Resourcing update

– Health & safety update

– Pensions governance update

– Talent management deep drive

– All employee share plans update

      

 December

 (2 meetings)

  

– Risk, financial performance and regulatory updates

– Payround discussions

– Resourcing update

      

 

 


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Executive Directors’ remuneration – alignment of interests with shareholders

Figure 2 shows the aggregate total direct remuneration of the executive Directors for 2007, 2008, 2009 and 2010 compared to the indicative fair value movements on the executive Directors’ aggregate share-based remuneration and beneficial interests in Barclays PLC shares from 1st January 2007 on a cumulative basis. The performance of the Barclays PLC share price is shown for context. The chart shows that the executive Directors’ interests have decreased in value by £68m over 2007, 2008, 2009 and 2010 as a consequence of the movement in Barclays share price.

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Total Shareholder Return (TSR)

Figure 3 shows the value, at 31st December 2010, of £100 invested in Barclays on 31st December 2005 compared with the value of £100 invested in the FTSE 100 Index. The other points plotted are the values at intervening financial year ends. The FTSE 100 Index is a widely recognised performance comparison for large UK companies and this is why it has been chosen as a comparator to illustrate Barclays TSR. The graph shows that, at the end of 2010, a hypothetical £100 invested in Barclays on 31st December 2005 would have generated a total loss of £47 compared with a gain of £26 if invested in the FTSE 100 Index.

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Barclays Remuneration Policy

The aims of the Barclays Remuneration Policy are to:

 

1. Attract and retain those people with the ability, experience and skill to deliver the strategy.

 

2. Create a direct and recognisable alignment between the rewards and risk exposure of shareholders and employees, particularly executive Directors and senior management.

 

3. Incentivise employees to deliver sustained performance consistent with strategic goals and appropriate risk management, and to reward success in this.

 

4. Deliver remuneration that is affordable and appropriate in terms of value allocated to shareholders and employees.

 

5. Encourage behaviour consistent with the following principles that guide Barclays business:

 

  i) Winning together
  Doing what is right for Barclays, its teams and colleagues to achieve collective and individual success

 

  ii) Best people
  Developing talented colleagues and differentiating remuneration to reflect performance
  Doing what is needed to ensure a leading position in the global financial services industry

 

  iii) Customer and client focus
  Understanding what customers and clients want and need and then serving them brilliantly

 

  iv) Pioneering
  Driving new ideas, especially those that make Barclays profitable and improve control
  Improving operational excellence
  Adding diverse skills to stimulate new perspectives and bold steps

 

  v) Trusted
  Acting with the highest levels of integrity to retain the trust of customers, shareholders, other external stakeholders and colleagues
  Taking full responsibility for decisions and actions
  Reflecting the operation of independent, robust and evidence based governance and control and complying with relevant legal and regulatory requirements

The Committee keeps under review the Remuneration Policy and arrangements as detailed in this report to ensure that Barclays programmes remain competitive and provide appropriate incentive for performance.

Remuneration decisions

The Remuneration Policy provides a framework for the Committee in carrying out its work, including remuneration decisions in relation to executive Directors.

One of the core elements of Barclays approach is to deliver remuneration that is affordable and appropriate in terms of value allocated to shareholders and employees, with full consideration also being given to other relevant stakeholders such as customers, regulators and governments. When making remuneration decisions, Barclays balances the views of these stakeholders with the need to be able to attract, retain and incentivise talent in a competitive market.

A continued focus during 2010 has been to ensure that our approach to discretionary remuneration is structured in accordance with the FSA’s Remuneration Code (the FSA Code) and the Financial Stability Board Implementation Standards. Work has also continued to ensure that aggregate performance award decisions balance a number of factors including the need to continue to strengthen capital ratios, to invest in the business, to grow the dividend and to protect the business franchise.

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Corporate governance

Remuneration report continued

 

 

 

At an aggregate level, in order to ensure that a link is maintained between pay and performance, performance award decisions are made by reference to a number of quantitative and qualitative measures and are determined at the discretion of the Committee. During 2010 the role of the risk and compliance functions in remuneration governance was enhanced, building on the work done in 2009. As well as offering regular updates to the Committee on risk-adjusted business performance and the Group's risk profile, the risk function also reviewed remuneration frameworks, aggregate performance award proposals and new incentive plan design proposals from a risk management perspective. The risk function also proposed risk-adjusted metrics for use in long term incentive plans and reviewed malus provisions (including those for executive Directors).

A key element of linking pay and performance on an individual basis is the robust performance assessment framework operated across the Group. Employee behaviours are considered in the context of the principles that guide Barclays business, as set out in our Remuneration Policy. The extent to which employee behaviours accord with these standards is assessed as part of the performance assessment framework, which includes an examination of the employee's performance from both financial and non-financial perspectives. Performance against these areas helps to reinforce appropriate behaviours and so mitigate operational and reputational risks. The resulting performance ratings have a direct impact on all individual remuneration decisions. In 2010, compliance with risk and control frameworks has been further enhanced within Barclays performance assessment process.

The exercise of informed discretion plays an important role in the assessment of performance in the context of all our remuneration decisions, rather than using a formulaic approach which could incentivise inappropriate behaviours.

Remuneration Policy governance

To ensure appropriate operation of the Remuneration Policy, the Committee has established frameworks for the governance of remuneration in each of the major businesses and for the Group as a whole. The frameworks are forward looking and are based on financial metrics to assist with the planning and management of remuneration in each of the key businesses. These frameworks incorporate metrics consistent with delivering the strategy of the businesses. The Committee exercises judgement in the application of the frameworks to promote the long term success of the Group for the benefit of shareholders. The current frameworks set out key financial ratios achieved by Barclays and its competitors and are used by the Committee to inform its decision-making process when approving aggregate remuneration spend, including performance awards. The Committee also approves strategic investment for new hires, and the remuneration arrangements of any employee with annual total remuneration equal to or in excess of a pre-determined threshold as stated in the Committee terms of reference (£750,000 in 2010). In addition, the remuneration of Code Staff is also reviewed by the Committee. Code Staff are the Group's employees whose professional activities could have a material impact on the Group's risk profile, including senior risk and compliance officers. The remuneration of Code Staff is subject to the remuneration principles of the FSA Code. References to the structure of remuneration for Code Staff in this report exclude Code Staff whose total remuneration falls within the FSA Code's de minimis provisions.

For individual remuneration decisions made by the Committee, including those for executive Directors and other key senior management, the Committee reviews each element of remuneration relative to performance and to the practice of other comparable organisations. Remuneration is benchmarked against the markets in which we compete for talent. This includes benchmarking against other leading international banks and financial services organisations and other companies of a similar size to Barclays in the FTSE 100 Index.

Given the materiality of Barclays pension arrangements, the Committee operates a specific framework for the management of pensions to ensure proper oversight. The Global Retirement Fund Governance Framework is operated to ensure best practice in respect of regulatory compliance, governance, investment and administration. As set out in the Committee's 2009 report, Barclays closed its UK Final Salary pension schemes to future accrual with effect from 31st March 2010 in order to reduce current and future UK pension liability risk and to ensure that our pension arrangements are sustainable and affordable over the long term. Details of the pension arrangements in place for executive Directors are set out on page 173.

Regulation

Barclays is committed to the maintenance of robust remuneration arrangements that are in accordance with regulatory requirements including the FSA Code. Table 3 sets out some of the ways that we fulfil this commitment.

Table 3: Remuneration regulation

 

 Regulatory  area    Barclays practice
 Scope and application    Code Staff identified and made aware of the implications of their status
      
 Governance    Committee scope widened to review the remuneration of Code Staff. Terms of reference updated in 2010 to reflect this
      
 Capital    Quantum of variable remuneration in 2010 considered in the context of capital planning. Capital efficiency is a key goal in the design of new remuneration plans. Deferred incentive awards for Code Staff and other senior executives for 2010 include contingent capital awards, which are subject to a vesting condition linked to Barclays Group Core Tier 1 capital ratio
      
 Guarantees    The policy is that guarantees are used only in exceptional circumstances in the case of new hires and for one year
      

 Risk-focused

 remuneration policies

   Barclays policies, procedures and practices promote sound risk management. This is embodied in the Remuneration Policy and Barclays Guiding Principles. Risk and remuneration are linked in Barclays through governance processes, performance award funding, the performance assessment process, performance metric selection, deferral structures, and malus and prudent financial control provisions
      

 Deferral and payment

 in Barclays shares

   In accordance with the FSA Code, deferral rates for Code Staff of up to 60% of annual performance incentives apply. Deferred incentive awards for Code Staff for 2010 include awards in Barclays shares and contingent capital awards. In addition, for Code Staff 50% of non-deferred incentives for 2010 are awarded as Barclays shares subject to a six month holding period. Code Staff are also subject to a shareholding guideline. For other employees a proportion of annual performance incentives is deferred on a graduated basis
      

 

 


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Employees’ annual remuneration

The Remuneration Policy applies the same overarching principles and practices to all employees, including executive Directors and other Code Staff, though the exact structure and quantum of individual packages varies by business, geography and role.

 

 

Table 4 summarises the key elements of Barclays remuneration arrangements.

Table 4: Key elements of Barclays remuneration arrangements

 

Element   Strategic purpose   Programme summary

 

Base salary

 

 

To attract, retain and incentivise talent in a competitive market

 

 

–     Reviewed annually

–     Salaries for all roles are determined with reference to relevant market practice

–     All employees’ salaries are benchmarked against the appropriate market

 

Annual performance incentive

 

 

To incentivise the delivery of annual goals at Group, business, team and individual levels

 

 

–     Annual performance incentives are awarded on a discretionary basis, based on Group, business, team and individual performance

–     The aggregate level of annual performance incentives is determined by reference to Group and business unit metrics. These include a range of risk-adjusted financial metrics including profit before tax (PBT) and return on risk weighted assets (RoRWA)

–     Individual annual performance incentives are strongly differentiated based on individual performance (both financial and non-financial). Adherence to applicable risk and control frameworks is part of performance assessment

–     The structure of individual annual performance incentives may vary based on amount, and may include cash and deferred incentive awards. Details on deferred incentive awards are set out below

–     50% of non-deferred annual performance incentives for 2010 for executive Directors (100% of non-deferred for Mr Diamond) and other Code Staff is in the form of Barclays shares subject to a six month holding period

 

Deferred incentive awards and long term incentive awards

 

 

Deferred incentive awards are designed to align performance with shareholder value and increase retention for senior employees

 

 

 

 

Long term incentive awards reward execution against the Group strategy and the creation of sustained growth in shareholder value. The awards are designed to align the most senior employees’ goals with the long term success of Barclays

 

 

–     Employees who are awarded an annual performance incentive over a threshold level (as determined each year by the Committee) receive part of the award as a deferred incentive award dependant on future service (including awards in Barclays shares)

–     60% of 2010 annual performance incentives for executive Directors is deferred (72% for Mr Diamond), and for other Code Staff 60% is deferred (40% for annual performance incentives of no more than £500,000). For other employees a graduated system is operated so that those who receive higher value annual performance incentives receive more of the award as a deferred incentive award

–     The most senior employees in Barclays may also receive long term incentive awards. Long term incentive awards are subject to risk-adjusted performance conditions, normally measured over a three year performance period

–     The vesting of long term incentive awards is subject to the discretion of the Committee to ensure that awards only vest for appropriate performance. Delivery of vested long term incentive awards includes awards in Barclays shares

–     Vesting of both deferred incentive awards and long term incentive awards is subject to malus and prudent financial control provisions in accordance with the FSA Code

–     Barclays operates a number of deferred incentive award plans and long term incentive plans. Details of the principal plans under which awards were made in 2010 are included in Table 24 and new plans proposed for 2011 in Table 25

–     Deferred incentive awards for 2010 for executive Directors, other Code Staff and other senior executives will include awards in the form of contingent capital awards, which are subject to a vesting condition that Barclays Group Core Tier 1 capital ratio is at least 7% on the vesting date

 

Retirement benefits

(or cash allowance)

 

 

To provide a market competitive post-retirement benefit

 

 

–     Barclays provides retirement benefit arrangements to employees across the Group, with appropriate consideration of market practice and geographical differences

 

Other benefits

 

 

To provide market competitive benefits

 

 

–     Benefits vary by role and may include private medical insurance, life and disability cover and car allowance, with appropriate consideration of market practice and geographical differences

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172            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Corporate governance

Remuneration report continued

 

 

 

Executive Director remuneration

During 2010 the Committee undertook a full review of the pay structure for executive Directors. Pay and employment conditions elsewhere in the Group are taken into account by the Committee in determining the remuneration packages for executive Directors. The general approach is the same across the Group, namely decisions are made on a total remuneration basis against the relevant market. We also seek to provide market competitive retirement and other benefits.

 

Table 5 sets out the executive Directors’ remuneration. The remuneration related to 2010 performance for Mr Diamond relates to his role as Chief Executive of the Corporate and Investment Banking, and Barclays Wealth businesses. The proposed long term incentive award for Mr Diamond relates to his performance as Barclays Chief Executive from 2011. Table 6 sets out the annual base salaries for executive Directors. Table 7 sets out the executive Directors’ retirement and other benefits.

 

Mr Varley stepped down as Chief Executive, and from the Barclays Boards and the Group Executive Committee, on 31st December 2010. Since 1st January 2011 Mr Varley has been a senior advisor on regulatory matters to Mr Diamond and to the Barclays Boards. This is expected to continue until 30th September 2011. Mr Varley is not eligible for an annual performance incentive for 2011. Mr Varley’s other terms and conditions of employment continue in accordance with his service contract.

 

On 1st January 2011, Mr Diamond replaced Mr Varley as Chief Executive. With effect from 1st January 2011, Mr Diamond’s remuneration arrangements reflect his new responsibilities as Chief Executive. The remuneration arrangements were benchmarked against a peer group of global universal banks, industrial companies and financial services institutions. Mr Diamond’s base salary increased to £1,350,000 and his annual performance incentive award opportunity and long term incentive award opportunity are shown below. Mr Diamond is also entitled to benefits that are consistent with his role as Chief Executive, including private medical insurance, car allowance, accommodation when required for business purposes, relief in the event of double taxation and other benefits in line with his service contract.

 

Annual performance incentive

The maximum annual performance incentive opportunity for executive Directors is tailored to the relevant market; this is typically 250% of base salary. The annual performance incentive award is made by reference to

  

a qualitative and quantitative assessment of performance. Both financial and non-financial performance is considered. Financial performance is assessed by reference to key financial metrics including PBT, return on equity (RoE) and RoRWA. Non-financial performance is assessed by reference to factors including franchise health, employee opinion surveys and customer satisfaction. The annual performance incentive for 2010 for Mr Diamond reflects the strong absolute and relative performance of the Corporate and Investment Banking, and Barclays Wealth businesses in 2010. The annual performance incentive for 2010 for Mr Lucas reflects his strong personal contribution in 2010 and the improvement in the profitability of Barclays Group.

 

The structure of the 2010 annual performance incentive is in accordance with the FSA Code. It is proposed to be delivered in three elements for Mr Varley and Mr Lucas: 20% in cash, 20% in Barclays shares which are subject to a six month holding period and 60% in the form of a deferred incentive award. Mr Diamond’s 2010 annual performance incentive is proposed to be delivered 28% in Barclays shares which are subject to a six month holding period and 72% in the form of a deferred incentive award.

 

Deferred incentive awards

It is proposed that the 2010 deferred incentive awards (as set out in Table 5) will be made under the Share Value Plan (SVP), for which shareholder approval is being sought at the 2011 AGM to enable participation by the executive Directors. 50% of the deferred incentive awards will be in the form of awards over Barclays shares. 50% will be in the form of contingent capital awards (under the Contingent Capital Plan (CCP) schedule to the SVP). No consideration is payable by the executive Directors to receive the awards.

 

The awards normally vest in three equal portions on each of the first, second and third anniversaries of the grant subject to malus and prudent financial control provisions. The vesting of the contingent capital awards is also subject to the condition that the Barclays Group Core Tier 1 capital ratio is at least 7% at vesting. Details of the SVP and the CCP are in the Notice of Meeting for the 2011 AGM at www.barclays.com/investorrelations.

 

Long term incentive awards

The maximum annual value at time of award of long term incentive awards for executive Directors is tailored to the relevant market; this will not normally exceed 500% of base salary. It is proposed that 2011 long term incentive awards (as shown in Table 5) will be granted to Mr Diamond and

Table 5: Executive Directors’ remuneration

 

      John Varley              Robert E Diamond Jr            Chris Lucas          
     2010
£000
     2009
£000
    2010
£000
    2009
£000
       2010
£000
       2009 
£000 
 

  Base salary

     1,100         1,100        250        250           763           650    

  Annual performance incentive (cash)

     550         0        0        0           360             

  Total - cash remuneration related to the year

     1,650         1,100        250        250           1,123           650    

  Annual performance incentive (shares)

     550         0        1,800        0           360             

  Deferred incentive award

     1,650         0        4,700        0           1,080           1,500    

  Total - other remuneration related to the year and deferred incentives

     2,200         0        6,500        0           1,440           1,500    
                   

  Total remuneration related to the year and deferred incentives

     3,850         1,100        6,750        250           2,563           2,150    
                   

  Long term incentive award (contingent on future performance)

     0         0        2,250        6,000           1,333           1,000    

Table 6: Base salary

 

    

Base salary at
31st December
2010

£000

    

Base salary at
1st April
2011

£000

    Date of 
previous 
increase 
 

  John Varley

     1,100         1,100        1st April 2008    

  Robert E Diamond Jr

     250         1,350        1st March 1999    

  Chris Lucas

     800         800        1st April 2010    

From 1st January 2009 to 31st December 2010, Mr Diamond received his base salary in US dollars converted from sterling into US dollars using an average sterling/US dollar exchange rate for 2008 of 1.86. From 1st January 2011, Mr Diamond will receive his base salary of £1.35m in sterling. Mr Varley’s base salary due to be paid for 2011 will be £825,000 in total (based on a leaving date of 30th September 2011). Mr Varley is not eligible for an annual performance incentive for 2011.

 


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Mr Lucas under the Barclays Long Term Incentive Plan (Barclays LTIP), for which shareholder approval is being sought at the 2011 ACM. The amount shown in Table 5 is the value at grant of the proposed awards (based on 33% of the maximum number of shares subject to the award).

The 2011 Barclays LTIP awards are proposed to be in the form of awards over Barclays shares. No consideration is payable by the executive Directors to receive the awards. The 2011 awards will only vest if the performance condition is satisfied after a three year period and subject to malus and prudent financial control provisions. For 2011 awards, 50% of the Barclays shares will be releasable at the end of the three year vesting period, and 50% of the Barclays shares (after payment of tax) will be subject to an additional 12 month holding period.

The performance condition for the proposed 2011 awards has been chosen to focus closely on execution of Barclays strategy which gives primacy to return on equity. The proposed metrics for 2011 awards are based on three weighted categories as follows:

 

Financial (60%): the primary performance metric is 3 year average RoRWA, and the secondary metric is PBT. RoRWA is a key driver of RoE and reflects the level of regulatory capital held by the business. PBT ensures absolute financial performance is considered

 

Risk (30%): the performance metric is loan loss rate. This encourages strong management of credit risk

 

Sustainability (10%): performance is assessed by the Committee against non-financial factors including customer satisfaction, employee opinion surveys and Barclays relationships with its regulators

The calibration proposed for the performance condition metrics for the 2011 awards, and further details on the Barclays LTIP, are in the Notice of Meeting for the 2011 ACM at www.barclays.com/investorrelations.

Pensions

Mr Varley ceased to be an active member of the Group's non-contributory UK defined benefit pension scheme from 31st March 2010. From 1st April 2010 Mr Varley receives a cash allowance of 25% of base salary in lieu of membership of a Group pension scheme. Until 31st December 2010 Mr Diamond participated in the Group's US defined benefit plans (the US Staff Pension Plan (a funded arrangement) and the US Restoration Plan (an unfunded arrangement)) which are both non-contributory. Mr Diamond also participated in the Barclays Bank PLC 401K Thrift Savings Plan and Thrift Restoration Plan, which are both defined contribution plans. The company contributions paid in respect of 2010 amounted to £13,588 (US$21,000). With effect from 1st January 2011, Mr Diamond receives a cash allowance of 50% of base salary in lieu of membership of a Group pension scheme. Mr Lucas receives a cash allowance of 25% of base salary in lieu of membership of a Group pension scheme.

Table 7 includes the pension benefits of the executive Directors. Mr Varley also has a defined contribution benefit of £599,568 (as at 31st December 2010) in respect of a previous transfer from a freestanding AVC arising from his personal contributions only. Pension accrued during 2010 (including increase for inflation) represents the change in accrued pension during the year including inflation at the prescribed UK rate of 5%. Pensions paid from the UK defined benefit pension scheme are reviewed annually and increase by a minimum of the increase in the retail prices index (capped at 5%), subject to the scheme rules. As a result of the closure of the UK defined benefit scheme to future accrual from 31st March 2010, Mr Varley has a negative pension accrued during 2010 when inflation is excluded. Pension accrued for Mr Varley during 2010 includes a pro-rated deferred pension increase that was granted on 1st October 2010. The increase in Mr Varley's pension transfer value during 2010 is primarily due to being one year nearer to the assumed retirement age. The increase in Mr Diamond's pension transfer value during 2010 is also primarily due to being one year nearer to the assumed retirement age. The other main factors for Mr Diamond's increase were a change in the assumptions used to calculate transfer values and a fall in the average exchange rate since 2009.

Other benefits

Executive Directors are provided with benefits including private medical insurance, life and income protection cover, the use of a company-owned vehicle or the cash equivalent, use of a company driver where required for business purposes, tax advice and accommodation when required for business purposes. No executive Director has an expense allowance. Table 7 includes the benefits received by the executive Directors.

Performance-linked remuneration

Each element of remuneration has a specific role in achieving the aims of the Remuneration Policy. The combined potential remuneration from annual performance incentive, deferred incentive awards and long term incentive awards outweighs the other elements and is subject to individual and Group performance, thereby placing the majority of potential remuneration at risk. Table 8 shows the average proportions of fixed and variable remuneration over the last 3 years. Table 8 incorporates salary and benefits, the increase in transfer value of accrued pension or annual cash in lieu of pension, annual performance incentive comprising cash and share incentives, deferred incentive awards and the fair value of long term incentive awards.

Table 8: Average fixed and variable remuneration over the last three years

 

      Fixed            Variable          
            Cash        Shares   

  Executive Directors

        

  John Varley

     82%         9%           9%    

  Robert E Diamond Jr

     9%         14%           77%    

  Chris Lucas

     28%         9%           63%    
 

Table 7: Pension provision and other benefits

 

   

Age at 31st

December
2010

    Completed
years of
service
   

Accrued

pension

at 31st

December

2009

£000

   

Pension

accrued

during 2010
(including

increase for

inflation)

£000

   

Pension

accrued

during

2010
(excluding

inflation)
£000

  

Accrued

pension

at 31st

December
2010

£000

    

Transfer

value of

accrued
pension

at 31st

December

2009

£000

    

Transfer

value of

accrued

pension

at 31st

December

2010

£000

    

Increase

in transfer

value during

2010

£000

    

2010

cash in
lieu of

pension

£000

 

 John Varley

    54        28        619        26      (5)      645         17,015         18,256         1,241         206   

 Robert E Diamond Jr

    59        14        58        5      2      63         383         473         90           

 Chris Lucas

    50        3                                                         191   
                        
   

Other

benefits

2010

£000

   

Other

benefits

2009

£000

   

Sub-total*

2010 

£000 

   

Sub-total*

2009 

£000 

                                        

 John Varley

    54        23        2,460        1,123      * Sub-total calculated in accordance with Schedule 8 of the Large and   

 Robert E Diamond Jr

    268        134        2,318        384        Medium-sized Companies and Groups (Accounts and Reports) Regulations   

 Chris Lucas

    25        19        1,699        832        2008 (total of base salary, annual performance incentive (cash), annual   
            performance incentive (shares), pension cash allowance and other benefits)   

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Corporate governance

Remuneration report continued

 

 

Outstanding share plan and long term incentive plan awards

Barclays operates a number of share plans to align the interests of employees with shareholders and the execution of Group strategy over the longer term. Table 9 summarises the interests of each executive Director in each plan, and Table 10 summarises the three year performance conditions set at grant for outstanding Performance Share Plan (PSP) cycles. The interests shown are the maximum number of Barclays shares that may be received under each plan. Executive Directors do not pay for any share plan award.

For PSP, at the end of each performance period independent confirmation is provided to the Committee of the extent to which each performance condition has been met. In relation to the 2006-2008 PSP awards, after consultation with the Committee in 2009, the participating executive Directors wrote to the PSP trustee to request that it defer the exercise of

its discretion to release shares to them for a further two year period subject to continued employment and an assessment by the Committee that the financial performance of the Group was satisfactory, including the declaration of at least one dividend. The maximum number of Barclays shares that may be released was determined in 2009 and was fixed as set out in Table 9. The Committee reviewed the performance conditions in February 2011 taking account of factors including profit performance, capital ratios, share price and payment of dividends. The Committee recommended that the number of Barclays shares shown in Table 9 be released in March 2011.

In relation to the 2007-2009 PSP awards, the executive Directors agreed to voluntary clawback arrangements to operate for a two year period following the vesting of the awards. By this voluntary agreement, the executive

 

Table 9: Outstanding share plan and long term incentive awards

 

    

 

Number of shares
under award/option
at 1st January  2010
(maximum)

     Number of shares
awarded in year
(maximum)
     Market price
on award date
     Weighted average
exercise price
     Number of shares
released/exercised
     

  John Varley

                

  PSP 2006-2008

     232,855                 £6.75                     

  PSP 2007-2009

     504,294                 £7.08                 (252,147  

  PSP 2008-2010

     812,412                 £4.25                     

  ISOP

     944,655                         £4.46             

  Sharesave

     3,735                         £4.70             

  ESAS

     430,969                                 (276,784    

  Robert E Diamond Jr

                

  PSP 2006-2008

     1,164,273                 £6.75                     

  PSP 2007-2009

     2,878,686                 £7.08                 (1,439,343  

  PSP 2008-2010

     2,031,030                 £4.25                     

  PSP 2010-2012

             5,563,902         £3.55                     

  ISOP

     575,008                         £4.42             

  ESAS

     3,365,882                                 (666,667    

  Chris Lucas

                

  PSP 2007-2009

     255,396                 £7.08                 (127,698  

  PSP 2008-2010

     541,608                 £4.25                     

  PSP 2009-2011

     1,598,046                 £2.34                     

  PSP 2010-2012

             927,318         £3.55                     

  Sharesave

     3,735                         £4.70             

  ESAS

     44,006         602,756                               

 

Numbers shown for ESAS above represent provisional allocations that have been awarded. Numbers shown as aggregate ESAS amounts may also include shares under option as at 31st December 2010. Nil cost options are normally granted under mandatory ESAS awards at the third anniversary of grant and are exercisable (over initial allocation and two-thirds of    bonus shares) typically for two years. The aggregate exercise price of a nil cost option is £1. At the fifth anniversary of the provisional allocation the nil cost options normally lapse and the shares (including bonus shares) are released at the discretion of the ESAS trustee. In 2010, no nil cost options were granted to the executive Directors. Nil cost options (granted

Table 10: Performance conditions attaching to the share plans in which the executive Directors participate

 

Scheme  

 

Performance
period

   Performance measure   Target    

PSP

 

2010-2012

   50% of award calibrated against TSR  

33% of maximum award released for above median performance (6th place) with 100% released in 1st place and a scaled basis in between

 

 

 
        
        

50% average RoRWA

 

 

17% of maximum award released for 0.83% scaled to a maximum award at 1.46%

 

 
 

2009-2011

  

50% of award calibrated against TSR

 

 

  As above  
        
        

50% average RoRWA

 

 

17% of maximum award released for 0.83% scaled to a maximum award at 1.34%

 

 
 

2008-2010

  

50% of award calibrated against TSR

 

 

  As above  
        
         50% of award calibrated against cumulative EP over the three-year performance period   33% of the maximum award released for £6,921m scaled to 100% of maximum award at £8,350m  
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10               175   

 

 

 

 

Directors will repay the value of the Barclays shares at the end of the two year period (after deduction of taxes paid) should a dividend not be paid during the two year period or the Committee judges that the financial health of the business has deteriorated significantly over the two year period.

In relation to the 2008-2010 PSP awards, the underpin (as shown in Table 10) was satisfied, the TSR condition was met but the Economic Profit (EP) condition was not met. As a result, the awards vested in March 2011 at 0.5 times the initial award (maximum is 3 times).

For the 2009-2011 and 2010-2012 PSP awards the performance measures are relative TSR and RoRWA. TSR was selected to align performance with Barclays shareholders. RoRWA was selected as a risk-adjusted performance measure to reflect the Group’s stated goal of focus on returns over growth.

Calibration of performance measures is agreed ahead of each award by the Committee supported by a working team with representatives from Human Resources, Finance and Risk. This process includes an assessment of relevant data including financial targets, analyst forecasts, internal and external views of comparator future performance levels, shareholder views and value and broader economic trends. All performance measures are calibrated to include a significant level of stretch to attain maximum payout.

All awards and releases are recommended by the Committee to the independent trustee and are subject to trustee discretion. The trustee may also release to participants dividend shares which represent accumulated dividends (net of withholding tax) in respect of the Barclays shares under awards that vest. During 2010 Barclays highest share price was £3.83 and the lowest was £2.55. The Barclays share price at year end was £2.62.

 

 

Market price

on release/

exercise date

  Number of shares
lapsed in 2010
    Number of shares
under award/option at
31st December 2010
(maximum)
    Vested number of
shares under option
    Value of
release/exercise
    End of three-year
PSP performance
period, or first
exercise/scheduled
release date
   

Last exercise/   

scheduled   

release date   

 
           232,855                      31/12/2008        01/03/2011      
£3.48     (252,147                   £0.88m        31/12/2009        15/03/2010      
           812,412                      31/12/2010        01/03/2011      
    (246,431     698,224        698,224               18/05/2003        30/09/2012      
           3,735                      01/10/2011        30/03/2012      
£3.48            154,185               £0.96m        15/03/2010        21/03/2012      
   
           1,164,273                      31/12/2008        01/03/2011      
£3.48     (1,439,343                   £5.01m        31/12/2009        15/03/2010      
           2,031,030                      31/12/2010        01/03/2011      
           5,563,902                      31/12/2012        16/03/2013      
           575,008        575,008               12/03/2004        22/03/2014      
£3.48            2,699,215               £2.32m        15/03/2010        20/03/2013      
   
£3.48     (127,698                   £0.44m        31/12/2009        15/03/2010      
           541,608                      31/12/2010        01/03/2011      
           1,598,046                      31/12/2011        27/04/2012      
           927,318                      31/12/2012        16/03/2013      
           3,735                      01/11/2014        30/04/2015      
           646,762                      20/03/2011        16/03/2015      
   

 

in 2008) lapsed during the year. Mr Varley held nil cost options over 206,934 shares under ESAS as at 1st January 2010, and none as at 31st December 2010. The first and last exercise dates were 7th March 2008 and 1st March 2011 respectively. Mr Varley received 45,191 dividend shares and Mr Diamond received 83,541 dividend shares from ESAS

awards released during the year (share price on release date was £3.48). On release of the 2007-09 PSP awards, Mr Varley received 28,555 dividend shares, Mr Diamond received 163,002 dividend shares and Mr Lucas received 14,462 dividend shares (share price on release date was £3.48).

 

 

TSR peer group constituents         

Actual   

performance   

 

UK

    

 

Mainland Europe

    

 

US

    

 

Underpin

 
HSBC      Banco Santander, BBVA, BNP Paribas, Credit Suisse, Deutsche Bank, Société Générale, Unicredit     

Bank of America,

JP Morgan Chase,

Morgan Stanley

     Committee must be satisfied with the underlying financial health of the Group after considering EP and PBT on a cumulative basis over the three year period  

To be determined   

at vesting in   

March 2013   

                
                          
HSBC, Lloyds Banking Group, Royal Bank of Scotland      Banco Santander, BBVA, BNP Paribas, Deutsche Bank, UBS, Unicredit     

Citigroup,

JP Morgan Chase

     As above  

To be determined   

at vesting in   

March 2012   

                
                          
HBOS, HSBC, Lloyds TSB, Royal Bank of Scotland      As above (2009-11)      As above      Cumulative EP over performance period must exceed cumulative EP over previous three years  

The performance   

condition was   

partially met   

                
                          

LOGO

 


Table of Contents
176            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Corporate governance

Remuneration report continued

 

 

 

Shareholding guideline

The Committee guideline provides that executive Directors should hold Barclays shares worth, as a minimum, the higher of two times base salary or average of total remuneration over the last three years. Executive Directors have five years from their appointment to meet this guideline and a reasonable period to build up to the guideline again if it is not met because of a share price fall.

Service contracts

The Group has service contracts with its executive Directors which do not have a fixed term but provide for a notice period from the Group of 12 months and normally for retirement at age 65. Executive Directors’ contracts allow for termination with contractual notice from the Group or, in the alternative, termination by way of payment in lieu of notice (in phased instalments) which are subject to contractual mitigation. In the event of gross misconduct, neither notice nor a payment in lieu of notice

will be given. The Committee’s approach when considering payments in the event of termination is to take account of the individual circumstances including the reason for termination, contractual obligations and share plan and pension scheme rules.

The Committee has reviewed its approach to executive Director service contracts in light of best practice and regulatory and corporate governance developments. The Committee does not intend to include automatic contractual incentive payments upon termination in relation to executive Director appointments going forward. Automatic contractual incentive payments upon termination are not included in Mr Diamond’s contract. Mr Varley is not eligible for a 2011 annual performance incentive.

Details of executive Director contract terms are shown in Table 12 and details of fees for external appointments in Table 13.

 

 

Table 11: Interests in Barclays PLC shares

 

     

At 1st

January 2010

    

At 31st

December 2010

 
    

Beneficial

 

    

Non-

beneficial

 

    

Beneficial

 

    

Non-   

beneficial   

 

 

John Varley

     622,418                 981,476         –      

Robert E Diamond Jr

     8,333,810                 10,292,671         –      

Chris Lucas

     101,697                 188,476         –      
   

Beneficial interests include shares held either directly, or through a nominee, spouse, or children under 18. They include any interests held through Sharepurchase. Non-beneficial interests include any interests in shares where the executive Director holds the legal, but not beneficial interest. As at 4th March 2011, Mr Diamond’s beneficial interest was 12,678,784 Barclays shares, which includes 2,111,561 Barclays shares released to Mr Diamond on 1st March 2011 in respect of prior years’ deferred and long term incentive awards, and 274,552 Barclays shares awarded on 1st March 2011 for 2010 performance. As at 4th March 2011, Mr Lucas’s beneficial interest was 290,800 Barclays shares, which includes 46,905 Barclays shares released to Mr Lucas on 1st March 2011 in respect of a prior year’s long term incentive award, and 55,419 Barclays shares awarded on 1st March 2011 for 2010 performance. There were no changes in the non-beneficial interests in the period 31st December 2010 to 4th March 2011.

Table 12: Contract terms

 

     Effective date      Notice period
from the Company
    Potential compensation for loss of  office

John Varley

     2nd July 2010         12 months     

12 months base salary and continuation of  

medical and pension benefits whilst an employee.  

No entitlement to 2011 annual performance  

incentive  

 

Robert E Diamond Jr

     1st January 2011         12 months     

12 months base salary and continuation of  

medical and pension benefits whilst an employee.  

No automatic contractual entitlement to  

performance incentive on termination  

 

Chris Lucas

     1st April 2007         12 months     

12 months base salary, annual performance  

incentive equivalent to the average of the previous  

three years annual incentives (up to 100% of base  

salary) and continuation of medical and pension  

benefits whilst an employee  

 

Table 13: Fees for external appointments

 

         2010      2009  
   
     Organisation     Fees     

Fees

retained

     Fees     

Fees  

retained  

 

John Varley

   British Grolux Investments Limited       £8,134         £8,134         £8,061         £8,061     
   AstraZeneca PLC       £98,750         £98,750         £95,000         £95,000     
   International Advisory Panel of the Monetary Authority of Singapore       £4,745         £4,745         £0         £0     
   

Any other positions held by the executive Directors do not attract fees.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           177   

 

 

 

 

Group Chairman, Deputy Chairman and non-executive Directors

The Group Chairman, Deputy Chairman and non-executive Directors receive fees which reflect the individual responsibilities and membership of Board Committees. Fees are reviewed each year by the Board. Fees were last increased in June 2008.

The first £20,000 of each non-executive Director's base fee and the Deputy Chairman's fee is used to purchase Barclays shares. These Barclays shares, together with reinvested dividends, are retained on behalf of the non-executive Directors until they retire from the Board.

Marcus Agius, Group Chairman, has a minimum time commitment to Barclays equivalent to 60% of a full-time role and he receives private health insurance in addition to his fees. Marcus Agius is not eligible to receive a performance incentive, nor participate in Barclays share plans or long term incentive plans nor will he participate in Barclays pension plans or receive any pension contributions. No other non-executive Director receives any benefits from Barclays.

Membership and Chairmanship of Board Committees as at 31st December 2010 and details of the fees received by the non-executive Directors during the year are set out in Table 14. Details of non-executive Director beneficial interests in Barclays shares are set out in Table 15.

 

 

Table 14: 2010 fees

 

    Chairman
£000
    Deputy
Chairman
£000
    Board
Member
£000
    Board
Audit
Committee
£000
    Board
Remuneration
Committee
£000
   

Board
Corporate
Governance
and

Nominations
Committee
£000

    Board Risk
Committee
£000
    Benefits
£000
    Total
2010
£000
   

Total

2009
£000

 

Fees (at 31st Dec 10)

                   

Full-year fee

    750        200        70                                                    

Committee Chair

                         60        40               40                        

Committee Member

                         25        15        15        15                        

Fees to 31st December 2010

                   

Group Chairman

                   

Marcus Agius

    Ch.                             M.        Ch.               1        751        751   

Non-executive Directors

                   

David Booth

                  M.                      M.        Ch.               125        85   

Sir Richard Broadbent

           DCh.        M.               Ch.        M.                      200        197   

Alison Carnwath

                  M.        M.        M.                             39          

Fulvio Conti

                  M.        M.                                    95        95   

Simon Fraser

                  M.        M.        M.                             110        83   

Reuben Jeffery III

                  M.                             M.               85        32   

Sir Andrew Likierman

                  M.        M.                      M.               110        110   

Dambisa Moyo

                  M.                             M.               50          

Sir Michael Rake

                  M.        Ch.               M.        M.               160        141   

Sir John Sunderland

                  M.               M.        M.                      115        108   

As Deputy Chairman, Sir Richard Broadbent receives a fee of £200,000 per annum. He does not receive any additional fees for serving on Board Committees or as Senior Independent Director. Sir John Sunderland is also a member of the Group Brand and Reputation Committee and receives a fee of £15,000 per annum. He was appointed as a member of the Group Brand and Reputation Committee with effect from 1st July 2009 and received fees of £7,500 in 2009. These fees are included in those shown above.

Table 15: Interests in Barclays PLC shares

 

    

At

1st January
2010 total
beneficial
interests

    

At 31st

December
2010

total
beneficial
interests

    

At 4th

March
2011 total
beneficial
interests

 

Group Chairman

        

Marcus Agius

     113,530         115,129         115,129   

Non-executive Directors

  

     

David Booth

     73,325         77,285         79,220   

Sir Richard Broadbent

     34,590         38,777         40,729   

Alison Carnwath

             40,000         41,203   

Fulvio Conti

     39,304         42,970         44,836   

Simon Fraser

     46,247         49,768         51,583   

Reuben Jeffery III

     26,173         65,244         67,691   

Sir Andrew Likierman

     23,007         27,031         29,001   

Dambisa Moyo

             2,826         4,630   

Sir Michael Rake

     15,127         18,954         20,845   

Sir John Sunderland

     79,775         83,277         85,107   

 

 

 

Dambisa Moyo was appointed as a non-executive Director with effect from 1st May 2010. Alison Carnwath was appointed as a non-executive Director with effect from 1st August 2010. Reuben Jeffery's beneficial interest as at 31st December 2010 comprised 15,000 American Depositary Shares and 5,244 Barclays PLC shares. On 15th February 2011, the non-executive Directors acquired ordinary shares pursuant to arrangements under which part of each non-executive Director's fee is used to buy Barclays PLC shares. Barclays PLC shares were acquired by each non-executive Director as follows: David Booth – 1,935; Sir Richard Broadbent – 1,952; Alison Carnwath – 1,203; Fulvio Conti – 1,866; Simon Fraser -1,815; Reuben Jeffery III – 2,447; Sir Andrew Likierman – 1,970; Dambisa Moyo – 1,804; Sir Michael Rake – 1,891 and Sir John Sunderland – 1,830. Reuben Jeffery's beneficial interest as at 15th February 2011 comprised 15,000 American Depositary Shares and 7,691 Barclays PLC shares. Except as described in this note, there were no changes to the beneficial or non-beneficial interests of non-executive Directors in the period 31st December 2010 to 4th March 2011.

 

LOGO

 


Table of Contents
178            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Corporate governance

Remuneration report continued

 

 

 

 

 

Letters of appointment

The Group Chairman, Deputy Chairman and non-executive Directors have individual letters of appointment. Each non-executive Director appointment is for an initial six year term, renewable for a single term of three years thereafter. The terms of the letters of appointment of each non-executive Director are shown in Table 16.

All non-executive Directors are standing for re-election at the 2011 ACM.

Table 16: Terms of letters of appointment

 

    

Effective

date

     Notice
period
from the
Company
    

Potential
compensation
for loss

of office

 

Group Chairman

        

Marcus Agius

     1st Jan 2007         12 months        

 

 

12 months

contractual

remuneration

  

  

  

Non-executive Directors

        

David Booth

     1st May 2007         6 months         6 months fees   

Sir Richard Broadbent

     16th July 2009         6 months         6 months fees   

Alison Carnwath

     1st Aug 2010         6 months         6 months fees   

Fulvio Conti

     1st Apr 2006         6 months         6 months fees   

Simon Fraser

     10th Mar 2009         6 months         6 months fees   

Reuben Jeffery III

     16th July 2009         6 months         6 months fees   

Sir Andrew Likierman

     1st Sep 2004         6 months         6 months fees   

Dambisa Moyo

     1st May 2010         6 months         6 months fees   

Sir Michael Rake

     1st Jan 2008         6 months         6 months fees   

Sir John Sunderland

     1st June 2005         6 months         6 months fees   

Former non-executive Directors

Mr Clifford resigned as a non-executive Director with effect from 30th September 2010. Mr Clifford did not receive a termination payment. Mr Clifford's remuneration for 2010 is shown in Table 17 and the terms of his letter of appointment are shown in Table 18.

Table 17: Former non-executive Director fees

 

    

Total

2010
£000

    

Total

2009
£000

 

Leigh Clifford

     103         123   

Mr Clifford is also a member of the Asia Pacific Advisory Committee and received fees of US$60,000 (2009: US$60,000). These fees are included in those shown above.

Table 18: Terms of letter of appointment

 

    

Effective

date

     Notice
period
from the
Company
    

Potential
compensation
for loss

of office

 

Leigh Clifford

     1st October 2004         6 months         6 months fees   
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           179   

 

 

 

Other remuneration disclosures

Five highest paid senior executive officers (excluding executive Directors)

As part of the Project Merlin agreement with the UK Government Barclays committed to disclose the 2010 remuneration of the five highest paid senior executive officers (in addition to the executive Directors). This is shown in Table 19. The senior executive officers shown in Table 19 are considered Key Management Personnel (i.e. those persons having authority and responsibility for planning, directing and controlling the activities of Barclays PLC (directly or indirectly)). The remuneration of the executive Directors is shown in Table 5.

Table 19: 2010 remuneration of the five highest paid senior executive officers (excluding executive Directors)

 

Five highest paid senior executive officers (excluding executive Directors)  
    

Individual 1

(£000)

    

Individual 2

(£000)

    

Individual 3

(£000)

    

Individual 4

(£000)

    

Individual 5 

(£000)

 

Fixed remuneration

     734          700          700          700          600    

Variable remuneration (cash)

     1,017          992          1,433          900          620    

Variable remuneration (shares)

     1,017          992          1,433          900          620    

Deferred remuneration (Contingent Capital Plan)

     4,070          3,968          2,150          1,350          930    

Deferred remuneration (Share Value Plan)

     4,070          3,968          2,150          1,350          930    

2010 remuneration and deferred incentives

     10,908          10,620          7,866          5,200          3,700    

Long term incentive award (outcome contingent on future performance)

     3,354          3,354          1,000          1,300          1,500    

Sign-on award

                                       

Severance award

                                       

Code Staff aggregate remuneration

Pages 168 to 176 and pages 180 to 182 include information required to be disclosed in accordance with the FSA’s prudential sourcebook for banks, building societies and investment firms (BIPRU) 11.5.18(1) to (5). The information in Tables 20 to 23 is provided in accordance with BIPRU 11.5.18(6) and (7). A total of 231 individuals were Code Staff in 2010. Code Staff are the Group's employees whose professional activities could have a material impact on the Group's risk profile.

Table 20: Aggregate 2010 remuneration of Code Staff by business

 

 

Barclays 

Capital 

(£m)

 

Barclays 

Corporate 

(£m)

 

Barclays 

Wealth 

(£m)

 

Global Retail 

Banking 

(£m)

 

Absa 

(£m)

 

Group  

Functions  

(£m) 

406    21    33    45      45 

Table 21: Aggregate 2010 remuneration of Code Staff by remuneration type

 

     Senior 
management 
(£m)
     Other 
Code Staff 
(£m)
 

Fixed remuneration

             53    

Variable remuneration (cash)

             79    

Variable remuneration (shares)

             68    

Deferred remuneration (Contingent Capital Plan)

     17          119    

Deferred remuneration (Share Value Plan and ESAS)

     18          125    

2010 remuneration and deferred incentives

     60          444    

Long term incentive award (outcome contingent on future performance)

     15          35    

Table 22: Additional 2010 disclosures on deferred remuneration of Code Staff

 

     Senior 
management 
(£m)
    Other 
Code Staff 
(£m)
 

Deferred unvested remuneration outstanding at the beginning of the year

     142         344    

Deferred remuneration awarded in year

     77         291    

Deferred remuneration reduced in year through performance adjustments

     (45     (46

Deferred remuneration vested in year

     (39     (118

Deferred unvested remuneration outstanding at the end of the year

     135         471    

Table 23: Other 2010 disclosures for Code Staff

 

     Senior 
management 
(£m)
    

Other 

Code Staff 
(£m)

 

Total sign-on awards

               

Total buy-out awards (five individuals)

               

Total severance awards (one individual)

             0.1    

Note to Table 22: There was no deferred vested remuneration outstanding at the end of the year. Code Staff are subject to a minimum shareholding guideline.

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180            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Corporate governance

Remurance report continued

 

 

 

Share plans and long term incentive plans

Barclays operates a number of share plans and long term incentive plans. The principal plans under which awards were made in 2010 are shown in Table 24 and new plans proposed for 2011 are shown in Table 25. Barclays has a number of employee benefit trusts which operate with these plans. In some cases the trustees grant awards and purchase shares in the market to satisfy awards as required, in others new issue or treasury shares may be used to satisfy awards where the appropriate shareholder approval has been obtained. The limits on the issue of new shares comply with the guidelines issued by the Association of British Insurers.

Table 24: Summary of principal share plans and long term incentive plans under which awards were made in 2010

 

Name of plan    Employees eligible    Executive
Directors
eligible?
   Delivery    Design details

Performance

Share Plan

(PSP)

  

Selected

employees. In 2010,

only executive

Directors received

PSP awards

   Yes   

Award of Barclays shares that

vests after three years, subject

to performance conditions and

trustee discretion

  

–     From 2011, it is proposed that the PSP is replaced by the Barclays LTIP (see Table 25)

–     Awarded on a discretionary basis with participation reviewed annually by the Committee

–     Barclays performance over three years determines the number of Barclays shares eligible for release to each participant

–     For awards made in 2010 performance conditions based on relative TSR and RoRWA

–     Dividends normally accumulated during vesting period

–     On cessation of employment, eligible leavers normally receive an award pro-rated for time and performance.

For other leavers awards will normally lapse. On change of control, awards may vest at the trustee’s discretion

Cash Value Plan

(CVP)

   All employees (excluding executive Directors) whose variable remuneration is above a set threshold    No    Deferred cash paid in three annual instalments over a three year period dependant on future service and subject to plan committee discretion   

–     Plan typically used for mandatory deferral of a proportion of variable remuneration where variable remuneration is above a threshold set annually by the Committee

–     Amount deferred increases on a graduated basis as variable remuneration increases

–     This plan typically works in tandem with the SVP (see below)

–     Awards vest over three years in equal annual tranches dependant on future service and subject to plan committee discretion

–     Participants may be awarded a service credit of 10% of the initial value of the award at the same time as the final instalment is paid subject to continued employment

–     Vesting is subject to malus and prudent financial control provisions in accordance with the FSA Code

–     On cessation of employment, eligible leavers normally receive an award subject to plan committee discretion. For other leavers awards will normally lapse. On change of control, awards may vest at the plan committee’s discretion

Share Value Plan

(SVP)

   As for CVP above    Executive Directors were not eligible for the SVP in 2010. Approval of the SVP for executive Director participation from 2011 is being sought at the 2011 AGM    Deferred Barclays shares released in three annual instalments over a three year period dependant on future service and subject to trustee discretion   

–     Plan typically used for mandatory deferral of a proportion of variable remuneration into Barclays shares where variable remuneration is above a threshold set annually by the Committee

–     Amount deferred increases on a graduated basis as variable remuneration increases

–     This plan typically works in tandem with the CVP (see above)

–     Awards vest over three years in equal annual tranches dependant on future service and subject to trustee discretion

–     Dividends that would normally be received may be awarded as additional Barclays shares and released alongside each tranche of the award

–     Vesting is subject to malus and prudent financial control provisions in accordance with the FSA Code

–     Change of control and leaver provisions are as for CVP (see above) subject to trustee discretion

–     In 2011 Barclays will add a schedule to SVP for cash-based awards to be granted on similar terms but with additional vesting conditions (known as the Contingent Capital Plan) (see Table 25)

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           181   

 

 

 

 

Table 24: Summary of principal share plans and long term incentive plans under which awards were made in 2010 continued

 

Name of plan    Employees eligible    Executive
Directors
eligible?
   Delivery  

Design details

Executive Share

Award Scheme

(ESAS)

   Selected
employees
   Yes    Deferred Barclays shares released
after three years subject to
trustee discretion
    From 2011, it is proposed that ESAS is replaced by SVP. Details of the SVP are included in Table 24 and further details are in the Notice of Meeting for the 2011 AGM which is online at www.barclays.com/investorrelations
             Discretionary award of a proportion of variable remuneration as Barclays shares. In addition to mandatory deferral, eligible employees may voluntarily defer additional amounts of variable remuneration awarded. In 2010 awards under ESAS were made on a limited basis as CVP and SVP were the principal mandatory deferral plans
             Subject to trustee discretion, the ESAS award vests after three years, at which point “bonus shares” equal to 20% of the value of the initial award may be released. If the participant does not withdraw the award shares until the fifth anniversary of the award date, a further 10% bonus shares may be released. Dividend shares may also be released by the ESAS trustee
                     Awards are subject to forfeiture if the participant leaves Barclays other than for eligible leaver reasons

Business unit

long term

incentive plans

  

Selected senior employees

(excluding

executive Directors) within each

business unit

   No   

Design varies by business unit,
awards vest after at least three
years, with additional deferral

after this period. Awards typically

vest 50% in cash and 50% in

Barclays share awards

    Awarded on a discretionary basis
             Risk-adjusted performance conditions vary by business unit to reflect individual business strategy
             Plans include a prudent financial control provision which gives the Committee power to alter the vesting of awards based on Group financial performance
                   Awards are subject to forfeiture if the participant leaves Barclays other than for eligible leaver reasons
Sharesave   

All UK, Ireland and

Spain employees

   Yes    Options over Barclays shares at
a discount of 20% with shares or
cash value of savings delivered
after 3 - 7 years
    HMRC approved in the UK and approved by the Revenue Commissioners in Ireland
             Opportunity to purchase Barclays shares at a discount price (currently at 20%) set on award date with savings made over 3, 5 or 7 year term
             Maximum individual saving of £250 per month (300 in Ireland, 225 in Spain)
             On cessation of employment eligible leavers may exercise options and acquire shares to the extent of their savings for 6 months
                   On change of control, participants may exercise options and acquire shares to the extent of their savings for 6 months
Sharepurchase   

All employees in

the UK

   Yes    Barclays shares and dividend/
matching shares held in trust
for 3 to 5 years
    HMRC approved plan
             Participants may purchase up to £1,500 of Barclays shares each tax year
             Barclays matches the first £600 of shares purchased by employees on a one for one basis
             Dividends received are awarded as additional shares
             Purchased shares may be withdrawn at any time (if removed prior to 3 years from award, the corresponding matching shares are forfeited). Matching shares must be held in trust for at least 3 years
             On cessation of employment participants must withdraw shares. Depending on reason for and timing of leaving matching shares may be forfeited
                     On change of control, participants are able to instruct the Sharepurchase trustee how to act or vote on their behalf

Global

Sharepurchase

  

Employees in

certain non-UK

   Yes   

Barclays shares and dividend/

matching shares held in trust

for 3 to 5 years

 

  Global Sharepurchase is an extension of the Sharepurchase plan offered in the UK
          

  Operates in substantially the same way as Sharepurchase (see above)

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Corporate governance

Remuneration report continued

 

 

 

Table 25: Summary of new deferred incentive plans and long term incentive plans under which awards will be made in 2011

 

Name of plan    Employees eligible    Executive
Directors
eligible?
   Delivery  

Design details

Contingent
Capital Plan
(CCP)
  

Selected

employees

  

Yes
(subject to
shareholder

approval at

2011 AGM)

  

Deferred cash paid in three
annual instalments over a three
year period, subject to the Group

Core Tier 1 capital ratio being

above a specified threshold.
Vesting is also dependant on
future service and subject to plan
committee discretion

    In 2011 Barclays will add a schedule to the SVP (see Table 24) for cash-based awards to be granted on similar terms to the SVP but with additional vesting conditions.
             Broadly similar provisions to the SVP apply to the CCP

 

(The CCP is
a schedule to
the SVP)

             The CCP will typically be used for mandatory deferral of a proportion of variable remuneration for executive Directors, other Code Staff and senior management
             Awards vest over three years in equal annual tranches dependant on future service and subject to plan committee discretion
             The vesting of contingent capital awards is subject to the condition that the Group Core Tier 1 capital ratio is equal to or exceeds a predetermined threshold at vesting. For 2011 awards the threshold is proposed as 7%
             Vesting is also subject to malus and prudent financial control provisions in accordance with the FSA Code
             When a contingent capital award vests an additional discretionary benefit may be awarded equivalent to a coupon. For 2011 awards, this is proposed as 7% on the award amount (on an annualised and non-compounded basis)
             As for the SVP, on cessation of employment, eligible leavers normally receive an award subject to plan committee discretion. For other leavers awards will normally lapse. On change of control, awards may vest at the plan committee's discretion
                     Details of the CCP are included in the Notice of the Meeting for the 2011 AGM which is online at www.barclays.com/investorrelations

Barclays
Long Term

Incentive Plan
(Barclays LTIP)

   Selected
employees
  

Yes
(subject to

shareholder
approval at

2011 AGM)

  

Award over Barclays shares or
over other capital instruments,

subject to performance
conditions and Committee/

trustee discretion

    Awarded on a discretionary basis with participation reviewed by the Committee
             Awards will only vest if the performance condition is satisfied over a three year period
             Vesting will be subject to malus and prudent financial control provisions in accordance with the FSA Code
             For proposed awards made in 2011, 50% of Barclays shares will be released at the end of the three year period, and 50% (after payment of tax) will be subject to an additional 12 month holding period
             The performance condition for the proposed 2011 awards has been chosen to focus closely on execution of Barclays strategy including return on equity. The proposed metrics for 2011 are based on three weighted categories as set out below
             Financial (60%): the primary performance metric is 3 year average RoRWA, and the secondary metric is PBT
             Risk (30%): the performance metric is loan loss rate
             Sustainability (10%): performance is assessed by the Committee against non-financial factors including customer satisfaction, employee opinion surveys and Barclays relationships with its regulators
             On cessation of employment, eligible leavers will normally receive an award pro-rated for time and performance. For other leavers awards will normally lapse
             On change of control, awards may vest at the Committee's discretion
                     The calibration proposed for the performance condition metrics for the 2011 Barclays LTIP awards, and further details on the Barclays LTIP, are included in the Notice of Meeting for the 2011 AGM which is online at www.barclays.com/investorrelations
 


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184            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Presentation of information

 

 

 

Barclays PLC is a public limited company registered in England under company number 48839. The Company, originally named Barclay & Company Limited, was incorporated in England and Wales on 20th July 1896 under the Companies Acts 1862 to 1890 as a company limited by shares. The Company name was changed to Barclays Bank Limited on 17th February 1917 and it was reregistered in 1982 as a public limited company under the Companies Acts 1948 to 1980. On 1st January 1985, the Company changed its name to Barclays PLC.

The Annual Report includes certain information required to be included in the Barclays PLC and Annual Report on Form 20-F for 2010. Form 20-F will contain as exhibits certificates pursuant to Sections 302 and 906 of the Sarbanes-Oxley Act of 2002, signed by the Chief Executive and the Group Finance Director.

BBA Code for Financial Reporting Disclosure

In September 2010, the British Bankers’ Association published a Code for Financial Reporting Disclosure. The Code sets out five disclosure principles together with supporting guidance. The principles are that UK banks will:

 

provide high quality, meaningful and decision-useful disclosures;

 

review and enhance their financial instrument disclosures for key areas of interest;

 

assess the applicability and relevance of good practice recommendations to their disclosures acknowledging the importance of such guidance;

 

seek to enhance the comparability of financial statement disclosures across the UK banking sector; and

 

clearly differentiate in their annual reports between information that is audited and information that is unaudited.

Barclays confirms that it has adopted the BBA Code for Financial Reporting Disclosure and has prepared the 2010 Annual Report and Accounts in compliance with the Code.

The Group aims to continually enhance its disclosures and their usefulness to the readers of the financial statements in the light of developing market practice and areas of focus.

In particular, in 2010 we have:

 

concentrated our disclosures on financial risks in the Risk management section to present as far as possible, related information in one place and reduce duplication, distinguishing between audited and unaudited information;

 

enhanced our disclosures of principal risks; and

 

refocused our financial statement disclosures to concentrate on material items and to reduce disclosures of immaterial items.

Statutory Accounts

The consolidated accounts of Barclays PLC and its subsidiaries are set out on pages 187 to 270 along with the accounts of Barclays PLC itself on pages 192 to 193. The accounting policies on pages 194 to 205 and the Notes commencing on page 206 apply equally to both sets of accounts unless otherwise stated.

 
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           185   

 

Independent Auditors’ report

 

 

 

 

Independent Auditors’ report to the members of Barclays PLC

We have audited the financial statements of Barclays PLC for the year ended 31st December 2010 which comprise: the Consolidated and Parent income statements and the related Consolidated statement of comprehensive income, Consolidated and Parent balance sheets, Consolidated and Parent statements of changes in equity and Consolidated and Parent cash flow statements, the related notes and the parts of the Risk management section that are referenced as audited. The financial reporting framework that has been applied in their preparation is applicable law and International Financial Reporting Standards (IFRSs) as adopted by the European Union.

Respective responsibilities of Directors and Auditors

As explained more fully in the Directors’ Responsibilities Statement, the directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.

This report, including the opinions, has been prepared for and only for the company’s members as a body in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and for no other purpose. We do not, in giving these opinions, accept or assume responsibility for any other purpose or to any other person to whom this report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing.

Scope of the audit of the financial statements

An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the group’s and the parent company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the directors; and the overall presentation of the financial statements.

Opinion on the financial statements

In our opinion, the financial statements:

 

give a true and fair view of the state of the group’s and of the parent company’s affairs as at 31st December 2010 and of the group’s and the parent company’s profit and cash flows for the year then ended;

 

have been properly prepared in accordance with IFRSs as adopted by the European Union; and

 

have been prepared in accordance with the requirements of the Companies Act 2006 and, as regards the group financial statements, Article 4 of the lAS Regulation.

 

 

Notes

a The maintenance and integrity of Barclays website is the responsibility of the Directors; the work carried out by the Auditors does not involve consideration of these matters and, accordingly, the Auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially presented on the website.
b Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Opinion on other matters prescribed by the Companies Act 2006

In our opinion:

 

the part of the Directors’ Remuneration Report to be audited has been properly prepared in accordance with the Companies Act 2006;

 

the information given in the Directors’ Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and

 

the information given in the Corporate Governance Statement with respect to internal control and risk management systems and about share capital structures is consistent with the financial statements.

Matters on which we are required to report by exception

We have nothing to report in respect of the following:

Under the Companies Act 2006 we are required to report to you if, in our opinion:

 

adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not been received from branches not visited by us; or

 

the parent company financial statements and the part of the Directors’ Remuneration Report to be audited are not in agreement with the accounting records and returns; or

 

certain disclosures of directors’ remuneration specified by law are not made; or

 

we have not received all the information and explanations we require for our audit; or

 

a corporate governance statement has not been prepared by the parent company.

Under the Listing Rules we are required to review:

 

the directors’ statement, set out in the Corporate Governance section, in relation to going concern;

 

the parts of the Corporate Governance Statement relating to the company’s compliance with the nine provisions of the UK Combined Code on Corporate Governance specified for our review; and

 

certain elements of the report to shareholders by the Board on directors’ remuneration.

Andrew Ratcliffe (Senior Statutory Auditor)

for and on behalf of

PricewaterhouseCoopers LLP

Chartered Accountants and Statutory Auditors

London, United Kingdom

10th March 2011

 

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186            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Independent Registered Public Accounting Firm’s report

 

 

 

 

Report of Independent Registered Public Accounting Firm

To the Board of Directors and Shareholders of Barclays PLC

In our opinion, the accompanying Consolidated income statements and the related Consolidated balance sheets, Consolidated cash flow statements and, Consolidated statements of comprehensive income and Consolidated statements of changes in equity present fairly, in all material respects, the financial position of Barclays PLC (the ‘Company’) and its subsidiaries at 31st December 2010 and 31st December 2009 and the results of their operations and cash flows for each of the three years in the period ended 31st December 2010, in conformity with International Financial Reporting Standards (IFRSs) as issued by the International Accounting Standards Board. Also, in our opinion the Company maintained, in all material respects, effective internal control over financial reporting as of 31st December 2010, based on criteria established in Internal Control – Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). The Company’s management is responsible for these financial statements, for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in ’Management’s report on internal control over financial reporting’ as it pertains to Barclays PLC in the Directors report. Our responsibility is to express opinions on these financial statements and on the Company’s internal control over financial reporting based on our integrated audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement and whether effective internal control over financial reporting was maintained in all material respects. Our audits of the financial statements included examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.

A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (i) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorisations of management and directors of the company; and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorised acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

PricewaterhouseCoopers LLP

London, United Kingdom

10th March 2011

 
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           187   

 

Consolidated financial statements

Consolidated income statement

 

 

 

  For the year ended 31st December    Notes     

2010

£ m

  

2009

£m

  

2008 

£

  Continuing operations

           

  Interest income

     2       20,035     21,236     28,010 

  Interest expense

     2       (7,512)    (9,318)    (16,541)

  Net interest income

            12,523     11,918     11,469 

  Fee and commission income

     3       10,368     9,946     7,573 

  Fee and commission expense

     3       (1,497)    (1,528)    (1,082)

  Net fee and commission income

            8,871     8,418     6,491 

  Net trading income

     4       8,078     7,001     1,339 

  Net investment income

     5       1,477     56     680 

  Net premiums from insurance contracts

      1,137     1,172     1,090 

  Gains on debt buy-backs and extinguishments

      –     1,249     24 

  Other income

            118     140     343 

  Total income

      32,204     29,954     21,436 

  Net claims and benefits incurred on insurance contracts

            (764)    (831)    (237)

  Total income net of insurance claims

      31,440     29,123     21,199 

  Impairment charges and other credit provisions

     6       (5,672)    (8,071)    (5,419)

  Net income

            25,768     21,052     15,780 

  Staff costs

     7       (11,916)    (9,948)    (7,204)

  Administration and general expenses

     8       (6,585)    (5,560)    (5,193)

  Depreciation of property, plant and equipment

     20       (790)    (759)    (606)

  Amortisation of intangible assets

     19       (437)    (447)    (276)

  Impairment of goodwill

     19       (243)    (1)    (112)

  Operating expenses

            (19,971)    (16,715)    (13,391)

  Share of post-tax results of associates and joint ventures

      58     34     14 

  Profit on disposal of subsidiaries, associates and joint ventures

     33       81     188     327 

  Gain on acquisitions

     35       129     26     2,406 

  Profit before tax from continuing operations

      6,065     4,585     5,136 

  Tax

     9       (1,516)    (1,074)    (453)

  Profit after tax from continuing operations

      4,549     3,511     4,683 

  Profit for the year from discontinued operations, including gain on disposal

     34       –     6,777     604 

  Profit after tax

            4,549     10,288     5,287 

  Profit attributable to equity holders of the Parent from:

           

  Continuing operations

      3,564     2,628     3,795 

  Discontinued operations

            –     6,765     587 

  Total

      3,564     9,393     4,382 

  Profit attributable to non-controlling interests

     31       985     895     905 

  Earnings per share

                 

  Basic earnings per share

     10       30.4     86.2     59.3 

  Basic earnings per share – continuing operations

     10       30.4     24.1     51.4 

  Basic earnings per share – discontinued operations

     10       –     62.1     7.9 

  Diluted earnings per share

     10       28.5     81.6     57.5 

  Diluted earnings per share – continuing operations

     10       28.5     22.7     49.8 

  Diluted earnings per share – discontinued operations

     10       –     58.9     7.7 

  Interim dividend per ordinary share

      3.0     1.0     11.5 

  Final dividend per ordinary share

     11       2.5     1.5     – 
              £m     £m     £m 

  Interim dividend paid

     11       355     113     906 

  Final dividend

     11       298     176     – 

The Board of Directors approved the accounts set out on pages 187 to 270 on 10th March 2011.

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188            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Consolidated financial statements

Consolidated statement of comprehensive income

 

 

 

  For the year ended 31st December   

2010 

£

    

2009 

£

    

2008 

£

 

  Profit after tax

     4,549          10,288          5,287    

  Other comprehensive income from continuing operations:

        

  Currency translation reserve

        

  – Currency translation differences

     1,184          (861)         2,274    

  – Tax

     –          (2)         840    

  Available for sale reserve

        

  – Net (losses)/gains from changes in fair value

     (133)         1,176          (1,731)   

  – Net gains transferred to net profit on disposala

     (1,020)         (422)         (210)   

  – Net losses transferred to net profit due to impairment

     53          672          382    

  – Changes in insurance liabilities

     31          (67)         –    

  – Net gains transferred to net profit due to fair value hedging

     (308)         (123)         (2)   

  – Tax

     141          (177)         207    

  Cash flow hedging reserve

        

  – Net gains from changes in fair value

     601          285          305    

  – Net gains transferred to net profit

     (684)         (120)         71    

  – Tax

     39          (65)         (194)   

  Other

     59          218          (7)   

  Other comprehensive income for the year, net of tax, from continuing operations

     (37)         514          1,935    

  Other comprehensive income for the year, net of tax, from discontinued operations

     –          (58)         114    

  Total comprehensive income for the year

     4,512          10,744          7,336    

  Attributable to:

        

  Equity holders of the Parent

     2,975          9,556          6,213    

  Non-controlling interests

     1,537          1,188          1,123    
       4,512          10,744          7,336    

Note

a   In 2009, available for sale net gains transferred to net profit includes £349m gain relating

      to continuing operations and £66m gain relating to discontinued operations.
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           189   

 

Consolidated financial statements

Consolidated balance sheet

 

 

 

 As at 31st December            2010     2009  
    Notes        £m     £m  

Assets

        

Cash and balances at central banks

         97,630        81,483   

Items in the course of collection from other banks

         1,384        1,593   

Trading portfolio assets

  12        168,867        151,344   

Financial assets designated at fair value

  13        41,485        42,568   

Derivative financial instruments

  14        420,319        416,815   

Loans and advances to banks

  15        37,799        41,135   

Loans and advances to customers

  15        427,942        420,224   

Reverse repurchase agreements and other similar secured lending

  17        205,772        143,431   

Available for sale financial investments

  16        65,110        56,483   

Current tax assets

  9        196        349   

Prepayments, accrued income and other assets

         5,269        6,358   

Investments in associates and joint ventures

  18        518        422   

Goodwill and intangible assets

  19        8,697        8,795   

Property, plant and equipment

  20        6,140        5,626   

Deferred tax assets

  9          2,517        2,303   

Total assets

             1,489,645        1,378,929   

Liabilities

        

Deposits from banks

         77,975        76,446   

Items in the course of collection due to other banks

         1,321        1,466   

Customer accounts

         345,788        322,429   

Repurchase agreements and other similar secured borrowing

  17        225,534        198,781   

Trading portfolio liabilities

  12        72,693        51,252   

Financial liabilities designated at fair value

  21        97,729        87,881   

Derivative financial instruments

  14        405,516        403,416   

Debt securities in issue

         156,623        135,902   

Accruals, deferred income and other liabilities

  22        13,233        14,241   

Current tax liabilities

  9        646        992   

Subordinated liabilities

  23        28,499        25,816   

Deferred tax liabilities

  9        514        470   

Provisions

  24        947        590   

Retirement benefit liabilities

  28          365        769   

Total liabilities

             1,427,383        1,320,451   

Shareholders’ equity

        

Shareholders’ equity excluding non-controlling interests

         50,858        47,277   

Non-controlling interests

  31          11,404        11,201   

Total shareholders’ equity

             62,262        58,478   

Total liabilities and shareholders’ equity

              1,489,645          1,378,929   

Marcus Agius

Group Chairman

Bob Diamond

Chief Executive

Chris Lucas

Group Finance Director

LOGO

 


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190            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Consolidated financial statements

Consolidated statement of changes in equity

 

 

 

    Called up                       Other                          
    share           Cash           reserves                          
    capital     Available     flow     Currency     and                 Non-        
    and share     for sale     hedging     translation     treasury     Retained           controlling     Total  
    premiuma     reserveb     reserveb     reserveb     sharesb     earnings     Total     interests     equity  
    £m     £m     £m     £m     £m     £m     £m     £m     £m  

Balance as at 1st January 2010

    10,804        (110     252        1,615        871        33,845        47,277        11,201        58,478   

Profit after tax

                                       3,564        3,564        985        4,549   

Other comprehensive income net of tax:

                 

Currency translation movements

                         742                      742        442        1,184   

Available for sale investments

           (1,245                                 (1,245     9        (1,236

Cash flow hedges

                  (100                          (100     56        (44

Other

                                       14        14        45        59   

Total comprehensive income for the year

           (1,245     (100     742               3,578        2,975        1,537        4,512   

Issue of new ordinary shares

    1,500                                           1,500               1,500   

Issue of shares under employee share schemes

    35                                    830        865               865   

Net purchase of treasury shares

                                (989            (989            (989

Vesting of treasury shares

                                718        (718                     

Dividends paid

                                       (531     (531     (803     (1,334

Redemption of Reserve Capital Instruments

                                                     (487     (487

Other reserve movements

                                       (239     (239     (44     (283

Balance as at 31st December 2010

    12,339        (1,355     152        2,357        600        36,765        50,858        11,404        62,262   

Balance as at 1st January 2009

    6,138        (1,190     132        2,840        4,490        24,208        36,618        10,793        47,411   

Profit after tax

                                       9,393        9,393        895        10,288   
Other comprehensive income net of tax from continuing operations:                  

Currency translation movements

                         (1,140                   (1,140     277        (863

Available for sale investments

           1,071                                    1,071        (12     1,059   

Cash flow hedges

                  119                             119        (19     100   

Other

                                       171        171        47        218   
Other comprehensive income net of tax from discontinued operations            10               (85            17        (58            (58

Total comprehensive income for the year

           1,081        119        (1,225            9,581        9,556        1,188        10,744   

Issue of new ordinary shares

    749                                           749               749   

Issue of shares under employee share schemes

    35                                    298        333               333   

Net purchase of treasury shares

                                (47            (47            (47

Vesting of treasury shares

                                80        (80                     

Dividends paid

                                       (113     (113     (767     (880

Redemption of Reserve Capital Instruments

                                                     (82     (82

Conversion of Mandatory Convertible Notes

    3,882                             (3,652     (230                     

Other reserve movements

           (1     1                      181        181        69        250   

Balance as at 31st December 2009

    10,804        (110     252        1,615        871        33,845        47,277        11,201        58,478   

Notes

a For further details refer to Note 29.

b For further details refer to Note 30.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           191   

 

Consolidated financial statements

Consolidated cash flow statement

 

 

 

For the year ended 31st December                2010                 2009                 2008  
     £m     £m     £m  

Continuing operations

      

Reconciliation of profit before tax to net cash flows from operating activities:

      

Profit before tax

     6,065        4,585        5,136   

Adjustment for non-cash items:

      

Allowance for impairment

     5,672        8,071        5,419   

Depreciation, amortisation and impairment of property, plant, equipment and intangibles

     1,346        1,196        885   

Other provisions, including pensions

     914        428        804   

Net profit on disposal of investments and property, plant and equipment

     (1,057     (383     (371

Net profit from disposal of subsidiaries

     (77     (191     (327

Net gains on acquisitions

     (129     (26     (2,406

Other non-cash movementsa

     (5,698     4,542        946   

Changes in Operating assets and Liabilities

      

Net (increase)/decrease in loans and advances to banks and customers

     (63,212     25,482        (58,431

Net increase/(decrease) in deposits and debt securities in issue

     63,711        (49,203     77,743   

Net (increase)/decrease in derivative financial instruments

     (1,298     3,321        (17,529

Net (increase)/decrease in trading assets

     (17,505     34,334        26,919   

Net increase/(decrease) in trading liabilities

     21,441        (8,222     (5,928

Net decrease in financial investments

     11,126        20,459        5,229   

Net decrease/(increase) in other assets

     1,366        (465     (3,016

Net decrease in other liabilities

     (2,521     (907     (477

Corporate income tax paid

     (1,458     (1,177     (1,404

Net Cash from Operating activities

     18,686        41,844        33,192   

Purchase of available for sale investments

     (76,418     (78,420     (57,756

Proceeds from sale or redemption of available for sale investments

     71,251        88,559        51,429   

Net addition of intangible assets

     (217     (226     (666

Purchase of property, plant and equipment

     (1,767     (1,150     (1,643

Proceeds from sale of property, plant and equipment

     556        372        799   

Acquisitions of subsidiaries, net of cash acquired

     886        (28     (961

Disposal of subsidiaries, net of cash disposed

     81        339        238   

Disposal of discontinued operation, net of cash disposed

            2,469          

Other cash flows associated with investing activities

     1        (27     (102

Net Cash from investing activities

     (5,627     11,888        (8,662

Dividends paid

     (1,307     (633     (2,697

Proceeds of borrowings and issuance of debt securities

     2,131        3,549        5,763   

Repayments of borrowings and redemption of debt securities

     (1,211     (4,383     (1,207

Net issue of shares and other equity instruments

     1,535        773        9,505   

Repurchase of shares and other equity instruments

                   (173

Net (purchase)/disposal of treasury shares

     (989     33        87   

Net issue of shares to non-controlling interests

                   1,356   

Net Cash from financing activities

     159        (661     12,634   

Effect of exchange rates on cash and cash equivalents

     3,842        (2,864     (6,018

Net cash from discontinued operations

            (376     286   

Net increase in cash and cash equivalents

     17,060        49,831        31,432   

Cash and cash equivalents at beginning of year

     114,340        64,509        33,077   

Cash and cash equivalents at end of year

     131,400        114,340        64,509   

Cash and cash equivalents comprise:

      

Cash and balances at central banks

     97,630        81,483        30,019   

Loans and advances to banks with original maturity less than three months

     31,934        30,461        32,279   

Available for sale treasury and other eligible bills with original maturity less than three months

     1,667        2,244        2,100   

Trading portfolio assets with original maturity less than three months

     169        152        111   
       131,400        114,340        64,509   

Interest received in 2010 was £28,631m (2009: £32,437m, 2008: £41,017m) and interest paid in 2010 was £20,759m (2009: £20,889m, 2008: £38,975m).

The Group is required to maintain balances with central banks and other regulatory authorities and these amounted to £2,310m at 31st December 2010 (2009: £2,470m, 2008: £1,050m).

Note

a Other non-cash movements principally comprise movements in exchange rates less subordinated debt hedging.

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Table of Contents
192            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Financial statements of Barclays PLC

Parent company accounts

 

 

 

Income statement

For the year ended 31st December

           2010
£m
            2009
£m
            2008
£m
 

Dividends received from subsidiary

     235        103        1,173   

Interest income

     5        53        7   

Trading gain

                   18   

Management charge from subsidiary

     (5     (4     (4

Profit before tax

     235        152        1,194   

Tax

            (27     (1

Profit after tax

     235        125        1,193   

The Company had no staff during the year (2009: nil, 2008: nil).

Profit after tax and total comprehensive income for the year was £235m (2009: £125m, 2008: £1,193m). There were no other components of total comprehensive income other than the profit after tax.

 

Balance sheet

As at 31st December

           Notes              2010
£m
             2009
£m
 

Assets

        

Non-current assets

        

Investment in subsidiary

     32         21,429         20,215   

Current assets

        

Cash and balances at central banks

        1         1   

Other assets

              13         26   

Total assets

              21,443         20,242   

Liabilities

        

Current liabilities

        

Amounts payable within one year

                28   

Shareholders’ equity

        

Called up share capital

     29         3,045         2,853   

Share premium account

     29         9,294         7,951   

Capital redemption reserve

        394         394   

Retained earnings

              8,710         9,016   

Total shareholders’ equity

              21,443         20,214   

Total liabilities and shareholders’ equity

              21,443         20,242   

The accompanying notes form an integral part of the accounts.

Marcus Agius

Group Chairman

Bob Diamond

Chief Executive

Chris Lucas

Group Finance Director

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           193   

 

 

 

 

 

 

Statement of changes in equity           Called up                     
            share capital      Capital              
            and share      reserves and     Retained        
            premiuma      other equity     earnings     Total equity  
     Notes      £m      £m     £m     £m  

Balance as at 1st January 2010

        10,804         394        9,016        20,214   

Total comprehensive income:

            

Profit after tax and total comprehensive income

                       235        235   

Issue of new ordinary shares

        1,500                       1,500   

Issue of shares under employee share schemes

        35                       35   

Dividends

     11                        (543     (543

Other

                             2        2   

Balance as at 31st December 2010

              12,339         394        8,710        21,443   

Balance as at 1st January 2009

        6,138         4,046        9,006        19,190   

Total comprehensive income:

            

Profit after tax and total comprehensive income

                       125        125   

Issue of new ordinary shares

        749                       749   

Issue of shares under employee share schemes

        35                       35   

Mandatory Convertible Notes issued

        3,882         (3,652     (230       

Dividends

     11                        (113     (113

Other

                             228        228   

Balance as at 31st December 2009

              10,804         394        9,016        20,214   

 

In 2010 and 2009 there were no other components of total comprehensive income other than the net profit for the year.

 

  

Cash flow statement

For the year ended 31st December

                

2010

£m

   

2009

£m

   

2008

£m

 

Reconciliation of profit before tax to net cash flows from operating activities:

  

      

Profit before tax

           235        152        1,194   

Changes in operating assets and liabilities

           15        3        (16

Corporate income tax paid

                       (28              

Net cash from operating activities

                       222        155        1,178   

Capital contribution to subsidiaries

           (1,214     (800     (4,362

Purchase of shares in subsidiaries

                  (25     (16

Liquidation of subsidiary

                                     205   

Net cash used in investing activities

                       (1,214     (825     (4,173

Issue of shares and other equity instruments

           1,535        784        4,911   

Dividends paid

           (543     (113     (2,414

Repurchase of ordinary shares

                                     (173

Net cash from financing activities

                       992        671        2,324   

Net increase/(decrease) in cash and cash equivalents

                              1        (671

Cash and cash equivalents at beginning of year

                       1               671   

Cash and cash equivalents at end of year

                       1        1          

Cash and cash equivalents comprise:

            

Cash and balances at central banks

           1        1          

Net cash from operating activities includes:

            

Dividends received

           235        103        1,173   

Interest received

                       5        53        7   

The Parent Company’s principal activity is to hold the investment in its wholly-owned subsidiary, Barclays Bank PLC. Dividends received are treated as operating income.

The Company was not exposed at 31st December 2010 or 2009 to significant risks arising from the financial instruments it holds, which comprised cash, balances with central banks and other assets which had no credit or market risk.

During 2008 Barclays Bank PLC issued £4,050m of Mandatorily Convertible Notes (MCNs), which had mandatorily converted into ordinary shares of Barclays PLC by 30th June 2009. Barclays PLC’s right to receive the MCNs was included in other assets in 2008, with a corresponding increase, net of issue costs, in other equity. In 2009, Barclays PLC waived its rights over the MCNs, which were added to its cost of investment in its subsidiary.

Note

a Details of share capital and share premium are shown in Note 29.

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194            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010

 

 

 

1 Significant accounting policies

1. Reporting entity

These financial statements are prepared for the Barclays PLC Group under Section 399 of the Companies Act 2006. The Group is a major global financial services provider engaged in retail and commercial banking, credit cards, investment banking, wealth management and investment management services. In addition, individual financial statements have been prepared for the holding company, Barclays PLC (the Company). Barclays PLC is a public limited company, incorporated and domiciled in England and Wales having a registered office in England and is the holding company of the Croup.

2. Compliance with International Financial Reporting Standards

The consolidated financial statements of the Barclays PLC Group, and the individual financial statements of Barclays PLC, have been prepared in accordance with International Financial Reporting Standards (IFRS) and interpretations issued by the IFRS Interpretations Committee (IFRIC), as published by the International Accounting Standards Board (IASB). They are also in accordance with IFRS and IFRIC interpretations as adopted by the European Union. The principal accounting policies applied in the preparation of the consolidated and individual financial statements are set out below. These policies have been consistently applied. Changes in accounting policy are set out on page 205.

3. Basis of preparation

The consolidated and individual financial statements have been prepared under the historical cost convention modified to include the fair valuation of investment property, certain financial instruments and contracts to buy or sell non-financial items and trading inventories to the extent required or permitted under accounting standards and as set out in the relevant accounting policies. They are stated in millions of pounds Sterling (£m), the functional currency of Barclays PLC.

Critical accounting estimates

The preparation of financial statements in accordance with IFRS requires the use of estimates. It also requires management to exercise judgement in applying the accounting policies. Note 45 (Critical accounting estimates) sets out the key areas involving a higher degree of judgement or complexity, or areas where assumptions are significant to the consolidated and individual financial statements.

4. Consolidation

Subsidiaries

The consolidated financial statements combine the financial statements of Barclays PLC and all its subsidiaries, including certain special purpose entities (SPEs) where appropriate, made up to 31st December. Entities qualify as subsidiaries where the Group has the power to govern the financial and operating policies of the entity so as to obtain benefits from its activities, generally accompanying a shareholding of more than one half of the voting rights.

The existence and effect of potential voting rights that are currently exercisable or convertible are considered in assessing whether the Group controls another entity. Details of the principal subsidiaries are given in Note 32. SPEs are consolidated when the substance of the relationship between the Group and that entity indicates control. Potential indicators of control include, amongst others, an assessment of the Group's exposure to the risks and benefits of the SPE. This assessment of risks and benefits is based on arrangements in place and the assessed risk exposures at inception. The initial assessment is reconsidered at a later date if:

a) the Group acquires additional interests in the entity;

b) the contractual arrangements of the entity are amended such that the relative exposure to risks and benefits change; or

c) if the Group acquires control over the main operating and financial decisions of the entity.

Subsidiaries are consolidated from the date on which control is transferred to the Group and cease to be consolidated from the date that control ceases.

The acquisition method of accounting is used to account for the purchase of subsidiaries. The consideration transferred for the acquisition of a subsidiary is measured at the fair value of the assets given, equity instruments issued and liabilities incurred or assumed.

The consideration transferred includes the fair value of any asset or liability resulting from a contingent consideration arrangement. Acquisition related costs are expensed as incurred.

The excess of the consideration paid in an acquisition over the Croup's share of the fair value of the identifiable net assets acquired is recorded as goodwill. See accounting policy 14 for the accounting policy for goodwill. A gain on acquisition is recognised in profit or loss if there is an excess of the Croup's share of the fair value of the identifiable net assets acquired over the consideration paid. Intra-group transactions and balances are eliminated on consolidation and consistent accounting policies are used throughout the Group for the purposes of the consolidation. Changes in ownership interests in subsidiaries are accounted for as equity transactions if they occur after control has already been obtained and they do not result in loss of control.

As the consolidated financial statements include partnerships where the Group member is a partner, advantage has been taken of the exemption under Regulation 7 of the Partnerships (Accounts) Regulations 2008 with regard to the preparation and filing of individual partnership financial statements.

In the individual financial statements, investments in subsidiaries are stated at cost less impairment, if any. Cost also includes directly attributable costs of the investment.

When the Group ceases to have control, any retained interests in the subsidiary is remeasured to its fair value, with the change in carrying amount recognised in profit or loss.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           195   

 

 

 

 

1 Significant accounting policies continued

Associates and joint ventures

An associate is an entity in which the Group has significant influence, but not control, over the operating and financial management policy decisions. This is generally demonstrated by the Group holding in excess of 20%, but no more than 50%, of the voting rights.

A joint venture exists where the Group has a contractual arrangement with one or more parties to undertake activities typically, though not necessarily, through entities which are subject to joint control.

Unless designated at fair value through profit and loss as set out in policy 7, the Group's investments in associates and joint ventures are initially recorded at cost and increased (or decreased) each year by the Group's share of the post-acquisition profit (or loss), or other movements reflected directly in the other comprehensive income of the associated or jointly controlled entity. Goodwill arising on the acquisition of an associate or joint venture is included in the carrying amount of the investment (less any accumulated impairment loss). When the Group's share of losses or other reductions in equity in an associate or joint venture equals or exceeds the recorded interest, including any other unsecured receivables, the Group does not recognise further losses, unless it has incurred obligations or made payments on behalf of the entity.

The Group's share of the results of associates and joint ventures is based on financial statements made up to a date not earlier than 3 months before the balance sheet date, adjusted to conform with the accounting polices of the Group. Unrealised gains on transactions are eliminated to the extent of the Group's interest in the investee. Unrealised losses are also eliminated unless the transaction provides evidence of impairment in the asset transferred.

In the individual financial statements, investments in associates and joint ventures are stated at cost less impairment, if any.

5. Foreign currency translation

The presentation currency of the Group financial statements is pounds Sterling (£), which is also the functional currency of Barclays PLC and Barclays Bank PLC.

Items included in the financial statements of each of the Group’s foreign entities are measured using their functional currency, being the currency of the primary economic environment in which they operate.

Foreign currency transactions are translated into the appropriate functional currency using the exchange rates prevailing at the dates of the transactions. Monetary items denominated in foreign currencies are retranslated at the rate prevailing at the period end. Foreign exchange gains and losses resulting from the retranslation and settlement of these items are recognised in the income statement except for qualifying cash flow hedges or hedges of net investments. See policy 12 for the policies on hedge accounting. Non-monetary assets that are measured at fair value are translated using the exchange rate at the date that the fair value was determined. Exchange differences on equities and similar non-monetary items held at fair value through profit or loss, are reported as part of the fair value gain or loss. Translation differences on equities classified as available for sale financial assets and similar non-monetary items are included directly in equity. For the purposes of translation into the presentational currency of the Group financial statements, assets, liabilities and equity of foreign operations are translated at the closing rate, and items of income and expense are translated into Sterling at the rates prevailing on the dates of the transactions. The exchange differences arising on the translation of a foreign operation are included in cumulative translation reserves within shareholders' equity and included in profit or loss when the Group loses control of, joint control of or significant influence over or on partial disposal of the operation. Goodwill and fair value adjustments arising on the acquisition of foreign subsidiaries are maintained in the functional currency of the foreign operation, translated at the closing rate and are included in hedges of net investments where appropriate.

6. Interest, fees and commissions

Interest

Interest is recognised in interest income and interest expense in the income statement for all interest bearing financial instruments classified as held to maturity, available for sale or other loans and receivables using the effective interest method.

The effective interest method is a method of calculating the amortised cost of a financial asset or liability (or group of assets and liabilities) and of allocating the interest income or interest expense over the relevant period. The effective interest rate is the rate that exactly discounts the expected future cash payments or receipts through the expected life of the financial instrument or, when appropriate, a shorter period, to the net carrying amount of the instrument. The application of the method has the effect of recognising income (and expense) receivable (or payable) on the instrument evenly in proportion to the amount outstanding over the period to maturity or repayment.

In calculating effective interest the Group estimates cash flows (using projections based on its experience of customers' behaviour) considering all contractual terms of the financial instrument but excluding future credit losses. Fees, including those for early redemption, are included in the calculation to the extent that they can be measured and are considered to be an integral part of the effective interest rate. Cash flows arising from the direct and incremental costs of issuing financial instruments are also taken into account in the calculation. Where it is not possible to otherwise estimate reliably the cash flows or the expected life of a financial instrument, effective interest is calculated by reference to the payments or receipts specified in the contract, and the full contractual term.

Fees and commissions

Unless included in the effective interest calculation, fees and commissions are recognised as the service is provided. Fees and commissions not integral to effective interest arising from negotiating, or participating in the negotiation of a transaction from a third party, such as the acquisition of loans, shares or other securities or the purchase or sale of businesses, are recognised on completion of the underlying transaction. Portfolio and other management advisory and service fees are recognised based on the applicable service contracts. Asset management fees related to investment funds are recognised over the period the service is provided. The same principle is applied to the recognition of income from wealth management, financial planning and custody services that are continuously provided over an extended period of time.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

1 Significant accounting policies continued

Commitment fees, together with related direct costs, for loan facilities where draw down is probable are deferred and recognised as an adjustment to the effective interest on the loan once drawn. Commitment fees in relation to facilities where draw down is not probable are recognised over the term of the commitment.

Insurance premiums

Insurance premiums are recognised in the period earned.

Net trading income

Income arises from both the sale and purchase of trading positions, margins, which are achieved through market-making and customer business and from changes in fair value caused by movements in interest and exchange rates, equity prices and other market variables. Trading positions are held at fair value and the resulting gains and losses are included in the income statement, together with interest and dividends arising from long and short positions and funding costs relating to trading activities.

Dividends

Dividends are recognised when the right to receive payment is established. In the individual financial statements of Barclays PLC, this is when the dividends are received or when the dividends are appropriately authorised by the subsidiary.

7. Financial assets and liabilities

Financial assets

The classifications of financial assets, and the accounting policies applicable to each classification, are as follows:

Financial instruments at fair value through profit or loss

Financial instruments are classified in this category if they are held for trading, or if they are designated by management under the fair value option. Instruments are classified as held for trading if they are:

a) acquired principally for the purposes of selling or repurchasing in the near term;

b) part of a portfolio of identified financial instruments that are managed together and for which there is evidence of a recent actual pattern of short-term profit taking; or

c) a derivative, except for a derivative that is a financial guarantee contract or a designated and effective hedging instrument.

It is not possible to transfer a financial instrument out of this category whilst it is held or issued with the exception, from 1st July 2008, of non-derivative financial assets held for trading which may be transferred out of this category after initial classification where:

a) in rare circumstances, they are no longer held for the purpose of selling or repurchasing in the near term, or

b) they are no longer held for the purpose of trading, and they would have met the definition of loans and receivables on initial classification and the Group has the intention and ability to hold them for the foreseeable future or until maturity.

Financial instruments included in this category are recognised initially at fair value and transaction costs are taken directly to the income statement. Gains and losses arising from changes in fair value are included directly in the income statement.

The fair value option is used in the following circumstances:

a) financial assets backing insurance contracts and financial assets backing investment contracts are designated at fair value through profit or loss because the related liabilities have cash flows that are contractually based on the performance of the assets or the related liabilities are insurance contracts whose measurement incorporates current information. Fair valuing the assets through profit and loss significantly reduces the recognition inconsistencies that would arise if the financial assets were classified as available for sale;

b) financial assets, loans to customers, financial liabilities, financial guarantees and structured notes may be designated at fair value through profit or loss if they contain substantive embedded derivatives;

c) financial assets, loans to customers, financial liabilities, financial guarantees and structured notes may be designated at fair value through profit or loss where doing so significantly reduces measurement inconsistencies that would arise if the related derivatives were treated as held for trading and the underlying financial instruments were carried at amortised cost; and

d) certain private equity and other investments that are managed, and evaluated on a fair value basis in accordance with a documented risk management or investment strategy and reported to key management personnel on that basis.

Regular way purchases and sales of financial instruments held for trading or designated under the fair value option are recognised on trade date, being the date on which the Group commits to purchase or sell the asset.

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and which are not classified as available for sale. Loans and receivables are initially recognised at fair value, including direct and incremental transaction costs. They are subsequently valued at amortised cost, using the effective interest method (see accounting policy 6).

Regular way purchases and sales of loans and receivables are recognised on contractual settlement.

Held to maturity

Held to maturity investments are non-derivative financial assets with fixed or determinable payments that the Group’s management has the intention and ability to hold to maturity. They are initially recognised at fair value including direct and incremental transaction costs. They are subsequently valued at amortised cost, using the effective interest method (see accounting policy 6).

 


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1 Significant accounting policies continued

Regular way purchases of held to maturity financial assets are recognised on trade date, being the date on which the Group commits to purchase the asset.

Available for sale

Available for sale assets are non-derivative financial assets that are designated as available for sale and are not categorised into any of the other categories described above. They are initially recognised at fair value including direct and incremental transaction costs. They are subsequently held at fair value. Gains and losses arising from changes in fair value are included as a separate component of equity (the available for sale reserve) until sale when the cumulative gain or loss is transferred to the income statement. Interest on debt instruments, determined using the effective interest method (see accounting policy 6), dividends on equity instruments, impairment losses and translation differences on monetary items are recognised in the income statement.

Regular way purchases and sales of available for sale financial instruments are recognised on trade date, being the date on which the Group commits to purchase or sell the asset.

A financial asset classified as available for sale that would have met the definition of loans and receivables may only be transferred from the available for sale classification where the Group has the intention and the ability to hold the asset for the foreseeable future or until maturity.

Embedded derivatives

Some contracts (‘hybrid contracts’) contain both a derivative (the ‘embedded derivative’) and a non-derivative (the 'host contract'). Where the economic characteristics and risks of the embedded derivatives are not closely related to those of the host contract, and the host contract itself is not carried at fair value through profit or loss, the embedded derivative is bifurcated and reported at fair value and gains and losses are recognised in the income statement.

Derecognition of financial assets

The Group derecognises a financial asset, or a portion of a financial asset, where the contractual rights to that asset have expired, or where the rights to further cash flows from the asset have been transferred to a third party and, with them, either:

(i) substantially all the risks and rewards of the asset; or

(ii) significant risks and rewards, along with the unconditional ability to sell or pledge the asset.

Where significant risks and rewards have been transferred, but the transferee does not have the unconditional ability to sell or pledge the asset, the Group continues to account for the asset to the extent of its continuing involvement (‘continuing involvement accounting’). To assess the extent to which risks and rewards have been transferred, it is often necessary to perform a quantitative analysis. Such an analysis will compare the Group's exposure to variability in asset cash flows before the transfer with its retained exposure after the transfer. Where neither derecognition nor continuing involvement accounting is appropriate, the Group continues to recognise the asset in its entirety and recognises any consideration received as a financial liability.

Loan commitments

Loan commitments, where the Group has a past practice of selling the resulting assets shortly after origination, are held at fair value through profit or loss. Other loan commitments are accounted for in accordance with accounting policy 23.

Financial liabilities

Financial liabilities are measured at amortised cost, except for trading liabilities and liabilities designated at fair value, which are held at fair value through profit or loss. Financial liabilities are derecognised when extinguished.

An exchange of an existing debt instrument for a new instrument with the lender on substantially different terms is accounted for as an extinguishment of the original financial liability and the recognition of a new financial liability. An assessment is made as to whether the terms are substantially different considering qualitative and quantitive characteristics. For example, if the discounted present value calculated using the original effective interest rate of the cash flows under the new terms, including fees, is at least 10% different from the discounted present value of the remaining cash flows of the original financial liability, or if the qualitative assessment concludes that the nature and risk profile of the original financial liability is materially different from that of the new financial liability based on the terms of the instruments including repayment terms, coupon terms and call options, the original financial liability is extinguished.

When an exchange is accounted for as an extinguishment, any costs or fees incurred are recognised as part of the gain or loss on the extinguishment. The difference between the carrying amount of a financial liability extinguished or transferred to another party and the consideration paid, including any non-cash assets transferred or liabilities assumed, is recognised in profit or loss.

Determining fair value

Where the classification of a financial instrument requires it to be stated at fair value, fair value is determined by reference to a quoted market price for that instrument or by using a valuation model. Where the fair value is calculated using valuation models, the methodology is to calculate the expected cash flows under the terms of each specific contract and then discount these values back to a present value. These models use as their basis independently sourced market parameters including, for example, interest rate yield curves, equities and commodities prices, option volatilities and currency rates. For financial liabilities measured at fair value, the carrying amount reflects the effect on fair value of changes in own credit spreads derived from observable market data, such as spreads on Barclays issued bonds or credit default swaps. Most market parameters are either directly observable or are implied from instrument prices. The model may perform numerical procedures in the pricing such as interpolation when input values do not directly correspond to the most actively traded market trade parameters. However, where valuations include significant unobservable inputs, the transaction price is deemed to provide the best evidence of initial fair value for accounting purposes. As such, profits or losses are recognised upon trade inception only when such profits can be measured solely by reference to observable market data. For valuations that include significant unobservable inputs, the difference between the model valuation and the initial transaction price is recognised in profit or loss either:

a) on a straight-line basis over the term of the transaction, or over the period until all model inputs will become observable where appropriate, or;

b) released in full when previously unobservable inputs become observable.

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198            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

1 Significant accounting policies continued

Various factors influence the availability of observable inputs and these may vary from product to product and change over time. Factors include, for example, the depth of activity in the relevant market, the type of product, whether the product is new and not widely traded in the marketplace, the maturity of market modelling and the nature of the transaction (bespoke or generic). To the extent that valuation is based on models or inputs that are not observable in the market, the determination of fair value can be more subjective, dependant on the significance of the unobservable input to the overall valuation. Unobservable inputs are determined based on the best information available, for example by reference to similar assets, similar maturities or other analytical techniques.

8. Impairment of financial assets

The Group assesses at each balance sheet date whether there is objective evidence that loans and receivables or available for sale financial investments are impaired. These are considered to be impaired and impairment losses are incurred if, and only if, there is objective evidence of impairment as a result of one or more loss events that occurred after the initial recognition of the asset and prior to the balance sheet date that have adversely impacted the estimated future cash flows of the financial asset or the portfolio. The criteria that the Group uses to determine that there is objective evidence of an impairment loss include:

a) significant financial difficulty of the issuer or obligor;

b) a breach of contract, such as a default or delinquency in interest or principal payments;

c) the lender, for economic or legal reasons relating to the borrower's financial difficulty, granting to the borrower a concession that the lender would not otherwise consider;

d) it becomes probable that the borrower will enter bankruptcy or other financial reorganisation;

e) the disappearance of an active market for that financial asset because of financial difficulties; or

f) observable data indicating that there is a measurable decrease in the estimated future cash flows from a portfolio of financial assets since the initial recognition of those assets, although the decrease cannot yet be identified with the individual financial assets in the portfolio, including:

(i) adverse changes in the payment status of borrowers in the portfolio;

(ii) national or local economic conditions that correlate with defaults on the assets in the portfolio.

For loans and receivables the Group first assesses whether objective evidence of impairment exists individually for loans and receivables that are individually significant, and individually or collectively for loans and receivables that are not individually significant. If the Group determines that no objective evidence of impairment exists for an individually assessed loan and receivable, whether significant or not, it then includes the asset in a group of loans and receivables with similar credit risk characteristics and collectively assesses them for impairment. Loans and receivables that are individually assessed for impairment and for which an impairment loss is or continues to be recognised are not included in a collective assessment of impairment. The amount of impairment loss is measured as the difference between the asset's carrying amount and the present value of estimated future cash flows discounted at the asset's original effective interest rate. The amount of the loss is recognised using an allowance account and recognised in the income statement.

Where appropriate, the calculation of the present value of the estimated future cash flows of a collateralised loan and receivable asset reflect the cash flows that may result from foreclosure costs for obtaining and selling the collateral, whether or not foreclosure is probable.

For the purposes of a collective evaluation of impairment, loans and receivables are grouped on the basis of similar risk characteristics, taking into account asset type, industry, geographical location, collateral type, past due status and other relevant factors. These characteristics are relevant to the estimation of future cash flows for groups of such assets by being indicative of the counterparty's ability to pay all amounts due according to the contractual terms of the assets being evaluated.

Future cash flows in a group of loans and receivables that are collectively evaluated for impairment are estimated on the basis of the contractual cash flows of the assets in the group and historical loss experience for assets with credit risk characteristics similar to those in the group. Historical loss experience is adjusted based on current observable data to reflect the effects of current conditions that did not affect the period on which the historical loss experience is based and to remove the effects of conditions in the historical period that do not currently exist.

The methodology and assumptions used for estimating future cash flows are reviewed regularly to reduce any differences between loss estimates and actual loss experience.

Following impairment, interest income is recognised using the effective rate of interest which was used to discount the future cash flows for the purpose of measuring the impairment loss.

When a loan is uncollectable, it is written off against the related allowance for loan impairment. Such loans are written off after all the necessary procedures have been completed and the amount of the loss has been determined. Subsequent recoveries of amounts previously written off are credited to the income statement.

If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognised, the previously recognised impairment loss is reversed by adjusting the allowance account. The amount of the reversal is recognised in the income statement.

Equity securities or properties acquired in exchange for loans in order to achieve an orderly realisation are accounted for as a disposal of the loan and an acquisition of equity securities or investment properties. Where control is obtained over an entity as a result of the transaction, the entity is consolidated. Any further impairment of the assets or business acquired is treated as an impairment of the relevant asset or business and not as an impairment of the original instrument.

 


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1 Significant accounting policies continued

In the case of available for sale equity securities, a significant or prolonged decline in the fair value of the security below its cost is also considered in determining whether impairment exists. Where such evidence exists, the cumulative net loss that has been previously recognised directly in equity is removed from equity and recognised in the income statement. In the case of debt instruments classified as available for sale, impairment is assessed based on the same criteria as all other financial assets.

Reversals of impairment of debt instruments are recognised in the income statement. Reversals of impairment of equity shares are not recognised in the income statement, increases in the fair value of equity shares after impairment are recognised directly in equity.

9. Sale and repurchase agreements and other similar secured lending and borrowing

Securities may be sold subject to a commitment to repurchase them (a repo). Such securities are retained on the balance sheet when substantially all the risks and rewards of ownership remain with the Group. The transactions are treated as collateralised borrowing and the counterparty liability is presented separately on the balance sheet as repurchase agreements and other similar secured borrowing. Similar secured borrowing transactions including securities lending transactions and collateralised short-term notes are treated and presented in the same way.

Similarly, the Group borrows or purchases securities subject to a commitment to resell them (a reverse repo). Such securities are not included in the balance sheet as the Group does not acquire the risks and rewards of ownership. The transactions are treated as collateralised loans and the counterparty asset is presented separately on the balance sheet as reverse repurchase agreements and other similar secured lending. Where the Group enters into similar secured lending transactions, such as securities borrowing, these are treated and presented in the same way.

These secured financing transaction are initially recognised at fair value, and subsequently valued at amortised cost, using the effective interest method. Securities lent to counterparties are retained in the financial statements. Securities borrowed are not recognised in the financial statements, unless these are sold to third parties, at which point the obligation to repurchase the securities is recorded as a trading liability at fair value.

10. Securitisation transactions

The Group enters into securitisation transactions in respect of its own financial assets and to facilitate client transactions as described in Note 36 to the accounts.

All financial assets continue to be held on the Group balance sheet, and a liability recognised for the proceeds of the funding transaction, unless:

a) substantially all the risks and rewards associated with the financial instruments have been transferred, in which case, the assets are derecognised in full; or

b) if a significant portion, but not all, of the risks and rewards have been transferred, the asset is derecognised entirely if the transferee has the ability to sell the financial asset, otherwise the asset continues to be recognised only to the extent of the Group's continuing involvement.

Where a) or b) above applies to a fully proportionate share of all or specifically identified cash flows, the relevant accounting treatment is applied to that proportion of the asset.

11. Collateral and netting

The Group enters into master agreements with counterparties whenever possible and, when appropriate, obtains collateral. Master agreements provide that, if an event of default occurs, all outstanding transactions with the counterparty will fall due and all amounts outstanding will be settled on a net basis.

Collateral

The Group obtains collateral in respect of customer liabilities where this is considered appropriate. The collateral normally takes the form of a lien over the customer's assets and gives the Group a claim on these assets for both existing and future customer liabilities.

The Group also receives collateral in the form of cash or securities in respect of other credit instruments, such as stock borrowing contracts, and derivative contracts in order to reduce credit risk. Collateral received in the form of securities is not recorded on the balance sheet. Cash collateral received is recorded on the balance sheet with a corresponding liability within deposits received from banks or customers. Any interest payable or receivable arising is recorded as interest expense or interest income respectively except for funding costs relating to trading activities which are recorded in net trading income.

Netting

Financial assets and liabilities are offset and the net amount reported on the balance sheet if, and only if, there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis, or to realise an asset and settle the liability simultaneously. In many cases, even though master netting agreements are in place, the lack of an intention to settle on a net basis results in the related assets and liabilities being presented gross on the balance sheet.

12. Hedge accounting

Derivatives are used to hedge interest rate, exchange rate, commodity, and equity exposures and exposures to certain indices such as house price indices and retail price indices related to non-trading positions. Where derivatives are held for risk management purposes, and when transactions meet the required criteria, the Group applies fair value hedge accounting, cash flow hedge accounting, or hedging of a net investment in a foreign operation as appropriate to the risks being hedged. When a financial instrument is designated as a hedge, the Group formally documents the relationship between the hedging instrument and hedged item as well as its risk management objectives and its strategy for undertaking the various hedging transactions. The Group also documents its assessment, both at hedge inception and on an ongoing basis, of whether the derivatives that are used in hedging transactions are highly effective in offsetting changes in fair values or cash flows of hedged items.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

              

 

1 Significant accounting policies continued

The Group discontinues hedge accounting when:

a) it is determined that a derivative is not, or has ceased to be, highly effective as a hedge;

b) the derivative expires, or is sold, terminated, or exercised;

c) the hedged item matures or is sold or repaid; or

d) a forecast transaction is no longer deemed highly probable.

In certain circumstances, the Group may decide to cease hedge accounting even though the hedge relationship continues to be highly effective by no longer designating the financial instrument as a hedging instrument. To the extent that the changes in the fair value of the hedging derivative differ from changes in the fair value of the hedged risk in the hedged item, or the cumulative change in the fair value of the hedging derivative differs from the cumulative change in the fair value of expected future cash flows of the hedged item, the hedge is deemed to include ineffectiveness. The amount of ineffectiveness, provided it does not disqualify the hedge for hedge accounting, is recorded in the income statement.

Fair value hedge accounting

Changes in fair value of derivatives that qualify and are designated as fair value hedges are recorded in the income statement, together with changes in the fair value of the hedged asset or liability that are attributable to the hedged risk.

If the hedge relationship no longer meets the criteria for hedge accounting, it is discontinued. For fair value hedges of interest rate risk, the fair value adjustment to the hedged item is amortised to the income statement over the period to maturity of the previously designated hedge relationship using the effective interest method.

If the hedged item is sold or repaid, the unamortised fair value adjustment is recognised immediately in the income statement.

Cash flow hedges

For qualifying cash flow hedges, the fair value gain or loss associated with the effective portion of the cash flow hedge is recognised initially in shareholders’ equity, and recycled to the income statement in the periods when the hedged item will affect profit or loss. Any ineffective portion of the gain or loss on the hedging instrument is recognised in the income statement immediately.

When a hedging instrument expires or is sold, or when a hedge no longer meets the criteria for hedge accounting, any cumulative gain or loss existing in equity at that time remains in equity and is recognised when the hedged item is ultimately recognised in the income statement. When a forecast transaction is no longer expected to occur, the cumulative gain or loss that was recognised in equity is immediately transferred to the income statement.

Hedges of net investments

Hedges of net investments in foreign operations, including monetary items that are accounted for as part of the net investment, are accounted for similarly to cash flow hedges; the effective portion of the gain or loss on the hedging instrument is recognised directly in equity and the ineffective portion is recognised immediately in the income statement. The cumulative gain or loss previously recognised in equity is recognised in the income statement on the disposal or partial disposal of the foreign operation, or other reductions in the Group’s investment in the operation.

Hedges of net investments may include non-derivative liabilities as well as derivative financial instruments.

Derivatives that do not qualify for hedge accounting

Derivative contracts entered into as economic hedges that do not qualify for hedge accounting are held at fair value through profit or loss.

13. Property, plant and equipment

Property, plant and equipment is stated at cost less accumulated depreciation and provisions for impairment, if required. Cost includes the original purchase price of the asset and the costs directly attributable to bringing the asset to its working condition for its intended use. Additions and subsequent expenditures are capitalised only to the extent that they enhance the future economic benefits expected to be derived from the assets.

Depreciation is provided on the depreciable amount of items of property, plant and equipment on a straight-line basis over their estimated useful economic lives. The depreciable amount is the gross carrying amount, less the estimated residual value at the end of its useful economic life.

The Group uses the following annual rates in calculating depreciation:

 

Freehold buildings and long-leasehold property (more than 50 years to run)

     2-3.3%   

Computers and similar equipment

     20-33%   

Fixtures and fittings and other equipment

     10-20%   

Leased assets:

  

Leasehold property over the remaining life of the lease (less than 50 years to run)

     Over the remaining life of the lease   

Costs of adaptation of freehold and leasehold propertya

     7-10%   

Equipment installed in freehold and leasehold propertya

     7-10%   

Note

a Where leasehold property has a remaining useful life of less than 15 years, costs of
   adaptation and installed equipment are depreciated over the remaining life of the lease.
 


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1 Significant accounting policies continued

Depreciation rates, methods and the residual values underlying the calculation of depreciation of items of property, plant and equipment are kept under review to take account of any change in circumstances.

When deciding on depreciation rates and methods, the principal factors the Group takes into account are the expected rate of technological developments and expected market requirements for, and the expected pattern of usage of, the assets. When reviewing residual values, the Group estimates the amount that it would currently obtain for the disposal of the asset after deducting the estimated cost of disposal if the asset were already of the age and condition expected at the end of its useful economic life.

No depreciation is provided on freehold land, although, in common with all long-lived assets, it is subject to impairment testing, if deemed appropriate.

Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognised in the income statement.

Investment property is property held to earn rentals or for capital appreciation or for both rather than for sale or use in the business. The Group initially recognises investment properties at cost, and subsequently at their fair value at each balance sheet date reflecting market conditions at the reporting date. The fair value of investment property is determined by reference to current market prices for similar properties, adjusted as necessary for condition and location, or by reference to recent transactions updated to reflect current economic conditions. Discounted cash flow techniques may be employed to calculate fair value where there have been no recent transactions, using current external market inputs such as market rents and interest rates. Valuations are carried out by management with the support of appropriately qualified independent valuers.

Movements in fair value subsequent to initial recognition are included in the income statement. No depreciation is provided in respect of investment properties.

14. Intangible assets

Goodwill

Goodwill arises on the acquisition of subsidiaries and associates and joint ventures, and represents the excess of the fair value of the purchase consideration over the fair value of the Group’s share of the assets acquired, and the liabilities and contingent liabilities assumed on the date of the acquisition.

For the purpose of calculating goodwill, fair values of acquired assets, liabilities and contingent liabilities are determined by reference to market values or other valuation methodologies including discounted cash flow techniques, using market rates or by using risk-free rates and risk-adjusted expected future cash flows. Goodwill is capitalised and reviewed annually for impairment, or more frequently when there are indications that impairment may have occurred. Goodwill is allocated to cash-generating units for the purpose of impairment testing. Goodwill on acquisitions of associates and joint ventures is included in the amount of the investment. Gains and losses on the disposal of an entity include the carrying amount of the goodwill relating to the entity sold.

Computer software

Computer software is stated at cost, less amortisation and provisions for impairment, if required.

The identifiable and directly associated external and internal costs of acquiring and developing software are capitalised where the software is controlled by the Group, and where it is probable that future economic benefits that exceed its cost will flow from its use over more than one year. Costs associated with maintaining software are recognised as an expense when incurred.

Capitalised computer software is amortised over 3-5 years.

Other intangible assets

Other intangible assets consist of brands, customer lists, licences and other contracts, core deposit intangibles and mortgage servicing rights. Other intangible assets are initially recognised when they are separable or arise from contractual or other legal rights, the cost can be measured reliably and, in the case of intangible assets not acquired in a business combination, where it is probable that future economic benefits attributable to the assets will flow from their use. The value of intangible assets which are acquired in a business combination is generally determined using income approach methodologies such as the discounted cash flow method and the relief from royalty method that estimate net cash flows attributable to an asset over its economic life and discount to present value using an appropriate rate of return based on the cost of equity adjusted for risk.

Other intangible assets are stated at cost less amortisation and provisions for impairment, if any, and are amortised over their useful lives in a manner that reflects the pattern to which they contribute to future cash flows, generally over 4-25 years.

15. Impairment of property, plant and equipment and intangible assets

At each balance sheet date, or more frequently where events or changes in circumstances dictate, property, plant and equipment and intangible assets, are assessed for indications of impairment. If indications are present, these assets are subject to an impairment review. Goodwill is subject to an impairment review each year. The impairment review comprises a comparison of the carrying amount of the asset with its recoverable amount: the higher of the asset’s or the cash-generating unit’s fair value less costs to sell and its value in use. Fair value less costs to sell is calculated by reference to the amount at which the asset could be disposed of in a binding sale agreement in an arm’s length transaction evidenced by an active market or recent transactions for similar assets. Value in use is calculated by discounting the expected future cash flows obtainable as a result of the asset’s continued use, including those resulting from its ultimate disposal, at a market-based discount rate on a pre-tax basis.

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202            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

              

 

1 Significant accounting policies continued

The carrying values of fixed assets and goodwill are written down by the amount of any impairment and this loss is recognised in the income statement in the period in which it occurs. A previously recognised impairment loss relating to a fixed asset may be reversed in part or in full when a change in circumstances leads to a change in the estimates used to determine the fixed asset’s recoverable amount. The carrying amount of the fixed asset will only be increased up to the amount that it would have been had the original impairment not been recognised. Impairment losses on goodwill are not reversed. For the purpose of conducting impairment reviews, cash-generating units are the lowest level at which management monitors the return on investment on assets.

16. Financial guarantees

Financial guarantee contracts are contracts that require the issuer to make specified payments to reimburse the holder for a loss it incurs because a specified debtor fails to make payments when due in accordance with the terms of a debt instrument.

Financial guarantees are initially recognised in the financial statements at fair value on the date that the guarantee was given. Other than where the fair value option is applied, subsequent to initial recognition, the Group’s liabilities under such guarantees are measured at the higher of the initial measurement, less amortisation calculated to recognise in the income statement any fee income earned over the period, and any financial obligation arising as a result of the guarantees at the balance sheet date, in accordance with policy 23.

Any increase in the liability relating to guarantees is taken to the income statement within the impairment charge. Any liability remaining is recognised in the income statement when the guarantee is discharged, cancelled or expires.

17. Issued debt and equity securities

Issued financial instruments or their components are classified as liabilities where the contractual arrangement results in the Group having a present obligation to either deliver cash or another financial asset to the holder, to exchange financial instruments on terms that are potentially unfavourable or to satisfy the obligation otherwise than by the exchange of a fixed amount of cash or another financial asset for a fixed number of equity shares. Issued financial instruments, or their components, are classified as equity where they meet the definition of equity and confer on the holder a residual interest in the assets of the Group. The components of issued financial instruments that contain both liability and equity elements are accounted for separately with the equity component being assigned the residual amount after deducting from the instrument as a whole the amount separately determined as the fair value of the liability component. Financial liabilities, other than financial liabilities designated at fair value, are carried at amortised cost using the effective interest method as set out in policy 6. Derivatives embedded in financial liabilities that are not designated at fair value are accounted for as set out in policy 7. Equity instruments, including share capital, are initially recognised at net proceeds, after deducting transaction costs and any related income tax. Dividend and other payments to equity holders are deducted from equity, net of any related tax.

18. Share capital

Share issue costs

Incremental costs directly attributable to the issue of new shares or options including those issued on the acquisition of a business are shown in equity as a deduction, net of tax, from the proceeds.

Dividends on ordinary shares

Dividends on ordinary shares are recognised in equity in the period in which they are paid or, if earlier, approved by shareholders.

Treasury shares

Where Barclays PLC or any member of the Group purchases the Company’s share capital, the consideration paid is deducted from shareholders’ equity as treasury shares until they are cancelled. Where such shares are subsequently sold or reissued, any consideration received is included in shareholders’ equity.

19. Insurance contracts and investment contracts

The Group offers wealth management, term assurance, annuity, property and payment protection insurance products to customers that take the form of long- and short-term insurance contracts. The Group classifies its wealth management and other products as insurance contracts where these transfer significant insurance risk, generally where the benefits payable on the occurrence of an insured event are at least 5% more than the benefits that would be payable if the insured event does not occur.

Contracts that do not contain significant insurance risk or discretionary participation features are classified as investment contracts. Financial assets and liabilities relating to investment contracts, and assets backing insurance contracts are classified and measured as appropriate under IAS 39, ‘Financial Instruments: Recognition and Measurement’ as set out in policy 7.

Premiums are recognised as revenue proportionally over the period of the coverage. Claims and claims handling costs are charged to income as incurred, based on the estimated liability for compensation owed to policyholders arising from events that have occurred up to the balance sheet date even if they have not yet been reported to the Group, based on assessments of individual cases reported to the Group and statistical analyses for the claims incurred but not reported.

Liabilities under unit-linked life insurance contracts (such as endowment policies) reflect the value of assets held within unitised investment pools.

Deferred acquisition costs (DAC)

Commissions and other costs that are related to securing new insurance and investment contracts are capitalised and amortised over the estimated lives of the relevant contracts.

 


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1 Significant accounting policies continued

Liability adequacy test

Liability adequacy tests are performed at each balance sheet date to ensure the adequacy of contract liabilities net of deferred acquisition costs (DAC) and value of business acquired assets (VOBA). Current best estimates of future contractual cash flows, claims handling and administration costs, and investment returns from the assets backing the liabilities are taken into account in the tests. Where a deficiency is highlighted by the test, DAC and VOBA assets are written off first, and then insurance liabilities are increased if required. Any deficiency is immediately recognised in the income statement.

Reinsurance

Short and long-term insurance business is ceded to reinsurers under contracts to transfer part or all of one or more of the following risks: mortality, investment and expenses. All such contracts are dealt with as insurance contracts. The benefits to which the Group is entitled under its reinsurance contracts are recognised as reinsurance assets. The Group assesses reinsurance assets at each balance sheet date. If there is objective evidence of impairment, the carrying amount of the reinsurance asset is reduced accordingly, resulting in a charge to the income statement.

20. Leases

As Lessor

Assets leased to customers under agreements which transfer substantially all the risks and rewards of ownership, with or without ultimate legal title, are classified as finance leases. When assets are transferred under a finance lease, the present value of the lease payments, discounted at the rate of interest implicit in the lease, is recognised as a receivable. The difference between the total payments receivable under the lease and the present value of the receivable is recognised as unearned finance income, which is allocated to accounting periods under the pre-tax net investment method to reflect a constant periodic rate of return.

Assets leased to customers under agreements which do not transfer substantially all the risks and rewards of ownership are classified as operating leases. The leased assets are included within property, plant and equipment on the Group’s balance sheet and depreciation is provided on the depreciable amount of these assets on a systematic basis over their estimated useful lives. Lease income is recognised on a straight-line basis over the period of the lease unless another systematic basis is more appropriate.

As Lessee

Leases entered into by the Group are primarily operating leases. Operating lease rentals payable are recognised as an expense in the income statement on a straight-line basis over the lease term unless another systematic basis is more appropriate.

21. Employee benefits

Short-term employee benefits, such as salaries, paid absences, and other benefits include any estimated tax payable in respect of employee services rendered during the period and are accounted for on an accruals basis over the period in which the employees provide the related services. Bonuses are recognised to the extent that the Group has a present obligation to its employees that can be measured reliably.

The Group operates a number of pension schemes which may be funded or unfunded and of a defined contribution or defined benefit nature. In addition, the Group contributes, according to local law in the various countries in which it operates, to Governmental and other plans which have the characteristics of defined contribution plans.

For defined benefit schemes, actuarial valuation of each of the scheme’s obligations using the projected unit credit method and the fair valuation of each of the scheme’s assets are performed annually, using the assumptions set out in Note 28. The difference between the fair value of the plan assets and the present value of the defined benefit obligation at the balance sheet date, adjusted for any historic unrecognised actuarial gains or losses and past service cost, is recognised as an asset or liability in the balance sheet.

An asset arising, for example, as a result of past over funding or the performance of the plan investments, is recognised to the extent that it does not exceed the present value of future contribution holidays or refunds of contributions.

Cumulative actuarial gains and losses in excess of the greater of 10% of the assets or 10% of the obligations of the plan (the corridor) are recognised in the income statement over the remaining average service lives of the employees of the related plan, on a straight-line basis.

Gains and losses on curtailments are recognised when the curtailment occurs which is when there is a demonstrable commitment to make a significant reduction in the number of employees covered by the plan or amendments have been made to the terms of the plan so that a significant element of future service will no longer qualify for benefits or will qualify only for reduced benefits. The gain or loss comprises any resulting change in the present value of the defined benefit obligation, any resulting change in the fair value of the plan assets and any related actuarial gain or loss that had not previously been recognised since they fell within the corridor.

For defined contribution schemes, the Group recognises contributions due in respect of the accounting period in the income statement. Any contributions unpaid at the balance sheet date are included as a liability.

The Group also provides health care benefits to certain retired employees, the cost of which is accrued as a liability in the financial statements over the period of employment, using a methodology similar to that for defined benefit pensions plans.

All expenses related to employee benefits are recognised in the income statement in staff costs, which is included within operating expenses.

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204            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

              

 

1 Significant accounting policies continued

22. Share-based payments to employees

The Group makes equity settled share-based payments in respect of services received from its employees. The fair value of the services is measured by reference to the fair value of the shares or share options granted on the date of the grant.

The cost of the employee services received in respect of the shares or share options granted is recognised in the income statement over the period that employees provide services, which is generally the vesting period.

The fair value of the options granted is determined using option pricing models, which take into account the exercise price of the option, the current share price, the risk-free interest rate, the expected volatility of the share price over the life of the option and other relevant factors. Vesting conditions, service or performance conditions, are not taken into account in estimating fair value, but may lead to adjustments to the number of shares or share options included in the measurement of the cost of employee services so that ultimately, the amount recognised in the income statement reflects the number of vested shares or options.

Vesting conditions that are related to market conditions are reflected in the fair value of the awards granted and charges for the services received are recognised regardless of whether or not the market-related vesting condition is met, provided that the non-market vesting conditions are met. Similarly, non-vesting conditions, which are other conditions not being service conditions or performance conditions, are taken into account in estimating the grant date fair value and share-based payment charges and are recognised when all non-market vesting conditions are satisfied irrespective of whether the non-vesting conditions are satisfied. If meeting a non-vesting condition is a matter of employee choice, failure to meet the non-vesting condition is treated as a cancellation, resulting in an acceleration of recognition of the cost of the employee services.

23. Provisions

Provisions are recognised for present obligations arising as consequences of past events where it is more likely than not that a transfer of economic benefit will be necessary to settle the obligation, which can be reliably estimated.

When a leasehold property ceases to be used in the business or a demonstrable commitment has been made to cease to use a property, provision is made where the unavoidable costs of the future obligations relating to the lease are expected to exceed anticipated rental income and other benefits. The net costs are discounted using market rates of interest to reflect the long-term nature of the cash flows.

Provision is made for the anticipated cost of restructuring, including redundancy costs when an obligation exists. An obligation exists when the Group has a detailed formal plan for restructuring a business and has raised valid expectations in those affected by the restructuring by starting to implement the plan or announcing its main features. The provision raised is normally utilised within nine months.

Provision is made for undrawn loan commitments and similar facilities if it is probable that the facility will be drawn and result in the recognition of an asset at an amount less than the amount advanced.

Contingent liabilities are possible obligations whose existence will be confirmed only by uncertain future events or present obligations where the transfer of economic benefit is uncertain or cannot be reliably measured. Contingent liabilities are not recognised but are disclosed unless they are remote.

24. Taxes, including deferred taxes

Income tax payable on taxable profits (‘Current Tax’) is recognised as an expense in the period in which the profits arise. Withholding taxes are also treated as income taxes. Income tax recoverable on tax allowable losses is recognised as a current tax asset only to the extent that it is regarded as recoverable by offset against taxable profits.

Deferred income tax is provided in full, using the liability method, on temporary differences arising from the differences between the tax bases of assets and liabilities and their carrying amounts in the consolidated financial statements. Deferred income tax is determined using tax rates and legislation enacted or substantially enacted by the balance sheet date which are expected to apply when the deferred tax asset is realised or the deferred tax liability is settled. Deferred tax assets and liabilities are only offset when they arise in the same tax reporting group and where there is both the legal right and the intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

25. Segment reporting

Operating segments are reported in a manner consistent with the internal reporting provided to the Executive Committee. The Executive Committee, which is responsible for allocating resources and assessing performance of the operating segments, has been identified as the chief operating decision maker. All transactions between business segments are conducted on an arm’s length basis, with intra-segment revenue and costs being eliminated in Head Office. Income and expenses directly associated with each segment are included in determining business segment performance.

26. Cash and cash equivalents

For the purposes of the cash flow statement, cash comprises cash on hand and demand deposits, and cash equivalents comprise highly liquid investments that are convertible into cash with an insignificant risk of changes in value with original maturities of three months or less. Repurchase and reverse repurchase agreements are not considered to be part of cash equivalents.

27. Trust activities

The Group commonly acts as trustees and in other fiduciary capacities that result in the holding or placing of assets on behalf of individuals, trusts, retirement benefit plans and other institutions. These assets and income arising thereon are excluded from these financial statements, as they are not assets of the Group.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           205   

 

 

              

 

1 Significant accounting policies continued

Changes to Accounting Policy

The Group has continued to apply the accounting policies used for the 2009 Annual Report and has adopted the following standards from 1st January 2010 (prior periods are not affected by these revised standards):

 

IFRS 3 Business Combinations. For the Group, the main change is that any costs directly related to the acquisition of a subsidiary are expensed as incurred, and are not part of the cost of the business combination.

 

IAS 27 Consolidated and Separate Financial Statements. Changes in ownership interests in subsidiaries are now accounted for as equity transactions if they occur after control has already been obtained and they do not result in loss of control. In addition, when the Group ceases to have control in a subsidiary, any retained interest in the subsidiary is re-measured to its fair value, with the change in carrying amount recognised in profit or loss.

Future accounting developments

IFRS 9 Financial Instruments contains new requirements for accounting for financial assets and liabilities, which by 30th June 2011 will include new requirements for impairment and hedge accounting, replacing the corresponding requirements in IAS 39 Financial Instruments: Recognition and Measurement. It will introduce significant changes in the way that the Group accounts for financial instruments. The key changes issued and proposed relate to:

 

Financial assets. Financial assets will be held at either fair value or amortised cost, except for equity investments not held for trading which may be held at fair value through equity.

 

Financial liabilities. Gains and losses on own credit arising from financial liabilities designated at fair value through profit or loss will be excluded from the Income Statement and instead taken to Other Comprehensive Income.

 

Impairment. Both expected losses and incurred losses will be reflected in impairment allowances for loans and advances.

 

Hedge accounting. Hedge accounting will be more closely aligned with financial risk management.

 

Offsetting. The conditions for offsetting financial assets and financial liabilities in the balance sheet will be clarified.

Adoption is not mandatory until accounting periods beginning on or after 1st January 2013. Earlier adoption is possible, subject to EU endorsement. At this stage, it is not possible to determine the potential financial impacts of adoption on the Group.

The International Accounting Standards Board is also undertaking a comprehensive review of other IFRSs which, in June 2010, it prioritised into those IFRSs that it expects to issue by 30th June 2011. In addition to IFRS 9, the 30th June 2011 standards which are expected to be more significant for the Group are as follows:

 

Leases. Under the proposals, lessees are required to recognise assets and liabilities arising from both operating and finance leases on the balance sheet.

 

Post employment benefits. The amendments to IAS 19 Employee Benefits require net pension liabilities arising from defined benefit pension schemes to be recognised in full.

In addition to the above, the IASB plans to issue new standards on Insurance Contracts, Consolidation, Fair Value Measurement, the Presentation of Other comprehensive Income and Revenue recognition. The Group will consider the financial impacts of these new standards as they are finalised.

A number of other amendments and interpretations to IFRS have been issued that first apply from 1st January 2010 or later periods. These have not resulted in any material changes to the Group’s accounting policies.

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206            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

              

 

2 Net interest income

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Cash and balances with central banks

     271        131        174   

Available for sale investments

     1,483        1,937        2,355   

Loans and advances to banks

     440        513        1,267   

Loans and advances to customers

     17,677        18,456        23,754   

Other interest income

     164        199        460   

Interest income

     20,035        21,236        28,010   

Deposits from banks

     (370     (634     (2,189

Customer accounts

     (1,410     (2,716     (6,697

Debt securities in issue

     (3,632     (3,889     (5,910

Subordinated liabilities

     (1,778     (1,718     (1,349

Other interest expense

     (322     (361     (396

Interest expense

     (7,512     (9,318     (16,541

Net interest income

     12,523        11,918        11,469   

 

Interest income includes £213m (2009: £185m, 2008: £135m) accrued on impaired loans.

 

Other interest income principally includes interest income relating to reverse repurchase agreements. Similarly, other interest expense principally includes interest expense relating to repurchase agreements and hedging activity.

 

Included in net interest income is hedge ineffectiveness as detailed in Note 14.

 

3 Net fee and commission income

  

   

  

  

     2010
£m
   

2009

£m

   

2008

£m

 

Fee and commission income

      

Banking and credit related fees and commissions

     10,063        9,578        7,208   

Brokerage fees

     77        88        56   

Investment management fees

     79        133        120   

Foreign exchange commission

     149        147        189   

Fee and commission income

     10,368        9,946        7,573   

Fee and commission expense

     (1,497     (1,528     (1,082

Net fee and commission income

     8,871        8,418        6,491   

 

4 Net trading income

  

    

2010

£m

   

2009

£m

   

2008

£m

 

Trading Income

     7,017        8,139        (1,596

Gain on foreign exchange dealings

     670        682        1,272   

Own credit gain/(charge)

     391        (1,820     1,663   

Net trading income

     8,078        7,001        1,339   

Included within net trading income were gains of £32m (2009: £2,349m loss, 2008: £6,635m loss) on financial assets designated at fair value and losses of £903m (2009: £3,158m loss, 2008: £3,328 gain) on financial liabilities designated at fair value.

The own credit adjustment arose on £96bn of Barclays Capital’s financial liabilities designated at fair value (2009: £86bn, 2008: £78bn).

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           207   

 

 

              

 

5 Net investment income

 

    

2010

£m

    

2009

£m

   

2008

£m

 

Net gain from disposal of available for sale assets

     1,027         349        212   

Dividend income

     116         6        196   

Net gain/(loss) from financial instruments designated at fair value

     274         (208     33   

Other investment income/(losses)

     60         (91     239   

Net investment income

     1,477         56        680   

 

6 Impairment charges and other credit provisions

See page 87 for analysis of the impairment charges and other credit provisions.

 

7 Staff costs

  

  

  

    

2010

£m

    

2009

£m

   

2008

£m

 

Salaries and accrued performance costs

     8,809         7,795        5,562   

Share based payments (Note 39)

     860         286        225   

Social security costs

     719         606        444   

Bank payroll tax

     96         225          

Post retirement benefits:

       

– defined contribution plans

     297         224        221   

– defined benefit plans (Note 28)

     213         (33     89   

– other post-retirement benefits (Note 28)

     18         16        1   

Other

     904         829        662   

Staff costs

     11,916         9,948        7,204   

 

The UK Government applied a bank payroll tax of 50% to all discretionary bonuses over £25,000 awarded to UK bank employees between 9th December 2009 and 5th April 2010. The total bank payroll tax paid was £437m, of which £225m was recognised in 2009 in respect of 2009 cash awards and certain prior year deferrals distributed during the taxable period. For 2010 a charge of £96m has been recognised in relation to prior year deferrals, with the remaining £116m recognised over the period 2011 to 2013.

 

Staff costs above relate to continuing operations only. Staff costs arising on discontinued operations for 2009 totalled £735m (2008: £575m), principally comprising £514m of salaries and accrued performance costs (2008: £486m), social security costs of £15m (2008: £20m), post-retirement benefits of £29m (2008: £16m) and other staff costs of £177m (2008: £53m).

 

The average total number of persons employed by the Group including both continuing and discontinued operations was 151,300 (2009:153,800).

 

8 Administration and general expenses

     

    

  

  

    

2010

£m

    

2009

£m

   

2008

£m

 

Property and equipment

     1,813         1,641        1,356   

Outsourcing and professional services

     1,705         1,496        1,472   

Operating lease rentals

     637         639        520   

Marketing, advertising and sponsorship

     631         492        591   

Subscriptions, publications and stationery

     584         519        458   

Travel and accommodation

     358         273        275   

Other administration and general expenses

     732         439        491   

Impairment of property, equipment and intangible assets

     125         61        30   

Administration and general expenses

     6,585         5,560        5,193   

In June 2010, the UK Government announced its intention to introduce a bank levy, which will apply to elements of the Group’s consolidated liabilities and equity held as at 31st December 2011. The draft legislation is expected to be enacted by the UK Parliament later this year. Based on the 31st December 2010 balance sheet position and the draft requirements, we estimate that the bank levy would result in an annual charge to the income statement of approximately £400m from 2011 onwards.

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208            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

              

 

8 Administration and general expenses continued

Auditors’ remuneration

Auditors’ remuneration is included within outsourcing and professional services costs above and comprises:

 

     Notes     

Audit

£m

    

Audit

related

£m

    

Taxation

services

£m

    

Other

services

£m

    

Total

£m

 

2010

                 

Audit of the Group’s annual accounts

        12                                 12   

Other services:

                 

Fees payable for the Company’s associates pursuant to legislation

     a)         26                                 26   

Other services supplied pursuant to such legislation

     b)                 3                         3   

Services relating to taxation

                 

– compliance services

                        7                 7   

– advisory services

     c)                         1                 1   
Services relating to corporate finance transactions entered into or proposed to be entered into by or on behalf of the Company or any of its associates      d)                                 1         1   

Other

                      4                 2         6   

Total auditors’ remuneration

              38         7         8         3         56   

2009

                 

Audit of the Group’s annual accounts

        12                                 12   

Other services:

                 

Fees payable for the Company’s associates pursuant to legislation

     a)         23                                 23   

Other services supplied pursuant to such legislation

     b)                 2                         2   

Services relating to taxation

                 

– compliance services

                        6                 6   

– advisory services

     c)                         1                 1   
Services relating to corporate finance transactions entered into or proposed to be entered into by or on behalf of the Company or any of its associates      d)                                 3         3   

Other

                      4                 1         5   

Total auditors’ remuneration

              35         6         7         4         52   

2008

                 

Audit of the Group’s annual accounts

        12                                 12   

Other services:

                 

Fees payable for the Company’s associates pursuant to legislation

     a)         19                                 19   

Other services supplied pursuant to such legislation

     b)                 2                         2   

Services relating to taxation

                 

– compliance services

                        7                 7   

– advisory services

     c)                         2                 2   
Services relating to corporate finance transactions entered into or proposed to be entered into by or on behalf of the Company or any of its associates      d)                                 2         2   

Other

                      4                 1         5   

Total auditors’ remuneration

              31         6         9         3         49   

The figures shown in the above table relate to fees paid to PricewaterhouseCoopers LLP and its associates for continuing operations of business. Fees paid to other auditors not associated with PricewaterhouseCoopers LLP in respect of the audit of the Company’s subsidiaries were £4m (2009: £3m, 2008: £3m).

a) Fees payable for the audit of the Company’s associates pursuant to legislation comprise the fees for the statutory audit of the subsidiaries and associated pension schemes both inside and outside Great Britain and fees for the work performed by the associates of PricewaterhouseCoopers LLP in respect of the consolidated financial statements of the Company. The fees relating to the audit of the associated pension schemes were £0.4m (2009: £0.5m, 2008: £0.2m).

b) Other services supplied pursuant to such legislation comprise services in relation to statutory and regulatory filings. These include audit services for the review of the interim financial information under the Listing Rules of the UK listing authority.

c) Advisory services relating to taxation include consultation on tax matters, tax advice relating to transactions and other tax planning and advice.

d) Services relating to corporate finance transactions comprise due diligence related to transactions and other work in connection with such transactions.

Excluded from the total auditors’ remuneration above are fees paid to PricewaterhouseCoopers LLP and associates relating to Barclays Global Investors, the Group’s discontinued operations, of £nil (2009: £4m, 2008: £3m).

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           209   

 

 

              

 

9 Tax

Tax charge

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Current tax charge/(credit)

      

Current year

     1,413        1,249        1,201   

Adjustment for prior years

     (20     (118     98   
       1,393        1,131        1,299   

Deferred tax charge/(credit)

      

Current year

     118        45        (577

Adjustment for prior years

     5        (102     (269
       123        (57     (846

Tax charge

     1,516        1,074        453   

 

Tax relating to each component of other comprehensive income can be found in the consolidated statement of comprehensive income on page 188, including within Other, tax credits of £59m (2009: £218m; 2008: £2m charge) principally relating to share based payments.

 

Factors impacting income tax charge for the year

The table below shows the reconciliation between the tax charge that would result from applying the standard UK corporation tax rate to the Group’s profit before tax and the actual tax charge.

   

  

   

    

2010

£m

   

2009

£m

   

2008

£m

 

Profit before tax from continuing operations

     6,065        4,585        5,136   
Tax charge based on the standard UK corporation tax rate of 28% (2009: 28%, 2008: 28.5%)      1,698        1,284        1,464   
Adjustments for prior years      (15     (220     (171
Effect of overseas tax rates different from the standard UK tax ratea      (135     (27     175   
Non-taxable gains and incomeb      (152     (112     (859
Impact of share price movements on share-based payments      41        (38     201   
Deferred tax assets (previously not recognised)/not recognised      (160     27        (504
Change in tax ratesc      34        (12     (1

Non-deductible expenses and other items

     205        172        148   

Tax charge

     1,516        1,074        453   

Effective tax rated

     25     23     9
                          

The introduction of the UK bank levy is expected to result in a charge to operating expenses in 2011 (refer to Note 8).

  

 

Current tax assets and liabilities

Movements on current tax assets and liabilities were as follows:

  

  

          

2010

£m

   

2009

£m

 

Assets

       349        389   

Liabilities

             (992     (1,216

As at 1st January

       (643     (827

Income statement

       (1,393     (1,153

Equity

       180        (109

Corporate income tax paid

       1,458        1,283   

Acquisitions and disposals

       (4     (33

Exchange and other adjustments

             (48     196   
               (450     (643

Assets

       196        349   

Liabilities

             (646     (992

As at 31st December

             (450     (643

Notes

a Includes a deferred tax benefit of £205rn in 2010 arising from the reorganisation of Spanish securitisation financing,
b Non-taxable gains and income is net of £42m relating to £58m withholding tax on the intra-group return of capital. Revenue of £58rn has been recognised in relation to related payments received.
c The UK has passed legislation to reduce the UK tax rate from 28% to 27% from 1st April 2011. This reduced the value of the net UK deferred tax asset at 31st December 2010 resulting in a tax charge of £14m (2009: £nil) included in the £34m for the impact of change in tax rates.
d The low effective tax rate of 9% in 2008 mainly resulted from the Lehman Brothers North American business acquisition.
 

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Table of Contents
210            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

              

 

9 Tax continued

Deferred tax assets and liabilities

The deferred tax amounts disclosed on the balance sheet are as follows:

 

                                                    

2010

£m

   

2009

£m

 

Deferred tax asset

                     2,517        2,303   

Deferred tax liability

                                                                     (514     (470

Net deferred tax

                                                                     2,003        1,833   

 

Deferred taxes are calculated on all temporary differences under the liability method. Movements on deferred tax assets and liabilities during the year, without taking into consideration the offsetting of balances within the same tax jurisdiction, were as follows:

 

   

    

Fixed asset

timing

differences

£m

   

Available

for sale

investments

£m

   

Cash flow

hedges

£m

   

Pensions

and other

retirement

benefits

£m

   

Allowances

for

impairment

on loans

£m

   

Other

provisions

£m

   

Tax losses

carried

forwarda

£m

   

Share

based

payments

£m

   

Other

£m

   

Total

£m

 

Assets

     117        28        139        219        379        294        1,038        336        472        3,022   

Liabilities

     (660     (54     (278                                        (197     (1,189

As at 1st January

                    

2010

     (543     (26     (139     219        379        294        1,038        336        275        1,833   

Income statement

     42        12        (3     (101     (46     (151     591        25        (492     (123

Equity

            53        38                                    12        (44     59   

Acquisitions and disposals

     56                                                         2        58   

Exchange and other

                    

adjustments

     21        (6     (5            12        19        (71     (1     207        176   
       (424     33        (109     118        345        162        1,558        372        (52     2,003   

Assets

     134        76               118        345        162        1,558        372        668        3,433   

Liabilities

     (558     (43     (109                                        (720     (1,430

As at 31st

                    

December 2010

     (424     33        (109     118        345        162        1,558        372        (52     2,003   

Assets

     87        57        246        403        356        532        1,659        342        1,116        4,798   

Liabilities

     (945     (46     (368     _                                    (1,075     (2,434

As at 1st January

                    

2009

     (858     11        (122     403        356        532        1,659        342        41        2,364   

Income statement

     340        (8     44        (189     39        15        (785     50        293        (201

Equity

            (21     (59                                 156        24        100   

Acquisitions and disposals

     1                      (5     (1     (8     4        (41     (98     (148

Exchange and other adjustments

     (26     (8     (2     10        (15     (245     160        (171     15        (282
       (543     (26     (139     219        379        294        1,038        336        275        1,833   

Assets

     117        28        139        219        379        294        1,038        336        472        3,022   

Liabilities

     (660     (54     (278                                        (197     (1,189

As at 31st

                    

December 2009

     (543     (26     (139     219        379        294        1,038        336        275        1,833   

 

 

 

Notes

a The deferred tax asset arising from tax losses mainly relates to entities in the USA, the UK and Spain.
b The net deferred tax asset at 31st December 2010 includes £1,715m (2009: £197m) in entities which have suffered a loss in either the current or prior year. Recognition is based on profit forecasts which indicate that it is probable that the relevant entities will have future taxable profits against which the temporary differences can be utilised.
c The amount of deferred tax liability expected to be settled after more than 12 months is £911m (2009: £955m). The amount of deferred tax asset expected to be recovered after more than 12 months is £1,645m (2009: £2,446m).
d Deferred tax assets have not been recognised in respect of deductible temporary differences (gross) of £506m (2009: £4m), and unused tax losses (gross) of £4,571m (2009: £8,542m) of which £70m (2009: £nil) expires within 5 years, £239m (2009: £nil)
 

expires within 6-10 years and £4,262m (2009: £8,542m) expires within 11-20 years. Deferred tax assets have not been recognised in respect of these items because it is not probable that future taxable profits will be available against which the Group can utilise benefits. The unused tax losses include amounts relating to the US branch of Barclays Bank PLC where the applicable tax rate for deferred tax purposes would be the excess of the US tax rate over the UK tax rate,

e Deferred tax is not recognised in respect of the Group’s investments in subsidiaries and branches where remittance is not contemplated and for those associates and interests in joint ventures where it has been determined that no additional tax will arise. The aggregate amount of temporary differences for which deferred tax liabilities have not been recognised is £530m (2009: £738m).
 
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           211   

 

 

              

 

10 Earnings per share

 

    

2010

£m

   

2009

£m

   

2008

£m

 

Continuing Operations

      

Profit attributable to equity holders of parent from continuing operations

     3,564        2,628        3,795   

Dilutive impact of convertible options

     (10     (17     (19

Profit attributable to equity holders of parent including dilutive impact of convertible options

     3,554        2,611        3,776   

Profit attributable to equity holders of the parent from discontinued operations

            6,765        587   
      
    

2010

million

   

2009

million

   

2008

million

 

Basic weighted average number of shares in issue

     11,719        10,890        7,389   

Number of potential ordinary shares

     733        594        188   

Diluted weighted average number of shares

     12,452        11,484        7,577   
      
     P     P     P  

Basic earnings per ordinary share from continuing operations

     30.4        24.1        51.4   

Basic earnings per ordinary share from discontinued operations

            62.1        7.9   

Basic earnings per ordinary share

     30.4        86.2        59.3   

Diluted earnings per ordinary share from continuing operations

     28.5        22.7        49.8   

Diluted earnings per ordinary share from discontinued operations

            58.9        7.7   

Diluted earnings per ordinary share

     28.5        81.6        57.5   

The calculation of basic earnings per share is based on the profit attributable to equity holders of the parent and the number of basic weighted average number of shares excluding own shares held in employee benefit trusts or held for trading.

The basic weighted average number of shares in issue in the year ended 31st December 2010 reflects the full year impact of the exercise of 379 million warrants in 2009, and the weighted average impact of the 758 million warrants exercised in 2010.

When calculating the diluted earnings per share, the weighted average number of shares in issue is adjusted for the effects of all dilutive potential ordinary shares held in respect of Barclays PLC, totalling 733 million (2009: 594 million) shares. In addition, the profit attributable to equity holders of the parent is adjusted for the dilutive impact of the potential conversion of outstanding options held in respect of Absa Group Limited.

The increase in the number of potential ordinary shares is primarily driven by the impact of the increase in the average share price to £3.06 (2009: £2.56) on both the 379 million (2009:1,138 million) unexercised warrants and the 795 million (2009: 667 million) outstanding options granted under employee share schemes, which have strike prices ranging from £1.44 to £6.49 with an average of £4.01 (2009: £4.03).

Of the total number of employee share options and share awards at 31st December 2010, 59 million were anti-dilutive (2009: 97 million).

Subsequent to the balance sheet date, the Group continued to make on-market purchases of treasury shares for the purposes of satisfying its various employee share schemes. No adjustment has been made to earnings per share in respect of these purchases.

11 Dividends on Ordinary Shares

The Directors have approved a final dividend in respect of 2010 of 2.5p per ordinary share of 25p each, amounting to a total of £298m, which will be paid on 18th March 2011. The financial statements for the year ended 31st December 2010 does not reflect this dividend, which will be accounted for in shareholders’ equity as an appropriation of retained profits in the year ending 31st December 2011. The financial statements to 31st December 2010 include the 2010 interim dividends of £355m and final dividend declared in relation to 2009 of £176m.

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Table of Contents
212            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

12 Trading portfolio

 

      

2010

£m

    

2009

£m

 

Debt securities

       139,240         126,520   

Equity securities

       25,613         19,602   

Traded loans

       2,170         2,962   

Commodities

       1,844         2,260   

Trading portfolio assets

       168,867         151,344   

Debt securities

       (64,607      (44,708

Equity Securities

       (7,568      (6,468

Commodities

       (518      (76

Trading portfolio liabilities

       (72,693      (51,252

 

13 Financial assets designated at fair value

 

       
      

2010

£m

     2009
£m
 

Loans and advances

       22,352         22,390   

Debt securities

       1,918         4,007   

Equity securities

       5,685         6,256   

Customers’ assets held under investment contracts

       1,429         1,257   

Other financial assets

       10,101         8,658   

Financial assets designated at fair value

       41,485         42,568   

The total portfolio of assets held in respect of linked liabilities to customers under investment contracts also includes £518m (2009: £422m) of cash and bank balances included within cash and balances at central banks. The carrying value of the total assets is always the same as the carrying value of the liabilities to customers under investment contracts as shown in Note 21. Any change in the value of the assets results in an equal but opposite change in the value of the amounts due to the policyholders. Therefore, the Group is not exposed to the financial risks inherent in the investments.

Credit risk of loans and advances held at fair value and related credit derivatives

The following table shows the maximum exposure to credit risk, the changes in fair value due to changes in credit risk and the cumulative changes in fair value since initial recognition on loans and advances designated at fair value together with the amount by which related credit derivatives mitigate this risk:

 

      Maximum Exposure  as
at 31st December
     Changes in  fair value during
the year ended
    Cumulative  changes in fair
value from inception
 
     2010      2009      2010     2009     2010     2009  

Loans and advances designated at fair value, attributable to credit risk

     22,352         22,390         326        (2,370     (4,995     (5,321

Fair value of related credit derivatives

     2,206         1,416         (481     229        263        744   
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           213   

 

 

 

 

14 Derivative financial instruments

The Group’s objectives and policies on managing the risks that arise in connection with derivatives, including the policies for hedging, are discussed in the Risk Management section on pages 66 to 142.

The use of derivatives and their sale to customers as risk management products are an integral part of the Group’s trading activities. These instruments are also used to manage the Group’s own exposure to fluctuations in interest, exchange rates and commodity and equity prices as part of its asset and liability management activities.

Barclays Capital manages the trading derivatives book as part of the market risk book. This includes foreign exchange, interest rate, equity, commodity and credit derivatives. The policies regarding market risk management are outlined in the market risk management section on pages 118 to 125.

The Group’s exposure to credit risk arising from derivative contracts, as well as the Group’s participation in exchange traded and over the counter derivatives markets are outlined in the Credit risk section on page 110.

Derivative instruments are contracts whose value is derived from one or more underlying financial instruments or indices defined in the contract. They include swaps, forward rate agreements, futures, options and combinations of these instruments and primarily affect the Group’s net interest income, net trading income, net fee and commission income and derivative assets and liabilities. Notional amounts of the contracts are not recorded on the balance sheet.

Foreign exchange derivatives

The Group’s principal exchange rate related contracts are forward foreign exchange contracts, currency swaps and currency options. Forward foreign exchange contracts are agreements to buy or sell a specified quantity of foreign currency, usually on a specified future date at an agreed rate. A currency swap generally involves the exchange, or notional exchange, of equivalent amounts of two currencies and a commitment to exchange interest periodically until the principal amounts are re-exchanged on a future date.

Currency options provide the buyer with the right, but not the obligation, either to purchase or sell a fixed amount of a currency at a specified exchange rate on or before a future date. As compensation for assuming the option risk, the option writer generally receives a premium at the start of the option period.

Interest rate derivatives

The Group’s principal interest rate related contracts are interest rate swaps, forward rate agreements, basis swaps, caps, floors and swaptions. Included in this product category are transactions that include combinations of these features. An interest rate swap is an agreement between two parties to exchange fixed rate and floating rate interest by means of periodic payments based upon a notional principal amount and the interest rates defined in the contract. Certain agreements combine interest rate and foreign currency swap transactions, which may or may not include the exchange of principal amounts. A basis swap is a form of interest rate swap, in which both parties exchange interest payments based on floating rates, where the floating rates are based upon different underlying reference indices. In a forward rate agreement, two parties agree a future settlement of the difference between an agreed rate and a future interest rate, applied to a notional principal amount. The settlement, which generally occurs at the start of the contract period, is the discounted present value of the payment that would otherwise be made at the end of that period.

Credit derivatives

The Group’s principal credit derivative-related contracts include credit default swaps and total return swaps. A credit derivative is an arrangement whereby the credit risk of an asset (the reference asset) is transferred to the seller of protection.

A credit default swap is a contract where the protection seller receives premium or interest-related payments in return for contracting to make payments to the protection buyer upon a defined credit event. Credit events normally include bankruptcy, payment default on a reference asset or assets, or downgrades by a rating agency.

A total return swap is an instrument whereby the seller of protection receives the full return of the asset, including both the income and change in the capital value of the asset. The buyer of the protection in return receives a predetermined amount.

Equity derivatives

The Group’s principal equity-related contracts are equity and stock index swaps and options (including warrants, which are equity options listed on an exchange). An equity swap is an agreement between two parties to exchange periodic payments, based upon a notional principal amount, with one side paying fixed or floating interest and the other side paying based on the actual return of the stock or stock index. An equity option provides the buyer with the right, but not the obligation, either to purchase or sell a specified stock, basket of stocks or stock index at a specified price or level on or before a specified date. The Group also enters into fund-linked derivatives, being swaps and options whose underlyings include mutual funds, hedge funds, indices and multi-asset portfolios.

Commodity derivatives

The Group’s principal commodity-related derivative contracts are swaps, options, forwards and futures. The main commodities transacted are base metals, precious metals, oil and oil-related products, power and natural gas.

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Table of Contents
214            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

14 Derivative financial instruments continued

The Group’s total derivative asset and liability position as reported on the balance sheet is as follows:

 

Total derivatives    2010     2009  
    

Notional
contract
amount

£m

    

 

 

Fair value

   

Notional
contract
amount

£m

     Fair value  
        Assets
£m
     Liabilities
£m
       Assets
£m
     Liabilities
£m
 

Total derivative assets/(liabilities) held for trading

     48,517,204         418,586         (403,163     39,131,979         415,638         (402,019

Total derivative assets/(liabilities) held for risk management

     240,353         1,733         (2,353     180,018         1,177         (1,397

Derivative assets/(liabilities)

     48,757,557         420,319         (405,516     39,311,997         416,815         (403,416

Derivative movements on the balance sheet were broadly flat compared to prior year with assets of £420bn as at 31 December 2010 (2009: £417bn) and liabilities of £406bn (2009: £403bn). Movements in derivatives during the year were mainly the result of decreases in forward interest rates in major currencies and new and increased business activity, partly offset by initiatives to reduce balance sheet usage such as the placement of existing derivative positions with clearing houses and the compression of over the counter derivative contracts via Tri-optima, a third party intermediary.

Derivative asset exposures would be £378bn (2009: £374bn) lower than reported under IFRS if netting were permitted for assets and liabilities with the same counterparty or for which we hold cash collateral. Derivative liabilities would be £362bn (2009: £363bn) lower reflecting counterparty netting and collateral placed.

The fair values and notional amounts of derivative instruments held for trading are set out in the following table:

 

Derivatives held for trading    2010     2009  
    

Notional
contract
amount

£m

    

 

 

Fair value

   

Notional
contract
amount

£m

     Fair value  
        Assets
£m
     Liabilities
£m
      

Assets

£m

     Liabilities
£m
 

Foreign exchange derivatives

                

Forward foreign exchange

     1,823,186         22,882         (22,674     1,457,271         18,148         (18,019

Currency swaps

     935,420         29,802         (32,433     810,666         26,008         (32,357

OTC options bought and sold

     739,949         7,736         (7,034     539,976         7,332         (7,321

OTC derivatives

     3,498,555         60,420         (62,141     2,807,913         51,488         (57,697

Exchange traded futures – bought and sold

     8,149                        2,035                   

Exchange traded options – bought and sold

     7,207                        28,220                   

Foreign exchange derivatives

     3,513,911         60,420         (62,141     2,838,168         51,488         (57,697

Interest rate derivatives

                

Interest rate swaps

     10,316,455         202,050         (183,665     9,408,811         193,133         (179,744

Forward rate agreements

     4,711,960         2,625         (2,881     4,436,628         3,595         (3,289

OTC options bought and sold

     4,551,516         66,055         (65,395     5,113,613         63,647         (61,304

OTC derivatives

     19,579,931         270,730         (251,941     18,959,052         260,375         (244,337

Exchange traded futures – bought and sold

     706,678                        547,685                   

Exchange traded options – bought and sold

     268,855                        272,960                   

Exchange traded swaps

     21,209,173                        13,424,261                   

Interest rate derivatives

     41,764,637         270,730         (251,941     33,203,958         260,375         (244,337

Credit derivatives

                

OTC swaps

     1,780,264         45,977         (44,068     1,932,635         55,302         (51,000

Exchange traded credit default swaps

     172,211         1,040         (976     84,161         993         (780

Credit derivatives

     1,952,475         47,017         (45,044     2,016,796         56,295         (51,780

Equity and stock index derivatives

                

OTC options bought and sold

     118,363         9,340         (13,424     124,944         13,042         (15,681

Equity swaps and forwards

     56,478         2,226         (2,359     45,922         2,057         (1,718

OTC derivatives

     174,841         11,566         (15,783     170,866         15,099         (17,399

Exchange traded futures – bought and sold

     96,582         1         (4     57,565                   

Exchange traded options – bought and sold

     206,881         3,016         (2,812     130,885         2,631         (2,371

Equity and stock index derivatives

     478,304         14,583         (18,599     359,316         17,730         (19,770

Commodity derivatives

                

OTC options bought and sold

     93,937         3,778         (3,751     92,508         4,262         (4,215

Commodity swaps and forwards

     326,336         18,743         (19,133     252,621         22,872         (22,012

OTC derivatives

     420,273         22,521         (22,884     345,129         27,134         (26,227

Exchange traded futures – bought and sold

     358,550         3,240         (2,326     312,883         2,436         (2,008

Exchange traded options – bought and sold

     29,054         75         (228     55,729         180         (200

Commodity derivatives

     807,877         25,836         (25,438     713,741         29,750         (28,435

Derivative assets/(liabilities) held for trading

     48,517,204         418,586         (403,163     39,131,979         415,638         (402,019
 


Table of Contents
Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           215   

 

 

 

 

14 Derivative financial instruments continued

The fair values and notional amounts of derivative instruments held for risk management are set out in the following table:

 

Derivatives held for risk management    2010     2009  
     Notional
contract
amount
£m
    

 

 

Fair value

    Notional
contract
amount
£m
     Fair value  
        Assets
£m
     Liabilities
£m
       Assets
£m
     Liabilities
£m
 

Derivatives designated as cash flow hedges

                

Interest rate swaps

     126,904         760         (882     79,241         478         (494

OTC options bought and sold

                            673         2           

Forward foreign exchange

     581                 (43     2,224         237         (51

Exchange traded interest rate swaps

     22,278                        33,534                   

Derivatives designated as cash flow hedges

     149,763         760         (925     115,672         717         (545

Derivatives designated as fair value hedges

                

Currency swaps

     679                 (54     502         10           

Interest rate swaps

     42,301         905         (872     12,199         357         (459

Equity options

                            7,710         53         (56

Forward foreign exchange

     4,561         19         (86     5,386         18         (103

Exchange traded interest rate swaps

     36,427                        32,257                   

Derivatives designated as fair value hedges

     83,968         924         (1,012     58,054         438         (618

Derivatives designated as hedges of net investments

                

Forward foreign exchange

     5,870         28         (199     5,321         22         (97

Currency swaps

     752         21         (217     971                 (137

Derivatives designated as hedges of net investment

     6,622         49         (416     6,292         22         (234

Derivative assets/(liabilities) held for risk management

     240,353         1,733         (2,353     180,018         1,177         (1,397

Interest rate derivatives, designated as cash flow hedges, primarily hedge the exposure to cash flow variability from interest rates of variable rate loans to banks and customers, variable rate debt securities held and highly probable forecast financing transactions and reinvestments.

Interest rate derivatives designated as fair value hedges primarily hedge the interest rate risk of fixed rate borrowings in issue, fixed rate loans to banks and customers and investments in fixed rate debt securities held.

Currency derivatives are primarily designated as hedges of the foreign currency risk of net investments in foreign operations.

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216            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

14 Derivative financial instruments continued

The Group has hedged the following forecast cash flows, which primarily vary with interest rates. These cash flows are expected to impact the income statement in the following periods, excluding any hedge adjustments that may be applied:

 

     Total
£m
     Up to
one year
£m
     Between
one to
two years
£m
     Between
two to
three years
£m
     Between
three to
four years
£m
     Between
four to
five years
£m
     More than
five years
£m
 

2010

                    

Forecast receivable cash flows

     2,861         440         570         625         526         291         409   

Forecast payable cash flows

     307         69         52         76         82         22         6   

2009

                    

Forecast receivable cash flows

     3,304         467         838         837         700         370         92   

Forecast payable cash flows

     558         51         96         122         145         116         28   

The maximum length of time over which the Group hedges exposure to the variability in future cash flows for forecast transactions, excluding those forecast transactions related to the payment of variable interest on existing financial instruments, is fourteen years (2009: nine years).

 

Amounts recognised in net interest income    2010
£m
       2009
£m
 

Fair value hedging:

       

(Losses)/gains on the hedged items attributable to the hedged risk

     (1,172        1,604   

Gains/(losses) on the hedging instruments

     1,286           (1,478

Fair value ineffectiveness

     114           126   

Cash flow hedging ineffectiveness

     138           21   

Net investment hedging ineffectiveness

     (10        (5

All gains or losses on hedging derivatives relating to forecast transactions, which are no longer expected to occur, have been recycled to the income statement.

Transfers from cash flow hedging reserve

Gains and losses transferred from the cash flow hedging reserve in the current year were to: interest income: £88m gain (2009: £22m loss), interest expense: £515m gain (2009: £272m gain), net trading income: £148m loss (2009: £165m loss), and administration and general expenses: £99m gain (2009: £7m gain).

15 Loans and advances to banks and customers

Disclosures relevant to the Group’s loans and advances to banks and customers are included on pages 95 to 108.

16 Available for sale financial investments

 

     2010
£m
       2009
£m
 

Debt securities and other eligible bills

     59,629           49,807   

Equity securities

     5,481           6,676   

Available for sale financial investments

     65,110           56,483   

The Group’s investment in BlackRock, Inc. shares of £4.6bn (2009: £5.4bn) is included within available for sale equity securities and was assessed for impairment as at 31st December 2010. This analysis identified that the reduction in fair value from the original acquisition cost of £5.3bn was not significant or prolonged in the light of the volatile stock market conditions of 2010 which saw the share price falling below the acquisition price in March 2010 and continued to fall until it reached a low in August 2010. Since then, the share price has continued to rise through the second half of the year and into 2011. As such no impairment has been recognised. The Group will continue to consider the need to recognise impairment in the light of any continuing volatility in the share price and of the length of time it has been below cost.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           217   

 

 

 

 

17 Securities borrowing, securities lending, repurchase and reverse repurchase agreements

Amounts included in the balance sheet and reported on a net basis where the Group has the intention and the legal ability to settle net or realise simultaneously were as follows:

a) Reverse repurchase agreements and other similar secured lending

Amounts advanced to counterparties under reverse repurchase agreements and cash collateral provided under stock borrowing agreements are treated as collateralised loans receivable. The related securities purchased or borrowed subject to an agreement with the counterparty to repurchase them are not recognised on-balance sheet where the risks and rewards of ownership remain with the counterparty.

 

    

2010

£m

      

2009

£m

 

Banks

     104,233           67,872   

Customers

     101,539           75,559   

Reverse repurchase agreements and cash collateral held on securities borrowed

     205,772           143,431   

b) Repurchase agreements and other similar secured borrowing

Securities that are not recorded on the balance sheet (for example, securities that have been obtained as a result of reverse repurchase and stock borrowing transactions) may also be lent or sold subject to a commitment to repurchase – such securities remain off-balance sheet. In both instances, amounts received from counterparty are treated as liabilities, which at 31st December were as follows:

 

    

2010

£m

      

2009

£m

 

Banks

     99,997           93,692   

Customers

     125,537           105,089   

Repurchase agreements and cash collateral on securities lent

     225,534           198,781   

18 Investments in associates and joint ventures

 

       
     2010
£m
       2009
£m
 

Investment in associates

     261           250   

Investment in joint ventures

     257           172   

Total

     518           422   

Summarised financial information for the Group’s associates and joint ventures is set out below. The amounts shown are assets, liabilities and net income of the investees, not just the Group’s share, as at and for the year ended 31st December 2010 with the exception of certain undertakings for which the amounts are based on accounts made up to dates not earlier than three months before the balance sheet date.

 

      2010      2009  
     Associates
£m
    Joint
Ventures
£m
     Associates
£m
    Joint
Ventures
£m
 

Total assets

     4,819        3,452         4,939        3,521   

Total liabilities

     4,089        3,024         4,236        3,238   

(Loss)/Profit after tax

     (167     93         (96     30   

The Group’s share of commitments and contingencies of its associates and joint ventures is comprised of insurance guarantees of £nil (2009: £5m) and unutilised credit facilities provided to customers of £1,237m (2009: £1,126m).

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218            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

              

 

19 Goodwill and intangible assets

 

     Goodwill
£m
    Internally
generated
software
£m
    Other
software
£m
    Core
deposit
intangibles
£m
    Brands
£m
   

Customer
lists

£m

   

Mortgage
servicing
rights

£m

    Licences
and other
£m
    Total
£m
 

2010

                  

Cost

                  

As at 1st January 2010

     7,058        963        237        301        175        1,521        164        462        10,881   
Acquisitions and disposals of subsidiaries      12                                    28               25        65   

Additions and disposals

            88        3                             (168     (3     (80

Exchange and other adjustments

     189        40        (6     46        27        137        4        (11     426   

As at 31st December 2010

     7,259        1,091        234        347        202        1,686               473        11,292   
Accumulated amortisation and impairment                   

As at 1st January 2010

     (826     (465     (58     (82     (84     (318     (117     (136     (2,086

Disposals

            100                             2        144        11        257   

Amortisation charge

            (178     (36     (19     (18     (141     (7     (38     (437

Impairment charge

     (243     (14            (7            (15     (19     (17     (315

Exchange and other adjustments

     29        5        8        (13     (7     (21     (1     (14     (14

As at 31st December 2010

     (1,040     (552     (86     (121     (109     (493            (194     (2,595

Net book value

     6,219        539        148        226        93        1,193               279        8,697   

2009

                  

Cost

                  

As at 1st January 2009

     8,551        721        328        261        155        1,565        173        426        12,180   
Acquisitions and disposals of subsidiaries      63                                    1               109        173   
Disposals of discontinued operations      (1,587     (66                   (2                   (32     (1,687

Additions and disposals

            264        (36                                 11        239   

Exchange and other adjustments

     31        44        (55     40        22        (45     (9     (52     (24

As at 31st December 2009

     7,058        963        237        301        175        1,521        164        462        10,881   
Accumulated amortisation and impairment                   

As at 1st January 2009

     (926     (284     (69     (52     (55     (172     (116     (104     (1,778
Disposals of discontinued operations      84        25                      2                      8        119   

Disposals

            12        4                                           16   

Amortisation charge

            (190     (29     (22     (17     (136     (13     (54     (461

Impairment charge

     (1     (11                   (6                   (10     (28

Exchange and other adjustments

     17        (17     36        (8     (8     (10     12        24        46   

As at 31st December 2009

     (826     (465     (58     (82     (84     (318     (117     (136     (2,086

Net book value

     6,232        498        179        219        91        1,203        47        326        8,795   

Of the intangibles amortisation charge for 2009 £447m related to continuing operations.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           219   

 

 

 

              

 

19 Goodwill and Intangible Assets continued

Goodwill

Goodwill is allocated to business operations according to business segments as follows:

 

     2010
£m
     2009
£m
 

UK Retail Banking

     3,148         3,146   

Barclaycard

     585         552   

Western Europe Retail Banking

     505         520   

Barclays Africa

     36         39   

Barclays Capital

     133         105   

Barclays Corporate

     150         389   

Barclays Wealth

     391         391   

Absa

     1,271         1,090   

Total Goodwill

     6,219         6,232   

Goodwill has been allocated to the revised business segments in line with the resegmentation communicated to the market in March 2010. This means that the £243m of goodwill in Barclays Bank Russia was allocated to Barclays Corporate and goodwill in Spain of £565m was allocated between Western Europe Retail Banking (£439m) and Barclays Corporate (£126m). The comparative figures for 2009 have been updated to reflect this resegmentation.

Impairment testing of goodwill

Goodwill is reviewed annually for impairment, or more frequently when there are indicators that impairment may have occurred, by comparing the carrying value to its recoverable amount.

The recoverable amount of each operation's goodwill is based on value-in-use calculations. The calculations are based upon discounting expected pre-tax cash flows at a risk-adjusted interest rate appropriate to the cash generating unit, the determination of both of which requires the exercise of judgement. The estimation of pre-tax cash flows is sensitive to the periods for which forecasts are available and to assumptions regarding the long-term sustainable cash flows. While forecasts are compared with actual performance and external economic data, expected cash flows naturally reflect management's view of future performance.

Key assumptions

The key assumptions used for impairment testing are set out below for each significant goodwill balance. Other goodwill of £1,253m (2009: £1,986m) was allocated to multiple cash-generating units which are not considered individually significant.

UK Retail Banking

The recoverable amount of UK Retail Banking has been determined using cash flow predictions based on financial budgets approved by management and covering a five-year period, with a terminal growth rate of 2% (2009: 3%) applied thereafter. The forecast cashflows have been discounted at a pre-tax rate of 13% (2009: 14%). Based on the above assumptions, the recoverable amount exceeded the carrying amount including goodwill by £4.0bn (2009: £1.2bn). A one percentage point change in the discount rate or the terminal growth rate would reduce the recoverable amount by £1.0bn (2009: £0.7bn) and £0.8bn (2009: £0.5bn) respectively. A reduction in the forecast cash flows of 10% per annum would reduce the recoverable amount by £1.1bn (2009: £0.8bn).

Absa

The recoverable amount of Absa has been determined using cash flow predictions based on financial budgets approved by management and covering a five year period, with a terminal growth rate of 6% (2009: 6%) applied thereafter. The forecast cashflows have been discounted at a pre-tax rate of 14% (2009: 14%). The recoverable amount calculated based on value in use exceeded the carrying amount including goodwill by £5.0bn (2009: £4.7bn). The result of the impairment test would not be materially different if alternative reasonably possible changes in key assumptions were applied.

Spain

The recoverable amount of the Spanish business has been determined using cash flow predictions based on financial budgets approved by management covering a five-year period, with a terminal growth rate of 2% (2009: 2%) applied thereafter. The forecast cash flows have been discounted at a pre-tax rate of 12% (2009: 13%). The recoverable amount calculated based on value in use exceeded the carrying amount including goodwill by £383m. The cash flow projections include the estimated benefits from changes in product mix, improved product pricing and impairment levels coming back into line with historic loan loss rates. There is no impact from any cost restructuring or any future planned investments included within the forecasts. An increase in the discount rate to 15%, a decrease in the terminal growth rate to negative 1.3% or a reduction in the forecast cash flows by 26% per annum would reduce the headroom over the carrying amount to nil.

Barclays Corporate – Russia

At 31st December 2010, Barclays recognised an impairment charge of £243 million (2009: nil) in respect of all of the goodwill held by Barclays Corporate in Barclays Bank Russia (BBR), which arose from the Expo bank acquisition in 2008. The impairment principally reflects changes in expected future cash flows arising from BBR as our activities there have been refocused. The recoverable amount of BBR was calculated based on the value in use approach using a pre-tax rate of 17%.

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220            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

20 Property, plant and equipment

 

     Investment
property
£m
    Property
£m
    Equipment
£m
    Leased
assets
£m
    Total
£m
 

2010

          

Cost

          

As at 1st January 2010

     1,207        3,830        4,197        66        9,300   

Acquisitions and disposals of subsidiaries

     46        2        4               52   

Additions and disposals

     353        283        120        9        765   

Change in fair value of investment properties

     (54                          (54

Fully depreciated assets written off

            (2     (1            (3

Exchange and other adjustments

     18        116        429               563   

As at 31st December 2010

     1,570        4,229        4,749        75        10,623   

Accumulated depreciation and impairment

          

As at 1st January 2010

            (1,128     (2,529     (17     (3,674

Acquisitions and disposals of subsidiaries

            6                      6   

Depreciation charge

            (231     (555     (4     (790

Impairment charge

            (28     (25            (53

Disposals

            86        341        (3     424   

Fully depreciated assets written off

            2        1               3   

Exchange and other adjustments

            (33     (366            (399

As at 31st December 2010

            (1,326     (3,133     (24     (4,483

Net book value

     1,570        2,903        1,616        51        6,140   

2009

          

Cost

          

As at 1st January 2009

            3,624        3,944        304        7,872   

Acquisitions and disposals of subsidiaries

     978        171        5               1,154   

Disposal of discontinued operations

            (120     (99            (219

Additions and disposals

     137        233        387        (37     720   

Change in fair value of investment properties

     6                             6   

Fully depreciated assets written off

            (6     (17            (23

Exchange and other adjustments

     86        (72     (23     (201     (210

As at 31st December 2009

     1,207        3,830        4,197        66        9,300   

Accumulated depreciation and impairment

          

As at 1st January 2009

            (1,011     (2,144     (43     (3,198

Acquisitions and disposals of subsidiaries

                   2               2   

Disposal of discontinued operations

            33        64               97   

Depreciation charge

            (201     (565     (20     (786

Impairment charge

            (32     (2            (34

Disposals

            46        97        1        144   

Fully depreciated assets written off

            6        17               23   

Exchange and other adjustments

            31        2        45        78   

As at 31st December 2009

            (1,128     (2,529     (17     (3,674

Net book value

     1,207        2,702        1,668        49        5,626   

Of the depreciation charge for 2009, £759m relates to continuing operations.

The fair value of Barclays investment property is based on valuations supported by appropriately qualified independent valuers.

Property rentals of £48m (2009: £64m) have been included in other income and gains on property disposals of £29m (2009: £29m) have been included in administration and general expenses.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           221   

 

 

 

 

 

21 Financial liabilities designated at fair value

 

      2010      2009  
     Fair Value
£m
     Contractual
amount due
on maturity
£m
     Fair Value
£m
     Contractual
amount due
on maturity
£m
 

Debt securities

     76,907         81,589         72,191         77,636   

Deposits

     10,243         10,950         6,275         6,544   

Liabilities to customers under investment contracts

     1,947                 1,679           

Other financial liabilities

     8,632         9,533         7,736         8,811   

Financial liabilities designated at fair value

     97,729         102,072         87,881         92,991   

The own credit adjustment arose on £96bn of Barclays Capital’s financial liabilities designated at fair value (2009: £86bn). The cumulative own credit net gain that has been recognised is £892m at 31st December 2010 (2009: £501 m).

22 Accruals, deferred income and other liabilities

 

    

2010

£m

  

2009

£m

Accruals and deferred income

   5,539    6,007

Other creditors

   5,198    5,972

Obligations under finance leases (see Note 37)

   87    122

Insurance contract liabilities, including unit-linked liabilities

   2,409    2,140

Accruals, deferred income and other liabilities

   13,233    14,241

Insurance liabilities relate principally to the Group’s long-term business. Insurance contract liabilities associated with the Group’s short-term non-life business are £131 m (2009: £132m).

The maximum amounts payable under all of the Group’s insurance products, ignoring the probability of insured events occurring and the contribution from investments backing the insurance policies were £71 bn (2009: £63bn) or £67bn (2009: £57bn) after reinsurance. Of this insured risk £56bn (2009: £49bn) was concentrated in short-term insurance contracts and £65bn (2009: £55bn) was concentrated in Africa.

The maximum impact to profit or loss and equity under any reasonably possible change in the assumptions used to calculate the insurance liabilities would be £12m (2009:£14m).

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222            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

23 Subordinated liabilities

Subordinated liabilities, which are all issued by Barclays Bank PLC (‘The Bank’) or other subsidiaries of the Group, include accrued interest and comprise dated and undated loan capital as follows:

 

           

2010

£m

    

2009

£m

 

Undated loan capital

        9,094         8,148   

Dated loan capital

              19,405         17,668   
                28,499         25,816   
        
Undated loan capital    Initial call date     

2010

£m

    

2009

£m

 

Non-convertible

        

Barclays Bank PLC

        

Tier One Notes (TONs)

        

6% Callable Perpetual Core Tier One Notes

     2032         453         424   

6.86% Callable Perpetual Core Tier One Notes (US$1,000m)

     2032         866         784   

Reserve Capital Instruments (RCIs)

        

5.926% Step-up Callable Perpetual Reserve Capital Instruments (US$1,350m)

     2016         1,010         928   

6.3688% Step-up Callable Perpetual Reserve Capital Instruments

     2019         608         567   

7.434% Step-up Callable Perpetual Reserve Capital Instruments (US$1,250m)

     2017         950         866   

14% Step-up Callable Perpetual Reserve Capital Instruments

     2019         2,887         2,608   

5.3304% Step-up Callable Perpetual Reserve Capital Instruments

     2036         599         560   

Undated Notes

        

6.875% Undated Subordinated Notes

     2015         156         151   

6.375% Undated Subordinated Notes

     2017         150         147   

7.7% Undated Subordinated Notes (US$99m)

     2018         69         65   

8.25% Undated Subordinated Notes

     2018         156         152   

7.125% Undated Subordinated Notes

     2020         190         180   

6.125% Undated Subordinated Notes

     2027         234         220   

Junior Undated Floating Rate Notes (US$121 m)

     Any interest payment date         78         75   

Undated Floating Rate Primary Capital Notes Series 3

     Any interest payment date         145         145   

Bonds

        

9.25% Perpetual Subordinated Bonds (ex-Woolwich plc)

     2021         96         95   

9% Permanent Interest Bearing Capital Bonds

     At any time         41         43   

Loans

        

5.03% Reverse Dual Currency Undated Subordinated Loan (Yen 8,000m)

     2028         70         55   

5% Reverse Dual Currency Undated Subordinated Loan (Yen 12,000m)

     2028         104         83   

Barclays SLCSM Funding B.V. guaranteed by the Bank

        

6.140% Fixed Rate Guaranteed Perpetual Subordinated Notes

     2015         232           

Undated loan capital – non-convertible

              9,094         8,148   

The principal terms of the undated loan capital are described below:

Security

None of the undated loan capital is secured.

Subordination

All undated loan capital ranks behind the claims against the bank of depositors and other unsecured unsubordinated creditors and holders of dated loan capital in the following order: Junior Undated Floating Rate Notes; other issues of Undated Notes, Bonds and Loans-ranking pari passu with each other; followed by TONs and RCIs-ranking pari passu with each other.

 


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23 Subordinated liabilities continued

Interest

All undated loan capital bears a fixed rate of interest until the initial call date, with the exception of the 9% Bonds which are fixed for the life of the issue, and the Junior and Series 3 Undated Notes which are floating rate.

After the initial call date, in the event that they are not redeemed, the 6.875%, 6.375%, 7.125%, 6.125% Undated Notes, the 9.25% Bonds and the 6.140% Perpetual Notes will bear interest at rates fixed periodically in advance for five year periods based on market rates. All other undated loan capital except the two floating rate Undated Notes will bear interest, and the two floating rate Undated Notes currently bear interest, at rates fixed periodically in advance based on London interbank rates.

Payment of interest

Barclays Bank PLC is not obliged to make a payment of interest on its Undated Notes, Bonds and Loans excluding the 7.7% Undated Notes, 8.25% Undated Notes, 9.25% Bonds and 6.140% Perpetual Notes if, in the preceding six months, a dividend has not been declared or paid on any class of shares of Barclays PLC or, in certain cases, any class of preference shares of the Bank. The Bank is not obliged to make a payment of interest on its 9.25% Perpetual Subordinated Bonds if, in the immediately preceding 12 months’ interest period, a dividend has not been paid on any class of its share capital. Interest not so paid becomes payable in each case if such a dividend is subsequently paid or in certain other circumstances. During the year, the Bank declared and paid dividends on its ordinary shares and on all classes of preference shares.

No payment of principal or any interest may be made unless the Bank satisfies a specified solvency test.

The Bank may elect to defer any payment of interest on the 7.7% Undated Notes and 8.25% Undated Notes. Until such time as any deferred interest has been paid in full, neither the Bank nor Barclays PLC may declare or pay a dividend, subject to certain exceptions, on any of its ordinary shares, preference shares, or other share capital or satisfy any payments of interest or coupons on certain other junior obligations.

The Issuer and the Bank may elect to defer any payment of interest on the 6.140% Perpetual Notes. However, any deferred interest will automatically become immediately due and payable on the earlier of: (i) the date on which any dividend or other distribution or interest or other payment is made in respect of any pari passu or any junior obligations or on which any pari passu or any junior obligations are purchased, (ii) the date of redemption or purchase of the 6.140% Perpetual Notes and (iii) certain other events including bankruptcy, liquidation or winding up of the Issuer or the Bank.

The Bank may elect to defer any payment of interest on the RCIs. Any such deferred payment of interest must be paid on the earlier of: (i) the date of redemption of the RCIs, (ii) the coupon payment date falling on or nearest to the tenth anniversary of the date of deferral of such payment, and (iii) in respect of the 14% RCIs only, substitution. Whilst such deferral is continuing, neither the Bank nor Barclays PLC may declare or pay a dividend, subject to certain exceptions, on any of its ordinary shares or preference shares.

The Bank may elect to defer any payment of interest on the TONs if it determines that it is, or such payment would result in it being, in non-compliance with capital adequacy requirements and policies of the FSA. Any such deferred payment of interest will only be payable on a redemption of the TONs. Until such time as the Bank next makes a payment of interest on the TONs, neither the Bank nor Barclays PLC may (i) declare or pay a dividend, subject to certain exceptions, on any of their respective ordinary shares or Preference Shares, or make payments of interest in respect of the Bank’s Reserve Capital Instruments and (ii) certain restrictions on the redemption, purchase or reduction of their respective share capital and certain other securities also apply.

Repayment

All undated loan capital is repayable, at the option of the Bank generally in whole at the initial call date and on any subsequent coupon or interest payment date or in the case of the 6.875%, 6.375%, 7.125%, 6.125% Undated Notes, the 9.25% Bonds and the 6.140% Perpetual Notes on any fifth anniversary after the initial call date. In addition, each issue of undated loan capital is repayable, at the option of the Bank, in whole for certain tax reasons, either at any time, or on an interest payment date. There are no events of default except non-payment of principal or mandatory interest. Any repayments require the prior notification to the FSA.

All issues of undated loan capital have been made in the euro currency market and/or under Rule 144A, and no issues have been registered under the US Securities Act of 1933.

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224            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

23 Subordinated liabilities continued

 

Dated loan capital    Initial call date      Maturity date     

2010

£m

    

2009

£m

 

Non-convertible

           

Barclays Bank PLC

           

12% Unsecured Capital Loan Stock

        2010                 27   

5.75% Subordinated Notes (1,000m)

        2011         836         853   

5.25% Subordinated Notes (250m) (ex-Woolwich plc)

        2011         221         246   

5.015% Subordinated Notes (US$150m)

        2013         104         99   

4.875% Subordinated Notes (750m)

        2013         670         693   

Callable Floating Rate Subordinated Notes (US$1,500m)

     2010         2015                 927   

4.38% Fixed Rate Subordinated Notes (US$75m)

        2015         55         51   

4.75% Fixed Rate Subordinated Notes (US$150m)

        2015         111         103   

Floating Rate Subordinated Step-up Callable Notes (US$750m)

     2011         2016         484         463   

Callable Floating Rate Subordinated Notes (1,250m)

     2011         2016         1,082         1,115   

Callable Floating Rate Subordinated Notes (US$500m)

     2012         2017         323         309   

10.125% Subordinated Notes (ex-Woolwich plc)

     2012         2017         105         107   

Floating Rate Subordinated Step-up Callable Notes (US$1,500m)

     2012         2017         969         926   

Floating Rate Subordinated Step-up Callable Notes (1,500m)

     2012         2017         1,296         1,337   

6.05% Fixed Rate Subordinated Notes (US$2,250m)

        2017         1,662         1,505   

Floating Rate Subordinated Notes (40m)

        2018         35         36   

6% Fixed Rate Subordinated Notes (1,750m)

        2018         1,596         1,641   

CMS-Linked Subordinated Notes (100m)

        2018         90         92   

CMS-Linked Subordinated Notes (135m)

        2018         121         124   

Floating Rate Subordinated Notes (50m)

        2019         42         43   

Callable Fixed/Floating Rate Subordinated Notes (1,000m)

     2014         2019         904         915   

5.14% Lower Tier 2 Notes (US$1,250m)

     2015         2020         791           

6% Fixed Rate Subordinated Notes (1,500m)

        2021         1,316           

9.5% Subordinated Bonds (ex-Woolwich plc)

        2021         292         276   

Subordinated Floating Rate Notes (100m)

        2021         85         87   

10% Fixed Rate Subordinated Notes

        2021         2,160         2,022   

10.179% Fixed Rate Subordinated Notes (US$1,521 m)

        2021         1,040         942   

Subordinated Floating Rate Notes (50m)

        2022         43         45   

Subordinated Floating Rate Notes (50m)

        2023         43         45   

Fixed/Floating Rate Subordinated Callable Notes

     2018         2023         590         568   

5.75% Fixed Rate Subordinated Notes

        2026         675         631   

5.4% Reverse Dual Currency Subordinated Loan (Yen 15,000m)

        2027         132         105   

6.33% Subordinated Notes

        2032         53         52   

Subordinated Floating Rate Notes (100m)

        2040         86         89   

Absa

           

10.75% Subordinated Callable Notes (ZAR 1,100m)

     2010         2015                 95   

Subordinated Callable Notes (ZAR 400m)

     2010         2015                 36   

8.75% Subordinated Callable Notes (ZAR 1,500m)

     2012         2017         154         129   

Subordinated Callable Notes (ZAR 1,886m)

     2013         2018         210         173   

8.8% Subordinated Fixed Rate Callable Notes (ZAR 1,725m)

     2014         2019         178         143   

Subordinated Callable Notes (ZAR 3,000m)

     2014         2019         331         268   

8.1% Subordinated Callable Notes (ZAR 2,000m)

     2015         2020         200         160   

10.28% Subordinated Callable Notes (ZAR 600m)

     2017         2022         60           

Subordinated Callable Notes (ZAR 400m)

     2017         2022         41           

Subordinated Callable Notes (ZAR 1,500m)

     2023         2028         156         127   

Other capital issued by Barclays Spain, Ghana, Kenya and Zambia

              2011-2016         37         38   

Dated loan capital – non-convertible

                       19,379         17,643   

Dated loan capital – convertible issued by Barclays Botswana and Zambia

              2014-2015         26         25   

Total dated loan capital

                       19,405         17,668   
 


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23 Subordinated liabilities continued

Dated loan capital

Dated loan capital is issued by the Bank for the development and expansion of the Group’s business and to strengthen its capital base; by Barclays Bank Spain SA (Barclays Spain), Barclays Bank of Botswana Ltd (Barclays Botswana), Barclays Bank Zambia PLC (Barclays Zambia) and Barclays Bank of Kenya (Barclays Kenya) to enhance their respective capital bases; and by Absa and Barclays Bank of Ghana Ltd (Barclays Ghana) for general corporate purposes.

The principal terms of the dated loan capital are described below:

Security

None of the Groups dated loan capital is secured.

Subordination

All dated loan capital ranks behind the claims against the bank of depositors and other unsecured unsubordinated creditors but before the claims of the undated loan capital and the holders of their equity. The dated loan capital issued by subsidiaries, are similarly subordinated.

Interest

Interest on the floating rate Notes are fixed periodically in advance, based on the related interbank or local central bank rates.

All other non-convertible Notes except the 10.125% Subordinated Notes 2017 are generally fixed interest for the life of the issue, but some are reset to a floating rate after a fixed period, with varying interest rate terms. The 10.125% Subordinated Notes 2017, if not called in 2012, will bear interest at a rate fixed in advance for a further period of 5 years.

The 5.14% Lower Tier 2 Notes were registered under the US Securities Act of 1933. All other issues of dated loan capital have been made in the euro currency market, local markets and/or under Rule 144A.

Repayment terms

Those Notes with a call date are repayable at the option of the issuer, on conditions governing the respective debt obligations, some in whole or in part, and some only in whole. The remaining dated loan capital outstanding at 31st December 2010 is redeemable only on maturity, subject in particular cases, to provisions allowing an early redemption in the event of certain changes in tax law or, in the case of Barclays Botswana and Barclays Zambia, to certain changes in legislation or regulations.

Any repayments prior to maturity require, in the case of the Bank, the prior notification to the FSA, or in the case of the overseas issues, the approval of the local regulator for that jurisdiction.

There are no committed facilities in existence at the balance sheet date which permit the refinancing of debt beyond the date of maturity.

24 Provisions

 

     Onerous
contracts
£m
    Redundancy
and
restructuring
£m
   

Undrawn
contractually
committed
facilities and
guarantees
provided

£m

    Sundry
provisions
£m
    Total
£m
 

At 1st January 2010

     68        162        162        198        590   

Acquisitions and disposals of subsidiaries

                   1        6        7   

Exchange and other adjustments

                   6        12        18   

Additions

     36        139        118        533        826   

Amounts utilised

     (28     (68     (8     (229     (333

Unused amounts reversed

     (4     (56     (50     (53     (163

Amortisation of discount

     2                             2   

At 31st December 2010

     74        177        229        467        947   
          

At 1st January 2009

     50        118        109        258        535   

Acquisitions and disposals of subsidiaries

            (2     1        (6     (7

Exchange and other adjustments

            4        2               6   

Additions

     51        269        119        125        564   

Amounts utilised

     (27     (201     (21     (142     (391

Unused amounts reversed

     (8     (26     (48     (37     (119

Amortisation of discount

     2                             2   

At 31st December 2009

     68        162        162        198        590   

Provisions expected to be recovered or settled within no more than 12 months after 31st December 2010 were £658m (2009: £466m).

Included in sundry provisions are provisions in respect of litigation of £151 m (2009: £27m).

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

25 Contingent liabilities and commitments

The following table summarises the nominal principal amount of contingent liabilities and commitments with off-balance sheet risk:

 

    

2010

£m

    

2009

£m

 

Securities lending arrangements

     27,672         27,406   

Guarantees and letters of credit pledged as collateral security

     13,783         15,406   

Performance guarantees, acceptances and endorsements

     9,175         9,962   

Contingent liabilities

     50,630         52,774   

Documentary credits and other short-term trade related transactions

     1,194         762   

Standby facilities, credit lines and other commitments

     222,963         206,513   

In common with other banks, the Group conducts business involving acceptances, performance bonds and indemnities. The majority of these facilities are offset by corresponding obligations of third parties.

Contingent Liabilities

Up to the disposal of Barclays Global Investors on 1st December 2009, the Group facilitated securities lending arrangements for its managed investment funds whereby securities held by funds under management were lent to third parties. Borrowers provided cash or investment grade assets as collateral equal to 100% of the market value of the securities lent plus a margin of 2%-10%. The Group agreed with BlackRock, Inc. to continue to provide indemnities to support these arrangements for three years following the sale of the business. As at 31st December 2010, the fair value of the collateral held was £28,465m (2009: £28,248m) and that of the stock lent was £27,672m (2009: £27,406m).

Guarantees and letters of credit are given as security to support the performance of a customer to third parties. As the Group will only be required to meet these obligations in the event of the customer’s default, the cash requirements of these instruments are expected to be considerably below their nominal amounts.

Performance guarantees are generally, short-term commitments to third parties which are not directly dependent on the customer’s creditworthiness. An acceptance is an undertaking by a bank to pay a bill of exchange drawn on a customer. The Group expects most acceptances to be presented, but reimbursement by the customer is normally immediate. Endorsements are residual liabilities of the Group in respect of bills of exchange, which have been paid and subsequently rediscounted.

Documentary Credits and other Short-Term Trade Related Transactions

Documentary credits commit the Group to make payments to third parties, on production of documents, which are usually reimbursed immediately by customers.

Standby Facilities, Credit Lines and Other Commitments

Commitments to lend are agreements to lend to a customer in the future, subject to certain conditions. Such commitments are either made for a fixed period, or have no specific maturity but are cancellable by the lender subject to notice requirements.

Financial Services Compensation Scheme

The Financial Services Compensation Scheme (FSCS) is the UK’s compensation fund for customers of authorised financial services firms that are unable to pay claims. The FSCS raises levies on all UK deposit taking institutions. Previously compensation has been paid out by facilities provided by HM Treasury to FSCS in support of FSCS’s obligations to the depositors of banks declared in default. The total of these facilities is understood to be approximately £20bn. While it is anticipated that the substantial majority of these facilities will be repaid wholly from recoveries from the institutions concerned, there is the risk of a shortfall, such that the FSCS may place additional levies on all FSCS participants. Barclays has included an accrual of £63m in other liabilities as at 31st December 2010 (2009: £108m) in respect of levies raised by the FSCS.

Barclays Capital US Mortgage Activities

Barclays activities within the US mortgage sector during the period 2005 through 2008 included: sponsoring and underwriting of approximately $39bn of private-label securitisations; underwriting of approximately $34bn of other private-label securitisations; sales of approximately $150m of loans to government sponsored enterprises (GSEs); and sales of approximately $7bn of loans to others - including loans sold in 2009. Some of the loans sold were originated by a Barclays subsidiary. Barclays also performed servicing activities through its US residential mortgage servicing business which Barclays acquired in Q4 2006 and subsequently sold in Q3 2010.

In connection with certain Barclays whole loan sales and sponsored private-label securitisations, Barclays made certain loan level representations and warranties (R&Ws) generally relating to the underlying borrower, property and/or mortgage documentation. Under certain circumstances, Barclays may be required to repurchase the related loans or make other payments related to such loans if the R&Ws were breached. The $7bn of loans sold to others were generally priced at significant discounts and contained more limited R&Ws than loans sold to GSEs. Third party originators provided loan level R&Ws directly to the securitisation trusts for approximately $34bn of the $39bn in Barclays sponsored securitisations. Barclays or a subsidiary provided loan level R&Ws to the securitisation trusts for approximately $5bn of the Barclays sponsored securitisations. Total unresolved repurchase requests associated with all loans sold to others and private-label activities were $21m at 31st December 2010. Current provisions are adequate to cover estimated losses associated with outstanding repurchase claims. However, based upon the large number of defaults occurring in US residential mortgages, there is a potential for additional claims for repurchases.

Claims against Barclays as an underwriter of RMBS offerings have been brought in certain civil actions. Additionally, Barclays has received inquiries from various regulatory and governmental authorities regarding its mortgage-related activities and is cooperating with such inquiries.

It is not possible to provide a meaningful estimate of the financial impact of the potential exposure relating to all of the foregoing matters at this time.

 


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25 Contingent liabilities and commitments continued

Assets pledged

Assets are pledged as collateral to secure liabilities under repurchase agreements, securitisations and stock lending agreements or as security deposits relating to derivatives. The disclosure includes any asset transfers associated with liabilities under repurchase agreements and securities lending transactions.

The following table summarises the nature and carrying amount of the assets pledged as security against these liabilities:

 

    

2010

£m

    

2009

£m

 

Trading portfolio assets

     111,703         96,176   

Loans and advances

     30,584         48,846   

Available for sale investments

     22,941         24,264   

Other

     45         77   

Assets Pledged

     165,273             169,363   

Collateral held as security for assets

Under certain transactions, including reverse repurchase agreements and stock borrowing transactions, the Group is allowed to resell or repledge the collateral held. The fair value at the balance sheet date of collateral accepted and repledged to others was as follows:

 

    

2010

£m

    

2009

£m

 

Fair value of securities accepted as collateral

     422,890         357,159   

Of which fair value of securities repledged/transferred to others

     347,557             283,334   

26 Legal proceedings

Lehman Brothers Holdings Inc.

On 15th September 2009, motions were filed in the United States Bankruptcy Court for the Southern District of New York (the Court) by Lehman Brothers Holdings Inc. (LBHI), the SIPA Trustee for Lehman Brothers Inc. (the Trustee) and the Official Committee of Unsecured Creditors of Lehman Brothers Holdings Inc. (the Committee). All three motions challenge certain aspects of the transaction pursuant to which Barclays Capital Inc. (BCI) and other companies in the Group acquired most of the assets of Lehman Brothers Inc. (LBI) in September 2008 and the court order approving such sale. The claimants seek an order voiding the transfer of certain assets to BCI; requiring BCI to return to the LBI estate alleged excess value BCI received; and declaring that BCI is not entitled to certain assets that it claims pursuant to the sale documents and order approving the sale. On 16th November 2009, LBHI, the Trustee and the Committee filed separate complaints in the Court asserting claims against BCI based on the same underlying allegations as the pending motions and seeking relief similar to that which is requested in the motions. On 29th January 2010, BCI filed its response to the motions. Barclays considers that the motions and claims against BCI are without merit and BCI is vigorously defending its position. On 29th January 2010, BCI also filed a motion seeking delivery of certain assets that LBHI and LBI have failed to deliver as required by the sale documents and the court order approving the sale. Approximately £2.6bn of the assets acquired as part of the acquisition had not been received by 31st December 2010, approximately £2.0bn of which were recognised as part of the accounting for the acquisition and are included in the balance sheet as at 31st December 2010. This results in an effective provision of £0.6bn against the uncertainty inherent in the litigation.

On 22nd February 2011, the Court issued its Opinion in relation to these matters. The Opinion calls for the parties to submit proposed Orders that will implement the Opinion, and anticipates a possible status conference to resolve any potential differences between the parties regarding the final Order that should be entered. Any such Order should clarify the precise impact of the Opinion, and may include specific guidance regarding the treatment of specific types of assets. Such an Order may be the subject of further proceedings or appeals by one or more of the parties.

Barclays has considered the Opinion and the decisions contained therein and its possible actions with respect thereto. If the Opinion were to be unaffected by future proceedings, Barclays estimates that its maximum possible loss, based on its worst case reading of the Opinion, would be approximately £2.6bn, after taking into account the effective provision of £0.6bn. Any such loss, however, is not considered probable and Barclays is satisfied with the current level of provision.

American Depositary Shares

Barclays Bank PLC, Barclays PLC and various current and former members of Barclays PLC’s Board of Directors have been named as defendants in five proposed securities class actions (which have been consolidated) pending in the United States District Court for the Southern District of New York. The consolidated amended complaint, dated 12th February 2010, alleges that the registration statements relating to American Depositary Shares representing Preferred Stock, Series 2, 3,4 and 5 (ADS) offered by Barclays Bank PLC at various times between 2006 and 2008 contained misstatements and omissions concerning (amongst other things) Barclays portfolio of mortgage-related (including US subprime-related) securities, Barclays exposure to mortgage and credit market risk and Barclays financial condition. The consolidated amended complaint asserts claims under Sections 11,12(a)(2) and 15 of the Securities Act of 1933. On 5th January 2011, the Court issued an order, and on 7th January 2011, judgment was entered, granting the defendants’ motion to dismiss the complaint in its entirety and closing the case. On 4th February 2011, the plaintiffs filed a motion asking the Court to reconsider in part its dismissal order, and that motion is pending. Barclays considers that these ADS-related claims against it are without merit and is defending them vigorously. It is not possible to estimate any possible loss in relation to these claims or any effect that they might have upon operating results in any particular financial period.

Other

Barclays is engaged in various other litigation proceedings both in the United Kingdom and a number of overseas jurisdictions, including the United States, involving claims by and against it which arise in the ordinary course of business. Barclays does not expect the ultimate resolution of any of the proceedings to which Barclays is party to have a significant adverse effect on the financial statements of the Group and Barclays has not disclosed the contingent liabilities associated with these claims either because they cannot reasonably be estimated or because such disclosure could be prejudicial to the conduct of the claims.

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228            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

27 Competition and regulatory matters

This note highlights some of the key competition and regulatory challenges facing Barclays, many of which are beyond our control. The extent of the impact of these matters on Barclays cannot always be predicted but may materially impact our businesses and earnings.

 

Regulatory Change

The scale of regulatory change remains challenging with a significant tightening of regulation and changes to regulatory structures globally especially for banks that are deemed to be of systemic importance. Concurrently, there is continuing political and regulatory scrutiny of the operation of the banking and consumer credit industries which, in some cases, is leading to increased or changing regulation which is likely to have a significant effect on the industry.

 

In the UK, the FSA’s current responsibilities are to be reallocated between the Prudential Regulatory Authority (a subsidiary of the Bank of England) and a new Consumer Protection and Markets Authority by the end of 2012. The Independent Commission on Banking has been charged by the UK Government with reviewing the UK banking system. Its remit includes looking at reducing systemic risk, mitigating moral hazard, reducing the likelihood and impact of bank failure and competition issues. Its findings and recommendations are expected by September 2011.

 

In the United States, the Dodd-Frank Wall Street Reform and Consumer Protection Act contains far reaching regulatory reform although the full impact will not be known until implementing rules are made by governmental authorities, a process which is currently ongoing.

 

Payment Protection Insurance (PPI)

PPI has been under scrutiny by the UK competition authorities and financial services regulators. The UK Competition Commission (CC) has undertaken an in-depth enquiry into the PPI market which has resulted in the CC introducing a number of remedies including a prohibition on sale of PPI at the point of sale.

 

On 10th August 2010, the FSA issued a Policy Statement which amends the DISP (Dispute Resolution: Complaints) rules in the FSA Sourcebook for the handling of such complaints. In October 2010 the British Bankers’ Association launched a judicial review of the FSA on the basis that the Policy Statement applies incorrect standards for the management of PPI sales complaints, including retrospective application of rules with higher standards than those that were in place at the time of sale. These proceedings are also against the Financial Services Ombudsman Service (FOS) which seeks to implement the same standards for the resolution of complaints referred to it. The hearing took place in January 2011. There is currently no indication of the timetable for judgment.

 

The final conclusion of the Judicial Review could result in a range of outcomes with the consequence that complaints relating to the sale of PPI fall to be determined in different ways with varying financial impacts for customers and Barclays. These outcomes depend on the extent to which the Policy Statement is upheld, whether the Court holds that the Policy Statement imposes requirements in addition to the DISP rules in force at the time of sale, and the impact of such matters on banks’ complaints handling and remediation practices. It is therefore not practicable to provide a reliable estimate or range of estimates of the potential financial impact of any Court decision on this matter.

 

Interchange

The Office of Fair Trading (OFT), as well as other competition authorities elsewhere in Europe, continues to carry out investigations into Visa and MasterCard credit and debit interchange rates. These investigations may have an impact on the consumer credit industry as well as having the potential for the imposition of fines. Timing of these cases is uncertain but outcomes may be known within the next 2-4 years.

 

Sanctions

US laws and regulations require compliance with US economic sanctions, administered by the Office of Foreign Assets Control, against designated foreign countries, nationals and others. HM Treasury regulations similarly require compliance with sanctions adopted by the UK Government. Barclays conducted an internal review of its conduct with respect to US Dollar payments involving countries, persons and entities subject to US economic sanctions and reported the results of that review to various governmental authorities, including the US Department of Justice, the Manhattan District Attorney’s Office and the US Department Of Treasury’s Office of Foreign Assets Control (together the US Authorities), which conducted investigations of the matter.

 

On 18th August 2010, Barclays announced that it had reached settlements with the US Authorities in relation to the investigation by those agencies into compliance with US sanctions and US Dollar payment practices. In addition, an Order to Cease and Desist was issued upon consent by the Federal Reserve Bank of New York and the New York State Banking Department. Barclays agreed to pay a total penalty of $298m and entered into Deferred Prosecution Agreements covering a period of 24 months. Barclays fully briefed other relevant regulators on this settlement. The Deferred Prosecution Agreements mean that no further action will be taken against Barclays by the US Authorities if, as is Barclays intention, for the duration of the defined period Barclays meets the conditions set down in its agreements with the US Authorities. Barclays does not anticipate any further regulatory actions relating to these issues.

 

28 Retirement benefit obligations

Pension schemes

The Group has in place a number of defined benefit and defined contribution schemes in the UK and overseas.

 

The UK Retirement Fund (UKRF) is the Group’s main scheme, representing 93% of the Group’s total retirement benefit obligations. The UKRF comprises ten sections, the most significant of which are:

 

–  

  Afterwork: combines a contributory cash balance element with a voluntary defined contribution element. The majority of new employees outside of Barclays Capital since 1st October 2003 have been eligible to join Afterwork. In addition, the large majority of active members who joined the Group between July 1997 and September 2003 were transferred to Afterwork in respect of future benefits accruing from 1st January 2004.


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28 Retirement benefit obligations continued

The 1964 Pension Scheme: most employees recruited before July 1997 built up benefits in this non-contributory defined benefit scheme in respect of service up to 31st March 2010. Pensions were calculated by reference to service and pensionable salary.

 

The Pension Investment Plan (PIP): a defined contribution plan created from 1st July 2001 to provide benefits for employees of Barclays Capital.

The costs of ill-health retirements and death in service benefits are generally borne by the UKRF.

Governance

The UKRF operates under trust law and is managed and administered on behalf of the members in accordance with the terms of the Trust Deed and Rules and all relevant legislation. The Corporate Trustee is Barclays Pension Funds Trustees Limited (BPFTL), a private limited company incorporated on 20th December 1990 and a wholly owned subsidiary of Barclays Bank PLC. The Trustee is the legal owner of the assets of the UKRF which are held separately from the assets of the Group.

The Trustee Board comprises six Management Directors selected by Barclays, of whom three are independent Directors with no relationship with Barclays or the UKRF, plus three Member Nominated Directors. Member Nominated Directors are selected from those eligible active staff and pensioner members who apply to be considered for the role.

The same principles of pension governance apply to the Group’s other pension schemes, although different legislation covers overseas schemes where, in most cases, the Group has the power to determine the funding rate.

The following tables present an analysis of: defined benefit obligations, the fair value of plan assets and the amounts recognised in the income statement for all Group pension schemes and unfunded post-retirement benefits.

 

     2010     2009  
     Pensions     Post-retirement
benefits
    Total     Pensions     Post-retirement
benefits
    Total  
   

UK

£m

   

Overseas

£m

    UK
£m
   

Overseas

£m

    £m    

UK

£m

   

Overseas

£m

    UK
£m
   

Overseas

£m

    £m  

Benefit obligation at beginning of the year

    (19,209     (1,277     (65     (95     (20,646     (14,395     (1,220     (43     (125     (15,783

Current service cost

    (293     (50       (6     (349     (254     (27     (1     (9     (291

Interest cost

    (1,049     (88     (3     (6     (1,146     (941     (51     (3     (6     (1,001

Past service cost

    240        (2                   238        (1                          (1

Curtailments or settlements

    (16     6                      (10     482        (7            1        476   

Actuarial (loss)/gain

    (522     (64     (2     (2     (590     (4,757     (33     (3     7        (4,786

Contributions by plan participants

    (2     (7                   (9     (2     (5                   (7

Benefits paid

    678        94        1        6        779        659        58        1        6        724   

Business disposals

           2                      2               9               6        15   

Exchange and other adjustments

           (84     17        (3     (70            (1     (16     25        8   

Benefit obligation at end of the year

    (20,173     (1,470     (52     (106     (21,801     (19,209     (1,277     (65     (95     (20,646

Fair value of plan assets at beginning of the year

    15,675        1,025                      16,700        13,537        959                      14,496   

Expected return on plan assets

    1,031        91                      1,122        904        31                      935   

Employer contribution

    666        55        1        6        728        525        76        1        6        608   

Settlements

           (2                   (2            (2                   (2

Contributions by plan participants

    2        7                      9        2        5                      7   

Actuarial gain/(loss)

    995        17                      1,012        1,424        (8                   1,416   

Benefits paid

    (678     (94     (1     (6     (779     (659     (58     (1     (6     (724

Business disposals

                                              (6                   (6

Exchange and other adjustments

    (70     185                      115        (58     28                      (30

Fair value of plan assets at the end of the year

    17,621        1,284                      18,905        15,675        1,025                      16,700   

Net deficit

    (2,552     (186     (52     (106     (2,896     (3,534     (252     (65     (95     (3,946

Unrecognised actuarial losses/(gains)

    2,501        150        (6     12        2,657        3,087        158        (7     10        3,248   

Net recognised liability

    (51     (36     (58     (94     (239     (447     (94     (72     (85     (698

Recognised assetsa

           126                      126               71                      71   

Recognised liability

    (51     (162     (58     (94     (365     (447     (165     (72     (85     (769

Net recognised liability

    (51     (36     (58     (94     (239     (447     (94     (72     (85     (698

Note

a Included within other assets.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

28 Retirement benefit obligations continued

 

      2010     2009     2008  
     Pensions
£m
    Other post-
retirement
benefits
£m
     Total
£m
    Pensions
£m
    Other  post-
retirement
benefitsa
£m
     Total
£m
    Pensions
£m
    Other post-
retirement
benefits
£m
    Total
£m
 

Current service cost

     343        6         349        281        10         291        299        2        301   

Interest cost

     1,137        9         1,146        992        9         1,001        991        8        999   

Expected return on scheme assets

     (1,122             (1,122     (935             (935     (1,175            (1,175

Recognised actuarial (gain)/loss

     72        3         75        96                96        (23     (1     (24

Past service cost

     (233             (233     6                6        2        (8     (6

Curtailment or settlements

     16                16        (473             (473     (5            (5

Total income statement charge

     213        18         231        (33     19         (14     89        1        90   

 

The Group’s IAS 19 pension deficit in respect of the UKRF as at 31st December 2010 was £2,552m (2009: £3,534m). The reduction in the deficit resulted principally from better than expected asset performance, contributions paid in excess of the pension expense and a credit to past service costs following amendments to the treatment of minimum defined benefits.

 

During 2009, the Trust Deed was amended such that with effect from 1st April 2010, the defined benefit sections within the UKRF were closed to the accrual of future pension benefits. From that date members were eligible to accrue future service pension benefits in either Afterwork or PIP. This gave rise to the recognition in 2009 of a curtailment gain of £487m, actuarial losses of £79m and an additional cost of £37m included in other staff costs.

 

Out of the benefit obligations of £21,801m (2009: £20,646m), £258m (2009: £288m) were wholly unfunded.

 

Assumptions

The benefit obligations arising under the Group’s defined benefit schemes are actuarially valued using the projected unit credit method.

 

Principal assumptions    UK schemes      Overseas schemes  
     2010      2009      2010      2009  
         % p.a.          % p.a.          % p.a.          % p.a.  

Discount rate

     5.31         5.61         6.94         7.53   

Rate of increase in salaries

     4.00         4.26         5.26         5.49   

Inflation rate

     3.50         3.76         3.63         3.78   

Rate of increase for pensions in payment

     3.35         3.56         3.08         3.27   

Rate of increase for pensions in deferment

     3.50         3.76         2.86         2.81   

Afterwork revaluation rate

     3.97         4.17         n/a         n/a   

Initial health care inflation

     6.50         7.00         8.00         8.50   

Long-term health care inflation

     5.00         5.00         5.00         5.00   

Expected return on plan assets

     6.30         6.70         6.79         7.44   

 

The expected return on plan assets assumption is weighted on the basis of the fair value of these assets. Health care inflation assumptions are weighted on the basis of the health care cost for the period. All other assumptions are weighted on the basis of the defined benefit obligation at the end of the period.

 

The UK scheme discount rate assumption is based on a liability-weighted rate derived from an AA corporate bond yield curve. The overseas health care inflation assumptions relate to the US.

 

Note

a Includes £3m relating to discontinued operations.


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28 Retirement benefit obligations continued

Mortality assumptions

The UKRF’s post-retirement mortality assumptions were based on the standard 2000 series tables published by the Institute and Faculty of Actuaries as they are considered to be most relevant. These tables were adjusted in line with the UKRF’s actual experience and an allowance has been made for future mortality improvements based on the medium cohort projections published by the Continuous Mortality Investigation Bureau subject to a floor of % pa on future improvements. On this basis the post-retirement mortality assumptions for the UKRF are as follows:

 

           2010            2009            2008            2007            2006  

  Longevity at 60 for current pensioners (years)

              

  – Males

     27.6         27.5         27.4         26.7         25.8   

  – Females

     28.7         28.7         28.5         27.9         29.5   

  Longevity at 60 for future pensioners currently aged 40 (years)

              

  – Males

     29.7         29.6         29.5         28.0         27.1   

  – Females

     30.7         30.6         30.5         29.1         30.7   

Sensitivity analysis on principal assumptions

 

  UKRF sensitivity   

Impact on UKRF

benefit obligation

 
    

(Decrease)/
Increase

%

    (Decrease)/
Increase
£bn
 

  0.5% increase in:

    

  – Discount rate

     (9.4     (1.9

  – Rate of inflation

     8.4        1.7   

  1 year increase to longevity at 60

     2.5        0.5   

Assets

A long-term strategy has been set for the asset allocation of the UKRF which comprises a mixture of equities, bonds, property and other appropriate assets. This recognises that different asset classes are likely to produce different long-term returns and some asset classes may be more volatile than others.

The long-term strategy ensures that investments are adequately diversified. Asset managers are permitted some flexibility to vary the asset allocation from the long-term strategy within control ranges agreed with the Trustee from time to time.

The UKRF also employs derivative instruments, where appropriate, to achieve a desired exposure or return, or to match assets more closely to liabilities. The value of assets shown reflects the actual physical assets held by the scheme, with any derivative holdings reflected on a mark to market basis. The expected return on asset assumptions overall have been based on the portfolio of assets created after allowing for the net impact of the derivatives on the risk and return profile of the holdings.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

28 Retirement benefit obligations continued

The value of the assets of the schemes, their percentage in relation to total scheme assets, and their expected rate of return at 31st December 2010 and 31st December 2009 were as follows:

 

      UK Schemes      Overseas Schemes      Total  
  Analysis of scheme assets    Value
£m
   

% of total
fair value of
scheme

assets

    

Expected
rate of
return

%

     Value
£m
     % of total
fair value of
scheme
assets
    

Expected
rate of
return

%

     Value
£m
    % of total
fair value of
scheme
assets
    

Expected
rate of
return

%

 

  2010

                        

  Equities

     5,349        30.4         8.4         516         40.2         7.4         5,865        31.0         8.3   

  Bonds

     9,164        52.0         4.6         477         37.1         6.0         9,641        51.0         4.7   

  Property

     1,277        7.2         6.8         20         1.6         10.3         1,297        6.9         6.9   

  Derivatives

     410        2.3                                         410        2.2           

  Cash

     1,057        6.0         0.5         158         12.3         5.8         1,215        6.4         1.2   

  Other

     364        2.1         4.3         113         8.8         9.9         477        2.5         5.6   

  Fair value of plan assetsa

     17,621        100         6.3         1,284         100         7.0         18,905        100         6.3   

  2009

                        

  Equities

     4,236        27.0         8.6         400         39.0         7.8         4,636        27.7         8.5   

  Bonds

     8,787        56.0         4.9         387         37.7         6.0         9,174        54.9         4.9   

  Property

     1,186        7.5         7.0         20         2.0         12.6         1,206        7.2         7.1   

  Derivatives

     (37                                             (37               

  Cash

     1,157        7.3         0.5         139         13.6         3.2         1,296        7.7         0.8   

  Other

     346        2.2         5.0         79         7.7         8.1         425        2.5         5.6   

  Fair value of plan assetsa

     15,675        100         6.7         1,025         100         6.6         16,700        100         6.7   

The UKRF plan assets include £58m relating to UK private equity investments (2009: £58m) and £1,128m relating to overseas private equity investments (2009: £921m). These are disclosed within Equities.

Amounts included in the fair value of plan assets include £14m (2009: £4m) relating to shares in Barclays Group, £13m (2009: £5m) relating to bonds issued by the Barclays Group, and £10m (2009: £10m) relating to property occupied by Group companies. The UKRF also invests in pooled investment vehicles which may, or may not hold shares/bonds of Barclays Group.

The expected return on assets is determined by calculating a total return estimate based on weighted average estimated returns for each asset class. Asset class returns are estimated using current and projected economic and market factors such as inflation, credit spreads and equity risk premiums.

The Group actual return on plan assets was an increase of £2,134m (2009: £2,351m increase).

Note

a Excludes £1,004m (2009: £890m) representing the defined contribution assets of the UKRF.
 


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28 Retirement benefit obligations continued

Actuarial gains and losses

The actuarial gains and losses arising on plan liabilities and plan assets are as follows:

 

    

2010

£m

    

2009

£m

    

2008

£m

    

2007

£m

    

2006

£m

 

UK schemes

              

Present value of obligations

     (20,225)         (19,274)         (14,438)         (16,623)         (17,353)   

Fair value of plan assets

     17,621          15,675          13,537          17,231          16,761    

Net (deficit)/surplus in the plans

     (2,604)         (3,599)         (901)         608          (592)   

Experience (losses) and gains on plan liabilities

              

–amount

     (207)         107          (81)         (297)         48    

–as percentage of plan liabilities

     (1%)         1%          (1%)         (2%)         —    

Difference between actual and expected return on plan assets

              

–amount

     995          1,424          (4,534)         (332)         423    

–as percentage of plan assets

     6%         9%          (33%)         (2%)         3%    

Overseas schemes

              

Present value of obligations

     (1,576)         (1,372)         (1,345)         (1,011)         (970)   

Fair value of plan assets

     1,284          1,025          959          796          745    

Net deficit in the plans

     (292)         (347)         (386)         (215)         (225)   

Experience losses on plan liabilities

              

–amount

     (9)         (45)         (96)         (79)         (54)   

–as percentage of plan liabilities

     (1%)         (3%)         (7%)         (8%)         (6%)   

Difference between actual and expected return on plan assets

              

–amount

     17          (8)         (121)         (11)         25    

–as percentage of plan assets

     1%          (1%)         (13%)         —          3%    

Total UK and Overseas schemes

              

Present value of obligations

     (21,801)         (20,646)         (15,783)         (17,634)         (18,323)   

Fair value of plan assets

     18,905          16,700          14,496          18,027          17,506   

Net (deficit)/surplus in the plans

     (2,896)         (3,946)         (1,287)         393          (817)   

Experience (losses) and gains on plan liabilities

              

–amount

     (216)         62          (177)         (376)         (6)   

–as percentage of plan liabilities

     (1%)         —          (1%)         (2%)         —    

Difference between actual and expected return on plan assets

              

–amount

     1,012          1,416          (4,655)         (343)         448    

–as percentage of plan assets

     5%          8%          (32%)         (2%)         3%    

Funding

The triennial funding valuation of the UKRF is currently in progress with an effective date of 30th September 2010. The last triennial funding valuation of the UKRF was performed with an effective date of 30th September 2007 which showed a surplus of £0.2bn. In compliance with the Pensions Act 2004, the Bank and Trustee agreed a scheme-specific funding target, statement of funding principles, and a schedule of contributions. This agreement forms the basis of the Group's commitment that the UKRF has sufficient assets to make payments to members in respect of their accrued benefits as and when they fall due. This funding valuation used a discount rate that reflected a prudent expectation of long-term future investment returns from the current and assumed future investment strategy.

The Scheme Actuary prepares an annual update of the funding position as at 30th September. The latest annual update was carried out as at 30th September 2010 and showed a deficit of £4.8bn.

The Group has agreed funding contributions which, in aggregate, are no less than those which are sufficient to meet the Group's share of the cost of=benefits accruing over each year. The Group has, in the recent past, chosen to make funding contributions in excess of this, and in 2010 made an additional voluntary contribution of £300m (2009: £150m). Defined benefit contributions paid with respect to the UKRF were as follows:

 

     £m  

Contributions paid

  

2010

     666   

2009

     525   

2008

     336   

Based on the current schedule of contributions, the Group is committed to making estimated contributions to the UKRF in 2011 of £285m. The 30th September 2010 UKRF valuation is due to be finalised by the end of 2011. Excluding the UKRF, the Group is expected to pay contributions of approximately £1m to UK schemes and £60m to overseas schemes in 2011.

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234            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

29 Ordinary shares, share premium, and other equity

 

  Called up share capital, allotted and fully paid   

Number of
shares

m

     Ordinary
shares
£m
     Share
premium
£m
     Total
£m
 

  As at 1st January 2010

     11,412         2,853         7,951         10,804   

  Issued to staff under share incentive plans

     12         2         33         35   

  Issue of new ordinary shares

     758         190         1,310         1,500   

  As at 31st December 2010

     12,182         3,045         9,294         12,339   

  As at 1st January 2009

     8,372         2,093         4,045         6,138   

  Issued to staff under share incentive plans

     19         5         30         35   

  Issue of new ordinary shares

     379         94         655         749   

  Conversion of Mandatorily Convertible Notes

     2,642         661         3,221         3,882   

  As at 31st December 2009

     11,412         2,853         7,951         10,804   

Warrants

On 31st October 2008, Barclays PLC issued warrants to subscribe for up to 1,516.9 million new ordinary shares at a price of £1.97775, in conjunction with a simultaneous issue by Barclays Bank PLC of Reserve Capital Instruments. A total of 758.4 million (2009: 379.2 million) of these warrants were exercised during the year, resulting in a credit to share capital of £190m (2009: £94m) and to the share premium account of £1,310m (2009: £655m). As at 31st December 2010 there were unexercised warrants to subscribe for 379.2 million shares (2009: 1,137.7 million).

Conversion of Mandatorily Convertible Notes

The Mandatorily Convertible Notes (MCNs), issued by Barclays Bank PLC on 27th November 2008, were converted into 2,642 million ordinary shares in Barclays PLC during 2009 at the conversion price of £1.53276. £661m was credited to share capital and the remaining £3,221m net of issuance costs was credited to the share premium account.

Share repurchase

At the 2010 AGM on 30th April 2010, Barclays PLC was authorised to repurchase 1,203,988,028 of its ordinary shares of 25p. The authorisation is effective until the AGM in 2011. No share repurchases were made during either 2010 or 2009.

30 Reserves

Available for sale reserve

The available for sale reserve represents the unrealised change in the fair value of available for sale investments since initial recognition.

The available for sale reserve movement of £1,236m was driven by the decrease in the fair value of the Group’s investment in BlackRock, Inc. of £764m, partially offset by increases in the fair value of other available for sale assets as markets recovered.

The movement also includes the net gains transferred to net profit on disposal that arose on the disposal of the structural hedge portfolio, sovereign positions that were no longer eligible for liquidity purposes and excess Euro, US Dollar and Japanese Yen government securities.

Cash flow hedging reserve

The cash flow hedging reserve represents the cumulative gains and losses on effective cash flow hedging instruments that will be recycled to the income statement when the hedged transactions affect profit or loss.

Movements in the cash flow hedge reserve principally reflected increases in the fair value of interest rate swaps held for hedging purposes more than offset by related gains transferred to net profit.

Currency translation reserve

The currency translation reserve represents the cumulative gains and losses on the retranslation of the Group’s net investment in foreign operations, net of the effects of hedging. Currency translation differences of £1,184m, including £442m associated with non-controlling interests, is largely due to the appreciation in the Rand and US Dollar, offset by the depreciation in the Euro.

During the year, £279m of the currency translation reserve was recognised in the income statement, principally as a result of the restructuring of group entities based in the US and repatriation of capital from overseas.

Other reserves and treasury shares

Other reserves represent the excess of the repurchase price over the nominal of redeemed ordinary and preference shares issues by the Group.

Treasury shares are deducted from shareholders’ equity within other reserves and treasury shares. A transfer is made to retained earnings in line with the vesting of treasury shares held for the purposes of share based payments.

The treasury shares primarily relate to Barclays PLC shares held by employee benefit trusts in relation to the Group’s various share schemes. These schemes are described in Note 39.

 


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31 Non-controlling interests

 

      Profit attributable to
Non-controlling interests
     Equity attributable to  
Non-controlling interests  
 
    

2010

£m

    

2009

£m

    

2010

£m

    

2009  

£m  

 

  Barclays Bank PLC issued:

           

  – Preference shares

     478         477         5,933         5,933     

  – Reserve Capital Instruments

     113         116         1,418         1,908     

  – Upper Tier 2 instruments

     3         6         586         586     

  Absa Group Limited

     362         272         3,208         2,539     

  Other non-controlling interests

     29         24         259         235     

  Total

     985         895         11,404         11,201     

The increase in Absa Group Limited non-controlling interest is attributed to £362m share of net profit and £436m upward foreign exchange movement, partially offset by £138m dividend payment.

32 Investment in subsidiaries

Barclays Bank PLC is a wholly owned subsidiary of Barclays PLC and is the Group’s main licensed deposit taking institution under the Financial Services and Markets Act. The consolidated results and financial position of Barclays Bank PLC and Barclays PLC are materially the same, with the key differences being that, in accordance with IFRS:

 

Barclays PLC shares held in employee share schemes and for trading purposes are deducted from reserves in Barclays PLC but recognised as available for sale and trading portfolio assets within Barclays Bank PLC;

 

Preference shares issued by Barclays Bank PLC are included within share capital and share premium in Barclays Bank PLC but represent non-controlling interests in Barclays PLC; and

 

Certain issuances of reserve capital instruments and capital notes by Barclays Bank PLC are included within other shareholders’ equity in Barclays Bank PLC, but represent non-controlling interests in Barclays PLC.

The risk exposures and business performance for Barclays Bank PLC are materially the same as those in Barclays PLC.

The investment in Barclays Bank PLC is stated on the balance sheet of Barclays PLC at a cost of £21,429m (2009: £20,215m). The increase of £1,214m (2009: £4,875m) during the year represents capital contributions of £1,214m (2009: £800m). There have been no additional shares (2009: £25m) or non-cash contributions (2009: £4,050m) during the year.

 

  Country of

  registration or
  incorporation

   Company name    Nature of business    Percentage of
equity capital
held (%)
 

  England

   Barclays Bank PLC    Banking, holding company      100   

  Botswana

   Barclays Bank of Botswana Limited    Banking      67.8

  Egypt

   Barclays Bank Egypt SAE    Banking      100

  England

   Barclays Mercantile Business Finance Limited    Loans and advances including leases to customers      100   

  England

   Barclays Bank Trust Company Limited    Banking, securities industries and trust services      100   

  England

   Barclays Stockbrokers Limited    Stockbroking      100   

  England

   Barclays Capital Securities Limited    Securities dealing      100   

  England

   FIRSTPLUS Financial Group PLC    Secured loan provider      100

  England

   Gerrard Investment Management Limited    Investment management      100   

  Ghana

   Barclays Bank of Ghana Limited    Banking      100

  Ireland

   Barclays Insurance (Dublin) Limited    Insurance provider      100   

  Ireland

   Barclays Assurance (Dublin) Limited    Insurance provider      100   

  Isle of Man

   Barclays Private Clients International Limited    Banking      100

  Japan

   Barclays Capital Japan Limited    Securities dealing      100   

  Jersey

   Barclays Private Bank & Trust Limited    Banking, trust company      100   

  Kenya

   Barclays Bank of Kenya Limited    Banking      68.5

  Russia

   Barclays Bank LLC    Banking      100   

  South Africa

   Absa Group Limited    Banking      55.5

  Spain

   Barclays Bank SA    Banking      99.7

  Switzerland

   Barclays Bank (Suisse) S.A.    Banking and trust services      100

  USA

   Barclays Capital Inc.    Securities dealing      100   

  USA

   Barclays Delaware Holdings LLC    Holding company for US credit card issuer      100

  USA

   Barclays Group US Inc.    Holding company      100

  Zimbabwe

   Barclays Bank of Zimbabwe Limited    Banking      67.7   

In accordance with Section 410(2)(a) of the Companies Act 2006, the above information is provided solely in relation to principal subsidiaries.

The country of registration or incorporation is also the principal area of operation of each of the above subsidiaries. Investments in subsidiaries held directly by Barclays Bank PLC are marked *.

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236            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

32 Investment in subsidiaries continued

Following the restructuring of Group operations in the US during the year, Barclays Group US Inc. is no longer a US Bank Holding Company.

Full information of all subsidiaries will be included in the Annual Return to be filed at UK Companies House.

Entities in which the Group holds less than half the voting rights

There are a number of entities in which the Group holds less than half the voting rights which are consolidated when the substance of the relationship between the Group and the entity indicates that the entity is controlled by the Group. Such entities are deemed to be controlled by the Group when relationships with such entities give rise to benefits that are in substance no different from those that would arise were the entity a subsidiary.

The consolidation of such entities may be appropriate in a number of situations, but primarily when:

 

the operating and financial policies of the entity are closely defined from the outset (i.e. it operates on an ‘autopilot’ basis) with such policies being largely determined by the Group;

 

the Group has rights to obtain the majority of the benefits of the entity and/or retains the majority of the residual or ownership risks related to the entity; or

 

the activities of the entity are being conducted largely on behalf of the Group according to its specific business objectives. Such entities are created for a variety of purposes including securitisation, structuring, asset realisation, intermediation and management.

Subsidiaries with a different reporting date from that of the Parent of 31st December

Entities may have a different reporting date from that of the parent of 31st December. Dates may differ for a variety of reasons including local reporting regulations or tax laws. In accordance with our accounting policies, for the purpose of inclusion in the consolidated financial statements of Barclays PLC, entities with different reporting dates are made up until 31st December.

Entities where the Group’s interest exceeds 50% which are excluded from consolidation

Although the Group’s interest in the equity voting rights in certain entities exceeds 50%, or it may have the power to appoint a majority of their Boards of Directors, they are excluded from consolidation because the Group either does not direct the financial and operating policies of these entities, or on the grounds that another entity has a controlling interest in them. Consequently, these entities are not deemed to be controlled by Barclays.

The table below includes information in relation to such entities as required by the Companies Act 2006 Section 410(2)(b).

 

Country of registration or incorporation    Name    Percentage
of ordinary
share
capital held
%
    

Equity
shareholders’
funds

£m

    

Retained  
Profit for the  
year  

£m  

 

UK

   Fitzroy Finance Limited      100                 –     

Cayman Islands

   Palomino Limited      100         1         –     

33 Profit on disposal of subsidiaries, associates and joint ventures

During the year, the profit on disposal of subsidiaries, associates and joint ventures was £81m (2009: £188m), principally relating to the disposal of Barclays Africa custody business to Standard Chartered Bank for a consideration of £81m generating a gain on disposal before tax of £77m. During 2009, the Group disposed of 50% of Barclays Vida y Pensiones Compañía de Seguros and the 7% of Barclays Africa Botswana business for consideration of £276m generating a gain on disposal before tax of £184m.

34 Discontinued operations

On 1st December 2009 the Group completed the sale of BGI to BlackRock, Inc. (BlackRock) recognising a profit on disposal before tax of £6,331m. The tax charge of £43m reflects the application of UK substantial shareholdings relief in accordance with UK tax law.

The consideration at completion was $15.2bn (£9.5bn), including 37.567 million new BlackRock shares, giving an economic interest of 19.9% of the enlarged BlackRock group. Barclays Group holds 4.9% of the voting rights and under the terms of the transaction may not acquire additional voting rights and will vote in accordance with the recommendations of the BlackRock Board of Directors. John Varley and Bob Diamond were appointed to the BlackRock Board, which comprises 18 Directors. The Group is not deemed to exercise significant influence and the investment has been accounted for as an available for sale equity investment.

 


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34 Discontinued operations continued

The Group has provided BlackRock with customary warranties and indemnities in connection with the sale. Barclays will also continue to indemnify securities lending arrangements until 30th November 2012 (included within contingent liabilities in Note 25) and provide support to certain BGI cash funds until December 2013 in the form of credit derivatives (included within derivative liabilities in Note 14) and financial guarantees (included within provisions in Note 24).

In addition, Barclays, BlackRock and their respective affiliates also enter into agreements and transactions with one another in the ordinary course of their respective businesses and on an arm’s length commercial basis, subject to applicable regulation and agreements with relevant regulators.

In connection with its financing of its acquisition of BGI, BlackRock entered into a 364-day revolving credit facility with a group of lenders including Barclays, who is also acting as revolving agent. Of the $2bn credit facility, $0.8bn was committed by other lenders and following completion BlackRock had borrowed or notified to be borrowed $1.5bn under the facility. All amounts borrowed under this facility were repaid and the facility was terminated prior to 31st December 2009.

The disposed BGI business has been treated as a discontinued operation, the results of which are set out below. For the year ended 31st December 2009 the results are for the 11 month period up to the date of disposal (1st December 2009). There were no discontinued operations in 2010.

 

     2010
£m
     2009
£m
    2008
£m
 

  Net interest income

             33          

  Net fee and commission income

             1,759        1,916   

  Net trading income/(loss)

             67        (10

  Other income

             4        10   

  Total income

             1,863        1,916   

  Operating expenses excluding amortisation of intangible assets

             (1,123     (960

  Amortisation of intangible assets

             (14     (15

  Operating expenses

             (1,137     (975

  Profit before tax from discontinued operations

             726        941   

  Tax on discontinued operations

             (237     (337

  Profit after tax from discontinued operations

             489        604   

  Profit on disposal of discontinued operations

             6,331          

  Tax on disposal

             (43       

  Net profit on the disposal of the discontinued operation

             6,288          

  Profit after tax from discontinued operations, including gain on disposal

             6,777        604   

 

Other comprehensive income relating to discontinued operations is as follows:

 

       
     2010
£m
     2009
£m
    2008
£m
 

  Available for sale assets

             10        (9

  Currency translation reserve

             (85     133   

  Tax relating to components of other comprehensive income

             17        (10

  Other comprehensive income, net of tax from discontinued operations

             (58     114   

 

The cash flows attributable to the discontinued operations were as follows:

 

       
     2010
£m
     2009
£m
    2008
£m
 

  Cash Flows from discontinued operations

       

  Net cash flows from operating activities

             333        524   

  Net cash flows from investing activities

             (25     (93

  Net cash flows from financing activities

             (550     (362

  Effect of exchange rates on cash and cash equivalents

             (134     217   

  Net cash flows from discontinued operations

             (376     286   

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238            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

35 Acquisition of subsidiaries

 

  Acquisition    % Acquired     Goodwill/
(Gain on sale)
£m
    Date   

  Standard Life Bank PLC

     100     (100     1st January 2010    

  Citibank International PLC – Italian credit card business

     100     (29     31st March 2010    

  Tricorona

     86     13        26th July 2010    

None of these acquisitions were individually material. Details of the net assets acquired and the consideration paid are set out in aggregate below. The operating results of these acquisitions have been included from the dates acquired and, since acquisition, have contributed £142m to consolidated income and £86m to consolidated profit before tax.

 

    

     Carrying
Value pre-
Acquisition
£m
    Fair Value
Adjustmentsa
£m
   

Fair Values

£m

 

  Assets

      

  Cash and balances at central banks

     1,358               1,358   

  Financial assets designated at fair value held on own account

     195               195   

  Derivative financial instruments

     145        76        221   

  Loans and advances to banks

     165               165   

  Loans and advances to customers

     7,709        (96     7,613   

  Other assets

     83        10        93   

  Total assets

     9,655        (10     9,645   

  Liabilities

      

  Deposits from banks

     (80            (80

  Customer accounts

     (5,853            (5,853

  Derivative financial instruments

     (104     (11     (115

  Debt securities in issue

     (2,782     64        (2,718

  Subordinated liabilities

     (279     53        (226

  Other liabilities

     (16     (36     (52

  Total liabilities

     (9,114     70        (9,044

  Net assets acquired

     541        60        601   

  Group share of assets acquired

     535        53        588   

  Total consideration paid in cash

                     472   

  Goodwill

                     13   

  Gain on acquisitions

                     129   

Acquisition related costs of £7m have been included in operating expenses.

Cashflows in respect of acquisitions

The aggregate net inflow of cash from the acquisition of the above Group entities was as follows:

 

     2010
£m
 

  Cash consideration on acquisitions

     (472

  Cash and cash equivalent acquired

     1,358   

  Cash inflow on acquisition

     886   

Note

a. Fair value adjustments include revaluations and accounting policy re-alignments.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           239   

 

 

 

 

36 Securitisations

The Group was party to securitisation transactions involving its residential mortgage loans, business loans and credit card balances. In addition, the Group acts as a conduit for commercial paper, whereby it acquires static pools of residential mortgage loans from other lending institutions for securitisation transactions.

In these transactions, the assets, or interests in the assets, or beneficial interests in the cash flows arising from the assets, are transferred to a special purpose entity, or to a trust which then transfers its beneficial interests to a special purpose entity, which then issues floating rate debt securities to third-party investors.

Securitisations may, depending on the individual arrangement, result in continued recognition of the securitised assets and the recognition of the debt securities issued in the transaction; lead to partial continued recognition of the assets to the extent of the Group’s continuing involvement in those assets or to derecognition of the assets and the separate recognition, as assets or liabilities, of any rights and obligations created or retained in the transfer. Full derecognition only occurs when the Group transfers both its contractual right to receive cash flows from the financial assets, or retains the contractual rights to receive the cash flows, but assumes a contractual obligation to pay the cash flows to another party without material delay or reinvestment, and also transfers substantially all the risks and rewards of ownership, including credit risk, prepayment risk and interest rate risk.

The following table shows the carrying amount of securitised assets, stated at the amount of the Group’s continuing involvement where appropriate, together with the associated liabilities, for each category of asset on the balance sheet:

 

      2010     2009  
     Carrying
amount of
assets £m
     Associated
liabilities
£m
    Carrying
amount of
assets £m
     Associated
liabilities
£m
 

  Loans and advances to customers

          

  Residential mortgage loans

     9,709         (10,674     10,374         (10,738

  Credit card receivables

     801         (723     1,288         (1,288

  Other personal lending

                    94         (124

  Wholesale and corporate loans and advances

     2,560         (2,878     4,835         (5,999

  Total

     13,070         (14,275     16,591         (18,149

  Assets designated at fair value through profit or loss

          

  Retained interest in residential mortgage loans

     5                 26            

Balances included within loans and advances to customers represent securitisations where substantially all the risks and rewards of the asset have been retained by the Group.

The excess of total associated liabilities over the carrying amount of assets primarily reflects timing differences in the receipt and payment of cash flows, and foreign exchange movements where the assets and associated liabilities are denominated in different currencies. Foreign exchange movements and associated risks are hedged economically through the use of cross currency swap derivative contracts.

Retained interests in residential mortgage loans are securities which represent a continuing exposure to the prepayment and credit risk in the underlying securitised assets. The total amount of the loans was £15,458m (2009: £14,795m). The retained interest is initially recorded as an allocation of the original carrying amount based on the relative fair values of the portion derecognised and the portion retained.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

37 Leasing

The Group is both lessor and lessee under finance and operating leases, providing asset financing for its customers and leasing assets for its own use. In addition, assets leased by the Group may be sublet to other parties. An analysis of the impact of these transactions on the Group balance sheet and income statement is as follows:

a) As Lessor

Finance lease receivables

The Group specialises in asset-based lending and works with a broad range of international technology, industrial equipment and commercial companies to provide customised finance programmes to assist manufacturers, dealers and distributors of assets. Finance lease receivables are included within loans and advances to customers.

 

Investment in finance lease receivables    2010      2009  
     Gross
investment
in finance
lease
receivables
£m
     Future
finance
income
£m
    Present
value of
minimum
lease
payments
receivable
£m
     Un-
guaranteed
residual
values £m
     Gross
investment
in finance
lease
receivables
£m
     Future
finance
income
£m
    Present
value of
minimum
lease
payments
receivable
£m
    

Un-  
guaranteed  
residual  
values  

£m  

 

  Not more than one year

     3,440         (479     2,961         60         3,513         (456     3,057         55     

  Over one year but not more than five years

     7,200         (1,058     6,142         123         7,597         (1,117     6,480         154     

  Over five years

     1,591         (340     1,251         560         2,084         (427     1,657         407     

  Total

     12,231         (1,877     10,354         743         13,194         (2,000     11,194         616     

The allowance for uncollectable finance lease receivables included in the allowance for impairment amounted to £351m at 31st December 2010 (2009: £321m).

Operating lease receivables

The Group acts as lessor, whereby items of plant and equipment are purchased and then leased to third parties under arrangements qualifying as operating leases. The items purchased to satisfy these leases are included within leased assets (see Note 20) and are generally disposed of at the end of the lease term.

The future minimum lease payments expected to be received under non-cancellable operating leases as at 31st December 2010 was £43m (2009: £39m).

b) As Lessee

Finance lease commitments

The Group leases items of property, plant and equipment on terms that meet the definition of finance leases. Finance lease commitments are included within Accruals, deferred income and other liabilities (see Note 22).

As at 31st December 2010, the total future minimum payments under finance leases were £87m (2009: £122m), of which £16m (2009: £16m) was due within one year.

As at 31st December 2010, the carrying amount of assets held under finance leases was £29m (2009: £43m).

Operating lease commitments

The Group leases various offices, branches and other premises under non-cancellable operating lease arrangements. With such operating lease arrangements, the asset is kept on the lessor’s balance sheet and the Group reports the future minimum lease payments as an expense over the lease term.

The leases have various terms, escalation and renewal rights. There are no contingent rents payable. The Group also leases equipment under non-cancellable lease arrangements.

Operating lease rentals of £637m (2009: £639m) have been included in administration and general expenses.

Where the Group is the lessee the future minimum lease payment under non-cancellable operating leases are as follows:

 

      2010      2009  
     Property
£m
     Equipment
£m
     Property
£m
     Equipment  
£m  
 

  Not more than one year

     628         7         459         9     

  Over one year but not more than five years

     1,477         2         1,477         6     

  Over five years

     3,146                 2,933         3     

  Total

     5,251         9         4,869         18     

The total of future minimum sublease payments to be received under non-cancellable subleases at the balance sheet date is £111m (2009: £147m).

 


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38 Off-balance sheet arrangements

In the ordinary course of business and primarily to facilitate client transactions, the Group enters into transactions which may involve the use of off-balance sheet arrangements and special purpose entities (SPEs). These arrangements include the provision of guarantees, loan commitments, retained interests in assets which have been transferred to an unconsolidated SPE or obligations arising from the Group’s involvements with such SPEs.

Guarantees

The Group issues guarantees on behalf of its customers. In the majority of cases, the Group will hold collateral against the exposure, have a right of recourse to the customer or both. In addition, the Group issues guarantees on its own behalf. The main types of guarantees provided are: financial guarantees given to banks and financial institutions on behalf of customers to secure loans; overdrafts; and other banking facilities, including stock borrowing indemnities and standby letters of credit. Other guarantees provided include performance guarantees, advance payment guarantees, tender guarantees, guarantees to Her Majesty’s Revenue and Customs and retention guarantees. The nominal principal amount of contingent liabilities with off-balance sheet risk is set out in Note 25.

Loan commitments

The Group enters into commitments to lend to its customers subject to certain conditions. Such loan commitments are made either for a fixed period or are cancellable by the Group subject to notice conditions. Information on loan commitments and similar facilities is set out in Note 25.

Leasing

The Group leases various offices, branches, other premises and equipment under non-cancellable operating lease arrangements. With such operating lease arrangements, the asset is kept on the lessor’s balance sheet and the Group reports the future minimum lease payments as an expense over the lease term. Information on leasing can be found in Note 37.

Special purpose entities

SPEs are entities that are created to accomplish a narrow and well defined objective. There are often specific restrictions or limits around their ongoing activities. The Group’s transactions with SPEs take a number of forms, including:

 

The provision of financing to fund asset purchases, or commitments to provide finance for future purchases.

 

Derivative transactions to provide investors in the SPE with a specified exposure.

 

The provision of liquidity or backstop facilities which may be drawn upon if the SPE experiences future funding difficulties.

 

Direct investment in the notes issued by SPEs.

Depending on the nature of the Group’s resulting exposure, it may consolidate the SPE on to the Group’s balance sheet. The consolidation of SPEs is considered at inception, based on the arrangements in place and the assessed risk exposures at that time. In accordance with IFRS, SPEs are consolidated when the substance of the relationship between the Group and the entity indicates control. Potential indicators of control include, amongst others, an assessment of the Group’s exposure to the risks and benefits of the SPE. The initial consolidation analysis is revisited at a later date if:

i) the Group acquires additional interests in the entity;

ii) the contractual arrangements of the entity are amended such that the relative exposures to risks and rewards change; or

iii) the Group acquires control over the main operating and financial decisions of the entity.

A number of the Group’s transactions have recourse only to the assets of unconsolidated SPEs. Typically, the majority of the exposure to these assets is borne by third parties and the Group’s risk is mitigated through over-collateralisation, unwind features and other protective measures.

The business activities within the Group where SPEs are used include multi-seller conduit programmes, asset securitisations, client intermediation, credit structuring, asset realisations and fund management. These activities are described below. In addition, later sections provide quantitative information on the Group’s involvements with CDOs, SIVs SIV-Lites and conduits.

Multi-seller conduit programmes

Barclays creates, administers and provides liquidity and credit enhancements to several commercial paper conduit programmes, primarily in the United States. These conduits provide clients access to liquidity in the commercial paper markets by allowing them to sell consumer or trade receivables to the conduit, which then issues commercial paper to investors to fund the purchase. The conduits have sufficient collateral, credit enhancements and liquidity support to maintain an investment grade rating for the commercial paper.

Asset securitisations

The Group has assisted its customers with the formation of asset securitisations, some of which are effected through the use of SPEs. These entities have minimal equity and rely on funding in the form of notes to purchase the assets for securitisation. As these SPEs are created for other companies, the Group does not usually control these entities and therefore does not consolidate them. The Group may provide financing in the form of senior notes or junior notes and may also provide derivatives to the SPE. These transactions are included on the balance sheet.

The Group has also used SPEs to securitise part of its originated and purchased retail and commercial lending portfolios and credit card receivables. These SPEs are usually consolidated and derecognition only occurs when the Group transfers its contractual right to receive cash flows from the financial assets, or retains the contractual rights to receive the cash flows, but assumes a contractual obligation to pay the cash flows to another party without material delay or reinvestment, and also transfers substantially all the risks and rewards of ownership, including credit risk, prepayment risk and interest rate risk. The carrying amount of securitised assets together with the associated liabilities are set out in Note 36.

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242            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

38 Off-balance sheet arrangements continued

Client intermediation

The Group has structured transactions as a financial intermediary to meet investor and client needs. These transactions involve entities structured by either the Group or the client and are used to modify cash flows of third party assets to create investments with specific risk or return profiles or to assist clients in the efficient management of other risks. Such transactions will typically result in a derivative being shown on the balance sheet, representing the Group’s exposure to the relevant asset. The Group also invests in lessor entities specifically to acquire assets for leasing. Client intermediation also includes arrangements to fund the purchase or construction of specific assets (most common in the property industry).

Credit structuring

The Group structures investments to provide specific risk profiles to investors. This may involve the sale of credit exposures, often by way of derivatives, to an entity which subsequently funds those exposures by issuing securities. These securities may initially be held by Barclays prior to sale outside of the Group.

Asset realisations

The Group establishes SPEs to facilitate the recovery of loans in circumstances where the borrower has suffered financial loss.

To the extent that there are guarantees and commitments in relation to SPEs the details are included in Note 25.

Collateralised debt obligations (CDOs)

The Group has structured and underwritten CDOs. At inception, the Group’s exposure principally takes the form of a liquidity facility provided to support future funding difficulties or cash shortfalls in the vehicles. If required by the vehicle, the facility is drawn with the amount advanced included within loans and advances on the balance sheet. Upon an event of default or other triggering event, the Group may acquire control of a CDO and, therefore, be required to fully consolidate the vehicle for accounting purposes. The potential for transactions to hit default triggers before the end of 2011 has been assessed and is included in the determination of a £137m impairment release and other credit provisions in relation to ABS CDO Super Senior and other credit market exposures for the year ended 31st December 2010.

The Group’s exposure to ABS CDO Super Senior positions before hedging was £1,992m as at 31st December 2010, equivalent to an aggregate 50.97% decline in value on average for all investors. This represents the Group’s exposure to High Grade CDOs, stated net of write downs and charges. These facilities are fully drawn and included within loans and advances on the balance sheet.

Collateral

The collateral underlying unconsolidated CDOs comprised 78% residential mortgage-backed securities, 3% non-residential asset-backed securities and 19% in other categories (a proportion of which will be backed by residential mortgage collateral).

The remaining Weighted Average Life (WAL) of all collateral is 6.3 years. The combined Net Asset Value (NAV) for all of the CDOs was £1bn.

Funding

The CDOs were funded with senior unrated notes and rated notes up to AAA. The capital structure senior to the AAA notes on cash CDOs was supported by a liquidity facility provided by the Group. The senior portion covered by liquidity facilities is on average 86% of the capital structure.

The initial WAL of the notes in issue averaged 6.7 years. The full contractual maturity is 38.2 years.

Interests in third party CDOs

The Group has purchased securities in and entered into derivative instruments with third party CDOs. These interests are held as trading assets or liabilities on the Group’s balance sheet and measured at fair value. The Group has not provided liquidity facilities or similar agreements to third party CDOs.

Structured investment vehicles (SIVs)

The Group does not structure or manage SIVs. Group exposure to third party SIVs comprised:

 

£nil (2009: £16m) of senior liquidity facilities.

 

Derivative exposures included on the balance sheet at their net fair value of £46m (2009: £53m).

SIV-Lites

The Group has exposure to a SIV-Lite transaction. The Group is not involved in its ongoing management. Exposures have decreased to £345m (2009: £461m) representing assets designated at fair value.

Commercial paper and medium-term note conduits

The Group provided £17bn in undrawn backstop liquidity facilities to its own sponsored CP conduits. The Group fully consolidates these entities such that the underlying assets are reflected on the Group balance sheet.

These consolidated entities in turn provide facilities of £740m to third party conduits containing prime UK buy-to-let Residential Mortgage Backed Securities (RMBS) assets. As at 31st December 2010, the entire facility had been drawn and is included in available for sale financial investments.

The Group provided backstop facilities to support the paper issued by one third party conduit. This facility totalled £129m, with underlying collateral comprising 100% auto loans. There were no drawings on this facility as at 31st December 2010.

The Group provided backstop facilities to six third party SPEs that fund themselves with medium-term notes. These notes are sold to investors as a series of 12-month securities and remarketed to investors annually. If investors decline to renew their holdings at a price below a pre-agreed spread, the backstop facility requires the Group to purchase the outstanding notes at scheduled maturity. The Group has provided facilities of £1.2bn to SPEs holding prime UK and Australian owner-occupied RMBS assets. As at the balance sheet date these facilities had been drawn and were included in loans and advances.

 


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39 Share-based payments

The Group operates share schemes for employees throughout the world. The share based payment charge represents 7.2% (2009: 3.0%) of employee costs and unvested share awards, including options, amount to 6.6% (2009: 6.0%) of issued share capital.

The charge for the year arising from share based payment schemes was as follows:

 

      Charge for the year  
     2010
£m
     2009
£m
     2008
£m
 

  Share Value Plan

     361                   

  Performance share Plan

     58         33         14   

  Incentive share Plan

     50         18         7   

  Executive Share Award Scheme

     304         178         216   

  Sharesave

     20         29         (7

  Others

     44         20         (8

  Total Equity Settled

     837         278         222   

  Cash Settled

     23         8         3   

  Total Continuing operation

     860         286         225   

  Discontinued operations

             12         35   

  Total share based payments

     860         298         260   

The terms of the main current plans are as follows:

Share value plan (SVP)

The Share Value Plan (SVP) was introduced in March 2010. SVP awards are granted to participants in the form of a provisional allocation of Barclays shares which vest over a period of three years in equal annual tranches. Participants do not pay to receive an award or to receive a release of shares. Awards under the SVP qualify for dividends.

Performance Share Plan (PSP)

The Performance Share Plan (PSP) was approved by shareholders at the 2005 AGM to replace the ISOP scheme. Performance shares are ‘free’ Barclays shares for which no exercise price is payable and which qualify for dividends. Performance share awards are communicated to participants as an initial allocation. Barclays performance over a three-year period determines the final number of shares that may be released to participants.

Incentive Share Plan (ISP)

The Incentive Share Plan (Incentive Shares) was introduced in March 2008. Incentive Shares are granted to participants in the form of a provisional allocation of Barclays shares which vest upon achieving continued service after three years. Participants do not pay to receive an award or to receive a release of shares. Incentive Shares qualify for dividends.

Executive Share Award Scheme (ESAS)

For certain employees of the Group an element of their annual bonus is in the form of a deferred award of a provisional allocation of Barclays PLC shares under ESAS. The total value of the bonus made to the employee, of which ESAS is an element, is dependent upon the business unit, Group and individual employee performance. The ESAS element of the annual bonus must normally be held for at least three years. Additional bonus shares are subsequently awarded to recipients of the provisional allocation and vest upon achieving continued service for three and five years from the date of award. ESAS awards are also made to eligible employees for recruitment purposes under JSAP (Joiners Share Award Plan). All awards are subject to potential forfeiture if the individual resigns and commences work with a competitor business. LTIP plans are cash and equity performance plans which after 3 years (dependant on performance) pay half in cash and the remaining half in shares which are placed into ESAS for a further 1 or 2 years.

Sharesave

Eligible employees in the UK, Spain and Ireland may participate in the Barclays Sharesave scheme. Under this scheme, employees may enter into contracts to save up to £250 per month (Ireland: 300, Spain: 225) and at the expiry of a fixed term of three, five or seven years (Spain: three years) have the option to use these savings to acquire shares in the Company at a discount, calculated in accordance with the rules of the scheme. The discount is currently 20% of the market price at the date the options are granted. Participants in the scheme have six months from the date of vest in which the option can be exercised.

UK Sharepurchase

Sharepurchase was introduced in January 2002. It is an HM Revenue & Customs approved all-employee share plan. The plan is open to all eligible UK employees, including executive Directors. Under the plan, participants are able to purchase up to £1,500 worth of Barclays PLC ordinary shares per tax year, which if kept in trust for five years can be withdrawn from the plan tax-free. Matching shares were introduced to the scheme during 2005 where the purchase of Barclays shares by the participant are matched equally by the Company up to a maximum value of £600 per tax year. Shares in the plan will earn dividends in the form of additional shares, which must normally be held by the trustee for three years before being eligible for release.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

          

 

39 Share-based payments continued

Other schemes

In addition to the above schemes, the Group operates a number of other schemes including schemes operated by and settled in the shares of subsidiary undertakings, none of which are individually or in aggregate material in relation to the charge for the year or the numbers of issued shares.

Share option plans

As noted above, the Group’s schemes include a number of share option schemes – including grants of nil cost options.

The weighted average fair value per option granted during the year is as follows:

 

         2010 
£m 
             2009 
£m 
 

  SVP

     3.54          –    

  ESAS

     2.88          1.08    

  PSP

     3.55          2.81    

  ISP

     3.55          2.58    

  Sharepurchase

     3.07          1.82    

  Sharesave

     1.29          1.43    

Sharepurchase, ISP, SVP and ESAS are nil cost awards on which the performance conditions are substantially completed at the date of grant. Consequently the fair value of these awards is based on the market value at that date.

As described above, the terms of the ESAS scheme require shares to be held for a set number of years from the date of vest. The calculation of the vest date fair value of such awards includes a reduction for this post-vesting restriction. This discount is determined by calculating how much a willing market participant would rationally pay to remove the restriction using a Black-Scholes option pricing model. The total discount required in 2010 is £22m (2009: £10m, 2008: £10m).

Fair values for Sharesave and PSP are calculated at the date of grant using either a Black-Scholes model or Monte Carlo simulation.

The significant weighted average assumptions used to estimate the fair value of the options granted from 2007 to 2010 under the Group’s major share schemes are as follows:

 

     Weighted
average
share price
     Weighted
average
exercise price
     Expected
volatility
    Expected 
option life 
 

  2010

          

  PSP

     3.55         3.46         45     2 years    

  Sharesave

     3.21         2.67         45     4 years    

  2009

          

  PSP

     2.34         1.77         45     2 years    

  Sharesave

     3.51         2.70         45     4 years    

  2008

          

  PSP

     5.45         2.07         37     3 years    

  Sharesave

     3.11         2.51         37     4 years    

  2007

          

  PSP

     7.07                 25     3 years    

  Sharesave

     5.82         4.81         25     4 years    

Expected Volatility

Expected volatility and dividend yield on the date of grant have been used as inputs into the respective valuation models for Sharesave and PSP.

The assumed dividend yield for Barclays PLC is the average annual dividend yield on the date of grant of 2% (2009: 2%).

Discount Rate

The yield on UK government bonds with a commensurate life has been used to determine the risk-free discount rate of 2% (2009: 3%) for Sharesave and PSP. Option life is estimated based upon historical data for the holding period of options between grant and exercise dates.

Expected option life and number expected to vest

For the purposes of determining the expected life and number of options to vest, historical exercise patterns have been used, together with an assumption that a certain percentage of options will lapse due to leavers.

 


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39 Share-based payments continued

Movements in options

Analysis of the movement in the number and weighted average exercise price of options for the major schemes is set out below:

 

      ESASa,b      PSPa  
     

Number

(000s)

    Weighted average
ex. price (£)
    

Number

(000s)

    Weighted average
ex. price (£)
 
     2010     2009     2010      2009      2010     2009     2010      2009  

  Outstanding at beginning of year/acquisition date

     464,511        267,937                        31,262        50,729                  

  Granted in the year

     85,489        311,977                        6,491        4,794                  

  Exercised/released in the year

     (139,220     (90,296                     (8,355     (6,496               

  Less: forfeited in the year

     (27,297     (25,107                     (10,749     (17,765               

  Outstanding at end of year

     383,483        464,511                        18,649        31,262                  

  Of which exercisable:

     5,220        12,714                        40                         
                   
      ISPa,b      SVPa,b  
     

Number

(000s)

    Weighted average
ex. price (£)
    

Number

(000s)

   

Weighted average

ex. price (£)

 
     2010     2009     2010      2009      2010     2009     2010      2009  

  Outstanding at beginning of year/acquisition date

     54,978        7,100                                                

  Granted in the year

     800        50,652                        241,931                         

  Exercised/released in the year

     (587     (19                     (4,932                      

  Less: forfeited in the year

     (5,208     (2,755                     (10,157                      

  Outstanding at end of year

     49,983        54,978                        226,842                         

  Of which exercisable:

                                                           
                   
      Sharesavea      Sharepurchasea,b  
     

Number

(000s)

   

Weighted average

ex. price (£)

    

Number

(000s)

   

Weighted average

ex. price (£)

 
     2010     2009     2010      2009      2010     2009     2010      2009  

  Outstanding at beginning of year/acquisition date

     91,311        94,131        3.01         1.83         12,320        6,961                  

  Granted in the year

     21,296        28,005        2.46         2.70         4,176        6,832                  

  Exercised/released in the year

     (1,079     (153     2.67         2.83         (1,190     (952               

  Less: forfeited in the year

     (19,368     (30,672     3.42         3.58         (845     (521               

  Outstanding at end of year

     92,160        91,311        2.80         3.01         14,461        12,320                  

  Of which exercisable:

     5,814        7,537        4.35         4.19         2,529        1,621                  

 

 

Notes

a Options/award granted over Barclays PLC shares.
b Nil cost award

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246            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

39 Share-based payments continued

 

The table below shows the weighted average share price at the date of exercise/release of shares:

 

    

2010

£

    

2009

£

 

Sharesavea

     3.17         3.21   

Sharepurchasea,b

     3.02         2.64   

SVPa,b

     3.10           

ESASa,b

     3.39         2.02   

PSPa,b

     3.46         1.77   

ISPa,b

     3.10         3.43   

Certain of the Groups share option plans enable certain directors and members of staff employees the option to subscribe for new ordinary shares of Barclays PLC between 2010 and 2018.

The exercise price range, the weighted average contractual remaining life and number of options outstanding (including those exercisable) at the balance sheet date are as follows:

 

  Exercise price range    2010      2009  
    

Weighted
average
remaining
contractual

life in years

     Number of
options
Outstanding
(000s)
    

Weighted
average
remaining
contractual

life in years

     Number of
options
Outstanding
(000s)
 

Sharesavea

           

£1.44-£2.49

     4         22,345         2         1,818   

£2.50-£3.49

     2         58,046         3         69,543   

£3.50-£4.49

             4,828         1         9,058   

£4.50-£5.49

     1         6,940         2         10,892   

Sharepurchasea,b

     1         14,461         2         12,320   

SVPa,b

     2         226,842                   

ESASa,b

     3         383,483         3         464,511   

ISPa,b

     1         49,983         2         54,978   

PSPa,b

     1         18,649         1         31,262   

There were no modifications to the share-based payment arrangements in the years 2010, 2009 and 2008.

As at 31st December 2010, the total liability arising from cash-settled share-based payment transactions was £23m (2009: £13m; 2008: £23m).

Treasury Shares

The Group, through various employee benefit trusts, holds shares in Barclays PLC (‘treasury shares’) to meet its obligations under its share based payment schemes.

The total number of Barclays shares held in Group employee benefit trusts at 31st December 2010 was 259.0m (2009: 125.1m). No dividend rights have been waived on these shares. The total market value of the shares held in trust, based on the year-end share price of £2.61 (2009: £2.75), was £676m (2009: £344m). As at 31st December 2010, options over 5.2 million (2009: 15.6 million) of the total shares held in the trusts were exercisable. Further details on the treatment of treasury shares is provided on page 234.

Notes

a Options/award granted over Barclays PLC shares.

b Nil cost award.

 


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40 Related party transactions and Directors’ remuneration

a) Related party transactions

Parties are considered to be related if one party has the ability to control the other party or exercise significant influence over the other party in making financial or operation decisions, or one other party controls both. The definition includes subsidiaries, associates, joint ventures and the Group’s pension schemes, as well as other persons.

Subsidiaries

Transactions between Barclays PLC and subsidiaries also meet the definition of related party transactions. Where these are eliminated on consolidation, they are not disclosed in the Group financial statements. Transactions between Barclays PLC and its subsidiary, Barclays Bank PLC are fully disclosed in its balance sheet and income statement. A list of the Group’s principal subsidiaries is shown in Note 32.

Associates, joint ventures and other entities

The Group provides banking services to its associates, joint ventures, the Group pension funds (principally the UK Retirement Fund) and to entities under common directorships, providing loans, overdrafts, interest and non-interest bearing deposits and current accounts to these entities as well as other services. Group companies also provide investment management and custodian services to the Group pension schemes. The Group also provides banking services for unit trusts and investment funds managed by Group companies and are not individually material. All of these transactions are conducted on the same terms as third-party transactions.

Entities under common directorships

The Group enters into normal commercial relationships with entities for which members of the Group’s Board also serve as Directors. The amounts included in the Group’s financial statements relating to such entities that are not publicly listed are shown in the table opposite under Entities under common directorships.

Amounts included in the accounts, in aggregate, by category of related party entity are as follows:

 

     Associates
£m
    Joint
ventures
£m
    Entities
under
common
directorships
£m
   

Pension
funds, unit
trusts and
investment
funds

£m

 

  For the year ended and as at 31st December 2010

        

  Income

     19        (15     10          

  Impairment

     (5     (9              

  Total Assets

     135        2,113        45          

  Total Liabilities

     28        477        110        19   

  For the year ended and as at 31st December 2009a

        

  Income

     (57     (55     (64     6   

  Impairment

     (2     (5              

  Total Assets

     155        2,080        43          

  Total Liabilities

     4        503        27        46   

  For the year ended and as at 31st December 2008a

        

  Income

     (36     (40     45        (20

  Total Assets

     177        1,239        108        18   

  Total Liabilities

     3        777        93        79   

No guarantees, pledges or commitments have been given or received in respect of these transactions in 2010, 2009 or 2008.

There were no derivatives transacted on behalf of the Pensions Funds Unit Trusts and Investment Funds (2009: £192m, 2008: £318m).

Key Management Personnel

The Group’s Key Management Personnel, and persons connected with them, are also considered to be related parties for disclosure purposes. Key Management Personnel are defined as those persons having authority and responsibility for planning, directing and controlling the activities of Barclays PLC (directly or indirectly) and comprise the Directors of Barclays PLC and the Officers of the Group, certain direct reports of the Chief Executive and the heads of major business units.

There were no material related party transactions with Entities under common directorship where a Director or other member of Key Management Personnel (or any connected person) is also a Director or other member of Key Management Personnel (or any connected person) of Barclays.

Note

a Comparatives have been restated to reflect changes to entities identified as
   related parties.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

40 Related party transactions and Directors’ remuneration continued

 

The Group provides banking services to Directors and other Key Management Personnel and persons connected to them. Transactions during the year and the balances outstanding at 31st December 2010 were as follows:

 

  Directors, other Key Management Personnel and connected persons                      
     2010
£m
    2009
£m
    2008
£m
 

Loans outstanding at 1st January

     6.6        7.3        7.4   

Loans issued during the year

     0.5        1.9        6.9   

Loan repayments during the year

     (2.1     (1.6     (5.5

Loans outstanding at 31st December

     5.0        7.6        8.8   

Interest income earned

            0.1        0.4   

No allowances for impairment were recognised in respect of loans to Directors or other members of Key Management Personnel (or any connected person) in 2010, 2009 or 2008.

 

     2010
£m
    2009
£m
    2008
£m
 

Deposits outstanding at 1st January

     30.3        28.7        8.9   

Deposits received during the year

     104.9        160.0        235.7   

Deposits repaid during the year

     (99.3     (158.0     (221.9

Deposits outstanding at 31st December

     35.9        30.7        22.7   

Interest expense on deposits

            0.1        0.5   

Of the loans outstanding above, £0.5m (2009: £0.1m, 2008: £1.6m) relates to Directors and other Key Management Personnel (and persons connected to them), who left the Group during the year. Of the deposits outstanding above, £0.2m (2009: £3.7m, 2008: £6.1m) related to Directors and other Key Management Personnel (and persons connected to them), who left the Group during the year. The amounts disclosed as at 1st January includes deposits outstanding for those who became Directors or Key Management Personnel during the year.

All loans to Directors and other Key Management Personnel (and persons connected to them), (a) were made in the ordinary course of business, (b) were made on substantially the same terms, including interest rates and collateral, as those prevailing at the same time for comparable transactions with other persons and (c) did not involve more than a normal risk of collectability or present other unfavourable features.

In 2009, a loan of £692 provided on an interest free basis was granted to one non-Director member of Barclays Key Management to purchase a commuter rail ticket. The maximum loan outstanding during 2009 was £692. Commuter rail ticket loans are provided to all Barclays staff members upon request on the same terms. No loans provided on an interest free basis were granted to any member of Barclays Key Management in 2010.

Remuneration of Directors and other Key Management Personnel

 

  Remuneration of Directors, other Key Management Personnel and connected persons                      
     2010
£m
    2009
£m
    2008
£m
 
       8.     

Salaries and other short-term benefits

     28.1        6        10.7   

Employer social security charges on emoluments

     12.4        2.9        2.7   

Pension costs

     1.0        0.7        0.9   

Other long-term benefits

     41.9        2.5        1.6   

Share-based payments

     39.3        15.8        11.8   

Costs recognised for accounting purposes

     122.7        30.5        27.7   

Employer social security charges on emoluments

     (12.4     (2.9     (2.7

Other long-term benefits – difference between awards granted and costs recognised

     (9.3     15.2        0.4   

Share-based payments – difference between awards granted and costs recognised

     (20.8     32.7        (8.5

Total remuneration awarded

     80.2        75.5        16.9   

The population of Directors and other Key Management Personnel increased as a result of the formation of the Executive Committee in November 2009. Figures are provided for the period that individuals met the definition of Directors and other Key Management Personnel.

Total remuneration awarded to Directors and other Key Management Personnel represents the awards made to individuals that have been approved by the Board Remuneration Committee as part of the latest payround decisions and is consistent with the approach adopted for disclosures set out on pages 166 to 182. Costs recognised in the income statement reflect the accounting charge for the year included within operating expenses. The difference between the values awarded and the recognised income statement charge principally relates to the recognition of deferred costs for prior year awards.

 


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40 Related party transactions and Directors’ remuneration continued

 

b) Disclosure required by the Companies Act 2006

The following information is presented in accordance with the Companies Act 2006:

Directors’ remuneration

 

     2010
£m
     2009
£m
     2008
£m
 

  Aggregate emoluments

     15.8         8.8         6.0   

  Gains made on the exercise of share options

             8.9           

  Amounts paid under long-term incentive schemes

     7.0                 7.4   
       22.8         17.7         13.4   

Actual pension contributions of £13,588 were paid to defined contribution schemes on behalf of one Director (2009: £18,786, one Director, 2008: £11,745, one Director). Notional pension contributions to defined contribution schemes were £nil (2009: £nil, 2008: £nil).

As at 31st December 2010, one Director was accruing retirement benefits under a defined benefit scheme (2009: two Directors, 2008: two Directors).

Directors’ and Officers’ shareholdings and options

The beneficial ownership of the ordinary share capital of Barclays PLC by all Directors and Officers of Barclays PLC (involving 24 persons) at 31st December 2010 amounted 29,102,334 ordinary shares of 25p each (0.24% of the ordinary share capital outstanding).

Executive Directors and Officers of Barclays PLC as a Group (involving 13 persons) held, at 31st December 2010, options to purchase 2,961,264 Barclays PLC ordinary shares of 25p each at prices ranging from 255p to 470p under Sharesave and ranging from 317p to 520p under the Incentive Share Option Plan, respectively.

Advances and credit to Directors and guarantees on behalf of Directors

In accordance with Section 413 of the Companies Act 2006 and in relation to those who served as Directors of the Company at any time in the financial year, the total amount of advances and credits at 31st December 2010 was £nil (2009: £1.8m, 2008: £0.8m). The total amount of guarantees on behalf of Directors at 31st December 2010 was £nil (2009: £nil, 2008: £nil).

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

41 Fair value of financial instruments

The fair value of a financial instrument is the amount for which an asset could be exchanged, or a liability settled, in an arm’s length transaction between knowledgeable willing parties.

Comparison of carrying amounts and fair values

The following table summarises the carrying amounts of financial assets and liabilities presented on the Group’s balance sheet, and their fair values differentiating between financial assets and liabilities measured at fair value and those measured at amortised cost.

 

              2010      2009  
      Notes      Carrying
amount
£m
     Fair
Value
£m
     Carrying
amount
£m
     Fair
Value
£m
 

Financial assets:

              

Cash and balances at central banks

     a         97,630         97,630         81,483         81,483   

Items in the course of collection from other banks

     a         1,384         1,384         1,593         1,593   

Trading portfolio assets:

              

– Debt securities and other eligible bills

     b         139,240         139,240         126,520         126,520   

– Equity securities

     b         25,613         25,613         19,602         19,602   

– Traded Loans

     b         2,170         2,170         2,962         2,962   

– Commodities

     b         1,844         1,844         2,260         2,260   

Financial assets designated at fair value:

              

– Equity securities

     b         5,685         5,685         6,256         6,256   

– Loans and advances

     b         22,352         22,352         22,390         22,390   

– Debt securities

     b         1,918         1,918         4,007         4,007   

– Other financial assets designated at fair value

     b         10,101         10,101         8,658         8,658   

– Held in respect of linked liabilities under investment contracts

     b         1,429         1,429         1,257         1,257   

Derivative financial instruments

     b         420,319         420,319         416,815         416,815   

Loans and advances to banks

     c         37,799         37,768         41,135         41,135   

Loans and advances to customers:

              

– Residential mortgage loans

     c         168,055         161,439         149,099         142,726   

– Credit card receivables

     c         22,658         22,658         21,889         21,889   

– Other personal lending

     c         26,608         26,240         25,435         25,430   

– Wholesale and corporate loans and advances

     c         200,618         196,124         212,928         207,648   

– Finance lease receivables

     c         10,003         10,046         10,873         10,898   

Available for sale financial investments:

              

– Debt securities and other eligible bills

     b         59,629         59,629         49,807         49,807   

– Equity securities

     b         5,481         5,481         6,676         6,676   

Reverse repurchase agreements and other similar secured lending

     c         205,772         205,527         143,431         142,524   

Financial liabilities:

              

Deposits from banks

     d         77,975         77,949         76,446         76,457   

Items in the course of collection due to other banks

     a         1,321         1,321         1,466         1,466   

Customer accounts:

              

– Current and demand accounts

     d         110,443         110,443         100,710         100,710   

– Savings accounts

     d         91,928         91,928         81,188         81,188   

– Other time deposits

     d         143,417         143,580         140,531         140,544   

Trading portfolio liabilities:

              

– Debt securities and other eligible bills

     b         64,607         64,607         44,708         44,708   

– Equity securities

     b         7,568         7,568         6,468         6,468   

– Commodities

     b         518         518         76         76   

Financial liabilities designated at fair value:

              

– Debt securities

     b         76,907         76,907         72,191         72,191   

– Deposits

     b         10,243         10,243         6,275         6,275   

– Other financial assets designated at fair value

     b         8,632         8,632         7,736         7,736   

– Liabilities to customers under investment contracts

     b         1,947         1,947         1,679         1,679   

Derivative financial instruments

     b         405,516         405,516         403,416         403,416   

Debt securities in issue

     d         156,623         155,974         135,902         135,405   

Repurchase agreements and other similar secured lending

     d         225,534         225,511         198,781         198,781   

Subordinated liabilities

     d         28,499         27,183         25,816         25,299   

Notes

 

a Fair value approximates carrying value due to the short-term nature of these financial assets and liabilities.
b The carrying value of financial instruments measured at fair value (including those held for trading, designated at fair value, derivatives and available for sale) is determined in accordance with the accounting policy noted on pages 196 and 198. Further description and analysis of these fair values are set out below.
c The carrying value of financial assets measured at amortised cost (including loans and advances, and other lending such as reverse repurchase agreements and cash collateral on securities borrowed) is determined in accordance with the accounting policy noted on pages 196 to 199. In many cases the fair value disclosed approximates the carrying value because the instruments are short-term in nature or have interest rates that reprice frequently. In other cases, fair value is determined using discounted cash flows, applying market derived interest rates. Alternatively, the fair value is determined by applying an
 

average of available regional and industry segmental credit spreads to the loan portfolio, taking the contractual maturity of the loan facilities into consideration.

d The carrying value of financial liabilities measured at amortised cost (including customer accounts and other deposits such as repurchase agreements and cash collateral on securities lent, debt securities in issue and subordinated liabilities) is determined in accordance with the accounting policy noted on page 197. In many cases, the fair value disclosed approximates the carrying value because the instruments are short-term in nature or have interest rates that reprice frequently such as customer accounts and other deposits and short-term debt securities. Fair values of other debt securities in issue are based on quoted prices where available, or where these are unavailable, are estimated using a valuation model. Fair values for dated and undated convertible and non convertible loan capital are based on quoted market rates for the issue concerned or similar issues with terms and conditions.
 
 


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41 Fair value of financial instruments continued

 

Valuation inputs

‘IFRS 7 Financial Instruments: Disclosures’ requires an entity to classify its financial instruments held at fair value according to a hierarchy that reflects the significance of observable market inputs.

The classification of a financial instrument is based on the lowest level input that is significant to the fair value measurement in its entirety. The three levels of the fair value hierarchy are defined below.

Quoted market prices – Level 1

Financial instruments are classified as Level 1 if their value is observable in an active market. Such instruments are valued by reference to unadjusted quoted prices for identical assets or liabilities in active markets where the quoted price is readily available, and the price represents actual and regularly occurring market transactions on an arm’s length basis. An active market is one in which transactions occur with sufficient volume and frequency to provide pricing information on an ongoing basis.

This category includes exchange traded government bonds, actively traded listed equities and actively exchange-traded derivatives.

Valuation technique using observable inputs – Level 2

Financial instruments classified as Level 2 have been valued using models whose inputs are observable in an active market. Valuations based on observable inputs include financial instruments such as swaps and forwards which are valued using market standard pricing techniques, and options that are commonly traded in markets where all the inputs to the market standard pricing models are observable.

This category includes most investment grade and liquid high yield bonds, certain asset backed securities, US agency securities, government bonds, less actively traded listed equities, bank, corporate and municipal obligations, certain OTC derivatives, certain convertible bonds, certificates of deposit, commercial paper, certain collateralised debt obligations (CDOs) (cash and synthetic underlyings), collateralised loan obligations (CLOs), most commodities based derivatives, credit derivatives, certain credit default swaps (CDSs), most fund units, certain loans, foreign exchange spot and forward transactions and certain issued notes.

Valuation technique using significant unobservable inputs – Level 3

Financial instruments are classified as Level 3 if their valuation incorporates significant inputs that are not based on observable market data (unobservable inputs). Such inputs are generally determined based on observable inputs of a similar nature, historical observations on the level of the input or other analytical techniques.

This category includes certain corporate debt securities, distressed debt, private equity investments, commercial real estate loans, certain OTC derivatives (requiring complex and unobservable inputs such as correlations and long dated volatilities), certain convertible bonds, some CDOs (cash and synthetic underlyings), credit default swaps, derivative exposures to Monoline insurers, fund units, certain asset backed securities, certain issued notes, certain collateralised loan obligations (CLOs) and certain loans.

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252            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

41 Fair value of financial instruments continued

 

The following table shows the Group’s financial assets and liabilities that are measured at fair value analysed by level within the fair value hierarchy.

 

  Financial assets and liabilities measured at fair value         Valuation technique using  
    

Quoted
market
prices
(Level 1)

£m

   

Observable
inputs
(Level 2)

£m

   

Significant
unobservable
inputs

(Level 3)

£m

   

Total

£m

 

  As at 31st December 2010

        

  Trading portfolio assets

     48,466        114,660        5,741        168,867   

  Financial assets designated at fair value

     5,406        25,175        10,904        41,485   

  Derivative financial assets

     3,023        408,214        9,082        420,319   

  Available for sale financial investments

     25,619        36,201        3,290        65,110   

  Total assets

     82,514        584,250        29,017        695,781   

  Trading portfolio liabilities

     (30,247     (42,345     (101     (72,693

  Financial liabilities designated at fair value

     (4     (94,088     (3,637     (97,729

  Derivative financial liabilities

     (2,567     (396,695     (6,254     (405,516

  Total Liabilities

     (32,818     (533,128     (9,992     (575,938

  As at 31st December 2009

        

  Trading portfolio assets

     76,256        69,010        6,078        151,344   

  Financial assets designated at fair value

     6,975        24,893        10,700        42,568   

  Derivative financial assets

     3,163        401,451        12,201        416,815   

  Available for sale financial investments

     19,919        35,287        1,277        56,483   

  Total assets

     106,313        530,641        30,256        667,210   

  Trading portfolio liabilities

     (42,238     (8,936     (78     (51,252

  Financial liabilities designated at fair value

     (109     (83,944     (3,828     (87,881

  Derivative financial liabilities

     (2,386     (391,916     (9,114     (403,416

  Total Liabilities

     (44,733     (484,796     (13,020     (542,549

Transfers between Level 1 and Level 2 primarily comprised government bonds that had less observable market prices.

 


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41 Fair value of financial instruments continued

 

The following table shows the Group’s financial assets and liabilities that are measured at fair value disaggregated by valuation technique and product type.

 

  Financial assets and liabilities measured at fair value by product type  
     

Assets

Valuation technique using

    

Liabilities

Valuation technique using

 
    

Quoted 
market 
prices 
(Level 1)

£m 

    

Observable 
inputs 
(Level 2)

£m 

    

Significant 
unobservable 
inputs 

(Level 3)

£m 

    

Quoted 
market 
prices 
(Level 1)

£m 

   

Observable 
inputs 
(Level 2)

£m 

   

Significant 

unobservable 
inputs 

(Level 3)

£m 

 

  As at 31st December 2010

               

  Commercial real estate loans

     –          –          5,424                          

  Asset backed products

     –          39,649          4,628                 (6,287     (1,912

  Other credit products

     –          50,230          1,097                 (42,216     (1,318

  Derivative exposure to Monoline insurers

     –          –          1,449                          

  Non-asset backed debt instruments

     47,108          99,625          2,956          (23,008     (105,481     (2,719

  Equity products

     33,054          9,708          1,478          (9,292     (14,342     (1,895

  Private equity

     –          27          2,844                          

  Funds and fund-linked products

     591          3,674          1,084                 (1,827       

  Foreign exchange products

     –          29,883          506                 (30,349     (241

  Interest rate products

     –          305,235          2,407                 (291,420     (1,079

  Commodity products

     1,378          28,520          493          (518     (36,191     (629

  Other

     383          17,699          4,651                 (5,015     (199

  Total

     82,514          584,250          29,017          (32,818     (533,128     (9,992

  As at 31st December 2009

               

  Commercial real estate loans

     –          –          7,170                          

  Asset backed products

     –          34,779          5,840                 (6,165     (2,334

  Other credit products

             47,202          2,020                 (47,904     (2,827

  Derivative exposure to Monoline insurers

     –          –          2,027                          

  Non-asset backed debt instruments

     72,578          66,885          3,127          (35,760     (73,371     (3,202

  Equity products

     28,053          11,772          1,536          (8,788     (13,737     (1,922

  Private equity

     73          176          1,978                          

  Funds and fund-linked products

     3,856          5,387          1,241                 (2,049       

  Foreign exchange products

     –          24,885          761                 (25,159     (379

  Interest rate products

     176          288,718          2,357                 (275,684     (1,775

  Commodity products

     1,414          31,562          748          (76     (37,091     (581

  Other

     162          19,275          1,451          (109     (3,636       

  Total

     106,313          530,641          30,256          (44,733     (484,796     (13,020

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254            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

41 Fair value of financial instruments continued

 

Level 3 classification

The following table shows Level 3 financial assets and liabilities disaggregated by balance sheet classification and product type.

 

  Level 3 financial assets and liabilities by balance sheet classification and product type  
      Non-derivative assets      Non-derivative liabilities     Derivatives  
     Trading
portfolio
assets
£m
    

Financial
assets
designated at
fair value

£m

     Available for
sale assets
£m
     Trading
portfolio
liabilities
£m
    Financial
liabilities
designated
at fair value
£m
   

Net 
derivative 
financial 
instrumentsa

£m 

 

  As at 31st December 2010

               

  Commercial real estate loans

             5,424                                 

  Asset backed products

     1,720         364         312         (5     (17     342   

  Other credit products

             237                 (4     (716     262   

  Derivative exposure to Monoline insurers

                                           1,449   

  Non-asset backed debt instruments

     2,460         325         168         (1     (2,690     (25

  Equity products

     135                 27                       (579 )  

  Private equity

     50         1,995         799                         

  Funds and fund-linked products

     1,084                                         

  Foreign exchange products

                                           265   

  Interest rate products

             61                        (27     1,294   

  Commodity products

             14         4                (161     7   

  Other

     292         2,484         1,980         (91     (26     (187

  Total

     5,741         10,904         3,290         (101     (3,637     2,828   

  As at 31st December 2009

               

  Commercial real estate loans

             7,170                                 

  Asset backed products

     1,840         423         205         (5     (63     1,106   

  Other credit products

             92                        (595     (304

  Derivative exposure to Monoline insurers

                                           2,027   

  Non-asset backed debt instruments

     2,461         438         166         (73     (3,081     14   

  Equity products

     190                 157                       (733

  Private equity

     104         1,237         637                         

  Funds and fund-linked products

     1,128         8         105                         

  Foreign exchange products

                                           382   

  Interest rate products

             64                        (25     543   

  Commodity products

             12         4                (64     215   

  Other

     355         1,256         3                       (163

  Total

     6,078         10,700         1,277         (78     (3,828     3,087   

Note

a The derivative financial instruments in the tables above are represented on a net basis
   of £2,828m (2009: £3,087m). On a gross basis derivative financial assets are £9,082m
   (2009: £12,201m), derivative financial liabilities are £6,254m (2009: £9,114m).
 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           255   

 

 

 

 

 

41 Fair value of financial instruments continued

 

Level 3 movement analysis

The following table summarises the movements in the Level 3 balance during the year. The table shows gains and losses and includes amounts for all financial assets and liabilities transferred to and from Level 3 during the year. Transfers have been reflected as if they had taken place at the beginning of the year.

 

  Analysis of movements in Level 3 financial assets

  and liabilities

   Trading
portfolio
assets
£m
    Financial
assets
designated
at fair value
£m
    Available
for sale
assets
£m
    Trading
portfolio
liabilities
£m
   

Financial
liabilities
designated

at fair value
£m

   

Net 
derivative 
financial 
instruments
a

£

   

Total

£m

 

  As at 1st January 2010

     6,078        10,700        1,277        (78     (3,828     3,087        17,236   

  Purchases

     2,830        890        234        (96     (12     762        4,608   

  Sales

     (3,334     (1,117     (121            39        147        (4,386

  Issues

                                 (243     (555     (798

  Settlements

     (455     (924     (206     63        601        (94 )       (1,015

  Total gains and losses in the period recognised in the

  income statement:

              

  – trading income

     683        203                      (730     (5     151   

  – other income

            173        (94                          79   

  Total gains or losses recognised in other comprehensive

  income

                   208                             208   

  Transfers in/(transfers out)

     (61     979        1,992        10        536        (514     2,942   

  As at 31st December 2010

     5,741        10,904        3,290        (101     (3,637     2,828        19,025   

  As at 1st January 2009

     14,625        17,681        3,137        (258     (3,779     7,493        38,899   

  Purchases

     2,021        700        459        (70     (313     2,334        5,131   

  Sales

     (7,018     (4,875     (9     172        690        (3,548     (14,588

  Issues

                                 (1,343     (1,718     (3,061

  Settlements

     (410     (804     (347            763        (100     (898

  Total gains and losses in the period recognised in the

  income statement:

              

  – trading income

     (2,290     (3,356            27        1,574        (3,516     (7,561

  – other income

            (434     (131                          (565

  Total gains or losses recognised in other comprehensive

  income

                   (103                          (103

  Transfers in/(transfers out)

     (850     1,788        (1,729     51        (1,420     2,142        (18

  As at 31st December 2009

     6,078        10,700        1,277        (78     (3,828     3,087        17,236   

The significant movements in Level 3 positions during the year are explained below:

 

purchases of £4.6bn were primarily composed of £2.3bn of asset backed products, £0.6bn of equity products, £0.4bn of non-asset backed debt instruments and £0.4bn of private equity assets;

 

sales of £4.4bn included the sale of £2.4bn of asset backed products, £0.6bn of non-asset backed debt instruments, £0.6bn of private equity assets and £0.4bn of commercial real estate loans;

 

net Issuances and Settlements of £1.8bn were primarily driven by £0.6bn of commercial real estate settlements, and £0.5bn of equity product issuances;

 

transfers into Level 3 primarily reflected a £2.0bn receivable arising as part of the acquisition of the North American businesses of Lehman Brothers. This resulted from a change in the accounting treatment from loans and advances to available for sale financial instruments. This classification is due to the uncertainty inherent in any litigation, rather than uncertainty relating to the valuation of the assets themselves. In addition, a further £1.0bn was transferred from Level 2 to Level 3 due to unobservable valuation inputs becoming significant to the overall valuation of certain fixed rate loans.

Note

a The derivative financial instruments in the tables above are represented on a net basis
   of £2,828m (2009: £3,087m). On a gross basis derivative financial assets are £9,082m
   (2009: £12,201m), derivative financial liabilities are £6,254m (2009: £9,114m).

LOGO

 


Table of Contents
256            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

41 Fair value of financial instruments continued

Gains and losses on Level 3 financial assets and liabilities

The following table discloses the gains and losses recognised in the year arising on Level 3 financial assets and liabilities held at year end.

 

Gains and losses recognised during the period on
Level 3 financial assets and liabilities held
  Trading
portfolio
assets
£m
    Financial
assets
designated
at fair value
£m
    Available for
sale assets
£m
    Trading
portfolio
liabilities
£m
    Financial
liabilities
designated
at fair value
£m
    Net
derivative
financial
instruments
£m
    Total
£m
 

As at 31st December 2010

             

Recognised in the income statement

             

– trading income

    345        215               (1     (528     (66     (35

– other income

           115        (166                          (51

Total gains or losses recognised in other comprehensive income

                  133                             133   

Total

    345        330        (33     (1     (528     (66     47   

As at 31st December 2009

             

Recognised in the income statement

             

– trading income

    (736     (3,034            8        (269     (2,817     (6,848

– other income

           (452     (140                          (592

Total gains or losses recognised in other comprehensive income

                  (65                          (65

Total

    (736     (3,486     (205     8        (269     (2,817     (7,505

Valuation techniques

Current year valuation methodologies were consistent with the prior year unless otherwise noted below. These methodologies are commonly used by market participants.

The valuation techniques used for the main products that are not determined by reference to unadjusted quoted prices (Level 1), are described below.

Commercial real estate loans

This category includes lending on a range of commercial property types including retail, hotels, office and development properties.

Fair value is calculated using a risk adjusted spread based methodology performed on a loan by loan basis with consideration of characteristics such as property type, geographic location, yields, credit quality and property performance reviews.

The valuation inputs are reviewed with reference to published bond indices. Initial spreads are sourced from market quoted origination spreads by property type and classified into Loan-to-Value (LTV) buckets which are adjusted for internal credit rating and subordination of the loans. The internal credit ratings used in the valuation model are subject to a monthly review process. The model is calibrated monthly based on external quotes of new origination property type spreads and the latest internal credit ratings.

The valuations are considered unobservable due to the bespoke nature of the instruments.

Asset backed products

These are debt and derivative products that are linked to the cash flows of a pool of referenced assets. This category includes asset backed loans, CDOs (cash underlyings), CLOs, asset backed credit derivatives, asset and mortgage backed securities.

Valuations are determined using industry standard cash flow models that calculate fair value based on loss projections, prepayment, recovery and discount rates. These parameters are determined by reference to underlying collateral performance, independent research, ABX indices, broker quotes, observable trades on similar securities and third party pricing sources.

Within this population, certain valuation inputs are unobservable for non-investment grade ABS, non-agency residential mortgage backed securities (RMBS) and asset backed credit derivatives. Where unobservable, a parameter will be set with reference to an observable proxy. The determination of parameter levels takes account of a range of factors such as deal vintage, underlying asset composition (historical losses, borrower characteristics, various loan attributes such as loan-to-value and debt-to-income ratios and geographic concentration), credit ratings (original and current), home price changes and interest rates.

 


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41 Fair value of financial instruments continued

Other credit products

These products are linked to the credit spread of a referenced entity, index or basket of referenced entities. This category includes synthetic CDOs, single name and index CDS and Nth to default basket swaps. Within this population, valuation inputs are unobservable for CDS with illiquid reference assets and certain synthetic CDOs.

A market standard model is used in the valuation of CDS whereby the credit curve is the significant input in the overall valuation. Credit spreads are observed directly from broker data, third party vendors or priced to proxies. Where credit spreads are unobservable, they are determined with reference to recent transactions or bond spreads from observable issuances of the same issuer or other similar entities as a proxy.

Synthetic CDOs are valued using a model that calculates fair value based on observable and unobservable parameters including credit spreads, recovery rates, correlations and interest rates and is calibrated daily. For index and bespoke synthetic CDOs with unobservable inputs, correlation is set with reference to index tranche market.

Derivative exposure to Monoline insurers

These products are derivatives through which default protection has been purchased on securities, primarily CLOs.

The credit spreads of the counterparty providing protection are unobservable at the required maturity. The derivative positions are valued with reference to the price of the underlying security. As the security and derivative are hedged, the net present value of the derivative increases as the net present value of the security decreases. The derivative valuation is then adjusted to reflect the credit quality of the counterparty.

Non-asset backed debt instruments

These are government bonds, US agency bonds, corporate bonds, commercial paper, certificates of deposit, convertible bonds, notes and other non-asset backed bonds. Within this population, valuation inputs are unobservable for certain convertible bonds, corporate bonds and issued notes.

Exchange traded government bonds are classified as Level 1. Less liquid, government bonds, US agency bonds, corporate bonds, commercial paper and certificates of deposit are valued using observable market prices which are sourced from broker quotes, inter-dealer prices or other reliable pricing services. Where there are not observable market prices, fair value is determined by reference to either issuances or CDS spreads of the same issuer as proxy inputs to obtain discounted cash flows to value the bond. In the absence of observable bond or CDS spreads for the respective issuer, similar reference assets or sector averages are applied as a proxy.

Convertible bonds are valued using prices observed through broker sources, market data services and trading activity. Prices are validated against liquid external sources. Where liquid external sources are not available, fair value is determined using a spread to the equity conversion value or the value of the bond without the additional equity conversion. The spread level is determined with reference to similar proxy assets.

Most fixed and floating rate notes issued are valued using models that discount expected future cash flows. These models calculate fair value based on observable interest rates and funding or credit spreads. The interest rates are derived from broker and bank notes rates. In certain emerging markets, funding spreads may be unobservable. Funding spreads up to five years are sourced from negotiable commercial deposit rates in the market as a proxy. Funding spreads greater than five years are determined by applying extrapolation techniques.

Equity Linked Notes valuations are determined using industry standard models. The models calculate fair value based on input parameters such as stock prices, dividends, volatilities, interest rates, equity repo curves and, for multi-asset products, correlations. In general, input parameters are observable, with unobservable inputs having an insignificant impact on the valuation.

The valuation for fund linked notes is consistent with the valuation of the underlying (see the ‘Funds and fund–linked products’ section below).

Equity products

This category includes listed equities, exchange traded equity derivatives, OTC equity derivatives, preference shares and contracts for difference.

OTC equity derivatives valuations are determined using industry standard models. The models calculate fair value based on input parameters such as stock prices, dividends, volatilities, interest rates, equity repo curves and, for multi-asset products, correlations. In general, input parameters are deemed observable up to liquid maturities which are determined separately for each parameter and underlying instrument. Unobservable model inputs are set by reference to liquid market instruments and applying extrapolation techniques to match the risk profile of the trading portfolio. These are validated against consensus market data services for the same or similar underlying instrument.

Private equity

Private equity investments are valued in accordance with the ‘International Private Equity and Venture Capital Valuation Guidelines’. This requires the use of a number of individual pricing benchmarks such as the prices of recent transactions in the same or similar instruments, discounted cashflow analysis, and comparison with the earnings multiples of listed comparative companies. Unobservable inputs include earnings estimates, multiples of comparative companies, marketability discounts and discount rates. Model inputs are based on market conditions at the reporting date. The valuation of unquoted equity instruments is subjective by nature. However, the relevant methodologies are commonly applied by other market participants and have been consistently applied over time. Full valuations are performed bi-annually, with the portfolio reviewed on a monthly basis for material events that might impact upon fair value.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

41 Fair value of financial instruments continued

Funds and fund-linked products

This category includes holdings in hedge funds, funds of funds, and fund derivatives. Fund derivatives are derivatives whose underlyings include mutual funds, hedge funds, fund indices and multi-asset portfolios. They are valued using underlying fund prices, yield curves and other available market information.

In general fund holdings are valued based on the latest available valuation received from the fund administrator. Funds are deemed unobservable where the fund is either suspended, in wind-down, has a redemption restriction that severely affects liquidity, or where the latest net asset value from the fund administrators is more than three months old. In the case of illiquid fund holdings the valuation will take account of all available information in relation to the underlying fund or collection of funds and maybe adjusted relative to the performance of relevant index benchmarks.

Foreign exchange products

These products are derivatives linked to the foreign exchange market. This category includes forward contracts, FX swaps and FX options. Exotic derivatives are valued using industry standard and bespoke models.

Fair value is based on input parameters that include FX rates, interest rates, FX volatilities, interest rate volatilities, FX interest rate correlations and other model parameters. Certain correlations and long dated forward and volatilities are unobservable. Unobservable model inputs are set by referencing liquid market instruments and applying extrapolation techniques to match the risk profile of the trading portfolio. These are validated against consensus market data services.

Interest rate products

These are products linked to interest rates or inflation indices. This category includes interest rate and inflation swaps, swaptions, caps, floors, inflation options, balance guaranteed swaps and other exotic interest rate derivatives. Interest rate products are valued using standard discounted cash flow techniques.

Interest rate derivative cash flows are valued using interest rates yield curves whereby observable market data is used to construct the term structure of forward rates. This is then used to project and discount future cash flows based on the parameters of the trade. An instrument with optionality is valued using a volatility surface constructed from market observable inputs. Exotic interest rate derivatives are valued using industry standard and bespoke models based on observable market parameters which are determined separately for each parameter and underlying instrument. Where unobservable, a parameter will be set with reference to an observable proxy.

For inflation swaps, the inflation adjusted yield curve is the most significant input in the overall valuation. In an inflation swap, an inflation based cash flow is swapped for either a fixed or floating interest rate cash flow. Flows on the inflation leg of the trades are projected using the relevant inflation forward curve and discounted. Any floating rates will be projected using the relevant interest rate yield curve and discounted. Inflation forward curves and interest rate yield curves are extrapolated beyond observable tenors and verified against any available market data.

Balance guaranteed swaps are valued using industry standard cash flow models that calculate fair value based on loss projections, prepayment, recovery and discount rates. These parameters are determined by reference to underlying asset performance, independent research, ABX indices, broker quotes, observable trades on similar securities and third party pricing sources. Prepayment is projected based on observing historic prepayment.

During 2010, in line with changes in market practice, the methodology for valuing certain collateralised interest rate products was updated to make use of more relevant interest rate yield curves to discount cash flows. For certain collateralised vanilla swaps, inflation derivatives and other linear fixed income derivatives Overnight Indexed Swap (OIS) rates were used rather than other market reference rates such as LIBOR.

Commodity products

These products are exchange traded and OTC derivatives based on an underlying commodity such as metals, oil and oil related, agriculturals, power and natural gas.

Valuation inputs of certain commodity swaps and options are determined using models incorporating discounting of cash flows and other industry standard modelling techniques. Fair value is calculated using inputs such as forward curves, volatility surfaces and tenor correlation. Unobservable inputs are set with reference to similar observable products or by applying extrapolation techniques from the observable market.

Other

This category is largely made up of fixed rate loans, which are valued using models that discount expected future cash flows. These models calculate the fair value based on observable interest rates and unobservable funding or credit spreads. Unobservable funding or credit spreads are determined by applying extrapolation of observable spreads.

The receivables resulting from the acquisition of the North American businesses of Lehman Brothers is included within ‘Other’. For more details, refer to Note 26 Legal Proceedings.

 

 


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41 Fair value of financial instruments continued

Fair value adjustments

The main adjustments to model or system balances to arrive at a fair value are described below:

Bid-Offer valuation adjustments

Portfolios are valued to reflect the most advantageous market price to which Barclays has immediate access. For assets and liabilities where the firm is not a market maker, mid prices are adjusted to bid and offer prices respectively. The bid-offer adjustment factors reflect the expected close out strategy and, for derivatives, that they are managed on a portfolio basis. The methodology for determining the bid-offer adjustment for a derivative portfolio will generally involve netting between long and short positions and the bucketing of risk by strike and term in accordance with hedging strategy. Bid-offer levels are derived from market sources, such as broker data, and are reviewed periodically. For those assets and liabilities where the firm is a market maker (which is the case for certain equity, bond and vanilla derivative markets), since the bid-offer spread does not represent a transaction cost, mid prices are used.

Uncertainty adjustments

Market data input for exotic derivatives may not have a directly observable bid offer spread. In such instances, an uncertainty adjustment is applied as a proxy for the bid offer adjustment. An example of this is correlation risk where an adjustment is required to reflect the possible range of values that market participants apply. The uncertainty adjustment may be determined by calibrating to derivative prices, or by scenario analysis or historical analysis.

Model Valuation adjustments

New valuation models are reviewed under the firm’s Trade Approval Procedures and Model Validation Policy. This process identifies the assumptions used and any model limitations (for example, if the model does not incorporate volatility skew). Where necessary, fair value adjustments will be applied to take these factors into account. Model valuation adjustments are dependant on the size of portfolio, complexity of the model, whether the model is market standard and to what extent it incorporates all known risk factors. All models and model valuation adjustments are subject to review on at least an annual basis.

Credit and debit valuation adjustments

Credit valuation adjustments (CVAs) and Debit valuation adjustments (DVAs) are incorporated into derivative valuations to reflect the impact on the fair value of counterparty risk and Barclays own credit quality respectively. These adjustments are modelled for OTC derivatives across all asset classes.

Probability of Default (PD) and Loss Given Default (LGD) are applied to expected exposures at a counterparty level to arrive at a CVA and DVA adjustment.

Monoline credit valuation adjustments

Barclays determines its internal credit ratings for Monolines based upon its independent, fundamental credit analysis in conjunction with a cross reference to external ratings where available. These internal credit ratings can, and at times do, differ from the publicly available ratings.

For Monolines where a default has either occurred, is imminent or there is a possibility of regulatory intervention, an adjustment may be made to the internal credit rating. This will be based on the estimated recovery from a range of potential scenarios.

The PD used to calculate the CVA is derived from the relevant internal credit rating and is based on internal simulations of credit factor indices by region and industry designations, calibrated to historical time-series and forecast on the basis of current values. The LGD used is a function of available historical data, the Monoline’s credit quality and risk concentration, and recovery values observed in executed commutation settlements.

The CVA for all Monolines is based upon an expected exposure methodology. Expected exposure is calculated by simulating default losses on the underlying assets, calibrated to market observable parameters and forward looking market research. This exposure is then further adjusted for any spread between prices derived from observable proxies. Barclays will then apply the PD of the Monoline to this expected exposure and multiply the result by the LGD to determine the CVA for each Monoline.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

41 Fair value of financial instruments continued

Other credit and debit valuation adjustments

Derivative CVAs and DVAs for non-Monoline exposures are calculated using Monte-Carlo simulation to generate an expected exposure profile. The expected exposure is calculated at a counterparty level after netting and collateral are applied. The PD and LGD are derived from a combination of single name credit default swap prices where observable, industry curves, indices, and loan/note pricing taking into account geographic factors, internal credit ratings, loss assumptions and ratings agency data.

For counterparties with an observable credit market, the PD and LGD are derived from single name credit default swap prices. For counterparties with no observable credit market, the PD and LGD are derived from either a generic or a specific curve. The PD and LGD is derived from internal credit ratings and the appropriate geographic index. Specific curves will incorporate any relevant additional factors into the generic curve.

Where the curve is unobservable and the CVA is significant to the overall value of the underlying derivative, the full value of the derivative and its associated credit valuation adjustment is deemed unobservable.

CVAs are not incorporated into the fair value of certain counterparties where it has been observed that the market does not apply a credit charge. The categories of counterparties excluded are as follows:

 

Strongly collateralised counterparties – this is any counterparty with a collateral agreement with minimum weekly calls and the collateral threshold plus minimum transfer amount below a defined level;

 

Certain highly-rated sovereigns, supra-nationals and government agencies; and

 

Liquidity providers – when trading on the interbank market with certain collateralised market making counterparties no counterparty spreads are applied.

Where counterparty credit quality and exposure to that counterparty are linked, wrong way risk may arise. In these instances, wrong way risk suggests that exposure to the counterparty is likely to increase as counterparty credit quality deteriorates. Exposure to ‘wrong way risk’ is limited via internal governance processes and deal pricing.

Barclays Capital uses credit default swap spreads to determine the impact of Barclays own credit quality on the fair value of derivative liabilities. At 31st December 2010, cumulative adjustments of £352m (31st December 2009: £307m) were recorded against derivative liabilities. The impact of these adjustments in both periods was more than offset by the impact of the credit valuation adjustments to reflect counterparty creditworthiness that were netted against derivative assets.

Own credit adjustments

The carrying amount of issued notes that are designated under the IAS 39 fair value option is adjusted to reflect the effect of changes in own credit spreads. The resulting gain or loss is recognised in the income statement.

For funded instruments such as issued notes, credit spreads on Barclays issued bonds represent the most appropriate basis for this adjustment.

At 31st December 2010, the own credit adjustment arose from the fair valuation of £96.0bn (31st December 2009: £86.0bn) of Barclays Capital’s financial liabilities designated at fair value. Barclays credit spreads widened during 2010, leading to a profit of £391m (2009: loss £1,820m) from the fair value of changes primarily in own credit but also from the effects of foreign exchange rates, time decay and trade activity.

 

 


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41 Fair value of financial instruments continued

Unrecognised gains as a result of the use of valuation models using unobservable inputs

The amount that has yet to be recognised in income that relates to the difference between the transaction price (the fair value at initial recognition) and the amount that would have arisen had valuation models using unobservable inputs been used on initial recognition, less amounts subsequently recognised, was as follows:

 

Year ended 31st December

 

   2010
£m
    2009
£m
 

Opening balance

     99        128   

Additions

     56        39   

Amortisation and releases

     (18     (68

Closing balance

     137        99   

Sensitivity analysis of valuations using unobservable inputs

 

      Fair value     Favourable changes      Unfavourable changes  
Product type    Total
assets
£m
     Total
liabilities
£m
    Profit
and loss
£m
     Equity
£m
     Profit
and loss
£m
    Equity
£m
 

As at 31st December 2010

               

Commercial real estate loans

     5,424                183                 (167       

Asset backed products

     4,628         (1,912     317         11         (289     (11

Other credit products

     1,097         (1,318     38                 (66       

Derivative exposure to Monoline insurers

     1,449                78                 (230       

Non-asset backed debt instruments

     2,956         (2,719     56                 (55       

Equity products

     1,478         (1,895     156         8         (154     (8

Private equity

     2,844                279         111         (280     (69

Funds and fund-linked products

     1,084                275                 (275       

Foreign exchange products

     506         (241     51                 (52       

Interest rate products

     2,407         (1,079     38                 (52       

Commodity products

     493         (629     30                 (55       

Other

     4,651         (199     51                 (55       

Total

     29,017         (9,992     1,552         130         (1,730     (88

As at 31st December 2009

               

Commercial real estate loans

     7,170                429                 (437       

Asset backed products

     5,840         (2,334     175         4         (175     (4

Other credit products

     2,020         (2,827     171                 (152       

Derivative exposure to Monoline insurers

     2,027                336                 (532       

Non-asset backed debt instruments

     3,127         (3,202     145         2         (141     (2

Equity products

     1,536         (1,922     28         15         (28     (15

Private equity

     1,978                267         73         (339     (95

Funds and fund-linked products

     1,241                100                 (100       

Foreign exchange products

     761         (379     33                 (33       

Interest rate products

     2,357         (1,775     78                 (78       

Commodity products

     748         (581     36                 (36       

Other

     1,451                52                 (52       

Total

     30,256         (13,020     1,850         94         (2,103     (116

As part of risk management processes, an analysis is performed on products with significant unobservable parameters (Level 3) to generate a range of reasonably possible alternative valuations.

The effect of stressing unobservable inputs to a range of reasonably possible alternatives would be to increase fair values by up to £1.7bn (2009: £1.9bn) or to decrease fair values by up to £1.8bn (2009: £2.2bn) with substantially all the potential effect impacting profit and loss rather than equity.

The stresses applied take account of the nature of valuation techniques used, as well as the availability and reliability of observable proxy and historic data.

Sensitivity methodologies are based on a range, standard deviation or spread data of a reliable reference source or a scenario based on alternative market views. The level of shift or scenarios applied is considered for each product and varied according to the quality of the data and variability of underlying market. The approach adopted in determining these sensitivities has continued to evolve during the year, in the context of changing market conditions.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

41 Fair value of financial instruments continued

Commercial real estate loans

Unobservable inputs include, but are not limited to, market quoted origination spreads, internal credit ratings and loan subordination. The sensitivity is determined by applying a +/- 3% shift for each underlying position based on the largest upward and downward price movement of observable published indices of a similar nature in the preceding 12-month period.

Asset backed products

For non-agency RMBS, non-investment grade MBS, mortgage related asset backed credit derivatives and other ABS, the price movements on appropriate indices are used. Sensitivity is based on the average of the largest upward and downward price movement in the preceding 12-month period.

Other credit products

The sensitivity of valuations of the illiquid CDS portfolio is determined by applying a +/- 0.2% stress to the DV01 for each underlying reference asset. The stress is based upon the average bid offer spreads observed in the market for similar CDS.

Derivative exposure to Monoline insurers

The main unobservable input for these exposures is the credit quality of the relevant Monoline insurers. The approach to determine sensitivity is dependent on the credit quality of the Monoline insurer. Sensitivity is computed by shifting the internal credit rating of the Monoline insurer based on scenario analysis determined by evaluating estimated counterparty ratings in the event of a decline in the market environment.

Non-asset backed debt instruments

The sensitivity for convertible bonds, is determined by applying a +/- 1% shift to each underlying position. This shift is based upon the bid offer spreads observed in the market for similar bonds.

The sensitivity for corporate bonds portfolio is determined by applying a +/- 1% shift to each underlying position. This shift is based upon a multiplier to the average bid offer spreads observed in the market for similar bonds.

The sensitivity for fixed and floating rate notes is calculated using a +/- 1% shift in credit spreads.

Equity products

The sensitivity is estimated based on the dispersion of consensus data services either directly or through proxies.

Private equity

The relevant valuation models are sensitive to each of a number of key assumptions, such as projected future earnings, comparator multiples, marketability discounts and discount rates. Valuation sensitivity is estimated by flexing such assumptions to reasonable alternative levels and determining the impact on the resulting valuation.

Funds and fund-linked products

The sensitivity is calculated on an individual fund basis using a loss based scenario approach which factors in the underlying assets of the specific fund and assumed recovery rates.

Foreign exchange products

The sensitivity is based on the statistical spread of consensus data services, calculated using 2 standard deviations of the mid correlation dispersion.

 


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41 Fair value of financial instruments continued

Interest rate products

Uncertainty relating to the valuation of the products is mainly driven from the range and the standard deviation of the consensus data used for price testing.

For base rate derivatives, the sensitivity is based on bid offer spreads of base rates swaps. The sensitivity was determined by applying a +/- 0.12% shift on the net PV01.

Commodity products

Sensitivity is determined primarily by measuring historical variability over two years. The estimate has been calculated using data for short dated parameter curves to generate best and worst case scenarios. Where historical data is unavailable or uncertainty is due to volumetric risk, sensitivity is measured by applying appropriate stress scenarios or using proxy bid-offer spread levels.

Other

The sensitivity for fixed rate loans is calculated using a +/- 1% shift in credit spreads, except for certain loans within Barclays Corporate where the sensitivity is calculated using a shift in credit spreads of +/- 0.02% – 0.11%.

No stress has been applied to the receivables relating to the Lehman acquisition. As outlined in Note 26, it is possible to identify a maximum loss. However, due to the uncertainty inherent in such legal proceedings, it is not possible to identify reasonable upside and downside stresses on a basis comparable with the other assets analysed.

Valuation control framework

The Independent Valuation Control function is responsible for independent price verification, oversight of fair value adjustments and escalation of valuation issues. This process covers all fair value positions and is a key control in ensuring the material accuracy of valuations.

Price verification uses independently sourced data that is deemed most representative of the market. The reliability of the data source is assessed in determining the independent valuation. The characteristics against which the data source is assessed are independence, reliability, consistency with other sources and evidence that the data represents an executable price. The most current data available at balance sheet date is used. Where significant variances are noted in the independent price verification process, an adjustment is taken to the fair value position. Additional fair value adjustments may be taken to reflect such factors as bid-offer spreads, market data uncertainty, model limitations and counterparty risk.

Independent price verification results and fair value adjustments are reported on a monthly basis to the Valuation Committee. This committee is responsible for overseeing valuation and fair value adjustment policy within Barclays Capital and this is the forum to which valuation issues are escalated.

The Valuation Committee delegates more detailed review to the following five Sub-Committees: Independent Valuations, Primary Commercial Real Estate, Available for Sale and Other Assets, Models and Governance.

The Independent Valuations sub-committee reviews the results of the independent price verification and fair value adjustments process on a monthly basis. This includes, but is not limited to, reviewing fair value adjustments and methodologies, independent price verification results, limits and valuation uncertainty. The Primary Commercial Real Estate and Available for Sale and Other Assets sub-committees focus on independent price verification results specific to the asset classes. The Available for Sale and Other Assets sub-committee also assesses contingent risks and examines counterparty related issues.

The Models sub-committee is responsible for overseeing policies and controls related to the use of valuation models. This includes but is not limited to reviewing (i) global model risk reports and defining associated procedures and controls (ii) output from pipeline meetings and approximate booking meetings, and the trade approval process (iii) issues arising from model review (iv) population of valuation adjustments (v) defining policies and procedures relating to valuation models and (vi) instances of independent price verification variances or collateral disputes relating to model usage.

The Governance sub-committee is responsible for the governance of valuation processes, policies and procedures. This sub-committee oversees each sub-committee to ensure that the objectives set out in each committee’s terms of reference are being achieved. Regulatory and accounting issues related to fair value are also assessed by the Governance sub-committee.

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Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

 

42 Reclassification of financial assets held for trading

Prior to 2010, the Group reclassified certain financial assets, originally classified as held for trading that were deemed to be not held for trading purposes, and thus considered as loans and receivables.

There were no additional reclassifications of financial assets during 2010.

The carrying value of the securities previously reclassified into loans and receivables has decreased from £9,378m to £8,625m as a result of sales, paydowns and maturities of the underlying securities, offset by foreign exchange movements and increases due to reversal of the discount on reclassification.

Sales of securities from the 16th December 2008 reclassification totalled £390m (2009: £1,280m) and sales of securities from the 25th November 2009 reclassification totalled £178m (2009: nil).

The following table provides a summary of the assets reclassified from held for trading to loans and receivables.

 

         2010            2009   
    
 
 
Carrying
value
£m
  
  
  
      
 
 
Fair
value
£m
  
  
  
    
 
 
Carrying
value
£m
  
  
  
      
 
 
Fair
value
£ m
  
  
  

As at 31st December

               

Trading assets reclassified to loans and receivables

               

Reclassification 25th November 2009

     8,081           7,842         8,099           7,994   

Reclassification 16th December 2008

     544           545         1,279           1,335   

Total financial assets reclassified to loans and receivables

     8,625           8,387         9,378           9,329   

The reclassified financial assets contributed £359m (2009: £192m) to interest income. If the reclassifications had not been made, the Group’s income statement for 2010 would have additional losses on the reclassified trading assets of £189m (2009: loss of £49m).

43 Segmental reporting

Since 1st January 2010, for management reporting purposes, we have reorganised our activities under the following business structure:

 

 

UK Retail Banking is a leading UK high street bank providing current account and savings products and Woolwich branded mortgages. UK Retail Banking also provides unsecured loans, protection products and general insurance as well as banking and money transmission services to small and medium enterprises.

 

 

Barclaycard is an international payments services provider for consumer and business customers including credit cards and consumer lending.

 

 

Western Europe Retail Banking provides retail banking and credit card services in Spain, Italy, Portugal and France.

 

 

Barclays Africa provides retail, corporate and credit card services across Africa and the Indian Ocean as well as tailored banking services (including mobile banking and Sharia-compliant products).

 

 

Absa provides a full range of retail banking services and insurance products through a variety of distribution channels. It also offers customised business solutions for commercial and large corporate customers.

 

 

Barclays Capital is the investment banking division of Barclays. It provides large corporate, government and institutional clients with a full spectrum of solutions to meet their strategic advisory, financing and risk management needs.

 

 

Barclays Corporate provides integrated banking solutions to large corporates, financial institutions and multinationals in the UK & Ireland, Continental Europe and New Markets.

 

 

Barclays Wealth is the wealth management division of Barclays. It focuses on private and intermediary clients worldwide, providing international and private banking, investment management, fiduciary services and brokerage.

 

 

Investment Management manages the Group’s 19.9% economic interest in BlackRock, Inc. and the residual elements relating to Barclays Global Investors, which was sold on 1st December 2009.

 

 

Head Office Functions and Other Operations comprise head office and central support functions, businesses in transition and consolidation adjustments.

Comparatives have been restated to reflect this new Group structure, as detailed in our announcement on 22nd March 2010.

Products and services offered to customers are organised by business segment as described above.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10           265   

 

 

 

43 Segmental reporting continued

This segmental presentation is consistent with the information provided to Barclays chief operating decision-maker to make decisions about allocating resources to, and assessing the performance of, operating segments and is measured in accordance with IFRSs. The financial information shown below includes the effects of intra-Barclays transactions between operating segments which are conducted on an arm’s length basis and eliminated in a separate row. Shared costs are included in operating segments on the basis of the actual recharges made.

 

As at

31st December 2010

 

UK

Retail
Banking

£m

   

Barclaycard

£m

   

Western
Europe
Retail

Banking

£m

   

Barclays

Africa

£m

   

Absa

£m

   

Barclays
Capital

£m

   

Barclays
Corporate

£m

   

Barclays
Wealth

£m

   

Investment
Manage-

ment

£m

   

Head Office
Functions
and Other

Operations

£m

   

Total
Continuing

Operations

£m

 
Interest income from external customers     2,949        2,653        591        534        1,554        684        1,749        668        (56     1,197        12,523   
Other income from external customers     1,617        1,337        573        265        1,366        12,414        1,276        947        134        (1,012     18,917   
Income from external customers, net of insurance claims     4,566        3,990        1,164        799        2,920        13,098        3,025        1,615        78        185        31,440   
Inter-segment income     (48     34               2        (21     502        (51     (55            (363       
Total income net of insurance claims     4,518        4,024        1,164        801        2,899        13,600        2,974        1,560        78        (178     31,440   
Impairment charges and other credit provisions     (819     (1,688     (314     (82     (480     (543     (1,696     (48            (2     (5,672
Segment expenses – external     (2,682     (1,609     (1,265     (718     (1,902     (8,330     (1,560     (1,160            (745     (19,971
Inter-segment expenses     (127     39        232        110        92        35        (347     (189     (11     166          
Total expenses     (2,809     (1,570     (1,033     (608     (1,810     (8,295     (1,907     (1,349     (11     (579     (19,971
Share of post-tax results of associates and joint ventures     (1     25        15               3        18        (2                          58   
Profit on disposal of subsidiaries, associates and joint ventures                          77        4                                           81   
Gain on acquisitions     100               29                                                         129   
Business segment profit before tax     989        791        (139     188        616        4,780        (631     163        67        (759     6,065   
Additional information                      
Depreciation and amortisation     176        171        98        70        145        415        87        52               13        1,227   
Impairment loss – intangible assets     7        5        1                      21        39                             73   
Impairment of goodwill                                               243                             243   
Investments in associates and joint ventures     3        58        88        1        56        199        (6                   119        518   
Total assets     121,590        30,324        53,609        7,891        52,373        1,094,799        85,735        17,849        4,612        20,863        1,489,645   
Total liabilities     118,799        5,960        31,078        7,551        29,938        1,032,758        79,558        48,743        263        72,735        1,427,383   

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266            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

43 Segmental reporting continued

 

As at

31st December 2009

  UK
Retail
Banking
£m
    Barclaycard
£m
    Western
Europe
Retail
Banking
£m
    Barclays
Africa
£m
    Absa
£m
    Barclays
Capital
£m
    Barclays
Corporate
£m
    Barclays
Wealth
£m
   

Investment
Manage-
ment

£m

    Head Office
Functions
and Other
Operations
£m
    Total
Continuing
Operations
£m
 
Interest income from external customers     2,623        2,573        800        523        1,385        1,002        1,891        470        (37     688        11,918   
Other income from external customers     1,638        1,455        518        216        1,170        10,097        1,219        955        76        (139     17,205   
Income from external customers, net of insurance claims     4,261        4,028        1,318        739        2,555        11,099        3,110        1,425        39        549        29,123   
Inter-segment income     15        13                      (2     526        71        (103     1        (521       
Total income net of insurance claims     4,276        4,041        1,318        739        2,553        11,625        3,181        1,322        40        28        29,123   
Impairment charges and other credit provisions     (1,031     (1,798     (338     (121     (567     (2,591     (1,558     (51            (16     (8,071
Segment expenses – external     (2,324     (1,522     (1,224     (775     (1,520     (6,559     (1,094     (1,016     2        (683     (16,715
Inter-segment expenses     (214     (5     337        237        69        (33     (372     (113     (19     113          
Total expenses     (2,538     (1,527     (887     (538     (1,451     (6,592     (1,466     (1,129     (17     (570     (16,715
Share of post-tax results of associates and joint ventures     3        8        4               (4     22                             1        34   
Profit on disposal of subsidiaries, associates and joint ventures            3        157        24        (3                   1        (1     7        188   
Gain on acquisitions                   26                                                         26   
Business segment profit before tax     710        727        280        104        528        2,464        157        143        22        (550     4,585   
Additional information                      
Depreciation and amortisation     157        143        95        71        122        452        90        51               25        1,206   
Impairment loss – intangible assets     4        17        1        1        2               1                      1        27   
Impairment of goodwill                                               1                             1   
Investments in associates and joint ventures     2        (5     92               34        170        (5                   134        422   
Total assets     109,327        30,274        51,027        7,893        45,765        1,019,120        88,798        14,889        5,406        6,430        1,378,929   
Total liabilities     107,354        5,575        42,428        7,478        25,698        951,192        78,236        41,458        416        60,616        1,320,451   
 

 



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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10               267   

 

 

 

 

 

 

  43 Segmental reporting continued

 

  As at

  31st December 2008

  

UK

Retail
Banking
£m

    Barclaycard
£m
    Western
Europe
Retail
Banking
£m
    Barclays
Africa
£m
    Absa
£m
    Barclays
Capital
£m
    Barclays
Corporate
£m
    Barclays
Wealth
£m
   

Investment
Manage-
ment
a

£m

   

Head Office

Functions
and Other
Operations
£m

   

Total
Continuing

Operations
£m

 

Interest income from external customers

     3,051        1,677        614        422        1,223        2,026        1,772        494        (52     242        11,469   

Other income from external customers

     1,800        1,493        547        303        936        2,989        1,139        904        (26     (355     9,730   

Income from external customers, net of insurance claims

     4,851        3,170        1,161        725        2,159        5,015        2,911        1,398        (78     (113     21,199   

Inter-segment income

     (31     51        (2     1        28        216        81        (86     6        (264       

Total income net of insurance claims

     4,820        3,221        1,159        726        2,187        5,231        2,992        1,312        (72     (377     21,199   

Impairment charges and other credit provisions

     (642     (1,097     (172     (71     (347     (2,423     (593     (44            (30     (5,419

Segment expenses – external

     (2,313     (1,523     (1,139     (744     (1,338     (3,789     (960     (809     (256     (520     (13,391

Inter-segment expenses

     (315     76        332        269        55        15        (369     (114     (18     69          

Total expenses

     (2,628     (1,447     (807     (475     (1,283     (3,774     (1,329     (923     (274     (451     (13,391

Share of post-tax results of associates and joint ventures

     8        (3                   5        6        (2                          14   

Profit on disposal of subsidiaries, associates and joint ventures

                                 1                      326                      327   

Gain on acquisitions

            92        52                      2,262                                    2,406   

Business segment profit before tax

     1,558        766        232        180        563        1,302        1,068        671        (346     (858     5,136   

Additional information

                      

Depreciation and amortisation

     122        122        74        51        101        272        68        40        1        31        882   

Impairment loss – intangible assets

                                                      (3                   (3

Impairment of goodwill

            37                             74                      1               112   

Investments in associates and joint ventures

     1        (13                   84        150        (3                   122        341   

Total assets

     105,873        30,985        52,007        8,472        40,279        1,629,117        98,529        13,232        71,340        3,146        2,052,980   

Total liabilities

     109,004        3,014        35,108        7,907        20,724        1,603,093        74,936        45,816        68,372        37,595        2,005,569   

 

Note

a At 31st December 2008 includes assets of the disposal group.

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268            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Notes to the financial statements

For the year ended 31st December 2010 continued

 

 

Geographical information

(i) A geographical analysis of revenues from external customers is presented below:

 

     2010
£m
     2009
£m
     2008
£m
 

Continuing operations

        

UK and Ireland

     12,807         12,946         12,023   

Europe region

     4,735         4,359         4,009   

Americas

     7,742         6,531         51   

Africa

     4,697         4,016         3,587   

Asia

     1,459         1,271         1,529   

Total

     31,440         29,123         21,199   

Individual countries which represent more than 5% of income from external customers are as follows:

 

     2010
£m
     2009
£m
     2008
£m
 

UK

     12,714         12,850         11,958   

US

     7,172         5,547         (471

South Africa

     3,684         2,980         2,618   

In 2009, discontinued operations of the Barclays Global Investors business included £432m (2008: £319m) relating to UK and Ireland, £1,084m (2008: £1,181m) relating to Americas and £347m (2008: £416m) relating to Rest of the World.

44 Financial risks, liquidity and capital management

The disclosures required under IFRS relating to financial risks and capital resources have been included within the Risk management and governance section on pages 82 to 136.

This move has been to improve transparency and ease of reference, by concentrating related information in one place, and to reduce duplication. The relevant disclosures have been marked as audited and can be found as follows:

 

credit risk, on pages 82 to 117;

 

market risk, on pages 118 to 125;

 

capital resources, on pages 126 to 130; and

 

liquidity risk, on pages 131 to 136.

45 Critical accounting estimates

The Group’s accounting policies are set out on pages 194 to 205. Certain of these policies, as well as estimates made by management, are considered to be important to an understanding of the Group’s financial condition since they require management to make difficult, complex or subjective judgements and estimates, some of which may relate to matters that are inherently uncertain. The following accounting policies include estimates which are particularly sensitive in terms of judgements and the extent to which estimates are used. Other accounting policies involve significant amounts of judgements and estimates, but the total amounts involved are not significant to the financial statements. Management has discussed the accounting policies and critical accounting estimates with the Board Audit Committee.

Fair value of financial instruments

Some of the Group’s financial instruments are carried at fair value through profit or loss, such as those held for trading, designated by management under the fair value option and non-cash flow hedging derivatives.

Other non-derivative financial assets may be designated as available for sale. Available for sale financial investments are initially recognised at fair value and are subsequently held at fair value. Gains and losses arising from changes in fair value of such assets are included as a separate component of equity.

An analysis of financial instruments carried at fair value by valuation hierarchy, particulars of the valuation techniques used and a sensitivity analysis of valuations using unobservable inputs is included in Note 41. This note also includes a discussion of the more judgemental aspects of valuation in the period, including: credit valuation adjustments on monoline exposures, commercial real estate loans, private equity investments, and fair value loans to government and business and other services.

Approximately £2.6bn of the assets acquired as part of the 2008 acquisition of the North American business of Lehman Brothers had not been received by 31st December 2010. Approximately £2.0bn of this amount was recognised as part of the acquisition accounting and is included as an available for sale asset in the balance sheet. As discussed in Note 26, on 22nd February 2011 the Court issued its Opinion in relation to the related legal proceedings. This Opinion holds that Barclays is not entitled to receive approximately £1.3bn, and is only conditionally entitled to receive approximately £0.5bn, of the undelivered assets. In addition, the Opinion holds that Barclays is not entitled to approximately £1.3bn of assets it has already received.

 


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Barclays PLC Annual Report 2010   www.barclays.com/annualreport10               269   

 

 

 

 

 

45 Critical accounting estimates continued

 

The anticipated final Order, referred to in Note 26, should clarify the precise impact of the decisions set forth in the Opinion, and may be the subject of further proceedings or appeals by one or more of the parties concerned. Barclays has considered the Opinion, the decisions contained therein and its possible actions with respect thereto. As a result, there is significant judgement involved in the valuation of this asset. There is uncertainty relating to the interpretation of the Opinion and also the potential for further proceedings or appeals by the parties involved. The Group takes the view that the effective allowance of £0.6bn that is reflected in its estimate of fair value is appropriate. If the Opinion were to be unaffected by future proceedings and appeals, Barclays estimates that its maximum possible loss, based on its worst case reading of the Opinion, would be approximately £2.6bn, after taking into account the £0.6bn effective provision. The appropriate valuation of this asset will be kept under review as legal proceedings progress.

Allowances for impairment

Allowances for loan impairment represent management’s estimate of the losses incurred in the loan portfolios as at the balance sheet date. Changes to the allowances for loan impairment and changes to the provisions for undrawn contractually committed facilities and guarantees provided are reported in the consolidated income statement as part of the impairment charge. Provision is made for undrawn loan commitments and similar facilities if it is probable that the facility will be drawn and result in recognition of an asset at an amount less than the amount advanced.

Within the retail and small businesses portfolios, which comprise large numbers of small homogeneous assets with similar risk characteristics where credit scoring techniques are generally used, statistical techniques are used to calculate impairment allowances on a portfolio basis, based on historical recovery rates and assumed emergence periods. These statistical analyses use as primary inputs the extent to which accounts in the portfolio are in arrears and historical information on the eventual losses encountered from such delinquent portfolios. There are many such models in use, each tailored to a product, line of business or customer category. Judgement and knowledge is needed in selecting the statistical methods to use when the models are developed or revised. The impairment allowance reflected in the financial statements for these portfolios is therefore considered to be reasonable and supportable. The impairment charge reflected in the income statement for these retail portfolios is £3,296m (2009: £3,919m) and amounts to 59% (2009: 53%) of the total impairment charge on loans and advances in 2010.

For individually significant assets, impairment allowances are calculated on an individual basis and all relevant considerations that have a bearing on the expected future cash flows are taken into account, for example, the business prospects for the customer, the realisable value of collateral, the Group’s position relative to other claimants, the reliability of customer information and the likely cost and duration of the work-out process. The level of the impairment allowance is the difference between the value of the discounted expected future cash flows (discounted at the loan’s original effective interest rate), and its carrying amount. Subjective judgements are made in the calculation of future cash flows. Furthermore, judgements change with time as new information becomes available or as work-out strategies evolve, resulting in frequent revisions to the impairment allowance as individual decisions are taken. Changes in these estimates would result in a change in the allowances and have a direct impact on the impairment charge. The impairment charge reflected in the financial statements in relation to wholesale portfolios is £2,329m (2009: £3,439m) and amounts to 41% (2009: 47%) of the total impairment charge on loans and advances. Further information on impairment allowances and related credit information is set out within the credit risk management section on page 97.

The fair value of the Group’s 19.9% holding in BlackRock, Inc. was £4.6bn as at 31st December 2010, as compared to £5.4bn as at 31st December 2009 and £5.1bn at original acquisition date (1st December 2009). For an available-for-sale equity instrument, impairment should be recognised if any decline in fair value is significant or prolonged. The observed decline is not considered either significant or prolonged, in light of an increase in share price through the second half of the year and ongoing price volatility.

The Group’s loan to Protium Finance LP, as detailed on pages 114 to 116, is collateralised by underlying financial assets of the borrower. The cash flow expected to be generated by Protium’s assets over their contractual term would be sufficient to enable loan repayment. However, following a reassessment of the period over which the loan is expected to be realised, it is considered appropriate to record an impairment calculated by reference to the fair value of these assets. This has resulted in the recognition of an impairment charge of £532m as at 31st December 2010.

Goodwill

Management have to consider at least annually whether the current carrying value of goodwill is impaired. The first step of the process requires the identification of independent cash generating units and the allocation of goodwill to these units. This allocation is based on the areas of the business expected to benefit from the synergies derived from the acquisition. The allocation is reviewed following business reorganisation. The carrying value of the unit, including the allocated goodwill, is compared to its fair value to determine whether any impairment exists. If the fair value of a unit is less than its carrying value, goodwill will be impaired. Detailed calculations may need to be carried out taking into consideration changes in the market in which a business operates (e.g. competitive activity, regulatory change). In the absence of readily available market price data this calculation is based upon discounting expected pre-tax cash flows at a risk adjusted interest rate appropriate to the operating unit, the determination of both of which requires the exercise of judgement. The estimation of pre-tax cash flows is sensitive to the periods for which detailed forecasts are available and to assumptions regarding the long-term sustainable cash flows. While forecasts are compared with actual performance and external economic data, expected cash flows naturally reflect management’s view of future performance. The most significant amounts of goodwill relate to UK Retail Banking and Absa, where goodwill impairment testing performed in 2010 indicated that this goodwill was not impaired. An analysis of goodwill by cluster, together with key assumptions underlying the impairment testing, is included in Note 19 on page 219.

Intangible assets

Intangible assets that derive their value from contractual customer relationships or that can be separated and sold and have a finite useful life are amortised over their estimated useful life. Determining the estimated useful life of these finite life intangible assets requires an analysis of circumstances, and judgement by the Group’s management. At each balance sheet date, or more frequently when events or changes in circumstances dictate, intangible assets are assessed for indications of impairment. If indications are present, these assets are subject to an impairment review. The impairment review comprises a comparison of the carrying amount of the asset with its recoverable amount: the higher of the asset’s or the cash-generating unit’s net selling price and its value in use. Net selling price is calculated by reference to the amount at which the asset could be disposed of in a binding sale agreement in an arm’s length transaction evidenced by an active market or recent transactions for similar assets. Value in use is calculated by discounting the expected future cash flows obtainable as a result of the asset’s continued use, including those resulting from its ultimate disposal, at a market-based discount rate on a pre-tax basis. The most significant amounts of intangible assets relate to Absa and Lehman Brothers North American businesses.

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270            Barclays PLC Annual Report 2010    www.barclays.com/annualreport10

 

Notes to the financial statements

For the year ended 31st December 2010 continued

 

45 Critical accounting estimates continued

 

Retirement benefit obligations

The Group provides pension plans for employees in most parts of the world. Arrangements for staff retirement benefits vary from country to country and are made in accordance with local regulations and customs. For defined contribution schemes, the pension cost recognised in the income statement represents the contributions payable to the scheme. For defined benefit schemes, actuarial valuation of each of the scheme’s obligations using the projected unit credit method and the fair valuation of each of the scheme’s assets are performed annually in accordance with the requirements of IAS 19.

The actuarial valuation is dependent upon a series of assumptions, the key ones being interest rates, mortality, investment returns and inflation. Mortality estimates are based on standard industry and national mortality tables, adjusted where appropriate to reflect the Group’s own experience. The returns on fixed interest investments are set to market yields at the valuation date (less an allowance for risk) to ensure consistency with the asset valuation. The returns on UK and overseas equities are based on the long-term outlook for global equities at the calculation date having regard to current market yields and dividend growth expectations. The inflation assumption reflects long-term expectations of retail price inflation.

The Group’s IAS 19 pension deficit across all schemes as at 31st December 2010 was £2,896m (2009: £3,946m). There are net recognised liabilities of £239m (2009: £698m) and unrecognised actuarial losses of £2,657m (2009: £3,248m). The net recognised liabilities comprised retirement benefit liabilities of £365m (2009: £769m) and assets of £126m (2009: £71m).

The Group’s IAS 19 pension deficit in respect of the main UK scheme as at 31st December 2010 was £2,552m (2009: £3,534m). The reduction in the deficit resulted principally from better than expected asset performance, contributions paid in excess of the pension expense and a credit to past service costs following amendments to the treatment of minimum defined benefits.

Further information on retirement benefit obligations, including the sensitivity of principal assumptions, is included on pages 228 to 233.

Derecognition of financial assets

The Group derecognises a financial asset, or a portion of a financial asset, where the contractual rights to that asset have expired. Derecognition is also appropriate where the rights to further cash flows from the asset have been transferred to a third party and, with them, either:

(i) substantially all the risks and rewards of the asset; or

(ii) significant risks and rewards, along with the unconditional ability to sell or pledge the asset.

Where significant risks and rewards have been transferred, but the transferee does not have the unconditional ability to sell or pledge the asset, the Group continues to account for the asset to the extent of its continuing involvement (‘continuing involvement accounting’).

To assess the extent to which risks and rewards have been transferred, it is often necessary to perform a quantitative analysis. Such an analysis will compare the Group’s exposure to variability in asset cash flows before the transfer with its retained exposure after the transfer.

A cash flow analysis of this nature typically involves significant judgement. In particular, it is necessary to estimate the asset’s expected future cash flows as well as potential variability around this expectation. The method of estimating expected future cash flows depends on the nature of the asset, with market and market-implied data used to the greatest extent possible. The potential variability around this expectation is typically determined by stressing underlying parameters to create reasonable alternative upside and downside scenarios. Probabilities are then assigned to each scenario. Stressed parameters may include default rates, loss severity or prepayment rates.

Where neither derecognition nor continuing involvement accounting is appropriate, the Group continues to recognise the asset in its entirety and recognises any consideration received as a financial liability.

Income taxes

The Group is subject to income taxes in numerous jurisdictions and the calculation of the Group’s tax charge and worldwide provisions for income taxes necessarily involves a degree of estimation and judgement. There are many transactions and calculations for which the ultimate tax treatment is uncertain and cannot be determined until resolution has been reached with the relevant tax authority. The Group recognises liabilities for anticipated tax audit issues based on estimates of whether additional taxes will be due after taking into account external advice where appropriate. Where the final tax outcome of these matters is different from the amounts that were initially recorded, such differences will impact the current and deferred income tax assets and liabilities in the period in which such determination is made. These risks are managed in accordance with the Group’s Tax Principal Risk Framework.

46 Events after the balance sheet date

On 22 February 2011, the US Bankruptcy Court for the Southern District of New York issued its opinion in relation to Lehman Brothers Holdings Inc.. Further information is provided on page 227.

On 1st March 2011, Barclays agreed to acquire Egg’s UK credit card assets. Under the terms of the transaction, Barclays will purchase Egg’s UK credit card accounts, consisting of approximately 1.15 million credit card accounts with approximately £2.3bn of gross receivables. Completion is subject to competition clearance, and is expected to occur during the first half of 2011.

 


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Shareholder information

 

 

Articles of Association

The Company was incorporated in England on 20th July 1896 under the Companies Acts 1862 to 1890 as a company limited by shares and was reregistered in 1982 as a public limited company under the Companies Acts 1948 to 1980. The Company is registered under company number 48839. The Company was reregistered as Barclays PLC on 1st January 1985.

Under the Companies Act 2006 (Act) a company’s Memorandum of Association now need only contain the names of the subscribers and the number of shares each subscriber has agreed to take. For companies in existence as of 1st October 2009, all other provisions which were contained in the company’s Memorandum of Association, including the company’s objects, are now deemed to be contained in the company’s articles. The Act also states that a company’s objects are unrestricted unless that company’s articles provide otherwise. Barclays PLC adopted new Articles of Association at its Annual General Meeting (AGM) on 30th April 2010 to reflect these changes and as a result its objects are now unrestricted.

The Company may, by Special Resolution, amend its Articles of Association. In addition to the changes referred to above, the Articles of Association adopted at the 2010 AGM updated the Articles of Association to reflect the implementation of the remaining provisions of the Companies Act 2006. The following is a summary of the current Articles of Association (Articles):

Directors

(i)     The minimum number of Directors (excluding alternate Directors) is five. There is no maximum limit. There is no age limit for Directors.

(ii)    Excluding executive remuneration and any other entitlement to remuneration for extra services (including service on board committees) under the Articles, a Director is entitled to a fee at a rate determined by the Board but the aggregate fees paid to all Directors shall not exceed £2,000,000 per annum or such higher amount as may be approved by an ordinary resolution of the Company. Each Director is entitled to reimbursement for all travelling, hotel and other expenses properly incurred by him/her in or about the performance of his/her duties.

(iii)   No Director may act (either himself/herself or through his/her firm) as an auditor of the Company. A Director may hold any other office of the Company on such terms as the Board shall determine.

(iv)   At each AGM of the Company, one third of the Directors (rounded down) are required to retire from office by rotation and may offer themselves for re-election. The Directors so retiring are those who have been longest in office (and in the case of equality of service length are selected by lot). Other than a retiring Director, no person shall (unless recommended by the Board) be eligible for election unless a member notifies the Company Secretary in advance of his/her intention to propose a person for election.

(v)    The Board has the power to appoint additional Directors or to fill a casual vacancy amongst the Directors. Any Director so appointed holds office until the next AGM, when he/she may offer himself/herself for re-election. He/she is not taken into account in determining the number of Directors retiring by rotation.

(vi)  The Board may appoint any Director to any executive position or employment in the Company on such terms as they determine.

(vii) A Director may appoint either another Director or some other person approved by the Board to act as his/her alternate with power to attend Board meetings and generally to exercise the functions of the appointing Director in his/her absence (other than the power to appoint an alternate).

(viii) The Board may authorise any matter in relation to which a Director has, or can have, a direct interest that conflicts, or possibly may conflict with, the Company’s interests. Only Directors who have no interest in the matter being considered will be able to authorise the relevant matter and they may impose limits or conditions when giving authorisation if they think this is appropriate.

(ix)   A Director may hold positions with or be interested in other companies and, subject to legislation applicable to the Company and the FSA’s requirements, may contract with the Company or any other company in which the Company is interested. A Director may not vote or count towards the quorum on any resolution concerning any proposal in which he/she (or any person connected with him/her) has a material interest (other than by virtue of his/her interest in securities of the Company) or if he/she has a duty which conflicts or may conflict with the interests of the Company, unless the resolution relates to any proposal:

(a)     to indemnify a Director or provide him/her with a guarantee or security in respect of money lent by him/her to, or any obligation incurred by him/her or any other person for the benefit of (or at the request of), the Company (or any other member of the Group);

(b)     to indemnify or give security or a guarantee to a third party in respect of a debt or obligation of the Company (or any other member of the Group) for which the Director has personally assumed responsibility;

(c)     to obtain insurance for the benefit of Directors;

(d)     involving the acquisition by a Director of any securities of the Company pursuant to an offer to existing holders of securities or to the public;

(e)     that the Director underwrite any issue of securities of the Company (or any of its subsidiaries);

(f)     concerning any other company in which the Director is interested as an officer or creditor or shareholder but, broadly, only if he/she (together with his/her connected persons) is directly or indirectly interested in less than 1% of either any class of the issued equity share capital or of the voting rights of that company; and

(g)    concerning any other arrangement for the benefit of employees of the Company (or any other member of the Group) under which the Director benefits or stands to benefit in a similar manner to the employees concerned and which does not give the Director any advantage which the employees to whom the arrangement relates would not receive.

(x)    A Director may not vote or be counted in the quorum on any resolution which concerns his/her own employment or appointment to any office of the Company or any other company in which the Company is interested.

(xi)   Subject to applicable legislation, the provisions described in sub-paragraphs (ix) and (x) may be relaxed or suspended by an ordinary resolution of the members of the Company or any applicable governmental or other regulatory body.

(xii)  A Director is required to hold an interest in ordinary shares having a nominal value of at least £500, which currently equates to 2,000 Ordinary Shares unless restricted from acquiring or holding such interest by any applicable law or regulation or any applicable governmental or other regulatory body. A Director may act before acquiring those shares but must acquire the qualification shares within two months from his/her appointment. Where a Director is unable to acquire the requisite number of shares within that time owing to law, regulation or requirement of any governmental or other relevant authority, he/she must acquire the shares as soon as reasonably practicable once the restriction(s) end.

(xiii) The Board may exercise all of the powers of the Company to borrow money, to mortgage or charge its undertaking, property and uncalled capital and to issue debentures and other securities.

Classes of Shares

The Company only has Ordinary Shares in issue. The Articles also provide for sterling preference shares of £100 each, dollar preference shares of $100 each, dollar preference shares of $0.25 each, euro preference shares of 100 each and yen preference shares of ¥10,000 each (together, the Preference Shares). In accordance with the authority granted at the AGM, Preference Shares may be issued by the Board from time to time in one or more series with such rights and subject to such restrictions and limitations as the Board may determine. No Preference Shares have been issued to date. The Articles contain provisions to the following effect:

 


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(i) Dividends

Subject to the provisions of the Articles and applicable legislation, the Company in General Meeting may declare dividends on the Ordinary Shares by ordinary resolution, but such dividend may not exceed the amount recommended by the Board. The Board may also pay interim or final dividends if it appears they are justified by the Company’s financial position.

Each Preference Share confers the right to a non-cumulative preferential dividend (Preference Dividend) payable in such currency at such rates (whether fixed or calculated by reference to or in accordance with a specified procedure or mechanism), on such dates and on such other terms as may be determined by the Board prior to allotment thereof.

The Preference Shares rank in regard to payment of dividend in priority to the holders of Ordinary Shares and any other class of shares in the Company ranking junior to the Preference Shares.

Dividends may be paid on the Preference Shares if, in the opinion of the Board, the Company has sufficient distributable profits, after payment in full or the setting aside of a sum to provide for all dividends payable on (or in the case of shares carrying a cumulative right to dividends, before) the relevant dividend payment date on any class of shares in the Company ranking pari passu with or in priority to the relevant series of Preference Shares as regards participation in the profits of the Company.

If the Board considers that the distributable profits of the Company available for distribution are insufficient to cover the payment in full of Preference Dividends, Preference Dividends shall be paid to the extent of the distributable profits on a pro rata basis.

Notwithstanding the above, the Board may, at its absolute discretion, determine that any Preference Dividend which would otherwise be payable may either not be payable at all or only payable in part.

If any Preference Dividend on a series of Preference Shares is not paid, or is only paid in part, for the reasons described above, holders of Preference Shares will not have a claim in respect of such nonpayment.

If any dividend on a series of Preference Shares is not paid in full on the relevant dividend payment date, a dividend restriction shall apply. The dividend restriction means that, subject to certain exceptions, neither the Company nor Barclays Bank may (a) pay a dividend on, or (b) redeem, purchase, reduce or otherwise acquire, any of their respective ordinary shares, other preference shares or other share capital ranking equal or junior to the relevant series of Preference Shares until the earlier of such time as the Company next pays in full a dividend on the relevant series of Preference Shares or the date on which all of the relevant series of Preference Shares are redeemed.

All unclaimed dividends payable in respect of any share may be invested or otherwise made use of by the Board for the benefit of the Company until claimed. If a dividend is not claimed after 12 years of it becoming payable, it is forfeited and reverts to the Company.

The Board may (although it currently does not), with the approval of an ordinary resolution of the Company, offer shareholders the right to choose to receive an allotment of additional fully paid Ordinary Shares instead of cash in respect of all or part of any dividend.

(ii) Voting

Every member who is present in person or by proxy or represented at any general meeting of the Company, and who is entitled to vote, has one vote on a show of hands (when a proxy is appointed by more than one member, the proxy will have one vote for and one vote against a resolution if he has received instructions to vote for the resolution by one or more members and against the resolution by one or more members). On a poll, every member who is present or represented and who is entitled to vote has one vote for every share held. In the case of joint holders, only the vote of the senior holder (as determined by order in the share register) or his proxy may be counted. If any sum payable remains unpaid in relation to a member’s shareholding, that member is not entitled to vote that share or exercise any other right in relation to a meeting of the Company unless the Board otherwise determine.

If any member, or any other person appearing to be interested in any of the Company’s Ordinary Shares, is served with a notice under Section 793 of the Act and does not supply the Company with the information required in the notice, then the Board, in its absolute discretion, may direct that that member shall not be entitled to attend or vote at any meeting of the Company. The Board may further direct that if the shares of the defaulting member represent 0.25% or more of the issued shares of the relevant class, that dividends or other monies payable on those shares shall be retained by the Company until the direction ceases to have effect and that no transfer of those shares shall be registered (other than certain specified ‘excepted transfers’). A direction ceases to have effect seven days after the Company has received the information requested, or when the Company is notified that an ‘excepted transfer’ of all of the relevant shares to a third party has occurred, or as the Board otherwise determines.

(iii) Transfers

Ordinary Shares may be held in either certificated or uncertificated form. Certificated Ordinary Shares shall be transferred in writing in any usual or other form approved by the Board and executed by or on behalf of the transferor. Transfers of uncertificated Ordinary Shares shall be made in accordance with the Act and Uncertificated Securities Regulations.

The Board is not bound to register a transfer of partly paid Ordinary Shares, or fully paid shares in exceptional circumstances approved by the FSA. The Board may also decline to register an instrument of transfer of certificated Ordinary Shares unless it is duly stamped and deposited at the prescribed place and accompanied by the share certificate(s) and such other evidence as reasonably required by the Board to evidence right to transfer, it is in respect of one class of shares only, and it is in favour of not more than four transferees (except in the case of executors or trustees of a member).

Preference Shares may be represented by share warrants to bearer or be in registered form.

Preference Shares represented by share warrants to bearer are transferred by delivery of the relevant warrant. Preference Shares in registered form shall be transferred in writing in any usual or other form approved by the Board and executed by or on behalf of the transferor. The Company’s registrar shall register such transfers of Preference Shares in registered form by making the appropriate entries in the register of Preference Shares.

Each Preference Share shall confer, in the event of a winding up or any return of capital by reduction of capital (other than, unless otherwise provided by their terms of issue, a redemption or purchase by the Company of any of its issued shares, or a reduction of share capital), the right to receive out of the surplus assets of the Company available for distribution amongst the members and in priority to the holders of the Ordinary Shares and any other shares in the Company ranking junior to the relevant series of Preference Shares and pari passu with any other class of Preference Shares, repayment of the amount paid up or treated as paid up in respect of the nominal value of the Preference Share together with any premium which was paid or treated as paid when the Preference Share was issued in addition to an amount equal to accrued and unpaid dividends.

(iv) Redemption and Purchase

Subject to applicable legislation and the rights of the other shareholders, any share may be issued on terms that it is, at the option of the Company or the holder of such share, redeemable. The Directors are authorised to determine the terms, conditions and manner of redemption of any such shares under the Articles. While the Company currently has no redeemable shares in issue, any series of Preference Shares issued in the future will be redeemable, in whole or in part, at the option of the Company on a date not less than five years after the date on which such series of Preference Shares was first issued. Note that under the Companies Act 1985, in addition to obtaining shareholder approval, companies required specific enabling provisions in their articles to purchase their own shares. Following implementation of the Act, this enabling provision is now included in the Act and is therefore no longer included in the Articles. Shareholder approval is still required under the Act in order to purchase shares.

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Shareholder information

continued

 

 

(v) Calls on capital

The Directors may make calls upon the members in respect of any monies unpaid on their shares. A person upon whom a call is made remains liable even if the shares in respect of which the call is made have been transferred. Interest will be chargeable on any unpaid amount called at a rate determined by the Board (of not more than 20% per annum).

If a member fails to pay any call in full (following notice from the Board that such failure will result in forfeiture of the relevant shares), such shares (including any dividends declared but not paid) may be forfeited by a resolution of the Board, and will become the property of the Company. Forfeiture shall not absolve a previous member for amounts payable by him/her (which may continue to accrue interest).

The Company also has a lien over all partly paid shares of the Company for all monies payable or called on that share and over the debts and liabilities of a member to the Company. If any monies which are the subject of the lien remain unpaid after a notice from the Board demanding payment, the Company may sell such shares.

(vi) Variation of Rights

The rights attached to any class of shares may be varied either with the consent in writing of the holders of at least 75% in nominal value of the issued shares of that class or with the sanction of special resolution passed at a separate meeting of the holders of the shares of that class.

The rights of shares shall not (unless expressly provided by the rights attached to such shares) be deemed varied by the creation of further shares ranking equally with them.

Annual and other general meetings

The Company is required to hold an AGM in addition to such other general meetings as the Directors think fit. The type of the meeting will be specified in the notice calling it. Under the Companies Act 2006, the AGM must be held within six months of the financial year end. A general meeting may be convened by the Board on requisition in accordance with the applicable legislation.

In the case of an AGM, a minimum of 21 clear days’ notice is required. The notice must be in writing and must specify the place, the day and the hour of the meeting, and the general nature of the business to be transacted. A notice convening a meeting to pass a special resolution shall specify the intention to propose the resolution as such. The accidental failure to give notice of a general meeting or the non-receipt of such notice will not invalidate the proceedings at such meeting.

Subject as noted above, all shareholders are entitled to attend and vote at general meetings. The Articles do, however, provide that arrangements may be made for simultaneous attendance at a satellite meeting place or, if the meeting place is inadequate to accommodate all members and proxies entitled to attend, another meeting place may be arranged to accommodate such persons other than that specified in the notice of meeting, in which case shareholders may be excluded from the principal place.

Holders of Preference Shares have no right to receive notice of, attend or vote at, any general meetings of the Company as a result of holding Preference Shares.

Limitations on foreign shareholders

There are no restrictions imposed by the Articles or (subject to the effect of any economic sanctions that may be in force from time to time) by current UK laws which relate only to non-residents of the UK and which limit the rights of such non-residents to hold or (when entitled to do so) vote the Company's Ordinary Shares.

Notices

A document or information may be sent by the Company in hard copy form, electronic form, by being made available on a website, or by another means agreed with the recipient, in accordance with the provisions set out in the Act. Accordingly, a document or information may only be sent in electronic form to a person who has agreed to receive it in that form or, in the case of a company, who has been deemed to have so agreed pursuant to applicable legislation. A document or information may only be sent by being made available on a website if the recipient has agreed to receive it in that form or has been deemed to have so agreed pursuant to applicable legislation, and has not revoked that agreement.

In respect of joint holdings, documents or information shall be sent to the joint holder whose name stands first in the register.

A member who (having no registered address within the UK) has not supplied an address in the UK at which documents or information may be sent is not entitled to have documents or information sent to him/her.

In addition, the Company may cease to send notices to any member who has been sent documents on two consecutive occasions over a period of at least 12 months and when each of those documents is returned undelivered or notification is received that they have not been delivered.

Capitalisation of profits

The Company may, by ordinary resolution, upon the recommendation of the Board capitalise all or any part of an amount standing to the credit of a reserve or fund to be set free for distribution provided that amounts from the share premium account, capital redemption reserve or any profits not available for distribution should be applied only in paying up unissued shares to be allotted to members credited as fully paid and no unrealised profits shall be applied in paying up debentures of the Company or any amount unpaid on any share in the capital of the Company.

Indemnity

Subject to applicable legislation, every current and former Director or other officer of the Company (other than any person engaged by the company as auditor) shall be indemnified by the Company against any liability in relation to the Company, other than (broadly) any liability to the Company or a member of the Croup, or any criminal or regulatory fine.

 

   Officers of the Group   

Date of appointment

as officer

 

  Lawrence Dickinson

   Company Secretary      2002     

  Mark Harding

   Group General Counsel      2003     

  Antony Jenkins

  

Chief Executive of

Global Retail Banking

     2009     

  Tom Kalaris

   Chief Executive of Barclays Wealth      2009     

  Robert Le Blanc

   Group Risk Officer      2004     

  Jerry del Missier

  

Co-Chief Executive of Barclays

Capital and Co-Chief Executive of

Corporate and Investment Banking

     2009     

  Maria Ramos

   Group Chief Executive, Absa      2009     

  Rich Ricci

  

Co-Chief Executive of Barclays

Capital and Co-Chief Executive of

Corporate and Investment Banking

     2009     

  Cathy Turner

   Group Human Resources Director      2009     

  John Wortha

   Group Financial Controller      2011     

 

Note

a John Worth held the position of Interim Group Financial Controller during 2010.

 
 


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Shareholder enquiries

 

 

 

Investors who have any questions about their investment in Barclays,

or about Barclays in general, may write to the Director, Investor Relations

at our Head office as follows:

Director, Investor Relations

Barclays PLC

1 Churchill Place

London

E14 5HP

or, in the United States of America,

The Corporate Communications Department

Barclays Bank PLC

745 Seventh Avenue

New York, NY 10019, USA

Registered and Head office

1 Churchill Place

London

E14 5HP

Tel: +44 (0) 20 7116 1000

Registrar

The Registrar to Barclays

Aspect House

Spencer Road

Lancing

West Sussex

BN99 6DA

Tel: 0871 384 2055*

or +44 (0) 121 415 7004 (from overseas)

Email: questions@share-registers.co.uk

ADR Depositary

JP Morgan Chase Bank, N.A.

PO Box 64504

St. Paul

MN 55164-0504

USA

Tel: 1-800-990-1135 (toll-free for US domestic callers)

or +1 651 453 2128

Email: jpmorgan.adr@wellsfargo.com

 

*Calls to this number are charged at 8p per minute if using a BT landline.

  Call charges may vary if using other telephone providers.

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Index

 

 

Absa
54-55   business analysis
54   business description
Accounting
205   developments
194-205   policies
184   presentation
Acquisitions
238   notes to the accounts
Allowance for impairment
269   notes to the accounts
97   risk management
147   Annual General Meeting
187   Annual Report and Accounts (approval)
Assets
265-267   by class of business
Auditors
185-186   reports
216   Available for sale investments
Balance sheet
189   consolidated
Barclaycard
48-49   business analysis
48   business description
Barclays Africa
52-53   business analysis
52   business description
Barclays Capital
56-57   business analysis
56   business description
Barclays Corporate
58-59   business analysis
58   business description
Barclays Wealth
60-61   business analysis
60   business description
Capital adequacy data
126-130   capital management and resources
40   capital ratios
Cash flow statement
191   consolidated
15-16   Chief Executive’s review
24-26   Citizenship
228   Competition and regulatory matters
85-86   Concentrations of credit risk
226-227   Contingent liabilities and commitments
Corporate governance
149-165   corporate governance report
152   attendance at board meetings
82-117   Credit risk
268-270   Critical accounting estimates
195   Currency of presentation
124   Currency risk
Derivatives and other financial instruments
110   credit risk
213-216   notes to the accounts
Directors and officers
9-12   biographies
144   emoluments
144   interests
247-249   notes to the accounts
143-148   Directors’ report
211   Dividends
211   Earnings per share
129-130   Economic capital
130   Economic profit
Employees
145   diversity and inclusion
145   involvement
270   Events after the balance sheet date
12   Executive management structure
250-263   Fair value of financial instruments
212   Financial assets designated at fair value
3   Financial and operating highlights
221   Financial liabilities designated at fair value
32-63   Financial review
268   Financial risks
17   Financial strength
Global Retail Banking
44-53   business analysis
278-284   Glossary
218-219   Goodwill
6-8   Group Chairman’s statement
Head Office and Other Operations
63   business analysis
63   business description
Impairment charges
207   notes to the accounts
87   risk management
Income statement
187   consolidated
218-219   Intangible assets
121-122   Interest rate risk
217   Investment in associates and joint ventures
Investment Management
62   business analysis
62   business description
28-31   Key performance indicators
240   Leasing
227   Legal proceedings
 
 


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Liabilities
221   other
131-136   Liquidity risk
216   Loans and advances to banks
216   Loans and advances to customers
118-125   Market risk
272-274   Memorandum and Articles of Association
235   Non-controlling interests
Net fee and commission income
206   notes to the accounts
34   summary
Net interest income
206   notes to the accounts
34   summary
241-243   Off-balance sheet arrangements
Operating expenses
207-208   administration and general expenses
207   staff costs
36   summary
Ordinary shares, share premiums, and other equity
234   called up
Other income
34   summary
192-193   Parent Company accounts (Barclays PLC)
Pensions
173   Directors
228-233   notes to the accounts
98   Potential credit risk loans
184   Presentation of information
220   Property, plant and equipment
225   Provisions
247-249   Related party transactions
166-182   Remuneration report
234   Reserves
44-63   Results by business
73-81   Risk factors
Risk management
66-72   Barclays approach to risk management
74-81   principal risks
82-117   credit risk management
118-125   market risk management
126-130   capital risk management
131-136   liquidity risk management
137-138   operational risk management
139-142   supervision and regulation
128   Risk weighted assets
217  

Securities borrowing, securities lending,

repurchase and reverse repurchase agreements

239   Securitisation
Segmental reporting
264-267   by class of business
268   by geographical segments
243-246   Share-based payments
272-274   Shareholder information
Statement of comprehensive income
188   consolidated
222-225   Subordinated liabilities
Tax  
207   bank payroll tax and bank levy
26   tax contributions
81   tax risk
209-210   notes to the accounts
41   Total assets
212   Trading portfolio
UK Retail Banking
46-47   business analysis
46   business description
Western Europe Retail Banking
50-51   business analysis
50   business description
 

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Glossary of terms

 

 

 

Term used in Annual Report  

 

US equivalent or brief description

Accounts   Financial Statements
Allotted   Issued
Attributable profit   Net income
Called up share capital   Ordinary shares, issued and fully paid
Capital allowances   Tax term equivalent to US tax depreciation allowances
Cash at bank and in hand   Cash
Class of business   Industry segment
Finance lease   Capital lease
Freehold   Ownership with absolute rights in perpetuity
Loans and advances   Lendings
Loan capital   Long-term debt
Net asset value   Book value
Net income   Net revenue
Profit   Income
Share capital   Ordinary shares, capital stock or common stock issued and fully paid
Share premium account   Additional paid-up capital or paid-in surplus (not distributable)
Shares in issue   Shares outstanding
Write-offs   Charge-offs

 

‘Absa’ The South African segment of Barclays PLC, comprising Absa Group Limited, but excluding Absa Capital, Absa Card and Absa Wealth which are reported within Barclays Capital, Barclaycard, and Barclays Wealth respectively.

‘Absa Card’ The portion of Absa's results that arises from the Absa credit card business and is reported within Barclaycard.

‘Absa Capital’ The portion of Absa's results that is reported by Barclays within the Barclays Capital business.

‘Absa Group Limited’ Refers to the consolidated results of the South African group which is listed on the Johannesburg Stock Exchange in which Barclays owns a controlling stake.

‘ABS CDO Super Senior’ The super senior tranches of debt linked to collateralised debt obligations of asset backed securities (defined below). Payment of super senior tranches takes priority over other obligations. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Adjusted Cross Leverage’ The multiple of adjusted total tangible assets over total qualifying Tier 1 capital. Adjusted total tangible assets are total assets less derivative counterparty netting, assets under management on the balance sheet, settlement balances and cash collateral on derivative liabilities, goodwill and intangible assets. See 'Tier 1 Capital' below.

‘Adjusted profit before tax’ Profit before tax excluding the gain on own credit of £391m (2009:£1,820m charge), gains on acquisitions and disposals of £210m (2009:£214m) and gains on debt buy-backs and extinguishments of £nil (2009: £1,429m).

‘Africa’ The geographic segment comprising countries where Barclays operates within Africa and the Indian Ocean.

‘Alt-A’ Loans regarded as lower risk than sub-prime, but with higher risk characteristics than lending under normal criteria. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Americas’ The geographic segment comprising the USA, Canada and countries where Barclays operates within Latin America.

‘Annual Earnings at Risk (AEaR)’ The sensitivity of annual earnings to shocks in market rates, at approximately 99th percentile for change over one year. For interest rates this equates to a 2% parallel shift in rates. For equity indices, it equates to a 25% change from one-year end to the next, or 15% from one-year end to the next year's average.

‘Arrears’ Customers are said to be in arrears when they are behind in fulfilling their obligations with the result that an outstanding loan is unpaid or overdue. Such a customer is also said to be in a state of delinquency. When a customer is in arrears, his entire outstanding balance is said to be delinquent, meaning that delinquent balances are the total outstanding loans on which payments are overdue.

‘Asia’ The geographic segment comprising countries where Barclays operates within Asia (including Singapore, Japan, China and India), Australasia and the Middle East.

‘Asset backed products’ As used in Note 41 'Fair value of financial instruments', asset backed products are debt and derivative products that are linked to the cash flow of a referenced asset. This category includes asset backed loans; collateralised debt obligations (CDOs); collateralised loan obligations (CLOs); asset backed credit derivatives (ABS CDS); asset backed and mortgage backed securities.

‘Asset Backed Securities (ABS)’ Securities that represent an interest in an underlying pool of referenced assets. The referenced pool can comprise any assets which attract a set of associated cash flows but are commonly pools of residential or commercial mortgages and, in the case of Collateralised Debt Obligations (CDOs), the referenced pool may be ABS or other classes of assets. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Assets margin’ Interest earned on customer assets relative to the average internal funding rate, divided by average customer assets, expressed as an annualised percentage.

‘Average customer balances’ Balances in the average balance sheet which are based on daily averages for most UK banking operations and monthly averages outside the UK.

‘Average Daily Value at Risk’ The average Daily Value at Risk (defined below) for a specified period of time.

‘Average LTV on new mortgages’ The ratio of all new mortgage balances disbursed in the period to the appraised property value of those mortgages, i.e. total amount disbursed year-to-date divided by total amount of appraised property value.

‘Average net income per employee’ Total operating income compared to the average number of employees for the reporting period.

 
 


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‘Bank levy’ The levy that will apply to certain UK banks, building societies and the UK operations of foreign banks from 1st January 2011. The levy is payable based on a percentage of the chargeable equity and liabilities of the bank as at the balance sheet date.

‘Barclays Business’ The business unit within UK Retail Banking providing banking services to small and medium enterprises.

‘Barclays Corporate’ A business unit that provides global banking services across 10 countries grouped into three regions: UK & Ireland, Continental Europe (Spain, Italy, Portugal and France) and New Markets (India, Pakistan, Russia and the UAE).

‘Backstop facility’ A standby facility, that is a liquidity arrangement whereby another party agrees to make a payment should the primary party not do so.

‘Basel III leverage ratio’ The ratio of Tier 1 capital to certain on and off balance sheet exposures, calculated in accordance with the methodology set out in the Basel III guidelines published in December 2010.

‘Basis point’ One hundredth of a per cent (0.01%), so 100 basis points is 1%. Used in quoting movements in interest rates or yields on securities.

‘BCBS’ Basel Committee of Banking Supervisors (‘BCBS’, or ‘The Basel Committee’), a forum for regular cooperation on banking supervisory matters which develops global supervisory standards for the banking industry. Its members are officials from central banks or prudential supervisors from 27 countries and territories.

‘Capital ratios’ Key financial ratios measuring the Group’s capital adequacy or financial strength. These include the Core Tier 1 ratio, Tier 1 ratio and Risk asset ratio.

‘Collateralised Debt Obligations (CDOs)’ Securities issued by a third party which reference Asset Backed Securities (ABSs) (defined above) and/or certain other related assets purchased by the issuer. CDOs may feature exposure to sub-prime mortgage assets through the underlying assets. CDO2 securities represent investments in CDOs that have been securitised by a third party. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Collateralised Loan Obligation (CLO)’ A security backed by the repayments from a pool of commercial loans. The payments may be made to different classes of owners (in tranches). See Risk Management section – Barclays Capital Credit Market Exposures.

‘Collateralised Synthetic Obligation (CSO)’ A form of synthetic collateralised debt obligation (CDO) that does not hold assets like bonds or loans but invests in credit default swaps (CDSs) or other non-cash assets to gain exposure to a portfolio of fixed income assets.

‘Commercial Mortgage Backed Securities (CMBS)’ Securities that represent interests in a pool of commercial mortgages. Investors in these securities have the right to cash received from future mortgage payments (interest and/or principal). See Risk Management section – Barclays Capital Credit Market Exposures.

‘Commercial Real Estate’ Includes office buildings, industrial property, medical centres, hotels, malls, retail stores, shopping centres, farm land, multifamily housing buildings, warehouses, garages, and industrial properties. Commercial real estate loans are those backed by a package of commercial real estate assets. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Commercial Paper’ An unsecured promissory note issued to finance short-term credit needs. It specifies the face amount paid to investors on the maturity date.

‘Commodity products’ As used in Note 41 ‘Fair value of financial instruments’, these products are exchange traded and OTC derivatives based on a commodity underlying (e.g. metals, precious metals, oil and oil related, power and natural gas).

‘Compensation:income ratio’ Staff compensation based costs compared to total income.

‘Conduits’ A financial vehicle that holds asset-backed debt such as mortgages, vehicle loans, and credit card receivables, all financed with short-term loans (generally commercial paper) that use the asset-backed debt as collateral. The profitability of a conduit depends on the ability to roll over maturing short-term debt at a cost that is lower than the returns earned from asset-backed securities held in the portfolio. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Continental Europe’ See Barclays Corporate.

‘Core Tier 1 capital’ Called-up share capital and eligible reserves plus equity non-controlling interests, less intangible assets and deductions relating to the excess of expected loss over regulatory impairment allowance and securitisation positions, as specified by the FSA.

‘Core Tier 1 capital ratio’ Core Tier 1 capital as a percentage of risk weighted assets.

‘Corporate income tax paid’ Tax paid during the year on taxable profits, including withholding tax deducted from income.

‘Cost:income ratio’ Operating expenses compared to total income net of insurance claims.

‘Cost:net income ratio’ Operating expenses compared to total income net of insurance claims less impairment charges and other credit provisions.

‘Cost of Equity’ The rate of return targeted by the equity holders of the company.

‘Coverage ratio (CRL)’ Impairment allowances as a percentage of CRL balances.

‘Covered bonds’ Debt securities backed by a portfolio of mortgages that i segregated from the issuer’s other assets solely for the benefit of the holders of the covered bonds.

‘Credit Default Swaps (CDS)’ A credit derivative is an arrangement whereby the credit risk of an asset (the reference asset) is transferred from the buyer to the seller of protection. A credit default swap is a contract where the protection seller receives premium or interest-related payments in return for contracting to make payments to the protection buyer in the event of a defined credit event. Credit events normally include bankruptcy, payment default on a reference asset or assets, or downgrades by a rating agency.

‘Credit Derivative Product Company (CDPC)’ A company that sells protection on credit derivatives. CDPCs are similar to monoline insurers. However, unlike monoline insurers, they are not regulated as insurers. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Credit market exposures’ Relates to commercial real estate and leveraged finance businesses that have been significantly impacted by the deterioration in the global credit markets. The exposures include positions subject to fair value movements in the Income Statement, positions that are classified as loans and advances and available for sale.

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‘Credit Risk Loans (CRLs)’ A loan becomes a credit risk loan when evidence of deterioration has been observed, for example a missed payment or other breach of covenant. A loan may be reported in one of three categories: impaired loans, accruing past due 90 days or more or impaired and restructured loans. These may include loans which, while impaired, are still performing but have associated individual impairment allowances raised against them.

‘Credit spread’ The yield spread between securities with the same coupon rate and maturity structure but with different associated credit risks, with the yield spread rising as the credit rating worsens. It is the premium over the benchmark or risk-free rate required by the market to accept a lower credit quality.

‘Credit Valuation Adjustment (CVA)’ The difference between the risk-free value of a portfolio of trades and the market value which takes into account the counterparty’s risk of default. The CVA therefore represents an estimate of the adjustment to fair value that a market participant would make to incorporate the credit risk of the counterparty due to any failure to perform on contractual agreements.

‘Customer deposits’ Money deposited by all individuals and companies that are not credit institutions. Such funds are recorded as liabilities in the Croup’s balance sheet under Customer Accounts.

‘Daily Value at Risk (DVaR)’ An estimate of the potential loss which might arise from market movements under normal market conditions, if the current positions were to be held unchanged for one business day, measured to a confidence level. (Also see VaR).

‘Debit Valuation Adjustment (DVA)’ The opposite of credit valuation adjustment (CVA). It is the difference between the risk-free value of a portfolio of trades and the market value which takes into account Barclays Croup’s risk of default. The DVA, therefore, represents an estimate of the adjustment to fair value that a market participant would make to incorporate the credit risk of Barclays Group due to any failure to perform on contractual agreements. The DVA decreases the value of a liability to take into account a reduction in the remaining balance that would be settled should Barclays Group default or not perform in terms of contractual agreements.

‘Debt restructuring’ This is when the terms and provisions of outstanding debt agreements are changed. This is often done in order to improve cash flow and the ability of the borrower to repay the debt. It can involve altering the repayment schedule as well as reducing the debt or interest charged on the loan.

‘Debt securities in issue’ Transferable certificates of indebtedness of the Croup to the bearer of the certificates. These are liabilities of the Group and include certificates of deposits.

‘Delinquency’ See ‘Arrears’.

‘Dividend payout ratio’ Yearly dividends paid per share as a fraction of earnings per share.

‘Economic capital’ An internal measure of the minimum equity and preference capital required for the Group to maintain its credit rating based upon its risk profile.

‘Economic profit’ Profit attributable to equity holders of the Parent excluding amortisation of acquired intangible assets less a capital charge representing adjusted average shareholders’ equity excluding non-controlling interests multiplied by the Group cost of capital.

‘Equities and Prime Services’ The Barclays Capital trading businesses encompassing Cash Equities, Equity Derivatives & Equity Financing.

‘Equity products’ As used in Note 41 ‘Fair value of financial instruments’, these products are linked to equity markets. This category includes listed equities, exchange traded derivatives, equity derivatives, preference shares and contract for difference (CFD) products.

‘Equity structural hedge’ An interest rate hedge which functions to reduce the impact of the volatility of short-term interest rate movements on equity positions on the balance sheet that do not reprice with market rates.

‘Europe region’ The geographic segment comprising countries in which Barclays operates within the EU (excluding UK & Ireland), Northern, Continental and Eastern Europe, including Russia.

‘Expected loss’ The Group measure of anticipated loss for exposures captured under an internal ratings based credit risk approach for capital adequacy calculations. It is measured as the Barclays modelled view of anticipated loss based on Probability of Default (PD), Loss Given Default (LCD) and Exposure at Default (EAD), with a one-year time horizon.

‘Exposure in the event of default (EAD)’ The estimation of the extent to which Barclays may be exposed to a customer or counterparty in the event of, and at the time of, that counterparty’s default. At default, the customer may not have drawn the loan fully or may already have repaid some of the principal, so that exposure is typically less than the approved loan limit.

‘First/Second Lien’ First lien: debt that places its holder first in line to collect compensation from the sale of the underlying collateral in the event of a default on the loan. Second lien: debt that is issued against the same collateral as higher lien debt but that is subordinate to it. In the case of default, compensation for this debt will only be received after the first lien has been repaid and thus represents a riskier investment than the first lien. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Fixed charge’ Security taken over a specific asset of a borrower to secure the repayment of a loan. In this arrangement the asset is signed over to the creditor and the borrower would need the lender’s permission to sell it. The lender also registers a charge against the asset which remains in force until the loan is repaid.

‘Fixed Income, Currency and Commodities’ The Barclays Capital trading businesses encompassing Rates, Credit, Emerging Markets, Commodities, Foreign Exchange & Fixed Income Financing.

‘Forbearance’ Forbearance Programmes that assist customers in financial difficulty through agreements to accept less than contractual amounts due where financial distress would otherwise prevent satisfactory repayment within the original terms and conditions of the contract. These agreements may be initiated by the customer, Barclays or a third party and include approved debt counselling plans, minimum due reductions, interest rate concessions and switches from capital and interest repayments to interest-only payments.

‘FSA-eligible pool assets (liquid assets buffer)’ High quality unencumbered assets that meet the FSAs requirements for liquidity. These assets include, for example, high quality government or central bank securities, certain sight deposits with central banks, and securities issued by designated multilateral development banks.

‘Full time equivalent’ Full time equivalent employee units are the on-job hours paid for employee services divided by the number of ordinary-time hours normally paid for a full-time staff member when on the job (or contract employee where applicable).

‘Funds and fund-linked products’ As used in Note 41 ‘Fair value of financial instruments’, this category includes holdings in mutual funds, hedge funds, fund of funds and fund linked derivatives.

 


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‘Funded/unfunded’ Exposures where the notional amount of the transaction is either funded or unfunded. Represents exposures where a commitment to provide future funding has been made and the funds have been released/not released.

‘FX products’ As used in Note 41 ‘Fair value of financial instruments’, these products are derivatives linked to the foreign exchange market. This category includes FX spot and forward contracts; FX swaps; FX options.

‘Gain on acquisition’ The amount by which the acquirer’s interest in the net fair value of the identifiable assets, liabilities and contingent liabilities, recognised in a business combination, exceeds the cost of the acquisition.

‘Global Retail Banking (GRB)’ UK Retail Banking, Barclaycard, Western Europe Retail Banking and Barclays Africa.

‘Gross new UK lending’ New lending advanced to UK customers during the year.

‘Home Loans’ Loans to purchase a residential property which is then used as collateral to guarantee repayment of the loan. The borrower gives the lender a lien against the property, and the lender can foreclose on the property if the borrower does not repay the loan per the agreed terms. Also known as a residential mortgage.

‘Impaired loans’ Loans are reported as Credit Risk Loans (defined above) and comprise loans where individual identified impairment allowance has been raised and also include loans which are fully collateralised or where indebtedness has already been written down to the expected realisable value. The impaired loan category may include loans, which, while impaired, are still performing.

‘Impairment allowances’ Provisions held on the balance sheet as a result of the raising of a charge against profit for the incurred loss inherent in the lending book. An impairment allowance may either be identified or unidentified and individual or collective.

‘Income’ Total income net of insurance claims, unless otherwise specified.

‘Incremental Default Risk Charge (IDRC)’ The IDRC captures default risk. This means the potential for a direct loss due to an obligor’s default as well as the potential for indirect losses that may arise from a default event.

‘Individually/Collectively Assessed’ Impairment is measured individually for assets that are individually significant, and collectively where a portfolio comprises homogenous assets and where appropriate statistical techniques are available.

‘Individual liquidity guidance (ILG)’ Guidance given to a firm about the amount, quality and funding profile of liquidity resources that the FSA has asked the firm to maintain.

‘Interchange income’ A fee that is paid to a credit card issuer in the clearing and settlement of a sales or cash advance transaction.

‘Interest rate products’ As used in Note 41 ‘Fair value of financial instruments’, these are products with a payoff linked to interest rates. This category includes interest rate swaps, swaptions, caps and exotic interest rate derivatives.

‘Internal funds pricing’ The Group’s mechanism for pricing intra-group funding and liquidity.

‘Investment banking’ Fee generating businesses encompassing Advisory, Debt and Equity Origination within Barclays Capital.

‘Investment grade’ A debt security, treasury bill or similar instrument with a credit rating measured by external agencies of AAA to BBB.

‘Leveraged Finance’ Loans or other financing agreements provided to companies whose overall level of debt is high in relation to their cash flow (net debt: EBITDA) typically arising from private equity sponsor led acquisitions of the businesses concerned.

‘Liabilities margin’ Interest paid on customer liabilities relative to the average internal funding rate, divided by average customer liabilities. Expressed as an annualised percentage.

‘Liquidity and Credit enhancements’ Credit enhancement facilities are used to enhance the creditworthiness of financial obligations and cover losses due to asset default. Two general types of credit enhancement are third-party loan guarantees and self-enhancement through over collateralization. Liquidity enhancement makes funds available if required, for ther reasons than asset default, e.g. to ensure timely repayment of maturing commercial paper.

‘Liquidity Coverage Ratio (LCR)’ The ratio of the stock of high quality liquid assets to expected net cash outflows over the following 30 days. High-quality liquid assets should be unencumbered, liquid in markets during a time of stress and, ideally, be central bank eligible. These include, for example, cash and claims on central governments and central banks. The Basel III guidelines require this ratio to be at least 100% and it is expected to apply from 2015.

‘Liquidity pool/buffer’ The Group liquidity pool comprises cash at central banks and highly liquid collateral specifically held by the Group as contingency to enable the bank to meet cash outflows in the event of stressed market conditions.

‘Loan loss rate’ Defined as total credit impairment charge (excluding available for sale assets and reverse repurchase agreements) divided by gross loans and advances to customers and banks (at amortised cost).

‘Loan to deposit ratio’ The ratio of loans and advances to customer accounts. This excludes certain liabilities issued by the retail business that have characteristics comparable to retail deposits (for example, structured CDs and retail bonds), which are included within debt securities in issue.

‘Loan to deposit and long term funding ratio’ The ratio of wholesale and retail loans and advances to customers net of impairment allowance, divided by the total of customer accounts, long term debt (due after 1 year) and equity.

‘Loan funding ratio’ The ratio of wholesale and retail loans and advances to customers net of impairment allowance, divided by the total of customer accounts, long-term debt (>1 yr) and equity.

‘Loan to value ratio (LTV)’ Expresses the amount borrowed against an asset (e.g. a mortgage) as a percentage of the appraised value. The ratio is used in assessing the appropriate level of risk for the loan and is generally reported as an average for new mortgages or an entire portfolio.

‘Loan to value of new mortgage lending’ See Average LTV in new mortgage.

‘Loans past due’ Loans are past due when a counterparty has failed to make a payment when contractually due.

‘Loss Given Default (LGD)’ The fraction of Exposure at Default (EAD) (defined above) that will not be recovered following default. LGD comprises the actual loss (the part that is not expected to be recovered), together with the economic costs associated with the recovery process.

‘Medium Term Notes (MTNs)’ Corporate notes continuously offered by a company to investors through a dealer. Investors can choose from differing maturities, ranging from nine months to 30 years.

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‘Monoline’ An entity which specialises in providing credit protection to the holders of debt instruments in the event of default by a debt security counterparty. This protection is typically held in the form of derivatives such as credit default swaps (CDS) referencing the underlying exposures held. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Monoline Wrapped’ Debt instruments for which credit enhancement or protection by a monoline insurer has been obtained. The wrap is credit protection against the notional and principal interest cash flows due to the holders of debt instruments in the event of default in payment of these by the underlying counterparty. Therefore, if a security is monoline wrapped its payments of principal and interest are guaranteed by a monoline insurer. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Mortgage Backed Securities (MBS)’ Securities that represent interests in a group of mortgages. Investors in these securities have the right to cash received from future mortgage payments (interest and/or principal). See Risk Management section – Credit Market Exposures.

‘Mortgage vintage’ The year the mortgage was issued.

‘Mortgage related securities’ Securities which are referenced to underlying mortgages. See RMBS, CMBS and MBS.

‘Net Asset Value per Ordinary Share’ Computed by dividing shareholders’ equity excluding non-controlling interests by the number of issued ordinary shares.

‘Net Interest Income’ The difference between interest received on assets and interest paid on liabilities including the interest income on Group equity.

‘Net Interest Margin’ The margin is expressed as annualised net interest income for Global Retail Banking, Absa, Barclays Corporate and Barclays Wealth divided by the sum of the average assets and average liabilities for those businesses.

‘Net Investment Income’ Includes the net result of revaluing financial instruments designated at fair value, dividend income and the net result on disposal of available for sale assets.

Net Stable Funding Ratio (NSFR)’ The ratio of available stable funding to required stable funding over a one year time horizon, assuming a stressed scenario. The ratio is required to be over 100% with effect from 2015. Available stable funding would include such items as equity capital, preferred stock with a maturity of over 1 year, or liabilities with a maturity of over 1 year. The required amount of stable funding is calculated as the sum of the value of the assets held and funded by the institution, multiplied by a specific required stable funding (RSF) factor assigned to each particular asset type, added to the amount of potential liquidity exposure multiplied by its associated RSF factor.

‘Net Trading Income’ Income arising from trading positions which are held at fair value, including market-making and customer business. The resulting gains and losses are included in the income statement together with interest, dividends and funding costs relating to trading activities.

‘New Markets’ See Barclays Corporate.

‘Non-asset backed debt instruments’ As used in Note 41 ‘Fair value of financial instruments’, these products are debt instruments. This category includes government bonds; US agency bonds; corporate bonds: commercial paper; certificates of deposit; convertible bonds; corporate bonds and issued notes.

‘Non-investment grade’ A debt security, treasury bill or similar instrument with a credit rating measured by external agencies of BB+ or below.

‘Non-performing loans’ A loan that is in default or close to being in default because interest or capital payments are not made on time.

‘Other credit products’ As used in Note 41 ‘Fair value of financial instruments’, these are products linked to the credit risk of a referenced entity, index or a basket. This category includes collateralised synthetic obligations (non-asset backed CDOs) and OTC derivatives. The OTC derivatives are namely, CDS single name; CDS index; CDS index tranche and Nth to default basket swaps (in which the payout is linked to one in a series of defaults, such as first-, second- or third-to-default, with the contract terminating at that point).

‘Over the counter derivatives (OTC)’ Contracts that are traded (and privately negotiated) directly between two parties, without going through an exchange or other intermediary. They offer flexibility because, unlike standardised exchange-traded products, they can be tailored to fit specific needs.

‘Own Credit’ The effect of the Group’s own credit standing on the fair value of financial liabilities.

‘Performance costs’ The accounting charge recognised in the period for performance awards. For deferred incentives and long-term incentives the accounting charge is spread over the relevant periods in which the employee delivers service.

‘Performance awards’ Annual performance incentives (including deferred incentives), long-term incentive awards and commission payments. A detailed description of the Group’s incentive plans is provided in the Directors’ Remuneration Report.

‘PCRL Coverage ratio’ Impairment allowances as a percentage of total CRL (credit risk loan) & PPL (potential problem loan) balances. See CRL and PPL.

‘Portfolio MTM LTV’ The ratio of the total outstanding balance to the current value of the security, which is estimated using one or more external house price indices, i.e. total outstanding balance divided by total current property value (mark to market).

‘Potential Credit Risk Loans (PCRLs)’ Comprise the outstanding balances to Potential Problem Loans (defined below) and the three categories of Credit Risk Loans (defined above).

‘Potential Problem Loans (PPLs)’ Loans where serious doubt exists as to the ability of the borrowers to continue to comply with repayment terms in the near future.

‘Prime’ Loans of a higher credit quality and would be expected to satisfy the criteria for inclusion into Government programmes.

‘Principal Investments’ Private Equity Investments.

‘Prior year compensation deferrals’ The accounting charge recognised for service delivered in the current period in respect of deferred incentives and long-term incentives previously awarded.

‘Private equity investments’ As used in Note 41 ‘Fair value of financial instruments’, private equity is equity securities in operating companies not quoted on a public exchange. Investment in private equity often involves the investment of capital in private companies or the acquisition of a public company that results in the delisting of public equity. Capital for private equity investment is raised by retail or institutional investors and used to fund investment strategies such as leveraged buyouts, venture capital, growth capital, distressed investments and mezzanine capital.

‘Private-label securitisation’ Residential mortgage-backed security transactions sold or guaranteed by entities that are not sponsored or owned by the government.

 


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‘Probability of default (PD)’ The likelihood that a loan will not be repaid and will fall into default. PD may be calculated for each client who has a loan (normally applicable to wholesale customers/clients) or for a portfolio of clients with similar attributes (normally applicable to retail customers). To calculate PD, Barclays assesses the credit quality of borrowers and other counterparties and assigns them an internal risk rating. Multiple rating methodologies may be used to inform the rating decision on individual large credits, such as internal and external models, rating agency ratings, and for wholesale assets market information such as credit spreads. For smaller credits, a single source may suffice such as the result from an internal rating model.

‘Product structural hedge’ An interest rate hedge which functions to reduce the impact of the volatility of short-term interest rate movements on-balance sheet positions that can be matched to a specific product, e.g. customer balances that do not reprice with market rates.

‘Proprietary trading’ When a bank, brokerage or other financial institution trades on its own account, at its own risk, rather than on behalf of customers, so as to make a profit for itself.

‘Renegotiated loans’ Loans and advances are generally renegotiated either as part of an ongoing customer relationship or in response to an adverse change in the circumstances of the borrower. In the latter case renegotiation can result in an extension of the due date of payment or repayment plans under which the Group offers a concessionary rate of interest to genuinely distressed borrowers. This will result in the asset continuing to be overdue and will be individually impaired where the renegotiated payments of interest and principal will not recover the original carrying amount of the asset. In other cases, renegotiation will lead to a new agreement, which is treated as a new loan.

‘Repo/Reverse repo’ A repurchase agreement that allows a borrower to use a financial security as collateral for a cash loan at a fixed rate of interest. In a repo, the borrower agrees to sell a security to the lender subject to a commitment to repurchase the asset at a specified price on a given date. For the party selling the security (and agreeing to repurchase it in the future) it is a repo; for the party on the other side of the transaction (buying the security and agreeing to sell in the future) it is a reverse repurchase agreement or reverse repo.

‘Residential Mortgage Backed Securities (RMBS)’ Securities that represent interests in a group of residential mortgages. Investors in these securities have the right to cash received from future mortgage payments (interest and/or principal). See Risk Management section – Barclays Capital Credit Market Exposures.

‘Restructured loans’ ‘Impaired and restructured loans’ comprises loans where, for economic or legal reasons related to the debtor’s financial difficulties, a concession has been granted to the debtor that would not otherwise be considered. Where the concession results in the expected cash flows discounted at the original effective interest rate being less than the loan’s carrying value, an impairment allowance will be raised.

‘Retail Loans’ Loans to individuals rather than institutions as well as loans to certain smaller business customers. This includes both secured and unsecured loans such as mortgages and credit card balances.

‘Return on average shareholders’ equity’ Calculated as profit for the year attributable to equity holders of the Parent divided by the average shareholders’ equity for the year, excluding non-controlling interests.

‘Return on average risk weighted assets’ Calculated as profit after tax for the year divided by average risk weighted assets for the year.

‘Risk asset ratio’ A measure of the risk attached to the assets of a business using definitions of capital and risk weightings established in accordance with the Basel Capital Accord as implemented by the FSA.

‘Risk adjusted net interest margin’ The margin is calculated as the result of he annualised net interest margin for Global Retail Bank, Barclays Corporate and Barclays Wealth less the income statement impairment charge on loans and advances, divided by the sum of the average assets and average liabilities for those businesses.

‘Risk weighted assets’ A measure of a bank’s assets adjusted for their associated risks. Risk weightings are established in accordance with the Basel Capital Accord as implemented by the FSA.

‘Securitisation’ A process by which debt instruments are aggregated into a pool, which is used to back new securities. A company may sell assets to an SPV (special purpose vehicle) which then issues securities backed by the assets based on their value. This allows the credit quality of the assets to be separated from the credit rating of the original company and transfers risk to external investors.

‘SIV Lites’ Vehicles which invest in diversified portfolios of interest earning assets to take advantage of the spread differentials between the assets in the SIV and the funding cost. Unlike SIVs they are not perpetual, making them look more like CDOs, which have fixed maturity dates. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Special Purpose Entities (SPEs)/Special Purpose Vehicles (SPVs)’ Entities created to accomplish a narrow and well defined objective. There are often specific restrictions or limits around their ongoing activities. Transactions with SPEs/SPVs take a number of forms, including:

 

The provision of financing to fund asset purchases, or commitments to provide finance for future purchases.

 

Derivative transactions to provide investors in the SPE/SPV with a specified exposure.

 

The provision of liquidity or backstop facilities which may be drawn upon if the SPE/SPV experiences future funding difficulties.

 

Direct investment in the notes issued by SPEs/SPVs.

‘Spot Daily Value at Risk’ The Daily Value at Risk (defined above) recorded for a specified day.

‘Structural hedge’ An interest rate hedge which functions to reduce the impact of the volatility of short-term interest rate movements on positions that exist within the balance sheet that carry interest rates that do not reprice with market rates. See also equity structural hedge and product structural hedge.

‘Structured Investment Vehicles (SIVs)’ Entities which invest in diversified portfolios of interest earning assets to take advantage of the spread differentials between the assets in the SIV and the funding cost. See Risk Management section – Barclays Capital Credit Market Exposures.

‘Structural liquidity’ The liquidity available from current positions – principally unpledged marketable assets and holdings of term liabilities with long remaining lives.

‘Structured finance/notes’ A structured note is an investment tool which pays a return linked to the value or level of a specified asset or index and sometimes offers capital protection if the value declines. Structured notes can be linked to equities, interest rates, funds, commodities and foreign currency.

‘Subordination’ The state of prioritising repayments of principal and interest on debt to a creditor lower than repayments to other creditors by the same debtor. That is, claims of a security are settled by a debtor to a creditor only after the claims of securities held by other creditors of the same debtor have been settled.

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Glossary of terms

continued

 

 

‘Subordinated liabilities’ Liabilities which, in the event of insolvency or liquidation of the issuer, are subordinated to the claims of depositors and other creditors of the issuer.

‘Sub-Prime’ Defined as loans to borrowers typically having weakened credit histories that include payment delinquencies and potentially more severe problems such as court judgements and bankruptcies. They may also display reduced repayment capacity as measured by credit scores, high debt-to-income ratios, or other criteria indicating heightened risk of default. See Risk Management section – Credit Market Exposures.

‘Tax paid’ All amounts paid to taxation authorities during the year in respect of taxes borne and collected by the Group. This includes corporate income tax paid, taxes paid on behalf of employees, irrecoverable VAT and other taxes.

‘Tier 1 capital’ A measure of a bank’s financial strength defined by the FSA. It captures Core Tier 1 capital plus other Tier 1 securities in issue, but is subject to a deduction in respect of material holdings in financial companies.

‘Tier 1 capital ratio’ The ratio expresses Tier 1 capital as a percentage of risk weighted assets.

‘Tier 2 capital’ A capital measure defined by the FSA. Broadly it includes qualifying subordinated debt and other Tier 2 securities in issue, eligible collective impairment allowances, unrealised available for sale equity gains and revaluation reserves. It is subject to deductions relating to the excess of expected loss over regulatory impairment allowance, securitisation positions and material holdings in financial companies.

‘Top-line income’ Income before own credit gains/losses and credit market write downs.

‘Total shareholder return (TSR)’ Defined as the value created for shareholders through share price appreciation, plus reinvested dividend payments.

‘UK & Ireland’ See Barclays Corporate.

‘US Credit Card Act’ Credit Card Accountability Responsibility and Disclosure Act of 2009 (CARD Act). Legislation signed into US law on 22nd ay 2009 to provide changes to credit card industry practices in the US including significantly restricting credit card issuers’ ability to change interest rates and assess fees to reflect individual consumer risk, change the way payments are applied and requiring changes to consumer credit card disclosures. The majority of the provisions became effective in February 2010.

‘Value at Risk (VaR)’ An estimate of the potential loss which might arise from market movements under normal market conditions, if the current positions were to be held unchanged for one business day, measured to a confidence level. (Also see DVaR).

‘Whole loans’ A mortgage loan sold in its entirety when the buyer assumes the entire loan along with its rights and responsibilities. A whole loan is differentiated from investments in which the buyer becomes part owner of a pool of mortgages. See Risk Management section – Credit Market Exposures.

‘Wholesale Loans’ Lending to larger businesses, financial institutions and sovereign entities.

‘Write down’ After an advance has been identified as impaired and is subject to an impairment allowance, the stage may be reached whereby it is concluded that there is no realistic prospect of further recovery. Write downs will occur when, and to the extent that, the whole or part of a debt is considered irrecoverable.

 


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Table of Contents
Barclays PLC Annual Review 2010   www.barclays.com/annualreport10

About Barclays

We are a major global financial services provider engaged in retail banking, credit cards, corporate and investment banking, and wealth management with an extensive international presence.

 

 

 

Group total income

£31,440m

 

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UK Retail Banking – £4,518m total income

UK Retail Banking is a leading UK high street bank providing current account and savings products and Woolwich branded mortgages. UK Retail Banking also provides unsecured loans, protection products and general insurance as well as banking and money transmission services to small and medium enterprises.

Barclaycard – £4,024m total income

Barclaycard is an international payments business which manages about £200bn in annual payment value and offers a broad range of payment solutions to consumer and business customers in 22 countries throughout the world.

Western Europe Retail Banking – £1,164m total income

Western Europe Retail Banking provides retail banking and credit card services in Spain, Italy, Portugal and France. The business is building a differentiated proposition providing banking services to retail and mass affluent customers through a variety of distribution channels.

Barclays Africa – £801m total income

Barclays Africa provides retail, corporate and credit card services across Africa and the Indian Ocean. It provides tailored banking (including mobile banking and Sharia-compliant products) to over 2.7m customers and has a top 3 position in

8 of the 10 countries in which we operate.

Absa – £2,899m total income

Absa provides a full range of retail banking services and insurance products through a variety of distribution channels. It also offers customised business solutions for commercial and large corporate customers. It is part of one of South Africa’s largest financial services organisations.

Barclays Capital – £13,600m total income

Barclays Capital is the investment banking division of Barclays. It provides large corporate, government and institutional clients with a full spectrum of solutions to meet their strategic advisory, financing and risk management needs. Barclays Capital has a global presence providing advisory services and distribution power to meet the needs of issuers and investors worldwide.

Barclays Corporate – £2,974m total income

Barclays Corporate provides integrated banking solutions to large corporates, financial institutions and multi-nationals in the UK & Ireland, Continental Europe and New Markets.

Barclays Wealth – £1,560m total income

Barclays Wealth is the wealth management division of Barclays. It focuses on private and intermediary clients worldwide, providing international and private banking, investment management, fiduciary services and brokerage. It has offices in Europe, North America, Asia and Africa.

Investment Management – £78m total income

Investment Management manages the Group’s 19.9% economic interest in BlackRock, Inc. and the residual elements relating to Barclays Global Investors, which was sold on 1st December 2009.

Head Office and Other Operations – £178m total loss

Head Office Functions and Other Operations comprise head office and central support functions, businesses in transition and consolidation adjustments.

 


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Barclays PLC Annual Review 2010   www.barclays.com/annualreport10           01   

2010 Performance highlights

 

 

Profit before tax    Net income    Impairment
£6,065m    22% up    30% down

Group profit before tax up 32% on 2009,

adjusted profit before tax up 11%

   Net income of £25,768m, up 22% on 2009   

Impairment of £5,672m, down 30%, giving a loan
loss rate of 118bps compared to 156bps for 2009

 

Return on equity    Core Tier 1 ratio    Group liquidity pool
7.2%    10.8%    £154bn
Improved returns on average shareholders’ equity
of 7.2% (2009: 6.7%)
   Core Tier 1 capital ratio of 10.8% (2009: 10.0%)   

Group liquidity pool improved by 21% from

£127bn in 2009

 

Net hiring    Global tax paid    Gross new lending to UK
2,000    £6.1bn    £43bn

Created 2,000 new jobs, 80% of which were

in the UK

  

UK tax paid of £2.8bn, including £1.3bn

on behalf of employees

  

Gross new lending to UK households and

businesses increased to £36bn, plus £7.5bn

from the acquisition of Standard Life Bank

 

     
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Contents

 

02 Executing our strategy
03 Key performance indicators
04 Group Chairman’s statement
06 Chief Executive’s review
08 Finance Director’s review
10 Leadership and governance
12 Business review
18 Risk management review
19 Summary remuneration report
22 Financial strength and share capital and other information
24 Citizenship
26 Summary financial statements
28 Governance and accountability
29 Shareholder information

Cover image:

Barclays is the exclusive sponsor of Barclays Cycle Hire which was launched on 30 July 2010 in London. It already sees more than 5,000 cycles available in central London, with nearly 3 million journeys completed. The scheme makes a positive contribution to society in London and partners Barclays with a sustainable and environmentally friendly mode of transport.

 


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02            Barclays PLC Annual Review 2010    www.barclays.com/annualreport10

Executing our strategy

Delivering superior performance through diversification by business, geography and funding sources, and relentless focus on customers and clients

 

 

 

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We continue to believe that our integrated universal banking strategy is the best model to serve our customers and clients as well as optimising risk-adjusted returns for our shareholders.

Customer and client focus

Our customers and clients are at the centre of our strategy and business model. Putting their needs first is essential to developing a long term sustainable business.

Geographic spread

We aim to meet the needs of our clients and build a business with diverse revenue sources, business segments, customer and clients and geographic exposure.

Product breadth

The most successful banks are those that serve their clients across all their needs though a wide range of distribution channels.

Risk management

Effective risk management underpins all the commercial decisions we take. As a global universal bank we are well placed to understand the risks our clients take because of the breadth and depth of the relationships we have with them.

Financial discipline

As we look to execute on our strategy and build the business, it is essential to ensure that we retain financial discipline required to deliver returns.

 

 

 

 

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Whilst business model and strategy determine the shape and direction of Barclays, performance is managed against a specific set of key performance indicators (KPIs).

These KPIs are closely aligned to our execution priorities in order to deliver on our goal of generating top quartile shareholder returns over time.

Our execution priorities are:

Capital – operating within our capital resources
Returns – generating returns in excess of our cost of equity
Income growth – sustainable growth in selected markets and geographies
Citizenship – demonstrating our wider value to society both globally and in every community we serve
 


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Barclays PLC Annual Review 2010   www.barclays.com/annualreport10           03   

Key performance indicators

 

 

Key performance indicators (KPIs)

Our Group KPIs provide a framework of key financial, strategic and citizenship measures which we monitor to assess our aggregate performance. These KPIs are updated periodically as our strategy and execution priorities evolve.

 

KPIs    Measures    2010      2009      2008  

Capital

  

Core Tier 1 ratio

 

 

     10.8%         10.0%         5.6%   
      
  

Adjusted gross leverage

 

 

     20x         20x         28x   
   

Returns

   Return on average shareholders’ equity (RoE)      7.2%         6.7%         14.3%   
   Return on average tangible shareholders’ equity (RoTE)      8.7%         9.0%         21.3%   
      
   Profit before tax      £6,065m         £4,585m         £5,136m   
      
   Cost: income ratio      64%         57%         63%   
      
   Loan loss rate      118bps         156bps         95bps   
      
   Dividend      5.5p         2.5p         11.5p   
   

Income growth

   Total income      £31,440m         £29,123m         £21,199m   
      
   Income by geography:         
   UK & Ireland      40%         45%         57%   
   Europe region      15%         15%         19%   
   Americas      25%         22%         0%   
   Africa      15%         14%         17%   
   Asia      5%         4%         7%   
   

Citizenship

   Gross new lending to UK households and businesses      £43bna         £35bn         n/a   
      
   Global investment in our communities      £55.3m         £54.9m         £52.2m   
      
  

Colleagues involved in volunteering, regular giving and

fundraising initiatives

     62,000         58,000         57,000   
      
   Group Employee Opinion Survey (EOS) – Proud to be Barclays      83%         81%         81%   
      
   Percentage of senior managers who are female      24%         24%         25%   
   

A fuller analysis of Group KPIs including definitions and why these KPIs are considered important can be found in the Annual Report on pages 28 to 31.

Note

a Gross new UK lending of £43 billion includes £7.5 billion arising from the acquisition of Standard Life Bank.


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04        Barclays PLC Annual Review 2010   www.barclays.com/annualreport10

Group Chairman’s statement

Marcus Agius

 

 

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“Whilst it is too early to say that the financial crisis is over, I believe it is important to reflect on the progress that has been made over the last few years in improving the resilience of the banking sector”

2010 saw a continuation of the global economic recovery which began in 2009 and while the level of global economic activity remains weak – reflected in high unemployment rates – the recovery is intact, and the fears of a double-dip recession in developed economies that emerged in the middle of last year have largely abated.

Indeed, global GDP growth averaged nearly 5% in 2010, led by the emerging economies although growth in most of the developed world was generally below trend. Global growth is expected to slow to approximately 4.25% in 2011, with the recovery in the UK being tempered by policy tightening. Downside risks remain: we saw, for example, the re-emergence of sovereign risk concerns in certain European countries in the last quarter of 2010 and at the start of this year and more recently the unrest in a number of Middle Eastern and North African countries is affecting the price of oil and confidence generally. We expect these problems to be contained, but while the outlook for markets is sanguine for now, it is vulnerable to any hints that monetary policy support might be withdrawn.

Whilst it is too early to say that the financial crisis is over, I believe it is important to reflect on the progress that has been made over the last few years in improving the resilience of the banking sector. This is because there is, in some quarters, the sense that nothing has changed as a result of the crisis: in fact a huge amount has already been achieved. To begin with, the banking system as a whole is now much better capitalised than before the crisis – for example, Barclays Core Tier 1 Capital at the end of 2010 was 10.8%, nearly double the level at the end of 2008. Liquidity has also been strengthened significantly – Barclays held a Liquidity Pool of over £150bn at the end of 2010, more than three times the level at the end of 2008. Considerable change has also been made in other areas across the sector: leverage is lower; stress testing has been institutionalised; the Financial Stability Board principles on Remuneration have been widely implemented and, finally, good progress is being made in the vital area of recovery and resolution planning. We still await final rules in other important areas, however, including the minimum levels of capital to be held by systemically important financial institutions and we also await the report from the Independent Commission on Banking in the UK.

The importance of the regulatory reform agenda cannot be overstated. A great deal has already been achieved and we support strong regulation in order to support strong banks for the benefit of all. Accordingly, we have made a significant contribution to the debate and much of it necessarily requires the attention of our most senior people. While we recognise the need for this to happen – and welcome the prospect of a better outcome – we nevertheless also look forward to the time when the “new normal” in regulatory terms is finally established so that we can focus on our core business of banking, namely supporting our clients and so assisting the creation of economic growth and jobs. It is now important that the remaining issues – and in particular uncertainty – are resolved as quickly as possible.

I stated in my report last year that the new regulatory architecture should meet three objectives and it is important to reiterate them:-

 

A safer and more secure financial system;

 

A banking industry that is well equipped to support the needs of the global economy; and

 

The ability of the suppliers of financial capital to earn a positive return on their capital.

The Basel Committee is sensibly phasing in over a period of years the new regulatory requirements in respect of both capital and liquidity. This will help ensure that the banking system can continue to support the needs of the global economy and in particular to finance the recovery in the developed economies. History shows that new regulations invariably lead to unintended consequences, so it will be crucial continuously to monitor their effects to ensure that the desired outcomes are achieved. It will also be vital to ensure that the new rules are applied

 


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Barclays PLC Annual Review 2010   www.barclays.com/annualreport10           05   

 

 

 

consistently on a worldwide basis in order to allow international banks such as Barclays to operate on a global level playing field. It would be very dangerous if countries such as the UK continued in a position of regulatory super-equivalence, a position that makes it harder to support private sector led economic growth.

Banks must show by their actions that they understand the public concerns over the mistakes of the past, assist and collaborate in the reform process and recognise their obligation to contribute to economic recovery. A successful banking system brings many benefits to society, including:

Lending

The supply of credit is at the heart of economic activity and it is the role of banks in performing this function to facilitate appropriate risk taking in the economy by households and businesses. In Barclays alone, we lend about £500bn to customers and clients worldwide. In 2010, our gross new UK lending totalled £43bn, including £7.5bn arising from the acquisition of Standard Life Bank.

The main UK banks recently made substantial commitments relating to lending to UK businesses, including making available the appropriate capital and resources to support gross new lending of £190bn in 2011, should sufficient demand materialise. In addition, the main UK banks have also agreed to contribute to the creation of an equity fund which the banks expect to grow over the coming years to £1.5bn to support growth in companies with an annual turnover of between £10m-£100m.

Employment

Barclays employs nearly 147,500 people of whom 60,000 are in the UK. The banking sector as a whole employs nearly 500,000 people across the UK and the jobs of many more are related to the success of the wider financial services industry.

Payment of Tax

Successful banks pay tax on their profits and in the last “normal” year before the credit crunch (2006), the total direct and indirect taxation paid by the banking sector in the UK was nearly £40bn. As the sector recovers, it will again become a major contributor to Governments across the world and particularly in the UK.

Payment of Dividends

Successful banks pay dividends to their owners – typically pension funds and mutual funds – and dividend payments from UK Banks totalled over 20% of total FTSE dividends in 2006. This figure has been significantly reduced because of the crisis and in Barclays we have had to maintain a conservative dividend policy because of regulatory uncertainty. But it is in the interests of our owners and individual pensioners to see a successful banking system again providing a significant source of income to institutional and private savings vehicles. Our dividend policy has been progressive over the past two years and we expect it to remain so.

Community Support

Investing in the communities in which we operate is something that has always been important to Barclays and our employees around the world.

Despite the impact of the crisis, Barclays resolved not to reduce its level of community support and, in 2010, we invested over £55m in carefully targeted programmes around the world.

Our truly global community investment programme now supports projects in 37 countries, reaching more than one and a half million people and providing support to over 8,000 organisations.

To make this happen, over 62,000 colleagues gave their time, energy and expertise to volunteering, fundraising and regular giving initiatives throughout the year – a record figure, of which we are justifiably proud. You will see from the Chief Executive’s review that Citizenship, and in particular, demonstrating our credentials as a global citizen, is one of our priorities in 2011.

The scale of each of these components of contribution is profoundly affected by the ability of the UK industry to compete with the best international peers. In order to maximise the contribution of UK banks to society, we must be allowed to compete on a level playing field within a secure regulatory framework. We recognise the need to pay responsibly, including much greater levels of deferment, greater use of equity and the ability to claw back payments in specific circumstances. As Chairman, I am acutely aware of the public disquiet over remuneration in the industry. Barclays is committed to acting responsibly in this area. We are fully compliant with all regulatory requirements and our remuneration systems are designed to reward success, not failure. If we are to remain competitive in a global market place, however, it is simply not an option for us unilaterally to reduce compensation levels. We can only contribute to society if we are able to recruit and retain good people. Against the above background, we are very grateful to John Varley in leading the industry discussions with the UK Government which resulted in a collective statement by the major UK banks which underlined the banks’ recognition of their responsibility to support economic recovery and to show responsibility on pay. Accordingly, Barclays 2010 bonus pool was down 7%, despite increased profits and income, in line with our commitment to the UK Government for restraint.

CEO Succession

A key development during the year was the announcement that Bob Diamond would succeed John Varley as Chief Executive. While I set out in the Governance and accountability section the background to the decision to appoint Bob and in particular, the process that was followed, I would like to pay tribute here to the exceptional job performed by John during his tenure as CEO. Barclays has been transformed since he became CEO in September 2004, enabling Barclays to take its place in the first rank of global universal banks. There can have been no greater test of leadership than to have been CEO during the financial crisis and John brought the bank through this period with courage and creativity. We are fortunate that he will continue to be available to us as an advisor on regulatory matters until September.

We are also fortunate that we have such a capable and qualified replacement in Bob Diamond. He has a proven track record as a business leader and the Board and I are looking forward to working with him to take Barclays forward in the years ahead as he builds on his many achievements to date.

Board Changes

We appointed two new Directors during the year. Dambisa Moyo was appointed in May and her background in financial services and as a global economist will bring valuable insights to the Board. Alison Carnwath was appointed in August. She is Chair of Land Securities and has a long history in financial services as a banker and a director of a number of global financial services businesses. Leigh Clifford retired from the Board on 30 September. He made an extremely valuable contribution to the Board and we benefitted greatly from his experience and his wisdom, particularly during the financial crisis. We wish him well for the future.

In conclusion, I would like on behalf of the Board to thank two particular groups of stakeholders. First, our many shareholders for their support in 2010. We weathered the storm as well as we did because of a combination of public support – for which we are sincerely grateful – proactive management and the underlying strength of our business. Our resolve now is to build on this strength to sustain the delivery of value for our shareholders into the future. Finally, our thanks go out to all Barclays 147,500 employees who have continued to work very hard and to show dedication to the service of our customers and clients. This lies at the heart of any success we may achieve.

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Marcus Agius

Group Chairman

 


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06        Barclays PLC Annual Review 2010   www.barclays.com/annualreport10

Chief Executive’s review

Bob Diamond

 

 

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“I am proud of what we achieved in 2010, especially our profit growth and enhanced capital and liquidity positions”

Barclays delivered a significant increase in profit before tax in 2010 on both a headline and underlying basis. This was despite continued economic challenges in our principal markets: historically low interest rates; sluggish volumes in many market segments; and considerable regulatory uncertainty. In light of those circumstances, I am proud of what my colleagues have achieved.

We have much more to do to ensure that we can continue to deliver on our goal to produce top quartile total shareholder returns (TSR) over time. Over 2010, we ranked in the top quartile of our global peer groupa against which we measure our relative TSR performance with a performance of minus 4% reflecting difficult market conditions for bank stocks globally. I focus the latter half of this review on the commitments against which I believe we must deliver to continue to achieve our TSR goal.

 

 

We continue to believe that our integrated model provides superior benefits to our customers, clients and broader stakeholders because of its diversity by business, geography, customer and client type and funding source

 

 

2010 Performance

In his review a year ago, John Varley reiterated our focus on the three priorities that had guided us through the financial and economic crises to that point: staying close to customers and clients; managing our risks; and maintaining strategic momentum. That is where we focused our energy throughout 2010, so I will use these priorities for my review of the year.

Staying Close to Customers and Clients

Many of our customers and clients faced continued challenges throughout 2010. Our responsibility was clear – to be there for them, whatever their needs, whenever those needs arose. Our income performance in 2010 provides a good indication of the health of those customer and client relationships, with overall income up 8% to another new record. Our success by business was more mixed than I would like, reflecting either specific market dynamics or purposeful rebalancing on our part. I was particularly pleased with our income performance in UK Retail Banking, Barclays Africa and Absa, the non-US parts of our Barclaycard portfolio, the core UK arm of Barclays Corporate and Barclays Wealth. In Barclays Capital, while the absolute revenues are not yet where we want them, our progress in Equities and Investment Banking was demonstrably better in the latter half of the year and I am pleased by the way we outperformed most of our peers in the final quarter of the year.

Lending is a fundamental part of what we do to support economic growth and our customers and clients. In the UK, there remains significant political and media attention on the banks’ lending delivery. In 2010, we provided £43bn of gross new lending to UK households and businesses including £7.5bn of UK loans from the acquisition of Standard Life Bank at the beginning of the year. We are open for business.

Managing Our Risks

I believe the outcomes on key risk-related metrics demonstrate clearly our success over the past year.

 

We ended 2010 with even stronger positions on capital (10.8% Core Tier 1 ratio) and liquidity (£154bn) than we started the year, whilst maintaining our adjusted gross leverage at 20x;

 

Balance sheet growth was modest, particularly on a risk-weighted asset basis; and

 

Impairment was down considerably, and our 2010 loan loss rate of 118bps was materially lower than the 156bps charge in 2009, though still above our long term average of around 90bps over the last two decades.
 

 

a 2010 peer group: Bank of America, BBVA, BNP Paribas, Credit Suisse, Deutsche Bank, HSBC, JP Morgan, Morgan Stanley, Santander, Société Générale and UniCredit.
 


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Barclays PLC Annual Review 2010   www.barclays.com/annualreport10           07   

 

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Maintaining Strategic Momentum

We will continue to pursue the same strategic priorities under my leadership in 2011 that we pursued under John Varley in 2010. We remain focused on ensuring that we capitalise on the value that our universal banking model brings to our customers and clients. A key part of that remains the diversification of our business by geography, business line, client and customer types and funding sources.

Compensation

In making decisions around compensation for 2010, we have sought to balance the responsibility to be sensitive to the external environment with the commercial necessity of ensuring that our decisions allow us to attract and retain the talent we need to deliver for all our stakeholders. This was not an easy task. Our decisions are also fully compliant with the significantly altered regulations that now govern discretionary pay awards, especially the re-written FSA Remuneration Code, and with our commitments made under Project Merlin. As a result, the amount of discretionary compensation awards that are deferred has increased further; the proportion of equity in the deferral structures has increased; and we have developed an innovative structure for a deferred compensation scheme for our most senior employees that links future pay-outs under the scheme to the Group’s core capital position at the time. In total, and against a backdrop of a 32% increase in Group profit before tax for 2010, our performance awards (which exclude charges relating to prior year deferrals but include current year awards vesting in future years) were down 7% on 2009.

 

 

Our focus is on execution, which means delivering on our commitments in four key areas: maintaining a strong capital base; improving returns; delivering selective income growth; and demonstrating our credentials as a global citizen

 

 

2011 Execution Priorities

At the time my succession was announced, I made it clear that I had no intention of materially altering the strategy that the Group has been pursuing for some time. My attention has been, and will continue to be, focused squarely on increasing the pace and intensity of execution of that strategy. The level of uncertainty in the economic and regulatory environment remains high, but we cannot allow that to distract us. We must make clear commitments to the market, and then deliver against them, in four areas.

1. Capital

We must remove the uncertainty associated with the impact of the implementation of new Basel rules on our capital ratios. The combination of where we finished 2010 and the continued demonstration of our ability to generate substantial equity organically should go some way towards this. While there are significant regulatory questions to be resolved in 2011 – especially the outcome of the Financial Stability Board’s deliberations on so-called “G-SIFIs” (i.e. systemically important financial institutions at a global level, one of which we expect to be Barclays) and, in the UK, the recommendations of the Independent Commission on Banking – we believe that we will be able to manage those impacts. But we recognise that we must maintain a strict and pro-active focus on our capital levels, leverage, balance sheet growth and utilisation and the disposal of legacy assets.

2. Returns

The new environment will necessitate lower returns than the period just preceding the recent crisis, but I believe the difference in performance between winners and losers by this vital measure will be stark. Our priority is to ensure we are a winner. The returns we are currently generating will not be acceptable to our shareholders over the medium term.

We must be in a position to deliver at least a 13% return on equity and a 15% return on tangible equity by the end of our planning cycle. We also expect our cost of equity to decline towards 10% relative to a 12.5% cost in 2010 and

the 11.5% cost we have set for 2011 over this period as the worst impacts of the credit crisis abate and the major economies in which we operate return to growth.

We have instigated a disciplined, rigorous and continuous review of our portfolio to ensure that we can achieve those levels of return. We have already undertaken a strategic review of our operating model that should take out considerable running costs over the medium-term, and you should expect us to continue to act to adjust our business and asset portfolio mix as required to achieve our return goals.

3. Top-line growth

While we are focused on improving returns, we cannot take our eye off the top-line, so we will selectively invest for growth in business areas where the return justifies it. There are clear examples across the Group, including: Barclays Wealth (where our strategic investment programme, known as the Gamma plan, is now one year into delivery); Barclaycard’s Global Business Solutions activities which provides commercial payment services; monetising the build-out of Equities and Investment Banking in Barclays Capital; and capitalising on opportunities in Asia and Africa. We expect that this continued investment in growth will be largely organic, as was our development over the past decade of Barclays Capital and Barclays Global Investors.

4. Citizenship

In general we as banks need to do more to help foster economic growth and job creation as well as helping the public understand better the significant role we already play in this regard. I take pride in the culture at Barclays, where many of my colleagues work selflessly to help those in need in their local communities and we apply our expertise to real world issues. We must do a better job of helping those outside the organisation see the scale of what we do and the impact it has as we seek to intensify our efforts here. You can expect to hear much more from us in this space later this year.

 

 

Job creation, stimulating economic growth and investing in communities in which we work are at the core of our citizenship agenda

 

 

Conclusion

I have 147,500 colleagues around the world who are focused on bringing the best of Barclays to everything that they do, everyday. They have delivered unfailingly over the past three years. We have many more challenges ahead, but I know I have their support in tackling them. It is my honour to lead them, and this great institution, as we look to deliver against the expectations of all of our stakeholders, most importantly our customers and clients, over the coming months and years.

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Bob Diamond

Chief Executive

 


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08                 Barclays PLC Annual Review 2010   www.barclays.com/annualreport10

Finance Director’s review

Chris Lucas

 

 

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“These are a solid set of results, which we achieved in what was a difficult environment for many of our businesses. Our success is down to our continued dedication to delivering for our customers and clients”

Barclays delivered profit before tax of £6,065m in 2010, an increase of 32% (2009: £4,585m). Excluding movements on own credit, gains on debt buy-backs and gains on acquisitions and disposals, Group adjusted profit before tax increased 11% to £5,464m (2009: £4,942m).

Income increased 8% to £31,440m (2009: £29,123m). Barclays Capital reported a 17% increase in total income to £13,600m (2009: £11,625m). This reflected a substantial reduction in losses taken through income relating to credit market exposures which fell to £124m (2009: £4,417m) and a gain relating to own credit of £391m (2009: loss of £1,820m). Top-line income at Barclays Capital, which excludes these items, declined 25% to £13,333m relative to the exceptionally strong levels seen in 2009. Overall activity levels improved towards the end of the year, with top-line income in the fourth quarter of 2010 increasing 20% on the third quarter to £3,380m. Global Retail Banking income increased 1% to £10,507m, with good growth in UK Retail Banking and Barclays Africa, with income flat in Barclaycard, and a decline in Western Europe Retail Banking. Income was up 14% in Absa. Barclays Corporate reported a decrease in income of 7% and income was up 18% in Barclays Wealth.

Impairment charges and other credit provisions improved 30% to £5,672m (2009: £8,071m). This was after an increase of £630m in impairment on the Spanish loan book in Barclays Corporate – Continental Europe. All other businesses reported improvements in impairment charges. Overall impairment charges as a proportion of Group loans and advances as at 31st December 2010 was 118bps, compared to 156bps for 2009.

As a result, net income for the Group after impairment charges increased 22% to £25,768m (2009: £21,052m).

Operating expenses increased £3,256m to £19,971m, a 19% rise compared to the 22% growth in net income. Costs at Barclays Capital increased £1,703m, largely reflecting investment in the business across sales, origination, trading and research functions, investment in technology and infrastructure and increased charges relating to prior year deferrals. Across the Group, restructuring charges totalled £330m (2009: £87m) particularly in Barclays Corporate (£119m) and Barclays Capital (£90m) focusing on delivering future cost and business efficiencies. Goodwill of £243m was written off in Barclays Corporate – New Markets to reflect impairment to the carrying value of Barclays Bank Russia business as our activities there are refocused. As a result, the Group’s cost: income ratio increased to 64% (2009: 57%). The cost: net income ratio improved from 79% to 78%, reflecting the reduced impairment charges compared with 2009.

Staff costs increased 20% to £11.9bn (2009: £9.9bn), of which performance costs amounted to £3.5bn (2009: £2.8bn). Within this total, 2010 charges relating to prior year deferrals increased by £0.7bn relative to 2009. The Group 2010 performance awards (which exclude charges relating to prior year deferrals

 

 

 

Total tax contribution

Barclays role as a corporate citizen remained a key priority in 2010 and an important aspect of this was the tax contribution made to governments in the countries in which we operate.

In 2010 we made global tax payments of £6,149m, made up of £3,138m of taxes borne by Barclays and £3,011m of taxes collected from others on behalf of governments, principally being employee income taxes which arise through Barclays economic activity. Barclays paid corporate income tax of £1,458m in 2010.

The total tax paid to the UK Exchequer in 2010 was £2,827m, made up of £1,381m of taxes borne by Barclays and £1,446m of taxes collected on behalf of governments which includes £1,347m of tax payments made on behalf of staff.

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but include current year awards vesting in future years) were down 7% on 2009 at £3.4bn. Within this, the Barclays Capital 2010 performance awards were down 12% at £2.6bn, compared to an increase in headcount of 7%.

Shareholders’ Equity

Shareholders’ equity, including non-controlling interests, increased 6% to £62.3bn in 2010 driven by profit after tax of £4.6bn and £1.5bn generated on exercise of warrants. Net asset value per share was 417p (2009: 414p). Net tangible asset value per share was 346p (2009: 337p).

Balance Sheet

Total assets increased £111bn to £1,490bn in 2010. The biggest increases were in cash and balances at central banks, trading portfolio assets and reverse repurchase lending. Loans and advances increased by £4bn and derivative assets and liability balances increased marginally. Adjusted gross leverage, being the multiple of adjusted total tangible assets over total qualifying Tier 1 capital, was 20x as at 31st December 2010 (2009: 20x) and moved within a month end range 20x to 24x during 2010, reflecting fluctuations in normal trading activities.

Capital Management

At 31st December 2010, on a Basel II basis, the Group’s Core Tier 1 ratio was 10.8% (2009: 10.0%) and the Tier 1 ratio was 13.5% (2009: 13.0%), representing a strengthening of our capital ratios ahead of the effects of expected regulatory capital changes.

Risk weighted assets increased 4% from £383bn to £398bn in 2010. Year on year there was a £22bn reduction in underlying risk weighted assets (predominantly in Barclays Capital) as a result of capital management efficiencies and reduced levels of risk and inventory. This was offset by both methodology and model changes, which increased risk weighted assets by approximately £28bn. Foreign exchange and other movements accounted for a further increase of £9bn.

Retained profit contributed approximately 70bps increase to Core Tier 1 ratio from 10.0% to 10.8%. Other movements in Core Tier 1 included the exercise of warrants in February and October 2010, which generated shareholders’ equity of £1.5bn, contributing approximately 40bps to the Core Tier 1 ratio. The movement in the fair value of the Group’s holding in BlackRock, Inc. resulted in an adverse impact of approximately 20bps on the Core Tier 1 ratio over the year.

The Basel Committee of Banking Supervisors issued final Basel III guidelines in December 2010 and January 2011. The new standards include changes to risk weights applied to our assets and to the definition of capital resources and are applicable from 1st January 2013 with some transitional rules to 2018. The Basel III guidelines have yet to be implemented into European and UK law and therefore remain subject to refinement and change. Recognising the new rules are not complete, based on our current assessment of the guidelines, we expect that we will continue to have a strong capital position post implementation.

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Note

a Taxes collected on behalf of governments, including income tax and social security payments for employees (of which £1,347m relates to UK employees).

Liquidity and Funding

The liquidity pool held by the Group increased £27bn to £154bn at 31st December 2010 (2009: £127bn), of which £140bn was in FSA-eligible pool assets.

The Basel III guidelines propose two new liquidity metrics: the Liquidity Coverage Ratio, which measures short term liquidity stress and is broadly consistent with the FSA framework, and the Net Stable Funding Ratio, which measures the stability of long term structural funding. Applying the metrics to the Group balance sheet as at 31st December 2010, the Liquidity Coverage Ratio was estimated at 80% and the Net Stable Funding Ratio was estimated at 94%.

The Group continues to attract deposits in unsecured money markets and to raise additional secured and unsecured term funding in a variety of markets. As at 31st December 2009, the Group had £15bn of publicly issued term debt maturing during 2010. The corresponding figure for 2011 is £25bn. During 2010 the Group issued approximately £35bn of term funding, which refinanced the 2010 requirement, comprising both maturities and early repayments, as well as pre-financed some of the 2011 and 2012 maturities. Additional term funding raised in 2011 will support balance sheet growth, further extension of liability maturities and strengthening of our liquidity position.

Dividends

It is the Group’s policy to declare and pay dividends on a quarterly basis. The Group will pay a final cash dividend for 2010 of 2.5p per share on 18th March 2011 giving an aggregate declared dividend for 2010 of 5.5p per share.

Outlook

We have had a good start to 2011, benefitting from higher volumes. Group income and profit before tax in January were ahead of 2010 average monthly run rates.

The Group is embarking on a programme to reduce its underlying cost base, with a view to ensuring that costs increase at a rate slower than income. We continue to see good impairment trends across the Group and are cautiously optimistic that we will see a further improvement in 2011, albeit at a lower rate than in 2010.

Our balance sheet in 2011 will be impacted by the implementation of new regulatory requirements for market risk which we currently expect to add around £50bn to our total risk weighted assets and have a corresponding impact on our capital ratios. We will continue to manage balance sheet growth cautiously, whilst ensuring that the lending capacity we have committed to put in place in the UK is available. We will also maintain a conservative but progressive dividend policy pending further clarity regarding the final capital, liquidity and other prudential requirements that may be made of us by our regulators.

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Chris Lucas

Group Finance Director

 


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Leadership and governance

Board of Directors

 

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Leadership and governance

Executive Committee

 

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Note

a Cathy has announced her departure from Barclays and will be leaving on 31st March 2011.


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Business review

Global Retail Banking

 

 

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“In 2010 we delivered a good financial performance with increasing momentum through the year and made strong progress against our strategic and financial goals”

Our promises

 

 

 Global Retail Banking

  

 

2013 Targets

 

 Income and profit  growth

  

 

 

 

Strong compound annual profit growth

    

 

 

 

Income growth in excess of cost growth

 

 Stable funding ratio

  

 

 

 

Deposits and secured funding to keep pace with asset growth

 

 Depth, not breadth

  

 

 

 

Existing markets focus and continued product diversification

 

 Strong returns and

 net equity generation

  

 

 

 

 

 

c 2% RoRWA

 

13-15% RoE

 

c 20% RoTE

    
    

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.

We are focused on improving the service we provide to our customers and have seen positive results from this. For example, we’ve reduced the time it takes to issue a replacement debit card in the UK from five to two days.

Our use of innovation is also transforming the customer experience. Our pioneering contactless payment strategy in the UK has resulted in a much easier experience for our customers. Ninety percent of the contactless cards issued in the UK are now issued by Barclays, which puts us in a leading position. In Kenya and Botswana, registration for our mobile banking service increased almost four-fold over the year. In Western Europe, we continued to expand our 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. We’ve achieved greater depth through the integration of Standard Life Bank in the UK and Citigroup’s card business in Italy.

I am confident that we are on the right track to meet our objectives and deliver significant value to all our stakeholders.

Antony Jenkins

Chief Executive, Global Retail Banking

 


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Reinforcing our leading position

in technology and innovation

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At Barclays, we continue to lead the technological revolution that is sweeping across the banking world. We have pioneered contactless payments in the UK and we will be offering contactless mobile phone payment solution for customers in the summer of 2011. In addition, customers can also use their GPS facility on their mobiles to find the nearest Barclays branch and cash machines.

Recognising that mobile access is fast becoming the new frontier in the banking space, and building upon our achievements with Barclays.mobi in the UK, we recently went live in France and in Portugal, giving customers access to banking at a place and time that suits them. In Kenya and Botswana, registration for our mobile banking service this year increased almost four-fold.

At the same time, we continue to be leaders in bringing contactless technology to the UK, with approximately 90% of contactless transactions from a Barclays-issued card, and transaction volumes more than doubling in the last year.

Our innovative edge will allow us to move one step further in 2011. In the UK, in association with Orange (or Everything Everywhere as they are now known), Barclaycard customers, from the summer of 2011, will be able to use their mobiles for contactless payments of up to £15 for goods and services at retailers – by simply waving their handset against a contactless reader.

“This is the beginning of a revolution in how we pay for things on the high street. It’s a cultural shift that is as important as the launch of the personal credit card or ATMs.” (Gerry McQuade, Chief Development Officer at Everything Everywhere).

 

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Supporting

financial literacy

Helping people manage their money is at the core of our business, and is an important part of Barclays citizenship strategy. In 2010 we delivered more than 8,500 financial literacy workshops around the world, and through a combination of face-to-face seminars and online content, reached more than half a million people, helping them build the skills and confidence to manage their money effectively, achieve financial independence and build a secure future.

In the UK, Barclays Money Skills is working with key partners to develop a range of projects and tools to help vulnerable young people. For example, we’re working in partnership with Action for Children to benefit more than 2,500 of the hardest to reach young people. A case in point is Sean. Sean is 16 years old and lives in Glasgow. He is currently in the process of moving from a care home into supported living accommodation, where he will gradually be assuming responsibility for paying bills, furnishing his flat and providing meals for himself. Sean said: “… because of what I’ve learnt on the Barclays Money Skills course, I’ve made a spending plan, so I know what cash I have for food, travel, bills and my social life”.

GRB is also delivering financial literacy programmes in a number of other countries including Ghana, Mauritius, Zambia and Egypt. In Botswana, Barclays launched a financial literacy campaign in 2010 with the Baylor’s Teen Club. The Club is an organisation that provides life skills training and counselling to HIV positive adolescents. With Barclays support, the Teen Club is now working in six villages across the country and has partnered with Barclays colleagues to deliver training to 280 HIV positive teens.

 

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Business review

Corporate and Investment Banking

 

 

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“Our integrated universal banking model allows us to meet the needs of our clients by connecting capabilities from across the Barclays Group”

 

 

Our promises

 

 

 Barclays Capital

   2013 Targets

 

 Strong returns

  

 

  

 

c 15% RoE on Basel III basis

 

 

 

 Income growth

  

 

  

 

Additional £2bn in Equities and Investment Banking revenues

 

 Cost management

  

 

  

 

60-65% cost: net income ratio

 

 

 Barclays Corporate

  

 

2012 Target

 

 Profitability

  

 

  

 

Return to aggregate profitability

 

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.

Barclays Capital is a premier global investment bank operating at the very top of the investment banking industry. In a challenging year, the business increased profit before tax by 2%, and generated a 17% increase in total income by remaining close to its clients.

Barclays Corporate is strengthening its relationship-led core UK business, where significantly reduced impairment and a focus on clients drove a 16% increase in profit before tax. Overall though, Barclays Corporate recorded a loss and we have taken decisive action in Russia and Spain to either exit or refocus operations that are not generating the returns we expect. 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.

 

Jerry del Missier   Rich Ricci
Co-Chief Executive,   Co-Chief Executive,
Corporate and   Corporate and
Investment Banking   Investment Banking
 


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What is corporate and investment banking?

 

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Corporate and Investment Banking is about helping corporate, government and institutional clients to finance and grow their operations, manage their risks and invest their capital.

Capital raising and financing – We lend money, and enable companies, banks, cities and countries to raise equity capital and issue debt in the capital markets; to provide cashflow and enable investment in the future. The right type of lending is different for every client: from overdraft facilities and asset-based finance, to rights issues and syndicated loans.

Providing opportunities to generate returns – We support clients, like pension managers and investment funds, in making decisions on where to make their investments and in executing those investments. With our support, they can achieve the returns they need to meet their obligations and satisfy their customers.

Risk management – We can help clients manage many of the risks they face, from foreign exchange and interest rate risk, to the varying price of commodities. This reduces uncertainty and allows clients to focus on their core operations.

Strategic and financial advice – We advise clients on how to manage and expand their businesses. That might be through a merger or an acquisition, or it might be through the best way to manage their balance sheet, capital or cash flow.

 

 

 

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Mayfly Containers expands into overseas markets

 

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Established in 1983 Mayfly is a family-run business based in Derbyshire which manufactures containers used for the deep-sea off-shore oil and gas industries. Barclays Corporate has banked the business since 1985.

In 2009, Mayfly identified an opportunity to expand into overseas markets, focusing primarily on China and Brazil. Barclays Corporate was able to assist the company with their expansion strategy by providing foreign exchange expertise, information on rates, and risk management solutions to help protect the business from currency fluctuations.

David Rudge, Finance Director, said: “When we took the decision to expand into overseas markets, Barclays Corporate was able to assist us with our foreign exchange requirements. Our joint venture established in Brazil is proving successful and we continue to expand our operations in the export markets.”

 

Resolution acquires

AXA’s UK Life business

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Barclays Capital played multiple roles across all aspects of Resolution’s £2.75bn acquisition of the AXA UK Life Business last June. The success of the deal, and strength of relationships, led to the firm being appointed Joint Corporate Broker to Resolution in November – the third FTSE client and seventh overall Corporate Broking win last year.

In order to fund the cash component of the acquisition, Resolution announced a fully underwritten rights issue of approximately £2bn, and agreed a fully underwritten bridge facility of £400m.

Financing and executing the deal saw Barclays Capital hold multiple roles, including Joint Underwriter, Joint Bookrunner and Joint Corporate Broker on the rights issue, Joint Lead Arranger on the bridge facility and Joint Financial Adviser to Resolution on both the rights issue and the acquisition. The bridge facility was also jointly underwritten by Barclays Capital.

In the firm’s first lead role in a significant equity capital raising in Europe, and its first advisory role for Resolution, Barclays Capital demonstrated the strength of teamwork across the firm in delivering seamless capital markets, acquisition financing and advisory capabilities.

 


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Business review

Barclays Wealth

 

 

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“We are transforming Barclays Wealth into a premier global wealth manager”

In 2010, we launched a five-year strategy to transform Barclays Wealth and, in our first year, financial results were strong, with total income up by 18% to £1.56bn and profit before tax up by 14% to £163m. Adding back investment expenditure of £112m, we achieved a 92% increase in underlying profitability.

The early stages of 2010 marked a pivotal point for the wealth management industry. After the disruptive events of the financial crisis, we entered a more benign environment, with global wealth assets returning to pre-crisis levels. At Barclays Wealth, conditions were particularly favourable thanks to the strength of our balance sheet and brand and the successful consolidation of our Americas business – which made us a truly global player for the first time.

In this context we launched the “Gamma” programme in March. Gamma is a five-year project to invest £350m in our people, platforms and processes in order to achieve a step change in client experience and a significant improvement to our productive efficiency. We believe we can set a standard for the industry.

At the end of 2010 we are on or ahead of all our target metrics. Client assets grew by 8% over the year to £164bn, and we showed a net increase in banker headcount. We have seen an 18% improvement in the productivity of our relationship managers and 30% in our core High Net Worth business.

2011 will be a challenging year as we take on the next set of Gamma targets. These include material upgrades to our core platforms, an accelerated on-boarding process for clients and a refresh of our banker training and marketing tools. I remain confident that we can meet all of our commitments to our clients, thereby beginning to redefine the landscape of the wealth management industry.

Thomas Kalaris

Chief Executive, Barclays Wealth

 

 

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Barclays Wealth enters Japan

In July 2010, Barclays Wealth launched a unique joint venture in Japan with two highly qualified partners. SMBC Barclays Wealth Division brings together the local knowledge and heritage of the Japanese bank Sumitomo Mitsui Banking Corporation (SMBC), with the expert wealth management capabilities of Barclays Wealth, and the platform expertise of Nikko Cordial Securities, a wholly-owned subsidiary of SMBC.

In its first six months, SMBC Barclays Wealth Division is running successfully and has received a very promising response from the market. The need to demonstrate established trust and reputation in Japan has historically been a barrier for foreign firms wanting to enter the market. The success of the Barclays Wealth joint venture is testament to the determination of all three partners in building the right proposition for our Japanese clients.

 


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Business review

Absa

 

 

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“Aligning Absa more closely with Barclays Africa gives us better opportunities to serve clients across the continent”

As expected, 2010 was another challenging year given a slow, uneven economic recovery both globally and in South Africa. In particular, retail and corporate credit demand and transaction volumes remained muted.

Nonetheless, Absa managed to report 17% higher profit before tax, while continuing to invest significantly in our strategic growth initiatives. Lower interest rates and our enhanced collections capability improved our retail impairments materially. Moreover, our margin hedging strategy protected net interest income as rates fell to 36-year lows.

Our One Absa strategy is on track. It is enhancing business as usual, improving sustainable growth in target areas and strengthening the core fundamentals underlying our operations. While we believe that our operating environment will remain challenging, we also believe that we have the right strategy to grow the business and generate the returns that will keep us competitive.

As you know, Africa presents a significant opportunity for Barclays and the decision to align Absa more closely with Barclays Africa by executing a One Bank in Africa strategy gives us better opportunities to serve clients across the continent, thereby enhancing our joint competitive advantage.

Maria Ramos

Group Chief Executive, Absa Group Limited

 

 

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Citizenship – Financial Inclusion

A key component of our strategy is to find innovative and cost effective ways to serve Absa’s existing mass segment customers. As such, in 2010 we launched a number of innovative offerings:

 

a refocused branch approach called Absa 1234 offering transactional, loan, savings and insurance products;

 

a branchless banking approach which includes in-store banking (deposits, withdrawals, balance inquiry, air time purchases) with the merchant providing these services using a point of sale terminal with our In-Store Banking application;

 

a remote account opening service for savings and transmission accounts using mobile phone technology; and

 

a tap-and-go card product for low value payments.
 


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Risk management review

 

 

A benefit of universal banking is that impairment is diversified by product and by geography, and in practice it is also diversified in different phases across time periods. The positioning and diversification of our portfolios have helped us to remain profitable throughout the unprecedented market uncertainty of recent years.

2010 impairment review

There was a general improvement in credit conditions in our main markets during 2010.

In the UK, the economy recovered slightly during 2010 reflecting the lower than expected growth in unemployment rates, the sustained low interest rate environment and moderate GDP growth. However, a slowdown in growth was evident in the fourth quarter which is likely to lead to uncertainty in the near term. In addition, persistent unemployment and inflation, fiscal tightening, the possibility of weakening house prices and possible rising oil prices may have an adverse impact on the strength of the recovery which could increase the risk that a higher proportion of the Group’s customers and counterparties may be unable to meet their obligations.

Economic credit conditions have also continued to show signs of improvement in many other key markets, although, in Spain, the housing market remains depressed and, in the US, unemployment rates remain high.

Barclays constantly reviews its credit risk concentration in a number of areas including, for example, portfolio segments, geography, maturity and industry. In particular, in Spain, the Group has experienced elevated impairment across its operations, following a marked reduction in construction activity and shrinking consumer spending.

The Group has reduced its credit risk appetite to the most severely affected segments of the Spanish economy. In particular, new lending to the property and construction sector ceased and workout team resources have been increased significantly. As a result of management actions and economic conditions, impairment has continued to improve across all our businesses with the exception of the corporate portfolio in Spain. Even this portfolio has seen an improving trend in the second half and we expect this to continue in 2011.

The most significant reduction during the year was in Barclays Capital where single name losses were very small and there were lower charges against credit market exposures. In Global Retail Banking there was an overall improvement of 12% across all the portfolios as generally improving economic conditions and management actions led to reduced delinquency and charge-off rates.

Based on current trends we expect moderate improvement in impairment across the Group in 2011.

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Planning for success by preparing

for the worst

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Introduction of reverse stress testing in 2010

A fundamental duty of risk management is to ensure that organisations do not neglect to prepare for the worst event as they plan for success. Stress testing helps Barclays to understand how its portfolios would react if business conditions became significantly more challenging. We generate specific forward-looking scenarios and analyse how well our profitability would hold up, whether our levels of capital would be adequate and what managers could do ahead of time to mitigate the risk.

In 2010, Barclays integrated ‘reverse’ stress testing into the Group-wide stress testing process. Reverse stress testing aims to identify the conditions that would result in the business model being no longer viable, such as extreme macroeconomic downturn scenarios or specific idiosyncratic events. This is being used to help support the on-going risk management of the Group, as well as helping to meet new regulatory requirements in regards to reverse stress testing.

 

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Summary remuneration report

 

 

 

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“Our aim is to achieve a balance between the need to deliver market competitive remuneration and to optimise future as well as current shareholder returns”

 

The Board Remuneration Committee provides governance and oversight of executive and all other remuneration.

The Committee has established frameworks for remuneration in each of the businesses and for the Group as a whole. The frameworks are forward looking and are based on financial metrics to assist with the planning and management of remuneration in each of the key businesses. The Committee takes a strong analytical approach to remuneration that includes comparative financial performance analysis, comparative compensation analysis and tracking trends in compensation ratios. The Committee’s remuneration decisions are based on a risk-adjusted view of Barclays financial performance. This is a continuous process, with the risk function deeply embedded into the process.

The Committee met 11 times in 2010. Outside of its formal meetings, Committee members also had informal discussions, consulted with the Committee’s independent advisor regularly and interacted frequently with management. In addition to the normal cycle of business, in 2010 the Committee also spent a significant amount of its time on considering practice in light of new and emerging regulatory guidelines, reviewing performance award funding proposals, reviewing the structure of 2010 performance awards and reviewing the new remuneration arrangements that are proposed for executive Directors: the Share Value Plan and the Barclays Long Term Incentive Plan.

In making its decisions, the Committee considers Barclays financial performance. The Committee also tracks Barclays performance against a defined group of 12 key competitors’ financial performance and compensation ratios throughout the year, both on a Group-wide and business basis.

Our decisions in 2010, as you would expect, are in accordance with regulations that govern financial services remuneration, including the FSA’s Remuneration Code and our commitments to the UK Government made under Project Merlin.

The Committee’s work in 2010 included reviewing and approving the proposed 2010 performance awards for each of the Group’s businesses. Barclays Group 2010 performance awards were down 7% on 2009, with profit before tax up 32%. Barclays Capital 2010 performance awards were down 12% on 2009, despite profit before tax increasing year on year.

For executive Directors, 60% of annual performance incentives is deferred (72% for Bob Diamond). For Code Staff, up to 60% of annual performance incentives is deferred. For both executive Directors and Code Staff, 50% of non-deferred incentives for 2010 is delivered in Barclays shares subject to a six month holding period (100% of non-deferred incentives for Bob Diamond). Code Staff are the Group’s employees whose professional activities could have a material impact on the risk profile of the Group

For executive Directors (subject to shareholder approval), Code Staff and senior management, deferred incentive awards for 2010 are made under the Share Value Plan in the form of Barclays shares and under the Contingent Capital Plan in the form of contingent capital awards. Vesting of contingent capital awards is linked to the Group’s core capital position at the time of vesting. Executive Directors and other senior executives will also participate in a new long term incentive plan: the Barclays Long Term Incentive Plan (subject to shareholder approval). Vesting of the proposed 2011 awards is linked to a scorecard of metrics focused closely on the execution of Barclays strategy which gives primacy to return on equity.

The Committee will actively review remuneration throughout the year and will remain focused on internal and external perspectives, including regulatory developments. Remuneration regulation is expected to evolve further in 2011 and we will maintain a close dialogue with our key external stakeholders and our shareholders throughout 2011.

Further details on Barclays remuneration is available in the full Remuneration Report which is in the Annual Report. The Committee unanimously recommends that you vote at the 2011 AGM to approve the Remuneration Report as all Directors will be doing with their own Barclays shares.

On behalf of the Board

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Sir Richard Broadbent

Chairman, Board Remuneration Committee

 


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20                Barclays PLC Annual Review 2010    www.barclays.com/annualreport10

Summary remuneration report

continued

 

 

Executive Directors’ remuneration      John Varley        Robert E Diamond Jr      Chris Lucas  
       2010
£000
       2009
£000
       2010
£000
     2009
£000
     2010
£000
     2009
£000
 

Base salary

       1,100           1,100           250         250         763         650   

Annual performance incentive (cash)

       550           0           0         0         360         0   

Total – cash remuneration related to the year

       1,650           1,100           250         250         1,123         650   

Annual performance incentive (shares)

       550           0           1,800         0         360         0   

Deferred incentive award

       1,650           0           4,700         0         1,080         1,500   

Total – other remuneration related to the year and deferred incentives

       2,200           0           6,500         0         1,440         1,500   
                                                             

Total remuneration related to the year and deferred incentives

       3,850           1,100           6,750         250         2,563         2,150   
                                                             

Long term incentive award (contingent on future performance)

       0           0           2,250         6,000         1,333         1,000   
                       
Executive Directors’ benefits                                      2010      2009  
                                       £000      £ 000  

John Varley

                       54         23   

Robert E Diamond Jr

                       268         134   

Chris Lucas

                                               25         19   

 

Non-executive Directors’ fees    Chairman
£000
     Deputy
Chairman
£000
     Board
Member
£000
     Board
Audit
Committee
£000
     Board
Remuneration
Committee
£000
     Board
Corporate
Governance
and
Nominations
Committee
£000
     Board Risk
Committee
£000
     Benefits
£000
     Total
2010
£000
     Total
2009
£000
 

Fees (at 31st Dec 10)

                             

Full-year fee

     750         200         70                                                           

Committee Chair

                             60         40                 40                           

Committee Member

                             25         15         15         15                           

Fees to 31st December 2010

                             

Group Chairman

                             

Marcus Agius

     Ch.                                 M.         Ch.                 1         751         751   

Non-executive Directors

                             

David Booth

                     M.                         M.         Ch.                 125         85   

Sir Richard Broadbent

             D Ch.         M.                 Ch.         M.                         200         197   

Alison Carnwath

                     M.         M.         M.                                 39           

Fulvio Conti

                     M.         M.                                         95         95   

Simon Fraser

                     M.         M.         M.                                 110         83   

Reuben Jeffery III

                     M.                                 M.                 85         32   

Sir Andrew Likierman

                     M.         M.                         M.                 110         110   

Dambisa Moyo

                     M.                                 M.                 50           

Sir Michael Rake

                     M.         Ch.                 M.         M.                 160         141   

Sir John Sunderland

                     M.                 M.         M.                         115         108   

As Deputy Chairman, Sir Richard Broadbent receives a fee of £200,000 per annum. He does not receive any additional fees for serving on Board Committees or as Senior Independent Director. Sir John Sunderland is also a member of the Group Brand and Reputation Committee and receives a fee of £15,000 per annum. He was appointed as a member of the Group Brand and Reputation Committee with effect from 1st July 2009 and received fees of £7,500 in 2009. These fees are included in those shown above.

 

Former non-executive Director fees    Total      Total  
     2010      2009  
     £000      £ 000  

Leigh Clifford

     103         123   

Mr Clifford is also a member of the Asia Pacific Advisory Committee and received fees of US$60,000 (2009: US$60,000). These fees are included in those shown above.

 

  

Directors’ emoluments and statutory disclosures    2010      2009  
     £m      £ m  

Aggregate emoluments

     15.8         8.8   

Gains made on the exercise of share options

             8.9   

Amounts paid under long-term incentive schemes

     7.0           

Actual pension contributions of £13,588 were paid to money purchase schemes on behalf of one Director (2009: £18,786, one Director). Notional pension contributions to money purchase schemes were £nil (2009: £nil). As at 31st December 2010, one Director was accruing retirement benefits under a defined benefit scheme (2009: two Directors).


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Barclays PLC Annual Review 2010   www.barclays.com/annualreport10                       21   

 

 

 

Total Shareholder Return (TSR)

Figure 1 shows the value, at 31st December 2010, of £100 invested in Barclays on 31st December 2005 compared with the value of £100 invested in the FTSE 100 Index. The other points plotted are the values at intervening financial year ends. The FTSE 100 Index is a widely recognised performance comparison for large UK companies and this is why it has been chosen as a comparator to illustrate Barclays TSR. The graph shows that, at the end of 2010, a hypothetical £100 invested in Barclays on 31st December 2005 would have generated a total loss of £47 compared with a gain of £26 if invested in the FTSE 100 Index.

LOGO

Source: Datastream

Barclays Remuneration Policy

The aims of the Barclays Remuneration Policy are to:

 

1. Attract and retain those people with the ability, experience and skill to deliver the strategy.

 

2. Create a direct and recognisable alignment between the rewards and risk exposure of shareholders and employees, particularly executive Directors and senior management.

 

3. Incentivise employees to deliver sustained performance consistent with strategic goals and appropriate risk management, and to reward success in this.

 

4. Deliver remuneration that is affordable and appropriate in terms of value allocated to shareholders and employees.

 

5. Encourage behaviour consistent with the following principles that guide Barclays business:

 

  i) Winning together
  Doing what is right for Barclays, its teams and colleagues, to achieve collective and individual success

 

  ii) Best people
  Developing talented colleagues and differentiating remuneration to reflect performance
  Doing what is needed to ensure a leading position in the global financial services industry

 

  iii) Customer and client focus
  Understanding what customers and clients want and need and then serving them brilliantly

 

  iv) Pioneering
  Driving new ideas, especially those that make Barclays profitable and improve control
  Improving operational excellence
  Adding diverse skills to stimulate new perspectives and bold steps
  v) Trusted
  Acting with the highest levels of integrity to retain the trust of customers, shareholders, other external stakeholders and colleagues
  Taking full responsibility for decisions and actions
  Reflecting the operation of independent, robust and evidence based governance and control and complying with relevant legal and regulatory requirements

The Committee keeps under review the Remuneration Policy and arrangements as detailed in this report to ensure that Barclays programmes remain competitive and provide appropriate incentive for performance. Our aim is to achieve a balance between the need to deliver market competitive remuneration and to optimise future as well as current shareholder returns.

Remuneration decisions

The Remuneration Policy provides a framework for the Committee in carrying out its work, including remuneration decisions in relation to executive Directors. One of the core elements of Barclays approach is to deliver remuneration that is affordable and appropriate in terms of value allocated to shareholders and employees, with full consideration also being given to other relevant stakeholders such as customers, regulators and governments. A continued focus during 2010 has been to ensure that our approach to discretionary remuneration is structured in accordance with the FSA’s Remuneration Code and the Financial Stability Board Implementation Standards. Work has also continued to ensure that aggregate performance award decisions balance a number of factors including the need to continue to strengthen capital ratios, to invest in the business, to grow the dividend and to protect the business franchise.

At an aggregate level, in order to ensure that a link is maintained between pay and performance, performance award decisions are made by reference to a number of quantitative and qualitative measures and are determined at the discretion of the Committee. During 2010 the role of the risk and compliance functions in remuneration governance was enhanced, building on the work done in 2009. A key element of linking pay and performance on an individual basis is the robust performance assessment framework operated across the Group. Employee behaviours are considered in the context of the principles that guide Barclays business, as set out in our Remuneration Policy.

Remuneration Policy governance

To ensure appropriate operation of the Remuneration Policy, the Committee has established frameworks for the governance of remuneration in each of the major businesses and for the Group as a whole. The frameworks are forward looking and are based on financial metrics to assist with the planning and management of remuneration in each of the key businesses. The Committee also approves strategic investment for new hires, and the remuneration arrangements of any employee with annual total remuneration equal to or in excess of a pre-determined threshold as stated in the Committee terms of reference (£750,000 in 2010). In addition, the remuneration of Code Staff is also reviewed by the Committee. For individual remuneration decisions made by the Committee, including those for executive Directors and other key senior management, the Committee reviews each element of remuneration relative to performance and to the practice of other comparable organisations. Remuneration is benchmarked against the markets in which we compete for talent.

Given the materiality of Barclays pension arrangements, the Committee operates a specific framework for the management of pensions to ensure proper oversight.

 


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22            Barclays PLC Annual Review 2010    www.barclays.com/annualreport10

Barclays financial strength

 

Barclays overall financial strength remains of central importance to the Group. Following the financial crisis we took an early decision to get ahead of regulatory change and manage our business to higher standards than those required by current regulation. We did this because we recognised the importance of providing stability at a time of extreme uncertainty.

Capital Management

At 31st December 2010, on a Basel II basis, the Group’s Core Tier 1 ratio was 10.8% (2009: 10.0%) and the Tier 1 ratio was 13.5% (2009: 13.0%), representing a strengthening of our capital ratios ahead of the effects of expected regulatory capital changes. Retained profit contributed approximately 70bps to the increase in the Core Tier 1 ratio from 10.0% to 10.8%. Other movements in Core Tier 1 included the exercise of warrants in February and October 2010, which generated shareholders’ equity of £1.5bn, contributing approximately 40bps to the Core Tier 1 ratio. The movement in the fair value of the Group’s holding in BlackRock, Inc. resulted in an adverse impact of approximately 20bps on the Core Tier 1 ratio over the year.

LOGO

Adjusted Gross Leverage

Barclays continues to operate within limits and targets for balance sheet usage as part of its balance sheet management activities. The adjusted gross leverage was 20x as at 31st December 2010 (2009: 20x) principally as a result of a £3.9bn increase in Tier 1 Capital to £53.5bn offset by the impact of a £84.6bn increase in adjusted total tangible assets. At month ends during 2010 the ratio moved within a range from 20x to 24x, with fluctuations arising as a result of normal trading activities, primarily due to increases in reverse repurchase trading and changes in holdings of trading portfolio assets.

The Basel Committee of Banking Supervisors (BCBS) issued final guidelines for “Basel III: a global regulatory framework for more resilient banks and banking systems” in December 2010. The guidelines include a proposed leverage metric, to be implemented by national supervisors in parallel run from 1st January 2013 (migrating to a Pillar 1 measure by 2018). Based on our interpretation of the current BCBS proposals the Group’s Basel III leverage ratio as at 31st December 2010 would be within the proposed limit of 33x.

Liquidity and Funding

Liquidity Pool

The Group liquidity pool as at 31st December 2010 was £154bn gross (2009: £127bn) and comprised the following cash and unencumbered assets (of which £140bn are FSA eligible). The Group maintains additional liquid assets to support ongoing business requirements such as payment services. The cost of the Group liquidity pool for 2010 is approximately £900m, an increase on the previous year. This cost has been allocated on the basis of the projected stress outflows arising in each relevant business.

 

    Cash and
deposits with
central banks
£bn
   

Government
guaranteed
bonds

£bn

   

Governments
and supranational
bonds

£bn

    Other
available
liquidity
£bn
    Total
£bn
 

As at 31.12.10

    96        1        46        11        154   

As at 31.12.09

    81        3        31        12        127   
 

 

 

 

Share capital and other information

As at 31st December 2010, the Company’s issued ordinary share capital totalled 12,181,940,871, which represented 100% of the total issued share capital. The Company’s Articles of Association provide for Sterling, Dollar, Euro and Yen preference shares (preference shares). No preference shares have been issued to date. The rights attaching to shares, including any restrictions on transfer and any limitations on the holding of securities and requirements to obtain approvals for a transfer of securities, are set out in the Company’s Articles of Association.

On a show of hands and on a poll at a general meeting, every holder of ordinary shares present in person or by proxy and entitled to vote has one vote for every ordinary share held. Deadlines for voting are set out in the Company’s Articles of Association.

Employee Benefit Trusts (EBTs) operate in connection with certain of the Group’s Employee Share Plans (Plans). The trustees of the EBTs may exercise all rights attached to the shares in accordance with their fiduciary duties other than as specifically restricted in the relevant Plan governing documents. The trustees of the EBTs have informed the Company that their normal policy is to abstain from voting in respect of the Barclays shares held in trust. The trustees of the Global and UK Sharepurchase EBTs may vote in respect of Barclays shares held in the Sharepurchase EBT, but only as instructed in those Plans in respect of

 

their Partnership shares and (when vested) Matching and Dividend shares. The trustees will not otherwise vote in respect of shares held in the Sharepurchase EBT.

Substantial shareholders do not have different voting rights from those of other shareholders. As at 4th March 2011 (the latest practicable date for inclusion in this document), in accordance with the Disclosure and Transparency Rules, Barclays had been notified of the following holdings of voting rights in its issued ordinary share capital:

 

–  BlackRock, Inc.     7.06  
–  Qatar Holding LLC     9.91  
–  Nexus Capital Investing Ltd     6.30  
–  Legal & General Group Plc     3.99  

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. 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.

 


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Funding Structure

Since June 2010, the Group has reported its liquidity position against backstop Individual Liquidity Guidance (ILG) provided by the FSA. Calibration of the Group’s Liquidity Framework anticipated final FSA rules and is therefore broadly consistent with current FSA standards.

The Basel Committee of Banking Supervisors (BCBS) issued its final guidelines for liquidity risk management, standards and monitoring in December 2010. These guidelines include a short term liquidity stress metric (the Liquidity Coverage Ratio (LCR)) and a longer term liquidity metric (the Net Stable Funding Ratio (NSFR)). The BCBS guidelines have yet to be implemented into European and UK law and therefore remain subject to refinement and change.

However, the Group monitors compliance against these BCBS metrics and the FSA is expected to bring its ILG metrics into line with the Basel LCR over time. Applying the expected BCBS guidelines to the Group’s liquidity position as at 31st December 2010, the relevant ratios were estimated at 80% of the LCR requirement and 94% of the NSFR requirement.

Term Financing

The Group continues to attract deposits in unsecured money markets and to raise additional secured and unsecured term funding in a variety of markets. As at 31st December 2009, the Group had £15bn of publicly issued term debt maturing during 2010. The corresponding figure for 2011 is £25bn. During 2010, the Group issued approximately £35bn of term funding, comprising:

–  £8bn equivalent of public senior unsecured term funding

–  £4bn equivalent of public covered bonds/ABS

–  £2bn equivalent of public subordinated debt

–  £21bn equivalent of structured notes

This £35bn of term funding refinanced the 2010 requirement, both maturities and early repayments, as well as pre-financed some of the 2011 and 2012 maturities. Additional term funding raised in 2011 will support balance sheet growth, further extension of liability maturities and strengthening of our liquidity position.

The Group liquidity pool is sufficient to cover more than one year of wholesale maturities.

 

Credit Ratings

In addition to monitoring and managing key metrics related to the financial strength of Barclays, we also subscribe to independent credit rating agency reviews by Standard & Poor’s, Moody’s Fitch and DBRS. These ratings assess the credit worthiness of Barclays and are based on reviews of a broad range of business and financial attributes including; risk management processes and procedures; capital strength, earnings, funding, liquidity, accounting, and governance.

 

 As at 31.12.10

   Barclays PLC      Barclays Bank PLC   

 Standard & Poor’s

     

 Long Term

   A+      AA-   

 Short Term

   A- 1      A- 1+   

 Moody’s

     

 Long Term

   A1      Aa3   

 Short Term

   P-1      P-1   

 BFSR

   n/a      C(Stable)   

 Fitch

     

 Long Term

   AA-      AA-   

 Short Term

   F1+      F1+   

 DBRS

     

 Long Term

        AA (High)   

 Short Term

        R-1 (High)   

 

 

 

 

Other Information

The Company’s Articles of Association specify that Directors may be appointed by the existing Directors or by the shareholders in a general meeting. The Company’s Articles of Association may only be amended by a Special Resolution at a general meeting.

The Directors may, if authorised by the shareholders in general meeting, allot Barclays shares and may buy back Barclays shares. As at 4th March 2011, the Company had an unexpired authority to repurchase shares up to a maximum of 1,203,988,028 ordinary shares.

If there is a change of control of Barclays PLC following a takeover bid, Barclays PLC must (so far as legally possible) use all reasonable endeavours to cause the corporation which then controls Barclays PLC to execute a deed poll providing that the holders of the warrants shall have the right (during the period in which the warrants are exercisable) to exercise the warrants into the class and amount of shares and other securities and property receivable upon such a takeover by the holders of the number of ordinary shares as would have been issued on exercise of the warrants had such warrants been exercised immediately prior to the completion of such takeover.

 


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24            Barclays PLC Annual Review 2010    www.barclays.com/annualreport10

Citizenship

 

“Our role is to help improve the lives of our customers. We must provide mortgages, allow businesses to invest and create jobs, protect savings, pay tax, be a good neighbour in the community while also generating positive economic returns for our investors”

Bob Diamond, Chief Executive

 

Our key areas of focus are contributing to growth and supporting our communities. Underpinning these is a foundation of sound business principles and practice that ensures integrity in the way we do business.

Our Group Executive Committee is responsible for our overall citizenship strategy, and supports the Chief Executive in its implementation. This Committee, along with the Board, uses a robust reporting framework to review progress.

Contributing to growth

We employ nearly 150,000 people around the world. In 2010, 2,000 new jobs were created and 1,200 graduates were hired in the UK, bringing the total UK employee number to 65,000. Our global tax contributions amounted to £6.1bn, including £2.8bn paid in the UK. In addition, we paid more than £8.7bn to suppliers in 37 countries.

In 2010, Barclays provided £43bn of gross new lending in the UK including £7.5bn from the acquisition of Standard Life Bank and assisted more than 106,000 business start-ups, an increase of 12% over 2009. In South Africa, Absa’s Enterprise Development Centres helped almost 5,000 new businesses to start up in 2010.

 

 

In 2010, four out of five Barclays UK business lending

applications were approved

 

 

We’re helping our customers, clients and other stakeholders invest in ways that contribute to growth tomorrow. We are providing financing solutions to private and public sector clients, facilitating investment in infrastructure, development and the low carbon economy.

Supporting our communities

In 2010, we committed over £55m to community programmes across 37 countries. Our programmes are driven by the passion and energy of 62,118 colleagues around the world, who volunteered their time or took part in fundraising and regular giving. These efforts benefitted 1.5 million people and supported more than 8,000 organisations.

 

 

 

 

 

 

 

In the last five years, Barclays employees have volunteered over one million hours in their local communities and raised more than £75m through our matched fundraising scheme

 

 

Barclays Climate Action Programme 2011-2015 is our direct response to issues concerning the environment and climate change. We are focusing on the areas where we have the greatest potential to make a difference, including:

 

Managing our carbon footprint – including a commitment to reduce absolute carbon emissions by 4% by 2013 and creating an African Carbon Fund to supply seed capital to carbon mitigation projects in Africa

 

Developing products and services to help enable the transition to a low-carbon economy – including financing and risk-management solutions to enable capital to flow to lower carbon opportunities

 

Managing climate change risks – including collaborating with other stakeholders to manage the risks of climate change to our operations, our clients and to society at large.

 

 

Citizenship

Contributing to growth

 

  

Supporting our communities

 

– Direct contribution, employment

  

– Supporting social infrastructure

   and economic value added

  

 

– Increasing access to financial

  

– Supporting growth today:

  

   services

   customers and clients

  

 

– Investing in the community

  

– Investing in tomorrow

  

 

– Building a diverse workforce

    

 

– Managing our environmental

    

   footprint

 

The way we do business

 


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Barclays PLC Annual Review 2010   www.barclays.com/annualreport10           25   

 

 

  LOGO   

Go online

Further information on our citizenship approach

can be found online at www.barclays.com/citizenship

 

LOGO

 

–  £43bn gross new lending to UK households and businesses

–  106,000 business start-ups supported in the UK

  

Supporting UK SMEs

 

Barclays Business Support Team identifies and works with customers who are experiencing financial difficulty.

 

In 2010, 80% of the small and medium sized business customers with whom we agreed turnaround strategies were successfully restored to financial health.

 

The Business Support Team engages with a number of businesses at the earliest signs of difficulty, facilitating financial and operational advice and creating lending arrangements more suited to the long term needs of the business involved. The credit team undertakes proactive identification of financially stressed customers, with reactive engagement carried out by the Business Support Team working alongside the customer’s relationship manager. This maintains close links and consistency throughout the relationship.

 

 

LOGO

 

–  £55.3m invested in our communities in 2010

–  62,000 colleagues engaged in our community programme

  

Investing in our communities

 

Barclays Spaces for Sports is a global programme that recognises the power of sport to deliver social change.

 

Since 2004, Barclays has committed £37m towards bringing sustainable sports sites and projects to disadvantaged communities. After launching 200 community sports sites in the UK, the programme was extended globally in 2008.

 

In 2010, we offered young people excluded from mainstream education across England the chance to join FairPlay, a rugby-based education programme in partnership with the children’s charity Wooden Spoon, the Rugby Football Union and the Education Enterprise Trust. The initiative provides training schemes for more than 2,400 young people in pupil referral units. The scheme also includes classroom sessions where young people are taught how to manage their finances through the Barclays Money Skills programme.

 

 

LOGO

 

–  Involved in £7bn worth of total transactions in the clean energy and cleantech sector in 2010

–  5.37bn tonnes of carbon traded to date, with a notional value of £72bn

  

Financing a low carbon economy

 

Barclays assists renewable energy firms to access finance from the capital markets and offers advisory services across the sector.

 

The transition to a low carbon economy requires a range of solutions including new clean forms of generating energy, clean technologies and infrastructure improvements. Barclays published the Carbon Capital report to provide analysis of this opportunity over the next ten years.

 

In Ireland, Barclays has supported the expansion of the onshore wind sector and played a strategic financing role in vital energy infrastructure projects. An example of this is our central role in financing EirGrid’s East West Interconnector project. This will allow Ireland to integrate more closely with Western European energy markets and release pressure on the domestic grid while still growing its low carbon generation base.


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26            Barclays PLC Annual Review 2010    www.barclays.com/annualreport10

Summary financial statement

Summary consolidated income statement

 

For the year ended 31st December   

2010

£m

   

2009

£m

 

Continuing operations

    

Net interest income

     12,523        11,918   

Net fee and commission income

     8,871        8,418   

Net trading income

     8,078        7,001   

Net investment income

     1,477        56   

Net premiums from insurance contracts

     1,137        1,172   

Gains on debt buy-backs and extinguishments

            1,249   

Other income

     118        140   

Total income

     32,204        29,954   

Net claims and benefits incurred on insurance contracts

     (764     (831

Total income net of insurance claims

     31,440        29,123   

Impairment charges and other credit provisions

     (5,672     (8,071

Net income

     25,768        21,052   

Operating expenses

     (19,971     (16,715

Share of post-tax results of associates and joint ventures

     58        34   

Profit on disposal of subsidiaries, associates and joint ventures

     81        188   

Gains on acquisitions

     129        26   

Profit before tax from continuing operations

     6,065        4,585   

Tax on continuing operations

     (1,516     (1,074

Profit after tax from continuing operations

     4,549        3,511   

Profit after tax from discontinued operations including gain on disposal

            6,777   

Profit after tax

     4,549        10,288   

Profit attributable to equity holders of the parent from:

    

continuing operations

     3,564        2,628   

Discontinued operations including gain on disposal

            6,765   

Total

     3,564        9,393   

Profit attributable to non-controlling interests

     985        895   

Earnings per share from continuing operations

    

Basic earnings per ordinary share

     30.4p        24.1p   

Diluted earnings per ordinary share

     28.5p        22.7p   

 

 

 

Independent auditors’ statement to the members of Barclays PLC

 

Independent auditors’ statement to the members of Barclays PLC

We have examined the Summary financial statement which comprises the Summary consolidated income statement, Summary consolidated balance sheet and the Summary remuneration report set out on pages 19, 20 and 21.

Respective responsibilities of directors and auditors

The directors are responsible for preparing the Annual Review in accordance with applicable United Kingdom law.

Our responsibility is to report to you our opinion on the consistency of the Summary financial statement within the Annual Review with the full annual financial statements and the Directors’ Remuneration Report, and its compliance with the relevant requirements of section 428 of the Companies Act 2006 and the regulations made thereunder.

We also read the other information contained in the Annual Review and consider the implications for our statement if we become aware of any apparent misstatements or material inconsistencies with the Summary financial statement.

This statement, including the opinion, has been prepared for and only for the company’s members as a body in accordance with section 428 of the Companies Act 2006 and for no other purpose. We do not, in giving this opinion, accept or assume responsibility for any other purpose or to any other person to whom this statement is shown or into whose hands it may come save where expressly agreed by our prior consent in writing.

We conducted our work in accordance with Bulletin 2008/3 issued by the Auditing Practices Board. Our report on the company’s full annual financial statements describes the basis of our audit opinion on those financial statements, the Directors’ report and the Directors’ Remuneration Report.

 


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Summary financial statement

Summary consolidated balance sheet

 

The Summary consolidated income statement and the Summary consolidated balance sheet were approved by the Board of Directors on 10th March 2011 and signed on its behalf by the Group Chairman.

 

For the year ended 31st December   

2010

£m

    

2009

£m

 

Assets

     

Cash and balances at central banks

     97,630         81,483   

Items in the course of collection from other banks

     1,384         1,593   

Trading portfolio assets

     168,867         151,344   

Financial assets designated at fair value

     41,485         42,568   

Derivative financial instruments

     420,319         416,815   

Loans and advances to banks

     37,799         41,135   

Loans and advances to customers

     427,942         420,224   

Reverse repurchase agreements and other similar secured lending

     205,772         143,431   

Available for sale financial investments

     65,110         56,483   

Current and deferred tax assets

     2,713         2,652   

Prepayments, accrued income and other assets

     5,269         6,358   

Investments in associates and joint ventures

     518         422   

Goodwill and intangible assets

     8,697         8,795   

Property, plant and equipment

     6,140         5,626   

Total assets

     1,489,645         1,378,929   

Liabilities

     

Deposits from banks

     77,975         76,446   

Items in the course of collection due to other banks

     1,321         1,466   

Customer accounts

     345,788         322,429   

Repurchase agreements and other similar secured borrowing

     225,534         198,781   

Trading portfolio liabilities

     72,693         51,252   

Financial liabilities designated at fair value

     97,729         87,881   

Derivative financial instruments

     405,516         403,416   

Debt securities in issue

     156,623         135,902   

Accruals, deferred income and other liabilities

     13,233         14,241   

Current and deferred tax liabilities

     1,160         1,462   

Subordinated liabilities

     28,499         25,816   

Provisions

     947         590   

Retirement benefit liabilities

     365         769   

Total liabilities

     1,427,383         1,320,451   

Shareholders’ Equity

     

Shareholders’ equity excluding non-controlling interests

     50,858         47,277   

Non-controlling interests

     11,404         11,201   

Total shareholders’ equity

     62,262         58,478   

Total liabilities and shareholders’ equity

     1,489,645         1,378,929   

 

 

 

 

Opinion

In our opinion the Summary financial statement is consistent with the full annual financial statements and the Directors’ Remuneration Report of Barclays PLC for the year ended 31 December 2010 and complies with the applicable requirements of section 428 of the Companies Act 2006, and the regulations made thereunder.

PricewaterhouseCoopers LLP

Chartered Accountants and Statutory Auditors

London, United Kingdom

10th March 2011

 


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28            Barclays PLC Annual Review 2010    www.barclays.com/annualreport10

Governance and accountability

 

 

In 2010, the world economy began to recover from the most significant shock it has experienced in generations. This gradual recovery has allowed the Board to shift its focus from dealing with the immediacy of events to formulating and developing a long-term strategy for the post-crisis world. A particular focus has been to ensure that the Group can earn a return on equity in excess of its cost of equity.

Our agenda in 2010 was shaped by the uncertain regulatory environment, the strategic challenges and opportunities that regulatory developments may present for our business model, and how we should respond. Our strategy discussions culminated at our dedicated strategy meeting in November, at which we reviewed each business portfolio with a view to assessing which businesses are producing, or are capable of producing, returns over the cost of equity. 2010 also saw significant debate and regulatory action with respect to remuneration in the banking sector and Sir Richard Broadbent, Chairman of the Board Remuneration Committee, reports to you on page 19 on the work of the Committee in 2010.

Another focus in 2010 was Board composition, including the appointment of Bob Diamond as Chief Executive, which I discuss in more detail opposite. The succession process was critical in ensuring that we have the right leadership in place to deliver our strategy in the new regulatory environment.

There has been much recent debate around Board diversity, in particular, the representation of women on the boards of companies. We recognise the importance of diversity on boards and support the recommendation of the UK Corporate Governance Code that UK boards should have regard to diversity, including gender, when making board appointments. We believe, however, that diversity is about more than gender; it is about ensuring that there is an appropriate range and balance of skills, experience and background on the Board. As a global banking group, we believe it is important to maintain a majority of independent non-executive Directors on the Board, with approximately 50% having banking or financial experience. We were fortunate to be joined this year by Dambisa Moyo and Alison Carnwath: they both bring relevant, financial and other experience to the Board and these appointments have widened the range of perspectives brought to our Board deliberations.

2010 again saw us hold a number of additional Board and Board Committee meetings over and above our regular, scheduled meetings. Non-executive Directors have continued to make themselves available, often at short notice, and each of them has been unstinting in the time they are prepared to commit to Barclays. Our Charter of Expectations, which is available on our website, sets out the expectations that the Board of Barclays demands of its Directors. This includes a detailed role profile and key performance indicators for each of the key positions on the Board.

On joining the Board, each non-executive Director is provided with a bespoke induction which involves meetings with each executive Director, members of the Group Executive Committee, and key senior executives responsible for business areas and functions. The meetings focus on the challenges, opportunities and risks facing Barclays. On appointment to a Board committee, non-executive Directors are provided with a further Committee specific induction. We believe that induction and professional development are critical to ensure that Directors can perform effectively and seek to make sure that all Directors have appropriate knowledge of the company and access to its operations and staff by arranging regular briefing sessions for our non-executive Directors. In 2010 non-executive Directors attended briefings on ‘Treating Customers Fairly’, Barclays Capital, Derivatives and Risk Based Pricing.

After careful consideration, and in light of the recommendations of the UK Corporate Governance Code, the Board has agreed that each of the Directors will submit themselves for re-election at the Company’s AGM to be held on Wednesday 27th April 2011.

LOGO

Marcus Agius

Group Chairman

10th March 2011

 

 

 

Appointing a new Chief Executive

We began our search for a successor to John Varley by drawing up the role requirements for the Chief Executive position, covering both the general background/experience required and the desired attributes across a range of key competencies. Essential, of course, was that the next Chief Executive should have financial services experience and, given the size of our investment banking business following the Lehmans acquisition, we felt that knowledge and experience of investment banking would be essential. The attributes we sought included a proven track record in strategic thinking, in business leadership and execution of strategy, in leading and developing people and building capability. We also sought candidates who could lead and manage change, who could work with and influence multiple stakeholders and who had a strong awareness of and commitment to risk management, control and governance.

 

It was evident to us from an early stage that Bob Diamond was a strong internal candidate to succeed John. Nonetheless, it was important that we tested the market and we conducted a benchmarking exercise against potential external candidates, who were identified with the assistance of a search consultant, before coming to a recommendation. We also felt that, if possible, the exercise should be carried out discreetly in order to minimise any risk of disruption to the business. Having fully tested the market and assessed all candidates against the role requirements, we agreed to recommend to the Board the appointment of Bob Diamond. The recommendation followed meetings between Bob and all the non-executive Directors in order that he could set out his vision and strategic priorities for the Group and respond to questions and challenge. We announced on 7th September 2010 that Bob would succeed John on 1st April 2011 following a transition and handover period. I am pleased to say that the transition period went smoothly and we were able to bring forward the handover date to 1st January 2011, which we announced on 17th December 2010.

 

 

 

LOGO

 

Note

a Individual Directors may fall into one or more categories.


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Barclays PLC Annual Review 2010   www.barclays.com/annualreport10                       29   

Shareholder information

Your Barclays shareholding

 

 

Barclays e-view

 

You do not have to receive paper shareholder documentation from us. An increasing number of shareholders receive their Barclays communications electronically and are discovering the convenience of using the internet and email to find out about their shareholding and Barclays.

 

Our new look Barclays e-view is an easy and convenient way to:

 

–  access your Barclays shareholding details and check share sales, purchases or transfers;

 

–  receive important shareholder information directly to your inbox;

 

–  view dividend information, including electronic tax vouchers;

 

–  change your address and bank details online;

 

–  see shareholder documents such as the Annual Review, Annual Report or Results Announcements online; and

 

–  register your voting instructions for General Meetings.

 

Why not log on to Barclays e-view and see the benefits for yourself in 3 easy steps?

 

3 step guide to

Barclays e-view

 

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Step 1

Go to www.eviewsignup.co.uk

 

Step 2

Register for electronic communications by following the instructions onscreen

 

Step 3

You will be sent a secure access number in the post the next working day

 

Your dividends

 

It is our policy to pay cash dividends on a quarterly basis. There will be three equal quarterly payments in June, September and December and a final variable payment in March each year.

 

Receiving your dividends

A majority of shareholders mandate their dividends to their bank or building society accounts. It is safer, quicker and easier for your dividends to be paid directly to you. You may be charged if you lose your dividend cheque and we have to reissue it to you. If you haven’t already arranged to mandate your dividend and you hold 1,500 shares or less, phone the Barclays Shareholder Helpline. For your security, if you hold more than 1,500 shares, you will need to write to The Registrar or you can download a form online at www.barclays.com/investorrelations

 

 

Key dates

 

Barclays goes to great lengths to keep to the dates published here but please note that all future dates are provisional and subject to change.

 

18th March 2011

2010 Final dividend payment date

 

27th April 2011

Barclays 2011 Annual General Meeting

 

10th June 2011

2011 First interim dividend payment date

 

9th September 2011

2011 Second interim dividend payment date

 

9th December 2011

2011 Third interim dividend payment date

 

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Alternative formats

Shareholder documentation can be provided in large print, audio or Braille free of charge by calling the Barclays Shareholder Helpline. 0871 384 2055* (in the UK) +44 121 415 7004 (from overseas)

 

Audio versions of the Annual Review will also be available at the AGM.

Contact information

The Registrar to Barclays

If you have any questions about your Barclays shares, please contact The Registrar to Barclays.

 

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Phone

Barclays Shareholder Helpline

0871 384 2055* (from the UK)

+44 121 415 7004 (outside the UK)

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Email

questions@share-registers.co.uk

 

Barclays e-view FAQs

www.eviewsignup.co.uk

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Post

The Registrar to Barclays

Aspect House

Spencer Road, Lancing

West Sussex BN99 6DA

United Kingdom

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ABC Textphone

0871 384 2255* (in the UK)

+ 44 121 415 7028 (outside the UK)

Share price

Information on the Barclays share price is available at www.barclays.com/investorrelations.

Buying and selling shares

If you hold your shares in Barclays Sharestore, you are only able to deal through Barclays Stockbrokers. For the special internet dealing service for Barclays Sharestore members visit www.sharestore.barclays.co.uk or contact Barclays Stockbrokers by phone on:

0845 300 4161 (in the UK)**

+44 141 352 3909 (outside the UK)

Give us your feedback

If you have any feedback on the format of our Annual Review, please let us know by emailing us at privateshareholderrelations@barclays.com or alternatively write to:

Shareholder Relations

Barclays PLC

1 Churchill Place, London E14 5HP

ShareGift your shares

ShareGift, the charity donation scheme, is a free service for shareholders wanting to give shares to charitable causes. Further information can be obtained at www.sharegift.org or by telephoning ShareGift on +44 (0)20 7930 3737.

 

  * Calls to this number are charged at 8p per minute if using a BT landline. Call charges may vary if using other telephone providers. Lines are open from 8.30am to 5.30pm Monday to Friday.

 

  ** Calls to 0845 numbers from a BT residential line will cost no more than 4p per minute, plus 10.9p call set-up fee (correct as at October 2010). The price on non-BT phones may be different; please check with your service provider. Calls may be recorded to monitor the quality of our service, to check instructions and for security purposes.
 


Table of Contents
30            Barclays PLC Annual Review 2010    www.barclays.com/annualreport10

Full Annual Report

 

 

The Annual Review and Summary Financial Statement is only a summary of information in the Barclays PLC Annual Report 2010.

 

Please note that this Annual Review, Summary Financial Statement and Summary remuneration report does not contain sufficient information to allow a full understanding of the results of the Group and the state of affairs of the Company or of the Group. For further information consult the Annual Report 2010. You can obtain a copy of the Annual Report 2010 and may also elect to receive all future Annual Reports, free of charge, by telephoning our Registrar on 0871 384 2055* or you can view a copy at: www.barclays.com/annualreport10

 

The Annual Report 2010 contains the Directors’ report, the Remuneration report, the Auditors’ report and the Financial Statements.

 

The Auditors’ report on the full accounts for the year ended 31st December 2010 was unqualified and did not include a statement under sections 498(2) (accounting records or returns inadequate or accounts not agreeing with records and returns) or 498(3) (failure to obtain necessary information and explanations) of the Companies Act 2006. The statement under section 496 (whether Directors’ report is consistent with accounts) was unqualified.

 

     

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This Review is printed on Revive 100 White Offset made from 100% FSC® certified recycled fibre sourced from de-inked post-consumer waste. The printer and manufacturing mill are both credited with ISO14001 Environmental Management Systems Standard and both are FSC certified.

 

Registered office:

1 Churchill Place, London E14 5HP

Registered in England. Registered No: 48839

 

© Barclays Bank PLC 2011

 

9911689

 

Designed by Further™

 

www.furthercreative.co.uk

 

Cover photography by Paul Grundy

Board photography by Iain Crockart

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Go online

For more information on our Annual Report go to

www.barclays.com/annualreport10

     

 

* Calls to this number are charged at 8p per minute if calling from a BT landline.

   Call charges may vary if using other telephone providers.

     

 

 

 

Forward-looking statements

This document contains certain forward-looking statements within the meaning of Section 21E of the US Securities Exchange Act of 1934, as amended, and Section 27A of the US Securities Act of 1933, as amended, with respect to certain of the Group’s plans and its current goals and expectations relating to its future financial condition and performance. Barclays cautions readers that no forward-looking statement is a guarantee of future performance and that actual results could differ materially from those contained in the forward-looking statements. These forward-looking statements can be identified by the fact that they do not relate only to historical or current facts. Forward-looking statements sometimes use words such as ‘may’, ‘will’, ‘seek’, ‘continue’, ‘aim’, ‘anticipate’, ‘target’, ‘expect’, ‘estimate’, ‘intend’, ‘plan’, ‘goal’, ‘believe’ or other words of similar meaning. Examples of forward-looking statements include, among others, statements regarding the Group’s future financial position, income growth, assets, impairment charges, business strategy, capital ratios, leverage, payment of dividends, projected levels of growth in the banking and financial markets, projected costs, estimates of capital expenditures, and plans and objectives for future operations and other statements that are not historical fact. By their nature, forward-looking statements involve risk and uncertainty because they relate to future events and circumstances, including, but not limited to, UK domestic and global economic and business conditions, the effects of continued volatility in credit markets, market related risks such as changes in interest rates and exchange rates, effects of changes in valuation of credit market exposures, changes in valuation of issued notes, the policies and actions of governmental and regulatory authorities, changes in legislation, the further development of standards and interpretations under International Financial Reporting Standards (IFRS) applicable to past, current and future periods, evolving practices with regard to the interpretation and application of standards under IFRS, the outcome of pending and future litigation, the success of future acquisitions and other strategic transactions and the impact of competition – a number of which factors are beyond the Group’s control. As a result, the Group’s actual future results may differ materially from the plans, goals, and expectations set forth in the Group’s forward-looking statements.

Any forward-looking statements made herein speak only as of the date they are made. Except as required by the UK Financial Services Authority (FSA), the London Stock Exchange or applicable law, Barclays expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained in this announcement to reflect any change in Barclays expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based. The reader should, however, consult any additional disclosures that Barclays has made or may make in documents it has filed or may file with the Securities Exchange Commission (SEC)