BARCLAYS

Company overview
In the late 17th century the streets oI the City oI London were Iilled with goldsmith-bankers.
They provided monarchs and merchants with the money they needed to Iund their world-wide
ventures.
One such business was Iounded by John Freame and his partner Thomas Gould in Lombard
Street in 1690. The name Barclay became associated with the company in 1736 when James
Barclay who had married John Freame's daughter became a partner.
Private banking businesses were commonplace in the 18th century. Clients` gold deposits were
kept secure and credit-worthy merchants received loans. In 1896, 20 such businesses
collaborated and Iormed a joint-stock bank.
The leading partners oI the new bank, which was named Barclay and Company, were already
connected by a web oI Iamily, business and religious relationships. The company became known
as the Quaker Bank reIlecting the tradition oI the Iounding Iamilies.
The new bank had 182 branches, mainly in the east and south-east oI England. Deposits totalled
26 million - a substantial sum oI money in those days. Barclay and Company expanded its
branch network rapidly through bank acquisitions. Acquisitions included Bolithos in Cornwall
and the south-west in 1905 and United Counties Bank in the Midlands in 1916.
In 1918, the bank amalgamated with the London, Provincial and South Western Bank to become
one oI the UK's 'big Iive' banks. By 1926 the bank had 1,837 branches.
The development oI Barclays global business today began in earnest in 1925, with the merger oI
three banks - the Colonial Bank, the Anglo Egyptian Bank and the National Bank oI South
AIrica. Barclays international operations were Bourne adding businesses in much oI AIrica, the
Middle East and the West Indies.
In 1981, Barclays became the Iirst Ioreign bank to Iile with the US Securities and Exchange
Commission and raise long-term capital on the New York market. In 1986 it became the Iirst
British bank to have its shares listed on the Tokyo and New York stock exchanges.
Barclays global expansion was given added impetus in 1986 with the creation oI an investment
banking operation, which today is known as Barclays Capital. In 1995, Barclays purchased the
Iund manager Wells Fargo Nikko Investment Advisers. The business was integrated with BZW
Investment Management to Iorm Barclays Global Investors.
In July 2003, Barclays completed the acquisition oI Banco Zaragozano, one oI Spain's largest
private sector banking groups, which was Iounded in 1910.
In July 2005, Barclays Bank PLC announced the completion oI a landmark deal that saw the
company acquire a majority stake oI Absa Group Limited. Absa is South AIrica`s largest retail
bank with over seven million customers.
In 2008 Barclays Capital acquired Lehman Brothers' North American investment banking and
capital markets businesses. This acquisition cemented Barclays Capital position Ior its clients
with a leading presence in all major markets and across all major lines oI business including
equities, credit, Iixed income, mergers and acquisitions, commodities trading and Ioreign
exchange.
Today, Barclays has grown Irom a group oI English partnerships to a global bank represented in
Europe, the USA, Latin America, AIrica, the Caribbean, Asia, the Middle East and Australasia.

Board Of Directors
arcus Agius (Chairman)
Marcus joined the Board on 1 September 2006 as a non-executive Director and was
appointed as Group Chairman Irom 1 January 2007.

ohn Varley (Executive Director and Executive Committee member)
John was appointed as Group ChieI Executive on 1 September 2004, prior to which he
had been Group Deputy ChieI Executive Irom 1 January 2004.


Robert E Diamond r (Executive Director and Executive Committee member)
#obert E. Diamond, Jr. is currently President and Deputy Group ChieI Executive oI
Barclays PLC. Mr. Diamond will become Group ChieI Executive oI Barclays PLC on 1
April 2011.

Chris Lucas (Executive Director and Executive Committee member)
Chris joined the Board on 1 April 2007. Chris came Irom proIessional services company
PricewaterhouseCoopers LLP, where he was UK Head oI Financial Services and Global
Head oI Banking and Capital Markets.

David Booth (Non-Executive Director)
David was employed by Iinancial services Iirm Morgan Stanley Irom 1982 to 1992, and
again Irom 1995 to 1997.

Sir Richard Broadbent (Deputy Chairman and Senior Independent Director)
Sir #ichard has experience oI both the private and public sector having worked in high-
level banking roles and the Civil Service.

The Executive Committee
ohn Varley (Executive Director and Executive Committee member)
John was appointed as Group ChieI Executive on 1 September 2004, prior to which he
had been Group Deputy ChieI Executive Irom 1 January 2004.

Robert E Diamond r (Executive Director and Executive Committee member)
#obert E. Diamond, Jr. is currently President and Deputy Group ChieI Executive oI
Barclays PLC. Mr. Diamond will become Group ChieI Executive oI Barclays PLC on 1
April 2011.

Chris Lucas (Executive Director and Executive Committee member)
Chris joined the Board on 1 April 2007. Chris came Irom proIessional services company
PricewaterhouseCoopers LLP, where he was UK Head oI Financial Services and Global
Head oI Banking and Capital Markets.

Robert Le Blanc (Executive Committee member)
#obert has been the ChieI #isk OIIicer Ior Barclays Group since 2004. He Iirst joined
Barclays in 2002 as Head oI #isk Management at Barclays Capital.

ark Harding (Executive Committee member)
Mark Harding joined Barclays as Group General Counsel in 2003. Included within his
area oI responsibility are legal and regulatory compliance issues throughout the bank.

Antony enkins (Executive Committee member)
Antony was appointed ChieI Executive oI Global #etail Banking and joined the Barclays
Executive Committee in November 2009.

Thomas L Kalaris (Executive Committee member)
Thomas L. Kalaris is ChieI Executive oI Barclays Wealth, a leading global wealth
manager. In November 2009, Mr Kalaris became a member oI the Barclays Group
Executive Committee.

erry del issier(Executive Committee member)
Mr. del Missier is Co-ChieI Executive oI Barclays Capital and Co-ChieI Executive oI
Corporate & Investment Banking. He is a member oI both the Barclays Group and
Barclays Capital Executive Committees.

aria Ramos(Executive Committee member)
Maria is the Group ChieI Executive oI Absa Group Ltd, a subsidiary oI Barclays PLC.
Prior to joining Absa on 1 March 2009, she was the Group ChieI Executive oI Transnet
Limited, the state-owned South AIrican Ireight transport and logistics service provider.

Rich Ricci(Executive Committee member)
Mr. #icci is Co-ChieI Executive oI Barclays Capital and Co-ChieI Executive oI
Corporate & Investment Banking. He is a member oI both the Barclays Group and
Barclays Capital Executive Committees.

Cathy Turner(Executive Committee member)
Cathy is a member oI the Executive Committee oI Barclays. She was appointed as Group
Human #esources Director in April 2005 prior to which she held the position as Investor
#elations Director Ior Iour years.

Employees: 145000(2010)

Our Culture
Barclays Capital`s culture emphasises teamwork and a collaborative approach. As a
meritocracy, Barclays Capital recognises and rewards talent and innovation, rather than position
and tenure, while encouraging training and development among its staII. Barclays Capital
applies an intellectual rigour to its strategy and day-to-day management, questioning each
decision on the basis oI its value to clients and shareholders.
The Iirm`s culture is expressed through Iive guiding principles:
O Winning together - We operate seamlessly across geographies and Iunctions as one Iirm.
We look Ior opportunities to help others accomplish goals and actively contribute to the
Iirm`s successes. We have a low tolerance Ior bureaucracy and politics, and invite open
discussion.
O Client Iocus - Our clients` interests always come Iirst. We are committed to Ilawless
execution and going the extra mile Ior clients. We deliver on promises but never promise
what we can`t deliver. We stress innovation, creativity, quality, and dedication and are
always solutions-driven.
O The best people - We strive to hire, develop, and retain the best proIessionals in the
business. We recognise, Ioster, and reward merit, while encouraging training and
development to maintain and enhance our proIessional expertise. We are committed to
valuing and leveraging diversity in our people. Our commitment to diversity has been
embedded through Iirm wide support oI employee networks. The networks work in
partnership with the Iirm to Ioster an inclusive environment and raise diversity awareness
within Barclays Capital. Senior managers across the Iirm are committed to ensuring that
diversity is integral to our business strategy through their membership oI global and
regional diversity committees and their support oI strategic diversity action plans.
O Trusted - We expect the highest ethical standards to be maintained and seek compliance
with the law and regulations. We acknowledge mistakes and encourage constructive
disagreement. In everything we do, we Iocus on the processes and controls to protect the
Barclays brand and our shareholders.
O Pioneering - Our pioneering spirit delivers superior solutions Ior our clients. There is
widespread awareness and pride in our Iirsts, evidence that we are already delivering an
inventive spirit. It strikes a chord with each oI us individually, making us Ieel that we
have lots oI ideas to contribute. It also suggests an energetic, ideas-centric, creative
organisation - something each oI us would Ieel proud to be part oI.

How CEO Thinks
Barclays CEO strategy is to achieve good growth through time by diversiIying its business base
and increasing its presence in markets and segments that are growing rapidly.
This is driven by the Group`s ambition to become one oI a handIul oI universal banks leading the
global Iinancial services industry, helping customers and clients throughout the world achieve
their goals.
The strategy is based on the principles oI earn, invest and grow.
Supporting this are Iour strategic priorities:
O Build the best bank in the UK
O Accelerate the growth oI global businesses
O Develop retail and commercial banking activities in selected countries outside the UK
O Enhance operational excellence.
Barclays five guiding principles are key to the way the business operates:
O Winning together achieving collective and individual success
O Best people developing talented colleagues to reach their Iull potential, to ensure Barclays
retains a leading position in the global Iinancial services industry
O Customer and client Iocus understanding customers and serving them brilliantly
O Pioneering driving new ideas, adding diverse skills and improving operational excellence
O Trusted acting with the highest integrity to retain the trust oI customers, external stakeholders
and colleagues.
Barclays Group ChieI Executive John Varley said in an opinion piece published on Saturday, 26
June 2010 in the UK's Daily Telegraph newspaper: "Banks have an obligation to extend credit to
households and businesses, enabling them to create growth and jobs - it is their prime social
purpose."
Communicate
To achieve these objectives in today's demanding and dynamic marketing environment,
measurement and accountability are imperative. Companies are moving away Irom the notion
that marketing budgets should be a set percentage oI revenue or based on the previous year's
budget. Economic constraints oI recent years and the trend toward corporate-wide accountability
are Iorcing communication executives to deIine new ways to justiIy their contributions to the
bottom line.
The challenge Ior marketing proIessionals is to deIine measurable objectives and incorporate
relevant measurement metrics into ongoing communication programs and P# campaigns.
Measurement is especially diIIicult Ior marketing communication because a great deal oI the
Work and results is based on creativity and the development oI relationships.

TAKING THE FIRST STEP
Fortunately, marketers have within their reach a number oI techniques to deIine measurement
parameters and gauge success throughout a campaign, whether it is internally or externally
Iocused. The Iirst step is to identiIy the strategic corporate goals that can beneIit Irom the
successIul planning and execution oI communication initiatives.

TOP 10 EDIA EASUREENT BEST PRACTICES
Tie communication goals to corporate objectives.
Track a project that matters to the CEO.
Measure beIore, during and aIter a campaign or initiative.
Monitor internal and external messages to maintain consistency oI brand and reputation.
Measure company's inIluence across all media outlets and with speciIic writers.
Measure top-tier media separately Irom all other media.
Benchmark perIormance monthly, quarterly and annually.
Combine quantitative assessment and qualitative analysis Ior a holistic view oI
measurement.
Analyze competitors' communication strategies regularly.
Track market activity to identiIy emerging trends.

These goals may include
Driving sales leads and revenue.
Increasing customer retention or loyalty.
Increasing employee satisIaction.
Building brand reputation.

Although each goal is oIten achieved through the combined eIIorts oI many departments, the
communication team can deIine speciIic aspects oI each goal that it can inIluence. BeIore
launching a new product, Ior instance, the communication team can test several product
messages with selected media targets and determine which gain the best traction in consumer
publications. Once the launch campaign is in Iull swing, it's possible to measure pickup oI the
messages by the company's top-tier media list and to track adoption oI the messages and variants
created by reporters who picked up the story line as it was developing. By tying P# messages to
web site messages and then monitoring web site and customer call center inquiries, it's possible
to track which leads are driven by messages adopted by the media. The communication team
can't take complete credit Ior resulting sales, but it can show a direct correlation between
eIIective messaging and media relations with pipeline development. Operational ties between
communication and sales are important Iinancial indicators that CEOs and CFOs understand and
relate to.


PERFOR A COUNICATION AUDIT
Once the primary measurement goals are deIined, the next step is to perIorm a communication
audit across all communication vehicles, including internal publications, media kits, media
coverage, sales materials, customer e-mails, advertisements and web sites. It's important to
understand customer and media perception oI the company and its brands. Inconsistencies in
messaging and Iocus can lead to conIusion among customer prospects, partners and employees.
In addition, the communication team may Iind that it can reduce the number oI materials created
to communicate critical messages, thereby reducing actual production and design costs.


DEFINE EASUREENT BENCHARKS
AIter you successIully perIorm a media audit, it's time to deIine meaningIul metrics to
benchmark communication activities and assess perIormance against tactical and strategic
objectives. Benchmarks should include monthly, quarterly and yearly analysis oI outputs and
outcomes. In most cases, this will require a combination oI quantitative and qualitative analysis.
Benchmarks should assess trends in audience perception, corporate or product reputation, and
inIluence among thought leaders, as well as tangible results oI campaigns measured against cost
Iactors.

COUNICATE THE ECONOIC IPACT
Continual measurement will help gauge the success oI ongoing campaigns as well as uncover
new opportunities and competitive threats. By proactively measuring communication goals
against corporate objectives, the communication team can elevate the CEO's understanding oI
the economic impact oI marketing communication to a new level. #ather than counting media
clips, the team Iocuses on the strategic impact oI communication on customers, employees and
other stakeholders.

STUDY EXAPLES OF EASUREENT SUCCESS
Case studies Irom the IABC Gold Quill awards program provide numerous examples oI well-run
communication campaigns that include measurement as a vital Iactor in determining the success
oI the campaign. These case studies, provided as a beneIit oI IABC membership, are a
tremendous resource Ior corporations and agencies. Not every case study is a perIect Iit Ior every
company, but all provide great learning opportunities.
Two Gold Quill award winners--Barclays PLC and the Iirm oI #unyon, Saltzman & Einhorn
Ior Krispy Kreme Doughnuts--oIIer helpIul examples oI successIul measurement techniques.
Both award winners were able to measure their communication successes by spending the time
to deIine their goals up Iront,align them with corporate objectives, and understand their
audience's perception and interests. They designed programs to meet corporate objectives while
providing compelling messages to their target audiences that resulted in happy employees and
customers.

Barclays PLC. The Barclays case study, submitted by John Egan, editorial director oI Barclays
PLC, demonstrates how consistent use oI messaging across all corporate communication vehicles
improves employees' retention oI company positioning goals and reduces operating costs.

Barclays decided to review their suite oI 35 internal publications to determine their eIIectiveness
in the eyes oI employees. The review provided Barclays with the opportunity to determine iI
there were more cost-eIIective ways to communicate corporate inIormation while also raising
editorial standards.
To gauge the success oI this initiative, Barclays Iirst conducted a communication audit to
evaluate the messages used across all internal magazines and publications targeted to employees.
The company also assessed the understanding, retention and perception oI those messages
among employees through a series oI 27 Iocus groups, 1,145 readership surveys and 300
telephone interviews.
In its initial analysis, Barclays Iound inconsistency oI corporate messages across its publications
and duplicate eIIorts that were driving up costs Ior production, design and distribution.
Furthermore, employees were not entirely satisIied with the inIormation in the publications and
lacked time to read everything they were receiving, Barclays learned that employees highly
valued internal communication, but they wanted more inIormation about their particular line oI
business in a more timely Iashion. The company decided that the solution was to implement a
new communication and publication model that had "one-voice" consistency while meeting the
diverse needs oI each internal audience.
Ultimately, the company was able to reduce the overall number oI internal publications, which
resulted in 60 percent cost savings and 40 percent reduction in paper usage. Employee
satisIaction and readership grew signiIicantly, resulting in 87 percent oI employees regularly
reading articles about their business lines, which is critical in a rapidly changing environment,

Krispy Kreme Doughnuts. This case study, submitted by Estelle Saltzman oI #unyon, Saltzman
& Einhorn, demonstrates the use oI measurement tools to determine brand perception beIore,
during and aIter a major new media program and the correlation oI communication results
against sales objectives.
In March 2000, Krispy Kreme was well established in the southern region oI the United
States but just starting to branch out across the country. The company hired #unyon, Saltzman
and Einhorn to design and execute a store launch campaign in northern CaliIornia that would
drive awareness Ior the brand as well as actual store sales. The measurement benchmark was to
exceed the growing national chain's then-current record oI US$253,000 Ior opening week sales
in a single store.
The consulting team Iaced numerous challenges, including the Iact that doughnut store openings
generally aren't interesting to the media, They needed to create a buzz and build anticipation long
beIore the store opened to ensure blockbuster results on opening day that would carry through
the Iirst week. Their Iirst step was to Iigure out how to distinguish this store opening Irom other
openings and media events in the region, The team set about creating highly memorable
messaging, engaging the local police department, local radio stations and newspapers to
participate in grand opening events and setting up a series oI advance press releases, media
advisories and newsletters to keep Krispy Kreme in the news.
The Union City, CaliI., Krispy Kreme store surpassed the national record Ior Iirst week sales by
more than 15 percent, recording sales oI US$298,000, The cost oI the campaign was only
US$25,000. The momentum created by the success oI the Gaunch carried Iorward throughout the
year, leading to an award as the Krispy Kreme Franchise oI the Year in 2002.

AKE A COITENT TO EASUREENT
Both case studies illustrate the tremendous strategic, tactical and operational beneIits oI
implementing a robust measurement program that is driven by corporate objectives. Any
organization can begin a measurement program immediately by identiIying the objectives that
management cares most about and Iinding ways to tie communication goals to these objectives.
The Iirst step is to make a commitment to measurement.

THREAT OR A FRIEND
Marcus Agius, Global Chairman oI the Barclays group, has visited a UNICEF project in Manila,
Philippines to see how Iunds donated by the global banking group are beneIiting the lives oI
Iamilies living in poverty.
Accompanied by UNICEF UK`s Executive Director David Bull, Marcus met Iamilies who have
beneIited Irom cash grants provided by the Philippines Government and are being supported
through the UNICEF and Barclays project to improve the health and education oI their children.
On arriving in the overcrowded Pasay City, Marcus met the Candelaria Iamily, who live with
their three children in a one-room rented home. The Iunds Irom Barclays are supporting
livelihood skills training Ior mothers like Kristina Candelaria, to help them make the most oI the
grant available to them and develop the skills needed to earn a sustainable income.
Marcus attended a livelihood training session and participated by sharing his experience oI
saving and investing Ior the Iuture. Members oI the community proudly explained how they set
up their Bayanihan Banking Program, a local community saving scheme, enabling members to
take small loans Ior projects and health needs identiIied and approved by the members.
"It has been a Iantastic day and a great opportunity to meet the Iamilies and young people that
are already receiving support thanks to the UNICEF and Barclays partnership," UNICEF's David
Bull said. "I would like to extend a huge thanks to Barclays Ior their commitment to this project.
Together we can deliver real and sustainable change Ior many more Iamilies like these, both in
the Philippines and around the world."
The Building Young Futures` project between UNICEF and Barclays, is providing 250,000
over three years to the Philippines, Iocused on two areas in Masbate province and Pasay City,
Metro Manila. The global project is supporting similar activities in twelve other countries,
amounting to a total oI 5 million over three years.
'This is a ground-breaking, innovative collaboration with a respected, global corporation who
have clear expertise in Iinancial and resource management," Vanessa Tobin, UNICEF
Philippines Country #epresentative, said. "The project will beneIit 40,000 oI the poorest people
living in Masbate and Pasay, and is likely to beneIit a Iar greater number through better health
and education and by enabling poor Iamilies to begin to build a Iuture Ior themselves.

Re-engineering
Barclays Corporate is the corporate banking arm oI the Barclays Group, managed alongside
Barclays Capital, our investment banking arm, and Barclays Wealth, our wealth management
business. This means we're in a unique position to give our business customers access to deeper
and wider expertise Irom across the Barclays Group, while our people beneIit Irom broader
opportunities than beIore. What will the role involve? To support Barclays Corporate Banking
InIrastructure in shaping the Iuture oI Corporate Banking (CB), such that the area achieves a step
change in business perIormance (customer service, productivity, eIIiciency) and realises its
strategic goals Ior our customers and our people. To assist/take ownership (as appropriate) in the
delivery oI end-to-end improvements to key servicing and operational processes. Working with
diIIerent parts oI Corporate, Investment Banking and Wealth as required. To contribute to the
development oI target designs Ior key CB e2e processes, across channels, customers and people.
Support the Corporate Banking Operational #e-engineering team in providing business
sponsorship and design governance responsibilities. Support implementation and execution oI re-
designed/ engineered processes to BAU and Iollow through into post implementation measure oI
success What will you need? An awareness oI Automated Document Production Ability to code
in MicrosoIt VBA. A Working knowledge oI MicrosoIt Excel Working knowledge oI HTML,
CSS & SharePoint Awareness oI project management disciplines, Irameworks and techniques
Strong Analytical skills What will you get in return? As a Barclays member oI the team, you will
enjoy a highly competitive salary and an attractive beneIits package; including a private pension
scheme, medical cover, territorial allowance and numerous liIestyle beneIits. Barclays are
dedicated to your learning and development needs to complement your career aspirations.