Chairman's statement

Today the Group is smaller, safer, more focused, less leveraged, better capitalised and highly liquid, with the customer at the centre of the business. The sale of Africa, the settlement of legacy conduct matters and the exit of Non-Core will improve this significantly going forward.

John McFarlane

John McFarlane, Chairman

Total Assets:

2015: £1,120bn

Shareholders' Equity:

2015: £54.5bn 


2015: £358bn

Chief Executive's review

  • CEO

    We will stay wedded to a fundamental principle of finance: earn and maintain the trust of your customers and clients. Just as 327 years ago when we were founded, Barclays will be known for the way in which we do business, the integrity with which we operate, having a positive impact on society, and delivering shareholder value.

    Jes Staley

    Jes Staley, Group CEO

    CET1 ratio

    2015: 11.4%

    Return on Tangible Equity 3.6%

    2015: (0.7%)

    Cost: Income Ratio 76%

    2015: 84%

  • Barclays UK

    During 2018, Barclays UK will become the ring-fenced bank for the UK, continuing to provide transactional, lending and investment products and services to over 24 million Personal, Wealth and Business Banking customers and clients, via a separate legal entity.

    Barclays UK

    Ashok Vaswani, CEO, Barclays UK

    Profit Before Tax:

    Return on Tangible Equity:

    Cost:Income ratio

  • Barclays International

    Barclays International is a diversified transatlantic, wholesale and consumer bank which will be housed within Barclays Bank PLC, the future non-ring-fenced bank. We seek to maintain and further our position as a leading provider of financial services to corporates, institutions and individuals.

    Barclays international

    Tim Throsby, President, Barclays International and CEO, Corporate and Investment Bank

    Profit before tax: £4.2bn

    Return on Tangible Equity: 9.8%

    Cost: Income ratio 63%

Business model

Barclays PLC Group operates via two clearly defined divisions – Barclays UK and Barclays International – with a diversified business model that we believe helps to enhance our resilience to changes in the external environment.

Business model

Our strategy

Our strategy is to build on our strength as a transatlantic consumer, corporate and investment bank, anchored in our two home markets of the UK and US.

Performance Indicators

Our revised performance measurement framework supports the sustained delivery of our strategy over the medium to long-term and will influence executive remuneration from 2017. Our strategic success is intrinsically linked to the positive impact we have on all our stakeholders and society as a whole.

Financial performance metrics

Group RoTE to converge with Core RoTE

Group Cost: Income ratio below 60%

CET1 ratio 150-200bps above minimum regulatory level

Strategic non-financial performance measures– delivering positive outcomes for our stakeholders

Customer and Client

  • Building trust with our customers and clients, such that they are happy to recommend us to others
  • Successfully innovating and developing products and services that meet their needs
  • Offering suitable products and services in an accessible way, ensuring excellent customer and client experience


Promoting and maintaining:

  • A diverse and inclusive workforce in which employees of all backgrounds are treated equally and have the opportunity to be successful and achieve their potential
  • Engaged and enabled colleagues
  • A positive conduct and values-based environment


  • Making decisions and doing business that provides our clients, customers, shareholders, colleagues and the communities which we serve with access to a prosperous future, through our Shared Growth Ambition
  • Proactively managing the environmental and societal impacts of our business 

Underpinned by how we behave towards all our stakeholders through our conduct and culture