Board responsibilities

Good corporate governance is important in creating and sustaining shareholder value; and ensuring that our behaviour is ethical and promotes positive outcomes for the benefit of all our stakeholders.

Our Board:

  • is responsible for creating and delivering sustainable shareholder value
  • ensures an appropriate balance between promoting long-term sustainable growth and delivering short-term performance
  • reviews and approves the strategic objectives and policies of the Group
  • provides overall strategic direction within a framework of incentives and controls.

We see conduct as an opportunity to differentiate ourselves by developing high levels of trust with all our stakeholders. The financial services industry relies on trust, and good conduct is based on our daily behaviours, exhibited in our individual and collective actions and decisions.

Our code of conduct - the Barclays Way - outlines the behaviours which govern our way of working across the business. It is a point of reference covering all aspects of employees’ working relationships with:

›› one another;
›› our customers and clients;
›› governments and regulators;
›› business partners;
›› suppliers;
›› competitors; and
›› the broader community.

Our conduct culture fosters values-based decision - making, and shows how our policies and practices align with our Values. We also have a supplier code of conduct, which outlines the standards we expect from them. The Barclays Lens is a complementary framework that moves decision-making beyond legal, regulatory and compliance concerns towards considering broader societal impact and opportunities.

Continue reading about our conduct.

Summary of matters reserved for the Board

  • The Group’s objectives, strategy, short-term and medium-term plans and the monitoring of performance against agreed criteria;
  • Annual financial statements, interim reports, dividends and related financial matters;
  • The Group’s code of ethics;
  • The appointments to and removals from the Board (including the Chairman, Group Chief Executive, and executive and non-executive directors);
  • Delegations of authority to the Group Chief Executive;
  • Board committee mandates, authorities and membership;
  • The Group’s risk appetite;
  • Significant company policies;
  • The Group’s corporate governance philosophy and on-going governance compliance;
  • Compliance with laws and regulations;
  • Risk management and internal controls;
  • Stakeholder communication; and
  • Board and individual director performance evaluation.

Continue reading about our governance objectives


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