Barclays

Manage
Man agemen
mentt struc
st ructur
turee:
The Boa
Boardrd : Barclays Board of Directors, led by Chairman Marcus Agius, manages the business on
 behalf of shareholders.

The Executive committee: Barclays Executive Committee comprises the most senior leaders in the
 business, headed up by Chief Executive Robert E. Diamond, Jr.
Executive committee consists of:
 Lucas, Group Finance Director 
Chris Lucas,
 Blanc,Chief Risk Officer 
Robert Le Blanc,
 Harding, Group General Counsel
Mark Harding,
 Jenkins, Chief Executive, Retail and Business Banking
Antony Jenkins,
 Kalaris, Chief Executive of Barclays Wealth.
Thomas L Kalaris,
 Jerry
Jer ry del Mis sierr, Co-
Missie Co-Chi
Chief
ef Exe
Execut
cutive
ive of Bar
Barcla
clays
ys Cap
Capita
itall and Co-C
Co-Chie
hieff Exe
Execut
cutive
ive of 
Corporate & Investment Banking
 Ramos, Group Chief Executive, Absa
Maria Ramos,
 Ricci, Co-Chi
Rich Ricci, Co-Chief ef Exec
Executive
utive of Barcl
Barclays
ays Capital and Co-Chi
Co-Chiefef Exec
Executive
utive of Corpora
Corporate
te &
Investment Banking
 Bott, Group Human Resources Director.
Sally Bott,

Corporate Governance: As Barclays is listed on the London Stock Exchange, it complies with the
UK Combin
Combined ed Code on Corpora
Corporate
te Govern
Governance.
ance. Additionally
Additionally,, Barcl
Barclays
ays has American Depositary
Depositary
Receipts listed on the New York Stock Exchange, and is therefore also subject to certain NYSE
corporate governance rules.

Company structure/organizational
structure/organizational structure:
structure:

Barclays Head Office is located at 54 Lombard Street, London. The function

f unction of Head Office is
to agree, control and co-ordinate the Banks strategies and policies across all areas of the Group.
The responsibilities of the HO function are split into a number of  Head Office Departments;
they research, design and introduce changes to policy, services or products.
The purpose of Centers is to undertake certain jobs and procedures from a central point (e.g.:
Security services), which brings benefits in terms of processing, administration and IT.
13 Regional Offices are spread across the UK. Their role is to act as a link between the HO and
 branches for the implementation of changes in policy and services and a control and co-ordination
 point for the branches in areas such as risk assessment, staff training, personnel issues and performance
targets.
Group Pare
Parent
nt Branc hes act as a centra
Branches centrall point
point for many
many admini
administr
strati
ative
ve and manage
managemen
mentt
functions. In addition, all the bank accounts for the customers of Parent and Group Member branches
are maintained at the Parent.
Group Member Branches can be considered as satellite branches to the Group Parent. They
do not normally have any managers on site although they offer a full range of services to customers.

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 Barclays

Barclays is a universal bank and is organized within two business 'clusters': Corporate & Investment
Banking and Wealth Management (CIBWM), and Retail & Business Banking (RBB). The Corporate
& Investment Banking and Wealth Management cluster comprises three business units: Barclays
Capital (investment banking), Barclays Corporate (commercial banking) and Barclays Wealth (wealth
management). The Retail & Business Banking cluster comprises four business
units: Barclaycard (credit card and loan provision), Barclays Africa, UK Retail Banking and Western
Europe Retail Banking.

ANNUAL REPORT (Directors’ report):

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 totaling 3.0p per ord inary 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)

Share Capital

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 Barclays

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 Share purchase, Share save 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

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 1,5 16.9
million new ordinary shares at a price of £1.97775 to Q atar 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.

STRATEGIES OF COMPANY:

Global Retail Banking: Use of innovation is also transforming the customer experience.
Pioneering contactless payment strategy in the UK has r esulted in a much easier experience for our 
Customers. Ninety percent of the contactless cards issues in the UK are now issued by Barclays, which
 puts us in a leading position. In Kenya and Botswana, registration for mobile banking service increased
almost four-fold over the year. In Western Europe, Barclay continued to expand the 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.

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 Barclays

• Infrastructure support for education of the visually challenged through SIES in Mumbai.
• Providing relief to those adversely affected by the terror attacks of 26/11 through “I Love Mumbai”
• Promoting entrepreneurship amongst economically disadvantaged youth in Maharashtra by
 partnering with Pratham.
• Empowering the lives of the underprivileged youth through the medium of sport in association with
Magic Bus.
• Building a playground exclusively for the benefit of the children residing at Bal Asha Trust.
• Supporting an “Adoption awareness” seminar organized by the Bal Asha Trust.
Supporting a seminar on handling abandoned children for the benefit of the police force in the city.
• Extending support to the Bal Asha Trust for running a dispensary that provides free consultation and
medicines to people from the lower economic sections of society.
• Addressing the issue of livelihood among under privileged urban youth by imparting training on
employability skill, enhancement workshops and programmes in C omputers, English, personality
development and career counseling through Smile Foundation.

Charity begins at work:

• Employee engagement is driven largely through the bank’s initiative, Make a Difference Day, which
is celebrated world-wide across the Barclays Group in October – November each year. Employees
from around the Barclays world are urged to spend at least a day to support a cause or a charity of 
their choice – not in terms of money, but in terms o f their time. The bank supports them in their 
venture by providing them with time off from work and by funding the basic material they require to
make their project viable. In all, 13 projects were undertaken in 2009 which saw 19 5 Barclays and 68
 Non Barclays staff invest 2,637 hours of volunteering.
• To facilitate greater participation in this initiative, Barclays Corporate India launched Make a
Difference, Click a Difference in 2009. Over 70 employees and their families participated in this
initiative that sought to click pictures on the Magic of India. The shortlisted photographs were then
used to create cards and diaries. This year, for the first time, this initiative saw participation from
group companies such as Barclays Capital, Barclays Wealth, Barclays Finance, BSS and BTCI in a
fitting reflection of the one Barclays vision. A record 8,600 diaries were sold among all group
companies and the money raised given to Akanksha Foundation, an NGO that strives to p rovide
formal and non – formal education to the under privileged. The Akanksha Foundation will use the
 proceeds to support one of their centers in Mumbai to impart formal and non formal education to 50
children for a year.