Barclays





In Section 2:


Corporate Social Responsibility Directors and officers of Barclays PLC and Barclays Bank PLC Directors' report Corporate governance report Barclays report on remuneration Accountability and Audit Presentation of information Risk management
	As a service business Barclays is heavily reliant on the knowledge and expertise of its people. As we strive to improve our performance and to keep pace with changing customer requirements, we recognise the need to support employees through training. We also believe we have a duty to provide the professional and personal development opportunities vital to long-term employability and job satisfaction. Around Ł42 million (2001: Ł57 million) was spent on training and development in 2002. Cost efficiencies were achieved through the ongoing centralisation of separate training functions, many of which were duplicating activity and effort, into a single function, and the development of more cost-effective delivery methods such as online computer-based training. As a result, Barclays believes that, while overall spending on training will decrease between now and 2006, the volume and relevance of training should continue to increase year on year. In 2002, Barclays corporate university, Barclays University (bu), continued to expand. The bu website provides access to online learning, self-assessment tools and a facility to order resources from the bu library from where more than 29,000 library loans were made in 2002. In addition, bu opened a new 'metro centre'. There are now four centres nationwide offering access to learning materials, computer-based training and learning advisors who can provide coaching and advice. In partnership with the learndirect initiative, bu opened smaller local learning facilities in 141 learndirect centres. bu also gave UK employees the chance to apply for grants for up to Ł150 to fund their personal development. Some 8,700 employees took up this offer. A spirit of partnership characterises our relationship with UNIFI, the trade union that represents many Barclays UK employees. This partnership approach is often held up by UNIFI as a model of progressive employee relations practice. UNIFI is consulted on all plans for business change which impacts staff within the areas it covers and in 2002, UNIFI helped shape the new Performance Development system. During the year, 77 UNIFI representatives and line managers undertook training to help them work together to put partnership into practice in the resolution of local issues. Under a scheme developed and run jointly by UNIFI and Barclays, 101 UNIFI representatives received official accreditation. This enables them to represent colleagues at disciplinary and grievance hearings and to involve colleagues in UNIFI’s work. In 2002, we extended our support for employees in Africa with HIV/AIDS. Employees in Botswana and Zambia are now offered free, voluntary and confidential HIV/AIDS testing. Free medical treatment and counselling is offered to staff and their families. In the bank’s other sub-Saharan African operations, Barclays is rolling out employee education and awareness programmes. Barclays remains concerned about the level of absence through sickness among UK employees and will continue its efforts to reduce absence levels. In 2002, Barclays initiated the development of a formal statement of human rights principles to inform employment and sourcing practices worldwide. The principles reflect the human rights standards enshrined in the UN Universal Declaration of Human Rights and the International Labour Organisation conventions, and cover issues such as minimum working age, health and safety, working hours and discrimination. We are developing a system to monitor our compliance with these principles worldwide.	Making Business sense CSR in the marketplace CSR in the workplace CSR in the community CSR in the environment