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Board performance

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Each year, the Board undertakes an effectiveness review, to assess its performance. Our review is a formal, rigorous process that has been facilitated externally since 2004.

Evaluation Statement

A summary of the Board’s progress against the actions arising from its 2015 Board Effectiveness Review can be found below. This is described in more detail within the 2016 Annual Report.

Theme Actions taken in 2016
Board Priorities
To ensure that the Board agenda is optimised, including time for ‘blue-sky’ discussion of major risks.
In early 2016, a set of Board objectives was agreed in order to track progress against the Board’s priorities. Board agendas were updated to allow more time for discussion of strategic options. This was also a key focus for the 2016 Board Strategy Offsite.

Board dinners were used for more free-ranging discussions, with suggested topics notified to the Directors in advance. No decisions were taken or required as part of these discussions, which were used to inform the broader debate at subsequent Board meetings.
Leveraging Board experience in support of executives
To continue to ensure that all non-executive Directors have the opportunity to contribute to strategic debate.
John McFarlane and Sir Gerry Grimstone took responsibility for ensuring that all nonexecutive Directors were involved in strategic decision making.

In the course of the year, it was decided that partnering non-executive Directors with members of the Group Executive Committee would not be taken forward. However, the experience of non-executive Directors has been leveraged as appropriate, e.g. the appointments of Steve Thieke and Diane Schueneman to the board of Barclays US IHC.

Non-executive Directors continue to make a valuable contribution to the Board and its Committees.
Greater awareness of Board Committee work
To continue to raise awareness across all Board members of the significant issues considered by Board Committees and to continue to refine the remit and scope of the Board Reputation Committee.
All Directors have access to Board Committee meeting papers and minutes, and are reminded that they may attend Board Committee meetings whether or not they are members. Some Directors made use of this option during 2016. Board Committee Chairmen have continued to report to the Board on specific matters discussed at Board Committee meetings. During 2016, Sir Gerry Grimstone, chairman of the Board Reputation Committee, took action to define and focus its role and scope more clearly, including implementing new reporting initiatives such as the development of dashboard reports.
Improvements to the Board appointment process
To continue to assess the skills and experience needed on the Board and to ensure that Board composition is balanced between UK and international members. To enhance Board succession planning, particularly in respect of key roles.
During 2016, a revised Board succession plan and updated skills matrix were presented to the Board Nominations Committee. The plan addresses immediate needs as well as longer-term requirements to take account of the tenure of non-executive Directors.

The succession plan included succession to key roles and considered the optimum size of the Board. The future composition of the Board post-Structural Reform has also been considered. In addition, the Board received updates on executive talent management an succession planning during 2016.
Director induction
To enhance the Board training and induction programme, with particular focus on the training needs of Board members from outside the financial services sector.
The Board training programme for 2016 included specific sessions aimed primarily at non-executive Directors without a financial services background. Details of the training programme offered during 2016 can be found on page 87 of the 2016 Annual Report.
Dealing more strategically with global regulation
To continue to provide opportunities for Board members to provide early input to thinking on major issues and decisions.
The Board’s agenda during 2016 focused more on strategic issues, including the capital and liquidity impacts of Structural Reform. For a description of the Board’s activity in 2016, including the input provided to management on the formulation of Group strategy and other significant decisions, see pages 56 to 57 of the 2016 Annual Report.
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