Investment Bank Investor Presentation
Section 3. Realistic plans to deliver on commitments
...by making structural changes to the way we run our
business...
Initiatives
Reducing
'Reposition',
'Transition' and
'Exit' businesses
Increasing front
office productivity
Better integrating
support functions
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•
•
•
Re-focusing business and product mix: Refocused on those areas with the greatest return and
reduced risk profile (e.g. Commodities)
Exiting non-core areas: Sold Private Equity arm and planning exit of residual non-core businesses
Re-aligning geographic footprint: Reduced headcount in APAC, EMEA and LATAM to better fit the
market opportunities
Simplifying and de-layering: Created Markets division to eliminate inefficiencies in sales and
trading and reduce management layers
Optimising client service model: Developing tiered client servicing model to align cost-to-serve
with value of client relationship and increasing use of self-service/low touch models
Leveraging economies of scale: Reducing infrastructure costs through leveraging scale across
Barclays (e.g. by sunsetting 200 + legacy applications and consolidating vendors across the group)
Increasing integration of control functions: Reducing duplication and increasing use of best
practices across core control functions: HR, Risk, Finance, Legal and Compliance
38 | Investment Bank Investor Presentation | 28 June 2013
Estimated
gross saving
£50 - 100m
£150-200m
£200 - 300m
BARCLAYSView entire presentation