Communications Strategy 2008

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Contents page

Communications Goals 3

Key Messages 4

Communications Channels 5-8

Global Communications Team 9

Proposed Operations Identity 10

Measurement and Evaluation 11

Activity calendar 12 - 15

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Communications Goals

During 2008, Global Operations will continue to experience tremendous growth and change. The primary goal of communications strategy is to ensure employees and managers feel that they understand how they are a part of the big picture in supporting the global Operations action plan and strategy.

Frequent communication through multiple channels plays a vital role to:– Increase employee engagement, and help employees understand how global initiatives relate to

them– Aid in employee retention and morale– Establish stronger communications between managers and employees and across business lines– Position Operations (and the employee mindset) to be more resilient, flexible and competitive in

the marketplace

To ensure management participation and buy in: Regular meetings with the Ops directs will be necessary to

– Drive the messages to the global population– Deliver timely and relevant messages– Appropriately prioritse and regionalize messages to effectively reach target audiences.

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Key Messages

Key messages to support the global strategy must be decided, communicated consistently and refreshed regularly:

Our business aligned management structure ensures clear accountability and single points of contact for each business.

The end to end strategy is designed to drive efficiency, improve control and prioritise investments across all product areas.

Everyone in Operations has an important role to play in delivering superior client service.

The Location Strategy is designed to re-balance our global footprint to reduce concentration risk of core processing roles across our major locations.

The Technology Strategy is focused on automating manual processes, increasing efficiency and control.

We have built a robust People Programme framework to ensure we are recruiting, developing, and retaining top talent to support the delivery of the Operations Strategy.

The Operations Academy offers customized technical, business, professional and leadership training to enhance your career growth opportunities.

Operations’ goal is to cost-effectively support the continued growth and increasing complexity of the business.

BarCap Operations is a great place to work and hard work is rewarded.

As a major global organisation, we offer superb opportunities for career progression and we invest substantially in the training and development of our people.

Our mission is clear – to be the premier global investment bank in risk management and financing.

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Communications Channels

A mix of channels will be employed to ensure messages are being heard, read, understood and accepted.

Global Email Proposed Management Messages for 2008:

– Goals and Objectives for 2008 to reinforce the Ops Strategy (January)

– AD and Director Promotions (February)

– Announcement/invitations to town halls (Quarterly)

– Employee appraisal process (Mid-year)

– Mid-year check point to report progress as of 1H08 (July)

– Year end thank you and “year in review” (December)

Manager Communication Briefing Packs To ensure relevant and sustainable content, the Ops management team will be charged

with providing updates for their business area. Topics will cover the six components of the Ops strategy. In addition, information about the strategies and successes of various businesses will be

included. These will help employees to

– Understand why Barclays Capital is one of the fastest growing investment banks

– Create enthusiasm for the organisation

– Familiarize employees with business lines they are not familiar with, therefore aiding in mobility.

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Channels

Quarterly Town Halls – Develop messaging to update global audience on current initiatives– Ensure that Employee Recognition is built into each town hall

Announce successful project completions, teams, individuals who went “above and beyond” the call of duty

Publicly thank and congratulate those teams/individuals for their efforts If budget allows, a small gift such as bottle of champagne, would make a lasting

impression on the audience

Executive Chat Sessions – Using the b: Chat technology, a series of Executive chat sessions will be held throughout

07/08. – Each chat will have a theme and guests that support the Ops Strategy, however, employees

are invited to ask questions about any topic. – The general questions can be filtered to the end of the session so that the theme is conveyed

clearly early in the chat. – For example, “Partnering with Technology to automate processes, improve efficiency and

control – with guest Phillip Freeborn and Mark Denney will launch the executive chat series.– Going forward, themes can include other elements of the global strategy such as:

Client Service – What can we do to better ensure we are providing Superior Client Service? – With guests John Rodefeld, Kevin Rush, Neil Cummins.

People Programme – Are you “Getting with the Programme” taking advantage of training, mobility, etc. What are the hurdles/what can be done differently? With members of the Management team as guests.

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Channels

Global Ops e-Newsletter: To raise awareness of initiatives, share success stories, and create the

sense of a Global Ops Community, the newsletter will be:

– Created online for quick and inexpensive production and distribution.

– A repository of the e-newsletter will be posted to the intranet – for use by new hires and anyone who misses an issue.

– Photos of team members and individuals and colorful graphics will be used wherever possible to create visual interest.

– Content will include brief articles and photos covering regional Operations teams, project updates, success stories, people/management team member profiles.

– Carole’s Corner – Paragraph on front cover with brief update from Carole Machell

– Mobility Open Job Report – Refined to highlight special opportunities such as roles in particular branches or newly created positions.

People Programme Events:

– Mobility Forums – Provide background on what’s being done to foster mobility “behind the scenes”

– Training and knowledge sharing workshops – refine the communications that are sent regionally to create more awareness and enthusiasm.

– Career management / development workshops – launch internal workshops tailored to Operations staff, based on the Ops career roadmap.

– Networking sessions – successful and inexpensive to conduct. Promote these as available to facilitate mobility

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Intranet Background: In its current form, the intranet is not an effective communications channel. It is restrictive

in the use of graphics and photos and time consuming to edit. The intranet redesign project which is currently under way is slated to be completed by 2Q08. The revamped site and Content management system will enable better use of the intranet as a powerful communications vehicle and repository of information.

The site will be used to prominently display the six components of the Ops global strategy and links to underlying projects and initiatives: Business Alignment

– Organisational structure and contact info– New Hires (and how they support the global strategy)

End to End Execution– Controls updates– End to End Process Improvement

Superior Client Service – About the Client Programme– OCS Contact info– Link to client video

People Programme – Mobility Success profiles– Operations Academy– Diversity Profiles

Location Strategy– Recent migrations– Overview of geographic functions

Technology Strategy– STP update and efficiency– Mission critical projects

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Global Communications Team

Successful communications will depend on a strong partnership with dedicated communications professionals in other regions. Representative from Singapore, Whippany, London, Europe, South America will need to be

identified.

A percentage of these individuals’ roles will have to be dedicated to Communications. The communications responsibility should not be done as a “favor” but rather a well defined

part of their job responsibilities.

Virtual Communications Team members will be expected to: Report on news and events in their region Provide articles and photos for weekly email newsletter Attend periodic conference calls with other Communications team members Attend the meetings of members of the Ops leadership team (as appropriate) Provide content for the monthly manager communication packs Coordinate logistics and desk drops for regional events/town halls Perform intranet updates pertaining to their regional roles Conduct informal focus groups to measure the success of the communications

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Operations Strategy Identity

The Operations identity will reinforce the global strategy set forth in 2006 and the underlying strategic components of business alignment, E2E execution, client service, people, technology and location strategy.

The Ops identity defines the Operations strategy simply and succinctly to reinforce the global strategy and will be consistently placed throughout communications materials to establish a strong awareness and recognition.

Proposed Ops identity for overall global strategy:

Proposed Ops identity for individual components of the global strategy:

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Measurement and Evaluation

Ongoing measurement will be part of the strategy to ensure messages are getting across.

Focus Groups: Regular Informal focus groups of 10 or less will be conducted to:

– Gather employee feedback– Gauge the success of communications messages– Convey the message to employees that they are being heard and their opinion is

valued– Better understand retention issues.

Pulse Surveys: Brief (10 questions or less) surveys to be emailed to various groups across

Operations to regularly take an employee pulse.

BarCap Employee Satisfaction survey: If possible, specific Ops questions to be added for the Ops population

Results of the above to be compiled quarterly and reported back the Leadership Team.

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Communications Activity Calendar

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Communications Activity Calendar

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Communications Activity Calendar