Company: BCS
Filing Date: 2025-02-13
Form Type: 20-F
Source: 0000312069-25-000114
Chunk: 237

Company: BARCLAYS PLC
Filing Date: 2025-02-13
Form: 20-F
Chunk 237
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eration arrangements should be transparent and promote effective engagement with shareholders and the workforce &#8226; A clear remuneration philosophy with aligned policies and practices for Executive Directors and the wider workforce &#8226; Our Fair Pay Report, which sets out how pay fairness is central to what we stand for, is used to engage with our shareholders and our colleagues &#8226; Regular engagement on remuneration with our largest institutional shareholders, including extensive shareholder engagement on the DRP review &#8226; Clear and transparent disclosure of the context and rationale for the proposed DRP changes Simplicity &#8211; remuneration structures should avoid complexity and their rationale and operation should be easy to understand &#8226; Clear disclosure of rationale for and operation of each element of the DRP &#8226; The new DRP proposes simplified fixed pay for the Executive Directors, all in cash and renamed as salary, in line with normal practice &#8226; Executive Directors incentivised via annual bonus with deferral and LTIP &#8226; Prospective disclosure of bonus metrics and LTIP targets, and full retrospective disclosure of outcomes against financial and non-financial targets and criteria, with full supporting commentary Risk &#8211; remuneration arrangements should ensure reputational and other risks from excessive rewards, and behavioural risks that can arise from target-based incentive plans, are identified and mitigated &#8226; Assessment of 'What' and 'How' performance is achieved &#8226; Ex-ante and ex-post risk factored into the assessment of business performance &#8226; Significant deferral into shares, to align with shareholder experience &#8226; Committee discretion to adjust all variable remuneration outcomes &#8226; Malus and / or clawback provisions apply to all elements of variable remuneration Predictability &#8211; the range of possible values of rewards to individual Directors and any other limits or discretions should be identified and explained at the time of approving the policy &#8226; Maximum incentive outcomes set out in the DRP &#8226; Scenario charts illustrate potential payouts under each element of the Policy &#8226; Key areas of Committee discretion clearly outlined in the Policy Proportionality &#8211; the link between individual awards, the delivery of strategy and the long- term performance of the company should be clear. Outcomes should not reward poor performance &#8226; The new DRP would increase alignment of pay and sustainable performance, via higher weightings to financial performance measures, higher weighting to LTIP and higher shareholding requirements &#8226