Salz Review - Wall Street Journal
Salz Review - Wall Street Journal
Salz Review - Wall Street Journal
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<strong>Salz</strong> <strong>Review</strong><br />
An Independent <strong>Review</strong> of Barclays’ Business Practices<br />
76<br />
8. Culture<br />
8.1 Trust is a fundamental requirement for any successful organisation. Yet survey data<br />
show a persistent and debilitating scepticism among customers, investors and other<br />
stakeholders in the trustworthiness of the business world. 136<br />
8.2 Banks in particular are built on trust. After all, they look after our money. Banking<br />
requires that we have trust and confidence that our bank is not taking undue risk.<br />
Building an organisation’s reputation for trustworthiness takes time and is founded<br />
on a robust ethical culture supported by leaders, systems and policies designed to<br />
foster and reinforce employee trustworthiness. In industries that are associated with<br />
risk and risk-taking, the work that must be done to establish and sustain trust is<br />
greater. Barclays’ work on culture and values comes at a time when trust in banking<br />
and bankers is at an all-time low. Trust comes from an expectation that what is said<br />
will be delivered. Trust is also strongly related to fairness. Studies show that the<br />
experience of unfairness quickly erodes trust. 137<br />
8.3 Data from the Edelman 2013 Global Trust Barometer shows that at 50%, trust in<br />
banks and financial services, is lower than for all other business sectors. In the UK,<br />
the level of trust in banks is a startling 22% in 2013. The Global Trust Barometer<br />
measures trust through surveys of over 31,000 people in 26 countries. The survey<br />
also asked respondents to explain the biggest causes of the recent scandals in<br />
banking. 59% of responses linked the issues to organisational culture – i.e., conflicts<br />
of interest, corporate corruption, and the consequences of bonuses and<br />
compensation (see Figure 8.1). 138 Compensation is heavily weighted in public<br />
judgment because of the perception of fair value and the challenge of justifying<br />
compensation levels (particularly in investment banking) in terms that most people<br />
can relate to (see Section 11).<br />
Figure 8.1 – Perception of the Causes of Banking Scandals<br />
“What do you think is the biggest cause of these scandals?”<br />
(%, Question asked of respondents familiar with recent banking/financial services scandals)<br />
100<br />
6<br />
13<br />
Changes in the economy<br />
Banks are too large<br />
20<br />
Lack of regulation<br />
50<br />
0<br />
11<br />
23<br />
25<br />
Conflicts of interest<br />
Corporate culture driven<br />
by compensation/bonuses<br />
Corporate corruption<br />
59% of causes<br />
of scandals<br />
are internal<br />
and within<br />
business<br />
control<br />
Note: Segments in source data do not sum up to 100% due to rounding<br />
Source: 2013 Edelman Trust Barometer<br />
136 Edelman, 2013 Edelman Trust Barometer, January 2013.<br />
137 Roderick Kramer, Rethinking Trust, 2009.<br />
138 Edelman, 2013 Edelman Trust Barometer, January 2013.