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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.

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