| Barclays
Barclays
| Barclays
| Barclays
| Barclays India
| Barclays
Barclays Middle East operations, based in Dubai, have undergone significant changes in recent years. One of a number of European investment banks to be affected by falling revenue and growing...
| Barclays Bank of Kenya
Barclays Bank of Kenya is a part of Absa Group, an African financial services group that is listed on the Johannesburg Stock Exchange in South Africa and is one of...
| Barclays Bank Moçambique
Barclays Bank Moçambique provides personal and business banking services for corporate customers and individuals in Mozambique. Founded in the country in 1977, it is based in Maputo with branches across...
| Barclays
Rachel Huf leads the Hong Kong based legal team at Barclays in her role of general counsel Asia Pacific. The team contains 18 lawyers and two non-lawyers as part of...
| Barclays
Over the past two years, the Barclays legal team has transitioned from operating as a number of separate business-focused teams, with lawyers sitting in different locations within the UAE with...
| Barclays
The Barclay’s legal team covering Italy comprises of lawyers based in both London and Milan, with previous experience in international and Italian law firms. The legal team provides advisory and...
| Barclays
The Hong Kong legal team of Barclays is led by Rachel Huf who serves as general counsel Asia Pacific and consists of 19 lawyers and two non-lawyers. The team is...
| Barclays – Personal, Corporate Banking and Shared Services
A well-known banking institution with a long history in Italy dating back to 1925, Barclays possess a talented legal team in the country that received special mention from a private...
| Barclays India
Barclays has had a branch presence in India since 1990, achieving market leading positions in its lines of business across banking, technology and shared services operations. Responsible for the general...
| Barclays Investment Bank
Head of emerging markets legal Amol Prabhu leads the interaction of Barclays Investment Banking with its Barclays Africa franchise. This involves extensive co-ordination and collaboration with multiple legal teams comprising...
| Barclays Bank of Kenya
The sale of part of Barclays’ stake in its South Africa-based Barclays Africa Group earlier this year has accelerated the pace of change many of its banks are facing in...
Freeze the regulatory environment of today and Barclays group GC Bob Hoyt believes the 740-strong legal team would still have a lot of work to understand and safely operate the financial services giant within that legal framework. But add to that how dynamic the framework is, and how much regulation is changing in the US and UK, and that job gets even harder. ‘For an institution like ours that offers so many products and services across so many jurisdictions, it is remarkably complex.’ Barclays has faced intense public scrutiny in recent years: from the Serious Fraud Office’s investigation into the bank’s £12bn fundraising at the height of the financial crisis, which resulted in criminal charges against the bank and former executives relating to a £2.3bn loan Barclays provided to Qatar, a multibillion-dollar legal battle with the US Department of Justice over allegedly-fraudulent mortgages and a New York currency trading probe that ended in a $150m settlement. There have been other significant projects too, such as the industry ring-fencing reforms that saw Barclays take the decision in March 2016 to split into two divisions: Barclays UK and Barclays International. Hoyt says: ‘Structural reform is a massively legallycomplex operation and we’ve had teams handling everything from the way it affects our customers, in particular our retail customers, but also effectively doing M&A work, moving things between entities smoothly.’ Brexit also creates a large volume of work for the in-house team, as it did the nuts-and-bolts preparation regarding where businesses might be best located, and how they would be moved there post Brexit. With so much going on, it is easy to see why Barclays has such a large in-house team: 466 staff based in the UK, 167 in the US and the remainder dotted elsewhere. There was previously a team in Africa as well, before Barclays sold part of its stake in the African business for £2.2bn in mid-2017. Hoyt says he has a terrific leadership team and in the past few years has focused on the tier just below them to develop and identify talent internally. This involves lawyers working across different practice areas, giving them more varied experience, and provides a deeper pool of professionals with the type of background you would expect of a GC. The team is also 60% female and its leadership is 42% female. Hoyt remarks: ‘Most law firms would be very happy to have those numbers, but we know we have further to go.’ Technology is a big challenge for the team, both in terms of new banking products but also in upskilling its lawyers. It has a suite of technology in place that provides metrics on how the group is operating, from matter management to e-billing and time recording, and intends to study its processes and bring in new technology to drive efficiency. The in-house team is supported by operations professionals Alison Gaskins, who is chief of staff ; head of business management Jon Doyle; and head of commercial management Stéphanie Hamon. Hoyt says this has given Barclays a firm grip on both its internal and ‘very substantial’ external spend. ‘If you just step back and look at it as a commercial matter, a unit of the bank that manages this very large area of spend, it would be crazy not to have business professionals bringing cutting-edge practice to how you manage that.’
