VaLUENTiS Human Capital Reporting model template 310106

Client Organisation: Barclays
A Client PLC
Human Capital Management
Report
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2005
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Review
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Please note: This report is designed for
ill t ti l f idi
Human Capital Report 2005
Client Report [period 01.01.04 – 31.112.04]Draft 01.02.06
illustration only as a means of providing a
template with example content and layout.
All references within reflect common
elements but do not refer to any specific
organisation or person.

The purpose of this document is to provide an illustrative guide to a human
capital report. We advise reading our accompanying HC Reporting white paper to
Purpose of this document…
p p g p y g p g p p
gain further context and understanding regarding the actual reporting construct.
It is not meant to be prescriptive or comprehensive, merely an indication of likely
headings and content . Guidance notes are included where you see the following
format:
Guidance notes
Should you wish to obtain further information or assistance with regard to
producing a document or should you wish to receive specific Human Capital
Reporting related training*, then please contact our international HCR Corporate
Solutions Team on:
+ 44 20 7 887 6108 or e-mail: hcr@valuentis.com .
*VaLUENTiS International School of Human Capital Management
Human Capital
Measurement
VBVB--HRHR™™ RatingRating
HC ReportingHC Reporting
PerformancePerformance
TalentTalent
EmployeeEmployee
engagementengagement
Employer brandEmployer brand
‘Every so often comes a
new market leader’
Measurement
Human Capital
Management
HR Function
Effectiveness
HC ScorecardHC Scorecard
TalentTalent
RewardReward
RetentionRetention
HCHC
BenchmarkingBenchmarking
HR StrategyHR Strategy
HR Value propositionHR Value proposition
HR Delivery modelHR Delivery model
Organisation Measurement
& Effectiveness
Diagnosis ? Design ? Implementation
HR CapabilityHR Capability
OrganisationalOrganisational--HRHR
‘work‘work--out’out’
programmesprogrammes
ScorecardsScorecards
ValueValue--basedbased
enterprise managemententerprise management
M&A integrationM&A integration
RestructuresRestructures
HR AuditsHR Audits
Sales team effectivenessSales team effectiveness
Client managementClient management
Human Capital Report 2005 2
Global Headquarters: 2nd Floor, Berkeley Square House, Berkeley Square, London, W1J 6BD
Tel: +44 20 7 887 6108 Fax: +44 20 7 887 6100 ? www.valuentis.com ? www.vbhr.com
Next…….

Different levels of reporting…
VaLUENTiS white paper ‘Human Capital Reporting: A summary of draft proposals’
provides the rationale for organisations to aspire to three different levels of
reporting, ‘Standard’, ‘Intermediate’ and ‘Advanced’.
Each level contains a number of expected (mandatory) components with certain
options/variations as shown in the table below.
This takes account of where organisations are today and where they can progress
to, over time. Naturally we would expect readers of the information to push for
everybody to the advanced level as soon as possible.
There are plans for a fourth and fifth level as and when organisations have
reached the ‘Advanced’ ceilingreached the Advanced ceiling.
Levels of HC Reporting
g
ated
ice
t
lysis
ng
or
ment
Level of
HC
reporting
Partofexisting
document
Separatededica
HCReport
HCPolicies
HCInitiatives
Companypracti
specifics
HCOStatement
PeopleFlow
statement
Productivity
statement
KPIs
Segmentalanal
Enhancedratio
reporting
AdditionalHC
domainreportin
VB-HR™Rating
equivalent
VB-HR™Rating
narrative
HCValuestatem
Standard
- - -
Intermediate - -
Advanced -
Optional
Mandatory
- Not applicable
The three levels are designed to provide
organisations with flexible options given their intent
to publish human capital related information.
Human Capital Report 2005 3Read on…….

Content
1. Review of 2005
2. Driving organisational performance
through HCM policies
T l t t
We propose that
the HC report
for the period 01.01.05 – 31.12.05]
Talent management
Employee wellness
Diversity & employee opportunities
Flexible employment & reward
3. Human Capital initiatives
Employee engagement
R it t & t ti
the HC report
should be a
standalone
document or
contained as a
section within the
annual accounts.
Recruitment & retention
Learning
4. Company practice insight
5. Human Capital - Report of Directors
6. Human Capital Reporting statements
Human Capital Operating statement
P l Fl t t tPeopleFlow statement
HC Productivity statement
7. Business segment review
8. Our VB-HR™ Rating
‘People’
‘Purpose’
‘Profit’
Human Capital Report 2005

Review of 2005
As a leading company in our field, we recognise
the huge part people play in the delivery of our
products and services to the market-place Ourproducts and services to the market place. Our
financial performance is a testament to this
contribution. As part of our global strategy, we
place significant importance in reporting aspects
of our people, the essence of which is contained
within this report.
Our strategy is based on continually gaining competitive advantage
which can only be maintained through the dedication, development
d f land management of our people assets.
Our performance based culture is designed to get the best from our
people and we feel that it is necessary to place just as much
emphasis on measuring the people aspects of the business as the
traditional measures.
This document provides a window through which our various
investors and stakeholders can see with more transparency and as
such understand and acknowledge our commitment to continued
excellence.
J. W. Smithers
Chief Executive Officer

Driving Organisational Performance through HCM
policies
Talent management This sectionTalent management
Selecting our future managers and leaders helps us to ensure that we continue to be a high-performing
organisation that can exceed the expectations of our customers, staff and other stakeholders. We make sure
that we can spot potential and high performance, through use of our annual appraisal system.
The ‘Enhancing our Performance’ tool is now available on the company intranet, and allows us to provide all
managers in the Group effective feedback on how they are performing. The 360-degree assessment
incorporates feedback from people who work for them as well as their peers and their own manager,
combining different viewpoints to help them identify their strengths, as well as the area of their performance or
outcomes that they might wish to improve with targeted support.
This section
should provide
readers with an
outline of specific
policies that the
organisation
wishes to make
known.
y g p g pp
Similarly, we ensure that all our employees receive effective formal and informal feedback on how they are
performing. We are currently rolling out a series of workshops to ensure that all our staff with people
management have a similar approach towards giving feedback.
Employee wellness
We have a ‘zero-tolerance’ view of accidents in the workplace. As we
regard Health & Safety as a core aspect of how we do business, employees
receive Health & Safety briefings as part of their induction programmes,
with additional annual training updates provided in the case of specialist
roles.
We provide all colleagues the opportunity to receive free eye tests, and
offer subsidised gym membership as part of our overall ‘Healthy Mind in a
Healthy Body’ programme. We have received positive feedback from
colleagues since launching the programme, with reduced levels of stress.
I t ff t th t f l f t l di ti
Diversity and employee opportunities
We aspire to creating a diverse workforce that reflects the communities we work in. We recognise diversity as
a way that can add value to the business through incorporating different experiences and viewpoints. This
helps us enhance the way we deal with our clients and ultimately we believe it helps our competitive position .
In our staff canteens, we ensure that a range of low-fat, low-sodium options
are available daily, and provide nutritional information so that our
colleagues can make their own informed choices.
To support the way we put this into practice, we ensure that all decisions around hiring, developing and
promoting are based on work-related criteria as laid down in detailed policies. All our recruiters are trained to
avoid discrimination in their questions and assessments and we supplement our interviewing with competency-
based assessments.
We are committed to providing all employees with equal opportunities based on merit, irrespective of their
race, gender, sexuality or beliefs. Our policy, ‘Respect for everyone’ is intended to support this and prohibits
discrimination on any grounds. We communicate our equality and diversity policy at induction and provide
guidance to managers on equal opportunities, including recruitment of disabled employees and ethnic
i iti E l t di i i ti h t th h C l i t d L t
minorities. Employees can report discrimination or harassment through our Complaints procedure. Last year
we received 15 discrimination-related complaints, down from 18 in the previous year. All 15 were resolved
following dialogue between the individuals concerned.

Driving Organisational Performance through HCM
policies (continued)
Flexible employment and rewardFlexible employment and reward
Our flexible working policy applies across all parts of our business (subject to local legislative requirements).
Our employment practices give employees the flexibility to manage their work-life balance. These include:
– part-time working – from 12 to 36 hours per week; employees can choose a variety of hours per day and
days per week
– job share – within appropriate roles, two colleagues can share a full-time job
– two weeks’ paid paternity leave (following the birth of a baby)
– parental leave (for childcare)
career break schemes of up to one year (e g for personal development or caring responsibilities)– career break schemes of up to one year (e.g. for personal development or caring responsibilities)
– paid time away from work for jury service, bereavement and emergency incidents.
Our pay and benefits package rewards employees for their contribution to the business, and allows each
person to tailor his or her package to suit their needs. Core benefits include a competitive salary, which takes
account of the markets in which our businesses operate, bonus opportunity and Group profit sharing – a
means for all our employees to share in the broader success of the Group.

Human capital initiatives
Employee engagement This section providesEmployee engagement
We recognise that engaging our workforce is a key contributor to company performance. Our ‘Have your say’
engagement survey is now in its third year. The survey provides us with a means of assessing employee
opinions, commitment and engagement, as well as an index for comparison year-on-year. In our survey
carried out in May 2005, we achieved an overall 78% response. This demonstrated that colleagues are clear
about what is expected of them, but that we need to improve day-to-day communications and act to prevent a
perception of increased work pressures and deterioration in work-life balance.
Our employee engagement score across the Group rose from 68 9 to 69 2 with the majority of operating units
This section provides
more granular details of
specific initiatives either
undertaken during the
reported year or
otherwise planned for the
coming year.
Our employee engagement score across the Group rose from 68.9 to 69.2, with the majority of operating units
reporting increases, representing a trend that has continually increased. This would suggest that we are paying
attention to the things that matter to our workforce but recognising that we still have room for improvement.
Recruitment & retention
Our ‘Employer of Choice’ programme, designed to portray a consistent image of
the organisation across Europe, formally concluded early in the period and has
been well received amongst potential recruits and new starters.been well received amongst potential recruits and new starters.
All internal job opportunities are advertised internally on the intranet, as well as
through appropriate external means, such as agencies or newspaper
advertisements.
Our practice of awarding ‘sign-on’ and referral packages continues to be well
received in the marketplace and amongst our employees. The success of the
referral package has contributed to a reduction in overall recruitment costs by
Learning
We want everyone who works for us to have the opportunity to develop their skills and knowledge, so that they
can perform their jobs to the best of their ability and develop their careers with us. We provide a range of
different types of training, including courses, workshops, on-the-job support, mentoring, support in achieving
related external qualifications and subsidised access to professional subscriptions.
referral package has contributed to a reduction in overall recruitment costs by
some £600,000 against 2004 figures.
Feedback from staff suggests that the increased focus on individual development, through the rollout of the
‘My Career’ programme of workshops and intranet tools, with the review of our development suite, has been
received positively. The effectiveness of this programme is being evaluated through multiple approaches,
including a series of questions in the engagement survey, with initial findings suggesting that this programme
has both increased staff engagement (by up to 1.2 points) and customer satisfaction.
As part of the development process, the web-based ‘Enhancing our Performance’ tool gives all managers in
the Group effective feedback on how they are performing. The 360-degree assessment focuses on the results
they create and how they achieve them through incorporating multiple viewpoints.

Company practice insight
Flexible working
This section may
want to provide
t l i i
Flexible working
We recognise that engaging our workforce is a key contributor to
company performance. To ensure that all our employees are able to
contribute to the maximum, we aim wherever possible to give them the
flexibility they need to balance their various commitments and manage
their work/life balance appropriately.
Edwin, who joined us as a graduate in 2001, has opted to take advantage
of our unpaid leave of absence policy that all employees qualify for after
four years’ service, to teach English in Australia for six months before
actual mini case
studies to ground
statements made
under the policies
and/or initiatives
sections.
y , g
going travelling. “My friends are all impressed with the flexibility I have,
and how supportive my colleagues have been” he confided.
Anja has recently transitioned from a full-time role to a four-day week, to
spend more time as a volunteer with her local hospice. “I’m really pleased
to be able to give something back to the community, and the company
has been fantastic at letting me re-evaluate how I worked in support of
that”, she said.
All over Europe, we now offer employees the options that give them the
flexibility they ask for, whilst ensuring that they still play an active and
effective role in the workplace.
Graduate recruitment
All our staff are vital to our effective operations and success, and we
place high emphasis in identifying ‘high-flyers’ from all walks of life to add
to our talent pool. We hire a selected number of graduates each year from
top University campuses across Europe, and our dedicated graduate
recruitment team is kept busy year-round in handling the many requests
we receive, for full-time work and our sought-after internships.
Martin, our European Graduate Recruitment Manager, tells us how thep g
milk-round at top Universities seems to get more competitive each year.
“Of course our competitors are at the same events,” he smiles, “but
graduates always get excited when they start to learn about what working
for us is really like. There’s just something about the way our people
respond to their questions that they find so engaging, and that really helps
us differentiate ourselves on campus.”
As part of our annual review of our employer brand on campus, we
discovered that, for the third year running, we have been recognised as
‘th I ld t lik t k f ’ i t
‘the company I would most like to work for’ in our sector.

Human Capital Reporting statements
Report of the Directors
The following statements are set out in accordance with human capital reporting standards 2006 (HCRC)
and as such provide a breakdown of the performance, composition and productivity of our human capital.
The development of employees, to ensure that we possess the necessary skills and behaviours to achieve
our strategic business objectives is given a high priority We place emphasis on ensuring effectiveour strategic business objectives, is given a high priority. We place emphasis on ensuring effective
management succession, and have developed well-established approaches for recruiting and developing
graduates and other young people into the Group.
Our Code of Conduct outlines our commitment to respect for individuals, no matter what their background
and culture. We have a policy of recruiting from the widest possible labour market and determining the
careers of our employees solely on their own merit.
Accordingly, we consider suitably qualified disabled people for employment and assist them in overcoming
handicaps at work. In the unfortunate case where an employee develops a disability during employment,
we seek to provide them with assistance in retrainingwe seek to provide them with assistance in retraining.
Internal communication is a priority for us, as our colleagues carry forward our reputation, brand and
knowledge. We share information through a variety of approaches, utilising our intranet as well as internal
publications and briefing sessions. Our senior managers review staff feedback and suggestions every
month, and every year we hold a formal management review of themes and issues that emerge throughout
the year.
By order of the board.
C J Burns
C.J. Burns
Secretary.

Human Capital Operating Statement
ye 31st
Dec 2005 ye 31st
Dec 2004
Information regarding this statement
can be found in our white paper or
through our training events. There are
different ways in which to report the
actual data, i.e. whether to report
accompanying percentages, more
ye 31st
Dec 2005 ye 31st
Dec 2004
OPERATING INCOME %
Revenue (£000s) 1,057,016 1,015,020
FTEs 16,352 16,047
Revenue per FTE 64,641 63,253
OPERATING COSTS
Total operating costs (£000s) 904,371 815,094
People costs (£000s) 532,181 464,317
Human Capital Intensity (HCI) 58 85 56 962
p y g p g ,
comment etc, though this will to a
great degree depend on the type of
organisation.
Human Capital Intensity (HCI) 58.85 56.96
OPERATING INCOME ATTRIBUTABLE
TO HC (HCIR per FTE)
38,041 36,029
£ % £ %
ANCILLARY PEOPLE COSTS (APC)
Training & Development costs (£000s) 8,176 7,342
Recruitment costs (£000s) 2,314 2,954
1
Health & Safety costs (£000s) 740 691
HR functional and related costs (£000s) 6,254 6,879
Outplacement costs (£000s) 256 53
Total 17,740 17,919
HC LEVERAGE (HCIR/APC per FTE) 35.06 32.26
34
5
Results
1. HCI*R (Revenue contributed by HC) per FTE increased from 36,029 to
38,041, including an increase in staff of 305 (+1.9%) to 16,352 – see the
PeopleFlow statement.
2. Human Capital intensity (people costs/total costs) has increased from
56.96% to 58.85%, further underlining the importance of people to our
business.
3. HC Leverage has increased from 32.26 to 35.06 representing an
improvement of 8.7%.
4. Average HC leverage (using VaLUENTiS HC performance index) has a
cross sector index score of 49.56. Our performance ranks in the 45th
percentile.
5. Overall ancillary people costs have declined by £179,000 (1%) due mainly
in the reduction of recruitment and HR functional related costs over 2004,
partially offset by the increase in training & development spend.
p y y g p p

Notes to Human Capital Operating Statement
1.1 Revenue. This relates to figures for the overall Group as stated in the accompanying
Accompanying notes form the
backbone of the reporting
information, providing depth of
understanding and transparency
for the intended reader. A
comprehensive understanding is
Profit & Loss Statement.
1.2 FTEs. See PeopleFlow Statement for detailed analysis of headcount figures. PTACS
approach has been adopted to account for the use of agency staff and contract workers.
1.3 Revenue per FTE. Derived through calculation in line with related Operating Principle.
1.4 Total Operating Costs. Reported figures exclude depreciation and amortisation in line
with related Operating Principle. Figures do not exclude Ancillary People Costs (see
Note 1.8)
1.5 People costs. £532.1 million is comprised of Directors Remuneration of £1.9 million, a
p g
required of the HCR operating
principles which can be gained
through VaLUENTiS white paper
or specific training provision.
p p ,
contribution to pension schemes of £7.8 million (reducing the FRS17 deficit to £27.4
million) and Payroll costs of £522.5 million.
1.6 Human Capital Intensity. Derived through calculation in line with related Operating
Principle.
1.7 HCI*R per FTE. Derived through calculation in line with related Operating Principle.
1.8 Ancillary People Costs. Costs as stated have not been excluded from the Total Operating
Costs as set out in Note 1.4. We have adopted this approach as APC is not deemed to
impact materially on Total Operating Cost figures.p y p g g
1.9 Training & Development. Costs of £8.2 million are disaggregated as follows. Pre-
threshold training costs do not apply, as the cost of induction is captured in ‘Recruitment
costs’, see Note 1.10. Threshold training costs equal £7.6 million in the period, of which
£5.8 million relates to HR delivery and procurement of external provision, and £1.8
million relates to line delivery and direct procurement of external provision. As the
organisation does not possess a dedicated Training Department, costs have been
derived through pro-rata allocation of HR personnel costs and associated procurement
spend. Post-threshold development costs equal £0.6 million, all of which relates to
t l i iexternal course provision.
1.10Recruitment. Costs of £2.3 million include fees paid to agencies totalling £1.6 million,
Induction costs of £0.3 million (which are excluded from Training Costs as set out in
Note 1.9) and an allocation of HR departmental resource time and associated budget of
£0.4 million.
1.11Health & Safety. Costs of £0.7m relate to related training provision of £0.1 million, related
insurance payments of £0.4m, £0.1m of pre-recruitment health screening and £0.1m of
employee health assessments. No court awards relating to Health & Safety, or
associated liabilities have been incurred within the periodassociated liabilities have been incurred within the period.
1.12HR functional and related. Costs of £6.3 million include HR budgeted resource and
expense items not otherwise included in reported cost categories of £5.6m, £0.2 million
spent on employee surveys and the use of Agency staff totalling £0.5 million. No
employment tribunals have taken place within the period.
1.13Outplacement costs. £0.3 million relates entirely to redundancy costs within the period
caused by the reduction in the scale of French operations.
1.14Contractor/Agent. Costs of £0.5 million relate to the use of Agency staff within the period
and have been included within the HR functional costs (see Note 1 12)
and have been included within the HR functional costs (see Note 1.12).
1.15Total APC. Derived through calculation in line with related Operating Principle.
1.16HC Leverage. Derived through calculation in line with related Operating Principle.

PeopleFlow®
Statement
STAFFING ye 31st
Dec 2005 ye 31st
Dec 2004
%
comment etc, though this will to a%
No of full-time staff at start of year 14,011 13,865
Number of part-time staff at start of year (FTE
eqv)
1,932 1,491
Number of other at start of year (FTE eqv) 104 175
Full time equivalents (FTEs) at start of
year
16,047 15,531
STAFFING MOVEMENT % £ %
Number of FTEs recruited in period (+) 1,427 1,874
organisation.
Number of acquisitioned FTEs during period (+) - -
1,427 1,874
Number of voluntary leavers (FTE) in period (-) 996 1,065
Number of FTEs made redundant or outplaced
in period (-)
35 217
Number of FTE retirements in period (-) 91 76
Number of FTEs outsourced in period (-) -
Full time equivalents (FTEs) at end of year 16,352 16,047q ( ) y , ,
STAFFING MISCELLANEOUS
Mean tenure (years) 5.2 5.3
Mean age of workforce 34 34
Retirement population 5,391 5,304

Notes to the Peopleflow Statement
2.1 FTEs at start of year. Consistent with figures at year end 2004. Part-time staff is
comprised of staff who work less than the contracted weekly 40 hours. Other staff
relates to 97 agency staff utilised to provide short-term cover and 7 staff on contracts
that expired within the period under review. Figures at start of period include 375 x full-
time staff on maternity/paternity leave and 223 x part-time staff on maternity/paternity
leave.
2.2 FTEs recruited in period. This includes 1,318 full-time permanent staff and 194 part-time
permanent staff. Group operations do not rely on seasonal staff and therefore these are
not included within stated figures.
2 3 N b f i iti d FTE d i i d N i iti h b d ithi th2.3 Number of acquisitioned FTEs during period. No acquisitions have been made within the
period.
2.4 Number of voluntary leavers in period. This is comprised of 720 full-time permanent staff
and 332 part-time permanent staff.
2.5 Number of FTEs made redundant or outplaced. Redundancies relate to the reduction of
the French operations within the period, following an appropriate period of consultation,
resulting in 33 full-time employees opting for redundancy packages rather than
relocation options offered. In addition, 2 employees have been dismissed within the
period for (unrelated) disciplinary reasonsperiod for (unrelated) disciplinary reasons.
2.6 Number of FTE retirements. Our retiree population has increased by 91 full-time staff, of
whom 12 have chosen to take early retirement.
2.7 Number of FTEs outsourced. No FTEs have been subject to outsourcing arrangements
within the period.
2.8 Full-time equivalents at end of year. This accordingly totals 16,352 at year-end, derived
in calculation with related Operating Principle.
2.9 Mean tenure. This has been calculated from the anniversary of start dates of full-time
t t ff l d fl t th fi t dpermanent staff only and reflects the figure at year-end.
2.10Mean age. This has been calculated for all full-time and part-time permanent staff only
and reflects the figure at year-end. Further detail is provided in the Regional analysis
section.
2.11Retirement population. This reflects current numbers of staff receiving a pension from
the Group (including Directors).

HC Productivity Statement
CONTRACTED RESOURCE ye 31st
Dec 2005 ye 31st
Dec 2004
Total number of FTE days contracted in year 3 530 340 3 401 289
great degree depend on the type ofTotal number of FTE days contracted in year 3,530,340 3,401,289
Total number of FTE vacation days taken in
year
336,987 333,144
TOTAL NUMBER OF CONTRACTED FTE
DAYS AVAILABLE
3,193,353 3,068,145
WORK RESOURCE ADJUSTMENT
FTE days gained through recorded overtime
work (+)
61,932 65,371
FTE days lost to illness (-) 18,431 19,016
FTE days lost to work-related illness/injury (-) 2,773 2,816
FTE days lost to industrial action (-) 249 167
1
2
organisation.
FTE days lost to industrial action ( ) 249 167
FTE days recorded as lost under miscellaneous
(-)
763 1,075
ACTUAL NUMBER OF CONTRACTED FTE
DAYS WORKED
3,233,069 3,110,442
PRODUCTIVITY
HCI*Revenue per FTE day (optimal) £192.96 £185.42
HCI*Revenue per FTE day (actual) £190.59 £182.90
HCI*Revenue per FTE day differential £2.37 £2.52
5
3
4
EMPLOYER-EMPLOYEE RELATED INDICES
Employee engagement index 69.2 68.5
Employer brand index 71.3 71.0
HUMAN CAPITAL MANAGEMENT INDEX
VB-HR Rating BB-BB-R BB-B-R
HC Performance Sustaining + Sustaining +
6
7
8
Results
1. For ease of reference, numbers under this heading are actual and not in (000s).
2. Over time recorded does not obviously include unrecorded over time nor any discretionary
efforts of employees.
3. HCI*Revenue per FTE day (optimal) is the revenue generated per people contribution
based on the contracted days (i.e. before any overtime and lost work days).
4. HCI*Revenue per FTE day (actual) is the revenue generated per people contribution
based on the actual number of days worked (i.e. including any overtime and lost work
days). Since revenue recorded is a post-adjustment (actual) number it does not record the
actual gain/loss from the contracted days.
5. HCI*Revenue per FTE day differential is the resulting gain/loss. A positive number shows
the attributable loss (inefficiency) of the operation.
6. Overall employee engagement index score increased from 68.5 to 69.2 (75th percentile)
with improvements seen across all five domains, line-of-sight, work environment, reward,
development and organisational architecture. However there was considerable variation
across the group – see business segment review on page 18.
7. Similarly, we recorded an overall improvement in our employer brand index score and
have now broken through the 70th percentile (VaLUENTiS global index) – see also
business segment review section on page 18.
8. Our overall VB-HR™ Rating has improved to BB-BB-R (see page 20 of this report for
further information)

Notes to the HC Productivity Statement
3.1 Total number of contracted FTE days available. Derived through calculation in line with
related Operating Principle.
3.2 Total number of FTE days contracted in year. No additional information required.
3.3 Total number of FTE vacation days taken. No additional information required.
3.4 Actual number of contracted FTE days worked. Derived through calculation in line with
related Operating Principle.
3.5 FTE days gained through recorded overtime work. 14% of the workforce is eligible for
overtime work.
3 6 FTE days lost to illness This figure includes 1 645 days lost that are categorised as3.6 FTE days lost to illness. This figure includes 1,645 days lost that are categorised as
long-tem sickness and 16,786 categorised as short-term sickness.
3.7 FTE days lost to work-related illness or injury. Work-related illness or injury has resulted
in 2,773 days lost, of which 622 days are categorised as long-term sickness and 2,151
categorised as short-term sickness. We are pleased to report that our workforce has
been free from fatality or death-in-service within the period.
3.8 FTE days lost to industrial action. Three separate episodes in the French operations
resulted in 189 days being lost. A further 60 days have been recorded as lost through
associated negotiation and conflict resolution by HR professionals and other staff.g y p
3.9 FTE days lost under miscellaneous. We apply the definition as set out in the related
Operating Principle.

Business-HC segment review (geography)
Organisations have a variety of
ways to present this data though
this should follow the format
used in the main accounts This
Human Capital Operating Statement
Year ending December 31 2005 UK Germany Spain France Italy Portugal
OPERATING INCOME £ % £ % £ % £ % £ % £ %
Revenue (£000s) 701,919 236,282 72,317 23,346 15,134 8,018
FTEs 10,294 3,893 1,412 354 278 121
used in the main accounts. This
example follows geographical
split. Knowledge regarding
preparing segmental data can be
gained through attending our
specific training events.
Revenue per FTE 68,187 60,694 51,216 65,949 54,439 66,264
OPERATING COSTS
Total operating costs (£000s) 587,126 214,333 60,187 22,496 13,390 6,839
People costs (£000s) 352,551 121,313 34,422 13,543 7,158 3,194
Human Capital Intensity (HCI) 59.88 56.60 57.19 60.20 53.46 46.70
OPERATING INCOME ATTRIBUTABLE TO HC
(HCIR per FTE)
40,830 34,353 29,290 39,701 29,103 30,945
ANCILLARY PEOPLE COSTS (APC)
1
Training & Development costs (£000s) 5,148 2,017 616 202 125 68
Recruitment costs (£000s) 1,457 362 310 112 52 21
Health & Safety costs (£000s) 476 189 56 9 7 3
HR functional and related costs (£000s) 4,010 1,366 417 274 125 62
Outplacement costs (£000s) 59 23 6 168 - -
Total 11,150 3,957 1,405 765 309 154
HC LEVERAGE (HCIR/APC per FTE) 37.70 33.80 29.44 18.37 26.18 24.31
2
3
Notes to segment information
1. Human capital intensity ratios reflect different human capital operating models, with Italy and Spain
operations recently set up. It is expected that these will increase over the next two years.
2. Contains 678,549 group costs. If stripped from UK ancillary costs, HC leverage increases to 40.14.
We have not reallocated Group HR spend across the various geographies.
3. For comparative purposes, average HC leverage (using VaLUENTiS HC performance index) has a
t i d f 49 56cross sector index score of 49.56.
4. ….

PeopleFlow®
Statement
Year ending December 31 2005 UK Germany Spain France Italy Portugal
STAFFING
No of full-time staff at start of year 9,046 3,403 1,157 320 177 84
Number of part-time staff at start of year (FTE
eqv)
1,232 491 123 55 31 -
Number of other at start of year (FTE eqv) 78 26 - - - -
Full time equivalents (FTEs) at start of year 10,356 3,920 1,280 375 208 84
STAFFING MOVEMENT
Number of FTEs recruited in period (+) 788 222 265 14 91 47
Number of acquisitioned FTEs during period (+) - - - - - -
788 222 265 14 91 47
Number of voluntary leavers (FTE) in period (-) 533 167 130 2 21 10
Number of FTEs made redundant or outplaced in
period (-)
26 6 3 33 - -
Number of FTE retirements in period (-) 91 76 - - - -
1
2
3
Number of FTEs outsourced in period (-) - - - - - -
Full time equivalents (FTEs) at end of year 10,294 3,893 1,412 354 278 121
STAFFING MISCELLANEOUS
Mean tenure (years) 5.2 6.3 5.8 3.7 1.4 1.3
Mean age of workforce 34 38 29 32 27 26
Retirement population 5,039 352 5 - - -
4
1. Included here are interim positions and other directly employed contractors.
2. UK accounted for just over 55% of total new employees in 2005, as against 62% of total of voluntary
leavers.
3. Details of the redundancies in our French operation can be found under the main Human Capital
Operating statement.
4. UK operations account for 64.5% of total employees.
5. ….

CONTRACTED RESOURCE UK Germany Spain France Italy Portugal
Total number of FTE days contracted in year
(000s)
2212 836 304 84 67 28
Total number of FTE vacation days taken in year
(000s)
205 87 29 8 6 2
TOTAL NUMBER OF CONTRACTED FTE DAYS
AVAILABLE (000s)
2,007 749 275 76 61 26
WORK RESOURCE ADJUSTMENT
FTE days gained through recorded overtime work
(+)
51,188 5,762 2,462 498 1,130 892
1
2(+)
FTE days lost to illness (-) 13,539 3,161 1,345 199 147 40
FTE days lost to work-related illness/injury (-) 1,812 544 239 85 61 32
FTE days lost to industrial action (-) 82 104 6 54 3 -
FTE days recorded as lost under miscellaneous
(-)
549 126 65 13 8 2
ACTUAL NUMBER OF CONTRACTED FTE
DAYS WORKED (000s)
2,042 751 276 76 62 27
PRODUCTIVITY £/FTE day £/FTE day £/FTE day £/FTE day £/FTE day £/FTE day
HCI*Revenue per FTE day (optimal) 209.42 178.55 150.39 184.92 132.63 144.01
HCI*Revenue per FTE day (actual) 205.83 178.08 149.85 184.92 130.49 138.68
3
4
2
HCI Revenue per FTE day (actual) 205.83 178.08 149.85 184.92 130.49 138.68
HCI*Revenue per FTE day differential +3.59 +0.47 +0.54 0.00 +2.14 +5.33
• For ease of reference, numbers under this heading are actual and not in (000s).
• Over time recorded does not obviously include unrecorded over time nor any discretionary efforts of employees
• HCI*Revenue per FTE day (optimal) is the revenue generated per people contribution based on the contracted days (i.e.
before any overtime and lost work days).
• HCI*Revenue per FTE day (actual) is the revenue generated per people contribution based on the actual number of days
worked (i.e. including any overtime and lost work days). Since revenue recorded is a post-adjustment (actual) number it does
not record the actual gain/loss from the contracted days.
5
2005 2004 2005 2004 2005 2004 2005 2004 2005 2004 2005 2004
EMPLOYER-EMPLOYEE RELATED INDICES
Employee engagement index 69.2 68.5 66.3 66.1 70.4 70.3 65.1 69.3 73.5 70.8 72.6 71.4
not record the actual gain/loss from the contracted days.
• HCI*Revenue per FTE day differential is the resulting gain/loss. A positive number shows the attributable loss (inefficiency) of
the operation.
6
Response rate (%) 81 79 68 70 78 78 67 75 91 95 84 85
Employer brand index 71.3 71.0 70.2 69.9 73.1 71.4 62.3 62.3 na na
HUMAN CAPITAL MANAGEMENT INDEX
VB-HR™ Rating [Current-Future-Risk] [BB-BB-R] [BB-B-R] [BB-BB-R] [B-B-R] na na
HC Performance Sustaining + Sustaining Sustaining + OPQ - -
6. We measure our Employee engagement through VaLUENTiS global engagement ‘5-domain’ index.
7. We measure our Employer brand through VaLUENTiS E-Bglobal framework which is a composite index, including internal and
7
external evaluation.

Business-HC
segment review
Further information on specific human
The following charts provide additional
information regarding employees across the
Group.
Further information on specific human
capital issues can be reported here
to supplement baseline numbers on
previous pages. For example, further
ratio analysis can be found here
though care must be taken to report
meaningful numbers rather than a
host of benchmark data.
FTEs by country
Spain, 1,412
France, 354
Italy, 278 Portugal, 121
UK 10 294
Germany, 3,893
The Group operates across six European
countries, with the UK representing the
majority of the workforce. The following chart
shows FTE numbers by country at year-end.
This figure includes both full-time and part-
time workers, in line with our approaches
towards flexible working.
These figures are broken down further in theUK, 10,294
FTE age distribution
46%
25%
3%
49%
23%
3%
31 40
21-30
20 and under
These figures are broken down further in the
PeopleFlow® statement.
The chart on the left displays the distribution of
employees by age group. We are able to
benefit from the wide range of life and career
experience displayed by our colleagues.
The average length of service is just over 5
4%
7%
15%
46%
5%
6%
14%
0% 10% 20% 30% 40% 50% 60%
Over 60
51-60
41-50
31-40
% of full-time workforce
2004
2005
F l ti i ti i th kf
The average length of service is just over 5
years, but in many cases colleagues choose
to stay with us significantly longer than that.
We recognise employee with awards on the
anniversary of their service at five-year
periods, and our Chairman was the Guest of
Honour at the 2005 annual Retirees Dinner.
W h t t b 2010 t i thFemale participation in the workforce
10%
20%
30%
40%
50%
60%
Target
We have a target by 2010 to raise the
participation of women in our workforce to
50.5% across the Group. The following chart
shows that we have already achieved this
target in Germany and the UK, but still have
work to do to encourage participating in other
European countries. Local HR teams are
working with the Group and operating units to
see how this can be most appropriately
0%
UK Germany Spain France Italy Portugal
pp p y
achieved.

VB-HR™ Rating
VB-HR™ Rating
The VB-HR™ Rating is shown here as we
believe it is the only instrument globally that can
be reported in Human Capital reviews. If you are
unfamiliar with this tool then www.vbhr.com will
be a useful resource. The Rating provides
management with a means of evaluating current
human capital management practice including a
future oriented perspective which has becomeg
HR Strategy
BB BB R
HR Functional
Capital
Overall
ranking
AAA
AA
A
BBB
BB
B
CCC
CC
C
R
rmin
r
RR
RRR
BB RBB
future oriented perspective which has become
an important market need
Workforce
Intelligence
OrganisationalHCM
Capital
BB
RBBBB
BB
RBBBBB
HCM
Architecture
BB
RBBBBB
Management Employees
BB
RBB
BB
RBBBBBB
HR Customer-
agency
BB
RBBBB
HR Capability
BB
RBBBB
Human
Capital HR Procurement
BB
BB
BB
R
EFFECTIVENESS
MAINTENANCE
RISK
BB
BB
R
EFFECTIVENESS
MAINTENANCE
RISK
The VB-HR™ Rating is a cross-sector Rating system that assesses the performance of human capital
management practice across the organisation from current (Effectiveness), future (Maintenance) and risk
perspectives.
A VB-HR™ Rating Level 3 exercise (audit) was undertaken by VaLUENTiS in November 2005. The overall
RISKRISK
A VB HR Rating Level 3 exercise (audit) was undertaken by VaLUENTiS in November 2005. The overall
ranking is formed from aggregated data provided on each company operation. Investors can download the
VB-HR™ Rating report from www.aclientplc.com/investor-relations.
Forward outlook
‘BB-BB-R’ (positive to the mean) represents an acceptable rating Certain future indicators ranked ‘BBB’BB-BB-R (positive to the mean) represents an acceptable rating. Certain future indicators ranked BBB
including Management, HCM architecture and HR procurement reflecting the investments we have been
making in these areas over the past two years. We believe that these will start to impact in other areas and
we are expecting to achieve ‘BBB-BBB-R’ award in 2006 with a corresponding uplift in overall productivity
and organisational performance. We are currently constructing specific HC value measures to report in
2006 review which will supplement the VB-HR™ Rating.

VaLUENTiS Human Capital Reporting model template 310106

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