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FinTechs see four main factors pushing their development
RolandBerger · 2016 · industry_trends
FinTechs see four main factors pushing their development
 The majority of FinTechs focus on a single target group and B2B models
RolandBerger · 2016 · segmentation
The majority of FinTechs focus on a single target group and B2B models
70% — FinTech business model focus
 Most FinTechs started operations in only one country but have ambitious plans to expand strongly within the next five years
RolandBerger · 2016 · industry_trends
Most FinTechs started operations in only one country but have ambitious plans to expand strongly within the next five years
56% — Number of target markets
 Customer-related factors are regarded as the key to success in financial services
RolandBerger · 2016 · key_takeaways
Customer-related factors are regarded as the key to success in financial services
71% — Ranked among the 5 most important factors
 FinTechs expect to be better able to cope with the majority of key success factors
RolandBerger · 2016 · framework_2x2
FinTechs expect to be better able to cope with the majority of key success factors
 The majority of the surveyed FinTechs are very confident that they serve customer needs and that incumbents are behind on digitization
RolandBerger · 2016 · key_takeaways
The majority of the surveyed FinTechs are very confident that they serve customer needs and that incumbents are behind on digitization
51% — Confidence score
 Transformation of the competitive landscape, collaborations and best practices
RolandBerger · 2016 · section_divider
Transformation of the competitive landscape, collaborations and best practices
 Looking forward, banks/insurers are not regarded as fully capable of digitizing their business model
RolandBerger · 2016 · competitive_analysis
Looking forward, banks/insurers are not regarded as fully capable of digitizing their business model
 Tech giants are expected to be the bigger threat for banks/insurers – Acquisition of FinTechs as an option to overcome challenges
RolandBerger · 2016 · competitive_analysis
Tech giants are expected to be the bigger threat for banks/insurers – Acquisition of FinTechs as an option to overcome challenges
 Banks/insurers are expected to partly copy services provided by FinTechs but are not seen as drivers of bigger disruptions
RolandBerger · 2016 · competitive_analysis
Banks/insurers are expected to partly copy services provided by FinTechs but are not seen as drivers of bigger disruptions
 Collaboration is very important from the FinTech perspective too, and will most likely take place with banks/insurers
RolandBerger · 2016 · kpi_dashboard
Collaboration is very important from the FinTech perspective too, and will most likely take place with banks/insurers
 Collaboration is mostly sought through cooperation, and for the purpose of accessing a strong customer base
RolandBerger · 2016 · key_takeaways
Collaboration is mostly sought through cooperation, and for the purpose of accessing a strong customer base
86% — Collaboration preference
 The participating FinTechs also voted on the best-in-class FinTech companies – Clear leaders within the various segments
RolandBerger · 2016 · case_study
The participating FinTechs also voted on the best-in-class FinTech companies – Clear leaders within the various segments
 Availability of know-how, talent and strong network are leading location factors
RolandBerger · 2016 · industry_trends
Availability of know-how, talent and strong network are leading location factors
83% — Importance (% of respondents)
 Innovative clusters combine ideal location factors for FinTechs
RolandBerger · 2016 · framework_other
Innovative clusters combine ideal location factors for FinTechs
 France and UK/Ireland provide the best accumulation of location advantages for FinTechs
RolandBerger · 2016 · heatmap_matrix
France and UK/Ireland provide the best accumulation of location advantages for FinTechs
 Dynamic FinTech development is part of a race for the new normal in financial services – Opportunities of digitization are spread right now
RolandBerger · 2016 · framework_2x2
Dynamic FinTech development is part of a race for the new normal in financial services – Opportunities of digitization are spread right now
 As we see it, both FinTechs and incumbents can learn from each other and cooperate but have also distinctive to do's on their own
RolandBerger · 2016 · recommendation
As we see it, both FinTechs and incumbents can learn from each other and cooperate but have also distinctive to do's on their own
 On observe 4 archétypes de talents LGBT+ au travail
BCG · 2021 · framework_other
On observe 4 archétypes de talents LGBT+ au travail
 Le paradoxe des talents LGBT+ : alors que 4/5 LGBT+ sont prêts à faire leur coming out au travail, seul 1/2 le fait
BCG · 2021 · framework_2x2
Le paradoxe des talents LGBT+ : alors que 4/5 LGBT+ sont prêts à faire leur coming out au travail, seul 1/2 le fait
4/5 — LGBT+ coming out status
 Les non-binaires, transgenres et bisexuels sont les moins out au travail
BCG · 2021 · data_table
Les non-binaires, transgenres et bisexuels sont les moins out au travail
59% — Percentage of employees out at work
 Ce paradoxe est révélateur des tensions que les LGBT+ vivent au quotidien
BCG · 2021 · key_takeaways
Ce paradoxe est révélateur des tensions que les LGBT+ vivent au quotidien
46% — Percentage of LGBT+ employees
 3 niveaux de maturité entre les pays
BCG · 2021 · benchmark_peers
3 niveaux de maturité entre les pays
93% — LGBT+ talent comfort level
 La France se positionne 7ème des 9 groupes de pays étudiés, en amélioration par rapport à 2015
BCG · 2021 · peer_benchmark
La France se positionne 7ème des 9 groupes de pays étudiés, en amélioration par rapport à 2015
76% — LGBT+ talent comfort level
 En France, être out au travail est de moins en moins perçu comme un risque, toutefois les français peinent à le voir comme une force vs. leurs homologues Allemands ou Américains
BCG · 2021 · benchmark_peers
En France, être out au travail est de moins en moins perçu comme un risque, toutefois les français peinent à le voir comme une force vs. leurs homologues Allemands ou Américains
24% — Perception of being out at work
 Les Français sont parmi les moins à l'aise pour évoquer leur orientation sexuelle lors d'une conversion informelle au travail
BCG · 2021 · peer_benchmark
Les Français sont parmi les moins à l'aise pour évoquer leur orientation sexuelle lors d'une conversion informelle au travail
52% — Percentage of employees
 Le secteur privé souffre d'un déficit d'attractivité auprès des talents LGBT+
BCG · 2021 · data_table
Le secteur privé souffre d'un déficit d'attractivité auprès des talents LGBT+
58% — Preference percentage
 Une culture inclusive des LGBT+, avec des garanties concrètes, rend l'entreprise plus attractive
BCG · 2021 · key_messages
Une culture inclusive des LGBT+, avec des garanties concrètes, rend l'entreprise plus attractive
8.6 — Importance score (1-10)
 Une culture inclusive des LGBT+ fait partie des 3 principaux critères de choix en France et prend de plus en plus d'importance
BCG · 2021 · peer_benchmark
Une culture inclusive des LGBT+ fait partie des 3 principaux critères de choix en France et prend de plus en plus d'importance
3 — Ranking of job selection criteria
 Les principaux attributs pour les LGBT+ sont des garanties légales : il faudra aller au-delà pour se différencier
BCG · 2021 · data_table
Les principaux attributs pour les LGBT+ sont des garanties légales : il faudra aller au-delà pour se différencier
 On observe 4 niveaux de maturité des entreprises
BCG · 2021 · framework_other
On observe 4 niveaux de maturité des entreprises
 Pour chaque moment clé de la vie du collaborateur LGBT+, ces 4 niveaux maturité se traduisent par différentes actions
BCG · 2021 · framework_other
Pour chaque moment clé de la vie du collaborateur LGBT+, ces 4 niveaux maturité se traduisent par différentes actions
 Pour attirer et retenir les talents LGBT+, les entreprises doivent dimensionner leurs efforts selon leurs enjeux
BCG · 2021 · framework_other
Pour attirer et retenir les talents LGBT+, les entreprises doivent dimensionner leurs efforts selon leurs enjeux
 Alors que les LGBT+ sont largement out auprès de leur cercle d'amis, seuls 45% sont out auprès de toute leur famille
BCG · 2021 · data_table
Alors que les LGBT+ sont largement out auprès de leur cercle d'amis, seuls 45% sont out auprès de toute leur famille
45% — Percentage of 'out' individuals
 Barclays Bank PLC is a key legal entity of the Barclays PLC Group
Barclays · 2025 · context
Barclays Bank PLC is a key legal entity of the Barclays PLC Group
80% — Group total assets
 Loans and advances and cash funded by deposits, wholesale funding and equity
Barclays · 2025 · financial_analysis
Loans and advances and cash funded by deposits, wholesale funding and equity
£1,219bn — Total Assets/Liabilities
 CET1 and Leverage ratios above minimum requirements
Barclays · 2025 · financial_analysis
CET1 and Leverage ratios above minimum requirements
12.1% — CET1 Ratio
 Well above liquidity requirements
Barclays · 2025 · kpi_dashboard
Well above liquidity requirements
157% — Liquidity Coverage Ratio (LCR)
 Strong momentum with recent credit rating upgrades
Barclays · 2025 · peer_benchmark
Strong momentum with recent credit rating upgrades
 The COVID-19 pandemic revealed the resilience and adaptability of Australia’s infrastructure
LEK · 2020 · executive_summary
The COVID-19 pandemic revealed the resilience and adaptability of Australia’s infrastructure
 Trends emerged across the community that have shaped the infrastructure sector
LEK · 2020 · industry_trends
Trends emerged across the community that have shaped the infrastructure sector
 There are unique opportunities that arise from the COVID-19 pandemic that Australian Governments should consider in policy, planning and investment
LEK · 2020 · executive_summary
There are unique opportunities that arise from the COVID-19 pandemic that Australian Governments should consider in policy, planning and investment
 COVID-19 related challenges will need to be addressed as a priority, using innovative solutions
LEK · 2020 · problem_statement
COVID-19 related challenges will need to be addressed as a priority, using innovative solutions
 Across sectors, infrastructure providers navigated dramatic changes to user behaviour and network requirements, and rapidly adjusted their services
LEK · 2020 · executive_summary
Across sectors, infrastructure providers navigated dramatic changes to user behaviour and network requirements, and rapidly adjusted their services
 COVID-19 exacerbated some longer term policy challenges, and may be the catalyst for needed reform
LEK · 2020 · executive_summary
COVID-19 exacerbated some longer term policy challenges, and may be the catalyst for needed reform
20% — household waste increase
 This review found that a number of behaviour changes linked to infrastructure outcomes could become 'hard-wired' persisting beyond the pandemic
LEK · 2020 · executive_summary
This review found that a number of behaviour changes linked to infrastructure outcomes could become 'hard-wired' persisting beyond the pandemic
 Work from home, social distancing, infection control and recession are ‘curveballs’ in critical infrastructure sectors that need long term planning certainty
LEK · 2020 · heatmap_matrix
Work from home, social distancing, infection control and recession are ‘curveballs’ in critical infrastructure sectors that need long term planning certainty
 This report documents the emerging impacts of COVID-19 on Australian infrastructure and assesses the implications for future reform and investment
LEK · 2020 · context
This report documents the emerging impacts of COVID-19 on Australian infrastructure and assesses the implications for future reform and investment
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