<table><tr><th>From:</th><th>David Stern</th></tr><tr><td>Sent:</td><td>Wednesday, October 28, 2015 4:17 PM</td></tr><tr><td>To:</td><td>Jeffrey Epstein</td></tr></table>

Jes Memo to Barclays staff
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You will, by now, hopeful=y have seen the news that I will be joining Barclays on 1December.&nb=p;l wanted to write to introduce myself and to share with you a few early t=oughts on the direction I see us taking as a company.

First let me say t=at I am eager to get started and to work with all of you to move our busine=s forward and build a more successful Barclays.

It is a great honour for=me to be chosen for this role. Barclays is an iconic company, with a legacy=of 325 years of combining the best of British heritage with a pioneering in=ernational spirit. It is a huge responsibility that I do not take lightly.<=r>When I began my banking career in 1979 at JP Morgan, I was particularly a=tracted by the prospect of working for an institution which had such histor= and was so revered in financial services. I recognised that ther= are certain qualities that are innate in companies that have been successf=l over a long period of time.

Over 35 years later, I still believe that t=ust is the most precious asset a bank can have. I feel keenly we must c=ntinue to strengthen trust in Barclays. The trust of our customers and=clients, reciprocated in our commitment and service to them, is the foundat=on of our success, the most valuable quality we can nurture and the key to u=locking shareholder value.

We must therefore complete the cultural trans=ormation of the Group. There can be no retreat from becoming a values d=iven organisation which conducts itself with integrity at all times. My amb=tion is to restore Barclays to its rightful standing — successful, a=mired and well regarded by all.

My respect for the critical role which r=gulators play in our industry is unequivocal. I have repeatedly said that b=nks should spend less time preparing for a scenario similar to 2008, and more time working to avoid such situations entirely. Core to that objecti=e is having relationships with regulators that are collaborative, not adver=arial.

Barclays has tremendous assets, but as a company it could be achi=ving much more. We will work together to realise that potential. Our custom=r and client relationships are extremely high quality, the core businesses a=e attractive, and the progress of the past few years, led by my predecessor=Antony Jenkins, has laid a strong foundation from which we can now move for=ard at speed.

As we advance, Barclays will be a bank obsessively focused=on serving our customers and clients: retail, small businesses, large corpo=ates, governments, and institutions.

We have a great position in persona= and corporate banking and we will lead the digital revolution sweeping thr=ugh that world. Our business in Africa gives us exciting opportunities=in fast growing economies. We will complete the necessary transformation an= repositioning of the Investment Bank to a less capital intensive model.&nb=p;And we will support the growth of our world leading payments business in B=rclaycard.

We are a commercial enterprise and must generate attractive r=turns for our shareholders. They have been patient and now we must del=ver for them. We have the means and assets to get there, and I am opti=istic for our prospects.

Finally, let me acknowledge that I have a lot t= learn about Barclays. I would not presume to have all the answers on day o=e, and I will genuinely look to colleagues for help as we build this busine=s together. I am excited to be taking up this challenge and moving with my f=mily to the UK. I look forward to meeting as many of you as possible v=ry soon.

Jes