| Colleagues |
|
|
| <table> |
| <thead> |
| <tr> |
| <th> |
| Measure |
| </th> |
| <th> |
| Criteria |
| </th> |
| <th> |
| Peformance |
| </th> |
| <th> |
| Commentary |
| </th> |
| <th> |
| Outcome |
| </th> |
| </tr> |
| </thead> |
| <tbody> |
| <tr> |
| <td rowspan="3"> |
| Diversity |
| </td> |
| <td> |
| 33% females at Managing |
| <br> |
| Director and Director level |
| <br> |
| by 2025 |
| </td> |
| <td> |
| \[30\%^{△}\] in 2023, increasing |
| <br> |
| from29% in 2022 |
| </td> |
| <td rowspan="3"> |
| ·Continued to make progress towards 2025 Gender and |
| <br> |
| Underrepresented Race and Ethnicity Ambitions |
| <br> |
| · Achieved our Ambition to increase overall |
| <br> |
| underrepresented minority representation by 25%in the UK and 20% in the US two years early. As at the end of |
| <br> |
| 2023, underrepresented minorities represent 5.1% of the |
| <br> |
| total populaton int he UK and 21% of the total population in |
| <br> |
| the US. Ambition reset to achieve a further 12.5% increase |
| <br> |
| in the UK and 5% increase in the US by the end of 2025 |
| <br> |
| · The number of Managing Directors from |
| <br> |
| underrepresented ethnicities largely unchanged versus 2022 |
| </td> |
| <td rowspan="3"> |
| Sightly behind |
| <br> |
| track |
| </td> |
| </tr> |
| <tr> |
| <td> |
| Increase underepresented |
| <br> |
| \[minority^{1}\] representation in |
| <br> |
| the UK to 5% and in the US |
| <br> |
| to 21% by 2025 |
| </td> |
| <td> |
| UK: 5.1% (2020 baseline of |
| <br> |
| 4.0%) |
| <br> |
| US: 21.0% (2020 baseline of |
| <br> |
| 18.1%) |
| </td> |
| </tr> |
| <tr> |
| <td> |
| 50% increase in the number |
| <br> |
| of Managing Directors from |
| <br> |
| underrepresented |
| <br> |
| ethnicities in the UK and the |
| <br> |
| US combined by 2025 |
| <br> |
| (measured from 2022 |
| <br> |
| baseline) |
| </td> |
| <td> |
| 55 Managing Directors |
| <br> |
| (2022 baseline of 56) |
| </td> |
| </tr> |
| <tr> |
| <td> |
| Inclusion |
| </td> |
| <td> |
| Improve incusion indicators |
| </td> |
| <td> |
| Incusion Index |
| <br> |
| fromYour View survey |
| <br> |
| 83%(2022: 82%) |
| </td> |
| <td> |
| · 90% of employees in Your View survey told us they feel |
| <br> |
| included in their team (2022: 88%) |
| <br> |
| · 85% of employees in Your View survey told us they believe |
| <br> |
| that senior leaders are truly committed to buildinga dverse |
| <br> |
| workforce(2022: 84%) |
| </td> |
| <td> |
| Ontrack |
| </td> |
| </tr> |
| <tr> |
| <td> |
| Engagement |
| </td> |
| <td> |
| Maintain engagement at |
| <br> |
| healthy levels |
| </td> |
| <td> |
| Employee Engagement |
| <br> |
| score from Your View |
| <br> |
| survey 86%(2022: 84%) |
| <br> |
| 86% of employees in |
| <br> |
| Your View survey would |
| <br> |
| recommend Barclays to |
| <br> |
| people they know as a |
| <br> |
| great placetowork |
| <br> |
| (2022: 85%) |
| </td> |
| <td> |
| · Overall Wellbeing Index score from Your View survey of |
| <br> |
| 88% (2022: 86%) |
| <br> |
| · Highest Engagement and Wellbeing index scores to \[date^{2}\] |
| <br> |
| · 89% of employees inYour View survey told us that their line |
| <br> |
| managers are supporting their efforts to maintain their |
| <br> |
| wellbeing (2022: 90%) |
| </td> |
| <td> |
| Ahead of track |
| </td> |
| </tr> |
| <tr> |
| <td> |
| Culture |
| </td> |
| <td> |
| Maintain culture indicators |
| </td> |
| <td> |
| 94% of employees in |
| <br> |
| Your View survey beleve |
| <br> |
| that they and their team |
| <br> |
| do a good job of role- |
| <br> |
| modelling the Values |
| <br> |
| everyday (2022: 92%) |
| <br> |
| 93%of employees in |
| <br> |
| Your View sunvey |
| <br> |
| belevethat they and |
| <br> |
| their team do a good |
| <br> |
| job of role-modelling our |
| <br> |
| Mindset everyday |
| <br> |
| (2022: 92%) |
| </td> |
| <td> |
| · As part of the culture change programme, Consistently |
| <br> |
| Excellent, the higher operating standard was incorporated |
| <br> |
| into ourexisting Values and Mindset behaviours and as part |
| <br> |
| of an enhanced set of leadership behaviours |
| <br> |
| · In the first Your View survey where we included questions |
| <br> |
| related to Consistently Excellent, 89% of employees told |
| <br> |
| us that they felt their peers "have a good understanding of |
| <br> |
| what it means to be a consistently excellent organisation" |
| <br> |
| · 83% of employees inYour Vew survey said they feel it is |
| <br> |
| safeto speak up at Barclays"(2022: 83%) |
| <br> |
| · 62%of colleagues said it was "simple and straight forward |
| <br> |
| to get things done at Bardays", aconceptinline withone of |
| <br> |
| our key Consistently Excellent focus areas-although this |
| <br> |
| result shows that there is still more to be done in making |
| <br> |
| Barclays more efficient (2022: 60%) |
| </td> |
| <td> |
| Slighty ahead |
| <br> |
| of track |
| </td> |
| </tr> |
| <tr> |
| <td colspan="5"> |
| Total Colleagues: 5.5% |
| </td> |
| </tr> |
| </tbody> |
| </table> |