Barclays Performance

In 2025, we published our Transition Update, reiterated our ambition to be a net zero bank by 2050 and outlined how we continue to deliver against our strategy.

Since 2020, we have mobilised over $500bn of sustainable and transition finance, ensuring Barclays remains well positioned to support our clients and capture the addressable market.

Reflecting our focus to mobilise capital for the transition, we have a target to facilitate $1trn of Sustainable and Transition Finance between 2023 and the end of 2030.

In 2025, we facilitated $98.5bnΔ and $260.7bnΔ since 2023.

As the role for us to support our clients continues to expand, in 2025, we generated just under £0.6bn of revenue from sustainable and transition-related activity1 .

Since 2020, £274m has been invested in over 20 companies, and in 2025, £71m was deployed.

Barclays seeks to make a positive impact in the communities where we operate by striving to help people build the skills and confidence they need to progress and by supporting businesses to grow.

Our aim is to upskill 8.7 million people and place 250,000 people into work through LifeSkills from 2023 to 2027.

In 2025 alone, we upskilled 1.69 millionΔ people and placed 47,709Δ individuals into work, growing the total number of people upskilled to 6.3 million and the number of individuals placed into work to 154,776, since 2023.

This year, we focused on developing confidence with numbers and money in communities across the UK, launching a new charity partnership with National Numeracy.

Our Digital Eagles initiative has reached 416,884 people this year, helping boost their digital confidence and keep them safe online.

Barclays is delivering skills and employment opportunities for people in the communities where we operate.

All Board appointments are based on merit against objective criteria and having regard to the Board Inclusion and Opportunity Policy, considering the skills, experience, independence and knowledge required for the Board’s effectiveness and to support the continued delivery of the Group’s strategy.

We are guided by our Values, with an abiding commitment to be a fair and inclusive organisation.

In April 2025, we announced a change to focus on ‘Inclusion and Opportunity’ in our ongoing effort to promote and embed a workplace of respect and equality of opportunity.

The Board Inclusion and Opportunity Policy confirms that, in identifying suitable candidates for appointment to the Board, the Board Nominations Committee will consider candidates on merit against objective criteria, considering the necessary skills, experience, independence and knowledge to maintain the Board’s effectiveness and delivery of the Barclays’ Group strategy, with due regard for the benefits of inclusion.

The Policy confirms that Barclays aims to meet the recommendations of the FTSE Women Leaders Review regarding gender balance on boards and the Parker Review on ethnic representation on boards.

BPLC also completed share buy-back programmes during 2025, further details of which can be found later in this section.

The half year and full year dividends for 2025 amounted to £1,200m (2024: £1,216m).

Such progress has enabled progressively higher shareholder returns, including a total payout of £3.7bn for the year, as part of our plan to return at least £10bn to shareholders in the 2024–26 period1.

Our CET1 ratio of 14.3% and our announced quarterly buybacks, commencing in Q325, reflect the consistency of Barclays’ capital generation.

Reflecting the ongoing momentum of Barclays’ financial performance and the stronger outlook for stable income and earlier than planned delivery of efficiency savings, in September the Board approved bringing forward a portion of the full-year distribution with a Q3 £500m share buy- back and a plan to move to a quarterly cadence of buy-backs reflecting consistency of capital generation.

Barclays appointed KPMG LLP to perform independent limited assurance over selected sustainability content, marked with the symbol Δ.

The assurance engagement was planned and performed in accordance with the International Standard on Assurance Engagements (UK) 3000 Assurance Engagements Other Than Audits or Reviews of Historical Financial Information and the International Standard on Assurance Engagements 3410 Assurance of Greenhouse Gas Statements.

A limited assurance conclusion was issued and is available at the website link below.

This includes details of the scope, reporting criteria, respective responsibilities, work performed, limitations and conclusion.

No other information in this Annual Report has been subject to this external limited assurance.

During 2025 the Board has overseen and evaluated the Group’s delivery of the strategy across its five businesses with regular updates from each divisional business head covering matters including financial performance, customer/client service experience, strategic technology investment, and talent development.

In approving the Group’s medium-term plan, the Board balanced the need for financial strength, consistent performance, prudent risk management and ongoing investment in support of the pursuit of operational excellence.

Building on progress to date, the Board has considered with management how the Group’s strategy will continue to evolve to enable it to deliver more for customers, clients and shareholders, to continue to invest to improve customers' experience and deepen relationships, while harnessing new technology, including AI, to improve efficiency and build segment-leading businesses and drive further growth.

This was reflected in the Board overseeing and approving new targets to 2028.

We continued our work to engage and strengthen communities through sport, investing £5m annually to empower people with lifelong skills through grassroots sport.

The Barclays Community Sport Fund now offers £1.4m a year in grants, support and exclusive ticketing offers to community groups that improve access to football, tennis and cricket for women and girls in the most deprived areas of the UK.

Together, we launched the new Barclays Knight-Stokes Cup – an annual cricket tournament for state-school students, with 1,000 teams from 750 schools already registered to take part.

And, through the Barclays Girls’ Football in Schools network, we’ve helped achieve equal access to football in physical education for girls aged seven to 14 in 90% of schools across England – a goal we set in 2019 and reached three years early.

Barclays is adopting AI responsibly, harnessing it as a lever to enhance efficiency in routine banking tasks and to facilitate more precise and responsive customer service.

At the same time, we pay close heed to emerging technology threats, including increasingly sophisticated cyberattacks which place pressure on operational resilience.

The Board remains vigilant, prioritising the safety and security of Barclays, our customers, clients, and colleagues whilst striving for greater efficiency and better customer service.

Barclays maintains a robust resilience framework focusing on the end-to-end resilience of the business services we provide to customers and clients, aiming to ensure that all service components can deliver during business disruptions, crises, adverse events and other types of threats.

M365 Copilot is Microsoft's AI-powered assistant and we have c.100,000 licences for colleagues across the bank to help improve productivity and encourage innovation.

In addition, we’re investing in our Barclays AI platform, which provides a common set of services for the responsible development, deployment and operation of AI solutions.

Through our partnerships we’re embracing AI across our software development tools to enable developers to plan, develop and deploy new technologies at pace and responsibly.

Across Barclays, 19,000 developers have access to AI tools, with early-stage adoption already delivering productivity gains of c.15%.

In Private Bank and Wealth Management, our priority is to put clients at the heart of everything we do.

We're committed to offering products and services that not only meet but consistently exceed client expectations.

To better understand and anticipate client needs, we use a variety of channels including direct feedback and satisfaction analysis – and we're expanding these insight capabilities in 2026.

Digital capabilities continue to be a key focus, and we're introducing functionality to give Private Bank clients a comprehensive digital view of their full relationship with Barclays.

Sharing our strategy with colleagues – and explaining how they can contribute towards its delivery – has been a key part of our 2025 engagement.

Regular, two-way dialogue helps us understand what is working well across the organisation and where we can improve.

Engagement with colleagues is delivered through townhalls, skip-level meetings, site visits, leader-led events, focus groups and surveys.

Through our bi-annual Your View survey, our people can share their feedback on working at Barclays – and 75% took part in 2025.

A consistently excellent standard is what we expect of ourselves – and what our customers, clients and all our stakeholders trust us to deliver.

This continues to be an integral part of our culture and a key enabler of our three-year plan.

Our consistently excellent culture-change programme continued to embed these standards across the organisation.

Throughout 2025, local initiatives across divisions and functions supported Group-wide efforts to simplify processes, strengthen risk and control, and drive efficiency.