NatWest Group Performance

We are helping to address the climate challenge by supporting our customers’ transition to a net-zero economy, embedding climate considerations into decision-making and risk management and pursuing our own ambition to be net-zero by 2050.

At NatWest Group, we aim to help our customers on their journey toward net zero, including engaging on how we could support their transition ambitions.

We continue to integrate our own climate ambitions into our core business practices as part of our commitment to delivering long-term value and managing risk.

While the path to net zero by 2050 is far from clear at this stage, we continue to focus on supporting our customers’ transition and our own ambitions to be net zero.

We continue to integrate climate, and increasingly nature considerations into how we assess and manage risk.

We continue to support customers in accessing sustainable solutions and financing the transition to net zero.

Backing critical infrastructure projects is a key way in which NatWest Group is driving economic growth across the UK.

During 2025, we advised Leeds Bradford Airport (LBA) on procuring a £160 million debt package to advance the airport’s ambitious terminal expansion, while also supporting it with a significant balance sheet commitment.

By understanding the airport’s needs and ambitions, we are leveraging the bank’s full capabilities – including debt advisory, financing, ESG and ratings advisory, hedging derivatives, and operational banking – to help the airport achieve its goals.

NatWest Group supported Be.EV – a fast-growing, mid-market electric vehicle (EV) charging network – by using our extensive infrastructure roll out experience to tailor a flexible financing solution.

Acting as one of two lenders and the sole UK bank, NatWest Group financed Be.EV’s capital expenditure to deploy around 600 new charge points across the country.

With teams in London and Manchester, we provided comprehensive services including interest rate hedging, agency and security trustee roles, and transactional banking.

Supporting customers’ long-term financial wellbeing remained a priority.

We delivered more than 307,000 Financial Health Checks with tailored guidance on budgeting and planning ahead.

NatWest colleagues also ran over 1,500 Financial Foundations workshops, supporting 31,000 people to help strengthen their financial resilience.

And through NatWest Thrive, our youth education programme, we reached over one million young people across the UK in 2025.

We set an ambition in 2023 to help 10 million people per year manage their financial wellbeing by 2027.

Financial wellbeing is now sufficiently embedded in our strategy, and we continue to support customers through both broad and tailored products and services such as our Digital Regular Saver, Round Ups, NatWest Thrive programme, and Financial Foundations workshops, which will continue to be offered unless otherwise specified.

In 2026, we aim to deepen relationships with clients by further enhancing our proposition, with an emphasis on transforming how we meet our clients’ investment needs, including developing our digital propositions for customers across NatWest Group.

We plan to continue to simplify our operational foundations for scalable growth, investing in technology which further improves our capabilities to enhance the client experience and support our colleagues.

This includes supporting Retail Banking to achieve its goal of trebling the number of customers investing with us, and offering a personalised experience to help customers achieve their financial goals.

We remain committed to achieving the 2027 targets shared at our 2025 investor spotlight event.

These include intensifying our focus on UK-connected high and ultra-high-net-worth clients, both new and existing, and to increase the number of clients with £3 million+ CAL by around 20%(2).

In addition, we’ll aim to treble the number of Commercial & Institutional customer referrals, and broaden and enhance our investment management proposition for our clients, as well as further extending it to customers across NatWest Group.

We have an ambition to be net zero across our financed emissions, assets under management and operational value chain by 2050.

Our climate transition plan is embedded within our financial planning process, ensuring climate-related risks and opportunities inform strategic decisions.

In July 2025, we set a new target to provide £200 billion in climate and transition finance between 1 July 2025 and the end of 2030.

In July 2025, the Board approved a new target to provide £200 billion of climate and transition finance between 1 July 2025 and the end of 2030.

Our climate and transition finance framework has replaced the climate and sustainable funding and financing inclusion criteria that underpinned our previous £100 billion target, which was exceeded in Q1 2025.

We have a target to provide £200 billion in climate and transition finance between 1 July 2025 and the end of 2030

Our ambition for our financed emissions and assets under management to be net zero by 2050 is dependent on external factors.

We have continued to support our clients with £196 million of climate and sustainable funding and financing(1) during the first half of 2025 and £199 million climate and transition finance(1) in the second half of 2025.

For investments, 50% of our managed assets were considered portfolio aligned as at 31 December 2025.

Following the review, we have withdrawn portfolio alignment from our entity level 2030 ambitions, recognising a lack of market consensus on how to define portfolio alignment within a wealth management context.

We have retained our 2030 Weighted Average Carbon Intensity (WACI) ambition, which reflects market best practice and continues to provide a standardised measure through which we can monitor progress towards our net zero by 2050 ambition.

Coutts relaunched its website, Coutts.com in November 2025.

This incorporated its refreshed brand and visual identity as well as enhanced functionality to improve user experience, resulting in a 128% increase in overall site accessibility and usability.

Site security and usability were prioritised, with a new client log-in process and a redesigned insights section – the latter providing access to much richer content, including our new programme of investment and wealth planning insights, and thought leadership.

The new site has resonated well with clients, evidenced by the average browsing time for content more than doubling.

In the first four weeks after launch, monthly visits were up 41%, and 79% of clients that we surveyed responded that they love the new look and feel, layout and navigation of the website.

We continued to grow our customer base and deepen our engagement with a focus on youth, families and affluent.

Our Youth proposition enjoyed another year of strong performance, achieving 5% growth; Rooster Money, which empowers young people and families to build healthy financial habits, is now serving 15 times more customers than when we first acquired the company.

Retention of our younger customers, as they move into adulthood, remained strong at 97%, reflecting the trust built through early engagement.

And among families, we supported one in three UK households with their financial needs – both for the everyday and the bigger life moments.

We served around 1.2 million affluent customers, of which almost half were served via our Premier proposition, broadening our reach and engagement with these customers.

We continued to leverage technology to make banking simpler and more rewarding for our customers.

We also deployed new generative AI technology, for the benefit of our customers and colleagues.

For example, all complaint calls are now summarised and transcribed by AI, this means we have a clearer and accurate record of the conversation enabling us to answer complaints faster and improve services.

We improved flexibility and convenience for our small business customers by increasing domestic payment limits from £100,000 to £250,000 on our mobile app, online banking and Open Banking.

For our mid-market and corporate customers, we have made significant progress in updating our main digital channel, Bankline.

Our ambition is to help customers build financial confidence and achieve their goals with greater certainty.

We aim to grow by deepening relationships across youth, families and affluent segments.

As part of this, we have made a £10 billion commitment to support first-time buyers in 2026.

We plan to grow Premier Banking customers to one million and treble the number of Retail Banking customers investing with us from 170,000 to over 500,000.

We plan to invest in modern, intuitive digital experiences alongside our national and local presence to deliver a simpler, smarter, and more personalised banking experience, reducing our cost:income ratio below 40% by 2028.

Our customers continued to embrace digital banking as their preferred way to manage their everyday finances, with 81.8%(1)(LA) of our customers banking entirely digitally in 2025.

Across our customer base, digital engagement continued to grow with 325 million interactions per month and customers logging into the app more than 30 times on average monthly.

As a result, 97% of all our customers’ needs were met through digital channels.

Our mobile app is designed to make money management clear and intuitive.

Our Spending and Budget Tracker, Savings Pot feature, Virtual Cards and Subscription Tools were used millions of times each month in 2025.

We operate in a highly regulated market which continues to evolve.

We understand the need to have an ongoing, constructive and open dialogue with all relevant regulatory bodies and embed this in our business as a priority.

We worked closely with policymakers to support the UK Government’s drive for economic growth, which included FCA proposals for a targeted support model that aims to narrow the ‘advice gap’ between generic guidance and affordable financial advice, and deliver improved retail investment opportunities.

With regard to developing the UK’s capital framework, we continued to engage with the authorities to promote an approach that shifts the balance towards supporting economic growth, while maintaining proportionate risk management.