Diversity, Equity and

Inclusion Report 2023

 01
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

In this year’s report

Continuing to build a diverse,

equitable and inclusive culture
02
10
2023 progress highlights 03 Inclusive and
by strategic priority Equitable Culture
Our global awards and recognitions 05
Workforce Diversity 06
– Our Underrepresented Race and 06
Ethnicity and Gender Ambitions
– Attracting diverse skill sets 08
– Setting up our early careers cohorts 08
and junior talent for success
– Progressing our senior leaders 09
Inclusive and Equitable Culture
– Our ERGs
10
10
06
Workforce
– Our inclusive people policies 14
Diversity
– Supporting our colleagues to 14

17
manage their wellbeing
– Making Barclays an accessible 15
organisation
Data Transparency
Leadership Accountability 16 and Accountability
Data Transparency 17
and Accountability
Optimising External Relationships 18
Looking ahead 21
– 2024 plans and aspirations 21
Our Data 22
 02
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Introduction

Continuing to build
Barclays has set out a plan to become simpler, We remain committed to attracting and retaining
better and more balanced, and at the heart of top talent at Barclays. Our 12 Employee
achieving this is our workforce of over 90,000 Resource Groups (ERGs) provide space for our

a diverse, equitable
people. We must continue to build a diverse, colleagues to enable inclusion and
equitable and inclusive culture where every one celebrate diversity.
of them can reach their potential. This is closely We have continued to uplift communities by
connected to our Purpose: working together for promoting equity through sport. One example is

and inclusive culture

a better financial future. It expresses our desire the Barclays Community Football Fund, which
to pull together to support inclusive growth in the helped more than 2,900 community sports
economies and communities we serve. groups make football more accessible to
We are pleased to see the progress made across underrepresented groups, reaching more than
our Diversity, Equity and Inclusion agendas in 400,000 young people.
2023 set out in this report. In particular, we have Our progress is tempered with the knowledge
achieved our ambitions to increase the number that we still have more to do. We remain focused
of employees from underrepresented ethnicities on making our culture more diverse, more
by 25% in the UK, and 20% in the US by the end equitable and more inclusive – this is how we will
of 2025 - two years ahead of time. These make this bank the best it can be.
ambitions have now been expanded to further
increase the number of employees from C. S. Venkatakrishnan (he/him)
underrepresented ethnicities in the UK and US by Group Chief Executive
12.5% and 5% respectively by 2025.
Tristram Roberts (he/him)
Group HR Director

“We are pleased to see the progress made across

our Diversity, Equity and Inclusion agendas in
2023 set out in this report. In particular, we have
achieved our ambitions to increase the number
of employees from underrepresented ethnicities
by 25% in the UK and 20% in the US by the end
of 2025 – two years ahead of time.”
 03
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

2023 progress highlights by strategic priority

Workforce In 2023, we focused on three areas: Developing our middle-level talent to improve Providing further opportunities
Attracting talent from diverse backgrounds diversity at a senior level: for our senior leaders:
Diversity to build a sustainable talent pipeline: • Our Launchpad programme was delivered for • Our Enterprise Leaders Summits were
We continued to build a diverse and inclusive • Discovery Diversity programme – in the UK, four global cohorts of almost 1,000 colleagues launched in 2016, bringing together a group of
workforce to broaden our talent pipeline and Americas and APAC, including India, this two- in 2023. Launchpad aims to empower diverse Managing Directors on a rotational basis to
provide equal opportunities for development day programme for first-year undergraduate colleagues and drive equity through equipping interact with our Group Executive Committee
at all levels. students showcases career paths, with a focus them with the skills they need to navigate and through a series of sessions focusing on the
on underrepresented groups. Following the fulfil their development and career goals. development of enterprise mindsets. In
Our Ambitions: • Our four-month Aspire programme is 2023,172 Managing Directors attended
2023 programme, we extended over 200
• At the end of 2023, we achieved our all- offers for roles across a variety of business designed to provide opportunities for high- events – of which 38% were female.
colleague Race and Ethnicity Ambitions two areas including Banking, Technology and potential colleagues to reflect upon their • We continue to open ‘ex-officio’ positions on
years early – with 5.1% and 21% of colleagues Operations. leadership skills and share insights back with our Group Executive Committee and at a
from underrepresented races and ethnicities their teams. In 2023, 223 women engaged in business unit and functions level – this is an
• During 2023, we strengthened our
in the UK and US respectively. workshops and executive coaching. opportunity for Barclays senior leaders to join
relationships with Historically Black Colleges
• To hold ourselves accountable at a senior level and Universities (HBCUs) and Hispanic- • Barclays’ Military Talent Scheme (MTS) in the Group Executive Committee meetings and
we set a new ambition to increase the number Serving institutions (HSIs) in the US: UK and Hiring Our Heroes in the US support discussions for four-month rotations.
of Managing Directors from underrepresented service leavers who are in their resettlement • We continue to drive sponsorship
– HBCU Week Scholarship Fund – US
ethnicities by 50% from a 2022 baseline – to period through a 10-12 week work placement programmes to develop existing talent and
Consumer Bank endowed a $300,000
84 in the UK and US combined by the end of with the bank, helping them transition into work with senior recruitment partners to
scholarship fund to support the HBCU Week
2025. At the end of 2023 this was 55. civilian careers. In 2023, the UK and US attract diverse external talent.
Foundation as a non-profit organisation.
• We are also progressing towards our ambition programmes achieved a 62% and 75% • Following the success of the programme launch
– At the ‘HBCU Night’ in the Barclays Center in conversion rate to full-time
of 33% representation of women in senior in 2022, within the Investment Bank we have
New York, our senior leaders supported over employment, respectively.
leadership roles (Managing Directors and continued and further refined a sponsorship
2,000 students with more than 20 HBCUs to
Directors) by the end of 2025. At the end of programme targeted at high-performing talent
navigate the admissions process for further
2023 this was 30%. – partnering each participant with a member
education.
of the Investment Bank Management team or
• Over 200 new joiners were hired through our senior Managing Director.
sponsorship of the Grace Hopper event in the
US, which celebrated women and non-
binary technologists.
 04
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

2023 progress highlights by strategic priority (continued)

– BPRG and the Asian Professionals Resource

Inclusive and Group (APRG) matched 1,000 colleagues Data Transparency Optimising External
Equitable Culture with mentors through the Race at Work and Accountability Relationships
Reverse Mentoring programme.
We further strengthened our inclusive and We learnt more about how we can drive change We strengthened existing strategic
equitable culture to identify opportunities for – Reach, our Disability, Mental Health and with DEI data – to enable us to make further partnerships, and explored new opportunities
colleagues to find a sense of belonging through Neurodiversity ERG, ran a mentoring progress, data insights supported us to to embed best practice into the organisation.
shared lived experiences, challenges and scheme for colleagues with disabilities and understand the impact of initiatives • In 2021, we announced our ambition to double
allyship. mental health conditions coached by and trends. our spend with Black-owned and women-
senior mentors.
• Our ‘This is me’ colleague storytelling initiative • Progress updates were shared with our Group owned businesses by 2025. We are proud to
reached its 10-year anniversary in 2023, with – Spectrum, our LGBT+ ERG, hosted ‘The Executive Committee and the Board. have now achieved 66% of the goal for Black-
over 250 colleagues sharing their stories, Rainbow Room’ each month in India – owned businesses, and achieved the goal for
• Our People Insights platform is a self-serve
referencing all six of our core agendas providing a safe space for colleagues women-owned businesses two years early.
tool which enabled business leaders to access
since launch. to share their feelings, thoughts
data and keep track of progress against • Our Group Diversity, Equity and Inclusion team
and experiences.
• At the end of 2023, approximately 31,000 our ambitions. hosted the first annual Rising Leaders
colleagues were members of an ERG. – Win, our Gender Resource Group, and the symposium with our HBCU partners –
• We continued to share progress against our
Working Families Resource Group in the US including Morehouse College, Spelman
• Our ERGs support our efforts to attract, DEI strategy and our Ambitions with a high
led a fertility and women’s health event in College, Hampton University, Delaware State
develop and retain diverse talent: level of data transparency, enabling us to
New York to build greater awareness and University and Howard University.
– The Barclays Military Resource Group identify trends and patterns to understand
knowledge of women’s health and
(BMRG) hosted Military Insights Days in where we needed to focus our efforts. • We joined the Progress Together UK
fertility options.
several UK locations and three-day Military government membership body in 2023 to
Placements to provide an introduction to become part of a collaborative effort to
working life at Barclays for veterans, Leadership improve socio-economic diversity across the
spouses and service leaders in Scotland. Accountability Financial Services industry.
– Inspire, our social mobility ERG, hosted Our leaders continued to be accountable for
Barclays Bigs and Local Littles mentoring embedding the DEI strategy. Leaders at all
programme in Scotland - Barclays’ levels are expected to create meaningful
colleagues shared insights about careers change across the organisation to support our
and opportunities in the financial services six core agendas.
industry.
• Members of our Group Executive Committee
– The Black Professionals Resource Group continued to sponsor our six core agendas.
(BPRG) led the UK and US Ascent Executive Sponsors spoke at global panel
programme to facilitate the development events aligned to their agendas and regularly
of Analysts. shared communications to mark significant
events and progress updates.
• Our two-day Inclusion Summit – held in 2023
for the third time – engaged 1,135 senior
leaders and ERG representatives on the first
day, followed by a core group of leaders
exploring focused action plans on the second.
 05
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our global awards and recognitions

We participate in benchmarks and disclosures, enabling us to understand more about best practice
and how we can improve. We received global recognitions and awards throughout 2023 as an organisation.
Colleagues also received awards directly as a result of their work.

Silver Employer
2023 India Workplace Equality Index
(Stonewall, Pride Circle and Keshav Suri
Foundation)
Silver Standard
2023 Hong Kong and Singapore LGBT+
Inclusion Index
Top 10 Best Companies for
Women in India
(Seramount and AVTAR)
Trans Allyship Award
India National Transgender Awards
2023 Singapore Tripartite
Alliance Award
Recognition for Fair and Progressive
Employment Practices
Recognition for Age Friendly Workplace
Practices, Flexible Workplace Practices,
2024 VETS Indexes 4 Star 2024 Employer of the Year at Times Graduate Employer of Choice Grievance Handling, Recruitment Practices
Employer Award the Scotland ‘Ex-Forces in Award – Finance category and Work-Life Harmony
100% Business Awards’ LinkedIn Top UK Employer Outstanding Top 50 Ally
Disability Equality Index (Disability:IN) Financial Times Outstanding For the third consecutive year Executives Role Models
Corporate Equality Index Women’s Network of the Year Times Top 100 Graduate Employers 2023 Outstanding LGBTQ+ Role Model Lists
at the British Diversity Awards Top 100 Women Executives
(Human Rights Campaign) Top 10
The Social Mobility Employer Index Role Models
Top 75 2023 Heroes Role Model Lists
 06
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Workforce Diversity

Workforce Our Underrepresented Progress against our Race

and Ethnicity ambitions
In 2021, we set three ambitions to improve

Diversity Race and Ethnicity

representation of colleagues from
underrepresented races and ethnicities
at all levels. These were:

and Gender Ambitions

We are building a more • In the UK, increase the number of employees
from underrepresented ethnicities by 25% by
diverse and inclusive the end of 2025, taking the overall percentage
to 5%.
workforce. Across all levels • In the US, increase the number of employees
in the organisation, from We achieved our all-colleague Race and Ethnicity from underrepresented ethnicities by 20% by

early careers through to Ambitions two years ahead of time. To stretch ourselves the end of 2025, taking the overall percentage
to 21%.
senior leadership, we are further, we are now working towards the achievement of • In the UK and the US, aim to at least double

supporting colleagues to our reset Underrepresented Race and Ethnicity Ambitions. the number of Black employees at Managing
Director level by the end of 2022, which
progress and develop. We we achieved.
At the end of 2023, we had achieved our
aim to facilitate the all-colleague Race and Ethnicity ambitions –
with 5.1% and 21% of colleagues from
development of our early underrepresented races and ethnicities
careers colleagues, in the UK and US respectively.
We now hope to build on this achievement.
accelerate the progress of At the end of 2023, we reset these ambitions
our middle-level talent into to our new Underrepresented Race and
Ethnicity Ambitions:
leadership roles through • Increase the number of colleagues from
our high potential talent underrepresented ethnicities by 12.5%
in the UK.
programmes and identify • Increase the number of colleagues from
opportunities for our underrepresented ethnicities by 5%
in the US.
leaders to grow into our
most senior roles with
targeted interventions
and support.
 07
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Workforce Diversity (continued)

Following the achievement of our ambition to at We are progressing towards our

least double the number of Black employees at global Gender Ambition
Managing Director level by the end of 2022, we set a
We are also progressing towards our ambition
new ambition. From a 2022 baseline, we aim to
of 33% representation of women in senior
increase the number of Managing Directors in the
leadership roles (Managing Directors and
UK and US from an underrepresented race or
Directors) by the end of 2025. At the end of 2023
ethnicity by 50% to 84 by 2025.At the end of
this was 30%*. We are working to provide senior
2023, 55 Managing Directors were from
women with equal opportunities to further
underrepresented ethnicities. Further data analysis
develop their skills, secure roles with broader
– including a review of our 2023 hiring, leaver and
responsibilities, and stay with us for long and
promotion rates through a race and ethnicity lens –
fulfilling careers.
is shared in the ‘Our Data’ section.
During 2023, we focused on a number of initiatives Diversity of our Group Executive
to improve representation of underrepresented Committee and the Board
races and ethnicities. We continue to drive In February 2024, the Board adopted a revised
progress through these initiatives in 2024: version of the Board Diversity and Inclusion
• Our talent programmes bolster our efforts to Policy. The Policy affirms that Barclays is
provide tailored initiatives for colleagues from committed to continuing to build a diverse, HM Treasury Women in Finance Charter Making progress
underrepresented races and ethnicities, equitable, and inclusive workplace, and that all We were an early signatory of the HM Treasury To enable us to build a talent pool of senior
aligning with our focus on enhancing equity Board appointments and succession plans are Women in Finance Charter, pledging for gender leaders equipped with the skills needed to be a
within our firm. Retaining talent at all levels based on merit and objective criteria, recognising balance across the financial services industry. senior leader in our organisation, we will
is a key driver in ensuring diversity of thought the benefits that diversity brings to the Board, As a signatory, we voluntarily publicly report on continue to:
benefits the organisation. including in relation to gender, ethnicity, age, progress against these targets and our global • Open ‘ex-officio’ positions on our Group
• We are also focused on developing our sexual orientation, disability and social, Gender Ambition annually. Executive Committee and at a business unit
executive recruitment strategy to unlock educational and professional background and function level – this is an opportunity for a
and geographic provenance. Ethnicity
talent pools, supporting our ability to hire top Barclays appointee to join Group Executive
talent from underrepresented races and At the end of 2023, 23% (three members) of the
Gender Committee meetings and discussions for
ethnic groups. Board were from minority ethnic backgrounds.
four-month rotations. In 2023, all three ex-
Representation of women in our Group Aligned to the recommendations set out in the
• In the US, we continue to strengthen our officio positions were held by women.
Executive Committee and their direct reports Parker Review Committee Report, we are
relationships with HBCUs and HSIs, to build a was 27%* at the end of 2023, remaining level working towards a 15% target for representation • Drive sponsorship programmes to develop
workforce with a diverse range of skill sets, with 2022. As part of our commitment towards of ethnic minorities(1) at Group Executive existing talent and working with senior
from an array of educational and multicultural greater gender balance at all levels, we also Committee level and their direct reports. We will recruitment partners to attract diverse
backgrounds – an opportunity explored later recognise and are working towards 40% women report against this target going forward. external talent.
in this report. representation at Group Executive Committee (1) In the Parker Review Committee report, ‘ethnic minorities’ We hope to see improvements reflected in our
• We continue to develop people leaders and their direct reports. are Asian, Black, Mixed/multiple ethnic groups and Other. data over time, following the delivery of effective
in being champions of diverse and *2023 data subject to independent Limited Assurance under succession planning for our most senior roles.
inclusive leadership. ISAE(UK)3000 and ISAE3410. Current and previous limited Appointments at the highest levels are
assurance scope and opinions can be found within the ESG
A combination of our hiring, development Resource Hub for further details: home.barclays/sustainability/esg- completed over an extended period and, as a
and retention strategies can enable us to resource-hub/reporting-and-disclosures/. result, the influence and impact of developing our
progress towards our reset all-colleague senior leaders will be realised over time.
Underrepresented Race and Ethnicity Ambitions,
and our senior leader ambition, building on our
diverse and inclusive culture for all colleagues.
 08
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Workforce Diversity (continued)

Attracting diverse skill sets Setting up our early careers cohorts Discovery Diversity programme Launchpad
We recruit candidates with a variety of qualifications and junior talent for success Operating in the UK, Americas and APAC, Launchpad aims to empower diverse colleagues
from a broad range of educational institutions. We Our Early Careers programmes including those including India, this two-day programme for first- and drive equity through equipping them with
sponsor and engage in a wide spectrum of external for graduates, university students and year undergraduate students showcases career the skills they need to navigate and fulfil their
events to grow our talent pool and share the apprentices as school leavers, are integral to paths, with a focus on underrepresented groups. development and career goals at Barclays.
opportunities we have available to potential building a sustainable talent pipeline across the At the end of the programme, there is an Launchpad also works with people leaders
candidates from all backgrounds. organisation. We design our programmes opportunity to be assessed for a place on the and business sponsors to increase their
thoughtfully and aim to create impactful next summer internship cycle. understanding of the specific enablers and
• In the US, we recognise the important work
experiences across different business areas. blockers that diverse colleagues may experience.
HBCUs and HSIs do to improve the Developing our middle-level talent
To improve quality, we first launch pilots to test They build an awareness of these challenges
accessibility of higher-education opportunities
refreshed products, and proactively reach out to We are investing in a diverse range of through insight and targeted support, driving
for students from underrepresented
our interns and graduates upon programme programmes for our middle-level talent to equity and strengthening the inclusive
ethnicities. We will continue to strengthen
completion to help us implement their feedback. enhance their capabilities and boost their environment at Barclays.
these relationships going forward.
confidence when taking the next step in their
• We continue to find new opportunities to bring The programmes immerse our early careers career – whether that is through lateral moves or Aspire
together educational institutions at events, colleagues in our culture and offer opportunities promotions. Through our dedicated learning Focused on developing VP-level talent to help
similar to the Rising Leaders Symposium to engage with our ERGs – through attending portal, aspiring people leaders can access them grow into broader roles in the future, our
referenced in the 2023 progress highlights global events and learning about our DEI strategy resources designed to prepare them for their four-month Aspire programme is designed to
on pages 3-4. via our dedicated learning portal. In 2023, we leadership journey.The pathway educates provide high-potential colleagues with tools to
launched our curated, virtual, instructor-led colleagues to understand how to become a reflect upon their leadership skills and bring these
training – including DEI content for completion by Barclays people leader, covering behaviours insights back into their teams.
all new early-careers cohorts and their people including listening and authenticity, energising
leaders – to educate new joiners from day one. and inspiring teams, aligning the delivery of work
At the end of December 2023, we reached 36% across the organisation, and developing others.
female representation across our graduate
cohort.To improve this in 2024, we will be
enhancing how we showcase our support for
diversity and inclusion at an early careers level.
We continue to build more focused approaches
for first-year undergraduates and campus
focused partnerships, with an aim to drive
greater equity in female representation in our
early careers population.
 09
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Workforce Diversity (continued)

Finance LEAP programme Military and Veterans Outreach In 2023, Barclays boosted its support to the Strategic Leaders
In Finance, 133 female colleagues at AVP and For more than 10 years, Barclays’ employability military community in the UK by updating pledges Our five-month Strategic Leaders programme is
Analyst grades participated in the 'Learn, Engage, programmes have been supporting members to the Armed Forces Covenant, a decade on designed to build on the existing leadership skills
Apply, Perform' (LEAP) programme in 2023. of the armed forces build successful second from when it first made the commitments. of our Director population. The 2023 cohort
LEAP is a Finance-led leadership development careers after service. In 2023, Military and The updated pledges include a new commitment engaged in a variety of workshops, learning
programme operating globally across Veterans Outreach (MVO) placed over 500 to offer employment and business support for applicable leadership skills such as solving
20 locations. Speaker sessions, mock interviews, members of the military community into work, military spouses and partners. To further this complex challenges and building a culture of
mentoring and networking events provide and helped to upskill more than 1,000 people. commitment, Barclays also launched a psychological safety for improved collaboration.
multiple learning opportunities to enrich partnership with the Forces Employment
Barclays’ Military Talent Scheme (MTS) in the UK Enterprise Leaders Summits
professional development. The LEAP alumni Charity, focusing specifically on military
and Hiring Our Heroes in the US support service
network facilitates long-term relationship spouse and partner employment. Our Enterprise Leaders Summits were launched
leavers who are in their resettlement period
building and continues to be a source of ongoing in 2016, bringing together a group of Managing
through a 10-12 week work placement with the Progressing our senior leaders
developmental support. Directors on a rotational basis to interact with
bank, helping them transition into civilian careers.
We build robust leadership programmes to our Group Executive Committee through a
Research published in June 2023 from MTS
facilitate the further development of our senior series of sessions focusing on the development
revealed that 4 out of 5 people (83%) surveyed
leaders. These programmes drive our progress of enterprise mindsets. The Summits enable our
found the programme enabled them to refine
towards our FTSE 100 Women Leaders most senior leaders – selected as participants as
and develop their transferable skills for civilian life.
ambitions: to achieve gender diversity on our part of our succession planning – to speak up and
Group Executive Committee and its direct challenge our Group Executive Committee in
reports, and on our Board, as well as our wider open and collaborative conversations. In
focus on supporting diversity of thought at all November 2023, we held an Enterprise Leaders
leadership levels. Summit for alumni and incorporated our Group-
wide cultural change programme, Consistently
Investment Bank Sponsorship programme
Excellent throughout the sessions.
Following the success of the programme launch
in 2022, within the Investment Bank we have Consistently Excellent – Senior
continued and further refined a sponsorship Leader Workshops
programme targeted at high-performing talent – Throughout 2023, we ran a series of
partnering each participant with a member of the development events with our most senior
Investment Bank Management team or senior leaders focused on a number of strategic
Managing Director. Participants met with their themes, including Diversity of Thought. Speakers
sponsors regularly to leverage their experience, brought external perspectives for discussion with
grow their professional networks, gain further our internal executives, introducing new ideas
visibility and collaborate across the Investment and concepts to consider. These sessions were
Bank by working on new projects to showcase followed by discussion groups to evaluate how
their talent. we can apply the learning to our organisation.
These workshops were then rolled out to all
Managing Directors in 2023, exploring our
strategic drivers, with Diversity of Thought as
one of the topics for debate. We will roll out the
workshops for the rest of the workforce in 2024.
 10
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Inclusive and Equitable Culture

Inclusive Our Employee

and Equitable Resource Groups
Culture Our 12 ERGs align to our six core agendas. Colleagues
We know facets of may join ERGs if they identify with one or more of our
Disability, Gender, core agendas – and we actively encourage them to gain
LGBT+, Multicultural, exposure to different facets of diversity by becoming
Multigenerational and members of a range of ERGs.
Socio-economic
backgrounds overlap. Our ERGs create a global sense of community
Our agendas engage and identify opportunities for colleagues to find
Latin Professionals Resource Group – the
Association of Latin Professionals for America’s

multiple colleague a sense of belonging through shared lived

experiences, challenges and allyship.
(ALPFA) National Convention 2023.

communities across Our 12 ERGs are:

the bank, and our ERGs • Asian Professionals Resource Group
• Barclays Military Resource Group
collaborate with one • Black Professionals Resource Group
another to broaden • Emerge, the Emerging Talent Resource Group
awareness of • Evolve, the Midlife Progression
Resource Group
intersectionality and • Inspire, the Social Mobility Resource Group
foster inclusivity. • Latin Professionals Resource Group
• Multicultural and Faith Resource Group
• Reach, the Disability, Mental Health and
Neurodiversity Resource Group
• Spectrum, the LGBT+ Resource Group
• Win, the Gender Resource Group
• Working Families Resource Group
 11
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Inclusive and Equitable Culture (continued)

In 2024, our Latin and Hispanic Professionals Black Professionals Resource In 2023, the six-month programme involved
Resource Group will expand to include our UK Group (BPRG) group mentoring sessions and guided learning.
and EU regions, having previously been Participants are encouraged to set clear
With a focus on professional growth, BPRG
operational in the Americas. The new ERG will development goals, review materials prior to
designed the UK and US Ascent programme
be referred to as the Latin and Hispanic sessions, attend group mentoring, develop a
to facilitate the development of analysts in the
Professionals Resource Group and through personal biography, share feedback and actively
UK and US. The programme builds a trusted
sharing experiences in the Americas, the group contribute to discussions.
mentorship network and focuses on
will work to support the Latin and Hispanic
leadership and communication skills to
communities based in the UK and Europe.
enhance self-confidence.
Our ERGs support our efforts to attract, develop
and retain diverse talent. They coordinate Craig Laughland (left)
Service Leaver of the
engagement and development opportunities, Year’ award
such as mentoring and sponsorship for their Alberta Klokpah
members, and look for opportunities to build Ascent cohort member
Spotlight
their presence and launch activities globally –
ensuring we are able to deliver I grew up in Glasgow, just along the road
support worldwide. from our Campus, and served in the British
Army’s Infantry for 12 years – in the
Barclays Military Resource prestigious Black Watch unit who wear the
Group (BMRG) famous, world-renowned red hackle.
BMRG plays a key role in Barclays’ support for Deploying on various operational tours and
serving personnel, veterans, reservists and the exercises around the world. I learned the
wider armed forces community. This includes ability to adapt and learn quickly, applying
providing support to the Military Talent Scheme structure and plans to multiple pieces of
and Hiring Our Heroes programmes. In 2023, work while balancing priorities.
they hosted Military Insight Days in several UK I suffered heavily from imposter syndrome
locations and three-day Military Placements to during and immediately after my transition
provide an introduction to working life at Barclays into Barclays. I approach teamwork
for veterans, spouses and service leaders in similarly to how I did in the military – all
Scotland. Operating globally, BMRG also opinions are valid, we can learn so much
organised a visit to the Army Institute of more from varied experiences and
Technology (AIT) in Pune, India and delivered an backgrounds within a team, and diversity
engaging session to students and the AIT of thought helps challenge the “norm”.
graduate class of 2023, based on the work we do I have also managed to get involved in lots of
at Barclays and opportunities available to them. amazing initiatives with the Inspire ERG in the Spotlight
Glasgow campus while being part of the
The Ascent programme was a transformative career development journey that empowered me
BMRG community engagement workstream.
to reach my full potential. The programme enhanced my confidence to progress my career by
I was named New Service Leaver of The Year combining the invaluable support of a dedicated mentor with self-directed LinkedIn training
at the Ex-Forces in Business Awards. I was modules. Our mentors provided insightful advice and created an environment where we all felt
truly humbled and honoured to have comfortable to speak up about the challenges we faced with internal progression. They also
been recognised. provided constructive feedback on our developmental areas. It fostered a culture of continuous
Craig Laughland learning, growth and empowerment for me and my cohorts.
 12
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Inclusive and Equitable Culture (continued)

Black Professionals Resource Group Reach facilitates a range of regular support

(BPRG) and Asian Professionals groups for colleagues, such as the Wake up to
Resource Group (APRG) Cancer and Dementia disability pillar groups. The
groups create a safe space for the sharing of
In 2021, members of BPRG and APRG piloted a common experiences. The support groups
Race at Work Reverse Mentoring programme in collaborate with Reach to acknowledge
the UK. The 12-week programme aimed to drive significant events and campaigns, such as World
greater understanding of our diverse workforce Diabetes Day and World Sight Day.
and allyship linked to our Race at Work agenda.
The programme paired junior colleagues with To raise awareness of neurodiversity in the
senior leaders, creating a safe space to share and workplace, Reach hosted ‘Neurodiversity
learn from one another. Reciprocity is a key Week’ in October 2023. Professionals and
theme, with senior leaders encouraged to coach, advocates across the field came together to
mentor and sponsor diverse colleagues as they learn more about fostering a culture of
progress their careers. inclusivity for neurodivergent people. Speaker
sessions and discussions covered a variety of
Reach topics, including dyslexia and special
Reach, our Disability, Mental Health and educational needs. Colleagues also shared
Neurodiversity ERG, ran a mentoring scheme for their personal lived experiences.
colleagues with disabilities and mental health During 2023, Reach Europe welcomed Adam
conditions coached by senior mentors across Harris – Founder and CEO of AsIAm, Ireland’s
the bank. The scheme provided six hours of one- national autism charity – to our Dublin office.
to-one mentoring over six months. Mentees Adam spoke to colleagues across Europe
grew their confidence by understanding how to about autism, how it can affect family
best utilise their strengths in the workplace and members, friends, colleagues and clients, and
broaden their network. There was an emphasis what we can do for autistic people for mutual
on two-way learning, with mentors gaining benefit, both at work and in our day-to-day
practical insights about the impact of disabilities lives. Adam was joined by our European CEO,
on working life. Francesco Ceccato, who shared his
perspectives with colleagues.

Spotlight
I was diagnosed with dyslexia in my early school years. As a mentee in the Reach Mentoring
Scheme, my mentor and I would discuss strategic planning, imposter syndrome and building
confidence. To me, the scheme demonstrated that senior leaders care about their colleagues
and want to understand how they can continue to make Barclays an inclusive organisation.
Kelly Deegan
Member of Reach ERG
 13
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Inclusive and Equitable Culture (continued)

ERG and colleague-led Spectrum

Spectrum, our LGBT+ ERG, hosted ‘The
Rainbow Room’ each month in India –
Working Families Resource
Group (WFRG)
In partnership with Win, US WFRG led a fertility and

initiatives providing a safe space for colleagues to share

their feelings, thoughts and experiences, and
championing our LGBT+ agenda. It has helped
in the understanding of what inclusion means
women’s health event in New York to build greater
awareness and knowledge of women’s health and
fertility options. WFRG also hosted a variety of virtual
events in the US with the child and elder care
Our Gender Steering Committee and why it matters. Spectrum also launched a benefits provider Bright Horizons, discussing
Members of Win created three women’s health buddy program, for 285 colleagues to navigate colleague planning, coach financing and education.
and Win (Gender ERG)
workstreams focused on Reproductive Health, the workplace effectively, and avail of
Our Gender Steering Committee comprises of WFRG launched a new campaign to highlight the
Fertility and Menopause. opportunities for collaboration, and build on
multiple colleagues across the bank from unique role of working carers during Carers Week in June
Now in its 12th year, Win led its annual ‘Careers the acceptance of varied perspectives. 2023. This included a webinar on the challenges
business areas, who share best practice and
identify gaps in our approach to gender diversity Week’ – focusing on professional development Spectrum continued to strengthen its long-term of caring from afar, a panel discussion with two
– influencing our trajectory towards meeting our and supporting our efforts to grow and retain top partnerships during 2023. The London Gala Dinner senior leaders sharing personal experiences, and
global Gender Ambition, with accountable leads talent. Over 50 events took place, including has been running for over 10 years, raising over local events across the UK – many of which were
driving delivery. The Gender Steering Committee collaborative sessions across our ERG network, £1.2m for LGBTQ+ charitable causes along the way. held in partnership with local charities.
have also worked closely with Win, our Gender workshops and a panel session. All funds have gone directly to the LGBT Foundation
ERG, to look at Women’s Health. to fund its Pride In Ageing programme. Our support The Multicultural and Faith
was in partnership with Manchester City Council, ERG (MFRG)
Greater Manchester Combined Authority and Age In May 2023, the Multicultural UK ERG merged
Friendly Manchester. with the Faith Network, creating an expanded
In Europe, Spectrum held its first-ever Pride event, ERG known as 'The Multicultural and Faith
hosted in the Paris office in June 2023 – and with Resource Group’. The ERG focuses on fulfilling
over 250 attendees joining from 10 locations. A its collective objective of building a supportive
panel of colleagues shared their personal stories of and inclusive working environment, where
being part of the LGBT+ community, working at colleagues from all cultures, faiths, ethnicities
Barclays, and what Pride meant to them. Following and geographies feel a sense of belonging,
the success of this Pride event and further events supported by bringing their whole self to work,
across Europe in 2023, membership of Spectrum and are given a platform to thrive.
Europe has grown by approximately 75% year on The MFRG hosted a variety of events in 2023 to
year, with Paris membership numbers growing by celebrate festivals, educate colleagues and
over 350%. promote an inclusive and equitable culture. To
celebrate World Cultural Day for dialogue and
development in May 2023, the MFRG hosted a
global event centred around how culture
influences mental health. The MFRG also held a
panel event for World Cultural Week that
included Senior Leaders from across Barclays
who spoke openly about their cultures and faiths
and the influence both had on their careers and
personal growth.
 14
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Inclusive and Equitable Culture (continued)

Sign language project Hybrid working Supporting our colleagues to manage Paying colleagues fairly
their wellbeing
A group of colleagues in Customer Care created In 2023, we continued to evolve our hybrid How we set and manage the pay of Barclays
bespoke learning content, focusing on working approach to provide more structure. We deliver a variety of support for colleagues to employees is underpinned by our remuneration
understanding how colleagues can better strengthen their resilience, mental health, body, philosophy, which includes our commitment to
Spending time together face-to-face makes it
support our customers with hearing loss and social, workplace and financial wellbeing. Our rewarding sustainable performance and ensuring
easier to collaborate, share ideas, mentor
show active allyship across communities. These wellbeing resources enable colleagues to build strong alignment with risk and conduct as well as
colleagues and connect informally, while
resources included alphabet and communication their ability to support wellbeing and enhance our Values and Mindset.
supporting our productivity. We provided
tips, etiquette and guidance about learning performance. We continue to offer high-quality,
support to people leaders globally through Paying people fairly is another essential element
British Sign Language – which has been viewed accessible support, including through our global
structured hybrid clinics, communications and of our pay philosophy. We have developed our
by over 3,000 teams across Barclays UK. The Employee Assistance Programme (EAP) and
guidance. Working from home continues to be an fair pay approach over a number of years, and we
team are now in the process of rolling out similar regional healthcare schemes. Our EAP offers
important part of how we work at Barclays, continue to ensure that fairness is a key and
resources out across India, applying the same free and confidential support to colleagues and
alongside colleagues having fixed time in-person explicit consideration in the way we make all of
content to learning Indian Sign Language. their immediate family members when personal
with their team, customers and clients. Our our pay decisions.
circumstances may impact their health and
approach to hybrid working helps colleagues
Our inclusive people policies wellbeing. It is part of our ‘Be Well’ programme,
+
More information on our Fair Pay Agenda, including our fair pay
principles, key milestones and our equal pay commitment,
work closely with those who are onsite at the
We continued to build on the progress we offering a 24/7 global service from qualified can be found in our 2023 Fair Pay Report.
same time – these connections are a vital part of
made in 2022 by updating our people policies, psychologists and personal support for We are an equal opportunities employer, which
our culture, and critical to helping colleagues
enabling colleagues to feel confident when bereavement, family matters, financial or legal means we are committed to providing equal
build a successful career at Barclays, and
maintaining their wellbeing throughout their support and health concerns. employment opportunities to all applicants and
supporting our customers and clients. We
careers at Barclays. We regularly review our believe this approach offers the best of both To pinpoint focus areas for improvement and guide employees – enabling them to enjoy a successful
policies in line with our six intersectional worlds. Due to the diversity of the organisation, the embedment of programme resources, we track career at Barclays and progress through the
agendas, in consultation with our Group business areas have slightly different approaches Wellbeing index scores in our regular all-colleague organisation. We do not discriminate based on
Diversity, Equity and Inclusion team. In 2023, according to their business needs – we do not Your View surveys. The surveys give individuals the race, colour, creed, religion, national origin,
through a broader review of our people have the same approach across the bank. opportunity to share their views on how they find alienage or citizenship status, age, sex, sexual
policies, we sought to drive consistency in working at Barclays. We measure colleague orientation, gender identity or expression, marital
provisions and streamline our global Workplace adjustments wellbeing through ten related questions. In our or domestic/civil partnership status, disability,
processes – overall information is now more Throughout 2023, we embedded our global Autumn 2023 Your View survey, the Wellbeing index veteran status, genetic information, or any other
accessible, transparent and stored on a single workplace adjustments process to ensure score rose to 88% favourable (+2ppt year on year). basis protected by law. All our people policies
global HR Hub page. This includes content for colleagues can perform at their best. The Leaders are accountable for overseeing wellbeing reflect relevant employment law, including the
both people leaders and colleagues, for process encompasses a diverse range of plans and ensuring wellbeing is a top priority across provisions of the Universal Declaration of Human
example covering compassion and support categories, including hearing and the bank. Rights and the International Labour Organization
bereavement leave. speech, mental health, mobility, neurodiversity (ILO)’s Declaration on Fundamental Principles
and visual. We improved the efficiency of the and Rights at Work. We expect our people to
service by reducing the time taken to provide treat each other with dignity and respect, and do
colleagues with their workplace adjustments. not tolerate discrimination, bullying, harassment,
retaliation or victimisation on any grounds.
A collaborative approach to accessibility is
essential for colleague wellbeing and
productivity. In partnership with our Reach ERG,
we proactively ask colleagues for feedback
about their experience using the workplace
adjustments service and look for opportunities
to improve.
 15
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Inclusive and Equitable Culture (continued)

Making Barclays an Digital accessibility

We tailor our methods of communication and
services for customers to ensure their
Building inclusive spaces
As well as designing and building inclusive spaces,
we commit to curating the colleague and

accessible organisation accessibility needs are met, including those with

visual impairments or deafness. An array of
accessibility features are embedded within the
Barclays App, including the ability to invert screen
community experience within these spaces to
champion our inclusive and equitable culture.
In 2023, CRES established a pan-CRES Inclusivity
and Accessibility working group that discusses
colours, utilise screen reader software and use and manages a range of initiatives and drives the
biometrics for login. We implement insights agenda within CRES. New or large projects are
shared by those with the lived experience of organised into four ‘pillars’ – two of which are led
disability by collaborating with our Reach ERG, by the Diversity, Equity and Inclusion team and
enabling our teams to thoughtfully design the Sustainability, Employability and Growth
accessible products for all customers. team – to focus on delivering inclusive design.
A new colleague accessibility programme has In 2023, our Glasgow campus won an external
also been established to remove barriers and ‘Best of the Best award’ from the British Council
improve experiences at work for disabled for Offices. The judges commented: “When
colleagues. This is a cross-functional group of combined with exceptional workplace design
leaders from our Technology, HR, Procurement, with inclusivity and sustainability at its core, the
Corporate Real Estate Services (CRES), Controls result is truly outstanding and brings a world-
and Communications teams, along with a class facility to Glasgow. It is an exemplar of
quarterly listening group comprising Reach ERG holistic design and thinking that will act as
members. Throughout 2023, the programme catalyst for future development and sets the bar
has audited and improved the accessibility of at the highest level for others to follow.”
internal systems. The new Phonebook, for
example, includes an accessibility preference tag
so colleagues can inform others about a disability
or communication preference.
 16
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Leadership Accountability

Leadership Leading our

Accountability
Leaders at all levels are
global campaigns
expected to create In 2023, members of our Group Executive Committee
meaningful change sponsored all six core agendas and remained engaged
across the organisation in their accountability to champion our DEI strategy and
to support our six core demonstrate inclusive leadership. As well as sponsoring
agendas. They are our six core agendas, senior leaders also sponsor our
expected to role-model ERGs to boost their visibility and champion the year-
inclusive behaviours and round work of our ERGs.
facilitate dialogue with
their customers, clients Leaders announced the launch of new Senior leaders regularly shared communications Inclusion Summit
campaigns across the bank and facilitated to mark significant events throughout 2023, as
and communities to sessions with external speakers, as well as well as sharing progress updates. Taalib Shah, as
In June 2023, we engaged our senior leaders in
our third Inclusion Summit. Our Chief Executive
champion diversity interacting with colleagues through Q&A events
and workshops. Their engagement leads to
Group Executive Sponsor of our multicultural
agenda, marked World Cultural Day in May 2023
Officer C.S. Venkatakrishnan introduced the
Summit with a session on the power of inclusive
of thought. increased traction and fosters a sense of by inviting colleagues to a panel event exploring leadership. The virtual event spanned two days
belonging for all colleagues. how culture influences mental health. and mobilised our senior leaders by engaging
Throughout 2023, Executive Sponsors spoke at Paul Compton, Executive Sponsor of the them in sessions covering how to build an
global panel events aligned to their agendas – gender agenda in 2023, shared an update on inclusive culture to drive equity and business
and which colleagues could attend both in person the progress we made throughout 2023 to performance. On the first day 1,135 senior
and virtually. During Pride Week, Alistair Currie – drive the gender agenda across the bank – leaders and ERG representatives attended, with
as Executive Sponsor of our LGBT+ agenda – including the outcomes of discussions as a core group of leaders attending on day two to
hosted a session with three external speakers Chair of the Group-wide Gender Steering explore focused action plans.
from varied industry backgrounds, who Committee. Paul announced our new
discussed how to best to support our LGBT+ Leadership Accelerator development
Our diversity of thought objective
community. Our Executive Sponsor for our programme for our most senior women, which All colleagues including our Group Executive
socio-economic agenda, Tristram Roberts, provides further opportunities for growth into Committee, work towards a global performance
joined a panel event with two external guests broader roles across the organisation, and objective to promote diversity of thought,
to discuss biases and labels in relation to provided detail on how our women’s health champion new thinking and challenge the status
socio-economic status. policies are evolving with the introduction of quo. This drives consistency across the
equal childcare leave for US colleagues. organisation throughout the continuous
performance management cycle.
 17
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Data Transparency and Accountability

Driving change with DEI data Your View data insights also provide an In addition, updates are shared with our Group

Data Our regular all-colleague Your View surveys provide

us with insights into how colleagues find working at
opportunity to assess intersectionality. With a
lens across our six core agendas, we identified
Executive Committee and the Board and our
People Insights platform is a self-serve tool

Transparency Barclays, with a series of questions measuring a number of insights and have highlighted key which enables business leaders to access
aspects of our Values and Mindset, including a examples below. These provide global Group- data and keep track of progress against our
‘speak up’ culture. The survey was completed by wide insights, for colleagues who completed the ambitions. Our systems and the reports they

and 77% of our colleagues in Autumn 2023. We conduct

analysis of colleague sentiment scores to assess
survey and self-identified with the following
characteristics across our Engagement,
Inclusion, and Wellbeing indices as well as the
have informed in the past use definitions set
out by legal reporting requirements. We are
updating our systems to better reflect and

Accountability
changes and movements in DEI metrics across our
six core agendas, regions and business areas. One ‘It’s safe to speak up’ survey question: honour the spectrum of gender identifies,
of our primary indices is the Inclusion index, which • Scores increased for Black colleagues by as well as ethnicities.
In the ‘Our data’ section increased year on year by +1ppt to 83%. Further +1-4ppt year on year. Your View insights, combined with internal and
details of the Inclusion index in the Your View survey • Scores increased year on year for colleagues external hiring, leaver and promotions data
on pages 22-30 we share are included in the ‘Our Data’ section. with a disability and/or health condition, available in People insights, provide a basis for
an extensive set of The Your View survey has also enabled colleagues however this population scored below the
Group averages.
leaders to make data-led decisions about future
agenda focus areas, build a deeper
to self-identify their gender and ethnicity amongst
metrics aligned to other characteristics, including disability. We collect • Colleagues with parent and carer understanding of the composition of our
responsibilities scored above the workforce and identify trends in the data. Our
measure colleague this information to learn more about the diversity of
our workforce. Group averages. leaders are directly engaged in the measurement
representation, • Scores increased year on year for
gay/lesbian colleagues.
of our progress towards meeting our
Underrepresented Race and Ethnicity and global
attraction and retention • Scores increased year on year for women and Gender Ambitions.
non-binary colleagues, although non-binary
of talent, and colleague colleagues scored below the Group averages.
Greater data accessibility provides leaders with
the opportunity to work directly with the most
wellbeing and recent diversity metrics, equipping them with
a fuller awareness of how our workforce is
engagement – through changing over time.
the lens of our six To enable us to make further progress, data
insights support us to understand the impact of
core agendas. initiatives and trends. We look at this alongside
external benchmarking and changes in the
external landscape to inform how we respond
to future challenges and opportunities.
 18
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Optimising External Relationships

Diversity in our supply chain Suppliers were invited to present their Barclays Bank PLC UAE External
Optimising Building our relationships with diverse
customers, clients and suppliers and supporting
qualifications via a social media campaign
and attended the Contact Centre Business
Mentoring programme
Our UAE branch, in collaboration with New York

External their growth is a priority for us. We are Processing Outsourcing (BPO) Opportunity
University (Abu Dhabi) and Birmingham
committed to continuing to grow a diverse and Showcase, before subsequently submitting
University (Dubai), ran the fourth cycle of an
their offerings through our Barclays

Relationships
inclusive supply chain, to provide inclusive external mentoring programme connecting
procurement opportunities for businesses Supplier Marketplace.
experienced banking professionals with
diverse in size, ownership make-up, or mission. Investing in diverse suppliers university students. Mentors shared their
We look for opportunities We consider ownership-diverse businesses(2) to
be majority owned, controlled and operated by
Recognising capital investment as a challenge to expertise, guidance and support with students to
help drive positive social impact and shape a
the long-term growth of ownership-diverse
to learn from new and protected class groups. In 2023, we expanded suppliers, Barclays led an effort with the National brighter, more inclusive future.
this definition to include mission-diverse
existing strategic businesses or social enterprises to form new
Minority Supplier Development Council (NMSDC)
to establish the Capital Manager’s Program
Eagle Labs
partnerships and relationships with businesses focused on driving
positive social outcomes. By 2025, we aim for
(CMP). Designed as a one-stop-shop capital Barclays Eagle Labs provide support to start-up
and scale-up businesses – particularly those
ecosystem, the NMSDC – the largest ethnic
embed best practice into service providers making up 70% of our minority business organisation advocating for focused on technology and innovation – through
addressable spend to operate with a diversity a network of physical spaces, virtual support and
the organisation. and inclusion policy or standard.
corporate supply chain inclusion in the US –
received a $100,000 sponsorship from Barclays. expertise. Businesses can be connected to
We collaborate with In 2023, we celebrated 10 years of our Global This worked towards its aim of pulling together mentors, specialists and a collaborative
community designed to help them on their
Supplier Diversity initiative. Our global supplier capital providers across every stage of business
organisations to further diversity team support diverse entrepreneurs growth, to match businesses with debt and growth journey.
all six of our core and businesses through a combination of direct
contracting as first-tier spending suppliers and
equity capital providers.
To increase business development opportunities
agendas, impact our subcontracting through large suppliers as for small, diverse businesses, we are corporate
second-tier suppliers. As a result, we hope to
workforce at all levels drive positive business-led outcomes for
members of ‘OutBritain’ in the UK, supporting
LGBTQ+ business owners, and ‘WEConnect
(2) Ownership-diverse suppliers are defined as being at least
51% owned, controlled and operated by people from ethnic
and support all of historically underrepresented communities. International’, supporting women- minority groups, women, LGBT+ people, military veterans,
persons with disabilities.
Our growing network owned businesses.
the communities we of diverse suppliers
operate in. In 2023, we continued to deliver our signature
Showcase series – introducing prospective
diverse suppliers with the potential to solve
some of our critical needs.
We partnered with the US Consumer Bank’s
Contact Center operation to present some of
the challenges faced by the team, and offered an
opportunity for diverse suppliers to introduce
their capabilities.
 19
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Optimising External Relationships (continued)

Black Founder Accelerator

programme Spotlight
Led by the Barclays Eagle Labs network, Entrepreneur Oshoma Zekeri and his co-founders founded Vendoir in
the virtual Black Founder Accelerator 2020 to tackle three of the event industry’s biggest pain points: stress,
programme supported its fourth cohort of waste, and lack of inclusivity. Their platform empowers event organisers
50 Black-founder-led technology businesses and businesses with eco-conscious tools, and fosters diverse
in partnership with Foundervine, a social experiences. Vendoir helps organisers make informed, sustainable
enterprise focusing on developing choices, from sourcing eco-friendly suppliers to offsetting their carbon
entrepreneurs from underrepresented footprint. Vendoir participated in the 2023 Barclays Black Founders
communities for digital start-ups. programme in collaboration with Foundervine, gaining vital mentorship,
accelerating its impact and positioning the business as future
Black Venture Growth programme sustainability leaders in the events industry.
To support technology businesses across the
UK, Barclays received a £12 million grand in 2022.
Since April 2023, Barclays Eagle Labs launched
12 programmes, including the Black Venture
Growth programme and the Female Founder
Accelerator. Black Venture Growth is a dedicated
16-week programme focusing on growth and
removing barriers to fundraising through
targeted support. Progress Together Engaging and strengthening Both programmes deliver valuable life skills
Barclays joined the Progress Together communities through sport training through sport and via mentoring
government membership body in 2023 to sessions with inspirational athletes. Within four
The Barclays Community Football Fund launched
become part of a collaborative effort to improve years, the UK Set for Success programme aims
in 2022 and has since supported more than
socio-economic diversity across the Financial to support 3,900 people across the UK.
2,900 community sports groups to improve
Services industry. accessibility to football for underrepresented
As part of the membership, Barclays participated groups. Over 400,000 young people across the
in an anonymous colleague data exercise to
benchmark participating firms against industry
UK have been impacted by this initiative.
Additionally, our Barclays Girls Football School
“Barclays is supporting
peers. The report provided a clear understanding Partnerships support nearly 20,000 schools in
England to offer equal access to football for girls.
all six core DEI agendas.
of where Barclays sits in terms of socio-
economic representation, where we should aim In 2023, Barclays became the Official Banking Through our community
to get to, and potential recommendations to
adopt along the way. We have shared these
Partner of The Championships, Wimbledon, and
made the largest ever partner donation to the partnerships, we are
recommendations with our HR teams, our socio-
economic ERG Inspire, and other key leaders and
Wimbledon Foundation. Leveraging Barclays’
LifeSkills, the partnership supports the delivery
working together for a
influencers across the organisation. This has
helped maintain our focus on socio-economic
of the Wimbledon Foundation's Set for Success better financial future.”
programme – a development and leadership
inclusion and the importance of targeted initiative led by the Youth Sport Trust for young
interventions to support attraction, progression people from disadvantaged backgrounds in the
and retention of colleagues from diverse socio- UK – and the Barclays Net Work employability
economic backgrounds. programme in the US.
 20
Continuing to build a diverse, 2023 progress highlights Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture by strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Optimising External Relationships (continued)

Helping people from Supporting ethnically diverse leaders

underrepresented groups to access Barclays’ colleagues play an important role
skills and employment opportunities in furthering the bank’s support for ethnically
Barclays’ LifeSkills programme supports people to diverse leaders and for businesses tackling
develop the vital employability and financial skills inequalities in our communities.
they need to succeed at work, thrive in the digital In the US, Barclays hosted a virtual brain trust
age and better manage their money. In 2023, with colleagues to support a group of Acumen
Barclays announced a new focus for investment in Americas portfolio companies, including Free
this programme – for underrepresented groups – by From Market, now known as Attane Health,
launching and expanding partnerships with charities led by Emily Brown. Attane Health is a Black-
such as Street League in the UK. Street League is a founded and woman-led organisation focused
charity that uses the power of sport and education on enhancing the health outcomes of lower
to help tackle poverty and place young adults, aged income Americans by ensuring they have access
16 to 30, into successful career paths. Almost half to the diet they need to treat chronic health
of Street League’s participants live in the top 20% conditions. Barclays’ partnership with Acumen
most deprived communities, based on the Index America is supporting diverse leaders whose
of Multiple Deprivation. The partnership aims to companies are tackling poverty through
support over 1,000 individuals into work by the workforce development, finance and
end of 2024. healthcare innovations.
In addition, through a LifeSkills partnership with
GTT Foundation, Barclays supported 100 people
self-identifying as transgender into work in India,
while LifeSkills sessions with The Zubin
Foundation have provided support to those from Spotlight
underrepresented races and ethnicities. Dani Chen works in Barclays’ Fixed Income Securities team, a role she secured after participating
in Barclays’ LifeSkills programme with the non-profit COOP Careers. Together with COOP,
Barclays is upskilling diverse, low-income, and first-generation graduates from the City University
of New York and other urban public colleges. Graduates are supported through an intensive 200-
hour training program in financial services, data analytics and digital marketing.
A number of people from COOP have been hired into Barclays as a result of bank-led
employability events, including the Barclays Talent Showcase, which Dani attended. Barclays
colleagues have also helped COOP to develop a financial services curriculum to help people from
COOP launch careers in the finance sector, and Dani now helps to deliver the curriculum to new
programme participants.
 21
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Looking ahead

2024 plans A combination of new and existing initiatives will

enable us to work towards our Underrepresented
Race and Ethnicity Ambitions, and our global
Group Executive Committee
and Board
The Board understands the benefits of inclusive

and aspirations
Gender Ambition. We are looking forward to
leadership and diversity of thought, and due
making further progress to reach our gender
regard is given to diversity and inclusion
diversity target listed in our Board Diversity and
characteristics through the appointments
Inclusion Policy to ensure that the proportion of
process for Group Executive Committee and
women on the Board is at least 40% by 2025.
2023 data and insights inform the delivery of new Leadership career accelerator
Board roles. We are building a talent pool of
senior leaders equipped with the skills needed
approaches in 2024, as well as carrying forward and In 2024, Barclays will pilot a leadership
to be a ‘leader of leaders’ at Barclays. Our
leadership-focused talent programmes provide
strengthening our existing initiatives. We hope to achieve development programme designed to advance
the strategic leadership skills of women in
coaching and sponsorship to our most senior
this by delivering against our five strategic priorities, Managing Director positions across the
leaders with individualised support. We use
a broad range of internal and development
organisation who have evidenced potential for
underpinned by our three principles and positively growth and progression. The programme will
interventions to stretch and challenge executive
talent. Appointments at the highest levels are
impacting our six core agendas. support clear development pathways for the
participants and will promote the growth of
completed over an extended period of time and,
as a result, the influence and impact of our senior
existing and new sponsorship networks to
leader talent programmes and individualised
connect senior leaders across the bank,
support will be realised over time.
enhanced by global events. Leadership
Accelerator will complement the Barclays Our regulatory obligations
Launchpad programme, which is attended by
We currently meet our legal and regulatory
colleagues ranging from analyst to director.
obligations for reporting. We will continue to
monitor the external regulatory and legal
environment, ensuring we engage with
regulatory and governmental organisations
promptly. We incorporate external research and
academic reading into our thinking, and will
continue to learn from best-practice examples.
Our governance processes continue to be
reviewed to meet changes in the requirements
set by regulatory bodies.
 22
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our Data

Gender
Representation of women in our global workforce has remained level Gender (%)
since 2021 at 45%. We continue to see the consistent trend of the
greatest proportion of women working at a junior level and the lowest
Senior* 30% 70%
proportion working at a senior level; however, there are indicators
that this is changing. At both middle and senior level, representation
of women increased by +2ppt compared to 2021 – ending 2023 at Middle 36% 64%
36% and 30% respectively. There was a marginal year on year
decrease at a junior level, to 54%. We are making gradual progress Junior 54% 46%
towards our global Gender Ambition of reaching 33% female
presentation among our senior leader population, but there is more
Total 45% 55%
work to be done to prioritise the development of our middle-level
talent pipeline for progression into senior roles.
n Female n Male
In our Your View survey, colleagues are able to select ‘non-binary’ as a
gender identity or state ‘another gender identity’, however the
sample sizes for the ‘non-binary’ and ‘another gender identity’
categories were too small to yield actionable insights.
We recognise that our colleagues have a range of gender
identities and that not everyone’s gender identity aligns to their
sex assigned at birth. Our systems and the reports they have
informed in the past use definitions set out by legal reporting Note:
requirements. We are updating our systems to better reflect and *2023 data subject to independent Limited Assurance under ISAE(UK)3000 and ISAE3410. Current and previous limited assurance scope and opinions can be found within the ESG
Resource Hub for further details: home.barclays/sustainability/esg-resource-hub/reporting-and-disclosures/.
honour the spectrum of gender identities. For the purposes of Throughout this section, the data is correct as of the end of 2023 and we have grouped this data using the following definitions:
this report, we use the identifiers ‘male’ and ‘female’ for the Senior: Managing Directors and Directors
Middle: Vice Presidents and Assistant Vice Presidents
category of gender as captured in our systems. Junior: Analysts

Diversity on our Board

At the end of December 2023, we saw a year on year increase in Ethnic diversity of our Board (%)
our representation of minority ethnic background (excluding
white ethnic groups) at Board level from 15% to 23% – this was
an increase of one Board member. 2023 23%

We explore how we are working to improve our representation of

women and underrepresented races and ethnicities at senior 2022 15%
levels in the Workforce Diversity and Looking Ahead sections of
this report. Recognising the benefits of diversity in all its forms, Asian/British Asian or Other
we are looking forward to building a long-term pipeline at n ethnic group, including Arab n White British or other White (including minority-white groups)

executive levels, to be reflected in our data in the near future.

Note:
Totals may not add up to 100 due to rounding and the small number of colleagues whose gender was unknown or unavailable.
 23
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our Data (continued)

Diversity on our Board and leadership

At the end of December 2023, representation of women in our Women on Board and Group ExCo + Direct Reports (%)
Group Executive Committee and their direct reports was 27%,
remaining level with 2022. Representation of women on our Group ExCo + Direct Reports*
Board also remained level with 2022 at 38% as at December
2023. To build on the extensive experience of our most senior 2023 27% 73%
leaders, we continue to offer a four-month rotational ex-officio
position on our Group Executive Committee. This opportunity 2022 27% 73%
brings technical industry knowledge and diversity of thought to
Group Executive discussions. During 2023, three ex-officio
positions were held by female leaders. Board

2023 38% 62%

Note: *2023 data subject to independent Limited Assurance under ISAE(UK)3000 and
ISAE3410. Current and previous limited assurance scope and opinions can be found within
the ESG Resource Hub for further details: home.barclays/sustainability/esg-resource- 2022 38% 62%
hub/reporting-and-disclosures/.

n Female n Male

Race and ethnicity (UK and US)

Representation of Black colleagues increased at all grades year Race and ethnicity – UK and US (%)
on year, however the proportion of Black colleagues at senior 1.8% 1.4%
grades remained flat year on year at 1.8%. Representation of
Multiracial and Hispanic/Latino colleagues remained relatively Senior 65.4% 14.7% 14.8%
level since 2022. In 2023, like in 2022, the greatest proportion
of Black, Multiracial, Hispanic/Latino and Native Hawaiian or 1.9%
Other Pacific Islander colleagues were at junior levels and 3.0% 1.1%
representation of these groups decreases with seniority.
Middle 56.1% 20.6% 17.8%
With an overall aim to support all colleagues to reach their full
potential, we are continuing to review our development 1.4%
programmes for underrepresented groups – such as ‘Launchpad’ 2.1% 0.1%
– and drive mentoring and sponsorship programmes in
collaboration with our ERGs. Junior 52.4% 13.8% 7.3% 22.3%
As a result of achieving our all-colleague Race and Ethnicity
2.0%
Ambitions ahead of schedule, we are now working towards our 1.8% 0.1%
reset Underrepresented Race and Ethnicity Ambitions. We are
working towards increasing the number of colleagues from Total 55.2% 16.8% 4.9% 19.6%
underrepresented races and ethnicities by 5% in the US and
12.5% in the UK by the end of 2025. 1.6%
n White n Asian n Black n Multiracial n Hispanic/Latino n Native Hawaiian or other Pacific Islander n Native American n Unknown
 24
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our Data (continued)

Hiring
By regularly analysing hiring data we are able to monitor trends and Hiring by gender (%)
patterns – identifying the approaches that are helping us grow a more
diverse workforce, as well as areas for improvement. 26% 74%
Senior
In 2023, 44% of all new hires across the organisation were female –
a +4ppt increase since December 2022. There was a +3ppt increase
Middle 35% 65%
in female hiring at middle and junior grades. Female hires at a senior
level decreased by -4ppt year on year to 26%.
In 2024, we continue to build our talent pipeline and support the Junior 46% 54%

progression of our middle-level female talent into broader roles

through targeted development. Total 44% 56%

n Female n Male

In 2023, our hiring rate of Black colleagues continued to exceed Hiring by race and ethnicity – UK and US (%)
our overall representation of Black colleagues and we hired a
greater percentage of Black colleagues than 2022 – an increase 1.6% 2.1%
of +1.5ppt to 10.1%. The representation of hires from Black,
Multiracial, Hispanic, Latinx, Native Hawaiian or Other Pacific Senior 45.7% 13.5% 35.0%
Islanders and Native Americans has increased by +0.9ppt since
2022 to reach 14.9% across this population. We saw an increase 2.1%
in Multiracial and Hispanic/Latino hires at a senior level, however
our representation of Black senior hires has fallen by -1.5ppt 0.8%
since 2022.
Middle 29.1% 27.8% 4.7% 36.3%

1.3%

2.6% 0.2%

Junior 24.6% 16.1% 12.4% 41.3%

2.7% 0.1%

2.2% 0.1%

Total 26.6% 18.7% 10.1% 39.8%

2.3% 0.1%

n White n Asian n Black n Multiracial n Hispanic/Latino n Native Hawaiian or other Pacific Islander n Native American n Unknown
 25
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our Data (continued)

Promotion
We monitor colleague promotions through gender and ethnicity Promotion by gender (%)
breakdowns over time, to provide all colleagues with an inclusive
and equitable journey to promotion. This data helps inform the 30% 70%
Senior
continuous improvement of our development programmes to
unlock opportunities.
Middle 42% 58%
Of our 2023 promotions, 45% were female colleagues, flat year on
year. Female promotions into a middle-level grade increased by
+2ppt compared to 2022, while junior level promotions decreased by Junior 50% 50%
-2ppt to 50%, and senior level promotions fell by -4ppt to 30% year
on year. We aspire to make steady and significant progress Total 45% 55%
throughout 2024 by enhancing progression opportunities for female
colleagues at all corporate grades and preparing our existing female
leaders for further leadership development. We hold ourselves n Female n Male
accountable to meeting our global Gender Ambition for Directors
and Managing Directors – and improving our female promotion rate Promotion by race and ethnicity – UK and US (%)
will support our progress.
1.3% 2.2%
In 2023, we saw an increase of +1.1ppt for Multiracial colleague
promotions at a senior level to 3.1% since 2022. At all grades,
Senior 58.5% 17.0% 17.9%
promotion of Multiracial colleagues exceeded overall colleague
representation by +0.7ppt. The 2023 promotion rate of Black,
Multiracial, Hispanic/Latino, Native Hawaiian or Other Pacific 3.1%
Islander and Native American colleagues remained level with 3.0% 1.6%
2022 at 8.4%.
The promotion rate of these groups also exceeded or matched Middle 55.3% 17.3% 20.8%
overall colleague representation at a middle level. In contrast, for
Black colleagues at a senior level, the rate of promotions fell
2.0%
below overall colleague representation by -0.4ppt – a drop of
-1.5ppt year on year. This data shows that our development 2.9% 0.1%
programmes for underrepresented ethnicities are working at a
junior level, but that more needs to be done to understand how
Junior 51.4% 12.2% 7.2% 25.4%
to replicate this progress for our senior leader population.
0.8%

2.5%

Total 54.1% 15.3% 4.5% 22.3%

1.3%
n White n Asian n Black n Multiracial n Hispanic/Latino n Native Hawaiian or other Pacific Islander n Native American n Unknown
 26
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our Data (continued)

Leavers
Female attrition (%)
By continuing to review colleague attrition(3) and leaver rate(4), we can assess both short and long-term retention and gain a deeper understanding of the variety of factors which may impact attrition.
Gathering data about our female leavers helps us find better ways of retaining female colleagues, ensuring they feel both engaged and included throughout their development journey with us – and,
consequently, that they can progress through our organisation. Compared to 2022, overall attrition decreased slightly, but female colleagues had slightly higher attrition than male colleagues (9% vs 7%).
We were pleased to end 2023 with an improvement in attrition for senior leaders. Supporting our female senior leaders will remain a priority for 2024 as we work towards our global Gender Ambition.

Our leaver rate for Black colleagues surpassed overall colleague Leavers by race and ethnicity – UK and US (%)
representation, meaning that Black colleagues on average are
leaving at a faster rate in comparison to current headcount. 1.7% 1.5%
We need to do more to support the retention of colleagues from
underrepresented ethnicities. The proportion of Black and
Senior 66.1% 14.3% 14.2%
Hispanic/Latino leavers decreases with increasing seniority –
a trend we also saw in 2022 – but the reverse applies to White
colleagues leaving the organisation, suggesting we are better 2.1% 0.2%
at retaining colleagues from underrepresented ethnicities at 3.8% 1.9%
a senior level. Nevertheless, there is an opportunity to improve
retention at middle and junior levels.
Middle 53.0% 20.5% 18.9%

1.9%

3.1% 0.2%

Junior 48.6% 11.9% 10.8% 22.7%

2.7%

2.7% 0.1%

Total 51.5% 14.5% 7.9% 20.8%

2.3%

n White n Asian n Black n Multiracial n Hispanic/Latino n Native Hawaiian or other Pacific Islander n Native American n Unknown
Notes:
(3) Attrition rate is calculated as all colleagues who left the organisation voluntarily.
(4) Leaver rate is calculated as all colleagues who are no longer part of an active
contractual relationship with Barclays. This excludes colleagues who may have left
one team in Barclays to join another part of the bank.
For metrics related to age, totals may not add up to 100% due to rounding and the small
number of colleagues whose age was unavailable.
 27
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our Data (continued)

Multigenerational
In general, colleague representation of higher age groups Age by corporate grade (%)
increases with seniority. Colleagues aged 50-60 years old saw
the greatest representational year on year increase at the senior 0.1% 3.0%
level of +1.9ppt. Colleagues aged 30-40 years old have the
highest-representation at a senior level (20.1%), consistent with Senior 20.1% 50.0% 26.7%
2022. This age group saw a slight decline across the Group, with a
-1.7ppt decrease in representation at a senior level, a -1.6ppt
decrease at the middle level, whilst representation at a junior level 2.7%
increased by +0.5ppt year on year.
At a junior level, colleagues aged 30 and under were the most- Middle 8.4% 41.8% 32.6% 14.4%
represented group. Our representation of colleagues under 30
increased year on year, and we recognise that younger colleagues
value wellbeing, feel energised by new challenges and frequently look 0.6% 3.0%
for new opportunities to embark on new career pathways.
Junior 36.7% 35.7% 14.2% 9.8%

0.3% 2.9%

Total 22.4% 37.0% 24.4% 12.9%

n Below 20 n >=20 - <30 n >=30 - <40 n >=40 - <50 n >=50 - <60 n Over 60

Colleagues who identified in the Your View survey as having Colleagues who responded ‘yes’ to having military experience (%)(5)
military experience remained flat year on year at 2% at
Group level.
Senior 4%

Middle 2%

Junior 1%

Note:
(5) Data points are based on responses from colleagues who provided consent to share Total 2%
their demographic information in the Autumn 2023 Your View survey. Regions and
countries that are not asked questions related to personal diversity characteristics
based on jurisdictional data privacy considerations include mainland Europe, Israel,
UAE, Turkey, China, Japan, South Africa, Taiwan, Brazil and Australia.
For metrics related to age, totals may not add up to 100% due to rounding and the small
number of colleagues whose age was unavailable.
 28
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our Data (continued)

LGBT+
Colleagues identifying as bisexual or gay/lesbian increased year Self-identified gay, lesbian and bisexual colleagues (%)(5)
on year by +1ppt, to 6%.

Senior 3%

Middle 5%

Junior 6%

Total 6%

Disability
We are learning more about the range of disabilities and health Self-identified disabilities and health conditions (%)(5)
conditions impacting our workforce and how we can best support
our disabled colleagues. As our understanding of disability grows, Mental Health
we will continue to drive equity across the bank in 2024. Condition 37%

In the Autumn 2023 Your View survey, 11% of colleagues self- Physical Health
identified as having a disability or health condition, which was a Condition 38%
-1ppt decrease year on year.
Neurodivergent
24%
By corporate grade Condition

In line with 2022 scores, self-identification of disabilities and Physical

health conditions generally decreases as seniority increases. Impairment 17%

By disability/health condition
Other 11%
Of colleagues who self-identified as having a disability, physical
health conditions were the highest-represented category with a Prefer Not
year on year increase of +7.3ppt, standing at 38.1% in the 2023 to Say 5%
Your View survey. Mental health was the second-highest self-
identified disability or health condition at 37.1%, which decreased Definitions:
by -0.7ppt year on year. This was followed by neurodivergent Physical health conditions include cancer, multiple sclerosis, diabetes, and other conditions.
conditions, which increased year on year by +2ppt to 24.2%. Neurodivergent conditions include ADHD/ADD, Tourette’s syndrome, dyslexia, dyscalculia, autistic spectrum and dyspraxia.
Physical impairments include vision impairments, hearing impairments and mobility impairments.

Note:
(5) Data points are based on responses from colleagues who provided consent to share
their demographic information in the Autumn 2023 Your View survey. Regions and
countries that are not asked questions related to personal diversity characteristics
based on jurisdictional data privacy considerations include mainland Europe, Israel,
UAE, Turkey, China, Japan, South Africa, Taiwan, Brazil and Australia.
 29
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our Data (continued)

Socio-economic background
Compared to those from lower socio-economic backgrounds, Socio-economic background (%)(5)
a greater proportion of our workforce are from professional or
intermediate backgrounds, at 59%, down slightly from 61%
in 2022. Senior 59% 17% 16% 2% 5%

Middle 47% 18% 20% 5% 10%

Junior 35% 18% 20% 8% 19%

Total 41% 18% 20% 6% 15%

n Professional n Intermediate n Lower socio-economic n Unknown n Prefer not to say

Note:
Metrics for socio-economic background are rounded to the nearest whole number. Some totals may not add up to 100%.

First-generation university graduates

At 56%, a greater proportion of colleagues were not the First-generation university graduates (%)(5)
first generation to attend university. This is on-trend with
2022 representation.
Senior 36%

Middle 32%

Junior 29%

Total 31%

Note: n Yes
(5) Data points are based on responses from colleagues who provided consent to share
their demographic information in the Autumn 2023 Your View survey. Regions and
countries that are not asked questions related to personal diversity characteristics
based on jurisdictional data privacy considerations include mainland Europe, Israel,
UAE, Turkey, China, Japan, South Africa, Taiwan, Brazil and Australia.
 30
Continuing to build a diverse, 2023 highlights by Our global awards Workforce Inclusive and Leadership Data Transparency Optimising External Looking Our Barclays PLC
Contents equitable and inclusive culture strategic priority and recognitions Diversity Equitable Culture Accountability and Accountability Relationships ahead Data Diversity, Equity and Inclusion Report 2023

Our Data (continued)

Our talent pipeline Measuring employee sentiment

Graduate hires (%) The Your View survey was completed by 77% of our colleagues in Autumn 2023.
2022 and 2023 index scores:
2023 36%

2022 36%

Engagement Empower Challenge

86% 89% 85%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

n Female n Male
Note: 2022: 84% 2022: N/A 2022: N/A
Excludes graduates whose gender is unknown.

Female representation within our 2023 graduate intake cohort remained flat versus 2022 at 36%.
This is below 2021’s female graduate representation of 39%.
To further progress in this area, we are investing in our graduate programmes to provide
experiences in a variety of business areas – enabling all graduates to build a wide variety of technical
skills. Further detail on how we are doing this can be found on pages 6-9 in the Workforce Drive Inclusion Wellbeing

88%
Diversity section.

89% 83%
Internal and external hires 2022: N/A 2022: 82% 2022: 86%

32% of all new hires in 2023 were internal

candidates – a -7ppt decrease since 2022 while our
proportion of external hires increased to 68% in
2023. This means that, while there have been fewer External
internal lateral moves, we have gained more
external talent. 68% Employee sentiment (%)

Everyone has equal opportunities

to progress in their career
80% 21%
79% 24%
Internal

32% I feel included in/within my team

88%
90% 12%
12%

Senior leadership is truly committed 85% 16%

to building a diverse workforce 84% 18%

n 2022 n 2023

Note:
Reflects lateral hiring only. Excludes graduates, apprentices and interns.