《巴克萊集團（Barclays）2022年年度報告（英文版）（526頁）.pdf》由會員分享，可在線閱讀，更多相關《巴克萊集團（Barclays）2022年年度報告（英文版）（526頁）.pdf（526頁珍藏版）》請在三個皮匠報告上搜索。

1、 Fulfilling our Purpose Our Purpose.We deploy finance responsibly to support people and businesses,acting with empathy and integrity,championing innovation and sustainability,for the common good and the long term.and our Values.Respect IntegrityServiceExcellenceStewardshipinfluence our strategy.Our

2、diversification,built to deliverdouble-digit returnsStrategic priorities to sustain and growdelivered through Groupsynergies.We work as one organisation to create synergies and deliver greater value.creating positive outcomes for our stakeholders.Customers and clientsColleaguesSocietyInvestorsParts

3、1,2 and 3 of Barclays PLC 2022 Annual Report together comprise Barclays PLCs annual accounts and report for the purposes ofSection 423 of the Companies Act2006.Please note that throughout the document,graphical representation of component parts may not cast due to rounding.Strategic reportThe Barcla

4、ys PLC Strategic Report 2022 was approved by the Board of Directors on 14 February 2023 and signed on its behalf by the Chairman.The Strategic Report 2022 is a part of Barclays PLCs Annual Report 2022 and is not the Groups statutory accounts.It does not contain the full text of the Directors Report,

5、and it does not contain sufficient information to allow as full an understanding of the results and state of affairs of the Group and of its policies and arrangements concerning Directors remuneration as would be provided by the full Annual Report 2022.Report of the auditorThe Auditors report on the

6、 Financial statements of Barclays PLC for the year ended 31 December 2022 was unmodified,and its statement under Section 496 of the Companies Act 2006 was also unmodified(see page 399 of Part 3 of the Annual Report 2022).Inside Part 1Strategic report1Group overview2Prepared for the road ahead3Chairm

7、ans introduction4Chief Executives review6Our business model10Our strategy12Section 172(1)statement16Engaging with our stakeholders21Key performance indicators23Customers and clientsSupporting our customers and clients26ColleaguesOur people and culture31SocietyMaking a difference39InvestorsSummary fi

8、nancial review45Barclays UK49Barclays International:Corporate andInvestment Bank52Barclays International:Consumer,Cards and Payments54Managing risk56Viability statement58Non-financial information statement 60ESG ratings performance63ESG-related reporting and disclosures64TCFD Content Index65Sharehol

9、der information66Key dates,Annual General Meeting,dividends,and other useful information66Inside Part 2Climate and sustainability report69Introduction70Risks and opportunities73Implementing our climate strategy77Resilience of our strategy127Inside Part 3Governance141Governance contents141Board Gover

10、nance142Directors report143Remuneration report197Other Governance246Risk review264Risk review contents264Risk management266Material existing and emerging risks269Principal risk management282Risk performance296Supervision and regulation370Financial review 378Financial review contents 378Key performan

11、ce indicators379Consolidated summary income statement 381Income statement commentary 382Consolidated summary balance sheet 383Balance sheet commentary 384Analysis of results by business 385Non-IFRS performance measures 392Financial statements397Financial statements contents 397Consolidated financial

12、 statements 416Notes to the financial statements 424Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202201A resilient universal bank built to deliver double digit returnsBarclays supports indivi

13、duals and small businesses through our consumer banking services,and larger businesses and institutions through our corporate and investment banking services.Barclays is diversified by business,geography and income type.7.0bnProfit before tax(PBT)336.5bnRisk weighted assets(RWAs)10.4%Return on tangi

14、ble equity(RoTE)Barclays UKBarclays International2.6bnPBT73.1bnRWAs18.7%RoTE5.0bnPBT254.8bnRWAs10.2%RoTEUK retail and business bankingHelping customers with their day-to-day banking needs and business services for clients from high-growth start-ups to small and medium enterprises(SMEs),Consumer,Card

15、s and PaymentsOffering credit cards and retail products outside of the UK,a global private bank,and enabling businesses around the world to make and receive payments.Corporate and Investment BankAiding money managers,financial institutions,governments,supranational organisations and corporate client

16、s to manage their funding,financing,strategic and risk management needs.+Read morePage 49+Read morePage 54+Read morePage 52Barclays Execution ServicesBarclays Execution Services(BX)is the Group-wide service company providing technology,operations and functional services to businesses across the Grou

17、p.+Read morePage 48 Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202202Group overviewPrepared for the road aheadOur Purpose is to deploy finance responsibly to support people and businesses,f

18、or the common good and the long term.To do so we must be strong as an institution,prepared for the future,able to navigate change and focused on the evolving needs of our stakeholders.Our model and strategy are designed to ensure we remain resilient through market cycles and long-term trends.In rece

19、nt years our diversified model has delivered sustained income growth even through significant macroeconomic change.Our strategic priorities anticipate three major trends:The impact of technology on consumer products and servicesAs the impact of technology on consumers continues to drive innovation a

20、nd market access,our UK retail and business bank,combined with our international consumer lending,cards and payments franchise,give us breadth across consumer financial services.We have invested in our platforms including cloud technology and our mobile applications,creating more versatile,lower cos

21、t infrastructure.Combined with the depth and quality of our customer data and insight,we are well placed to anticipate the ever-changing needs and expectations of consumers and small businesses,delivering more personalised products and services.The role of capital markets as the principal driver of

22、global growthThe long-term shift to capital markets as the principal source of funding has continued across both public and private markets,growing the investment banking fee wallet.As one of the few global diversified banks headquartered outside of the US,but with a scale Corporate and Investment B

23、ank in the US,our model allows us to support our clients financing activity.We offer expertise in a wide range of services,including financial advisory,capital raising,financing and risk management services.These services help corporations,financial institutions and governments worldwide to raise ca

24、pital and manage their risks.As the competitor market evolves,we have adapted to capture new opportunities including growing our franchise in Europe and the US,expanding in certain sectors or products,and integrating our approach to our clients to offer the best solutions to the most complex needs.T

25、he transition of the global economy towards low-carbon energyThe transition towards a low-carbon economy is one of the defining challenges in the current and coming decades.Helping customers and clients to navigate this complex challenge will be an important part of fulfilling our Purpose and captur

26、ing the opportunity this global economic shift offers.We are building our expertise in this area to help customers and clients with their needs,as well as working to reduce our financed and own operational emissions.Furthermore,we are investing in businesses developing innovative new technologies wh

27、ich address the challenge,helping them to grow and to support the transition.We continually review our operating environment for emerging trends,including regulation,and adapt to address them,as we have with our strategic priorities.These trends are considered throughout the report,including on page

28、s detailing progress against our strategy and in the divisional reporting.Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202203We are resilient for the future2022 was a year of almost unprecede

29、nted challenges for Barclays and for society more broadly.As a bank,we continued to demonstrate our resilience,our ability and commitment to support customers,clients and wider stakeholders in ever-changing economic conditions.In my letter in last years Annual Report,I talked about the challenging t

30、imes ahead.It is clear this was an understatement.The intervening year has seen war in Europe,increasingly frequent climate disasters,COVID-19 still a great threat in large parts of the world,a partial reeling-in of globalisation and considerable pressure on households and businesses from rising cos

31、ts.We have left behind the economic comfort zone of low inflation and predictable interest rates.The reasonably free flow of goods,including sources of energy,around the world can no longer be so easily taken for granted.As a result of these and other factors,free market capitalism is not just under

32、 increasing pressure but,rightly,faces a more forceful requirement to demonstrate how it can contribute to inclusive,sustainable and global economic growth.In such times it is good to be able to report that Barclays remains financially and operationally resilient.We finished the year with both a ret

33、urn on capital and a capital ratio that met the target levels which we had set.All of our businesses,across consumer and wholesale,performed well.Free market capitalism faces a more forceful requirement to demonstrate how it can contribute to inclusive,sustainable and global economic growth.I am als

34、o pleased to report that Venkat and Anna,the new Chief Executive and Chief Financial Officer respectively,have navigated well the challenges of their first year.However,they,their Executive Committee colleagues,and the Board as a whole,are very conscious that there is much work ahead.First,the very

35、uncertainty that has created the volatility that in turn powered the results in Markets can have adverse consequences for households and corporate customers;we will work hard to support our customers and clients through this period.Secondly,we have to improve aspects of the way Barclays operates in

36、order to eliminate the type of error that led to the loss relating to the issuance of securities materially in excess of the limits under certain of our US registration statements.This incident reflects internal failings which we are determined to remedy;elsewhere in this report we cover in more det

37、ail this issue,its causes and consequences and what we have done and are doing to mitigate the risk of any similar failings.In light of this incident and the environment in which we operate,we must make sure that our programmes embed a higher standard of operational performance,and demonstrate measu

38、rable progress to shareholders.Thirdly,our share price performance has not reflected the underlying business strength.It is only with consistent performance,without the negative impact of avoidable incidents,that we can hope to earn a better reputation for reliable earnings and thereby materially re

39、duce the discount at which the banks shares trade to our book value.Facts and figures30.8pEPS 2021:36.5p 7.25pDividend 2021:6.0p1.0bnAnnounced buyback of shares 2021:1.5bn c.13.4pTotal payout per sharea 2021:15.0p Note:a Includes total dividend for 2022 of 7.25p per share and total share buybacks an

40、nounced in relation to 2022 of 1.0bn.Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202204Chairmans introductionAs Venkat says in his letter,we therefore go into 2023 determined to remain resil

41、ient in all respects,whilst performing at a more consistently excellent level.Considerable investment and progress have been made over the last five or so years to enhance the resilience of our business,but there are still investments to be made,processes to simplify and behaviours to change before

42、we can be more satisfied with our overall performance.Returning to the broader theme of the role of business in addressing todays socio-economic and other challenges,I would like to comment on the ever-increasing need for partnership between the public and the private sector.Let me begin by emphasis

43、ing that we welcome constructive dialogue between finance,industry and government.Finance has a big role to play in supporting growth initiatives in the UK whilst at the same time protecting households and smaller businesses as far as we can from the immediate ramifications of high inflation,higher

44、interest rates and other disruptions in the economy.Barclays has the people and skills to compete with the best internationally,to bring best-in-class business practices to the UK and to export its services elsewhere.To do so,it is important that its ability to compete is supported by developments a

45、t home,political and regulatory.We welcome the UK Governments Edinburgh Reforms and it is good too that the UK Government andregulators embrace the importance of both competition and of competitiveness,and the need to re-energise the UKs capital markets.A strong prudential regime is part of that,pro

46、vided it operates in coherence with international standards and practices.But it is not,alone,sufficient as a means to facilitate the domestic and international competitiveness of our major financial institutions and capital markets.There is a purpose,energyand creativity in the peopleof Barclays wh

47、ich willcontinue to be deployedfor the benefit of thecommunities we serve.Good engagement between authorities and industry about the outcomes of policy and supervision,and the complex interactions of policy with broader market dynamics,are necessary to deliver the agility and innovation both governm

48、ent and business want to see from the UKs financial sector.The new measures and obligations in the Financial Services and Markets Bill helpfully clarify the importance both of competitiveness as an outcome of policy and of transparent and informed public debate in this regard.The success of these me

49、asures will not be in the legislation per se,but in the quality of debate it establishes between government,regulators,business and parliamentarians,and the direction it thereby informs and creates.Secondly,I have written before about our role in addressing effectively the climate challenge,whilst m

50、eeting the worlds energy demands at the same time.In the last year,energy security has joined sustainability and affordability as a major challenge.The financial sector has an important part to play in ensuring that we help address all three dimensions the energy trilemma.We recognise that a faster

51、transition from fossil fuels to lower carbon energy is necessary to meet the Paris Agreement goals.All this needs to be done affordably and in an orderly fashion and in collaboration and alignment with governments energy strategies.The Inflation Reduction Act in the US has been a significant step fo

52、rward.Barclays has committed to play a full role in supporting our clients in their transition and we have now developed a framework to assess our high emitting clients transition plans.In 2022 we facilitated 25bn of new green financing and we have also now announced a new target to facilitate$1trn

53、of Sustainable and Transition Financing between 2023 and the end of 2030.At a more micro level in the UK,we are piloting schemes to help retail customers finance energy-efficiency solutions and the adoption,where possible,of non-fossil fuel energy in the home.We look forward to working with the UK G

54、overnment on more extensive versions of theseschemes.Thirdly,and to some extent bringing these two themes together,Barclays has a big role to play in financing innovation and technology,whether at the start-up point or as companies mature.Barclays as a whole operates as an ecosystem to support innov

55、ation and entrepreneurship,creating new opportunities for employment with both our Sustainable Impact Capital fund and our work with the inspiring entrepreneurs we meet through the Unreasonable Impact Partnership.Many of these innovators are of course focused on adapting existing technology and prac

56、tice to reduce carbon intensity in a way that supports consumers and business to adapt their activities to become less carbon-intensive.As companies mature,many of them seek further funding through the public stock markets and it is important for the UK and its growth agenda that reforms are underta

57、ken to rekindle the appetite for equity growth,which was once a stronger feature of the London markets.Barclays is committed to playing its part,with government and asset owners,in addressing both the demand-side and supply-side issues which have led to a decline in equity ownership in the UK,a redu

58、ction in UK listings and IPOs,and a diminution of the risk appetite of UK capital.Thank youI would like to start by thanking all my Board colleagues for their contributions this last year.Following their long service to the Board,I would like to single out Mike Ashley and Crawford Gillies in particu

59、lar and wish them the very best as they retire in 2023.They have supported Barclays through a period of considerable change and made a real difference to the organisation in their roles.I am very pleased that Julia Wilson,who joined us in 2021,will take over as Chair of the Audit Committees of Barcl

60、ays and Barclays Bank PLC in April.In January we announced the appointments of Marc Moses and Sir John Kingman,both of whom have deep experience of financial services and will further strengthen the Board.Sir John will succeed Crawford as Chair of Barclays Bank UK PLC inJune.Barclays has nearly 90,0

61、00 employees.As I have remarked before,I have always been humbled by the dedication of colleagues to the pursuit of our Purpose and by the way they embrace the societal and climate challenges I have described.Without full engagement of colleagues our LifeSkills programme would not have been able to

62、reach and make a difference to the lives of more than 18 million young people in almost a decade.There is a purpose,energy and creativity in the people of Barclays which will continue to be deployed for the benefit of the communities we serve as we head into the uncertainties ahead.Nigel HigginsChai

63、rmanStrategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202205Chairmans introduction(continued)Strong and supportive franchise in testing timesOur strong operating performance in 2022 has been power

64、ed across all our businesses-they have individually generated strong returns in an uncertain operating environment,and they fit well together.We played an important role in delivering value for our stakeholders,and in helping them overcome the challenges they faced this year.We see clear opportunity

65、 for financial services to contribute new approaches to address complex issues including energy independence and efficiency,housing and economic growth.I write to you at the end of a year which saw many unexpected events.It followed a sequence of such years and may not be the last one.In 2022,we wit

66、nessed the largest conflict in Europe since World War II,a resulting energy security crisis,a sustained rise in interest rates across the developed world,political uncertainty in the UK with associated movement in gilt yields and in sterling,and the first re-alignment of global geopolitical lines si

67、nce the end of the Cold War.A year ago,I wrote that we were entering a period of unusual uncertainty.Ihad far more benign scenarios in mind than what has actually transpired.Not only was this an eventful year,but it has followed the devastating human and economic tragedy of COVID-19,the repercussion

68、s of which still persist.Lastly,in Barclays,in 2022 we faced our own challenge of discovering and reacting to a costly over-issuance of securities in the US.I want to use this letter to share my views on our performance and our priorities,and also my thoughts on the UK as we look ahead into 2023.Our

69、 performance has been strong but we must remain prepared for testing economic and market conditions.Our performanceOur business performed well in 2022 and we have demonstrated our continued financial resilience,notwithstanding the unusual events of the year.We created broad-based income growth even

70、as we continued to take a cautious approach to the macro environment.We produced an annual income of 25.0bn,PBT of 7.0bn,Return on Tangible Equity of 10.4%and ended the year with a CET1 ratio of 13.9%.We have approved dividends of 7.25p per share and announced buybacks of 1.0bn worth of shares for t

71、he year ended 31 December 2022.Our share count has decreased by over 9%since December 2020.I attribute this performance to the strength of our franchise our businesses are operating well individually and complement each other collectively.Barclays UK,which serves consumers and small businesses acros

72、s the country,produced income of 7.3bn,PBT of 2.6bn and a RoTE of 18.7%.The income growth in the business was the result of higher interest rates,increased transaction-based revenues and higher mortgage balances.It was particularly important that we kept our costs flat at 4.3bn(2021:4.4bn),as a resu

73、lt of a long-term ongoing programme of digitising the production and delivery of our offerings.Our Consumer,Cards and Payments business which includes our partnership cards business in the US,the Payments business and our growing Private Bank,generated income of 4.5bn,PBT of 0.7bn and a RoTE of 10.0

74、%.We also continue to make good progress in combining Barclays UK Wealth and Investment Management business with our Private Banking business.Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 2022

75、06Chief Executives introductionFacts and figures25.0bnTotal income 2021:21.9bn 7.0bnProfit before tax 2021:8.2bn 10.4%Return on Tangible Equity 2021:13.1%13.9%CET1 capital 2021:15.1%This is the first step in an integrated approach to help clients manage their personal finances over their lifetimes.I

76、n the Corporate and Investment Bank(CIB),we have ranked number six for Global Markets for the last three years,growing market share,particularly in our trading businesses.These desks,especially in Fixed Income,managed their risk well and provided excellent market access and liquidity to clients duri

77、ng the many periods of tumult in 2022.The revenues in trading compensated for a weaker performance in Investment Banking,which was consistent with declines in capital markets activity across the industry.In addition to our operating businesses performing well in 2022,we managed our interest rate ris

78、k prudently.Rising interest rates deliver a net interest margin benefit but can reduce the value of our capital holdings.Through careful Treasury management in anticipation of rising rates,we have benefited from the former and minimised the latter.Managing our interest rate exposure programmatically

79、 through a structural hedge allowed us to capture and spread out the benefits of rising rates on our Net Interest Income(NII)across many years.As a result,we expect our NII to have a tailwind in 2023 and beyond.Technology has allowed many tasks to be completed digitally,at the customers convenience

80、and unbounded by opening hours.Our prioritiesOur strong operating performance has been in the context of the three priorities which I outlined in my letter last year.The first priority is to build next generation,digitised consumer financial services.This year,we took important steps towards that go

81、al.In the US,we completed the acquisition of a partnership credit card portfolio from Gap,increasing our balances by$3.3bn and adding 10 million new customers,doubling our customer base.Our US consumers are mostly served digitally and,as this transaction demonstrated,it is a more scalable business.S

82、econd,in the UK we agreed to purchase Kensington Mortgage Company,a specialist mortgages lending platform which lends via brokers to customers with complex incomes using proprietary technology and data analytics.Lastly,we continue to increase our provision of digital services to customers in the UK,

83、particularly to those customers who once depended almost entirely on branches for most everyday banking needs.Technology has allowed many of those tasks to be completed digitally,at the customers convenience and unbounded by opening hours.Even in the context of digital service,there is an important

84、place for face-to-face interaction for some customers and for certain needs.This year,we began testing different approaches to serving communities which can no longer support a branch but where there is a need for a physical presence.These formats include pop-up services,mobile vans and pods,all of

85、which can be located conveniently for customers.By year end we had deployed 200 around the country.We also deployed our Cashback Without Purchase programme allowing customers to withdraw cash from merchants where other means arent easily available.Strategic reportShareholder informationClimate andsu

86、stainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202207Chief Executives introduction(continued)The second growth priority is to produce sustainable growth in the CIB.We have continued to diversify our income in the CIB,growing our financing busine

87、ss in Markets to balance the intermediary business.For example,our investment in Financing has continued and income has grown by c.16%CAGR from 2019-2022.This diversification allows us to generate income even in periods of relatively low market volatility,creating more predictable revenues.We are fo

88、cused on being the corporate banking partner of choice for clients across our CIB core markets and delivered increased transaction banking revenue in 2022.We have continued to invest in people and technology.We have broadened our trading teams,and our capability in Investment Banking coverage and ad

89、visory,and in November we opened new state-of-the-art trading floors in our London headquarters.Our third priority is to continue to support our clients and capture opportunities as the world transitions to a low-carbon economy.We are building capability and reputation with clients in this area.We c

90、ontinued to invest in senior talent to help build expertise in sustainable finance,so that we are better able to support our clients as they transition their businesses to a low-carbon economy.An example of our growing strength was acting as the sole M&A advisor to ConEdison in the$6.8bn sale of its

91、 clean energy business.We have made good progress in two priority areas to support the transition to a low-carbon economy:investing in sustainable technology start-ups,and facilitating sustainable finance.With the former,our early commitment of Sustainable Impact Capital of up to 175m by 2025 genera

92、ted substantial demand and in December 2022 we announced we would increase that to 500m by the end of 2027.This scale of early investment has helped to stimulate innovation in climate technology from residential property retrofit to energy storage and hydrogen technologies.This next phase of Sustain

93、able Impact Capital investments we expect will see a focus on decarbonisation technologies within carbon-intensive sectors,particularly where Barclays has meaningful client exposure such as energy and power,real estate and transport.In respect of financing the transition,Barclays has passed its 2018

94、 target to deliver 150bn of Social,Environmental and Sustainability-linked financing by 2025 and is on track to meet its target to deliver 100bn of Green Finance well ahead of the 2030 target date.As a result of a strategic review of our capabilities,market demand and new growth opportunities,we ann

95、ounced a new target to facilitate$1trn of Sustainable and Transition Financing between 2023 and the end of 2030.We continued to invest in senior talent to help build expertise in sustainable finance,so that we are better able to support our clients as they transition their businesses.Alongside globa

96、l capital markets,support from governments and regulators is critical to setting the right frameworks to guide action and support investment decisions.This theme of governments and the capital markets working together to solve large and complex issues is one to which I will return later in this lett

97、er.Supporting customers and clientsBarclays financial performance and our progress against our strategic priorities is inextricably linked to the global economy and the financial wellbeing of our customers and clients.Barclays has long sought to build the employability skills and improve the financi

98、al health of our communities by providing people with the information and tools more confidently to manage their money.Our LifeSkills programme has been the nucleus of this effort for almost a decade,reaching 18 million people.This year,we have expanded the programme in partnership with charities li

99、ke the Trussell Trust to help communities most in need.In the face of a sharply rising cost of living,we also launched a Money Worries hub in September,to help UK customers evaluate and manage the impact of rising inflation and interest rates on their personal finances.In particular cases where we i

100、dentify customers entering financial distress we have offered tailored help to support them.Skills and information are one way we can build financial resilience.In September we launched another,the Rainy Day Saver,a new instant-access account with an interest rate of 5%on balances up to 5,000.The pr

101、oduct is designed specifically to help customers build savings equivalent to three months of outgoings for an average household,providing a cushion should they need it.A major effect of rising rates is the increased cost of mortgage interest.With approximately a quarter of customers approaching the

102、end of their fixed-rate terms each year,we increased the window for renewing from 90 days to 180 days prior to the fixed rate ending,enabling customers to lock in a new fixed rate,should they so wish,in anticipation of further rate rises.Small and Medium Enterprises(SME)customers are also facing pre

103、ssure from rising wages and input costs without being able to pass them onward.We held 450 Masterclasses for these customers,helping them anticipate and manage pressures common to many small businesses.This focus on supporting the needs of our retail and SME customers is matched in our wholesale bus

104、iness,through which we support governments and some of the largest financial and industrial enterprises in the world by managing their financial risk and growth ambitions.In volatile markets,through tremendous economic uncertainty,that ability to deliver for clients iscritical.Strategic reportShareh

105、older informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202208Chief Executives introduction(continued)Managing Barclays excellentlyOur strong support of wholesale clients and consumers this year has shown Barclays operating

106、at its best,with empathy,skill and drive.Unfortunately,in 2022,we also discovered that we had issued approximately$17.7bn of securities more than we were permitted to do under shelf registration statements we had filed with the US Securities and Exchange Commission(SEC).When the matter surfaced,we p

107、romptly reported it to our regulators,elected to make a rescission offer to eligible purchasers,and settled the related regulatory investigation by the SEC.The net cost to Barclays was 720m,including$200m(165ma)in penalties paid to the SEC.We commissioned an internal review and an external one,led b

108、y experienced outsidecounsel.Our shareholders and the management want Barclays to perform at a consistently very high level,day in and day out.Therefore,towards the end of 2022,we established a change programme,alongside our Purpose,Values and Mindset,to set such a standard of consistent excellence.

109、We are holding ourselves to that high standard across:Service:accepting nothing less than world-class service for clients and customers Precision:our operations,risk management and controls should run efficiently with no unacceptable disruptions or unanticipatedlosses Focus:we pursue projects and bu

110、sinesses where we can be consistently excellent,and do not dilute our energy or focus with activity where we will notNote:a Exchange rate USD/GBP 1.22 as at 30 June 2022.Our strong support of wholesale clients and consumers this year has shown Barclays operating at its best,with empathy,skill and dr

111、ive.Simplicity:we strive for simplicity and efficiency in product design and delivery,seeking out opportunity for automation Diversity of thought:we champion new thinking,and challenge the status quo,to help us achieve excellence.Only by achieving these objectives to the fullest will we create leadi

112、ng franchises and leave a strong legacy for the future.Supporting the UKThe United Kingdom has been our home for 330 years.Here we have helped the nation prosper,and here we have prospered.Serving the UK has been a central tenet of our history,from 1690,when our Quaker founders financed maritime tra

113、de from Lombard Street in London,to 2022,when,in the throes of a sell off in UK assets,we led the issuance of 4.5bn of Green Gilts for the Treasury.Core to our own success has been the institutional strength of the UK:the rule of law,the fairness and transparency of our regulators,an availability of

114、 superb financial talent and infrastructure and a disciplined business culture.The health of the financial sector in the UK depends on the overall health of the UK and vice-versa,given the importance of finance to the UK.As I described above in relation to the transition to a low-carbon economy,the

115、combination of government and capital markets skilfully applied is a strong lever to achieve powerful and far-reaching goals.We are ambitious to help with forming and executing an agenda for progress in the UK.We recognise that public spending is constrained and essential services like education,hea

116、lth and social care are a priority for the UK Government.We also recognise that capital markets are complex and,given a chequered history in the deployment of private capital for public good,we are still rebuilding public trust in financial services.We see clear opportunity for financial services to

117、 contribute new approaches to address complex issues including energy independence and efficiency,housing and economic growth,where the scale would be challenging for public finance alone.With Brexit behind us,the UK has an opportunity to shape the UK financial services sector best to support that w

118、ork.We will use our data and our expertise in markets,sectors and our clients to advance ideas,build common cause with others and ultimately be good stewards for our Company and for our country.Thank youWe have achieved a great deal this year,progressing our objectives and supporting customers and c

119、lients.None of this would be possible without the skill and dedication of our colleagues across Barclays.I am grateful to every one of them for their hard work and commitment to our Purpose.C.S.VenkatakrishnanGroup Chief Executive,Barclays+See our strategyPage 12See our approach to managing riskPage

120、 56See how we act in our society and environmentPage 39Go online athome.barclays/annualreportStrategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202209Chief Executives introduction(continued)Designe

121、d to create synergiesOur universal banking model enables us to create synergies,across the organisation and deliver long-term value for our stakeholders.We deploy our resources.We draw on tangible and intangible assets todrive long-term,sustainable value creation.Our people,Purpose,Values and Mindse

122、tOur people are our organisation.We deliver success through a purpose-driven and inclusiveculture.Technology andinfrastructureOur deep technology and infrastructure capabilities drive customer experiences and support strong resiliency.Our brandOur brand equity instils trust,lowers the cost of acquir

123、ing customers and clients and helpsretain them for longer.Operations andgovernanceOur risk management,governance and controls help ensure customer and client outcomes are delivered in the right way.to serve the financial needsofour diversified customer base.Due to our wide range of products and serv

124、ices across markets,we define ourselves as a universal bank.Moving We facilitate transactions and move money around the world.ProtectingWe ensure the assets of our clients and customers are safe.LendingWe lend to customers and clients to support their needs.Investing and advisingWe help our customer

125、s and clientsinvest assets to drive growth.ConnectingWe connect companies seeking funding with the financial markets.Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202210Our business modeldeliv

126、ering value through synergies.We bring our organisation together to create synergies and deliver greater value.Providing customers and clients with the full range of our products and services.Joining up different parts of the Group so capabilities in one can benefit another.Applying Group-wide techn

127、ology platforms to deliver better products and services.Making the Group more efficient.providing clear outcomes for our stakeholders.Our diversified model provides the resilience and consistency needed for the road ahead.Customersand clientsSupporting our customers and clients to achieve their goal

128、s withour products and services.SocietyProviding support to our communities,and access to socialand environmental financingto address societal need.ColleaguesHelping our colleagues across theworld develop as professionals.InvestorsDelivering attractive and sustainable shareholder returns ona foundat

129、ion of a strong balancesheet.Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202211Our business model(continued)Sustaining and growing in challenging timesOur strategy enables us to sustain and

130、grow through different market conditions and evolving trendsOur Purposeinforms our strategyOur diversification,built to deliver double-digit returnsStrategic priorities to sustain and growWe deploy finance responsibly to support people and businesses,acting with empathy and integrity,championing inn

131、ovation and sustainability,for the common good and the long term.Our diversification means we are resilient through economic cycles and can deliver double-digit returns.A large-scale retail and business bank in the UK.An international bank containing:a top tier global corporate and investment bank a

132、 broad international consumer lending,cards and payments franchise.Deliver next-generation,digitised consumer financial servicesDeliver sustainable growth in the CIBCapture opportunities as wetransition to a low-carbon economyStrategic reportShareholder informationClimate andsustainability reportGov

133、ernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202212Our strategyDeliver next-generation,digitised consumer financial servicesAs technology transforms consumer financial services,we are building and delivering enhanced products and services for our customers,leveragi

134、ng our payments interconnection and improving our efficiency.Our objectives Investing in digital capabilities to improve service for customers and unlock new sources of income:accelerating digital access and adoption,while not leaving customers behind building cost-effective infrastructure using the

135、 quality and scale of our data to better understand customer needs,anticipate trends and deliver more competitive products and services Realising value from investment in Payments across the Group,delivering additional income streams Expanding unsecured lending through partnerships Creating a compet

136、itive Wealth franchise to efficiently service customers evolving needsStrategic contextTechnology is transforming the way consumers access products and services.We are adapting to anticipate and meet those needs,and find effective means of ensuring non-digital customers can still access our services

137、.ProgressWe continue to invest in our digital capabilities,upgrading our systems,moving to cloud technology and implementing automation of manual processes.This is allowing us to deliver a more personalised digital journey,reduce cost and create additional capacity to support more of our customers.W

138、e are introducing digital tools to the Barclays app to provide new products for our customers,improve the overall experience and enable individuals to manage their finances better.For example,mortgage customers can manage their mortgages seamlessly through the app,including switching onto a new rate

139、 up to 180 days before their current rate expires.This year,our active mobile customers have grown to 10.5 million and we hit a record of 15.4 million logins in a single day demonstrating the impact of going digital-first.In our US consumer business,we completed the acquisition of the Gap cards port

140、folio,doubling our customer base in the US.We continue to adapt our service model by building out Barclays Local an alternative branch presence for those who need in-person support.Our new Cashback Without Purchase programme was launched to give customers the ability to withdraw cash for free via th

141、ousands of small businesses across the country,supporting those communities without a branch or cashpoint.Evolution in 2023 and beyondWe are working to develop a seamless,digital customer journey that provides access to a full range of unsecured lending solutions and the ability to switch between di

142、fferent credit products-expanding beyond cards into merchant integrated point-of-sale lending and open market loans.59.8US Consumer Bank Digital tNPS2022 Target:55The new Digital tNPS metric provides us with feedback on customer experience,and can be measured at the digital journey level.Barclays Lo

143、calIn areas where demand has fallen and the bank branch is no longer sustainable,we are testing alternative solutions to remain part of the community and to support customers who require face-to-face assistance.Barclays has now launched almost 200 flexible banking pop-ups,enabling colleagues to reac

144、h customers in places such as town halls,libraries and community centres.We also have a growing Barclays mobile van network which can be deployed wherever support is most needed,including rural and remote locations.These spaces help customers with cashless banking needs including digital transaction

145、s and bill payments.We also host workshops on topics such as digital skills,money management and fraud and scams prevention.76%of UK customer journeys digitally enabled2021:72%As customers needs change with evolving technology,we are adapting to facilitate customer journeys digitally.Strategic repor

146、tShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202213Our strategy(continued)Deliver sustainable growth in the CIBAs the capital markets grow,wewill seek to maintain our market position as a top six global inv

147、estment bank while investing innew capabilities to serve ourclients.Our objectives Building consistent strength in Investment Banking,expanding in high-growth sectors and deepening our M&A capabilities Consistently investing in our Global Markets business with particular priority given to digital in

148、vestment to ensure we are an electronic-first markets business Capturing greater client flow in Equities and balances in Prime Financing while growing our share in Securitised Products and Macro Rates,FX and EM Broadening Corporate Banking product capabilities,particularly in Europe andUS Optimising

149、 our global footprint by expanding the CIB internationally where we have an attractive opportunityStrategic contextA strong presence in the capital markets is important as this remains core to our clients needs.Trading and investment banking income is subject to market volatility,and banks have soug

150、ht to diversify CIB revenues to increase the predictability of earnings.Our success will be judged on our absolute performance,as well as how we perform in terms of Investment Banking fee wallet share and Global Markets revenue relative to our competitors,which are industry standard markers for CIB

151、performance.Global service that deliversColleagues across the globe have enabled leading French bank La Banque Postale to expand its services to customers by taking full control of CNP Assurances,the leading French life insurer,which was previously listed on the Paris Stock Exchange.Barclays won the

152、 mandate to lead the acquisition for La Banque Postale,with colleagues in Investment Banking,Corporate Banking and Principal Investments working together seamlessly to deliver a complex transaction for the client.The transaction is one of the most significant insurance deals in the French market for

153、 over 15 years,the first guarantee issued by Barclays in France for an M&A mandate,and an example of the power of collaboration to deliver great client outcomes.ProgressIn 2022,we maintained our overall ranking of sixth globally across Investment Bankinga and Global Marketsb,narrowing the gap to fif

154、th.We increased the diversity and predictability of our income,growing our financing business in Global Markets,including in Prime.We further integrated our Corporate Banking services to global and UK multinationals with our Investment Banking business,focusing on growing our Transaction Banking sha

155、re across our core CIB markets.We actively recruited to strengthen our teams and in November,we opened new state-of-the-art trading floors in our London headquarters,bringing all CIB colleagues in London into one location to further enhance collaboration and client service.Evolution in 2023 and beyo

156、ndWe will continue to invest in Investment Banking high-growth sectors and in our digital initiatives in Global Markets.We will also seek to further build our Corporate Banking business in the US and Europe a key source of stable,high-returning income.700+Growth in Corporate Banking clients in Europ

157、e 2021:c.6002.9bnTotal Financing incomec 2021:2.2bnNotes:a Dealogic Investment Banking global fee ranking and share demonstrating our performance vs peers,for the period covering 1 January 2020 to 31 December 2022.b Global Markets market share and rank for Barclays is based on our share of Top 10 ba

158、nks reported revenues.Peer banks include BoA,BNP,CITI,CS,DB,GS,JPM,MS and UBS.c Global Markets Financing includes income related to client financing in both FICC and Equities.In FICC this includes fixed income securities repurchase agreements,structured credit,warehouse and asset backed lending.In E

159、quities this includes prime brokerage margin lending,securities lending,quantitative prime services,futures clearing and settlement,synthetic financing,and equity structured financing.All other items are considered intermediation.Strategic reportShareholder informationClimate andsustainability repor

160、tGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202214Our strategy(continued)Capture opportunities as wetransition to a low-carbon economyWe want to work alongside customers and clients as they transition to a low-carbon economy,using our advisory and financial ex

161、pertise to help them navigate this period of extraordinary change.Our objectives Using our financial and capital markets expertise to support the scale-up of low-carbon technologies,infrastructure and capacity Supporting clients to decarbonise by providing financial advice and finance,including supp

162、orting the transition towards a low-carbon economy Continuing to develop green and sustainable banking products,including green mortgages,bonds,loans and investment funds eligible under our updated Barclays Sustainable Finance Framework Investing in sustainability-focused start-ups with growth poten

163、tial Continuing to make progress to achieve our ambition to become a net zero bank by 2050,including aligning all of our financing to the goals and timelines of the Paris Agreement,consistent with limiting the increase in global temperatures to 1.5C Continuing to reinforce our social and environment

164、al policies through our governanceStrategic contextThe scale of the investment needed for a timely transition is significant.The final decision text from COP27 stated that$4trna per year needs to be invested in renewables to be able to reach net zero emissions by 2050 and furthermore,a global transf

165、ormation to a low-carbon economy is expected to require investments of between$4-6trna per year.We are determined to capture these opportunities by supporting our customers and clients in their transition.ProgressAs defined by our Sustainable Finance Framework,in 2022 we facilitated 25.5bn of green

166、financing,reflecting our ability to capture the opportunities from the transition.After a strategic review of our capabilities,market demand and growth opportunities,in December we announced a new target to facilitate$1trn of Sustainable and Transition Financing between 2023 and the end of 2030.In a

167、ddition,we also announced that we will be increasing our investment into global climate-tech start-ups through our Sustainable Impact Capital portfolio to 500m by the end of 2027,As noted in last years Annual Report,we strengthened our risk and control governance,recognising climate as a Principal R

168、isk.Evolution in 2023 and beyondAligned to our new$1trn target,we will continue to invest in our business,with the aim of creating a centre of excellence for sustainable finance within the CIB,delivering a fuller suite of products,solutions,and expertise to clients as they navigate the transition to

169、wards a low-carbon economy.In the next phase of our Sustainable Impact Capital investments we expect will see an enhanced focus on decarbonisation technologies which are enabling the transition within carbon-intensive sectors,particularly carbon capture and hydrogen technologies.Powering Portland Ge

170、neral Electrics future with innovative green financingBringing together experts from its Power&Utilities,Equity Capital Markets and Sustainable Capital Markets teams in October 2022,Barclays structured a Green Use of Proceeds equity offering for Portland General Electric,which saw the issuance of 11

171、.615m shares of common stock.This novel structure gives investors publicly tradable common shares,whose proceeds are earmarked for investment toward the issuers decarbonisation goals.Investor reaction was strong for the nearly$500m offering,which was oversubscribed and priced at a tight discount rel

172、ative to the size of the deal.The proceeds of this offering are designated to the construction of a 311 MW wind energy facility,as well as additional renewable and battery storage projects.89minvested through our Sustainable ImpactCapital Programme2.6bnGreen home mortgagesissued since 2018Barclays w

173、as one of the first major lenders to launch aGreen Mortgage in 2018 and in January 2022,weannounced the launch of Green Home Buy-to-let MortgagesGreen financing facilitated(2018-2030)bn62.225.587.8nProgress from 2018 to 2021n2022 progressnTotal achieved to datenAgainst a target of 100bn by 2030Notes

174、:a$4-6trn as referenced at COP27 at unfccc.int/documents/624444 as well as the United Nations Environment Programme-Emissions Gap Report 2022 at unep.org/resources/emissions-gap-report-2022.2022 data subject to independent Limited Assurance under ISAE(UK)3000 and ISAE3410.Current and previous limite

175、d assurance scope and opinions can be found within the ESG Resource Hub for further details:home.barclays/sustainability/esg-resource-hub/reporting-and-disclosures/Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays

176、 PLCAnnual Report 202215Our strategy(continued)How the Board has regardto the views ofourstakeholdersThe Directors have acted in the way that they considered,in good faith,would be most likely to promote the success of the Company for the benefit of its members as a whole and this section forms our

177、Section 172 disclosure,describing how,in doing so,the Directors considered the matters set out in Section 172(1)(a)to(f)of the Companies Act 2006.The Directors provide this statement setting out how they have had regard to the matters set out in Section 172(1)(a)(f)of the Companies Act 2006 when per

178、forming their duty to promote the success of the Company under Section 172.+For further details of the key activities of the Board in 2022,refer to page 154 of our Governance report in Part 3 of the Annual Report.How does the Board engage with stakeholders?Throughout the year,the Board engages direc

179、tly and indirectly with stakeholders to ensure it has a comprehensive understanding of the impact of the Groups operations on key stakeholders,as well as their interests and views.This engagement,both directly and through regular reports from individual business areas and key Group functions ensures

180、 the Board is well-versed on key issues to enable the Directors to comply with their legal duty under Section 172(1).+Read more on how Barclays engages with its stakeholders on pages 21 to 22.Engagement in action See pages 17 to 20 below to find out about how the Directors have had regard to the mat

181、ters set out in Section 172 when discharging their duties,and the effect of those considerations in reaching certain decisions taken by them in the context of:The Boards response to the Over-issuance of Securities byBBPLCResponding to the impacts of theRussian invasion ofUkraineSupporting our custom

182、ers,clients,colleagues and communities through challenging timesSay on Climate:Understanding the views of our shareholders and other stakeholders in relation to our climate strategyStrategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial s

183、tatementsBarclays PLCAnnual Report 202216Section 172(1)statement The Boards response to the Over-issuance ofSecurities byBBPLCThe Board has worked alongside management this year to assess and respond to the Over-issuance of Securities.The Group operates a structured products business in BBPLC,throug

184、h which it issues structured notes and exchange traded notes to customers in the US and elsewhere.In March 2022,management became aware that BBPLC had issued securities materially in excess of the amount registered under BBPLCs shelf registration statement on Form F-3,as declared effective by the SE

185、C in August 2019(2019 F-3).Subsequently,management also became aware of issuances in excess of the amount registered under BBPLCs prior shelf registration statement(the Predecessor Shelf).Due to an SEC settlement order in 2017,at the time the 2019 F-3 was filed and the Predecessor Shelf was amended,

186、BBPLC had ceased to be a well known seasoned issuer(or WKSI)and was required to register upfront a fixed amount of securities with the SEC.When management became aware of the Over-issuance of Securities,the matter was escalated to senior management and to the Board,and Barclays regulators in the US

187、and the UK were notified.As part of its response,the Board considered both the immediate impact of the Over-issuance of Securities,and the underlying causes of this issue.The securities issued in excess of the registered amounts were considered to be unregistered securities for the purposes of US se

188、curities law and certain offers and sales of these securities were not made in compliance with the US Securities Act of 1933,which requires that offers and sales of securities be registered unless there is an exemption from registration.This gave rise to rights of rescission for certain purchasers o

189、f relevant securities under US securities laws.As a result,BBPLC elected to conduct a rescission offer,as approved by the Board,to eligible purchasers of relevant securities.Barclays also commissioned a review led by external counsel of the facts and circumstances relating to the Over-issuance of Se

190、curities and,among other matters,the control environment related to such issuances(the Review).The Board then considered carefully the outcome of the Review which concluded that the Over-issuance of Securities occurred because Barclays did not put in place a mechanism to track issuances after BBPLC

191、became subject to a limit on such issuances,as a result of losing WKSI status.The Board has supported the creation of a Group-wide programme,seeking to identify issues and lessons learned.Among the principal causes of the Over-issuance of Securities were,first,the failure to identify and escalate to

192、 senior executives the consequences of the loss of WKSI status and,secondly,a decentralised ownership structure for securities issuances.The Review further concluded that the occurrence of the Over-issuance of Securities was not the result of a general lack of attention to controls by Barclays,and t

193、hat Barclays management has consistently emphasised the importance of maintaining effective controls.The Board has worked to address the root cause and impacts of the Over-issuance of Securities,including through the Review,and deeply regrets its occurrence.The Over-issuance of Securities also under

194、lined to the Board the need to continue to focus on embedding Barclays Values and Mindset at all levels of the organisation to achieve operational and controls excellence.Further,the Board has supported the creation of a Group-wide programme,established by the Group Chief Executive.This programme wi

195、ll seek to identify issues and lessons learned across the Groups remediation initiatives to help ensure that Barclays is consistently excellent,in customer and client service,in operational capability and in financial performance,with all activities underpinned by a strong risk management culture.+R

196、ead more about the work of the Board and its Committees in Part 3 of the Annual Report Page 141Find details of the impact of the Over-issuance ofSecurities on remuneration in Part 3 of the Annual ReportPage 197Read our Shareholder Q&A on the Over-issuance of Securities in Part 3 of the Annual Report

197、Page 188Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202217Section 172(1)statement(continued)Supporting our customers,clients,colleagues and communities through challenging timesThe Board is

198、acutely aware of how current inflationary pressures are impacting our customers and clients financial wellbeing,and that a one size fits all approach is not appropriate.The impact of high inflation and increasing interest rates,coupled with rising energy costs are creating financial pressures across

199、 wider society.The Board recognises that customers and clients have different needs,and throughout the year received regular reports on the work undertaken across the Group to support each of them.In September,the Board met directly with a delegation of FCA senior management where,among other matter

200、s,the Groups response to the increased cost of living and the pressure this has placed on our customer base was discussed.Throughout 2022,the Board Risk Committee maintained close oversight of the Groups ongoing review of the retail and business banking portfolios to identify areas of stress where c

201、ustomers and clients might be facing financial pressures.The Committee also considered the actions taken to provide support,balancing our duty to lend responsibly alongside the need to support customers and clients who might be struggling in this current challenging environment,particularly those wh

202、o are characterised as vulnerable.During 2022,the Board has also received updates and discussed with management the measures being taken across the Group to support our stakeholders,some examples of which are described below.For those customers who are already facing financial hardship,we have incre

203、ased resource within our Barclays Financial Assistance(BFA)team,which provides a range of support to customers,including referrals to debt support charities,and targeted forbearance.For customers who may start to struggle,we are proactively monitoring their financial resilience in order to identify

204、when and where targeted support might be required(including contacting c.200,000 customers each month to offer pre-emptive support before they miss a payment).Recognising the pressures faced by our customers,in August we expanded our Money Management and Money Worries hubs to include a Cost of Livin

205、g focus,with improved navigation to help direct customers to relevant content,to guide and help them better understand and manage the impact of rising inflation and interest rates on their personal finances.In November we expanded our engagement,launching a nationwide campaign and sending 13.5 milli

206、on segmented emails to our customer base,directing them to our cost of living content.With specific reference to our Business Banking clients,many of whom are also facing financial pressures,not least from increased operating costs and rising wages,we have delivered over 600 Business Health Pledge M

207、asterclasses,talking to small businesses about the issues impacting them.In response to unusually large increases to living costs experienced by our UK colleagues,we brought forward part of the 2023 pay increase,awarding 35,000 UK-based junior colleagues a 1,200 salary increase effective from August

208、 2022,ahead of our annual salary review.In January 2023,Barclays worked closely with Unite the Union to agree a 2023 UK pay deal which,combined with the August 2022 increases,brought the total average salary increase for our lowest paid colleagues up to 11%.By doing this we ensured that our minimum

209、rate of pay in the UK remains well ahead of Living Wage Foundation benchmarks.Similarly,we brought forward part of the 2023 pay increase for our most junior colleagues in Belgium,France,Ireland,Italy,Luxembourg,Netherlands,Portugal and Spain,awarding them 1,500 effective 1 November 2022.In November,

210、we also awarded junior colleagues in Germany a one-off payment of 2,000 as that was more appropriate under local rules.The Board,through the Board Remuneration Committee,continued to have regard to the impact of the current macroeconomic environment as it reviewed pay across the organisation during

211、the year-end cycle.More information can be found in the Remuneration report within the Annual Report and the Barclays PLC Fair Pay Report 2022.In monitoring our response to the increased cost of living,we are working with a wide range of stakeholders including the FCA,the UK Government and our peers

212、 to ensure our customers and clients are supported during these difficult times.This includes consistent,industry-wide communications,where appropriate,so that all customers and clients,irrespective of who they bank with,can know what to expect from their financial services provider.We also remain c

213、ommitted to supporting the financial health and literacy of our communities.Our LifeSkills programme is at the heart of this work and this year we have evolved the programme,partnering with organisations like the Trussell Trust which work with local communities to help those most in need,building aw

214、areness of the help available to people facing financial difficulties,increasing access to the support they are entitled to and helping them maximise their incomes.The Board will keep the overarching situation under close review in order to ensure that Barclays continues to play its role in supporti

215、ng our customers,clients,colleagues and our communities through these challenging times.Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202218Section 172(1)statement(continued)Say on Climate:Und

216、erstanding the views of our shareholders and other stakeholders in relation to our climate strategyThe Board takes Barclays role in supporting the transition to a low-carbon economy very seriously.This commitment was reflected in Barclays announcement,at the 2021 AGM,that it would offer shareholders

217、 a Say on Climate advisory vote,whereby shareholders would be asked to vote on Barclays climate strategy at the 2022 AGM.This vote would serve as a touchstone for Barclays as to whether the climate strategy set by the Board had the support of shareholders.Throughout 2021 and continuing into 2022,Bar

218、clays engaged with major shareholders,their representative bodies,connected activist groups and other stakeholders on a one-to-one and group basis,with our Group Chairman attending a number of these meetings.This included engagements with 15 of our largest shareholders,the Investor Forum,the Institu

219、tional Investors Group on Climate Change and ShareAction.Stakeholder feedback was received on a range of matters including:the evolution of Barclays fossil fuel policies,in particular the phase out of thermal coal financing;Barclays oil sands policy;our 2030 target-setting,including the integration

220、of 1.5oC aligned scenarios such as the IEA Net Zero 2050 scenario in our financed emission targets and the use of ranges for certain sectors;incorporation of other greenhouse gases including methane in our BlueTrackTM methodology;green and sustainable financing targets and insight into how Barclays

221、climate strategy is embedded into operational practices including client engagement.The industrial revolution took over a century totransform the planet,and we cannot hope to undo overnight itsdeleterious impact ontheenvironment.We are still at an early stage of an important journeybut are committed

222、 to the destination and will persevere to reach it.One of my foremost priorities in view of market and risk factors is for Barclays to demonstrate progress against our net zero ambition.C.S.Venkatakrishnan Group Chief ExecutiveStakeholders also asked about the impact of the conflict in Ukraine withi

223、n the context of just transition,and in relation to our approach to energy security.The Board received a series of updates on the feedback which followed the engagement with investors and stakeholders more broadly.In February 2022,the Board reviewed a report on the 2021 progress against Barclays cli

224、mate commitments and was asked to endorse a number of proposals:revisions to Barclays thermal coal policy(including setting final exit dates with respect to the financing of thermal coal mining and coal-fired power generation);proposed 2030 emissions intensity reduction target ranges for Cement,Stee

225、l and Power,and absolute emissions reduction targets for Energy;and new operational emissions ambition and updated operational targets,further details of which were to be included in the Barclays Climate Strategy,Targets and Progress 2022 document,which would form the basis of the Say on Climate adv

226、isory vote.The Board noted the varying feedback received from investors and other stakeholders regarding the purpose and frequency of the Say on Climate vote.Acknowledging that it is ultimately the responsibility of the Board and executive management to set the strategy of the Barclays Group,includi

227、ng climate strategy,it was the Boards view,announced at the 2021 AGM,that the vote should be advisory only in nature.At the 2022 AGM,our Chairman spoke directly with a number of our shareholders on a series of questions posed by them covering topics such as Barclays climate strategy,targets and prog

228、ress,green and sustainable financing,Barclays involvement with and views on climate change,fossil fuels,fracking,deforestation,renewable/sustainable energy and our ambition to be a net zero bank by 2050.The Say on Climate resolution received the support of over 80%of votes cast.The Board acknowledge

229、d the spectrum of views across the share register,but was pleased that the resolution was supported by such a strong majority of votes cast.Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202219

230、Section 172(1)statement(continued)The Board viewed the Say on Climate advisory vote as an important part of its ongoing engagement with shareholders and Barclays hascontinued to engage with shareholders andother stakeholders on our climate strategy and ambitions following the 2022 AGM.Since the AGM,

231、in September 2022,the Board reviewed a further proposal to strengthen the thermal coal policy and endorsed the proposal to update the US thermal coal power phase-out date from 2035 to 2030 and the Board has also reviewed a change to the oil sands policy and new green and sustainable finance targets.

232、The Board continues to receive updates on the evolution of our climate strategy and progress against targets.In line with our commitment in the Barclays Climate Strategy,Targets and Progress 2022 document to provide further updates on targets for sustainable financing in 2022,the Board was also upda

233、ted on Barclays new target to facilitate$1trn of Sustainable and Transition Financing between 2023 and the end of 2030.+More on climate strategyPage 15.Responding to the impacts of theRussian invasion ofUkraineThe Board has closely overseen the Groups response to the Russian invasion of Ukraine.The

234、impacts of the war are numerous and widespread,with implications for Barclays,its clients and customers and other stakeholders.Recognising the urgency of situation,the Group Chairman convened a Board meeting in mid-March 2022 to assess developments and the Groups response.Since then,the Board and it

235、s Committees have received ongoing updates.Notwithstanding that Barclays has no onshore presence in Ukraine or in Russia,this situation has required a multi-faceted response by Barclays,with the Board and its Committees overseeing a number of matters including the Groups response to the rapidly impo

236、sed global sanctions,the management of the Groups financial exposure to Russia-specific market,credit and liquidity risks and management actions taken to reduce the Groups exposure to the heightened risk of cyber attack.The sanctions imposed represent the most significant change to the global sancti

237、ons regime since the 9/11 terrorist attack in the US,requiring the Group to act at pace.The Board received reports on the significant work done by colleagues in the compliance and legal functions,along with other areas of the business,to ensure that Barclays was able to take swift action to respond

238、to these sanctions.The response was aimed at reducing the potential for financial crime,directing substantial resources into the management of potential conflicts between sanctions regimes as new sanctions were rolled out across different jurisdictions,obtaining required licences and playing a strat

239、egic role on policy developments and sanctions implementation.With regard to the management of risk associated with the Russian invasion of Ukraine,the Board received updates on operational risk,credit risk and market risk exposures and on actions taken to reduce these,manage funds and de-risk posit

240、ions effectively.The impacts of the war are numerous and widespread,with implications for Barclays,its clients and customers and other stakeholders.Across the financial services sector,cyber risk remains heightened.The Board and its Committees have heard from management on the measures implemented t

241、o address these concerns to ensure that Barclays is,and will remain,well placed to react in the event of any such attack,which could target Barclays directly or the wider financial services infrastructure.The Board Risk Committee has also received a briefing on the operational and risk learnings fro

242、m the Groups response to this situation in order that the Group is best placed to respond should conflict arise in another jurisdiction requiring similar actions to be taken.The Board and senior management will continue to monitor the situation and its implications for the Group and our stakeholders

243、.Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202220Section 172(1)statement(continued)Listening and responding to our stakeholdersBarclays aims to create sustainable value for all those we se

244、rve,through the economic cycle.Customers and clientsHow we responded For customers,we have developed the Barclays Money Management Hub,containing advice on how to better understand their spending behaviours and improve their financial wellbeing.We continued to develop both our personal and corporate

245、 apps,to provide our customers and clients with the tools required to effectively manage their finances and transactions.The newly launched Barclays Corporate app is now available in 150+countries.We are developing a Client Transition Framework,a methodology that allows us to evaluate our corporate

246、clients current and expected future progress in transitioning to a low-carbon economy.The framework comprises both a quantitative and qualitative component to assess clients trajectory against our targets and benchmarks,and the ambition and achievability of their plans,allowing us to engage with the

247、m at a more granular level for their transition financing needs.We are committed to serving our customers and clients best interests,andengage with them regularly so we can understand how best to adapt ourproducts and services to their evolving needs.What did they tell us?We engage in a wide variety

248、 of ways,including running regular surveys,analysing customer complaints,and drawing on data from millions of individual transactions and personal customer interactions.As customers face a rising interest rate environment and inflationary cost pressures,they have asked for more support and advice on

249、 their finances Customers are looking for full integration of services to ensure seamless digital transactions Clients are asking for advice and finance in support of their efforts to decarbonise their operations.150+countries covered by our Corporate appColleaguesHow we responded The 2022 Your View

250、 survey results showed progress on colleague engagement as well as against the primary cultural topics we measure.We brought forward part of the 2023 pay increase,awarding 35,000 UK-based junior colleagues a 1,200 salary increase effective from August 2022,ahead of our annual salary review During 20

251、22,we made enhancements to drive further global consistency in how we support our colleagues with disabilities and health conditions,providing them with greater control over their own individual requirements,as well as improving the processes to self-serve and get the right equipment they need for o

252、ffice and/or home working We supported colleagues with their next career move within Barclays,with 43%of vacancies being filled by internal candidates,helping to retain our diverse and inclusive workforce and mitigate redundanciesOur people and culture are our greatest assets.Together,they make a cr

253、itical difference to our success,and our investment in our colleagues strengthens and protects our culture.What did they tell us?We have an established colleague engagement programme across a number of platforms.These provide us with a robust body of information and ensure we are attuned and listeni

254、ng to the different perspectives,and responding accordingly to colleague feedback.Further detail can be found on page 32.Our colleagues told us that with rising costs,they needed financial support As colleagues embraced hybrid working,they required the right tools to undertake their roles Our collea

255、gues wanted support to be able to develop their own careers90%of colleagues believe their line manager supports their wellbeingStrategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202221Engaging with

256、 our stakeholdersSocietyHow we responded We engaged with stakeholders at our 2022 AGM,through our Say on Climate advisory vote and attended COP15 on biodiversity as well as COP27 on climate change.We engaged with NGOs,such as ShareAction,by participating in their recent survey on key climate and bio

257、diversity metrics.We spoke to our suppliers and promoted the importance of diversity,equity and inclusion,as well as the importance of our focus on modern slavery across our supply chain.In support of the communities in which we operate,through our LifeSkills programme we have reached 18.1 million p

258、eople since 2013.Through our Unreasonable Impact programme,since 2016 we have supported 269 ventures that are helping to deliver innovative solutions to pressing social and environmental challenges.Notes 2022 data subject to independent Limited Assurance under ISAE(UK)3000 and ISAE3410.Current and p

259、revious 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/Deep and thoughtful engagement with the numerous individuals and interest groups that represent our wider society help us

260、to shape our approach and ultimately deliver long-term sustainable value.What did they tell us?We engaged with a wide range of stakeholders,including non-governmental organisations(NGOs)and others where appropriate.We participated in various sustainability forums including global and regional indust

261、ry initiatives.Major themes we heard from them included:wanting to see continued progress,targets and development of the global climate agenda,including appropriate social and environmental governance support for communities facing hardship an increased focus on nature and biodiversity transparency

262、and harmonisation of data$1 trilliontarget announced in December 2022 to facilitate Sustainable and Transition Financing by the end of 2030InvestorsHow we responded We provided further detail on our Markets performance,more granular transactional activity and additional insights into interest rate s

263、ensitivity We delivered on our priority to return capital to shareholders,with an appropriate mix of returns amounting to a total capital return equivalent to c.13.4p per share We listened to feedback on our Say on Climate advisory vote at the 2022 AGM as well as other factors,published new a$1trn S

264、ustainable and Transition Financing target,and are announcing in this report an updated policy on coal-fired power financing Investor Relations helped establish ESG engagement with investors,which contributed to key investment decisions We continued to enhance transparency in our external disclosure

265、s Our efforts were recognised through Barclays winning the PwC award for Building Public Trust,and the Investor Relations team being shortlisted for best IR team at the IR Society awardsEngaging with our shareholders and other market participants has helped us to understand their priorities and driv

266、e better outcomes for all stakeholders.What did they tell us?We continue to enjoy productive bilateral engagement with institutional equity and fixed income investors,rating agencies,as well as our private shareholders.We were able to further our efforts in hybrid meetings,enabling deeper engagement

267、 with investors irrespective of their individual location.In 2022,the focus of our dialogue has been:the factors driving current performance and expectation of further momentum from changes in the macro economic environment capital return to shareholders continued engagement and progress on the clim

268、ate agenda the need for clearer,transparent messaging on business performancec.13.4pTotal capital return equivalent per shareStrategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202222Engaging with o

269、ur stakeholders(continued)Measuring success for all stakeholdersWe strive to manage the environmental andsocietal impact of our business,helping stakeholders access a prosperous and sustainable future.We aim to build trust by offering innovative products and services,with an excellent customer and c

270、lient experience,increasing advocacy.+ColleaguesPage 31We analyse a broad range of financial and non-financial measures to support the execution of our strategy.+Customers and clientsPage 26We use a number of sources to assess the success ofour strategy and provide a balanced review of our performan

271、ce during the year,taking into consideration financial and non-financial metrics across all stakeholder groups.A number of these performance measures arealso linked to the way we pay our colleagues,including at executive management level.For more information,please see the Directors Remuneration Rep

272、ort in Part 3 of the Annual Report.In order to reflect our strategic priorities,we have further refined the performance metrics we use,most notably with respect to our societal stakeholders.Key measures used in our 2022 assessment include themetrics reported on this page,aswell as the broader discus

273、sion of our performance on the subsequent pages of thisreport.Our ambition is to generate attractive and sustainable returns through the economic cycle,measured through our Group targets.We promote and maintain a diverse and inclusive workforce within a positive,values-based culture.+SocietyPage 39+

274、InvestorsPage 45Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202223Key performance indicatorsCustomers and clientsColleaguesBarclays UK Net Promoter Score(NPS)a202220212020111115995The NPS is

275、 a view of how willing customers areto recommend our products and services to others.Consumer,Cards and Payments US customer digital engagement(%)bMetric shows percentage of digitally activeConsumer,Cards and Payments USconsumers.Barclays UK complaints excluding PPI(%movement year on year)-17-17-322

276、02220212020We measure our volume of complaints and review root causes to inform what changes we should make to our products and services to improve them for customers.Corporate and Investment Bank revenue ranks and market shares (#,%)20227.33.1#6#620216.43.63.66.4#6#620206.73.63.36.4#6#7nGlobal Mark

277、ets revenue ranking and sharecnDealogicd Investment Banking global fee ranking and share demonstrating our performance vs peers.Colleague engagement(%)a202220212020848282This is a measure derived from responses to three colleague engagement questions in the Your View survey.Females at Managing Direc

278、tor andDirectorlevel(%)202220212020292826Metric reflects%of females at Managing Director and Director level within Barclays,against 2025 ambition of 33%.“I would recommend Barclays to people Iknow as a great place to work”(%)b202220212020858284A question in the Your View employee survey that measure

279、s colleague advocacy.“I believe that my team and I do a good job of role modelling the Values every day”(%)202220212020929294A question from the Your View employee survey showing colleagues connection to the Barclays Values which underpin the desired culture.Notes a Net Promoter,Net Promoter System,

280、Net Promoter Score,NPS and the NPS-related emoticons are registered trademarks of Bain&Company,Inc.,Fred Reichheld and Satmetrix Systems,Inc.b Excluding new Gap customers.c Global Markets market share for Barclays is based on our share of Top 10 banks reported revenues.Peer banks include BoA,BNP,CIT

281、I,CS,DB,GS,JPM,MS and UBS.d Dealogic for the period covering 1 January 2020 to 31 December 2022.Notes:a As part of our efforts to improve our measurement frameworks,we have transitioned to a new three question engagement model.This was after collecting four years of concurrent data and running analy

282、sis to affirm the new models validity.Historic figures have been updated to reflect results from the new three question model.b KPI adjusted in line with new engagement model.The previous KPI“I would recommend Barclays as a good place to work”would have been 86%(2021:83%).2022 data subject to indepe

283、ndent 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/Strategic reportShareholder informationClimate andsus

284、tainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202224Key performance indicators(continued)SocietyInvestorsOperational GHG emissions(market-based)(tonnes CO2e)20222021202021,91936,84271,038Notes:Total gross Scope 1 and 2(market-based)emissions gen

285、erated from Barclays branches,offices and data centres,including all indirect emissions from electricity consumption.LifeSkills:Number of people upskilled(millions)2022202120202.742.92.3Achieved the target to upskill 10 million people between 2018 and 2022.Notes:Number of people participating in the

286、 Barclays LifeSkills programme focused on employability skills.LifeSkills:Number of people placed into work77,2002021:77,1002020:49,700Achieved the target to place 250,000 peopleinto work between 2019 and 2022.Notes:Number of people placed into work following training provided by Barclays LifeSkills

287、 partner organisations.2022 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/Soc

288、ial,environmental and sustainability-linked financing facilitated(bn)20222021202054.369.260.914.98.3Notes:Financing in social and environmental segments aligned to Version 3 of Barclays Sustainable Finance Framework.Version 4 was released in December 2022 upon announcing new sustainable financing ta

289、rgets.Ourcurrent estimate of our financed emissions based on our disclosed BlueTrackTM methodologyPortfolioDecember 2022Cumulative performance vs.baselineEnergy51.7 MtCO2e(Absolute emissions)-32%Power302 KgCO2e/MWh(Physical intensity)-9%Cement0.610 tCO2e/t(Physical intensity)-2%Metals(Steel)1.732 tC

290、O2e/t(Physical intensity)-11%Automotivemanufacturing167.2 gCO2e/km(Physical intensity)N/AResidential real estate32.9 kgCO2e/m2(Physical intensity)N/ADate baseline set:nDecember 2020nDecember 2021nDecember 2022Notes:Energy and Power cumulative performance assessed against a 2020 baseline whereas Ceme

291、nt and Steel are against a 2021 baseline.Further details on reducing our financed emissions can be found on page 87 including our approach to reporting financed emissions data.Common Equity Tier 1(CET1)ratioa(%)20222021202013.915.115.11.2The Group maintained a strong CET1 ratio of 13.9%in 2022,withi

292、n the Group target range of 13-14%.Total operating expensesa(bn)Group operating expenses increased 14%to 16.7bn including 1.6bn of litigation and conduct chargesb.Excluding litigation and conduct charges,costs were 15.1bn,up 6%,reflecting the impact of FX and inflation.Notes a2021 financial and capi

293、tal metrics have been restated to reflect the impact of the Over-issuance of Securities.See Impact of the Over-issuance of Securities on page 356 and Restatement of financial statements(Note 1a)on page 428 for further details.bLitigation and conduct in 2022:1,597m,which includes 966m related to the

294、Over-issuance of Securities,2021:397m and 2020:153m.Group return on tangible equity(RoTE)a(%)20222021202010.413.13.22.79.9Group RoTE was 10.4%in 2022,down on prior year from the normalisation of credit impairment charges and higher litigation and conduct costs,partially offset by income growth acros

295、s all operating divisions.The Group targets a RoTE of greater than 10.0%in 2023 in line with our medium-term target.Cost:income ratioa(%)2022202120206767643The Group is targeting a cost:income ratio percentage in the low 60s in 2023 and below 60%over the medium-term.Strategic reportShareholder infor

296、mationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202225Key performance indicators(continued)Supporting our customers and clientsWe seek to understand our customers and clients expectations and aspirations,and develop products an

297、d services which support them,especially during difficult economic conditions.We believe that transparency of information in our products and services is key to empowering consumers to make sound financial decisions.Highlights11Barclays UK Net Promoter Score(NPS)*2021:1144Barclays US Consumer Bank C

298、areNet Promoter Score2021:43.4a17Barclays UK complaints excluding PPI(%movement year on year)2021:-17%74.1%Consumer,Cards and Payments US customer digital b2021:71.8%The importance of delivering value forour customers and clientsCustomers and clients are at the heart of our business.For us to delive

299、r value for them,we need to continue building confidence in our organisation,our products and services,understand and anticipate our customers and clients needs,and use our expertise to become a trusted partner.In order to understand those needs and measure our progress towards delivering on them,we

300、 use a range of non-financial measures.Net Promoter ScoreNet Promoter Score(NPS)is used widely across industries to measure the strength of customer relationships.We track NPS to identify both our strengths and where there is room for improvement.This,combined with our transactional NPS data,becomes

301、 a powerful tool to inform how we should develop our services and products in the future,and benchmark our performance against the rest of the market.Barclays UK NPSThe Net Promoter Score(NPS)for Barclays UK was relatively stable throughout 2022 at+11.This reflects the returning capability to servic

302、e our customers after previous declines during the pandemic.However,we recognise that we need to continue to push forward our initiatives to drive improvements in customer experience,including improving and expanding our digital journeys.Barclays UK NPS(#)202220211111Barclaycard NPSBarclaycard NPS c

303、ontinued to trend upwards throughout 2022 to+12,in line with the market,as usage and availability of credit became more important to customers.Barclaycard NPS(#)20222021124US Consumer Bank Digital tNPSThe Digital tNPS is a newly tracked metric for US Consumer Bank which is measured at the digital jo

304、urney level.This is a recognised and respected industry measure of customer experience.Digital tNPS is trending positive,attributed to increased web and app ease of use.US Consumer Bank Digital tNPS%Target:55 and over202259.8Notesa Care tNPS provides an accurate measure of customer sentiment across

305、our Fraud,Dispute,Credit and Care channels and replaces the relationship NPS reported in 2021 Annual Report.b Excluding new Gap customers.Strategic reportShareholder informationClimate andsustainability reportGovernanceRisk reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202226Cu

306、stomers and clientsConsumer,Cards and Payments US customer digital engagement Digital engagement is used as a KPI to assess the performance of our digital value proposition and the quality of the user experience.We measure usage over a 90-day period,as a percentage of the total of active customers,t

307、o illustrate the interactivity with our platforms and uncover potential use cases for our online and app channels.This KPI reflects the general health of the digital experience,and allows us to look at how this is performing and what issues,if any,we should address.We launched significant digital en

308、gagement features and technology advancements.Highlights included Gap ecommerce integration,asynchronous chat for servicing,card delivery tracking,payments journey enhancements,as well as ongoing human-centred UX improvements.The addition of the Gap partnership initially decreased the overall digita

309、l engagement rate due to retail segment behaviour differences.Excluding Gap,the rate increased YoY to 74.1%.Consumer,Cards and Payments US customer digital engagementa(%)2022202174.171.8Notesa Excluding new Gap customersComplaints data The FCA publishes complaints information in relation to reportab

310、le complaints across the UK financial industry every six months and it is a good measure of how well UK institutions are driving customer outcomes.We measure our volume of complaints,tracking against goals and reviewing root causes to inform what changes we should make to our products and services t

311、o improve them for customers.Through doing this,we hope to see improved customer satisfaction,improved reputation in the industry and reduced costs.Barclays UK In Barclays UK,as in previous years we continue to be focused on improving the overall customer experience by identifying and supporting the

312、 removal of the root causes of customer complaints.Complaints across Barclays UK in 2022 have further reduced on those received in 2021,with volumes excluding PPI complaints decreasing 17%YoY(18%including PPI).This is despite an 8%rise in interactions across our channels which therefore lowers the r

313、ate of complaints per 10k interactions annually by 24%.This has been achieved through continued stability of our platforms alongside regular and direct communications with customers during times of change,particularly in relation to our service model.Some acute pressures exist in areas impacted by t

314、he economic changes seen in 2022 with volumes rising across Mortgage complaints as customers rushed to find the right rates for them in light of the Bank of England interest rate changes and unpredicted demand for Mortgages with rate switch applications up 30%in the second half of the year.Barclays

315、UK complaints excluding PPI(%)20222021-17-17We received a significant volume of PPI-related claims leading up to the FCA deadline of 29 August 2019.As such,the underlying trend provides a more meaningful comparison.+Further details can be found at:home.barclays/citizenship/our reporting-and-policy-p

316、ositions/UK-complaints-dataBarclays Bank PLC(BBPLC)BBPLCs reportablea complaint volumes in 2022 increased 2%in comparison to 2021.This reflects the return to normality after the coronavirus pandemic which saw business closures/restrictions on non-essential business in 2021.Volumes of transactions an

317、d customer interactions increased in 2022 and whilst complaints saw a small increase,the complaints received per 1,000 accounts held reduced during 2022 from 6.8 to 6.1.BBPLC remains focused on improving the overall customer experience by identifying and supporting the removal of the root causes of

318、customer complaints where possible.Barclays Bank PLC complaints(%)20222021+2-21Notes:a Reportable reflects the FCAs definition of a complaint which must be reported to the FCA on a half-yearly basis and published externally on the Barclays website.+Further details can be found at:fca.org.uk/data/com

319、plaints-dataCorporate and Investment Bank revenue ranks and market shares Revenue ranks and market shares are a good indicator to monitor success.We use them to measure how successful our Corporate and Investment Bank has been,and where there is the ability to progress.By using Dealogic Investment B

320、anking global fee ranking and share,and a comparison to global peers share of reported revenues for Global Markets,we can assess our relative performance versus a defined peer group,clearly and transparently.In 2022,we maintained our performance of prior years,illustrating the continued success of t

321、he CIB for the clients we work for.In Markets,we maintained our ranking of 6th and grew share by 90bps,a particularly strong result given challenging market conditions and driven by the excellent performance of our FICC businesses.In Banking we solidly maintained our overall ranking of 6th in a year

322、 of suppressed dealmaking.Corporate and Investment Bank revenue ranks and market shares (#,%)20227.33.1#6#620216.43.6#6#6nGlobal Markets revenue ranking and sharenDealogica Investment Banking global fee ranking and share demonstrating our performance vs peers.Notes a Dealogic for the period covering

323、 1 January 2020 to 31 December 2022.We have adopted a new performance measure for Global Markets based on its share of reported revenues of the Markets businesses of the top 10 banks.The peer group contains BoA,BNP,CITI,CS,DB,GS,JPM,MS and UBS.Where any of the peer group have not published results w

324、hen we report,we use the consensus estimate for their quarterly performance.While acknowledging accounting treatment differences in peer reporting(e.g.treatment of cost of income)and inclusions of business lines we do not operate in(e.g.Commodities),we have adopted this measure as it provides the mo

325、st consistent and timely view of the performance of our Global Markets business relative to our global competitor set.The measure is a simple and effective way of understanding relative performance on a global scale.Strategic reportShareholder informationClimate andsustainability reportGovernanceRis

326、k reviewFinancial reviewFinancial statementsBarclays PLCAnnual Report 202227Customers and clients(continued)Supporting customers through Barclays UKBarclays has a large retail presence in the UK,offering a wide range of products and services to c.20 million customers through Barclays UK.We recognise

327、 that there is a heightened need to help customers who may be experiencing financial vulnerability due to the current inflationary pressures on household budgets.We are endeavouring to support customers during these challenging times,by focusing on four key areas:1.using data analytics to determine

328、which customers are in need of support and the appropriate type of support;2.engaging those customers impacted to increase awareness of products,tools and support available;3.understanding customers needs and developing solutions to provide greater support;and4.ensuring colleagues have,and are aware

329、 of,the financial health tools to enable them to support customers.Barclays defines vulnerability as any existing or potential customers who,due to their personal circumstances e.g.financial difficulty,long-term medical conditions,or other personal circumstances,are especially susceptible todetrimen

330、t.Our aim at Barclays is to offer an accessible,empathetic and inclusive service for our customers,including for those who may typically face barriers to accessing banking services,such as customers living with disabilities,complex needs or experiencing difficult life events.To better support financ

331、ially vulnerable customers,we are enhancing our Barclays tools,training,support and systems,continuing to improve our ongoing support when customers need us the most.Our key measures in 2022 have included:Extending unsecured borrowing solutions for consumers allowing them to borrow money without off

332、ering up security based on a major asset,while being protected by the Consumer Credit Legislation and the FCAs Consumer Credit Sourcebook.+Further details can be found on page 154 in relation to Consumer Duty within the Governance section in Part 3 of the Annual Report Cost of living support by proa

333、ctively contacting over 13.5 million customers in 2022 with targeted emails based on their financial needs,providing support and guidance on managing their finances,offering them help ranging from budgeting to direct financial support and guiding them towards dedicated functions such as Barclays Financial Assistance(BFA)or external agencies such as Step Change.Providing knowledge and expertise thr