Women in Finance: 2025 Report

As a Women in Finance Charter signatory, we remain focused on addressing long-term gender representation gaps in senior leadership.

We start from a baseline of above 20% female representation in senior leadership, and extend our 30% target to 2028 to align the goal with the dynamics of our talent pipeline.

A data-led and accountable approach

We track outcomes across Attract, Grow, and Belong to identify actions that can create measurable impact and where further support is required.

Pillar 1: Attract

Female hiring increased from 29% to 35% across the reporting period (Sept 2024 - Sept 2025), and this continues to be a core factor influencing future senior representation.

This increase reflects our extended partnerships with Women-in-STEM organisations and stronger engagement with female talent communities. Strengthening this pipeline is key to shifting senior-level representation sustainably.

Pillar 2: Grow

Progression data shows that internal systems support equitable advancement. For example, in Q2 2025, women progressed at a 90.6% success rate, compared with 81.5% for men, and made up 37% of all progressions.

These outcomes confirm that internal progression systems are already even-handed — the opportunity lies further in senior-ready applicants. To reinforce consistency and reduce subjectivity, we introduced structured scoring (Bar Raiser pilot), which will scale once we can confirm the impact this has on the process.

Pillar 3: Belong

Belonging and retention indicators continue to improve. Women recorded consistently lower attrition rates than men across the period, indicating strong stability and engagement within the leadership pipeline.

Our Employee Net Promoter Score (eNPS) remains high: 74% for men and 71% for women, scores which are leading benchmarks in our industry. Further wellbeing investment, including the launch of WellHub, supports sustained participation and progression.

What’s next?

Our next step is to focus on actions that directly support long-term representation gains.

Pipeline strengthening: developing our STEM partnerships and targeted campaigns to increase senior-ready female talent entering the hiring process.

Objective progression: deepening the review of promotion criteria and expanding structured scoring to ensure clarity and accountability.

Inclusive development: enhancing mentoring through RevUp and strengthening Guilds to enable fair access to growth opportunities.

Conclusion

Our approach is built around durable, data-backed correction of structural gaps. With clear insights across Attract, Grow, and Belong, we continue building the systems required for long-term progress towards a more representative senior leadership.