[6-K] BARCLAYS PLC Current Report (Foreign Issuer)
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Barclays PLC reported Q3 2025 results with Group RoTE of 10.6%, total income of £7.2bn (up 9% year-on-year) and profit before tax of £2.1bn. The board announced a £500m share buyback and upgraded 2025 RoTE guidance to greater than 11%, reaffirming a 2026 target of greater than 12%.
Capital and balance sheet remained strong, with a CET1 ratio of 14.1% and TNAV per share of 392p; including the buyback, CET1 as of 30 September 2025 would be 13.9%. Year-to-date, RoTE was 12.3% and EPS reached 35.1p. Loan loss rate was 57bps in Q3, reflecting £0.6bn of credit impairment charges, including a c.£110m single-name charge in the Investment Bank and a £65m day-1 impact from the GM portfolio acquisition. Operating expenses rose to £4.5bn, including a £235m charge for motor finance redress. All divisions delivered double-digit RoTE in the quarter, and Group NII (ex‑IB and Head Office) was £3.3bn, up 16% year-on-year.
Barclays PLC ha riportato i risultati del terzo trimestre 2025 con un RoTE di gruppo del 10,6%, un reddito totale di £7,2 miliardi (in crescita del 9% su base annua) e un utile ante imposte di £2,1 miliardi. Il consiglio ha annunciato un riacquisto di azioni da £500 milioni e ha aggiornato le previsioni RoTE per il 2025 a oltre l'11%, riaffermando l'obiettivo per il 2026 di oltre il 12%.
Il capitale e il bilancio si sono mantenuti solidi, con un rapporto CET1 del 14,1% e un TNAV per azione di 392p; includendo il riacquisto, il CET1 al 30 settembre 2025 sarebbe del 13,9%. Nell'anno, RoTE era del 12,3% e l'EPS ha raggiunto 35,1p. Il tasso di perdita su prestiti è stato del 57bps nel Q3, riflettendo oneri per impairment creditizi pari a £0,6 miliardi, comprensivi di una carica single-name di circa £110 milioni nell'Investment Bank e di un impatto day-1 di £65 milioni dall'acquisizione del portafoglio GM. Le spese operative sono aumentate a £4,5 miliardi, inclusa una carica di £235 milioni per indennizzi relativi al finanziamento auto. Tutte le divisioni hanno generato RoTE a due cifre nel trimestre, e il Group NII (esclusi IB e Head Office) è stato di £3,3 miliardi, in aumento del 16% rispetto all'anno precedente.
Barclays PLC informó los resultados del tercer trimestre de 2025 con RoTE del grupo de 10,6%, ingreso total de £7,2 mil millones (un 9% más interanual) y beneficio antes de impuestos de £2,1 mil millones. La junta anunció un recompra de acciones de £500 millones y actualizó la guía de RoTE para 2025 a más del 11%, reafirmando un objetivo para 2026 de más del 12%.
El capital y el balance se mantuvieron sólidos, con una ratio CET1 del 14,1% y un TNAV por acción de 392p; incluyendo la recompra, el CET1 al 30 de septiembre de 2025 sería del 13,9%. En lo que va del año, RoTE fue del 12,3% y el BPA (EPS) alcanzó 35,1p. La tasa de pérdidas por préstamos fue del 57pbs en el tercer trimestre, reflejando cargos de deterioro crediticio de £0,6 mil millones, incluyendo una carga de nombre único de aproximadamente £110 millones en la Investment Bank y un impacto day-1 de £65 millones por la adquisición de la cartera GM. Los gastos operativos aumentaron a £4,5 mil millones, incluida una carga de £235 millones por compensación por redresse de financiamiento de automóviles. Todas las divisiones lograron RoTE de dos dígitos en el trimestre, y el Group NII (ex IB y Head Office) fue de £3,3 mil millones, un incremento del 16% interanual.
바클레이즈 PLC가 2025년 3분기 실적을 발표했습니다 그룹 RoTE 10.6%, 총수익 £7.2bn(전년 대비 +9%), 법인세 차감전 이익 £2.1bn. 이사회는 5억 파운드 주식 환매를 발표했고 2025년 RoTE 가이던스를 11% 이상으로 상향했으며 2026년 목표를 12% 이상으로 재확인했습니다.
자본과 대차대조표는 견실했으며 CET1 비율 14.1%, 주당 TNAV 392p; 환매를 포함하면 2025년 9월 30일 기준 CET1은 13.9%가 될 것입니다. 연초 대비 RoTE는 12.3%였고 EPS는 35.1p에 도달했습니다. 3분기의 대손충당금 비율은 57bps로, 신용손실 충당금 £0.6억을 반영하며 Investment Bank에서 약 £110m의 단일명칭 충당금과 GM 포트폴리오 인수의 1일 차 영향으로 £65m가 포함되었습니다. 영업비용은 £4.5bn으로 상승했고 자동차 금융 구제책 비용은 £235m이었습니다. 모든 부문에서 분기 RoTE가 두 자릿수를 기록했고 그룹 NII(IB 및 Head Office 제외)는 £3.3bn으로 전년 대비 16% 증가했습니다.
Barclays PLC a publié les résultats du T3 2025 avec un RoTE de groupe de 10,6 %, un produit net bancaire total de 7,2 milliards de livres (£7,2 Md) (+9 % à taux organique) et un bénéfice avant impôt de 2,1 milliards de livres. Le conseil d’administration a annoncé un programme de rachat d'actions de 500 millions de livres et a relevé les prévisions RoTE pour 2025 à plus de 11 %, réaffirmant l’objectif pour 2026 à plus de 12 %.
Le capital et le bilan sont restés solides, avec un ratio CET1 de 14,1 % et une valeur nette par action TNAV de 392p; en incluant le rachat, le CET1 au 30 septembre 2025 serait de 13,9 %. à ce jour, le RoTE YTD est de 12,3 % et le BPA a atteint 35,1 p. Le taux de dépréciation des prêts était de 57 points de base au T3, reflétant 0,6 milliard de livres de charges d impairments, dont environ 110 millions de livres sur un seul nom dans l'Investment Bank et un impact day-1 de 65 millions de livres suite à l'acquisition du portefeuille GM. Les dépenses opérationnelles ont augmenté à 4,5 milliards de livres, y compris une charge de 235 millions de livres pour l'indemnisation liée au redressement du financement automobile. Toutes les divisions ont enregistré un RoTE à deux chiffres au cours du trimestre, et le NII du groupe (hors IB et Head Office) s’établit à 3,3 milliards de livres, en hausse de 16 % sur un an.
Barclays PLC meldete die Ergebnisse für das dritte Quartal 2025 mit einem RoTE der Gruppe von 10,6 %, einem Gesamteinkommen von £7,2 Mrd. (+9 % gegenüber Vorjahr) und einem Gewinn vor Steuern von £2,1 Mrd. Der Vorstand kündigte eine Aktienrückkauf von £500 Mio. an und hob die RoTE-Umlaufguidance für 2025 auf mehr als 11 % an und bekräftigte das Ziel für 2026 von mehr als 12 %.
Kapital und Bilanz blieben stark, mit einer CET1-Quote von 14,1 % und einem TNAV pro Aktie von 392p; einschließlich des Rückkaufs würde der CET1 zum 30. September 2025 13,9 % betragen. Year-to-date betrug RoTE 12,3 % und der EPS erreichte 35,1p. Der Loan Loss Rate betrug im Q3 57 Basispunkte und spiegelte £0,6 Mrd. an Kreditverlusten wider, einschließlich einer Einzelposition von ca. £110 Mio. in der Investment Bank und einem Day-1-Effekt von £65 Mio. durch die GM-Portfolio-Erwerbung. Die Betriebskosten stiegen auf £4,5 Mrd., einschließlich einer Belastung von £235 Mio. für Kfz-Darlehensentschädigungen. Alle Divisionen erzielten im Quartal RoTE-Mehrheit mit zweistelligen Werten, und der Group NII (ex IB und Head Office) betrug £3,3 Mrd., ein Anstieg von 16 % gegenüber dem Vorjahr.
أبلغت Barclays PLC عن نتائج الربع الثالث من 2025 مع RoTE للمجموعة قدره 10.6%، وإجمالي الدخل £7.2 مليار (ارتفاع 9% على أساس سنوي) وأرباح قبل الضريبة £2.1 مليار. أعلنت المجلس عن إعادة شراء أسهم بقيمة 500 مليون جنيه وحسن توجيه RoTE لعام 2025 إلى أكثر من 11%، مع إعادة تأكيد هدف 2026 لأكثر من 12%.
كان رأس المال والميزانية قويين، مع نسبة CET1 14.1% وTNAV للسهم 392 بنس؛ بما في ذلك إعادة الشراء، سيكون CET1 في 30 سبتمبر 2025 عند 13.9%. حتى تاريخه للسنة، RoTE كان 12.3% وEPS بلغ 35.1 بنس. معدل خسارة القرض كان 57 نقطة أساس في الربع الثالث، مع استحقاقات ائتمانية قدرها £0.6 مليار، بما في ذلك تحميلة اسم فريد قدره نحو £110 مليون في بنك الاستثمار وتأثير يوم-1 من استحواذ محفظة GM بمقدار £65 مليون. ارتفعت التكاليف التشغيلية إلى £4.5 مليار، بما في ذلك تحميلة قدرها £235 مليون لتعويضات تمويل السيارات. جميع الأقسام حققت RoTE مزدوج الرقم في الربع، وGroup NII (باستثناء IB والـ Head Office) كان £3.3 مليار، بارتفاع 16% على أساس سنوي.
巴克莱集团公布2025年第三季度业绩，集团RoTE为10.6%，总收入7.2亿英镑（同比增长9%），税前利润为21亿英镑。董事会宣布 5亿英镑的股票回购，并将2025年的RoTE指引上调至>11%，重申2026年的目标为>12%。
资本和资产负债表保持强劲，CET1比率为14.1%，每股TNAV为392便士；若包含回购，2025年9月30日的CET1将为13.9%。年初至今，RoTE为12.3%，EPS达到35.1便士。三季度贷款损失率为57个基点，反映出6亿英镑的信用减值损失，包括投资银行约1.10亿英镑的单一资产计提，以及GM投资组合收购带来的日初影响为6500万英镑。经营费用上升至45亿英镑，其中汽车金融赔偿支出为2.35亿英镑。所有板块在本季度均实现两位数RoTE，集团净息收入（不含IB和总部）为33亿英镑，同比增长16%。
Positive
- None.
Negative
- None.
Insights
Guidance raised and £500m buyback alongside solid Q3.
Barclays posted Q3 income of
Capital stayed robust with CET1 at
Actual impact will hinge on credit trends and execution on cost targets. A new multi‑year target set will be announced at FY25 Results on
Barclays PLC ha riportato i risultati del terzo trimestre 2025 con un RoTE di gruppo del 10,6%, un reddito totale di £7,2 miliardi (in crescita del 9% su base annua) e un utile ante imposte di £2,1 miliardi. Il consiglio ha annunciato un riacquisto di azioni da £500 milioni e ha aggiornato le previsioni RoTE per il 2025 a oltre l'11%, riaffermando l'obiettivo per il 2026 di oltre il 12%.
Il capitale e il bilancio si sono mantenuti solidi, con un rapporto CET1 del 14,1% e un TNAV per azione di 392p; includendo il riacquisto, il CET1 al 30 settembre 2025 sarebbe del 13,9%. Nell'anno, RoTE era del 12,3% e l'EPS ha raggiunto 35,1p. Il tasso di perdita su prestiti è stato del 57bps nel Q3, riflettendo oneri per impairment creditizi pari a £0,6 miliardi, comprensivi di una carica single-name di circa £110 milioni nell'Investment Bank e di un impatto day-1 di £65 milioni dall'acquisizione del portafoglio GM. Le spese operative sono aumentate a £4,5 miliardi, inclusa una carica di £235 milioni per indennizzi relativi al finanziamento auto. Tutte le divisioni hanno generato RoTE a due cifre nel trimestre, e il Group NII (esclusi IB e Head Office) è stato di £3,3 miliardi, in aumento del 16% rispetto all'anno precedente.
Barclays PLC informó los resultados del tercer trimestre de 2025 con RoTE del grupo de 10,6%, ingreso total de £7,2 mil millones (un 9% más interanual) y beneficio antes de impuestos de £2,1 mil millones. La junta anunció un recompra de acciones de £500 millones y actualizó la guía de RoTE para 2025 a más del 11%, reafirmando un objetivo para 2026 de más del 12%.
El capital y el balance se mantuvieron sólidos, con una ratio CET1 del 14,1% y un TNAV por acción de 392p; incluyendo la recompra, el CET1 al 30 de septiembre de 2025 sería del 13,9%. En lo que va del año, RoTE fue del 12,3% y el BPA (EPS) alcanzó 35,1p. La tasa de pérdidas por préstamos fue del 57pbs en el tercer trimestre, reflejando cargos de deterioro crediticio de £0,6 mil millones, incluyendo una carga de nombre único de aproximadamente £110 millones en la Investment Bank y un impacto day-1 de £65 millones por la adquisición de la cartera GM. Los gastos operativos aumentaron a £4,5 mil millones, incluida una carga de £235 millones por compensación por redresse de financiamiento de automóviles. Todas las divisiones lograron RoTE de dos dígitos en el trimestre, y el Group NII (ex IB y Head Office) fue de £3,3 mil millones, un incremento del 16% interanual.
바클레이즈 PLC가 2025년 3분기 실적을 발표했습니다 그룹 RoTE 10.6%, 총수익 £7.2bn(전년 대비 +9%), 법인세 차감전 이익 £2.1bn. 이사회는 5억 파운드 주식 환매를 발표했고 2025년 RoTE 가이던스를 11% 이상으로 상향했으며 2026년 목표를 12% 이상으로 재확인했습니다.
자본과 대차대조표는 견실했으며 CET1 비율 14.1%, 주당 TNAV 392p; 환매를 포함하면 2025년 9월 30일 기준 CET1은 13.9%가 될 것입니다. 연초 대비 RoTE는 12.3%였고 EPS는 35.1p에 도달했습니다. 3분기의 대손충당금 비율은 57bps로, 신용손실 충당금 £0.6억을 반영하며 Investment Bank에서 약 £110m의 단일명칭 충당금과 GM 포트폴리오 인수의 1일 차 영향으로 £65m가 포함되었습니다. 영업비용은 £4.5bn으로 상승했고 자동차 금융 구제책 비용은 £235m이었습니다. 모든 부문에서 분기 RoTE가 두 자릿수를 기록했고 그룹 NII(IB 및 Head Office 제외)는 £3.3bn으로 전년 대비 16% 증가했습니다.
Barclays PLC a publié les résultats du T3 2025 avec un RoTE de groupe de 10,6 %, un produit net bancaire total de 7,2 milliards de livres (£7,2 Md) (+9 % à taux organique) et un bénéfice avant impôt de 2,1 milliards de livres. Le conseil d’administration a annoncé un programme de rachat d'actions de 500 millions de livres et a relevé les prévisions RoTE pour 2025 à plus de 11 %, réaffirmant l’objectif pour 2026 à plus de 12 %.
Le capital et le bilan sont restés solides, avec un ratio CET1 de 14,1 % et une valeur nette par action TNAV de 392p; en incluant le rachat, le CET1 au 30 septembre 2025 serait de 13,9 %. à ce jour, le RoTE YTD est de 12,3 % et le BPA a atteint 35,1 p. Le taux de dépréciation des prêts était de 57 points de base au T3, reflétant 0,6 milliard de livres de charges d impairments, dont environ 110 millions de livres sur un seul nom dans l'Investment Bank et un impact day-1 de 65 millions de livres suite à l'acquisition du portefeuille GM. Les dépenses opérationnelles ont augmenté à 4,5 milliards de livres, y compris une charge de 235 millions de livres pour l'indemnisation liée au redressement du financement automobile. Toutes les divisions ont enregistré un RoTE à deux chiffres au cours du trimestre, et le NII du groupe (hors IB et Head Office) s’établit à 3,3 milliards de livres, en hausse de 16 % sur un an.
Barclays PLC meldete die Ergebnisse für das dritte Quartal 2025 mit einem RoTE der Gruppe von 10,6 %, einem Gesamteinkommen von £7,2 Mrd. (+9 % gegenüber Vorjahr) und einem Gewinn vor Steuern von £2,1 Mrd. Der Vorstand kündigte eine Aktienrückkauf von £500 Mio. an und hob die RoTE-Umlaufguidance für 2025 auf mehr als 11 % an und bekräftigte das Ziel für 2026 von mehr als 12 %.
Kapital und Bilanz blieben stark, mit einer CET1-Quote von 14,1 % und einem TNAV pro Aktie von 392p; einschließlich des Rückkaufs würde der CET1 zum 30. September 2025 13,9 % betragen. Year-to-date betrug RoTE 12,3 % und der EPS erreichte 35,1p. Der Loan Loss Rate betrug im Q3 57 Basispunkte und spiegelte £0,6 Mrd. an Kreditverlusten wider, einschließlich einer Einzelposition von ca. £110 Mio. in der Investment Bank und einem Day-1-Effekt von £65 Mio. durch die GM-Portfolio-Erwerbung. Die Betriebskosten stiegen auf £4,5 Mrd., einschließlich einer Belastung von £235 Mio. für Kfz-Darlehensentschädigungen. Alle Divisionen erzielten im Quartal RoTE-Mehrheit mit zweistelligen Werten, und der Group NII (ex IB und Head Office) betrug £3,3 Mrd., ein Anstieg von 16 % gegenüber dem Vorjahr.
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 6-K
REPORT OF FOREIGN PRIVATE ISSUER
PURSUANT TO RULE 13A-16 OR 15D-16
UNDER THE SECURITIES EXCHANGE ACT OF 1934
October
22, 2025
Barclays PLC
(Name
of Registrant)
1 Churchill Place
London E14 5HP
England
(Address
of Principal Executive Office)
Indicate
by check mark whether the registrant files or will file annual
reports
under
cover of Form 20-F or Form 40-F.
Form
20-F x Form 40-F
This
Report on Form 6-K is filed by Barclays PLC.
This
Report comprises:
Information
given to The London Stock Exchange and furnished pursuant
to
General
Instruction B to the General Instructions to Form 6-K.
SIGNATURES
Pursuant
to the requirements of the Securities Exchange Act of 1934, the
registrant has duly caused this report to be signed on its behalf
by the undersigned, thereunto duly authorized.
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BARCLAYS
PLC
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(Registrant)
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Date:
October 22, 2025
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By: /s/
Garth Wright
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Garth
Wright
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Assistant
Secretary
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Barclays PLC
Q3 2025 Results Announcement
30 September 2025
Notes
The terms Barclays and Group refer to Barclays PLC together with
its subsidiaries. Unless otherwise stated, the income statement
analysis compares the nine months ended 30 September 2025 to the
corresponding nine months of 2024 and balance sheet analysis as at
30 September 2025 with comparatives relating to 31 December 2024
and 30 September 2024. The abbreviations '£m' and '£bn'
represent millions and thousands of millions of Pounds Sterling
respectively; the abbreviations '$m' and '$bn' represent millions
and thousands of millions of US Dollars respectively; and the
abbreviations '€m' and '€bn' represent millions and
thousands of millions of Euros respectively.
There are a number of key judgement areas, for example impairment
calculations, which are based on models and which are subject to
ongoing adjustment and modifications. Reported numbers reflect best
estimates and judgements at the given point in time.
Relevant terms that are used in this document but are not defined
under applicable regulatory guidance or International Financial
Reporting Standards (IFRS) are explained in the results glossary,
which can be accessed at home.barclays/investor-relations.
The information in this announcement, which was approved by the
Board of Directors on 21 October 2025, does not comprise statutory
accounts within the meaning of Section 434 of the Companies Act
2006. Statutory accounts for the year ended 31 December 2024, which
contain an unmodified audit report under Section 495 of the
Companies Act 2006 (which does not make any statements under
Section 498 of the Companies Act 2006) have been delivered to the
Registrar of Companies in accordance with Section 441 of the
Companies Act 2006.
These results will be furnished on Form 6-K to the US Securities
and Exchange Commission (SEC) as soon as practicable following
publication of this document. Once furnished to the SEC, a copy of
the Form 6-K will be available from the SEC's website
at www.sec.gov.
Barclays is a frequent issuer in the debt capital markets and
regularly meets with investors via formal roadshows and other ad
hoc meetings. Consistent with its usual practice, Barclays expects
that from time to time over the coming quarter it will meet with
investors globally to discuss these results and other matters
relating to the Group.
Non-IFRS performance measures
Barclays' management believes that the non-IFRS performance
measures included in this document provide valuable information to
the readers of the financial statements as they enable the reader
to identify a more consistent basis for comparing the businesses'
performance between financial periods and provide more detail
concerning the elements of performance which the managers of these
businesses are most directly able to influence or are relevant for
an assessment of the Group. They also reflect an important aspect
of the way in which operating targets are defined and performance
is monitored by Barclays' management. However, any non-IFRS
performance measures in this document are not a substitute for IFRS
measures and readers should consider the IFRS measures as well.
Refer to the appendix on pages 43 to 50 for definitions and
calculations of non-IFRS performance measures included throughout
this document, and reconciliations to the most directly comparable
IFRS measures.
Forward-looking statements
This document contains certain forward-looking statements within
the meaning of Section 21E of the US Securities Exchange Act of
1934, as amended, and Section 27A of the US Securities Act of 1933,
as amended, with respect to the Group. Barclays cautions readers
that no forward-looking statement is a guarantee of future
performance and that actual results or other financial condition or
performance measures could differ materially from those contained
in the forward-looking statements. Forward-looking statements can
be identified by the fact that they do not relate only to
historical or current facts. Forward-looking statements sometimes
use words such as 'may', 'will', 'seek', 'continue', 'aim',
'anticipate', 'target', 'projected', 'expect', 'estimate',
'intend', 'plan', 'goal', 'believe', 'achieve' or other words of
similar meaning. Forward-looking statements can be made in writing
but also may be made verbally by directors, officers and employees
of the Group (including during management presentations) in
connection with this document. Examples of forward-looking
statements include, among others, statements or guidance regarding
or relating to the Group's future financial position, business
strategy, income levels, costs, assets and liabilities, impairment
charges, provisions, capital leverage and other regulatory ratios,
capital distributions (including policy on dividends and share
buybacks), return on tangible equity, projected levels of growth in
banking and financial markets, industry trends, any commitments and
targets (including environmental, social and governance ("ESG")
commitments and targets), plans and objectives for future
operations, International Financial Reporting Standards ("IFRS")
and other statements that are not historical or current facts. By
their nature, forward-looking statements involve risk and
uncertainty because they relate to future events and circumstances.
Forward-looking statements speak only as at the date on which they
are made. Forward-looking statements may be affected by a number of
factors, including, without limitation: changes in legislation,
regulations, governmental and regulatory policies, expectations and
actions, voluntary codes of practices and the interpretation
thereof, changes in IFRS and other accounting standards, including
practices with regard to the interpretation and application thereof
and emerging and developing sustainability reporting standards
(including emissions accounting methodologies); changes in tax laws
and practice; the outcome of current and future legal proceedings
and regulatory investigations; the Group's ability along with
governments and other stakeholders to measure, manage and mitigate
the impacts of climate change effectively or navigate
inconsistencies and conflicts in the manner in which climate policy
is implemented in the regions where the Group operates, including
as a result of the adoption of anti-ESG rules and regulations, or
other forms of governmental and regulatory action against ESG
policies; environmental, social and geopolitical risks and
incidents and similar events beyond the Group's control; financial
crime; the impact of competition in the banking and financial
services industry; capital, liquidity, leverage and other
regulatory rules and requirements applicable to past, current and
future periods; UK, US, Eurozone and global macroeconomic and
business conditions, including inflation; volatility in credit and
capital markets; market related risks such as changes in interest
rates and foreign exchange rates; reforms to benchmark interest
rates and indices; higher or lower asset valuations; changes in
credit ratings of any entity within the Group or any securities
issued by it; changes in counterparty risk; changes in consumer
behaviour; changes in trade policy, including the imposition of
tariffs or other protectionist measures; the direct and indirect
consequences of the conflicts in Ukraine and the Middle East on
European and global macroeconomic conditions, political stability
and financial markets; changes in US legislation and policy
following the US elections in 2024; developments in the UK's
relationship with the European Union; the risk of cyberattacks,
information or security breaches, technology failures or
operational disruptions and any subsequent impact on the Group's
reputation, business or operations; the Group's ability to access
funding; and the success of acquisitions (including the acquisition
of Tesco Bank completed in November 2024), disposals, joint
ventures and other strategic transactions. A number of these
factors are beyond the Group's control. As a result, the Group's
actual financial position, results, financial and non-financial
metrics or performance measures or its ability to meet commitments
and targets may differ materially from the statements or guidance
set forth in the Group's forward-looking statements. In setting its
targets and outlook for the period 2024-2026, Barclays has made
certain assumptions about the macroeconomic environment, including,
without limitation, inflation, interest and unemployment rates, the
different markets and competitive conditions in which Barclays
operates, and its ability to grow certain businesses and achieve
costs savings and other structural actions. Additional risks and
factors which may impact the Group's future financial condition and
performance are identified in Barclays PLC's filings with the US
Securities and Exchange Commission ("SEC") (including, without
limitation, Barclays PLC's Annual Report on Form 20-F for the
financial year ended 31 December 2024), which are available on the
SEC's website at www.sec.gov.
Subject to Barclays PLC's obligations under the applicable laws and
regulations of any relevant jurisdiction (including, without
limitation, the UK and the US) in relation to disclosure and
ongoing information, we undertake no obligation to update publicly
or revise any forward-looking statements, whether as a result of
new information, future events or otherwise.
Performance Highlights
Barclays delivered a return on tangible equity (RoTE) of 10.6% in
Q325, announced a £500m share buyback, and is on track to
deliver against 2025 guidance and 2026 targets
C. S. Venkatakrishnan, Group Chief Executive,
commented
"I continue to be pleased with the ongoing momentum of Barclays'
financial performance over the last seven quarters. We delivered
RoTE of 10.6% in Q325 and 12.3% year-to-date.
We are therefore upgrading our 2025 RoTE guidance to greater than
11% and reaffirming our 2026 target of greater than 12%. This is
driven by a stronger outlook for stable income and an earlier than
planned delivery of efficiency savings. Moreover, it comes despite
an additional charge for motor finance redress. We have been
robustly and consistently generating capital for our shareholders
consecutively over the last nine quarters. Our tangible net asset
value (TNAV) per share has grown to 392p, and our
common equity tier 1 (CET1) ratio now stands at 14.1%.
Consequently, we have decided to bring forward a portion of our
full-year distribution plans, with a £500m share buyback
announced today and we now plan to move to quarterly share buyback
announcements. Our consistent and strong delivery has laid the
foundations for greater performance beyond 2026, and I look forward
to sharing updated targets to 2028 alongside our FY25
Results."
|
●
|
New financial and operational targets through to 2028 to be
announced at FY25 Results on 10 February 2026
|
|
|
●
|
Guidance for 2025 Group RoTE upgraded to greater than 11% from
c.11%, and 2025 Group net interest income (NII) excluding Barclays
Investment Bank and Head Office upgraded to greater than
£12.6bn from greater than £12.5bn
|
|
|
●
|
Q325 Group RoTE of 10.6%. Q325 YTD Group RoTE of 12.3%, with
earnings per share (EPS) of 35.1p (Q324 YTD: 29.3p)
|
|
|
●
|
Announced intention to bring forward a portion of FY25 distribution
plans, with a £500m share buyback announced today and a plan
to move to quarterly share buyback announcements
|
|
|
|
-
|
The target remains to return at least £10bn of capital between
2024 and 20261
|
|
●
|
Robust risk management with Q325 YTD Group loan loss rate (LLR) of
53bps (Q324 YTD: 42bps), within the through the cycle range of
50-60bps
|
|
|
●
|
Continued cost discipline with Q325 YTD Group cost: income ratio
improving to 59% (Q324 YTD: 61%) driven by positive operating
leverage (FY25 guidance of c.61%)
|
|
|
|
-
|
Achieved the targeted FY25 cost efficiency savings of c.£500m
one quarter earlier than planned following a further c.£180m
of gross cost efficiency savings in Q325
|
|
|
-
|
Includes a Q325 charge of £235m for motor finance redress,
increasing the total provision to £325m
|
|
●
|
Strong balance sheet with CET1 ratio of 14.1%
|
|
|
|
-
|
Taking into account the impact of the £500m share buyback
announced today, the CET1 ratio as of 30 September 2025 would be
reduced to 13.9%, at the top end of the 13-14% target
range
|
Key financial metrics:
|
|
Income
|
Profit before tax
|
Attributable profit
|
Cost: income ratio
|
LLR
|
RoTE
|
EPS
|
TNAV per share
|
CET1 ratio
|
Total capital return
|
|
Q325
|
£7.2bn
|
£2.1bn
|
£1.5bn
|
63%
|
57bps
|
10.6%
|
10.4p
|
392p
|
14.1%
|
£1.9bn
|
|
Q325 YTD
|
£22.1bn
|
£7.3bn
|
£5.0bn
|
59%
|
53bps
|
12.3%
|
35.1p
|
Q325 Performance highlights:
|
●
|
Group RoTE was 10.6% (Q324: 12.3%) with profit before tax of
£2.1bn (Q324: £2.2bn). All
divisions delivered double-digit RoTE in Q325
|
|
|
●
|
Group income of £7.2bn was up 9%
year-on-year, with Group NII
excluding Barclays Investment Bank and Head Office of £3.3bn,
up 16% year-on-year
|
|
|
|
-
|
Barclays UK income increased 16%, driven by continued structural
hedge income and the impact from Tesco Bank
|
|
|
-
|
Barclays UK Corporate Bank (UKCB) income increased 17%, reflecting
higher average deposit and lending balances, and higher structural
hedge income
|
|
|
-
|
Barclays Private Bank and Wealth Management (PBWM) income increased
3%, reflecting higher client balances from net
new inflows and market movements
|
|
|
-
|
Barclays Investment Bank (IB) income increased 8%, with growth across
Global Markets and Investment Banking, supported by continued
growth in more stable income streams (Financing and International
Corporate Bank)
|
|
|
-
|
Barclays US Consumer Bank (USCB) income increased
19%, reflecting the impact
of repricing initiatives, business growth and the acquisition of
General Motors co-branded cards portfolio (GM portfolio), partially
offset by the strengthening of GBP against USD
|
|
1
|
This multi-year plan is subject to supervisory and Board approvals,
anticipated financial performance and our published CET1 ratio
target range of 13-14%. Our targets and guidance are based on
management's current expectations as to the macroeconomic
environment and the business and may be subject to
change.
|
Q325 Performance highlights (continued):
|
●
|
Group total operating expenses were £4.5bn, up 14%
year-on-year, with
a cost: income ratio of 63% (Q324: 61%)
|
|
|
|
-
|
Group operating costs increased 8% to £4.3bn, reflecting Tesco
Bank costs, further investment spend including structural cost
actions, business growth and inflation, partially offset by
c.£180m of cost efficiency savings
|
|
|
-
|
Litigation and conduct charges of £255m included a £235m
charge for motor finance redress
|
|
●
|
Credit impairment charges were £0.6bn (Q324:
£0.4bn) with
a LLR of 57bps (Q324: 37bps), including a c.£110m single name
charge in the IB, and the £65m day 1 impact from the
acquisition of the GM portfolio
|
|
Q325 YTD Performance highlights:
|
●
|
Group RoTE was 12.3% (Q324 YTD: 11.5%) with profit before
tax of £7.3bn (Q324 YTD: £6.4bn)
|
|
|
●
|
Group income of £22.1bn was up 11%
year-on-year1 with
Group NII excluding IB and Head Office of £9.4bn, up 14%
year-on-year
|
|
|
●
|
Group total operating expenses were £13.1bn, up 8%
year-on-year
|
|
|
|
-
|
Group operating costs increased 6% to £12.7bn, reflecting
Tesco Bank costs, further investment spend and business growth and
inflation, partially offset by c.£530m of cost efficiency
savings
|
|
●
|
Credit impairment charges were £1.7bn (Q324 YTD:
£1.3bn) with
a LLR of 53bps (Q324 YTD: 42bps)
|
|
|
●
|
CET1 ratio of 14.1% (December 2024:
13.6%), with
RWAs of £357.4bn (December 2024: £358.1bn) and TNAV per
share of 392p (December 2024: 357p)
|
|
Group financial guidance and
targets2:
2025 guidance
|
●
|
Returns: RoTE
of greater than 11%
|
|
●
|
Capital returns: progressive
increase in total capital returns versus 2024
|
|
●
|
Income: Group
NII excluding IB and Head Office of greater than £12.6bn, of
which Barclays UK NII of greater than
£7.6bn
|
|
●
|
Costs: Group cost:
income ratio of c.61%. This includes total gross efficiency savings
of c.£500m in 2025
|
|
●
|
Impairment: expect
an LLR of 50-60bps through the cycle
|
|
●
|
Capital: CET1
ratio target range of 13-14%
|
2026 targets
|
●
|
Returns: RoTE of greater than
12%
|
||||
|
●
|
Capital returns: plan
to return at least £10bn of capital to shareholders between
2024 and 2026, through dividends and share buybacks, with a
continued preference for buybacks
|
||||
|
|
-
|
Plan to keep total dividend stable at 2023 level in absolute terms,
with progressive dividend per share growth driven through share
count reduction as a result of increased share
buybacks
|
|||
|
|
-
|
Plan to move to quarterly share buyback announcements
|
|||
|
|
-
|
Dividends will continue to be paid semi-annually
|
|||
|
|
-
|
This multi-year plan is subject to supervisory and Board approvals,
anticipated financial performance and our published CET1 ratio
target range of 13-14%
|
|||
|
●
|
Income: Group
total income of c.£30bn
|
||||
|
●
|
Costs: Group
cost: income ratio of high 50s in percentage terms, implying Group
total operating expenses of c.£17bn, based on targeted Group
total income of c.£30bn. Cost target includes total gross
efficiency savings of c.£2bn by 2026
|
||||
|
●
|
Impairment: expect an LLR of
50-60bps through the cycle
|
||||
|
●
|
Capital: CET1 ratio target
range of 13-14%
|
||||
|
|
-
|
Targeting IB RWAs of c.50% of Group RWAs in 2026
|
|||
|
|
-
|
Impact of regulatory change on RWAs in line with our prior guidance
of c.£19-26bn
|
|||
|
|
|
-
|
c.£3-10bn RWAs from Basel 3.1, with
implementation expected from 1 January 2027
|
||
|
|
|
-
|
c.£16bn RWAs from USCB moving to an Internal Ratings Based
(IRB) model, subject to model build and portfolio changes,
implementation could be beyond 2026
|
|
|
|
|
|
|
-
0.1% increase in Pillar 2A from Q125 until model
implementation
|
|
|
|
|
|
|
|
|
|
|
1
|
Q324 YTD included a £220m loss on sale of the performing
Italian retail mortgage portfolio and a £20m loss on disposal
from the German consumer finance business.
|
|
2
|
Our targets and guidance are based on management's current
expectations as to the macroeconomic environment and the business
and may be subject to change.
|
|
Barclays Group results
|
Nine months ended
|
|
Three months ended
|
||||
|
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
Barclays
UK
|
6,446
|
5,659
|
14
|
|
2,253
|
1,946
|
16
|
|
Barclays
UK Corporate Bank
|
1,525
|
1,322
|
15
|
|
522
|
445
|
17
|
|
Barclays
Private Bank and Wealth Management
|
1,032
|
958
|
8
|
|
335
|
326
|
3
|
|
Barclays
Investment Bank
|
10,263
|
9,198
|
12
|
|
3,083
|
2,851
|
8
|
|
Barclays
US Consumer Bank
|
2,628
|
2,469
|
6
|
|
941
|
791
|
19
|
|
Head
Office
|
169
|
218
|
(22)
|
|
33
|
188
|
(82)
|
|
Total income
|
22,063
|
19,824
|
11
|
|
7,167
|
6,547
|
9
|
|
Operating costs
|
(12,661)
|
(11,951)
|
(6)
|
|
(4,254)
|
(3,954)
|
(8)
|
|
UK regulatory levies
|
(84)
|
(93)
|
10
|
|
12
|
27
|
(56)
|
|
Litigation and conduct
|
(342)
|
(99)
|
|
|
(255)
|
(35)
|
|
|
Total operating expenses
|
(13,087)
|
(12,143)
|
(8)
|
|
(4,497)
|
(3,962)
|
(14)
|
|
Other net income
|
48
|
37
|
30
|
|
39
|
21
|
86
|
|
Profit before impairment
|
9,024
|
7,718
|
17
|
|
2,709
|
2,606
|
4
|
|
Credit impairment charges
|
(1,744)
|
(1,271)
|
(37)
|
|
(632)
|
(374)
|
(69)
|
|
Profit before tax
|
7,280
|
6,447
|
13
|
|
2,077
|
2,232
|
(7)
|
|
Tax charge
|
(1,538)
|
(1,304)
|
(18)
|
|
(365)
|
(412)
|
11
|
|
Profit after tax
|
5,742
|
5,143
|
12
|
|
1,712
|
1,820
|
(6)
|
|
Non-controlling interests
|
(23)
|
(29)
|
21
|
|
-
|
(3)
|
|
|
Other equity instrument holders
|
(739)
|
(763)
|
3
|
|
(255)
|
(253)
|
(1)
|
|
Attributable profit
|
4,980
|
4,351
|
14
|
|
1,457
|
1,564
|
(7)
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
Return on average tangible shareholders' equity
|
12.3%
|
11.5%
|
|
|
10.6%
|
12.3%
|
|
|
Average tangible shareholders' equity (£bn)
|
54.0
|
50.4
|
|
|
55.1
|
51.0
|
|
|
Cost: income ratio
|
59%
|
61%
|
|
|
63%
|
61%
|
|
|
Loan loss rate (bps)
|
53
|
42
|
|
|
57
|
37
|
|
|
Basic earnings per ordinary share
|
35.1p
|
29.3p
|
20
|
|
10.4p
|
10.7p
|
(3)
|
|
Dividend per share
|
3.0p
|
2.9p
|
3
|
|
|
|
|
|
Share buybacks announced (£m)
|
1,500
|
750
|
|
|
|
|
|
|
Total payout equivalent per share
|
c.13.6p
|
c.8.0p
|
70
|
|
|
|
|
|
Basic weighted average number of shares (m)
|
14,189
|
14,863
|
(5)
|
|
14,045
|
14,648
|
(4)
|
|
Period end number of shares (m)
|
13,996
|
14,571
|
(4)
|
|
|
|
|
|
Period end tangible shareholders' equity (£bn)
|
54.9
|
51.1
|
|
|
|
|
|
|
|
As at 30.09.25
|
As at 31.12.24
|
As at 30.09.24
|
|
Balance sheet and capital
management1
|
£bn
|
£bn
|
£bn
|
|
Loans and advances at amortised cost
|
426.5
|
414.5
|
399.2
|
|
Loans and advances at amortised cost impairment coverage
ratio
|
1.2%
|
1.2%
|
1.3%
|
|
Total assets
|
1,629.2
|
1,518.2
|
1,531.1
|
|
Deposits at amortised cost
|
575.3
|
560.7
|
542.8
|
|
Tangible net asset value per share
|
392p
|
357p
|
351p
|
|
Common equity tier 1 ratio
|
14.1%
|
13.6%
|
13.8%
|
|
Common equity tier 1 capital
|
50.3
|
48.6
|
47.0
|
|
Risk weighted assets
|
357.4
|
358.1
|
340.4
|
|
UK leverage ratio
|
4.9%
|
5.0%
|
4.9%
|
|
UK leverage exposure
|
1,285.3
|
1,206.5
|
1,197.4
|
|
|
|
|
|
|
Funding and liquidity
|
|
|
|
|
Group liquidity pool (£bn)
|
332.9
|
296.9
|
311.7
|
|
Liquidity coverage ratio2
|
174.6%
|
172.4%
|
170.1%
|
|
Net stable funding ratio3
|
135.3%
|
134.9%
|
135.6%
|
|
Loan: deposit ratio
|
74%
|
74%
|
74%
|
|
1
|
Refer to pages 35 to 39 for further information on how capital,
RWAs and leverage are calculated.
|
|
2
|
Represents average of the last 12 spot month end ratios. In June
2025, Barclays implemented a new methodology for calculating net
stress outflows related to secured financing transactions in the
liquidity coverage ratio (LCR).
|
|
3
|
Represents average of the last four spot quarter end
positions.
|
Group Finance Director's Review
Q325 YTD Group performance
|
●
|
Barclays delivered a profit before tax of £7,280m (Q324
YTD: £6,447m), RoTE of 12.3% (Q324 YTD: 11.5%) and EPS of
35.1p (Q324 YTD: 29.3p)
|
|
|
●
|
The Group has a diverse income profile across businesses and
geographies. The
appreciation of average GBP against USD negatively impacted income
and profits, and positively impacted credit impairment charges and
total operating expenses
|
|
|
●
|
Group statutory income increased 11% to
£22,063m driven
by higher income in Global Markets across FICC and Equities, higher
structural hedge income and the impact from Tesco
Bank
|
|
|
●
|
Group total operating expenses increased to £13,087m
(Q324 YTD: £12,143m)
|
|
|
|
-
|
Group operating costs increased 6% to £12,661m, reflecting
Tesco Bank costs, further investment spend and business growth and
inflation, partially offset by c.£530m of cost efficiency
savings
|
|
|
-
|
Litigation and conduct charges of £342m included a £235m
charge for motor finance redress in Q325
|
|
●
|
Credit impairment charges increased to £1,744m (Q324
YTD: £1,271m), primarily
driven by the impact from Tesco Bank, an IB single name charge, the
day 1 impact from the acquisition of the GM portfolio, and elevated
US macroeconomic uncertainty. Total coverage ratio remains stable
at 1.2% (December 2024: 1.2%)
|
|
|
●
|
The effective tax rate (ETR) was 21.1% (Q324 YTD:
20.2%)
|
|
|
●
|
Attributable profit was £4,980m (Q324 YTD:
£4,351m)
|
|
|
●
|
Total assets increased to £1,629.2bn (December 2024:
£1,518.2bn), driven
by higher trading activity in IB and growth in the liquidity pool
from increased wholesale funding and deposit growth across
businesses. This was partially offset by a reduction in derivative
assets and the strengthening of spot GBP against
USD
|
|
|
●
|
TNAV per share increased to 392p (December 2024:
357p) including
EPS of 35.1p, an 11p benefit from the cash flow hedging reserve and
a c.6p benefit from the reduction in share count following the
completion of the share buyback announced at FY24 Results and the
ongoing share buyback announced at H125 Results. These were
partially offset by an 8p reduction from dividends paid during Q325
YTD and net negative other reserve movements
|
|
Group capital and leverage
|
●
|
The CET1 ratio increased by c.50bps to 14.1% (December 2024:
13.6%) as CET1 capital increased by £1.7bn to £50.3bn and
RWA decreased by £0.7bn to £357.4bn:
|
|
|
|
-
|
c.140bps increase from attributable profit
|
|
|
-
|
c.80bps decrease driven by shareholder distributions including the
interim dividend payment of 3.0p per share paid in September 2025,
the completed £1.0bn share buyback announced with FY24 and the
ongoing £1.0bn share buyback announced with H125 results as
well as an accrual towards the FY 2025 dividend
|
|
|
-
|
c.20bps increase from other CET1 capital movements, including an
increase in the fair value through other comprehensive income
reserve
|
|
|
-
|
c.20bps decrease as a result of a £5.6bn increase in RWAs,
excluding the impact of foreign exchange movements, primarily
driven by continuing lending growth in the UK businesses and client
and trading activity within IB, partially offset by the disposal of
the German consumer finance business
|
|
|
-
|
A £1.1bn decrease in CET1 capital due to a decrease in the
currency translation reserve was partially offset by a £6.3bn
decrease in RWAs as a result of foreign exchange
movements
|
|
●
|
The UK leverage ratio decreased to 4.9% (December 2024:
5.0%), as the leverage exposure increased by £78.8bn to
£1,285.3bn partially offset by an increase of £2.9bn in
Tier 1 capital. The increase in leverage exposure was largely
driven by an increase in trading activity in IB, partially offset
by the strengthening of spot GBP against USD
|
|
Group funding and liquidity
|
●
|
The liquidity metrics remain well above regulatory
requirements, underpinned by well-diversified sources of funding, a
stable global deposit franchise and a highly liquid balance
sheet
|
|
●
|
The liquidity pool was £332.9bn, an increase of
£36.0bn from December 2024 (£296.9bn). The increase in
the liquidity pool was primarily driven by increased wholesale
funding and deposit growth across businesses
|
|
●
|
The average1 LCR
increased to 174.6% (December 2024: 172.4%), equivalent to a
surplus of £132.5bn (December 2024:
£127.5bn)
|
|
●
|
Total deposits increased to £575.3bn (December 2024:
£560.7bn), primarily driven by customer deposit growth in ICB
and PBWM
|
|
●
|
The average2 Net
Stable Funding Ratio (NSFR) was 135.3% (December 2024: 134.9%),
which represents a £160.1bn surplus (December 2024:
£162.9bn) above the 100% regulatory
requirement
|
|
1
|
Represents average of the last 12 spot month end ratios. In June
2025, Barclays implemented a new methodology for calculating net
stress outflows related to secured financing transactions in the
liquidity coverage ratio.
|
|
2
|
Represents average of the last four spot quarter end
ratios.
|
Group funding and liquidity (continued)
|
●
|
Wholesale funding outstanding, excluding repurchase
agreements, was £212.0bn (December 2024:
£186.0bn)
|
|
●
|
The Group issued £12.9bn equivalent of minimum
requirement for own funds and eligible liabilities (MREL)
instruments from Barclays PLC (the Parent company) as of Q325. The
Group has a strong MREL position with a ratio of 35.8%, which is in
excess of the regulatory requirement of 30.5% plus a confidential,
institution specific, Prudential Regulation Authority (PRA)
buffer
|
Other matters
|
●
|
Motor finance: Following
the publication of the UK Financial Conduct Authority's (FCA)
consultation paper CP25/27 on a proposed Motor Finance redress
scheme on 7 October 2025, Barclays has reassessed its provision for
this matter as of 30 September 2025.
Barclays and Clydesdale Financial Services Limited (CFSL) (a
subsidiary of Barclays PLC) recognised a provision of £90m in
their respective annual reports and accounts for the year ending 31
December 2024. This provision (which was reassessed as at 30 June
2025) was determined based upon the information then available and
estimated the potential impact of remediating any complaints CFSL
has received and might receive relating to motor finance commission
arrangements.
Taking account of the proposals set out in the consultation paper,
Barclays has increased the provision recognised by Barclays and
CFSL from £90m to £325m (Dec 2024: £90m) resulting
in an income statement charge in Q325 of £235m (Q324:
£nil).
Barclays has considered the information currently available and
currently considers it more likely than not that a redress scheme
will be implemented. Barclays has used multiple separate scenarios
to estimate the amount of the provision given that the proposed
terms of the FCA redress scheme are subject to consultation. The
scenarios used incorporate differing evaluations of the FCA's
current proposals and have been probability-weighted to estimate
the potential redress cost and provision required.
The resulting charge reflects the increased likelihood of a higher
number of motor finance cases falling within the scope of the
scheme contemplated by the consultation paper (which covers all
discretionary commission arrangements), the FCA's proposed approach
to customer engagement, and the likelihood of a higher than
anticipated level of customer redress reflecting the FCA's proposed
methodology for the calculation of redress. Barclays ceased lending
in the motor finance market in late 2019, and the above estimates
follow the FCA proposal that historical operations from April 2007
fall within the scope of the FCA redress scheme.
Barclays notes that the final terms of the compensation scheme
remain uncertain pending responses to the consultation paper and
publication of the FCA's Policy Statement and final scheme rules,
which is currently expected in early 2026. Accordingly, the legal
and regulatory outcomes and the nature, extent and timing of any
remediation action, if required, remain uncertain. The ultimate
financial impact could differ to the amount provided, which
represents Barclays' reasonable estimate of the cost of redress
based on the information available to Barclays, including the
proposals as set out in the FCA's consultation paper, and applying
a probability-weighted outcome that considers a range of
scenarios
|
|
●
|
FCA investigations concerning financial crime systems and controls
and compliance with the Money Laundering
Regulations: In
July 2025, the FCA concluded civil enforcement investigations into
Barclays Bank PLC and Barclays Bank UK PLC regarding compliance
with anti-money laundering regulations and financial crime
controls. Barclays Bank PLC paid £39m to resolve its
investigation, and Barclays Bank UK PLC settled a separate matter
for £9m (including a £6m voluntary payment to investors).
These amounts were fully provided for in Barclays H125 interim
Results. The FCA acknowledged Barclays' cooperation in both cases,
which are now closed
|
|
●
|
Disposal of German consumer finance business: In
Q125, Barclays Bank Ireland PLC announced the completion of the
sale of its German consumer finance business to BAWAG P.S.K., a
wholly owned subsidiary of BAWAG Group AG. The sale released
c.£3.3bn of RWAs, increasing Barclays' CET1 ratio by c.10bps
in Q125
|
|
●
|
Long-term strategic partnership for Payment Acceptance
business: On
17 April 2025, Barclays announced it had entered into a long-term
strategic partnership with Brookfield Asset Management Ltd to grow
and transform Barclays' Payment Acceptance business, previously
referred to as the Merchant Acquiring business
|
|
●
|
GM portfolio acquisition: On
22 August 2025 Barclays completed the acquisition of a US credit
card portfolio of $1.6bn receivables, in partnership with General
Motors Company. The partnership will serve to further scale
Barclays' credit card portfolio in the US and build on its growth
strategy
|
|
●
|
Disposal of Barclays' entire shareholding in Entercard Group AB
(Entercard): On
28 August 2025, Barclays announced the sale of its entire
shareholding in its joint venture Entercard to its joint venture
partner, Swedbank AB (publ). The sale is expected to release
c.£0.9bn of RWAs, increasing Barclays' CET1 ratio by c.4bps,
upon completion in Q425
|
Anna Cross, Group Finance Director
Results by Business
|
Barclays UK
|
Nine months ended
|
|
Three months ended
|
||||
|
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
Income statement information
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
Net interest income
|
5,638
|
4,812
|
17
|
|
1,961
|
1,666
|
18
|
|
Net fee, commission and other income
|
808
|
847
|
(5)
|
|
292
|
280
|
4
|
|
Total income
|
6,446
|
5,659
|
14
|
|
2,253
|
1,946
|
16
|
|
Operating costs
|
(3,472)
|
(3,065)
|
(13)
|
|
(1,189)
|
(1,017)
|
(17)
|
|
UK regulatory levies
|
(44)
|
(42)
|
(5)
|
|
(1)
|
12
|
|
|
Litigation and conduct
|
(37)
|
(7)
|
|
|
(8)
|
(1)
|
|
|
Total operating expenses
|
(3,553)
|
(3,114)
|
(14)
|
|
(1,198)
|
(1,006)
|
(19)
|
|
Other net income
|
-
|
-
|
|
|
-
|
-
|
|
|
Profit before impairment
|
2,893
|
2,545
|
14
|
|
1,055
|
940
|
12
|
|
Credit impairment charges
|
(339)
|
(82)
|
|
|
(102)
|
(16)
|
|
|
Profit before tax
|
2,554
|
2,463
|
4
|
|
953
|
924
|
3
|
|
Attributable profit
|
1,737
|
1,684
|
3
|
|
647
|
621
|
4
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
19.6%
|
21.4%
|
|
|
21.8%
|
23.4%
|
|
|
Average allocated tangible equity (£bn)
|
11.8
|
10.5
|
|
|
11.9
|
10.6
|
|
|
Cost: income ratio
|
55%
|
55%
|
|
|
53%
|
52%
|
|
|
Loan loss rate (bps)
|
20
|
5
|
|
|
18
|
3
|
|
|
Net interest margin
|
3.59%
|
3.21%
|
|
|
3.68%
|
3.34%
|
|
|
|
|
|
|
|
|
|
|
|
|
As at
30.09.25
|
As at
31.12.24
|
As at
30.09.24
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
|
|
|
|
Loans and advances to customers at amortised cost
|
213.4
|
207.7
|
199.3
|
|
|
|
|
|
Total assets
|
300.2
|
299.8
|
292.2
|
|
|
|
|
|
Customer deposits at amortised cost
|
241.5
|
244.2
|
236.3
|
|
|
|
|
|
Loan: deposit ratio
|
95%
|
92%
|
92%
|
|
|
|
|
|
Risk weighted assets
|
86.7
|
84.5
|
77.5
|
|
|
|
|
|
Period end allocated tangible equity
|
11.9
|
11.6
|
10.7
|
|
|
|
|
|
Analysis of Barclays UK
|
Nine months ended
|
|
Three months ended
|
||||
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
|
Analysis of total income
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
Retail Banking1
|
4,880
|
4,192
|
16
|
|
1,708
|
1,433
|
19
|
|
Business Banking
|
1,566
|
1,467
|
7
|
|
545
|
513
|
6
|
|
Total income
|
6,446
|
5,659
|
14
|
|
2,253
|
1,946
|
16
|
|
|
|
|
|
|
|
|
|
|
Analysis of credit impairment charges
|
|
|
|
|
|
|
|
|
Retail Banking1
|
(302)
|
(115)
|
|
|
(98)
|
(12)
|
|
|
Business Banking
|
(37)
|
33
|
|
|
(4)
|
(4)
|
-
|
|
Total credit impairment charges
|
(339)
|
(82)
|
|
|
(102)
|
(16)
|
|
|
|
|
|
|
|
|
|
|
|
|
As at
30.09.25
|
As at
31.12.24
|
As at
30.09.24
|
|
|
|
|
|
Analysis of loans and advances to customers at amortised
cost
|
£bn
|
£bn
|
£bn
|
|
|
|
|
|
Retail Banking1
|
195.2
|
188.0
|
178.7
|
|
|
|
|
|
Business Banking
|
18.2
|
19.7
|
20.6
|
|
|
|
|
|
Total loans and advances to customers at amortised
cost
|
213.4
|
207.7
|
199.3
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Analysis of customer deposits at amortised cost
|
|
|
|
|
|
|
|
|
Retail Banking1
|
189.3
|
191.4
|
182.9
|
|
|
|
|
|
Business Banking
|
52.2
|
52.8
|
53.4
|
|
|
|
|
|
Total customer deposits at amortised cost
|
241.5
|
244.2
|
236.3
|
|
|
|
|
Barclays UK delivered a RoTE of 19.6% (Q324 YTD:
21.4%) supported
by robust income, disciplined cost management as Tesco Bank is
integrated, and normalising levels of impairment underpinned by
strong asset quality.
Income statement - Q325 YTD compared to Q324 YTD
|
●
|
Profit before tax increased 4% to £2,554m
|
|
●
|
Total income increased 14% to £6,446m. NII
increased 17% to £5,638m, as continued structural hedge
momentum and the impact from Tesco Bank was partially offset by
retail deposit dynamics. Net fee, commission and other income
decreased 5% to £808m
|
|
●
|
Total operating expenses increased 14% to
£3,553m, driven
by Tesco Bank run and integration costs, and inflation. Ongoing
efficiency savings continue to be reinvested, to drive sustainable
improvement to the cost: income ratio
|
|
●
|
Credit impairment charges were £339m (Q324 YTD:
£82m), underpinned
by low UK cards 30 and 90 day arrears rates of 0.7% (Q324: 0.7%)
and 0.2% (Q324: 0.2%) respectively. Total charges are higher than
those in Q324 YTD, which benefitted from an improved macroeconomic
outlook; and Q325 YTD charges also reflect the impact from Tesco
Bank. The UK cards total coverage ratio remains stable at 4.8%
(December 2024: 4.8%)
|
Balance sheet - 30 September 2025 compared to 31 December
2024
|
●
|
Loans and advances to customers at amortised cost increased by
£5.7bn to £213.4bn,
primarily driven by growth in Retail
Banking mortgages and cards lending, partially offset by continued repayment of
government scheme lending in Business Banking
|
|
●
|
Customer deposits at amortised cost decreased by
£2.7bn to £241.5bn, driven
by a reduction in Retail Banking deposits and Business Banking
current accounts. The loan: deposit ratio remained broadly stable
at 95% (December 2024: 92%)
|
|
●
|
RWAs increased to £86.7bn (December 2024:
£84.5bn) primarily
due to Retail Banking mortgages and cards lending
growth
|
|
1
|
Following the completion of the acquisition on 1 November 2024,
Tesco Bank is reported in Retail Banking.
|
|
Barclays UK Corporate Bank
|
Nine months ended
|
|
Three months ended
|
||||
|
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
Income statement information
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
Net interest income
|
1,084
|
882
|
23
|
|
383
|
309
|
24
|
|
Net fee, commission and other income
|
441
|
440
|
-
|
|
139
|
136
|
2
|
|
Total income
|
1,525
|
1,322
|
15
|
|
522
|
445
|
17
|
|
Operating costs
|
(717)
|
(685)
|
(5)
|
|
(243)
|
(229)
|
(6)
|
|
UK regulatory levies
|
(15)
|
(23)
|
35
|
|
9
|
7
|
29
|
|
Litigation and conduct
|
(39)
|
-
|
|
|
-
|
-
|
|
|
Total operating expenses
|
(771)
|
(708)
|
(9)
|
|
(234)
|
(222)
|
(5)
|
|
Other net income
|
-
|
-
|
|
|
-
|
-
|
|
|
Profit before impairment
|
754
|
614
|
23
|
|
288
|
223
|
29
|
|
Credit impairment charges
|
(36)
|
(36)
|
-
|
|
(5)
|
(13)
|
62
|
|
Profit before tax
|
718
|
578
|
24
|
|
283
|
210
|
35
|
|
Attributable profit
|
480
|
392
|
22
|
|
196
|
144
|
36
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
18.8%
|
17.3%
|
|
|
22.8%
|
18.8%
|
|
|
Average allocated tangible equity (£bn)
|
3.4
|
3.0
|
|
|
3.4
|
3.1
|
|
|
Cost: income ratio
|
51%
|
54%
|
|
|
45%
|
50%
|
|
|
Loan loss rate (bps)
|
16
|
19
|
|
|
7
|
21
|
|
|
|
|
|
|
|
|
|
|
|
|
As at
30.09.25
|
As at
31.12.24
|
As at
30.09.24
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
|
|
|
|
Loans and advances to customers at amortised cost
|
29.0
|
25.4
|
24.8
|
|
|
|
|
|
Deposits at amortised cost
|
86.7
|
83.1
|
82.3
|
|
|
|
|
|
Risk weighted assets
|
25.2
|
23.9
|
22.1
|
|
|
|
|
|
Period end allocated tangible equity
|
3.4
|
3.3
|
3.0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Nine months ended
|
|
Three months ended
|
||||
|
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
Analysis of total income
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
Corporate lending
|
260
|
196
|
33
|
|
90
|
67
|
34
|
|
Transaction banking
|
1,265
|
1,126
|
12
|
|
432
|
378
|
14
|
|
Total income
|
1,525
|
1,322
|
15
|
|
522
|
445
|
17
|
UKCB delivered a RoTE of 18.8% (Q324 YTD: 17.3%), as increased income from higher
average deposit and lending balances was
partially offset by continued investment and higher RWAs to support
future growth ambitions.
Income statement - Q325 YTD compared to Q324 YTD
|
●
|
Profit before tax increased 24% to £718m
|
|
●
|
Total income increased 15% to £1,525m, NII increased 23% to £1,084m, driven
by higher average deposit and lending balances,
and higher structural hedge income. Net fee, commission,
trading and other income was stable
at £441m
|
|
●
|
Total operating expenses increased 9% to
£771m, including
a litigation and conduct charge of £39m in Q225. Operating
costs increased 5% to £717m, reflecting higher investment
spend to support business growth ambitions, with ongoing efficiency
savings offsetting inflationary headwinds
|
|
●
|
Credit impairment charges were £36m (Q324 YTD:
£36m), reflecting stable
underlying credit performance and limited single name
charges
|
Balance sheet - 30 September 2025 compared to 31 December
2024
|
●
|
Loans and advances to customers at amortised cost increased to
£29.0bn (December 2024: £25.4bn), reflecting
the strategic focus to grow customer lending
|
|
●
|
Deposits at amortised cost increased to £86.7bn (December
2024: £83.1bn), driven
by an inflow of balances from new and existing
customers
|
|
●
|
RWAs increased to £25.2bn (December 2024:
£23.9bn), reflecting
higher client lending limits and growth in lending
balances
|
|
Barclays Private Bank and Wealth Management
|
Nine months ended
|
|
Three months ended
|
||||
|
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
Income statement information
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
Net interest income
|
597
|
551
|
8
|
|
190
|
189
|
1
|
|
Net fee, commission and other income
|
435
|
407
|
7
|
|
145
|
137
|
6
|
|
Total income
|
1,032
|
958
|
8
|
|
335
|
326
|
3
|
|
Operating costs
|
(715)
|
(656)
|
(9)
|
|
(243)
|
(222)
|
(9)
|
|
UK regulatory levies
|
(3)
|
(2)
|
(50)
|
|
(1)
|
1
|
|
|
Litigation and conduct
|
1
|
1
|
-
|
|
1
|
-
|
|
|
Total operating expenses
|
(717)
|
(657)
|
(9)
|
|
(243)
|
(221)
|
(10)
|
|
Other net income
|
-
|
-
|
|
|
-
|
-
|
|
|
Profit before impairment
|
315
|
301
|
5
|
|
92
|
105
|
(12)
|
|
Credit impairment releases/(charges)
|
10
|
(4)
|
|
|
(1)
|
(7)
|
86
|
|
Profit before tax
|
325
|
297
|
9
|
|
91
|
98
|
(7)
|
|
Attributable profit
|
256
|
225
|
14
|
|
72
|
74
|
(3)
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
30.9%
|
29.5%
|
|
|
26.4%
|
29.0%
|
|
|
Average allocated tangible equity (£bn)
|
1.1
|
1.0
|
|
|
1.1
|
1.0
|
|
|
Cost: income ratio
|
69%
|
69%
|
|
|
73%
|
68%
|
|
|
Loan loss rate (bps)
|
(9)
|
4
|
|
|
3
|
19
|
|
|
|
|
|
|
|
|
|
|
|
Key facts
|
£bn
|
£bn
|
|
|
£bn
|
£bn
|
|
|
Net new assets under management1
|
2.6
|
3.0
|
|
|
0.7
|
1.3
|
|
|
|
|
|
|
|
|
|
|
|
|
As at
30.09.25
|
As at
31.12.24
|
As at
30.09.24
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
|
|
|
|
Loans and advances to customers at amortised cost
|
14.9
|
14.5
|
14.0
|
|
|
|
|
|
Deposits at amortised cost
|
70.6
|
69.5
|
64.8
|
|
|
|
|
|
Risk weighted assets
|
7.9
|
7.9
|
7.3
|
|
|
|
|
|
Period end allocated tangible equity
|
1.1
|
1.1
|
1.0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Invested assets2
|
135.7
|
124.6
|
122.4
|
|
|
|
|
|
Of which:
|
|
|
|
|
|
|
|
|
Assets under
management1
|
51.3
|
47.7
|
45.8
|
|
|
|
|
|
Assets under
supervision1
|
84.4
|
76.9
|
76.6
|
|
|
|
|
|
Clients assets and liabilities3
|
221.5
|
208.9
|
201.5
|
|
|
|
|
PBWM delivered a RoTE of 30.9% (Q324 YTD: 29.5%), as
higher income from net new inflow of client balances was partially
offset by continued investment to support future growth
ambitions.
Income statement - Q325 YTD compared to Q324 YTD
|
●
|
Profit before tax increased 9% to £325m
|
|
●
|
Total income increased 8% to £1,032m, driven
by growth in deposit, invested assets and loan balances from net
new inflows and market movements
|
|
●
|
Total operating expenses increased 9% to
£717m, reflecting
higher investment spend to support business growth ambitions, with
ongoing efficiency savings offsetting inflationary
headwinds
|
Balance sheet - 30 September 2025 compared to 31 December
2024
|
●
|
Client assets and liabilities increased £12.6bn to
£221.5bn, driven by net
new inflows of invested assets, deposits and loan balances and
market movements, partially offset by FX impact
|
|
●
|
RWAs were stable at £7.9bn (December 2024:
£7.9bn)
|
|
1
|
Refer to page 43 for further information on net new assets under
management, assets under management and assets under
supervision.
|
|
2
|
Invested assets (held off-balance sheet) represent assets under
management and supervision. Uninvested cash held under an
investment mandate and reported within customer deposits is
excluded from invested assets.
|
|
3
|
Client assets and liabilities refers to customer deposits, lending
and invested assets.
|
|
Barclays Investment Bank
|
Nine months ended
|
|
Three months ended
|
||||
|
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
Income statement information
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
Net interest income
|
978
|
747
|
31
|
|
347
|
282
|
23
|
|
Net trading income
|
5,903
|
4,979
|
19
|
|
1,581
|
1,512
|
5
|
|
Net fee, commission and other income
|
3,382
|
3,472
|
(3)
|
|
1,155
|
1,057
|
9
|
|
Total income
|
10,263
|
9,198
|
12
|
|
3,083
|
2,851
|
8
|
|
Operating costs
|
(6,003)
|
(5,763)
|
(4)
|
|
(2,010)
|
(1,906)
|
(5)
|
|
UK regulatory levies
|
(22)
|
(26)
|
15
|
|
5
|
7
|
(29)
|
|
Litigation and conduct
|
(20)
|
(29)
|
31
|
|
(9)
|
(17)
|
47
|
|
Total operating expenses
|
(6,045)
|
(5,818)
|
(4)
|
|
(2,014)
|
(1,916)
|
(5)
|
|
Other net income
|
-
|
-
|
|
|
-
|
-
|
|
|
Profit before impairment
|
4,218
|
3,380
|
25
|
|
1,069
|
935
|
14
|
|
Credit impairment charges
|
(283)
|
(77)
|
|
|
(144)
|
(43)
|
|
|
Profit before tax
|
3,935
|
3,303
|
19
|
|
925
|
892
|
4
|
|
Attributable profit
|
2,798
|
2,266
|
23
|
|
723
|
652
|
11
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
12.9%
|
10.1%
|
|
|
10.1%
|
8.8%
|
|
|
Average allocated tangible equity (£bn)
|
29.0
|
29.8
|
|
|
28.6
|
29.5
|
|
|
Cost: income ratio
|
59%
|
63%
|
|
|
65%
|
67%
|
|
|
Loan loss rate (bps)
|
29
|
9
|
|
|
44
|
15
|
|
|
|
|
|
|
|
|
|
|
|
|
As at
30.09.25
|
As at
31.12.24
|
As at
30.09.24
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
|
|
|
|
Loans and advances to customers at amortised cost
|
68.6
|
69.7
|
64.5
|
|
|
|
|
|
Loans and advances to banks at amortised cost
|
7.5
|
6.8
|
6.7
|
|
|
|
|
|
Debt securities at amortised cost
|
53.0
|
47.9
|
44.8
|
|
|
|
|
|
Loans and advances at amortised cost
|
129.1
|
124.4
|
116.0
|
|
|
|
|
|
Trading portfolio assets
|
191.3
|
166.1
|
185.8
|
|
|
|
|
|
Derivative financial instrument assets
|
263.8
|
291.6
|
256.7
|
|
|
|
|
|
Financial assets at fair value through the income
statement
|
222.8
|
190.4
|
210.8
|
|
|
|
|
|
Cash collateral and settlement balances
|
152.1
|
111.1
|
134.7
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Deposits at amortised cost
|
152.8
|
140.5
|
139.8
|
|
|
|
|
|
Derivative financial instrument liabilities
|
252.0
|
279.0
|
249.4
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Risk weighted assets
|
199.1
|
198.8
|
194.2
|
|
|
|
|
|
Period end allocated tangible equity
|
29.1
|
29.3
|
28.4
|
|
|
|
|
|
|
Nine months ended
|
|
Three months ended
|
||||
|
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
Analysis of total income
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
FICC
|
4,405
|
3,733
|
18
|
|
1,256
|
1,180
|
6
|
|
Equities
|
2,522
|
2,271
|
11
|
|
689
|
692
|
-
|
|
Global Markets
|
6,927
|
6,004
|
15
|
|
1,945
|
1,872
|
4
|
|
Advisory
|
462
|
472
|
(2)
|
|
196
|
186
|
5
|
|
Equity
capital markets
|
222
|
253
|
(12)
|
|
71
|
64
|
11
|
|
Debt
capital markets
|
1,174
|
1,165
|
1
|
|
379
|
344
|
10
|
|
Banking
fees and underwriting
|
1,858
|
1,890
|
(2)
|
|
646
|
594
|
9
|
|
Corporate
lending
|
220
|
108
|
|
|
68
|
(21)
|
|
|
Transaction
banking
|
1,258
|
1,196
|
5
|
|
424
|
406
|
4
|
|
International
Corporate Bank
|
1,478
|
1,304
|
13
|
|
492
|
385
|
28
|
|
Investment Banking
|
3,336
|
3,194
|
4
|
|
1,138
|
979
|
16
|
|
Total income
|
10,263
|
9,198
|
12
|
|
3,083
|
2,851
|
8
|
IB delivered a RoTE of 12.9% (Q324 YTD: 10.1%), driven
by structurally higher returns, reflecting more stable income
streams and deepened client relationships, supporting income in a
range of environments. Income growth whilst maintaining cost and
capital discipline, drove positive operating jaws and improved RWA
productivity.
Income statement - Q325 YTD compared to Q324 YTD
|
●
|
Profit before tax increased to £3,935m (Q324 YTD:
£3,303m)
|
||
|
●
|
IB has a diverse income profile across businesses and
geographies. The
2% appreciation of average GBP against USD adversely impacted
income and profits, and positively impacted credit impairment
charges and total operating expenses
|
||
|
|
Total income increased 12% to £10,263m, including
adverse average FX impacts
|
||
|
|
-
|
Global Markets income increased 15% to £6,927m across FICC and
Equities
|
|
|
|
|
-
|
FICC income increased 18% to £4,405m, reflecting continued
support provided to clients through a range of environments,
including a strong performance in Macro, Securitised products and
Credit, and sustained strength in Financing
|
|
|
|
-
|
Equities income increased 11% to £2,522m, (up 18% excluding
the prior year £125m fair value gain on Visa B shares in
Q124), reflecting growth in Prime due to increased client balances
and Cash from strong client activity across products
|
|
|
-
|
Investment Banking income increased 4% to £3,336m
|
|
|
|
|
-
|
Banking fees and underwriting income decreased 2% to £1,858m,
primarily driven by a 12% decline in Equity Capital Markets fees
due to a strong prior year comparator, which included a large UK
rights issue in Q224, partially offset by Debt Capital Markets
fees
|
|
|
|
-
|
International Corporate Bank income increased 13% to £1,478m.
Corporate lending income increased to £220m due to net gains
on fair value lending and cost of hedging
(c.£150m)1.
Transaction banking income increased 5% to £1,258m, as higher
income from growth in deposit
balances was partially offset by margin compression due to change
in deposits product mix
|
|
●
|
Total operating expenses increased 4% to
£6,045m, driven
by inflationary headwinds, higher performance costs and expenses
associated with supporting the business strategy, partially offset
by efficiency savings and FX
|
||
|
●
|
Credit impairment charges were £283m (Q324 YTD:
£77m), primarily driven by
a single name charge of c.£110m and elevated US macroeconomic
uncertainty
|
||
Balance sheet - 30 September 2025 compared to 31 December
2024
|
●
|
Loans and advances at amortised costs increased £4.7bn to
£129.1bn (December 2024: £124.4bn), driven
by increased investment in debt securities in treasury, partially
offset by the strengthening of spot GBP against
USD
|
|
●
|
Trading portfolio assets increased £25.2bn to £191.3bn
(December 2024: £166.1bn), driven
by increased trading activity in debt securities to facilitate
client demand in Global Markets, partially offset by the
strengthening of spot GBP against USD
|
|
●
|
Financial assets at fair value through the income statement
increased £32.4bn to £222.8bn (December 2024:
£190.4bn), driven
by increased secured lending in Global Markets and treasury,
partially offset by the strengthening of spot GBP against
USD
|
|
●
|
Derivative assets decreased £27.8bn to £263.8bn (December
2024: £291.6bn) and liabilities decreased £27.0bn to
£252.0bn (December 2024: £279.0bn), primarily
driven by a reduction in mark-to-market on FX derivatives and
strengthening of spot GBP against USD, partially offset by an
increase in equity derivatives
|
|
●
|
Deposits at amortised cost increased £12.3bn to £152.8bn
(December 2024: £140.5bn), driven
by growth in deposits across International Corporate Bank and
treasury, partially offset by the strengthening of spot GBP against
USD
|
|
●
|
RWAs were broadly stable at £199.1bn (December 2024:
£198.8bn) mainly
driven by client and trading activity as we continued to support
clients through a range of environments, offset by the
strengthening of spot GBP against USD
|
|
1
|
Q325 YTD included c.£65m of fair value gains on lending and
cost of hedging. Q324 YTD included c.£85m of fair value losses
on leverage finance lending.
|
|
Barclays US Consumer Bank
|
Nine months ended
|
|
Three months ended
|
||||
|
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
Income statement information
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
Net interest income
|
2,044
|
1,981
|
3
|
|
726
|
647
|
12
|
|
Net fee, commission and other income
|
584
|
488
|
20
|
|
215
|
144
|
49
|
|
Total income
|
2,628
|
2,469
|
6
|
|
941
|
791
|
19
|
|
Operating costs
|
(1,210)
|
(1,179)
|
(3)
|
|
(407)
|
(384)
|
(6)
|
|
UK regulatory levies
|
-
|
-
|
|
|
-
|
-
|
|
|
Litigation and conduct
|
(3)
|
(14)
|
79
|
|
-
|
(9)
|
|
|
Total operating expenses
|
(1,213)
|
(1,193)
|
(2)
|
|
(407)
|
(393)
|
(4)
|
|
Other net income
|
-
|
-
|
|
|
-
|
-
|
|
|
Profit before impairment
|
1,415
|
1,276
|
11
|
|
534
|
398
|
34
|
|
Credit impairment charges
|
(1,090)
|
(995)
|
(10)
|
|
(379)
|
(276)
|
(37)
|
|
Profit before tax
|
325
|
281
|
16
|
|
155
|
122
|
27
|
|
Attributable profit
|
246
|
208
|
18
|
|
118
|
89
|
33
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
9.4%
|
8.4%
|
|
|
13.5%
|
10.9%
|
|
|
Average allocated tangible equity (£bn)
|
3.5
|
3.3
|
|
|
3.5
|
3.3
|
|
|
Cost: income ratio
|
46%
|
48%
|
|
|
43%
|
50%
|
|
|
Loan loss rate (bps)
|
489
|
497
|
|
|
505
|
411
|
|
|
Net interest margin
|
10.96%
|
10.64%
|
|
|
11.50%
|
10.38%
|
|
|
|
|
|
|
|
|
|
|
|
|
As at
30.09.25
|
As at
31.12.24
|
As at
30.09.24
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
|
|
|
|
Loans and advances to customers at amortised cost
|
20.0
|
20.0
|
23.2
|
|
|
|
|
|
Deposits at amortised cost
|
23.7
|
23.3
|
19.4
|
|
|
|
|
|
Risk weighted assets
|
25.8
|
26.8
|
23.2
|
|
|
|
|
|
Period end allocated tangible equity
|
3.5
|
3.7
|
3.2
|
|
|
|
|
USCB delivered a RoTE of 9.4% (Q324 YTD: 8.4%), reflecting continued operational progress as
increased income from business growth and broadly stable
delinquencies were partially offset by the day 1 impairment charge
relating to the acquisition of the GM portfolio in August 2025 and
higher costs, including partner-related
expenses.
Income statement - Q325 YTD compared to Q324 YTD
|
●
|
Profit before tax increased to £325m (Q324 YTD:
£281m)
|
|
●
|
The 2% appreciation of average GBP against USD adversely impacted
income and profits, and positively impacted credit impairment
charges and total operating expenses
|
|
●
|
Total income increased 6% to £2,628m, driven
by organic business growth, the acquisition of the GM portfolio and
increased purchase activity. NII increased 3% to £2,044m with
a net interest margin (NIM) of 10.96% (Q324 YTD: 10.64%), including
business growth and repricing initiatives. Net fee, commission and
other income increased 20% to £584m driven by purchases and
fee growth
|
|
●
|
Total operating expenses increased 2% to
£1,213m, driven
by partner-related expenses and supporting business growth, with
ongoing efficiency savings offsetting inflationary
headwinds
|
|
●
|
Credit impairment charges were £1,090m (Q324 YTD:
£995m), driven by the
£65m day 1 impact from the acquisition of the GM portfolio and
elevated US macroeconomic uncertainty. US cards 30 and 90 day
arrears rates were 2.9%1 (Q324:
3.0%) and 1.5%1 (Q324:
1.6%) respectively. The USCB total coverage ratio decreased to
11.1% (December 2024: 11.4%) due to the acquisition of the GM
portfolio
|
Balance sheet - 30 September 2025 compared to 31 December
2024
|
●
|
Loans and advances to customers at amortised cost were stable at
£20.0bn (December 2024: £20.0bn), reflecting
the strengthening of spot GBP against USD, offset by the
acquisition of the GM portfolio
|
|
●
|
Deposits at amortised cost increased to £23.7bn (December
2024: £23.3bn), with
growth in retail savings which is in line with USCB's ambition to
grow core deposits, partially offset by the strengthening of spot
GBP against USD
|
|
●
|
RWAs decreased to £25.8bn (December 2024:
£26.8bn), reflecting
the strengthening of GBP against USD, partially offset by the
acquisition of the GM portfolio
|
|
1
|
Including a co-branded cards portfolio classified as assets held
for sale.
|
|
Head Office
|
Nine months ended
|
|
Three months ended
|
||||
|
|
30.09.25
|
30.09.24
|
|
|
30.09.25
|
30.09.24
|
|
|
Income statement information
|
£m
|
£m
|
% Change
|
|
£m
|
£m
|
% Change
|
|
Net interest income
|
426
|
463
|
(8)
|
|
138
|
215
|
(36)
|
|
Net fee, commission and other income
|
(257)
|
(245)
|
(5)
|
|
(105)
|
(27)
|
|
|
Total income
|
169
|
218
|
(22)
|
|
33
|
188
|
(82)
|
|
Operating costs
|
(544)
|
(603)
|
10
|
|
(162)
|
(197)
|
18
|
|
UK regulatory levies
|
-
|
-
|
|
|
-
|
-
|
|
|
Litigation and conduct
|
(244)
|
(50)
|
|
|
(239)
|
(7)
|
|
|
Total operating expenses
|
(788)
|
(653)
|
(21)
|
|
(401)
|
(204)
|
(97)
|
|
Other net income
|
48
|
37
|
30
|
|
39
|
21
|
86
|
|
Loss before impairment
|
(571)
|
(398)
|
(43)
|
|
(329)
|
5
|
|
|
Credit impairment charges
|
(6)
|
(77)
|
92
|
|
(1)
|
(19)
|
95
|
|
Loss before tax
|
(577)
|
(475)
|
(21)
|
|
(330)
|
(14)
|
|
|
Attributable loss
|
(537)
|
(424)
|
(27)
|
|
(299)
|
(16)
|
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
Average allocated tangible equity (£bn)
|
5.3
|
2.8
|
|
|
6.6
|
3.5
|
|
|
|
|
|
|
|
|
|
|
|
|
As at
30.09.25
|
As at
31.12.24
|
As at
30.09.24
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
|
|
|
|
Risk weighted assets
|
12.7
|
16.2
|
16.1
|
|
|
|
|
|
Period end allocated tangible equity
|
5.8
|
2.4
|
4.9
|
|
|
|
|
Income statement - Q325 YTD compared to Q324 YTD
|
●
|
Loss before tax was £577m (Q324 YTD: £475m)
|
|
●
|
Total income decreased to £169m (Q324 YTD:
£218m), primarily
from the impact
of the disposal of the German consumer finance business in Q125 and
a fair value write-down of a legacy portfolio, partially offset by
the non-recurrence of the prior year loss on sale of the
performing Italian retail mortgage portfolio
|
|
●
|
Total operating expenses increased to £788m (Q324 YTD:
£653m), primarily driven
by higher litigation and conduct charges including the £235m
charge for motor finance redress and the c.£50m expense for
the employee share grant announced at FY24 Results, partially
offset by the impact of the disposal of the German consumer finance
business
|
|
●
|
Credit impairment charges decreased to £6m (Q324 YTD:
£77m), driven
by the disposal of the German consumer finance business, and the
disposal of the Italian mortgage portfolios in
FY24
|
Balance sheet - 30 September 2025 compared to 31 December
2024
|
●
|
RWAs decreased
to £12.7bn (December 2024: £16.2bn), primarily driven
by the disposal of the German consumer finance
business
|
Quarterly Results Summary
|
Barclays Group
|
|
|
|
|
|
|
|
|
|
|
|
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
Income statement information
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
Net interest income
|
3,745
|
3,505
|
3,517
|
|
3,500
|
3,308
|
3,056
|
3,072
|
|
3,139
|
|
Net fee, commission and other income
|
3,422
|
3,682
|
4,192
|
|
3,464
|
3,239
|
3,268
|
3,881
|
|
2,459
|
|
Total income
|
7,167
|
7,187
|
7,709
|
|
6,964
|
6,547
|
6,324
|
6,953
|
|
5,598
|
|
Operating costs
|
(4,254)
|
(4,149)
|
(4,258)
|
|
(4,244)
|
(3,954)
|
(3,999)
|
(3,998)
|
|
(4,735)
|
|
UK regulatory levies
|
12
|
-
|
(96)
|
|
(227)
|
27
|
-
|
(120)
|
|
(180)
|
|
Litigation and conduct
|
(255)
|
(76)
|
(11)
|
|
(121)
|
(35)
|
(7)
|
(57)
|
|
(5)
|
|
Total operating expenses
|
(4,497)
|
(4,225)
|
(4,365)
|
|
(4,592)
|
(3,962)
|
(4,006)
|
(4,175)
|
|
(4,920)
|
|
Other net income/(expenses)
|
39
|
(9)
|
18
|
|
-
|
21
|
4
|
12
|
|
(16)
|
|
Profit before impairment
|
2,709
|
2,953
|
3,362
|
|
2,372
|
2,606
|
2,322
|
2,790
|
|
662
|
|
Credit impairment charges
|
(632)
|
(469)
|
(643)
|
|
(711)
|
(374)
|
(384)
|
(513)
|
|
(552)
|
|
Profit before tax
|
2,077
|
2,484
|
2,719
|
|
1,661
|
2,232
|
1,938
|
2,277
|
|
110
|
|
Tax (charges)/credit
|
(365)
|
(552)
|
(621)
|
|
(448)
|
(412)
|
(427)
|
(465)
|
|
23
|
|
Profit after tax
|
1,712
|
1,932
|
2,098
|
|
1,213
|
1,820
|
1,511
|
1,812
|
|
133
|
|
Non-controlling interests
|
-
|
(21)
|
(2)
|
|
(20)
|
(3)
|
(23)
|
(3)
|
|
(25)
|
|
Other equity instrument holders
|
(255)
|
(252)
|
(232)
|
|
(228)
|
(253)
|
(251)
|
(259)
|
|
(219)
|
|
Attributable profit/(loss)
|
1,457
|
1,659
|
1,864
|
|
965
|
1,564
|
1,237
|
1,550
|
|
(111)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
|
|
|
Return on average tangible shareholders' equity
|
10.6%
|
12.3%
|
14.0%
|
|
7.5%
|
12.3%
|
9.9%
|
12.3%
|
|
(0.9)%
|
|
Average tangible shareholders' equity (£bn)
|
55.1
|
53.9
|
53.1
|
|
51.5
|
51.0
|
49.8
|
50.5
|
|
48.9
|
|
Cost: income ratio
|
63%
|
59%
|
57%
|
|
66%
|
61%
|
63%
|
60%
|
|
88%
|
|
Loan loss rate (bps)
|
57
|
44
|
61
|
|
66
|
37
|
38
|
51
|
|
54
|
|
Basic earnings per ordinary share
|
10.4p
|
11.7p
|
13.0p
|
|
6.7p
|
10.7p
|
8.3p
|
10.3p
|
|
(0.7)p
|
|
Basic weighted average number of shares (m)
|
14,045
|
14,211
|
14,314
|
|
14,432
|
14,648
|
14,915
|
14,983
|
|
15,092
|
|
Period end number of shares (m)
|
13,996
|
14,180
|
14,336
|
|
14,420
|
14,571
|
14,826
|
15,091
|
|
15,155
|
|
Period end tangible shareholders' equity (£bn)
|
54.9
|
54.5
|
53.4
|
|
51.5
|
51.1
|
50.4
|
50.6
|
|
50.2
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance sheet and capital
management1
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Loans and advances to customers at amortised cost
|
346.4
|
339.2
|
338.6
|
|
337.9
|
326.5
|
329.8
|
332.1
|
|
333.3
|
|
Loans and advances to banks at amortised cost
|
9.4
|
8.7
|
9.4
|
|
8.3
|
8.1
|
8.0
|
8.5
|
|
9.5
|
|
Debt securities at amortised cost
|
70.7
|
69.9
|
71.4
|
|
68.2
|
64.6
|
61.7
|
57.4
|
|
56.7
|
|
Loans and advances at amortised cost
|
426.5
|
417.8
|
419.4
|
|
414.5
|
399.2
|
399.5
|
397.9
|
|
399.5
|
|
Loans and advances at amortised cost impairment coverage
ratio
|
1.2%
|
1.2%
|
1.2%
|
|
1.2%
|
1.3%
|
1.4%
|
1.4%
|
|
1.4%
|
|
Total assets
|
1,629.2
|
1,598.7
|
1,593.5
|
|
1,518.2
|
1,531.1
|
1,576.6
|
1,577.1
|
|
1,477.5
|
|
Deposits at amortised cost
|
575.3
|
564.5
|
574.3
|
|
560.7
|
542.8
|
557.5
|
552.3
|
|
538.8
|
|
Tangible net asset value per share
|
392p
|
384p
|
372p
|
|
357p
|
351p
|
340p
|
335p
|
|
331p
|
|
Common equity tier 1 ratio
|
14.1%
|
14.0%
|
13.9%
|
|
13.6%
|
13.8%
|
13.6%
|
13.5%
|
|
13.8%
|
|
Common equity tier 1 capital
|
50.3
|
49.5
|
48.8
|
|
48.6
|
47.0
|
47.7
|
47.1
|
|
47.3
|
|
Risk weighted assets
|
357.4
|
353.0
|
351.3
|
|
358.1
|
340.4
|
351.4
|
349.6
|
|
342.7
|
|
UK leverage ratio
|
4.9%
|
5.0%
|
5.0%
|
|
5.0%
|
4.9%
|
5.0%
|
4.9%
|
|
5.2%
|
|
UK leverage exposure
|
1,285.3
|
1,259.8
|
1,252.8
|
|
1,206.5
|
1,197.4
|
1,222.7
|
1,226.5
|
|
1,168.3
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Funding and liquidity
|
|
|
|
|
|
|
|
|
|
|
|
Group liquidity pool (£bn)
|
332.9
|
333.7
|
336.3
|
|
296.9
|
311.7
|
328.7
|
323.5
|
|
298.1
|
|
Liquidity coverage ratio
|
174.6%
|
177.7%
|
175.3%
|
|
172.4%
|
170.1%
|
167.0%
|
163.2%
|
|
161.4%
|
|
Net stable funding ratio
|
135.3%
|
135.6%
|
136.2%
|
|
134.9%
|
135.6%
|
136.4%
|
135.7%
|
|
138.0%
|
|
Loan: deposit ratio
|
74%
|
74%
|
73%
|
|
74%
|
74%
|
72%
|
72%
|
|
74%
|
|
1
|
Refer to pages 35 to 39 for further information on how capital,
RWAs and leverage are calculated.
|
Quarterly Results by Business
|
Barclays UK
|
|
|
|
|
|
|
|
|
|
|
|
|
Q325
|
Q225
|
Q125
|
|
Q4241
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
Income statement information
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
Net interest income
|
1,961
|
1,855
|
1,822
|
|
1,815
|
1,666
|
1,597
|
1,549
|
|
1,575
|
|
Net fee, commission and other income
|
292
|
264
|
252
|
|
800
|
280
|
290
|
277
|
|
217
|
|
Total income
|
2,253
|
2,119
|
2,074
|
|
2,615
|
1,946
|
1,887
|
1,826
|
|
1,792
|
|
Operating costs
|
(1,189)
|
(1,168)
|
(1,115)
|
|
(1,170)
|
(1,017)
|
(1,041)
|
(1,007)
|
|
(1,153)
|
|
UK regulatory levies
|
(1)
|
-
|
(43)
|
|
(36)
|
12
|
-
|
(54)
|
|
(30)
|
|
Litigation and conduct
|
(8)
|
(27)
|
(2)
|
|
(9)
|
(1)
|
(4)
|
(2)
|
|
(4)
|
|
Total operating expenses
|
(1,198)
|
(1,195)
|
(1,160)
|
|
(1,215)
|
(1,006)
|
(1,045)
|
(1,063)
|
|
(1,187)
|
|
Other net income
|
-
|
-
|
-
|
|
-
|
-
|
-
|
-
|
|
-
|
|
Profit before impairment
|
1,055
|
924
|
914
|
|
1,400
|
940
|
842
|
763
|
|
605
|
|
Credit impairment charges
|
(102)
|
(79)
|
(158)
|
|
(283)
|
(16)
|
(8)
|
(58)
|
|
(37)
|
|
Profit before tax
|
953
|
845
|
756
|
|
1,117
|
924
|
834
|
705
|
|
568
|
|
Attributable profit
|
647
|
580
|
510
|
|
781
|
621
|
584
|
479
|
|
382
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Loans and advances to customers at amortised cost
|
213.4
|
211.2
|
209.6
|
|
207.7
|
199.3
|
198.7
|
200.8
|
|
202.8
|
|
Customer deposits at amortised cost
|
241.5
|
241.3
|
243.1
|
|
244.2
|
236.3
|
236.8
|
237.2
|
|
241.1
|
|
Loan: deposit ratio
|
95%
|
94%
|
93%
|
|
92%
|
92%
|
91%
|
92%
|
|
92%
|
|
Risk weighted assets
|
86.7
|
86.1
|
85.0
|
|
84.5
|
77.5
|
76.5
|
76.5
|
|
73.5
|
|
Period end allocated tangible equity
|
11.9
|
11.8
|
11.8
|
|
11.6
|
10.7
|
10.6
|
10.7
|
|
10.2
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
21.8%
|
19.7%
|
17.4%
|
|
28.0%
|
23.4%
|
22.3%
|
18.5%
|
|
14.9%
|
|
Average allocated tangible equity (£bn)
|
11.9
|
11.8
|
11.7
|
|
11.2
|
10.6
|
10.5
|
10.4
|
|
10.2
|
|
Cost: income ratio
|
53%
|
56%
|
56%
|
|
46%
|
52%
|
55%
|
58%
|
|
66%
|
|
Loan loss rate (bps)
|
18
|
14
|
28
|
|
49
|
3
|
1
|
11
|
|
7
|
|
Net interest margin
|
3.68%
|
3.55%
|
3.55%
|
|
3.53%
|
3.34%
|
3.22%
|
3.09%
|
|
3.07%
|
|
1
|
Q424 includes the day 1 impacts from the acquisition of Tesco Bank:
total Income includes a £556m gain, and credit impairment
charges includes a £209m charge
|
|
Analysis of Barclays UK
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
Analysis of total income
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
Retail Banking1
|
1,708
|
1,599
|
1,573
|
|
2,078
|
1,433
|
1,402
|
1,357
|
|
1,309
|
|
Business Banking
|
545
|
520
|
501
|
|
537
|
513
|
485
|
469
|
|
483
|
|
Total income
|
2,253
|
2,119
|
2,074
|
|
2,615
|
1,946
|
1,887
|
1,826
|
|
1,792
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Analysis of credit impairment (charges)/releases
|
|
|
|
|
|
|
|
|
|
|
|
Retail Banking1
|
(98)
|
(59)
|
(145)
|
|
(279)
|
(12)
|
(51)
|
(52)
|
|
(38)
|
|
Business Banking
|
(4)
|
(20)
|
(13)
|
|
(4)
|
(4)
|
43
|
(6)
|
|
1
|
|
Total credit impairment charges
|
(102)
|
(79)
|
(158)
|
|
(283)
|
(16)
|
(8)
|
(58)
|
|
(37)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Analysis of loans and advances to customers at amortised
cost
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Retail Banking1
|
195.2
|
192.4
|
190.4
|
|
188.0
|
178.7
|
177.5
|
178.8
|
|
179.8
|
|
Business Banking
|
18.2
|
18.8
|
19.2
|
|
19.7
|
20.6
|
21.2
|
22.0
|
|
23.0
|
|
Total loans and advances to customers at amortised
cost
|
213.4
|
211.2
|
209.6
|
|
207.7
|
199.3
|
198.7
|
200.8
|
|
202.8
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Analysis of customer deposits at amortised cost
|
|
|
|
|
|
|
|
|
|
|
|
Retail Banking1
|
189.3
|
189.3
|
190.8
|
|
191.4
|
182.9
|
183.3
|
183.4
|
|
185.4
|
|
Business Banking
|
52.2
|
52.0
|
52.3
|
|
52.8
|
53.4
|
53.5
|
53.8
|
|
55.7
|
|
Total customer deposits at amortised cost
|
241.5
|
241.3
|
243.1
|
|
244.2
|
236.3
|
236.8
|
237.2
|
|
241.1
|
|
1
|
Following the completion of the acquisition on 1 November 2024,
Tesco Bank is reported in Retail Banking
|
|
Barclays UK Corporate Bank
|
|
|
|
|
|
|
|
|
|
|
|
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
Income statement information
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
Net interest income
|
383
|
359
|
342
|
|
324
|
309
|
296
|
277
|
|
247
|
|
Net fee, commission, trading and other income
|
139
|
160
|
142
|
|
134
|
136
|
147
|
157
|
|
148
|
|
Total income
|
522
|
519
|
484
|
|
458
|
445
|
443
|
434
|
|
395
|
|
Operating costs
|
(243)
|
(240)
|
(234)
|
|
(250)
|
(229)
|
(235)
|
(221)
|
|
(258)
|
|
UK regulatory levies
|
9
|
-
|
(24)
|
|
(14)
|
7
|
-
|
(30)
|
|
(8)
|
|
Litigation and conduct
|
-
|
(39)
|
-
|
|
(1)
|
-
|
-
|
-
|
|
(1)
|
|
Total operating expenses
|
(234)
|
(279)
|
(258)
|
|
(265)
|
(222)
|
(235)
|
(251)
|
|
(267)
|
|
Other net expenses
|
-
|
-
|
-
|
|
-
|
-
|
-
|
-
|
|
(5)
|
|
Profit before impairment
|
288
|
240
|
226
|
|
193
|
223
|
208
|
183
|
|
123
|
|
Credit impairment charges
|
(5)
|
(12)
|
(19)
|
|
(40)
|
(13)
|
(8)
|
(15)
|
|
(18)
|
|
Profit before tax
|
283
|
228
|
207
|
|
153
|
210
|
200
|
168
|
|
105
|
|
Attributable profit
|
196
|
142
|
142
|
|
98
|
144
|
135
|
113
|
|
59
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Loans and advances to customers at amortised cost
|
29.0
|
27.9
|
26.7
|
|
25.4
|
24.8
|
25.7
|
25.7
|
|
26.4
|
|
Deposits at amortised cost
|
86.7
|
85.3
|
85.3
|
|
83.1
|
82.3
|
84.9
|
81.7
|
|
84.9
|
|
Risk weighted assets
|
25.2
|
25.3
|
24.2
|
|
23.9
|
22.1
|
21.9
|
21.4
|
|
20.9
|
|
Period end allocated tangible equity
|
3.4
|
3.5
|
3.4
|
|
3.3
|
3.0
|
3.0
|
3.0
|
|
3.0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
22.8%
|
16.6%
|
17.1%
|
|
12.3%
|
18.8%
|
18.0%
|
15.2%
|
|
8.4%
|
|
Average allocated tangible equity (£bn)
|
3.4
|
3.4
|
3.3
|
|
3.2
|
3.1
|
3.0
|
3.0
|
|
2.8
|
|
Cost: income ratio
|
45%
|
54%
|
53%
|
|
58%
|
50%
|
53%
|
58%
|
|
68%
|
|
Loan loss rate (bps)
|
7
|
17
|
28
|
|
62
|
21
|
12
|
23
|
|
27
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Analysis of total income
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
Corporate lending
|
90
|
90
|
80
|
|
71
|
67
|
57
|
72
|
|
64
|
|
Transaction banking
|
432
|
429
|
404
|
|
387
|
378
|
386
|
362
|
|
331
|
|
Total income
|
522
|
519
|
484
|
|
458
|
445
|
443
|
434
|
|
395
|
|
Barclays Private Bank and Wealth Management
|
|
|
|
|
|
|
|
|
|
|
|
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
Income statement information
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
Net interest income
|
190
|
203
|
204
|
|
216
|
189
|
187
|
175
|
|
182
|
|
Net fee, commission and other income
|
145
|
145
|
145
|
|
135
|
137
|
133
|
137
|
|
131
|
|
Total income
|
335
|
348
|
349
|
|
351
|
326
|
320
|
312
|
|
313
|
|
Operating costs
|
(243)
|
(238)
|
(234)
|
|
(255)
|
(222)
|
(220)
|
(214)
|
|
(255)
|
|
UK regulatory levies
|
(1)
|
-
|
(2)
|
|
(7)
|
1
|
-
|
(3)
|
|
(4)
|
|
Litigation and conduct
|
1
|
-
|
-
|
|
(1)
|
-
|
1
|
-
|
|
2
|
|
Total operating expenses
|
(243)
|
(238)
|
(236)
|
|
(263)
|
(221)
|
(219)
|
(217)
|
|
(257)
|
|
Other net income
|
-
|
-
|
-
|
|
-
|
-
|
-
|
-
|
|
-
|
|
Profit before impairment
|
92
|
110
|
113
|
|
88
|
105
|
101
|
95
|
|
56
|
|
Credit impairment (charges)/releases
|
(1)
|
2
|
9
|
|
(2)
|
(7)
|
3
|
-
|
|
4
|
|
Profit before tax
|
91
|
112
|
122
|
|
86
|
98
|
104
|
95
|
|
60
|
|
Attributable profit
|
72
|
88
|
96
|
|
63
|
74
|
77
|
74
|
|
47
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Loans and advances to customers at amortised cost
|
14.9
|
14.5
|
14.5
|
|
14.5
|
14.0
|
13.9
|
13.7
|
|
13.6
|
|
Deposits at amortised cost
|
70.6
|
66.7
|
73.1
|
|
69.5
|
64.8
|
64.6
|
61.9
|
|
60.3
|
|
Risk weighted assets
|
7.9
|
7.9
|
8.0
|
|
7.9
|
7.3
|
7.0
|
7.2
|
|
7.2
|
|
Period end allocated tangible equity
|
1.1
|
1.1
|
1.1
|
|
1.1
|
1.0
|
1.0
|
1.0
|
|
1.0
|
|
Client assets and liabilities1
|
221.5
|
213.4
|
212.4
|
|
208.9
|
201.5
|
198.5
|
189.1
|
|
182.9
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
26.4%
|
31.9%
|
34.5%
|
|
23.9%
|
29.0%
|
30.8%
|
28.7%
|
|
19.1%
|
|
Average allocated tangible equity (£bn)
|
1.1
|
1.1
|
1.1
|
|
1.1
|
1.0
|
1.0
|
1.0
|
|
1.0
|
|
Cost: income ratio
|
73%
|
68%
|
68%
|
|
75%
|
68%
|
68%
|
70%
|
|
82%
|
|
Loan loss rate (bps)
|
3
|
(5)
|
(25)
|
|
5
|
19
|
(9)
|
-
|
|
(10)
|
|
1
|
Client assets and liabilities refers to customer deposits, lending
and invested assets.
|
|
Barclays Investment Bank
|
|
|
|
|
|
|
|
|
|
|
|
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
Income statement information
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
Net interest income
|
347
|
334
|
297
|
|
284
|
282
|
268
|
197
|
|
282
|
|
Net trading income
|
1,581
|
1,906
|
2,416
|
|
1,262
|
1,512
|
1,485
|
1,982
|
|
757
|
|
Net fee, commission and other income
|
1,155
|
1,067
|
1,160
|
|
1,061
|
1,057
|
1,266
|
1,149
|
|
998
|
|
Total income
|
3,083
|
3,307
|
3,873
|
|
2,607
|
2,851
|
3,019
|
3,328
|
|
2,037
|
|
Operating costs
|
(2,010)
|
(1,932)
|
(2,061)
|
|
(1,903)
|
(1,906)
|
(1,900)
|
(1,957)
|
|
(1,934)
|
|
UK regulatory levies
|
5
|
-
|
(27)
|
|
(161)
|
7
|
-
|
(33)
|
|
(123)
|
|
Litigation and conduct
|
(9)
|
(8)
|
(3)
|
|
(26)
|
(17)
|
(3)
|
(9)
|
|
(2)
|
|
Total operating expenses
|
(2,014)
|
(1,940)
|
(2,091)
|
|
(2,090)
|
(1,916)
|
(1,903)
|
(1,999)
|
|
(2,059)
|
|
Other net expenses
|
-
|
-
|
-
|
|
-
|
-
|
-
|
-
|
|
(1)
|
|
Profit/(loss) before impairment
|
1,069
|
1,367
|
1,782
|
|
517
|
935
|
1,116
|
1,329
|
|
(23)
|
|
Credit impairment (charges)/releases
|
(144)
|
(67)
|
(72)
|
|
(46)
|
(43)
|
(44)
|
10
|
|
(23)
|
|
Profit/(loss) before tax
|
925
|
1,300
|
1,710
|
|
471
|
892
|
1,072
|
1,339
|
|
(46)
|
|
Attributable profit/(loss)
|
723
|
876
|
1,199
|
|
247
|
652
|
715
|
899
|
|
(149)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Loans and advances to customers at amortised cost
|
68.6
|
66.8
|
68.6
|
|
69.7
|
64.5
|
66.6
|
64.6
|
|
62.7
|
|
Loans and advances to banks at amortised cost
|
7.5
|
7.1
|
7.4
|
|
6.8
|
6.7
|
6.6
|
7.6
|
|
7.3
|
|
Debt securities at amortised cost
|
53.0
|
52.4
|
53.1
|
|
47.9
|
44.8
|
41.7
|
40.4
|
|
38.9
|
|
Loans and advances at amortised cost
|
129.1
|
126.3
|
129.1
|
|
124.4
|
116.0
|
114.9
|
112.6
|
|
108.9
|
|
Trading portfolio assets
|
191.3
|
186.1
|
185.5
|
|
166.1
|
185.8
|
197.2
|
195.3
|
|
174.5
|
|
Derivative financial instrument assets
|
263.8
|
279.0
|
253.6
|
|
291.6
|
256.7
|
251.4
|
248.9
|
|
255.1
|
|
Financial assets at fair value through the income
statement
|
222.8
|
215.2
|
209.5
|
|
190.4
|
210.8
|
211.7
|
225.1
|
|
202.5
|
|
Cash collateral and settlement balances
|
152.1
|
145.0
|
148.8
|
|
111.1
|
134.7
|
139.8
|
129.8
|
|
102.3
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Deposits at amortised cost
|
152.8
|
148.7
|
148.9
|
|
140.5
|
139.8
|
151.3
|
151.1
|
|
132.7
|
|
Derivative financial instrument liabilities
|
252.0
|
265.1
|
245.1
|
|
279.0
|
249.4
|
241.8
|
241.5
|
|
249.7
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Risk weighted assets
|
199.1
|
196.4
|
195.9
|
|
198.8
|
194.2
|
203.3
|
200.4
|
|
197.3
|
|
Period end allocated tangible equity
|
29.1
|
28.7
|
28.9
|
|
29.3
|
28.4
|
29.7
|
29.6
|
|
29.0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
10.1%
|
12.2%
|
16.2%
|
|
3.4%
|
8.8%
|
9.6%
|
12.0%
|
|
(2.1)%
|
|
Average allocated tangible equity (£bn)
|
28.6
|
28.7
|
29.6
|
|
29.3
|
29.5
|
29.9
|
30.0
|
|
28.9
|
|
Cost: income ratio
|
65%
|
59%
|
54%
|
|
80%
|
67%
|
63%
|
60%
|
|
101%
|
|
Loan loss rate (bps)
|
44
|
21
|
23
|
|
15
|
15
|
15
|
(4)
|
|
8
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Analysis of total income
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
FICC
|
1,256
|
1,450
|
1,699
|
|
934
|
1,180
|
1,149
|
1,404
|
|
724
|
|
Equities
|
689
|
870
|
963
|
|
604
|
692
|
696
|
883
|
|
431
|
|
Global Markets
|
1,945
|
2,320
|
2,662
|
|
1,538
|
1,872
|
1,845
|
2,287
|
|
1,155
|
|
Advisory
|
196
|
123
|
143
|
|
189
|
186
|
138
|
148
|
|
171
|
|
Equity
capital markets
|
71
|
81
|
70
|
|
98
|
64
|
121
|
68
|
|
38
|
|
Debt
capital markets
|
379
|
364
|
431
|
|
327
|
344
|
420
|
401
|
|
301
|
|
Banking
Fees and Underwriting
|
646
|
568
|
644
|
|
614
|
594
|
679
|
617
|
|
510
|
|
Corporate
lending
|
68
|
(4)
|
156
|
|
45
|
(21)
|
87
|
42
|
|
(23)
|
|
Transaction
banking
|
424
|
423
|
411
|
|
410
|
406
|
408
|
382
|
|
395
|
|
International
Corporate Banking
|
492
|
419
|
567
|
|
455
|
385
|
495
|
424
|
|
372
|
|
Investment Banking
|
1,138
|
987
|
1,211
|
|
1,069
|
979
|
1,174
|
1,041
|
|
882
|
|
Total income
|
3,083
|
3,307
|
3,873
|
|
2,607
|
2,851
|
3,019
|
3,328
|
|
2,037
|
|
Barclays US Consumer Bank
|
|
|
|
|
|
|
|
|
|
|
|
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
Income statement information
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
Net interest income
|
726
|
640
|
678
|
|
678
|
647
|
646
|
688
|
|
686
|
|
Net fee, commission, trading and other income
|
215
|
183
|
186
|
|
179
|
144
|
173
|
171
|
|
180
|
|
Total income
|
941
|
823
|
864
|
|
857
|
791
|
819
|
859
|
|
866
|
|
Operating costs
|
(407)
|
(396)
|
(407)
|
|
(433)
|
(384)
|
(408)
|
(387)
|
|
(418)
|
|
UK regulatory levies
|
-
|
-
|
-
|
|
-
|
-
|
-
|
-
|
|
-
|
|
Litigation and conduct
|
-
|
-
|
(3)
|
|
-
|
(9)
|
(2)
|
(3)
|
|
(2)
|
|
Total operating expenses
|
(407)
|
(396)
|
(410)
|
|
(433)
|
(393)
|
(410)
|
(390)
|
|
(420)
|
|
Other net income
|
-
|
-
|
-
|
|
-
|
-
|
-
|
-
|
|
-
|
|
Profit before impairment
|
534
|
427
|
454
|
|
424
|
398
|
409
|
469
|
|
446
|
|
Credit impairment charges
|
(379)
|
(312)
|
(399)
|
|
(298)
|
(276)
|
(309)
|
(410)
|
|
(449)
|
|
Profit/(loss) before tax
|
155
|
115
|
55
|
|
126
|
122
|
100
|
59
|
|
(3)
|
|
Attributable profit/(loss)
|
118
|
87
|
41
|
|
94
|
89
|
75
|
44
|
|
(3)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Loans and advances to customers at amortised cost
|
20.0
|
18.2
|
18.8
|
|
20.0
|
23.2
|
24.3
|
23.6
|
|
24.2
|
|
Deposits at amortised cost
|
23.7
|
22.5
|
23.8
|
|
23.3
|
19.4
|
20.0
|
20.3
|
|
19.7
|
|
Risk weighted assets
|
25.8
|
24.7
|
25.6
|
|
26.8
|
23.2
|
24.4
|
23.9
|
|
24.8
|
|
Period end allocated tangible equity
|
3.5
|
3.4
|
3.5
|
|
3.7
|
3.2
|
3.3
|
3.3
|
|
3.4
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
13.5%
|
10.2%
|
4.5%
|
|
11.2%
|
10.9%
|
9.2%
|
5.3%
|
|
(0.3)%
|
|
Average allocated tangible equity (£bn)
|
3.5
|
3.4
|
3.6
|
|
3.4
|
3.3
|
3.3
|
3.3
|
|
3.3
|
|
Cost: income ratio
|
43%
|
48%
|
47%
|
|
51%
|
50%
|
50%
|
46%
|
|
48%
|
|
Loan loss rate (bps)1
|
505
|
456
|
562
|
|
395
|
411
|
438
|
610
|
|
636
|
|
Net interest margin
|
11.50%
|
10.83%
|
10.53%
|
|
10.66%
|
10.38%
|
10.43%
|
11.12%
|
|
10.88%
|
|
1
|
LLR includes held for sale portfolios to remain consistent with the
treatment of impairment.
|
|
Head Office
|
|
|
|
|
|
|
|
|
|
|
|
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
Income statement information
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
Net interest income
|
138
|
114
|
174
|
|
183
|
215
|
62
|
186
|
|
167
|
|
Net fee, commission and other income
|
(105)
|
(43)
|
(109)
|
|
(107)
|
(27)
|
(226)
|
8
|
|
28
|
|
Total income
|
33
|
71
|
65
|
|
76
|
188
|
(164)
|
194
|
|
195
|
|
Operating costs
|
(162)
|
(175)
|
(207)
|
|
(233)
|
(197)
|
(195)
|
(211)
|
|
(717)
|
|
UK regulatory levies
|
-
|
-
|
-
|
|
(9)
|
-
|
-
|
-
|
|
(14)
|
|
Litigation and conduct
|
(239)
|
(2)
|
(3)
|
|
(84)
|
(7)
|
1
|
(44)
|
|
1
|
|
Total operating expenses
|
(401)
|
(177)
|
(210)
|
|
(326)
|
(204)
|
(194)
|
(255)
|
|
(730)
|
|
Other net income/(expenses)
|
39
|
(9)
|
18
|
|
-
|
21
|
4
|
12
|
|
(10)
|
|
(Loss)/profit before impairment
|
(329)
|
(115)
|
(127)
|
|
(250)
|
5
|
(354)
|
(49)
|
|
(545)
|
|
Credit impairment charges
|
(1)
|
(1)
|
(4)
|
|
(42)
|
(19)
|
(18)
|
(40)
|
|
(29)
|
|
Loss before tax
|
(330)
|
(116)
|
(131)
|
|
(292)
|
(14)
|
(372)
|
(89)
|
|
(574)
|
|
Attributable loss
|
(299)
|
(114)
|
(124)
|
|
(318)
|
(16)
|
(349)
|
(59)
|
|
(447)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance sheet information
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Risk weighted assets
|
12.7
|
12.6
|
12.7
|
|
16.2
|
16.1
|
18.3
|
20.2
|
|
19.0
|
|
Period end allocated tangible equity
|
5.8
|
5.9
|
4.7
|
|
2.4
|
4.9
|
2.7
|
3.0
|
|
3.6
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Performance measures
|
|
|
|
|
|
|
|
|
|
|
|
Average allocated tangible equity (£bn)
|
6.6
|
5.5
|
3.8
|
|
3.4
|
3.5
|
2.1
|
2.8
|
|
2.7
|
Performance Management
|
Margins and balances
|
|
|
|
|
|
|
|
|
Nine months ended 30.09.25
|
Nine months ended 30.09.24
|
||||
|
|
Net interest income
|
Average customer assets
|
Net interest margin
|
Net interest income
|
Average customer assets
|
Net interest margin
|
|
|
£m
|
£m
|
%
|
£m
|
£m
|
%
|
|
Barclays UK
|
5,638
|
209,779
|
3.59
|
4,812
|
199,938
|
3.21
|
|
Barclays UK Corporate Bank
|
1,084
|
25,584
|
5.66
|
882
|
22,552
|
5.22
|
|
Barclays Private Bank and Wealth Management
|
597
|
14,735
|
5.42
|
551
|
13,862
|
5.31
|
|
Barclays US Consumer Bank1
|
2,044
|
24,930
|
10.96
|
1,981
|
24,864
|
10.64
|
|
Group excluding IB and Head
Office1
|
9,363
|
275,028
|
4.55
|
8,226
|
261,216
|
4.21
|
|
Barclays Investment Bank
|
978
|
|
|
747
|
|
|
|
Head Office
|
426
|
|
|
463
|
|
|
|
Barclays Group Net interest income
|
10,767
|
|
|
9,436
|
|
|
The Group excluding IB and Head Office net interest margin
increased by 34bps from 4.21% in Q324 to 4.55% in Q325, due to
continued structural hedge momentum, and the impact of Tesco Bank,
partially offset by retail deposit dynamics.
|
Quarterly analysis
|
|
|
|||
|
|
Q325
|
Q225
|
Q125
|
Q424
|
Q324
|
|
Net interest income
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Barclays UK
|
1,961
|
1,855
|
1,822
|
1,815
|
1,666
|
|
Barclays UK Corporate Bank
|
383
|
359
|
342
|
324
|
309
|
|
Barclays Private Bank and Wealth Management
|
190
|
203
|
204
|
216
|
189
|
|
Barclays US Consumer Bank
|
726
|
640
|
678
|
678
|
647
|
|
Group excluding IB and Head Office
|
3,260
|
3,057
|
3,046
|
3,033
|
2,811
|
|
|
|
|
|
|
|
|
Average customer assets
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Barclays UK
|
211,384
|
209,649
|
208,305
|
204,793
|
198,616
|
|
Barclays UK Corporate Bank
|
26,645
|
25,478
|
24,605
|
23,450
|
23,049
|
|
Barclays Private Bank and Wealth Management
|
14,802
|
14,729
|
14,674
|
14,381
|
14,061
|
|
Barclays US Consumer Bank1
|
25,037
|
23,713
|
26,106
|
25,314
|
24,798
|
|
Group excluding IB and Head
Office1
|
277,868
|
273,569
|
273,690
|
267,938
|
260,524
|
|
|
|
|
|
|
|
|
Net interest margin
|
%
|
%
|
%
|
%
|
%
|
|
Barclays UK
|
3.68
|
3.55
|
3.55
|
3.53
|
3.34
|
|
Barclays UK Corporate Bank
|
5.70
|
5.65
|
5.64
|
5.50
|
5.33
|
|
Barclays Private Bank and Wealth Management
|
5.09
|
5.53
|
5.64
|
5.98
|
5.35
|
|
Barclays US Consumer Bank
|
11.50
|
10.83
|
10.53
|
10.66
|
10.38
|
|
Group excluding IB and Head Office
|
4.65
|
4.48
|
4.51
|
4.50
|
4.29
|
|
1
|
Includes average customer asset balances classified as held for
sale.
|
Structural hedge
The Group employs a structural hedge programme designed to
stabilise NIM on fixed rate non-maturity balance sheet items that
are behaviourally stable. As interest rates move, such balances
would otherwise drive material income volatility where there is a
re-pricing mismatch with floating rate assets.
The structural hedge predominantly covers non-interest-bearing
current accounts and the fixed portion of instant access savings
accounts as well as equity, which are invested into either floating
rate customer assets or balances at central banks, creating an
exposure to changes in interest rates. The structural hedge is
executed via a portfolio of receive-fixed, pay variable interest
rate swaps, with an amortising structure so that a small portion
matures and is reinvested each month at prevailing market rates.
The pay-floating leg of the interest rate swaps nets down a
proportion of the receive-floating income from the customer assets,
leaving a receive-fixed income stream from the structural
hedge.
The purpose of the structural hedge is to smooth the Group NII
through time. The floating leg of the swap will re-price
immediately, whereas the fixed rate yield on the portfolio reprices
gradually, as a portion of the swap portfolio matures and the roll
is re-invested onto new market rates.
When interest rates are higher than our structural hedge yield, the
pay-floating rate will typically be higher than our average
receive-fixed rate. In this scenario, when viewed in isolation, the
structural hedge will be a net drag to Group NII. When floating
rates are lower than our structural hedge yield, the hedge in
isolation will be a net benefit.
Since the receive-fixed swaps are booked for a specific term, an
element of NII is 'locked in'. The income stabilising feature of
the structural hedge provides greater net interest income certainty
through the interest rate cycle.
The structural hedge is one component of a larger portfolio of
interest rate risk management activities that includes
non-structural hedging (e.g. pay-fixed and receive-variable flows
for asset hedging), and other offsetting flows. The net risk of
these positions is executed externally through interest rate swaps
and managed for accounting risk (i.e. income volatility arising
from the accounting mismatch of swaps at fair value through profit
and loss and underlying hedged items at amortised cost) within the
cash flow hedging reserve.
Overall the Group has external derivatives designated as cash flow
hedges that hedge interest rate risk with a notional £105.2bn
(December 2024: £105.6bn) which reflects the structural hedge
notional of £232.8bn (December 2024: £232.3bn) netted
with non-structural hedging positions of £127.6bn (December
2024: £126.7bn). The majority of these interest rate swaps are
cleared with Central Clearing Counterparties and margined daily
with an average structural hedge duration of c.3.5
years.
Gross structural hedge contributions were £4,313m (September
2024: £3,430m). Gross structural hedge contributions represent
the absolute interest income earned on the fixed legs of the swaps
in the structural hedge as the floating leg is offset by the base
rate funding of the deposits.
Credit Risk
Loans and advances at amortised cost by geography
Total loans and advances at amortised cost in the credit risk
section includes loans and advances at amortised cost to banks and
loans and advances at amortised cost to customers.
The table below presents a product and geographical breakdown of
loans and advances at amortised cost and the impairment allowance
by stage; and includes purchased or originated credit-impaired
(POCI) balances. POCI balances represent a fixed pool of assets
purchased at a deep discount to face value reflecting credit losses
incurred from the point of origination to date of acquisition. The
table also presents stage allocation of debt securities and
off-balance sheet loan commitments and financial guarantee
contracts.
The impairment allowance under IFRS 9 considers both the drawn and
the undrawn counterparty exposure. For retail portfolios, the total
impairment allowance is allocated to gross loans and advances to
the extent allowance does not exceed the drawn exposure and any
excess is reported on the liabilities side of the balance sheet as
a provision. For wholesale portfolios, impairment allowance on
undrawn exposure is reported on the liability side of the balance
sheet as a provision.
|
|
Gross exposure
|
|
Impairment allowance
|
||||||||
|
|
Stage 1
|
Stage 2
|
Stage 3 excluding POCI
|
Stage 3 POCI
|
Total
|
|
Stage 1
|
Stage 2
|
Stage 3 excluding POCI
|
Stage 3 POCI
|
Total
|
|
As at 30.09.25
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Retail mortgages
|
155,503
|
15,123
|
1,860
|
-
|
172,486
|
|
18
|
20
|
59
|
-
|
97
|
|
Retail credit cards
|
13,993
|
2,543
|
260
|
24
|
16,820
|
|
162
|
486
|
157
|
-
|
805
|
|
Retail other
|
9,863
|
1,469
|
276
|
12
|
11,620
|
|
81
|
164
|
191
|
-
|
436
|
|
Corporate loans1
|
53,776
|
6,958
|
1,538
|
-
|
62,272
|
|
133
|
201
|
435
|
-
|
769
|
|
Total UK
|
233,135
|
26,093
|
3,934
|
36
|
263,198
|
|
394
|
871
|
842
|
-
|
2,107
|
|
Retail mortgages
|
1,852
|
57
|
147
|
-
|
2,056
|
|
2
|
-
|
19
|
-
|
21
|
|
Retail credit cards
|
17,528
|
2,760
|
1,675
|
-
|
21,963
|
|
358
|
759
|
1,351
|
-
|
2,468
|
|
Retail other
|
2,474
|
179
|
79
|
-
|
2,732
|
|
4
|
4
|
17
|
-
|
25
|
|
Corporate loans
|
65,519
|
3,815
|
1,672
|
-
|
71,006
|
|
88
|
134
|
307
|
-
|
529
|
|
Total Rest of the World
|
87,373
|
6,811
|
3,573
|
-
|
97,757
|
|
452
|
897
|
1,694
|
-
|
3,043
|
|
Total loans and advances at amortised cost
|
320,508
|
32,904
|
7,507
|
36
|
360,955
|
|
846
|
1,768
|
2,536
|
-
|
5,150
|
|
Debt securities at amortised cost
|
70,300
|
391
|
-
|
-
|
70,691
|
|
11
|
11
|
-
|
-
|
22
|
|
Total loans and advances at amortised cost including debt
securities
|
390,808
|
33,295
|
7,507
|
36
|
431,646
|
|
857
|
1,779
|
2,536
|
-
|
5,172
|
|
Off-balance sheet loan commitments and financial guarantee
contracts2
|
413,539
|
16,214
|
1,076
|
5
|
430,834
|
|
161
|
240
|
31
|
-
|
432
|
|
Total3,4
|
804,347
|
49,509
|
8,583
|
41
|
862,480
|
|
1,018
|
2,019
|
2,567
|
-
|
5,604
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net exposure
|
|
Coverage ratio
|
||||||||
|
|
Stage 1
|
Stage 2
|
Stage 3 excluding POCI
|
Stage 3 POCI
|
Total
|
|
Stage 1
|
Stage 2
|
Stage 3 excluding POCI
|
Stage 3 POCI
|
Total
|
|
As at 30.09.25
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
%
|
%
|
%
|
%
|
%
|
|
Retail mortgages
|
155,485
|
15,103
|
1,801
|
-
|
172,389
|
|
-
|
0.1
|
3.2
|
-
|
0.1
|
|
Retail credit cards
|
13,831
|
2,057
|
103
|
24
|
16,015
|
|
1.2
|
19.1
|
60.4
|
-
|
4.8
|
|
Retail other
|
9,782
|
1,305
|
85
|
12
|
11,184
|
|
0.8
|
11.2
|
69.2
|
-
|
3.8
|
|
Corporate loans1
|
53,643
|
6,757
|
1,103
|
-
|
61,503
|
|
0.2
|
2.9
|
28.3
|
-
|
1.2
|
|
Total UK
|
232,741
|
25,222
|
3,092
|
36
|
261,091
|
|
0.2
|
3.3
|
21.4
|
-
|
0.8
|
|
Retail mortgages
|
1,850
|
57
|
128
|
-
|
2,035
|
|
0.1
|
-
|
12.9
|
-
|
1.0
|
|
Retail credit cards
|
17,170
|
2,001
|
324
|
-
|
19,495
|
|
2.0
|
27.5
|
80.7
|
-
|
11.2
|
|
Retail other
|
2,470
|
175
|
62
|
-
|
2,707
|
|
0.2
|
2.2
|
21.5
|
-
|
0.9
|
|
Corporate loans
|
65,431
|
3,681
|
1,365
|
-
|
70,477
|
|
0.1
|
3.5
|
18.4
|
-
|
0.7
|
|
Total Rest of the World
|
86,921
|
5,914
|
1,879
|
-
|
94,714
|
|
0.5
|
13.2
|
47.4
|
-
|
3.1
|
|
Total loans and advances at amortised cost
|
319,662
|
31,136
|
4,971
|
36
|
355,805
|
|
0.3
|
5.4
|
33.8
|
-
|
1.4
|
|
Debt securities at amortised cost
|
70,289
|
380
|
-
|
-
|
70,669
|
|
-
|
2.8
|
-
|
-
|
-
|
|
Total loans and advances at amortised cost including debt
securities
|
389,951
|
31,516
|
4,971
|
36
|
426,474
|
|
0.2
|
5.3
|
33.8
|
-
|
1.2
|
|
Off-balance sheet loan commitments and financial guarantee
contracts2
|
413,378
|
15,974
|
1,045
|
5
|
430,402
|
|
-
|
1.5
|
2.9
|
-
|
0.1
|
|
Total3,4
|
803,329
|
47,490
|
6,016
|
41
|
856,876
|
|
0.1
|
4.1
|
29.9
|
-
|
0.6
|
|
1
|
Includes Business Banking, which has a gross exposure of
£12.5bn and an impairment allowance of £337m. This
comprises £62m impairment allowance on £8.9bn Stage 1
exposure, £59m on £2.7bn Stage 2 exposure and £216m
on £0.9bn Stage 3 exposure. Excluding this, total coverage for
corporate loans in UK is 0.9%.
|
|
2
|
Excludes loan commitments and financial guarantees of £24.4bn
carried at fair value and includes exposures relating to financial
assets classified as assets held for sale.
|
|
3
|
Other financial assets subject to impairment excluded in the table
above include cash collateral and settlement balances, reverse
repurchase agreements and other similar secured lending, financial
assets at fair value through other comprehensive income and other
assets. These have a total gross exposure of £251.0bn and an
impairment allowance of £155m. This comprises £22m
impairment allowance on £249.7bn Stage 1 exposure, £7m on
£1.2bn Stage 2 exposure and £126m on £129m Stage 3
exposure.
|
|
4
|
The annualised loan loss rate is 53bps after applying the total
impairment charge of £1,744m.
|
|
|
Gross exposure
|
|
Impairment allowance
|
||||||||
|
|
Stage 1
|
Stage 2
|
Stage 3 excluding POCI
|
Stage 3 POCI
|
Total
|
|
Stage 1
|
Stage 2
|
Stage 3 excluding POCI
|
Stage 3 POCI
|
Total
|
|
As at 31.12.24
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Retail mortgages
|
145,039
|
19,507
|
1,793
|
-
|
166,339
|
|
36
|
61
|
61
|
-
|
158
|
|
Retail credit cards
|
13,497
|
2,064
|
179
|
40
|
15,780
|
|
219
|
440
|
91
|
-
|
750
|
|
Retail other
|
10,606
|
1,218
|
257
|
17
|
12,098
|
|
135
|
110
|
138
|
-
|
383
|
|
Corporate loans1
|
52,284
|
7,266
|
2,171
|
-
|
61,721
|
|
133
|
196
|
420
|
-
|
749
|
|
Total UK
|
221,426
|
30,055
|
4,400
|
57
|
255,938
|
|
523
|
807
|
710
|
-
|
2,040
|
|
Retail mortgages
|
1,651
|
89
|
169
|
-
|
1,909
|
|
2
|
1
|
26
|
-
|
29
|
|
Retail credit cards
|
17,629
|
2,953
|
1,724
|
-
|
22,306
|
|
334
|
807
|
1,416
|
-
|
2,557
|
|
Retail other
|
1,844
|
155
|
121
|
-
|
2,120
|
|
3
|
1
|
23
|
-
|
27
|
|
Corporate loans
|
64,224
|
3,901
|
945
|
-
|
69,070
|
|
76
|
135
|
206
|
-
|
417
|
|
Total Rest of the World
|
85,348
|
7,098
|
2,959
|
-
|
95,405
|
|
415
|
944
|
1,671
|
-
|
3,030
|
|
Total loans and advances at amortised cost
|
306,774
|
37,153
|
7,359
|
57
|
351,343
|
|
938
|
1,751
|
2,381
|
-
|
5,070
|
|
Debt securities at amortised cost
|
64,988
|
3,245
|
-
|
-
|
68,233
|
|
12
|
11
|
-
|
-
|
23
|
|
Total loans and advances at amortised cost including debt
securities
|
371,762
|
40,398
|
7,359
|
57
|
419,576
|
|
950
|
1,762
|
2,381
|
-
|
5,093
|
|
Off-balance sheet loan commitments and financial guarantee
contracts2
|
412,255
|
18,728
|
1,168
|
6
|
432,157
|
|
164
|
250
|
25
|
-
|
439
|
|
Total3,4
|
784,017
|
59,126
|
8,527
|
63
|
851,733
|
|
1,114
|
2,012
|
2,406
|
-
|
5,532
|
|
|
Net exposure
|
|
Coverage ratio
|
||||||||
|
|
Stage 1
|
Stage 2
|
Stage 3 excluding POCI
|
Stage 3 POCI
|
Total
|
|
Stage 1
|
Stage 2
|
Stage 3 excluding POCI
|
Stage 3 POCI
|
Total
|
|
As at 31.12.24
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
%
|
%
|
%
|
%
|
%
|
|
Retail mortgages
|
145,003
|
19,446
|
1,732
|
-
|
166,181
|
|
-
|
0.3
|
3.4
|
-
|
0.1
|
|
Retail credit cards
|
13,278
|
1,624
|
88
|
40
|
15,030
|
|
1.6
|
21.3
|
50.8
|
-
|
4.8
|
|
Retail other
|
10,471
|
1,108
|
119
|
17
|
11,715
|
|
1.3
|
9.0
|
53.7
|
-
|
3.2
|
|
Corporate loans1
|
52,151
|
7,070
|
1,751
|
-
|
60,972
|
|
0.3
|
2.7
|
19.3
|
-
|
1.2
|
|
Total UK
|
220,903
|
29,248
|
3,690
|
57
|
253,898
|
|
0.2
|
2.7
|
16.1
|
-
|
0.8
|
|
Retail mortgages
|
1,649
|
88
|
143
|
-
|
1,880
|
|
0.1
|
1.1
|
15.4
|
-
|
1.5
|
|
Retail credit cards
|
17,295
|
2,146
|
308
|
-
|
19,749
|
|
1.9
|
27.3
|
82.1
|
-
|
11.5
|
|
Retail other
|
1,841
|
154
|
98
|
-
|
2,093
|
|
0.2
|
0.6
|
19.0
|
-
|
1.3
|
|
Corporate loans
|
64,148
|
3,766
|
739
|
-
|
68,653
|
|
0.1
|
3.5
|
21.8
|
-
|
0.6
|
|
Total Rest of the World
|
84,933
|
6,154
|
1,288
|
-
|
92,375
|
|
0.5
|
13.3
|
56.5
|
-
|
3.2
|
|
Total loans and advances at amortised cost
|
305,836
|
35,402
|
4,978
|
57
|
346,273
|
|
0.3
|
4.7
|
32.4
|
-
|
1.4
|
|
Debt securities at amortised cost
|
64,976
|
3,234
|
-
|
-
|
68,210
|
|
-
|
0.3
|
-
|
-
|
-
|
|
Total loans and advances at amortised cost including debt
securities
|
370,812
|
38,636
|
4,978
|
57
|
414,483
|
|
0.3
|
4.4
|
32.4
|
-
|
1.2
|
|
Off-balance sheet loan commitments and financial guarantee
contracts2
|
412,091
|
18,478
|
1,143
|
6
|
431,718
|
|
-
|
1.3
|
2.1
|
-
|
0.1
|
|
Total3,4
|
782,903
|
57,114
|
6,121
|
63
|
846,201
|
|
0.1
|
3.4
|
28.2
|
-
|
0.6
|
|
1
|
Includes Business Banking, which has a gross exposure of
£13.1bn and an impairment allowance of £356m. This
comprises £60m impairment allowance on £8.9bn Stage 1
exposure, £60m on £2.8bn Stage 2 exposure and £236m
on £1.5bn Stage 3 exposure. Excluding this, total coverage for
corporate loans in UK is 0.8%.
|
|
2
|
Excludes loan commitments and financial guarantees of £16.3bn
carried at fair value and includes exposures relating to financial
assets classified as assets held for sale.
|
|
3
|
Other financial assets subject to impairment excluded in the table
above include cash collateral and settlement balances, reverse
repurchase agreements and other similar secured lending, financial
assets at fair value through other comprehensive income and other
assets. These have a total gross exposure of £204.2bn and an
impairment allowance of £156m. This comprises £19m
impairment allowance on £202.7bn Stage 1 exposure, £7m on
£1.3bn Stage 2 exposure and £130m on £139m Stage 3
exposure.
|
|
4
|
The annualised loan loss rate is 46bps after applying the total
impairment charge of £1,982m
|
Assets held for sale
This table presents a co-branded card portfolio in USCB classified
as assets held for sale. Further, the sale of the German consumer
finance business was completed in Q125.
|
Loans and advances to customers classified as assets held for
sale
|
|||||||||||||||
|
|
Stage 1
|
|
Stage 2
|
|
Stage 3
|
|
Total
|
||||||||
|
|
Gross
|
ECL
|
Coverage
|
|
Gross
|
ECL
|
Coverage
|
|
Gross
|
ECL
|
Coverage
|
|
Gross
|
ECL
|
Coverage
|
|
As at 30.09.25
|
£m
|
£m
|
%
|
|
£m
|
£m
|
%
|
|
£m
|
£m
|
%
|
|
£m
|
£m
|
%
|
|
Retail credit cards - US
|
5,093
|
55
|
1.1
|
|
634
|
139
|
21.9
|
|
53
|
43
|
81.1
|
|
5,780
|
237
|
4.1
|
|
Retail credit cards - Germany
|
-
|
-
|
-
|
|
-
|
-
|
-
|
|
-
|
-
|
-
|
|
-
|
-
|
-
|
|
Retail other - Germany
|
-
|
-
|
-
|
|
-
|
-
|
-
|
|
-
|
-
|
-
|
|
-
|
-
|
-
|
|
Corporate loans - US
|
42
|
1
|
2.4
|
|
8
|
2
|
25.0
|
|
1
|
1
|
100.0
|
|
51
|
4
|
7.8
|
|
Total Rest of the World
|
5,135
|
56
|
1.1
|
|
642
|
141
|
22.0
|
|
54
|
44
|
81.5
|
|
5,831
|
241
|
4.1
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
As at 31.12.24
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Retail credit cards - US
|
5,495
|
64
|
1.2
|
|
689
|
161
|
23.4
|
|
57
|
46
|
80.7
|
|
6,241
|
271
|
4.3
|
|
Retail credit cards - Germany
|
1,908
|
18
|
0.9
|
|
307
|
29
|
9.4
|
|
93
|
69
|
74.2
|
|
2,308
|
116
|
5.0
|
|
Retail other - Germany
|
1,134
|
16
|
1.4
|
|
220
|
33
|
15.0
|
|
71
|
48
|
67.6
|
|
1,425
|
97
|
6.8
|
|
Corporate loans - US
|
49
|
1
|
2.0
|
|
9
|
3
|
33.3
|
|
1
|
1
|
100.0
|
|
59
|
5
|
8.5
|
|
Total Rest of the World
|
8,586
|
99
|
1.2
|
|
1,225
|
226
|
18.4
|
|
222
|
164
|
73.9
|
|
10,033
|
489
|
4.9
|
Loans and advances at amortised cost by product
The table below presents a product breakdown by stages of loans and
advances at amortised cost. Also included is a breakdown of Stage 2
past due balances.
|
|
|
Stage 2
|
|
|
|
|||
|
As at 30.09.25
|
Stage 1
|
Not past due
|
<=30 days past due
|
>30 days past due
|
Total
|
Stage 3 excluding POCI
|
Stage 3 POCI
|
Total
|
|
Gross exposure
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Retail mortgages
|
157,355
|
12,477
|
2,044
|
659
|
15,180
|
2,007
|
-
|
174,542
|
|
Retail credit cards
|
31,521
|
4,750
|
284
|
269
|
5,303
|
1,935
|
24
|
38,783
|
|
Retail other
|
12,337
|
1,351
|
206
|
91
|
1,648
|
355
|
12
|
14,352
|
|
Corporate loans
|
119,295
|
10,456
|
242
|
75
|
10,773
|
3,210
|
-
|
133,278
|
|
Total
|
320,508
|
29,034
|
2,776
|
1,094
|
32,904
|
7,507
|
36
|
360,955
|
|
|
|
|
|
|
|
|
|
|
|
Impairment allowance
|
|
|
|
|
|
|
|
|
|
Retail mortgages
|
20
|
12
|
5
|
3
|
20
|
78
|
-
|
118
|
|
Retail credit cards
|
520
|
980
|
114
|
151
|
1,245
|
1,508
|
-
|
3,273
|
|
Retail other
|
85
|
113
|
26
|
29
|
168
|
208
|
-
|
461
|
|
Corporate loans
|
221
|
322
|
7
|
6
|
335
|
742
|
-
|
1,298
|
|
Total
|
846
|
1,427
|
152
|
189
|
1,768
|
2,536
|
-
|
5,150
|
|
|
|
|
|
|
|
|
|
|
|
Net exposure
|
|
|
|
|
|
|
|
|
|
Retail mortgages
|
157,335
|
12,465
|
2,039
|
656
|
15,160
|
1,929
|
-
|
174,424
|
|
Retail credit cards
|
31,001
|
3,770
|
170
|
118
|
4,058
|
427
|
24
|
35,510
|
|
Retail other
|
12,252
|
1,238
|
180
|
62
|
1,480
|
147
|
12
|
13,891
|
|
Corporate loans
|
119,074
|
10,134
|
235
|
69
|
10,438
|
2,468
|
-
|
131,980
|
|
Total
|
319,662
|
27,607
|
2,624
|
905
|
31,136
|
4,971
|
36
|
355,805
|
|
|
|
|
|
|
|
|
|
|
|
Coverage ratio
|
%
|
%
|
%
|
%
|
%
|
%
|
%
|
%
|
|
Retail mortgages
|
-
|
0.1
|
0.2
|
0.5
|
0.1
|
3.9
|
-
|
0.1
|
|
Retail credit cards
|
1.6
|
20.6
|
40.1
|
56.1
|
23.5
|
77.9
|
-
|
8.4
|
|
Retail other
|
0.7
|
8.4
|
12.6
|
31.9
|
10.2
|
58.6
|
-
|
3.2
|
|
Corporate loans
|
0.2
|
3.1
|
2.9
|
8.0
|
3.1
|
23.1
|
-
|
1.0
|
|
Total
|
0.3
|
4.9
|
5.5
|
17.3
|
5.4
|
33.8
|
-
|
1.4
|
|
As at 31.12.24
|
|
|
|
|
|
|
|
|
|
Gross exposure
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Retail mortgages
|
146,690
|
16,790
|
2,034
|
772
|
19,596
|
1,962
|
-
|
168,248
|
|
Retail credit cards
|
31,126
|
4,435
|
303
|
279
|
5,017
|
1,903
|
40
|
38,086
|
|
Retail other
|
12,450
|
1,056
|
211
|
106
|
1,373
|
378
|
17
|
14,218
|
|
Corporate loans
|
116,508
|
10,849
|
144
|
174
|
11,167
|
3,116
|
-
|
130,791
|
|
Total
|
306,774
|
33,130
|
2,692
|
1,331
|
37,153
|
7,359
|
57
|
351,343
|
|
|
|
|
|
|
|
|
|
|
|
Impairment allowance
|
|
|
|
|
|
|
|
|
|
Retail mortgages
|
38
|
42
|
13
|
7
|
62
|
87
|
-
|
187
|
|
Retail credit cards
|
553
|
959
|
122
|
166
|
1,247
|
1,507
|
-
|
3,307
|
|
Retail other
|
138
|
76
|
17
|
18
|
111
|
161
|
-
|
410
|
|
Corporate loans
|
209
|
316
|
7
|
8
|
331
|
626
|
-
|
1,166
|
|
Total
|
938
|
1,393
|
159
|
199
|
1,751
|
2,381
|
-
|
5,070
|
|
|
|
|
|
|
|
|
|
|
|
Net exposure
|
|
|
|
|
|
|
|
|
|
Retail mortgages
|
146,652
|
16,748
|
2,021
|
765
|
19,534
|
1,875
|
-
|
168,061
|
|
Retail credit cards
|
30,573
|
3,476
|
181
|
113
|
3,770
|
396
|
40
|
34,779
|
|
Retail other
|
12,312
|
980
|
194
|
88
|
1,262
|
217
|
17
|
13,808
|
|
Corporate loans
|
116,299
|
10,533
|
137
|
166
|
10,836
|
2,490
|
-
|
129,625
|
|
Total
|
305,836
|
31,737
|
2,533
|
1,132
|
35,402
|
4,978
|
57
|
346,273
|
|
|
|
|
|
|
|
|
|
|
|
Coverage ratio
|
%
|
%
|
%
|
%
|
%
|
%
|
%
|
%
|
|
Retail mortgages
|
-
|
0.3
|
0.6
|
0.9
|
0.3
|
4.4
|
-
|
0.1
|
|
Retail credit cards
|
1.8
|
21.6
|
40.3
|
59.5
|
24.9
|
79.2
|
-
|
8.7
|
|
Retail other
|
1.1
|
7.2
|
8.1
|
17.0
|
8.1
|
42.6
|
-
|
2.9
|
|
Corporate loans
|
0.2
|
2.9
|
4.9
|
4.6
|
3.0
|
20.1
|
-
|
0.9
|
|
Total
|
0.3
|
4.2
|
5.9
|
15.0
|
4.7
|
32.4
|
-
|
1.4
|
Measurement uncertainty
Scenarios used to calculate the Group's ECL charge were refreshed
in Q325, with the Baseline scenario reflecting the latest consensus
macroeconomic forecasts available at the time of the scenario
refresh. The Baseline scenario continues to reflect the rapidly
changing trade policies and uncertainty around potential tariffs to
be imposed by the US administration and responses by other
governments. Global growth slows modestly as rising US tariffs and
retaliatory measures disrupt trade flows, dampen business
confidence, and weigh on investment, though domestic demand in
advanced economies remains resilient. UK and US GDP growth in 2025
is expected to be 1.6% and 1.0%, respectively. Labour markets in
major economies soften slightly amid increased uncertainty and
slower export-orientated activity. However, the weakening is
contained and does not rise significantly from current levels. UK
and US quarterly unemployment rates peak at 4.8% and 4.5%,
respectively. Central Banks continue to loosen monetary policy
albeit at different paces, with the Federal Reserve finishing 2026
with an interest rate of 3.0%.
The Downside scenarios have been calibrated to capture an
escalation of trade tensions, where tariffs imposed by the US
prompt retaliation from its trading partners with adverse
implications for consumer prices and investment sentiment. A sharp
slowdown in immigration coupled with mass deportations disrupts the
US labour market, compounding downside risks to growth. In
addition, global supply chains are severely disrupted as firms
delay investment, reassess production locations and hoard
production inputs. Imports into the US contract sharply due to
higher prices and exports fall due to retaliation. The combination
of trade impact and consumer uncertainty triggers a sharp
recession, not only in the US but also in the UK and Europe driven
by a severe decline in exports, business sentiment and with
investment and consumption plans being put on hold. The rapid fall
in external demand and a retrenchment in business investment push
up unemployment rates, where job losses are concentrated in
trade-exposed sectors (machinery, autos, consumer durables) but
also spill into services. The Federal Reserve initially holds rates
steady, weighing the inflation shock against the deteriorating real
economy. However, as the slowdown deepens and labour market
loosens, the Federal Reserve cuts rates swiftly to stimulate
aggregate demand. The Bank of England eases monetary policy amid a
disinflationary environment and looser labour markets.
In the Upside scenarios, a rise in labour force participation and
higher productivity contribute to accelerated economic growth,
without creating new inflationary pressures. Central banks lower
interest rates stimulating private consumption and investment
growth. Demand for labour increases and unemployment rates
stabilise and start falling again. As geopolitical tensions ease,
low inflation supports consumer purchasing power and contributes
further to healthy GDP growth. The strong economic outlook and
lower interest rates provide a boost to house prices growth and
support bullish financial markets.
The methodology for estimating scenario weights involves simulating
a range of future paths for UK and US GDP using historical data
with the five scenarios mapped against the distribution of these
future paths. The median is centred around the Baseline with
scenarios further from the Baseline attracting a lower weighting
before the five weights are normalised to total 100%. The increase
in the Upside scenario weights since 30 June 2025 is mainly driven
by improvement in GDP growth in the Baseline scenario, bringing the
Baseline scenario closer to the Upside scenarios. For further
details see page 34.
The Group has
retained the £71m (net of SRT1 credit
protection) uncertainty adjustment introduced in Q125 across the US
Consumer Bank and the Investment Bank businesses as heightened
uncertainty persists, including tariffs and trade uncertainty and
ongoing geopolitical risk; the impacts of which are yet to be
observed in customer behaviour.
The following tables show the key macroeconomic variables used in
the five scenarios (5-year annual paths) and the weights applied to
each scenario.
|
1
|
Significant Risk Transfer (SRT) represents risk transfer
transactions used to enhance risk management
capabilities.
|
|
Macroeconomic variables used in the calculation of ECL
|
|||||
|
As at 30.09.25
|
2025
|
2026
|
2027
|
2028
|
2029
|
|
Baseline
|
%
|
%
|
%
|
%
|
%
|
|
UK GDP1
|
1.6
|
1.2
|
1.4
|
1.5
|
1.5
|
|
UK unemployment2
|
4.6
|
4.8
|
4.7
|
4.7
|
4.6
|
|
UK HPI3
|
2.2
|
3.5
|
1.9
|
3.4
|
3.8
|
|
UK bank rate6
|
4.2
|
3.6
|
3.5
|
3.6
|
3.8
|
|
US GDP1
|
1.0
|
1.4
|
2.0
|
2.0
|
2.0
|
|
US unemployment4
|
4.3
|
4.4
|
4.3
|
4.3
|
4.3
|
|
US HPI5
|
4.4
|
2.6
|
2.6
|
2.6
|
2.6
|
|
US federal funds rate6
|
4.2
|
3.3
|
3.1
|
3.3
|
3.5
|
|
|
|
|
|
|
|
|
Downside 2
|
|
|
|
|
|
|
UK GDP1
|
1.4
|
(3.2)
|
0.4
|
2.7
|
2.2
|
|
UK unemployment2
|
4.7
|
6.9
|
7.8
|
6.2
|
5.4
|
|
UK HPI3
|
(2.5)
|
(25.7)
|
0.2
|
14.8
|
12.3
|
|
UK bank rate6
|
4.2
|
2.1
|
0.2
|
0.6
|
1.3
|
|
US GDP1
|
0.7
|
(4.4)
|
(1.3)
|
1.8
|
2.6
|
|
US unemployment4
|
4.3
|
6.6
|
8.0
|
6.6
|
6.0
|
|
US HPI5
|
2.7
|
(8.4)
|
3.1
|
8.9
|
6.5
|
|
US federal funds rate6
|
4.4
|
4.4
|
2.8
|
1.6
|
1.1
|
|
|
|
|
|
|
|
|
Downside 1
|
|
|
|
|
|
|
UK GDP1
|
1.5
|
(1.0)
|
0.9
|
2.1
|
1.8
|
|
UK unemployment2
|
4.7
|
5.9
|
6.3
|
5.5
|
5.0
|
|
UK HPI3
|
(0.1)
|
(12.0)
|
1.1
|
9.0
|
8.0
|
|
UK bank rate6
|
4.2
|
2.8
|
2.0
|
2.1
|
2.5
|
|
US GDP1
|
0.9
|
(1.5)
|
0.3
|
1.9
|
2.3
|
|
US unemployment4
|
4.3
|
5.5
|
6.2
|
5.5
|
5.1
|
|
US HPI5
|
3.6
|
(3.0)
|
2.8
|
5.7
|
4.5
|
|
US federal funds rate6
|
4.2
|
3.8
|
2.9
|
2.6
|
2.3
|
|
|
|
|
|
|
|
|
Upside 2
|
|
|
|
|
|
|
UK GDP1
|
1.8
|
3.5
|
3.4
|
2.8
|
2.4
|
|
UK unemployment2
|
4.6
|
4.1
|
3.9
|
3.8
|
3.7
|
|
UK HPI3
|
2.6
|
14.0
|
6.9
|
4.0
|
4.3
|
|
UK bank rate6
|
4.2
|
3.1
|
2.3
|
2.4
|
2.8
|
|
US GDP1
|
1.1
|
2.7
|
3.0
|
2.8
|
2.8
|
|
US unemployment4
|
4.2
|
3.8
|
3.6
|
3.6
|
3.6
|
|
US HPI5
|
5.9
|
5.4
|
5.8
|
5.4
|
5.4
|
|
US federal funds rate6
|
4.1
|
2.7
|
2.4
|
2.5
|
2.5
|
|
|
|
|
|
|
|
|
Upside 1
|
|
|
|
|
|
|
UK GDP1
|
1.7
|
2.4
|
2.4
|
2.1
|
1.9
|
|
UK unemployment2
|
4.6
|
4.5
|
4.3
|
4.3
|
4.2
|
|
UK HPI3
|
2.4
|
8.6
|
4.4
|
3.7
|
4.0
|
|
UK bank rate6
|
4.2
|
3.3
|
2.8
|
3.1
|
3.3
|
|
US GDP1
|
1.0
|
2.1
|
2.5
|
2.4
|
2.4
|
|
US unemployment4
|
4.2
|
4.1
|
4.0
|
4.0
|
4.0
|
|
US HPI5
|
5.2
|
4.0
|
4.2
|
4.0
|
4.0
|
|
US federal funds rate6
|
4.2
|
3.1
|
2.8
|
2.9
|
3.0
|
|
1
|
Average Real GDP seasonally adjusted change in year.
|
|
2
|
Average UK unemployment rate 16-year+.
|
|
3
|
Change in year end UK HPI = Halifax HPI Meth2 All Houses, All
Buyers index.
|
|
4
|
Average US civilian unemployment rate 16-year+.
|
|
5
|
Change in year end US HPI = FHFA House Price Index, relative to
prior year end.
|
|
6
|
Average rate.
|
|
Macroeconomic variables used in the calculation of ECL
|
|||||
|
As at 30.06.25
|
2025
|
2026
|
2027
|
2028
|
2029
|
|
Baseline
|
%
|
%
|
%
|
%
|
%
|
|
UK GDP1
|
0.7
|
1.2
|
1.5
|
1.6
|
1.7
|
|
UK unemployment2
|
4.6
|
4.7
|
4.7
|
4.6
|
4.6
|
|
UK HPI3
|
2.1
|
2.3
|
2.3
|
3.5
|
3.9
|
|
UK bank rate6
|
4.1
|
3.8
|
3.8
|
3.8
|
3.9
|
|
US GDP1
|
1.9
|
1.4
|
2.0
|
2.0
|
2.0
|
|
US unemployment4
|
4.4
|
4.6
|
4.6
|
4.6
|
4.6
|
|
US HPI5
|
2.8
|
2.0
|
2.0
|
2.0
|
2.0
|
|
US federal funds rate6
|
4.3
|
3.6
|
3.6
|
3.8
|
3.8
|
|
|
|
|
|
|
|
|
Downside 2
|
|
|
|
|
|
|
UK GDP1
|
(0.2)
|
(3.4)
|
1.7
|
2.6
|
1.8
|
|
UK unemployment2
|
4.9
|
7.6
|
7.5
|
5.9
|
5.3
|
|
UK HPI3
|
(9.4)
|
(20.6)
|
1.2
|
18.1
|
10.0
|
|
UK bank rate6
|
4.0
|
1.4
|
0.2
|
0.8
|
1.5
|
|
US GDP1
|
0.9
|
(4.7)
|
(0.2)
|
2.3
|
2.3
|
|
US unemployment4
|
4.6
|
7.3
|
7.8
|
6.4
|
5.8
|
|
US HPI5
|
(1.6)
|
(6.6)
|
3.6
|
9.1
|
4.7
|
|
US federal funds rate6
|
4.5
|
4.1
|
2.4
|
1.4
|
1.2
|
|
|
|
|
|
|
|
|
Downside 1
|
|
|
|
|
|
|
UK GDP1
|
0.2
|
(1.1)
|
1.6
|
2.1
|
1.8
|
|
UK unemployment2
|
4.8
|
6.2
|
6.1
|
5.2
|
4.9
|
|
UK HPI3
|
(3.7)
|
(9.6)
|
1.7
|
10.7
|
7.0
|
|
UK bank rate6
|
4.1
|
3.1
|
2.2
|
2.3
|
2.7
|
|
US GDP1
|
1.4
|
(1.6)
|
0.9
|
2.1
|
2.1
|
|
US unemployment4
|
4.5
|
5.9
|
6.2
|
5.5
|
5.2
|
|
US HPI5
|
0.5
|
(2.4)
|
2.8
|
5.5
|
3.4
|
|
US federal funds rate6
|
4.3
|
3.9
|
2.9
|
2.6
|
2.6
|
|
|
|
|
|
|
|
|
Upside 2
|
|
|
|
|
|
|
UK GDP1
|
1.1
|
3.9
|
3.2
|
2.6
|
2.3
|
|
UK unemployment2
|
4.4
|
4.0
|
3.8
|
3.7
|
3.7
|
|
UK HPI3
|
4.4
|
14.2
|
6.8
|
2.7
|
3.8
|
|
UK bank rate6
|
4.1
|
3.1
|
2.5
|
2.6
|
2.9
|
|
US GDP1
|
2.3
|
3.1
|
2.9
|
2.8
|
2.8
|
|
US unemployment4
|
4.2
|
3.9
|
3.9
|
3.9
|
3.9
|
|
US HPI5
|
5.2
|
4.3
|
5.3
|
4.9
|
4.9
|
|
US federal funds rate6
|
4.1
|
2.9
|
2.8
|
2.8
|
2.8
|
|
|
|
|
|
|
|
|
Upside 1
|
|
|
|
|
|
|
UK GDP1
|
0.9
|
2.5
|
2.4
|
2.1
|
2.0
|
|
UK unemployment2
|
4.5
|
4.3
|
4.3
|
4.2
|
4.2
|
|
UK HPI3
|
3.2
|
8.1
|
4.5
|
3.1
|
3.9
|
|
UK bank rate6
|
4.1
|
3.4
|
3.3
|
3.3
|
3.4
|
|
US GDP1
|
2.1
|
2.3
|
2.4
|
2.4
|
2.4
|
|
US unemployment4
|
4.3
|
4.2
|
4.2
|
4.2
|
4.2
|
|
US HPI5
|
4.0
|
3.1
|
3.7
|
3.4
|
3.4
|
|
US federal funds rate6
|
4.3
|
3.3
|
3.3
|
3.5
|
3.5
|
|
1
|
Average Real GDP seasonally adjusted change in year.
|
|
2
|
Average UK unemployment rate 16-year+.
|
|
3
|
Change in year end UK HPI = Halifax HPI Meth2 All Houses, All
Buyers index.
|
|
4
|
Average US civilian unemployment rate 16-year+.
|
|
5
|
Change in year end US HPI = FHFA House Price Index, relative to
prior year end.
|
|
6
|
Average rate.
|
|
As at 31.12.24
|
2024
|
2025
|
2026
|
2027
|
2028
|
|
Baseline
|
%
|
%
|
%
|
%
|
%
|
|
UK GDP1
|
1.0
|
1.4
|
1.5
|
1.6
|
1.5
|
|
UK unemployment2
|
4.3
|
4.4
|
4.5
|
4.4
|
4.4
|
|
UK HPI3
|
2.8
|
3.3
|
1.6
|
4.5
|
3.0
|
|
UK bank rate6
|
5.1
|
4.3
|
4.0
|
4.0
|
3.8
|
|
US GDP1
|
2.7
|
2.0
|
2.0
|
2.0
|
2.0
|
|
US unemployment4
|
4.1
|
4.3
|
4.2
|
4.2
|
4.2
|
|
US HPI5
|
6.5
|
2.6
|
2.7
|
3.0
|
3.0
|
|
US federal funds rate6
|
5.1
|
4.1
|
4.0
|
3.8
|
3.8
|
|
|
|
|
|
|
|
|
Downside 2
|
|
|
|
|
|
|
UK GDP1
|
1.0
|
(2.3)
|
(1.3)
|
2.6
|
2.3
|
|
UK unemployment2
|
4.3
|
6.2
|
8.1
|
6.6
|
5.5
|
|
UK HPI3
|
2.8
|
(24.8)
|
(5.2)
|
10.0
|
14.6
|
|
UK bank rate6
|
5.1
|
3.5
|
1.7
|
0.6
|
1.1
|
|
US GDP1
|
2.7
|
(1.3)
|
(1.3)
|
3.3
|
2.9
|
|
US unemployment4
|
4.1
|
5.8
|
7.2
|
6.2
|
5.5
|
|
US HPI5
|
6.5
|
(8.0)
|
(0.7)
|
5.2
|
4.0
|
|
US federal funds rate6
|
5.1
|
2.5
|
0.6
|
0.8
|
1.5
|
|
|
|
|
|
|
|
|
Downside 1
|
|
|
|
|
|
|
UK GDP1
|
1.0
|
(0.5)
|
0.1
|
2.1
|
1.9
|
|
UK unemployment2
|
4.3
|
5.3
|
6.3
|
5.5
|
5.0
|
|
UK HPI3
|
2.8
|
(11.6)
|
(1.8)
|
7.2
|
8.7
|
|
UK bank rate6
|
5.1
|
3.9
|
2.9
|
2.3
|
2.4
|
|
US GDP1
|
2.7
|
0.3
|
0.4
|
2.7
|
2.4
|
|
US unemployment4
|
4.1
|
5.1
|
5.7
|
5.2
|
4.9
|
|
US HPI5
|
6.5
|
(2.7)
|
1.0
|
4.1
|
3.5
|
|
US federal funds rate6
|
5.1
|
3.4
|
2.3
|
2.3
|
2.7
|
|
|
|
|
|
|
|
|
Upside 2
|
|
|
|
|
|
|
UK GDP1
|
1.0
|
3.0
|
3.7
|
2.9
|
2.4
|
|
UK unemployment2
|
4.3
|
3.8
|
3.4
|
3.5
|
3.5
|
|
UK HPI3
|
2.8
|
11.9
|
8.4
|
5.1
|
4.1
|
|
UK bank rate6
|
5.1
|
3.9
|
2.9
|
2.8
|
2.8
|
|
US GDP1
|
2.7
|
2.8
|
3.1
|
2.8
|
2.8
|
|
US unemployment4
|
4.1
|
3.8
|
3.5
|
3.5
|
3.5
|
|
US HPI5
|
6.5
|
6.2
|
4.7
|
4.8
|
4.9
|
|
US federal funds rate6
|
5.1
|
3.7
|
3.3
|
3.1
|
2.8
|
|
|
|
|
|
|
|
|
Upside 1
|
|
|
|
|
|
|
UK GDP1
|
1.0
|
2.2
|
2.6
|
2.2
|
2.0
|
|
UK unemployment2
|
4.3
|
4.1
|
4.0
|
4.0
|
4.0
|
|
UK HPI3
|
2.8
|
7.6
|
4.9
|
4.8
|
3.5
|
|
UK bank rate6
|
5.1
|
4.1
|
3.5
|
3.4
|
3.3
|
|
US GDP1
|
2.7
|
2.4
|
2.6
|
2.4
|
2.4
|
|
US unemployment4
|
4.1
|
4.0
|
3.9
|
3.9
|
3.9
|
|
US HPI5
|
6.5
|
4.4
|
3.7
|
3.9
|
3.9
|
|
US federal funds rate6
|
5.1
|
4.0
|
3.8
|
3.6
|
3.3
|
|
1
|
Average Real GDP seasonally adjusted change in year.
|
|
2
|
Average UK unemployment rate 16-year+.
|
|
3
|
Change in year end UK HPI = Halifax All Houses, All Buyers index,
relative to prior year end.
|
|
4
|
Average US civilian unemployment rate 16-year+.
|
|
5
|
Change in year end US HPI = FHFA House Price Index, relative to
prior year end.
|
|
6
|
Average rate.
|
|
Scenario weighting
|
Upside 2
|
Upside 1
|
Baseline
|
Downside 1
|
Downside 2
|
|
|
%
|
%
|
%
|
%
|
%
|
|
As at 30.09.25
|
|
|
|
|
|
|
Scenario
weighting
|
16.5
|
26.7
|
33.7
|
14.7
|
8.4
|
|
As at 30.06.25
|
|
|
|
|
|
|
Scenario
weighting
|
15.5
|
26.4
|
34.4
|
15.2
|
8.5
|
|
As at 31.12.24
|
|
|
|
|
|
|
Scenario weighting
|
17.4
|
26.8
|
32.5
|
14.7
|
8.6
|
Treasury and Capital Risk
Regulatory minimum requirements
Capital
As at 30 September 2025, the Group's Overall Capital Requirement
for CET1 was 12.2% and comprises a 4.5% Pillar 1 minimum, a 2.5%
Capital Conservation Buffer (CCB), a 1.5% Global Systemically
Important Institution (G-SII) buffer, a 2.7% Pillar 2A requirement
and a 1.0% Countercyclical Capital Buffer (CCyB).
The Group's CCyB is based on the buffer rate applicable for each
jurisdiction in which the Group has exposures. The buffer rates set
by other national authorities for non-UK exposures are not
currently material.
The Group's Pillar 2A requirement is 4.8% with at least 56.25% to
be met with CET1 capital, equating to 2.7% of RWAs. The Pillar 2A
requirement, based on a point in time assessment, has been set as a
proportion of RWAs and is subject to at least annual
review.
The Group's CET1 target ratio of 13-14% takes into account minimum
capital requirements and applicable buffers. The Group remains
above its minimum capital regulatory requirements and applicable
buffers.
Leverage
As at 30 September 2025, the Group was subject to a UK leverage
ratio requirement of 4.1%. This comprises the 3.25% minimum
requirement, a G-SII additional leverage ratio buffer (G-SII ALRB)
of 0.53% and a countercyclical leverage ratio buffer (CCLB) of
0.3%. The Group is also required to disclose an average UK leverage
ratio which is based on capital on the last day of each month in
the quarter and an exposure measure for each day in the
quarter.
MREL
As at 30 September 2025, the Group was required to meet the higher
of: (i) two times the sum of 8% Pillar 1 and 4.8% Pillar 2A
equating to 25.5% of RWAs; and (ii) 6.75% of leverage exposures. In
addition, the higher of regulatory capital and leverage buffers
apply. CET1 capital cannot be counted towards both MREL and the
buffers, meaning that the buffers, including the confidential
institution-specific PRA buffer, will effectively be applied above
MREL requirements.
|
Capital ratios1,2
|
As at 30.09.25
|
As at 30.06.25
|
As at 31.12.24
|
|
CET1
|
14.1%
|
14.0%
|
13.6%
|
|
T1
|
17.8%
|
17.8%
|
16.9%
|
|
Total regulatory capital
|
20.4%
|
20.5%
|
19.6%
|
|
MREL ratio as a percentage of total RWAs
|
35.8%
|
35.4%
|
34.4%
|
|
|
|
|
|
|
Own funds and eligible liabilities
|
£m
|
£m
|
£m
|
|
Total equity excluding non-controlling interests per the balance
sheet
|
76,394
|
75,906
|
71,821
|
|
Less: other equity instruments (recognised as AT1
capital)
|
(13,243)
|
(13,266)
|
(12,075)
|
|
Adjustment to retained earnings for foreseeable ordinary share
dividends
|
(478)
|
(600)
|
(786)
|
|
Adjustment to retained earnings for foreseeable repurchase of
shares
|
(477)
|
(171)
|
-
|
|
Adjustment to retained earnings for foreseeable other equity
coupons
|
(44)
|
(37)
|
(35)
|
|
|
|
|
|
|
Other regulatory adjustments and deductions
|
|
|
|
|
Additional value adjustments (PVA)
|
(1,941)
|
(1,887)
|
(2,051)
|
|
Goodwill and intangible assets
|
(8,228)
|
(8,158)
|
(8,272)
|
|
Deferred tax assets that rely on future profitability excluding
temporary differences
|
(1,225)
|
(1,303)
|
(1,451)
|
|
Fair value reserves related to gains or losses on cash flow
hedges
|
1,312
|
1,210
|
2,930
|
|
Excess of expected losses over impairment
|
(423)
|
(331)
|
(403)
|
|
Gains or losses on liabilities at fair value resulting from own
credit
|
988
|
456
|
981
|
|
Defined benefit pension fund assets
|
(2,261)
|
(2,177)
|
(2,367)
|
|
Direct and indirect holdings by an institution of own CET1
instruments
|
(3)
|
(5)
|
(1)
|
|
Adjustment under IFRS 9 transitional arrangements
|
-
|
-
|
138
|
|
Other regulatory adjustments
|
(117)
|
(92)
|
129
|
|
CET1 capital
|
50,254
|
49,545
|
48,558
|
|
|
|
|
|
|
AT1 capital
|
|
|
|
|
Capital instruments and related share premium accounts
|
13,289
|
13,289
|
12,108
|
|
Other regulatory adjustments and deductions
|
(46)
|
(23)
|
(32)
|
|
AT1 capital
|
13,243
|
13,266
|
12,076
|
|
|
|
|
|
|
T1 capital
|
63,498
|
62,811
|
60,634
|
|
|
|
|
|
|
T2 capital
|
|
|
|
|
Capital instruments and related share premium accounts
|
9,528
|
9,498
|
9,150
|
|
Qualifying T2 capital (including minority interests) issued by
subsidiaries
|
65
|
76
|
367
|
|
Other regulatory adjustments and deductions
|
(118)
|
(81)
|
(33)
|
|
Total regulatory capital
|
72,974
|
72,304
|
70,118
|
|
|
|
|
|
|
Less : Ineligible T2 capital (including minority interests) issued
by subsidiaries
|
(65)
|
(76)
|
(367)
|
|
Eligible liabilities
|
55,142
|
52,733
|
53,547
|
|
Total own funds and eligible
liabilities3
|
128,050
|
124,961
|
123,298
|
|
|
|
|
|
|
Total RWAs
|
357,378
|
353,043
|
358,127
|
|
1
|
2024 comparatives for Capital and RWAs have been calculated
applying the IFRS 9 transitional arrangements in accordance with
the CRR. Effective from 1 January 2025, the IFRS 9 transitional
arrangements no longer applied.
|
|
2
|
2024 comparatives for total capital were calculated applying the
grandfathering of certain capital instruments within Tier 2
capital. Effective from 29 June 2025, the grandfathered instruments
no longer qualified as Tier 2 capital.
|
|
3
|
As at 30 September 2025, the Group's MREL requirement, excluding
the institution-specific confidential PRA buffer, was to hold
£109.2bn of own funds and eligible liabilities equating to
30.5% of RWAs. The Group remains above its MREL regulatory
requirement including the institution-specific confidential PRA
buffer.
|
|
Movement in CET1 capital
|
Three months
ended 30.09.25
|
Nine months
ended 30.09.25
|
|
|
£m
|
£m
|
|
Opening CET1 capital
|
49,545
|
48,558
|
|
|
|
|
|
Profit for the period attributable to equity holders
|
1,712
|
5,719
|
|
Own credit relating to derivative liabilities
|
(4)
|
(15)
|
|
Ordinary share dividends paid and foreseen
|
(300)
|
(900)
|
|
Purchased and foreseeable share repurchase
|
(1,000)
|
(2,000)
|
|
Other equity coupons paid and foreseen
|
(262)
|
(748)
|
|
Increase in retained regulatory capital generated from
earnings
|
146
|
2,056
|
|
|
|
|
|
Net impact of share schemes
|
234
|
186
|
|
Fair value through other comprehensive income reserve
|
69
|
477
|
|
Currency translation reserve
|
434
|
(1,137)
|
|
Other reserves
|
(7)
|
(74)
|
|
Increase / (Decrease) in other qualifying reserves
|
730
|
(548)
|
|
|
|
|
|
Pension remeasurements within reserves
|
69
|
(131)
|
|
Defined benefit pension fund asset deduction
|
(84)
|
106
|
|
Net impact of pensions
|
(15)
|
(25)
|
|
|
|
|
|
Additional value adjustments (PVA)
|
(54)
|
110
|
|
Goodwill and intangible assets
|
(70)
|
44
|
|
Deferred tax assets that rely on future profitability excluding
those arising from temporary differences
|
78
|
226
|
|
Excess of expected loss over impairment
|
(92)
|
(20)
|
|
Direct and indirect holdings by an institution of own CET1
instruments
|
2
|
(2)
|
|
Adjustment under IFRS 9 transitional arrangements
|
-
|
(138)
|
|
Other regulatory adjustments
|
(16)
|
(7)
|
|
(Decrease) / Increase in regulatory capital due to adjustments and
deductions
|
(152)
|
213
|
|
|
|
|
|
Closing CET1 capital
|
50,254
|
50,254
|
CET1 capital increased by £1.7bn to £50.3bn (December
2024: £48.6bn). Significant movements in the period
were:
|
●
|
£5.7bn of capital generated from profit partially offset by
distributions of £3.6bn comprising:
|
|
|
|
-
|
£2.0bn share buybacks including the now completed £1bn
announced with FY24 results and the ongoing £1bn announced
with H125 results
|
|
|
-
|
£0.9bn of ordinary share dividends paid and foreseen
reflecting the £0.4bn interim dividend paid in September 2025
and a £0.5bn accrual towards the FY25 dividend
|
|
|
-
|
£0.7bn of equity coupons paid and foreseen
|
|
●
|
£0.5bn decrease in other qualifying reserves including a
£1.1bn reduction in the currency translation reserve primarily
as a result of the strengthening of spot GBP against USD, partially
offset by a £0.5bn gain in the fair value through other
comprehensive income reserve.
|
|
RWAs by risk type and business
|
|||||||||||||
|
|
Credit risk
|
|
Counterparty credit risk
|
|
Market Risk
|
|
Operational risk
|
Total RWAs
|
|||||
|
|
STD
|
IRB
|
|
STD
|
IRB
|
Settlement Risk
|
CVA
|
|
STD
|
IMA
|
|
|
|
|
As at 30.09.25
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
|
£m
|
£m
|
|
Barclays UK
|
16,142
|
56,992
|
|
138
|
7
|
-
|
50
|
|
224
|
-
|
|
13,196
|
86,749
|
|
Barclays UK Corporate Bank
|
3,983
|
17,023
|
|
92
|
323
|
-
|
8
|
|
16
|
425
|
|
3,282
|
25,152
|
|
Barclays Private Bank & Wealth Management
|
4,907
|
615
|
|
127
|
17
|
-
|
11
|
|
33
|
298
|
|
1,870
|
7,878
|
|
Barclays Investment Bank
|
42,790
|
48,162
|
|
24,129
|
21,714
|
82
|
2,613
|
|
14,922
|
20,430
|
|
24,293
|
199,135
|
|
Barclays US Consumer Bank
|
19,976
|
962
|
|
-
|
2
|
-
|
-
|
|
-
|
-
|
|
4,856
|
25,796
|
|
Head Office
|
5,923
|
5,415
|
|
1
|
4
|
-
|
1
|
|
27
|
74
|
|
1,223
|
12,668
|
|
Barclays Group
|
93,721
|
129,169
|
|
24,487
|
22,067
|
82
|
2,683
|
|
15,222
|
21,227
|
|
48,720
|
357,378
|
|
As at 30.06.25
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Barclays UK
|
16,186
|
56,362
|
|
130
|
9
|
-
|
83
|
|
145
|
-
|
|
13,196
|
86,111
|
|
Barclays UK Corporate Bank
|
3,993
|
16,917
|
|
134
|
387
|
-
|
12
|
|
2
|
562
|
|
3,282
|
25,289
|
|
Barclays Private Bank & Wealth Management
|
4,892
|
497
|
|
172
|
26
|
1
|
19
|
|
49
|
394
|
|
1,870
|
7,920
|
|
Barclays Investment Bank
|
38,634
|
46,858
|
|
23,025
|
22,135
|
121
|
3,779
|
|
13,257
|
24,343
|
|
24,293
|
196,445
|
|
Barclays US Consumer Bank
|
18,900
|
889
|
|
-
|
6
|
-
|
-
|
|
-
|
-
|
|
4,856
|
24,651
|
|
Head Office
|
5,622
|
5,662
|
|
1
|
6
|
-
|
2
|
|
13
|
98
|
|
1,223
|
12,627
|
|
Barclays Group
|
88,227
|
127,185
|
|
23,462
|
22,569
|
122
|
3,895
|
|
13,466
|
25,397
|
|
48,720
|
353,043
|
|
As at 31.12.24
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Barclays UK
|
15,516
|
55,301
|
|
146
|
11
|
-
|
74
|
|
228
|
-
|
|
13,181
|
84,457
|
|
Barclays UK Corporate Bank
|
3,932
|
15,680
|
|
106
|
336
|
-
|
12
|
|
16
|
548
|
|
3,282
|
23,912
|
|
Barclays Private Bank & Wealth Management
|
5,058
|
434
|
|
118
|
31
|
-
|
16
|
|
44
|
330
|
|
1,859
|
7,890
|
|
Barclays Investment Bank
|
40,957
|
49,231
|
|
21,889
|
24,094
|
70
|
2,913
|
|
12,442
|
23,023
|
|
24,164
|
198,783
|
|
Barclays US Consumer Bank
|
21,019
|
966
|
|
-
|
-
|
-
|
-
|
|
-
|
-
|
|
4,864
|
26,849
|
|
Head Office
|
6,580
|
8,162
|
|
1
|
20
|
-
|
4
|
|
-
|
212
|
|
1,257
|
16,236
|
|
Barclays Group
|
93,062
|
129,774
|
|
22,260
|
24,492
|
70
|
3,019
|
|
12,730
|
24,113
|
|
48,607
|
358,127
|
|
Movement analysis of RWAs
|
Credit risk
|
Counterparty credit risk
|
Market risk
|
Operational risk
|
Total RWAs
|
|
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
RWAs as at 31.12.24
|
222,836
|
49,841
|
36,843
|
48,607
|
358,127
|
|
Book size
|
8,041
|
1,421
|
144
|
113
|
9,719
|
|
Acquisitions and disposals
|
(2,420)
|
-
|
-
|
-
|
(2,420)
|
|
Book quality
|
(1,744)
|
(209)
|
-
|
-
|
(1,953)
|
|
Model updates
|
304
|
68
|
-
|
-
|
372
|
|
Methodology and policy
|
49
|
(189)
|
-
|
-
|
(140)
|
|
Foreign exchange movements1
|
(4,176)
|
(1,613)
|
(538)
|
-
|
(6,327)
|
|
Total RWA movements
|
54
|
(522)
|
(394)
|
113
|
(749)
|
|
RWAs as at 30.09.25
|
222,890
|
49,319
|
36,449
|
48,720
|
357,378
|
|
1
|
Foreign exchange movements does not include the impact of foreign
exchange for modelled market risk or operational risk.
|
Total RWAs decreased £0.7bn to £357.4bn (Dec 2024:
£358.1bn).
Credit risk RWAs increased £0.1bn:
|
●
|
A £8.0bn increase in book size primarily reflecting continuing
lending growth in UK businesses and business activity within
IB
|
|
●
|
A £2.4bn decrease in acquisitions and disposals reflecting the
sale of the German Consumer Finance business, partially offset by
the acquisition of GM portfolio
|
|
●
|
A £1.7bn decrease in book quality RWAs primarily driven by
improvements in credit quality within the Barclays UK mortgages
portfolio
|
|
●
|
A £4.2bn decrease as a result of foreign exchange movements
primarily due to the strengthening of spot GBP against
USD
|
Counterparty credit risk RWAs decreased £0.5bn:
|
●
|
A £1.6bn decrease as a result of foreign exchange movements
primarily due to the strengthening of spot GBP against USD,
partially offset by a £1.4bn increase in book size primarily
driven by client and trading activity within Global
Markets
|
|
Leverage ratios1
|
As at 30.09.25
|
As at 30.06.25
|
As at 31.12.24
|
|
£m
|
£m
|
£m
|
|
|
UK leverage ratio2
|
4.9%
|
5.0%
|
5.0%
|
|
T1 capital
|
63,498
|
62,811
|
60,634
|
|
UK leverage exposure
|
1,285,291
|
1,259,772
|
1,206,502
|
|
Average UK leverage ratio
|
4.7%
|
4.7%
|
4.6%
|
|
Average T1 capital
|
62,556
|
61,716
|
60,291
|
|
Average UK leverage exposure
|
1,339,336
|
1,324,772
|
1,308,335
|
|
1
|
2024 comparatives for UK leverage ratios have been calculated
applying the IFRS 9 transitional arrangements in accordance with
the CRR. Effective from 1 January 2025, the IFRS 9 transitional
arrangements no longer applied.
|
|
2
|
Although the leverage ratio is expressed in terms of T1 capital,
the leverage ratio buffers and 75% of the minimum requirement must
be covered solely with CET1 capital. The CET1 capital held against
the 0.53% G-SII ALRB was £6.8bn and against the 0.3% CCLB was
£3.9bn.
|
The UK leverage ratio decreased to 4.9% (December 2024: 5.0%), as
the leverage exposure increased by £78.8bn to £1,285.3bn
partially offset by an increase of £2.9bn in Tier 1 capital.
The increase in leverage exposure was largely driven by an increase
in trading activity in IB, partially offset by the strengthening of
spot GBP against USD.
Condensed Consolidated Financial Statements
|
Condensed consolidated income statement (unaudited)
|
||
|
|
Nine months
ended 30.09.25
|
Nine months
ended 30.09.24
|
|
|
£m
|
£m
|
|
Total income
|
22,063
|
19,824
|
|
Operating expenses excluding UK regulatory levies & litigation
and conduct
|
(12,661)
|
(11,951)
|
|
UK regulatory levies
|
(84)
|
(93)
|
|
Litigation and conduct
|
(342)
|
(99)
|
|
Operating expenses
|
(13,087)
|
(12,143)
|
|
Other net income
|
48
|
37
|
|
Profit before impairment
|
9,024
|
7,718
|
|
Credit impairment charges
|
(1,744)
|
(1,271)
|
|
Profit before tax
|
7,280
|
6,447
|
|
Tax charge
|
(1,538)
|
(1,304)
|
|
Profit after tax
|
5,742
|
5,143
|
|
|
|
|
|
Attributable to:
|
|
|
|
Shareholders of the parent
|
4,980
|
4,351
|
|
Other equity holders
|
739
|
763
|
|
Equity holders of the parent
|
5,719
|
5,114
|
|
Non-controlling interests
|
23
|
29
|
|
Profit after tax
|
5,742
|
5,143
|
|
|
|
|
|
Earnings per share
|
|
|
|
Basic earnings per ordinary share
|
35.1p
|
29.3p
|
|
Condensed consolidated balance sheet (unaudited)
|
||
|
|
As at 30.09.25
|
As at 31.12.24
|
|
Assets
|
£m
|
£m
|
|
Cash and balances at central banks
|
237,412
|
210,184
|
|
Cash collateral and settlement balances
|
159,145
|
119,843
|
|
Debt securities at amortised cost
|
70,669
|
68,210
|
|
Loans and advances at amortised cost to banks
|
9,428
|
8,327
|
|
Loans and advances at amortised cost to customers
|
346,377
|
337,946
|
|
Reverse repurchase agreements and other similar secured lending at
amortised cost
|
13,430
|
4,734
|
|
Trading portfolio assets
|
192,732
|
166,453
|
|
Financial assets at fair value through the income
statement
|
225,919
|
193,734
|
|
Derivative financial instruments
|
264,825
|
293,530
|
|
Financial assets at fair value through other comprehensive
income
|
76,760
|
78,059
|
|
Investments in associates and joint ventures
|
741
|
891
|
|
Goodwill and intangible assets
|
8,255
|
8,275
|
|
Current tax assets
|
220
|
155
|
|
Deferred tax assets
|
5,350
|
6,321
|
|
Assets included in a disposal group classified as held for
sale
|
5,935
|
9,854
|
|
Other assets
|
11,955
|
11,686
|
|
Total assets
|
1,629,153
|
1,518,202
|
|
|
|
|
|
Liabilities
|
|
|
|
Deposits at amortised cost from banks
|
20,769
|
13,203
|
|
Deposits at amortised cost from customers
|
554,559
|
547,460
|
|
Cash collateral and settlement balances
|
148,837
|
106,229
|
|
Repurchase agreements and other similar secured borrowings at
amortised cost
|
35,395
|
39,415
|
|
Debt securities in issue
|
108,589
|
92,402
|
|
Subordinated liabilities
|
12,911
|
11,921
|
|
Trading portfolio liabilities
|
71,081
|
56,908
|
|
Financial liabilities designated at fair value
|
335,213
|
282,224
|
|
Derivative financial instruments
|
252,249
|
279,415
|
|
Current tax liabilities
|
905
|
566
|
|
Deferred tax liabilities
|
18
|
18
|
|
Liabilities included in a disposal group classified as held for
sale
|
-
|
3,726
|
|
Other liabilities
|
11,784
|
12,234
|
|
Total liabilities
|
1,552,310
|
1,445,721
|
|
|
|
|
|
Equity
|
|
|
|
Called up share capital and share premium
|
4,168
|
4,186
|
|
Other reserves
|
610
|
(468)
|
|
Retained earnings
|
58,373
|
56,028
|
|
Shareholders' equity attributable to ordinary shareholders of the
parent
|
63,151
|
59,746
|
|
Other equity instruments
|
13,243
|
12,075
|
|
Total equity excluding non-controlling interests
|
76,394
|
71,821
|
|
Non-controlling interests
|
449
|
660
|
|
Total equity
|
76,843
|
72,481
|
|
|
|
|
|
Total liabilities and equity
|
1,629,153
|
1,518,202
|
|
Condensed consolidated statement of changes in equity
(unaudited)
|
|||||||
|
|
Called up share capital and share premium
|
Other equity instruments
|
Other reserves
|
Retained earnings
|
Total
|
Non-controlling interests
|
Total equity
|
|
Nine months ended 30.09.2025
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Balance as at 1 January 2025
|
4,186
|
12,075
|
(468)
|
56,028
|
71,821
|
660
|
72,481
|
|
Profit after tax
|
-
|
739
|
-
|
4,980
|
5,719
|
23
|
5,742
|
|
Currency translation movements
|
-
|
-
|
(1,137)
|
-
|
(1,137)
|
-
|
(1,137)
|
|
Fair value through other comprehensive income reserve
|
-
|
-
|
477
|
-
|
477
|
-
|
477
|
|
Cash flow hedges
|
-
|
-
|
1,618
|
-
|
1,618
|
-
|
1,618
|
|
Retirement benefit remeasurements
|
-
|
-
|
-
|
(131)
|
(131)
|
-
|
(131)
|
|
Own credit
|
-
|
-
|
(19)
|
-
|
(19)
|
-
|
(19)
|
|
Total comprehensive income for the period
|
-
|
739
|
939
|
4,849
|
6,527
|
23
|
6,550
|
|
Employee share schemes and hedging thereof
|
97
|
-
|
-
|
901
|
998
|
-
|
998
|
|
Issue and redemption of other equity instruments
|
-
|
1,182
|
-
|
(5)
|
1,177
|
-
|
1,177
|
|
Other equity instruments coupon paid
|
-
|
(739)
|
-
|
-
|
(739)
|
-
|
(739)
|
|
Redemption of preference shares
|
-
|
-
|
-
|
(59)
|
(59)
|
(211)
|
(270)
|
|
Vesting of employee share schemes net of purchases
|
|
|
20
|
(598)
|
(578)
|
|
(578)
|
|
Dividends paid
|
-
|
-
|
-
|
(1,213)
|
(1,213)
|
(23)
|
(1,236)
|
|
Repurchase of shares
|
(115)
|
-
|
115
|
(1,533)
|
(1,533)
|
-
|
(1,533)
|
|
Other movements
|
|
(14)
|
4
|
3
|
(7)
|
|
(7)
|
|
Balance as at 30 September 2025
|
4,168
|
13,243
|
610
|
58,373
|
76,394
|
449
|
76,843
|
|
Three months ended 30.09.2025
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Balance as at 1 July 2025
|
4,201
|
13,266
|
693
|
57,746
|
75,906
|
449
|
76,355
|
|
Profit after tax
|
-
|
255
|
-
|
1,457
|
1,712
|
-
|
1,712
|
|
Currency translation movements
|
-
|
-
|
434
|
-
|
434
|
-
|
434
|
|
Fair value through other comprehensive income reserve
|
-
|
-
|
69
|
-
|
69
|
-
|
69
|
|
Cash flow hedges
|
-
|
-
|
(102)
|
-
|
(102)
|
-
|
(102)
|
|
Retirement benefit remeasurements
|
-
|
-
|
-
|
69
|
69
|
-
|
69
|
|
Own credit
|
-
|
-
|
(535)
|
-
|
(535)
|
-
|
(535)
|
|
Total comprehensive income for the period
|
-
|
255
|
(134)
|
1,526
|
1,647
|
-
|
1,647
|
|
Employee share schemes and hedging thereof
|
15
|
-
|
-
|
232
|
247
|
-
|
247
|
|
Issue and redemption of other equity instruments
|
-
|
-
|
-
|
-
|
-
|
-
|
-
|
|
Other equity instruments coupon paid
|
-
|
(255)
|
-
|
-
|
(255)
|
-
|
(255)
|
|
Vesting of employee shares scheme net of purchases
|
-
|
-
|
1
|
(13)
|
(12)
|
-
|
(12)
|
|
Dividends paid
|
-
|
-
|
-
|
(422)
|
(422)
|
-
|
(422)
|
|
Repurchase of shares
|
(48)
|
-
|
48
|
(699)
|
(699)
|
-
|
(699)
|
|
Other movements
|
-
|
(23)
|
2
|
3
|
(18)
|
-
|
(18)
|
|
Balance as at 30 September 2025
|
4,168
|
13,243
|
610
|
58,373
|
76,394
|
449
|
76,843
|
|
|
As at 30.09.25
|
As at 31.12.24
|
|
Other Reserves
|
£m
|
£m
|
|
Currency translation reserve
|
2,488
|
3,625
|
|
Fair value through other comprehensive income reserve
|
(1,396)
|
(1,873)
|
|
Cash flow hedging reserve
|
(1,312)
|
(2,930)
|
|
Own credit reserve
|
(1,074)
|
(1,059)
|
|
Other reserves and treasury shares
|
1,904
|
1,769
|
|
Total
|
610
|
(468)
|
Appendix: Non-IFRS Performance Measures
The Group's management believes that the non-IFRS performance
measures included in this document provide valuable information to
the readers of the financial statements, as they enable the reader
to identify a more consistent basis for comparing the businesses'
performance between financial periods, and provide more detail
concerning the elements of performance which the managers of these
businesses are most directly able to influence or are relevant for
an assessment of the Group. They also reflect an important aspect
of the way in which operating targets are defined and performance
is monitored by management.
However, any non-IFRS performance measures in this document are not
a substitute for IFRS measures and readers should consider the IFRS
measures as well.
Non-IFRS performance measures glossary
|
Measure
|
Definition
|
|
Loan: deposit ratio
|
Total loans and advances at amortised cost divided by total
deposits at amortised cost.
|
|
Period end tangible equity refers to:
|
|
|
Period end tangible shareholders' equity (for Barclays
Group)
|
Shareholders' equity attributable to ordinary shareholders of the
parent, adjusted for the deduction of goodwill and intangible
assets.
|
|
Period end allocated tangible equity (for businesses)
|
Allocated tangible equity is calculated as 13.5% (2024: 13.5%) of
RWAs for each business, adjusted for capital deductions, excluding
goodwill and intangible assets, reflecting the assumptions the
Barclays Group uses for capital planning purposes. Head Office
allocated tangible equity represents the difference between the
Barclays Group's tangible shareholders' equity and the amounts
allocated to businesses.
|
|
Average tangible equity refers to:
|
|
|
Average tangible shareholders' equity (for Barclays
Group)
|
Calculated as the average of the previous month's period end
tangible shareholders' equity and the current month's period end
tangible shareholders' equity. The average tangible shareholders'
equity for the period is the average of the monthly averages within
that period.
|
|
Average allocated tangible equity (for businesses)
|
Calculated as the average of the previous month's period end
allocated tangible equity and the current month's period end
allocated tangible equity. The average allocated tangible equity
for the period is the average of the monthly averages within that
period.
|
|
Return on tangible equity (RoTE) refers to:
|
|
|
Return on average tangible shareholders' equity (for Barclays
Group)
|
Annualised Group attributable profit, as a proportion of average
tangible shareholders' equity. The components of the calculation
have been included on pages 44 to 45.
|
|
Return on average allocated tangible equity (for
businesses)
|
Annualised business attributable profit, as a proportion of that
business's average allocated tangible equity. The components of the
calculation have been included on pages 43 to 45.
|
|
|
|
|
Operating expenses excluding litigation and conduct
|
A measure of total operating expenses excluding litigation and
conduct charges.
|
|
Operating costs
|
A measure of total operating expenses excluding litigation and
conduct charges and UK regulatory levies.
|
|
Cost: income ratio
|
Total operating expenses divided by total income.
|
|
Loan loss rate
|
Quoted in basis points and represents total impairment charges
divided by total gross loans and advances held at amortised cost
(including portfolios reclassified to assets held for sale) at the
balance sheet date. The components of the calculation have been
included on pages 46 to 48.
|
|
Net interest margin
|
Annualised net interest income divided by the sum of average
customer assets. The components of the calculation have been
included on page 25.
|
|
Tangible net asset value per share
|
Calculated by dividing shareholders' equity, excluding
non-controlling interests and other equity instruments, less
goodwill and intangible assets, by the number of issued ordinary
shares. The components of the calculation have been included on
page 50.
|
|
Profit before impairment
|
Calculated by excluding credit impairment charges or releases from
profit before tax.
|
|
Structural cost actions
|
Cost actions taken to improve future financial
performance.
|
|
Net New Assets Under Management
|
The net inflows and outflows of client balances within
Discretionary Portfolio Management and Advisory mandates. Excludes
market performance and foreign exchange translation but includes
reinvested dividend payments
|
|
Assets under Management (AUM)
|
Total market value of client investment balances managed within
investment mandates where Barclays provides discretionary portfolio
management or advisory services. Total Assets Under Management
excludes uninvested cash held under an investment
mandate
|
|
Assets under Supervision (AUS)
|
Total market value of client investment balances where Barclays
provides custodian or transactional services
|
|
Group net interest income excluding Barclays Investment Bank and
Head Office
|
A measure of Barclays Group net interest income, excluding the net
interest income reported in Barclays Investment Bank and Head
Office.
|
Returns
|
|
Nine months ended 30.09.25
|
|
|||||
|
|
Barclays UK
|
Barclays UK Corporate Bank
|
Barclays Private Bank and Wealth Management
|
Barclays Investment Bank
|
Barclays US Consumer Bank
|
Head Office
|
Barclays Group
|
|
Return on average tangible equity
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Attributable profit/(loss)
|
1,737
|
480
|
256
|
2,798
|
246
|
(537)
|
4,980
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
|
Average equity
|
15.8
|
3.4
|
1.2
|
29.0
|
4.1
|
8.8
|
62.3
|
|
Average goodwill and intangibles
|
(4.0)
|
-
|
(0.1)
|
-
|
(0.6)
|
(3.6)
|
(8.3)
|
|
Average tangible equity
|
11.8
|
3.4
|
1.1
|
29.0
|
3.5
|
5.3
|
54.0
|
|
|
|
|
|
|
|
|
|
|
Return on average tangible equity
|
19.6%
|
18.8%
|
30.9%
|
12.9%
|
9.4%
|
n/m
|
12.3%
|
|
|
Nine months ended 30.09.24
|
|
|||||
|
|
Barclays UK
|
Barclays UK Corporate Bank
|
Barclays Private Bank and Wealth Management
|
Barclays Investment Bank
|
Barclays US Consumer Bank
|
Head Office
|
Barclays Group
|
|
Return on average tangible equity
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Attributable profit/(loss)
|
1,684
|
392
|
225
|
2,266
|
208
|
(424)
|
4,351
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
|
Average equity
|
14.4
|
3.0
|
1.1
|
29.8
|
3.7
|
6.3
|
58.3
|
|
Average goodwill and intangibles
|
(3.9)
|
-
|
(0.1)
|
-
|
(0.4)
|
(3.5)
|
(7.9)
|
|
Average tangible equity
|
10.5
|
3.0
|
1.0
|
29.8
|
3.3
|
2.8
|
50.4
|
|
|
|
|
|
|
|
|
|
|
Return on average tangible equity
|
21.4%
|
17.3%
|
29.5%
|
10.1%
|
8.4%
|
n/m
|
11.5%
|
|
Barclays Group
|
|
|
|
|
|
|
|
|
|
|
|
Return on average tangible shareholders' equity
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Attributable profit/(loss)
|
1,457
|
1,659
|
1,864
|
|
965
|
1,564
|
1,237
|
1,550
|
|
(111)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Average shareholders' equity
|
63.3
|
62.1
|
61.4
|
|
59.7
|
59.1
|
57.7
|
58.3
|
|
57.1
|
|
Average goodwill and intangibles
|
(8.2)
|
(8.2)
|
(8.3)
|
|
(8.2)
|
(8.1)
|
(7.9)
|
(7.8)
|
|
(8.2)
|
|
Average tangible shareholders' equity
|
55.1
|
53.9
|
53.1
|
|
51.5
|
51.0
|
49.8
|
50.5
|
|
48.9
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Return on average tangible shareholders' equity
|
10.6%
|
12.3%
|
14.0%
|
|
7.5%
|
12.3%
|
9.9%
|
12.3%
|
|
(0.9)%
|
|
Barclays UK
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Attributable profit
|
647
|
580
|
510
|
|
781
|
621
|
584
|
479
|
|
382
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Average allocated equity
|
15.9
|
15.8
|
15.7
|
|
15.1
|
14.5
|
14.4
|
14.3
|
|
14.1
|
|
Average goodwill and intangibles
|
(4.0)
|
(4.0)
|
(4.0)
|
|
(3.9)
|
(3.9)
|
(3.9)
|
(3.9)
|
|
(3.9)
|
|
Average allocated tangible equity
|
11.9
|
11.8
|
11.7
|
|
11.2
|
10.6
|
10.5
|
10.4
|
|
10.2
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
21.8%
|
19.7%
|
17.4%
|
|
28.0%
|
23.4%
|
22.3%
|
18.5%
|
|
14.9%
|
|
Barclays UK Corporate Bank
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Attributable profit
|
196
|
142
|
142
|
|
98
|
144
|
135
|
113
|
|
59
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Average allocated equity
|
3.4
|
3.4
|
3.3
|
|
3.2
|
3.1
|
3.0
|
3.0
|
|
2.8
|
|
Average goodwill and intangibles
|
-
|
-
|
-
|
|
-
|
-
|
-
|
-
|
|
-
|
|
Average allocated tangible equity
|
3.4
|
3.4
|
3.3
|
|
3.2
|
3.1
|
3.0
|
3.0
|
|
2.8
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
22.8%
|
16.6%
|
17.1%
|
|
12.3%
|
18.8%
|
18.0%
|
15.2%
|
|
8.4%
|
|
Barclays Private Bank and Wealth Management
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Attributable profit
|
72
|
88
|
96
|
|
63
|
74
|
77
|
74
|
|
47
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Average allocated equity
|
1.2
|
1.2
|
1.2
|
|
1.2
|
1.1
|
1.1
|
1.1
|
|
1.1
|
|
Average goodwill and intangibles
|
(0.1)
|
(0.1)
|
(0.1)
|
|
(0.1)
|
(0.1)
|
(0.1)
|
(0.1)
|
|
(0.1)
|
|
Average allocated tangible equity
|
1.1
|
1.1
|
1.1
|
|
1.1
|
1.0
|
1.0
|
1.0
|
|
1.0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
26.4%
|
31.9%
|
34.5%
|
|
23.9%
|
29.0%
|
30.8%
|
28.7%
|
|
19.1%
|
|
Barclays Investment Bank
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Attributable profit/(loss)
|
723
|
876
|
1,199
|
|
247
|
652
|
715
|
899
|
|
(149)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Average allocated equity
|
28.6
|
28.7
|
29.6
|
|
29.3
|
29.5
|
29.9
|
30.0
|
|
28.9
|
|
Average goodwill and intangibles
|
-
|
-
|
-
|
|
-
|
-
|
-
|
-
|
|
-
|
|
Average allocated tangible equity
|
28.6
|
28.7
|
29.6
|
|
29.3
|
29.5
|
29.9
|
30.0
|
|
28.9
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
10.1%
|
12.2%
|
16.2%
|
|
3.4%
|
8.8%
|
9.6%
|
12.0%
|
|
(2.1)%
|
|
Barclays US Consumer Bank
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Attributable profit/(loss)
|
118
|
87
|
41
|
|
94
|
89
|
75
|
44
|
|
(3)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Average allocated equity
|
4.0
|
4.0
|
4.2
|
|
4.0
|
3.8
|
3.6
|
3.6
|
|
3.6
|
|
Average goodwill and intangibles
|
(0.5)
|
(0.6)
|
(0.6)
|
|
(0.6)
|
(0.5)
|
(0.3)
|
(0.3)
|
|
(0.3)
|
|
Average allocated tangible equity
|
3.5
|
3.4
|
3.6
|
|
3.4
|
3.3
|
3.3
|
3.3
|
|
3.3
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Return on average allocated tangible equity
|
13.5%
|
10.2%
|
4.5%
|
|
11.2%
|
10.9%
|
9.2%
|
5.3%
|
|
(0.3)%
|
Loan loss rates
|
|
Nine months ended 30.09.25
|
|
|||||
|
|
Barclays UK
|
Barclays UK Corporate Bank
|
Barclays Private Bank and Wealth Management
|
Barclays Investment Bank
|
Barclays US Consumer Bank
|
Head Office
|
Barclays Group
|
|
Loan loss rate
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Credit impairment (charges)/ releases
|
(339)
|
(36)
|
10
|
(283)
|
(1,090)
|
(6)
|
(1,744)
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
|
Gross loans and advances held at amortised cost (including
portfolios reclassified as held for sale)1
|
230.9
|
29.2
|
15.2
|
129.8
|
29.8
|
2.6
|
437.5
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate (bps)
|
20
|
16
|
(9)
|
29
|
489
|
n/m
|
53
|
|
|
Nine months ended 30.09.24
|
|
|||||
|
|
Barclays UK
|
Barclays UK Corporate Bank
|
Barclays Private Bank and Wealth Management
|
Barclays Investment Bank
|
Barclays US Consumer Bank
|
Head Office
|
Barclays Group
|
|
Loan loss rate
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
£m
|
|
Credit impairment charges
|
(82)
|
(36)
|
(4)
|
(77)
|
(995)
|
(77)
|
(1,271)
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
£bn
|
|
Gross loans and advances held at amortised cost (including
portfolios reclassified as held for sale)1
|
218.4
|
25.2
|
14.3
|
116.5
|
26.7
|
7.2
|
408.3
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate (bps)
|
5
|
19
|
4
|
9
|
497
|
n/m
|
42
|
|
1
|
Includes gross loans and advances to customers and banks, in
addition to debt securities.
|
|
Barclays Group
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Credit impairment charges
|
(632)
|
(469)
|
(643)
|
|
(711)
|
(374)
|
(384)
|
(513)
|
|
(552)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Gross loans and advances held at amortised cost (including
portfolios reclassified as held for sale)
|
437.5
|
428.4
|
430.4
|
|
429.6
|
408.3
|
409.1
|
407.6
|
|
409.3
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate (bps)
|
57
|
44
|
61
|
|
66
|
37
|
38
|
51
|
|
54
|
|
Barclays UK
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Credit impairment charges
|
(102)
|
(79)
|
(158)
|
|
(283)
|
(16)
|
(8)
|
(58)
|
|
(37)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Gross loans and advances held at amortised cost (including
portfolios reclassified as held for sale)
|
230.9
|
228.5
|
227.5
|
|
227.5
|
218.4
|
217.3
|
219.4
|
|
223.3
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate (bps)
|
18
|
14
|
28
|
|
49
|
3
|
1
|
11
|
|
7
|
|
Barclays UK Corporate Bank
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Credit impairment charges
|
(5)
|
(12)
|
(19)
|
|
(40)
|
(13)
|
(8)
|
(15)
|
|
(18)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Gross loans and advances held at amortised cost (including
portfolios reclassified as held for sale)
|
29.2
|
28.2
|
27.0
|
|
25.8
|
25.2
|
26.0
|
26.1
|
|
26.6
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate (bps)
|
7
|
17
|
28
|
|
62
|
21
|
12
|
23
|
|
27
|
|
Barclays Private Bank and Wealth Management
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Credit impairment (charges)/ releases
|
(1)
|
2
|
9
|
|
(2)
|
(7)
|
3
|
-
|
|
4
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Gross loans and advances held at amortised cost (including
portfolios reclassified as held for sale)
|
15.2
|
14.8
|
14.8
|
|
14.7
|
14.3
|
14.1
|
14.1
|
|
13.8
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate (bps)
|
3
|
(5)
|
(25)
|
|
5
|
19
|
(9)
|
-
|
|
(10)
|
|
Barclays Investment Bank
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Credit impairment (charges)/ releases
|
(144)
|
(67)
|
(72)
|
|
(46)
|
(43)
|
(44)
|
10
|
|
(23)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Gross loans and advances held at amortised cost (including
portfolios reclassified as held for sale)
|
129.8
|
126.8
|
129.6
|
|
124.9
|
116.5
|
115.5
|
113.2
|
|
109.4
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate (bps)
|
44
|
21
|
23
|
|
15
|
15
|
15
|
(4)
|
|
8
|
|
Barclays US Consumer Bank
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate
|
Q325
|
Q225
|
Q125
|
|
Q424
|
Q324
|
Q224
|
Q124
|
|
Q423
|
|
£m
|
£m
|
£m
|
|
£m
|
£m
|
£m
|
£m
|
|
£m
|
|
|
Credit impairment charges
|
(379)
|
(312)
|
(399)
|
|
(298)
|
(276)
|
(309)
|
(410)
|
|
(449)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
£bn
|
£bn
|
|
£bn
|
£bn
|
£bn
|
£bn
|
|
£bn
|
|
Gross loans and advances held at amortised cost (including
portfolios reclassified as held for sale)
|
29.8
|
27.4
|
28.9
|
|
30.0
|
26.7
|
28.4
|
27.0
|
|
28.0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loan loss rate (bps)
|
505
|
456
|
562
|
|
395
|
411
|
438
|
610
|
|
636
|
|
Tangible net asset value per share
|
As at 30.09.25
|
As at 31.12.24
|
As at 30.09.24
|
|
|
£m
|
£m
|
£m
|
|
Total equity excluding non-controlling interests
|
76,394
|
71,821
|
70,972
|
|
Other equity instruments
|
(13,243)
|
(12,075)
|
(11,739)
|
|
Goodwill and intangibles
|
(8,255)
|
(8,275)
|
(8,123)
|
|
Tangible shareholders' equity attributable to ordinary shareholders
of the parent
|
54,896
|
51,471
|
51,110
|
|
|
|
|
|
|
|
m
|
m
|
m
|
|
Shares in issue
|
13,996
|
14,420
|
14,571
|
|
|
|
|
|
|
|
p
|
p
|
p
|
|
Tangible net asset value per share
|
392
|
357
|
351
|
Shareholder Information
|
Results timetable1
|
|
|
|
|
Date
|
|
|
2025 Full Year Results and Annual Report
|
|
|
|
|
10 February 2026
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
% Change2
|
|
|
Exchange rates
|
30.09.25
|
31.12.24
|
30.09.24
|
|
31.12.24
|
30.09.24
|
|
Period end - USD/GBP
|
1.34
|
1.25
|
1.34
|
|
7%
|
-%
|
|
YTD average - USD/GBP
|
1.31
|
1.28
|
1.28
|
|
2%
|
2%
|
|
3 month average - USD/GBP
|
1.35
|
1.28
|
1.30
|
|
5%
|
4%
|
|
Period end - EUR/GBP
|
1.15
|
1.21
|
1.20
|
|
(5)%
|
(4)%
|
|
YTD average - EUR/GBP
|
1.18
|
1.18
|
1.17
|
|
-%
|
1%
|
|
3 month average - EUR/GBP
|
1.15
|
1.20
|
1.18
|
|
(4)%
|
(3)%
|
|
|
|
|
|
|
|
|
|
Share price data
|
|
|
|
|
|
|
|
Barclays PLC (p)
|
379.60
|
268.15
|
224.55
|
|
|
|
|
Barclays PLC number of shares (m)3
|
13,996
|
14,420
|
14,571
|
|
|
|
|
|
|
|
|
|
|
|
|
For further information please contact
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Investor relations
|
Media relations
|
|||||
|
Marina Shchukina +44 (0) 20 7116 2526
|
Tom Hoskin +44 (0) 20 7116 4755
|
|||||
|
|
|
|||||
|
More information on Barclays can be found on our
website: home.barclays
|
||||||
|
|
|
|
|
|
|
|
|
Registered office
|
|
|
|
|
|
|
|
1 Churchill Place, London, E14 5HP, United Kingdom. Tel: +44 (0) 20
7116 1000. Company number: 48839.
|
||||||
|
|
|
|
|
|
|
|
|
Registrar
|
|
|
|
|
|
|
|
Equiniti, Aspect House, Spencer Road, Lancing, West Sussex, BN99
6DA, United Kingdom.
|
|
|
||||
|
Tel: +44 (0)371 384 2055 (UK and International telephone
number)4.
|
|
|
||||
|
|
|
|
|
|
|
|
|
American Depositary Receipts (ADRs)
|
|
|
|
|
|
|
|
Shareowner Services
|
||||||
|
P.O. Box 64504
|
||||||
|
St. Paul, MN 55164-0504
|
||||||
|
United States of America
|
||||||
|
shareowneronline.com
|
|
|
||||
|
Toll Free Number (US and Canada): +1 800-990-1135
|
|
|
||||
|
Outside the US and Canada: +1 651-453-2128
|
|
|
|
|
||
|
|
|
|
|
|
|
|
|
Delivery of ADR certificates and overnight mail
|
|
|
|
|
|
|
|
Shareowner Services, 1110 Centre Pointe Curve, Suite 101, Mendota
Heights, MN 55120-4100, USA.
|
||||||
|
1
|
Note that this date is provisional and subject to
change.
|
|
2
|
The change is the impact to GBP reported information.
|
|
3
|
The number of shares of 13,996m as at 30 September 2025 is
different from the 13,989m quoted in the 1 October 2025
announcement entitled "Total Voting Rights" because the share
buyback transactions executed on 29 and 30 September 2025 did not
settle until 1 and 2 October 2025 respectively.
|
|
4
|
Lines open 8.30am to 5.30pm (UK time), Monday to Friday, excluding
UK public holidays in England and Wales.
|
FAQ
What were Barclays (BCS) key Q3 2025 results?
Q3 income was £7.2bn (up 9% year-on-year), profit before tax £2.1bn, and RoTE 10.6%.
Did Barclays (BCS) change its guidance?
Yes. 2025 RoTE guidance was upgraded to greater than 11%, with the 2026 RoTE target reaffirmed at greater than 12%.
What capital returns did Barclays (BCS) announce?
A £500m share buyback was announced, with plans to move to quarterly buyback announcements.
What is Barclays’ (BCS) capital position?
The CET1 ratio was 14.1%; including the buyback, CET1 as of 30 September 2025 would be 13.9%.
How did credit costs trend at Barclays (BCS) in Q3 2025?
Credit impairment charges were £0.6bn with an LLR of 57bps, including a c.£110m single-name charge.
What one-off or notable charges were recorded?
Barclays recorded a £235m charge for motor finance redress in Q3 2025.
When will new long-term targets be provided?
Management plans to announce new targets through 2028 with FY25 Results on 10 February 2026.
Barclays
NYSE:BCS
BCS Rankings
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Oct 23, 2025
[6-K] BARCLAYS PLC Current Report (Foreign Issuer)
Oct 22, 2025
[6-K] BARCLAYS PLC Current Report (Foreign Issuer)
Oct 22, 2025
[6-K] BARCLAYS PLC Current Report (Foreign Issuer)
Aug 28, 2025
[6-K] Barclays PLC Current Report (Foreign Issuer)