Barclays Plc: a £29.1bn business, growing.

Where's the money from?

Revenue £29.1bn (FY2025), up 9% YoY

No segmental split disclosed in the filed accounts — this is the total trading revenue line.

Is it growing?

£21.8bn → £29.1bn

Revenue up about 34% across 6 filed years.

Is it solid?

£229.8bn cash

Net worth £78.2bn.

Who's behind it?

12 active directors

Full board and backgrounds in the People tab.

global diversified bank (retail, corporate and investment banking) · global · high complexity

Deep-Dive · Company Intelligence

Inside Barclays PLC

Report overview

Barclays turned £29.1bn in revenue into £18.7bn of operating cash — a 163% cash surge that dwarfs its earnings growth.

£229.75bn Cash at bank vs £210.18bn FY2024

£29.14bn Turnover vs £26.79bn FY2024

£9.14bn Pre-tax profit vs £8.11bn FY2024

£78.24bn Net assets vs £72.48bn FY2024

Barclays PLC posted its strongest numbers in recent memory: revenue up 9% to £29.1bn, profit after tax up 13% to £7.2bn. But the headline that matters most sits in the cash flow statement. Operating cash leapt 163% — from £7.1bn to £18.7bn — in a single year. Simultaneously, the investing outflow that consumed £17.9bn in FY2024 flipped to a £1.6bn inflow. A bank that was deploying capital at scale one year was harvesting it the next. The balance sheet reflects it: net assets climbed £5.8bn to £78.2bn, and cash holdings now stand at £229.8bn.

Selective validation flags on FY2025 accounts — tap to open Verification and see which lines we cross-checked against the filed PDF.

Explore 02Financials 03Risk 05People 06AI Insights 08Filings 10Verification

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Company No.00048839

Statusactive

Latest accountsFY2025 accounts

Filed 31 May 2026 1 month ago

AuditorKPMG LLP

The story

What happened, in chapters

The year, beat by beat — each one a signal from the filing, source cited. Open “the full working” on any beat for the analyst detail.

The Cash Reversal

Investing cash swung from a £17.9bn outflow to a £1.6bn inflow in twelve months.

+109%

Investing cash flow FY2024 -£17.9bn FY2025 £1.6bn

The full working

That is a £19.5bn directional swing in a single line of the cash flow statement. In FY2024 Barclays was a net deployer of capital at scale; in FY2025 it was a net collector. The mechanism — whether asset disposals, loan book movements, or securities maturities — is not disclosed in the filing brief.

Source · Cash Flow Statement FY2024–FY2025

Profit Is Real

Every layer of the P&L moved in the same direction, and margins held.

Profit after tax

FY2024 £6.4bn

FY2025 £7.2bn

The full working

Turnover rose £2.35bn to £29.1bn; operating profit followed to £11.4bn; profit after tax landed at £7.2bn. The tax charge grew proportionally to £1.93bn, so there is no sign of one-off reliefs flattering the bottom line. Operating margin sits at roughly 39%.

Source · Profit & Loss Account FY2024–FY2025

A Balance Sheet Built on Scale

£229.8bn in cash sits against £78.2bn of net assets — numbers that define a tier-one bank.

£229.8bn Cash & equivalents

£78.2bn Net assets

The full working

Cash holdings of £229.8bn reflect the sheer size of Barclays' treasury and lending operations, not a conventional corporate cash pile. Net assets grew £5.8bn year-on-year, entirely funded by retained earnings rather than any disclosed fresh equity raise.

Source · Balance Sheet FY2025

Who Controls Barclays?

No person of significant control is on record — ownership is fragmented below the 25% disclosure threshold.

No single controlling shareholder (PSC) Fragmented institutional ownership — no PSC recorded
Board (12 directors) Higgins (Chair), Venkatakrishnan (CEO) + 10 non-executives
Listed entity Barclays PLC — Company No. 00048839
Operating subsidiaries (below this entity — not detailed in this filing)

Source · PSC Register; Director appointments, Companies House

The Filing Timeline

Barclays has been filing under variants of its name since 1896 — and the most recent signals are routine.

22 May 2026 SH01 share allotment filed; resolutions filed 6 June 2026
1985 Renamed Barclays PLC (current)
1982 Renamed Barclays Bank PLC
1916 Renamed Barclays Bank Limited
1896 Barclay & Company Limited incorporated

Source · Filing history, Companies House; Name history on record

The brief

Five questions, answered

The questions you'd ask a credit analyst over coffee — answered from this company's filings, with the source for every figure.

Q1 Can they pay their bills next year?

Liquidity is not a concern at the scale this filing presents.

Cash and equivalents stand at £229.8bn (Balance Sheet FY2025), and operating cash flow more than doubled to £18.7bn in FY2025, up from £7.1bn the prior year. As a regulated UK bank Barclays also carries statutory liquidity buffers not captured in these headline figures. No going-concern language appears in the filing brief.

Source · Balance Sheet FY2025; Cash Flow Statement FY2025

Q2 Are they actually making money, or just turning it over?

Genuinely making money.

Turnover of £29.1bn converted to £11.4bn operating profit and £7.2bn profit after tax in FY2025 — an operating margin of roughly 39% and a post-tax margin of roughly 25%. Both margins held year-on-year despite a 9% revenue increase. The tax charge rose proportionally to £1.93bn, so no one-off reliefs are inflating the net figure.

Source · Profit & Loss Account FY2024–FY2025

Q3 Who owns and controls the business, really?

No person of significant control is recorded at Companies House, which is typical for a FTSE-listed institution where institutional shareholding is dispersed and no single investor holds 25% or more.

Day-to-day control sits with a twelve-person board. CEO C.S. Venkatakrishnan was appointed November 2021; Chair Nigel Higgins since March 2019. Four directors hold American nationality, six British.

Source · PSC Register; Director register, Companies House

Q4 Is the filing history clean, or are accounts late / amended?

The filing history appears clean.

The most recent entries are a share allotment (SH01, 22 May 2026) and a resolutions filing (6 June 2026), both consistent with routine post-AGM activity. No late accounts, amended filings, or replacement documents are flagged in the brief. The company has maintained continuous registration since 1896, with name changes properly recorded at each stage.

Source · Filing history, Companies House; Name history on record

Q5 Where are the red flags hiding in the notes?

The filing brief does not include the detailed notes to the accounts — charges, secured debt schedules, contingent liabilities, and going-concern disclosures are not captured here and cannot be assessed from this data alone.

Honest limits

What the filings can't tell you

We surface gaps plainly rather than guess. Use the chapters and tabs below to dig into what is on record.

Data quality note

No geographic revenue breakdown by country or region is available in the extracted pages, limiting assessment of country-level concentration risk.

Where are the red flags hiding in the notes?

Origin

Barclays PLC

Barclays PLC is a major UK-listed global bank (SIC 64191), offering retail banking, corporate and investment banking, credit cards and wealth management services worldwide. It is the ultimate parent of the Barclays Group, incorporated in 1896 and dual-listed in London and New York.

Where the money comes from

Revenue £29.1bn (FY2025), up 9% YoY No segmental split disclosed in the filed accounts — this is the total trading revenue line.

At a glance

Key data

Founded 1896 6 years on file

Turnover £29.14bn ▲ +8.8% YoY

Pre-tax profit £9.14bn ▲ +12.7% YoY

Auditor Audit exempt Not required for this filing

Timeline

How we got here

2024 01 of 20

Big year-on-year change

Operating profit jump

Operating profit grew 20% — from £8.44bn to £10.09bn.

2022 02 of 20

Big year-on-year change

Profit after tax decline

Profit after tax fell 17% — from £7.23bn to £5.97bn.

2021 03 of 20

Big year-on-year change

Profit after tax surge

Profit after tax more than doubled — from £2.46bn to £7.23bn in a single year (+194%).

2021 04 of 20

Joined the board

Julia Susan Wilson joins the board

Julia Susan Wilson was first appointed as a director on 1 April 2021.

2020 05 of 20

Joined the board

Brian, Dr Gilvary joins the board

Brian, Dr Gilvary was first appointed as a director on 1 February 2020.

2019 06 of 20

Joined the board

Dawn Fitzpatrick joins the board

Dawn Fitzpatrick was first appointed as a director on 25 September 2019.

2020 07 of 20

Where our data starts

Financial deep-dive begins

Earliest analysed accounts: FY2020. 35 years of earlier trading history are not in scope — this report pulls the most recent filed accounts from Companies House.

2019 08 of 20

Joined the board

Nigel Paul Higgins joins the board

Nigel Paul Higgins was first appointed as a director on 1 March 2019.

2013 09 of 20

Regulatory event

Qatar capital-raising probe expands

The Financial Services Authority expanded its investigation into Barclays' 2008 Qatar capital-raising, focusing on disclosure surrounding the ownership of securities, with the Serious Fraud Office also conducting a parallel investigation.

2012 10 of 20

Crisis

Libor manipulation fined £290m

Barclays was fined £290 million by UK and US regulators for manipulating Libor and Euribor rate submissions between 2005 and 2009, triggering the resignation of CEO Bob Diamond and causing a major reputational crisis for the bank.

2009 11 of 20

Merger

Barclays Global Investors sold to BlackRock

Barclays sold its asset management unit, Barclays Global Investors, including the iShares ETF business, to BlackRock for $13.5 billion to strengthen its capital position following the financial crisis.

2008 12 of 20

Acquisition

Lehman Brothers US operations acquired

Barclays acquired the investment-banking and trading divisions of the collapsed Lehman Brothers for approximately $1.35 billion, gaining 9,000 employees and Lehman's Midtown Manhattan headquarters, propelling Barclays into the US bulge-bracket tier.

2005 13 of 20

Acquisition

Absa South Africa stake acquired

Barclays acquired a 54% stake in Absa Group Limited, South Africa's largest retail bank, for £2.6 billion, marking a major push into the African market.

2000 14 of 20

Acquisition

Woolwich acquired for £5.4bn

Barclays took over the recently de-mutualised Woolwich Building Society for £5.4 billion, significantly expanding its mortgage and retail banking operations.

1998 15 of 20

Merger

Barclays Capital rebranded from BZW

BZW's equity and corporate finance divisions were sold to Credit Suisse First Boston; Barclays retained the debt-focused fixed income business, rebranding it as Barclays Capital and laying the foundation for its bulge-bracket investment banking ambitions.

1986 16 of 20

Expansion

BZW investment bank formed

In response to the Big Bang deregulation of the London Stock Exchange, Barclays acquired stockbroker de Zoete & Bevan and jobber Wedd Durlacher, merging them with Barclays Merchant Bank to form Barclays de Zoete Wedd, marking its push into investment banking.

1985 17 of 20

Name changed

Rebrand

Previously incorporated as Barclays Bank PLC.

1982 18 of 20

Name changed

Rebrand

Previously incorporated as Barclays Bank Limited.

1969 19 of 20

Regulatory event

Lloyds merger blocked by regulators

A planned three-way merger with Martins Bank and Lloyds Bank was blocked by the Monopolies and Mergers Commission, though Barclays was later permitted to acquire Martins Bank alone.

1967 20 of 20

Notable event

World's first ATM deployed

Barclays installed the world's first cash dispenser in Enfield, a landmark technological milestone that transformed retail banking globally.

Go deeper

Explore the evidence

Explore 02Financials 03Risk 05People 06AI Insights 08Filings 09Summary 10Verification

02 · Financials

The numbers, year by year

FY2025 accounts · Companies House (PDF accounts)

Scene 01 · Revenue

Turnover grew 34% across the period

From £21.77bn in FY2020 to £29.14bn in FY2025 — a 34% increase.

Annual Turnover vs Cost of Sales

FY2020 – FY2025 · Companies House (PDF accounts) · hover any point for the full year

Turnover Cost of Sales Gross Profit (shaded gap)

Latest turnover · FY2025 £29.14bn +8.8% vs prior year

Across 5 years +34% £21.77bn → £29.14bn

FY2020 FY2021 FY2022 FY2023 FY2024 FY2025

Cost of sales not tagged in these filings. Turnover is plotted from Companies House accounts; cost of sales was not extracted as a separate line for this company.

Scene 02 · Metrics

The headline numbers

All figures in GBP (£) · as filed, not converted

Cash at bank £229.75bn ▲ +9.3% vs £210.18bn FY2024 Moderate single-digit growth — in line with typical year-on-year movement.

Turnover £29.14bn ▲ +8.8% vs £26.79bn FY2024 Moderate single-digit growth — in line with typical year-on-year movement.

Pre-tax profit £9.14bn ▲ +12.7% vs £8.11bn FY2024 Double-digit growth — comfortably ahead of typical year-on-year movement.

Net assets £78.24bn ▲ +7.9% vs £72.48bn FY2024 Moderate single-digit growth — in line with typical year-on-year movement.

Financial health

Strong · 3 signals

Low debt Net assets growing Profitable

          + Why this rating
        

Low debt — Debt-to-equity of 0.0 — conservatively financed
Net assets growing — Net assets grew 7.9% year-on-year — the company is building value
Profitable — PBT of £9,139,000,000 on turnover of £29,140,000,000

Computed from · cash · net assets · current ratio · debt to equity · total liabilities

Scene 03 · Trends

How the numbers moved

Eight years of revenue, profit and operating performance side-by-side. Hover any dot for the full year cross-section.

Financial performance trends

Revenue, profitability and operating growth over time

Turnover Operating profit

FY2020 FY2021 FY2022 FY2023 FY2024 FY2025

Financial year

Scene 05 · Full detail

Complete P&L statement

All metrics across FY2020–FY2025, now fully contextualised by the story above.

Profit and loss

GBP

Metric	FY2020	FY2021	FY2022	FY2023	FY2024	FY2025	Δ YoY
Turnover	£21.77bn	£21.94bn	£24.96bn	£25.38bn	£26.79bn	£29.14bn	▲ 9%
Cost of sales	—	—	—	—	—	—	—
Gross profit	—	—	—	—	—	—	—
Other operating income	—	—	£7.79bn	£6.14bn	—	—	—
Administrative expenses	-£13.43bn	-£14.09bn	-£16.73bn	-£16.93bn	-£2.77bn	-£2.73bn	▲ 1%
Operating profit	—	—	£8.23bn	£8.44bn	£10.09bn	£11.42bn	▲ 13%
Finance income	£11.89bn	£11.24bn	£10.57bn	£12.71bn	—	—	—
Finance costs	-£3.77bn	-£3.17bn	—	—	—	—	—
Profit before tax	£3.06bn	£8.41bn	£7.01bn	£6.56bn	£8.11bn	£9.14bn	▲ 13%
Tax	-£604.0m	-£1.19bn	-£1.04bn	-£1.23bn	-£1.75bn	-£1.93bn	▼ 10%
Profit after tax	£2.46bn	£7.23bn	£5.97bn	£5.32bn	£6.36bn	£7.21bn	▲ 13%
EBITDA (memo)	—	—	£9.96bn*	£10.22bn*	£11.82bn*	£13.19bn*	▲ 12%

Some lines are not tagged in the filed accounts. Cost of sales and gross profit are missing for FY2020, FY2021, FY2022, FY2023, FY2024, FY2025 — the filer published turnover and operating profit without those subtotals (common on group accounts). Cells marked * are calculated from other lines on the same year (e.g. gross profit = turnover + cost of sales, EBITDA = operating profit + depreciation).

Balance sheet

GBP

Metric	FY2020	FY2021	FY2022	FY2023	FY2024	FY2025	Δ YoY
Intangible assets	£7.95bn	£8.06bn	£8.24bn	£7.79bn	£8.28bn	£8.28bn	— 0%
Tangible assets	£4.04bn	£3.56bn	£3.62bn	£3.42bn	£3.60bn	£3.72bn	▲ 3%
Investments	£1.22bn	£1.44bn	£1.36bn	£1.40bn	£891.0m	£739.0m	▼ 17%
Total fixed assets	—	—	£3.62bn	£3.42bn	—	—	—
Stocks	—	—	—	—	—	—	—
Debtors	£342.63bn	£361.45bn	—	—	—	—	—
Cash at bank	£210.14bn	£259.21bn	£278.79bn	£248.01bn	£210.18bn	£229.75bn	▲ 9%
Total current assets	£303.10bn	£339.01bn	—	—	—	—	—
Trade creditors	—	—	—	—	—	—	—
Bank loans (current)	—	—	—	—	—	—	—
Total current liabilities	£566.42bn	£598.80bn	—	—	—	—	—
Net current assets	—	—	—	—	—	—	—
Total assets less current liabilities	—	—	—	—	—	—	—
Bank loans (non-current)	—	—	—	—	—	—	—
Long-term liabilities	—	—	—	—	—	—	—
Provisions	£2.30bn	£1.69bn	£1.54bn	£1.58bn	£1.38bn	£1.66bn	▲ 20%
Net assets	£66.88bn	£70.21bn	£69.26bn	£71.86bn	£72.48bn	£78.24bn	▲ 8%
Total equity	£66.88bn	£70.21bn	£69.26bn	£71.86bn	£72.48bn	£78.24bn	▲ 8%

Cash flow

GBP

Metric	FY2020	FY2021	FY2022	FY2023	FY2024	FY2025	Δ YoY
Net cash from operating activities	£57.51bn	£48.92bn	£30.23bn	-£927.0m	£7.11bn	£18.74bn	▲ 163%
Net cash used in investing activities	-£18.38bn	£4.27bn	-£21.67bn	-£23.41bn	-£17.89bn	£1.59bn	swung +
Net cash used in financing activities	£2.73bn	£107.0m	£696.0m	-£1.39bn	£784.0m	£2.26bn	▲ 188%
Net increase / (decrease) in cash	£43.53bn	£49.06bn	£19.58bn	-£30.78bn	-£12.40bn	£20.85bn	swung +
Cash at end of year	£210.14bn	£259.21bn	£278.79bn	£248.01bn	£235.61bn	£256.46bn	▲ 9%

Scene 04 · Waterfall

From revenue to profit

How each cost layer eats into the top-line on the way down to profit after tax. Cascade chart coming in the next release — for now the table below shows the same flow.

Revenue£29.14bn
Operating profit£11.42bn
Tax−£4.21bn
Profit after tax£7.21bn

FY2025 accounts · cascade view

03 · Risk

What the filings reveal

Concrete signals · descriptive only

Screening 5 to review Name overlaps — not auto-cleared Compliance signals 3 medium findings 3 surfaced in total Auditor Unqualified · 5 key audit matters KPMG LLP Filed disclosures 10 principal risks disclosed Off-BS exposures not quantified

Working capital + cash

Where the money sits

Four numbers that tell you how stretched the balance sheet is today. The line under each is in plain English — what the number means for the business, not what to do about it.

Profit-to-cash Cash conversion · earnings quality 164% Every £1 of reported operating profit turned into £1.64 of actual cash. Strong sign — profits are backed by real money in, not accounting estimates.

Screening status

Independent checks completed

No critical risk flagsNo kill switches fired Sanctions check · ClearFCDO + OFAC + EU screen Potential sanctions · 5 reviewsLow-confidence name overlap Politically-exposed persons · None foundPEP screen · 0 hits Disqualified directors · NoneCH disqualified register · clear Auditor · KPMG LLP Audit opinion · UnqualifiedUnqualified ISA-700 opinion Will it keep trading? · YesGoing concern · Unqualified Status · Active

Compliance signals

What the compliance pass surfaced

Weak sanctions name overlap

Severity · Medium

Screening returned a partial name overlap: 'CAMOYS, Ralph Thomas Campion George Sherman Stonor, The Right Honorable The Lord' against 'The Lord' on the Global Human Rights Sanctions Regulations 2020 list (90% name similarity). No identifier corroboration — an unconfirmed overlap, not a confirmed hit.

Weak sanctions name overlap

Severity · Medium

Short director tenures

Severity · Medium

William Robert Harrison and Michael Edward O'Neill each served fewer than 12 months, a pattern that may reflect legitimate board restructuring but warrants contextual clarification.

Key audit matters

What the auditor flagged independently

Impairment allowances on loans and advances at amortised cost, including off-balance sheet elements

Identified by KPMG LLP as a key audit matter — an area requiring significant judgement or specialist attention during the FY2025 audit.

Valuation of financial instruments held at fair value

Identified by KPMG LLP as a key audit matter — an area requiring significant judgement or specialist attention during the FY2025 audit.

Valuation of gross defined benefit pension obligation in respect of the UK Retirement Fund (UKRF)

Identified by KPMG LLP as a key audit matter — an area requiring significant judgement or specialist attention during the FY2025 audit.

User access management

Identified by KPMG LLP as a key audit matter — an area requiring significant judgement or specialist attention during the FY2025 audit.

Recoverability of parent company's investment in subsidiaries

Identified by KPMG LLP as a key audit matter — an area requiring significant judgement or specialist attention during the FY2025 audit.

Contingent liabilities

Off-balance-sheet exposures

Legal proceedings, competition, regulatory and conduct matters as disclosed in Note 25 to the financial statements (pages 456 to 460); specific amounts and probabilities not... Not quantified

Principal risks

As disclosed in the filed accounts

Operational risk

Risk of loss from inadequate or failed processes, systems, human factors or external events excluding credit or market risk causes. Managed via Operational Risk Framework with Risk and Control Self-Assessments and escalation to senior management and Board.

Model risk

Potential for adverse consequences from decisions based on incorrect or misused model outputs. Managed through the Model Risk Management Framework with independent model validation and residual risk tolerances.

Compliance risk

Risk of poor customer/client/market outcomes from product and service delivery (conduct risk) and risk from failure to comply with applicable laws, rules and regulations. First line accountable with second-line Compliance providing independent oversight.

Financial crime risk

Risk that the Group or associated persons commit or facilitate financial crime, or that products/services are used for financial crime, potentially causing harm and regulatory breaches. Managed via the Financial Crime Risk Management Framework.

Reputation risk

Risk that an action, transaction, investment, event, decision or business relationship will reduce trust in the Group's integrity or competence. Managed through the Group-wide Reputation Risk Management Framework.

        Internal data-quality signals · expand
      

These are Verif-AI's own confidence scores in the underlying data — not external risk ratings. Each dimension reflects how complete and self-consistent the filed numbers were on extraction.

Financial completeness 95

Compliance signals 100

Operational disclosure 70

Data confidence 70

04 · Market

Sector and benchmarks

SIC2007 · cohort metrics

Industry classification

Financial & insurance services

Companies House records the SIC2007 classification for this entity under 1 code: 64191.

Peer cohort · Division 64 · Financial Services · 12 peers

Division revenue split

Where the £1 comes from

Revenue split by segment as the company itself reports it in the filed accounts.

Barclays UK

—

UK Corporate Bank

—

Private Bank and Wealth Management

—

Investment Bank

—

US Consumer Bank

—

Concentration + dependency

Where revenue could be most exposed

Geographic concentration

The UK is the primary market, generating the majority of income; the US Consumer Bank is the second-largest geography by income at £3.7bn.

Customer concentration

Income is spread across five divisions and millions of retail and business customers; no single customer is identified as material.

Supplier concentration

Key technology partners named include Amazon Web Services, Microsoft, GitLab and Databricks; the report does not disclose what proportion of technology spend these represent or what would happen if one were unavailable.

Currency concentration

A significant portion of income is earned in US dollars; the report notes that the pound strengthening against the dollar reduced reported US Consumer Bank income and profit in 2025. The report does not detail hedging arrangements in the sections provided.

Strategic priorities

What the directors say they're focused on

Directly from the management commentary in the filed accounts — descriptive of stated intent, not a forecast.

Priority 1

Simplify the business by cutting legacy systems and focusing on five divisions

Priority 2

Improve financial returns, targeting a return on shareholders' equity above 14% by 2028

Priority 3

Rebalance capital toward the highest-returning UK businesses and away from the investment bank

Priority 4

Grow UK lending — mortgages, business loans and credit cards — to diversify income

Priority 5

Invest in technology and artificial intelligence to reduce costs and improve customer service

Sector peer comparison · withheld

Cohort percentiles are only shown when at least 30 comparable Verif-AI filings exist in the same 2-digit SIC division — we do not scrape the full UK register for every company in that sector. This division currently has 12, which is too small for a representative benchmark. For this filing, market context comes from SIC classification and any segment or concentration disclosures in the accounts — not from a scraped industry peer set.

05 · People

The people behind the company

14 directors · 0 PSCs · 27.8m UK appointments cross-referenced

Every named director was cross-checked against the full UK Companies House appointments dataset (27.8 million records). The four numbers below summarise what we found across the board — each director's individual breakdown is shown in the grid further down.

Directors analysed 13 1 corporate · cross-checked against 27.8m records

Avg failure rate 0.8% share of prior companies that went into liquidation / dissolution

Max concurrent boards 9 most active director sits on 9 boards · 2.7 avg

Phoenix signals 0 no director linked to dissolved-and-restarted companies

Each director, individually

Career history + cross-references

Role	Director	Career boards	Concurrent	Prior-failure rate	Joined
Director	Brian Gilvary British · Jersey	21 1 failed	9 busy	4.8%	1 April 2005

Director	Julia Susan Wilson British · United Kingdom	13	4	0.0%	24 April 2006

Director · active	Mary Elizabeth Francis British · United Kingdom	2	—	—	1 October 2016

Director · active	Nigel Paul Higgins British · United Kingdom	2	2	—	1 March 2019

Director · active	Dawn Fitzpatrick American · United States	3	3	0.0%	25 September 2019

Director · active	Coimbatore Sundararajan Venkatakrishnan American · United States	2	2	—	1 November 2021

Director · active	Robert Berry British, American · United States	3	3	0.0%	8 February 2022

Director · active	Angela Anna Cross British · United Kingdom	2	2	—	23 April 2022

Director · active	Menasey Marc Moses British · United Kingdom	3	3	0.0%	23 January 2023

Co-director network

Who sits on other UK boards alongside these directors

People who share at least one other UK directorship with someone on this board. Sorted by overlap count. Click any shared boards chip to reveal the companies they overlap on.

MR Alan Henry Haywood 36 career appointments · 2 failed · 5.6% failure rate 15 shared boards

Britannic Strategies Limited No. SC123106 · Director · Active
BP Gas Marketing Limited No. 00908982 · Director · Active
Britannic Trading Limited No. 00871912 · Director · Active
Britannic Energy Trading Limited No. 01378710 · Director · Active
BP Oil International Limited No. 00322365 · Director · Active
BP Investments Asia Limited No. 05639411 · Director · Active
BP Finance P.l.c No. 04145621 · Director · Active
BP Holdings North America Limited No. 06034588 · Director · Active
BP P.l.c. No. 00102498 · Director · Active
BP Global Investments Limited No. 00263889 · Director · Active
BP International Limited No. 00542515 · Director · Active
BP Car Fleet Limited No. 00651878 · Director · Liquidation
BP Capital Markets P.l.c. No. 01290444 · Director · Active
THE BP Share Plans Trustees Limited No. 01454944 · Director · Active
BP Corporate Holdings Limited No. 04116177 · Director · Active

MR David James Bucknall 31 career appointments · 2 failed · 6.5% failure rate 13 shared boards

Britannic Strategies Limited No. SC123106 · Director · Active
BP Gas Marketing Limited No. 00908982 · Director · Active
Britannic Trading Limited No. 00871912 · Director · Active
Britannic Energy Trading Limited No. 01378710 · Director · Active
BP Oil International Limited No. 00322365 · Director · Active
BP Investments Asia Limited No. 05639411 · Director · Active
BP Finance P.l.c No. 04145621 · Director · Active
BP Holdings North America Limited No. 06034588 · Director · Active
BP P.l.c. No. 00102498 · Director · Active
BP Global Investments Limited No. 00263889 · Director · Active
BP International Limited No. 00542515 · Director · Active
BP Car Fleet Limited No. 00651878 · Director · Liquidation
BP Capital Markets P.l.c. No. 01290444 · Director · Active

Andrea Margaret Thomas 191 career appointments · 5 failed · 2.6% failure rate 13 shared boards

Britannic Strategies Limited No. SC123106 · Director · Active
BP Gas Marketing Limited No. 00908982 · Director · Active
Britannic Trading Limited No. 00871912 · Director · Active
Britannic Energy Trading Limited No. 01378710 · Director · Active
BP Oil International Limited No. 00322365 · Director · Active
BP Investments Asia Limited No. 05639411 · Director · Active
BP Finance P.l.c No. 04145621 · Director · Active
BP Holdings North America Limited No. 06034588 · Director · Active
BP P.l.c. No. 00102498 · Director · Active
BP Global Investments Limited No. 00263889 · Director · Active
BP International Limited No. 00542515 · Director · Active
BP Car Fleet Limited No. 00651878 · Director · Liquidation
BP Capital Markets P.l.c. No. 01290444 · Director · Active

MR Kevin John Dunn 98 career appointments · 3 failed · 3.1% failure rate 8 shared boards

3I Holdings PLC No. 02591431 · Director · Active
3I Investments PLC No. 03975789 · Director · Active
3I Osprey Gp Limited No. 06100576 · Director · Active
3I PLC No. 00397156 · Director · Active
3I Group PLC No. 01142830 · Director · Active
Barclays Bank PLC No. 01026167 · Director · Active
Barclays Capital Securities Limited No. 01929333 · Director · Active
Bunzl Public Limited Company No. 00358948 · Director · Active

MR Anthony William Wallace Brierley 100 career appointments · 2 failed · 2.0% failure rate 7 shared boards

3I Holdings PLC No. 02591431 · Director · Active
3I Investments PLC No. 03975789 · Director · Active
3I Osprey Gp Limited No. 06100576 · Director · Active
3I PLC No. 00397156 · Director · Active
3I Group PLC No. 01142830 · Director · Active
Barclays Bank PLC No. 01026167 · Director · Active
Barclays Capital Securities Limited No. 01929333 · Director · Active

MR Jonathan Charles Murphy 110 career appointments · 2 failed · 1.8% failure rate 7 shared boards

3I Holdings PLC No. 02591431 · Director · Active
3I Investments PLC No. 03975789 · Director · Active
3I Osprey Gp Limited No. 06100576 · Director · Active
3I PLC No. 00397156 · Director · Active
3I Group PLC No. 01142830 · Director · Active
Barclays Bank PLC No. 01026167 · Director · Active
Barclays Capital Securities Limited No. 01929333 · Director · Active

MR Michael James Queen 29 career appointments · 1 failed · 3.4% failure rate 6 shared boards

3I Holdings PLC No. 02591431 · Director · Active
3I Investments PLC No. 03975789 · Director · Active
3I Osprey Gp Limited No. 06100576 · Director · Active
3I PLC No. 00397156 · Director · Active
3I Group PLC No. 01142830 · Director · Active
Barclays Bank PLC No. 01026167 · Director · Active

MS Jasi Hari Halai 69 career appointments · 2 failed · 2.9% failure rate 6 shared boards

3I Holdings PLC No. 02591431 · Director · Active
3I Investments PLC No. 03975789 · Director · Active
3I Osprey Gp Limited No. 06100576 · Director · Active
3I PLC No. 00397156 · Director · Active
3I Group PLC No. 01142830 · Director · Active
Barclays Bank PLC No. 01026167 · Director · Active

William Robert Harrison 19 career appointments · 1 failed · 5.3% failure rate 3 shared boards

Barclays Bank PLC No. 01026167 · Director · Active
Barclays Capital Securities Limited No. 01929333 · Director · Active
Barclays Bank PLC No. 01026167 · Director · Active

John Silvester Varley 26 career appointments 3 shared boards

Barclays Bank PLC No. 01026167 · Director · Active
Barclays Capital Securities Limited No. 01929333 · Director · Active
Barclays Bank PLC No. 01026167 · Director · Active

Corporate group

The wider business

BARCLAYS PLC is connected to 2 related entities across the wider group. Each link shows its evidence, so the grouping can be checked rather than taken on trust.

Related · Medium confidence Barclays Bank PLC

Shared Directors3 shared active directors

Related · Medium confidence Barclays Capital Securities Limited

Shared Directors2 shared active directors

        + Show the 87 resigned officers
      

Historical board

Resigned network

Every officer who has left the company, newest-resignation first. Helps spot waves of churn that wouldn't show on the active-director cards alone.

1995

John Michael David Atterbury

Secretary Resigned 9 February 1995

2017

Claire Anne Davies

Secretary Served 2016 → 2017

2017

Lawrence Charles Dickinson

Secretary Served 2017 → 2017

2016

Lawrence Charles Dickinson

Secretary Served 2002 → 2016

1998

Alison Marie Dillon

Secretary Served 1998 → 1998

2023

Stephen Victor Shapiro

Secretary Served 2017 → 2023

2002

Howard Bailey Trust

Secretary Served 1995 → 2002

2012

Marcus Ambrose Paul Agius

Director Served 2006 → 2012

2000

David Philip Allvey

Director Served 1999 → 2000

2006

Thomas David Guy, Sir Arculus

Director Served 1997 → 2006

2023

Michael St John Ashley

Director Served 2013 → 2023

2000

Mary Elizabeth Baker

Director Resigned 31 December 2000

1996

David Band

Director Resigned 28 March 1996

2006

Matthew William Barrett

Director Served 1999 → 2006

1993

Timothy Hugh, Sir Bevan

Director Resigned 29 April 1993

1995

John Derek, Sir Birkin

Director Resigned 31 May 1995

2013

David George Booth

Director Served 2007 → 2013

2025

Timothy James Breedon

Director Served 2012 → 2025

2011

Richard John, Sir Broadbent

Director Served 2003 → 2011

1999

Andrew Robert Fowell Buxton

Director Resigned 23 April 1999

1994

Ralph Thomas Campion George Sherman Stonor, The Right Honorable The Lord Camoys

Director Resigned 1 April 1994

2012

Alison Jane, Dame Carnwath

Director Served 2010 → 2012

2021

Ian Michael, Sir Cheshire

Director Served 2017 → 2021

2020

Mary Anne Citrino

Director Served 2018 → 2020

2010

Richard Leigh Clifford

Director Served 2004 → 2010

2014

Fulvio Conti

Director Served 2006 → 2014

2008

Daniel Christiaan, Dr Cronje

Director Served 2005 → 2008

2004

Hilary Mary, Dame Cropper

Director Served 1998 → 2004

2005

Roger William John Davis

Director Served 2004 → 2005

2009

Sandra June Noble, Professor Dame Dawson

Director Served 2002 → 2009

2017

Diane Marie Therese Helene De Milhe De Saint Victor

Director Served 2013 → 2017

2012

Robert Edward Diamond Jr

Director Served 2005 → 2012

2024

Mohamed A, Dr El-Erian

Director Served 2020 → 2024

2026

Mary Elizabeth Francis

Director Served 2016 → 2026

1993

Michael David Milroy, Sir Franklin

Director Resigned 29 April 1993

2014

Simon John Fraser

Director Served 2009 → 2014

2023

Crawford Scott Gillies

Director Served 2014 → 2023

1998

William John Gordon

Director Served 1995 → 1998

2019

Gerald Edgar, Lord Grimstone

Director Served 2016 → 2019

1997

William Robert Harrison

Director Served 1996 → 1997

1997

Denys Hartley, Sir Henderson

Director Resigned 30 April 1997

2008

Gary Andrew Hoffman

Director Served 2004 → 2008

1993

Martin Wakefield, Sir Jacomb

Director Resigned 31 December 1993

2001

Peter Jack Jarvis

Director Served 1995 → 2001

2019

Reuben Jeffery Iii

Director Served 2009 → 2019

2015

Antony Peter Jenkins

Director Served 2012 → 2015

2004

Brian Garton, Sir Jenkins

Director Served 2000 → 2004

2007

Naguib Kheraj

Director Served 2004 → 2007

2002

Andrew Mcleod Brooks, Sir Large

Director Served 1998 → 2002

1998

The Right Honourable The Lord Lawson Of Blaby Pc

Director Resigned 30 April 1998

2004

Christopher John Lendrum

Director Served 1998 → 2004

2020

Matthew John Lester

Director Served 2017 → 2020

2013

John Andrew, Professor Sir Likierman

Director Served 2004 → 2013

1996

Patrick Richard Henry, Sir Lord Wright Of Richmond

Director Resigned 30 April 1996

2013

Christopher George Lucas

Director Served 2007 → 2013

2016

Wendy Lucas-Bull

Director Served 2013 → 2016

2019

John Mcfarlane

Director Served 2015 → 2019

2004

Peter Edward, Sir Middleton

Director Resigned 1 September 2004

2003

Gerald Nigel, Sir Mobbs

Director Resigned 24 April 2003

2022

Tushar Morzaria

Director Served 2013 → 2022

2019

Dambisa Felicia, Dr Moyo

Director Served 2010 → 2019

1993

Humphrey Thomas Norrington Obe

Director Resigned 3 December 1993

1999

Michael Edward O'neill

Director Served 1999 → 1999

1995

Shijuro Ogata

Director Resigned 31 December 1995

1998

Jan Peelen

Director Resigned 31 August 1998

1992

John Grand, Sir Quinton

Director Resigned 31 December 1992

2015

Michael Derek Vaughan, Sir Rake

Director Served 2008 → 2015

2006

David Lawton Roberts

Director Served 2004 → 2006

1996

Francis Alastair Lavie Robinson

Director Resigned 6 May 1996

2009

Anthony Nigel Russell, Sir Rudd

Director Served 1996 → 2009

2009

Stephen George Russell

Director Served 2000 → 2009

2025

Diane Lynn Schueneman

Director Served 2015 → 2025

2009

Frederik Ferdinand Seegers

Director Served 2006 → 2009

1994

James Douglas, Sir Spooner

Director Resigned 5 May 1994

2021

James Edward Staley

Director Served 2015 → 2021

2006

Robert King Steel

Director Served 2005 → 2006

2003

John Morrison Stewart

Director Served 2000 → 2003

1999

Oliver Henry James Stocken

Director Served 1993 → 1999

2015

John Michael, Sir Sunderland

Director Served 2005 → 2015

1998

John Martin Taylor

Director Served 1993 → 1998

2017

Stephen Gerard Thieke

Director Served 2014 → 2017

2019

Michael John Turner

Director Served 2018 → 2019

2016

Frits Van Paasschen

Director Served 2013 → 2016

2010

John Silvester Varley

Director Served 1998 → 2010

2015

David Alan, Sir Walker

Director Served 2012 → 2015

2003

Graham Martyn Wallace

Director Served 2001 → 2003

2009

Patience Jane Wheatcroft

Director Served 2008 → 2009

06 · AI Investigation

Case file open · File no. 00048839 · 28 July 2026 · Trust signal · 92/100 · AI confidence · 91%

Barclays has had a strong year — profit up 13%, returns beating its own targets, and capital buffers at their highest in years.

AI forensic pass across 100 Companies House filings. 28 page-cited signals from three specialist agents, 2 cross-signal correlations, and 4 verification questions for management — every claim traces back to a filing reference.

Critical

Load-bearing signals

Warning

Context to the summary

Structural

Supporting facts

Evidence

Distinct pages cited

AI Analyst commentary

What the numbers, the board, and the ownership say

Narrator-written context blocks — what an analyst would read in 90 seconds and walk away with the picture.

Balance sheet

Net assets have grown from £66.9bn in FY2020 to £78.2bn in FY2025 — a steady, unbroken build of financial strength. Cash of £229.8bn is the bank's working inventory: customer deposits and lending balances, not a pile of unallocated surplus.

Board

15 directors currently registered at Companies House — a large board typical of a major listed PLC with extensive regulatory and governance requirements. Several directors hold parallel positions at Barclays Bank Plc and Barclays Capital Securities Limited — standard cross-appointment practice for large banking groups, ensuring governance consistency across regulated subsidiaries.

Ownership

Barclays PLC is a listed company on the London Stock Exchange and NYSE — no single controlling shareholder; institutional ownership is typical for a company of this size and listing status. No PSC registration is expected or required for a widely-held listed PLC — ownership is fragmented across institutional and retail investors globally.

Case files · Chapter dossier

The investigation, chapter by chapter

The investigation as one running thread — each beat resolves a signal cluster, page-cited. Open “the full working” on any beat for the forensic detail.

The Cash Reversal

Investing cash swung from a £17.9bn outflow to a £1.6bn inflow in twelve months.

+109%

Investing cash flow FY2024 -£17.9bn FY2025 £1.6bn

The full working

Source · Cash Flow Statement FY2024–FY2025

Profit Is Real

Every layer of the P&L moved in the same direction, and margins held.

Profit after tax

FY2024 £6.4bn

FY2025 £7.2bn

The full working

Source · Profit & Loss Account FY2024–FY2025

A Balance Sheet Built on Scale

£229.8bn in cash sits against £78.2bn of net assets — numbers that define a tier-one bank.

£229.8bn Cash & equivalents

£78.2bn Net assets

The full working

Source · Balance Sheet FY2025

Who Controls Barclays?

No person of significant control is on record — ownership is fragmented below the 25% disclosure threshold.

No single controlling shareholder (PSC) Fragmented institutional ownership — no PSC recorded
Board (12 directors) Higgins (Chair), Venkatakrishnan (CEO) + 10 non-executives
Listed entity Barclays PLC — Company No. 00048839
Operating subsidiaries (below this entity — not detailed in this filing)

Source · PSC Register; Director appointments, Companies House

The Filing Timeline

Barclays has been filing under variants of its name since 1896 — and the most recent signals are routine.

22 May 2026 SH01 share allotment filed; resolutions filed 6 June 2026
1985 Renamed Barclays PLC (current)
1982 Renamed Barclays Bank PLC
1916 Renamed Barclays Bank Limited
1896 Barclay & Company Limited incorporated

Source · Filing history, Companies House; Name history on record

Cross-signal intelligence

AI correlations across the filing

Pairs of facts from different chapters that — taken together — tell a story neither half does alone. This is where investigation outperforms summary.

The £19.5bn swing in investing cash in [chapter 1] is the direct fuel behind the £19.6bn rise in cash holdings visible in [chapter 3] — the two figures are two sides of the same capital reallocation.

The share allotment filed in May 2026 ([chapter 5]) may explain part of the £5.8bn net-asset increase shown in [chapter 3], though the filing brief does not quantify the proceeds.

Deep signals

Buried in the filing

Specifics most readers would miss — surfaced by the AI for the analyst who wants to know.

Director remuneration very low relative to scale

Consistent with a large group structure where executive pay is primarily structured through the group's remuneration framework, with long-term incentive plans and variable compensation sitting outside the basic remuneration line. The filed figure likely understates total executive reward at group level.

Cash at 259.8% of profit — bank balance sheet effect

A ratio this high is consistent with a deposit-taking bank, where customer deposits sit on the balance sheet as both a liability and a cash asset. The 'cash' figure is not a free surplus — it funds the lending book. Readers should not interpret this as the group holding 25x its annual profit in spare cash.

Several directors hold parallel roles in subsidiary entities

Cross-directorships across the parent and principal trading subsidiaries are a standard governance feature of large banking groups, allowing consistent policy and oversight to flow from the listed parent into regulated operating entities. Not a concern in isolation, but worth noting for anyone dealing with the subsidiary entities directly.

Forensic investigation · 28 signals

Three specialist agents, working in parallel

Segmental revenue · capital structure · strategic KPIs. Each agent cites the exact filing page for every claim, with an AI confidence score derived from cross-citation strength.

Segmental Analysis

Investment Bank is the biggest profit earner — over half of group profit

Barclays Investment Bank reported profit before tax of £4,614m in 2025 (2024: £3,774m), representing approximately 50% of group profit before tax of £9,139m.

p.369 · 6 more from this specialist

Strategic KPIs

Profit before tax up 13% to £9.1bn

Profit before tax rose from £8.1bn in 2024 to £9.1bn in 2025, a 12.7% increase.

p.3, p.20 · 10 more from this specialist

Capital Structure & Borrowings

Barclays paid 8.6p per share total dividend for 2025

The 2025 full year dividend is 8.6p per share: 3.0p interim paid September 2025, plus 5.6p final to be paid 31 March 2026. Total cash paid in dividends in 2025 was £1,213m.

p.59, p.151, p.193 · 9 more from this specialist

          + Show all 28 specialist findings
        

Segmental Analysis (7)

Investment Bank is the biggest profit earner — over half of group profit

Barclays Investment Bank reported profit before tax of £4,614m in 2025 (2024: £3,774m), representing approximately 50% of group profit before tax of £9,139m.

Why it matters: If the investment bank hits a bad patch — say markets turn volatile or deal flow dries up — it could drag down the whole group's profits significantly.

p.369 critical conf 95%

Investment Bank revenue grew 11% to £13.1bn — driven by markets income

Barclays Investment Bank total income rose to £13,055m in 2025 from £11,805m in 2024, an increase of £1,250m or 11%. Global Markets income grew 15% to £8,654m.

Why it matters: The investment bank is the group's growth engine right now; if markets slow down, the group's overall income growth could stall quickly.

p.369 important conf 95%

UK Corporate Bank profit jumped 33% — fastest-growing division

Barclays UK Corporate Bank (UKCB) profit before tax increased 33% to £970m in 2025 (2024: £731m). Total income rose 16% to £2,064m, with net interest income up 23% to £1,480m.

Why it matters: The corporate bank is gaining momentum, suggesting Barclays' strategy to grow lending to UK businesses is working and could become a bigger profit contributor going forward.

p.367 important conf 95%

US Consumer Bank profit up 26% but carries the highest bad-debt charge

Barclays US Consumer Bank profit before tax rose to £515m in 2025 (2024: £407m), but credit impairment charges jumped to £1,521m (2024: £1,293m) — the largest of any division relative to loans.

Why it matters: The US cards business is growing fast but US consumers are borrowing more and some are struggling to repay, so if the US economy weakens further this division's profits could fall sharply.

p.371 important conf 92%

Barclays UK remains a solid earner but profit dipped 5% year on year

Barclays UK profit before tax fell 5% to £3,413m in 2025 (2024: £3,580m), though total income rose 5% to £8,708m. The prior year included a one-off £556m day-1 gain from the Tesco Bank acquisition.

Why it matters: Stripping out the one-off Tesco Bank gain, the UK retail and business banking operation is actually performing well — investors should not read the profit dip as an underlying decline.

p.365, p.366 useful conf 90%

Private Bank and Wealth Management profit fell 2% despite income growth

Barclays Private Bank and Wealth Management profit before tax decreased to £375m (2024: £383m) despite total income rising 5% to £1,380m. Operating costs rose 10% to £1,013m, pushing the cost:income ratio to 73%.

Why it matters: The wealth business is spending more than it is earning in extra revenue, which means it needs to grow faster or cut costs to justify its investment.

p.368 useful conf 90%

No geographic segment split is separately disclosed in these pages

The pages extracted show results by business division only (Barclays UK, UKCB, Private Bank, Investment Bank, US Consumer Bank). A separate geographic revenue breakdown by country or region is not presented in these pages.

Why it matters: Without a geographic split it is harder to judge how exposed the group is to any one country's economy, for example the UK versus the US.

p.365, p.366, p.367, p.368, p.369, p.371 useful conf 85%

Strategic KPIs (11)

Profit before tax up 13% to £9.1bn

Profit before tax rose from £8.1bn in 2024 to £9.1bn in 2025, a 12.7% increase.

Why it matters: Higher profit means Barclays is generating more cash from its business, which makes it safer to lend to, invest in, or do business with.

p.3, p.20 important conf 98%

Return on equity rose to 11.3%, beating its own target

Return on tangible equity (RoTE) was 11.3% in 2025, up from 10.5% in 2024, ahead of the upgraded >11% target set in Q3 2025.

Why it matters: This tells you Barclays is making better use of shareholders' money each year — a sign the bank is getting more efficient and more profitable.

p.3, p.8, p.13 important conf 98%

CET1 capital ratio rose to 14.3%, well above minimum

Common Equity Tier 1 (CET1) ratio increased from 13.6% in 2024 to 14.3% in 2025, against a target range of 13–14%.

Why it matters: CET1 is the main measure of a bank's financial safety buffer — a higher ratio means Barclays has more spare capital to absorb losses, which is reassuring for customers and creditors.

p.8, p.13 important conf 98%

Loan loss rate rose to 52bps, up from 46bps

The loan loss rate (credit impairment as a share of loans) increased from 46 basis points in 2024 to 52 basis points in 2025.

Why it matters: A rising loan loss rate means more customers are struggling to repay — this is a warning sign for credit quality, though the bank says the credit environment remains relatively benign.

p.8, p.13 important conf 97%

Total income up 9% to £29.1bn, beating prior year

Group total income rose from £26.8bn in 2024 to £29.1bn in 2025, a 9% increase, with all five divisions contributing.

Why it matters: Strong income growth across every part of the bank shows it is not relying on one lucky business area — this broad-based growth makes the company more resilient.

p.8, p.20 important conf 98%

Net interest income grew to £14.5bn from £12.9bn

Net interest income rose from £12,936m in 2024 to £14,501m in 2025, a 12% increase.

Why it matters: Net interest income is the main way banks make money — earning more on loans than they pay on deposits — so this rise shows the bank's core lending business is performing well.

p.20 important conf 97%

Shareholder payout of £3.7bn, up 25% year-on-year

Total capital returned to shareholders for 2025 was £3.7bn, up from £3.0bn in 2024, a 23% rise.

Why it matters: A bigger payout signals the board is confident in future earnings and the bank has surplus capital — good news for investors and a sign of financial strength.

p.3, p.5, p.6 important conf 97%

Earnings per share jumped 22% to 43.8p

Basic earnings per share rose from 36.0p in 2024 to 43.8p in 2025, a 21.7% increase.

Why it matters: Higher earnings per share means each share is worth more in terms of profits generated — a strong signal to investors that the bank is becoming more valuable.

p.3, p.6, p.20 important conf 98%

Cost-to-income ratio improved slightly to 61%

Cost-to-income ratio fell from 62% in 2024 to 61% in 2025, with over £700m of gross cost savings delivered in the year.

Why it matters: A lower cost-to-income ratio means the bank spends less to earn each pound of income — it is becoming more efficient, though 61% is still relatively high for a major bank.

p.13, p.20 useful conf 97%

No loan-to-deposit ratio explicitly disclosed at group level

Total loans were £430bn and total deposits were £566bn as at 31 December 2025, implying a loan-to-deposit ratio of roughly 76%.

Why it matters: A loan-to-deposit ratio below 100% means the bank is not lending out more than it takes in as deposits, suggesting solid liquidity — this is a positive safety indicator.

p.20 useful conf 80%

No net interest margin (NIM) figure explicitly disclosed

The annual report does not publish a single group-wide net interest margin percentage; only net interest income in pounds is shown.

Why it matters: Without a NIM figure it is harder to judge how efficiently Barclays turns its loan book into profit compared to rivals — investors may need to calculate this themselves.

p.20 low conf 85%

Capital Structure & Borrowings (10)

Barclays paid 8.6p per share total dividend for 2025

The 2025 full year dividend is 8.6p per share: 3.0p interim paid September 2025, plus 5.6p final to be paid 31 March 2026. Total cash paid in dividends in 2025 was £1,213m.

Why it matters: Dividends are rising year on year (2024: 8.4p), showing the company is confident enough in its cash position to pay more to shareholders.

p.59, p.151, p.193 important conf 95%

Share buybacks totalled £2,229m in 2025 across three programmes

Three buyback programmes ran during 2025: £1bn (Feb–Jul), £1bn (Jul–Nov), and £220m (Nov–Dec). In total 635.7m shares were bought back for £2,220m aggregate consideration, representing about 4.6% of issued share capital.

Why it matters: This is a large return of cash to shareholders — over £2bn — showing the company has strong surplus capital and is actively shrinking the number of shares in issue.

p.156, p.193 important conf 95%

A further buyback programme started in November 2025 and ran into 2026

A £220m buyback programme commenced 27 November 2025 and completed 30 January 2026. Between 1 January 2026 and 30 January 2026 a further 58.1m shares were repurchased for £280m.

Why it matters: The buyback activity continuing into early 2026 confirms the company still has surplus capital and is committed to returning cash to shareholders.

p.156 useful conf 90%

Distributable reserves stand at £20.2bn as at end of 2025

Distributable reserves of the Company were £20,234m at 31 December 2025 (2024: £20,866m).

Why it matters: These are the funds legally available to pay dividends and buy back shares; the large balance means there is no immediate legal obstacle to further shareholder returns.

p.156 useful conf 90%

Total cash and liquidity is very large at £229.8bn

Cash on the balance sheet is £229,752m as reported in the headline figures provided.

Why it matters: For a major bank this shows an enormous pool of liquid assets, meaning short-term funding stress is very unlikely.

useful conf 80%

Net assets (equity) stand at £78.2bn

Net assets are £78,236m as reported in the headline figures.

Why it matters: A large equity base means the bank can absorb losses before creditors or depositors are at risk, which is a key measure of financial strength.

useful conf 80%

Capital and MREL ratios monitored out to end of 2027

The viability assessment considered forecast CET1 and total capital ratios, as well as the build-up of minimum requirement for own funds and eligible liabilities (MREL) up to end of 2027.

Why it matters: Regulators require banks to hold minimum capital buffers; Barclays' forward planning shows they expect to stay within these limits through at least 2027.

p.57 useful conf 85%

Stress tests show the Group stays viable under a severe recession

The internal stress test used a 'Global Fragmentation' scenario with UK GDP contracting 4.8%, unemployment peaking at 8.1%, and US GDP declining sharply. Under this scenario Barclays remained viable on profitability, capital, liquidity and leverage measures.

Why it matters: Even in a very bad economic scenario the bank's own modelling shows it can keep operating, which is reassuring for anyone doing business with Barclays.

p.58 useful conf 85%

Total group compensation costs rose to £9,253m in 2025

Group compensation costs were £9,253m in 2025 (2024: £8,758m), split £7,171m non-performance and £2,082m performance-related.

Why it matters: Staff costs are the biggest single operating cost for a bank; a rise of around £500m year on year reduces the cash available for debt repayment and shareholder returns.

p.193 useful conf 90%

No covenant breaches, waivers or credit rating changes disclosed

The annual report and viability statement contain no mention of covenant breaches, loan waivers, emergency refinancing, or credit rating downgrades.

Why it matters: The absence of these warning signs means the company's borrowing arrangements appear to be running normally.

p.57, p.58 useful conf 75%

Specialist deep panels · Structured price capture

Every figure the specialists extracted

Below the prose findings, each agent publishes a structured numeric metrics block. Segmental revenue, named KPIs with YoY %, and capital-structure metrics — direct from the source filings.

Segmental analysis

Revenue & operating profit by business division

Segment Revenue (latest) Operating profit Rev YoY

Barclays UK €8708 €3413 +5.2%

Barclays UK Corporate Bank €2064 €970 +16.0%

Barclays Private Bank and Wealth Management €1380 €375 +5.4%

Barclays Investment Bank €13055 €4614 +10.6%

Barclays US Consumer Bank €3681 €515 +10.7%

Top-segment revenue concentration: 44.8%

Strategic KPIs

4 flagship metrics · 7 supporting

Return on Tangible Equity (RoTE)

11.3%

+7.6% YoY

Common Equity Tier 1 (CET1) ratio

14.3%

+5.1% YoY

Cost-to-income ratio

61%

-1.6% YoY

Loan loss rate (LLR)

£52

+13.0% YoY

+ Show 7 supporting KPIs

Profit before tax

£9k

+12.7% YoY

Total income

£29k

+8.8% YoY

Net interest income

£15k

+12.1% YoY

Basic earnings per share

£44

+21.7% YoY

Total capital return to shareholders

£4k

+23.3% YoY

Tangible net asset value per share

£409

+14.6% YoY

Implied loan-to-deposit ratio

75.97%

Capital structure

Debt, cover, and dividend posture

Dividend prior year

£1.2bn

Management questions · Open inquiry

What management would need to answer next

Generated by the AI from the disclosure gaps it detected. Hover or tap each card to surface the underlying evidence that triggered the question.

Q01

How much of the investment bank's 2025 growth came from one-off market conditions versus a permanent step up in capability — and what does the pipeline look like for 2026?

↻ Flip for trigger

Why we'd ask this

No geographic revenue breakdown by country or region is available in the extracted pages, limiting assessment of country-level concentration risk.

Q02

The US Consumer Bank bad-debt charge jumped to £1.5bn — what are the delinquency trends month by month, and at what point does management expect the loss rate to peak?

↻ Flip for trigger

Why we'd ask this

No geographic revenue breakdown by country or region is available in the extracted pages, limiting assessment of country-level concentration risk.

Q03

The wealth management arm spent 10% more but earned only 5% more income, pushing its cost-to-income ratio to 73% — what is the plan to close that gap, and over what timeframe?

↻ Flip for trigger

Why we'd ask this

No geographic revenue breakdown by country or region is available in the extracted pages, limiting assessment of country-level concentration risk.

Q04

A full geographic revenue split is absent from the disclosed pages — how much of group income is tied to the US, and what is the direct tariff or trade-war exposure if US-UK relations deteriorate?

↻ Flip for trigger

Why we'd ask this

No geographic revenue breakdown by country or region is available in the extracted pages, limiting assessment of country-level concentration risk.

Verification gaps

What the filings don't disclose

High-trust analysis names its own blind spots. These are metrics the AI looked for and couldn't find — anything material to the summary needs management or independent verification.

No geographic revenue breakdown by country or region is available in the extracted pages, limiting assessment of country-level concentration risk.

08 · Documents

The filing trail

100 filings · Companies House

Filing distribution

SH06

73%

SH03

16%

SH01

RESOLUTIONS

TM01

Latest filings

25 Jun 2026 SH03 Capital return purchase own shares

23 Jun 2026 SH06 Capital cancellation shares

23 Jun 2026 SH03 Capital return purchase own shares

Catalyst timeline

Filing pattern + upcoming windows

100 filings · 2026 → 2027

Accounts Officers Capital Resolutions Other

2027Annual accounts

Next annual accounts due

Due at Companies House by 30 June 2027 for the period ending 31 December 2026.

2026Confirmation

Next confirmation statement due

Annual confirmation due by 15 November 2026 (made up to 1 November 2026).

Final chapter — What we found

What we found

92 STRONG FILING

Verif-AI Synthesis

Strong filing

A global bank at peak recent earnings, with a balance sheet that has grown every year — the numbers point firmly in one direction.

FY2025 accounts

The five plain-English briefing questions are on Origin — read the story first, then return here for the TrustScore scorecard.

Signal Radar

How the score breaks down

Financial completeness 95/100

Operational disclosure 70/100

Compliance signals 100/100

Data confidence 70/100

Decisive findings

What decided this summary

The hard-hit facts that drove the score. Full breakdown — chapters, between-the-lines, all specialist findings — sits on AI Insights.

Investment Bank is the biggest profit earner — over half of group profit

Barclays Investment Bank reported profit before tax of £4,614m in 2025 (2024: £3,774m), representing approximately 50% of group profit before tax of £9,139m.

Why it matters: If the investment bank hits a bad patch — say markets turn volatile or deal flow dries up — it could drag down the whole group's profits significantly.

p.369

10 · Verification

How we know

100 filings · 13 directors · 436 pages

This report reads the full filing package — digital iXBRL where available, the filed PDF (including notes), and the Companies House register — not a single uploaded document.

Figures are as filed by the company — Companies House does not verify the accuracy of information filed. Verif-AI checks internal consistency and flags anomalies, but cannot confirm the underlying figures are correct.

Reconciliation

All 15 reconciled lines tie exactly to the audited iXBRL filing

Every balance-sheet and profit & loss line traced to where we read it in the filing. iXBRL — read straight from the company's audited machine-readable tags, so it ties exactly. PDF — read from the filed accounts document, with the supporting note cited so you can check it. Flagged — our consistency check marked it for a closer look.

Line Our figure Source in filing Reconciliation

Profit & loss · p.362

Turnover £29.1bn iXBRL ✓ Ties to filing

Administrative expenses −£2.7bn iXBRL ✓ Ties to filing

Operating profit £11.4bn iXBRL ✓ Ties to filing

Profit before tax £9.1bn iXBRL ✓ Ties to filing

Tax −£1.9bn iXBRL ✓ Ties to filing

Profit after tax £7.2bn iXBRL ✓ Ties to filing

Depreciation & amortisation £1.8bn iXBRL ✓ Ties to filing

Balance sheet · p.363

Intangible assets £8.3bn iXBRL ✓ Ties to filing

Tangible assets £3.7bn iXBRL ✓ Ties to filing

Cash £229.8bn iXBRL ✓ Ties to filing

Deferred tax −£13m iXBRL ✓ Ties to filing

Provisions £1.7bn iXBRL ✓ Ties to filing

Net assets £78.2bn iXBRL ✓ Ties to filing

Share capital £4.2bn iXBRL ✓ Ties to filing

Profit & loss reserves £59.3bn iXBRL ✓ Ties to filing

15 read from audited iXBRL tags · 0 from the filed PDF.

What we read

Companies House filings

Total filings 100 2026 → 2026

Accounts filings 1 audited financial statements

Officer events 1 appointments + terminations

Capital events 97 share allotments + buybacks

Who we cross-checked

UK director appointment network

Directors verified 13 incl. 1 corporate officer

Records cross-referenced 27.8m UK appointments dataset

Avg failure rate 0.8% across prior appointments

Phoenix scan 0 directors flagged

Screening status

Independent checks completed

No critical risk flagsNo kill switches fired Sanctions check · ClearFCDO + OFAC + EU screen Potential sanctions · 5 reviewsLow-confidence name overlap Politically-exposed persons · None foundPEP screen · 0 hits Audit opinion · UnqualifiedUnqualified ISA-700 opinion Auditor · KPMG LLP Status · Active

Screened 100 names (registered company + officers/PSCs) against live lists: FCDO Consolidated UK Sanctions List — 57503 entries, refreshed 04 July 2026 · OFAC SDN (US Treasury) + akaName aliases + relationship graph — 39437 entries, refreshed 04 July 2026 · EU Consolidated Financial Sanctions — 29880 entries, refreshed 04 July 2026 · UK Parliament — current Members of Commons & Lords — 1441 entries, refreshed 04 July 2026 · Companies House — Disqualified Directors register, checked 04 July 2026.

Steps we ran

How the report was assembled

Pages read 436 PDF pages analysed

Steps run 9 0 skipped · 9 completed

AI checks 3 independent reviews

Years analysed 6 audited filings trended

Pipeline — what ran on this report

Read PDF accounts 436 pages Classify filing Extract audit notes Compliance screening Cross-check directors Build company timeline Plain-English analysis Capital structure review Processing filing

Limits and caveats

What this report doesn't claim

Peer benchmarks

Sector cohort comparison was withheld — only 12 comparable Verif-AI filings exist in SIC division 64, below the 30-company minimum. Percentiles are not computed from a scraped UK industry register.

Persons with significant control

No PSCs are recorded against this entity — typical for listed PLCs (widely held by institutional investors) and for dormant / micro-entity filings.

        Plain-English glossary · 8 terms
      

Net Assets: What the company owns minus what it owes — the financial value left over for shareholders.
In this filing: Barclays' net assets are £78.2bn — a very large buffer that absorbs losses before shareholders are affected.
Profit Before Tax (PBT): What the company earned after all costs but before paying the government's cut.
In this filing: Barclays made £9.1bn PBT in FY2025 — up 12.7% on the year before.
Turnover (Revenue): The total amount of money the company brought in from its business activities before any costs are taken out.
In this filing: Barclays' revenue was £29.1bn in FY2025 — the highest in the six-year data window.
Cash at Bank: The actual money sitting in the company's bank accounts right now — the most liquid asset it has.
In this filing: Barclays holds £229.8bn in cash. For a bank, this includes customer deposits held on the balance sheet — it is not all 'spare' money the group can spend freely.
Shareholders' Funds: The total amount that belongs to the owners of the company — what they'd get if the business were wound up and all debts paid.
In this filing: Barclays' shareholders' funds were £71.2bn in FY2023 (most recent filed figure) — a very substantial equity base.
Current Liabilities: Bills and debts the company has to pay within the next 12 months.
In this filing: Barclays had £598.8bn in current liabilities in FY2021 — mainly customer deposits, which are repayable on demand. This is normal for a deposit-taking bank.
Debtors: Money owed TO the company by customers or other parties.
In this filing: Barclays had £361.5bn in debtors in FY2021 — largely loans made to customers, which is the core of a bank's lending business.
Cash Conversion: How much of the profit the company turns into actual cash from running the business.
In this filing: Barclays' cash conversion is 259.8% — above 100% because customer deposits sitting on the balance sheet add to cash far beyond what trading profit alone generates.