Page | |
Corporate information | |
Strategic report | |
Report of the Directors | |
Statement of directors’ responsibilities | |
Independent auditor's report to the members of British Telecommunications plc | |
Group income statement | |
Group statement of comprehensive income | |
Group balance sheet | |
Group statement of changes in equity | |
Group cash flow statement | |
Notes to the consolidated financial statements | |
Financial Statements of parent company | |
Additional Information | |
2026 | 2025 | |
Year ended 31 March | £m | £m |
Revenue | 19,654 | 20,358 |
Operating costs | (11,845) | (12,894) |
Depreciation and amortisation | (4,913) | (4,978) |
Operating profit | 2,896 | 2,486 |
Net finance expense | (602) | (417) |
Share of post tax profit (loss) of associates and joint ventures | (210) | (8) |
Profit before tax | 2,084 | 2,061 |
Tax | (359) | (280) |
Profit for the year | 1,725 | 1,781 |
2026 | 2025 | |
Year ended 31 March | £m | £m |
Non-current assets | 55,276 | 55,048 |
Current assets | 7,108 | 8,375 |
Current liabilities | 8,391 | 10,203 |
Total assets less current liabilities | 53,993 | 53,220 |
Non-current liabilities | 29,003 | 27,789 |
Total equity | 24,990 | 25,431 |
Equity and non-current liabilities | 53,993 | 53,220 |
INPUTS | GROUP RISK CATEGORIES | OUTPUTS | ||||||
Strategy, purpose and ambition We design our framework to help us deliver our strategy. We use our ambition and strategic priorities as the starting point. This helps identify what might stop us from achieving them, and decide how to manage those risks and what risk level we’re comfortable with. | We divide our risk landscape into GRCs. Each GRC has an Executive Committee sponsor accountable for applying the framework to that category. | Being smart with risk Our framework embeds risk management into our day-to-day business, from top to bottom. Being smart with risk means all of us having our personal risk radar switched on, helping everyone make better decisions. | ||||||
APPETITE | ||||||||
We define how much or how little risk we’re willing to take in each of our GRCs. This lets us take opportunities as they come up without exposing ourselves to too much risk. | ||||||||
ENDURING RISKS | DYNAMIC RISKS | |||||||
Need consistent, enduring control and assurance structures to manage them. | Need bespoke treatment based on their size, impact and what we need to do about them. There are two types: | |||||||
CONTROLS Formal, repeatable, activities that cut the chance of an enduring risk materialising (or lessen the impact if it does). | POINT RISKS Significant to us at a point in time, can’t be managed through our control framework, and need focused effort. | |||||||
ASSURANCE An objective, evidence-based approach to make sure we have effective controls over key business risks. | EMERGING RISKS New and/or often longer-term risks, which could be materially significant, but that we can’t fully define today. | |||||||
FY26 | FY25 | |
Business Revenue | £5.0bn | £5.1bn |
Refund liability | £47m | £51m |
In FY26, the risk has been focused on revenue billed through 2 ( FY25 -3)billing systems. |
FY26: Acceptable | FY25: Acceptable |
Areas of particular auditor judgement We exercised judgement over the adequacy of liabilities for customer refunds in light of overstatements of revenue identified through our testing over pricing within Business. Particular judgement was needed over the applicable error rate and periods impacted and comparing it to the liabilities held for customer refunds. Our results The results of our testing were satisfactory (FY25: satisfactory) and we considered the revenue relating to non-long-term contract revenue and the estimate of refund liabilities and related disclosures to be acceptable (FY25: acceptable). |
FY26 | FY25 | |
Carrying amount of goodwill : | ||
Business CGU | £2.97bn | £2.97bn |
International CGU | £0.47bn | £0.47bn |
+ | In FY26, the risk has been focused on the judgements taken in respect to forecast revenue growth and cost savings of the Business and International CGUs. |
FY26: Acceptable | FY25: Acceptable |
Areas of particular auditor judgement We identified the following as the areas of particular auditor judgement: – Whether the Group’s cashflow forecasts for the International CGU, in particular those in respect of revenue growth and the timing and quantum of cost savings expected from delivery of the cost saving programme, fell within an acceptable range. – Adequacy of sensitivity disclosures and assessment as to what would constitute a reasonably possible downside scenario for the International CGU. Our results We found the Group’s conclusion that there is no impairment of the Business and International CGUs to be acceptable (FY25: acceptable). We found the Group’s disclosures of the sensitivities related to the Business and International CGU to be acceptable (FY25: acceptable). |
FY26 | FY25 | |
BTPS Obligation | £35.1bn | £35.7bn |
çè | Our assessment of the risk is similar to FY25. |
FY26: Acceptable | FY25: Acceptable |
Areas of particular auditor judgement We identified the following as the areas of particular auditor judgement: – Subjective and complex auditor judgement was required in evaluating the key actuarial assumptions used by the Group (including the discount rate, retail price index and mortality assumptions). Our results We found the valuation of the defined benefit obligation of the BT Pension Scheme and related disclosures to be acceptable (FY25: acceptable). |
FY26 | FY25 | |
Longevity Insurance Contracts for the BTPS: included within the unquoted BTPS plan assets | £0.9bn | £0.9bn |
çè | Our assessment of the risk is similar to FY25. |
FY26: Acceptable | FY25: Acceptable |
Areas of particular auditor judgement We identified the following as the areas of particular auditor judgement: – Subjective and complex auditor judgement was required in evaluating the key assumptions used by the Group (including the discount rate and projected future mortality). Our results We found the valuation of the longevity insurance contracts and related disclosures to be acceptable ( FY25: acceptable). |
Group income statement Year ended 31 March 2026 | ||
Before specific items (‘Adjusted’) | Specific items a | Total (Reported) | ||
Notes | £m | £m | £m | |
Revenue | 4, 5 | |||
Operating costs | 6 | ( | ( | ( |
Of which net impairment losses on trade receivables and contract assets | ( | ( | ||
Operating profit (loss) | 4 | ( | ||
Finance expense | 26 | ( | ( | ( |
Finance income | 26 | |||
Net finance expense | ( | ( | ( | |
Share of post-tax profit (loss) of associates and joint ventures | 23 | ( | ( | |
Profit (loss) before taxation | ( | |||
Taxation | 10 | ( | ( | |
Profit (loss) for the year | ( |
Before specific items (‘Adjusted’) | Specific items a | Total (Reported) | ||
Notes | £m | £m | £m | |
Revenue | 4, 5 | ( | ||
Operating costs | 6 | ( | ( | ( |
Of which net impairment losses on trade receivables and contract assets | ( | ( | ||
Operating profit (loss) | 4 | ( | ||
Finance expense | 26 | ( | ( | ( |
Finance income | 26 | |||
Net finance expense | ( | ( | ( | |
Share of post-tax profit (loss) of associates and joint ventures | 23 | ( | ( | |
Profit (loss) before taxation | ( | |||
Taxation | 10 | ( | ( | |
Profit (loss) for the year | ( |
Group statement of comprehensive income Year ended 31 March 2026 | ||
2026 | 2025 | ||
Notes | £m | £m | |
Profit for the year | |||
Other comprehensive income (loss) | |||
Items that will not be reclassified to the income statement | |||
Remeasurements of the net pension obligation | 19 | ( | |
Tax on pension remeasurements | 10 | ( | |
Items that have been or may be reclassified to the income statement | |||
Exchange differences on translation of foreign operations a | 28 | ( | ( |
Fair value movements on assets at fair value through other comprehensive income | 28 | ( | |
Movements in relation to cash flow hedges: | |||
– net fair value (losses) | 28 | ( | ( |
– recognised in income and expense | 28 | ( | |
Tax on components of other comprehensive income (loss) that have been or may be reclassified | 10, 28 | ( | |
Share of post-tax other comprehensive income (loss) in associates and joint ventures | 23 | ( | |
Other comprehensive (loss) income for the year, net of tax | ( | ||
Total comprehensive income for the year | |||
Group balance sheet Year ended 31 March 2026 | ||
2026 | 2025 a | ||
Notes | £m | £m | |
Non-current assets | |||
Goodwilla | 12 | ||
Other intangible assetsa | 13 | ||
Property, plant and equipment | 14 | ||
Right-of-use assets | 15 | ||
Derivative financial instruments | 27 | ||
Investments | 22 | ||
Joint ventures and associates | 23 | ||
Trade and other receivables | 16 | ||
Preference shares in joint ventures | 23 | ||
Contract assets | 5 | ||
Retirement benefit surplus | 19 | ||
Deferred tax assets | 10 | ||
Current assets | |||
Inventories | |||
Trade and other receivables | 16 | ||
Preference shares in joint ventures | 23 | ||
Contract assets | 5 | ||
Assets classified as held for sale | 21 | ||
Current tax receivable | |||
Derivative financial instruments | 27 | ||
Investments | 22 | ||
Cash and cash equivalents | 24 | ||
Current liabilities | |||
Loans and other borrowings | 25 | ||
Derivative financial instruments | 27 | ||
Trade and other payables | 17 | ||
Contract liabilities | 5 | ||
Lease liabilities | 15 | ||
Liabilities classified as held for sale | 21 | ||
Current tax liabilities | |||
Provisions | 18 | ||
Total assets less current liabilities | |||
Non-current liabilities | |||
Loans and other borrowings | 25 | ||
Derivative financial instruments | 27 | ||
Contract liabilities | 5 | ||
Lease liabilities | 15 | ||
Retirement benefit obligations | 19 | ||
Other payables | 17 | ||
Deferred tax liabilities | 10 | ||
Provisions | 18 | ||
Share capital | |||
Share premium | |||
Other reserves | 28 | ||
Retained earnings | |||
Total equity | |||
Group statement of changes in equity Year ended 31 March 2026 | ||
Share capitala | Share premiumb | Other reservesc | Retained earnings (loss) | Total equity (deficit) | ||
Notes | £m | £m | £m | £m | £m | |
At 1 April 2024 | ||||||
Profit for the year | ||||||
Other comprehensive income (loss) – before tax | ( | ( | ||||
Tax on other comprehensive income (loss) | 10 | ( | ( | ( | ||
Transferred to the income statement | ||||||
Total comprehensive income (loss) for the year | ||||||
Dividends to shareholders | 11 | ( | ( | |||
Share-based payments | 20 | |||||
Tax on share-based payments | 10 | |||||
Other movements | ( | ( | ||||
At 31 March 2025 | ||||||
Profit for the year | ||||||
Other comprehensive income (loss) – before tax | ( | ( | ( | |||
Tax on other comprehensive income (loss) | 10 | |||||
Transferred to the income statement | ( | ( | ||||
Total comprehensive income (loss) for the year | ( | |||||
Dividends to shareholders | 11 | ( | ( | |||
Share-based payments | 20 | |||||
Tax on share-based payments | 10 | |||||
Other movements | ( | ( | ||||
At 31 March 2026 |
Group cash flow statement Year ended 31 March 2026 | ||
2026 | 2025 | ||
Notes | £m | £m | |
Cash flow from operating activities | |||
Profit before taxation | |||
Share of post-tax loss of associates and joint ventures | |||
Net finance expense | |||
Operating profit | |||
Other non-cash charges a | |||
Impairment loss on remeasurement of disposal groups | |||
(Profit) loss on disposal of businesses | ( | ||
(Profit) loss on disposal of property, plant and equipment and intangible assets | ( | ( | |
Depreciation and amortisation, including impairment charges | 6 | ||
(Increase) decrease in inventories | ( | ||
(Increase) decrease in trade and other receivables | ( | ||
Decrease (increase) in contract assets | |||
Increase (decrease) in trade and other payables | ( | ||
Increase (decrease) in contract liabilities | |||
(Decrease) increase in other liabilitiesb | ( | ( | |
(Decrease) increase in provisions | ( | ( | |
Cash generated from operations | |||
Income taxes (paid) refunded | ( | ||
Net cash inflow from operating activities | |||
Cash flow from investing activities | |||
Interest received | |||
Dividends received from joint ventures, associates and investments | |||
Proceeds on disposal of businessesc | |||
(Increase) in amounts owed by ultimate parent company | ( | ( | |
Proceeds on disposal of current financial assetsd | |||
Purchases of current financial assets d | ( | ( | |
Proceeds from investment in preference shares in joint venture | 23 | ||
Proceeds on disposal of property, plant and equipment and intangible assets | |||
Purchases of property, plant and equipment and intangible assetse | ( | ( | |
Increase (decrease) in amounts owed by joint ventures | ( | ||
Settlement of minimum guarantee liability with sports joint venture | 17 | ( | ( |
Net cash outflow from investing activities | ( | ( | |
Cash flow from financing activities | |||
Interest paid | ( | ( | |
Repayment of borrowingsg | ( | ( | |
Proceeds from bank loans and bonds | |||
Payment of lease liabilities | ( | ( | |
Cash flows from collateral (paid) received h | ( | ( | |
(Decrease) increase in amounts owed to joint ventures | 25 | ( | ( |
Net cash outflow from financing activities | ( | ( | |
Net increase / (decrease) in cash and cash equivalents | ( | ||
Opening cash and cash equivalents | |||
Net increase / (decrease) in cash and cash equivalents | ( | ||
Effect of exchange rate changes | ( | ( | |
Closing cash and cash equivalentsi | 24 |
Note | Critical estimate | Key estimate | Significant judgement | |||
5. Estimate of customer refund liability | ò | |||||
10. Current and deferred income tax | ò | |||||
12. CGU identification for goodwill impairment | ò | |||||
12. Valuation of recoverable amount for goodwill impairment | ò | |||||
15. Reasonable certainty and determination of lease terms | ò | |||||
18. Identifying contingent liabilities | ò | |||||
18. Provisions | ò | ò | ||||
19. Valuation of pension assets and liabilities | ò | ò | ||||
19. Control assessment over co-investment vehicles | ò | |||||
22. Held for sale classification | ò | |||||
23. Valuation of BT’s equity interest in the Sports joint venture | ò | |||||
23. Valuation of investment in A preference shares in Sports joint venture | ò | |||||
Material accounting policies that apply to segment information Operating and reportable segments Our operating segments are reported based on financial information provided to the BT Group plc Executive Committee, which is the key management committee and represents the ‘Chief Operating Decision Maker’. Our organisational structure reflects the different customer groups to which we provide communications products and services via our customer-facing units (CFUs). The CFUs are our reportable segments and generate substantially all of our revenue. The International CFU was separated from Business forming a new CFU, effective from 1 July 2025. At 31 March 2026 the group had four CFUs: Consumer, Business, International and Openreach. The CFUs are supported by technology units (TUs) comprising Digital and Networks; and five corporate functions (CFs) Finance and Business Services; Strategy and Change; People and Culture; Legal, Regulatory Affairs, Compliance and Company Secretarial; Corporate Affairs and Brand. TUs and CFs are not reportable segments as they did not meet the quantitative thresholds as set out in IFRS 8 ‘Operating Segments’ for any of the years presented. We aggregate the remaining operations and include them in the ‘Other’ category to reconcile to the consolidated results of the group. The ‘Other’ category includes unallocated TU costs and our CFs. | |||
Allocation of certain items to segments Provisions for the settlement of significant legal and commercial disputes, which are negotiated at a group level, are initially recorded in the ‘Other’ segment. On resolution of the dispute, the full impact is recognised in the results of the relevant CFU and offset in the group results through the utilisation of the provision previously charged to the ‘Other’ segment. Settlements which are particularly significant or cover more than one financial year may fall within the definition of specific items as detailed in note 9, in which case they are not reflected in the results of the reportable segment in line with how they are reported to the BT Group plc Executive Committee. The costs incurred by TUs and CFs are recharged to the CFUs to reflect the services provided to them. Depreciation and amortisation incurred by TUs in relation to the networks and systems they manage and operate on behalf of the CFUs is allocated to the CFUs based on their respective utilisation. Depreciation and amortisation incurred by CFs in relation to leased property managed on behalf of the CFUs is allocated to the CFUs based on their respective utilisation. Capital expenditure incurred by TUs for specific projects undertaken on behalf of the CFUs is allocated based on the value of the directly attributable expenditure incurred. Where projects are not directly attributable to a particular CFU, capital expenditure is allocated among them based on the proportion of estimated future economic benefits. Specific items are detailed in note 9 and are not allocated to the reportable segments as this reflects how they are reported to the BT Group plc Executive Committee. Finance expense and income are not allocated to the reportable segments, as the central treasury function manages this activity, together with the overall net debt position of the group. | |||
Measuring segment performance Performance of each reportable segment is measured based on Adjusted EBITDA. Adjusted EBITDA is defined as profit or loss before specific items, net finance expense, taxation, depreciation and amortisation and share of post-tax profits or losses of associates and joint ventures. Adjusted EBITDA is considered to be a useful measure of the operating performance of the CFUs because it approximates the underlying operating cash flow by eliminating depreciation and amortisation and also provides a meaningful analysis of trading performance by excluding specific items, which are disclosed separately by virtue of their size, nature or incidence. | |||
Revenue recognition Our revenue recognition policy is set out in note 5 Internal revenue and costs Most of our internal trading relates to Openreach and arises on rentals, and any associated connection or migration charges, of the UK access lines and other network products to the other CFUs and is based on regulated prices. This occurs both directly, and also indirectly, through TUs which are included within the ‘Other’ segment. Business internal revenue arises from Consumer for mobile Ethernet access and TUs for transmission planning services. Intra-group revenue is generated from the sale of regulated products and services and is based on market price. Intra-group revenue from the sale of other products and services is agreed between the relevant CFUs and therefore the profitability of CFUs may be impacted by transfer pricing levels. | |||
Geographic segmentation The UK is our country of domicile and is where we generate the majority of our revenue from external UK customers. The geographic analysis of revenue is based on the country in which the customer is invoiced. The geographic analysis of non- current assets, which excludes derivative financial instruments, investments, preference shares in joint ventures, retirement benefit schemes in surplus and deferred tax assets, is based on the location of the assets, and goodwill is presented by geography based on the CGU to which it is allocated. The goodwill balance allocated to the International CGU is further disaggregated based on the relative value of operations in each geography. | |||
Consumer | Business | International | Openreach | Other | Total | |
Year ended 31 March 2026 | £m | £m | £m | £m | £m | £m |
Segment revenue | 9,494 | 5,257 | 2,114 | 6,190 | 13 | 23,068 |
Internal revenue | (40) | (216) | (1) | (3,165) | — | (3,422) |
Adjusteda revenue from external customers | 9,454 | 5,041 | 2,113 | 3,025 | 13 | 19,646 |
Adjusted EBITDA b | 2,602 | 1,266 | 145 | 4,225 | (9) | 8,229 |
Depreciation and amortisationa | (1,673) | (770) | (208) | (2,130) | (94) | (4,875) |
Adjusteda operating profit (loss) | 929 | 496 | (63) | 2,095 | (103) | 3,354 |
Specific items (note 9 ) | (458) | |||||
Operating profit | 2,896 | |||||
Net finance expensec | (602) | |||||
(210) | ||||||
Profit before tax | 2,084 | |||||
Consumer | Business | International | Openreach | Other | Total | |
Year ended 31 March 2025 (re-presented d) | £m | £m | £m | £m | £m | £m |
Segment revenue | 9,695 | 5,348 | 2,499 | 6,156 | 12 | 23,710 |
Internal revenue | (42) | (200) | — | (3,098) | — | (3,340) |
Adjusteda revenue from external customers | 9,653 | 5,148 | 2,499 | 3,058 | 12 | 20,370 |
Adjusted EBITDAb | 2,644 | 1,331 | 205 | 4,029 | (6) | 8,203 |
Depreciation and amortisation a | (1,832) | (721) | (240) | (2,032) | (108) | (4,933) |
Adjusteda operating profit (loss) | 812 | 610 | (35) | 1,997 | (114) | 3,270 |
Specific items (note 9 ) | (784) | |||||
Operating profit | 2,486 | |||||
Net finance expense c | (417) | |||||
(8) | ||||||
Profit before tax | 2,061 |
Internal cost recorded by | ||||||
Consumer | Business | International | Openreach | Other | Total | |
Year ended 31 March 2026 | £m | £m | £m | £m | £m | £m |
Internal revenue recorded by | ||||||
Consumer | — | 38 | 1 | 1 | — | 40 |
Business | 138 | — | 9 | 34 | 35 | 216 |
International | — | — | — | — | 1 | 1 |
Openreach | 2,096 | 1,068 | 1 | — | — | 3,165 |
Total | 2,234 | 1,106 | 11 | 35 | 36 | 3,422 |
Internal cost recorded by | ||||||
Consumer | Business | International | Openreach | Other | Total | |
Year ended 31 March 2025 (re-presented a) | £m | £m | £m | £m | £m | £m |
Internal revenue recorded by | ||||||
Consumer | — | 40 | 1 | 1 | — | 42 |
Business | 113 | — | 7 | 39 | 41 | 200 |
International | — | — | — | — | — | — |
Openreach | 2,089 | 1,008 | 1 | — | — | 3,098 |
Total | 2,202 | 1,048 | 9 | 40 | 41 | 3,340 |
Consumer | Business | International | Openreach | Other | Total | |
Year ended 31 March 2026 | £m | £m | £m | £m | £m | £m |
Intangible assetsa | 395 | 294 | 45 | 123 | — | 857 |
Property, plant and equipmentb | 760 | 322 | 64 | 3,048 | 63 | 4,257 |
Capital expenditure excluding spectrum | 1,155 | 616 | 109 | 3,171 | 63 | 5,114 |
Purchase of spectruma | 10 | 3 | — | — | — | |
Capital expenditure | 1,165 | 619 | 109 | 3,171 | 63 | 5,127 |
Consumer | Business | International | Openreach | Other | Total | |
Year ended 31 March 2025: (re-presented c) | £m | £m | £m | £m | £m | £m |
Intangible assetsa | 462 | 325 | 65 | 146 | — | 998 |
Property, plant and equipment b | 745 | 257 | 75 | 2,692 | 90 | 3,859 |
Capital expenditure excluding spectrum | 1,207 | 582 | 140 | 2,838 | 90 | 4,857 |
Purchase of spectruma | — | — | — | — | — | — |
Capital expenditure | 1,207 | 582 | 140 | 2,838 | 90 | 4,857 |
Year ended 31 March | 2026 | 2025 |
£m | £m | |
UK b | 17,678 | 18,171 |
Europe, Middle East and Africa, excluding the UK | 1,081 | 1,194 |
Americas | 475 | 562 |
Asia Pacific | 412 | 443 |
Adjusteda revenue | 19,646 | 20,370 |
At 31 March | 2026 | 2025 |
£m | £m | |
UK | 39,876 | 39,369 |
Europe, Middle East and Africa, excluding the UK | 458 | 557 |
Americas | 230 | 260 |
Asia Pacific | 153 | 168 |
Non-current assetsab | 40,717 | 40,354 |
Material accounting policies that apply to revenue | |||||
Revenue from contracts with customers in scope of IFRS 15 Most revenue (excluding Openreach revenue) is recognised under IFRS 15 Revenue from Contracts with Customers. At contract inception we identify each distinct performance obligation within the contract. The transaction price is allocated to these performance obligations based on their relative standalone selling prices and revenue is recognised as each performance obligation is satisfied, either over time or at a point in time depending on the nature of the underlying goods or services. The table below summarises the key performance obligations across our major service lines, including the timing of when they are satisfied and the associated revenue‑recognition policy. | This note also provides information on revenue expected to be recognised in future periods in relation to unsatisfied performance obligations for contracts in place at 31 March 2026 . Openreach revenue Revenue within Openreach is primarily within the scope of IFRS 16 and is recognised over the period of the lease in accordance with the underlying contractual terms. Application of revenue accounting policies Below, we include a description of principal activities from which the Group generates its revenue and the recognition policy applied to each. | ||||
Service line | Performance obligations | Revenue recognition policy | |||||
Information and communications technology (ICT) and managed networks | Provision of networked IT services, managed network services, and arrangements to design and build software solutions. Performance obligations are identified for each distinct service or deliverable for which the customer has contracted, and are considered to be satisfied over the time period that we deliver these services or deliverables. Commitments to provide hardware to customers that are distinct from the other promises are considered to be satisfied at the point in time that control passes to the customer. | Revenue for services is recognised over time using a measure of progress that appropriately reflects the pattern by which the performance obligation is satisfied. For time and materials contracts, revenue is recognised as the service is received by the customer. Where performance obligations exist for the provision of hardware, revenue is recognised at the point in time that the customer obtains control of the promised asset. For long-term fixed-price contracts, revenue is typically recognised based on the satisfaction of performance obligations measured by contract milestones and customer acceptance. | |||||
Fixed access subscriptions | Provision of broadband, TV and fixed telephony services including national and international calls, connections, line rental and calling features. Performance obligations exist for each ongoing service provided to the customer and are satisfied over the period that the services are provided. Installation services are recognised as separate performance obligations if they are distinct from other services in the contract. These are satisfied when the customer benefits from the service. Connection services are not distinct performance obligations and are therefore combined with the associated service performance obligation. | Fixed subscription charges are recognised as revenue on a straight-line basis over the period that the services are provided. Upfront charges for non- distinct connection and installation services are deferred as contract liabilities and are recognised as revenue over the same period. Variable charges such as call charges are recognised when the related services are delivered. Where installation activities are distinct performance obligations, revenue is recognised at the point in time that the installation is completed. | |||||
Mobile subscriptions | Provision of mobile postpaid and prepaid services, including voice minutes, SMS and data services. Performance obligations exist for each ongoing service provided to the customer and are satisfied over the period that the services are provided. | Subscription fees, consisting primarily of monthly charges for access to internet or voice and data services, are recognised as the service is provided. One-off services such as calls outside of plan and excess data usage are recognised when the service is used. | |||||
Other services | Provision of other services including mobile backhaul, security, and Media & Broadcast services. Performance obligations are identified based on the distinct services we have committed to provide and could be satisfied at a point in time, or over time. | Revenue is recognised when the related performance obligations are satisfied, which could be over time, in line with contract milestones, or at a point in time depending on the nature of the service. | |||||
Equipment | Provision of equipment including mobile phone handsets and hardware such as set-top boxes and broadband routers provided as part of customer contracts. Performance obligations are identified based on the distinct goods we have committed to provide and are satisfied at the point in time that control passes to the customer. | Revenue from equipment sales is recognised at the point in time that control passes to the customer. Where payment is not received in full at the time of the sale, such as with equipment provided as part of mobile and fixed access subscriptions, contract assets are recognised for the amount due from the customer that will be recovered over the contract period. Revenue to be recognised is calculated by reference to the relative standalone selling price of the equipment. | |||||
We recognise revenue based on the relative standalone selling price of each performance obligation. Determining the standalone selling price often requires judgement and may be derived from regulated prices, list prices, a cost-plus derived price or the price of similar products when sold on a standalone basis by BT or a competitor. In some cases it may be appropriate to use the contract price when this represents a bespoke price that would be the same for a similar customer in a similar circumstance. The fixed access and mobile subscription arrangements sold by our Consumer business are typically payable in advance, with any variable or one-off charges billed in arrears. Contracts are largely inflation-linked with price increases recognised when effective. Payment is received immediately for direct sales of equipment to customers. Where equipment is provided to customers under mobile and fixed access subscription arrangements, payment for the equipment is received over the course of the contract term. Payments received in advance are recognised as contract liabilities; amounts billed in arrears are recognised as contract assets. | |||
We adopt variable consideration to allocate the transaction price to take account of the likelihood of the customer upgrading to a new handset during the contract term. Consideration is constrained to a period shorter than the contract term and is allocated to the handset and airtime based on relative standalone selling price. Certain Business and International long-term contracts offer rebates to our customers. Where this is the case we make an estimate of variable consideration at the outset of the contract based on assumed volumes. These rebates are normally settled monthly against service revenues. | |||
We apply the practical expedient in IFRS 15 that permits revenue to be recognised on an “as‑invoiced” basis where the amount we invoice corresponds directly with the value delivered to the customer for fixed access and mobile subscription services. We also apply the practical expedient not to disclose the transaction price allocated to remaining performance obligations for these contracts. The use of these expedients is consistent with prior periods. | |||
We do not have any material obligations in respect of returns, refunds or warranties. Where we act as an agent in a transaction, such as certain insurance services offered, we recognise commission net of directly attributable costs. We exercise judgement in assessing whether the initial set-up, transition and transformation phases of long-term contracts are distinct from the other services to be delivered under the contract and therefore represent separate performance obligations. This determines whether revenue is recognised in the early stages of the contract, or deferred until delivery of the other services promised in the contract begins. We recognise immediately the entire estimated loss for a contract when we have evidence that the contract is unprofitable. If these estimates indicate that a contract will be less profitable than previously forecast, contract assets may have to be written down to the extent they are no longer considered to be fully recoverable. We perform ongoing profitability reviews of our contracts in order to determine whether the latest estimates are appropriate. Key factors reviewed include: – Transaction volumes or other inputs affecting future revenues which can vary depending on customer requirements, plans, market conditions and other factors such as general economic conditions. – Our ability to achieve key contract milestones connected with the transition, development, transformation and deployment phases for customer contracts. – The status of commercial relations with customers and the implications for future revenue and cost projections. – Our estimates of future staff and third party costs and the degree to which cost savings and efficiencies are deliverable. | |||
Revenue from lease arrangements in scope of IFRS 16 Presented within revenue is income from arrangements classified as operating leases under IFRS 16 and which represent core business activities for the group. Income predominantly relates to Openreach’s leases of fixed-line telecommunications infrastructure to communication providers, and leases of devices to Consumer customers as part of fixed access subscription offerings. At inception of a contract, we determine whether the contract is, or contains, a lease following the accounting policy set out in note 15. Arrangements meeting the definition of a lease in which we act as lessor are classified as operating or finance leases at lease inception based on an overall assessment of whether the lease transfers substantially all the risks and rewards incidental to ownership of the underlying asset. If this is the case then the lease is a finance lease; if not, it is an operating lease. For sub-leases, we make this assessment by reference to the characteristics of the right-of-use asset associated with the head lease rather than the underlying leased asset. Income from arrangements classified as operating leases is presented as revenue where it relates to our core operating activities. Operating lease income from other arrangements is presented within other operating income (note 6). We recognise operating lease payments as income on a straight-line basis over the lease term. Any upfront payments received, such as connection fees, are deferred over the lease term. Determining the lease term is subject to the significant judgements set out in note 15. Where the contract contains both lease and non-lease components, the transaction price is allocated between the components on the basis of relative standalone selling price. | |||
Where an arrangement is assessed as a finance lease we derecognise the underlying asset and recognise a receivable equivalent to the net investment in the lease. Finance lease receivables are presented in note 16. The receivable is measured based on future payments to be received discounted using the interest rate implicit in the lease, adjusted for any direct costs. Any difference between the derecognised asset and the finance lease receivable is recognised in the income statement. Where the nature of services delivered relates to our core operating activities it is presented as revenue. Where it relates to non-core activities it is presented within other operating income (note 6). | |||
Consumer | Business | International | Openreach | Other | Internal Revenue | Total | |
Year ended 31 March 2026 | £m | £m | £m | £m | £m | £m | |
ICT and managed networks | — | 1,212 | 774 | — | — | (33) | 1,953 |
Fixed access subscriptions | 4,054 | 2,010 | 950 | — | — | (28) | 6,986 |
Mobile subscriptions | 3,539 | 816 | 21 | — | — | (23) | 4,353 |
Other services | 38 | 763 | 100 | 193 | 12 | (265) | 841 |
Equipment revenue | 1,641 | 454 | 264 | — | 1 | (9) | 2,351 |
Revenue from contracts with customers | 9,272 | 5,255 | 2,109 | 193 | 13 | (358) | 16,484 |
Lease revenuea | 222 | 2 | 5 | 5,997 | — | (3,064) | 3,162 |
Revenue before specific items | 9,494 | 5,257 | 2,114 | 6,190 | 13 | (3,422) | 19,646 |
Specific itemsb (note 9 ) | 8 | ||||||
Revenuec | 19,654 | ||||||
Year ended 31 March 2025 (re-presented d) | Consumer | Business | International | Openreach | Other | Internal Revenue | Total |
£m | £m | £m | £m | £m | £m | ||
ICT and managed networks | — | 1,105 | 912 | — | — | — | 2,017 |
Fixed access subscriptions | 4,265 | 2,097 | 1,116 | — | — | (11) | 7,467 |
Mobile subscriptions | 3,531 | 830 | 32 | — | — | (36) | 4,357 |
Other services | 7 | 815 | 94 | 133 | 12 | (250) | 811 |
Equipment revenue | 1,807 | 491 | 336 | — | — | (5) | 2,629 |
Revenue from contracts with customers | 9,610 | 5,338 | 2,490 | 133 | 12 | (302) | 17,281 |
Lease revenuea | 85 | 10 | 9 | 6,023 | — | (3,038) | 3,089 |
Revenue before specific items | 9,695 | 5,348 | 2,499 | 6,156 | 12 | (3,340) | 20,370 |
Specific itemsb (note 9 ) | (12) | ||||||
Revenuec | 20,358 |
Key accounting estimates made in accounting for revenue Estimate of customer refunds There remains an accounting estimate in place to reflect a risk of billing inaccuracy where there is the presence of bespoke pricing. We have recognised a liability of £47m ( FY25: £51m) in relation to this billing inaccuracy. This is presented within note 17 and represents our best estimate required to cover ongoing billing adjustments to products relating to both current and prior periods. | |||
Material accounting policies that apply to contract assets and liabilities We recognise contract assets for goods and services for which control has transferred to the customer before we have the right to bill. These assets mainly relate to mobile handsets provided upfront but paid for over the course of a contract. Contract assets are reclassified as receivables when the right to payment becomes unconditional and we have billed the customer. Contract liabilities are recognised when we have received advance payment for goods and services that we have not transferred to the customer. These primarily relate to fees received for connection and installation services that are not distinct performance obligations. Where the initial set-up, transition or transformation phase of a long-term contract is considered to be a distinct performance obligation we recognise a contract asset for any work performed but not billed. Conversely a contract liability is recognised where these activities are not distinct performance obligations and we receive upfront consideration. In this case eligible costs associated with delivering these services are capitalised as fulfilment costs, see note 16. We provide for expected lifetime losses on contract assets following the policy set out in note 16. | |||
At 31 March | 2026 | 2025 |
£m | £m | |
Contract assets | ||
Current | 1,009 | 1,194 |
Non-current | 382 | 306 |
1,391 | 1,500 | |
Contract liabilities | ||
Current | 963 | 899 |
Non-current | 274 | 257 |
1,237 | 1,156 |
Year ended 31 March | Notes | 2026 | 2025 |
£m | £m | ||
Operating costs by nature | |||
Staff costs: | |||
Wages and salariesa | 3,723 | 3,963 | |
Social security costs | 463 | 431 | |
Other pension costs | 19 | 308 | 333 |
Share-based payment expense | 20 | 46 | 59 |
Total staff costs | 4,540 | 4,786 | |
Capitalised direct labour | (1,388) | (1,412) | |
Net staff costs | 3,152 | 3,374 | |
Indirect labour costs b | 1,368 | 1,271 | |
Capitalised indirect labour | (807) | (806) | |
Net indirect labour costs | 561 | 465 | |
Net labour costs | 3,713 | 3,839 | |
Product costs | 3,240 | 3,330 | |
External sales commissions | 458 | 440 | |
Payments to telecommunications operators | 907 | 1,074 | |
Property and energy costs | 1,280 | 1,296 | |
Network operating and IT costs | 1,047 | 1,077 | |
Provision and installation | 351 | 379 | |
Marketing and sales | 244 | 330 | |
Net impairment losses on trade receivables and contract assets c | 146 | 171 | |
Other operating costs | 335 | 508 | |
Other operating income | (304) | (277) | |
Depreciation and amortisation, including impairment charges | 4,875 | 4,933 | |
Total operating costs before specific items | 16,292 | 17,100 | |
Specific items | 9 | 466 | 772 |
Total operating costs | 16,758 | 17,872 | |
Operating costs before specific items include the following: | |||
Leaver costsa | 7 | 9 | |
Research and development expenditure d | 847 | 790 | |
Foreign currency (gains)/losses | (4) | (3) | |
Inventories recognised as an expense | 1,991 | 2,180 |
Year ended 31 March | Notes | 2026 | 2025 |
£m | £m | ||
Depreciation and amortisation before impairment charges | |||
Intangible assets | 13 | 1,274 | 1,300 |
Property, plant and equipment | 14 | 2,969 | 2,939 |
Right-of-use assets | 15 | 610 | 644 |
Impairment charges | |||
Intangible assets | 13 | 7 | 5 |
Property, plant and equipment | 14 | 12 | 43 |
Right-of-use assets | 15 | 3 | 2 |
Total depreciation and amortisation before specific items | 4,875 | 4,933 | |
Impairment charges classified as specific items | 9 | ||
Intangible assets | 32 | 2 | |
Property, plant and equipment | — | 29 | |
Right-of-use assets | 6 | 14 | |
Total depreciation and amortisation | 4,913 | 4,978 |
Year ended 31 March | 2026 | 2025 |
£m | £m | |
Short-term employee benefits | 18.5 | 17.9 |
Post employment benefitsa | 0.7 | 0.7 |
Share-based payments | 8.4 | 8.7 |
Termination benefits | — | 0.2 |
27.6 | 27.5 |
2026 | 2025 | ||||||
Number of employees in the group | Averagea ’000 | Averageb FTE ’000 | Year endb FTE ’000 | Averagea ’000 | Averageb FTE ’000 | Year endb FTE ’000 | |
UK | 64.6 | 62.2 | 58.9 | 70.8 | 68.3 | 64.5 | |
Non-UK | 19.4 | 19.4 | 18.3 | 20.7 | 20.7 | 20.8 | |
Total employees | 84.0 | 81.6 | 77.2 | 91.5 | 89.0 | 85.3 | |
Consumer | 17.5 | 15.5 | 14.9 | 17.8 | 15.7 | 16.2 | |
Businessc | 11.9 | 11.7 | 11.5 | 22.2 | 22.0 | 21.0 | |
Internationalc | 8.7 | 8.7 | 8.5 | n/a | n/a | n/a | |
Openreach | 27.0 | 26.9 | 24.9 | 30.6 | 30.5 | 27.8 | |
Other | 18.9 | 18.8 | 17.4 | 20.9 | 20.8 | 20.3 | |
Total employees | 84.0 | 81.6 | 77.2 | 91.5 | 89.0 | 85.3 | |
2026 | 2025 | |
Year ended 31 March | £000 | £000 |
Fees payable to the company’s auditors and its associates for: | ||
Audit servicesa | ||
The audit of the parent company and the consolidated financial statements | 13,276 | 16,332 |
The audit of the company’s subsidiaries | 5,605 | 5,962 |
18,881 | 22,294 | |
Audit related assurance services b | 2,421 | 2,185 |
Other non-audit services | 3 | 3 |
Total services | 21,305 | 24,482 |
2026 | 2025 | |
Year ended 31 March | £000 | £000 |
Audit of the financial statements of BT Pension Scheme and its subsidiary undertakings | 2,058 | 2,093 |
Audit-related assurance services | 17 | 128 |
Other non-audit services | 47 | 32 |
Total services | 2,122 | 2,253 |
2026 | 2025 | ||
Year ended 31 March | Ref. | £m | £m |
Revenue | |||
Retrospective regulatory matters | A | (8) | 12 |
Specific revenue | (8) | 12 | |
Operating costs | |||
Restructuring charges | B | 336 | 448 |
Sports JV – related items | C | 24 | 119 |
Divestment-related items | D | 1 | 19 |
Retrospective regulatory matters | A | — | (7) |
Out of period adjustments | E | — | 32 |
Litigation matters | F | 40 | — |
Impairment loss on remeasurement of disposal groups | G | 27 | 116 |
Specific operating costs before depreciation and amortisation | 428 | 727 | |
Asset impairment charges | H | 38 | — |
Impairment charges in our Portfolio Businesses | I | — | 45 |
Specific operating costs | 466 | 772 | |
Specific operating loss | 458 | 784 | |
Net finance expense | |||
Interest expense on retirement benefit obligation | J | 191 | 197 |
Specific net finance expense | 191 | 197 | |
Share of loss of associates and joint ventures | K | 218 | — |
Net specific items charge before tax | 867 | 981 | |
Taxation | |||
Tax credit on specific items above | L | (151) | (200) |
(151) | (200) | ||
Net specific items charge after tax | 716 | 781 |
Material accounting policies that apply to taxation Current income tax is calculated on the basis of the tax laws enacted or substantively enacted at the balance sheet date in the countries where the group’s subsidiaries, associates and joint ventures operate and generate taxable income. We evaluate positions taken in tax returns where tax regulation is subject to interpretation, and establish provisions if appropriate based on the amounts likely to be paid to tax authorities. Deferred tax is recognised, using the liability method, in respect of temporary differences between the carrying amount of our assets and liabilities and their tax base. Deferred tax is determined using tax rates that are expected to apply in the periods in which the asset is realised or liability settled, based on tax rates and laws that have been enacted or substantively enacted by the balance sheet date. The IASB amended the scope of IAS 12 to introduce a temporary mandatory exception from deferred tax accounting for top- up tax arising from the implementation of the OECD Pillar Two model rules. Deferred and current income tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets and liabilities and when the deferred income tax assets and liabilities relate to income taxes levied by the same taxation authority where there is an intention to settle the balances on a net basis. Any remaining deferred tax asset is recognised only when, on the basis of all available evidence, it is probable that there will be suitable taxable profits against which the deductible temporary difference can be utilised. Deferred tax balances for which there is a right of offset within the same jurisdiction are presented net on the face of the group balance sheet as permitted by IAS 12, with the exception of deferred tax related to our pension schemes which is disclosed within deferred tax assets. | |||
Key accounting estimates made in accounting for taxation We seek to pay tax in accordance with the laws of the countries where we do business. However, in some areas these laws are unclear, and it can take many years to agree an outcome with a tax authority or through litigation. We estimate our tax on country-by-country and issue-by-issue bases. Our key uncertainties are whether our intra-group trading model will be accepted by a particular tax authority and whether intra-group payments are subject to withholding taxes. We are subject to regular tax authority review, we provide for the predicted outcome where an outflow is probable, but the agreed amount can differ materially from our estimates and it might change for future reporting periods. Approximately 69% by value of the provisions is under active tax authority examination and are therefore likely to be re-estimated or resolved in the coming 12 months. £67m (FY25 : £96m) is included in current tax liabilities or offset against current tax assets where netting is appropriate. Deciding whether to recognise deferred tax assets is judgemental. We only recognise them when we consider it is probable that they can be recovered. In making this assessment we consider evidence such as historical financial performance, future financial plans and trends and whether our intra-group trading model has been agreed by the relevant tax authority. The value of the group’s income tax assets and liabilities is disclosed on the group balance sheet. The value of the group’s deferred tax assets and liabilities is disclosed below. | |||
2026 | 2025 | |
Year ended 31 March | £m | £m |
United Kingdom | ||
Corporation tax at 25% (FY25: 25%) | (51) | (17) |
Adjustments in respect of earlier years | 29 | 10 |
Non-UK taxation | ||
Current taxa | (60) | (71) |
Adjustments in respect of earlier years | — | (6) |
Total current taxation (expense) | (82) | (84) |
Deferred taxation | ||
Origination and reversal of temporary differences | (292) | (238) |
Adjustments in respect of earlier years | 15 | 42 |
Total deferred taxation credit (expense) | (277) | (196) |
Total taxation (expense) | (359) | (280) |
2026 | 2025 | |
Year ended 31 March | £m | £m |
Profit before taxation | 2,084 | 2,061 |
Expected taxation expense at UK rate of 25% (FY25: 25%) | (521) | (515) |
Effects of: | ||
Lower taxes on non-UK profits | 11 | 18 |
Net permanent differences between tax and accounting a | 114 | 155 |
Adjustments in respect of earlier yearsb | 44 | 46 |
Prior year non-UK losses used against current year profits | 9 | 9 |
Non-UK losses not recognised /(derecognised) c | (16) | 7 |
Total taxation expense | (359) | (280) |
Exclude specific items (note 9 ) | (151) | (200) |
Total taxation expense before specific items | (510) | (480) |
2026 | 2025 | |
Year ended 31 March | Tax credit (expense) £m | Tax credit (expense) £m |
Taxation on items that will not be reclassified to the income statement | ||
Pension remeasurements | 168 | (22) |
Tax on items that have been or may be reclassified subsequently to the income statement | ||
Exchange differences on translation of foreign operations | (4) | 3 |
Fair value movements on cash flow hedges | ||
– net fair value gains or (losses) | 45 | (59) |
Total tax recognised in other comprehensive income | 209 | (78) |
Current tax credit a | 3 | 10 |
Deferred tax (expense) credit | 206 | (88) |
Total tax recognised in other comprehensive income | 209 | (78) |
2026 | 2025 | |
Year ended 31 March | £m | £m |
Tax credit (expense) relating to share-based payments | 25 | 18 |
Fixed asset temporary differences | Retirement benefit obligations a | Share- based payments | Tax losses | Other | Jurisdictional offset | Total | |
£m | £m | £m | £m | £m | £m | £m | |
At 1 April 2024 | 4,581 | (968) | (26) | (2,911) | (191) | — | 485 |
Expense (credit) recognised in the income statement | 194 | (42) | (6) | 118 | (68) | — | 196 |
Expense (credit) recognised in other comprehensive income | — | 128 | — | (98) | 58 | — | 88 |
Expense (credit) recognised in equity | — | — | (18) | — | — | — | (18) |
Exchange differences | 3 | — | — | 3 | 1 | — | 7 |
At 31 March 2025 | 4,778 | (882) | (50) | (2,888) | (200) | — | 758 |
Non-current | |||||||
Deferred tax asset | — | (882) | (50) | (2,888) | (200) | 3,061 | (959) |
Deferred tax liability | 4,778 | — | — | — | — | (3,061) | 1,717 |
At 31 March 2025 | 4,778 | (882) | (50) | (2,888) | (200) | — | 758 |
Expense (credit) recognised in the income statement | 35 | (42) | 8 | 267 | 9 | — | 277 |
Expense (credit) recognised in other comprehensive income | — | (149) | — | (16) | (41) | — | (206) |
Expense (credit) recognised in equity | — | — | 3 | — | — | — | 3 |
Exchange differences | (1) | — | — | (2) | 6 | — | 3 |
Divestment related items | — | — | — | 10 | — | — | 10 |
At 31 March 2026 | 4,812 | (1,073) | (39) | (2,629) | (226) | — | 845 |
Non-current | |||||||
Deferred tax asset | — | (1,073) | (39) | (2,629) | (226) | 2,843 | (1,124) |
Deferred tax liability | 4,812 | — | — | — | — | (2,843) | 1,969 |
At 31 March 2026 | 4,812 | (1,073) | (39) | (2,629) | (226) | — | 845 |
At 31 March 2026 | £m | Expiry |
Restricted losses | ||
Europe | 2 | 2027 - 2040 |
Other | 2 | 2027 - 2040 |
Total restricted losses | 4 | |
Unrestricted operating losses | 2,877 | No expiry |
Other temporary differences | 179 | No expiry |
Total | 3,060 |
Material accounting policies that apply to goodwill Goodwill represents the excess of the cost of an acquisition over the fair value of the group’s share of the identifiable net assets (including intangible assets) of the acquired business. Goodwill arising on the acquisition of a business is measured at cost less accumulated impairment losses. Goodwill is tested annually for impairment. For impairment testing, assets are grouped together into the smallest group of assets that generate cash inflows that are largely independent of the cash inflows of other assets or cash-generating units (CGUs). Goodwill is allocated to CGUs that are expected to benefit from the synergies of the combination. Each CGU to which goodwill is allocated represents the lowest level within the group at which the goodwill is monitored for internal management purposes. An impairment loss is recognised in profit or loss and presented as a specific item (note 9) if the carrying amount of the CGU exceeds its recoverable amount. | |||
Significant judgements and critical accounting estimates made in reviewing goodwill for impairment Determining our CGUs The determination of our CGUs is judgemental. The identification of CGUs involves an assessment of whether the asset or group of assets generate largely independent cash inflows. The outcome of this assessment affects the allocation of goodwill and impairment test for the CGU to which goodwill is allocated. This involves consideration of how our core assets are operated and whether these generate independent cash inflows. Following the creation of the International CFU from 1 July 2025 (see note 1), the Business CGU and International CGU align with the corresponding CFUs and reportable segments. Prior to that, both CGUs were part of Business. There is no change to the Consumer CGU, which continues to align with its corresponding CFU and reportable segment. | |||
Estimating recoverable amount The outcome of the impairment test of goodwill of the International CGU is subject to significant estimation uncertainty, as the calculation of the recoverable amount and resultant headroom is sensitive to assumptions used in the discounted cash flow (DCF) model, which include future projections of operating cash flows and selections of discount rate and terminal growth rate, in combination. Operating cash flow The financial plan on which the DCF is based on is underpinned by various granular assumptions on operating cash flows, which collectively roll up to the projected Adjusted EBITDA over the forecast period. We consider that each of these granular assumptions do not individually give rise to significant estimation uncertainty that would result in a material change to the outcome of the impairment test of the International CGU. Projected Adjusted EBITDA CAGR, which is expressed as compound annual growth rate of projected Adjusted EBITDA within the 5-year forecast period, is considered as the most representative metric for the underlying assumptions on an aggregated level that gives the most meaningful sensitivity information. Costs of disposal is not a key assumption that is sensitive to the recoverable amount. Terminal growth rate Long-term compound annual growth rates may be higher or lower than management’s estimate due to market-specific factors including inflation expectations, the regulatory environment and competition intensity. Discount rate The discount rate used is adjusted for the risk specific to the asset for which the future cash flow estimates have not been adjusted. The discount rate could vary from management’s estimate due to fluctuations in market conditions, which impact underlying assumptions such as the risk-free rate, equity market risk premium, asset beta, and leverage ratios. | |||
Consumer | Business a | Internationala | Total | |
£m | £m | £m | £m | |
1 April 2024 | 3,874 | 3,560 | — | 7,434 |
Transfers | — | (470) | 470 | — |
Transfer to assets held for sale | — | (99) | — | (99) |
Exchange differences | — | (25) | — | (25) |
31 March 2025 | 3,874 | 2,966 | 470 | 7,310 |
Exchange differences | — | (1) | (4) | (5) |
31 March 2026 | 3,874 | 2,965 | 466 | 7,305 |
Key assumptions | Approach to determine |
Projected Adjusted EBITDA | Adjusted EBITDA is defined as the profit or loss before specific items, net finance expense, taxation, depreciation and amortisation and share of post-tax profits or losses of associates and joint ventures. The forecasts reflect past experience, and the trends and maturity of the industry that we operate in. Net savings from uncommitted restructuring are included in the projected Adjusted EBITDA. |
Discount rate | The pre-tax discount rates applied to the cash flow forecasts are derived from our post-tax weighted average cost of capital. The assumptions used in the calculation of the group’s weighted average cost of capital are primarily benchmarked to externally available data and reflect the impact of those risks not already considered within cash flows, such as the risk-free rate, equity market risk premium, asset beta, and leverage ratios. |
Long-term growth rate | The perpetuity growth rates are determined based on the forecast market growth rates of the regions in which the CGU operates, and reflect an assessment of the long-term growth prospects of that business and market. The growth rates have been benchmarked against external data for the relevant markets and analysts’ expectations. None of the growth rates applied exceed the expected average long-term growth rates for those markets or sectors. |
2026 | 2025 | |||||
Consumer | Business | International | Consumer | Business | International | |
Pre-tax discount rate | 9.32% | 9.32% | 9.82% | 9.35% | 9.35% | 10.98% |
Long-term growth rate | 1.0% | 1.0% | 0.0% | 1.0% | 1.0% | 0.0% |
Impact on headroom on International | ||
Low scenario | High scenario | |
Projected Adjusted EBITDA CAGRa -/+1.0% | (89) | 92 |
Pre-tax discount rate +/-0.5% | (69) | 77 |
Long-term growth rate -/+1.0% | (100) | 123 |
Increase/(decrease) by | Change required for recoverable amount to equal carrying value |
International | |
Projected Adjusted EBITDA CAGR | (1.0)% |
Pre-tax discount rate | 0.7% |
Long-term growth rate | (0.9)% |
Material accounting policies that apply to other intangible assets We recognise identifiable intangible assets where we control the asset, it is probable that future economic benefits attributable to the asset will flow to the group, and we can reliably measure the cost of the asset. We amortise all intangible assets, other than goodwill (see note 12), over their useful economic life. The method of amortisation reflects the pattern in which the assets are expected to be consumed. If the pattern cannot be determined reliably, the straight-line method is used. Acquired intangible assets – customer relationships and brands Intangible assets such as customer relationships or brands acquired through business combinations are recorded at fair value at the date of acquisition and subsequently carried at amortised cost. Assumptions are used in estimating the fair values of these relationships or brands and include management’s estimates of revenue and profits to be generated by them. Telecommunications licences Licence fees paid to governments, which permit telecommunications activities to be operated for defined periods, are initially recorded at cost and amortised from the time the network is available for use to the end of the licence period or where our usage can extend beyond the initial licence period, over the period we expect to benefit from the use of the licences, which is typically 20 years. Licences acquired through business combinations are recorded at fair value at the date of acquisition and subsequently carried at amortised cost. The fair value is based on management’s assumptions of future cash flows using market expectations at acquisition date. Computer software Computer software comprises computer software licences purchased from third parties, and also the cost of internally developed software. Computer software licences purchased from third parties are initially recorded at cost. We capitalise costs directly associated with the production of internally developed software, including direct and indirect labour costs of development, only where it is probable that the software will generate future economic benefits, the cost of the asset can be reliably measured and technical feasibility can be demonstrated, in which case it is capitalised as an intangible asset on the balance sheet. Costs which do not meet these criteria and research costs are expensed as incurred. Our development costs which give rise to internally developed software include upgrading the network architecture or functionality and developing service platforms aimed at offering new services to our customers. Other Other intangible assets include website development costs and other licences. Items are capitalised at cost and amortised on a straight-line basis over their useful economic life or the term of the contract. | ||||
Estimated useful economic lives The estimated useful economic lives assigned to the principal categories of intangible assets are as follows: | ||||
– Computer software | 2 to 10 years | |||
– Telecommunications licences | 2 to 20 years | |||
– Customer relationships and brands | 1 to 10 years | |||
Impairment of intangible assets Intangible assets with finite useful lives are tested for impairment if events or changes in circumstances (assessed at each reporting date) indicate that the carrying amount may not be recoverable. When an impairment test is performed, the recoverable amount is assessed by reference to the higher of the net present value of the expected future cash flows (value in use) of the relevant cash generating unit and the fair value less costs to dispose. | ||||
Customer relationships and brandsa | Telecoms licences and other b | Internally developed software c | Purchased software c | Total | |
£m | £m | £m | £m | £m | |
Cost | |||||
At 1 April 2024 | 3,382 | 3,478 | 6,004 | 1,698 | 14,562 |
Additions | — | — | 775 | 223 | 998 |
Disposals and adjustmentsd | — | 6 | (753) | (121) | (868) |
Transfersg | — | — | 124 | (197) | (73) |
Transfers to assets held for salee | — | (43) | — | (83) | (126) |
Exchange differences | — | (1) | — | (4) | (5) |
At 31 March 2025 | 3,382 | 3,440 | 6,150 | 1,516 | 14,488 |
Additionsf | — | 13 | 757 | 100 | 870 |
Disposals and adjustmentsd | — | (1) | (414) | (380) | (795) |
Transfersg | — | — | 14 | (46) | (32) |
Transfer to assets held for sale e | — | — | — | — | — |
Exchange differences | — | 1 | — | 5 | 6 |
At 31 March 2026 | 3,382 | 3,453 | 6,507 | 1,195 | 14,537 |
Accumulated amortisation | |||||
At 1 April 2024 | 2,931 | 1,266 | 4,006 | 873 | 9,076 |
Amortisation charge for the year | 227 | 186 | 790 | 97 | 1,300 |
Impairment | — | — | 6 | 1 | 7 |
Disposals and adjustmentsd | — | 8 | (749) | (125) | (866) |
Transfersg | — | — | 3 | (32) | (29) |
Transfers to assets held for salee | — | (42) | — | (77) | (119) |
Exchange differences | — | (1) | — | (3) | (4) |
At 31 March 2025 | 3,158 | 1,417 | 4,056 | 734 | 9,365 |
Amortisation charge for the year | 180 | 185 | 796 | 113 | 1,274 |
Impairment | — | — | 37 | 2 | 39 |
Disposals and adjustmentsd | — | (1) | (482) | (327) | (810) |
Transfersg | — | — | — | — | — |
Transfer to assets held for sale e | — | — | — | — | — |
Exchange differences | — | 1 | — | 5 | 6 |
At 31 March 2026 | 3,338 | 1,602 | 4,407 | 527 | 9,874 |
Carrying amount | |||||
At 31 March 2025 | 224 | 2,023 | 2,094 | 782 | 5,123 |
At 31 March 2026 | 44 | 1,851 | 2,100 | 668 | 4,663 |
Material accounting policies that apply to property, plant and equipment Our property, plant and equipment is included at historical cost, net of accumulated depreciation, government grants and any impairment charges. Property, plant and equipment acquired through business combinations is initially recorded at fair value and subsequently accounted for on the same basis as our existing assets. We derecognise items of property, plant and equipment on disposal or when no future economic benefits are expected to arise from the continued use of the asset. The difference between the sale proceeds and the net book value at the date of disposal is recognised in operating costs in the income statement. Included within the cost of network infrastructure and equipment are direct and indirect labour costs, materials and directly attributable overheads. We depreciate property, plant and equipment on a straight-line basis from the time the asset is available for use, to write off the asset’s cost over the estimated useful life taking into account any expected residual value. Freehold land is not depreciated. Estimated useful economic lives The estimated useful lives assigned to principal categories of assets are as follows: | ||||
Land and buildings | ||||
– Freehold buildings | 14 to 50 years | |||
– Short-term leasehold improvements | Shorter of 10 years or lease term | |||
– Leasehold land and buildings | Shorter of unexpired portion of lease or 40 years | |||
Network infrastructure | ||||
Transmission equipment | ||||
– Duct | 40 years | |||
– Cable | 3 to 25 years | |||
– Fibre | 5 to 20 years | |||
Exchange equipment | 2 to 13 years | |||
Other network equipment | 2 to 40 years | |||
Other assets | ||||
– Motor vehicles | 2 to 10 years | |||
– Computers and office equipment | 3 to 7 years | |||
Residual values and useful lives are reassessed annually and, if necessary, changes are recognised prospectively. Network share assets Certain assets have been contributed to a network share arrangement by both EE and Hutchison 3G UK Limited, with legal title remaining with the contributor. This is considered to be a reciprocal arrangement. Our share of the assets on acquisition of EE was recognised at fair value within tangible assets, and depreciated in line with policy. Subsequent additions are recorded at cost. Impairment of property, plant and equipment We test property, plant and equipment for impairment if events or changes in circumstances (assessed at each reporting date) indicate that the carrying amount may not be recoverable. When an impairment test is performed, we assess the recoverable amount by reference to the higher of the net present value of the expected future cash flows (value in use) of the relevant asset and the fair value less costs to dispose. If it is not possible to determine the recoverable amount for the individual asset then we assess impairment by reference to the relevant cash generating unit as described in note 12. | ||||
Land and buildings | Network infrastructure | Othera | Assets under construction f | Total | ||
Held by Openreach | Held by other units | |||||
£m | £m | £m | £m | £m | £m | |
Cost | ||||||
At 1 April 2024 | 1,150 | 36,130 | 24,004 | 1,746 | 1,626 | 64,656 |
Additionsb | 2 | 1 | 43 | 10 | 3,803 | 3,859 |
Transferse | 123 | 3,021 | 990 | 318 | (4,379) | 73 |
Disposals and adjustmentsc | (70) | (191) | (1,725) | (40) | (37) | (2,063) |
Transfer to assets held for sale d | (151) | — | (610) | (81) | (2) | (844) |
Exchange differences | (8) | — | (45) | (4) | (1) | (58) |
At 31 March 2025 | 1,046 | 38,961 | 22,657 | 1,949 | 1,010 | 65,623 |
Additionsb | 2 | — | 47 | 6 | 4,202 | 4,257 |
Transferse | 47 | 2,869 | 600 | 325 | (3,809) | 32 |
Disposals and adjustmentsc | (38) | (1,710) | (1,380) | (296) | (193) | (3,617) |
Transfer to assets held for sale d | — | — | — | — | — | — |
Exchange differences | 9 | — | 54 | (2) | — | 61 |
At 31 March 2026 | 1,066 | 40,120 | 21,978 | 1,982 | 1,210 | 66,356 |
Accumulated depreciation | ||||||
At 1 April 2024 | 732 | 20,431 | 19,607 | 1,294 | 30 | 42,094 |
Depreciation charge for the year | 68 | 1,554 | 1,050 | 267 | — | 2,939 |
Impairment | 1 | — | 44 | 10 | 17 | 72 |
Transferse | — | — | 29 | — | — | 29 |
Disposals and adjustmentsc | (42) | (182) | (1,836) | (32) | (4) | (2,096) |
Transfer to assets held for sale d | (118) | — | (563) | (63) | — | (744) |
Exchange differences | (6) | — | (41) | (4) | — | (51) |
At 31 March 2025 | 635 | 21,803 | 18,290 | 1,472 | 43 | 42,243 |
Depreciation charge for the year | 62 | 1,653 | 919 | 335 | — | 2,969 |
Impairment | 5 | — | 8 | (1) | — | 12 |
Transferse | — | — | 2 | (2) | — | — |
Disposals and adjustmentsc | (43) | (1,668) | (1,560) | (298) | (6) | (3,575) |
Transfer to assets held for sale d | — | — | — | — | — | — |
Exchange differences | 7 | — | 51 | (1) | — | 57 |
At 31 March 2026 | 666 | 21,788 | 17,710 | 1,505 | 37 | 41,706 |
Carrying amount | ||||||
At 31 March 2025 | 411 | 17,158 | 4,367 | 477 | 967 | 23,380 |
At 31 March 2026 | 400 | 18,332 | 4,268 | 477 | 1,173 | 24,650 |
2026 | 2025 | |
At 31 March | £m | £m |
Freehold | 72 | 67 |
Leasehold | 328 | 344 |
Total land and buildings | 400 | 411 |
Material accounting policies that apply to leases Identifying whether a lease exists At inception of a contract, we determine whether the contract is, or contains, a lease. A lease exists if the contract conveys the right to control the use of an identified asset, for a period of time, in exchange for consideration. In making this assessment, we consider whether: – Th e contract involves the use of an identified asset, either explicitly or implicitly. The asset must be physically distinct or represent substantially all the capacity of a physically distinct asset. Assets that a supplier has a substantive right to substitute are not considered distinct. – The lessee (either the group, or the group’s customers) has the right to obtain substantially all the economic benefits from the use of the asset throughout the period of use; and – The lessee has the right to direct the use of the asset, in other words, has the decision-making rights that are most relevant to changing how and for what purpose th e asset is used. Where practicable, and by class of underlying asset, we have elected to account for leases containing a lease component and one or more non-lease components as a single lease component. Where this election has been taken, it has been applied to the entire asset. | |||
Lessee accounting We recognise a lease liability and right-of-use asset at the commencement of the lease. Lease liabilities are initially measured at the present value of lease payments that are due over the lease term, discounted using the group’s incremental borrowing rate. The lease term is the non-cancellable period of the lease adjusted for the impact of any extension options that we are reasonably certain that the lessee will exercise, or termination options that we are reasonably certain that the lessee will not exercise. The incremental borrowing rate is the rate that we would have to pay for a loan of a similar term, and with similar security, to obtain an asset of similar value. Lease payments include: – fixed payments – variable lease payments that depend on an index or rate – amounts expected to be paid under residual value guarantees – the exercise price of any purchase options that we are reasonably certain to exercise – payments due over optional renewal periods where we are reasonably certain to renew – penalties for early termination of the lease where we are reasonably certain to terminate early | |||
Lease liabilities are subsequently measured at amortised cost using the effective interest method. They are remeasured if there is a change in future lease payments, including changes in the index or rate used to determine those payments, or the amount we expect to be payable under a residual value guarantee. We also remeasure lease liabilities where the lease term changes. This occurs when the non-cancellable period of the lease changes, or on occurrence of a significant event or change in circumstances within the control of the lessee and which changes our initial assessment in regard to whether the lessee is reasonably certain to exercise extension options or not to exercise termination options. Where the lease term changes we remeasure the lease liability using the group’s incremental borrowing rate at the date of reassessment. Where a significant event or change in circumstances does not occur, the lease term remains unchanged and the carrying amounts of the lease liability and associated right-of-use asset will decline over time. Right-of-use assets are initially measured at the initial amount of the corresponding lease liabilities, adjusted for any prepaid lease payments, plus any initial direct costs incurred and an estimate of any decommissioning costs that have been recognised as provisions, less any lease incentives received. They are subsequently depreciated using the straight-line method to the earlier of the end of the useful life of the asset or the end of the lease term. Right-of-use assets are tested for impairment following the policy set out in note 14 and are adjusted for any remeasurement of lease liabilities. We have elected not to recognise lease liabilities and right-of-use assets for short-term leases that have a lease term of 12 months or less, and leases of low-value assets with a purchase price under £5,000. We recognise payments for these items as an expense on a straight-line basis over the lease term. Any variable lease payments that do not depend on an index or rate, such as usage-based payments, are recognised as an expense in the period to which the variability relates. | |||
Lessor accounting At inception or on modification of a contract that contains a lease component, we allocate the consideration in the contract to each lease component on the basis of their relative stand-alone prices. When we act as a lessor, we determine at lease inception whether each lease is a finance lease or an operating lease. To classify each lease, we make an overall assessment of whether the lease transfers substantially all the risks and rewards incidental to ownership of the underlying asset. If this is the case, then the lease is a finance lease; if not, then it is an operating lease. As part of this assessment, we consider certain indicators such as whether the lease is for the major part of the economic life of the asset. | |||
When we are an intermediate lessor, we account for our interests in the headlease and the sublease separately. We assess the lease classification of a sublease with reference to the right-of-use asset arising from the headlease, not with reference to the underlying asset. If a headlease is a short-term lease to which we apply the exemption described above, then we classify the sublease as an operating lease. If an arrangement contains lease and non-lease components, then we apply IFRS 15 to allocate the consideration in the contract. We apply the derecognition and impairment requirements in IFRS 9 to the net investment in the lease. We further regularly review estimated unguaranteed residual values used in calculating the gross investment in the lease. We recognise lease payments received under operating leases as income on a straight-line basis over the lease term as part of ‘lease revenue’ or ‘other operating income’. | |||
Significant judgements made in accounting for leases The lease term is a key determinant of the size of the lease liability and right-of-use asset recognised where the group acts as lessee; and the deferral period for any upfront connection charges where the group acts as lessor. Determining the lease term requires judgement to evaluate whether we are reasonably certain the lessee will exercise extension options or will not exercise termination options. Key facts and circumstances that create an incentive to exercise those options are considered; these include: – Our anticipated operational, retail and office property requirements in the mid and long term. – The availability of suitable alternative sites. – Costs or penalties associated with exiting lease arrangements relative to the benefits to be gained, including costs of removing leasehold improvements or relocating, and indirect costs such as disruption to business. – Significant investments in leased sites, in particular those with useful lives beyond the lease term. – Costs associated with extending lease arrangements including rent increases during secondary lease periods. Our definition of ‘reasonable certainty’, and therefore the lease term, will often align with the judgements made in our medium-term plan, in particular for leases of non-specialised property and equipment on rolling (or ‘evergreen’) arrangements that continue until terminated and which can be exited without significant penalty. Following initial determination of the lease term, we exercise judgement in evaluating whether events or changes in circumstances are sufficiently significant to change the initial assessment of whether we are reasonably certain the lessee will exercise extension options or will not exercise termination options; and in the subsequent reassessment of the lease term. | |||
Significant judgements exercised in setting the lease term The quantum of the lease liability and right-of-use asset currently recognised on our balance sheet is most significantly affected by the judgement exercised in setting the lease term for the arrangement under which the bulk of our operational UK property estate is held. Setting the lease term for our leased cell sites has also involved the use of judgement, albeit to a lesser degree. | |||
UK operational property portfolio Substantially all of our leased property estate is held under an arrangement which can be terminated in 2031, at which point we may either vacate some or all properties or purchase the entire estate. If neither option is taken the lease continues to the next unilaterally available break point in 2041. The lease liability recognised for the arrangement reflects a lease end date of 2031. On initial recognition we concluded that, although the majority of these properties are expected to be needed on a long-term basis, we couldn’t be reasonably certain that we wouldn’t exercise the termination option or that we would exercise the purchase option. In coming to this conclusion, we had due regard to material sub-lease arrangements relating to the estate. As time progresses our assessment may change; if this happens, we will remeasure the lease liability and right-of-use asset to reflect either the rentals due for any properties we will continue to occupy, or the cost of purchasing the estate, using an updated discount rate. There would be no overall impact on net assets. If the assessment were to change at the balance sheet date of 31 March 2026: – Exercising the purchase option would lead to an estimated increase in the lease liability and right-of-use asset of between £3bn and £5bn. – Continuing to lease the estate beyond 2031 until the next available break in 2041 would lead to an estimated increase in the lease liability and right-of-use asset of between £1bn and £2bn. Our assessment will be directly linked to future strategic decisions, which will be resolved at some time prior to 2031, around the development of the fixed network and the associated rationalisation of our exchange estate. The breadth of the ranges reflects the significant uncertainty around key variables used to determine cash outflows, especially future inflation and which properties the group will be able to exit prior to or in 2031. Estimates are based on discounted cash outflows and do not reflect the likely and significant impact of cash inflows generated from the disposal, repurposing or subleasing of properties retained post-2031. We are permitted to hand a limited number of properties back to the lessor prior to 2031. On initial adoption of IFRS 16 we were not reasonably certain which properties would be handed back and as such the lease term did not reflect the exercise of these options. Subsequently we exercise judgement in identifying significant events that trigger reassessment of our initial conclusion. We exercise similar judgement in identifying events triggering reassessment of whether we are reasonably certain we will not exercise termination options associated with other leased properties. In doing so we consider decisions associated with our ongoing workplace rationalisation programme, in particular decisions to exit a particular location or lease an alternative property. Generally we remain reasonably certain that we will not exercise a termination option until implementation of the associated business plan has progressed to a stage that we are committed to exiting the property. At that point we reassess the lease term by reference to the time we expect to remain in occupation of the property and any notice period associated with exercise of the option. | |||
Cell sites Most of the liability recognised in respect of leased cell sites relates to multi-site arrangements with commercial providers. The fixed-term nature of these arrangements means it has not been necessary to exercise significant judgement when determining the lease term. Where the arrangements offer extension options we have been required to conclude whether the options are reasonably certain to be exercised. Although the balance sheet could be materially affected by the conclusion reached in regard to these options, we have not been required to exercise a significant degree of judgement in arriving at the lease term having regard to the period of time covered by the options, the difficulty in predicting the group’s long-term network requirements, and the relatively high threshold that ‘reasonably certain’ represents. A smaller proportion of the cell site liability relates to arrangements with individual landlords which are either rolling or can be exited with notice. When setting the initial lease term for these arrangements we exercised significant judgement in establishing the period that we are reasonably certain to require use of the site. We broadly aligned lease terms with our medium-term planning horizon after assessing the relative strengths of the following factors: – Long-term economic incentives to remain on sites including existing capital improvements; – A need to maintain flexibility in our ability to develop and manage our network infrastructure to react quickly to technological developments and evolving capacity requirements; and – Incentives to renegotiate arrangements in the medium term to gain more security over sites to support future capital investment. Although significant judgement has been exercised in determining the lease term, reaching an alternative conclusion would not have a material impact on the balance sheet having regard to the most feasible alternative lease terms. Subsequently, we consider key events that trigger reassessment of lease terms to be developments which resolve uncertainty around our economic incentive to remain on individual sites in the long term. These are primarily lease renegotiations and significant capital investments, for example that associated with our 5G rollout and other capital refresh programmes. | |||
Land and buildings | Network infrastructure | Motor vehicles | Other | Total | |
£m | £m | £m | £m | £m | |
At 1 April 2024 | 3,156 | 98 | 387 | 1 | 3,642 |
Additionsa | 362 | 25 | 121 | 2 | 510 |
Depreciation charge for the year | (490) | (30) | (122) | (2) | (644) |
Impairment | (2) | (14) | — | — | (16) |
Transfer to assets held for sale | (32) | (44) | (1) | — | (77) |
Other movementsb | (78) | (2) | (6) | (1) | (87) |
At 31 March 2025 | 2,916 | 33 | 379 | — | 3,328 |
Additionsa | 179 | 25 | 184 | — | 388 |
Depreciation charge for the year | (467) | (20) | (123) | — | (610) |
Impairment | (6) | (3) | — | — | (9) |
Disposals | — | — | — | — | — |
Transfer to assets held for sale | — | — | — | — | — |
Other movementsb | (44) | 2 | (23) | — | (65) |
At 31 March 2026 | 2,578 | 37 | 417 | — | 3,032 |
2026 | 2025 | |
Year ended 31 March | £m | £m |
Current | 779 | 705 |
Non-current | 3,405 | 3,866 |
4,184 | 4,571 |
To be recognised as revenue (note 5) a | To be recognised as other operating income (note 6) | Total | |
At 31 March 2026 | £m | £m | £m |
Less than one year | 434 | 13 | 447 |
One to two years | 100 | 12 | 112 |
Two to three years | 37 | 3 | 40 |
Three to four years | 11 | 1 | 12 |
Four to five years | 11 | 1 | 12 |
More than five years | 7 | 1 | 8 |
Total undiscounted lease payments | 600 | 31 | 631 |
At 31 March 2025 | |||
Less than one year | 435 | 19 | 454 |
One to two years | 100 | 12 | 112 |
Two to three years | 30 | 10 | 40 |
Three to four years | 2 | 3 | 5 |
Four to five years | 2 | 2 | 4 |
More than five years | — | 5 | 5 |
Total undiscounted lease payments | 569 | 51 | 620 |
Material accounting policies that apply to trade and other receivables Trade receivables are recognised where the right to receive payment from customers is conditional only on the passage of time. We initially recognise trade and other receivables at fair value, which is usually the original invoiced amount. They are subsequently carried at amortised cost using the effective interest method. The carrying amount of these balances approximates to fair value due to the short maturity of amounts receivable. We provide services to consumer and business customers, mainly on credit terms. We know that certain debts due to us will not be paid through the default of a small number of our customers. Because of this, we recognise an allowance for doubtful debts on initial recognition of receivables, which is deducted from the gross carrying amount of the receivable. The allowance is calculated by reference to credit losses expected to be incurred over the lifetime of the receivable. In estimating a loss allowance we consider historical experience and informed credit assessment alongside other factors such as the current state of the economy and particular industry issues. We consider reasonable and supportable information that is relevant and available without undue cost or effort. Once recognised, trade receivables are continuously monitored and updated. Allowances are based on our historical loss experiences for the relevant aged category as well as forward-looking information and general economic conditions. Allowances are calculated by individual CFUs in order to reflect the specific nature of the customers relevant to that CFU. The group utilises factoring arrangements for selected trade receivables. Trade receivables that are subject to debt factoring arrangements are derecognised if they meet the conditions for derecognition detailed in IFRS 9 ‘Financial instruments’ and the related cash flows received are presented as cash flows from operating activities. Where a portfolio of trade receivables are either sold or held to collect the contractual cash flows, they are recorded at fair value through other comprehensive income. Contingent assets such as any insurance recoveries are recognised within trade and other receivables only when their receipt is virtually certain. | |||
2026 | 2025 | |
At 31 March | £m | £m |
Current | ||
Trade receivables | 1,442 | 1,490 |
Amounts owed by ultimate parent company | — | 10 |
Prepayments | 636 | 613 |
Accrued income | 132 | 173 |
Deferred contract costs | 459 | 415 |
Finance lease receivables | 29 | 29 |
Amounts due from joint ventures | 91 | 46 |
Other assetsa | 327 | 343 |
3,116 | 3,119 | |
Non-current | ||
Deferred contract costs | 315 | 291 |
Prepayments | 145 | 120 |
Finance lease receivables | 74 | 91 |
Other assetsa | 147 | 153 |
681 | 655 |
2026 | 2025 | |
£m | £m | |
At 1 April | 171 | 169 |
Expense | 128 | 124 |
Utilised | (141) | (122) |
Exchange differences | 1 | — |
At 31 March | 159 | 171 |
Trade receivables specifically impaired net of provision | Past due and not specifically impaired | ||||||
Not past due | Between 0 and 3 months | Between 3 and 6 months | Between 6 and 12 months | Over 12 months | Total | ||
At 31 March | £m | £m | £m | £m | £m | £m | £m |
2026 | |||||||
Expected loss rate % | —% | 21% | 14% | 31% | 50% | 63% | 10% |
Gross carrying amount | 1,031 | 110 | 267 | 64 | 58 | 71 | 1,601 |
Loss allowance | (5) | (23) | (37) | (20) | (29) | (45) | (159) |
Net carrying amount | 1,026 | 87 | 230 | 44 | 29 | 26 | 1,442 |
2025 | |||||||
Expected loss rate % | 1% | 22% | 7% | 38% | 53% | 85% | 10% |
Gross carrying amount | 919 | 94 | 467 | 61 | 53 | 67 | 1,661 |
Loss allowance | (7) | (21) | (35) | (23) | (28) | (57) | (171) |
Net carrying amount | 912 | 73 | 432 | 38 | 25 | 10 | 1,490 |
Trade receivables not past due | Accrued income | ||||
2026 | 2025 | 2026 | 2025 | ||
At 31 Marcha | £m | £m | £m | £m | |
Consumer | 362 | 276 | 60 | 76 | |
Businessa | 202 | 220 | 1 | 2 | |
Internationala | 446 | 409 | 1 | — | |
Openreach | 10 | 5 | 68 | 89 | |
Other | 6 | 2 | 2 | 6 | |
Total | 1,026 | 912 | 132 | 173 | |
Material accounting policies that apply to deferred contract costs We capitalise certain costs associated with the acquisition and fulfilment of contracts with customers and amortise them over the period that we transfer the associated services. Connection costs are deferred as contract fulfilment costs because they allow satisfaction of the associated connection performance obligation and are considered recoverable. Sales commissions and other third party contract acquisition costs are capitalised as costs to acquire a contract unless the associated contract term is less than 12 months, in which case they are expensed as incurred. Capitalised costs are amortised over the minimum contract term. A portfolio approach is used to determine contract term. Where the initial set-up, transition and transformation phases of long-term contractual arrangements represent distinct performance obligations, costs in delivering these services are expensed as incurred. Where these services are not distinct performance obligations, we capitalise eligible costs as a cost of fulfilling the related service. Capitalised costs are amortised on a straight-line basis over the remaining contract term, unless the pattern of service delivery indicates a more appropriate profile. To be eligible for capitalisation, costs must be directly attributable to specific contracts, relate to future activity, and generate future economic benefits. Capitalised costs are regularly assessed for recoverability. | |||
Deferred connection costs | Deferred contract acquisition costs – commissions | Deferred contract acquisition costs – dealer incentives | Transition and transformation | Total | |
£m | £m | £m | £m | £m | |
At 1 April 2024 | 13 | 147 | 349 | 103 | 612 |
Additions | 41 | 128 | 365 | 55 | 589 |
Amortisation | (15) | (121) | (303) | (49) | (488) |
Impairment | (1) | (4) | (3) | — | (8) |
Other | 21 | (2) | — | (18) | 1 |
At 31 March 2025 | 59 | 148 | 408 | 91 | 706 |
Additions | 25 | 196 | 326 | 56 | 603 |
Amortisation | (23) | (148) | (299) | (48) | (518) |
Impairment | (1) | (2) | (4) | — | (7) |
Other | — | 21 | (22) | (9) | (10) |
At 31 March 2026 | 60 | 215 | 409 | 90 | 774 |
Material accounting policies that apply to trade and other payables We initially recognise trade and other payables at fair value, which is usually the original invoiced amount. We subsequently carry them at amortised cost using the effective interest method. We use a supply chain financing programmes as described below. We assess these arrangements against indicators to assess if debts which vendors have sold to the funder under the supplier financing schemes continue to meet the definition of trade payables or should be classified as borrowings. At 31 March 2026 under the terms of the arrangement the funder’s payment to the supplier does not legally extinguish our obligation to the supplier so it remains within trade and other payables. Cash flows only occur when the trade payable is extinguished and are therefore presented in cash flows from operating activities. | |||
2026 | 2025 | |
At 31 March | £m | £m |
Current | ||
Trade payables | 3,825 | 3,727 |
Amounts owed to ultimate parent company | — | 12 |
Other taxation and social security | 432 | 484 |
Minimum guarantee with sports joint venturea | 101 | 201 |
Accrued expenses | 614 | 519 |
Deferred incomeb | 378 | 418 |
Other payablesc | 527 | 512 |
5,877 | 5,873 | |
Non-current | ||
Minimum guarantee with sports joint venturea | — | 87 |
Deferred incomeb | 160 | 164 |
Other payables | 17 | 25 |
177 | 276 |
Bills of Exchange | Other programme | |||
2026 | 2025 | 2026 | 2025 | |
£m | £m | £m | £m | |
Carrying amount of liabilities that are part of supplier financing arrangements | ||||
Presented within trade and other payablesa | 271 | — | 838 | 990 |
– Of which suppliers have received payment from finance providers | 271 | — | 257 | 223 |
Range of payment due dates | ||||
Liabilities which have received payment from finance providers | up to 120 days after invoice date | up to 121 days after invoice date | up to 135 days after invoice date | up to 135 days after invoice date |
Comparable trade payables | up to 120 days after invoice date | up to 120 days after invoice date | up to 135 days after invoice date | up to 135 days after invoice date |
Non-cash changes | ||||
There were no material business combinations or foreign exchange differences in either period or foreign exchange differences or other non-cash transfers relating to the carrying amount of liabilities subject to supplier finance arrangements. | ||||
Material accounting policies that apply to provisions & contingent liabilities We recognise provisions when the group has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be required to settle the obligation and the amount can be reliably estimated. Where these criteria are not met we disclose a contingent liability if the group has a possible obligation, or has a present obligation with an outflow that is not probable or which cannot be reliably estimated. Provisions are determined by discounting the expected future cash flows at a nominal pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the liability. Cash flows are adjusted for the effect of inflation where appropriate. | |||
Significant judgements made in identifying contingent liabilities Contingent liabilities are not recognised as liabilities on our balance sheet. By their nature, contingencies will be resolved only when one or more uncertain future events occur or fail to occur. We assess the likelihood that a potential claim or liability will arise and also quantify the possible range of financial outcomes where this can be reasonably determined. In identifying contingent liabilities we make key judgements in relation to applicable law and any historical and pending court rulings, and the likelihood, timing and cost of resolution. Establishing contingent liabilities associated with litigation brought against the group may involve the use of significant judgements and assumptions, in particular around the ability to form a reliable estimate of any probable outflow. We provide further information in relation to specific matters in the ‘contingent liabilities’ section below. | |||
Key accounting estimates and significant judgements made in accounting for provisions We exercise judgement in determining the quantum of all provisions to be recognised. Our assessment includes consideration of whether we have a present obligation, whether payment is probable and if so whether the amount can be estimated reliably. When measuring provisions we reflect the impact of inflation as appropriate, particularly in relation to our property, asset retirement obligation and third party claims provisions. Although this involves a degree of estimation, it does not represent a significant source of estimation uncertainty having regard to the quantum of the balances in question and the anticipated timing of outflows. Property provisions relate to obligations arising in relation to our property portfolio, in particular costs to restore leased properties on vacation where this is required under the lease agreement. In measuring property provisions, we have made estimates of the costs associated with the restoration of properties by reference to any relevant guidance such as rate cards. Cash outflows occur as and when properties are vacated and the obligations are settled. Asset retirement obligations (AROs) relate to obligations to dismantle equipment and restore network sites on vacation of the site. The provision represents the group’s best estimate of the costs to dismantle equipment and restore the sites. Obligations are settled as and when sites are vacated and the timing is largely influenced by the group’s network strategy. Our regulatory provision represents our best estimate of the cost to settle our present obligation in relation to historical regulatory matters. The charge/credit for the year represents the outcome of management’s re-assessment of the estimates and regulatory risks across a range of issues, including price and service issues. The prices at which certain services are charged are regulated and may be subject to retrospective adjustment by regulators. When estimating the likely value of regulatory risk we make key judgements, including in regard to interpreting Ofcom regulations and past and current claims. The precise outcome of each matter depends on whether it becomes an active issue, and the extent to which negotiation or regulatory and compliance decisions will result in financial settlement. The ultimate liability may vary from the amounts provided and will be dependent upon the eventual outcome of any settlement. Litigation provisions represent the best estimate to settle present obligations recognised in respect of claims brought against the group. The estimate reflects the specific facts and circumstances of each individual matter and any relevant external advice received. Provisions recognised are inherently judgemental and could change over time as matters progress. During the year we have merged the ‘third party claims’ and ‘litigation claims’ into one category ‘Third party and litigation claims’ due to their similarities in nature, timing and uncertainties. Third party claims provisions represent our exposure to claims from third parties, with latent disease claims from former colleagues and motor vehicle claims making up the majority of the balance. We engage an independent actuary to provide an estimate of the most likely outcomes in respect of latent disease and third party motor vehicle accident claims, and our in- house insurance teams review our exposure to other risks. Other provisions do not include any individually material provisions. For all risks, the ultimate liability may vary materially from the amounts provided and will be dependent upon the eventual outcome of any settlement. The range of estimation uncertainty for each class of provision is not material. | |||
Property | Network ARO | Regulatory | Third party and litigation claimsa | Other | Total | |
£m | £m | £m | £m | £m | £m | |
1 April 2024 (re-presented)a | 156 | 133 | 86 | 197 | 77 | 649 |
Additions | 10 | 37 | 37 | 76 | 39 | 199 |
Unwind of discount | 1 | 8 | — | 1 | — | 10 |
Utilised | (38) | (2) | (45) | (51) | (2) | (138) |
Released | (7) | — | (34) | (34) | (4) | (79) |
Transfers | — | — | — | — | — | — |
Exchange differences | (1) | — | — | — | — | (1) |
At 31 March 2025 | 121 | 176 | 44 | 189 | 110 | 640 |
Additions | 25 | — | 1 | 118 | 28 | 172 |
Unwind of discount | — | 20 | — | 1 | — | 21 |
Utilised | (30) | (3) | (24) | (73) | (4) | (134) |
Released | (4) | (26) | (11) | (65) | (23) | (129) |
Transfers | — | — | — | — | 1 | 1 |
Exchange differences | — | — | — | — | — | — |
At 31 March 2026 | 112 | 167 | 10 | 170 | 112 | 571 |
2026 | 2025 | |
At 31 March | £m | £m |
Analysed as: | ||
Current | 201 | 258 |
Non-current | 370 | 382 |
571 | 640 |
Types of retirement benefit plans | |||
Defined Benefit (DB) plans | |||
DB plan benefits are determined by the plan rules, typically dependent on factors such as years of service and pensionable pay, but not on the value of actual contributions made by the group or members. The group is exposed to investment and other experience risks and may need to make additional contributions where it is estimated that the benefits will not be met from assets held, regular contributions and expected investment income. The net defined benefit liability, or deficit, is the present value of all expected future benefit cash flows to be paid by each plan, calculated using the projected unit credit method by professionally qualified actuaries (also known as the Defined Benefit Obligation, DBO or liabilities) less the fair value of the plan assets. A net defined benefit asset, or surplus, occurs when the fair value of assets exceeds the liabilities. | |||
Defined Contribution (DC) plans | |||
DC plan benefits are linked to the value of each member’s fund, which is based on contributions paid and the performance of each individual’s chosen investments. The group has no exposure to investment and other experience risks (including longevity). | |||
Chair of the Trustee directors | Member nominated Trustee directors | Employer nominated Trustee directors | |||
Appointed by BT after consultation with, and with the agreement of, the relevant trade unions. | Four appointed by BT based on nominations by trade unions. | Four appointed by BT. Two normally hold senior positions within the group and two normally hold (or have held) senior positions in commerce or industry. | |||
2026 | 2025 | |
Year ended 31 March | £m | £m |
Recognised in the income statement before specific items (note 6) | ||
Current service cost: | ||
– DB plans a | 7 | 12 |
– DC plans | 283 | 305 |
DB administration expenses and PPF levy | 18 | 16 |
Subtotal | 308 | 333 |
Recognised in the income statement as specific items (note 9) | ||
Interest on pensions deficit | 191 | 197 |
Subtotal | 191 | 197 |
Total recognised in the income statement | 499 | 530 |
2026 | 2025 | ||||||
At 31 March | Assets £m | Liabilities £m | Surplus/ (Deficit)a £m | Assets £m | Liabilities £m | Surplus/ (Deficit)a £m | |
Recognised in non-current liabilities | |||||||
BTPS | 30,951 | (35,113) | (4,162) | 31,683 | (35,690) | (4,007) | |
Unfunded plans | — | (81) | (81) | — | (82) | (82) | |
Other funded plans | 17 | (153) | (136) | 18 | (159) | (141) | |
Sub-total | 30,968 | (35,347) | (4,379) | 31,701 | (35,931) | (4,230) | |
Recognised in non-current assets | |||||||
EEPS | 748 | (603) | 145 | 732 | (601) | 131 | |
Other funded plansa | 395 | (370) | 25 | 400 | (389) | 11 | |
Sub-total | 1,143 | (973) | 170 | 1,132 | (990) | 142 | |
Total | 32,111 | (36,320) | (4,209) | 32,833 | (36,921) | (4,088) | |
2026 | 2025 | |
At 31 March | £m | £m |
Balance sheet position (net of tax) | ||
Surplus/(deficit) | (4,209) | (4,088) |
Deferred tax asset (note 10) | 1,073 | 882 |
Total (net of tax) | (3,136) | (3,206) |
Assets | Liabilities | Deficit | |
£m | £m | £m | |
At 31 March 2024 | 36,554 | (41,366) | (4,812) |
Service cost (including administration expenses and PPF levy) | (16) | (12) | (28) |
Interest on net pension deficit | 1,752 | (1,949) | (197) |
Included in the group income statement | (225) | ||
Return on plan assets (below) the amount included in the group income statement | (3,423) | — | (3,423) |
Actuarial gain arising from changes in financial assumptions | — | 3,734 | 3,734 |
Actuarial (loss) arising from changes in demographic assumptions | — | (88) | (88) |
Actuarial (loss) arising from experience adjustments | — | (135) | (135) |
Included in the group statement of comprehensive income | 88 | ||
Regular contributions by employer | 53 | — | 53 |
Deficit contributions by employer | 803 | — | 803 |
Included in the group cash flow statement | 856 | ||
Contributions by employees | — | — | — |
Benefits paid | (2,883) | 2,883 | — |
Other (e.g. foreign exchange) | (7) | 12 | 5 |
Other movements | 5 | ||
At 31 March 2025 | 32,833 | (36,921) | (4,088) |
Service cost (including administration expenses) | (18) | (7) | (25) |
Interest on net pension deficit | 1,839 | (2,030) | (191) |
Included in the group income statement | (216) | ||
Return on plan assets (below) the amount included in the group income statement | (569) | — | (569) |
Actuarial gain arising from changes in financial assumptions | — | 152 | 152 |
Actuarial (loss) arising from changes in demographic assumptions | — | (186) | (186) |
Actuarial (loss) arising from experience adjustments | — | (133) | (133) |
Included in the group statement of comprehensive income | (736) | ||
Regular contributions by employer | 50 | — | 50 |
Deficit contributions by employer | 790 | — | 790 |
Included in the group cash flow statement | 840 | ||
Contributions by employees | — | — | — |
Benefits paid | (2,812) | 2,812 | — |
Other (e.g. foreign exchange) | (3) | (6) | (9) |
Other movements | (9) | ||
At 31 March 2026 | 32,110 | (36,319) | (4,209) |
Critical accounting estimates and significant judgements made when valuing the BTPS assets Under IAS 19, plan assets are measured at fair value at the balance sheet date and include quoted and unquoted investments. The main assumptions impacting the asset values are: bond yields, credit spreads, inflation expectations, and life expectancy (see sensitivities for key assumptions in section 20.7). Valuation approach for main quoted investments – Equities listed on recognised stock exchanges are valued at closing bid prices. – Bonds that are regularly traded are valued using broker quotes, based on sale/bid prices. – Exchange traded derivative contracts are valued based on closing bid prices. Valuation approach for main unquoted investments A portion of unquoted investments are valued based on inputs that are not directly observable, which require more judgement. The assumptions used in valuing unquoted investments are affected by market conditions. – Equities are valued using the International Private Equity and Venture Capital (IPEVC) guidelines where the most significant assumptions are the discount rate and earnings assumptions. – Property investments are valued on the basis of open market value by an independent valuer using Royal Institution of Chartered Surveyors (RICS) guidelines. The significant assumptions used in the valuation are rental yields and occupancy rates. – Bonds that are not regularly traded are valued by an independent valuer using pricing models making assumptions for credit risk, market risk and market yield curves. – Holdings in investment funds are typically valued at the Net Asset Value provided by the fund administrator or investment manager. The significant assumption used in the valuation is the Net Asset Value. – Infrastructure investments are valued by an independent valuer using a model-based valuation such as a discounted cash flow approach, or at the price of recent market transactions if they represent fair value. Where a discounted cash flow model is used, the significant assumptions used in the valuation are the discount rate and the expected cash flows. – Over the counter derivatives are valued by an independent valuer using cash flows discounted at market rates. The significant assumptions used in the valuation are the yield curves and cost of carry. – Through the four longevity swaps held, approximately half of the scheme’s liabilities are hedged against longevity risk (as determined by the BTPS Scheme Actuary and not audited). The longevity swaps are valued by discounting the fixed cash flows payable by the BTPS, and the floating cash flows payable by the insurers (consistent with the approach used to value the collateral, which vary by contract). The significant assumptions used to value the assets are the discount rate (set as a margin above a risk-free rate to reflect credit and liquidity risk) and mortality assumptions. £6.5bn of unquoted investments that are formally valued periodically by the investment manager have a latest valuation that precedes the balance sheet date. These assets consist of: £0.7bn investment grade credit and bond-like assets; £0.9bn mature infrastructure; £2.5bn private equity and credit; £2.2bn secure income assets; and £0.2bn property. These valuations have been adjusted for cash movements between the previous valuation date and 31 March 2026. The valuation approach and inputs for these investments would only be updated where there were indications of significant movements, for example implied by public market indicators. No such adjustment was required at 31 March 2026. Asset-Backed Funding (ABF) arrangement The ABF arrangement, issued to the BTPS in May 2021, has a fair value of £1.1bn at 31 March 2026 (FY25: £1.1bn) calculated as the present value of the future stream of payments, allowing for the probability of the BTPS becoming fully funded and therefore the payments to the BTPS ending early. It is not recognised as a pension asset when measuring the group’s IAS 19 net defined benefit liability as it is a non-transferable financial instrument issued by the group. | |||
Co-investment vehicle A co-investment vehicle was set up in 2021 which provides BT Group with some protection against the risk of overfunding and therefore enables BT Group to provide upfront funding with greater confidence. BT Group is eligible for future refunds if some or all of the co-investment vehicle funds are surplus to the BTPS’s requirements, unless the BTPS, acting prudently but reasonably, decides to defer or reduce these payments. Assessments will be carried out over a series of dates between June 2032 and June 2041. Payments made by BT Group into the vehicle will be invested as if part of the overall BTPS investment strategy. BT Group will receive tax relief in respect of any funds paid to the BTPS from the vehicle but does not receive tax relief when payments are made to the co-investment vehicle. Our accounting assessment concluded that the co-investment vehicle is not controlled by BT Group (as defined by IFRS 10), and therefore should not be consolidated. The main factors that support this judgement are: – Payments made by BT Group into the co-investment vehicle are invested as if part of the overall BTPS investment strategy (as set by the BTPS Trustee after consultation with BT Group), with BTPS contractually able to impose onerous penalties on BT Group if they are not, including losing the ability to benefit from the co-investment vehicle; – Future returns of surplus to BT Group from the co-investment vehicle are dependent on the overall returns of the BTPS determined by the investment strategy set by the BTPS Trustee with the majority of assets sat outside the co-investment vehicle; and – The Trustee can, acting prudently but reasonably, decide to defer or reduce payments to BT Group from the co- investment vehicle. There is significant judgement involved in the assessment of determining the relevant activities that significantly affect BT Group’s returns, and whether BT Group has power over these activities. The interest in the co-investment vehicle held by the BTPS can only be used to fund employee benefits, and the assets in the vehicle are protected from BT Group’s other creditors in the event of insolvency. We therefore conclude that the BTPS’s interest in the co-investment vehicle meets the definition of a plan asset. | |||
2026 | 2025 | |||||
Total assetsa | of which quoted | Total assetsa | of which quoted | |||
At 31 March | £bn | £bn | £bn | £bn | ||
Growth | ||||||
Equities | Global Developed | 2.1 | 1.1 | 2.5 | 1.1 | |
Private equity and credit | 2.9 | — | 3.0 | — | ||
Property | UK | 1.8 | — | 2.1 | — | |
Overseas | 0.3 | — | 0.4 | — | ||
Other growth assets | Absolute Returnb | 0.4 | — | 0.6 | — | |
Mature Infrastructure | 0.9 | — | 0.9 | — | ||
Liability matching | ||||||
Government bonds c | UK | 13.6 | 13.6 | 13.0 | 13.0 | |
Investment grade credit | Global | 9.8 | 9.3 | 10.1 | 8.3 | |
Secure income assetsd | 5.5 | 0.6 | 5.2 | 0.6 | ||
Bond likee | 1.5 | — | 1.6 | — | ||
Cash, derivatives and other | ||||||
Cash balances | 0.9 | 0.7 | ||||
Financial derivative contractsf | (5.0) | (5.3) | ||||
Longevity insurance contract g | (0.9) | (0.9) | ||||
Otherh | (2.8) | (2.2) | ||||
Totali | 31.0 | 24.6 | 31.7 | 23.0 | ||
Critical accounting estimates and significant judgements made when valuing our pension liabilities The measurement of liabilities involves judgement on bond yields, credit spreads, inflation expectations and the life expectancy of members (see sensitivities for key assumptions in section 20.7). We use estimates for all of these uncertainties. Our assumptions reflect historical experience, market expectations, actuarial advice and our judgement regarding future expectations at the balance sheet date. While assumptions are made, actual benefit payments in a given year may be higher or lower than the assumption, for example if inflation is higher or lower than expected. The liabilities are the present value of the future expected benefit payments. | |||
At 31 March | 2026 | 2025 |
Discount rate | 6.00% | 5.75% |
Inflation – RPI | 3.25% | 3.10% |
Inflation – CPI | 2.90% | 2.60% |
Life expectancy – male aged 60 in lower pension bracket | 25.3 years | 25.0 years |
Life expectancy – male aged 60 in higher pension bracket | 27.1 years | 26.7 years |
Life expectancy – female aged 60 | 27.7 years | 27.6 years |
Average additional life expectancy for a male member retiring at age 60 in 10 years’ time | 0.5 years | 0.5 years |
Detail | |
Discount rate | The discount rate assumption is calculated by applying the projected BTPS benefit cash flows to a corporate bond yield curve constructed by our external actuary based on the yield on AA-rated £-denominated corporate bonds at the balance sheet date. In setting the yield curve, judgement is required on the selection of appropriate bonds to be included in the universe and the approach used to then derive the yield curve. The discount rate model has been refined to include bonds callable within one year of maturity to enhance the robustness of the bond universe. This refinement primarily reflects the changing composition of the corporate bond market over recent years. The impact of the change at 31 March 2026 leads to an increase of c.10bps in the discount rate (c. £0.3bn decrease in liability). The increase in the discount rate over the year also reflects changes in the market yield of corporate bonds. |
RPI and CPI inflation | RPI inflation expectations are calculated by applying the projected BTPS benefit cash flows to an inflation curve derived from market yields on UK government bonds, and making a deduction for an inflation risk premium (to reflect the extra premium paid by investors for inflation linked assets) of 0.2% p.a. before 2030 and 0.4% p.a. thereafter (FY25: 0.2% and 0.4% respectively). CPI inflation expectations are set with reference to the RPI inflation assumption taking into account market data and independent estimates of the expected difference. Before 2030, CPI inflation is assumed to be 0.9% lower than RPI inflation (FY25: 1.1%). RPI will be aligned with CPIH from 2030, and we assume a 0.1% (FY25: 0.1%) gap between CPI and CPIH inflation. The change in the expected difference between RPI and CPI for FY26 has increased the BTPS liabilities by £0.1bn. |
Pension increases | Under the BTPS rules, benefits increase prior to retirement primarily with reference to CPI capped at 5%, and the majority of benefits increase after retirement linked to either CPI for Sections A and B or RPI with a 5% cap for Section C. Benefits are assumed to increase in line with the RPI or CPI inflation assumptions. |
Longevity | The longevity assumption takes into account: – the actual mortality experience of the BTPS pensioners, based on a formal review carried out for the 2023 triennial funding valuation; and – future improvements in longevity based on the CMI’s 2024 Mortality Projections model published by the UK actuarial profession. There continues to be significant uncertainty for future life expectancy assumptions following the Covid-19 pandemic. In setting our assumptions for future life expectancy, we have fully allowed for population mortality data from 2022, 2023 and 2024 but not data from 2020 and 2021 to exclude the impact of the pandemic. Allowing for the published 2024 CMI model has increased the BTPS liabilities by £0.3bn. We continue to assume mortality will improve in the long term by 1.0% per year. |
IAS 19 | Funding | |
Purpose | Balance sheet in BT Group accounts | Assessing the on-going financial health and setting cash payments |
Regulation | IFRS | UK pensions legislation |
Frequency | Semi-annually | At least every three years |
Key assumptions | ||
Determined by | BT Group | BT Group and BTPS agreement |
Discount rate | Yield curve based on AA corporate bonds | Yield curve reflecting prudent return expected from BTPS assets |
Other assumptions | Best estimate | Prudent overall approach |
Assets | BT Group accounts excludes ABF value | Includes ABF value |
30 June 2023 | 30 June 2020 | |
£bn | £bn | |
Funding liabilities | (40.9) | (65.3) |
Assets | 37.2 | 57.3 |
BTPS Funding deficit | (3.7) | (8.0) |
Percentage of accrued benefits covered by the BTPS assets at valuation date | 91% | 88% |
Key assumptions at valuation date: | ||
Discount ratea | 5.3% | 1.4% |
Inflation – RPI | 3.6% | 3.2% |
Inflation – CPI | 3.2% | 2.4% |
Life expectancy – male aged 60 in lower pension bracket | 25.5 years | 25.8 years |
Life expectancy – male aged 60 in higher pension bracket | 27.2 years | 28.0 years |
Life expectancy – female aged 60 | 28.0 years | 28.5 years |
Average additional life expectancy for a male member retiring at age 60 in 10 years’ time | 0.8 years | 0.9 years |
Year to 31 March (£m) | 2027 | 2028 | 2029 | 2030 | 2031 | 2032 | 2033 | 2034 |
Payments from BT plca | 600 b | 600 b | 600 b | 600 b | 490 | — | — | — |
Future funding commitment payments | — | — | — | — | — | — | — | — |
Payments from ABF | 180 | 180 | 180 | 180 | 180 | 180 | 180 | 180 |
Total | 780 | 780 | 780 | 780 | 670 | 180 | 180 | 180 |
Feature | Detail |
Future funding commitment | BT Group will provide additional contributions, of between £150m p.a. and £300m p.a., should the funding deficit fall behind plan by more than an agreed threshold at any two consecutive reviews. The reviews will be carried out every June and December and until the 2026 valuation the threshold is £1bn. Payments are due within 12 months of the payments being switched on. Payments will stop once the semi-annual assessment shows the funding deficit is back on plan, i.e. outstanding deficit contributions are sufficient to address the funding deficit. At the 31 December 2025 assessment date, additional contributions were not triggered. The next test will be carried out as at 30 June 2026. |
Shareholder distributions | BT Group will provide additional payments to the BTPS by the amount that shareholder distributions exceed a threshold. For the three years following the 2023 valuation, the threshold allows for 10% per year dividend per share growth based on dividends of 7.7p per share in FY23, adjusted to reflect the interim dividend declared at our 30 September 2023 results. BT Group has agreed to implement a similar protection at each subsequent valuation, with the terms to be negotiated at the time. BT Group will consult with the Trustee if: – it considers share buybacks for any purpose other than relating to employee share awards; – it considers making any shareholder distributions in any of the next three years if annual normalised free cash flow of the group is below £1bn in the year and distributions within the year would be in excess of 120% of the above threshold; or – it considers making a special dividend. |
Material corporate events | In the event that BT Group generates net cash proceeds greater than a threshold from disposals (net of acquisitions) in any financial year, BT Group will make additional contributions to the BTPS. The threshold is £750m p.a. to 30 June 2026. The amount payable is one third of the total net cash proceeds. |
BT Group will consult with the Trustee if: – it considers making acquisitions with a total cost of more than £1.0bn in any 12-month period; – it considers making any disposal of more than £1.0bn; – it considers making a significant transaction which will have a material impact on the BTPS (acquisition or disposal); – it is likely to be subject to a takeover offer; or – there are any other corporate or third-party events which may have a materially detrimental impact on BT Group’s covenant to the BTPS (in which case BT Group will use its best endeavours to agree appropriate mitigation). This obligation is ongoing until otherwise terminated. | |
Negative pledge | A negative pledge that future creditors will not be granted superior security to the BTPS in excess of £0.5bn, to cover any member of the BT Group. Business as usual financing arrangements are not included within the £0.5bn. |
Feature | Detail |
Crown Guarantee | The Crown Guarantee was granted by the Government when BT was privatised in 1984; it would only come into effect upon the insolvency of BT plc. In July 2014, the courts established that: – the Crown Guarantee covers BT plc’s funding obligation in relation to the benefits of members of the BTPS who joined post-privatisation as well as those who joined pre-privatisation (subject to certain exceptions); and – the funding obligation to which the Crown Guarantee relates is measured with reference to BT plc’s obligation to pay deficit contributions under the rules of the BTPS. The Crown Guarantee is not taken into account for the purposes of the actuarial valuation of the BTPS and is an entirely separate matter, only being relevant in the highly unlikely event that BT plc becomes insolvent. |
Pension Protection Fund (PPF) | Further protection is also provided by the PPF which is the fund responsible for paying compensation in respect of schemes where the employer becomes insolvent. |
Scenario | 5% probability scenario | |
2026 | 2025 | |
1. Fall in bond yields a | 1.2% | 1.2% |
2. Increase in credit spreads b | 0.7% | 0.7% |
3. Increase to average inflation expectations over the lifetime of the planc | 0.9% | 1.1% |
4. Fall in growth assetsd | 20.0% | 20.0% |
5. Increase to life expectancy | 1.1 years | 1.1 years |
Material accounting policies that apply to share-based payments BT Group plc operates a number of equity-settled share-based payment arrangements, under which the group receives services from employees in consideration for equity instruments (share options and shares) in BT Group plc. Equity-settled share-based payments are measured at fair value at the date of grant. The fair value is recognised as an expense on a straight-line basis over the vesting period, based on the group’s estimate of the options or shares that will eventually vest. Fair value of share option schemes is measured using a Binomial options pricing model. Service conditions are vesting conditions. Any other conditions are non-vesting conditions which are taken into account to determine the fair value of equity instruments granted. When an award or option does not vest as a result of a failure to meet a non-vesting condition that is within the control of either counterparty, it is accounted for as a cancellation. Cancellations are treated as accelerated vesting and all remaining future charges are immediately recognised in the income statement. As the requirement to save under an employee saveshare arrangement is a non-vesting condition, employee cancellations, other than through a termination of service, are treated as an accelerated vesting. No adjustment is made to total equity for awards that lapse or are forfeited after the vesting date. | |||
2026 | 2025 | |
Year ended 31 March | £m | £m |
Employee saveshare plans | 2 | 7 |
Yourshare | — | 2 |
Executive share plans: | ||
Deferred Bonus Plan (DBP) | 4 | 8 |
Restricted Share Plan (RSP) | 40 | 42 |
46 | 59 |
Number of share options | Weighted average exercise price | ||||
2026 | 2025 | 2026 | 2025 | ||
Year ended 31 March | millions | millions | pence | pence | |
Outstanding at 1 April | 118 | 156 | 82 | 96 | |
Granted | — | — | — | — | |
Forfeited | — | (5) | 82 | 107 | |
Exercised | (117) | (7) | 82 | 82 | |
Expired | (1) | (26) | 90 | 161 | |
Outstanding at 31 March | — | 118 | — | 82 | |
Exercisable at 31 March | — | — | — | — | |
Number of shares (millions) | |||
DBP | RSP | Total | |
At 1 April 2024 | 17 | 86 | 103 |
Awards granted | 4 | 39 | 43 |
Awards vested | (5) | (18) | (23) |
Awards lapsed | — | (10) | (10) |
Dividend shares reinvested | 1 | 6 | 7 |
At 31 March 2025 | 17 | 103 | 120 |
Awards granted | 2 | 25 | 27 |
Awards vested | (7) | (24) | (31) |
Awards lapsed | (1) | (13) | (14) |
Dividend shares reinvested | 1 | 3 | 4 |
At 31 March 2026 | 12 | 94 | 106 |
Material accounting policies that apply to assets & liabilities classified as held for sale We classify non-current assets or a group of assets and associated liabilities, together forming a disposal group, as ‘held for sale’ when their carrying amount will be recovered principally through disposal rather than continuing use and the sale is highly probable. A sale is considered to be highly probable when management are committed to a plan to sell the asset or disposal group and the sale should be expected to qualify for recognition as a completed divestment within one year from the date of classification. We measure non-current assets or disposal groups classified as held for sale at the lower of their carrying amount and fair value less costs of disposal. Intangible assets, property, plant and equipment and right-of-use assets classified as held for sale are not depreciated or amortised. Upon completion of a divestment, we recognise a profit or loss on disposal calculated as the difference between (i) the aggregate of the fair value of the consideration received and the fair value of any retained interest less costs incurred in disposing of the asset or disposal group, and (ii) the carrying amount of the asset or disposal group (including goodwill). The profit or loss on disposal is recognised as a specific item, see note 9. In the event that non-current assets or disposal groups held for sale form a separate and identifiable major line of business, the results for both the current and comparative periods are reclassified as ‘discontinued operations’. | |||
Significant judgements in assessment of assets held for sale During FY25, the group announced its intention to fully focus on UK connectivity and initiated an active programme to explore options to optimise its non-core or global business. At 31 March 2025, management was committed to a plan to sell five separate businesses within our non-core or global business. The sale of these businesses was considered to be highly probable and they were expected to complete within a year. Accordingly, the associated assets and liabilities had been presented as held for sale at 31 March 2025. During FY26, the Group completed the disposal of all disposal groups classified as held for sale at 31 March 2025. These included: – our datacentre business in Ireland, sold to Equinix; – BT Communications Ireland Ltd, our Irish wholesale and enterprise business, sold to Speed Fibre Group; – our domestic operations in Italy (which includes fibre networks and datacentres), sold to Retelit S.p.A; – BT Federal Inc., our specialised unit serving US federal institution, sold to 22nd Century Technologies, Inc.; and – our BT Radianz business, sold to Transaction Network Services. There are no disposal groups classified as held for sale as at 31 March 2026. | |||
Impairment on remeasurement of disposal groups held for sale On classification of the disposal groups as held for sale, we remeasured the disposal groups to the lower of their carrying amount and fair value less costs of disposal. This measurement is reassessed at each reporting date while the disposal groups remain classified as held for sale, with further impairment recognised where applicable. During the year, a remeasurement of certain disposal groups resulted in the recognition of an impairment loss of £27m (FY25: £116m) and has been presented as a specific item in the income statement, see note 9. The impairment loss has been applied to reduce the carrying amount of intangible assets, property, plant and equipment and right-of-use assets within the impacted disposal groups. | |||
2026 | |
£m | |
Goodwill and other intangible assets | 93 |
Property, plant and equipment | 16 |
Right-of-use assets | 34 |
Trade and other receivables | 78 |
Cash and cash equivalentsa | 153 |
Trade and other payables | (94) |
Lease liabilities | (71) |
Net assets of operations disposed | 209 |
less: recycling of foreign exchange from translation reserve | (17) |
Net impact on the consolidated balance sheet | 192 |
Profit on disposal | 30 |
Net consideration | 222 |
Satisfied by | |
Proceeds received in the year per the cash flow statement b | |
Costs of disposal | (20) |
Net consideration | 222 |
2026 | 2025 | |
At 31 March | £m | £m |
Assets | ||
Goodwill and other intangible assets a | — | 94 |
Property, plant and equipment b | — | 40 |
Right-of-use assets b | — | 33 |
Trade and other receivables | — | 78 |
Assets held for sale | — | 245 |
Liabilities | ||
Trade and other payables | — | 100 |
Lease liabilities | — | 81 |
Current tax liability | — | 4 |
Provisions | — | 3 |
Liabilities held for sale | — | 188 |
Material accounting policies that apply to investments Investments classified as amortised cost These investments are measured at amortised cost. The carrying amount of these balances approximates to fair value. Any gain or loss on derecognition is recognised in the income statement. Equity instruments classified as fair value through other comprehensive income We have made an irrevocable election to present changes in the fair value of equity investments that are not held for trading in other comprehensive income. All gains or losses, aside from dividends, are recognised in other comprehensive income and are not reclassified to the income statement when the investments are disposed of, instead any balance remaining in other comprehensive income is transferred to retained earnings. Dividends are recognised in the income statement when our right to receive payment is established. Equity investments are recorded in non-current assets unless they are expected to be sold within one year. | |||
2026 | 2025 | |
At 31 March | £m | £m |
Non-current assets | ||
Fair value through other comprehensive income | 20 | 17 |
Amounts owed by ultimate parent and parent company | 12,415 | 12,438 |
Total non-current asset investments | 12,435 | 12,455 |
Current assets | ||
Investments held at amortised cost | 1,482 | 2,631 |
Current asset investments | 1,482 | 2,631 |
Fair value hierarchy | Level 1 | Level 2 | Level 3 | Total held at fair value |
At 31 March 2026 | £m | £m | £m | £m |
Non-current and current investments | ||||
Fair value through other comprehensive income | — | — | 20 | 20 |
Total | — | — | 20 | 20 |
At 31 March 2025 | ||||
Non-current and current investments | ||||
Fair value through other comprehensive income | — | — | 17 | 17 |
Total | — | — | 17 | 17 |
2026 | 2025 | |
At 31 March | £m | £m |
Interest in joint ventures | 2 | 240 |
Interest in associates | 2 | 12 |
Total | 4 | 252 |
Material accounting policies that apply to the Sports JV Assessment of whether BT has joint control over the Sports JV The Sports JV is classified as a joint venture based on an assessment under IFRS 10 and 11 of the ownership, voting power and joint control established through the joint venture agreement between BT and WBD. Key factors relevant to our assessment: – Equal voting rights over the activities that most significantly impact the returns of the Sports JV, namely strategic direction following the loss of the UEFA rights, reassessment of future and existing sports rights and distribution arrangements. – Unequal cash distribution during the first four years of the JV due to the earn-out mechanism. – The likelihood of WBD’s call option to acquire BT’s 50% interest in the Sports JV being exercised before key decisions over material activities of the Sports JV are made. The assessment whether joint control remains in place is reviewed at each reporting period. | |||
Measurement of BT’s equity interest in the Sports JV On initial recognition, the group valued its interest in the Sports JV based on the estimated fair value at exit. The investment is subsequently accounted for using the equity method, where the consolidated financial statements include the group’s share of the profit or loss and other comprehensive income of the Sports JV. It is subject to impairment testing at each reporting period, with any impairment losses recognised through specific items. | |||
Measurement of investment in A preference shares BT will receive an earn-out from the Sports JV (subject to liquidity and usual UK company law requirements). The earn-out cash flows to BT are dependent on the cash profit generation of the Sports JV over the earn-out period and is therefore akin to contingent consideration, initially recorded at fair value reflecting the present value of expected cash flows. Subsequent to the initial recognition, the group’s carried forward investment in A preference shares are remeasured to fair value at each reporting date. | |||
Measurement of the minimum revenue guarantee in BT’s distribution agreement with the Sports JV BT plc entered into a distribution agreement with the Sports JV at formation to procure the sport content that is supplied to our broadband, TV and mobile customers. The agreement extends beyond 2030 and the first four years includes a minimum revenue guarantee of approximately £500m per annum, which runs to the end of July 2026. After this point it will change to a fully variable arrangement. BT’s obligation under the minimum revenue guarantee represents both a trading arrangement on market terms, and a financing arrangement for the off-market element of the revenue guarantee, which has been recognised as a financial liability initially recorded at fair value. The liability is subsequently measured at amortised cost and held within trade and other payables on the balance sheet (see note 17). The carrying amount at 31 March 2026 was £101m (FY25: £288m) after payments made to the Sports JV. | |||
Accounting policies adopted by the Sports JV In order to recognise our share of the Sports JV’s results for our equity-accounted investment, we have prepared the Sports JV’s financial information for the year ended 31 March 2026 after making certain adjustments to comply with IFRS and align with accounting policy choices made by BT. The following were judgements made in the preparation of the Sports JV’s financial information: – IFRS 3 acquisition accounting should be applied by the Sports JV over the business combination achieved through the transfer of the BT Sport and Eurosport UK businesses from BT and WBD respectively, recognising acquired intangibles on the current and future value of programme rights, and goodwill. – Revenues from the minimum guarantee in the Sports JV’s distribution agreement with BT should be adjusted to reflect a trading agreement on market terms with a separate financing arrangement for the off-market portion accounted for under IFRS 9 – this mirrors the accounting treatment applied by BT. – A and C preference shares issued by the Sports JV to BT should be classified as a financial liability at fair value through profit or loss under IFRS 9, as cash flows of the liability can be modified by both financial and non-financial factors that are not closely related to the instrument itself. – Hedge accounting should be applied on the Sports JV’s forward contracts with BT (see note 30) with fair value movements on the derivatives recognised in other comprehensive income and held in the cash flow hedge reserve until these are recycled on settlement of the forward contracts. – Programme rights should be recognised on the balance sheet from the point at which the licence period begins and are consumed by the Sports JV on a straight-line basis over the programming period which is generally 12 months. This is consistent with accounting policy applied in our previous BT Sport operations that have been transferred to the Sports JV. Accounting policies in other areas are consistent with those applied by the group. | |||
Key accounting estimates made in accounting for the Sports JV Valuation of investment in A preference shares The fair value recorded is supported by forecasted cash flows of the Sports JV and an internal valuation model with the following key assumptions: – Approximately 60% of revenues and 96% of costs during the remaining earn out period are contractually committed. – Total premium sports subscriber base does not materially grow or decline over the remaining earn-out period. The preference shares are held at Level 3 on the fair value hierarchy, reflecting a valuation methodology that does not use inputs based on observable market data – see note 22 for further details on the fair value hierarchy. Changes in key assumptions and inputs could result in changes in fair value. | |||
Valuation of BT’s equity interest in the Sports JV At the balance sheet date, the valuation of the Group’s equity interest in the Sports JV is no longer considered a key accounting estimate. Prior to the loss of the UEFA rights (see below), this valuation involved a high degree of judgement in estimating fair value and was therefore considered a key accounting estimate, as changes in assumptions could have resulted in different impairment outcomes in prior periods. | |||
2026 | 2025 | |
£m | £m | |
Carrying amount at 1 April | 238 | 300 |
Share of total comprehensive loss for the year | (212) | (16) |
Dividends during the year | (3) | (2) |
Impairment loss for the year | (23) | (44) |
Carrying amount at 31 March | — | 238 |
2026 | 2025 | |
Summarised statement of total comprehensive income for year ended 31 March | £m | £m |
Revenue | 1,003 | 958 |
Loss for the yeara | (496) | (22) |
Other comprehensive income | 26 | (11) |
Total comprehensive loss | (470) | (33) |
2026 | 2025 | |
Summarised balance sheet at 31 March | £m | £m |
Current assetsb | 957 | 800 |
Non-current assetsc | — | 858 |
Current liabilities d | (529) | (435) |
Non-current liabilitiese | — | (308) |
Net assets | 428 | 915 |
Attributable to fair value of BT’s A preference shares | (107) | (242) |
BT’s share of residual net assets (50%) | 161 | 337 |
Cumulative proceeds from investment in preference shares in joint venture | (175) | (63) |
Other fair value adjustments | 14 | 8 |
Impairment loss for the year | (23) | (44) |
Share of Sports JV losses not recognised | 23 | — |
Carrying amount of interest in Sports JV | — | 238 |
2026 | 2025 | |
At 31 March | £m | £m |
Investment in A preference shares | 107 | 242 |
Investment in C preference shares | 175 | 153 |
Total | 282 | 395 |
Material accounting policies that apply to cash and cash equivalents Cash and cash equivalents comprise cash in hand and current balances with banks and similar institutions, which are readily convertible to cash, are subject to insignificant risk of changes in value and have an original maturity of three months or less. All are held at amortised cost on the balance sheet, equating to fair value. For the purpose of the consolidated cash flow statement, cash and cash equivalents are as defined above net of outstanding bank overdrafts. Bank overdrafts are included within the current element of loans and other borrowings (note 25). | |||
2026 | 2025 | |
At 31 March | £m | £m |
Cash at bank and in hand | 165 | 134 |
Cash equivalents | ||
Bank deposits | 187 | 75 |
Total cash equivalents | 187 | 75 |
Total cash and cash equivalents per the balance sheet | 352 | 209 |
Bank overdrafts (note 25 ) | (3) | (2) |
Cash and cash equivalents per the cash flow statement | 349 | 207 |
Material accounting policies that apply to loans and other borrowings We initially recognise loans and other borrowings at the fair value of amounts received net of transaction costs. They are subsequently measured at amortised cost using the effective interest method and, if included in a fair value hedge relationship, are re-valued to reflect the fair value movements on the associated hedged risk. On de-designation of the hedge, the resulting amortisation of fair value movements is recognised in the income statement. | |||
At 31 March 2025 | Cash flows | Net lease additions a | Foreign exchange | Transfer to within one year | Other movementsb | At 31 March 2026 | |
£m | £m | £m | £m | £m | £m | £m | |
Loans and other borrowings due within one yearc | 2,092 | (1,739) | — | (36) | 43 | 60 | 420 |
Loans and other borrowings due after one year | 16,670 | 434 | — | 184 | (43) | 871 | 18,116 |
Total loans and other borrowings | 18,762 | (1,305) | — | 148 | — | 931 | 18,536 |
Lease liabilities due within one year | 705 | (864) | — | — | 938 | — | 779 |
Lease liabilities due after one year | 3,866 | — | 480 | (3) | (938) | — | 3,405 |
Lease liabilities classified as held for sale | 81 | — | — | 1 | — | (82) | — |
Total lease liabilities | 4,652 | (864) | 480 | (2) | — | (82) | 4,184 |
Gross debt | 23,414 | (2,169) | 480 | 146 | — | 849 | 22,720 |
At 31 March 2024 | Cash flows | Net lease additions a | Foreign exchange | Transfer to within one year | Other movementsb | At 31 March 2025 | |
£m | £m | £m | £m | £m | £m | £m | |
Loans and other borrowings due within one yearc | 1,395 | (2,190) | — | 15 | 2,744 | 128 | 2,092 |
Loans and other borrowings due after one year | 17,131 | 1,758 | — | (234) | (2,744) | 759 | 16,670 |
Total loans and other borrowings | 18,526 | (432) | — | (219) | — | 887 | 18,762 |
Lease liabilities due within one year | 766 | (874) | — | — | 813 | — | 705 |
Lease liabilities due after one year | 4,189 | — | 496 | (6) | (813) | — | 3,866 |
Lease liabilities classified as held for sale | — | — | — | — | — | 81 | 81 |
Total lease liabilities | 4,955 | (874) | 496 | (6) | — | 81 | 4,652 |
Gross debt | 23,481 | (1,306) | 496 | (225) | — | 968 | 23,414 |
2026 | 2025 | |
At 31 March | £m | £m |
0.5% €419m bond due September 2025 | — | 351 |
1.75% €1,076m bond due March 2026 | — | 901 |
1.5% €1,150m bond due June 2027 a | 1,015 | 971 |
2.75% €700m bond due August 2027b | — | 590 |
2.125% €500m bond due September 2028 a | 441 | 422 |
5.125% $700m bond due December 2028 a | 538 | 550 |
5.75% £600m bond due December 2028 | 638 | 649 |
1.125% €750m bond due September 2029 a | 656 | 627 |
3.25% $1,000m bond due November 2029 a | 765 | 780 |
9.625% $2,670m bond due December 2030 a (minimum 8.625% c) | 2,078 | 2,122 |
3.75% €800m bond due May 2031a | 720 | 690 |
3.125% £500m bond due November 2031 | 504 | 504 |
3.125% €850m bond due February 2032 a | 740 | 708 |
3.375% €500m bond due August 2032a | 443 | 424 |
3.375% €850m bond due November 2032 a | 747 | — |
4.25% €850m bond due January 2033a | 743 | 710 |
4.713% NOK1,000m bond due March 2033 a | 78 | — |
3.64% £330m bond due June 2033 | 339 | 339 |
1.613% £330m index linked bond due June 2033 | 417 | 403 |
3.875% €895m bond due January 2034a | 784 | 750 |
3.75% €700m bond due January 2035a,d | 589 | — |
6.375% £500m bond due June 2037 | 523 | 523 |
3.883% £330m bond due June 2039 | 340 | 340 |
1.739% £330m index linked bond due June 2039 | 417 | 404 |
5.75% £450m bond due February 2041a,d | 435 | 446 |
5.625% £350m bond due December 2041 a,d | 342 | 351 |
3.924% £340m bond due June 2042 | 350 | 350 |
1.774% £340m index linked bond due June 2042 | 430 | 416 |
2.08% ¥10,000m bond due February 2043 a | 48 | 52 |
3.625% £250m bond due November 2047 | 251 | 251 |
4.25% $500m bond due November 2049a | 383 | 388 |
5.125% €750m hybrid bond due October 2054 a,e | 667 | 638 |
6.375% £400m hybrid bond due December 2055e | 405 | — |
1.874% €500m hybrid bond due August 2080f | — | 423 |
4.250% $500m hybrid bond due November 2081a,e | 380 | 391 |
4.875% $500m hybrid bond due November 2081a,e | 384 | 393 |
8.375% £700m hybrid bond due December 2083e | 713 | 711 |
Total listed bonds | 18,303 | 18,568 |
Loans related to cash flows related to the sale of contract assetsg | 42 | 87 |
Loans related to the forward sale of redundant copper | 177 | 93 |
Other loans | 1 | 2 |
Amounts owed to joint ventures | 10 | 10 |
Bank overdrafts (note 24) | 3 | 2 |
Total other loans and borrowings | 233 | 194 |
Total loans and other borrowings | 18,536 | 18,762 |
2026 | 2025 | |
At 31 March | £m | £m |
Current liabilities | ||
Listed bonds | 315 | 1,975 |
Amounts owed to joint ventures | 10 | 10 |
Other loans and borrowings a | 95 | 107 |
Total current liabilities | 420 | 2,092 |
Non-current liabilities | ||
Listed bonds | 17,988 | 16,593 |
Other loans and borrowings | 128 | 77 |
Total non-current liabilities | 18,116 | 16,670 |
Total loans and other borrowings | 18,536 | 18,762 |
2026 | 2025 | ||||||
Carrying amounta | Effect of hedging and interest | Principal repayments at hedged rates | Carrying amounta | Effect of hedging and interest | Principal repayments at hedged rates | ||
At 31 March | £m | £m | £m | £m | £m | £m | |
Within one year, or on demand | 799 | (323) | 476 | 2,092 | (345) | 1,747 | |
Between one and two years | 1,053 | 9 | 1,062 | 430 | (17) | 413 | |
Between two and three years | 2,307 | 22 | 2,329 | 1,583 | 63 | 1,646 | |
Between three and four years | 2,109 | 24 | 2,133 | 2,261 | 28 | 2,289 | |
Between four and five years | 2,425 | (425) | 2,000 | 2,030 | 63 | 2,093 | |
After five years | 9,939 | (92) | 9,847 | 10,412 | (411) | 10,001 | |
Total due for repayment after more than one year | 17,833 | (462) | 17,371 | 16,716 | (274) | 16,442 | |
Total repayments | 18,632 | (785) | 17,847 | 18,808 | (619) | 18,189 | |
Non cash adjustmentsa | (96) | (46) | |||||
Total loans and other borrowings | 18,536 | 18,762 | |||||
2026 | 2025 | |
Year ended 31 March | £m | £m |
Finance expense | ||
Interest on: | ||
Financial liabilities at amortised cost and associated derivatives | 830 | 916 |
Lease liabilities | 133 | 135 |
Derivatives | — | (2) |
Fair value movements: | ||
Bonds designated as hedged items in fair value hedges | (42) | 1 |
Derivatives designated as hedging instruments in fair value hedges | 42 | (1) |
Derivatives not in a designated hedge relationship | (2) | (1) |
Reclassification of cash flow hedge from other comprehensive income | 171 | 51 |
Interest on tax balances | 48 | — |
Unwinding of discount on provisions and other payables | 26 | 19 |
Interest expense on loan to ultimate parent company | 2 | — |
Total finance expense before specific items | 1,208 | 1,118 |
Specific items (note 9 ) | 191 | 197 |
Total finance expense | 1,399 | 1,315 |
2026 | 2025 (re-presented) a | |
Year ended 31 March | £m | £m |
Finance income | ||
Interest on financial assets at amortised cost | 91 | 134 |
Interest on tax balancesa | 52 | 15 |
Other finance incomea | 3 | 2 |
651 | 747 | |
Total finance income | 797 | 898 |
2026 | 2025 | |
Year ended 31 March | £m | £m |
411 | 220 | |
191 | 197 | |
602 | 417 |
2026 | 2025 | ||||||
Fixed rate interest | Floating rate interest | Total | Fixed rate interest | Floating rate interest | Total | ||
At 31 March | £m | £m | £m | £m | £m | £m | |
Sterling | 15,999 | 1,846 | 17,845 | 16,967 | 1,220 | 18,187 | |
Other | — | 2 | 2 | — | 2 | 2 | |
Total | 15,999 | 1,848 | 17,847 | 16,967 | 1,222 | 18,189 | |
Ratio of fixed to floating | 90% | 10% | 100% | 93% | 7% | 100% | |
Weighted average effective fixed interest rate – sterling | 5.2% | 5.1% | |||||
2026 | 2025 | |
At 31 March | £m Increase (reduce) | £m Increase (reduce) |
Sterling interest rates | 446 | 509 |
US dollar interest rates | (211) | (258) |
Euro interest rates | (367) | (350) |
Sterling strengthening | (149) | (137) |
Energy prices | 24 | 26 |
At 31 March | 2026 | 2025 | ||||
Rating | Outlook | Rating | Outlook | |||
Rating agency | ||||||
Fitch | BBB | Stable | BBB | Stable | ||
Moody’s | Baa2 | Stable | Baa2 | Stable | ||
Standard & Poor’s | BBB | Stable | BBB | Stable | ||
Non-derivative financial liabilities | Loans and other borrowingsa | Interest on loans and other borrowings | Trade and other payables | Lease liabilities | Total |
At 31 March 2026 | £m | £m | £m | £m | £m |
Due within one year | 484 | 822 | 5,021 | 779 | 7,106 |
Between one and two years | 1,053 | 806 | — | 783 | 2,642 |
Between two and three years | 2,307 | 791 | — | 736 | 3,834 |
Between three and four years | 2,109 | 661 | — | 711 | 3,481 |
Between four and five years | 2,425 | 597 | — | 680 | 3,702 |
After five years | 9,939 | 2,074 | — | 1,023 | 13,036 |
18,317 | 5,751 | 5,021 | 4,712 | 33,801 | |
Interest payments not yet accrued | — | (5,436) | — | — | (5,436) |
Fair value adjustments, unamortised bond fees | (96) | — | — | — | (96) |
Impact of discounting | — | — | — | (528) | (528) |
Carrying value on the balance sheet b,c | 18,221 | 315 | 5,021 | 4,184 | 27,741 |
At 31 March 2025 | |||||
Due within one year | 1,786 | 784 | 4,925 | 705 | 8,200 |
Between one and two years | 430 | 759 | 88 | 772 | 2,049 |
Between two and three years | 1,583 | 742 | — | 729 | 3,054 |
Between three and four years | 2,261 | 712 | — | 691 | 3,664 |
Between four and five years | 2,030 | 582 | — | 669 | 3,281 |
After five years | 10,412 | 2,436 | — | 1,613 | 14,461 |
18,502 | 6,015 | 5,013 | 5,179 | 34,709 | |
Interest payments not yet accrued | — | (5,709) | — | — | (5,709) |
Fair value adjustments, unamortised bond fees | (46) | — | — | — | (46) |
Impact of discounting | — | — | (6) | (608) | (614) |
Carrying value on the balance sheet b,c | 18,456 | 306 | 5,007 | 4,571 | 28,340 |
Derivative financial liabilities | Net settled | Gross settled outflows | Gross settled inflows | Total |
At 31 March 2026 | £m | £m | £m | £m |
Due within one year | 22 | 845 | (768) | 99 |
Between one and two years | 22 | 312 | (245) | 89 |
Between two and three years | 22 | 755 | (687) | 90 |
Between three and four years | 17 | 922 | (872) | 67 |
Between four and five years | 16 | 128 | (93) | 51 |
After five years | (11) | 2,426 | (2,312) | 103 |
Totala,b | 88 | 5,388 | (4,977) | 499 |
At 31 March 2025 | ||||
14 | 1,994 | (1,829) | 179 | |
14 | 578 | (463) | 129 | |
14 | 1,996 | (1,860) | 150 | |
15 | 718 | (626) | 107 | |
4 | 1,487 | (1,373) | 118 | |
16 | 2,537 | (2,343) | 210 | |
Totala,b | 77 | 9,310 | (8,494) | 893 |
2026 | 2025 | ||
At 31 March | Notes | £m | £m |
Derivative financial assets | 898 | 1,034 | |
Investments | 22 | 13,917 | 15,086 |
Trade and other receivables a | 16 | 1,958 | 1,719 |
Contract assets | 5 | 1,391 | 1,500 |
Cash and cash equivalents | 24 | 352 | 209 |
Total | 18,516 | 19,548 |
Moody’s/S&P credit rating of counterparty | 2026 | 2025 |
At 31 March | £m | £m |
Aa2/AA and above | 1,464 | 2,610 |
105 | 95 | |
A1/A+ | 849 | 750 |
A2/A | 132 | 245 |
— | — | |
Baa1/BBB+ | — | — |
Baa2/BBB and below a | 17 | 40 |
Totalb | 2,567 | 3,740 |
Financial assets and liabilities | Related amounts not set off in the balance sheet | |||
Amounts presented in the balance sheet | Right of set off with derivative counterparties | Cash collateral | Net amount | |
At 31 March 2026 | £m | £m | £m | £m |
Derivative financial assets | 898 | (256) | (1) | 641 |
Derivative financial liabilities | (398) | 256 | 17 | (125) |
Total | 500 | — | 16 | 516 |
At 31 March 2025 | ||||
Derivative financial assets | 1,034 | (346) | (2) | 686 |
Derivative financial liabilities | (497) | 346 | 20 | (131) |
Total | 537 | — | 18 | 555 |
Material accounting policies that apply to derivatives and hedge accounting All of our derivative financial instruments are held at fair value on the balance sheet. Derivatives designated in a cash flow or fair value hedge The group designates certain derivatives in a cash flow or fair value hedge relationship. Where derivatives qualify for hedge accounting, recognition of any resultant gain or loss depends on the nature of the hedge. To qualify for hedge accounting, hedge documentation must be prepared at inception, the hedge must be in line with BT Group plc’s risk management strategy and there must be an economic relationship based on the currency, amount and timing of the respective cash flows of the hedging instrument and hedged item. This is assessed at inception and in subsequent periods in which the hedge remains in operation. Hedge accounting is discontinued when it is no longer in line with BT Group plc’s risk management strategy or if it no longer qualifies for hedge accounting. BT Group plc targets a one-to-one hedge ratio. The economic relationship between the hedged item and the hedging instrument is assessed on an ongoing basis. Ineffectiveness can arise from subsequent change in the forecast transactions as a result of altered timing, cash flows or value. Cash flow hedge When a derivative financial instrument is designated as a hedge of the variability in cash flows of a recognised asset or liability, or a highly probable transaction, the effective part of any gain or loss on the derivative financial instrument is recognised directly in equity. For cash flow hedges of recognised assets or liabilities, the associated cumulative gain or loss is removed from equity and recognised in the same line of the income statement and in the same period or periods that the hedged transaction affects the income statement. Any ineffectiveness arising on a cash flow hedge is recognised immediately in the income statement. Fair value hedge When a derivative financial instrument is designated as a hedge of the exposure in fair value of a recognised asset or liability, or an unrecognised firm commitment, the hedging instrument is measured at fair value with changes in fair value recognised in the income statement. The changes in fair value of the hedging instruments are recorded in the same line in the income statement, together with any changes in fair value of the hedged asset or liability that is attributable to the hedged risk which are remeasured to fair value. In a fair value hedge, an ineffectiveness is automatically recognised in the income statement because changes in the measurement of both the hedging instrument and the hedged item are reported through the income statement. Other derivatives BT Group's policy is not to use derivatives for trading purposes. However, due to the complex nature of hedge accounting, some derivatives may not qualify for hedge accounting, or may be specifically not designated as a hedge because natural offset is more appropriate. We effectively operate a process to identify any embedded derivatives within revenue, supply, leasing and financing contracts, including those relating to inflationary features. These derivatives are classified as fair value through profit and loss and are recognised at fair value. Any direct transaction costs are recognised immediately in the income statement. Gains and losses on re- measurement are recognised in the income statement in the line that most appropriately reflects the nature of the item or transaction to which they relate. Where the fair value of a derivative contract at initial recognition is not supported by observable market data and differs from the transaction price, a day one gain or loss will arise which is not recognised in the income statement. Such gains and losses are deferred and amortised to the income statement based on the remaining contractual term and as observable market data becomes available. The fair values of outstanding swaps and foreign exchange contracts are estimated using discounted cash flow models and market rates of interest and foreign exchange at the balance sheet date. |
Current asset | Non-current asset | Current liability | Non-current liability | |
At 31 March 2026 | £m | £m | £m | £m |
Designated in a cash flow hedge | 51 | 792 | 68 | 258 |
Designated in a fair value hedge | 1 | 4 | 2 | 20 |
Other | 16 | 34 | 15 | 35 |
Total derivatives | 68 | 830 | 85 | 313 |
At 31 March 2025 | ||||
Designated in a cash flow hedge | 104 | 843 | 82 | 338 |
Designated in a fair value hedge | — | 1 | — | — |
Other | 26 | 60 | 24 | 53 |
Total derivatives | 130 | 904 | 106 | 391 |
Hedged items | Notional principal | Asset (re-presented) g | Liability (re-presented)g | Balance in cash flow hedge related reserves (gain)/loss (re-presented) g | Fair value (gain)/ loss recognised in OCI (re-presented) g | Amount recycled from cash flow hedge related reserves to income statement (re-presented)g |
At 31 March 2026 | £m | £m | £m | £m | £m | £m |
Sterling, euro, US dollar, Japanese yen and Norwegian krone denominated borrowingsa | 12,869 | 820 | (159) | (345) | 54 | 50 |
Step up interest on the 2030 US dollar bond b | 74 | 2 | — | (12) | 3 | 4 |
Foreign currency purchases, principally denominated in US dollars, euros, Indian rupees and Hungarian forints c | 1,413 | 14 | (55) | 51 | 54 | (13) |
Energy contractsd | 7 | (35) | 28 | (15) | (17) | |
Forecast sale of redundant coppere | — | (77) | 77 | 68 | (5) | |
Other, individually insignificant hedged items | — | — | — | (3) | 3 | |
Total cash flow hedges | 14,356 | 843 | (326) | (201) | 161 | 22 |
Sterling and euro denominated borrowingsf | 1,387 | 5 | (22) | |||
Total fair value hedges | 1,387 | 5 | (22) | |||
Deferred tax | — | — | 41 | |||
Derivatives not in a designated hedge relationship | 50 | (50) | — | |||
Carrying value on the balance sheet | 898 | (398) | (160) | |||
At 31 March 2025 | ||||||
Sterling, euro, US dollar, Japanese yen and Norwegian krone denominated borrowings a | 14,278 | 933 | (329) | (449) | 86 | (322) |
Step up interest on the 2030 US dollar bondb | 99 | — | (1) | (19) | 2 | 4 |
Foreign currency purchases, principally denominated in US dollars, euros, Indian rupees and Hungarian forints c | 1,274 | 10 | (15) | 10 | 22 | — |
Energy contracts d | 4 | (61) | 60 | (16) | (11) | |
Forecast sale of redundant coppere | — | (14) | 14 | 11 | — | |
Other, individually insignificant hedged items | — | — | — | — | — | |
Total cash flow hedges | 15,651 | 947 | (420) | (384) | 105 | (329) |
Sterling and euro denominated borrowingsf | 800 | 1 | — | |||
Total fair value hedges | 800 | 1 | — | |||
Deferred tax | — | — | 86 | |||
Derivatives not in a designated hedge relationship | 86 | (77) | — | |||
Carrying value on the balance sheet | 1,034 | (497) | (298) |
Other comprehensive income | Total | |||||
Cash flow reservea | Fair value reserve b | Cost of hedging reservec | Translation reserved | Merger and other reserves | ||
£m | £m | £m | £m | £m | £m | |
At 1 April 2024 | 144 | 8 | (11) | 424 | 858 | 1,423 |
Exchange differences e | — | — | — | (50) | — | (50) |
Net fair value gain (loss) on cash flow hedges | (105) | — | — | — | — | (105) |
Movements on cash flow hedges recycled to income statement f | 324 | — | 5 | — | — | 329 |
Fair value movement on assets at fair value through other comprehensive income | — | (6) | — | — | — | (6) |
Tax recognised in other comprehensive income | (59) | — | — | 3 | — | (56) |
At 31 March 2025 | 304 | 2 | (6) | 377 | 858 | 1,535 |
Exchange differences e | — | — | — | (39) | — | (39) |
Net fair value gain (loss) on cash flow hedges | (166) | — | 5 | — | — | (161) |
Movements on cash flow hedges recycled to income statement f | (28) | — | 6 | — | — | (22) |
Fair value movement on assets at fair value through other comprehensive income | — | 3 | — | — | — | 3 |
Tax recognised in other comprehensive income | 45 | — | — | (4) | — | 41 |
At 31 March 2026 | 155 | 5 | 5 | 334 | 858 | 1,357 |
2026 | 2025 | |
At 31 March | £m | £m |
Sales of services to associates and joint ventures | 21 | 12 |
Purchases from associates and joint ventures | 358 | 348 |
Amounts receivable from associates and joint ventures | 9 | 2 |
Amounts payable to associates and joint ventures | 107 | 99 |
2026 | 2025 | ||||
Asset (liability) at 31 March | Finance income (expense) | Asset (liability) at 31 March | Finance income (expense) | ||
Notes | £m | £m | £m | £m | |
Amounts owed by (to) parent company | |||||
Non-current assets investments | 22, 26 | 11,847 | 631 | 11,917 | 724 |
Amounts owed by (to) ultimate parent company | |||||
Non-current assets investments | 22, 26 | 568 | 18 | 521 | 23 |
Non-current liabilities loans | 25, 26 | — | — | — | — |
Trade and other receivables | 16 | — | n/a | 10 | n/a |
Trade and other payables | 17 | — | n/a | (12) | n/a |
Consumer | Business | International | Openreach | Other | Total | |
£m | £m | £m | £m | £m | £m | |
Segment revenue | 9,695 | 7,842 | — | 6,156 | 12 | 23,705 |
Internal revenue | (42) | (106) | — | (3,187) | — | (3,335) |
Adjusted revenue from external customers | 9,653 | 7,736 | — | 2,969 | 12 | 20,370 |
Adjusted EBITDA | 2,644 | 1,536 | — | 4,029 | (6) | 8,203 |
Depreciation and amortisation | (1,832) | (961) | — | (2,032) | (108) | (4,933) |
Adjusted operating profit (loss) | 812 | 575 | — | 1,997 | (114) | 3,270 |
Year ended 31 March 2025: adjustments for re-presentation | ||||||
Segment revenue | — | (2,494) | 2,499 | — | — | 5 |
Internal revenue | — | (94) | — | 89 | — | (5) |
Adjusted revenue from external customers | — | (2,588) | 2,499 | 89 | — | — |
Adjusted EBITDA | — | (205) | 205 | — | — | — |
Depreciation and amortisation | — | 240 | (240) | — | — | — |
Adjusted operating profit (loss) | — | 35 | (35) | — | — | — |
Year ended 31 March 2025: re-presented | ||||||
Segment revenue | 9,695 | 5,348 | 2,499 | 6,156 | 12 | 23,710 |
Internal revenue | (42) | (200) | — | (3,098) | — | (3,340) |
Adjusted revenue from external customers | 9,653 | 5,148 | 2,499 | 3,058 | 12 | 20,370 |
Adjusted EBITDA | 2,644 | 1,331 | 205 | 4,029 | (6) | 8,203 |
Depreciation and amortisation | (1,832) | (721) | (240) | (2,032) | (108) | (4,933) |
Adjusted operating profit (loss) | 812 | 610 | (35) | 1,997 | (114) | 3,270 |
Internal cost recorded by | ||||||
Consumer | Business | International | Openreach | Other | Total | |
£m | £m | £m | £m | £m | £m | |
Consumer | — | 41 | — | 1 | — | 42 |
Business | 26 | — | — | 39 | 41 | 106 |
International | — | — | — | — | — | — |
Openreach | 2,089 | 1,098 | — | — | — | 3,187 |
Total | 2,115 | 1,139 | — | 40 | 41 | 3,335 |
Year ended 31 March 2025: adjustments for re-presentation | ||||||
Internal cost recorded by | ||||||
Consumer | Business | International | Openreach | Other | Total | |
£m | £m | £m | £m | £m | £m | |
Consumer | — | (1) | 1 | — | — | — |
Business | 87 | — | 7 | — | — | 94 |
International | — | — | — | — | — | — |
Openreach | — | (90) | 1 | — | — | (89) |
Total | 87 | (91) | 9 | — | — | 5 |
Year ended 31 March 2025: re-presented | ||||||
Internal cost recorded by | ||||||
Consumer | Business | International | Openreach | Other | Total | |
£m | £m | £m | £m | £m | £m | |
Consumer | — | 40 | 1 | 1 | — | 42 |
Business | 113 | — | 7 | 39 | 41 | 200 |
International | — | — | — | — | — | — |
Openreach | 2,089 | 1,008 | 1 | — | — | 3,098 |
Total | 2,202 | 1,048 | 9 | 40 | 41 | 3,340 |
Year ended 31 March 2025: published | ||||||
Consumer | Business | International | Openreach | Other | Total | |
£m | £m | £m | £m | £m | £m | |
Intangible assets | 462 | 390 | — | 146 | — | 998 |
Property, plant and equipment | 745 | 332 | — | 2,692 | 90 | 3,859 |
Capital expenditure excluding spectrum | 1,207 | 722 | — | 2,838 | 90 | 4,857 |
Year ended 31 March 2025: formation of International CFU and segmental re-presentations | ||||||
Intangible assets | — | (65) | 65 | — | — | — |
Property, plant and equipment | — | (75) | 75 | — | — | — |
Capital expenditure excluding spectrum | — | (140) | 140 | — | — | — |
Year ended 31 March 2025: re-presented | ||||||
Intangible assets | 462 | 325 | 65 | 146 | — | 998 |
Property, plant and equipment | 745 | 257 | 75 | 2,692 | 90 | 3,859 |
Capital expenditure excluding spectrum | 1,207 | 582 | 140 | 2,838 | 90 | 4,857 |
Year ended 31 March 2025: published | |||||||
Consumer | Business | International | Openreach | Other | Internal revenue | Total | |
£m | £m | £m | £m | £m | £m | £m | |
ICT and managed networks | — | 3,078 | — | — | — | — | 3,078 |
Fixed access subscriptions | 4,338 | 2,130 | — | 2,897 | — | — | 9,365 |
Mobile subscriptions | 3,509 | 1,202 | — | — | — | — | 4,711 |
Equipment and other services | 1,806 | 1,326 | — | 72 | 12 | — | 3,216 |
Total adjusted revenue | 9,653 | 7,736 | — | 2,969 | 12 | — | 20,370 |
Specific items (note 9) | (12) | ||||||
Total revenue | 20,358 | ||||||
Year ended 31 March 2025: adjustments for re-presentation | |||||||
ICT and managed networks | — | (1,973) | 912 | — | — | — | (1,061) |
Fixed access subscriptions | (73) | (33) | 1,116 | (2,897) | — | (11) | (1,898) |
Mobile subscriptions | 22 | (372) | 32 | — | — | (36) | (354) |
Other service | (1,799) | (511) | 94 | 61 | — | (250) | (2,405) |
Equipment revenue | 1,807 | 491 | 336 | — | — | (5) | 2,629 |
Revenue from contracts with customers | (43) | (2,398) | 2,490 | (2,836) | — | (302) | (3,089) |
Lease revenue | 85 | 10 | 9 | 6,023 | — | (3,038) | 3,089 |
Other revenue | — | — | — | — | — | — | — |
Revenue before specific items | 42 | (2,388) | 2,499 | 3,187 | — | (3,340) | — |
Year ended 31 March 2025: re-presented | |||||||
ICT and managed networks | — | 1,105 | 912 | — | — | — | 2,017 |
Fixed access subscriptions | 4,265 | 2,097 | 1,116 | — | — | (11) | 7,467 |
Mobile subscriptions | 3,531 | 830 | 32 | — | — | (36) | 4,357 |
Other service | 7 | 815 | 94 | 133 | 12 | (250) | 811 |
Equipment revenue | 1,807 | 491 | 336 | — | — | (5) | 2,629 |
Revenue from contracts with customers | 9,610 | 5,338 | 2,490 | 133 | 12 | (302) | 17,281 |
Lease revenue | 85 | 10 | 9 | 6,023 | — | (3,038) | 3,089 |
Other revenue | — | — | — | — | — | — | — |
Revenue before specific items | 9,695 | 5,348 | 2,499 | 6,156 | 12 | (3,340) | 20,370 |
Specific items (note 5) | (12) | ||||||
Total revenue | 20,358 | ||||||
2026 | 2025 | ||
At 31 March | Notes | £m | £m |
Non-current assets | |||
Intangible assets | 4 | 1,965 | 2,018 |
Property, plant and equipment | 5 | 22,781 | 21,347 |
Right-of-use assets | 6 | 2,152 | 2,383 |
Derivative financial instruments | 20 | 897 | 1,026 |
Investments in subsidiary undertakings, associates and joint ventures | 7 | 14,549 | 14,819 |
Other investments | 8 | 12,978 | 12,973 |
Trade and other receivables | 9 | 371 | 335 |
Preference shares in joint venture | 7 | — | 234 |
Contract assets | 34 | 7 | |
Retirement benefit surplus | 18 | 25 | 11 |
Deferred tax assets | 1,102 | 907 | |
56,854 | 56,060 | ||
Current assets | |||
Inventories | 156 | 144 | |
Trade and other receivables | 9 | 2,392 | 2,235 |
Preference shares in joint venture | 7 | 282 | 161 |
Contract assets | 160 | 194 | |
Assets classified as held for sale | 21 | — | 13 |
Current tax receivables | 960 | 756 | |
Derivative financial instruments | 20 | 68 | 130 |
Other investments | 8 | 2,272 | 3,402 |
Cash and cash equivalentsa | 140 | 33 | |
6,430 | 7,068 | ||
Current liabilities | |||
Loans and other borrowings | 10 | 13,268 | 13,588 |
Derivative financial instruments | 20 | 85 | 106 |
Trade and other payables | 11 | 4,347 | 4,561 |
Contract liabilities | 519 | 493 | |
Liabilities classified as held for sale | 21 | — | 6 |
Lease liabilities | 6 | 560 | 484 |
Current tax liabilities | — | — | |
Provisions | 13 | 120 | 187 |
18,899 | 19,425 | ||
Total assets less current liabilities | 44,385 | 43,703 | |
Non-current liabilities | |||
Loans and other borrowings | 10 | 18,116 | 16,665 |
Derivative financial instruments | 20 | 313 | 391 |
Contract liabilities | 174 | 171 | |
Lease liabilities | 6 | 2,687 | 3,078 |
Retirement benefit obligations | 18 | 3,130 | 2,940 |
Other payables | 12 | 1,126 | 1,124 |
Deferred taxation | 14 | 1,309 | 994 |
Provisions | 13 | 184 | 182 |
27,039 | 25,545 | ||
Ordinary shares | 2,172 | 2,172 | |
Share premium | 8,000 | 8,000 | |
Other reserves | 15 | 919 | 1,055 |
Retained earningsb | 6,255 | 6,931 | |
Equity shareholder’s funds | 17,346 | 18,158 | |
44,385 | 43,703 |
Simon Lowth Director |
Share capitala | Share premium accountb | Other reserves c | Retained earnings (loss) | Total equity | ||
Notes | £m | £m | £m | £m | £m | |
At 1 April 2024 | 2,172 | 8,000 | 891 | 2,261 | 13,324 | |
Profit for the yeard | — | — | — | 5,008 | 5,008 | |
Actuarial gain | 18 | — | — | — | 59 | 59 |
Tax on actuarial gain | — | — | — | (10) | (10) | |
Share-based payments | — | — | — | 40 | 40 | |
Tax on share-based payments | — | — | — | 18 | 18 | |
Tax on items taken directly to equity | 15 | — | — | (59) | — | (59) |
Net fair value loss on cash flow hedges | 15 | — | — | (101) | — | (101) |
Dividendse | — | — | — | (780) | (780) | |
Transferred to the income statement | 15 | — | — | 330 | — | 330 |
Fair value movement on assets at fair value through other comprehensive income | — | — | (6) | — | (6) | |
Other movementse | — | — | — | 335 | 335 | |
At 31 March 2025 | 2,172 | 8,000 | 1,055 | 6,931 | 18,158 | |
Profit for the year d | — | — | — | 1,077 | 1,077 | |
Actuarial loss | 18 | — | — | — | (659) | (659) |
Tax on actuarial loss | — | — | — | 168 | 168 | |
Share-based payments | — | — | — | 34 | 34 | |
Tax on share-based payments | — | — | — | 25 | 25 | |
Tax on items taken directly to equity | 15 | — | — | 44 | — | 44 |
Net fair value loss on cash flow hedges | 15 | — | — | (158) | — | (158) |
Dividendsd | — | — | — | (1,500) | (1,500) | |
Transferred to the income statement | 15 | — | — | (24) | — | (24) |
Fair value movement on assets at fair value through other comprehensive income | 15 | — | — | 2 | — | 2 |
Other movementse | — | — | — | 179 | 179 | |
At 31 March 2026 | 2,172 | 8,000 | 919 | 6,255 | 17,346 |
Note | Critical estimate | Key estimate | Significant judgement |
6. Reasonable certainty and determination of lease terms | ò | ||
7. Valuation of investment in A preference shares in Sports joint venture | ò | ||
7. Valuation of BT's equity interest in Sports joint venture | ò | ||
8. Other investments | ò | ||
9. Estimate of customer refund liability | ò | ||
17. Identifying contingent liabilities | ò | ||
13. Provisions | ò | ò | |
14. Current and deferred income tax | ò | ||
18. Valuation of pension assets and liabilities | ò | ò | |
21. Held for sale classification | ò |
Material accounting policies that apply to intangible assets We recognise identifiable intangible assets where we control the asset, it is probable that future economic benefits attributable to the asset will flow to the company, and we can reliably measure the cost of the asset. We amortise all intangible assets, over their useful economic life. The method of amortisation reflects the pattern in which the assets are expected to be consumed. If the pattern cannot be determined reliably, the straight-line method is used. Computer software Computer software comprises computer software licences purchased from third parties, and also the cost of internally developed software. Computer software licences purchased from third parties are initially recorded at cost. We only capitalise costs directly associated with the production of internally developed software, including direct and indirect labour costs of development, where it is probable that the software will generate future economic benefits, the cost of the asset can be reliably measured and technical feasibility can be demonstrated, in which case it is capitalised as an intangible asset on the balance sheet. Costs which do not meet these criteria and research costs are expensed as incurred. Our development costs which give rise to internally developed software include upgrading the network architecture or functionality and developing service platforms aimed at offering new services to our customers. Other Other intangible assets include customer relationships and brands and other licences which are capitalised at cost and amortised on a straight‑line basis over their useful economic life or the term of the contract. | |
Estimated useful economic lives The estimated useful economic lives assigned to the principal categories of intangible assets are as follows: | |
– Computer software | 2 to 10 years |
– Customer relationship and brands | 1 to 10 years |
Impairment of intangible assets Intangible assets with finite useful lives are tested for impairment if events or changes in circumstances (assessed at each reporting date) indicate that the carrying amount may not be recoverable. When an impairment test is performed, the recoverable amount is assessed by reference to the higher of the net present value of the expected future cash flows (value in use) of the relevant cash generating unit and the fair value less costs to dispose. | |
Softwarea | Other | Totalb | |
£m | £m | £m | |
Cost | |||
At 1 April 2025 | 5,950 | 23 | 5,973 |
Additions | 686 | — | 686 |
Disposals and adjustmentsc | (590) | (10) | (600) |
Transfersd | (32) | — | (32) |
At 31 March 2026 | 6,014 | 13 | 6,027 |
Accumulated amortisation | |||
At 1 April 2025 | 3,942 | 13 | 3,955 |
Charge for the year | 671 | — | 671 |
Impairment | 36 | — | 36 |
Disposals and adjustments c | (600) | — | (600) |
Transfers d | — | — | — |
At 31 March 2026 | 4,049 | 13 | 4,062 |
Carrying amount | |||
At 31 March 2025 | 2,008 | 10 | 2,018 |
At 31 March 2026 | 1,965 | — | 1,965 |
Material accounting policies that apply to property, plant and equipment Our property, plant and equipment are included at historical cost, net of accumulated depreciation and any impairment charges. Property, plant and equipment acquired through business combinations is initially recorded at fair value and subsequently accounted for on the same basis as our existing assets. We derecognise items of property, plant and equipment on disposal or when no future economic benefits are expected to arise from the continued use of the asset. The difference between the sale proceeds and the net book value at the date of disposal is recognised in operating costs in the income statement. Included within the cost of network infrastructure and equipment are direct and indirect labour costs, materials and directly attributable overheads. We depreciate property, plant and equipment on a straight-line basis from the time the asset is available for use, to write off the asset’s cost over the estimated useful life taking into account any expected residual value. Freehold land is not depreciated. Estimated useful economic lives The estimated useful lives assigned to principal categories of assets are as follows: | |
Land and buildings | |
– Freehold buildings | 14 to 50 years |
– Short-term leasehold improvements | Shorter of 10 years or lease term |
– Leasehold land and buildings | Shorter of unexpired portion of lease or 40 years |
Network infrastructure | |
Transmission equipment | |
– Duct | 40 years |
– Cable | 3 to 25 years |
– Fibre | 5 to 20 years |
Exchange equipment | 2 to 13 years |
Other network equipment | 2 to 40 years |
Other assets | |
– Motor vehicles | 2 to 10 years |
– Computers and office equipment | 3 to 7 years |
Residual values and useful lives are reassessed annually and, if necessary, changes are recognised prospectively. Impairment of property, plant and equipment We test property, plant and equipment for impairment if events or changes in circumstances (assessed at each reporting date) indicate that the carrying amount may not be recoverable. When an impairment test is performed, we assess the recoverable amount by reference to the higher of the net present value of the expected future cash flows (value in use) of the relevant asset and the fair value less costs to dispose. If it is not possible to determine the recoverable amount for the individual asset then we assess impairment by reference to the relevant cash generating unit. | |
Land and buildings | Network infrastructure | Othera | Assets under constructiond | Total | ||
Held by Openreach | Held by other units | |||||
£m | £m | £m | £m | £m | £m | |
Cost | ||||||
At 1 April 2025 | 786 | 38,961 | 16,167 | 1,733 | 778 | 58,425 |
Additions | — | — | 1 | — | 3,812 | 3,813 |
Transfersb | 47 | 2,869 | 300 | 319 | (3,503) | 32 |
Disposals and adjustmentsc | (12) | (1,710) | (1,059) | (265) | (1) | (3,047) |
At 31 March 2026 | 821 | 40,120 | 15,409 | 1,787 | 1,086 | 59,223 |
Depreciation | ||||||
At 1 April 2025 | 435 | 21,803 | 13,509 | 1,293 | 38 | 37,078 |
Charge for the year | 53 | 1,653 | 372 | 313 | — | 2,391 |
Impairments | 5 | — | 7 | 1 | — | 13 |
Transfersb | — | — | — | — | — | — |
Disposals and adjustmentsc | (18) | (1,668) | (1,104) | (250) | — | (3,040) |
At 31 March 2026 | 475 | 21,788 | 12,784 | 1,357 | 38 | 36,442 |
Carrying amount | ||||||
At 31 March 2025 | 351 | 17,158 | 2,658 | 440 | 740 | 21,347 |
At 31 March 2026 | 346 | 18,332 | 2,625 | 430 | 1,048 | 22,781 |
2026 | 2025 | |
At 31 March | £m | £m |
Freehold | 34 | 37 |
Leasehold | 312 | 314 |
Total net book value of land and buildings | 346 | 351 |
Material accounting policies that apply to leases Identifying whether a lease exists At inception of a contract, we determine whether the contract is, or contains, a lease. A lease exists if the contract conveys the right to control the use of an identified asset, for a period of time, in exchange for consideration. In making this assessment, we consider whether: – The contract involves the use of an identified asset, either explicitly or implicitly. The asset must be physically distinct or represent substantially all the capacity of a physically distinct asset. Assets that a supplier has a substantive right to substitute are not considered distinct; – The lessee (either the company, or the company’s customers) has the right to obtain substantially all the economic benefits from the use of the asset throughout the period of use; and – The lessee has the right to direct the use of the asset, in other words, has the decision-making rights that are most relevant to changing how and for what purpose the asset is used. Where practicable, and by class of underlying asset, we have elected to account for leases containing a lease component and one or more non-lease components as a single lease component. Where this election has been taken, it has been applied to the entire asset. Lessee accounting We recognise a lease liability and right-of-use asset at the commencement of the lease. Lease liabilities are initially measured at the present value of lease payments that are due over the lease term, discounted using the group’s incremental borrowing rate. The lease term is the non-cancellable period of the lease adjusted for the impact of any extension options that we are reasonably certain that the lessee will exercise, or termination options that we are reasonably certain that the lessee will not exercise. The incremental borrowing rate is the rate that we would have to pay for a loan of a similar term, and with similar security, to obtain an asset of similar value. Lease payments include: – fixed payments – variable lease payments that depend on an index or rate – amounts expected to be paid under residual value guarantees – the exercise price of any purchase options that we are reasonably certain to exercise – payments due over optional renewal periods where we are reasonably certain to renew – penalties for early termination of the lease where we are reasonably certain to terminate early Lease liabilities are subsequently measured at amortised cost using the effective interest method. They are remeasured if there is a change in future lease payments, including changes in the index or rate used to determine those payments, or the amount we expect to be payable under a residual value guarantee. We also remeasure lease liabilities where the lease term changes. This occurs when the non-cancellable period of the lease changes, or on occurrence of a significant event or change in circumstances within the control of the lessee and which changes our initial assessment in regard to whether the lessee is reasonably certain to exercise extension options or not to exercise termination options. Where the lease term changes we remeasure the lease liability using BT Group plc’s incremental borrowing rate at the date of reassessment. Where a significant event or change in circumstances does not occur, the lease term remains unchanged and the carrying amounts of the lease liability and associated right-of-use asset will decline over time. Right-of-use assets are initially measured at the initial amount of the corresponding lease liabilities, adjusted for any prepaid lease payments, plus any initial direct costs incurred and an estimate of any decommissioning costs that have been recognised as provisions, less any lease incentives received. They are subsequently depreciated using the straight-line method to the earlier of the end of the useful life of the asset or the end of the lease term. Right-of-use assets are tested for impairment following the policy set out in note 5 and are adjusted for any remeasurement of lease liabilities. We have elected not to recognise lease liabilities and right-of-use assets for short-term leases that have a lease term of 12 months or less, and leases of low-value assets with a purchase price under £5,000. We recognise payments for these items as an expense on a straight-line basis over the lease term. Any variable lease payments that do not depend on an index or rate, such as usage-based payments, are recognised as an expense in the period to which the variability relates. |
Significant judgements made in accounting for leases The lease term is a key determinant of the size of the lease liability and right-of-use asset recognised where the company acts as lessee; and the deferral period for any upfront connection charges where the company acts as lessor. Determining the lease term requires judgement to evaluate whether we are reasonably certain the lessee will exercise extension options or will not exercise termination options. Key facts and circumstances that create an incentive to exercise those options are considered; these include: – Our anticipated operational, retail and office property requirements in the mid and long term; – The availability of suitable alternative sites; – Costs or penalties associated with exiting lease arrangements relative to the benefits to be gained, including costs of removing leasehold improvements or relocating, and indirect costs such as disruption to business; – Significant investments in leased sites, in particular those with useful lives beyond the lease term; – Costs associated with extending lease arrangements including rent increases during secondary lease periods. Our definition of ‘reasonable certainty’, and therefore the lease term, will often align with the judgements made in our medium-term plan, in particular for leases of non-specialised property and equipment on rolling (or ‘evergreen’) arrangements that continue until terminated and which can be exited without significant penalty. Following initial determination of the lease term, we exercise judgement in evaluating whether events or changes in circumstances are sufficiently significant to change the initial assessment of whether we are reasonably certain the lessee will exercise extension options or will not exercise termination options; and in the subsequent reassessment of the lease term. Significant judgements exercised in setting the lease term The quantum of the lease liability and right-of-use asset currently recognised on our balance sheet is most significantly affected by the judgement exercised in setting the lease term for the arrangement under which the bulk of our operational UK property estate is held. UK operational property portfolio Substantially all of our leased property estate is held under an arrangement which can be terminated in 2031, at which point we may either vacate some or all properties; or purchase the entire estate. If neither option is taken the lease continues to the next unilaterally available break point in 2041. The lease liability recognised for the arrangement reflects a lease end date of 2031. On initial recognition we concluded that, although the majority of these properties are expected to be needed on a long-term basis, we couldn’t be reasonably certain that we wouldn’t exercise the termination option or that we would exercise the purchase option. In coming to this conclusion, we had due regard to material sub-lease arrangements relating to the estate. As time progresses our assessment may change; if this happens, we will remeasure the lease liability and right-of-use asset to reflect either the rentals due for any properties we will continue to occupy, or the cost of purchasing the estate, using an updated discount rate. There would be no overall impact on net assets. If the assessment were to change at the balance sheet date of 31 March 2026: – Exercising the purchase option would lead to an estimated increase in the lease liability and right-of-use asset of between £3bn and £5bn. – Continuing to lease the estate beyond 2031 until the next available break in 2041 would lead to an estimated increase in the lease liability and right-of-use asset of between £1bn and £2bn. Our assessment will be directly linked to future strategic decisions, which will be resolved at some time prior to 2031, around the development of the fixed network and the associated rationalisation of our exchange estate. The breadth of the ranges reflects the significant uncertainty around key variables used to determine cash outflows, especially future inflation and which properties the group will be able to exit prior to or in 2031. Estimates are based on discounted cash outflows and do not reflect the likely and significant impact of cash inflows generated from the disposal, repurposing or subleasing of properties retained post-2031. We are permitted to hand a limited number of properties back to the lessor prior to 2031. On initial adoption of IFRS 16 (applied via FRS 101) we were not reasonably certain which properties would be handed back and as such the lease term did not reflect the exercise of these options. Subsequently we exercise judgement in identifying significant events that trigger reassessment of our initial conclusion. We exercise similar judgement in identifying events triggering reassessment of whether we are reasonably certain we will not exercise termination options associated with other leased properties. In doing so we consider decisions associated with our ongoing workplace rationalisation programme, in particular decisions to exit a particular location or lease an alternative property. Generally we remain reasonably certain that we will not exercise a termination option until implementation of the associated business plan has progressed to a stage that we are committed to exiting the property. At that point we reassess the lease term by reference to the time we expect to remain in occupation of the property and any notice period associated with exercise of the option. |
Land and buildings | Network infrastructure | Motor vehicles | Total | |
£m | £m | £m | £m | |
At 1 April 2024 | 2,221 | 34 | 373 | 2,628 |
Additionsa | 80 | 17 | 105 | 202 |
Depreciation charge for the year | (275) | (17) | (113) | (405) |
Impairment | — | (14) | — | (14) |
Disposals | (4) | — | — | (4) |
Transfer to assets held for sale | (2) | — | — | (2) |
Other movementsb | (19) | 1 | (4) | (22) |
At 1 April 2025 | 2,001 | 21 | 361 | 2,383 |
Additionsa | 21 | 20 | 174 | 215 |
Depreciation charge for the year | (266) | (17) | (114) | (397) |
Impairment | (5) | (3) | — | (8) |
Disposals | (6) | — | — | (6) |
Transfer to assets held for sale | — | — | — | — |
Other movementsb | (15) | (1) | (19) | (35) |
At 31 March 2026 | 1,730 | 20 | 402 | 2,152 |
2026 | 2025 | |
Year ended 31 March | £m | £m |
Current | 560 | 484 |
Non-current | 2,687 | 3,078 |
3,247 | 3,562 |
2026 | 2025 | |
At 31 March | £m | £m |
Less than one year | 429 | 426 |
One to two years | 95 | 99 |
Two to three years | 31 | 31 |
Three to four years | 3 | 4 |
Four to five years | 3 | 4 |
More than five years | 1 | 5 |
Total undiscounted lease payments | 562 | 569 |
Material accounting policies that apply to investments in subsidiary undertakings, associates and joint ventures Investments in subsidiary undertakings, associates and joint ventures are stated at cost and reviewed for impairment if there are indicators that the carrying value may not be recoverable. Investments in subsidiary undertakings, associates and joint ventures are derecognised when the company no longer owns the shares of the subsidiary, associate or joint venture or such is dissolved. The company applies the predecessor value method of accounting when it enters into a business transfer agreement with its subsidiary. This is considered as business combinations under common control which is outside the scope of IFRS 3 Business Combinations. The predecessor value method involves accounting for assets and liabilities of the acquired business at its carrying values. The carrying values of the assets and liabilities of the acquired business is based on those reported in the BT plc consolidated financial statements. |
Subsidiary undertakings | Joint ventures | Associates a | Total | ||
£m | £m | £m | £m | ||
Cost | |||||
At 31 March 2025 | 33,865 | 454 | 6 | 34,325 | |
Net movements | — | — | (5) | (5) | |
At 31 March 2026 | 33,865 | 454 | 1 | 34,320 | |
Provisions and amounts written off | |||||
At 31 March 2025 | 19,291 | 215 | — | 19,506 | |
Provided in the year | 26 | 238 | 1 | 265 | |
At 31 March 2026 | 19,317 | 453 | 1 | 19,771 | |
Net book value at 31 March 2025 | 14,574 | 239 | 6 | 14,819 | |
Net book value at 31 March 2026 | 14,548 | 1 | — | 14,549 |
Key accounting estimates made in accounting for the Sports JV Valuation of investment in A preference shares The fair value recorded is supported by forecasted cash flows of the Sports JV and an internal valuation model with the following key assumptions: – Approximately 60% of revenues and 96% of costs during the remaining earn out period are contractually committed. – Total premium sports subscriber base does not materially grow or decline over the remaining earn-out period. The preference shares are held at Level 3 on the fair value hierarchy, reflecting a valuation methodology that does not use inputs based on observable market data – see note 22 to the consolidated financial statements for further details on the fair value hierarchy. Changes in key assumptions and inputs could result in changes in fair value. Valuation of BT’s equity interest in the Sports JV At the balance sheet date, the valuation of the company’s equity interest in the Sports JV is no longer considered a key accounting estimate. Prior to the loss of the UEFA rights (see note 23 to the consolidated financial statements), this valuation involved a high degree of judgement in estimating fair value and was therefore considered a key accounting estimate, as changes in assumptions could have resulted in different impairment outcomes in prior periods. |
2026 | 2025 | |
At 31 March | £m | £m |
Investment in A preference shares | 107 | 242 |
Investment in C preference shares | 175 | 153 |
Total | 282 | 395 |
Material accounting policies that apply to other investments Investments classified as amortised cost These investments are measured at amortised cost. The carrying amount of these balances approximates to fair value. Any gain or loss on derecognition is recognised in the income statement. Equity instruments Equity investments are recorded in non-current assets unless they are expected to be sold within one year. |
Significant accounting judgements made in accounting for other investments We extend loans to our subsidiaries in order to fund their activities. We regularly consider whether there is an indication of impairment. This involves judgement in reviewing year-end financial position, current year performance, known indicators of future performance and cash- flows, one-off events and contingent liabilities and assets. Based on this if there is an indication that the loan receivable may be impaired we perform an assessment of the recoverable amount and make a provision for the portion that we consider irrecoverable. We exercise judgement in determining whether the loan is fully or partially recoverable, which includes making assumptions regarding the future performance of the subsidiary. These assumptions are normally based on financial plans or through extrapolating current performance taking into account past experience and known future events. A provision of £140m is held against these loans. |
2026 | 2025 | |
At 31 March | £m | £m |
Non-current assets | ||
Fair value through other comprehensive income | 19 | 17 |
Loans to group undertakings | 544 | 518 |
Loans to parent undertakings | 12,415 | 12,438 |
Total non-current asset investments | 12,978 | 12,973 |
Current assets | ||
Investments held at amortised cost | 1,482 | 2,631 |
Loans to group undertakings | 790 | 771 |
Total current asset investments | 2,272 | 3,402 |
Material accounting policies that apply to trade and other receivables Recognition of trade and other receivables Trade receivables are recognised where the right to receive payment from customers is conditional only on the passage of time. We initially recognise trade and other receivables at fair value, which is usually the original invoiced amount. They are subsequently carried at amortised cost using the effective interest method. The carrying amount of these balances approximates to fair value due to the short maturity of amounts receivable. The group utilises factoring arrangements for selected trade receivables. Trade receivables that are subject to debt factoring arrangements are derecognised if they meet the conditions for derecognition detailed in IFRS 9 ‘Financial instruments’ and the related cash flows received are presented as cash flows from operating activities. Where a portfolio of trade receivables are either sold or held to collect the contractual cash flows, they are recorded at fair value through other comprehensive income. Contingent assets such as any insurance recoveries which we expect to recoup, have not been recognised in the financial statements as these are only recognised within trade and other receivables when their receipt is virtually certain. Allowance for doubtful debts We provide services to consumer and business customers, mainly on credit terms. We know that certain debts due to us will not be paid through the default of a small number of our customers. Because of this, we recognise an allowance for doubtful debts on initial recognition of receivables, which is deducted from the gross carrying amount of the receivable. The allowance is calculated by reference to credit losses expected to be incurred over the lifetime of the receivable. In estimating a loss allowance we consider historical experience and informed credit assessment alongside other factors such as the current state of the economy and particular industry issues. We consider reasonable and supportable information that is relevant and available without undue cost or effort. Once recognised, trade receivables are continuously monitored and updated. Allowances are based on our historical loss experiences for the relevant aged category as well as forward-looking information and general economic conditions. Allowances are calculated by individual CFUs in order to reflect the specific nature of the customers relevant to that CFU. |
Contract losses We recognise immediately the entire estimated loss for a contract when we have evidence that the contract is unprofitable. If these estimates indicate that any contract will be less profitable than previously forecasted, contract assets may have to be written down to the extent they are no longer considered to be fully recoverable. We perform ongoing profitability reviews of our contracts in order to determine whether the latest estimates are appropriate. Key factors reviewed include: -Transaction volumes or other inputs affecting future revenues which can vary depending on customer requirements, plans, market position and other factors such as general economic conditions; - Our ability to achieve key contract milestones connected with the transition, development, transformation and deployment phases for customer contracts; - The status of commercial relations with customers and the implications for future revenue and cost projections; - Our estimates of future staff and third-party costs and the degree to which cost savings and efficiencies are deliverable. |
Deferred contract costs We capitalise certain costs associated with the acquisition and fulfilment of contracts with customers and amortise them over the period that we transfer the associated services. Connection costs are deferred as contract fulfilment costs because they allow satisfaction of the associated connection performance obligation and are considered recoverable. Sales commissions and other third party contract acquisition costs are capitalised as costs to acquire a contract unless the associated contract term is less than 12 months, in which case they are expensed as incurred. Capitalised costs are amortised over the minimum contract term. A portfolio approach is used to determine contract term. Where the initial set-up, transition and transformation phases of long-term contractual arrangements represent distinct performance obligations, costs in delivering these services are expensed as incurred. Where these services are not distinct performance obligations, we capitalise eligible costs as a cost of fulfilling the related service. Capitalised costs are amortised on a straight-line basis over the remaining contract term, unless the pattern of service delivery indicates a more appropriate profile. To be eligible for capitalisation, costs must be directly attributable to specific contracts, relate to future activity, and generate future economic benefits. Capitalised costs are regularly assessed for recoverability. |
2026 | 2025 | |
At 31 March | £m | £m |
Current receivables | ||
Trade receivables | 780 | 859 |
Amount owed by group undertakings | 793 | 593 |
Amount owed by ultimate parent company | — | 10 |
Prepayments | 324 | 287 |
Accrued income | 71 | 96 |
Deferred contract costs | 201 | 179 |
Finance lease receivables | 13 | 12 |
Amounts due from joint ventures | 91 | 46 |
Other assetsa | 119 | 153 |
Total current receivables | 2,392 | 2,235 |
Non-current receivables | ||
Deferred contract costs | 221 | 212 |
Finance lease receivables | 46 | 55 |
Other assetsa | 104 | 68 |
Total non current receivables | 371 | 335 |
Material accounting policies that apply to loans and other borrowings We initially recognise loans and other borrowings at the fair value of amounts received net of transaction costs. They are subsequently measured at amortised cost using the effective interest method and, if included in a fair value hedge relationship, are re-valued to reflect the fair value movements on the associated hedged risk. On de-designation of the hedge, the resulting amortisation of fair value movements is recognised in the income statement. |
2026 | 2025 | |
At 31 March | £m | £m |
0.5% €419m bond due September 2025 | — | 351 |
1.75% €1,076m bond due March 2026 | — | 901 |
1.5% €1,150m bond due June 2027 a | 1,015 | 971 |
2.75% €700m bond due August 2027b | — | 590 |
2.125% €500m bond due September 2028 a | 441 | 422 |
5.125% $700m bond due December 2028 a | 538 | 550 |
5.75% £600m bond due December 2028 | 638 | 649 |
1.125% €750m bond due September 2029 a | 656 | 627 |
3.25% $1,000m bond due November 2029 a | 765 | 780 |
9.625% $2,670m bond due December 2030 a (minimum 8.625% c) | 2,078 | 2,122 |
3.75% €800m bond due May 2031a | 720 | 690 |
3.125% £500m bond due November 2031 | 504 | 504 |
3.125% €850m bond due February 2032 a | 740 | 708 |
3.375% €500m bond due August 2032a | 443 | 424 |
4.25% €850m bond due January 2033a | 743 | 710 |
4.713% NOK1,000m bond due March 2033 a | 78 | — |
3.64% £330m bond due June 2033 | 339 | 339 |
1.613% £330m index linked bond due June 2033 | 417 | 403 |
3.875% €895m bond due January 2034a | 784 | 750 |
3.75% €700m bond due January 2035a,d | 589 | — |
6.375% £500m bond due June 2037 | 523 | 523 |
3.883% £330m bond due June 2039 | 340 | 340 |
1.739% £330m index linked bond due June 2039 | 417 | 404 |
5.75% £450m bond due February 2041a,d | 435 | 446 |
5.625% £350m bond due December 2041 a,d | 342 | 351 |
3.924% £340m bond due June 2042 | 350 | 350 |
1.774% £340m index linked bond due June 2042 | 430 | 416 |
2.08% ¥10,000m bond due February 2043 a | 48 | 52 |
3.625% £250m bond due November 2047 | 251 | 251 |
4.25% $500m bond due November 2049a | 383 | 388 |
5.125% €750m hybrid bond due October 2054 a,e | 667 | 638 |
6.375% £400m hybrid bond due December 2055e | 405 | — |
1.874% €500m hybrid bond due August 2080f | — | 423 |
4.250% $500m hybrid bond due November 2081a,e | 380 | 391 |
4.875% $500m hybrid bond due November 2081a,e | 384 | 393 |
8.375% £700m hybrid bond due December 2083e | 713 | 711 |
Total listed bonds | 17,556 | 18,568 |
Loans from group undertakingsg | 13,637 | 11,578 |
Loans related to the forward sale of redundant copper | 177 | 93 |
Other loans | 1 | 2 |
Amounts owed to joint ventures | 10 | 10 |
Bank overdrafts | 3 | 2 |
Total other loans and borrowings | 13,828 | 11,685 |
Total loans and borrowings | 31,384 | 30,253 |
2026 | 2025 | |
At 31 March | £m | £m |
Current liabilities | ||
Listed bonds | 305 | 1,975 |
Loans from group undertakings | 12,900 | 11,578 |
Amount owed to joint ventures | 10 | 10 |
Other loans and borrowings a | 53 | 25 |
Total current liabilities | 13,268 | 13,588 |
Non-current liabilities | ||
Listed bonds | 17,251 | 16,593 |
Loans from group undertakings | 737 | — |
Other loans and borrowings | 128 | 72 |
Total non-current liabilities | 18,116 | 16,665 |
Total loans and other borrowings | 31,384 | 30,253 |
2026 | 2025 | ||||||
Lease liabilities | Loans and other borrowings a | Total | Lease liabilities | Loans and other borrowings a | Total | ||
At 31 March | £m | £m | £m | £m | £m | £m | |
Repayments falling due as follows: | |||||||
Within one year, or on demand | 560 | 13,647 | 14,207 | 484 | 13,588 | 14,072 | |
Between one and two years | 578 | 1,053 | 1,631 | 558 | 425 | 983 | |
Between two and three years | 556 | 2,307 | 2,863 | 543 | 1,583 | 2,126 | |
Between three and four years | 544 | 2,109 | 2,653 | 530 | 2,261 | 2,791 | |
Between four and five years | 525 | 2,425 | 2,950 | 519 | 2,030 | 2,549 | |
After five years | 909 | 9,939 | 10,848 | 1,417 | 10,412 | 11,829 | |
Total due for repayment after more than one year | 3,112 | 17,833 | 20,945 | 3,567 | 16,711 | 20,278 | |
Total repayments | 3,672 | 31,480 | 35,152 | 4,051 | 30,299 | 34,350 | |
Non cash adjustmentsb | — | (96) | (96) | — | (46) | (46) | |
Impact of discounting | (425) | — | (425) | (489) | — | (489) | |
Total loans and other borrowings | 3,247 | 31,384 | 34,631 | 3,562 | 30,253 | 33,815 | |
Material accounting policies relating to trade and other payables We initially recognise trade and other payables at fair value, which is usually the original invoiced amount. We subsequently carry them at amortised cost using the effective interest method. We use a supply chain financing programme as described below. We assess these arrangements against indicators to determine if debts which vendors have sold to the funder under the supplier financing schemes continue to meet the definition of trade payables or should be classified as borrowings. At 31 March 2026 under the terms of the arrangement the funder’s payment to the supplier does not legally extinguish our obligation to the supplier so it remains within trade and other payables. |
Key accounting estimates made in accounting for other payables Estimate of customer refunds There remains an accounting estimate in place to reflect a risk of revenue billing inaccuracy where there is the presence of bespoke pricing. This is associated with a small number of products across a limited number of billing systems. We have previously recognised a combined £47m , and based on the results of testing there has been no change to the expected value of the liability. As a result, there is no additional recognition or revenue deduction made in the current financial year. The value of this estimate is based on a range of potential adjustments, none of which materially deviate from the amount currently recorded. This is presented within current other payables and represents our best estimate required to cover ongoing billing adjustments to products relating to both current and prior periods. If the final quantum of adjustments is less than expected, the adjustments will be released. |
2026 | 2025 | |
At 31 March | £m | £m |
Trade payables | 2,388 | 2,475 |
Amounts owed to group undertakings | 663 | 621 |
Amounts owed to ultimate parent company | — | 12 |
Other taxation and social security | 41 | 115 |
Minimum guarantee with sports joint venturea | 101 | 201 |
Accrued expenses | 316 | 251 |
Deferred incomeb | 356 | 423 |
Other payablesc | 482 | 463 |
Total | 4,347 | 4,561 |
2026 | 2025 | |
At 31 March | £m | £m |
— | 87 | |
Deferred incomeb | 1,122 | 1,032 |
Other payables | 4 | 5 |
Total | 1,126 | 1,124 |
Material accounting policies that apply to provisions & contingent liabilities We recognise provisions when the company has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be required to settle the obligation and the amount can be reliably estimated. Where these criteria are not met we disclose a contingent liability if the company has a possible obligation, or has a present obligation with an outflow that is not probable or which cannot be reliably estimated. Provisions are determined by discounting the expected future cash flows at a nominal pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the liability. Cash flows are adjusted for the effect of inflation where appropriate. |
Significant judgements made in identifying contingent liabilities Contingent liabilities are not recognised as liabilities on our balance sheet. By their nature, contingencies will be resolved only when one or more uncertain future events occur or fail to occur. We assess the likelihood that a potential claim or liability will arise and also quantify the possible range of financial outcomes where this can be reasonably determined. In identifying contingent liabilities we make key judgements in relation to applicable law and any historical and pending court rulings, and the likelihood, timing and cost of resolution. Establishing contingent liabilities associated with litigation brought against the group may involve the use of significant judgements and assumptions, in particular around the ability to form a reliable estimate of any probable outflow. We provide further information in relation to specific matters in the 'contingent liabilities' section below. |
Key accounting estimates and significant judgements made in accounting for provisions We exercise judgement in determining the quantum of all provisions to be recognised. Our assessment includes consideration of whether we have a present obligation, whether payment is probable and if so whether the amount can be estimated reliably. When measuring provisions we reflect the impact of inflation as appropriate particularly in relation to our property and third party claims provisions. Although this involves a degree of estimation it does not represent a significant source of estimation uncertainty having regard to the quantum of the balances in question and the anticipated timing of outflows. Property provisions relate to obligations arising in relation to our property portfolio, in particular costs to restore leased properties on vacation where this is required under the lease agreement. In measuring property provisions, we have made estimates of the costs associated with the restoration of properties by reference to any relevant guidance such as rate cards. Cash outflows occur as and when properties are vacated and the obligations are settled. Our regulatory provision represents our best estimate of the cost to settle our present obligation in relation to historical regulatory matters. The charge/credit for the year represents the outcome of management’s re-assessment of the estimates and regulatory risks across a range of issues, including price and service issues. The prices at which certain services are charged are regulated and may be subject to retrospective adjustment by regulators. When estimating the likely value of regulatory risk we make key judgements, including in regard to interpreting Ofcom regulations and past and current claims. The precise outcome of each matter depends on whether it becomes an active issue, and the extent to which negotiation or regulatory and compliance decisions will result in financial settlement. The ultimate liability may vary from the amounts provided and will be dependent upon the eventual outcome of any settlement. Litigation provisions represent the best estimate to settle present obligations recognised in respect of claims brought against the company. The estimate reflects the specific facts and circumstances of each individual matter and any relevant external advice received. Provisions recognised are inherently judgemental and could change over time as matters progress. During the year we have merged the ‘third party claims’ and ‘litigation claims’ into one category ‘Third party and litigation claims’ due to their similarities in nature, timing and uncertainties. Third party claims provisions represent our exposure to claims from third parties, with latent disease claims from former colleagues and motor vehicle claims making up the majority of the balance. We engage an independent actuary to provide an estimate of the most likely outcomes in respect of latent disease and third party motor vehicle accident claims, and our in-house insurance teams review our exposure to other risks. Other provisions do not include any individually material provisions. For all risks, the ultimate liability may vary materially from the amounts provided and will be dependent upon the eventual outcome of any settlement. The range of estimation uncertainty for each class of provision is not material. |
Property | Regulatory | Third party claims and litigation a | Other | Total | |
£m | £m | £m | £m | £m | |
1 April 2024 (re-presented)a | 104 | 86 | 151 | 52 | 393 |
Additions | 4 | 37 | 38 | 38 | 117 |
Unwind of discount | — | — | 1 | — | 1 |
Utilised | (28) | (45) | (32) | (105) | |
Released | (2) | (34) | (1) | — | (37) |
Transfers | — | — | — | — | — |
At 31 March 2025 | 78 | 44 | 157 | 90 | 369 |
Additions | 18 | 1 | 72 | 17 | 108 |
Unwind of discount | — | — | 1 | — | 1 |
Utilised | (29) | (24) | (60) | (4) | (117) |
Released | — | (11) | (24) | (23) | (58) |
Transfers | — | — | — | 1 | 1 |
At 31 March 2026 | 67 | 10 | 146 | 81 | 304 |
2026 | 2025 | |
At 31 March | £m | £m |
Analysed as: | ||
Current | 120 | 187 |
Non-current | 184 | 182 |
304 |
Material accounting policies that apply to taxation Current income tax is calculated on the basis of the tax laws enacted or substantively enacted at the balance sheet date. The company periodically evaluates positions taken in tax returns with respect to situations in which applicable tax regulation is subject to interpretation, and the company establishes provisions where appropriate on the basis of the amounts expected to be paid to tax authorities. Deferred tax is recognised, using the liability method, in respect of temporary differences between the carrying amount of the company’s assets and liabilities and their tax base. Deferred tax is determined using tax rates that are expected to apply in the periods in which the asset is realised or liability settled, based on tax rates and laws that have been enacted or substantively enacted by the balance sheet date. The IASB amended the scope of IAS 12 to introduce a temporary mandatory exception from deferred tax accounting for top-up tax arising from the implementation of the OECD Pillar Two model rules. Deferred income tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets against current tax liabilities and where there is an intention to settle the balances on a net basis. Any remaining deferred tax asset is recognised only when, on the basis of all available evidence, it can be regarded as probable that there will be suitable taxable profits, in the foreseeable future against which the deductible temporary difference can be utilised. |
Key accounting estimates made in accounting for taxation We seek to pay tax in accordance with the laws of the countries where we do business. However, in some areas these laws are unclear, and it can take many years to agree an outcome with a tax authority or through litigation. We estimate our tax on country by-country and issue- by-issue bases. Our key uncertainties are whether our intra-group trading model will be accepted by a particular tax authority and whether intra-group payments are subject to withholding taxes. We provide for the predicted outcome where an outflow is probable, but the agreed amount can differ materially from our estimates. Approximately 82% by value of the provisions is under active tax authority examination and are therefore likely to be re-estimated or resolved in the coming 12 months. £57m (FY25: £75m) is included in current tax liabilities or offset against current tax assets where netting is appropriate. |
£m | |
At 1 April 2024 | 705 |
Charge recognised in the income statement | 302 |
Credit recognised in reserves | (13) |
At 1 April 2025 | 994 |
Charge recognised in the income statement | 372 |
Transfer to deferred tax asset | — |
Transfer to current tax | — |
Credit recognised in reserves | (57) |
At 31 March 2026 | 1,309 |
2026 | 2025 | |
At 31 March | £m | £m |
Tax effect of temporary differences due to: | ||
Excess capital allowances | 4,071 | 3,952 |
Losses | (2,590) | (2,824) |
Share-based payments | (40) | (51) |
Other | (132) | (83) |
Total provision for deferred taxation | 1,309 | 994 |
Cash flow reservea | Fair value reserve | Cost of hedging reserve b | Capital redemption reserve c | Total other reserves | |
£m | £m | £m | £m | £m | |
At 1 April 2024 | 144 | 6 | (11) | 752 | 891 |
Transferred to the income statement | 324 | — | 6 | — | 330 |
Tax on items taken directly to equity | (59) | — | — | — | (59) |
Net fair value gain on cash flow hedges | (101) | — | — | — | (101) |
Fair value movements on assets at fair value through other comprehensive income | — | (6) | — | — | (6) |
At 31 March 2025 | 308 | — | (5) | 752 | 1,055 |
Transferred to the income statement | (30) | — | 6 | — | (24) |
Tax on items taken directly to equity | 44 | — | — | — | 44 |
Net fair value loss on cash flow hedges | (163) | — | 5 | — | (158) |
Fair value movements on assets at fair value through other comprehensive income | — | 2 | — | — | 2 |
At 31 March 2026 | 159 | 2 | 6 | 752 | 919 |
2026 | 2025 | |
At 31 March | £m | £m |
Amounts receivable from associates and joint ventures | 9 | 2 |
Amounts payable to associates and joint ventures | 107 | 99 |
Critical accounting estimates and significant judgements made when valuing our pension liabilities The measurement of the liabilities involves judgement about uncertain events including the life expectancy of members, price inflation and the discount rate used to calculate the net present value of the future pension payments. We use estimates for all of these uncertain events. Our assumptions reflect historical experience, market expectations (where relevant), actuarial advice and our judgement regarding future expectations at the balance sheet date. |
Critical accounting estimates and significant judgements made when valuing the BTPS assets and pension liabilities |
Refer to note 19 of the BT plc consolidated financial statements for further details on all other critical accounting estimates and significant judgements. |
Asset-Backed Funding (ABF) arrangement The ABF arrangement, issued to the BTPS in May 2021, has a fair value of £1.1bn at 31 March 2026 (FY25: £1.1bn) calculated as the present value of the future stream of payments, allowing for the probability of the BTPS becoming fully funded and therefore the payments to the BTPS ending early. Under IFRS, the ABF is recognised as a plan asset in the company's balance sheet, but not recognised at group level. |
2026 | 2025 | ||||||
Assets | Liabilities | Surplus / (Deficit) | Assets | Liabilities | Surplus / (Deficit) | ||
At 31 March | £m | £m | £m | £m | £m | £m | |
BTPS a | 32,021 | (35,113) | (3,092) | 32,793 | (35,690) | (2,897) | |
Other plansb | 121 | (134) | (13) | 125 | (157) | (32) | |
Total (gross of tax) | 32,142 | (35,247) | (3,105) | 32,918 | (35,847) | (2,929) | |
Deferred tax asset | 1,102 | 907 | |||||
Total (net of tax) | (2,003) | (2,022) | |||||
Assets | Liabilities | Surplus / (Deficit) | |
£m | £m | £m | |
At 31 March 2024 | 36,705 | (40,173) | (3,468) |
Service cost (including administration expenses and PPF levy) | (15) | (10) | (25) |
Interest on pension deficit | 1,757 | (1,899) | (142) |
Return on plan assets below pensions interest on assets | (3,321) | — | (3,321) |
Actuarial gain arising from changes in financial assumptions | — | 3,606 | 3,606 |
Actuarial (loss) arising from changes in demographic assumptions | — | (87) | (87) |
Actuarial (loss) arising from experience adjustments | — | (139) | (139) |
Regular contributions by employer | 44 | — | 44 |
Deficit contributions by employer | 603 | — | 603 |
Benefits paid | (2,855) | 2,855 | — |
At 31 March 2025 | 32,918 | (35,847) | (2,929) |
Service cost (including administration expenses and PPF levy) | (18) | (5) | (23) |
Interest on pension deficit | 1,841 | (1,978) | (137) |
Return on plan assets below pensions interest on assets | (445) | — | (445) |
Actuarial gain arising from changes in financial assumptions | — | 92 | 92 |
Actuarial (loss) arising from changes in demographic assumptions | — | (182) | (182) |
Actuarial (loss) arising from experience adjustments | — | (124) | (124) |
Regular contributions by employer | 42 | — | 42 |
Deficit contributions by employer | 601 | — | 601 |
Benefits paid | (2,781) | 2,781 | — |
Other movements | (16) | 16 | — |
At 31 March 2026 | 32,142 | (35,247) | (3,105) |
Material accounting policies that apply to derivatives All of the company’s derivative financial instruments are held at fair value on the company’s balance sheet. Derivatives designated in a cash flow or fair value hedge The company designates certain derivatives in a cash flow or fair value hedge relationship. Where derivatives qualify for hedge accounting, recognition of any resultant gain or loss depends on the nature of the hedge. To qualify for hedge accounting, hedge documentation must be prepared at inception, the hedge must be in line with BT Group plc’s risk management strategy and there must be an economic relationship based on the currency, amount and timing of the respective cash flows of the hedging instrument and hedged item. This is assessed at inception and in subsequent periods in which the hedge remains in operation. Hedge accounting is discontinued when it is no longer in line with BT Group plc’s risk management strategy or if it no longer qualifies for hedge accounting. In line with BT Group plc's policy the company targets a one-to-one hedge ratio. The economic relationship between the hedged item and the hedging instrument is assessed on an ongoing basis. Ineffectiveness can arise from subsequent change in the forecast transactions as a result of altered timing, cash flows or value. Cash flow hedge When a derivative financial instrument is designated as a hedge of the variability in cash flows of a recognised asset or liability, or a highly probable transaction, the effective part of any gain or loss on the derivative financial instrument is recognised directly in equity. For cash flow hedges of recognised assets or liabilities, the associated cumulative gain or loss is removed from equity and recognised in the same line of the income statement and in the same period or periods that the hedged transaction affects the income statement. Any ineffectiveness arising on a cash flow hedge is recognised immediately in the income statement. Fair value hedge When a derivative financial instrument is designated as a hedge of the exposure in fair value of a recognised asset or liability, or an unrecognised firm commitment, the hedging instrument is measured at fair value with changes in fair value recognised in the income statement. The changes in fair value of the hedging instruments are recorded in the same line in the income statement, together with any changes in fair value of the hedged asset or liability that is attributable to the hedged risk which are remeasured to fair value. In a fair value hedge, any ineffectiveness is automatically recognised in the income statement because changes in the measurement of both the hedging instrument and the hedged item are reported through the income statement. Other derivatives In line with BT Group’s policy, the company does not use derivatives for trading purposes. However, due to the complex nature of hedge accounting, some derivatives may not qualify for hedge accounting, or may be specifically not designated as a hedge because natural offset is more appropriate. We effectively operate a process to identify any embedded derivatives within revenue, supply, leasing and financing contracts, including those relating to inflationary features. These derivatives are classified as fair value through profit and loss and are recognised at fair value. Any direct transaction costs are recognised immediately in the income statement. Gains and losses on re- measurement are recognised in the income statement in the line that most appropriately reflects the nature of the item or transaction to which they relate. Where the fair value of a derivative contract at initial recognition is not supported by observable market data and differs from the transaction price, a day one gain or loss will arise which is not recognised in the income statement. Such gains and losses are deferred and amortised to the income statement based on the remaining contractual term and as observable market data becomes available. The fair values of outstanding swaps and foreign exchange contracts are estimated using discounted cash flow models and market rates of interest and foreign exchange at the balance sheet date. |
At 31 March 2026 | Current asset £m | Non-current asset £m | Current liability £m | Non-current liability £m |
Designated in a cash flow hedge | 50 | 792 | 67 | 258 |
Designated in a fair value hedge | 1 | 4 | 2 | 20 |
Other | 17 | 101 | 16 | 35 |
Total derivatives | 68 | 897 | 85 | 313 |
At 31 March 2025 | ||||
Designated in a cash flow hedge | 104 | 843 | 82 | 338 |
Designated in a fair value hedge | — | 1 | — | — |
Other | 26 | 182 | 24 | 53 |
Total derivatives | 130 | 1,026 | 106 | 391 |
Material accounting policies that apply to assets & liabilities classified as held for sale We classify non‑current assets, or groups of assets and associated liabilities that together form a disposal group, as ‘held for sale’ when their carrying amount will be recovered principally through disposal rather than continuing use and the sale is highly probable. A sale is considered to be highly probable when management are committed to a plan to sell the asset or disposal group and the sale should be expected to qualify for recognition as a completed divestment within one year from the date of classification. We measure non-current assets or disposal groups classified as held for sale at the lower of their carrying amount and fair value less costs of disposal. Intangible assets, property, plant and equipment and right-of-use assets classified as held for sale are not depreciated or amortised. Upon completion of a divestment, we recognise a profit or loss on disposal calculated as the difference between (i) the aggregate of the fair value of the consideration received and the fair value of any retained interest less costs incurred in disposing of the asset or disposal group, and (ii) the carrying amount of the asset or disposal group. In the event that non-current assets or disposal groups held for sale form a separate and identifiable major line of business, the results for both the current and comparative periods are reclassified as ‘discontinued operations’. |
Significant judgements in assessment of assets held for sale During FY25, BT Group Plc announced its intention to fully focus on UK connectivity and initiated an active programme to explore options to optimise its non-core or global business. At 31 March 2025, management was committed to a plan to sell BT Radianz business, which provides connectivity solutions to multiple customers in the UK. The sale was considered to be highly probable and expected to complete within a year. Accordingly, the associated assets and liabilities had been presented as held for sale at 31 March 2025. During FY26, the company entered into a business transfer agreement and transferred the assets and liabilities of BT Radianz business to its subsidiary, BT Quartz Paddington Limited, at carrying value. The company applies the predecessor value method of accounting when it enters into a business transfer agreement within its subsidiary (see accounting policies as disclosed in Note 7). The difference between the carrying amount of the net assets transferred and the consideration received was recognised directly in equity. The company subsequently completed the disposal of BT Quartz Paddington Limited to Transaction Network Services in February 2026. No disposal groups are classified as held for sale as at 31 March 2026. |
2026 | 2025 | |
At 31 March | £m | £m |
Assets | ||
Intangible assets | — | 3 |
Property, plant and equipment | — | 5 |
Right-of-use assets | — | 2 |
Trade and other receivables | — | 3 |
Assets held for sale | — | 13 |
Liabilities | ||
Trade and other payables | — | 3 |
Lease liabilities | — | 2 |
Current tax liability | — | 1 |
Liabilities held for sale | — | 6 |
Company name | Group interest in allotted capitala | Share class | ||
Held directly | ||||
Bermuda | ||||
Century House, 16 Par-la-Ville Road, Hamilton, HM08, Bermuda | ||||
Communications Global Network Services Limited | 100% | ordinary | ||
China | ||||
Building 16, 6th Floor, Room 602-B, No. 269 Wuyi Road, Hi-tech Park, Dalian, 116023, China | ||||
BT Technology (Dalian) Company Limited | 100% | registered | ||
Italy | ||||
Via Filippo Sassetti 32, Milano, Italy | ||||
BT Italia S.p.A. | 99% | ordinary | ||
Isle of Man | ||||
Third Floor, St Georges Court, Upper Church Street, Douglas, IM1 1EE, Isle of Man | ||||
Communicator Insurance Company Limited | 100% | ordinary | ||
Luxembourg | ||||
12 rue Eugene Ruppert, L 2453, Luxembourg | ||||
BT Global Services Luxembourg SARL | 100% | ordinary | ||
Netherlands | ||||
Herikerbergweg 2, 1101 CM, Amsterdam, Netherlands | ||||
BT Nederland N.V. | 100% | ordinary | ||
Republic of Ireland | ||||
5th Floor, 2 Grand Canal Plaza, Upper Grand Canal Street, Dublin 4, Ireland | ||||
The Faraday Procurement Company Limited | 100% | ordinary | ||
United Kingdom | ||||
1 Braham Street, London, E1 8EE, United Kingdom | ||||
Autumnwindow Limited | 100% | ordinary | ||
Autumnwindow No.2 Limited | 100% | ordinary | ||
Autumnwindow No.3 Limited | 100% | ordinary | ||
BPSLP Limited | 100% | ordinary | ||
Bruning Limited | 100% | ordinary | ||
BT (RRS LP) Limited | 100% | ordinary | ||
BT Corporate Trustee Limited | 100% | limited by guarantee | ||
BT European Investments Limited | 100% | ordinary | ||
BT Euston Holdings UK Limited | 100% | ordinary | ||
BT Finance plc | 100% | ordinary | ||
BT Holdings Limited | 100% | ordinary | ||
BT IoT Networks Limited | 100% | ordinary | ||
BT Ninety-Seven Limited | 100% | ordinary | ||
BT Nominees Limited | 100% | ordinary | ||
BT Paddington Holdings UK Limited | 100% | ordinary | ||
BT Property Holdings (Aberdeen) Limited | 100% | ordinary | ||
BT Property Limited | 100% | ordinary | ||
BT Quartz Euston Limited | 100% | ordinary | ||
BT Quartz Holdings UK Limited | 100% | ordinary | ||
BT SLE Euro Limited | 100% | ordinary | ||
BT SLE USD Limited | 100% | ordinary | ||
BT Solutions Limited | 100% | ordinary | ||
EE Group Investments Limited | 100% | ordinary | ||
Newgate Street Secretaries Limited | 100% | ordinary | ||
Radianz Limited | 100% | ordinary | ||
Southgate Developments Limited | 100% | ordinary | ||
Alexander Bain House, 15 York Street, Glasgow, Lanarkshire, G2 8LA, Scotland | ||||
BT Corporate Limited | 99% | ordinary | ||
BT Falcon 1 LP | 50% | – | ||
Holland House (Northern) Limited | 100% | ordinary | ||
6 Gracechurch Street, London, EC3V 0AT, United Kingdom | ||||
Openreach Limited | 100% | ordinary | ||
Endeavour, Sheffield Digital Campus,1a Concourse Way, Sheffield, S1 2BJ, United Kingdom | ||||
Plusnet plc | 100% | ordinary | ||
Held via other group companies | ||||
Algeria | ||||
20 Micro zone d’Activités Dar El Madina, Bloc B, Loc N01 Hydra, Alger, 16000, Algeria | ||||
BT Algeria Communications SARL | 100% | ordinary | ||
Argentina | ||||
Maipu No 1210, piso 8 (C1006), Buenos Aires, Argentina | ||||
BT Argentina S.R.L. | 100% | ordinary | ||
Australia | ||||
Level 20, 420 George Street, Sydney, NSW 2000, Australia | ||||
BT Australasia Pty Limited | 100% | ordinary | ||
Austria | ||||
Louis-Häfliger-Gasse 10, 1210, Wien, Austria | ||||
BT Austria GmbH | 100% | ordinary | ||
Azerbaijan | ||||
AZ 1025 The Azure Business Center, 20th Floor, c/ o BDO Azerbaijan LLC, Z1025, Khatai district, Afiyaddin Jalilov 26, apt.177, Azerbaijan | ||||
BT Azerbaijan Limited, Limited Liability Company | 100% | ordinary | ||
Bahrain | ||||
Suite #2216, Building No. 2504, Road 2832, Al Seef, P.O. BOX 18259, Bahrain | ||||
BT Solutions Limited (Bahrain Branch) b | 100% | – | ||
Bangladesh | ||||
UTC Building, 19th Floor, Kawran Bazar, Dhaka, 1215, Bangladesh | ||||
BT Communications Bangladesh Limited | 100% | ordinary | ||
Barbados | ||||
3rd Floor, The Goddard Building, Haggatt Hall, St. Michael, BB11059, Barbados | ||||
BT (Barbados) Limited | 100% | ordinary | ||
Belarus | ||||
58 Voronyanskogo St, Office 89, Minsk 220007, Belarus | ||||
BT BELRUS Foreign Limited Liability Company | 100% | ordinary | ||
Belgium | ||||
Telecomlaan 9, 1831 Diegem, Belgium | ||||
BT Global Services Belgium BV | 100% | ordinary | ||
Global Security Europe Limited – Belgian Branchb | 100% | – | ||
Rue des Guillemins 129, 4000 Liege, Belgium | ||||
IP Trade SA | 100% | ordinary | ||
Bolivia | ||||
Avda. 6 de Agosto N° 2700, Torre Empresarial CADECO, Piso 4, La Paz, Bolivia | ||||
BT Solutions Limited Sucursal Bolivia b | 100% | – | ||
Bosnia and Herzegovina | ||||
Trg Heroja 10/1, Sarajevo, 71000, Bosnia and Herzegovina | ||||
BTIH Teleconsult Drustvo sa organicenom odgovornoscu za posredovanje i zastupanje d.o.o. Sarajevo | 100% | – | ||
Botswana | ||||
Plot 2482b, Tshekedi Crescent, Extension 9, Gaborone, 211008, Bontleng, Botswana | ||||
BT Global Services Botswana (Proprietary) Limited | 100% | ordinary | ||
Brazil | ||||
Avenida Dr. Ruth Cardoso, 4777 – 14 andar, A parte, Pinheiros, São Paulo, SP, 05477-000, Brazil | ||||
BT Communications do Brasil Limitada | 100% | quotas | ||
BT Global Communications do Brasil Limitada | 100% | quotas | ||
Bulgaria | ||||
51B Bulgaria Blvd., fl. 4, Sofia, 1404, Bulgaria | ||||
BT Bulgaria EOOD | 100% | ordinary | ||
BT Global Europe B.V. – Bulgaria branch b | 100% | – | ||
Canada | ||||
100 King Steet West, Suite 6200, 1 Canadian Place, Toronto ON M5X 1B8, Canada | ||||
BT Canada Inc. | 100% | common | ||
Chile | ||||
Rosario Norte 407, Piso 6, Las Condes, Santiago, Chile | ||||
Servicios de Telecomunicaciones BT Global Networks Chile Limitada | 100% | ordinary | ||
China | ||||
No. 3 Dong San Huan Bei Lu, Chao Yang District, Beijing, 100027, China | ||||
BT Limited, Beijing Office b | 100% | – | ||
Room 2101-2103, 21/F, International Capital Plaza, No. 1318 North Sichuan Road, Hong Kou District, Shanghai, 200080, China | ||||
BT China Limited- Shanghai Branch Officeb | 100% | – | ||
1502-1503, AVIC Center, No. 1008, Huafu Road, Futian District, Shenzhen, 518000, China | ||||
BT China Limited – Shenzhen Branch b | 100% | – | ||
Room 3, 4, F7, Tower W3, Oriental Plaza, 1 East Chang An Avenue, Dongcheng District, Beijing, 100738, China | ||||
BT China Limited | 100% | registered | ||
Unit 1537B, Floor 15th, No. 55, Xili Road, Shanghai Free Trade Zone, Shanghai, China | ||||
BT China Communications Limited | 50% | ordinary | ||
Colombia | ||||
Calle 113, 7-21,Torre A Oficina 1015 Teleport Business, Bogota, Colombia | ||||
BT Colombia Limitada | 100% | quotas | ||
Costa Rica | ||||
Provincia 01 San Jose, Canton 02 Escazu, San Rafael, Centro, Edificio A, Cuarto Piso, Oficinas Deloitte. Costa Rica | ||||
BT Global Costa Rica SRL | 100% | ordinary | ||
Côte d’Ivoire | ||||
Abidjan Plateau, Rue du commerce, Immeuble Nabil 1er étage, 01 BP 12721 Abidjan 01, Côte d’Ivoire | ||||
BT Cote D’Ivoire | 100% | ordinary | ||
Cyprus | ||||
Arch. Makarios III, 213, Maximos Plaza, Tower 3, Floor 2, Limassol, 3030, Cyprus | ||||
BT Global Europe B.V. b | 100% | – | ||
Czech Republic | ||||
Pujmanové 1753 / 10a, Nusle, 140 00, Prague 4, Czech Republic | ||||
BT Global Europe B.V., odštěpný závod b | 100% | – | ||
Denmark | ||||
Norre Farimagsgade 13, 4. th, 1364 Kobenhavn K, Denmark | ||||
BT Denmark ApS | 100% | ordinary | ||
Dominican Republic | ||||
Rafael Augusto Sanchez No. 86, Torre Roble Corporate Center, Piso 7, Dominican Republic | ||||
BT Dominican Republic, S. A. | 100% | ordinary | ||
Ecuador | ||||
Av. Amazonas N21-252 y Carrión, Edificio Londres, 4° Piso, Quito, Ecuador | ||||
BT Solutions Limited (Sucursal Ecuador) b | 100% | – | ||
Egypt | ||||
Unit no. 306 Administrative Second Floor, Al Saraya Mall, Al Mehwar Al- Markazy, Giza, Egypt | ||||
BT Telecom Egypt LLC | 100% | stakes | ||
El Salvador | ||||
Edificio Avante Penthouse Oficina, 10-01 Y 10-03 Urbanizacion, Madre Selva, Antiguo Cuscatlan, La Libertad, El Salvador | ||||
BT El Salvador, Limitada de Capital Variable | 100% | ordinary | ||
Finland | ||||
Mannerheimvägen 12 B 6, 00100 Helsinki, Finland | ||||
BT Nordics Finland Oy | 100% | ordinary | ||
France | ||||
Tour Ariane, 5 place de la Pyramide, La Defense Cedex, 92088, Paris, France | ||||
BT France S.A.S. | 100% | ordinary | ||
Germany | ||||
Marcel-Breuer-Straße 6, 80807 Munich, Germany | ||||
BT (Germany) GmbH & Co. oHG | 100% | ordinary | ||
BT Deutschland GmbH | 100% | ordinary | ||
BT Garrick GmbH | 100% | ordinary | ||
Hansepark, Hansestraße 61, 51149, Köln, Germany | ||||
Global Security Europe Limited – Germany Branchb | 100% | – | ||
Ghana | ||||
5th Floor, Vivo Place, Cantonments City, Rangoon Lane, P.O. Box MB 595, Accra, Ghana | ||||
BT Ghana Ltd | 100% | ordinary | ||
Guatemala | ||||
5ta avenida 5-55 zona 14, Edificio Europlaza World Business Center, Torre IV, nivel 7, oficina 702, Guatemala City, Guatemala | ||||
BT Guatemala S.A. | 100% | unique | ||
Honduras | ||||
Boulevard San Juan Bosco, Plaza Ficohsa, 3ern nivel, Frente a Ruby Tuesday, Lomas del Gujarro Sur, Tegucigalpa, Honduras | ||||
BT Sociedad De Responsabilidad Limitada | 100% | – | ||
Hong Kong | ||||
Unit 31-105, 31/F, Hysan Place, 500 Hennessy Road, Causeway Bay, Hong Kong | ||||
BT Hong Kong Limited | 100% | ordinary | ||
Infonet China Limited | 100% | ordinary | ||
Hungary | ||||
1112 Budapest, Boldizsár utca 4., Hungary | ||||
BT Global Europe B.V. Magyarorszagi Fioktelepe b | 100% | – | ||
BT Limited Magyarorszagi Fioktelepeb | 100% | – | ||
BT ROC Kft | 100% | business | ||
India | ||||
11th Floor, Eros Corporate Tower, Opp. International Trade Tower, Nehru Place, New Delhi, 110019, India | ||||
BT (India) Private Limited | 100% | ordinary | ||
BT e-Serv (India) Private Limited | 100% | equity | ||
BT Global Communications India Private Limited | 100% | ordinary | ||
BT Telecom India Private Limited | 100% | ordinary | ||
A-47, Hauz Khas, New Delhi, Delhi-DL, 110016, India | ||||
Orange Services India Private Limited | 100% | ordinary | ||
Indonesia | ||||
Menara Astra, 37F. JI. Jendral Sudirman Kav 5-6, Jakarta Pusat, Jakarta, 10220, Indonesia | ||||
PT BT Indonesia | 100% | ordinary | ||
PT BT Communications Indonesia | 95% | ordinary | ||
Isle of Man | ||||
Third Floor, St Georges Court, Upper Church Street, Douglas, IM1 1EE, Isle of Man | ||||
Belmullet Limited | 100% | ordinary | ||
Priestgate Limited | 100% | ordinary | ||
Israel | ||||
Beit Oz, 14 Abba Hillel Silver Rd, Ramat Gan, 52506, Israel | ||||
B.T. Communication Israel Ltd | 100% | ordinary | ||
Italy | ||||
Viale Abruzzi n. 94 , 20131 Milan, Italy | ||||
Global Security Europe Limitedb | 100% | – | ||
Jamaica | ||||
Suite #6, 9A Garelli Avenue, Half way tree, St. Andrew, Kingston 10, Jamaica | ||||
BT Jamaica Limited | 100% | ordinary | ||
Japan | ||||
ARK Mori Building, 12-32 Akasaka, 1-Chome, Minato-Ku, Tokyo, 107 – 6018, Japan | ||||
BT Japan Corporation | 100% | ordinary | ||
Jersey | ||||
IFC5, St Helier, JEI 1ST, Jersey | ||||
BT Jersey Limited | 100% | ordinary | ||
Jordan | ||||
Wadi AlSer – Dahiet Prince Rashid – King Abdullah Street, Building No. 391 – 3rd Floor, Jordan | ||||
BT (International) Holdings Limited (Jordan) | 100% | ordinary | ||
Kazakhstan | ||||
n.p.38b, Building 5, Kaiym Mukhamedkhanov Street, Nura District, Astana, Index 010000, Kazakhstan | ||||
BT Kazakhstan LLP | 100% | – | ||
Kenya | ||||
L R No, 1870/ 1/176, Aln House, Eldama Ravine close, off Eldama Ravine Road, Westlands, P O Box 764, Sarit Centre, Nairobi, 00606, Kenya | ||||
BT Communications Kenya Limited | 70% | ordinary | ||
Korea | ||||
Level 19, Hana Securities Building,, 82, Uisadang- daero,, Yeongdeungpogu, Seoul, 07321, Korea, Republic of Korea | ||||
BT Global Services Korea Limited | 100% | common | ||
Latvia | ||||
Muitas iela 1A, Riga, LV-1010, Latvia | ||||
BT Latvia Limited, Sabiedriba ar ierobezotu atbildibu | 100% | ordinary | ||
Lebanon | ||||
Abou Hamad, Merheb, Nohra & Chedid Law Firm, Chbaro Street, 22nd Achrafieh Warde Building, 1st Floor, Beirut, P.O.BOX 165126, Lebanon | ||||
BT Lebanon S.A.L. | 100% | ordinary | ||
Lithuania | ||||
Aludariu str 2-33, LT-01113 Vilnius, Lithuania | ||||
UAB BTH Vilnius | 100% | ordinary | ||
Luxembourg | ||||
12 rue Eugene Ruppert, L 2453, Luxembourg | ||||
BT Broadband Luxembourg Sàrl | 100% | ordinary | ||
Malawi | ||||
KEZA Office Park Blocks 3, First Floor, Near Chichiri, Shopping Mall, Blantyre, Malawi | ||||
BT Malawi Limited | 100% | ordinary | ||
Malaysia | ||||
Suite 47A, Level 21, Menara 1 Sentrum, 201, Jalan Tun Sambanthan, Brickfields, Kuala Lumpur, 50470 W.P. Kuala Lumpur, Malaysia | ||||
BT Global Technology (M) Sdn. Bhd. | 100% | ordinary | ||
BT Systems (Malaysia) Sdn Bhd | 100% | ordinary | ||
Mauritius | ||||
c/o Deloitte, 7th Floor Standard Chartered Tower, 19-21 Bank Street, Cybercity, Ebène, 72201, Mauritius | ||||
BT Global Communications (Mauritius) Limited | 100% | ordinary | ||
Mexico | ||||
Boulevard Manuel Avila Camacho No. 32, 6th Floor, Lomas de Chapultepec III Section, Miguel Hidalgo, Mexico City CP11000 | ||||
BT LatAm México, S.A. de C.V. | 100% | common | ||
Montenegro | ||||
BULEVAR SVETOG , PETRA , CETINJSKOG 149 , PODGORICA, Montenegro | ||||
BT Montenegro DOO | 100% | – | ||
Morocco | ||||
Bd. Abdelmoumen, Immeuble Atrium, n 374, Lot. Manazyl Al Maymoune, 5eme etage, Casablanca, 20390, Morocco | ||||
BT Solutions Limited – Morocco Branch b | 100% | – | ||
Mozambique | ||||
Rua Jose Mateus, No. 55, Ground Floor, City of Maputo, Mozambique | ||||
BT Mozambique, Limitada | 100% | quotas | ||
Namibia | ||||
Unit 3, 2nd floor, Ausspann Plaza, Dr Agostinho Neto Road, Ausspannplatz, Private Bag, Windhoek, 12012, Namibia | ||||
BT Solutions Limitedb | 100% | – | ||
Netherlands | ||||
Herikerbergweg 2, 1101 CM, Amsterdam, Netherlands | ||||
BT Global Europe B.V. | 100% | ordinary | ||
BT (Netherlands) Holdings B.V. | 100% | ordinary | ||
Wegastraat 58, The Hague, 2516 AP, Netherlands | ||||
Global Security Europe Limitedb | 100% | – | ||
New Zealand | ||||
c/o Deloitte, Level 20, 1 Queen Street, Auckland Central, Auckland, 1010, New Zealand | ||||
BT Australasia Pty Limited – New Zealand Branchb | 100% | – | ||
Nicaragua | ||||
De donde fué el Restaurante Marea Alta Ahora quesillos, El Pipe, 2 cuadras al este, 10 Metros al norte, frente al, Hotel El Gran Marquez, Casa #351, Nicaragua, 2815, Nicaragua | ||||
BT Nicaragua S.A. | 100% | capital | ||
Nigeria | ||||
Civic Towers, Plot GA1, Ozumba Mbadiwe Avenue, Victoria Island, Lagos, Nigeria | ||||
BT (Nigeria) Limited | 100% | ordinary | ||
North Macedonia | ||||
Str. Dame Gruev no.8, 5th floor, Building “Dom na voenite invalidi”, Skopje 1000, North Macedonia | ||||
BT Solutions Limited Branch Office in Skopje b | 100% | – | ||
Norway | ||||
Munkedamsveien 45, Oslo, 0121, Norway | ||||
BT Solutions Norway AS | 100% | ordinary | ||
Oman | ||||
Maktabi Building, Building No. 458, Unit No. 413 4th Floor, Road No – R41, Block No. 203, Plot No. 107, Zone No. SW41, Complex No. 271, Al Watiyah, Bausher, Muscat, Sultanate of Oman, Oman | ||||
BT International Holdings Limited & Co. LLC | 100% | ordinary | ||
Pakistan | ||||
Cavish Court, A-35, Block 7&8, KCHSU, Shahrah- e-Faisal, Karachi, 75350, Pakistan | ||||
BT Pakistan (Private) Limited | 100% | ordinary | ||
Panama | ||||
50th and 74th Street, San Francisco, PH 909, 15th and 16th Floor, Panama City, Panama | ||||
BT de Panama, S.R.L. | 100% | ordinary | ||
Paraguay | ||||
Av. Brasilia N° 767 casi Siria, Asunción, Paraguay | ||||
BT Paraguay S.R.L. | 100% | quotas | ||
Peru | ||||
AV. Santa Cruz 830, Oficina 301, Miraflores, Lima, Peru | ||||
BT Peru S.R.L. | 100% | ordinary | ||
Philippines | ||||
11th Floor, Page One Building, 1215 Acacia Ave Madrigal Business Park, Ayala Alabang, Muntinlupa, Metro Manila, 1780, Philippines | ||||
IT Holdings, Inc | 100% | ordinary | ||
40th Floor, PBCom Tower 6795, Ayala Avenue cor. Rufino St, Makati City, 1226, Philippines | ||||
BT Communications Philippines Incorporated | 100% | ordinary | ||
c/o Sun Microsystems Phil Inc., 8767 Paseo de Roxas, Makati City, Philippines | ||||
PSPI-Subic, Inc | 51% | ordinary | ||
Poland | ||||
126/134 Marszalkowska St., Room 209, 00-008, Warsaw, Poland | ||||
BT Poland Spółka Z Ograniczoną Odpowiedzialnością | 100% | ordinary | ||
Portugal | ||||
Rua D. Francisco Manuel de Melo 21-1, 1070-085 Lisboa, Portugal | ||||
BT Portugal – Telecomunicaçöes, Unipessoal Lda | 100% | ordinary | ||
Puerto Rico | ||||
Corporation Service Company Puerto Rico Inc., c/o RVM Professional Services LLC, A4 Reparto Mendoza, Humacao, 00791, Puerto Rico | ||||
BT Communications Sales, LLC Puerto Rico branchb | 100% | – | ||
Qatar | ||||
1413, 14th Floor, Al Fardan Office Tower, Doha, 31316, Qatar | ||||
BT Global Services (North Gulf) LLC | 49% | ordinary | ||
Republic of Ireland | ||||
2 Grand Canal Plaza, Upper Grand Canal Street, Dublin 4, Republic of Ireland | ||||
BT Business Telecoms Ireland Limited | 100% | ordinary | ||
BT Communications Ireland Group Limited | 100% | ordinary | ||
BT Communications Ireland Holdings Limited | 100% | ordinary | ||
Whitestream Industries Limited | 100% | ordinary | ||
Romania | ||||
Cladirea A1, Biroul Nr. 52, Nr 35-37, Str. Oltenitei, Sector 4, Bucharest, Romania | ||||
BT Global Services Limited Londra Sucursala Bucuresti b | 100% | – | ||
Russia | ||||
Room 62, prem xx, Floor 2, Pravdy, 26, 127137, Moscow, Russian Federation | ||||
BT Solutions Limited Liability Company | 100% | – | ||
Serbia | ||||
Dimitrija Georgijevica Starike 20, Belgrade, 11070, Serbia | ||||
BT Belgrade d.o.o | 100% | ordinary | ||
Sierra Leone | ||||
84 Dundas Street, Freetown, Sierra Leone | ||||
BT (SL) Limited | 100% | ordinary | ||
Singapore | ||||
7 STRAITS VIEW, #05-01, MARINA ONE EAST TOWER, SINGAPORE , 018936, Singapore | ||||
BT (India) Private Limited Singapore Branch b | 100% | – | ||
BT Global Solutions Pte. Ltd. | 100% | ordinary | ||
BT Singapore Pte. Ltd. | 100% | ordinary | ||
Slovakia | ||||
Pribinova 10, 811 09, Bratislava , mestskó èast’ Staré Mesto, Slovakia | ||||
BT Slovakia s.r.o. | 100% | ordinary | ||
Slovenia | ||||
Cesta v Mestni Log 1, Ljubljana, 1000, Slovenia | ||||
BT GLOBALNE STORITVE, telekomunikacijske storitve, obdelava podatkov, podatkovnih baz; d.o.o. | 100% | ordinary | ||
South Africa | ||||
74 Waterfall Drive, Buidling 5, Waterfall Corporate Campus, Midrand 2066, South Africa | ||||
BT Communications Services South Africa (Pty) Limited | 70% | ordinary | ||
BT Building, Woodmead North Office Park, 54 Maxwell Drive, Woodmead, Johannesburg, 2191, South Africa | ||||
BT Limited b | 100% | – | ||
Spain | ||||
C/ María Tubau, 3, 28050 de Madrid, Spain | ||||
BT Global ICT Business Spain SLU | 100% | ordinary | ||
Sri Lanka | ||||
100, Braybrooke Place, Colombo 02, Sri Lanka | ||||
BT Communications Lanka (Private) Limited | 100% | ordinary | ||
Sudan | ||||
Alskheikh Mustafa Building, Parlman Street, Khartoum, Sudan | ||||
Newgate Communication (Sudan) Co. Ltd | 100% | ordinary | ||
Sweden | ||||
c/o BDO Sweden (Skatteavdelning), Box 6343, 102 35, Stockholm, Sweden | ||||
BT Nordics Sweden AB | 100% | ordinary | ||
Switzerland | ||||
Richtistrasse 5, 8304 Wallisellen, Switzerland | ||||
BT Switzerland AG | 100% | ordinary | ||
Taiwan | ||||
BT Limited Taiwan Branchb | 100% | – | ||
Tanzania | ||||
Region Dar Es Salaam, District Kinondoni, Ward Msasani, Street Msasani Peninsula, Road 1 Bains Singh Avenue, Plot number 1403/1, Ground Floor, 14111, United Republic of Tanzania | ||||
BT Solutions Limited – Tanzania Branch b | 100% | – | ||
Thailand | ||||
No.63 Athenee Tower, 23rd Floor (CEO Suite, Room No.38), Wireless Road, Kwaeng Lumpini, Khet Pathumwan, Bangkok, 10330, Thailand | ||||
BT Siam Communications Co., Ltd | 49% | class B | ||
No.63 Athenee Tower, 23rd Floor (CEO Suite, Room No.38), Wireless Road, Kwaeng Lumpini, Khet Pathumwan, Bangkok, 10330, Thailand | ||||
BT Siam Limited | 69% | ordinary | ||
69% | preference | |||
Trinidad and Tobago | ||||
2nd Floor CIC Building, 122-124 Frederick Street, Port of Spain, Trinidad and Tobago | ||||
BT Solutions Limitedb | 100% | – | ||
Tunisia | ||||
Rue de I’, Euro Immeuble Slim, Block A-2nd floor- Les berges du Lac, Tunis, 1053, Tunisia | ||||
BT Tunisia S.A.R.L | 100% | ordinary | ||
Turkey | ||||
Acıbadem Mahallesi Çeçen Sk. Akasya A , Kule Kent Etabı Apt. No: 25 A/28- , Üsküdar, Istanbul, Turkey | ||||
BT Bilisim Hizmetleri Anonim Şirketi | 100% | ordinary | ||
BT Telekom Hizmetleri Anonim Şirketi | 100% | common | ||
Uganda | ||||
1st Floor, Ericsson House, 24B Akii Bua Road, Nakasero , Uganda | ||||
BT Solutions Limitedb | 100% | – | ||
Ukraine | ||||
Office 702, 34 Lesi Ukrainky Boulevard, Kyiv 01042, Ukraine | ||||
BT Ukraine Limited Liability Company | 100% | stakes | ||
United Arab Emirates | ||||
Office no 315-318, DIC Building No. 10, Dubai Internet City, PO Box 25205, Dubai , United Arab Emirates | ||||
BT MEA FZ-LLC | 100% | ordinary | ||
Office no.206 BLOCK B, Diamond Business Center 1, Al Barsha South Third, Dubai, P.O. BOX 25205, United Arab Emirates | ||||
BT UAE Limited – Dubai Branch (1)b | 100% | – | ||
BT UAE Limited – Dubai Branch (2)b | 100% | – | ||
United Kingdom | ||||
1 Braham Street, London, E1 8EE, United Kingdom | ||||
Belmullet (IoM) Limited b | 100% | – | ||
BT (International) Holdings Limited | 100% | ordinary | ||
BT Communications Ireland Group Limited – UK Branch b | 100% | – | ||
BT Fifty-One | 100% | ordinary | ||
BT Fifty-Three Limited | 100% | ordinary | ||
BT Global Security Services Limited | 100% | ordinary | ||
BT Global Services Limited | 100% | ordinary | ||
BT Limited | 100% | ordinary | ||
BT Sixty-Four Limited | 100% | ordinary | ||
BT UAE Limited | 100% | ordinary | ||
Communications Global Network Services Limited – UK Branchb | 100% | – | ||
Communications Networking Services (UK) | 100% | ordinary | ||
EE (Group) Limited | 100% | ordinary | ||
EE Limited | 100% | ordinary | ||
EE Pension Trustee Limited | 100% | ordinary | ||
ESAT Telecommunications (UK) Limited | 100% | ordinary | ||
Extraclick Limited | 100% | ordinary | ||
Global Security Europe Limited | 100% | ordinary | ||
Mainline Communications Group Limited | 100% | ordinary | ||
Mainline Digital Communications Limited | 100% | ordinary | ||
Numberrapid Limited | 100% | ordinary | ||
Tudor Minstrel | 100% | ordinary | ||
Orange Furbs Trustees Limited | 100% | ordinary | ||
Orange Home UK Limited | 100% | ordinary | ||
Orange Personal Communications Services Limited | 100% | ordinary | ||
United States | ||||
c/o Corporation Service Company, 251 Little Falls Drive, Wilmington DE 19808, United States | ||||
BT Americas Holdings Inc. | 100% | common | ||
BT Americas Inc. | 100% | common | ||
BT Communications Sales LLC | 100% | units | ||
BT Procure L.L.C. | 100% | units | ||
BT United States L.L.C. | 100% | units | ||
BT Quartz Euston LLC | 100% | units | ||
BT Quartz Paddington LLC | 100% | units | ||
Infonet Services Corporation | 100% | common | ||
Uruguay | ||||
Rincón 487 Piso 11, Montevideo, Zip Code 11.000, Uruguay | ||||
BT Solutions Limited Sucursal Uruguay b | 100% | – | ||
Venezuela | ||||
Calle Guaicaipuro, Urbanizacion El Rosal, Municipio Chacao, Oficina 11B, Piso 11, Torre Forum, Caracas, Venezuela | ||||
BT LatAm Venezuela, S.A. | 100% | ordinary | ||
Vietnam | ||||
16th Floor Saigon Tower, 29 Le Duan Road, District 1, Ho Chi Minh City, 710000, Socialist Republic of Vietnam | ||||
BT (Vietnam) Co. Ltd. | 100% | ordinary | ||
Zambia | ||||
Plot No. 11058, Haile Selassie Avenue, Zimbabwe, Lusaka, Lusaka Province, 34972, Zambia | ||||
BT Solutions Limitedb | 100% | – | ||
Zimbabwe | ||||
6th Floor, Goldbridge Eastgate, Sam Nujoma Street Harare, Post Box 10400, Zimbabwe | ||||
Numberrapid Limited b | 100% | – | ||
Associates | ||||
Company name | Group interest in allotted capitala | Share class | ||
Held directly | ||||
United Kingdom | ||||
2nd Floor, Churchill House, 26-30 Upper Marlborough Road, St Albans, AL1 3RD, United Kingdom | ||||
AA Realisations Limited | 23% | preference | ||
2nd Floor, Aldgate Tower, 2 Leman Street, London, E1 8FA, United Kingdom | ||||
Youview TV Limited | 20% | voting | ||
Held via other group companies | ||||
Philippines | ||||
32F Philam Life Tower, 8767 Paseo de Roxas, Makati City, Philippines | ||||
ePLDTSunphilcox JV, Inc | 20% | ordinary | ||
SunPhilcox JV, Inc | 20% | ordinary | ||
United Kingdom | ||||
24/25 The Shard, 32 London Bridge Street, London, SE1 9SG, United Kingdom | ||||
Digital Mobile Spectrum Limited | 33% | ordinary | ||
10 Stadium Business Court , Millennium Way, Pride Park , Derby, DE24 8HP, United Kingdom | ||||
Midland Communications Distribution Limited | 35% | ordinary | ||
Phoneline (M.C.D) Limited | 35% | ordinary | ||
Joint ventures | ||||
Company name | Group interest in allotted capitala | Share class | ||
Held directly | ||||
United Kingdom | ||||
Chiswick Park Building 2, 566 Chiswick High Road, London, W4 5YB, United Kingdom | ||||
TNT Sports Broadcasting Limited c | 50% | ordinary | ||
6th Floor, One London Wall, London, EC2Y 5EB, United Kingdom | ||||
Internet Matters Limited | 25% | - | ||
Held via other group companies | ||||
United Kingdom | ||||
80 Fenchurch Street , London, EC3M 4AE, United Kingdom | ||||
Rugby Radio Station (General Partner) Limited | 50% | ordinary | ||
Rugby Radio Station (Nominee) Limited | 50% | ordinary | ||
Rugby Radio Station LP | 50% | – | ||
Joint operations | ||||
Company name | Group interest in allotted capitala | Share class | ||
Held via other group companies | ||||
United Kingdom | ||||
450 Longwater Avenue, Green Park, Reading, Berkshire, RG2 6GF, United Kingdom | ||||
Mobile Broadband Network Limited | 50% | ordinary | ||
Subsidiary | Registered number | Subsidiary | Registered number | Subsidiary | Registered number | ||
Autumnwindow Limited | 4109614 | BT IoT Networks Limited | 2329342 | Global Security Europe Limited | 12290726 | ||
Autumnwindow No.2 Ltd | 4312827 | BT Limited | 2216369 | Holland House (Northern) Limited | SC390251 | ||
BPSLP Limited | 11251566 | BT Ninety-Seven Limited | 14017603 | Mainline Communications Group Limited | 2862068 | ||
Bruning Limited | 4958289 | BT Property Holdings (Aberdeen) Limited | 10255933 | Mainline Digital Communications Limited | 2973418 | ||
BT (International) Holdings Limited | 2216586 | BT Sixty-Four Limited | 4007415 | Numberrapid Limited | 4825279 | ||
BT (RRS LP) Limited | 4109640 | BT Sle Euro Limited | 7573610 | Openreach Limited | 10690039 | ||
BT European Investments Limited | 4276882 | BT Sle USD Limited | 7573644 | Orange Personal Communications Services Limited | 2178917 | ||
BT Fifty-One | 3621755 | BT Solutions Limited | 4573373 | Plusnet plc | 3279013 | ||
BT Fifty-Three Limited | 3621745 | BT UAE Limited | 4726666 | Radianz Limited | 3918478 | ||
BT Global Security Services Limited | 11786115 | 2840475 | Tudor Minstrel | 3747023 | |||
BT Global Services Limited | 2410810 | EE (Group) Limited | 2439104 | ||||
BT Holdings Limited | 2216773 | ExtraClick Limited a | 4552808 |
2026 | 2025 (re-presenteda) | |
Year ended 31 March | £m | £m |
Reported revenue | 19,654 | 20,358 |
Specific revenue | (8) | 12 |
Adjusted revenue | 19,646 | 20,370 |
Of which International revenue | (2,114) | (2,499) |
Adjusted UK revenue | 17,532 | 17,871 |
Equipment revenue b (excluding International) | (2,087) | (2,303) |
Adjusted UK service revenue | 15,445 | 15,568 |
2026 | 2025 (re-presenteda) | |
Year ended 31 March | £m | £m |
Consumer | 7,853 | 7,888 |
Business | 4,803 | 4,847 |
International | — | — |
Openreach | 6,190 | 6,156 |
Other | 12 | 12 |
Intra-group items | (3,413) | (3,335) |
Total | 15,445 | 15,568 |
2026 | 2025 | |
Year ended 31 March | £m | £m |
Reported profit for the period | 1,725 | 1,781 |
Tax | 359 | 280 |
Reported profit before tax | 2,084 | 2,061 |
Net finance expense | 602 | 417 |
Depreciation and amortisation, including impairment charges | 4,913 | 4,978 |
Specific revenue | (8) | 12 |
Specific operating costs before depreciation and amortisation | 428 | 727 |
Share of post-tax losses (profits) of associates and joint ventures | 210 | 8 |
Adjusted EBITDA | 8,229 | 8,203 |
Published | Re-presentation adjustment | Re-presented | |
Year ended 31 March 2025 | £m | £m | £m |
Consumer | 7,888 | — | 7,888 |
Business | 4,861 | (14) | 4,847 |
International | — | — | — |
Openreach | 6,156 | — | 6,156 |
Other | 12 | — | 12 |
Intra-group items | (3,335) | — | (3,335) |
Total | 15,582 | (14) | 15,568 |