Preliminary Results Announcement 2025
Summary by AI BETAClose X
Preliminary Results Announcement 2025
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BAE Systems plc |
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Charles Woodburn, Chief Executive, said: "Our results highlight another year of strong operational and financial performance, thanks to the outstanding dedication of our employees. In a new era of defence spending, driven by escalating security challenges, we're well positioned to provide both the advanced conventional systems and disruptive technologies needed to protect the nations we serve now and into the future. With a record order backlog and continuing investment in our business to enhance agility, efficiency and capacity, we're confident in our ability to keep delivering growth over the coming years."
Financial highlights
|
Financial performance measures as defined by Group1 |
Year ended 31 December 2025 |
Year ended 31 December 2024 |
Variance2 |
|
|
Sales |
£30,662m |
£28,335m |
+10 |
% |
|
Underlying earnings before interest and tax (EBIT) |
£3,322m |
£3,015m |
+12 |
% |
|
Underlying earnings per share (EPS) |
75.2p |
68.5p |
+12 |
% |
|
Free cash flow |
£2,158m |
£2,505m |
£(347)m |
|
|
Order intake |
£36.8bn |
£33.7bn |
£3.1bn |
|
|
Order backlog |
£83.6bn |
£77.8bn |
£5.8bn |
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Financial performance measures as derived from IFRS |
Year ended 31 December 2025 |
Year ended 31 December 2024 |
Variance2 |
|
|
Revenue |
£28,336m |
£26,312m |
+8 |
% |
|
Operating profit |
£2,925m |
£2,685m |
+9 |
% |
|
EPS - basic |
68.8p |
64.9p |
+6 |
% |
|
Net cash flow from operating activities |
£3,432m |
£3,925m |
£(493)m |
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Order book |
£63.1bn |
£60.4bn |
£2.7bn |
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Dividend per share |
36.3p |
33.0p |
+10 |
% |
As defined by Group
- Sales increased 10%2 to a record £30.7bn, with growth in all of our sectors. Organic growth was 9%2.
- Underlying EBIT increased by 12%2 with a 20bps increase in return on sales from 10.6% to 10.8%.
- Underlying EPS increased by 12%2.
- Free cash flow was strong at £2,158m. Significant customer advances were received late in the year, capital expenditure remained close to record levels at c.£1bn and research and development (R&D) spend increased.
- Our order backlog grew by £5.8bn to a record £83.6bn. Order intake was strong at £36.8bn, with all sectors performing well, reflecting the continued relevance of our diverse geographic footprint and multi-domain capabilities.
As derived from IFRS
- The growth in revenue of 8% reflects the same strong operational performance in sales across the portfolio, but excludes the impact of our equity accounted investments.
- Operating profit was up 9% as the growth in underlying EBIT was offset by additional costs from the amortisation of acquired intangibles, reflecting the significant acquisitions in the prior year which included Ball Aerospace.
- Basic EPS was up 6%.
- Net cash flow from operating activities reflected movements on customer advances and working capital commitments.
1. We monitor the underlying financial performance of the Group using alternative performance measures (APMs). These measures are not defined in International Financial Reporting Standards (IFRS) and therefore are considered to be non-GAAP (Generally Accepted Accounting Principles) measures. The relevant IFRS measures are presented where appropriate. The purposes and definitions of non-GAAP measures are provided in the Alternative performance measures section on page 40.
2. Growth rates for sales, underlying EBIT and underlying EPS are on a constant currency basis (i.e. calculated by translating the results from entities in functional currencies other than pounds sterling for the year ended 31 December 2024 to pounds sterling at the average exchange rate of such currencies for the year ended 31 December 2025). The comparatives have not been restated. All other growth rates and year-on-year movements are on a reported currency basis.
Delivering for our customers
Our continued focus on operational performance and contracting discipline enables our consistent delivery of critical capabilities and technologies for our customers worldwide. During the year, we secured £36.8bn of orders and made good progress executing on our long-term major programmes. Highlights included:
- The UK Government announced an agreement with Türkiye to acquire 20 Typhoon aircraft, along with an associated weapons package. The deal is anticipated to be worth £4.6bn to BAE Systems and will sustain Typhoon production in the years to come, helping to sustain 20,000 jobs across the UK.
- We delivered the final two Typhoon aircraft to Qatar during the year, bringing the Qatari Emiri Air Force fleet total to 24.
- Launching Edgewing, a joint venture with our international industry partners in Italy and Japan on the Global Combat Air Programme (GCAP). Edgewing will be accountable for the design and development of the next-generation combat aircraft under the programme.
- Norway selected our Type 26 frigate for its future warship procurement programme. The £10bn Government-to-Government agreement paves the way for the UK's largest ever warship export deal by value.
- We played a critical role in preparing Royal Navy ships for the UK Carrier Strike Group 2025 and the Royal Navy selected our all-electric Malloy T-150 uncrewed air systems (UAS) to transport vital supplies between the ships for the first time during its deployment to the Indo-Pacific.
- We secured a $1.2bn (£0.9bn) contract to provide the US Space Force with space-based missile tracking capabilities as the prime contractor to design and build a constellation of satellites.
- Our Armored Multi-Purpose Vehicle (AMPV) programme celebrated its 500th delivery milestone during the year and is executing under full-rate production toward meeting the US Army's plan to field nearly 3,000 AMPVs in its Armored Brigade Combat Teams.
- We marked key combat vehicle milestones with the first CV9030 MkIV infantry fighting vehicle unveiled for the Czech Republic and the first three BvS10 vehicles presented to Sweden, Germany and the UK.
- Her Royal Highness The Princess of Wales officially named HMS Glasgow, the first of eight Type 26 frigates we are building for the Royal Navy. Final outfitting continues on HMS Glasgow and HMS Cardiff at our Scotstoun yard, whilst HMS Belfast, HMS Birmingham and HMS Sheffield are progressing at our Govan site.
- We laid the keel of HMS Dreadnought, the first of four Dreadnought Class submarines we are constructing for the Royal Navy, at our Barrow-in-Furness shipyard in the UK.
Investing in tomorrow
Alongside strong operational delivery, we continue to invest in our people, R&D and capital expenditure. Highlights included:
- We officially opened the Janet Harvey Hall at our Govan site in Glasgow, UK. The hall has capacity for two Type 26 frigates to be constructed side-by-side, with HMS Belfast and HMS Birmingham currently under construction in the hall.
- Her Royal Highness The Princess Royal officially opened our Applied Shipbuilding Academy in Glasgow, UK. The £12m facility comprises a multi-purpose flexible learning hub and provides a high quality, hands-on training environment.
- In the UK, Secretary of State for Defence, John Healey, opened our Sheffield facility where we will initially deliver M777 howitzers, with plans to evolve to develop and produce a range of combat systems to support the Government's ambitions to revitalise UK artillery capacity.
- We opened a new shiplift and land-level repair complex at our Jacksonville, Florida, shipyard. The $250m (£190m) investment significantly enhances the capabilities of the complex and increases its capacity to maintain and repair US Navy vessels and commercial ships.
- We continued to invest in our manufacturing site in Louisville, Kentucky, and shipyard in Jacksonville, Florida to ensure we have the capability and capacity to build and support the US Navy, and its maritime partners, in the future build of submarines and surface ship maintenance.
- During the year, we recruited over 2,500 early careers employees across our key markets and we have a record 6,800 apprentices, graduates and undergraduates in training across our UK businesses.
Capital deployment
- The Board has recommended a final dividend of 22.8p, taking the total dividend for 2025 to 36.3p - an increase of 10% on last year. Subject to shareholder approval, the final dividend will be paid on 4 June 2026 to shareholders on the share register on 24 April 2026.
- During the year, the Company repurchased 30m shares under our share buyback programme, at a cost of £502m. Combined with dividends, the Group returned £1,529m to shareholders in the year ended 31 December 2025.
Group guidance1 for 2026
Guidance is provided on the basis of an exchange rate of $1.32:£1, which is in line with the actual 2025 exchange rate.
Results
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Year ended 31 December 2026 |
Guidance |
Year ended 31 December 2025 |
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Sales |
Increase by 7% to 9% |
£30,662m |
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Underlying EBIT |
Increase by 9% to 11% |
£3,322m |
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Underlying EPS |
Increase by 9% to 11% |
75.2p |
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Free cash flow |
>£1.3bn |
£2.2bn |
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Three-year cumulative free cash flow guidance |
Guidance |
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Cumulative free cash flow 2024-2026 |
In excess of £6.0bn (previously in excess of £5.5bn) |
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Cumulative free cash flow 2025-2027 |
In excess of £5.5bn |
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Cumulative free cash flow 2026-2028 |
In excess of £6.0bn |
- Underlying net finance costs c.£370m
- Effective tax rate c.22%
- Non-controlling interests c.£80m
Sensitivity to foreign exchange rates: the Group operates in a number of currencies, the most significant of which is the US dollar. As a guide, a 5 cent movement in the £/$ exchange rate will impact sales by c.£500m, underlying EBIT by c.£70m and underlying EPS by c.1.4p.
1. While the Group is subject to geopolitical and other uncertainties, the following guidance is provided on current expected operational performance. The guidance is based on the measures used to monitor the underlying financial performance of the Group.
For further information please contact:
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Investor Relations |
Media Relations |
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Telephone: +44 (0) 1252 383455 |
Telephone: +44 (0) 7540 628673 |
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Email: investors@baesystems.com |
Email: kristina.anderson@baesystems.com |
Analyst and investor presentation
A presentation, for analysts and investors, of the Group's Results for 2025 will be available at 9.30am GMT today (18 February 2026) on the investor website, followed by a live Q&A.
Details can be found on investors.baesystems.com, together with the presentation slides and a copy of this report. A recording of the webcast will be available for replay later in the day.
About BAE Systems
We are supporting our customers so that they can stay ahead of evolving threats across land, sea, air, cyber and space. We are a workforce of 111,4001 highly skilled people in more than 40 countries. Working with our customers and local partners, we develop, engineer, manufacture and support products and systems that deliver military capability, protect national security and keep critical information and infrastructure secure.
1. As at 31 December 2025 and including share of equity accounted investments.
Shareholder information
Registered office
6 Carlton Gardens London SW1Y 5AD United Kingdom
Registered in England and Wales, No. 01470151
Cautionary statement:
All statements other than statements of historical fact included in this document, including, without limitation, those regarding the financial condition, results, operations and businesses of BAE Systems plc and its strategy, plans and objectives and the markets and economies in which it operates, are forward-looking statements. Such forward-looking statements, which reflect management's assumptions made on the basis of information available to it at this time, appear in a number of places throughout this document and include statements regarding the intentions, beliefs or current expectations of BAE Systems plc concerning, among other things, its results in relation to operations, financial condition, liquidity, prospects, growth, commitments and targets (including environmental, social and governance commitments and targets and the methodologies it uses to assess its progress in relation to these), strategies and the industry in which it operates. Forward-looking statements can be identified by the use of forward-looking terminology such as "believes", "expects", "may", "intends", "will", "will continue", "should", "would be", "seeks", "anticipates" or similar expressions or the negative thereof or other variations thereof or comparable terminology. Forward-looking statements can be made in writing but may also be made verbally by directors, officers, and employees of BAE Systems plc (including during presentations) in connection with this document. By their nature, forward-looking statements involve risks and uncertainties because they relate to events and depend on circumstances that may or may not occur in the future.
Forward-looking statements are not guarantees of future performance and the actual results of operations, financial condition and liquidity of BAE Systems plc, the development of the industry in which it operates and the ability of BAE Systems plc to meet its commitments and targets may differ materially from those made in or suggested by the forward-looking statements contained in this document. In addition, even if results of operations, financial condition and liquidity of BAE Systems plc, the development of the industry in which it operates and/or performance against commitments and targets are consistent with the forward-looking statements contained in this document, those results, developments or performance may not be indicative of results, developments or performance in subsequent periods.
These forward-looking statements speak only as of the date of this document. Subject to the requirements of the Disclosure Guidance and Transparency Rules, the Market Abuse Regulation or applicable law, BAE Systems plc explicitly disclaims any intention or obligation or undertaking publicly to release the result of any revisions to any forward-looking statements in this document that may occur due to any change in its expectations or to reflect events or circumstances after the date of it. All subsequent written and oral forward-looking statements attributable to either BAE Systems plc or to persons acting on its behalf are expressly qualified in their entirety by the cautionary statements referred to herein and contained elsewhere in this document.
BAE Systems plc and its directors accept no liability to third parties in respect of this document save as would arise under English law. Accordingly, any liability to a person who has demonstrated reliance on any untrue or misleading statement or omission shall be determined in accordance with Schedule 10A of the Financial Services and Markets Act 2000. It should be noted that Schedule 10A and Section 463 of the Companies Act 2006 contain limits on the liability of the directors of BAE Systems plc so that their liability is solely to BAE Systems plc.
Preliminary results statement
Overview
Around the world, threats to national security continue to grow. This is driving governments to increase defence spending, as they seek to ensure armed forces are equipped to protect their nations and deter future aggression.
For decades, governments have placed trust in us to deliver their defence and security capabilities. By focusing on operational excellence, innovation and developing our people, we have consistently delivered cutting-edge technologies, helping our customers stay ahead of evolving threats across land, sea, air, cyber and space.
This approach helped us achieve another year of strong operational and financial performance in 2025. Our highly relevant portfolio means we are well positioned to continue supporting our customers.
Higher defence spending commitments across NATO are leading to increased demand across most of our markets and domains. So, we are investing in our business to ensure we have the capacity and capability to meet our customers' evolving needs.
Our achievements in 2025 are a testament to the dedication of our people, whose focus on protecting those who protect us remains at the core of everything we do.
Delivering for our customers
We design, build and maintain cutting-edge defence and security capabilities for our customers.
Our relentless focus on operational excellence supports consistent delivery on critical long-term programmes like submarines, frigates, combat aircraft, combat vehicles and electronic warfare systems, which form the backbone of our customers' defence capabilities.
Notable achievements this year include the keel laying of HMS Dreadnought and supporting the Royal Navy's Carrier Strike Group deployment, as well as delivery of the final two Typhoon aircraft to the Qatar Emiri Air Force and the 500th AMPV to the US Army.
We made good progress on key strategic international collaborations. Together with our industry partners in Italy and Japan, we launched our new joint venture, Edgewing, to design and develop next-generation combat aircraft under GCAP. Working alongside ASC Pty Ltd, we also started initial mobilisation activities to support the delivery of the SSN-AUKUS fleet of conventionally armed, nuclear-powered submarines for the Royal Australian Navy.
Our financial performance
We delivered a strong financial performance, exceeding the upgraded guidance we gave at the half year across our underlying EBIT, underlying EPS and free cash flow targets. Sales came in at the higher end of our guidance range.
On a constant currency basis, we grew sales by 10%, while increasing underlying EBIT by 12%, generating a return on sales of 10.8%. We delivered £2,158m of free cash flow, taking our three-year cumulative free cash flow to more than £7bn, comfortably ahead of our three-year guidance of £6bn for the period from 2023 to 2025.
It was a very active year for discussions with customers to address their evolving defence needs. Order intake momentum was positive, with £36.8bn of work secured, lifting our order backlog to £83.6bn. This reflects strong demand for the portfolio of cutting-edge technologies and services we offer and enhances the forward visibility of our business.
We ended 2025 with a strong balance sheet, with net debt (excluding lease liabilities) falling 22% to £3,844m, which equates to 0.9x underlying EBITDA.
We continue to invest in our business to support organic growth and capacity expansion for key programmes. Our strong financial position allows us to implement all parts of our capital allocation policy.
Investing in tomorrow
Investing in our people, technologies and facilities is essential to ensure we maintain the agility needed to anticipate and address the evolving threats our government customers face. We grew our global workforce by 4,000, including more than 2,500 early careers employees in our key markets to sustain our talent pipeline.
We increased our self-funded R&D to £407m and continue to collaborate with partners and academia to drive innovation that will keep our customers ahead of evolving threats. Key areas of focus include technologies like electronic warfare, uncrewed systems, counter drone systems, laser-guided weapons, synthetic training, electrification applications and space solutions. Highlights include developing a low-cost, drone-based strike capability using precision-guided munitions in just four months and deploying the same platform to transport vital supplies between UK carrier strike group ships, demonstrating its versatility.
After record capital expenditure in 2024, we maintained our high levels of investment and spent around £1.0bn in the year to improve our systems and facilities to enhance efficiency and capacity to meet the elevated global demand. Notable investments included our new shiplift and land-level repair complex at our shipyard in Jacksonville, Florida, our new ship build assembly hall in Glasgow and a new artillery factory in Sheffield, all of which became operational in the year.
We recognise there is always more that can be done and we are continuing to focus on boosting production capacity, while driving productivity improvements and cost efficiencies, to ensure we deliver for our customers now and into the future.
Our capital distribution
Our disciplined approach to capital allocation, underpinned by the Group's strong performance and positive outlook, has enabled us to continue delivering returns to shareholders. After investments in our people, technologies and capital expenditure, we returned £1,529m to shareholders during the year. The Board has proposed a final dividend of 22.8p, subject to shareholder approval at the 2026 Annual General Meeting (AGM), bringing the total dividend for 2025 to 36.3p - an increase of 10% over the prior year.
Our market differentiation
Our business has a unique combination of highly innovative capabilities, a diverse geographic footprint and a multi-domain portfolio. We believe our advanced technologies, deep domain expertise and global reach position us as an industry leader, enabling us to support customers in addressing the heightened threat environment today and into the future. This breadth remains a core strength and a differentiator for our business.
Looking ahead, our key growth drivers are spread across major markets and include multi-national endeavours, such as GCAP and AUKUS, which highlight the scale, global reach and longevity of our operations. Combined with our focus on faster-paced disruptive technologies and the seamless integration of these systems, we are well positioned for growth for many years to come.
Responsible business
We support our government customers in their primary responsibility to keep citizens safe, while contributing to the economic and social development of the communities where we operate.
Our people are central to everything we do, making it essential that we attract and retain top talent to meet our customers' needs and support our long-term growth. We invest in the development of our people's skills at every stage of their careers and relentlessly focus on their safety, health and wellbeing.
Across all our operations, maintaining the highest standards of conduct is at the core of how we do business, enabling us to operate in a highly regulated environment with strict regulations and applicable trade controls.
Summary investment case
We focus on careful long-term management and governance of our business to deliver value for all our stakeholders. We have a strong track record of delivering financial returns for investors. We are poised for long-term growth in sales and profitability based on robust end markets, our operating model and the strategic actions we are taking, presenting a compelling investment case for current and prospective investors. This is supported by our seven key advantages:
- We provide customers with world-class defence products and capabilities across multiple markets.
- We undertake multi-decade programmes with long-term embedded value. Our contract order backlog provides a high level of sales visibility, driven by multi-year programmes.
- We have a growing global opportunity pipeline. Our diverse geographic footprint supports us in pursuing excellent opportunities across all sectors as countries around the world face up to the multi-faceted threat environment.
- We foster a high-performance innovative culture and consistently invest in R&D to build on existing world-leading capabilities and generate new innovative and disruptive technologies.
- We have an intense focus on operational excellence, with strong, consistent programme performance. We are focused on creating value for our investors and customers.
- Sustainability is embedded in our business. It forms part of our strategic framework and underpins our purpose.
- We operate a value-enhancing operating model, undertaking our core business activities with clear, consistent and careful capital allocation.
Group financial review
Group income statement
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|
Underlying - as defined by the Group1 |
|
Statutory - as derived from IFRS |
||||||
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|
2025 |
2024 |
|
2025 |
2024 |
||||
|
|
£m |
£m |
|
£m |
£m |
||||
|
Sales/Revenue |
30,662 |
28,335 |
|
28,336 |
26,312 |
||||
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Underlying EBIT/Operating profit |
3,322 |
3,015 |
|
2,925 |
2,685 |
||||
|
Finance income |
81 |
117 |
|
135 |
135 |
||||
|
Finance costs |
(465) |
(513) |
|
(488) |
(488) |
||||
|
Net finance costs |
(384) |
(396) |
|
(353) |
(353) |
||||
|
Profit before tax |
2,938 |
2,619 |
|
2,572 |
2,332 |
||||
|
Tax expense |
(596) |
(469) |
|
(421) |
(291) |
||||
|
Profit for the year2 |
2,342 |
2,150 |
|
2,151 |
2,041 |
||||
|
Return on Sales/Revenue |
10.8 |
% |
10.6 |
% |
|
10.3 |
% |
10.2 |
% |
Reconciliation of underlying EBIT to operating profit
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
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Underlying EBIT |
3,322 |
|
3,015 |
|
|
Adjusting items |
40 |
|
23 |
|
|
Amortisation of programme, customer-related and other intangible assets, and impairment of equity accounted investments and intangible assets |
(414 |
) |
(344 |
) |
|
Net finance income and tax of equity accounted investments |
(23 |
) |
(9 |
) |
|
Operating profit |
2,925 |
|
2,685 |
|
As defined by the Group
Sales for the year were £30.7bn (2024 £28.3bn) representing growth, on a constant currency basis, of 10% (2024 14%). On an organic basis sales grew by 9% on a constant currency basis.
Electronic Systems recorded sales of £7.5bn (2024 £7.2bn), equating to growth of 8% (2024 35%) on a constant currency basis, which included the full 12-month benefit of our Space & Mission Systems (SMS) business and reflects increased demand in the Electronic Combat and Countermeasure & Electromagnetic Attack solutions businesses.
Platforms & Services posted sales of £5.0bn (2024 £4.4bn), with growth of 17% (2024 15%) on a constant currency basis, as the sector works to deliver on the recent increased demand for combat vehicles both in the US, through our Combat Mission Systems business which was up 15%, and in Europe, through our Hägglunds and Bofors businesses where growth was 32%.
Our Air sector recorded sales of £9.3bn (2024 £8.5bn), representing growth of 9% (2024 7%) on a constant currency basis. We continued to see increased activities on the design and development of our Future Combat Air Programme, as well as 17% growth in MBDA, through the year.
Maritime recorded sales of £6.8bn (2024 £6.2bn), with growth of 11% (2024 12%) on a constant currency basis, with increased activities across the sector. Construction has continued across major programmes including Dreadnought, Type 26 and Hunter Class frigates, and design work for SSN-AUKUS is progressing.
Sales in the Cyber & Intelligence sector were £2.4bn (2024 £2.4bn), an increase of 2% (2024 6%) on a constant currency basis, predominantly from counter-UAS sales.
Underlying EBIT was up 12% (2024 14%), on a constant currency basis, to £3,322m (2024 £3,015m), resulting in an increased return on sales for the year of 10.8% (2024 10.6%). On an organic basis underlying EBIT grew 11% on a constant currency basis.
Our Electronic Systems sector grew underlying EBIT to £1,162m (2024 £1,071m), an increase of 12% (2024 25%) on a constant currency basis, and generated a return on sales of 15.4% (2024 14.9%). The growth in underlying EBIT benefitted both from an increase in sales and a full 12-month contribution from SMS.
Platforms & Services reported underlying EBIT of £576m (2024 £448m), an increase of 30% (2024 29%) on a constant currency basis, with return on sales increasing to 11.4% (2024 10.2%). The growth reflected the demand for combat vehicles in the US and Europe as production ramped up across Bradley, CV90 and AMPV.
Our Air sector reported underlying EBIT of £1,108m (2024 £1,007m), an increase of 10% (2024 7%) on a constant currency basis, maintaining a strong return on sales of 11.9% (2024 11.8%), which reflected good operational performance.
Maritime reported underlying EBIT of £457m (2024 £474m), a decrease of 3% (2024 increase of 12%) on a constant currency basis. The return on sales of 6.7% (2024 7.7%) reflected the early-stage maturity of the portfolio with several first-in-class programmes trading at relatively low margins as we invest in additional capacity and capability both within our shipyards and the supply chain to support programme delivery.
Finally, Cyber & Intelligence reported underlying EBIT of £223m (2024 £199m), with a return on sales of 9.3% (2024 8.3%), with a full-year contribution from Kirintec.
Adjusting items totalled a net gain of £40m (2024 £23m). During the year, the Group realised a net profit of £51m for pension-related gains, largely in relation to a review of US pension arrangements (£58m), and a £12m profit on the disposal of a portion of our remaining shareholding in Air Astana. This was partially offset by £22m of integration-related costs, primarily in relation to SMS, and £1m of costs related to historic transactions. The prior year gain reflected a net profit of £94m on a number of non-core businesses disposals and a settlement gain of £13m on a US pension buyout, offset by £72m of acquisition and integration-related costs and £12m of other costs related to historic transactions.
As derived from IFRS
Revenue was £28.3bn (2024 £26.3bn), with growth during the year of 8% (2024 14%) on a reported currency basis, which reflected the same drivers behind the increase in sales, excluding the impact of MBDA and our other equity accounted investments.
Operating profit increased 9% (2024 4%) to £2,925m (2024 £2,685m) on a reported currency basis. On an operating sector basis, this reflected the same drivers as underlying EBIT, however, operating profit was impacted by additional costs from the amortisation of acquired intangibles and impairment of equity accounted investments and intangibles, which increased by £70m to £414m in 2025 (2024 £344m), primarily due to the impact of a full 12-months amortisation of intangibles acquired with SMS.
1. The definition and purpose of all performance measures defined by the Group is provided in the Alternative performance measures section on page 40.
2. On a Group basis, £89m (2024 £85m) of profit for the year is attributable to non-controlling interests, with £2,253m (2024 £2,065m) attributable to equity shareholders. On an IFRS basis, £89m (2024 £85m) of profit for the year is attributable to non-controlling interests, with £2,062m (2024 £1,956m) attributable to equity shareholders.
Earnings per share (EPS)
|
As defined by the Group1 |
2025 |
2024 |
|
Underlying earnings for the year attributable to equity shareholders |
£2,253m |
£2,065m |
|
Underlying EPS |
75.2p |
68.5p |
|
|
|
|
|
As derived from IFRS |
2025 |
2024 |
|
Profit for the year attributable to equity shareholders |
£2,062m |
£1,956m |
|
Basic EPS |
68.8p |
64.9p |
As defined by the Group
Underlying EPS increased to 75.2p (2024 68.5p), 12% on a constant currency basis, largely driven by the improved underlying profit for the year, with detailed movements set out in the table below.
As derived from IFRS
Basic EPS increased 6% to 68.8p (2024 64.9p) with the gain in underlying EBIT being offset by the amortisation of programme, customer-related and other intangible assets, and impairment of equity accounted investments and intangible assets, as well as an increase in the Group's effective tax rate.
Movement in underlying EPS
|
|
2025 |
2024 |
||
|
|
pence |
pence |
||
|
As at 1 January |
68.5 |
|
63.2 |
|
|
Foreign exchange |
(1.1 |
) |
(1.0 |
) |
|
Underlying EBIT (excluding impact of M&A activity) |
9.3 |
|
5.7 |
|
|
Impact of M&A activity |
- |
|
0.6 |
|
|
Underlying net finance costs (excluding impact of M&A activity) |
0.1 |
|
(1.4 |
) |
|
Tax |
(1.9 |
) |
1.0 |
|
|
Share repurchases |
0.3 |
|
0.4 |
|
|
As at 31 December |
75.2 |
|
68.5 |
|
Orders
|
As defined by the Group1 |
2025 |
2024 |
||
|
£bn |
£bn |
|||
|
Order intake |
36.8 |
|
33.7 |
|
|
Order backlog |
83.6 |
|
77.8 |
|
|
|
|
|
||
|
As derived from IFRS |
2025 |
2024 |
||
|
£bn |
£bn |
|||
|
Order book2 |
63.1 |
|
60.4 |
|
As defined by the Group
Order intake was £36.8bn, which has lifted order backlog to a record of £83.6bn. Our book to bill ratio was 1.2 and reflected the continued relevance of our diverse geographic footprint and multi-domain capabilities, with all operating sectors recording strong order intake for the year.
Details of awards in the year are covered in the segmental reviews on pages 13 to 21, with significant orders in the year including:
- In Electronic Systems, the £8.7bn of order intake featured c.£2bn from SMS, including orders for missile warning and tracking systems for the US Space Force.
- In Platforms & Services, the £6.2bn of order intake featured strong contract awards for our US combat vehicle programmes of c.£2bn, as well as continued European orders in our Bofors and Hägglunds businesses.
- The Air sector recorded orders totalling £14.6bn. The agreement with Türkiye, to acquire 20 Typhoon aircraft and weapons, amounted to £4.6bn alongside increased orders in US Programmes and Future Combat Air Systems. Our share of orders through MBDA was in excess of £4bn.
- The Maritime sector recognised orders of £5.0bn predominantly for the Submarines business, as well as the next major phase of Canada's River Class destroyer programme and Australia's Hobart Class combat system upgrade.
1. The definition and purpose of all performance measures defined by the Group is provided in the Alternative performance measures section on page 40.
2. Order book represents the transaction price allocated to unsatisfied and partially satisfied performance obligations as defined by IFRS 15 Revenue from Contracts with Customers.
Net debt (excluding lease liabilities)
|
Components of net debt1 |
2025 |
2024 |
||
|
£m |
£m |
|||
|
Cash and cash equivalents |
3,438 |
|
3,378 |
|
|
Debt-related derivative financial instruments (net) |
3 |
|
89 |
|
|
Loans - non-current |
(7,190 |
) |
(7,713 |
) |
|
Loans - current |
(95 |
) |
(699 |
) |
|
Net debt (excluding lease liabilities) |
(3,844 |
) |
(4,945 |
) |
Cash and cash equivalents of £3,438m (2024 £3,378m) are held primarily for management of working capital as well as the repayment of debt securities, pension funding when required and committed shareholder returns.
The Group's net debt (excluding lease liabilities) at 31 December 2025 was £3,844m (2024 £4,945m), a net decrease of £1,101m (2024 increase of £3,923m) from the position at the start of the year, with detailed movements set out in the table below.
Other movements comprised foreign exchange on the Group's US dollar-denominated cash and borrowings, offset by their associated derivatives, and dividends paid to non-controlling interests.
Movement in net debt (excluding lease liabilities)
|
|
2025 |
2024 |
||
|
£m |
£m |
|||
|
As at 1 January |
(4,945 |
) |
(1,022 |
) |
|
Operating business cash flow |
2,787 |
|
3,093 |
|
|
Interest and tax |
(629 |
) |
(588 |
) |
|
Shareholder returns |
(1,529 |
) |
(1,492 |
) |
|
Business transactions and other |
472 |
|
(4,936 |
) |
|
As at 31 December |
(3,844 |
) |
(4,945 |
) |
1. The definition and purpose of all performance measures defined by the Group is provided in the Alternative performance measures section on page 40.
Balance sheet
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
|
Goodwill |
12,732 |
|
13,297 |
|
|
Other intangible assets |
2,513 |
|
2,965 |
|
|
Property, plant and equipment, right-of-use assets and investment property |
6,835 |
|
6,636 |
|
|
Equity accounted investments and other investments |
822 |
|
906 |
|
|
Working capital |
(6,499 |
) |
(6,386 |
) |
|
Lease liabilities net of finance lease receivables |
(1,742 |
) |
(1,817 |
) |
|
Group's share of net IAS 19 post-employment benefits surplus |
844 |
|
768 |
|
|
Net tax assets |
285 |
|
422 |
|
|
Net other financial liabilities |
(9 |
) |
(69 |
) |
|
Net debt (excluding lease liabilities) |
(3,844 |
) |
(4,945 |
) |
|
Net assets |
11,937 |
|
11,777 |
|
Goodwill of £12.7bn (2024 £13.3bn) was a decrease of £0.6bn on the prior year, driven by foreign exchange translation of the Group's US dollar-denominated goodwill.
Other intangible assets of £2.5bn (2024 £3.0bn) was a decrease of £0.5bn on the prior year, driven by amortisation of acquired intangibles of £0.3bn, predominantly due to the assets acquired from Ball Aerospace in 2024, combined with foreign exchange movements.
Property, plant and equipment, right-of‑use assets and investment property was £6.8bn (2024 £6.6bn), an increase of £0.2bn as significant investment in both facilities and expansion of capacity across the Group was offset by the impact of depreciation and foreign exchange.
Equity accounted investments and other investments was £822m (2024 £906m) as the Group's share of profit from its equity accounted investments of £219m was more than offset by dividends received in the year of £304m.
The Group's share of the net IAS 19 post-employment benefits surplus was £0.8bn (2024 £0.8bn), net of a 25% (2024 25%) withholding tax of £0.4bn (2024 £0.4bn). Details of the Group's post-employment benefit schemes are provided in note 6.
Cash flow
|
As defined by Group1 |
2025 |
2024 |
||
|
£m |
£m |
|||
|
Free cash flow |
2,158 |
|
2,505 |
|
|
Operating business cash flow |
2,787 |
|
3,093 |
|
|
|
|
|
||
|
As derived from IFRS |
2025 |
2024 |
||
|
£m |
£m |
|||
|
Net cash flow from operating activities |
3,432 |
|
3,925 |
|
|
Net cash flow from investing activities |
(541 |
) |
(5,269 |
) |
|
Net cash flow from financing activities |
(2,774 |
) |
695 |
|
|
Net increase/(decrease) in cash and cash equivalents |
117 |
|
(649 |
) |
|
Cash and cash equivalents at 1 January |
3,378 |
|
4,067 |
|
|
Effect of foreign exchange rate changes on cash and cash equivalents |
(57 |
) |
(40 |
) |
|
Cash and cash equivalents at 31 December |
3,438 |
|
3,378 |
|
As defined by the Group
Free cash flow of £2,158m (2024 £2,505m) reflected higher than anticipated customer advances towards the end of the year together with good operational cash conversion.
Operating business cash flow of £2,787m (2024 £3,093m) was a decrease of £306m (2024 £125m). Although the Group received significant net customer advances, these were lower than the prior year. The net customer advances were offset by a high level of capital expenditure of £957m (2024 £987m) as we invested in our facilities to increase capacity and efficiency across the Group.
As derived from IFRS
Net cash flow from operating activities was £3,432m (2024 £3,925m), a decrease of £493m (2024 £165m) primarily resulting from lower net customer advances received during the year.
Net cash flow from investing activities was an outflow of £541m (2024 £5,269m). Capital expenditure remained high in the year at £957m (2024 £987m) as we continued to invest in our facilities across the Group. This was offset by dividends from our equity accounted investments, interest and cash proceeds on the partial disposal of our shareholding in Air Astana. The prior year reflected significant M&A investment across a number of acquisitions, including Ball Aerospace, which accounted for a net cash outflow of £4.8bn, as well as capital expenditure of £1.0bn. This was offset by cash proceeds of £194m from non-core business disposals.
Net cash flow from financing activities was an outflow of £2,774m (2024 inflow of £695m), a decrease of £3,469m (2024 increase of £2,883m). Cash returns to shareholders, through dividend and share repurchases amounted to £1,529m (2024 £1,492m). Although dividends increased to £1,027m (2024 £937m), the value of share repurchases was lower at £502m (2024 £555m). During 2025, we repurchased 30m shares under the 2023 share buyback programme (2024 43m shares under the 2022 and 2023 share buyback programmes). The Group repaid debt finance of £562m, compared to a net cash inflow from debt finance of £3,139m in the prior year.
Exchange rates
|
|
Average |
Year end |
||||||
|
|
2025 |
2024 |
2025 |
2024 |
||||
|
£/$ |
1.319 |
|
1.278 |
|
1.345 |
|
1.253 |
|
|
£/€ |
1.167 |
|
1.181 |
|
1.145 |
|
1.210 |
|
|
£/A$ |
2.045 |
|
1.938 |
|
2.017 |
|
2.023 |
|
1. The definition and purpose of all performance measures defined by the Group is provided in the Alternative performance measures section on page 40.
Segmental review
|
|
As defined by the Group1 |
|||||||||||
|
Year ended 31 December 2025 |
Sales |
Underlying EBIT |
Return on sales |
Operating business cash flow |
Order intake |
Order backlog |
||||||
|
£m |
£m |
% |
£m |
£bn |
£bn |
|||||||
|
Electronic Systems |
7,528 |
|
1,162 |
|
15.4 |
% |
1,337 |
|
8.7 |
|
13.6 |
|
|
Platforms & Services |
5,039 |
|
576 |
|
11.4 |
% |
166 |
|
6.2 |
|
15.0 |
|
|
Air |
9,299 |
|
1,108 |
|
11.9 |
% |
904 |
|
14.6 |
|
32.6 |
|
|
Maritime |
6,797 |
|
457 |
|
6.7 |
% |
373 |
|
5.0 |
|
21.3 |
|
|
Cyber & Intelligence |
2,397 |
|
223 |
|
9.3 |
% |
59 |
|
2.7 |
|
2.1 |
|
|
HQ2 |
232 |
|
(204 |
) |
- |
|
(52 |
) |
0.2 |
|
- |
|
|
Deduct Intra-group |
(630 |
) |
- |
|
- |
|
- |
|
(0.6 |
) |
(1.0 |
) |
|
Total |
30,662 |
|
3,322 |
|
10.8 |
% |
2,7873 |
36.8 |
83.6 |
|
||
|
|
As derived from IFRS |
||||||||||
|
Year ended 31 December 2025 |
Revenue |
Operating profit |
Return on revenue |
Net cash flow from operating activities |
|
Order book |
|||||
|
£m |
£m |
% |
£m |
|
£bn |
||||||
|
Electronic Systems |
7,507 |
|
863 |
|
11.5 |
% |
1,571 |
|
|
9.1 |
|
|
Platforms & Services |
5,021 |
|
576 |
|
11.5 |
% |
392 |
|
|
14.6 |
|
|
Air |
7,372 |
|
1,078 |
|
14.6 |
% |
873 |
|
|
18.5 |
|
|
Maritime |
6,579 |
|
431 |
|
6.6 |
% |
673 |
|
|
20.5 |
|
|
Cyber & Intelligence |
2,397 |
|
182 |
|
7.6 |
% |
115 |
|
|
1.4 |
|
|
HQ2 |
52 |
|
(205 |
) |
- |
|
4 |
|
|
- |
|
|
Deduct Intra-group |
(592 |
) |
- |
|
- |
|
- |
|
|
(1.0 |
) |
|
Deduct Tax4 |
- |
|
- |
|
- |
|
(196 |
) |
|
- |
|
|
Total |
28,336 |
|
2,925 |
|
10.3 |
% |
3,432 |
|
|
63.1 |
|
1. The definition and purpose of all performance measures defined by the Group is provided in the Alternative performance measures section on page 40.
2. HQ comprises the Group's head office activities, together with a 17% interest in Air Astana up to the date of disposal of a portion of the shareholding. The remaining 7% share is no longer equity accounted by the Group.
3. At a Group level, the key cash flow metric is free cash flow (see Alternative performance measures on page 40). In 2025, free cash flow was £2,158m (2024 £2,505m).
4. Tax is managed on a Group-wide basis.
Segmental performance: Electronic Systems
Electronic Systems, with 22,4001 employees, comprises our US- and UK-based Electronic Systems business and our US-based Space & Mission Systems business.
Financial performance
|
Financial performance measures defined by Group2 |
|
Financial performance measures derived from IFRS |
||||||||||||
|
|
2025 |
2024 |
Variance3 |
|
|
2025 |
2024 |
Variance3 |
||||||
|
Sales |
£7,528m |
£7,189m |
+8 |
% |
|
Revenue |
£7,507m |
£7,186m |
+4 |
% |
||||
|
Underlying EBIT |
£1,162m |
£1,071m |
+12 |
% |
|
Operating profit |
£863m |
£708m |
+22 |
% |
||||
|
Return on sales |
15.4 |
% |
14.9 |
% |
+50 bps |
|
Return on revenue |
11.5 |
% |
9.9 |
% |
+160 bps |
||
|
Operating business cash flow |
£1,337m |
£801m |
£536m |
|
Cash flow from operating activities |
£1,571m |
£1,044m |
£527m |
||||||
|
Order intake |
£8.7bn |
£7.3bn |
£1.4bn |
|
|
|
|
|
||||||
|
Order backlog |
£13.6bn |
£12.7bn |
£0.9bn |
|
Order book |
£9.1bn |
£8.6bn |
£0.5bn |
||||||
- The Electronic Systems sector booked orders of £8.7bn, featuring c.£2bn from our SMS business including missile warning and tracking satellite systems for the US Space Force.
- Sales increased by 8%, benefitting from a full year of SMS sales, alongside increased demand across the sector.
- Growth in underlying EBIT of 12% reflected an increased return on sales of 15.4%, including a strong contribution from SMS.
- Operating cash flow was £1,337m, reflecting strong operational cash conversion and cash advances from customers.
1. Including share of equity accounted investments.
2. The definition and purpose of all performance measures defined by the Group are provided in the Alternative performance measures section on page 40.
3. Growth rates for sales and underlying EBIT are on a constant currency basis. All other growth rates and year-on-year movements are on a reported currency basis.
Operational performance
Demand was strong across our Electronic Systems customer base in 2025 as evidenced by our order intake. We supported customers on key electronic warfare and precision-guided munition programmes, while pursuing and maturing innovative capabilities. In commercial avionics, airline traffic continues to grow globally, resulting in stronger demand for our OEM products and aftermarket services.
Our SMS business is delivering strong programme performance centred on customer relationships and growth, particularly in military space. Core defence programmes remain aligned with US Government priorities and we are leveraging our proven capabilities in tactical space systems in response to increasing demand.
Key operational points for the year
- Our SMS team supported the launch of NASA's Carruthers Geocorona Observatory and NOAA's Space Weather Follow On L-1 spacecraft. We leveraged commercial best practices to design and build both satellites and are supporting mission operations to study and monitor space weather.
- We celebrated the launch of NASA's SPHEREx Observatory, equipped with the BAE Systems-built spacecraft bus, telescope and RAD750® single-board computer, subsequently seeing "first light" images from the mission.
- We introduced our new ElevationTM spacecraft product line, featuring common system components and defined configurations for enhanced affordability and rapid deployment. The Trek bus variant was selected to support our recent contract to build the next-generation Resilient Missile Warning & Tracking (RMWT) satellite system.
- The US Space Force formally accepted the Weather System Follow-on-Microwave satellite into operations. As the mission prime, we built the spacecraft bus and microwave imager and are performing mission operations supporting critical, time-sensitive data to enhance weather forecasting for military operations.
- The Air Force Research Laboratory awarded our SMS team the FORGE-IT contract to continue development and deployment of the Battlefield Assisted Trauma Distributed Operations Kit to enhance time-sensitive medical care on the battlefield.
- Our EA-37B programme team is executing contracts, including for international support, valued at more than $1.45bn (£1.1bn). Under Baseline 3, we are focused on cross-decking the prime mission equipment and have delivered five aircraft for formal testing and training. Future baselines are in development to evolve the electro-magnetic attack capability.
- Our Eagle Passive Active Warning Survivability System was successfully fielded, with two F-15Es delivered to RAF Lakenheath in the UK, and we are under contract for full-rate production.
- The F-35 Lightning II programme delivered approximately 180 electronic warfare suites to Lockheed Martin, including 100 of the Block 4 configuration.
- We delivered the 1,000th infrared seeker to Lockheed Martin for integration on the Terminal High Altitude Area Defense (THAAD) interceptor missile. In response to increased demand, the THAAD 2-Color Infrared Seeker development programme is underway to field next-generation capabilities to defeat evolving threats.
- The AN/ARC-231A Multi-mode Aviation Radio Set has completed initial installation and is operationally ready for use on select US Army rotary-wing aircraft. This milestone marks a major step forward in equipping warfighters with an advanced, secure and fast-operating communications solution to inform key decisions in the field.
Strategic and order highlights
- Our SMS team secured a $1.2bn (£0.9bn) US Space Systems Command contract for the RMWT - Medium Earth Orbit Epoch 2 programme to build the next-generation RMWT satellite system. As the mission prime, we will develop and integrate multiple satellite buses and payloads and provide ground command, control and mission operation capabilities.
- We are building the spacecraft bus for NOAA's upcoming Space Weather Next L1 Series mission under a $230m (£174m) contract to continue providing valuable data to NOAA's Space Weather Prediction Center.
- Under the FORGE C2 contract, worth $151m (£114m), we are developing a next-generation ground system for US Space Force missile-warning satellites.
- We secured a $322m (£244m) order for Advanced Precision Kill Weapon System (APKWS®) laser-guidance kits under the follow-on, five-year $1.7bn (£1.3bn) Indefinite Delivery, Indefinite Quantity contract awarded in August. We continue to demonstrate APKWS counter-UAS capability, recently in conjunction with the Group's Malloy platforms.
- We secured a low rate initial production contract from the US Navy to produce three units of the Advanced Survivability Pods for P-8 Poseidon aircraft.
- The Common Missile Warning System programme is executing on $250m (£190m) of foreign military sales contracts, with a further $138m (£105m) received in December.
- The Long-Range Anti-Ship Missile programme continues production deliveries for Lots 7 and 8 and has been awarded a $360m (£273m) contract for the large lot procurement effort, which includes the C1 baseline configuration.
- We secured a $129m (£98m) follow-on production order from Data Link Solutions, our joint venture with Collins Aerospace, Inc., under its US Navy contract to deliver the Multifunctional Information Distribution System Joint Tactical Radio System on production Lot 14.
Looking forward
- Our Electronic Systems sector remains positioned for growth in the medium term through its diverse portfolio of defence and commercial products and innovative capabilities for US and international customers.
- Over the long term, we are poised to benefit from our technology strengths spanning precision weaponry, space resilience, hyper-velocity projectiles, autonomous platforms and the development of multi-domain capabilities. We are also expanding our engineering and manufacturing capacity to grow our position in the emerging market for energy storage and power management solutions to support aircraft electrification.
- In SMS, we continue to drive growth by expanding product lines from spacecraft and payloads to ground systems. We are collaborating across segments to identify and deliver combined capabilities to address customers' mission needs and capture new and adjacent opportunities, such as those of the US Golden Dome missile defence initiative.
Segmental performance: Platforms & Services
Platforms & Services, with 12,1001 employees and operations in the US, Sweden and the UK, manufactures and upgrades combat vehicles, weapons and munitions, and delivers services and sustainment activities, including US naval ship repair and the management and operation of two government-owned, contractor-operated ammunition plants.
Financial performance
|
Financial performance measures defined by Group2 |
|
Financial performance measures derived from IFRS |
||||||||||||
|
|
2025 |
2024 |
Variance3 |
|
|
2025 |
2024 |
Variance3 |
||||||
|
Sales |
£5,039m |
£4,390m |
+17 |
% |
|
Revenue |
£5,021m |
£4,344m |
+16 |
% |
||||
|
Underlying EBIT |
£576m |
£448m |
+30 |
% |
|
Operating profit |
£576m |
£456m |
+26 |
% |
||||
|
Return on sales |
11.4 |
% |
10.2 |
% |
+120 bps |
|
Return on revenue |
11.5 |
% |
10.5 |
% |
+100 bps |
||
|
Operating business cash flow |
£166m |
£732m |
£(566)m |
|
Cash flow from operating activities |
£392m |
£976m |
£(584)m |
||||||
|
Order intake |
£6.2bn |
£7.4bn |
£(1.2)bn |
|
|
|
|
|
||||||
|
Order backlog |
£15.0bn |
£14.3bn |
£0.7bn |
|
Order book |
£14.6bn |
£13.6bn |
£1.0bn |
||||||
- Order intake of £6.2bn included significant orders in Europe for our Hägglunds and Bofors businesses and c.£2bn of US combat vehicle orders. The segment closed the year with order backlog of £15.0bn, which has resulted from the significant demand in Europe for both CV90 and BVS10 over the last few years.
- Sales recorded the highest growth across the Group in the year, at 17%, with European growth from Hägglunds and Bofors at 32%, while the US combat vehicle business grew 15%.
- Underlying EBIT grew 30% which reflected an increased return on sales of 11.4% as production volumes increased.
- The reduction in operating business cash flow reflected the timing of customer advances, with those received in the prior year unwinding into the supply chain.
1. Including share of equity accounted investments.
2. The definition and purpose of all performance measures defined by the Group are provided in the Alternative performance measures section on page 40.
3. Growth rates for sales and underlying EBIT are on a constant currency basis. All other growth rates and year-on-year movements are on a reported currency basis.
Operational performance
With a strong order backlog across our diverse portfolio of innovative products and services, we remain dedicated to delivering on our customer commitments, driving operational excellence and investing in infrastructure to maintain a solid foundation for sustained growth. We continue to scale our Combat Mission Systems and Maritime Solutions (formerly US Ship Repair) divisions to support the US maritime industrial base, enhancing our manufacturing capabilities by upgrading welding, machining and heavy-lift capacity to support submarine construction and component fabrication.
We marked multiple milestones to expand our production capacity, spanning facilities in Sheffield, UK; Jacksonville, Florida; Minneapolis, Minnesota; and across our Swedish sites. Our Hägglunds business continues to ramp up efforts to meet customer expectations and transition current programmes from development to delivery in line with agreed schedules.
Key operational points for the year
- Our AMPV programme celebrated its 500th delivery milestone during the year and is executing under full-rate production toward meeting the US Army's plan to field approximately 3,000 AMPVs in its Armored Brigade Combat Team formations.
- We directed R&D efforts into developing a series of AMPV capability kits to advance future combat innovations, including counter-UAS detection and targeting, ground autonomy and uncrewed turrets.
- We partnered with the US Army to advance our capabilities through successful tests of the Scorpio-XR extended range projectile that more than doubled the precision range of existing cannon artillery munitions.
- Our Hägglunds team marked key milestones with the first CV9030 MkIV infantry fighting vehicle unveiled for the Czech Republic and the first three BvS10 vehicles presented to Sweden, Germany and the UK.
- We announced a license agreement with Wojskowe Zakłady Motoryzacyjne SA for in-country fleet support of Poland's M88A2s and signed a Memorandum of Understanding with Champion Auto to pursue sustainment opportunities in Taiwan. We also continued to deliver Bradleys to Croatia and M88A2s to Poland.
- We renamed our Maritime Solutions business to reflect its broader mission to serve a wide range of military and commercial customers. Our Jacksonville, Florida, shipyard continued fabrication work for Virginia- and Columbia-class submarines and Arleigh Burke-class destroyers. Our Jacksonville team commenced operations in June of its new shiplift and land-level repair facility that expanded capacity beyond its existing operational drydock and increased support of submarine construction.
- Our Ordnance Systems Inc. team continues to progress the new Nitrocellulose Facility at the Radford Army Ammunition Plant. The endurance run was successfully completed.
- In the UK, we opened our Sheffield facility where we will initially deliver M777 howitzers, with plans to evolve to develop and produce a range of combat systems to support the UK Government's ambitions to revitalise and sustain UK artillery capacity.
Strategic and order highlights
- Our Bofors business signed a framework agreement with Latvia to supply 18 ARCHER Mobile Howitzers and Sweden procured another 18 ARCHERs as part of a military support package.
- Our Bofors business secured its first order from Sweden for TRIDON Mk2 systems, a highly adaptable, cost-effective solution designed to provide rapid counter-UAS capabilities that are currently operational in Europe.
- Our Hägglunds business won a $450m (£341m) contract to deliver 44 additional CV90MkIIIC vehicles to Denmark.
- Our Combat Mission Systems team secured a number of orders across its vehicle portfolio, including contracts for more than $360m (£273m) from the US Marine Corps for Amphibious Combat Vehicles (ACVs), two long-lead awards worth approximately $550m (£417m) to produce additional AMPVs, and a $396m (£300m) contract from the US Army to produce additional upgraded Bradley A4 vehicles.
- We also received two multi-year contracts from the US Army totalling more than $973m (£738m) for M109A7 Paladin Self-Propelled Howitzer sets.
- Across our US shipyards, we won approximately $1.0bn (£0.8bn) in US Navy contracts featuring awards for the USS Somerset, USS Oak Hill, USS Forrest Sherman and USS The Sullivans.
Looking forward
- We continue to shape our business to deliver on increased demand from US and international customers for production and sustainment of combat vehicles and artillery systems. The AMPV, M109A7, M88, Bradley and ACVs in our US vehicle portfolio are gaining increased international interest due to their proven capabilities.
- In our maritime businesses, we are focused on sustaining our naval gun, missile launch and submarine positions, as well as US Navy ship repair, modernisation and growing fabrication activities.
- Across our Swedish businesses, we continue to build a growing pipeline of opportunities for the CV90, BvS10 and Beowulf from Hägglunds, as well as for artillery, naval and air defence systems and munitions from Bofors.
Segmental performance: Air
Air, with 30,6001 employees, comprises our UK‑based aircraft build and support activities for European and international markets, US programmes, development of our Future Combat Air System and FalconWorks®, alongside our business in the Kingdom of Saudi Arabia and interests in our joint ventures: Edgewing, Eurofighter and MBDA.
Financial performance
|
Financial performance measures defined by Group2 |
|
Financial performance measures derived from IFRS |
||||||||||||
|
|
2025 |
2024 |
Variance3 |
|
|
2025 |
2024 |
Variance3 |
||||||
|
Sales |
£9,299m |
£8,519m |
+9 |
% |
|
Revenue |
£7,372m |
£6,880m |
+7 |
% |
||||
|
Underlying EBIT |
£1,108m |
£1,007m |
+10 |
% |
|
Operating profit |
£1,078m |
£1,009m |
+7 |
% |
||||
|
Return on sales |
11.9 |
% |
11.8 |
% |
+10 bps |
|
Return on revenue |
14.6 |
% |
14.7 |
% |
-10 bps |
||
|
Operating business cash flow |
£904m |
£1,243m |
£(339)m |
|
Cash flow from operating activities |
£873m |
£1,359m |
£(486)m |
||||||
|
Order intake |
£14.6bn |
£8.3bn |
£6.3bn |
|
|
|
|
|
||||||
|
Order backlog |
£32.6bn |
£26.8bn |
£5.8bn |
|
Order book |
£18.5bn |
£15.6bn |
£2.9bn |
||||||
- The Air sector had a strong year with good growth in sales and underlying EBIT, high order intake and a material step up in our order backlog.
- Sales increased by 9%, mainly driven by our Future Combat Air System programme, MBDA and European & International Markets, which flowed through to underlying EBIT,generating a return on sales of 11.9%.
- Operating cash flow was £904m. The lower level compared to 2024 reflected advance payments in the prior year, which were flowed to our supply chain in 2025.
- Order intake was £14.6bn, a 76% increase, which reflected high demand for our capabilities and services. This increased our order backlog by 22% to £32.6bn.
1. Including share of equity accounted investments.
2. The definition and purpose of all performance measures defined by the Group are provided in the Alternative performance measures section on page 40.
3. Growth rates for sales and underlying EBIT are on a constant currency basis. All other growth rates and year-on-year movements are on a reported currency basis.
Operational performance
We continue to work with our UK and international customers to support their existing platforms and provide new enhanced capabilities. Deliveries of Typhoon aircraft to Qatar were completed in the year, alongside support to the in-service fleet. Our US Programmes business remains focused on delivery execution across all production lines. Our Future Combat Air Systems and FalconWorks® organisations continue to invest in our people, facilities and cutting-edge technologies to deliver disruptive capabilities to our customers.
Key operational points for the year
- We delivered the final two Typhoon aircraft to Qatar during the year, bringing the Qatari Emiri Air Force fleet total to 24. We also continue to deliver Typhoon major units in support of core European customer orders, with 13 completed during the year.
- Our US Programmes business completed 153 AFTs in 2025. The current Production Lots 18/19 support the continuation of production deliveries at Samlesbury, UK, through to 2027.
- The Royal Navy selected our all-electric Malloy T-150 UAS to transport vital supplies between UK Carrier Strike Group ships for the first time during their deployment to the Indo-Pacific.
- We continue to progress construction of the UK's Flying Combat Air Demonstrator, which will test next-generation skills, tools, processes and techniques needed to underpin GCAP and the entry into service of the core aircraft platform, which will be called Tempest in the UK. In July, alongside our industry partners and the Ministry of Defence, we revealed the design as the aircraft reached a major milestone, with two-thirds of its structural weight in manufacturing.
Strategic and order highlights
- In October, the Republic of Türkiye and the UK Government signed a c.£5.4bn agreement which included the purchase of 20 Typhoon aircraft along with an associated weapons package. We will be the prime contractor and will manufacture major airframe components, undertake final assembly of the aircraft and lead the weapons integration. We continue to work with the two governments to secure a contract for future support of the aircraft.
- We also secured further European Typhoon major units orders for Germany (20) and Italy (8), totalling c.£0.8bn.
- We were awarded a contract for the full production of the new European Common Radar System Mk2 advanced radar for the Royal Air Force's Typhoon aircraft from the UK Ministry of Defence worth £454m.
- We launched Edgewing, a joint venture with our international partners, Leonardo (Italy) and JAIEC (Japan), on GCAP. The new company, based in Reading, UK, will be accountable for the design and development of the next-generation combat aircraft and will remain the design authority for the life of the product, which is expected to go out beyond 2070.
- Concept and assessment work on GCAP continues with our international industry partners in all three nations under their respective national contracts. We received a further £1.0bn of funding on the UK assessment phase contract in the first half of the year.
- We created BAE Systems Arabian Industries Ltd by merging two of our existing portfolio companies, enhancing our visibility and participation within the military industry sector while creating further opportunity; in accordance with our long-term strategy to support the Kingdom of Saudi Arabia.
- MBDA continued to secure significant orders through 2025, including further production orders with the French Air Force, Italian Air Force and Army, German Armed Forces and the UK Royal Navy for ASTER 15 & 30 Block 1 missile; Indian Navy Rafale weapon package order for the METEOR Beyond Visual Range Air-to-Air Missile (BVRAAM), MICA, SCALP and EXOCET AM39; and a South Korean production order for the METEOR BVRAAM, which will enable the Air Force to benefit from a common stockpile for both KF-21 and F-35. The Lancaster House 2.0 Declaration at the 37th Franco-British Summit in July 2025 saw both the UK and French Armed Forces confirm their continued support for Future Cruise/Anti-Ship Weapon development, now re-named as STRATUS Low Observable & Rapid Strike.
Looking forward
- GCAP is a strategically important partnership that will not only drive innovation and technological advancement but also promote significant economic activity in the UK, Japan and Italy, with the aim of securing the future of their respective combat air industries for decades.
- We will continue to focus on ensuring that Typhoon major units and support deliverables are made in line with customer expectations. Future Typhoon production and support sales are underpinned by existing contracts. We continue to pursue future sales of Typhoon.
- We expect to sustain production of the rear fuselage assemblies for the F-35 at current levels of approximately 150 aft fuselages per year. Negotiations continue with Lockheed Martin to secure the full value of Lots 20-22, which will continue production to 2030.
- In the Kingdom of Saudi Arabia, the In-Kingdom Industrial Participation programme continues to make good progress consistent with our long-term strategy, while supporting the Kingdom's National Transformation Plan and Vision 2030. This includes a further package of industrialisation agreed in 2025 on our Saudi British Defence Co-operation Programme. We expect our Saudi in-Kingdom support business to remain stable, underpinned by long-standing contracts, while we continue to address the Kingdom's current and future combat air requirements.
- MBDA is well placed to benefit from increased defence spending in Europe and internationally and is investing in critical resources accordingly. The business has a strong order backlog, and development programmes continue to enhance the long-term capabilities of the business in air, land, sea and space domains.
Segmental performance: Maritime
Maritime, with 31,9001 employees, comprises our UK‑based maritime and land activities, including ship build and support activities, major submarine build programmes, as well as our Australian business and interest in our RBSL joint venture.
Financial performance
|
Financial performance measures defined by Group2 |
|
Financial performance measures derived from IFRS |
||||||||||||
|
|
2025 |
2024 |
Variance3 |
|
|
2025 |
2024 |
Variance3 |
||||||
|
Sales |
£6,797m |
£6,187m |
+11 |
% |
|
Revenue |
£6,579m |
£6,002m |
+10 |
% |
||||
|
Underlying EBIT |
£457m |
£474m |
-3 |
% |
|
Operating profit |
£431m |
£465m |
-7 |
% |
||||
|
Return on sales |
6.7 |
% |
7.7 |
% |
-100 bps |
|
Return on revenue |
6.6 |
% |
7.7 |
% |
-110 bps |
||
|
Operating business cash flow |
£373m |
£436m |
£(63)m |
|
Cash flow from operating activities |
£673m |
£734m |
£(61)m |
||||||
|
Order intake |
£5.0bn |
£8.7bn |
£(3.7)bn |
|
|
|
|
|
||||||
|
Order backlog |
£21.3bn |
£23.2bn |
£(1.9)bn |
|
Order book |
£20.5bn |
£22.3bn |
£(1.8)bn |
||||||
- Order intake of £5.0bn included increased funding for our Submarines business as well as the next major phase of Canada's River Class destroyer programme. The prior year included £4.6bn for Batch 1 of the Hunter Class frigates which are now under construction.
- The Maritime segment recorded double-digit sales growth of 11% as construction continued across major programmes including Dreadnought, Type 26 and Hunter Class frigates, and design work for SSN-AUKUS.
- The lower return on sales of 6.7% reflects the early stage maturity of the Maritime portfolio with several first-in-class programmes trading at relatively low margins as we invest in in additional capacity and capability both within our shipyards and the supply chain to support programme delivery.
1. Including share of equity accounted investments.
2. The definition and purpose of all performance measures defined by the Group are provided in the Alternative performance measures section on page 40.
3. Growth rates for sales and underlying EBIT are on a constant currency basis. All other growth rates and year-on-year movements are on a reported currency basis.
Operational performance
Our major Maritime platforms continue to progress through their long-term programmes. With five of the seven Astute Class submarines delivered to the Royal Navy, work continues on the remaining two boats and on the construction on the four Dreadnought Class submarines. We also continue to deliver in accordance with our SSN-AUKUS contracts. Construction of the initial five UK Type 26 frigates continues, and more than half of the units on the first Australian Hunter Class frigate are in production. We also continue to deliver on customer requirements in both munitions and services.
Key operational points for the year
- In September, His Majesty King Charles III commissioned the sixth Astute Class submarine, Agamemnon, into service with the Royal Navy. Agamemnon continues to progress through its in-water phase, while we also continue construction on the final vessel in the class.
- We continue to make progress on the four Dreadnought Class submarines, with advancing levels of construction underway on the first three boats. In September, we cut steel on Boat 4 at our site in Barrow-in-Furness, UK, and commenced early stage construction activities.
- We are progressing the Type 26 frigate programme of eight ships for the Royal Navy. Investment in additional capacity and capability continues both within our shipyards and the supply chain to support programme delivery. Focus remains on the achievement of key milestones in advance of sea trials for the first of class.
- During the year, Her Royal Highness The Princess of Wales officially named HMS Glasgow at a ceremony in the UK. HMS Glasgow and HMS Cardiff, the first two ships in class, are docked at our Scotstoun shipyard and are progressing through final outfit. HMS Belfast and HMS Birmingham are both under construction in our new Janet Harvey Hall. Units for the fifth ship are also being constructed at our shipyard in Govan.
- October 2025 marked the first full year of RECODE, an eight-year availability support programme signed in 2024. RECODE continues to adapt to the changing operational needs of the Royal Navy, achieving 99% combat systems equipment availability across the fleet against a target of 95%. Modernisation of our Combat Management System is using new development principles to deliver capability into operation quickly.
- In Australia, construction of the Hunter Class frigate is progressing with 45 of the 78 units of the first ship in production.
- Significant upgrade work is underway at our Osborne shipyard on the first Air Warfare destroyer, HMAS Hobart. HMAS Parramatta, the final Anzac Class frigate, undergoing the Midlife Capability Assurance Programme, is in the final stages of production and commissioning, with full handover to the Royal Australian Navy scheduled in 2026.
- The upgrade programme for the Royal Australian Air Force's Hawk aircraft is approaching conclusion with installation of 32 of the 33 engines completed.
- Over the past 12 months, our teams based at Portsmouth Naval Base continued to work side by side with the Royal Navy to support the nation's defence ambitions at home and abroad. From the Carriers, the Type 23 frigates and Type 45 destroyers, to the batch 1 offshore patrol vessels and the Hunt Class mine countermeasure ships - we continue to service and maintain the critical assets that keep the UK safe.
- Our teams ensured HMS Prince of Wales and HMS Dauntless were prepared and ready to deploy as part of the Royal Navy's UK Carrier Strike Group in April.
- In RBSL, vehicle deliveries continue under the Boxer programme, with 15 UK-built vehicles to date. On the Challenger 3 programme, focus remains on design maturity to facilitate the transition to full production. A total of six prototype tanks have been delivered with another two in build.
Strategic and order highlights
- The Canadian Government announced that it will work with Australia to establish an Arctic Over The Horizon Radar capability. As the enterprise partner for Australia's over the horizon radar system, JORN, we will support the Government in this important agreement.
- The initial mobilisation phase of the SSN-AUKUS programme in Australia has commenced to support the future build of the SSN-AUKUS fleet of conventionally armed, nuclear-powered submarines for the Royal Australian Navy.
- We signed a contract with Canada's Irving Shipbuilding Inc., marking the start of the next major phase on the River Class destroyer programme. The ship is based on the Type 26 platform with specified design changes to meet the Royal Canadian Navy's requirements. Under this new contract, we will provide support and consultancy services throughout the build phase.
- We signed a new strategic partnership with PGZ to establish a new ammunitions factory in Poland to produce 155mm artillery ammunition. This is aimed at increasing the nation's production of ammunition.
Looking forward
- Our Submarines business is executing across three long-term programmes: Astute; Dreadnought; and SSNA. Our focus remains on strengthening our workforce, supply chain and infrastructure to provide the capability, capacity and resilience required to deliver these long-term programmes.
- Preparations to start construction of the sixth Type 26 frigate, HMS Newcastle, are well underway with long-lead equipment items already in progress.
- In Australia, we are a key partner to the Commonwealth in the delivery of its National Defence Strategy, which seeks a strategy of denial and an integrated, focused force. AUKUS nuclear-powered submarines, an enhanced lethality surface fleet, strategic surveillance and long-range strike are prioritised in the Integrated Investment Plan which supports this.
- We will continue to work alongside ASC Pty Ltd to deliver initial mobilisation activities to support Australia's SSN-AUKUS submarines programme.
Segmental performance: Cyber & Intelligence
Cyber & Intelligence, with 10,5001 employees, comprises our US‑based Intelligence & Security business and UK‑headquartered Digital Intelligence business and covers the Group's cyber security activities for national security, central government and government enterprises.
Financial performance
|
Financial performance measures defined by Group2 |
|
Financial performance measures derived from IFRS |
||||||||||||
|
|
2025 |
2024 |
Variance3 |
|
|
2025 |
2024 |
Variance3 |
||||||
|
Sales |
£2,397m |
£2,411m |
+2 |
% |
|
Revenue |
£2,397m |
£2,411m |
-1 |
% |
||||
|
Underlying EBIT |
£223m |
£199m |
+15 |
% |
|
Operating profit |
£182m |
£182m |
- |
% |
||||
|
Return on sales |
9.3 |
% |
8.3 |
% |
+100 bps |
|
Return on revenue |
7.6 |
% |
7.5 |
% |
+10 bps |
||
|
Operating business cash flow |
£59m |
£139m |
£(80)m |
|
Cash flow from operating activities |
£115m |
£194m |
£(79)m |
||||||
|
Order intake |
£2.7bn |
£2.4bn |
£0.3bn |
|
|
|
|
|
||||||
|
Order backlog |
£2.1bn |
£1.8bn |
£0.3bn |
|
Order book |
£1.4bn |
£1.3bn |
£0.1bn |
||||||
- The Cyber & Intelligence segment recorded £2.7bn of new orders.
- Sales grew by 2%3, predominantly related to counter-UAS sales in our Digital Intelligence business following the acquisition of Kirintec in the prior year.
- Underlying EBIT of £223m reflected an increased return on sales of 9.3%.
1. Including share of equity accounted investments.
2. The definition and purpose of all performance measures defined by the Group are provided in the Alternative performance measures section on page 40.
3. Growth rates for sales and underlying EBIT are on a constant currency basis. All other growth rates and year-on-year movements are on a reported currency basis.
Operational performance
Our US-based Intelligence & Security business delivered solid performance amid shifting US Government priorities, an increasingly competitive defence technology landscape, as well as furloughs on some programmes due to the US Government shutdown. Despite these headwinds, we continued to align closely with evolving customer requirements and national security priorities to drive faster, more cost-effective and resilient outcomes for our customers.
In our UK-based Digital Intelligence business, we continue to work collaboratively to collect, connect and understand complex data for governments, nation states, armed forces and commercial businesses in both the UK and international markets.
Key operational points for the year
- Our Intelligence & Security business brought together Bohemia Interactive Simulations, TerraSim and Pitch Technologies to launch BAE Systems OneArc, a commercial defence technology business focused on delivering synthetic environments to transform modern battlespace simulation.
- We are using OneArc's VBS4 platform to develop an AI-enabled embedded training capability for the Bradley Fighting Vehicle that integrates virtual and real-world systems to improve readiness, reduce costs and advance the US armed forces' digital modernisation goals.
- Our Intelligence & Security business also launched its Velhawk zero-trust cyber security solution to provide customers cyber resilience, accelerated cyber response and optimised working efficiency.
- We continue to expand our presence on the Instrumentation Range Support Program, providing support to dozens of ranges for the US Army, Navy, Air Force, Space Force, Department of Energy, NASA and various international ranges.
- In our Digital Intelligence business, we achieved the successful launch of our first low earth orbit satellite cluster, Azalea, at the end of November. This capability will provide defence, national security and civil sectors with sovereign space-based intelligence, surveillance and reconnaissance to enhance decision-making around today's threats.
- In our National Security & Government division, we focused on mobilising new frameworks secured in 2024. Our Defence division continues to progress campaigns for key programmes and secured an important international order for assessment of core C4 capability for a sovereign client.
- Following the acquisition of Kirintec in 2024, we continued to identify opportunities to exploit our electronic warfare and counter-UAS products alongside other complementary capabilities within our Digital Intelligence business and the wider Group. Kirintec specialises in cyber and electromagnetic activities, counter-improvised explosive devices and counter-UAS products for military customers.
Strategic and order highlights
- Our Air and Space Force Solutions business was awarded a $238m (£180m) Systems Engineering and Evaluation, Systems Analysis Worldwide VIII contract, continuing our 28-year legacy on the programme.
- Our Integrated Defense Solutions team grew the Strategic Systems Program by more than 20% year-on-year in support of the submarine nuclear deterrence mission. The team was selected to provide weapon systems engineering and integration services for the nuclear armed Sea-Launched Cruise Missile programme and completed weapon system integration activities on the Columbia and Dreadnought submarine construction programmes.
Looking forward
- Our Intelligence & Security business maintains a pipeline of qualified business opportunities aligned to current US Government priorities.
- We seek to accelerate growth by using AI, automation and autonomy to modernise offerings in digital labour, counter-UAS and UAS, decision advantage and platform digitisation.
- In our UK Digital Intelligence business, we continue to progress our transformation roadmap to ensure we are well placed to take advantage of more favourable conditions in the medium to long term resulting from anticipated increases in defence spending across our existing and target markets. We are continuing to drive operational efficiencies through system integration and the simplified organisational structure embedded at the beginning of the year.
- In our UK Digital Intelligence business, investment in our product portfolio continues with good progress made on developing cross-domain products for the US and other international markets, low earth orbit satellites and multi-domain network solutions for the defence market.
- Through Kirintec, we will continue to identify opportunities for our counter-UAS products and complimentary capabilities for military customers.
Consolidated income statement
for the year ended 31 December
£m
|
|
|
2025 |
|
2024 |
||||||
|
|
Note |
£m |
Total |
|||||||
|
|
£m |
Total £m |
||||||||
|
Continuing operations |
|
|
|
|
|
|
||||
|
Revenue |
2 |
|
28,336 |
|
|
|
26,312 |
|
||
|
Operating costs |
|
|
(25,838 |
) |
|
|
(24,106 |
) |
||
|
Other income |
|
|
233 |
|
|
|
266 |
|
||
|
Share of results of equity accounted investments |
|
|
194 |
|
|
|
213 |
|
||
|
Operating profit |
2 |
|
2,925 |
|
|
|
2,685 |
|
||
|
Finance income |
|
135 |
|
|
|
135 |
|
|
||
|
Finance costs |
|
(488 |
) |
|
|
(488 |
) |
|
||
|
Net finance costs |
3 |
|
(353 |
) |
|
|
(353 |
) |
||
|
Profit before tax |
|
|
2,572 |
|
|
|
2,332 |
|
||
|
Tax expense |
4 |
|
(421 |
) |
|
|
(291 |
) |
||
|
Profit for the year |
|
|
2,151 |
|
|
|
2,041 |
|
||
|
|
|
|
|
|
|
|
||||
|
Attributable to: |
|
|
|
|
|
|
||||
|
Equity shareholders |
|
|
2,062 |
|
|
|
1,956 |
|
||
|
Non-controlling interests |
|
|
89 |
|
|
|
85 |
|
||
|
|
|
|
2,151 |
|
|
|
2,041 |
|
||
|
|
|
|
|
|
|
|
||||
|
Earnings per share |
5 |
|
|
|
|
|
||||
|
Basic earnings per share |
|
|
68.8p |
|
|
64.9p |
||||
|
Diluted earnings per share |
|
|
68.0p |
|
|
64.1p |
||||
Consolidated statement of comprehensive income
for the year ended 31 December
|
|
2025 |
|
2024 |
||||||||||
|
|
Other reserves |
Retained earnings |
Total |
|
Other reserves |
Retained earnings |
Total |
||||||
|
|
£m |
£m |
£m |
|
£m |
£m |
£m |
||||||
|
Profit for the year |
- |
|
2,151 |
|
2,151 |
|
|
- |
2,041 |
2,041 |
|||
|
Other comprehensive income |
|
|
|
|
|
|
|
||||||
|
Items that will not be reclassified to the income statement: |
|
|
|
|
|
|
|
||||||
|
Consolidated: |
|
|
|
|
|
|
|
||||||
|
Remeasurements on post-employment benefit schemes |
- |
|
(7 |
) |
(7 |
) |
|
- |
|
414 |
|
414 |
|
|
Remeasurements on other investments |
- |
|
12 |
|
12 |
|
|
- |
|
- |
|
- |
|
|
Tax on items that will not be reclassified to the income statement |
- |
|
(28 |
) |
(28 |
) |
|
- |
|
(25 |
) |
(25 |
) |
|
Share of the other comprehensive (expense)/income of associates and joint ventures accounted for using the equity method (net of tax) |
- |
|
(3 |
) |
(3 |
) |
|
- |
|
15 |
|
15 |
|
|
Items that may be reclassified to the income statement: |
|
|
|
|
|
|
|
||||||
|
Consolidated: |
|
|
|
|
|
|
|
||||||
|
Currency translation on foreign currency net investments |
(608 |
) |
- |
|
(608 |
) |
|
4 |
|
- |
|
4 |
|
|
Reclassification of cumulative currency translation reserve on divestment of interest in equity accounted investments and other business disposals |
21 |
|
- |
|
21 |
|
|
3 |
|
- |
|
3 |
|
|
Fair value gain/(loss) arising on hedging instruments during the year |
44 |
|
- |
|
44 |
|
|
(36 |
) |
- |
|
(36 |
) |
|
Cumulative fair value loss on hedging instruments reclassified to the income statement |
11 |
|
- |
|
11 |
|
|
69 |
|
- |
|
69 |
|
|
Tax on items that may be reclassified to the income statement |
(6 |
) |
- |
|
(6 |
) |
|
(7 |
) |
- |
|
(7 |
) |
|
Share of the other comprehensive (expense)/income of associates and joint ventures accounted for using the equity method (net of tax) |
(6 |
) |
- |
|
(6 |
) |
|
4 |
|
- |
|
4 |
|
|
Total other comprehensive (expense)/income for the year (net of tax) |
(544 |
) |
(26 |
) |
(570 |
) |
|
37 |
|
404 |
|
441 |
|
|
Total comprehensive (expense)/income for the year |
(544 |
) |
2,125 |
|
1,581 |
|
|
37 |
|
2,445 |
|
2,482 |
|
|
|
|
|
|
|
|
|
|
||||||
|
Attributable to: |
|
|
|
|
|
|
|
||||||
|
Equity shareholders |
(536 |
) |
2,038 |
|
1,502 |
|
|
38 |
|
2,357 |
|
2,395 |
|
|
Non-controlling interests |
(8 |
) |
87 |
|
79 |
|
|
(1 |
) |
88 |
|
87 |
|
|
|
(544 |
) |
2,125 |
|
1,581 |
|
|
37 |
|
2,445 |
|
2,482 |
|
Consolidated statement of changes in equity
for the year ended 31 December
|
|
Attributable to equity holders of BAE Systems plc |
|
|
|||||||||||
|
|
Issued share capital |
Share premium |
Other reserves |
Retained earnings |
Total |
Non-controlling interests |
Total equity |
|||||||
|
|
£m |
£m |
£m |
£m |
£m |
£m |
£m |
|||||||
|
At 1 January 2024 |
81 |
|
1,253 |
|
6,403 |
|
2,822 |
|
10,559 |
|
164 |
|
10,723 |
|
|
Profit for the year |
- |
|
- |
|
- |
|
1,956 |
|
1,956 |
|
85 |
|
2,041 |
|
|
Total other comprehensive income for the year |
- |
|
- |
|
38 |
|
401 |
|
439 |
|
2 |
|
441 |
|
|
Total comprehensive income for the year |
- |
|
- |
|
38 |
|
2,357 |
|
2,395 |
|
87 |
|
2,482 |
|
|
Share-based payments (inclusive of tax) |
- |
|
- |
|
- |
|
145 |
|
145 |
|
- |
|
145 |
|
|
Cumulative fair value loss on hedging instruments transferred to the balance sheet |
- |
|
- |
|
5 |
|
- |
|
5 |
|
- |
|
5 |
|
|
Ordinary share dividends |
- |
|
- |
|
- |
|
(937 |
) |
(937 |
) |
(90 |
) |
(1,027 |
) |
|
Purchase of own shares |
(1 |
) |
- |
|
1 |
|
(551 |
) |
(551 |
) |
- |
|
(551 |
) |
|
At 31 December 2024 |
80 |
|
1,253 |
|
6,447 |
|
3,836 |
|
11,616 |
|
161 |
|
11,777 |
|
|
Profit for the year |
- |
|
- |
|
- |
|
2,062 |
|
2,062 |
|
89 |
|
2,151 |
|
|
Total other comprehensive expense for the year |
- |
|
- |
|
(536 |
) |
(24 |
) |
(560 |
) |
(10 |
) |
(570 |
) |
|
Total comprehensive (expense)/income for the year |
- |
|
- |
|
(536 |
) |
2,038 |
|
1,502 |
|
79 |
|
1,581 |
|
|
Share-based payments (inclusive of tax) |
- |
|
- |
|
- |
|
226 |
|
226 |
|
- |
|
226 |
|
|
Cumulative fair value gain on hedging instruments transferred to the balance sheet |
- |
|
- |
|
(31 |
) |
- |
|
(31 |
) |
- |
|
(31 |
) |
|
Ordinary share dividends |
- |
|
- |
|
- |
|
(1,027 |
) |
(1,027 |
) |
(87 |
) |
(1,114 |
) |
|
Purchase of own shares |
(1 |
) |
- |
|
1 |
|
(502 |
) |
(502 |
) |
- |
|
(502 |
) |
|
At 31 December 2025 |
79 |
|
1,253 |
|
5,881 |
|
4,571 |
|
11,784 |
|
153 |
|
11,937 |
|
Consolidated balance sheet
as at 31 December
|
|
Note |
2025 |
2024 |
||
|
|
£m |
£m |
|||
|
Non-current assets |
|
|
|
||
|
Goodwill |
|
12,732 |
|
13,297 |
|
|
Other intangible assets |
|
2,513 |
|
2,965 |
|
|
Property, plant and equipment |
|
5,160 |
|
4,843 |
|
|
Right-of-use assets |
|
1,638 |
|
1,755 |
|
|
Investment property |
|
37 |
|
38 |
|
|
Equity accounted investments |
|
698 |
|
823 |
|
|
Other investments |
|
124 |
|
83 |
|
|
Contract receivables |
|
117 |
|
108 |
|
|
Other receivables |
|
859 |
|
626 |
|
|
Post-employment benefit surpluses |
6 |
1,250 |
|
1,271 |
|
|
Other financial assets |
|
232 |
|
265 |
|
|
Deferred tax assets |
|
172 |
|
315 |
|
|
|
|
25,532 |
|
26,389 |
|
|
Current assets |
|
|
|
||
|
Inventories |
|
1,384 |
|
1,324 |
|
|
Contract receivables |
|
3,834 |
|
3,749 |
|
|
Trade and other receivables |
|
3,125 |
|
2,914 |
|
|
Current tax |
|
183 |
|
176 |
|
|
Other financial assets |
|
183 |
|
212 |
|
|
Cash and cash equivalents |
|
3,438 |
|
3,378 |
|
|
|
|
12,147 |
|
11,753 |
|
|
Total assets |
|
37,679 |
|
38,142 |
|
|
Non-current liabilities |
|
|
|
||
|
Loans |
|
(7,190 |
) |
(7,713 |
) |
|
Lease liabilities |
|
(1,513 |
) |
(1,658 |
) |
|
Contract liabilities |
|
(1,746 |
) |
(1,720 |
) |
|
Other payables |
|
(1,921 |
) |
(1,859 |
) |
|
Post-employment benefit obligations |
6 |
(406 |
) |
(503 |
) |
|
Other financial liabilities |
|
(248 |
) |
(193 |
) |
|
Deferred tax liabilities |
|
(26 |
) |
(14 |
) |
|
Provisions |
|
(389 |
) |
(363 |
) |
|
|
|
(13,439 |
) |
(14,023 |
) |
|
Current liabilities |
|
|
|
||
|
Loans |
|
(95 |
) |
(699 |
) |
|
Lease liabilities |
|
(253 |
) |
(183 |
) |
|
Contract liabilities |
|
(4,820 |
) |
(4,504 |
) |
|
Trade and other payables |
|
(6,686 |
) |
(6,383 |
) |
|
Other financial liabilities |
|
(173 |
) |
(264 |
) |
|
Current tax |
|
(44 |
) |
(55 |
) |
|
Provisions |
|
(232 |
) |
(254 |
) |
|
|
|
(12,303 |
) |
(12,342 |
) |
|
Total liabilities |
|
(25,742 |
) |
(26,365 |
) |
|
Net assets |
|
11,937 |
|
11,777 |
|
|
|
|
|
|
||
|
Capital and reserves |
|
|
|
||
|
Issued share capital |
|
79 |
|
80 |
|
|
Share premium |
|
1,253 |
|
1,253 |
|
|
Other reserves |
|
5,881 |
|
6,447 |
|
|
Retained earnings |
|
4,571 |
|
3,836 |
|
|
Total equity attributable to equity holders of BAE Systems plc |
|
11,784 |
|
11,616 |
|
|
Non-controlling interests |
|
153 |
|
161 |
|
|
Total equity |
|
11,937 |
|
11,777 |
|
Approved by the Board of directors of BAE Systems plc on 17 February 2026 and signed on its behalf by:
|
C N Woodburn |
B M Greve |
|
Chief Executive |
Chief Financial Officer |
Consolidated cash flow statement
for the year ended 31 December
|
|
Note |
2025 |
2024 |
||
|
|
£m |
£m |
|||
|
Profit for the year |
|
2,151 |
|
2,041 |
|
|
Tax expense |
4 |
421 |
|
291 |
|
|
Adjustment in respect of research and development expenditure credits |
|
(59 |
) |
(45 |
) |
|
Share of results of equity accounted investments |
|
(194 |
) |
(213 |
) |
|
Net finance costs |
3 |
353 |
|
353 |
|
|
Depreciation, amortisation and impairment |
|
1,173 |
|
1,097 |
|
|
Net loss on disposal of property, plant and equipment, and investment property |
|
- |
|
6 |
|
|
Gain in respect of divestment of interests in equity accounted investments and other business disposals |
11 |
(12 |
) |
(94 |
) |
|
Cost of equity-settled employee share schemes |
|
174 |
|
144 |
|
|
Movement in provisions |
|
16 |
|
24 |
|
|
Difference between pension funding contributions paid and the pension charge |
|
(50 |
) |
(249 |
) |
|
(Increase)/decrease in working capital: |
|
|
|
||
|
Inventories |
|
(110 |
) |
(144 |
) |
|
Trade, contract and other receivables |
|
(723 |
) |
(121 |
) |
|
Trade and other payables, and contract liabilities |
|
488 |
|
1,010 |
|
|
Tax paid net of research and development expenditure credits received |
|
(196 |
) |
(175 |
) |
|
Net cash flow from operating activities |
|
3,432 |
|
3,925 |
|
|
Dividends received from equity accounted investments |
|
299 |
|
158 |
|
|
Interest received |
|
79 |
|
130 |
|
|
Principal element of finance lease receipts |
|
6 |
|
12 |
|
|
Purchase of property, plant and equipment, and investment property |
|
(920 |
) |
(990 |
) |
|
Purchase of intangible assets |
|
(183 |
) |
(173 |
) |
|
Purchase of other investments |
|
(2 |
) |
- |
|
|
Proceeds from funding related to assets |
|
122 |
|
153 |
|
|
Equity accounted investment funding |
|
(1 |
) |
- |
|
|
Proceeds from sale of property, plant and equipment, investment property and intangible assets |
|
25 |
|
23 |
|
|
Purchase of subsidiary undertakings, net of cash and cash equivalents acquired |
10 |
(8 |
) |
(4,776 |
) |
|
Cash flow in respect of divestment of interests in equity accounted investments and other business disposals |
11 |
42 |
|
194 |
|
|
Net cash flow from investing activities |
|
(541 |
) |
(5,269 |
) |
|
Interest paid |
|
(512 |
) |
(543 |
) |
|
Equity dividends paid |
7 |
(1,027 |
) |
(937 |
) |
|
Purchase of own shares |
|
(502 |
) |
(555 |
) |
|
Dividends paid to non-controlling interests |
|
(86 |
) |
(89 |
) |
|
Principal element of lease payments |
|
(187 |
) |
(190 |
) |
|
Cash inflow from derivative financial instruments (excluding cash flow hedges) |
|
419 |
|
136 |
|
|
Cash outflow from derivative financial instruments (excluding cash flow hedges) |
|
(317 |
) |
(266 |
) |
|
Cash inflow from bond finance |
|
- |
|
3,753 |
|
|
Cash outflow from repayment of bond finance |
|
(562 |
) |
(626 |
) |
|
Cash inflow from draw-down of bridge loan facility |
|
- |
|
3,180 |
|
|
Cash outflow from repayment of bridge loan facility |
|
- |
|
(3,168 |
) |
|
Net cash flow from financing activities |
|
(2,774 |
) |
695 |
|
|
Net increase/(decrease) in cash and cash equivalents |
|
117 |
|
(649 |
) |
|
Cash and cash equivalents at 1 January |
|
3,378 |
|
4,067 |
|
|
Effect of foreign exchange rate changes on cash and cash equivalents |
|
(57 |
) |
(40 |
) |
|
Cash and cash equivalents at 31 December |
|
3,438 |
|
3,378 |
|
Notes to the accounts
1. Preparation of the Condensed consolidated financial statements
Basis of preparation and statement of compliance
The Consolidated financial statements of BAE Systems plc for the year ended 31 December 2025, which were approved by the Board of directors on 17 February 2026, have been prepared on a going concern basis and in accordance with UK-adopted international accounting standards and the Companies Act 2006.
These condensed consolidated financial statements do not comprise statutory accounts within the meaning of Section 434 of the Companies Act 2006 but have been derived from the statutory accounts for the year ended 31 December 2025. These statutory accounts have been audited and will be delivered to the Registrar of Companies in accordance with Section 441 of the Companies Act 2006 in due course.
The comparative figures for the year ended 31 December 2024 are not the Group's statutory accounts for that financial year. Those statutory accounts have been reported upon by the Group's auditor and delivered to the Registrar of Companies. The reports of the auditor in relation to the statutory accounts for the years ended 31 December 2025 and 31 December 2024 are unmodified, did not include a reference to any matters to which the auditor drew attention by way of emphasis without modifying its report and did not contain statements under Section 498(2) or (3) of the Companies Act 2006.
The Consolidated financial statements are presented in pounds sterling and, unless stated otherwise, rounded to the nearest million. They have been prepared under the historical cost convention, as modified by the revaluation of certain financial assets and financial liabilities (including derivative financial instruments).
Changes in accounting policies
The following standards, interpretations and amendments to existing standards have been issued but were not mandatory for accounting periods beginning on 1 January 2025. These either have been, or are expected to be, endorsed by the UK Endorsement Board and are not expected to have a material impact on the Group:
- Amendments to IFRS 9 and IFRS 7: Amendments to the Classification and Measurement of Financial Instruments, effective from 1 January 2026;
- Amendments to IFRS 9 and IFRS 7: Contracts Referencing Nature-dependent Electricity, effective from 1 January 2026;
- Annual Improvements to IFRS Accounting Standards - Volume 11, effective from 1 January 2026; and
- IFRS 19 Subsidiaries without Public Accountability: Disclosures, effective from 1 January 2027.
The following new standard has been endorsed by the UK Endorsement Board and is expected to have a material impact to the presentation of the Consolidated financial statements:
- IFRS 18 Presentation and Disclosure in Financial Statements, effective from 1 January 2027. This is a presentational standard and the Group is working through the impact, with the main changes to the Group expected to be the requirement to disaggregate information reported in the Consolidated income statement and the reporting of Management-defined Performance Measures in the notes to the Consolidated financial statements.
Key sources of estimation uncertainty
The application of the Group's accounting policies requires the use of estimates. In response to the potential impact of risks and uncertainties, the Group undertakes risk assessments and scenario planning in order to be able to respond to potential rapid changes in circumstances. The Group considers a range of estimates and assumptions in the application of its accounting policies and management's assessment of the carrying value of assets and liabilities. In the event that these estimates or assumptions prove to be inaccurate, there may be an adjustment to the carrying values of assets and liabilities within the next year. Areas of the Group's financial statements which could be materially impacted may include, but are not limited to:
Revenue and profit recognition
The Group accounts for revenue in accordance with IFRS 15 Revenue from Contracts with Customers. For most of the Group's contracts, revenue and associated margin are recognised progressively over time as costs are incurred, and as risks have been mitigated or retired.
The ultimate profitability of contracts is based on estimates of revenue and costs, including allowances for technical and other risks which are reliant on the knowledge and experience of the Group's project managers, engineers, and finance and commercial professionals. Material changes in these estimates could affect the profitability of individual contracts. Revenue and cost estimates are reviewed and updated at least quarterly, or more frequently as determined by events or circumstances.
The long-term nature of many of the Group's contracts means that judgements are made in estimating future costs on a contract, as well as when risks will be mitigated or retired. The Group continues to work closely and collaboratively with its key customers to deliver effectively on its contracts and commitments. However, the volume, scale, complexity and long-term nature of its programmes mean that potential sensitivities would be wide-ranging and not practicable to calculate. Owing to the potential future impact of current uncertainties, the Group's estimates and assumptions related to revenue recognition could be impacted by issues such as reduced productivity as a result of operational disruption, production delays and increased costs as a result of disruption to the supply chain, changing working practices to move towards our decarbonisation ambitions or, where there is uncertainty as to the recovery from customers, of programme costs incurred.
Revenue and profit is recognised only to the extent that it is highly probable that there will not be a reversal of revenue in the future. Therefore, in any given reporting year, the Group would expect to recognise an amount of revenue that did not meet the highly probable threshold at the end of the previous reporting year, but subsequently became highly probable in the current reporting year. Accordingly, the Group has recognised £0.2bn (2024 £0.2bn) of revenue in respect of performance obligations satisfied or partially satisfied in previous years. This continues to provide an approximation of the potential revenue sensitivity arising as a result of management's estimates and assumptions for variable consideration, future costs, and technical and other risks; however, it may not reflect the full potential impact on the contract receivables and contract liabilities balances.
Post-employment benefit obligations
A number of actuarial assumptions are made in assessing the value of post-employment benefit obligations, including the discount rate, inflation rate and mortality assumptions. For each of the actuarial assumptions used, there is a wide range of possible values and management estimates a point within that range that most appropriately reflects the Group's circumstances.
If estimates relating to these actuarial assumptions are no longer valid, or change due to changing economic and social conditions, then the potential obligations due under these schemes could change significantly.
Discount and inflation rates could change significantly as a result of a prolonged economic downturn, monetary policy decisions and interventions or other macroeconomic issues. Estimates made with regard to mortality projections may also change based on medical and epidemiological developments.
Similarly, the values of many assets are subject to estimates and assumptions, in particular those which are held in unquoted pooled investment vehicles. The associated fair value of these unquoted pooled investments is estimated with consideration of the most recently available valuations provided by the investment or fund managers. These valuations inherently incorporate a number of assumptions on the underlying investments. The overall level of estimation uncertainty in valuing these assets could therefore give rise to a material change in valuation within the next 12 months.
Furthermore, estimates are required around the Group's ability to access its defined benefit surpluses, and on what basis, which then determines the associated rate of tax to apply. Depending on the outcome, judgement is then required to determine the presentation of any tax payable in recovering a surplus.
Critical judgements made in applying accounting policies
In the course of preparing the Consolidated financial statements and when applying its accounting policies, the Group has been required to make judgements with regard to the actions required to enable the business to continue to meet customers' requirements in an operating environment still dominated by global economic uncertainties. No critical judgements have been made in the process of applying the Group's accounting policies, other than those involving estimates, that have had a significant effect on the amounts recognised in the Consolidated financial statements.
Impact of climate on the Consolidated financial statements
In preparing the Consolidated financial statements management has considered the potential impact of climate change, both in the context of the disclosures included in the Strategic report, and the impact of climate-related risks and opportunities and the Group's decarbonisation ambitions and activities on the Group's financial results.
As a responsible defence business, sustainability is embedded in our strategic framework, with one of the Group's long-term objectives to advance and integrate our ESG agenda. The products and services we provide are complex, diverse and developed over extended periods of time. Sustainability and the impact of our operations is considered in the planning and ongoing production of our products and services, including incorporation of the impact of the Group's decarbonisation ambitions and activities. These are embedded in our financial reporting, forecasting and governance processes.
Estimates and judgement are required in determining how the Group will pursue its decarbonisation ambitions. These, as well as mitigating actions required from the detailed review of climate risks and opportunities, have been factored into the current and future plans of the Group through the Integrated Business Plan (IBP). The IBP is the Group's annual long-term strategy review and five-year plan for each segment, including the investment case to decarbonise.
The more immediate financial impacts of climate-related risks, and the actions being taken to address them, are reflected in the financial results of the Group for the year. These are not considered to have had a material impact.
2. Segmental analysis and revenue recognition
The Group has five sectors which, together with HQ, make up its six reporting segments as defined by IFRS 8 Operating Segments.
- Electronic Systems comprises the US- and UK-based electronics solutions business and the US-based SMS business, which have been aggregated together due to the similarities of the services offered. Together the teams deliver electronic warfare systems, navigation systems, electro-optical sensors, military and commercial avionics, precision guided solutions and communications systems, as well as space electronics, spacecraft, and ground and tactical systems.
- Platforms & Services, with operations in the US, Sweden and UK, manufactures and upgrades combat vehicles, weapons and munitions, and delivers services and sustainment activities, including naval ship repair, and the management and operation of two government-owned contractor-operated ammunition plants.
- Air comprises the Group's UK‑based aircraft build and support activities for European and international markets, US programmes, development of our Future Combat Air System and FalconWorks®, alongside our business in the Kingdom of Saudi Arabia and interests in our joint ventures: Edgewing, Eurofighter and MBDA.
- Maritime comprises our UK‑based maritime and land activities, including ship build and support activities, major submarine build programmes, as well as our Australian business and interest in our RBSL joint venture.
- Cyber & Intelligence comprises the US-based Intelligence & Security business and UK-headquartered Digital Intelligence business, which have been aggregated together due to the similarities of the services offered. Together, they cover the Group's cyber security activities for national security, central government and government enterprises.
- HQ comprises the Group's head office and UK-based shared services activities.
The Board (the chief operating decision maker as defined by IFRS 8 Operating Segments) monitors the results of these reporting segments to assess performance and make decisions about the allocation of resources. Segmental performance is evaluated based on key performance indicators - sales1 and underlying EBIT2. Net finance costs and tax expense are managed on a Group basis.
Revenue and sales1 by reporting segment
|
|
Revenue |
|
Deduct: Sales to equity accounted investments |
|
Add back: Share of sales by equity accounted investments |
|
Sales1 |
||||||||||||
|
|
2025 |
2024 |
|
2025 |
2024 |
|
2025 |
2024 |
|
2025 |
2024 |
||||||||
|
|
£m |
£m |
|
£m |
£m |
|
£m |
£m |
|
£m |
£m |
||||||||
|
Electronic Systems |
7,507 |
|
7,186 |
|
|
(251 |
) |
(258 |
) |
|
272 |
|
261 |
|
|
7,528 |
|
7,189 |
|
|
Platforms & Services |
5,021 |
|
4,344 |
|
|
- |
|
- |
|
|
18 |
|
46 |
|
|
5,039 |
|
4,390 |
|
|
Air |
7,372 |
|
6,880 |
|
|
(1,574 |
) |
(1,413 |
) |
|
3,501 |
|
3,052 |
|
|
9,299 |
|
8,519 |
|
|
Maritime |
6,579 |
|
6,002 |
|
|
(5 |
) |
(6 |
) |
|
223 |
|
191 |
|
|
6,797 |
|
6,187 |
|
|
Cyber & Intelligence |
2,397 |
|
2,411 |
|
|
- |
|
- |
|
|
- |
|
- |
|
|
2,397 |
|
2,411 |
|
|
HQ |
52 |
|
24 |
|
|
- |
|
- |
|
|
180 |
|
179 |
|
|
232 |
|
203 |
|
|
|
28,928 |
|
26,847 |
|
|
(1,830 |
) |
(1,677 |
) |
|
4,194 |
|
3,729 |
|
|
31,292 |
|
28,899 |
|
|
Intra-group revenue/sales1 |
(592 |
) |
(535 |
) |
|
(38 |
) |
(29 |
) |
|
- |
|
- |
|
|
(630 |
) |
(564 |
) |
|
|
28,336 |
|
26,312 |
|
|
(1,868 |
) |
(1,706 |
) |
|
4,194 |
|
3,729 |
|
|
30,662 |
|
28,335 |
|
|
|
Revenue from external customers |
|
Intra-group revenue |
||||||
|
|
2025 |
2024 |
|
2025 |
2024 |
||||
|
|
£m |
£m |
|
£m |
£m |
||||
|
Electronic Systems |
7,310 |
|
6,988 |
|
|
197 |
|
198 |
|
|
Platforms & Services |
4,948 |
|
4,288 |
|
|
73 |
|
56 |
|
|
Air |
7,318 |
|
6,840 |
|
|
54 |
|
40 |
|
|
Maritime |
6,507 |
|
5,915 |
|
|
72 |
|
87 |
|
|
Cyber & Intelligence |
2,245 |
|
2,271 |
|
|
152 |
|
140 |
|
|
HQ |
8 |
|
10 |
|
|
44 |
|
14 |
|
|
|
28,336 |
|
26,312 |
|
|
592 |
|
535 |
|
Revenue and sales1 by customer location
|
|
Revenue |
|
Sales1 |
|
||||||
|
|
2025 |
2024 |
|
2025 |
2024 |
|
||||
|
|
£m |
£m |
|
£m |
£m |
|
||||
|
UK |
7,876 |
|
7,039 |
|
|
8,349 |
|
7,439 |
|
|
|
Europe (excluding UK) |
2,221 |
|
1,733 |
|
|
3,634 |
|
2,842 |
|
|
|
US |
13,145 |
|
12,559 |
|
|
13,157 |
|
12,536 |
|
|
|
Canada |
227 |
|
189 |
|
|
227 |
|
189 |
|
|
|
Kingdom of Saudi Arabia |
2,838 |
|
2,892 |
|
|
2,843 |
|
2,962 |
|
|
|
Qatar |
252 |
|
259 |
|
|
332 |
|
468 |
|
|
|
Australia |
1,287 |
|
1,158 |
|
|
1,293 |
|
1,170 |
|
|
|
Asia and Pacific (excluding Australia) |
358 |
|
354 |
|
|
499 |
|
455 |
|
|
|
Other |
132 |
|
129 |
|
|
328 |
|
274 |
|
|
|
|
28,336 |
|
26,312 |
|
|
30,662 |
|
28,335 |
|
|
Operating profit/(loss) by reporting segment
|
|
Operating profit/(loss) |
|
Finance and tax expense/(income) of equity accounted investments |
|
Amortisation of programme, customer-related and other intangible assets, and impairment of equity accounted investments and intangible assets |
|
Adjusting Items |
|
Underlying EBIT2 |
|||||||||||||||
|
|
2025 |
2024 |
|
2025 |
2024 |
|
2025 |
2024 |
|
2025 |
2024 |
|
2025 |
2024 |
||||||||||
|
|
£m |
£m |
|
£m |
£m |
|
£m |
£m |
|
£m |
£m |
|
£m |
£m |
||||||||||
|
Electronic Systems |
863 |
|
708 |
|
|
- |
|
- |
|
|
337 |
|
307 |
|
|
(38 |
) |
56 |
|
|
1,162 |
|
1,071 |
|
|
Platforms & Services |
576 |
|
456 |
|
|
- |
|
9 |
|
|
- |
|
- |
|
|
- |
|
(17 |
) |
|
576 |
|
448 |
|
|
Air |
1,078 |
|
1,009 |
|
|
14 |
|
(14 |
) |
|
16 |
|
10 |
|
|
- |
|
2 |
|
|
1,108 |
|
1,007 |
|
|
Maritime |
431 |
|
465 |
|
|
4 |
|
4 |
|
|
22 |
|
5 |
|
|
- |
|
- |
|
|
457 |
|
474 |
|
|
Cyber & Intelligence |
182 |
|
182 |
|
|
- |
|
- |
|
|
39 |
|
22 |
|
|
2 |
|
(5 |
) |
|
223 |
|
199 |
|
|
HQ |
(205 |
) |
(135 |
) |
|
5 |
|
10 |
|
|
- |
|
- |
|
|
(4 |
) |
(59 |
) |
|
(204 |
) |
(184 |
) |
|
|
2,925 |
|
2,685 |
|
|
23 |
|
9 |
|
|
414 |
|
344 |
|
|
(40 |
) |
(23 |
) |
|
3,322 |
|
3,015 |
|
|
Net finance costs |
(353 |
) |
(353 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
Profit before tax |
2,572 |
|
2,332 |
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
Tax expense |
(421 |
) |
(291 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
Profit for the year |
2,151 |
|
2,041 |
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
1. Sales is an alternative performance measure defined in the Alternative performance measures section on page 40. Sales includes revenue from the Group's subsidiaries as well as the Group's share of revenue of equity accounted investments, recognising the strategic importance in its industry of its equity accounted investments. It is presented here as our internal measure of segmental performance and to provide additional information on performance to the user.
2. Underlying EBIT is an alternative performance measure defined in the Alternative performance measures section on page 40. It provides a measure of operating profitability, excluding one-off events or adjusting items that are not considered to be part of the ongoing operational transactions of the business, to enable management to monitor the performance of recurring operations over time, and which is comparable across the Group. It is presented here as our internal measure of segmental performance and to provide additional information on performance to the user.
3. Net finance costs
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
|
Interest income on cash and other financial instruments |
80 |
|
116 |
|
|
Interest income on finance lease receivables |
1 |
|
1 |
|
|
Net interest income on post-employment benefit obligations |
54 |
|
18 |
|
|
Finance income |
135 |
|
135 |
|
|
Interest expense on loans and other financial instruments |
(425 |
) |
(482 |
) |
|
Facility fees |
(4 |
) |
(4 |
) |
|
Interest expense on lease liabilities |
(79 |
) |
(73 |
) |
|
Net present value expenses on provisions and other payables |
(15 |
) |
(13 |
) |
|
Gain/(loss) on remeasurement of financial instruments at fair value through profit or loss1,2 |
45 |
|
(6 |
) |
|
Foreign exchange (losses)/gains2,3 |
(10 |
) |
90 |
|
|
Finance costs |
(488 |
) |
(488 |
) |
|
Net finance costs |
(353 |
) |
(353 |
) |
1. Comprises gains and losses on derivative financial instruments, principally held to manage the Group's exposure to interest rate fluctuations on current and anticipated external borrowings and exchange rate fluctuations on balances with the Group's subsidiaries and equity accounted investments.
2. The net gain or loss on remeasurement of financial instruments at fair value through profit or loss and the net gain or loss on foreign exchange are presented within finance costs as the gains and losses relate to the same underlying transactions.
3. Foreign exchange (losses)/gains reflects exchange rate movements on US dollar-denominated borrowings and balances with the Group's subsidiaries and equity accounted investments.
4. Tax expense
The following table reconciles the theoretical income tax expense, using the UK corporation tax rate, to the reported tax expense. The reconciling items represent, besides the impact of tax rate differentials and changes, non-taxable benefits or non-deductible expenses arising from differences between the local tax base and the reported financial statements.
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
|
Profit before tax |
2,572 |
|
2,332 |
|
|
UK corporation tax rate |
25.0 |
% |
25.0 |
% |
|
Expected income tax expense |
(643 |
) |
(583 |
) |
|
Effect of tax rates in foreign jurisdictions, including US state taxes |
(1 |
) |
3 |
|
|
Expenses not tax effected |
(16 |
) |
(12 |
) |
|
Income not subject to tax |
122 |
|
162 |
|
|
Research and development tax credits |
29 |
|
38 |
|
|
Adjustments in respect of prior years |
31 |
|
72 |
|
|
Adjustments in respect of equity accounted investments |
52 |
|
55 |
|
|
Tax rate adjustment |
- |
|
- |
|
|
Other |
5 |
|
(26 |
) |
|
Tax expense |
(421 |
) |
(291 |
) |
5. Earnings per share
|
Movement in shares for the purpose of calculating earnings per share |
Ordinary shares |
Treasury shares |
Contingently returnable shares held in trust |
Outstanding shares for purpose of earnings per share |
|
Weighted average share movement in the year |
|||||
|
millions |
millions |
millions |
millions |
|
millions |
||||||
|
At 1 January 2024 |
3,239 |
|
(204 |
) |
(20 |
) |
3,015 |
|
|
|
|
|
Ordinary shares repurchased in the year |
(44 |
) |
- |
|
- |
|
(44 |
) |
|
(20 |
) |
|
Net shares issued in the year |
- |
|
20 |
|
5 |
|
25 |
|
|
18 |
|
|
At 31 December 2024 |
3,195 |
|
(184 |
) |
(15 |
) |
2,996 |
|
|
|
|
|
Ordinary shares repurchased in the year |
(29 |
) |
- |
|
- |
|
(29 |
) |
|
(15 |
) |
|
Net shares issued in the year |
- |
|
19 |
|
2 |
|
21 |
|
|
16 |
|
|
At 31 December 2025 |
3,166 |
|
(165 |
) |
(13 |
) |
2,988 |
|
|
|
|
|
|
|
|
|
|
|
|
|||||
|
|
|
|
|
2025 |
|
2024 |
|||||
|
|
|
|
|
Number of shares |
|
Number of shares |
|||||
|
|
|
|
|
millions |
|
millions |
|||||
|
Outstanding shares for purpose of earnings per share at 1 January |
|
|
2,996 |
|
|
3,015 |
|
||||
|
Average ordinary shares repurchased in the year |
|
|
|
(15 |
) |
|
(20 |
) |
|||
|
Average ordinary shares issued in the year (net) |
|
|
|
16 |
|
|
18 |
|
|||
|
Weighted average shares for the purpose of calculating basic earnings per share at 31 December |
|
|
|
2,997 |
|
|
3,013 |
|
|||
|
Incremental ordinary shares in respect of employee share schemes |
|
|
34 |
|
|
40 |
|
||||
|
Weighted average shares for the purpose of calculating diluted earnings per share at 31 December |
|
|
|
3,031 |
|
|
3,053 |
|
|||
|
|
|
|
|
|
|
|
|||||
|
|
|
|
|
2025 |
|
2024 |
|||||
|
Profit for the year attributable to equity shareholders (£m) |
|
|
|
2,062 |
|
|
1,956 |
|
|||
|
Basic earnings per share (pence) |
|
|
|
68.8 |
|
64.9 |
|||||
|
Diluted earnings per share (pence) |
|
|
|
68.0 |
|
64.1 |
|||||
6. Post-employment benefits
Introduction
The majority of the UK and US defined benefit pension schemes are funded by the Group's subsidiaries and equity accounted investments. The individual pension schemes' funding requirements are based on actuarial measurement frameworks set out in their funding policies.
The funding valuations are performed by professionally qualified independent actuaries and include assumptions which differ from the actuarial assumptions used for IAS 19 accounting purposes shown below. The purpose of the funding valuations is to design funding plans which ensure that the schemes have sufficient funds available to meet future benefit payments.
UK valuations
Funding valuations of the Group's UK defined benefit pension schemes are performed at least every three years. The most recent triennial funding valuation for the Main Scheme was carried out as at 31 March 2024. This valuation was concluded and signed off on 6 February 2025.
The results of the most recent triennial valuation for the Main Scheme are shown below. This valuation was agreed with the Trustees and certified by the Scheme Actuary after consultation with the Pensions Regulator in the UK.
|
|
Main Scheme as at 31 March 2024 |
|
|
|
£bn |
|
|
Market value of assets |
19.2 |
|
|
Present value of liabilities |
(18.4 |
) |
|
Funding surplus |
0.8 |
|
|
Percentage of accrued benefits covered by the assets at the valuation date |
104 % |
|
The other UK schemes were also in surplus at their most recent triennial valuations.
US valuations
The Group's US pension schemes are valued annually, with the latest valuations performed as at 1 January 2025. The actuarial present value of accumulated plan benefits is determined by an independent actuary and uses actuarial assumptions to adjust the accumulated plan benefits earned by participants to reflect the time value of money and the probability of payment between the valuation date and the expected date of payment.
Contributions
Under the terms of the trust deeds of the UK schemes, the Group is required to have a funding plan determined at the conclusion of the triennial funding valuations. Equity accounted investments make regular contributions to the schemes in which they participate in line with the schedule of contributions.
Contributions in 2026 to the Group's pension schemes are expected to be approximately £90m, at a lower level than 2025, primarily reflecting the impact of updated market conditions on the cost of benefit accrual.
IAS 19 accounting
Principal actuarial assumptions
The assumptions used are estimates chosen from a range of possible actuarial assumptions which, due to the long-term nature of the obligation covered, may not necessarily occur in practice.
|
|
UK |
|
US |
||||
|
|
2025 |
2024 |
2023 |
|
2025 |
2024 |
2023 |
|
Financial assumptions |
|
|
|
|
|
|
|
|
Discount rate - past service (%) |
5.5 |
5.5 |
4.5 |
|
5.2 |
5.5 |
4.8 |
|
Discount rate - future service (%) |
5.8 |
5.6 |
4.6 |
|
5.2 |
5.5 |
4.8 |
|
Discount rate - US Healthcare schemes (%) |
n/a |
n/a |
n/a |
|
5.2 |
5.5 |
4.8 |
|
Retail Prices Index (RPI) inflation (%) |
2.5 |
2.9 |
2.8 |
|
n/a |
n/a |
n/a |
|
Rate of increase in salaries (%) |
2.5 |
2.9 |
2.8 |
|
2.8 |
2.8 |
n/a |
|
Rate of increase in deferred pensions (CPI/RPI) (%) |
2.0/2.5 |
2.3/2.9 |
2.1/2.8 |
|
n/a |
n/a |
n/a |
|
Rate of increase in pensions in payment (%) |
1.6 - 3.5 |
1.7 - 3.6 |
1.6 - 3.6 |
|
n/a |
n/a |
n/a |
|
Demographic assumptions |
|
|
|
|
|
|
|
|
Life expectancy of a male currently aged 65 (years) |
86 - 89 |
85 - 88 |
85 - 89 |
|
88 |
88 |
88 |
|
Life expectancy of a female currently aged 65 (years) |
88 - 91 |
88 - 91 |
88 - 89 |
|
89 |
89 |
89 |
|
Life expectancy of a male currently aged 45 (years) |
87 - 90 |
86 - 89 |
86 - 89 |
|
87 |
87 |
87 |
|
Life expectancy of a female currently aged 45 (years) |
89 - 92 |
89 - 92 |
89 - 90 |
|
89 |
89 |
89 |
Life expectancy
For its UK pension schemes, the Group has used the Self-Administered Pension Schemes S3 mortality tables based on year of birth (as published by the Institute and Faculty of Actuaries) for both pensioner and non-pensioner members, in conjunction with the results of an investigation into the actual mortality experience of scheme members and information on the demographic profile of the scheme's membership.
In addition, to allow for future improvements in longevity, the Continuous Mortality Investigation 2024 tables (published by the Institute and Faculty of Actuaries) have been used (in 2024, the 2023 version of the tables were used), with an assumed long-term rate of improvement of 1.0% per annum (2024 1.0%), an initial rate adjustment parameter ('A') of 0.2% (2024 0.2%), with both the age-period and cohort convergence periods equal to the core values, except increased to 20 years from ages 80 to 100, and then tapering down to nil by age 120.
For the majority of the US schemes, the mortality tables used at 31 December 2025 are a blend of the fully generational PRI-2012 White Collar table and the PRI-2012 Blue Collar table, both projected using November 2025 Aon Endemic Projection Scale MP-2021.
Amounts recognised on the balance sheet
|
|
UK defined benefit pension schemes |
US and other pension schemes |
US healthcare schemes |
Kingdom of Saudi Arabia end of service benefit |
Total |
|||||
|
|
£m |
£m |
£m |
£m |
£m |
|||||
|
Post-employment benefit surpluses |
1,214 |
|
3 |
|
33 |
|
- |
|
1,250 |
|
|
Post-employment benefit obligations |
(89 |
) |
(122 |
) |
- |
|
(195 |
) |
(406 |
) |
|
At 31 December 2025 |
1,125 |
|
(119 |
) |
33 |
|
(195 |
) |
844 |
|
Summary of movements in post-employment benefit obligations
|
|
UK defined benefit pension schemes |
US and other pension schemes |
US healthcare schemes |
Kingdom of Saudi Arabia end of service benefit |
Total |
|||||
|
|
£m |
£m |
£m |
£m |
£m |
|||||
|
Surplus/(deficit) at 1 January 2025 |
1,105 |
|
(230 |
) |
71 |
|
(178 |
) |
768 |
|
|
Actual return on assets excluding amounts included in net finance costs |
(424 |
) |
147 |
|
3 |
|
- |
|
(274 |
) |
|
Decrease/(increase) in liabilities due to changes in financial assumptions |
384 |
|
(57 |
) |
(3 |
) |
(5 |
) |
319 |
|
|
Increase in liabilities due to changes in demographic assumptions |
(118 |
) |
(1 |
) |
- |
|
- |
|
(119 |
) |
|
Experience gains/(losses) |
53 |
|
(3 |
) |
1 |
|
(2 |
) |
49 |
|
|
Contributions in excess of/(below) service cost |
44 |
|
(27 |
) |
(2 |
) |
(10 |
) |
5 |
|
|
Past service (cost)/credit - plan amendments |
(7 |
) |
58 |
|
- |
|
- |
|
51 |
|
|
Transfer to employee benefit trust1 |
- |
|
- |
|
(34 |
) |
- |
|
(34 |
) |
|
Net interest income/(expense) |
92 |
|
(10 |
) |
3 |
|
(9 |
) |
76 |
|
|
Foreign exchange adjustments |
- |
|
4 |
|
(6 |
) |
9 |
|
7 |
|
|
Movement in withholding tax on surpluses |
(4 |
) |
- |
|
- |
|
- |
|
(4 |
) |
|
Surplus/(deficit) at 31 December 2025 |
1,125 |
|
(119 |
) |
33 |
|
(195 |
) |
844 |
|
1. Healthcare plan assets utilised to provide medical benefits for active members.
Curtailment gain
In August 2025, the SMS pension scheme was modified to align with industry and other US schemes. The amendment resulted in a one-off gain of £58m which has been recognised in the Consolidated income statement.
Surplus recognition
A number of schemes are in an accounting surplus position. The surpluses have been recognised on the basis that the future economic benefits are unconditionally available to the Group, which is assumed to be via a refund. The UK surplus has been recognised net of withholding tax of 25% 31 December 2025 (2024 25%) based on the enacted legislation at that date. This tax would be levied prior to the future refunding of any surplus, and therefore the surplus has been presented on a net basis as this is not deemed to be an income tax of the Group.
7. Capital distributions
Equity dividends
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
|
Final 20.6p dividend per ordinary share paid in the year (2024 18.5p) |
622 |
|
562 |
|
|
Interim 13.5p dividend per ordinary share paid in the year (2024 12.4p) |
405 |
|
375 |
|
|
|
1,027 |
|
937 |
|
After the balance sheet date, the directors proposed a final dividend of 22.8p per ordinary share. The dividend proposed amounts to approximately £684m, although the final payment is likely to be lower as a result of the impact of share repurchases. Subject to shareholder approval, the dividend will be paid on 4 June 2026 to shareholders registered on 24 April 2026. The provisional ex-dividend date is 23 April 2026. The payment of this dividend will not have any tax expense consequences for the Group.
Purchase of own shares
In July 2022, the directors approved a share buyback programme of up to £1.5bn (the 2022 share buyback programme). The 2022 share buyback programme was completed on 24 July 2024. In total, 163,907,003 ordinary shares were repurchased under the 2022 share buyback programme for a total cost (including transaction costs) of £1,508m.
In August 2023, the directors approved a further share buyback programme of up to £1.5bn (the 2023 share buyback programme). The 2023 share buyback programme commenced on 25 July 2024. The 2023 share buyback programme is expected to complete within three years of its commencement.
In the year ended 31 December 2024, 22,220,182 ordinary shares were repurchased under the 2022 share buyback programme for a total cost (including transaction costs) of £287m. A further 20,901,154 ordinary shares were repurchased under the 2023 share buyback programme at a total cost (including transaction costs) of £264m.
In the year ended 31 December 2025, 29,595,214 ordinary shares were repurchased under the 2023 share buyback programme at a total cost (including transaction costs) of £502m.
All ordinary shares acquired have been subsequently cancelled, with the nominal value of ordinary shares cancelled deducted from share capital against the capital redemption reserve.
As part of the 2022 and 2023 buyback programmes, it was agreed that should a better alternative use for the Company's cash reserves be identified, the share buyback programmes would be ceased and the money instead used for the alternative purpose. Therefore, when the Company issued a mandate to the brokers to purchase shares on its behalf, the mandate was structured such that it could be revoked at any point. As such, no financial liability has been recognised for shares not yet purchased under the programmes at 31 December.
8. Fair value measurement
Fair value of financial instruments
Certain of the Group's financial instruments are held at fair value.
The fair value of a financial instrument is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the balance sheet date.
The fair values of financial instruments held at fair value have been determined based on available market information at the balance sheet date, and the valuation methodologies listed below:
- the fair values of forward foreign exchange contracts are calculated by discounting the contracted forward values and translating at the appropriate balance sheet rates;
- the fair values of both interest rate and cross-currency swaps are calculated by discounting expected future principal and interest cash flows and translating at the appropriate balance sheet rates; and
- the fair values of money market funds are calculated by multiplying the net asset value per share by the investment held at the balance sheet date.
The derivative fair values are based on reputable third-party forecast data, and then adjusted for credit risk, including the Group's own credit risk, and market risk.
Due to the variability of the valuation factors, the fair values presented at 31 December may not be indicative of the amounts the Group will realise in the future.
Fair value hierarchy
The fair value measurement hierarchy is as follows:
- Level 1 - Quoted prices (unadjusted) in active markets for identical assets or liabilities;
- Level 2 - Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices); and
- Level 3 - Inputs for the asset or liability that are not based on observable market data (i.e. unobservable inputs).
All of the financial assets and liabilities measured at fair value are classified as level 2 using the fair value hierarchy, except for money market funds, which are classified as level 1; other investments, which are at a combination of level 1 and level 3; and the contingent consideration liability, which is measured at level 3. The fair value of the contingent consideration has been valued based on the discounted expected cash flows. The total value of investments classified as level 3 is immaterial. There were no transfers between levels during the period. Alternative valuation techniques would not materially change the valuations presented.
Financial assets and liabilities in the Group's Consolidated balance sheet are either held at fair value or at amortised cost. With the exception of loans, the carrying value of financial instruments measured at amortised cost approximates their fair value. For the bonds included within loans, the fair value of loans presented in the table above is derived from market prices as of 31 December, classified as level 1 using the fair value hierarchy. The fair value of the private placement included within loans has been valued based on the interest yield on an equivalent observable bond, applied to the private placement cash flows, and has been classified as level 2 using the fair value hierarchy.
Carrying amounts and fair values of certain financial instruments
|
|
2025 |
|
2024 |
||||||
|
|
Carrying amount |
Fair value |
|
Carrying amount |
Fair value |
||||
|
|
£m |
£m |
|
£m |
£m |
||||
|
Financial instruments measured at fair value: |
|
|
|
|
|
||||
|
Non-current |
|
|
|
|
|
||||
|
Other investments at fair value through other comprehensive income |
124 |
|
124 |
|
|
83 |
|
83 |
|
|
Other financial assets |
232 |
|
232 |
|
|
265 |
|
265 |
|
|
Contingent consideration arising from business combinations |
(40 |
) |
(40 |
) |
|
(65 |
) |
(65 |
) |
|
Other financial liabilities |
(248 |
) |
(248 |
) |
|
(193 |
) |
(193 |
) |
|
Current |
|
|
|
|
|
||||
|
Other financial assets |
183 |
|
183 |
|
|
212 |
|
212 |
|
|
Money market funds |
1,169 |
|
1,169 |
|
|
1,227 |
|
1,227 |
|
|
Contingent consideration arising from business combinations |
(18 |
) |
(18 |
) |
|
(6 |
) |
(6 |
) |
|
Other financial liabilities |
(173 |
) |
(173 |
) |
|
(264 |
) |
(264 |
) |
|
Financial instruments not measured at fair value: |
|
|
|
|
|
||||
|
Non-current |
|
|
|
|
|
||||
|
Loans |
(7,190 |
) |
(6,991 |
) |
|
(7,713 |
) |
(7,261 |
) |
|
Current |
|
|
|
|
|
||||
|
Loans |
(95 |
) |
(95 |
) |
|
(699 |
) |
(695 |
) |
9. Related party transactions
The Group has a related party relationship with its equity accounted investments and pension schemes. Transactions with related parties occur in the normal course of business, are priced on an arm's-length basis and settled on normal trade terms. The more significant transactions are disclosed below:
|
|
Year ended 31 December 2025 |
Year ended 31 December 2024 |
||
|
|
£m |
£m |
||
|
Sales to related parties |
1,868 |
|
1,706 |
|
|
Purchases from related parties |
439 |
|
512 |
|
|
Management recharges |
3 |
|
3 |
|
|
|
|
|
||
|
|
31 December 2025 |
31 December 2024 |
||
|
|
£m |
£m |
||
|
Amounts owed by related parties |
96 |
|
54 |
|
|
Amounts owed to related parties1 |
2,414 |
|
2,192 |
|
1. At 31 December 2025, £2,193m (2024 £1,975m) was owed by BAE Systems plc and £221m (2024 £217m) by other Group subsidiaries.
10. Acquisitions
Businesses acquired during 2025
There were no material acquisitions during the year.
Businesses acquired during 2024
Ball Aerospace
On 16 February 2024, the Group acquired 100% of the share capital of Ball Aerospace (now Space & Mission Systems) for consideration of $5.5bn (£4.4bn). The net assets acquired, including intangible assets identified, were valued at £2,845m resulting in goodwill of £1,507m.
Kirintec
On 3 September 2024, the Group acquired 100% of the share capital of Kirintec Ltd for total consideration of £282m, including £30m of contingent consideration. The net assets acquired, including intangible assets identified, were provisionally valued at £161m resulting in provisional goodwill of £121m. The purchase price allocation for the acquisition was finalised within the current year with no significant changes. The final goodwill arising on acquisition was valued at £122m.
Other acquisitions
On 31 January 2024, the Group acquired 100% of the share capital of Malloy Aeronautics Ltd and, on 2 May 2024, the Group acquired 100% of the share capital of Callen-Lenz Associates Ltd. Total consideration was £292m including £61m of contingent consideration. The net assets acquired, including intangible assets identified, were valued at £108m resulting in goodwill of £184m at 31 December 2024. Since the 31 December 2024, the Group has adjusted the net assets acquired with Callen-Lenz Associates Ltd by £16m, which has resulted in an increase to goodwill. Total goodwill of £200m has been recognised in respect of these acquisitions.
11. Disposals
Business disposals during 2025
There were no business disposals in 2025.
Disposal of interests in equity accounted investments during 2025
Air Astana
On 17 December 2025, the Group disposed of a portion of its 17% interest in Air Astana leaving the group with a 7% shareholding at 31 December 2025. The Group received cash proceeds of £38m and realised a profit on disposal of £12m, after accounting for the carrying value of the investment, disposal costs and currency reserve reclassifications. Following the reduction in the shareholding, the Group is no longer equity accounting for the remaining investment in Air Astana which is held within other investments, at fair value through other comprehensive income, at 31 December 2025.
Innovaero
On 11 December 2025, the Group disposed of its 51% shareholding in Innovaero Pty Ltd, previously reported in the Maritime segment. The Group received cash proceeds of £4m, there was no profit or loss on the disposal.
Business disposals during 2024
On 31 October 2024, the Group completed the sale of BAE Systems Imaging Solutions Inc., previously reported within the Electronic Systems segment and, on 31 December 2024, the Group completed the sale of its forge facilities and related services which formed the Anniston business within the Platforms & Services segment. Total net cash proceeds from the disposals were £8m and, after accounting for disposal costs and cumulative currency translation, the loss on the disposals before tax totalled £4m.
Disposal of interests in equity accounted investments during 2024
Air Astana
On 9 February 2024, Air Astana launched a joint initial public offering (IPO). As a result of the IPO, the total shareholding held by BAE Systems in Air Astana reduced from 49% to 17%. The Group received cash proceeds of £166m and realised a profit on the disposal of £75m, after accounting for the carrying value of the investment and currency reserve reclassifications.
FNSS
On 10 December 2024, the Group sold its 49% shareholding in FNSS Savunma Sistemleri A.S,. FNSS was included in the Platforms & Services segment. The Group received cash proceeds of £20m and realised a profit on the disposal of £23m, after accounting for currency reserve reclassifications.
12. Contingent liabilities
The Group believes that the likelihood of any significant liability arising in respect of its guarantees and performance bond arrangements, and legal actions and claims not already provided for, is remote.
13. Events after the reporting period
There were no events after the reporting period which would materially impact the balances reported in this Report.
Alternative performance measures
We monitor the underlying financial performance of the Group using APMs. These measures are not defined in IFRS and, therefore, are considered to be non-GAAP (Generally Accepted Accounting Principles) measures. Accordingly, the relevant IFRS measures are also presented where appropriate.
The Group uses these APMs as a mechanism to support year-on-year business performance and cash generation comparisons, and to enhance management's planning and decision-making on the allocation of resources. The APMs are also used to provide information in line with the expectations of investors, and when setting guidance on expected future business performance. The Group presents these measures to the users to enhance their understanding of how the business has performed within the year, and does not consider them to be more important than, or superior to, their equivalent IFRS measures. As each APM is defined by the Group, they may not be directly comparable with equivalently named measures in other companies.
Purpose, definitions, breakdowns and reconciliations to the relevant statutory measure, where appropriate, are included below.
Sales
Purpose
Enables management to monitor the revenue of both the Group's own subsidiaries as well as recognising the strategic importance in its industry of its equity accounted investments, to ensure programme performance is understood and in line with expectations.
Definition
Revenue plus the Group's share of revenue of equity accounted investments, excluding subsidiaries' revenue from equity accounted investments.
Reconciliation of sales to revenue
|
|
2025 |
2024 |
||
|
£m |
£m |
|||
|
Sales |
30,662 |
|
28,335 |
|
|
Deduct: Group's share of revenue of equity accounted investments |
(4,194 |
) |
(3,729 |
) |
|
Add: Subsidiaries' revenue from equity accounted investments |
1,868 |
|
1,706 |
|
|
Revenue |
28,336 |
|
26,312 |
|
Underlying EBIT
Purpose
Provides a measure of operating profitability, excluding one-off events or adjusting items that are not considered to be part of the ongoing operational transactions of the business, to enable management to monitor the performance of recurring operations over time, and which is comparable across the Group.
Definition
Operating profit excluding amortisation of programme, customer-related and other intangible assets, impairment of equity accounted investments and intangible assets, net finance costs and tax expense of equity accounted investments (EBIT) and adjusting items. The exclusion of amortisation of acquisition-related intangible assets is to allow consistent comparability internally and externally between our businesses, regardless of whether they have been grown organically or via acquisition.
Reconciliation of underlying EBIT to operating profit
|
|
2025 |
2024 |
||
|
£m |
£m |
|||
|
Underlying EBIT |
3,322 |
|
3,015 |
|
|
Adjusting items |
40 |
|
23 |
|
|
Amortisation of programme, customer-related and other intangible assets, and impairment of equity accounted investments and intangible assets |
(414 |
) |
(344 |
) |
|
Net finance income of equity accounted investments |
60 |
|
59 |
|
|
Tax expense of equity accounted investments |
(83 |
) |
(68 |
) |
|
Operating profit |
2,925 |
|
2,685 |
|
Return on sales
Purpose
Provides a measure of operating profitability, excluding one-off events, to enable management to monitor the performance of recurring operations over time, and which is comparable across the Group.
Definition
Underlying EBIT as a percentage of sales. Also referred to as margin.
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
|
Sales |
30,662 |
28,335 |
||
|
Underlying EBIT |
3,322 |
3,015 |
||
|
Return on sales |
10.8 |
% |
10.6 |
% |
Underlying earnings per share (EPS)
Purpose
Provides a measure of the Group's underlying performance, which enables management to compare the profitability of the Group's recurring operations over time.
Definition
Profit for the year attributable to shareholders, excluding post-tax impact of amortisation of programme, customer-related and other intangible assets, impairment of equity accounted investments and intangible assets, non-cash finance movements on pensions and financial derivatives, and adjusting items attributable to shareholders, being underlying earnings, divided by number of shares as defined for Basic EPS in accordance with IAS 33 Earnings per Share.
Reconciliation of underlying earnings to profit attributable to equity shareholders
|
|
2025 |
2024 |
||
|
£m |
£m |
|||
|
Underlying earnings for the year attributable to equity shareholders |
2,253 |
|
2,065 |
|
|
Adjustments: |
|
|
||
|
Adjusting items |
40 |
|
23 |
|
|
Amortisation of programme, customer-related and other intangible assets, and impairment of equity accounted investments and intangible assets |
(414 |
) |
(344 |
) |
|
Net interest income on post-employment benefit obligations |
57 |
|
20 |
|
|
Fair value and foreign exchange adjustments on financial instruments and investments |
34 |
|
82 |
|
|
Tax impact of adjustments |
92 |
|
110 |
|
|
Profit for the year attributable to equity shareholders |
2,062 |
|
1,956 |
|
Reconciliation of underlying EBIT to underlying earnings
|
|
2025 |
2024 |
||
|
£m |
£m |
|||
|
Underlying EBIT |
3,322 |
|
3,015 |
|
|
Group and equity accounted investments' underlying net finance costs (see reconciliation on page 42) |
(384 |
) |
(396 |
) |
|
Underlying tax expense (see reconciliation on page 43) |
(596 |
) |
(469 |
) |
|
Underlying profit for the year |
2,342 |
|
2,150 |
|
|
Deduct: Non-controlling interests |
(89 |
) |
(85 |
) |
|
Underlying earnings for the year attributable to equity shareholders |
2,253 |
|
2,065 |
|
|
|
|
|
||
|
Weighted average number of ordinary shares used in calculating basic EPS |
2,997 |
|
3,013 |
|
|
Underlying EPS - basic |
75.2p |
68.5p |
||
|
Weighted average number of ordinary shares used in calculating diluted EPS |
3,031 |
|
3,053 |
|
|
Underlying EPS - diluted |
74.3p |
67.6p |
||
Adjusting items
Purpose
To adjust items of financial performance from the reported underlying results which have been determined by management as being material by their size or incidence and not relevant to an understanding of the Group's underlying business performance.
Definition
Adjusting items include profit or loss on business transactions, the impact of substantively enacted tax rate changes, and costs incurred which are one-off in nature, for example non-routine costs or income relating to post-retirement benefit schemes, and other items which management has determined as not being relevant to an understanding of the Group's underlying business performance.
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
|
Net profit on business disposals |
12 |
|
94 |
|
|
Net gain related to plan amendments / settlements on pension schemes |
51 |
|
13 |
|
|
Acquisition and integration-related costs |
(22 |
) |
(72 |
) |
|
Other |
(1 |
) |
(12 |
) |
|
Adjusting items |
40 |
|
23 |
|
Underlying net finance costs
Purpose
Provides a measure of net finance costs associated with the operational borrowings of the Group that is comparable over time.
Definition
Net finance costs for the Group and its share of equity accounted investments, excluding net interest income/expense on post-employment benefit obligations and fair value and foreign exchange adjustments on financial instruments.
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
|
Net finance costs - Group |
(353 |
) |
(353 |
) |
|
Deduct: |
|
|
||
|
Net interest income on post-employment benefit obligations |
(54 |
) |
(18 |
) |
|
Fair value and foreign exchange adjustments on financial instruments |
(35 |
) |
(84 |
) |
|
Underlying net finance costs - Group |
(442 |
) |
(455 |
) |
|
Net finance income - equity accounted investments |
60 |
|
59 |
|
|
(Deduct)/add back: |
|
|
||
|
Net interest income on post-employment benefit obligations |
(3 |
) |
(2 |
) |
|
Fair value and foreign exchange adjustments on financial instruments |
1 |
|
2 |
|
|
Underlying net finance income - equity accounted investments |
58 |
|
59 |
|
|
Total of Group and equity accounted investments' underlying net finance costs |
(384 |
) |
(396 |
) |
Underlying effective tax rate
Purpose
Provides a measure of tax expense for the Group, excluding one-off items, that is comparable over time.
Definition
Tax expense for the Group and its share of equity accounted investments, excluding any one-off tax benefit/expense related to adjusting items and other items excluded from underlying EBIT, as a percentage of underlying profit before tax.
Calculation of the underlying effective tax rate
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
|
Underlying EBIT (see reconciliation on page 41) |
3,322 |
|
3,015 |
|
|
Group and equity accounted investments' underlying net finance costs (see reconciliation on page 42) |
(384 |
) |
(396 |
) |
|
Underlying profit before tax |
2,938 |
|
2,619 |
|
|
Group tax expense |
(421 |
) |
(291 |
) |
|
Tax expense of equity accounted investments |
(83 |
) |
(68 |
) |
|
Exclude: |
|
|
||
|
Tax effect of taxable adjusting items |
10 |
|
(33 |
) |
|
Tax effect of other items excluded from underlying profit |
(102 |
) |
(77 |
) |
|
Underlying tax expense |
(596 |
) |
(469 |
) |
|
Underlying effective tax rate |
20 |
% |
18 |
% |
Free cash flow
Purpose
Provides a measure of cash generated by the Group's operations after servicing debt and tax obligations, available for use in line with the Group's capital allocation policy.
Definition
Net cash flow from operating activities, including dividends received from equity accounted investments, interest paid, net of interest received, net capital expenditure and financial investments, and principal elements of lease payments and receipts.
Reconciliation from free cash flow to net cash flow from operating activities
|
|
2025 |
2024 |
||
|
|
£m |
£m |
||
|
Free cash flow |
2,158 |
|
2,505 |
|
|
Add back: |
|
|
||
|
Interest paid, net of interest received |
433 |
|
413 |
|
|
Net capital expenditure and financial investment |
959 |
|
987 |
|
|
Principal element of lease payments and receipts |
181 |
|
178 |
|
|
Deduct: |
|
|
||
|
Dividends received from equity accounted investments |
(299 |
) |
(158 |
) |
|
Net cash flow from operating activities |
3,432 |
|
3,925 |
|
Operating business cash flow
Purpose
Provides a measure of cash generated by the Group's operations, which is comparable across the Group, to service debt and meet tax obligations, and in turn available for use in line with the Group's capital allocation policy.
Definition
Net cash flow from operating activities excluding tax paid net of research and development expenditure credits received and including net capital expenditure (net of proceeds from funding of assets) and lease principal amounts, financial investment and dividends from equity accounted investments.
Reconciliation from operating business cash flow to net cash flow from operating activities
|
|
2025 |
2024 |
||
|
£m |
£m |
|||
|
Operating business cash flow |
2,787 |
|
3,093 |
|
|
Add back: |
|
|
||
|
Net capital expenditure and financial investment |
959 |
|
987 |
|
|
Principal element of lease payments and receipts |
181 |
|
178 |
|
|
Deduct: |
|
|
||
|
Dividends received from equity accounted investments |
(299 |
) |
(158 |
) |
|
Tax paid net of research and development expenditure credits received |
(196 |
) |
(175 |
) |
|
Net cash flow from operating activities |
3,432 |
|
3,925 |
|
Reconciliation of operating business cash flow to net cash flow from operating activities by reporting segment
|
|
Operating business cash flow |
Deduct: Dividends received from equity accounted investments |
Add back: Net capital expenditure, lease principal amounts and financial investment |
Net cash flow from operating activities |
||||||||||||
|
|
2025 |
2024 |
2025 |
2024 |
2025 |
2024 |
2025 |
2024 |
||||||||
|
|
£m |
£m |
£m |
£m |
£m |
£m |
£m |
£m |
||||||||
|
Electronic Systems |
1,337 |
|
801 |
|
(11 |
) |
(11 |
) |
245 |
|
254 |
|
1,571 |
|
1,044 |
|
|
Platforms & Services |
166 |
|
732 |
|
- |
|
(1 |
) |
226 |
|
245 |
|
392 |
|
976 |
|
|
Air |
904 |
|
1,243 |
|
(278 |
) |
(138 |
) |
247 |
|
254 |
|
873 |
|
1,359 |
|
|
Maritime |
373 |
|
436 |
|
(10 |
) |
(8 |
) |
310 |
|
306 |
|
673 |
|
734 |
|
|
Cyber & Intelligence |
59 |
|
139 |
|
- |
|
- |
|
56 |
|
55 |
|
115 |
|
194 |
|
|
HQ |
(52 |
) |
(258 |
) |
- |
|
- |
|
56 |
|
51 |
|
4 |
|
(207 |
) |
|
|
2,787 |
|
3,093 |
|
(299 |
) |
(158 |
) |
1,140 |
|
1,165 |
|
3,628 |
|
4,100 |
|
|
Tax paid net of research and development expenditure credits received |
|
|
|
|
|
|
(196 |
) |
(175 |
) |
||||||
|
Net cash flow from operating activities |
|
|
|
|
3,432 |
|
3,925 |
|
||||||||
Net debt (excluding lease liabilities)
Purpose
Allows management to monitor indebtedness of the Group, to ensure the Group's capital structure is appropriate and capital allocation policy decisions are suitably informed.
Definition
Cash and cash equivalents, less loans (including debt-related derivative financial instruments). Net debt does not include lease liabilities.
Components of net debt (excluding lease liabilities)
|
|
2025 |
2024 |
||
|
£m |
£m |
|||
|
Cash and cash equivalents |
3,438 |
|
3,378 |
|
|
Debt-related derivative financial instruments (net) |
3 |
|
89 |
|
|
Loans - non-current |
(7,190 |
) |
(7,713 |
) |
|
Loans - current |
(95 |
) |
(699 |
) |
|
Net debt (excluding lease liabilities) |
(3,844 |
) |
(4,945 |
) |
Order intake
Purpose
Allows management to monitor the order intake of the Group together with its equity accounted investments, providing insight into future years' sales performance.
Definition
Funded orders received from customers including the Group's share of order intake of equity accounted investments.
|
|
2025 |
2024 |
||
|
|
£bn |
£bn |
||
|
Order intake |
36.8 |
|
33.7 |
|
Order backlog
Purpose
Supports future years' sales performance of the Group together with its equity accounted investments.
Definition
Funded and unfunded unexecuted customer orders including the Group's share of order backlog of equity accounted investments. Unfunded orders include the elements of US multi-year contracts for which funding has not been authorised by the customer.
Reconciliation of order backlog, as defined by the Group, to order book1
|
|
2025 |
2024 |
||
|
£bn |
£bn |
|||
|
Order backlog, as defined by the Group |
83.6 |
|
77.8 |
|
|
Deduct: |
|
|
||
|
Unfunded order backlog |
(5.6 |
) |
(5.3 |
) |
|
Share of order backlog of equity accounted investments |
(20.5 |
) |
(16.6 |
) |
|
Add back: Order backlog in respect of orders from equity accounted investments |
5.6 |
|
4.5 |
|
|
Order book1 |
63.1 |
|
60.4 |
|
1. Order book represents the transaction price allocated to unsatisfied and partially satisfied performance obligations as defined by IFRS 15 Revenue from Contracts with Customers.
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