|
|
|
Net |
|
Non- |
|
|
|
|
|
Depreciation |
|
Impairment |
|
|
|
|
|
interest |
|
interest |
|
Total |
|
Operating |
|
and |
|
(losses)/ |
|
Operating |
|
|
|
income |
|
income |
|
income |
|
expenses |
|
amortisation |
|
releases |
|
profit/(loss) |
|
2017 |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
UK Personal & Business Banking |
|
3,721 |
|
774 |
|
4,495 |
|
(2,490) |
|
— |
|
(186) |
|
1,819 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial Banking |
|
1,566 |
|
831 |
|
2,397 |
|
(888) |
|
(152) |
|
(119) |
|
1,238 |
|
Private Banking |
|
386 |
|
184 |
|
570 |
|
(388) |
|
— |
|
(5) |
|
177 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial & Private Banking |
|
1,952 |
|
1,015 |
|
2,967 |
|
(1,276) |
|
(152) |
|
(124) |
|
1,415 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Central items & other |
|
(192) |
|
877 |
|
685 |
|
(272) |
|
(130) |
|
(1) |
|
282 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
5,481 |
|
2,666 |
|
8,147 |
|
(4,038) |
|
(282) |
|
(311) |
|
3,516 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2016* |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
UK Personal & Business Banking |
|
3,517 |
|
819 |
|
4,336 |
|
(2,782) |
|
— |
|
(105) |
|
1,449 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial Banking |
|
1,162 |
|
450 |
|
1,612 |
|
(975) |
|
— |
|
(14) |
|
623 |
|
Private Banking |
|
380 |
|
191 |
|
571 |
|
(432) |
|
— |
|
1 |
|
140 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial & Private Banking |
|
1,542 |
|
641 |
|
2,183 |
|
(1,407) |
|
— |
|
(13) |
|
763 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Central items & other |
|
(287) |
|
(193) |
|
(480) |
|
(99) |
|
(127) |
|
(7) |
|
(713) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
4,772 |
|
1,267 |
|
6,039 |
|
(4,288) |
|
(127) |
|
(125) |
|
1,499 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2015* |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
UK Personal & Business Banking |
|
3,366 |
|
733 |
|
4,099 |
|
(2,900) |
|
— |
|
(20) |
|
1,179 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial Banking |
|
1,125 |
|
402 |
|
1,527 |
|
(692) |
|
— |
|
(3) |
|
832 |
|
Private Banking |
|
385 |
|
192 |
|
577 |
|
(506) |
|
— |
|
(12) |
|
59 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial & Private Banking |
|
1,510 |
|
594 |
|
2,104 |
|
(1,198) |
|
— |
|
(15) |
|
891 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Central items & other |
|
(337) |
|
(240) |
|
(577) |
|
(735) |
|
(136) |
|
89 |
|
(1,359) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
4,539 |
|
1,087 |
|
5,626 |
|
(4,833) |
|
(136) |
|
54 |
|
711 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2017 |
|
2016* |
|
2015* |
||||||||||||
|
|
|
|
|
Inter |
|
|
|
|
|
Inter |
|
|
|
|
|
Inter |
|
|
|
Total revenue |
|
External |
|
segment |
|
Total |
|
External |
|
segment |
|
Total |
|
External |
|
segment |
|
Total |
|
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
|
UK Personal & Business Banking |
|
5,291 |
|
— |
|
5,291 |
|
5,214 |
|
(4) |
|
5,210 |
|
4,949 |
|
(15) |
|
4,934 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial Banking |
|
2,313 |
|
24 |
|
2,337 |
|
1,474 |
|
16 |
|
1,490 |
|
1,393 |
|
12 |
|
1,405 |
|
Private Banking |
|
647 |
|
20 |
|
667 |
|
660 |
|
30 |
|
690 |
|
676 |
|
42 |
|
718 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial & Private Banking |
|
2,960 |
|
44 |
|
3,004 |
|
2,134 |
|
46 |
|
2,180 |
|
2,069 |
|
54 |
|
2,123 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Central items & other |
|
1,185 |
|
(44) |
|
1,141 |
|
147 |
|
(42) |
|
105 |
|
334 |
|
(39) |
|
295 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
9,436 |
|
— |
|
9,436 |
|
7,495 |
|
— |
|
7,495 |
|
7,352 |
|
— |
|
7,352 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
* Re-presented to reflect the segmental reorganisation.
|
|
|
2017 |
|
2016* |
|
2015* |
||||||||||||
|
|
|
|
|
Inter |
|
|
|
|
|
Inter |
|
|
|
|
|
Inter |
|
|
|
Total income |
|
External |
|
segment |
|
Total |
|
External |
|
segment |
|
Total |
|
External |
|
segment |
|
Total |
|
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
|
UK Personal & Business Banking |
|
4,493 |
|
2 |
|
4,495 |
|
4,332 |
|
4 |
|
4,336 |
|
4,063 |
|
36 |
|
4,099 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial Banking |
|
2,455 |
|
(58) |
|
2,397 |
|
1,699 |
|
(87) |
|
1,612 |
|
1,613 |
|
(86) |
|
1,527 |
|
Private Banking |
|
573 |
|
(3) |
|
570 |
|
572 |
|
(1) |
|
571 |
|
582 |
|
(5) |
|
577 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial & Private Banking |
|
3,028 |
|
(61) |
|
2,967 |
|
2,271 |
|
(88) |
|
2,183 |
|
2,195 |
|
(91) |
|
2,104 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Central items & other |
|
626 |
|
59 |
|
685 |
|
(564) |
|
84 |
|
(480) |
|
(632) |
|
55 |
|
(577) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
8,147 |
|
— |
|
8,147 |
|
6,039 |
|
— |
|
6,039 |
|
5,626 |
|
— |
|
5,626 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2017 |
|
2016* |
|
2015* |
||||||||||||
|
|
|
|
|
|
|
Cost to acquire |
|
|
|
|
|
Cost to acquire |
|
|
|
|
|
Cost to acquire |
|
|
|
|
|
|
|
fixed assets |
|
|
|
|
|
fixed assets |
|
|
|
|
|
fixed assets |
|
|
|
|
|
|
|
and intangible |
|
|
|
|
|
and intangible |
|
|
|
|
|
and intangible |
|
|
|
Assets |
|
Liabilities |
|
assets |
|
Assets |
|
Liabilities |
|
assets |
|
Assets |
|
Liabilities |
|
assets |
|
|
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
£m |
|
UK Personal & Business Banking |
|
133,688 |
|
140,505 |
|
— |
|
120,903 |
|
132,152 |
|
— |
|
108,008 |
|
126,362 |
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial Banking |
|
59,870 |
|
87,787 |
|
208 |
|
43,815 |
|
73,378 |
|
3 |
|
40,472 |
|
65,075 |
|
— |
|
Private Banking |
|
29,244 |
|
28,115 |
|
— |
|
28,228 |
|
27,180 |
|
— |
|
25,304 |
|
24,309 |
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Commercial & Private Banking |
|
89,114 |
|
115,902 |
|
208 |
|
72,043 |
|
100,558 |
|
3 |
|
65,776 |
|
89,384 |
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Central items & other |
|
118,041 |
|
68,069 |
|
92 |
|
123,530 |
|
67,766 |
|
91 |
|
128,646 |
|
71,517 |
|
272 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
340,843 |
|
324,476 |
|
300 |
|
316,476 |
|
300,476 |
|
94 |
|
302,430 |
|
287,263 |
|
272 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
* Re-presented to reflect the segmental reorganisation.